JOB SATISFACTION AT CONFLUXLIVE GLOBAL SERVICES by Sanjay Gupta

PROJECT REPORT ON JOB SATISFACTION AT CONFLUXLIVE GLOBAL SERVICES

SUBMITTED TOWARDS PARTIAL FULFILLMENT OF POST GRADUADTE DIPLOMA IN BUSINESS MANGEMENT (Approved by …, Govt. of India)

ACADEMIC SESSION 2009 – 2011 Submitted By:…………………. Roll no:……………

UNDER THE GUIDANCE OF: External Supervisor

Internal Supervisor

…………………

Prof. ……………

Sr. Executive HR

Faculty

…………………………….

……………...,

Company Limited INSTITUTE OF MANAGEMENT STUDIES ………………………….. ……………………….

ACKNOWLEDGEMENT

Any assignment puts to litmus test of an individual knowledge credibility or experience and thus sole efforts of an individual are not sufficient to accomplish the desire successful completion of a project involve interest and effort of many people and so this becomes obligatory on the part to record our thanks to those who helped us out in the successful completion of our project. At this level of understanding it is often difficult to comprehend and assimilate a wide spectrum of knowledge without proper guidance and advice. Hence, I would like to take this opportunity to sincerely thank ……………. for giving me the wonderful opportunity to work under her able guidance and support throughout my training period. I would like to express my heartfelt Gratitude to ……….. for his round the clock enthusiastic support, noble guidance and encouragement which made this project successful. I would like to express my heartfelt gratitude to all the faculties of ………. Chennai, especially to my internal supervisor Prof. ………….for her inspiration, constructive criticism and affectionate encouragement throughout the tenure of the project I would also like to thank all the respondents who took out time from their busy schedule for responding to the survey and without whose support this research would never have seen light of the day. Finally I would like to thank the staff members of CONFLUXLIVE GLOBAL SERVICES for helping me during various stages of training. Sincerely, …………….

ABSTRACT The issue of Job Satisfaction, Motivation in the work place and the rate of job characteristics has course of intensive research for many years now and have given rise to many theories, formed on of extended research by psychologists, social scientists and HRD Managers. In this Context the present study was designed to analyze the job satisfaction among the Associates. The present study decided to have a sample size of 100 staff working in different functions Data for this study has been collected from both primary data sources and secondary data sources. Tools used for collection of primary data are questionnaire. Secondary data are collected from websites books brochures and pamphlets of the Organization. Confluxlive Global Services is the purpose of this research assigned to all the area as well as linked developments. The research comes up with Fresh perspectives and practicable solutions for the improvement of associate’s satisfaction.

CHAPTER I INTRODUCTION Every Organization requires mainly basic resources for effective flow around the world the minimum resources are: Man Money Machinery Material Every Organization has certain goals or objectives, for accomplishment of those goals or Objectives, the management had to utilize physical and financial resources through the efforts of man. Thus HR is a crucial subsystem in the process of management; HR is also a resource like any natural resource. Te management has to get and use these skills, knowledge and ability through development and training and then utilizing them in proper and suitable manner to reach organization goals or objectives. Human Resource Management: Management of any resource is entirely different from management of Hr. Since HR is complex being i.e. they include psychological, sociological and ethical values. The proportions of these dimensions differ from one individual to other. Hence some extra risk should be taken in the management of HR Definition: Management function of employing, developing and compensating the HR resulting in creating and development of human relation with view to contribute proportionately to organizational, individual and social goals.

Therefore resources must be created at right time at right level in a right level in a right manner then it will gives maximum out puts with minimum costs. So utilization of minimum resources at right time gives maximum profits to the organization. Man Power Planning: Man power is important source for smooth carrying of every organization. Manpower plans different categories of jobs at different levels of the organizations, manpower planning helps in anticipating the needs for various types of skills requirements and suitable manpower should be planned in advance in order to avoid delays for new projects and also to the extension plans. A man power plan will be able to give adequate le ad time for recruitment, selection and training of such persons. Definitions: According to ERIC W.VETER, man power planning is “the process by which management determines how the organizations should move from its current man power position to its desired man power position” According to GEISTER, “ Man power planning the process including forecasting developing and controlling by which a firm ensures i.e., has right number of people and the right king of people at right places, at the right time doing work for which they are economically most useful”.

STATEMENT OF THE PROBLEM This study is to analyze the factors that are to be identified and considered to play an important role in Job Satisfaction among the employees. The researcher aims to identify and highlight the difference in perception among employees of different demographic characteristics and suiting their expectations.

OBJECTIVES OF THE PROJECT

Primary objective: To study the satisfaction level of employees on their job at Confluxlive global services Secondary objectives:  To study the satisfaction of the employees with respect to their job description.  To study the opinion of the employees with respect to their career development in the organization.  To study the satisfaction of the employees with respect to their salary structures.  To study the satisfaction of the employees with respect to the training activities conducted by the organization.

IMPORTANCE OF THE STUDY The study helps the organization to identify the positive and negative aspects as perceived by the employees and thereby take suitable steps to meet their expectation and thereby increase the satisfaction level of the employee.

NEED FOR THE STUDY In today’s competitive world especially after the advent of liberalization, privatization and globalization the employee opportunities in the private sector has gone up. People are constantly on the move and are shifting to different companies as and when they get better offers. So it is becoming increasingly difficult for the organizations, to retain employees for longer duration. SCOPE OF THE STUDY This study is being done to know the satisfaction level of employees of Confluxlive Global services. The finding of the study will throw a light on the extent of satisfaction of the employees. The management can work on areas where there are problems and make Confluxlive, a wonderful organization to work for.

HYPOTHESIS

Statistics is a mathematical science pertaining to the collection, analysis, interpretation or explanation, and presentation of data. It is applicable to a wide variety of academic discipline’s, from the physical and social sciences to the humanities. Statistical methods can be used to summarize or describe a collection of data; this is called descriptive statistics. In addition, patterns in the data may be mathematical model in a way that accounts for randomness and uncertainty in the observations, and then used to draw inferences about the process or population being studied; this is called inferential statistics. Both descriptive and inferential statistics comprise ''applied statistics''. There is also a discipline called mathematical statistics, which is concerned with the theoretical basis of the subject.

Chi-Square Test The chi-square test is important test amongst the several test of significance developed by statisticians. Chi-square, symbolically written as X² is a statistical measured used in the context of the sampling analysis for comparing a variance to a theoretical variance. Uses of chi-square test: Chi-square is a very versatile test used both as a non-parametric and a parametric measure. As a non-parametric measure it is used as: •

Test of goodness of fit.

•

As a test of independence.

•

To establish confidence intervals for the variance of a population.

This test is used to determine if categorical data shows dependency or whether the two classifications are independent. As a test of independence Chi-square enables to explain whether or not two attributes are associated. The formula is as follows: Chi-squared test

∑ (O-E) ^ 2)/E

Where, O = Observed frequency, E = Expected frequency, Calculate the expected frequencies on the basis of the given hypothesis or on the basis of null hypothesis. E = (Row total for the row of that cell)*(Column total for the column of that cell) (Grand total) Null Hypothesis: Two attributes are independent

Alternate Hypothesis: Two attributes are not independent. •

Obtain the difference observed and expected frequencies and find out the square of such difference i.e. calculated (Oij-Eij)².

•

Divide the quantity (Oij-Eij)² obtained as stated above by the corresponding expected frequencies or the group frequencies.

•

Find the summation of (Oij-Eij)² obtained as stated above by the corresponding expected frequencies or the group frequencies.

•

Find the summation of (Oij-Eij)²/Eij values or what we call ∑(Oij-Eij)²/Eij, this is the required X² values.

•

The X² value obtained as such should be compared with relevant table value of X² and the inference be drawn.

Percentage analysis: Percentages are a measure of central tendency percentages are often used in data presentation. The data are reduced into the standard form with the base equal to 100, which in fact facilitates relative comparison. Percentage= (no of respondents for the particular factor/ total respondents)* 100

Weighted average method: Weighted average can be defined as “an average whose component items are multiplied by certain values (weights)” & the aggregate of the products are divided by the total no of items. In order to identify the relative importance of items in the distribution it is essential to allocate weights to the items. It can be calculated by the formula X=∑ fx / N Where X= weighted arithmetic mean.

fx = component items multiplied by its weights. ∑ fx = sum of products obtained by adding all the ‘fx’ values. N= total no of items.

RESEARCH METHODOLOGY 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, observations,

comparison and experiment. In short, the search for knowledge through objective and systematic method of generalization and the formulation of a theory is also theory is also research. A term ‘research’ refers to the systematic method of consisting for enunciating the problem, formulating a hypothesis, collecting the facts or data. Analyzing the facts or data, analyzing the facts and reaching certain conclusions either in the form of solutions towards the concerned problems or in certain generalization for some theoretical formulation Collection of Data Data refers to information or facts.

Often researchers understand by data as only

numerical figure. It also includes descriptive facts, on numerical information, qualitative and quantitative information. Collection of data is an important stage in research. In fact the quality of the data collected determines the quantity of the research. Collection of data is done by 2 methods. 1. Primary data collection. 2. Secondary data collection.

Primary Data Primary data is also known as the data collected for the first time through the field survey. Such data are collected with specific set of objectives to assess the current of any variable studied.  Interviews  Questionnaire Secondary Data The secondary data, which is needed for my study was collected from the company’s database. Sample Design Sampling procedure: Convenience sampling Sample size

: 100

Sampling Unit

: Employees in Confluxlive Global Services, Chennai

Type of questionnaire The method used for data collection was “Questionnaire method” that is structured one. It is a mixture open- ended and closed ended and multiple choices. The words used were simple and helps in avoiding confusion and misunderstanding among the respondents. Open end Question One type of question asked to the respondents does not lead to arrive at some specific answers or to set of answers. The answer here is not influenced by the question itself.

Multiple choice Questions The question consists of a list of alternative answers, where the respondents can select one answer of their choice. Dichotomous Questions (close ended) These questions provide only two choices of answers. In fact, these questions do not provide much information to the problem. But these questions are quick and easy for the researchers to complete the task.

CHAPTER II REVIEW OF LITERATURE Job Satisfaction Job Satisfaction refers to one’s feeling towards ones job. An individual having satisfaction is said to posses’ positive attitudes towards the job. Conversely, a dissatisfied person will have negative attitude towards his/her job. When people speak of employer attitudes they invariably refer to job satisfaction. In fact the two terms are used interchangeably. Job satisfaction is one of the important factors that have drawn attention of managers in the organization as well as academicians. Various studies have been conducted to find out the factors, which determine job satisfaction and the way; it influences productivity in the organization. Though there is no conclusive evidence that job satisfaction affects productivity directly because productivity depends on so many variables, it is still a prime concern for the managers. Job satisfaction is the mental feeling of favorableness which one individual has about his job. One of the tasks of the managers is to provide satisfaction to employees from their respective jobs. The term job satisfaction refers to an individual’s general attitudes towards his job. A person with high job-satisfaction holds a positive attitude towards his job. While a person who is dissatisfied with his job holds a negative attitude about his job. When people speak of employees attitudes more often than not they mean jobsatisfaction. Definition of job satisfaction:  Job satisfaction defined as a pleasurable or positive emotional state resulting from the appraisal of ones job or job experience.  Job satisfaction will be defined as amount of overall positive effect (or feelings) than individuals have towards their jobs.

