Job Satisfaction 1001

7/31/2019 Job Satisfaction 1001

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LIST OF TABLES

TABLE NO TITLES PAGE NO

FREQUENCY ANALYSIS

4.1 Table showing the gender wise classification of respondents

4.2 Table showing the educational qualification classification of

respondents

4.3 Table showing the marital status classification of respondents

4.4 Table showing the importance of quality of products classification

of respondents

4.5 Table showing the customer needs classification of respondents

4.6 Table showing maintenance of high standards in quality

classification of respondents

4.7 Table showing the understanding of senior management


4.8 Table showing the opinion of respondents towards respecting

manager as competent

4.9 Table showing the opinion of respondents towards respecting senior

leaders

4.10 Table showing the opinion of respondents towards emphasizing the

teamwork and cooperation among members by manager

4.11 Table showing the opinion of respondents towards the

communication with employees by senior management

4.12 Table showing the opinion of respondents towards sharing of

information and knowledge among employees in organization

4.13 Table showing the opinion of respondents towards the amount of

work done by the employees are reasonable

4.14 Table showing the opinion of respondents towards stress that is not

caused by work among the employees

4.15 Table showing the opinion of respondents towards the consideration

of opinion of employees in the organization


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4.16 Table showing the opinion of respondents towards the participation

of employees in decision making process

4.17 Table showing the opinion of respondents towards the consideration

of employee input before decision or changes are made inorganization

4.18 Table showing the opinion of respondents towards the information

provided by the company to employees on job expectations


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LIST OF CHARTS


4.1 Chart showing the gender wise classification of respondents

4.2 Chart showing the educational qualification classification of

respondents

4.3 Chart showing the marital status classification of respondents

4.4 Chart showing the importance of quality of products classification

of respondents

4.5 Chart showing the customer needs classification of respondents

4.6 Chart showing maintenance of high standards in quality


4.7 Chart showing the understanding of senior management


4.8 Chart showing the opinion of respondents towards respecting

manager as competent

4.9 Chart showing the opinion of respondents towards respecting

senior leaders

4.10 Chart showing the opinion of respondents towards emphasizing the

teamwork and cooperation among members by manager

4.11

Chart showing the opinion of respondents towards the

communication with employees by senior management

4.12 Chart showing the opinion of respondents towards sharing of

information and knowledge among employees in organization



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4.13 Chart showing the opinion of respondents towards the amount of

work done by the employees are reasonable

4.14 Chart showing the opinion of respondents towards stress that is not

caused by work among the employees

4.15 Chart showing the opinion of respondents towards the

consideration of opinion of employees in the organization

4.16 Chart showing the opinion of respondents towards the participation

of employees in decision making process

4.17 Chart showing the opinion of respondents towards the

consideration of employee input before decision or changes are

made in organization

4.18 Chart showing the opinion of respondents towards the information

provided by the company to employees on job expectations


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CHAPTER - I

INTRODUCTION

Job Satisfaction of employee is the favorableness or un-favorableness with which the

employee views his work. It expresses the amount of agreement between ones expectation of the

job and the rewards that the job provides. Job Satisfaction is a part of life satisfaction. The nature


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of ones environment of job is an important part of life as Job Satisfaction influences ones general

life satisfaction.

Job Satisfaction, thus, is the result of various attitudes possessed by an employee. In a

narrow sense, these attitudes are related to the job under condition with such specific factors such

as wages. Supervisors of employment, conditions of work, social relation on the job, prompt

settlement of grievances and fair treatment by employer. However, more comprehensive approach

requires that many factors are to be included before a complete understanding of job satisfaction

can be obtained. Such factors as employees age, health temperature, desire and level of aspiration

should be considered. Further his family relationship, Social status, recreational outlets, activity in

the organizations etc. Contribute ultimately to job satisfaction.

Job satisfaction refers to an employees general attitude towards his job. Locke defines

Job satisfaction as a Pleasurable or positive emotional state resulting from the appraisal of ones

job or job experiences.

According to P.C. Smith, Job satisfaction is the persistence of feeling towards

discriminable aspect of the job .

NEED FOR JOB SATISFACTION:

To increase productivity

To improve quality To fulfill organizations future needs

To adjust with organization dimensions

To prevent obsolescence

To improve health and safety

DETERMINANTS OF JOB SATISFACTION:

- Organizational variables


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- Personal Variables

ORGANISATIONAL VARIABLE:

OCCUPATIONAL LEVEL:

The higher the level of the job, the greater is the satisfaction of the individual. This is because

higher level jobs carry greater prestige and self control.

JOB CONTENT:

Greater the variation in job content and the less repetitiveness with which the tasks must be

performed, the greater is the satisfaction of the individual involved.

CONSIDERATE LEADERSHIP:

People like to be treated with consideration. Hence considerate leadership results in higher job

satisfaction than inconsiderate leadership.

PAY AND PROMOTIONAL OPPORTUNITIES:

All other things being equal these two variables are positively related to job satisfaction.

INTERACTION IN THE WORK GROUP:

Interaction is most satisfying when

(a) It results in the cognition that other person's attitudes are similar to one's own. Since this

permits the ready calculability of the others behaviour and constitutes a validation of one's self.

(b) It results in being accepted by others.

(c) It facilitates the achievements of goals.

COMPANY PROFILE


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INTRODUCTION

The GTS Group was established in 1911 by G T. Sundaram. As one of India's largest

industrial entities it epitomizes Trust, Value and Service. There are over thirty companies in the

GTS Group, employing more than 40,000 people worldwide and a turnover in excess of USD 4

billion.

With steady growth, expansion and diversification, GTS commands a strong presence in

manufacturing of two-wheelers, auto components and computer peripherals. We also have vibrant

businesses in the distribution of heavy commercial vehicles, passenger cars, finance and insurance.

Uniting these multiple businesses is a common ethos of quality, customer service and social

responsibility.

GTS-GROUP COMPANIES

Delphi-GTS Diesel Systems Limited

Harita GTS Technologies Limited

GTS software development

India Japan Lighting Private Limited

India Motor Parts and Accessories Limited

India Nippon Electrical Limited

Irizar GTS Limited

Lucas Indian Service Limited

Lucas-GTS Limited

Sundaram Brake Linings Limited

Sundaram Fasteners Limited

Tyre Solution division

Sundaram Textiles Limited

Turbo Energy Limited

GTS Automotive Europe Limited


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GTS MISSION

GTS is committed to being a highly profitable, socially responsible and leading

manufacturer of high value for money, environmentally friendly, lifetime personal transportation

products under the GTS brand for customers predominantly in Asian markets and to provide

fulfillment and prosperity for employees, dealers and suppliers.

