CHAPTER 1 INTRODUCTION

Job satisfaction is one of the most crucial but controversial issues in industrial psychology and behaviour management in organization. It is ultimately decides the extent of employees motivation through the development of organization climate or environment, job satisfaction has been a subject of hot chase by researchers. There have been more than three thousand published studies on job satisfaction during the last 30 !0 years. Job satisfaction is the attitude of one has to"ards his or her job. #tated another "ay it is one is affective response to the job. Job satisfaction is concerned "ith the feeling of one has to"ards the job. The importance of job satisfaction is fairly evident from a description of the importance of maintaining morale in any industry. If a "or$er is not satisfied "ith his "or$, and then both the %uantity and %uality of his output "ill suffer. If his job satisfaction increase then there is an improvement in both the %uality and %uantity of production. &actories in "hich the "or$ers are satisfied "ith their "or$ are also characterized by a high morale.

Definition
'ontentment (or lac$ of it) arising out of interplay of employee*s positive and negative feelings to"ard his or her "or$. +Job satisfaction is defined as +the extent to "hich people li$e (satisfaction) or disli$e (dissatisfaction) their jobs+ (#pector, ,--., p. /). This definition suggests job satisfaction is a general or global affective reaction that individuals hold about their job. 0hile researchers and practitioners most often measure global job satisfaction, there is also interest in measuring different +facets+ or +dimensions+ of satisfaction. 1xamination of these facet conditions is often
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useful for a more careful examination of employee satisfaction "ith critical job factors. Traditional job satisfaction facets include2 co "or$ers, pay, job conditions, supervision, nature of the "or$ and benefits.+ (0illiams).

MEANING OF JOB SATISFACTION

Job satisfaction describes ho" content an individual is "ith his or her job. Job satisfaction often is a collection of attitudes about specific factors of the job. 1mployees can be satisfied "ith some elements of the job "hile simultaneously dissatisfied "ith others. 3oreover, job satisfaction is a life satisfaction.

Job satisfaction is a very important attribute "hich is fre%uently measured by organizations. The most common "ay of measurement is the use of rating scales "here employees report their reactions to their jobs. There are a number of different definitions of job satisfaction. 4oc$e defined job satisfaction as pleasurable or positive emotional state resulting from the appraisal of one5s job or job experiences5. 6ne comprehensive definition is that it is a generalized attitude, resulting from many specific attitudes in three areas2 ,. #pecific job factor. /. Individual adjustment. 3. 7roup relationship. These factors can never be isolated from each other for analysis but indications of their relative importance in job satisfaction may be obtained through the use of statistical techni%ues. Job satisfaction is the favourableness or unfavourableness "ith "hich employees vie" their "or$. It results "hen there is a fit bet"een job re%uirements and the "ants and expectations of employees. It expresses the extent of match bet"een the employee5s expectation of the job and the re"ards that the job provides. Job satisfaction may refer either to a person or a group.

Job satisfaction may be more clearly understood in the content of the employee5s extent of the satisfaction in general in his total life situation. Job satisfaction can be vie"ed in relation to employee5s satisfaction "ith their home and community life. #ome employees, for instance, may be satisfied "ith their home and community life, but vie" their jobs as average. 'onse%uently their job satisfaction is lo"er than their other satisfaction. #ome other employees may feel dissatisfied "ith home and community but they also feel their jobs are average. In this case the employee5s job satisfaction "ill be actively high. 8ut generally job satisfaction and life satisfaction are closely related.

The effect is varying from one to another. 9nother $ind of effect, "hich is also prevalent, is the compensatory effect "here people compensate for lo" job satisfaction by trying to achieve higher satisfaction in various pursuits in society and in union activities job satisfaction is further aided in its understanding by finding relative importance to the employees, of the various factors contributing to it. &or instance "hen as$ed, the employees may say that they are dissatisfied "ith both the canteen and the company promotion policy. It "ill appear at this point, that both the factors are e%ual importance to employees. 8ut, it is as$ed further, the employees may say that company promotion policy is far more important to them than the canteen. 6nly "hen the management $no"s such relative importance of various factors then proper action can be ta$en. This approach has been largely follo"ed in the psychological study in the J.8 Institutes 944 India survey of changing aspiration of "or$men, referred to earlier and later. 9nother interesting approach to measuring job satisfaction as developed by :orter is to find out the gap bet"een "hat the employee5s experiences about that particular factor. In his actual condition and "hat he thin$s should be there. This gap along "ith the importance of the factor to the employee gives a clear understanding of the extent and nature of job satisfaction of an employee.

JOB SATISFACTION - MODEL

Job Satisfa tion at !o"# P$a e

OBJECTI%ES OF THE STUD&

The objectives of the study are as follo"s2
,. To assess the satisfaction level of employees at IBPL'Inte"nationa$ Ba#e"( P"o)* ts Li+ite), /. To identify the factors "hich influence and improve the satisfaction level of employees. 3. To $no" the employees satisfaction to"ards the facilities providing by the 'ompany. !. To offer valuable suggestions to improve the satisfaction level of employees. ;. To assess the level of satisfaction of employees of IBPL 'Inte"nationa$ Ba#e"( P"o)* ts Li+ite), regarding "or$ environment and other facilities. <. To ma$e possible recommendation and offer useful suggestions to improve the level of satisfaction among the employees in IBPL 'Inte"nationa$ Ba#e"( P"o)* ts Li+ite),

SCOPE OF THE STUD&

The study captioned, =job satisfaction of employees2 a study "ith reference to employees in IBPL 'Inte"nationa$ Ba#e"( P"o)* ts Li+ite), > is mainly focused on the determination of the degree of job satisfaction. There are /00 employees in the company and from among them ,00 are selected on random basis for the study (excluding supervisory and other managerial level).This study is designed to cover the analysis of factors influencing job satisfaction and there by identify ho" far the "or$ers are satisfied in their job. This study emphasis in the follo"ing scope2 ,. /. To identify the satisfaction level of employees to"ards the job. It is helps the employer to $no" the effectiveness of facilities provided to"ards the employees. 3. This study helps to the organization for identifying the area of dissatisfaction.

!. This study helps to get the feedbac$ from the employees to"ards their job. ;. This study indirectly helps the employees to convey their expectations regarding the job security, safety measures.

LIMITATIONS OF THE STUD&

The limitations of the study are as follo"s2
,. This survey is subjected to the bias and prejudices of the respondents. ?ence,00@ accuracy can5t be assured. /. Aue to scarcity of time and considering the resource available, the study "as 4imited to ,00 respondents. 3. The researcher "as carried out in a short span of time, so not applicable to the researcher could not cover "ide area of the study. !. The study could not be generalized due to the fact that researcher adopted personal intervie" method only. ;. 9n employee has fear to reveal the negative aspects. The information collected is based on the perception of the respondents.