 Job satisfaction is the amount of pleasure on containment associated with a job.  If you like your job intensely you will experience high job satisfaction. If you dislike your job intensely, you will experience.  Job satisfaction is a set of favorable or unfavorable feelings with which employee view their work. D.C.Feldman & H.J.Arnold, Keithdevis Consequences of Satisfaction Job satisfaction has both functional and dysfunctional consequences. The positive consequences of job satisfaction have already been stated above. An often overlooked dimension of job satisfaction is its relationship to employee health. Employees who are dissatisfied with their jobs are hope to health setbacks ranging from head aches the heart disease. For managers this means that even of satisfaction did not head to less voluntary turnover and absences the goal of satisfied workforce might be justifiable because it would reduce medical costs and the primitive loss of valued employees by way of heart disease and stroke. The effect of hob satisfaction goes beyond organizational settings. When employees are happy with their jobs their lives away from jobs will be better off. In contrast the dis-satisfied employer carries that negative attitude home. Some benefits of job satisfaction accrue the every citizen in society. Satisfied employees are more likely to be satisfied citizens. The se people will to hold a more positive attitude towards life in general and make for a society of more psychologically health people. Thus job satisfaction help management in terms of reduced turnover educed absences reduced job stress and reduced medical and life insurance costs. Additionally there are benefits for society in general. Satisfied employees are happy and better citizens. However, job satisfaction has been over emphasized. Its benefits to the management are contingent upon fulfillment of several other variables. Take turnover for instance. Job satisfaction

may not directly lead to reduced turnover. Other factors like are, financial positions number of departments and the like will have their own way. It seems that only academicians and researchers are interested in because of the lectures he or she has to deliver. For researchers, job satisfaction is a good topic for survey. For them job satisfaction is important and they expect that it is important for other too. For many people, job is only a source of earning nothing more, nothing less. A dis-satisfied employee has any number of off the job activities to find satisfaction. Non job oriented people not to be emotionally involved with their work. The relative indifference allows them to accept frustrating conditions at more willingly. Unfortunately the non-jiboriented people are more than those who take job or every thing in life. So while job satisfaction might be important the lowers, surgeons, professors, researchers and other professionals. It may be irrelevant to the average worker who is more attracted by the pay cheque, satisfaction or dissatisfaction. In lieu of productivity The relationship between satisfaction and productivity is not definitely established. The consensus, however, is that in the long run job satisfaction leads to increased productivity. But, four decades of research into this issue, unfortunately, does not tend support to this belief. First, the relationship between job-satisfaction and job performance is weak. In the latter findings, the median correlation between satisfaction and performance is only 0.14. Second there is more evidence to suggest that job performance leads to job satisfaction and not the other way round. An employee who performs well in this job gets both intrinsic and extrinsic reward which will lead to his satisfaction. A poor performer will fell worse about his

incompetence and will receive fewer rewards. He will be less satisfied with his work experiences. Third there are some conditions under which high productivity more clearly leads to high job satisfaction. One condition is that the employees perceive that intrinsic and extrinsic towards are contingent upon their productivity the second condition is that the extrinsic rewards be distributed equability. Inequitable distribution fails to convince the employees close correlation between hard work and rewards. However the adage a happy worker is not always wrong, true, there may not be a relationship between job satisfaction and productivity. Performance may be affected indirectly by absenteeism or turnover which is related (negatively) to satisfaction. In Lieu of Employee Turnover High employee turnover is of considerable concern for because, it disrupts normal operations, causes morale problems for those who stick on and increases the cost involved in selecting and training replacements. The employer does whatever possible to minimize turnover, making the employees feel satisfied as their jobs being one such. Unlike the relation between satisfaction and productivity the connection between job satisfaction to employee turnover is established beyond doubt, in four major reviews of the relationship between satisfaction and turnover, is has been demonstrated that workers who are the most like to quit their jobs and that organizational units with the lowest average satisfaction levels tend to have the highest turnover rates. However the withdrawal behavior of employees in modified by certain factors. Loyalty to the organization is one such. Some employers can imagine themselves working elsewhere. However dissatisfied they are in their present jobs. Availability of other places of employment also influences turnover. If greener postures are available an employee does not mind going in search of them not with standing, the present level of job satisfaction he/she enjoys.

In Lieu of Absenteeism Correlation of satisfaction the absenteeism is also proved conclusively workers who are dissatisfied are more likely to take “mental health” days. Days of not due to illness or personnel business Simply stated absenteeism is high when satisfaction is low. As in turnover absenteeism is subject to modification by certain factors, the degree to which people feel that their jobs are important has a moderating influence on their absences. Employees who feel that their work is important tend to clock in regular attendance. Besides, it is important to remember, that while high job satisfaction will not necessarily result in low absenteeism. Low satisfaction is likely t bring about high absenteeism. In Lieu Of Safety Poor safety practices are negative consequences of low satisfaction level. When people are discouraged about their jobs, company, and supervisors, they more liable to experience accidents An underlying reason for such accidents is that discouragement may take ones attention away from the task at hand. In attention leads directly the accidents. For example, many hand injuries from power tools can be attributed to the operator not paying careful attention. In Lieu Of Job Stress Job stress is the body’s response to any job related factor that threatens to disturb the person’s equilibrium. In the process of experiencing stress, the employees interstate changes Prolonged stress can cause the employee serious ailments such as heart disease, ulcer, blurred vision, lower back pain, dermatitis and muscle aches. Chronic, job satisfaction is a powerful source of job stress the employee may see no satisfactory short term solution to escaping this type of stress.

An employee trapped in dissatisfying job may withdraw by such means as high absenteeism and torridness or the employee may not quit. Employees under prolonged stress, stemming from hob dissatisfaction often consume too much alcohol, Tobacco and drugs. These employees are costly to the management in terms of time lost due to frequent absences and increased payments towards medical reimbursements.

In Lieu Of Unionization It is owed that job satisfaction is the major cause for unionization. Dissatisfaction with wages, job security fringe benefits, chances of promotion and treatment by supervisors are reasons which make employees join unions; another dimension is that job dissatisfaction can have an impact on the tendency to make action within the union such as filing grievances or striking. Other Effects of Job Satisfaction In addition to above, it has been claimed that satisfied employees tend in leave better mental and physical and learn new job related tasks more quickly. All things considered practicing managers and organizational behavior researches would agree that job satisfaction is important to an organization. Critics however, point out that this is pure connective because there is much that we do not know about the positive effect of job satisfaction. On the other hand jobs have been documented. So if only from the standpoint of viewing job-satisfaction as a minimum requirement or point of departure, it is of value to the organization overall be with and effectiveness and is deserving of study and application in the field of organizational behavior.

Physical and Mental Health The degree of job satisfaction affects an individual’s physical and mental health. Since job satisfaction is a type of mental feeling. Its favorableness and unfavorable ness affects the individuals psychologically, which ultimately affects his physical health. For example, Lawyer has point out that drug abuse, alcoholism and mental and physical health result from psychologically harmful jobs. Further since a job is important part of life. Job satisfaction influences general life satisfaction the result is that there is spillover effect which occurs in both directions between job and life satisfaction. Benefits of Job Satisfaction 1.

One benefit of job satisfaction surveys is that they give management on indication of general levels of satisfaction in a company. Surveys also indicate specific areas of satisfaction or dissatisfaction (as well employer services) and particular group of employees (as in the tool department or among those over the age of forty). In other words a survey tells how employees fell about their jobs. What parts of their jobs these feelings are focused on, which departments are particularly affected?

Feelings communication is another benefit of the surveys. Communication flows in all directions as people plan the survey talk and discuss its results. Particularly beneficial to the company is, the upward communication when employers are encouraged the comment about what they really have in their minds.

An unexpected benefit from a job satisfaction survey is improved attitudes. For some employees, the survey is satisfactory valves.

Improved communication is another benefit of the surveys; communication flows in all directions as people plan survey talk and discuss its results. Particularly beneficial to the company is, the upward communication when employees are encouraged the comment about what they really have in their minds.

Emotional release, a chance to get things off their chest. For others, the survey is a tangible-expression of management’s interest in employer welfare, which gives employer a reason to feel better towards management.

The job satisfaction survey can help discover the causes of indirect productivity problems such as absenteeism, turnover and poor quality of work. Absenteeism and employee turnover are highly correlated with job satisfaction. It was also noted that these in turn affect productivity. If an organization is disturbed by a high rate of absenteeism or turnover.

It might appropriately turn to job satisfaction surveys to diagnose the use the courses could be low pay, lack of promotional opportunities unchallenging jobs, unjust treatment and the like, without proper surveys, there could be random guessing on the part of management. A job satisfaction survey helps management both to get a better handle on why employees are lagging and to plan better solutions to problems.

Another benefit of satisfaction surveys is that they help management asses training needs, usually employees are give an opportunity to report how they feel this supervisor perform certain parts of the jobs.

Delegating work and giving adequate job instructions, since employees experience these supervisory acts their perceptions may provide useful data about the training of their supervisors.

10. A job satisfaction survey is an indication of the effectiveness of organizational reward system. There is a positive relationship between performance and satisfaction. His relationship will be strong when rewards ( intrinsic and extrinsic) are distributed equitably contingent upon performance. Now job satisfaction surveys can provide some. 11. Clues as to the effectiveness of the organizational reward system. They help managers judge whether the best performance are receiving the most rewards and the most satisfaction from their jobs. The best performance are likely to quit it they are not suitably rewarded.

12. One of the best uses of job satisfaction surveys is in the evaluation of the impact of organizational changes an employee attitude. For example, the management wants to know whether the job redesign program recently implemented in the organization pre change data and post change data. It is easy to determine what the redesigned work has on the employer attitudes. 13. Finally, it is not that, satisfaction surveys benefit only management. They are useful to unions for often both management and union argue about what the employees want, but neither really knows the job satisfaction. 14. Survey is one way to find out. It is for this reason that unions support surveys. 15. Pre-requisites to job-satisfaction. 16. Top management actively supports the survey. 17. Employees are fully involved, as planning the survey. 18. A clear objective exists for conducting the survey. The study is designed and administered consistent with standards of sound research. Management is capable and willing to take follow up action both the results and action plans are communicated the employees. Improving the Job Satisfaction Job satisfaction plays significant role in the organization. Therefore, managers should take concrete steps to improve the level of job satisfaction. These steps may be in the form of job designing o make the job more interesting and challenging, improving quality or work life, linking rewards with performance and improving overall organizational climate.