GTS VISION STATEMENT

Driven by the customer

GTSwill be responsive to customer requirements consonant with its core competence and

profitability. GTS motor will provide total customer satisfaction by giving the customer the right

product, at the right price, at the right time.

The Industry Leader

GTSwill be one among the top two-wheeler manufacturers in India and one among the top

five two-wheeler manufacturers in Asia.

Global overview

GTS will have profitable operations overseas especially in Asian markets, capitalizing on

the expertise developed in the areas of manufacturing, technology and marketing. The thrust will

be to achieve a significant share for international business in the total turnover.

At the cutting edge

GTSMotor will own and sustain its cutting edge of technology by constant benchmarking

against international leaders.


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Committed to Total Quality

GTS is committed to achieving a self-reviewing organization in perpetuity by adopting TQM

as a way of life. GTS believes in the importance of the process. People and projects will be

evaluated both by their end results and the process adopted.

Human Factor

GTS believes that people make an organization and that its well-being is dependent on the

commitment and growth of its people. There will be a sustained effort through systematic training

and planning career growth to develop employees talents and enhance job satisfaction. GTS will

create an enabling ambience where the maximum self-actualization of every employee is achieved.

GTS will support and encourage the process of self-renewal in all its employees and nurture their

sense of self worth.

Responsible Corporate Citizen

GTS firmly believes in the integration of safety. Health and environmental aspects with all

business activities and ensure protection of employees and environment including development of

surrounding communities.GTS strives for long-term relationships of mutual trust and

interdependence with its customers, employees, dealers and suppliers.

DESIGN AND ENGINEERING

GTS's culture of continuous learning and improvement practiced for over 4 decades has

stocked us with immense knowledge and know how that has enabled us to greatly reduce theproduct development lead time through in-house design competency ranging from advanced solid

modeling and flow analysis software for rapid prototyping. Our association with reputed tool

makers in India and abroad ensures timely manufacture of quality dies.

DIECASTING

GTS's technological competency is reflected in the range of product handled. GTS can

produce casting ranging in weight from 0.25Kg to 25Kg in PDC, from 0.25Kg to 24Kg in GDC,

and from 2.5Kg to 18Kg in LPDC.

This has been made possible with comprehensive infrastructure that includes in-house

alloying, 61 pressures die casting machines (of locking force ranging from 250T to 3200T), 40

gravity die casting stations, 17 low die casting machines. All relevant supporting process via core

making, fettling, impregnation, aluminum welding, heat treatment and shot blasting are captivated

in-house and provide a comprehensive infrastructure under a single roof that few die casting

companies can lay climb to.


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MACHINING

There are 220 CNC machines and 70 machining cells with single piece flow. The sub-assembly

stations with fail-safe features. The state-of-the-art automation features assure quality and boost

productivity.

Operator training

In-process inspection

SQC

On-line leak testing

Online inspection and packing

INSPECTION AND TESTING

An effective quality assurance system enabled by visual standards, advanced facilities and

trained employees places a strong accent on process control. This quality orientation emanates

from the die design stage and follows right through to the alloying, pouring, fettling, machining

and assembly processes. Their systems are certified to global standards.

QUALITY EQUIPMENTS

CASTING

Spectroscope

Radiography and Thermography

Optical microscope with image analyzer

Tensile testing equipment

Core sand analyzer

MACHINING

CMM

Millipore Tester

Online SPC


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Profile projector

Contracted

MANUFACTURING PRACTICES

TQM

TPM

Six Sigma

Lean

CERTIFICATED AND AWARDS

GTS was certified by ISO/TS 16949 certificated in July 2008 by bureau VERITAS

certification (India) private limited.

AWARDS FROM CUSTOMERS

2009- Excellent performance in "6 sigma initiatives" from Cummins, United States

2008- Best Supplier award for "Cost reduction" from Honda Siel Cars India.

2007- Best supplier award for "Responsiveness" from Cummins ABO

2006- 100% defect free delivery for Q2, Q3 and Q4 from Cummins,

CHAPTER - II


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JOB SATISFACTION OF EMPLOYEE

For some people, it appears most jobs will be dissatisfying irrespective of the organizationalcondition involved, whereas for others, most jobs will be satisfying. Personal variables like age,

educational level, sex, etc. are responsible for this difference.

(1) AGE:

Most of the evidence on the relation between age and job satisfaction, holding such factors as

occupational level constant, seems to indicate that there is generally a positive relationship

between the two variables up to the pre-retirement years and then there is a sharp decrease in

satisfaction. An individual aspires for better and more prestigious jobs in later years of his life.

Finding his channels for advancement blocked his satisfaction declines.

(2) EDUCATIONAL LEVEL:

With occupational level held constant there is a negative relationship between the educational

level and job satisfaction. The higher the education, the higher the reference group which the

individual looks to for guidance to evaluate his job rewards.


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(3) ROLE PERCEPTION:

Different individuals hold different perceptions about their role, i.e. the kind of activities and

behaviors they should engage in to perform their job successfully. Job satisfaction is determined by

this factor also. The more accurate the role perception of an individual, the greater his satisfaction.

(4) SEX:

There is as yet no consistent evidence as to whether women are more satisfied with their jobs

than men, holding such factors as job and occupational level constant. One might predict this to be

the case, considering the generally low occupational aspiration of women.

Some other determines of job satisfaction are as follows:

(i) General Working Conditions.

(ii) Grievance handling procedure.

(iii) Fair evaluation of work done.

(iv) Job security.

(v) Company prestige.

(vi) Working hours etc.

THEORIES OF JOB - SATISFACTION:

There are 3 major theories of job satisfaction.

(i) Herzberg's Motivation - Hygiene theory.

(ii) Need fulfillment theory.

(iii) Social reference - group theory.

HERZBERG'S MOTIVATION - HYGIENE THEORY:

This theory was proposed by Herzberg & his assistants in 1969. On the basis of his study of

200 engineers and accountants of the Pittsburgh area in the USA, he established that there are two

separate sets of conditions (and not one) which are responsible for the motivation & dissatisfaction

of workers. When one set of conditions (called 'motivator') is present in the organization, workers


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feel motivated but its absence does not dissatisfy them. Similarly, when another set of conditions

(called hygiene factors) is absent in the organization, the workers feel dissatisfied but its presence

does not motivate them. The two sets are unidirectional, that is, their effect can be seen in one

direction only.

According to Herzberg following factors acts as motivators:

Achievement

Recognition

Advancement

Work itself

Possibility of growth

Responsibility

HYGIENE FACTORS:

Company policy & administration

Technical supervision

Inter-personal relations with supervisors, peers & Subordinates

Salary

Job security

Personal life

Working Conditions & Status

Herzberg used semi-structured interviews (the method is called critical incident method).