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CHAPTER COMPAN& PROFILE

IBPL (IBT1CB9TI6B94 B9D1CE PC6AF'T# LI3IT1A) is a FMCG (&ast 3oving 'onsumer 7oods) company, o"ned by =8CIT9BBI9>. I8:4 (International 8a$ery :roducts 4imited) is a conversion plant of 8ritannia, "hich is producing variety of biscuits. 9urofood started its biscuit plant on -th #eptember ,-./ "ith the capacity of !00 tonnes of biscuits per month at Thiruchitrambalam, Gillupuram Aistrict <0;,,,. In the year ,-H! second plant "as erected "ith the length of ,!0 feet and it added additional production tonnage of !;0 tonnes per month. 6ver the period of time, 9urofood "as not able to sell the "hole production of H;0 tonnes and re%uested 8ritannia to share the production capacity. In the year ,--<, 8ritannia commissioned its production as conversion basis. I8:4 "as joint venture bet"een 8ritannia Industries limited and 9urofood. In the year ,--., it ac%uires ;0@ of the share from 9urofood and converted as separate company "ith effect from /nd 9pril ,--..

11

 8ritannia ac%uired another /;@ of share from 9urofood. 8ritannia Industries limited indicated this plant =I8:4 ': I 3H>. It has accommodated many numbers of employees on shift basis and using huge machines to ma$e their products.

12

P"ofit +a)e on $ast finan ia$ (ea" 'Ma( -../--..0,1

Na+e of S*bsi)ia"( In o+e 4 'Loss, 11. -356 G"oss2Rs3+n, NetP"oft2Rs3+n,

Inte"nationa$ Ba#e"( P"o)* ts Li+ite)7 TC Ba$a+7 Ta+i$ Na)* J B Man89a"a+ Foo)s P"i;ate Li+ite)7 G<a$io" Manna Foo)s P"i;ate Li+ite)7 Ban8a$o"e Gan8es %a$$( Foo)s P"i;ate Li+ite)7 >o$#ata S*n"ise Bis *it Co+?an( P"i;ate Li+ite)7 G*<a9ati

1:-

':30.,

:.

'.351,

0=

.3:1

:51

'.3:@,

RESOURCE MANAGEMENT1 PURPOSE1 To define the policy and plan to provide the resources needed To implement the %uality management system effectively To realize production of biscuits fully meeting customer re%uirements Top management is responsible for the provision of ade%uate resources and ensuring effective utilization.
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 9ll the employees are responsible in ensuring effective utilization of the resources provided. 3anagement representative is responsible for monitoring all areas "here resources are re%uired and communicating them to the top management. The management is providing all the necessary resources to implement and maintain the %uality management system.

HUMAN RESOURCES1
,. It is ensured that persons employed are $no"ledgeable, competent to carry out the job assigned, and employee5s and also on periodical basis. /. Training needs are identified and training is imparted at the time of induction of employee5s and also on periodical basis. 3. 9ll the employee5s are given a"areness and training on the %uality management system as per I#6 -00, C1JFIC131BT# !. #elected persons are given training in internal %uality audit methods and they "ill be carrying out the periodical internal %uality audit.

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INFRASTUCTURE1
The entire essential infrastructure has been provided to achieve conformity of the product re%uirements. These include, a. b. c. d. 8uilding 0or$space 3achinesKe%uipments, material management system. 3easuring instruments L gauges

The maintenance and house$eeping are effectively done as per plan and records maintained 0or$ environment The "or$ area "ill be ventilated and a healthy and hygienic environment is provided for the employees.

DISTRIBUTION OF THE RESPONSIBILIT& A AUTHORIT&

Unit Hea)
To ensure that %uality policy and objectives are met. To ensure continual improvement based on feedbac$ from management revie" meetings. To ensure provision of ade%uate resources for the effective functioning of the %uality management system

15

 The delegated responsibility and authority for the effective functionary of the system is attached as a responsibility matrix.

Mana8e+ent Re?"esentati;e1
The 3C shall have the responsibility and authority for2 1nsuring that the %uality system is established, implemented and maintained accordance "ith I#6 -00,2/000. 6rganizing internal %uality audits, once in %uarter. Gerifying internal %uality audits, once in %uarter. Gerifying the implementations of corrective and preventive action plans. Initiating incorporation of amendments to this %uality and %uality system procedure as and "hen necessary. 1nsuring timely action of reporting to the top management about the performance of the %uality management and the improvement needed if any. 1nsuring that all revie"s are organized as per documented plan and minutes maintained. 3onitoring the control of external documents.

BUALIT& POLIC&1

16

=0e at I8:4 are committed to manufacture and supply %uality products meeting customer specification and delivery schedules achieved by continuous process improvements, up gradation of technology, %uality systems, effective training of personnel and migrating to"ards being the lo"est cost product.>

17

ObCe ti;es1 a. b. c. d. Ceduce product "astage Ceduce customer complaints Implement 73:5s progressively Fpgrade infrastructure to ensure food safety

ORGANIDATION CHART1 The top management has structured the organization to streamline the execution responsibilities of various incumbents and their reporting system to achieve efficient %uality management. UNIT HEAD

:roduction In charge

:ersonal 3anager

3aintenance In 'harge

4ab In 'harge

3anagement Cepresentative

#hift In 'harge

7eneral In charge

# L & In charge

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Inte"na$ o++*ni ation1

The organization has established a very effective system for internal communication to ensure that information reaches every point of importance in time buy circular and also by notice board.

BISCUITS %ARIETIES IN IBPL

BRITANNIA MIL> BI>IS1

Dids may disli$e drin$ing mil$, but they love 8ritannia 3il$ 8i$isM 3il$ 8i$is has been trusted by mothers as a source of gro"th energy of mil$ and their loyalty to the brand has made it an integral part of their children*s nutrition regimen. In ,--<, 3il$ 8i$is launched a variant called 3il$ 'ream. These round biscuits come "ith smiley faces and are full of mil$ cream that ma$es them very popular "ith children. 3il$ 'ream also promoted the idea of *eating mil$* in a yummy "ay, "hich ma$es mothers happy as "ell.