Job satisfaction: Henry Ford once said, the object of living is work. There is joy in work. This joy in work is job satisfaction. Lasting happiness comes from job satisfaction. Professional qualification facilitates empowerment. Empowerment is the encouragement and reward for the people for their effort. An employee possessing professional qualification is able to provide faster, accurate and quality service to the customer. He is able to take decisions himself. This sense of ability and competency increases the level of job satisfaction. Locke (1976) defined job satisfaction as “... a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience.” That is, it is the discrepancy between what an employee values and what the situation provides. Smith et al. (1969, p. 6) suggested that “... job satisfaction are feelings or affective responses to facets of the situation.” Dawis and Lofquist (1984) defined job satisfaction as the result of the worker’s appraisal of the degree to which the work environment fulfills the individual’s needs. These definitions, as Lease (1998) pointed out, are similar to other definitions where job satisfaction is viewed as the degree of an employee’s affective orientation toward the work role occupied in the organization. Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance; methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups. Job satisfaction is a very important attribute which is frequently measured by organizations.

Job satisfaction has always been important issues for organizations. Few practices (in fact, few organizations) have made job satisfaction a top priority, perhaps because they have failed to understand the significant opportunity that lies in front of them. Satisfied employees tend to be more productive, creative and committed to their employers. (J. Michael Syptak, MD, David W. Marsland, MD, and Deborah Ulmer, PhD) As per Maslow’s hierarchy of need, need of self-esteem is the need which every human being seeks after basic need. Professional qualification helps to fulfill this need. It is said that when the breadwinner of a family dies, it is only an insurance agent who can provide some relief to the bereaved family. Ability to do such a difficult task increases the self-esteem and job satisfaction of an agent. Professional qualifications such as CIS or IRDA pre-licensing course, besides job knowledge, instills positive attitude, values, honesty and approach to assess the need of the customers Job satisfaction has been defined in several different ways and a definitive designation for the term is unlikely to materialise. A simple or general way to define it therefore is as an attitudinal variable: Job satisfaction is simply how people feel about their jobs and different aspects of their jobs. It is the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs. (Spector, 1997) An alternative approach is that proposed by Sousa-Poza and Sousa-Poza, based on the assumption that there are basic and universal human needs, and that, if an individual’s needs are fulfilled in their current situation, then that individual will be happy. This framework postulates that job satisfaction depends on the balance between work-role inputs - such as education, working time, effort - and work-role outputs - wages, fringe benefits, status, working conditions, intrinsic aspects of the job. If work-role outputs (‘pleasures’) increase relative to work-role inputs (‘pains’), then job satisfaction will increase (Sousa-Poza and Sousa-Poza, 2000).

Other theorists (e.g. Rose, 2001) have viewed job satisfaction as a bi-dimensional concept consisting of intrinsic and extrinsic satisfaction dimensions. Intrinsic sources of satisfaction depend on the individual characteristics of the person, such as the ability to use initiative, relations with supervisors, or the work that the person actually performs; these are symbolic or qualitative facets of the job. Extrinsic sources of satisfaction are situational and depend on the environment, such as pay, promotion, or job security; these are financial and other material rewards or advantages of a job. Both extrinsic and intrinsic job facets should be represented, as equally as possible, in a composite measure of overall job satisfaction. This distinction, as described by Rose, relates to the double meaning of the word ‘job’: the work tasks performed and the post occupied by the person performing those tasks. The meaning of ‘job’ as a post or appointment is of primary importance. Every job is an instance of the employment relationship, embodying a contract (substantive or implied) to exchange an ability to work (labour, provide service, exercise ingenuity, direct efforts of others, etc) for rewards (both material and symbolic). True, performing work tasks provides a stream of experiences, technical and social, that can energise psychosocial responses; any resulting data summarising these reactions are indispensable. However, such data must not be weighted higher than those concerning experience of the overt (or ostensible) contractual terms - above all, those concerning pay and job security. (Rose, 2001) The term ‘Satisfaction’ implies, the feeling of either being contended or non-contended on using a product. Job Satisfaction is a prerequisite for the customer satisfaction. Enhanced Job satisfaction leads to higher level of employee retention. A stable and committed workforce ensures successful knowledge transfer, sharing, and creation --- a key to continuous improvement, innovation, and knowledge-based total customer satisfaction.

When companies are committed with providing high quality products and services; when companies set high work standards for their employees; and when employees are empowered through training and development, provided with knowledge and information, permitted to make mistakes without punishment, and trusted; they will experience an increase in their level of satisfaction at work. This level of satisfaction can be enhanced further if teamwork and visionary leadership are introduced. Continuous improvement comes from the efforts of the empowered employees motivated by visionary leadership. This is supported by the findings that empowerment and visionary leadership both have significant correlation with job satisfaction. Teamwork is also supported by the findings. In addition, the study found significant correlation between employee satisfaction and employee’s intention to leave. The success of a corporation depends very much on customer satisfaction. A high level of customer service leads to customer retention, thus offering growth and profit opportunities to the organization. There is a strong relationship between customer satisfaction and job satisfaction. Satisfied employees are more likely to stay with company and become committed and have more likely to be motivated to provide high level of customer service, by doing so will also further enhance the employee’s satisfaction through feeling of achievement. Enhanced job satisfaction leads to improved employee retention; and employee stability ensures the successful implementation of continuous improvement and customer satisfaction. Customer satisfaction will no doubt lead to corporate success and greater job security. These will further enhance job satisfaction.

History of Job Satisfaction One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers’ productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction. Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylor’s work. Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life – physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories.

Models of job satisfaction

• Affect Theory Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesn’t value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. •

Dispositional Theory

Another well-known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of one’s job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine one’s disposition towards job satisfaction:

self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his self) and general selfefficacy (the belief in one’s own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction

• Two-Factor Theory (Motivator-Hygiene Theory) Frederick Herzberg’s Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors – motivation and hygiene factors, respectively. Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifact. Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. . Finally, the model has been criticized in that it does not specify how motivating/hygiene factors are to be measured.

• Job Characteristics Model Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety,

task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors----. A metaanalysis of studies that assess the framework of the model provides some support for the validity of the JCM.

Factor discussion 1. Work culture: This factor emerged out be the most important factor for job satisfaction in insurance sector. There are nine variables which correlate very high with this factor. It accounts for a total variance of 23.367. This factor highlights the fact that for job satisfaction an insurance company must have a very good work culture. Work culture comprises of the following attributes in order of their importance: •

Superiors encouragement of career development

•

Helpful superiors

•

Respectful treatment by management and peers

•

Job security

•

Open and friendly work atmosphere

•

Work flexibility with respect to family responsibilities

•

Free and frequent communication by superiors

•

Good internal co-ordination between various departments

•

Realistic targets

After analysis it was seen that in the entire insurance sector major emphasis is on encouragement given by superiors for the development of career of their subordinates. (Factor loading is .806) and minimum emphasis is on realistic targets (Factor loading is -.671) This may be due to the fact that in insurance sector major emphasis is given on business development. This factor being one of the major factors that influence the job satisfaction level in insurance sector , It aims at satisfying the safety/security and self-esteem needs of individuals. It talks about job security, helpful superiors, respectful treatment, open and friendly work environment which is a safety an security need, then moving higher in the need hierarchy model self-esteem need is fulfilled by superiors encouragement of career development, free and frequent communication by superiors because this provided recognition from others in terms of career development and communication. It was seen that superiors encourage the career development of their subordinates, they are helpful, they treat the subordinates with respect and there is good internal coordination among various departments of the organizations but on the other hand there is no job security in this sector, work atmosphere is also not very open and friendly moreover the companies do not provide work flexibility with respect to the family responsibility of their employees. Jobs are more stressful if they interfere with an employee’s personal life and are a source of continuous worry or concern. Despite being helpful the superiors are lacking in frequent and free communication with their subordinate which causes a major amount of job dissatisfaction among the employees. Another very important cause of dissatisfaction if unrealistic targets that are set by superiors which results in increasing the stress level as well as dissatisfaction among the employees. Note: A negative factor loading implies that the variable has a negative implication on the factor. While considering the strength of each variable its absolute value is

considered but while analyzing its impact the negative implication is taken into consideration.

2. Pay for performance: This was the second most important factor which results in job satisfaction. This factor accounted for a total variance of 10.825. There are four variables that correlate high with this factor and they are given below in order of the importance given to them •

Salary according to competence

•

Equitable salary when compared to competitors

•

Availability of fringe benefits

•

And job importance

This factor satisfies the safety and security needs of employees since it talks about economic security aspect (refer to figure 2.2) Though analysis it was seen that the salary structure in the entire insurance sector was competitive and equitable to competitors, fringe benefits like laptops, telephone facility, reimbursement of conveyance etc. were provided to keep the employees satisfied and motivated to work and this made the employees feel that their job is of importance and the business that they generate is of importance to the company. Equitable salary structure and fringe benefits act as a buffer for employees who feel that they are being valued by the company and are getting something in return for the business that they generate. But on the darker side a major dis-satisfaction was in terms of salary when compared to the competence and ability of employees. Employees felt that their salary is not in compliance to their abilities and competencies. They felt that work load was often very much and their pay was not according to the work load that

they had to handle. So it was concluded that though organizations provide fringe benefits which are being appreciated by the employees yet there is dis-satisfaction in terms of salary structure and since the structure is competitive so the entire insurance sector is facing problems associated with low salary package.

3. Growth and recognition: The third important factor that determines the job satisfaction level in the insurance sector is the amount of growth opportunities that are available to the employees and the level of recognition that they receive for their efforts. The variables that correlate highly with this factor in terms of their importance are as follows: •

Periodical review of work for improvement

•

Fair performance appraisal system

•

Recognition and incentives (bonus) for personal accomplishments

•

Frequent training for skill enhancement

•

Opportunities to learn and grow

This factor highlights human being’s unrelenting desire for being acknowledged for their achievements. It aims at satisfying self-esteem need of human beings (refer to figure 2.2).A successful employee is one who is in constant search for growth opportunities and it was found that in the insurance sector employees are given adequate growth opportunities. Their performance is reviewed frequently and fairly, they receive incentives and bonus for their personal achievements, they are given frequent training for enhancing their skills and they get immense opportunities to learn and improve on their abilities and competencies.

So it can be fairly concluded that insurance sector provides good growth and learning opportunities to its employees which attracts job seekers towards this industry.