In this technique subjects were asked to describe those events on the job which had made them


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extremely satisfied or dissatisfied. Herzberg found that events which led people to extreme

satisfaction were generally characterized by 'motivators' & those which led people to extreme

dissatisfaction were generally characterized by a totally different set of factors which were called

'hygiene factors'.

Hygiene factors are those factors which remove pain from the environment. Hence, they

are also known as job - environment or job - context factors. Motivators are factors which result in

psychological growth. They are mostly job - centered. Hence they are also known as job - content

factors.

The theory postulated that motivators and hygiene factors are independent & absence of

one does not mean presence of the other. In pleasant situations motivators appear more frequently

than hygiene factors while their predominance is reversed in unpleasant situations.

NEED FULFILLMENT THEORY:

Under the need-fulfillment theory it is believed that a person is satisfied if he gets what he

wants & the more he wants something or the more important it is to him, the more satisfied he is

when he gets it & the more dissatisfied he is when he does not get it. Needs may be need for

personal achievement, social achievement & for influence.

a) NEED FOR PERSONAL ACHIEVEMENT:

Desires for personal career development, improvement in one's own life standards, better

education & prospects for children & desire for improving one's own work performance.

b) NEED FOR SOCIAL ACHIEVEMENT:

A drive for some kind of collective success is relation to some standards of excellence. It isindexed in terms of desires to increase overall productivity, increased national prosperity, better

life community & safety for everyone.


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c) NEED FOR INFLUENCE:

A desire to influence other people & surroundings environment. In the works situation, it

means to have power status & being important as reflected in initiative taking and participation in

decision making.

In summary, this theory tell us that job satisfaction is a function of, or is positively related to

the degree to which one's personal & social needs are fulfilled in the job situation .

SOCIAL REFERENCES - GROUP THEORY:

It takes into account the point of view & opinions of the group to whom the individual looks

for the guidance. Such groups are defined as the 'reference-group' for the individual in that they

define the way in which he should look at the world and evaluate various phenomena in the

environment (including him). It would be predicted, according to this theory that if a job meets the

interest, desires and requirements of a person's reference group, he will like it & if it does not, he

will not like it.

A good example of this theory has been given by C.L. Hulin. He measures the effects of

community characteristics on job satisfaction of female clerical workers employed in 300 different

catalogue order offices. He found that with job conditions held constant job satisfaction was less

among persons living in a well-to-do neighborhood than among those whose neighborhood was

poor. Hulin thus provides strong evidence that such frames of reference for evaluation may be

provided by one's social groups and general social environment. Job satisfaction is a function

which is positively related to the degree to which the characteristics of the job meet with approved

& the desires of the group to which the individual looks for guidance in evaluating the world &

defining social reality.

RELATIONSHIP AMONG MOTIVATION, ATTITUDE AND JOB SATISFACTION:

Motivation implies the willingness to work or produce. A person may be talented and

equipped with all kinds of abilities & skills but may have no will to work. Satisfaction, on the other

hand, implies a positive emotional state which may be totally unrelated to productivity. Similarly

in the literature the terms job attitude and job satisfaction are used interchangeably. However a

closer analysis may reveal that perhaps, they measure two different anchor points. Attitudes arepredispositions that make the individual behave in a characteristic way across the situations.

RELATIONSHIP BETWEEN MORALE & JOB SATISFACTION:

Morale is a condition which exists in a context where people are:

a) Motivated towards high productivity.


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b) Want to remain with organization.

c) Act effectively in crisis.

d) Accept necessary changes without resentment or resistance.

e) actually promote the interest of the organization and

f) Are satisfied with their job.

Job satisfaction is an important dimension of morale itself.

Morale is a general attitude of the worker and relates to group while job satisfaction is an

individual feeling which could be caused by a variety of factors including group. In other words,job satisfaction refers to a general attitude towards work by an individual works. On the other

hand, morale is group phenomenon which emerges as a result of adherence to group goals and

confidence in the desirability of these goals.

RELATIONSHIP BETWEEN JOB SATISFACTION AND WORK BEHAVIOUR :

Generally, the level of job satisfaction seems to have some relation with various aspects of

work behavior like absenteeism, adjustments, accidents, productivity and union recognition.

Although several studies have shown varying degrees of relationship between them and job

satisfaction, it is not quite clear whether these relationships are correlative or casual. In other

words, whether work behavior make him more positively inclined to his job and there would be a

lesser probability of getting to an unexpected, incorrect or uncontrolled event in which either his

action or the reaction of an object or person may result in personal injury.

JOB SATISFACTION AND PRODUCTIVITY :

Experiments have shown that there is very little positive relationship between the job

satisfaction & job performance of an individual. This is because the two are caused by quite

different factors. Job satisfaction is closely affected by the amount of rewards that an individual

derives from his job, while his level of performance is closely affected by the basis for attainment

of rewards. An individual is satisfied with his job to the extent that his job provides him with what

he desires, and he performs effectively in his job to the extent that effective performance leads to


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the attainment of what he desires. This means that instead of maximizing satisfaction generally an

organization should be more concerned about maximizing the positive relationship between

performance and reward. It should be ensured that the poor performers do not get more rewards

than the good performers. Thus, when a better performer gets more rewards he will naturally feel

more satisfied.

JOB SATISFACTION AND ABSENTEEISM :

One can find a consistent negative relationship between satisfaction and absenteeism, but

the correlation is moderate-usually less than 0.40. While it certainly makes sense that dissatisfied

Sales Persons are more likely to miss work, other factors have an impact on the relationship and

reduce the correlation coefficient. E.g. Organizations that provide liberal sick leave benefits are

encouraging all their Sales Persons, including those who are highly satisfied, to take days off. So,

outside factors can act to reduce the correlation.

JOB SATISFACTION AND TURNOVER :

Satisfaction is also negatively related to turnover, but the correlation is stronger than what

we found for absenteeism. Yet, again, other factors such as labor market conditions, expectations

about alternative job opportunities, and length of tenure with the organization are important

constraints on the actual decision to leave one's current job.

Evidence indicates that an important moderator of the satisfaction-turnover relationship is

the Sales Person's level of performance. Specifically, level of satisfaction is less important in

predicting turnover for superior performers because the organization typically makes considerable

efforts to keep these people. Just the opposite tends to apply to poor performers. Few attempts are

made by the organization to retain them. So one could expect, therefore, that job satisfaction is

more important in influencing poor performers to stay than superior performers.

JOB SATISFACTION AND ADJUSTMENT :

If the Sales Person is facing problems in general adjustment, it is likely to affect his work

life. Although it is difficult to define adjustment, most psychologists and organizational

behaviorists have been able to narrow it down to what they call neuroticism and anxiety.