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To $eep pace "ith the demands of the ne" generation and to bring mil$ nutrition to the masses in a delightful form, 3il$ 8i$is, "ent one step further in the last %uarter of /00< in providing not just energy but Ndevelopmental fuel5 for children. 0ith a uni%ue and attractive honeycomb design and an enhanced product experience, the ne" biscuit is no" fortified "ith #39CT BFTCI1BT# I ! vital vitamins, iron and iodine, proven to aid mental and physical development in gro"ing $ids. TIGER GLUCOSE1 Tiger, launched in ,--., became the largest brand in 8ritannia*s portfolio in the very first year of its launch and continues to be so till today. Tiger has gro"n from strength to strength and the re invigoration in June /00; and more recently, in 9pr /00H has further helped bolster its gro"th in the highly competitive glucose biscuit category. Tiger is a 7lucose biscuit, "hich comes "ith the added goodness of "heat and mil$. It is for modern mothers "ho play an enabling role for their children to compete in today*s "orld and thus "ant the best. Bo" Tiger 7lucose has been fortified "ith +Iron Oor+ "ith an attempt to"ards addressing the Iron Aeficiency crisis the children of India face.

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6ver the years, Tiger has become the mass mar$et face of 8ritannia symbolizing fun and energy in both urban and rural India, and transcending glucose biscuits.

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Ti8e" C"ea+s2 0as introduced in /00/ at just Cs ; per pac$. Tiger 'ream is no" available in 6range, 1laichi, 'hocolate, :ineapple, #tra"berry and 8utterscotch flavours, and promises to bring more fun and more energy to children across the country. C9ota Ti8e"2 Is an extension of brand Tiger launched nationally in 3ay, /00.. It is mini sized poppable glucose biscuit "ith colored sugar sprin$ling. It comes in t"o variants2 3il$ #par$ies and 'hoco #par$ies Ti8e" Banana2 8ritannia is committed to help secure every child*s right to 7ro"th L Aevelopment through good food every day. :urposefully ta$ing for"ard the credo of *1at ?ealthy, Thin$ 8etter *, "e have launched a ne" variant under our po"er brand TIGER TIGER BANANA po"er pac$ed "ith IRON DOR L and "ith the delightful taste of banana. IRON DOR helps ma$e mind sharper and body stronger. 9n Cs.! pac$ has as much IRON DOR as that in , $g of 8anana. CLA in 8ritannia has spent considerable time to develop this nutritious and delightful snac$ for children. B"itannia Ti8e" Banana pac$ed "ith IRON DOR and goodness of 8anana is accessible to all, being available in convenient pac$s priced at Cs./, Cs.! and Cs.,0.

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NICE TIME1

8ritannia Bice Time "as the pioneer of sugar sprin$led biscuits in India. This uni%ue product managed to create such a strong consumer pull that soon there "as a rush of pretender products in the mar$et, clearly indicative of the success of the concept. Today, Bice Time has a fan base spread across India, and, particularly, 1ast India, "here its consumers have gro"n up "ith the brand. 1specially popular amongst children, 8ritannia Bice Time has managed to create a loyal franchise for itself and is a strong brand loved by people of all ages. %ision1 To dominate the food and beverage mar$et in India "ith a distinctive range of =Tasty Eet ?ealthy> 8ritannia brands. Mission1 To dominate the food and beverage mar$et in India through a profitable range of =Tasty Eet ?ealthy> products by ma$ing every Indian a 8ritannia consumer. S9o"t-te"+ ObCe ti;e1
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 To improve image to shareholders. To improve internal processes and controls. To increase and C6I. Lon8-te"+ ObCe ti;e1 To be the lo"est cost producer in the mar$et. To become largest volume player in the ba$ery industry. Basi St"ate8ies1 Be" product development Be" mar$et development 6utdoor promotion Cural thrust 'ost management B*a$it( Po$i (1 'ustomer #atisfaction Total %uality management 'ontinuous up gradation of technology Improvement in processes
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 &ocus to meet emerging needs of the customers 3utually dependent lasting relationship "ith co pac$ers, associates and suppliers.

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En;i"on+ent "es?onsibi$it(1 Aevelopment of human resources Improving s$ills and $no"ledge 7enerating motivation to excel Installing a sense of pride 'ommitment to"ards %uality B*a$it( ObCe ti;es1 Ceduction in customer complaints To start documentation of mar$et returns dealer "ise To empo"er the "or$men on individual "or$ area to ensure that 6nly %uality products are passed on the next page of production. 'ontinuous training for the development of human resources. To minimize the accident level. 9s part of the gro"th strategy, the company al"ays try to build 6n the values of brand +8ritannia+ by aggressively pursuing tasty yet healthy offerings of mass appeal and also launching a host of affordable products, "hich "ould help rejuvenate the mother brand and drive category consumption.
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CHAPTER : RE%IE! OF LITERATURE

A*t9o"1 Si))9a"t9a >a?oo" (Fniversity of #outh 9ustralia, 9ugust /000) there has been a substantial number of research studies into the issue of job satisfaction. 8ut these have been generally confined to the large organization. This paper underta$es a revie" of the extent the academic literature regarding the job satisfaction of the o"ner managers of small firms and of franchisees. The majority of job satisfaction studies focus on employees in large firms in a variety of "or$ settings. #eldom have these been addressed in a systematic manner in small businesses (#8F) (#mith and ?oy, ,--/) and in franchises. The dynamic characteristics of the #8F and franchising sectors are ade%uately reflected in their gro"th rates and contributions to the "orld economy (:eterson, ,--0). T9e Be))a$$ Co++ittee Re?o"t '100. ) commented that -0@ of the job creation "ithin the 9ustralian 1conomy bet"een the years ,-H3 and ,-H. occurred in the service industries, the majority of "hich "as "ithin the #8 sector. In addition, in the eleven years from ,-H3 H! to ,--! -; there had been a 3,.H@ increase in the persons employed by #8F in 9ustralia (:eacoc$, ,---). Aespite the important economic contributions of #8F (exportKimport gro"th, employment generation, efficiency and competition) they have been generally under represented in terms of research studies conducted in 9ustralia. #imilarly, very little research has been conducted in 9ustralia in franchising, despite the fact that franchising has been "idely accepted as a distribution techni%ue in 9ustralia for "ell over /0 years. The potential economic contribution of this sector "as initially established by a survey conducted by the 9ustralian 8ureau of #tatistics (98#), bet"een July 9ugust ,--!. The findings highlighted an annual
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gro"th rate of ,!@ of franchised outlets bet"een ,--, -!. In addition, this sector "as recognized as a major employment sector "ith approximately /, H0,000 people employed (:eacoc$, ,---). Aespite the dynamic nature of small firms, the claim that Nsmall is beautiful5 is an exaggeration as a major do"nside lies in the high firm failure rates and volatility of #8F 'Co 9"an7 10/1E J*$ian7 100:E !atson an) E;e"ett7 100=,3 ?o"ever, it is generally believed that franchisees have a greater probability of surviving for the first five years than independent #8s (3c'os$er, ,-H-P 8I1, ,-H-, 9bernethy, ,--.). In addition, the %uality of "or$ing life of both #8 sector employers and employees poses an area of concern. 9lthough satisfaction is derived by #863s from being independent and developing a %uality product, this may be at the expense of long "or$ing hours, family problems, physical and psychological stress (:eacoc$, ,---). :revious research of franchisees has suggested that job satisfaction may have important implications for vital organizational outcomes, such as a reduction in discontinuance, job performanceKproductivity and organizational inter relationships (Iaffaldano, ,-H;P 3orrison, ,--.). &or example, 7eene and 8ro"n (,--.) in their study identified organizational inter relationships as one of the major resources needed for firm gro"th. In addition, job satisfaction has been sho"n to be positively related to various non "or$ satisfactions such as family and self satisfaction (Bear ,-H!P Thompson, ,--/P &rone, ,--!).The relationship of job satisfaction "ith substitutes of leadership, leadership behavior, and "or$ motivation. The Journal of :sychology ,3,, /., /H3. :ool examines the relationship of job satisfaction "ith a number of variables (substitutes of leadership, leadership styles, and "or$ motivation) to see ho" strong the