4. Authority: Authority also plays an important role in defining job satisfaction level. It accounted for 7.972% of variance and ranked at fourth number in the analysis. The two variables that make up this factor in order of their role in determining job satisfaction are as follows: •

Participation in decision making

•

Freedom to do job efficiently

This factor again talks about self-esteem need of human beings, according to Maslow’s need hierarchy theory (refer to figure 2.2) Participative management is one of the emerging trends that the organizations are utilizing to motivate their work force and to make them feel part of the organization. If a worker feels that he is in charge of things around him then he will be satisfied internally and will be motivated to make his workplace a better place. But on a greyer note it was seen that in insurance sector decision making is still the prerogative of higher authorities and employees are secluded from decision making, though they are given freedom to do their jobs effectively but when it comes to decision making they are secluded from it. 5. Job clarity: Fourth factor that determines job satisfaction is presence of job clarity. This factor accounts for 6.805% variance and it has three variables under it which as following:

•

Clear understanding of goals and strategies

•

Clarity about expectations from job and organization

•

Availability of opportunities to understand interesting an challenging projects

It was seen that employees have a clear understanding of their job roles and also of the goals and strategies of the company. They also get good opportunities to undertake challenging projects and are able to handle these projects well because of their job clarity. So it seems that the main effort is on making job roles and duties clear, along with good understanding of strategies and goals of the organization so that employees can align their goals and targets with that of the organization and hence become capable of handling challenging projects. 6. Team work: Team work among peers and subordinates is a factor that is the second last factor which has its say on job satisfaction in insurance sector. This factor accounted for 5.662% variance and it has two variables that highly correlate with it. The variables in order of their loading are: •

Team spirit among co-workers

•

Good working relationship with peers

This factor clearly aims at satisfying the social needs of human beings since it talks about team work which necessitates from human’s need to be part of a group and to be accepted as a part of that group. Team work creates an aura of healthy work environment. If employees work as a team rather than individuals then targets can be achieved in a better way. Good working

relationships also act as stress suppressing factor. It creates harmony and stimulates growth of employees as well as the organization as a whole. It was found that employees in insurance sector had relatively high team spirit among themselves and they also had good working relations between their co-workers.

7. Leadership: The last but important factor that affects job satisfaction level in insurance sector is leadership of management. This factor accounts for total of 5.626% variance and its two variables in order of their importance are as following: •

Caring manager

•

Competent manager

Though leadership has many attributes but in insurance sector it is determined by the attitude of superiors towards their subordinates. A good leader is one who is competent enough to care about his subordinates and not just treat them like insensitive beings. This is again a psychological attribute which determines job satisfaction level. A caring manager satisfies the social need (according to Maslow’s need hierarchy model) of employees and it makes them realize that they are being cared and given importance as a human asset. It was seen that the leadership in insurance sector needs to pay attention on this front. Employees felt that their managers are incompetent because they fail to care about them as person. This was a cause of dis-satisfaction among employees in the insurance sector

(FIGURE 2.2)

CHAPTER III

PROFILE OF THE ORGANIZATION

INDUSTRY PROFILE Software industry: The software industry comprises businesses involved in the development, maintenance and publication of computer software. The software industry started in the mid-1970s at the time of the personal computer revolution. The industry also includes software services, such as training and consultancy. The largest and most profitable of software companies are located in the United States. As of 2006, the client software industry is dominated by Microsoft. Software Magazine's 500 list in 2005 shows the total amount of revenue brought in by software companies per locale, with the highest being California due to Silicon Valley and the amount of Fortune 500 software companies residing in that area. Overview There are mainly two types of businesses in the software industry; those developing proprietary software such as Microsoft, and those developing open source software. Developing proprietary software is costly and involves software licensing and the need to protect the software from cracking and piracy. The main financial return on open source comes from selling services, such as training and support, rather than the software itself. Many contributors to open source software especially those developing software tools also feel that there is a significant long-term return in the form of improved resources and capabilities within the software industry. Despite doing much business in proprietary software, some companies like Sun

Microsystems and IBM participate in developing free and open source software to deter from monopolies and take a portion of their market share. Netscape's actions are an example of this, and thus Firefox has become more popular.

Types of Sectors Free ware: Freeware is copyrighted computer software which is made available for use free of charge, for an unlimited time, as opposed to shareware where the user is required to pay (e.g. after some trial period or for additional functionality). Authors of freeware often want to "give something to the community", but also want credit for their software and to retain control of its future development. Sometimes when programmers decide to stop developing a freeware product, they will give the source code to another programmer or release the product's source code to the public as free software. Share ware: Shareware is a marketing method for computer software. Shareware software is typically obtained free of charge, either by downloading from the Internet or on magazine coverdisks. A user tries out the program, and thus shareware has also been known as "try before you buy". A shareware program is accompanied by a request for payment, and the software's distribution license often requires such a payment. Open source: Open source describes the principles and methodologies to promote open access to the production and design process for various goods, products, resources and technical conclusions or advice. The term is most commonly applied to the source code of

software that is made available to the general public with either relaxed or non-existent intellectual property restrictions. This allows users to create user-generated software content through either incremental individual effort, or collaboration.

Commercial: Commercial software is computer software sold for commercial purposes or that serves commercial purposes. Commercial software is most often proprietary software, but free software is also used as commercial software. All or parts of software packages and services that support commerce are increasingly made available as free software, including products from Red Hat, Apple Computer, Sun Microsystems, and Google. The Microsoft Corporation uses "commercial software", rather than "proprietary software", to describe their business model. Size of the industry: Software Magazines' Software 500 survey can be used to gauge the value of the commercial software industry. The Software 500 survey consists of data of the top 500 software companies, as ranked by Software Magazine. Total worldwide revenues in 2006 for companies in the software 500 list were $394 billion, representing a growth of 3.5% from 2005, when total Software 500 revenue was $381 billion. Indian Software Industry The India Software Industry has brought about a tremendous success for the emerging economy. The software industry is the main component of the Information technology in India. India's pool of young aged manpower is the key behind this success story. Presently there are more than 500 software firms in the country which shows the monumental advancement that the India Software Industry has experienced.

The Indian Software Industry has grown from a mere US $ 150 million in 1991-92 to a staggering US $ 5.7 billion in 1999-2000. No other Indian industry has performed so well against the global competition. According to statistics, India's software exports reached total revenues of Rs. 46100 crores. The total share of India's exports in the global market rose form 4.9 per cent in 1997 to 20.4 percent in 2002-03. It is expected that the India Software Industry will generate a total employment of around four million people, which accounts for 7 per cent of India's total GDP, in the year 2008. Today, the Software Industry in India exports software and services to nearly 95 countries around the world. The share of North America (U.S. & Canada) in India’s software exports is about 61 per cent. In 1999-2000, more than one third of Fortune 500 companies outsourced their software requirements to India. The Government has also played a vital role in the development of the India Software Industry. In 1986, the Indian government announced a new software policy which was designed to serve as a catalyst for the software industry. This was followed in 1988 with the World Market Policy and the establishment of the Software Technology Parks of India (STP) scheme. In addition, to attract foreign direct investment, the Indian Government permitted foreign equity of up to 100 percent and duty free import on all inputs and products. The software industry being the main component of the IT Industry in India has also helped the IT sector in India to grow at a good pace. As per the proceedings, taking place in the software industry the future of the India Software Industry looks promising. In the present scenario most of the countries over the world have relied upon Indian Software Company and firms or Software Companies for the software development activities, as the country possesses a global competency in the IT sector. The Software development company India comprises of businesses related to the production and maintenance of computer software. The root of the Software Industry India lies in the IT phenomenon. Services regarding software such as training, consulting

and maintenance are a part of this ever-growing industry. The Software companies are witnessing a rapid growth and offers lucrative job opportunities making IT a premium career option for the youth. Infact it is one of the fastest growing sector of Indian industry. India is emerging as a Global IT superpower. The success can be attributed to factor advantage of high quality of software human resources. The Software Industry has succeeded in converting this comparative advantage to increasing exports. More and more companies are receiving the ISO 9000 certification and the day is not far when India will have the highest number of ISO 9000 companies in the world. Indian Software Industry is estimated to be worth USD 1.2 billion. Unfortunately the growth has been limited to a few cities around Bangalore, Mumbai, Delhi and Noida. One problem that software companies in India are facing is that of outflow of IT professionals. This can be looked into by ensuring the conditions for investment and growth in the industry are safeguarded by political stability.

CHAPTER V

DATA ANALYSIS & INTERPRETATION

TABLE 1 TABLE SHOWING AGE OF THE RESPONDENTS

Particulars

No of Respondents

Percentage %

Below 20 Years

21-30 Years

57%

31-40 Years

24%

Above 40

19%

Total

100

100%

Inference:

57% of the respondents are between the age group of 21-30 Years, 24% of the respondents are between the age group of 31-40 years and the rest 19% are employees above 40 years

CHART 1 CHART SHOWING AGE OF THE RESPONDENTS

60 50 40

19 20 10 0

0 Below 20 Years

21-30 Years

31-40 Years

Above 40

No of Respondents

TABLE 2 TABLE SHOWING GENDER OF THE RESPONDENTS

Particulars

No of Respondents

Percentage %

Male

54%

Female

46%

Total

100

100%

Inference: 54% of the respondents are male and 46% of the respondents are female

CHART 2 CHART SHOWING GENDER OF THE RESPONDENTS

54 54 52 50 46

48 46 44 42

Male

Female

TABLE 3 TABLE SHOWING QUALIFICATION OF THE RESPONDENTS

Particulars Non-graduate Diploma Graduate Post Graduate Total

No Respondents 22 39 34 5 100

Percentage % 22% 39% 34% 5% 100%

Inference: 22% of the respondents are Non-graduate, 39% of the respondents completed Diploma, 34 % are Graduates and 5% are Post Graduates.

CHART 3 CHART SHOWING QUALIFICATION OF THE RESPONDENTS

Post Graduate 5%

Non-graduate 22% Non-graduate

Graduate 34%

Diploma Graduate Post Graduate Diploma 39%

TABLE 4 TABLE SHOWING THE DEPARTMENT OF RESPONDENTS

Particulars Production Materials EDP Testing Maintenance Total

No of Respondents 36 14 5 36 9 100

Percentage % 36% 14% 5% 36% 9% 100%

Inference: 36% of the respondents are in Production department, 14% are in Materials, 5% are in EDP, 36% are in Testing and 9% are in Maintenance.

CHART 4 CHART SHOWING THE DEPARTMENT OF RESPONDENTS

35 30 25 20

14 9

15 5

10 5 0

Production

Materials

EDP

Testing

Maintenance

TABLE 5 TABLE SHOWING EXPERIENCE OF THE RESPONDENTS DESIGNATION

NO. OF RESPONDENTS

PERCENTAGE

2-6 years

6-12 years

Above 12 years

TOTAL

100

EXPERIENCE

Inference: 27% of the respondents are having 2-6 years of experience, 62% are between 6 – 12 years, and 11% are above 12years.