Generally deviation from socially expected behavior has come to be identified as neurotic

behavior. Though it may be easy to identify symptoms of neuroticism, it is very difficult to know

what causes. Family tensions, job tensions, social isolation, emotional stress, fear, anxiety or any

such sources could be a source of neuroticism.

Anxiety, on the other hand, has a little clearer base. It is generally seen as a mental state of


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vague fear and apprehension which influences the mode of thinking. Anxiety usually shows itself

in such mental state as depression, impulsiveness, excessive worry and nervousness. While

everyone aspires for a perfect state of peace and tranquility, the fact is that some anxiety is almost

necessary for an individual to be effective because it provides the necessary push for efforts to

achieve excellence.

Adjustment problems usually show themselves in the level of job satisfaction. For long, both

theorists and practitioners have been concerned with Sales Persons' adjustment and have provided

vocational guidance and training to them to minimize its impact on work behavior. Most literature,

in this area, generally suggests a positive relationship between adjustment and job satisfaction.

People with lower level of anxiety and low neuroticism have been found to be more satisfied with

their jobs.

REVIEW OF LITERATURE

Keith Davis

According to Keith Davis Job satisfaction is defined as Favorableness or unfavorableness

with which employees view their work if results when there is a fit between job characteristic and

the wants of employees. Stephin P. Robbins defines Job satisfaction as the difference between

the amount of rewards the workers receive and the amount they believe they should receive.

Further he says, Job satisfaction is an individual general attitude towards his or her job.

C.B.Mamoria


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C.B.Mamoria explains job satisfaction is the collection of tasks and responsibilities

regularly assigned to one person while a job is a group of positions, which involves essentially the

same duties, responsibility, skill and knowledge. In Locke words, Job satisfaction is defined as a

pleasurable or positive emotional state resulting from the appraisal of ones job or job experience.

Robert L. Kahn reveals Job satisfaction does seem to reduce absence, turnover and perhaps

accident rates

Robert A. Baron

Robert A. Baron defines Job satisfaction is the positive or negative attitude held by

individuals toward their job. Further he says, Job satisfaction is defined as individual cognitive,

affective and evaluative reaction towards their job. Wayne F. Cascio defines Job satisfaction is a

multidimensional attitude; it is made up of attitude towards pay, promotion, co-workers,

supervision, the work itself and so on. Job satisfaction is simply defined as the affective

orientation that an employee has towards his or her work (Price, 2001). In other words, it is anaffective reaction to a job that results from the comparison of perceived outcomes with those that

are desired (Kam, 1998). Shortly, job satisfaction describes the feelings, attitudes or preferences of

individuals regarding work (Chen, 2008). Furthermore, it is the degree to which employees enjoy

their jobs (McCloskey and McCain, 1987). And also, it is possible to see a number of theories

developed to understand its nature in literature. Vroom (1964), need/value fulfillment theory, states

that job satisfaction is negatively related to the discrepancy between individual needs and the

extent to which the job supplies these needs. On the other hand, Port

Porter and Lawler

Porter and Lawler (1968) collect the influences on job satisfaction in two groups of internal

and external satisfactory factors. According to them, internal satisfactory factors are related the

work itself (such as feeling of independence, feeling of achievement, feeling of victory, self-

esteem, feeling of control and other similar feeling obtained from work), whereas external

satisfactory factors are not directly related to work itself (such as good relationships with

colleagues, high salary, good welfare and utilities). So, the influences on job satisfaction can bealso divided into work-related and employee-related factors (Glisson and Durick, 1988).

Carr and Kazanowsky

Carr and Kazanowsky (1994) successfully showed that inadequate salary was very lelated to

employees dissatisfaction. And recent studies showed that a participative (democratic)


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management style was mostly preferred by todays managers to increase their employees job

satisfaction.

Brikend AZIRI

Job satisfaction represents one of the most complex areas facing todays managers when it comesto managing their employees. Many studies have demonstrated an unusually large impact on the

job satisfaction on the motivation of workers, while the level of motivation has an impact on

productivity, and hence also on performance of business organizations. Unfortunately, in our

region, job satisfaction has not still received the proper attention from neither scholars nor

managers of various business organizations.

Ostroff

Ostroff (1992), studying a sample of 364 schools, investigated the

relationship between employees attitudes and organizational performance. Ostroff found that

aggregated teacher attitudes such as job satisfaction and organizational commitment were

concurrently related to school performance, as measured by several performance outcomes such as

student academic achievement and teacher turnover rates. Across 12 organizational performance

indexes, the magnitudes of the correlations between teacher satisfaction and performance ranged

from .11 to .54, with a mean of .28. When the unique characteristics of the schools were

statistically controlled for, teacher satisfaction and other job-related attitudes continued to predict

many of the organizational performance outcomes. Results were strongest for teacher satisfaction;

thus, organizations with more satisfied employees tended to be more effective than organizations

with dissatisfied employees.

Ryan, Schmitt, and Johnson

Ryan, Schmitt, and Johnson (1996) investigated similar relationships

between aggregated employee attitudes, firm productivity, and customer satisfaction. The authors

measured these relationships at two points in time from 142 branches of an auto finance company.

Results indicated employee morale was related to subsequent business performance indicators,

customer satisfaction sentiments, and turnover ratios. These researchers attempted to study the

causal relations among the variables; however, their attempts lead to mostly inconclusive findings.

Interestingly, they did find evidence suggestive of customer satisfaction as a causal influence on

morale (a finding that is opposite of the directionality assumed by the literature). Although a

tentative finding, Ryan et al. (1996) discussed several possible explanations for it.

Harter et al


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In a unique study conducted by Harter et al. (2002), the authors conducted a

met analysis of studies previously conducted by The Gallup Organization. The study examined

aggregated employee job satisfaction sentiments and employee engagement, with the latter

variable referring to individuals involvement with as well as enthusiasm for work. Based on 7,939

business units in 36 organizations, the researchers found positive and substantive correlations

between employee satisfaction-engagement and the business unit outcomes of productivity, profit,

employee turnover, employee accidents, and customer satisfaction. More importantly, these

researchers explored the practical utility of the observed relationships.

Schneider et al

Schneider et al. (2003) report analyses of employee attitude survey data aggregated

to the organizational level of analysis. These authors explored the relationships between several

facets of employee satisfaction and organizational financial (return on assets; ROA) and market

performance (earnings per share; EPS) using data from 35 organizations over a period of eight

years. Thus, in contrast to previous studies, Schneider and his colleagues study was able to makesome inferences about directional causality (i.e., are employee attitudes a stronger cause of

organizational performance than the reverse). Their results showed consistent and statistically

significant positive relationships (over varied time lags) between attitudes concerning satisfaction

with security, satisfaction with pay, and overall job satisfaction with financial (ROA) and market

performance (EPS).