28

impact is of each. ?e divided his sample into occupations ("or$ers, managers, and executives) and analyzes his results. It examines only one population, FBGs in Dosovo, :ool*s more complex methodology provides some insight for my reduced scope of "or$5s mentioned above, this author cites the "or$ of 0eiss, Aa"is, 1ngland, and 4of%uist, and their five essential dimensions of job satisfaction. Fsing the same five item scale (determined by a combination of the job itself, pay, promotion opportunities, supervision, and co "or$ers), :ool loo$s at the relationship bet"een job satisfaction and substitutes of leadership, leadership styles, and "or$ motivation, this may predict hisKher job satisfaction. ?e cites the expectancy theory of Badler, 'ammam, Jen$ins, and 4a"ler (,-.;), "hich says that a "or$er perceives t"o levels of outcomes from "or$2 the first tier is the degree to "hich the job performance is successfulP the second tier is the set of valued re"ards attainable from this successful outcome. The theory describes the lin$ in the mind of the employee bet"een high job performance and valued re"ards for his or her "or$. This "ould suggest for my purposes that FBGs "ould have greater motivation for their "or$ if high re"ards "ere perceived as a result. :ool*s finding helps to explain the contradictory data from my o"n survey. #ince my results sho" a high level of "or$ satisfaction along "ith simultaneous evidence of discrimination, under support, and insufficient employee training, the importance of motivation as a predictor of "or$ satisfaction is important.

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9s sho"n above, humanitarian interest "as the most cited motivation for FBGs "or$ing in Dosovo. 8ased on :ool*s results, one may reduce that the perception of successful humanitarian "or$ has strongly influenced the "or$ satisfaction reported by these Golunteers, in spite of these difficulties. An)"e< C$a"#7 An)"e< Os<a$)7 Pete" !a"" '100=,7 conducted a study to find "hether job satisfaction is F shaped in age. It is generally believed that Job #atisfaction increases linearly "ith age. ?o"ever, there are persuasive arguments and some empirical evidence that the relationship is F shaped, declining from a moderate level in the early years of employment and their increasing steadily up to retirement. &or overall job satisfaction, satisfaction "ith pay and satisfaction "ith "or$ itself, a strongly significant F shape "as observed. The paper thus provides strong evidence for a F shaped relationship bet"een age and job satisfaction. Job satisfaction is affected by non job factors of life stage and personal circumstances. The importance of changes in expectations "ith increasing age is emphasized.

E)<a") Mi$es7 Ste;en C Pat"i #7 !es$e( C >in8 J"3 '100=,7 found in their study that job level can act as a systematic variable in predicting the relationship bet"een supervisory communication and job satisfaction. &our dimensions of superior subordinate communication (positive relationship communication, up"ard openness communication. Begative relationship communication and job relevant communication) "ere used to test a role theory explanation for the moderating effect of job level on the communication job satisfaction relationship. Cesults indicated that the communication relationship managers have "ith their subordinates, is a critical lever in effecting subordinates5 job satisfaction. ?o"ever, the lever appears to operate differently for different job levels depending on the nature of communication.
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This research study sho"s that communication bet"een superior and subordinate are also an important aspect of job satisfaction and this relationship is moderated by the level of job. 9n important factor in determining job satisfaction is clear goals, minimum ambiguity relating to roles etc. 'ommunication plays a significant role in clearing any doubts subordinate may have or for proper flo" of instructions. 4ac$ of communication bet"een superior and subordinate may thus have an impact on job satisfaction level of subordinates. Aifferent levels of job re%uire different communication patterns and hence it acts as a moderating factor in the relationship.

Ma" *s C"e)e7 O$e#san)" S C9e"n(s9en#o7Ste?9en Sta"#7 Rees9a) S Da$a$7 Mi 9ea$ Bas9s9*", (/00.), assessed job satisfaction5s position "ithin the nomological net"or$. Theories of social exchange suggest that job satisfaction functions as a mediator of the relationship bet"een various antecedent variables and volitional "or$place behaviour. They developed a model that positions job satisfaction as a mediator of the relationship bet"een various internal and external antecedent variable and three "or$place behaviours citizenship behaviour, counterproductive "or$place behaviour and job "ithdra"al. 9ll four classes of antecedents (dispositions, "or$place events, job characteristics, job opportunity) contributed uni%uely to the prediction of satisfaction. Job satisfaction is also sho"n to mediate most antecedent conse%uence relationships. This study sho"s the important role played by job satisfaction in "or$place behaviours li$e 6rganizational 'itizenship behaviour,

'ounterproductive 8ehaviour and Job 0ithdra"al.

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Os+an M3 >a"ate?e7 O"9an U$*)a87 Is+et Mene;is7 '-..=,7 examined the effects of selected individual characteristics on employee performance and job satisfaction. The study examined2 (i) the effects of trait competitiveness, self efficacy, and effort on performanceP (ii) the effects of self efficacy and effort on job satisfactionP and (iii) the effects of performance and job satisfaction on intention to leave. Cesults indicates that competitiveness, self efficacy, and effort are significant predictors of employee performance. ?o"ever, the direct effect of competitiveness on performance "as found to be stronger than that of effort. Cesults also demonstrated that the direct effect of self efficacy on job satisfaction is stronger than that of effort. Job satisfaction has been found to be negatively associated "ith intention to leave, "hile performance has not.