CHART 5 CHART SHOWING EXPERIENCE OF THE RESPONDENTS

62 62

60 50 NO. OF RESPONDENTS PERCENTAGE

40 30

27 27

20 11 11 10 0 2-6 years

6-12 years

Above 12 years

TABLE 6 TABLE SHOWING SATISFACTION LEVEL OF INTER PERSONAL RELATIONSHIP IN THE ORGANIZATION

Particulars

No of Respondents

Percentage %

Highly Satisfied

60%

Satisfied

24%

Neutral

16%

Dissatisfied

Highly dissatisfied

Total

100

100%

Inference: 60% of the respondents are highly satisfied with the inter personal relationship in the organization, 24% are satisfied, 16% are neither satisfied nor dissatisfied and none of the respondents say they are highly dissatisfied or dissatisfied with the inter personal relationship in the organization.

CHART 6 CHART SHOWING SATISFACTION LEVEL OF INTER PERSONAL RELATIONSHIP IN THE ORGANIZATION

0% 16%

Highly Satisfied Satisfied Neutral 24%

60%

Dissatisfied Highly dissatisfied

TABLE 7 TABLE SHOWING SATISFACTION LEVEL OF WELFARE AMENITIES SUCH AS UNIFORM, VRS, GRATUITY, ALLOWANCES, LIVE TRAVEL ALLOWANCES

Particulars

No of Respondents

Percentage %

Highly Satisfied

71%

Satisfied

16%

Neutral

Dissatisfied

Highly dissatisfied

Total

100

100%

Inference: 71% of the respondents are highly satisfied with the welfare amenities such as uniform, VRS, gratuity, allowances, Live Travel Allowances, 16% are satisfied with the welfare amenities, 2% are neither satisfied nor dissatisfied, 5% of the respondents are dissatisfied and finally 6% of the respondent is highly dissatisfied with the welfare amenities.

CHART 7 CHART SHOWING SATISFACTION LEVEL OF WELFARE AMENITIES SUCH AS UNIFORM, VRS, GRATUITY, ALLOWANCES, LIVE TRAVEL ALLOWANCES

2% 1%

24%

Highly Satisfied Satisfied Neutral Dissatisfied Highly dissatisfied 71%

TABLE 8 TABLE SHOWING MANNER IN WHICH EMPLOYEES EFFORTS ARE VALUED IN THE ORGANIZATION

Particulars

No of Respondents

Percentage %

Highly Satisfied

14%

Satisfied

30%

Neutral

20%

Dissatisfied

26%

Highly dissatisfied

10%

Total

100

100%

Inference: 14% of the respondents are highly satisfied with the efforts are valued in the organization, 30% are satisfied with the efforts are valued in the organization, 20% are neither satisfied nor dissatisfied, 26% of the respondents are dissatisfied and 10% of the respondents are highly dissatisfied with the efforts are valued in the organization.

CHART 8 CHART SHOWING MANNER IN WHICH EMPLOYEES EFFORTS ARE VALUED IN THE ORGANIZATION

35 30

25 20

20 14

10 5 0 Highly Satisfied

Satisfied

Neutral

Dissatisfied

Highly dissatisfied

TABLE 9 TABLE SHOWING SATISFACTION LEVEL WITH DEGREE OF MOTIVATION IN THE ORGANIZATION

Particulars

No of Respondents

Percentage %

Highly Satisfied

36%

Satisfied

22%

Neutral

31%

Dissatisfied

Highly dissatisfied

Total

100

100%

Inference: 36% of the respondents are highly satisfied with degree of motivation in the organization, 22% are satisfied with degree of motivation in the organization, 31% are neither satisfied nor dissatisfied, 9% of the respondents are dissatisfied and rest 2% of the respondents are highly dissatisfied with degree of motivation in the organization.

CHART 9 CHART SHOWING SATISFACTION LEVEL WITH DEGREE OF MOTIVATION IN THE ORGANIZATION

36%

Highly Satisfied Satisfied Neutral

31%

Dissatisfied Highly dissatisfied

22%

TABLE 10 TABLE SHOWING SATISFACTION LEVEL WITH THE CURRENT CAREER OPPORTUNITIES IN THE ORGANIZATION

Particulars Highly Satisfied

No of Respondents 13

Percentage % 13%

Satisfied Neutral Dissatisfied Highly dissatisfied Total

23 25 27 12 100

23% 25% 27% 12% 100%

Inference: 13% of the respondents are highly satisfied with the current career opportunities in the organization, 23% are satisfied with the current career opportunities in the organization, 25% are neither satisfied nor dissatisfied, 27% of the respondents are dissatisfied and the remaining 12% of the respondents are highly dissatisfied with the current career opportunities in the organization.

CHART 10 CHART SHOWING SATISFACTION LEVEL WITH THE CURRENT CAREER OPPORTUNITIES IN THE ORGANIZATION

Highly dissatisfied 12%

Highly Satisfied 13% Highly Satisfied Satisfied 23%

Dissatisfied 27%

Satisfied Neutral Dissatisfied Highly dissatisfied

Neutral 25%

TABLE 11 TABLE SHOWING INVOLVEMENT AND IDENTIFICATION WITH ORGANIZATION GOALS AND IMAGE

Particulars

No of Respondents

Percentage %

Highly Satisfied

18%

Satisfied

36%

Neutral

30%

Dissatisfied

16%

Highly dissatisfied

Total

100

100%

Inference: 18% of the respondents are highly satisfied with the involvement and identification with organization goals and image, 36% are satisfied with the involvement and identification with organization goals and image, 30% are neither satisfied nor dissatisfied, 16% of the respondents are dissatisfied and none of the respondents are highly dissatisfied with the involvement and identification with organization goals and image.

CHART 11 CHART SHOWING INVOLVEMENT AND IDENTIFICATION WITH ORGANIZATION GOALS AND IMAGE

35 30 25

20 15 10

5 0

Highly Satisfied

Satisfied

Neutral

Dissatisfied

Highly dissatisfied

TABLE 12 TABLE SHOWING OPINION ABOUT THE NATURE OF SUPERVISION

Particulars Highly Satisfied

No of Respondents 31

Percentage % 31%

Satisfied Neutral Dissatisfied Highly dissatisfied Total

26 25 13 5 100

26% 25% 13% 5% 100%

Inference: 31% of the respondents are highly satisfied with the nature of supervision, 26% are satisfied with the nature of supervision, 25% are neither satisfied nor dissatisfied, 13% of the respondents are dissatisfied and remaining 5% of those respondents voted for highly dissatisfied with the nature of supervision.

CHART 12 CHART SHOWING OPINION ABOUT THE NATURE OF SUPERVISION

31 26

25 20

15 5

10 5 0

Highly Satisfied

Satisfied

Neutral

Dissatisfied

Highly dissatisfied

TABLE 13 TABLE SHOWING SATISFACTION LEVEL WITH THE ORGANIZATION CLIMATE

Particulars

No of Respondents

Percentage %

Highly Satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

24 49 14 13 0 100

24% 49% 14% 13% 0% 100%

Inference: 19% of the respondents are highly satisfied with the organization climate, 49% are satisfied with the organization climate, 14% are neither satisfied nor dissatisfied and 18% of the respondents are dissatisfied with the organization climate.

CHART 13 CHART SHOWING SATISFACTION LEVEL WITH THE ORGANIZATION CLIMATE

49 50 45 40 35 30

25 14

15 10

5 0

Highly Satisfied

Satisfied

Neutral

Dissatisfied

Highly dissatisfied

TABLE 14 TABLE SHOWING SATISFACTION LEVEL WITH THE QUANTITY OF WORK EXPECTED AND ALLOTTED IN THE ORGANIZATION

Particulars

No of Respondents

Percentage %

Highly Satisfied

70%

Satisfied

20%

Neutral

Dissatisfied

Highly dissatisfied

Total

100

100%

Inference: 40% of the respondents are highly satisfied with the quantity of work expected and allotted in the organization, 22% are satisfied with the quantity of work, 28% are neither satisfied nor dissatisfied, 10% of the respondents are dissatisfied and none of the respondents are highly dissatisfied with the quantity of work expected and allotted in the organization.

CHART 14 CHART SHOWING SATISFACTION LEVEL WITH THE QUANTITY OF WORK EXPECTED AND ALLOTTED IN THE ORGANIZATION

0% Highly Satisfied

20%

Satisfied Neutral Dissatisfied Highly dissatisfied 70%

TABLE 15 TABLE SHOWING SATISFACTION LEVEL WITH THE HUMAN RESOURCE BENEFITS

Particulars

No of Respondents

Percentage %

Highly Satisfied

66%

Satisfied

18%

Neutral

Dissatisfied

10%

Highly dissatisfied

Total

100

100%

Inference: 66% of the respondents are highly satisfied with the human resource benefits, 18% are satisfied with the human resource benefits, 2% are neither satisfied nor dissatisfied and 10% of the respondents are dissatisfied and the balance 4% are highly dissatisfied with the human resource benefits.

CHART 15

CHART SHOWING SATISFACTION LEVEL WITH THE HUMAN RESOURCE BENEFITS

60 50 40 30

20 2

10 0

Highly Satisfied

Satisfied

Neutral

Dissatisfied

Highly dissatisfied

TABLE 16 TABLE SHOWING SATISFACTION LEVEL WITH WORKSHOP SANITATION AND CLEANLINESS

Particulars

No of Respondents

Percentage %

Highly Satisfied

22%

Satisfied

39%

Neutral

34%

Dissatisfied

Highly dissatisfied

Total

100

100%

Inference: 22% of the respondents are highly satisfied with the workshop sanitation and cleanliness, 39% are satisfied with the workshop sanitation and cleanliness, 34% are neither satisfied nor dissatisfied, 5% of the respondents are dissatisfied and none of the respondents are highly dissatisfied with the workshop sanitation and cleanliness.

CHART 16 CHART SHOWING SATISFACTION LEVEL WITH WORKSHOP SANITATION AND CLEANLINESS

0% 22% Highly Satisfied Satisfied

34%

Neutral Dissatisfied Highly dissatisfied

39%

TABLE 17 TABLE SHOWING SATISFACTION LEVEL WITH WORKING CONDITIONS LIKE TEMPERATURE, VENTILATION, AND LIGHTING

Particulars

No of Respondents

Percentage %

Highly Satisfied

71%

Satisfied

16%

Neutral

Dissatisfied

Highly dissatisfied

Total

100

100%

Inference: 71% of the respondents are highly satisfied with the working conditions like temperature, ventilation, and lighting, 16% are satisfied with the working conditions, 2% are neither satisfied nor dissatisfied, 5% of the respondents are dissatisfied and remaining 6% are highly dissatisfied with the working conditions like temperature, ventilation, and lighting.