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CHAPTER - III

RESEARCH METHODOLOGY

INTRODUCTION

Research methodology is a way to systematically solve the research problem. It may be

understood as a science of studying how research is done scientifically. The scope of research

methodology is wider than that of research methods. When we talk of research methodology we

dont only talk of research methods but also consider the logic behind the methods we use in the

context of our research study and explain why we are using a particular method or technique.

SIGNIFICANCE OF JOB SATISFACTION


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Job satisfaction has some relation with the mental health of the people.

It spreads goodwill about the organization.

Individuals may become more loyal towards the organization.

Job satisfaction reduces absenteeism, labor turnover and accidents.Job satisfaction increases employees morale, productivity, etc.

Job satisfaction creates innovative ideas among the employees.

Employees will be more satisfied if they get what they expected, job satisfaction

relates to inner feelings of workers. Naturally it is the satisfied worker who shows the

maximum effectiveness and efficiency in his work. Most people generalize that workers

are concerned more about pay rather than other factors which also affects their level of

satisfaction, such as canteen facilities, bonus, working conditions, etc. these conditions are

less significant when compared to pay.

SCOPE OF THE STUDY

JOB SATISFACTION is a general attitude towards ones job, the difference between the

amount of reward workers receive and the amount they believe they should receive.

An employees performance and satisfaction are likely to be higher if his or her values fit

well with the organization.

For instance,

Job satisfaction is an individual general attitude towards his or her job.

Job satisfaction should be major determinants of an employee organizational citizenship

behavior.

A satisfied employees will be having positive attitude towards his or her job would go

beyond the normal expectation in his or her job.

A person who places high importance on imagination, independence and freedom is likely

to be poorly matched with an organization that seeks conformity from its employees.

OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVES:

To analyses the job satisfaction level of employees in Sundaram Clayton Limited.

SECONDARY OBJECTIVES:

-To study the employees perception towards the organization


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-To study the attitude of the employees towards their work.

-To measure the satisfaction level of employees in trust, communication, training, quality and

customer focus, teamwork and co-operation etc.

RESEARCH HYPOTHESIS:

There is a relationship between gender and fair treatment at organization

There is a relationship between gender and fair policies for promotion and

advancement

There is a relationship between educational qualification and sharing of information.

There is a relationship between educational qualification and employee opinion

Association between educational qualification and decision making process

Association between educational qualification and employee input

Association between educational qualification and job expectation

Association between educational qualification and cooperation and teamwork amongmembers

Association between educational qualification and fair organizational treatment

Association between marital status and job stress or anxiety

RESEARCH DESIGN

It is a basic framework, which provides guidelines for the rest of the research process. A

research design is purely and simply the framework or plan of a study that guides the collection

and analysis of data.

DESCRIPTIVE CUM DIAGNOSTIC

Descriptive research studies are those studies which are concerned with describing the

characteristic of a particular individual, or a group. Descriptive research includes surveys and fact

finding enquiries of different kinds.

The major purpose of descriptive research is descriptive of the state of affairs as it exists at

present. The main characteristic of this method is that the research has no control over the

variables; he can only report what has happened or what is happening. Most descriptive research

projects are used for descriptive studies in which the researcher seeks to measure such agreementlevel of quality of work life of the respondents.

Diagnostic study attempts to find out the association between selective socio demographics

characteristics. (Gender, Marital status, Educational Qualification) and level of job satisfaction

perceived by the respondents. Hence descriptive cum diagnostic research design was adopted.

DRAFTING QUESTIONNAIRE


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The questionnaire is considered as the most important thing in a survey operation. Hence it

should be carefully constructed. Structured questionnaire consist of only fixed alternative

questions. Such type of questionnaire is inexpensive to analysis and easy to administer. In this

study the questionnaire contains 30 questions with 10 dimensions in it which helps in measuring

the job satisfaction of employees.

Universe of Study:

The set of objects taken for the study is called universe.

In this study, staff in SUNDARAM CLAYTON LITMITED, VADAPALANI constitutes the

universe of the study. The universe of this study is Finite, where the number of items is certain.

Sample Design:

It was divided into following parts:

Sampling universe

All the employees are the sampling universe for the research.

Sampling technique

Simple random sampling technique has been used to select the sample. A simple random sample is

a group of subjects (a sample) chosen from a larger group (a population). Each subject from the

population is chosen randomly and entirely by chance, such that each subject has the same

probability of being chosen at any stage during the sampling process. This process and technique is

known as Simple Random Sampling, and should not be confused with Random Sampling.

The advantage of sampling are that it is much less costly, quicker and analysis will become

easier. Sample size was taken for 50 employees.

SAMPLE SIZE:

This refers to the number of items to be selected from the universe to constitute a sample.

The sample size of the study consists of 50 respondents. Since the labors on daily basis were

alone considered for the study the sample size was restricted to 50 out of 200 employees.

The task of data collection begins after the research problem has been defined and research

design chalked out. While deciding the method of data collection to be used for the study, the

researcher should keep in mind two types of data viz. Primary and secondary data.

Primary Data

The primary data are those data which are collected a fresh and for the first time. It is the first

hand data collected from the employees of Sundaram Clayton Limited, padi. The primary data are

collected directly from the employees with a designed schedule for the purpose.

Secondary Data
http://en.wikipedia.org/wiki/Sample_(statistics)http://en.wikipedia.org/wiki/Statistical_populationhttp://en.wikipedia.org/wiki/Randomizationhttp://en.wikipedia.org/wiki/Probabilityhttp://en.wikipedia.org/wiki/Random_samplehttp://en.wikipedia.org/wiki/Sample_(statistics)http://en.wikipedia.org/wiki/Statistical_populationhttp://en.wikipedia.org/wiki/Randomizationhttp://en.wikipedia.org/wiki/Probabilityhttp://en.wikipedia.org/wiki/Random_sample


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The records and documents pertaining to the details of the organization and the employees

constitute the secondary sources.

TOOLS:

Percentage analysis

SCORING PROCEDURE:

The researcher used 5 points scale to find the respondents level of satisfaction.

The weightages are:

Strongly agree - 5 points

Agree - 4 points

Undecided - 3 points

Disagree - 2 points

Strongly disagree - 1 points

LIMITATIONS OF THE STUDY:

The project was done only for the employees who work on daily basis of the company; it

does not cover all the workers.

The time was too short.

The respondents hesitated to response and considered it as a waste of time.


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CHAPTER - IV

DATA ANALYSIS

TABLE-4.1

TABLE SHOWING THE GENDER WISE CLASSIFICATION OF RESPONDENTS

Valid Frequency Percent Valid Percent Cumulative Percent

MALE 42 84.0 84.0 84.0

FEMALE 8 16.0 16.0 100.0TOTAL 50 100.0 100.0


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INTERPRETATION:

From the table it is clear that the 84% of the employees are of male and the rest 16% alone

contributes to the female workers.