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CHAPTER 5 RESEARCH METHODOLOG&

MOTI%E OF THE RESEARCH To evaluate the overall motivation level among the employees of IBPL 'Inte"nationa$ Ba#e"( P"o)* ts Li+ite),3 MEANING OF THE RESEARCH Cesearch is a process. 9 process is a set of activities that are performed to achieve a targeted outcome. That is, a process, involves a number of activities, "hich are carried out either se%uentially of simultaneously. #o research "ould refer to various steps and stages involved in research activity. 1ach of these steps or stages in turn may contain a series of activities. 0hen all these activities are completed in a satisfactory manner, a thesis is produced. ?o"ever, it is difficult to design an ideal research process as it "ould depend on various factors li$e, the researcher and his ability, topic research, time available, budget allocated etc.

CLASSIFICATION OF DATA
Aata could be broadly classified as :rimary data #econdary data

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PRIMAR& DATA :rimary data is $no"n as the data collected for the first time through field survey. #uch data are collected "ith specific set of objectives to assess the current status of any variable studies. :rimary data al"ays reveal the cross section picture of anything studies. This is needed in research to study the effect or impact of any policy. :rimary data has been collected from the employees of IBPL 'Inte"nationa$ Ba#e"( P"o)* ts Li+ite),3

SECONDAR& DATA #econdary data refers to the information or facts already collected. #uch data are collected "ith the objectives of understanding the past status of any variable. 6r the data collected are reported by some source is accessed and used for the objectives of a study. Bormally, in search the scholars collected published data, analysis them, to explain the relationship bet"een variables. 0hich may not have been studied or the relationship might be explained in a ne" "ay.

DATA COLLECTION METHOD

These are t"o methods of data collection either by observation or survey method it is impossible to use the observation method of the data collection and reliable data for our study. #o researcher used the survey method of data collection also. The researcher directly intervie"ed the employees and as$ed the employee motivation about the job.

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SAMPLING TECHNIBUE1

T&PE OF UNI%ERSE1 The first step in developing any sample is clearly defining the set of objectives, technically called the universe, to be studied. ?ere the universe is the employees of IBPL

(IBT1CB9TI6B94 B9D1CE PC6AF'T# LI3IT1A)

SIDE OF SAMPLE1 It refers to the number if items to be selected from the universe to constitute a sample. ?ere ,00 employees of IBPL (IBT1CB9TI6B94 B9D1CE PC6AF'T# LI3IT1A) "ere selected as size of sample. SAMPLE DESIGN2 0hen population elements are selected for inclusion in the sample based on the case of access, it is called convenience sampling method for the convenience of the researcher. BUESTIONNAIRE CONSTRUCTION1 In constructing %uestionnaire, care "as ta$en to investigate the difficulties that the respondent may face "hile ans"ering them. It "as prepared $eeping in vie" the objective of the study. Auring the constructing care "as ta$en to avoid %uestions, "hich may lead misinterpretation. The %uestion thus constructed "as a structured one so as to collect al the relevant information. The %uestions "ere arranged in a logical orderKsensible se%uence.

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CHAPTER @ DATA ANAL&SIS AND INTERPRETATION

INTRODUCTION TO ANAL&SIS

Aata collection is the systematic recording of informationP data analysis involves "or$ing to uncover patterns and trends in data setsP data interpretation involves explaining those patterns and trends. #cientists interpret data based on their bac$ground $no"ledge and experience, thus different scientists can interpret the same data in different "ays. 8y publishing their data and the techni%ues they used to analyze and interpret that data, scientists give the community the opportunity to both revie" the data and use it in future research. 9nalyzing survey data is an important and exciting step in the survey process. It is the time that you may reveal important facts about your customers, uncover trends that you might not other"ise have $no"n existed, or provide irrefutable facts to support your plans. 8y doing in depth data comparisons, you can begin to identify relationships bet"een various data that "ill help you understand more about your respondents, and guide you to"ards better decisions. 9nalyzing any survey, "ebsite or traditional, consists of a number of interrelated processes that are intended to summarize, arrange, and transform data into information.

36

TABLE @31 AGE-!ISE CLASSIFICATION OF THE RESPONDENTS

S3NO

A8e

No3 of Res?on)ents

PERCENTAGE

/, 30

;H

;H@

3, !0

//

//@

'

!, ;0

,3

,3@

;, <0

.@

Tota$ SOURCES1 :rimary Aata RESULT1

1..

1..F

&rom the above table it has been found that ;H@ of respondents fall in the age group of /, 30 years, .@ respondents fall in the age group of ;, <0. INTERPRETATION1 The majority of the respondents (;H@) fall in the age group of /, 30 years.

37

CHART @31 AGE-!ISE CLASSIFICATION OF THE RESPONDENTS

7%

13

21-30 31-40

22

58

41-50 51-60

38

TABLE @3GENDER CLASSIFICATION OF THE RESPONDENTS

S3NO

GENDER

NO3 OF RESPONDENTS

PERCENTAGE

3ale

-!

-!@

&emale

0<

0<@

Tota$ SOURCES1 :rimary Aata RESULT1

1..

1..F

&rom the above table it clear that -!@ of respondents are 3ale and the remaining 0<@ of respondents are &emale. INTERPRETATION1 The majority of the respondents (-!@) are 3ale.

39

CHART @3GENDER CLASSIFICATION OF THE RESPONDENTS

6%

Male Female

94

40

TABLE @3: EGPERIENCE OF THE RESPONDENTS

S3NO

EGPERIENCE

NO3 OF RESPONDENTS

PERCENTAGE

4ess Than ; Eears

!H

!H@

3 I ; Eears

3/

3/@

3ore than ; Eears

/0

/0@

Tota$ SOURCES1 :rimary Aata RESULT1

1..

1..F

&rom the above table it has been found that !H@ of respondents have been "or$ing in the industry less than ; years. /0@ of respondents have been "or$ing in the industry for more than ; years. INTERPRETATION1 The majority of the respondents (!H@) have been "or$ing in the industry less than ; years.
41

CHART @3: EGPERIENCE OF THE RESPONDENTS

20

48 32

Less than 5 yrs 3 - 5 yrs More than 5 yrs

42

TABLE @35 POSITI%E REACTION TO THE BLOC>AGE OF A DESIRED GOAL

S3NO

OPINION

NO3 OF RESPONDENTS

PERCENTAGE

:roblem #olving

//

//@

&ixation

;.

;.@

Cegression

,0

,0@

0ithdra"al

,,

,,@

Tota$ SOURCES1 :rimary Aata RESULT1

1..