CHART 17

CHART SHOWING SATISFACTION LEVEL WITH WORKING CONDITIONS LIKE TEMPERATURE, VENTILATION, AND LIGHTING

70 60 50 40 30

20 2

10 0

Highly Satisfied

Satisfied

Neutral

Dissatisfied

Highly dissatisfied

TABLE 18 TABLE SHOWING SATISFACTION LEVEL WITH WORK HOUR AND PROVISION FOR REST HOUR

Particulars

No of Respondents

Percentage %

Highly Satisfied

70%

Satisfied

20%

Neutral

Dissatisfied

Highly dissatisfied

Total

100

100%

Inference: 70% of the respondents are highly satisfied with the work hour and provision for rest hour, 20% are satisfied with the work hour and provision for rest hour, none of the respondents are neither satisfied nor dissatisfied, 6% of the respondents are dissatisfied and all the balance 4% of the respondents go with the work hour and provision for rest hour.

CHART 18 CHART SHOWING SATISFACTION LEVEL WITH WORK HOUR AND PROVISION FOR REST HOUR

0% Highly Satisfied

20%

Satisfied Neutral Dissatisfied Highly dissatisfied 70%

TABLE 19 TABLE SHOWING SATISFACTION LEVEL WITH MEAL TIME AND BREAK, CONVENIENCE AND COMFORT

Particulars

No of Respondents

Percentage %

Highly Satisfied

55%

Satisfied

28%

Neutral

12%

Dissatisfied

Highly dissatisfied

Total

100

100%

Inference: 55% of the respondents are highly satisfied with the meal time and break, convenience and comfort, 28% are satisfied with the meal time and break, 12% are neither satisfied nor dissatisfied and 5% of the respondents are dissatisfied and none of the respondents are highly dissatisfied towards the meal time and break, convenience and comfort.

CHART 19 CHART SHOWING SATISFACTION LEVEL WITH MEAL TIME AND BREAK, CONVENIENCE AND COMFORT

12% Highly Satisfied Satisfied Neutral 55% 28%

Dissatisfied Highly dissatisfied

TABLE 20

TABLE SHOWING SATISFACTION LEVEL WITH THE SAFETY MEASURES LIKE MAINTENANCE OF MACHINES AND TOOLS, FENCING OF MACHINES, PROVIDING GUARDS

Particulars

No of Respondents

Percentage %

Highly Satisfied

20%

Satisfied

32%

Neutral

27%

Dissatisfied

21%

Highly dissatisfied

Total

100

100%

Inference: 20% of the respondents are highly satisfied with the safety measures like maintenance of machines and tools, fencing of machines, providing guards, 32% are satisfied with the safety measures, 27% are neither satisfied nor dissatisfied, 21% of the respondents and none of the respondents are dissatisfied with the safety measures.

CHART 20 CHART SHOWING SATISFACTION LEVEL WITH THE SAFETY MEASURES LIKE MAINTENANCE OF MACHINES AND TOOLS, FENCING OF MACHINES, PROVIDING GUARDS

40 35 30 25

Neutral, 27 Highly Satisfied, 20 Satisfied, 32

20 15

Dissatisfied, 21

10 5 0 -5 0 -10

TABLE 21 TABLE SHOWING SATISFACTION LEVEL WITH SAFETY MEASURES LIKE FIRST AID EQUIPMENT, EMERGENCY EXIT, EMERGENCY ALARM

Particulars

No of Respondents

Percentage %

Highly Satisfied

36%

Satisfied

22%

Neutral

Dissatisfied

26%

Highly dissatisfied

13%

Total

100

100%

Inference: 36% of the respondents are highly satisfied with the safety measures like first aid equipment, emergency exit, emergency alarm, 22% are satisfied with the safety measures, 3% are neither satisfied nor dissatisfied and 26% of the respondents are dissatisfied and the rest 13% of them say they are highly dissatisfied with the safety measures.

CHART 21 CHART SHOWING SATISFACTION LEVEL WITH SAFETY MEASURES LIKE FIRST AID EQUIPMENT, EMERGENCY EXIT, EMERGENCY ALARM

35 26

30 22

25 20

15 10

5 0

Highly Satisfied

Satisfied

Neutral

TABLE 22

Dissatisfied

Highly dissatisfied

TABLE SHOWING SATISFACTION LEVEL WITH WELFARE AMENITIES LIKE SUPPLY OF NECESSARY BEVERAGES, WASH BASIN AND BATH ROOM, PROVISION FOR SPITTOONS, WASTE DISPOSAL

Particulars

No of Respondents

Percentage %

Highly Satisfied

23%

Satisfied

13%

Neutral

27%

Dissatisfied

30%

Highly dissatisfied

Total

100

100%

Inference: 23% of the respondents are highly satisfied with the welfare amenities like supply of necessary beverages, wash basin and bath room, provision for spittoons, waste disposal, 13% are satisfied with the welfare amenities, 27% are neither satisfied nor dissatisfied, 30% of the respondents are dissatisfied and 7% of the respondents are highly disappointed with the welfare amenities.

CHART 22 CHART SHOWING SATISFACTION LEVEL WITH WELFARE AMENITIES LIKE SUPPLY OF NECESSARY BEVERAGES, WASH BASIN AND BATH ROOM, PROVISION FOR SPITTOONS, WASTE DISPOSAL

35 30 25

30 27 23

20 15

10 7

5 0 Highly Satisfied

Satisfied

Neutral

TABLE 23

Dissatisfied

Highly dissatisfied

TABLE SHOWING SATISFACTION LEVEL WITH WELFARE AMENITIES LIKE PROVISION OF DRINKING WATER, WATER COOLER, REST ROOM, READING ROOM AND LIBRARY AND TABLETS

Particulars

No of Respondents

Percentage %

Highly Satisfied

28%

Satisfied

16%

Neutral

30%

Dissatisfied

26%

Highly dissatisfied

Total

100

100%

Inference: 28% of the respondents are highly satisfied with the welfare amenities like provision of drinking water, water cooler, rest room, reading room and library and tablets, 16% are satisfied with the welfare amenities, 30% are neither satisfied nor dissatisfied, 26% of the respondents are dissatisfied and none of the respondents are highly dissatisfied with the welfare amenities.

CHART 23 CHART SHOWING SATISFACTION LEVEL WITH WELFARE AMENITIES LIKE PROVISION OF DRINKING WATER, WATER COOLER, REST ROOM, READING ROOM AND LIBRARY AND TABLETS

25 16

20 15 10

5 0 Highly Satisfied

Satisfied

Neutral

Dissatisfied

Highly dissatisfied

TABLE 24 TABLE SHOWING SATISFACTION LEVEL WITH ECONOMIC SERVICE LIKE FINANCIAL GRANTS, UNEMPLOYMENT INSURANCE, PROFIT SHARING AND BONUS SCHEMES, PROVIDENT FUND, GRATUITY

Particulars

No of Respondents

Percentage %

Highly Satisfied

22%

Satisfied

16%

Neutral

24%

Dissatisfied

30%

Highly dissatisfied

Total

100

100%

Inference: 22% of the respondents are highly satisfied with the economic service like financial grants, unemployment insurance, profit sharing and bonus schemes, provident fund, gratuity, 18% are satisfied with the economic service, 26% are neither satisfied nor dissatisfied and 34% of the respondents are dissatisfied with the economic service.

CHART 24 CHART SHOWING SATISFACTION LEVEL WITH ECONOMIC SERVICE LIKE FINANCIAL GRANTS, UNEMPLOYMENT INSURANCE, PROFIT SHARING AND BONUS SCHEMES, PROVIDENT FUND, GRATUITY

8 22 30 Highly Satisfied Satisfied Neutral Dissatisfied Highly dissatisfied 16

TABLE 25 TABLE SHOWING SATISFACTION LEVEL WITH ECONOMIC SERVICE LIKE PENSION, REWARDS AND INCENTIVES

Particulars

No of Respondents

Percentage %

Highly Satisfied

14%

Satisfied

19%

Neutral

45%

Dissatisfied

18%

Highly dissatisfied

Total

100

100%

Inference: 14% of the respondents are highly satisfied with the economic service like pension, rewards and incentives, 19% are satisfied with the economic service, 45% are neither satisfied nor dissatisfied, 18% of the respondents are dissatisfied and rest 4% of the respondents are highly dissatisfied with the economic service.

CHART 25 CHART SHOWING SATISFACTION LEVEL WITH TABLE SHOWING SATISFACTION LEVEL WITH ECONOMIC SERVICE LIKE PENSION, REWARDS AND INCENTIVES

Neutral, 45

45 40 35 30 25

Satisfied, 19

Highly dissatisfied, 4

Dissatisfied, 18

15 Highly Satisfied, 14

10 5 0 0

TABLE 26 TABLE SHOWING SATISFACTION LEVEL WITH ECONOMIC SERVICE LIKE WORKMEN COMPENSATION FOR INJURY AND FAMILY ASSISTANCE IN TIMES OF NEED

Particulars

No of Respondents

Percentage %

Highly Satisfied

28%

Satisfied

34%

Neutral

16%

Dissatisfied

22%

Highly dissatisfied

Total

100

100%

Inference: 28% of the respondents are highly satisfied with the economic service like workmen compensation for injury and family assistance in times of need, 34% are satisfied with the economic service, 16% are neither satisfied nor dissatisfied and 22% of the respondents are dissatisfied with the economic service.

CHART 26 CHART SHOWING SATISFACTION LEVEL WITH ECONOMIC SERVICE LIKE WORKMEN COMPENSATION FOR INJURY AND FAMILY ASSISTANCE IN TIMES OF NEED

35 30

28 22

25 20

15 10 0

5 0

Highly Satisfied

Satisfied

Neutral

Dissatisfied

Highly dissatisfied

TABLE 27 TABLE SHOWING SATISFACTION LEVEL WITH THE ORGANIZATION STRUCTURE

Particulars

No of Respondents

Percentage %

Highly Satisfied

27%

Satisfied

47%

Neutral

26%

Dissatisfied

Highly dissatisfied

Total

100

100%

Inference: 27% of the respondents are highly satisfied with the organization structure, 47% are satisfied with the organization structure, 26% are neither satisfied nor dissatisfied and none of the respondents are dissatisfied and highly dissatisfied with the organization structure.

CHART 27 CHART SHOWING SATISFACTION LEVEL WITH THE ORGANIZATION STRUCTURE

0% 0% 26%

27% Highly Satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

47%

TABLE 28 TABLE SHOWING JOB OFFERING TO REALIZE THE AMBITION AND ASPIRATION

Particulars

No of Respondents

Percentage %

Highly Satisfied

26%

Satisfied

50%

Neutral

12%

Dissatisfied

Highly dissatisfied

Total

100

100%

Inference: 26% of the respondents are highly satisfied with the job offering to realize the ambition and aspiration, 50% are satisfied with the job offering, 12% are neither satisfied nor dissatisfied, 8% of the respondents are dissatisfied and rest 4% of the respondents are highly dissatisfied with the job offering.