CHART-4.1

CHART SHOWING THE CLASSIFICATION OF RESPONDENTS BASED ON GENDER

Table-4.2

TABLE SHOWING THE EDUCATIONAL QUALIFICATION WISE CLASSIFICATION

OF RESPONDENTS

Valid Frequency Percent Valid Percent

Cumulative

Percent

DIPLOMA 21 42.0 42.0 42.0UG 13 26.0 26.0 68.0

PG 15 30.0 30.0 98.0

OTHERS 1 2.0 2.0 100.0TOTAL 50 100.0 100.0

INTERPRETATION:


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From the table it is clear that 42% of the respondents fall under qualification of DIPLOMA,

while 26% of respondents come under UG, while 30% of respondents come under PG and the rest

2% comes under others.

CHART-4.2

CHART SHOWING THE CLASSIFICATION OF RESPONDENTS BASED ON

QUALIFICATION

Table-4.3

TABLE SHOWING THE MARITAL STATUS WISE CLASSIFICATION OF

RESPONDENTS


Cumulative

Percent

MARRIED 6 12.0 12.0 12.0

UNMARRIED 44 88.0 88.0 100.0Total 50 100.0 100.0

INTERPRETATION:

From the table it is inferred that 12% of the respondents are married and the rest 89% of the

respondents are unmarried.


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CHART-4.3

CHART SHOWING THE CLASSIFICATION OF RESPONDENTS BASED ON MARITAL

STATUS

TABLE-4.4

TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS QUALITY OF

PRODUCTS AND SERVICES

Valid frequency percent valid percent

cumulative

percent

STRONGLY DISAGREE 1 2.0 2.0 2.0

DISAGREE 1 2.0 2.0 4.0

UNDECIDED 2 4.0 4.0 8.0AGREE 22 44.0 44.0 52.0

STRONGLY AGREE 24 48.0 48.0 100.0TOTAL 50 100.0 100.0

INTERPRETATION:

From the table it is inferred that only 2% of employees comes under strongly disagree


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and disagree criteria, 4% of the respondents comes under undecided, the rest 44% of the

respondents agree and 48% of the respondents strongly agree with the quality aspect.

CHART-4.4

Chart showing the opinion of respondents based on quality of products and services

TABLE-4.5

TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS CUSTOMER

NEEDS


Cumulative

Percent

STRONGLY DISAGREE 1 2.0 2.0

DISAGREE 1 2.0 2.0UNDECIDED 1 2.0 2.0

AGREE 19 38.0 38.0 4STRONGLY AGREE 28 56.0 56.0 10

Total 50 100.0 100.0

INTERPRETATION:


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From the table it is inferred that only 2% of the respondents come under strongly disagree,

disagree and undecided, the rest 38% of the respondents agree and 56% of the respondents strongly

agree with the customer needs.

CHART-4.5

CHART SHOWING THE OPINION OF RESPONDENTS TOWARDS

CUSTOMERNEEDS

TABLE-4.6

TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS HIGH STANDARD

OF QUALITY


Cumulativ

Percent

STRONGLY DISAGREE 1 2.0 2.0DISAGREE 1 2.0 2.0

UNDECIDED 3 6.0 6.0

AGREE 21 42.0 42.0STRONGLY AGREE 24 48.0 48.0 1

Total 50 100.0 100.0


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From the table it is inferred that only 2% of the respondents comes under strongly disagree, 6% of

them disagree and 4% of them are under undecided and the rest 60% of the respondents agree and

28% of the respondents strongly agree with the senior management

CHART-4.7

CHART SHOWING THE OPINION OF RESPONDENTS TOWARDS SENIOR

MANAGEMENT

TABLE-4.8

TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS RESPECTING

MANAGER AS COMPETENT


Cumulativ

Percent


UNDECIDED 3 6.0 6.0AGREE 27 54.0 54.0 6

STRONGLY AGREE 19 38.0 38.0 10TOTAL 50 100.0 100.0

INTERPRETATION:


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From the table it is inferred that only 2% of the respondents comes under strongly disagree and 6%

of them are under undecided and the rest 54% of the respondents agree and 38% of the respondents

strongly agree with the senior management.

CHART-4.8

Chart showing the opinion of respondents towards respecting manager as competent

TABLE-4.9

TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS RESPECTING

SENIOR LEADERS


Cumulativ

Percent


DISAGREE 1 2.0 2.0UNDECIDED 3 6.0 6.0 1

AGREE 28 56.0 56.0 6

STRONGLY AGREE 17 34.0 34.0 10Total 50 100.0 100.0

INTERPRETATION:


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From the table it is inferred that only 2% of the respondents comes under strongly disagree and

disagree criteria, 6% of them are under undecided and the rest 56% of the respondents agree and

34% of the respondents strongly agree with the respect for senior leaders.

CHART-4.9

CHART SHOWING THE OPINION OF RESPONDENTS TOWARDS RESPECTING

SENIOR LEADERS

TABLE-4.10

TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS EMPHASIZING

THE TEAMWORK AND COOPERATION AMONG MEMBERS BY MANAGER


Cumulative

Percent


DISAGREE 1 2.0 2.0

UNDECIDED 4 8.0 8.0 1AGREE 29 58.0 58.0 7

STRONGLY AGREE 15 30.0 30.0 10TOTAL 50 100.0 100.0

INTERPRETTAION:


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From the above table it is inferred that only 2% of the respondents comes under strongly disagree

and disagree criteria and 8% of them are under undecided and the rest 58% of the respondents

agree and 30% of the respondents strongly agree with the emphasizing of cooperation and

teamwork among members by manager.

CHART-4.10

CHART SHOWING THE OPINION OF RESPONDENTS TOWARDS EMPHASIZING

THE TEAMWORK AND COOPERATION AMONG MEMBERS BY MANAGER

TABLE-4.11

TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS THE

COMMUNICATION WITH EMPLOYEES BY SENIOR MANAGEMENT


Cumulative

Percent

STRONGLY DISAGREE 1 2.0 2.0 2DISAGREE 2 4.0 4.0 6

UNDECIDED 14 28.0 28.0 34AGREE 25 50.0 50.0 84STRONGLY AGREE 8 16.0 16.0 100

Total 50 100.0 100.0

INTERPRETATION:


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From the table it is inferred that only 2% of the respondents comes under strongly disagree , 4% of

the respondents comes under disagree criteria and 14% of them are under undecided and the rest

60% of the respondents agree and 20% of the respondents strongly agree with the changes that will

affect them.