1..F

&rom the above table it clear that ;.@ respondents says positive reaction is &IQ9TI6B to the bloc$age of the desired goal.,0@ of the respondents says positive reaction is C17C1##I6B. INTERPRETATION1 The majority of the respondents (;.@) positive reaction is &IQ9TI6B to the bloc$age of the desired goal
43

CHART @35 POSITI%E REACTION TO THE BLOC>AGE OF A DESIRED GOAL

44

TABLE @3@ SMOOTH RELATIONSHIP !ITH EMPLO&EE AND CO-!OR>ER

S3NO

OPINION

NO3 OF RESPONDENTS

PERCENTAGE

Gery ?igh

-@

?igh

3<

3<@

3edium

!-

!-@

4o"

<

<@

Tota$ SOURCES1 :rimary Aata RESULT1

1..

1..F

&rom the above table it clear that !-@ of respondents feel smooth relationship "ith employee and co "or$er is 3edium. <@ of respondents feel smooth relationship is lo". INTERPRETATION1 The majority of the respondents (!-@) smooth relationship is medium.

45

CHART @3@ SMOOTH RELATIONSHIP !ITH EMPLO&EE AND CO-!OR>ER

49%
50 45 40 35 30 25 20 15 10 5 0 Very High High Medium Low

36%

PERCENTAGE

9%

6%

RESPONDENTS RELATIONSHIP

46

TABLE @3= JOB ENRICHMENT

S3NO

OPINION

NO3 OF RESPONDENTS

PERCENTAGE

Increase the 'omplexity of "or$

,;

,;@

:rovides greater challenges at "or$

</

</@

&ocuses on intrinsic satisfaction

,,

,,@

9ll of the above

,/

,/@

Tota$ SOURCES1 :rimary Aata RESULT1

1..

1..F

&rom the above table it clear that </@ of respondents provides greater challenges at "or$. ,,@ of respondents focuses on intrinsic satisfaction. INTERPRETATION1 The majority of the respondents (</@) provides greater challenges at "or$.
47

CHART @3= JOB ENRICHMENT

62%
70 60

PERCENTAGE

50 40 30 20 10 0
Increase the om!"e#ity o$ %or& 'ro(ides greater cha""enges at wor& )ocuses on Intrinsic *atis$action +"" o$ the +,o(e

15%

11%

12%

RESPONDENTS RELATIONSHIP

48

TABLE @36 APPRECIATION OR RE!ARD S&STEM PRO%IDED B& MANAGEMENT

S3NO OPINION NO3 OF RESPONDENTS , / 3 ?ighly #atisfied #atisfied Beed Improvement Tota$ /3 ;; // 1.. /3@ ;;@ //@ 1..F PERCENTAGE

SOURCES1 :rimary Aata RESULT1 &rom the above table it clear that ;;@ of respondents satisfied "ith the appreciation or re"ard system. //@ of the respondents need improvement. INTERPRETATION1 The majority of the respondents (;;@) satisfied "ith the appreciation or re"ard system provided by management.

49

CHART @36 APPRECIATION OR RE!ARD S&STEM PRO%IDED B& MANAGEMENT

55%
60 50

PERCENTAGE

40

23%
30 20 10 0 High"y *atis$ied *atis$ied

22%

-eed Im!ro(ement

RESPONDENTS APPRECIATION

TABLE @3/ MANAGERS ATTEMPT TO REDUCE LE%ELS OF FRUSTRATION B&

50

S3NO

OPINION

NO3 OF RESPONDENTS

PERCENTAGE

:articipative 3anagement

/,

/,@

1ffective Cecruitment

/H

/H@

8oth , L /

;,

;,@

Beither of these

Tota$ SOURCES1 :rimary Aata RESULT1

1..

1..F

&rom the above table it has been found that ;,@ of the respondents feel that managers attempt to reduce level of frustration by both participative management and effective recruitment. /,@ of the respondents feel that managers attempt to reduce level of frustration by participative management. INTERPRETATION1 The majority of the respondents (;,@) feel that managers attempt to reduce level of frustration by both participative management and effective recruitment.

CHART @3/ MANAGERS ATTEMPT TO REDUCE LE%ELS OF FRUSTRATION B&

51

60

51%

50

PERCENTAGE

40

28% 21%

30

20

10

0%

0 'artici!ati(e Management .$$ecti(e /ecruitment 0oth o$ this -either o$ these

RESPONDENTS FRUSTRATION

52

TABLE @30 BONUS7 O%ERALL COMPENSATION PAC>AGE AND INCENTI%ES

S3NO OPINION NO3 OF RESPONDENTS PERCENTAGE

?ighly #atisfied

,/

,/@

#atisfied

<;

<;@

Beeds Improvement

/3

/3@

Tota$ SOURCES1 :rimary Aata RESULT1

1..

1..F

&rom the above table it has been found that <;@ of the respondents are satisfied and ,/@ of the respondents are highly satisfied "ith bonus, overall compensation pac$age and incentives. INTERPRETATION1 The majority of the respondents (<;@) are satisfied "ith bonus overall compensation pac$age and incentives.

53

CHART @30 BONUS7 O%ERALL COMPENSATION PAC>AGE AND INCENTI%ES

70

65%

60

PERCENTAGE

50

40

23%
30

12%
20

10

High"y *atis$ied

*atis$ied

-eeds Im!ro(ement

RESPONDENTS BONUS PACKAGE

54

TABLE @31. OPINION ABOUT >E& ELEMENT FOR AN ORGANIDATIONAL STRUCTURE

S3NO , OPINION NO3 OF RESPONDENTS PERCENTAGE

'entralization

,0

,0@

'o ordination

-@

Aecentralization

;@

'hain of command

;@

#pan of control

.,

.,@

Tota$ SOURCES1 :rimary Aata RESULT1

1..

1..F

&rom the above table it has been found that .,@ of the respondents feel span of control as not a $ey element. ;@ of the respondents feel decentralization and chain of command as not a $ey element. INTERPRETATION1 The majority of the respondents (.,@) feel span of control as not a $ey element for an organizational structure.
55

CHART @31. OPINION ABOUT >E& ELEMENT FOR AN ORGANIDATIONAL STRUCTURE

10

71%

70

60

PERCENTAGE

50

40

30

20

10 %

9% 5% 5%

10

0
'entralization 'o ordination Aecentralization 'hain of command #pan of control

RESPONDENTS KE ELE!ENTS

56

TABLE @311 OPINION ABOUT ENJO&MENT4RELAGATION IN TEA TIME AND LUNCH BREA>

S3NO

OPINION

NO3 OF RESPONDENTS

PERCENTAGE

Ees

-!