CHART 28 CHART SHOWING JOB OFFERING TO REALIZE THE AMBITION AND ASPIRATION

60 Satisfied, 50 50 40 30 20 Highly Satisfied, 26 10

Dissatisfied, 8

Neutral, 12

Highly dissatisfied, 4

0 0

TABLE 29 TABLE SHOWING THE LEAVE BENEFITS

Particulars

No of Respondents

Percentage %

Highly Satisfied

40%

Satisfied

41%

Neutral

15%

Dissatisfied

Highly dissatisfied

Total

100

100%

Inference: 44% of the respondents are feeling that they have sufficient leave benefits, 41% are feeling moderate about the leave benefits, and 15% are feeling the leave benefits are insufficient.

CHART 29 CHART SHOWING THE LEAVE BENEFITS

4 15

0 40 Highly Satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

Weighted Average

JOB OFFERING TO REALIZE THE AMBITION AND ASPIRATION Highly

Satisfied

Neutral

Dissatisfied

Satisfied

Highly

Aggregate Weighted

dissatisfied

SCALE REPRESENTATION:Satisfied

→5

Highly Satisfied

→4

Neutral

→3

Dissatisfied

→2

Highly dissatisfied

→1

═ (26*4) + (50*5) + (12*3) + (8*2)+ (4*1) ═ 104+ 250+ 36+ 16+4 100 ═ 410 100 ═ 4.10

INTERPRETATION:-

Average 410

4.10

From the above table it is clear that weighted average is 4.10 and the value of the weighted average is in between 4-5. Hence, most of the respondents satisfied of highly satisfied with the job offering to realize the ambition and aspiration.

Chi-Square

H0 (Null hypothesis)

There is no dependency between educational qualification and satisfaction level in work hours and rest hours in the organization.

H1 (Alternate hypothesis) = There is dependency between educational qualification and satisfaction level in work hours and rest hours in the organization Cross validation table Satisfaction level Educational Qualification

Strongly agree

Agree

Disagree

Strongly ROW disTOTAL agree

100

Non graduate

Diploma

Graduate

Post graduate

COLUMN TOTAL

Chi-Square Educational qualification (Vs) Satisfaction level O -- Observed frequency E – Expected frequency Expected frequency of any cell = (Row total of any cell)*(column total of any cell) --------------------------------------------------------------(Grand total) O

(O-E)

(O-E)^2

(O-E)^2 E

16 28 22 4 3 9 8 0 2 2 2 0 1 0 2 1 E (O-E)^2

15.40 27.30 23.80 3.50 4.40 8.58 6.80 1.00 1.32 2.34 2.04 0.30 0.88 1.56 1.36 0.20

Calculation Calculated value

= 7.62

Degree of freedom = (r-1)*(c-1)

0.60 0.70 -1.18 0.50 -1.40 0.42 1.20 -1.00 -0.68 -0.34 -0.04 -0.03 0.12 -1.56 0.64 0.80

0.36 0.49 3.24 0.25 1.96 0.17 1.44 1.00 0.46 0.11 0.001 0.09 0.01 2.43 0.40 0.64

0.02 0.01 0.13 0.07 0.44 0.01 0.21 1.00 0.34 0.04 0.0004 0.30 0.01 1.55 0.29 3.20 7.62

= (4-1)*(4-1) =9 Level of significance = 5% Table value

=16.919

Here calculated value lesser than the table value so accept H0. Conclusion Hence there is no dependency between educational qualification and satisfaction level in work hours and rest hours in the organization

Correlation Satisfaction level of quality expected (Vs) Satisfaction level of human resource Calculation of Correlation of Co-Efficient

Exy

X 70

Y 66

Ex=X - X 50

Ex 2 2500

Ey=Y -Y 46

E y2 2116

2300

-2

-20

400

-18

324

360

-14

196

-10

100

140

-16

256

-16

256

EX=100

EY=100

3352

2800

3056

__ X= EX/N => 100/4 => 25 __ Y= EY/N => 100/4 => 25

NExy-Ex Ey

______________________ √N Ex2-(Ex) 2 =

√N Ey2-(Ey) 2

(5) (3056) - (0) (0) ____________________________ √ (5) (3352) - (0)2 √ (5) (2800)-(0)2

0.9975

Conclusion From the correlation analysis result it has been found that there is positive significant relationship between satisfaction level of quality expected and Satisfaction level of human resource in the organization.

CHAPTER VI CONCLUSION AND SUGGESTIONS FINDINGS

57% of the respondents are between the age group of 21-30 Years, 24% of the respondents are between the age group of 31-40 years and the rest 19% are employees above 40 years 54% of the respondents are male and 46% of the respondents are female 29% of the respondents are Non-graduate, 39% of the respondents completed Diploma, 34 % are Graduates and 5% are Post Graduates. 36% of the respondents are in Production department, 14% are in Materials, 5% are in EDP, 36% are in Testing and 9% are in Maintenance. 27% of the respondents are having 2-6 years of experience, 62% are between 6 – 12 years, 11% are above 12 years. 60% of the respondents are highly satisfied, 24% are satisfied, 16% are neither satisfied nor dissatisfied and none of the respondents say they are highly dissatisfied or dissatisfied with the inter personal relationship in the organization 71% of the respondents are highly satisfied, 16% are satisfied with the welfare amenities, 2% are neither satisfied nor dissatisfied, 5% of the respondents are dissatisfied and finally 6% of the respondent is highly dissatisfied with the welfare amenities 14% of the respondents are highly satisfied, 30% are satisfied with the efforts are valued in the organization, 20% are neither satisfied nor dissatisfied, 26% of the respondents are dissatisfied and 10% of the respondents are highly dissatisfied with the efforts are valued in the organization 36% of the respondents are highly satisfied, 22% are satisfied with degree of motivation in the organization, 31% are neither satisfied nor dissatisfied, 9% of the respondents are

dissatisfied and rest 2% of the respondents are highly dissatisfied with degree of motivation in the organization. 13% of the respondents are highly satisfied, 23% are satisfied with the current career opportunities in the organization, 25% are neither satisfied nor dissatisfied, 27% of the respondents are dissatisfied and the remaining 12% of the respondents are highly dissatisfied with the current career opportunities in the organization 18% of the respondents are highly satisfied, 36% are satisfied with the involvement and identification with organization goals and image, 30% are neither satisfied nor dissatisfied, 16% of the respondents are dissatisfied and none of the respondents are highly dissatisfied with the involvement and identification with organization goals and image. 31% of the respondents are highly satisfied, 25% are neither satisfied nor dissatisfied, 13% of the respondents are dissatisfied and remaining 5% of those respondents voted for highly dissatisfied with the nature of supervision. 19% of the respondents are highly satisfied, 49% are satisfied with the organization climate, 14% are neither satisfied nor dissatisfied and 18% of the respondents are dissatisfied with the organization climate. 40% of the respondents are highly satisfied, 22% are satisfied with the quantity of work, 28% are neither satisfied nor dissatisfied, 10% of the respondents are dissatisfied and none of the respondents are highly dissatisfied with the quantity of work expected and allotted in the organization 66% of the respondents are highly satisfied, 2% are neither satisfied nor dissatisfied and 10% of the respondents are dissatisfied and the balance 4% are highly dissatisfied with the human resource benefits 22% of the respondents are highly satisfied, 39% are satisfied with the workshop sanitation and cleanliness, 34% are neither satisfied nor dissatisfied, 5% of the respondents are dissatisfied and none of the respondents are highly dissatisfied with the workshop sanitation and cleanliness

71% of the respondents are highly satisfied, 16% are satisfied with the working conditions, 2% are neither satisfied nor dissatisfied, 5% of the respondents are dissatisfied and remaining 6% are highly dissatisfied with the working conditions like temperature, ventilation, and lighting. 70% of the respondents are highly satisfied, 20% are satisfied with the work hour and provision for rest hour, none of the respondents are neither satisfied nor dissatisfied, 6% of the respondents are dissatisfied and all the balance 4% of the respondents go with the work hour and provision for rest hour. 55% of the respondents are highly satisfied, 28% are satisfied with the meal time and break, 12% are neither satisfied nor dissatisfied and 5% of the respondents are dissatisfied and none of the respondents are highly dissatisfied towards the meal time and break, convenience and comfort. 20% of the respondents are highly satisfied, 32% are satisfied with the safety measures, 27% are neither satisfied nor dissatisfied, 21% of the respondents and none of the respondents are dissatisfied with the safety measures. 36% of the respondents are highly satisfied, 22% are satisfied with the safety measures, 3% are neither satisfied nor dissatisfied and 26% of the respondents are dissatisfied and the rest 13% of them say they are highly dissatisfied with the safety measures. 23% of the respondents are highly satisfied, 27% are neither satisfied nor dissatisfied, 30% of the respondents are dissatisfied and 7% of the respondents are highly disappointed with the welfare amenities 28% of the respondents are highly satisfied, 30% are neither satisfied nor dissatisfied, 26% of the respondents are dissatisfied and none of the respondents are highly dissatisfied with the welfare amenities.

22% of the respondents are highly, 26% are neither satisfied nor dissatisfied and 34% of the respondents are dissatisfied with the economic service. 14% of the respondents are highly satisfied, 19% are satisfied with the economic service, 45% are neither satisfied nor dissatisfied, 18% of the respondents are dissatisfied and rest 4% of the respondents are highly dissatisfied with the economic service. 28% of the respondents are highly satisfied, 34% are satisfied with the economic service, 16% are neither satisfied nor dissatisfied and 22% of the respondents are dissatisfied with the economic service 27% of the respondents are highly satisfied, 26% are neither satisfied nor dissatisfied and none of the respondents are dissatisfied and highly dissatisfied with the organization structure 26% of the respondents are highly satisfied, 12% are neither satisfied nor dissatisfied, 8% of the respondents are dissatisfied and rest 4% of the respondents are highly dissatisfied with the job offering. 44% of the respondents are feeling that they have sufficient leave benefits, 41% are feeling moderate about the leave benefits, and 15% are feeling the leave benefits are insufficient From weighted average is 4.10 and the value of the weighted average is in between 4-5. Hence, most of the respondents satisfied of highly satisfied with the job offering to realize the ambition and aspiration There is no dependency between educational qualification and satisfaction level in work hours and rest hours in the organization

From the correlation analysis result it has been found that there is positive significant relationship between satisfaction level of quality expected and Satisfaction level of human resource in the organization

SUGGESTIONS FOR IMPROVEMENTS

The suggestions are based on the factors that were found to be an important aspect of an employee’s job satisfaction. •

It was found that Work culture is the most important factor responsible for an employee’s job satisfaction. Though most of the variables associated with the work culture were satisfactory in the insurance sector but there are a few grey areas which need to be looked into. These are as following : I. Employees were dissatisfied because of non- existence of job security in the organization II. They were also dissatisfied on the closed and non-friendly work atmosphere. III. No work flexibility with respect to family responsibilities. IV. The negative communication flow with their superiors V. Unrealistic targets

Therefore organizations should make sure that the employees feel part of the organization.  Communication should be encouraged between employees and superiors.  Help people feel that they are part of something bigger than themselves and their individual job. This can be done by keeping workers well informed about the events happening around them.  They should be able to put their views forth.  Respect and fear are two very different aspects so superiors should act in a friendly way so that the workers respect them and are not scared of them.  Targets should be set in view of business expansion but innovative schemes like cash reward for best performers, fun and food nights etc should be arranged so that the workers do not feel that extra pressure and feel satisfied after achieving their targets. In short the organizations should celebrate achievements in pride.  Organizations can also start exercises or fun breaks at work to reduce the stress level in employees.