CHART-4.11

CHART SHOWING THE OPINION OF RESPONDENTS TOWARDS THE

COMMUNICATION WITH EMPLOYEES BY SENIOR MANAGEMENT

TABLE-4.12

TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS SHARING OF

INFORMATION AND KNOWLEDGE AMONG EMPLOYEES IN ORGANIZATION


Cumulative

Percent


DISAGREE 17 34.0 34.0 3

UNDECIDED 15 30.0 30.0 6AGREE 11 22.0 22.0 9


INTERPRETATION:

From the table it is inferred that only 4% of the respondents comes under strongly disagree


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, 34% of the respondents comes under disagree criteria and 30% of them are under undecided and

the rest 22% of the respondents agree and 10% of the respondents strongly agree with the sharing

of information and knowledge among employees in organization

CHART-4.12

CHART SHOWING THE OPINION OF RESPONDENTS TOWARDS SHARING OF

INFORMATION AND KNOWLEDGE AMONG EMPLOYEES IN ORGANIZATION

TABLE-4.13

TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS THE AMOUNT OF

WORK DONE BY THE EMPLOYEES ARE REASONABLE


Cumulative

Percent

STRONGLY DISAGREE 1 2.0 2.0 2.0DISAGREE 2 4.0 4.0 6.0

UNDECIDED 7 14.0 14.0 20.0AGREE 27 54.0 54.0 74.0STRONGLY AGREE 13 26.0 26.0 100.0

TOTAL 50 100.0 100.0

INTERPRETATION:



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the rest 54% of the respondents agree and 26% of the respondents strongly agree with the amount

of reasonable work done by employees

CHART-4.13

CHART SHOWING THE OPINION OF RESPONDENTS TOWARDS THE AMOUNT OF

WORK DONE BY THE EMPLOYEES ARE REASONABLE

TABLE-4.14

TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS STRESS IS NOT

CAUSED BY WORK AMONG THE EMPLOYEES


Cumulative

Percent

STRONGLY DISAGREE 9 18.0 18.0 18.0DISAGREE 16 32.0 32.0 50.0

UNDECIDED 10 20.0 20.0 70.0

AGREE 10 20.0 20.0 90.0STRONGLY AGREE 5 10.0 10.0 100.0

Total 50 100.0 100.0

INTERPRETATION:


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From the table it is inferred that only 18% of the respondents comes under strongly disagree , 32%

of the respondents comes under disagree criteria and 20% of them are under undecided and the rest

20% of the respondents agree and 10% of the respondents strongly agree with the stress or anxiety

caused by the work among employees.

CHART-4.14

CHART SHOWING THE OPINION OF RESPONDENTS TOWARDS STRESS IS NOT

CAUSED BY WORK AMONG THE EMPLOYEES

TABLE-4.15


CONSIDERATION OF OPINION OF EMPLOYEES IN THE ORGANIZATION


Cumulative

Percent

STRONGLY DISAGREE 1 2.0 2.0 2UNDECIDED 13 26.0 26.0 28

AGREE 26 52.0 52.0 80STRONGLY AGREE 10 20.0 20.0 100Total 50 100.0 100.0

INTERPRETATION:


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From the table it is inferred that only 2% of the respondents comes under strongly disagree, 26%

of them are under undecided and the rest 52% of the respondents agree and 20% of the respondents

strongly agree with the stress or anxiety caused by the work among employees.

CHART-4.15


CONSIDERATION OF OPINION OF EMPLOYEES IN THE ORGANIZATION

TABLE-4.16


PARTICIPATION OF EMPLOYEES IN DECISION MAKING PROCESS


Cumulative

Percent

STRONGLY DISAGREE 1 2.0 2.0DISAGREE 2 4.0 4.0

UNDECIDED 11 22.0 22.0 2AGREE 24 48.0 48.0 7

STRONGLY AGREE 12 24.0 24.0 10

Total 50 100.0 100.0

INTERPRETATION:


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From the table it is inferred that only 2% of the respondents comes under strongly disagree , 4% of

the respondents comes under disagree criteria and 22% of them are under undecided and the rest

48% of the respondents agree and 24% of the respondents strongly agree with the participation of

employees in decision making process

CHART-4.16


PARTICIPATION OF EMPLOYEES IN DECISION MAKING PROCESS

TABLE-4.17


CONSIDERATION OF EMPLOYEE INPUT BEFORE DECISION OR CHANGES ARE

MADE IN ORGANIZATION


Cumulative

PercentSTRONGLY DISAGREE 1 2.0 2.0 2.

DISAGREE 4 8.0 8.0 10.

UNDECIDED 7 14.0 14.0 24.

AGREE 30 60.0 60.0 84.STRONGLY AGREE 8 16.0 16.0 100.

Total 50 100.0 100.0


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INTERPRETATION:



the rest 60% of the respondents agree and 16% of the respondents strongly agree with theparticipation of employees in decision making process

CHART-4.17


CONSIDERATION OF EMPLOYEE INPUT BEFORE DECISION OR CHANGES ARE

MADE IN ORGANIZATION

TABLE-4.18


INFORMATION PROVIDED BY THE COMPANY TO EMPLOYEES ON JOB

EXPECTATIONS

Valid Frequency Percent Valid Percent CumulativPercent


DISAGREE 1 2.0 2.0UNDECIDED 5 10.0 10.0 1

AGREE 34 68.0 68.0 8



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INTERPRETATION:

From the table it is inferred that only 2% of the respondents comes under strongly

disagree , 2% of the respondents comes under disagree criteria and 10% of them are under

undecided and the rest 68% of the respondents agree and 18% of the respondents strongly agreewith the information provided by company on job expectation to employees.

CHART-4.18


INFORMATION PROVIDED BY THE COMPANY TO EMPLOYEES ON JOB

EXPECTATIONS


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CHAPTER - V

FINDINGS

1. 84% of the respondents are male.

2. 42% of the respondents are having Diploma qualification.

3. 88% of the respondents are unmarried

4. 48% of the respondents strongly agree that they are satisfied with the importance of quality

of products and services.

5. 56% of the respondents strongly agree that they are satisfied with the priority for customer

needs.


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6. 48% of the respondents strongly agree that they are satisfied with the maintenance of high

standards of quality.

7. 60% of the respondents agree that the senior management understands their customer

needs.

8. 54% of the respondents agree that the managers are respected as a competent professional.

9. 28% of the respondents agree that there is a great deal of respect for the senior leaders.

10. 52% of the respondents agree that the leaders know what they are doing.

11.50% of the respondents agree that the employees know the organizations expectation from

them.

12. 48% of the respondents agree that the work which they do makes a difference to the

organization.

13. 31% of the respondents agree that the manager clearly defines the organizational goals and

expectations.

14. 19% of the respondents agree that the employees could report unethical activities without

fear of reprisal.