-!@

Bo

0<

<@

Tota$ SOURCES1 :rimary Aata RESULT1

1..

1..F

&rom the above table it has been found -!@ of the respondents says NEes5 for the statement =9bout enjoymentKrelaxation in tea time and lunch brea$>. <@ of the respondents says NBo5. INTERPRETATION1 The majority of the respondents (-!@) says NEes5 for the statement =9bout enjoymentKrelaxation in tea time and lunch brea$>.

57

CHART @311 OPINION ABOUT ENJO&MENT4RELAGATION IN TEA TIME AND LUNCH BREA>

94 %

100 20 10

PERCENTAGE

70 60 50 40 30 20 10 0 "# N$
RESPONDENTS EN%O !ENT
6%

58

TABLE @31MANAGERS CONSIDERATION ABOUT THE >E& ELEMENTS !HEN DESIGNING AN ORGANIDATIONHS STRUCTURE

S3NO ,

OPINION

NO3 OF RESPONDENTS

PERCENTAGE

1liminating 'hain of 'ommand

/,

/,@

0or$ #pecialization

,,

,,@

Job design

;<

;<@

&eminine 6rganization

<

<@

Girtual 6rganization

<

<@

Tota$ SOURCES1 :rimary Aata RESULT1

1..

1..F

&rom the above table it has been found ;<@ of the respondents sho"s managers consider job design as the $ey element "hile designing the organization structure. <@ of the respondents sho"s managers consider &eminine and Girtual organization. INTERPRETATION1 The majority of the respondents (;<@) managers consider job design as the $ey element "hile designing the organization structure.

59

CHART @31MANAGERS CONSIDERATION ABOUT THE >E& ELEMENTS !HEN DESIGNING AN ORGANIDATIONHS STRUCTURE

60

56 %

50

PERCENTAGE

40

30

21 % 11 %

20

6%

6%

10

E &'(')*+'), C-*') $. C$((*)/

0$12 S 3"4'*&'5*+'$)

% $6 D"#',)

F"(')')" O1,*)'5*+'$)

7'1+8*& O1,*)'5*+'$)

RESPONDENTS CONSIDERATION ON KE ELE!ENTS

60

TABLE @31: MANAGER4SUPER%ISOR FEEDBAC> TO ACHIE%EMENT OF RESPONDENTS

S3NO OPINION NO3 OF RESPONDENTS PERCENTAGE

#trongly Aisagree

,/

,/@

Aisagree

-@

9gree

;3

;3@

#trongly 9gree

/<

/<@

Tota$ SOURCES1 :rimary Aata RESULT1

1..

1..F

&rom the above table it has been found ;3@ of the respondents agree that managerKsupervisor provide continuous feedbac$ to their achievement, -@ of the respondents disagree. INTERPRETATION1 The majority of the respondents (;3@) agree that managerKsupervisor provide continuous feedbac$ to their achievement.

61

CHART @31: MANAGER4SUPER%ISOR FEEDBAC> TO ACHIE%EMENT OF RESPONDENTS

60

53 %

50

PERCENTAGE

40

30

26 % 12 %

20

9%

10

0 S+1$),&9 D'#*,1"" D'#*,1"" A,1"" S+1$),&9 A,1""

RESPONDENTS FEEDBACK

62

TABLE @315 MOST POPULAR !A&S FOR GROUP ACTI%ITIES IN%OL%EMENT

S3NO ,

OPINION

NO3 OF RESPONDENTS

PERCENTAGE

:rocess

<,

<,@

&unctions

,<

,<@

:roducts

<

<@

7eography

.@

'ustomer

,0

,0@

Tota$ SOURCES1 :rimary Aata RESULT1

1..

1..F

&rom the above table it has been found <,@ of the respondents most popular "ays for group activities involvement are process.<@ of the respondents most popular "ays for group activities are products. INTERPRETATION1 The majority of the respondents (<,@) most popular "ays for group activities involvement is process.
63

CHART @315 MOST POPULAR !A&S FOR GROUP ACTI%ITIES IN%OL%EMENT

70

61 %

60

PERCENTAGE

50

40

30

20

16 % 6% 7%

10

10 %

P1$4"##

F8)4+'$)#

P1$/84+#

G"$,1*3-9

C8#+$("1

RESPONDENTS POPULAR 0A S

64

TABLE @31@ RESPONDENTS OPINION ABOUT THE MANAGER TREAT !ITH RESPECT

S3NO

OPINION

NO3 OF RESPONDENTS

PERCENTAGE

Ees

,00

,00@

Bo

Tota$

1..

1..F

SOURCES1 :rimary Aata RESULT1 &rom the above table it has been found that ,00@ of the respondents feel that their manager treat them "ith respect. INTERPRETATION1 The majority of the respondents (,00@) feel that their manager treat them "ith respect.

65

CHART @31@ MANAGER TREAT !ITH RESPECT

100%

100 90 80

PERCENTAGE

70 60 50 40 30 20 10 0

0%

"#
RESPONDENTS FEEL ABOUT TABLE @31= !ANAGER

N$

OPINION ABOUT DEGREE TO !HICH JOBS !ITHIN AN ORGANIDATION ARE STANDARDIDED

66

S3NO ,

OPINION

NO3 OF RESPONDENTS

PERCENTAGE

Job 'lassification

,;

,;@

Job Gariation

,!

,!@

'entralization

//

//@

&ormalization

.@

Coutineness

!/

!/@

Tota$ SOURCES1 :rimary Aata RESULT1

1..

1..F

&rom the above table it has been found that !/@ of the respondents sho"s degree to "hich jobs "hich an organization standardized are Coutineness..@ of the respondents sho"s formalization. INTERPRETATION1 The majority of the respondents (!/@) sho"s degree to "hich jobs "hich an organization are standardized to routineness.

CHART @31=
67

DEGREE TO !HICH JOBS !ITHIN AN ORGANIDATION ARE STANDARDIDED

45 40 35

42 %

PERCENTAGE

30 25 20 15 10 5 0
% $6 C&*##'.'4*+'$) % $6 7*1'*+'$) C")+1*&'5*+'$) F$1(*&'5*+'$) R$8+')")"##

22 % 15% 14 % 7%

RESPONDENTS DEGREE ON STANDARDI:ATION

68

TABLE @316 RESPONDENTS OPINION ABOUT PROUD TO !OR> IN THE ORGANIDATION

S3NO

OPINION

NO3 OF RESPONDENTS

PERCENTAGE

Ees

,00

,00@

Bo

Tota$

1..