 Organizations should promote a fair balance between work and personal life and should make sure that senior managers model the same behaviour.  Employees should feel a certain amount of security for their job and should be reassured about this fact. •

Pay for performance was the second important factor. The only dissatisfying factor here was I. That employee felt that they were not being paid according to their performance, abilities and competencies.

Employees are more satisfied when they feel that they are being aptly rewarded for the work that they do. Therefore organizations should consider employee’s responsibilities, the effort they have put forth, the work they have done well and the demands of their jobs.  Therefore, make sure that rewards are for genuine contribution to the organization  There should be constancy in the reward policy.  If the salary is competitive then make sure that the employees know about it.  Rewards can include a variety of perks and benefits apart from money.

•

Growth and recognition

Employees are more satisfied when they have growth opportunities. This includes chances to learn and grow and getting opportunities to enhance one’s skills. Insurance industry offers good growth opportunities but for further boosting up the satisfaction level  Organizations should promote from within whenever possible  Review work periodically to remove un necessary red-tapism  Reward promising employees with roles on interesting projects.

•

Authority

Employees are more satisfies when they have authority to do their work freely and they are invited in the decision making process. Hence  When reasonable let employees take the decision  Allow employees to give input on decisions that will affect them  Establish work goals but let employees decide how they will achieve those goals. Later reviews may help to identify innovative, best work techniques.  Manage the number of interruptions a person faces while trying to complete his task. So that he is not frustrated by unnecessary obstructions in his path towars accomplishing his goals.  For innovative ideas and feedbacks such Questions could be asked like “If there were just one or two decisions that you could make, which ones would make the biggest difference in your jobs?” •

Job clarity

There was good job clarity in the minds of employees of insurance sector which enables employees to be fit for handling challenging projects. Employees are more satisfied when they have challenging projects at work. This included chances to participate in interesting projects, jobs with a satisfying degree of challenge and opportunities for increased responsibilities. It is important to note that this is not simply promotional opportunity. As organizations are become flatter promotions can be rare- people have found challenges through team leadership, projects, assignments as well as promotions. Therefore organizations should  Divide jobs into levels of increasing leaderships and responsibilities.  It may be possible to create job titles that demonstrate increasing levels of expertise which is not limited by availability of positions. They simply demonstrate achievement.

•

Team work

Employees are more satisfied when their entire work group takes pride in the quality of its work. Good team spirit was found in the insurance sector so organizations must  Distribute work evenly within work teams.  Prizes and competitions for teams must be started. This will encourage employees to work as teams and achieve their targets more fruitfully. For instance- Organizations should set targets works for different teams and then give them enough authority to achieve their targets as per their will. This will create a sense of responsibility, authority and team work in the various teams. The collective incentives can be divided among the teams as decided by them. But make sure that this authority is not misused by few influential employees. So continuous monitoring of the process will be required. •

Leadership

Employees are more satisfied when their managers are good leaders. This includes caring for an employee and showing competence through motivational approaches.  Make sure that managers are well trained in dealing with people.  People respond to managers whom they can trust and who can motivate them and care for them. So managers should be trained at being compassionate while directing employees to achieve goals. There are very few practical tips which work very well for boosting the morale of an employee and hence his job satisfaction level. For example: Eating with your subordinates open them up and it instills confidence in them about their manager, asking about his personal problems and just being compassionate will go miles in increasing the satisfaction level of an employee.

BIBLIOGRAPHY

Books P.Subba Rao (2000), Personnel/ Human Resource Management, Konark Publishers Private Limited C.B. Mamoria (1993), Personnel Management (Management of Human Resources) Himalaya Publishing House, Eleventh edition, New Delhi Stephen P.Robbins (October 2000), Organisational Behavior, Prentice Hall of India Private Limited, ninth edition, New Delhi Kothari C.R (1990), Research Methodology Methods & techniques published by Wishwa prakasan

Guptha S.P- statistical method -20002 Edition- Sulthan Chand & sons, New Delhi

Dr .Joseph K.X – Quantitative method -2004 Edition – Calicut university Aswathappa.K – Organizational behavior Fifth Edition – Himalaya Publishing House Mumbai-4, year of Edition 2000 Rode, J. C. (2004) Job satisfaction and life satisfaction revisited: A longitudinal test of an integrated model. Human Relations, Vol 57(9), 1205-1230 Locke, 1976 cited in Brief, A. P., & Weiss, H. M. (2001). Organizational behavior: affect in the workplace. Annual Review of Psychology Weiss, H. M. (2002). Deconstructing job satisfaction: separating evaluations, beliefs and affective experiences. Human Resource Management Review Websites

1. http://www.managementhelp.org/prsn_wll/job_stfy.htm 2. http://goliath.ecnext.com/coms2/gi_0199-4653936/Gender-differences-in-thejob.html 3. http://www.ifla.org/IV/ifla61/61-kaye.htm Magazines and Journals H.R.D News letters Joint publications of national H.R.D network and center of H.R.D

APPENDIX

Questionnaire 1. Age: (a) Below 20

(b) 21-30

(d) above40

(d) post graduate

2. Gender: (a) Male

(b) female

3. Qualification: (a) Non graduate

(b) diploma

4. Department: (a) Production

(b) materials

(e) maintenance

5. Experience: (a) Below 5 years

(b) 6-10 years

(d) above 15

years 6. How much are you satisfied with your inter personal relationship in the organization? (a) Highly satisfied

(b) satisfied

(d) dissatisfied

(e) highly

dissatisfied 7. How much are you satisfied with your welfare amenities such as uniform, VRS, gratuity, allowances, Leave Travel Allowances? (a) Highly satisfied

(b) satisfied

(d) dissatisfied

(e) highly dissatisfied

8. Express the manner in which your efforts are valued in the organization?

(a) Highly satisfied

(b) satisfied

(d) dissatisfied

(e) highly

dissatisfied 9. How much are you satisfied with degree of motivation in the organization? (a) Highly satisfied

(b) satisfied

(d) dissatisfied

(e) highly

dissatisfied 10. How much are you satisfied with the current career opportunities in the organization? (a) Highly satisfied

(b) satisfied

(d) dissatisfied

(e) highly

dissatisfied 11. What is the extent of your involvement and identification with organization goals and image? (a) Highly satisfied

(b) satisfied

(d) dissatisfied

(e) highly

(d) dissatisfied

(e) highly

dissatisfied 12. Opinion about your nature of supervision? (a) Highly satisfied

(b) satisfied

dissatisfied 13. How much are you satisfied with the organization climate in the organization? (a) Highly satisfied

(b) satisfied

(d) dissatisfied

(e) highly

dissatisfied 14. How much are you satisfied with the quantity of work expected and allotted to you in the organization? (a) Highly satisfied dissatisfied

(b) satisfied

(d) dissatisfied

(e) highly

15. How much are you satisfied with the human resource benefits such as Education assistance program, Employee Stock Purchase Plan, Life Insurance Plan, Medical Plan, Vacation Plan, and Accidental Death and Disablement Insurance? (a) Highly satisfied

(b) satisfied

(d) dissatisfied

(e) highly

dissatisfied 16. How much are you satisfied with the working conditions like workshop sanitation and

Cleanliness?

(a) Highly satisfied

(b) satisfied

(d) dissatisfied

(e) highly

dissatisfied 17. How much are you satisfied with the working conditions like temperature, ventilation and lighting? (a) Highly satisfied

(b) satisfied

(d) dissatisfied

(e) highly

dissatisfied 18. How much are you satisfied with the working conditions like work hour and provision for rest hour? (a) Highly satisfied

(b) satisfied

(d) dissatisfied

(e) highly

dissatisfied 19. How much are you satisfied with the working conditions like meal time and break, convenience and comfort? (a) Highly satisfied

(b) satisfied

(d) dissatisfied

(e) highly

dissatisfied 20. How much are you satisfied with the safety measures like maintenance of machines and tools, fencing of machines, providing guards? (a) Highly satisfied dissatisfied

(b) satisfied

(d) dissatisfied

(e) highly

21. How much are you satisfied with the safety measures like first aid equipment, emergency exit, emergency alarm? (a) Highly satisfied

(b) satisfied

(d) dissatisfied

(e) highly

dissatisfied 22. How much are you satisfied with the welfare amenities like supply of necessary beverages, wash basin and bath room, provision for spittoons, waste disposal? (a) Highly satisfied

(b) satisfied

(d) dissatisfied

(e) highly

dissatisfied 23. How much are you satisfied with the welfare amenities like provision of drinking water, water cooler, rest room, reading room and library and tablets? (a) Highly satisfied

(b) satisfied

(d) dissatisfied

(e) highly

dissatisfied 24. How much are you satisfied with economic service like financial grants, unemployment insurance, profit sharing and bonus schemes, provident fund, gratuity? (a) Highly satisfied

(b) satisfied

(d) dissatisfied

(e) highly

dissatisfied 25. How much are you satisfied with economic service like pension, rewards and Incentives? (a) Highly satisfied

(b) satisfied

(d) dissatisfied

(e) highly

dissatisfied 26. How much are you satisfied with economic service like workmen compensation for injury and family assistance in times of need? (a) Highly satisfied dissatisfied

(b) satisfied

(d) dissatisfied

(e) highly

27. How satisfied are you with the organization structure? (a) Highly satisfied

(b) satisfied

(d) dissatisfied

(e) highly

dissatisfied 28. Scope your job offers you to realize your ambition and aspiration? (a) Highly satisfied

(b) satisfied

(d) dissatisfied

(e) highly

dissatisfied 29. How satisfied with your leave benefits are availing in the organization? (a) Highly satisfied dissatisfied

(b) satisfied

(d) dissatisfied

(e) highly