15.30% of the respondents agree that there exists an atmosphere of trust.

16. 29% of the respondents agree that the manager emphasizes cooperation and teamwork

among members.

17. 18% of the respondents agree that there exists a strong spirit of teamwork and cooperation

among employees.

18. 30% of the respondents agree that the manager always make sure that they are informed

about the decision or changes that will affect them.

19. 25% of the respondents agree that the senior management communicates well with the rest

of the organization.

20. 17% of the respondents disagree that the information and knowledge are shared openly.

21.27% of the respondents agree that the amounts of work they do are always reasonable.

22. 16% of the respondents disagree that the job does not cause stress or anxiety in their life.

23. 26% of the respondents agree that their opinion counts.


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24. 24% of the respondents agree that the employees are encouraged to participate in decision-

making process.

25. 30% of the respondents agree that the employee input is considered before decisions or

changes are made.

26.34% of the respondents agree that the employees are provided with information about

companies and their job expectations.

27. 26% of the respondents agree that the employees were made comfortable to the new

environment.

28. 17% of the respondents agree that everybody were treated fairly at the organization.

29.18% of the respondents undecided that the companys policies for promotion and

advancement are always fair.

30. 26% of the respondents agree that the overall satisfaction of the employee is good.

31. There is a no significant association between gender and fair organizational treatment. So,

we accept the null hypothesis.

32. There is no significant association between gender and fair policies for promotion and

advancement. So we accept the null hypothesis.

33. There is no significant association between educational qualification and sharing of

information. So we accept the null hypothesis.

34. There is no significant association between educational qualification and employee

opinion. So we accept the null hypothesis.

35. There is no significant association between educational qualification and decision making

process. So we accept the null hypothesis.

36. There is no significant association between educational qualification and employee input is

considered important before changes are made. So we accept the null hypothesis.

37.There is no significant association between educational qualifications and providing of

information to employee about companys and job expectation. So we accept the nullhypothesis

38. There is no significant association educational qualification and cooperation and teamwork

among employees. So we accept the null hypothesis.

39. There is no significant association educational qualification and fair organizational

treatment. So we accept the null hypothesis.


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40. There is no significant association between marital status and job does not cause stress

among employees. So we accept the null hypothesis.

41. There is no significant difference between educational qualification and organizational

expectancy. So we accept the null hypothesis.

42. There is significant difference between marital status and job does not cause stress among

employees. So we reject the null hypothesis.

43. There is no significant difference between gender and job does not cause stress among

employees. So we accept the null hypothesis.

44. There is significant difference between educational qualification and fair organizational

treatment. So we reject the null hypothesis.

45. There is no significant difference between gender and fair policies for promotion and

advancement. So we accept the null hypothesis.

46.There is no significant difference between gender and overall satisfaction of employees is

good. So we accept the null hypothesis.

47.There is no significant difference between educational qualification and overall satisfaction

of employees is good. So we accept the null hypothesis

SUGGESTIONS

1. The organization can make improvements in sharing the information and knowledge

with all the employees by conducting effective training sessions and evaluate them bycollecting feedbacks.

2. There should be no communication gap between the employees and the top

management so that the flow of information and knowledge is shared among the

members of the company.


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3. The employees are indulged in work with stress which does not encourage the

production of the organization. The organization can take necessary steps to reduce the

overload of the workers by conducting counselling, mentoring and recreation activities

should be scheduled frequently to remove the stress of the employees.

4. Job rotation has to be carried out so that the monotony in the work is reduced andthereby the employees work satisfactorily.

5. The companys policies for promotion and advancement are undecided which does not

make the employees to be satisfied. So the organization can take necessary steps to

improve them by providing successive promotions with fairness.

CONCLUSION:

Employees can be satisfied about their work in many different ways. The opportunity to

develop their capabilities is one of the most essential factors which influence on satisfaction in

career. People will be more satisfied when they have chances to show their abilities as well as

to master and improve their talents. Furthermore, salary is also an important factor affecting on

satisfaction in work. No matter how high position people are in their organization, they cannot

be satisfied if their incomes are not enough for their life and their family. Satisfied material

demands is one of the most essential factors contributing to get working satisfaction. Last but


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not least, people are more likely to be satisfied about their jobs when they work with passion;

because, enjoyment at work comes with satisfaction.

In conclusion, to achieve working satisfaction is an important part of working life time foreveryone. However, how to be satisfied depends on each person's view. Nowadays, there are

many factors contribute to job satisfaction, and it really hard for all employees to be satisfied

about their jobs.

BIBLIOGRAPHY:

WEB SITE

http://www.graft.in/

TEXT BOOKS

Marketing Research , Test and cases, Richard D. I rwin, Linois


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C.R Kothari, Research Methodology

NEWS PAPER

Times Auto

The Economic Times

MAGAZINES

Auto Sports

Business Outlook

EMPLOYEE PERCEPTION TOWARDS ORGANIZATION

1) GENDER

Male Female


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2) QUALIFICATION

Diploma Ug Pg Others

3) MARITAL STATUS

Married Unmarried

4) QUALITY OF PRODUCTS AND SERVICES ARE CONSIDER GOOD

Strongly Disagree Disagree Undecided Agree Strongly Agree

5) DO YOUR ORGANIZATION SATISFY THE CUSTOMER NEEDS


6) HIGH STANDARD OF QUALITY


7) ARE YOUR SENIOR MANAGEMENT COOPERATE WITH YOU


8) ARE THEY RESPECTING MANAGER AS COMPETENT


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9) RESPECTING SENIOR LEADERS


10) EMPHASIZING THE TEAMWORK AND COOPERATION AMONG MEMBERS

BY MANAGER


11)THE COMMUNICATION WITH EMPLOYEES BY SENIOR MANAGEMENT

ARE CORDIAL


12)SHARING OF INFORMATION AND KNOWLEDGE AMONG EMPLOYEES IN

ORGANIZATION ARE GOOD


13) THE AMOUNT OF WORK DONE BY THE EMPLOYEES ARE REASONABLE


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14) STRESS IS NOT CAUSED BY WORK AMONG THE EMPLOYEES


15)THE CONSIDERATION OF OPINION OF EMPLOYEES IN THE

ORGANIZATION ARE APPRICIATED


16)THE PARTICIPATION OF EMPLOYEES IN DECISION MAKING PROCESS

ARE INDIVIDUAL


17) THE CONSIDERATION OF EMPLOYEE INPUT BEFORE DECISION OR

CHANGES ARE MADE IN ORGANIZATION


18) THE INFORMATION PROVIDED BY THE COMPANY TO EMPLOYEES ON

JOB EXPECTATIONS



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19) ASSOCIATION BETWEEN GENDER AND FAIR TREATMENT AT

ORANIZATION

Male Female

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