1..F

SOURCES1 :rimary Aata RESULT1 &rom the above table it has been found that ,00@ of the respondents extremely feel proud to "or$ in the organization. INTERPRETATION1 The majority of the respondents (,00@) extremely feel proud to "or$ in the organization.

69

CHART @316 RESPONDENTS OPINION ABOUT PROUD TO !OR> IN THE ORGANIDATION

100 %
100 20 10 70

PERCENTAGE

60 50 40 30 20 10 0

0%

"#
RESPONDENTS

N$

FEEL PROUD TO 0ORK

TABLE 531/

70

TABLE @31/ RESPONDENTS OPINION ABOUT THE STRUCTURE OF THE ORGANIDATION

S3NO ,

OPINION

NO3 OF RESPONDENTS

PERCENTAGE

Job #atisfaction 3odel

-@

Job #tructure 3odel

<

<@

6rganic 3odel

;-

;-@

Technology 3odel

//

//@

3echanistic 3odel

!@

Tota$ SOURCES1 :rimary Aata RESULT1

1..

1..F

&rom the above table it has been found that ;-@ of the respondents structure of the organization is organic 3odel. <@ and !@ of the respondents structure of the organization is Job structure 3odel and 3echanistic 3odel. INTERPRETATION1 The majority of the respondents (;-@) structure of the organization is organic 3odel.
71

CHART @31/

STRUCTURE CHARACTERIDED B& CENTRALIDATION

60 50 40 30 20
9%

59 %

PERCENTAGE

22 %

10 0

6%

4%

% $6 % $6 S+184+81" S*+'#.*4+'$) !$/"& ($/"&

O1,*)'4 !$/"&

T"4-)$&$,9 !"4-*)'#+'4 !$/"& !$/"&

RESPONDENTS CENTRALI:ATION TABLE @310

72

PERFORMANCE TO MAINTAIN DECISION IN TEAM OR DEPARTMENT

S3NO

OPINION

NO3 OF RESPONDENTS

PERCENTAGE

Ees

-<

-<@

Bo

0!

!@

Tota$ SOURCES1 :rimary Aata RESULT1

1..

1..F

&rom the above table it has been found that -<@ of the respondents perform to maintain decision in team or department. !@ of the respondents do not perform to maintain decision in team or epartment. INTERPRETATION1 The majority of the respondents (-<@) perform to maintain decision in team or department.

73

CHART @310 MAINTAIN DECISION IN TEAM OR DEPARTMENT

96%
100 20 10

PERCENTAGE

70 60 50 40 30 20 10 0

4%

"#
RESPONDENTS CENTRALI:ATION

N$

74

TABLE @3-. PROBLEMS MOST LI>EL& TO OCCUR IN A MATRIG STRUCTURE

S3NO ,

OPINION

NO3 OF RESPONDENTS

PERCENTAGE

1mployees receiving conflicting directives

<,

<,@

Aecreased 'o ordination efforts

,/

,/@

4oss of 1conomy motivation

,0

,0@

Aecreased 1mployee 3otivation

,/

,/@

Aecreased Cesponse To environmental change

;@

Tota$

1..

1..F

75

SOURCES1 :rimary Aata RESULT1 &rom the above table it has been found that <,@ of the respondents feel employees receiving conflicting directives as problem that occur in a matrix structure. ;@ of the respondents feel decreased response to environmental change as problem that occur in a matrix structure.

INTERPRETATION1 The majority of the respondents (<,@) of the respondents feel employees receiving conflicting directives as problem that occur in a matrix structure.

76

CHART @3-. PROBLEMS MOST LI>EL& TO OCCUR IN A MATRIG STRUCTURE

70

61%

60

PERCENTAGE

50

40

30

20

12 %

10

10 %

12 % 5%

E(3&$9""# 1"4"';'), 4$).&'4+'), /'1"4+';"#

D"41"*#"/ 4$ $1/')*+'$) "..$1+#

L$## $. E4$)$(9 ($+';*+'$)

D"41"*#"/ E(3&$9"" !$+';*+'$)

D"41"*#"/ R"#3$)#" +$ ");'1$)(")+*& 4-*),"

RESPONDENTS !ATRI< STRUCTURE

77

TABLE @3-1 SENIOR MANAGEMENT COMMUNICATE !ELL !ITH THE REST OF THE ORGANIDATION

OPINION S3NO ,

NO3 OF RESPONDENTS

PERCENTAGE

9gree

/3

/3@

Beutral

<<

<<@

Aisagree

,,

,,@

Fnable

Tota$ SOURCES1 :rimary Aata RESULT1

1..

1..F

&rom the above table it has been found that <<@ of the respondents are neutral "ith the statement that senior management communicate "ell "ith the rest of the organization. ,,@ of the respondents disagree "ith the statement that the senior management communicate "ell "ith the rest of the organization. INTERPRETATION1 The majority of the respondents (<<@) of the respondents are neutral "ith the statement that senior management communicate "ell "ith the rest of the organization
78

CHART @3-1 SENIOR MANAGEMENT COMMUNICATE !ELL !ITH THE REST OF THE ORGANIDATION

70 60 50 40 30 20 10 0

66 %

PERCENTAGE

23% 11 % 0%

A,1""

N"8+1*&

D'#*,1""

U)*6&"

RESPONDENTS CO!!UNICATION 0ITH SENIOR !ANAGE!ENT

79

TABLE @3-DIMENSION OF AN ORGANIDATIONS EN%IRONMENT REFERS TO THE DEGREE TO !HICH IT CAN SUPPORT GRO!TH
OPINION S3NO , NO3 OF RESPONDENTS PERCENTAGE

#tructure

!;

!;@

'apacity

,/

,/@

Technology

//

//@

'omplexity

,;

,;@

Golatality

<

<@

Tota$ SOURCES1 :rimary Aata RESULT1

1..

1..F

&rom the above table it has been found that !;@ of the respondents refers to the organization dimension are structure. <@ of the respondents refers to the volatility. INTERPRETATION1 The majority of the respondents (!;@) of the respondents refers to the organization dimension are structure.

CHART @3-80

DIMENSION OF AN ORGANIDATIONS EN%IRONMENT REFERS TO THE DEGREE TO !HICH IT CAN SUPPORT GRO!TH

45%
45 40 35

PERCENTAGE

30 25 20 15 10 5 0

22 % 12 % 15 % 6%

S+184+81"

C*3*4'+9 T"4-)$&$,9 C$(3&"='+9 7$&*+*&'+9

RESPONDENTS DI!ENSION

81

TABLE @3-: OPINION ABOUT THE PEOPLE !ITH DIFFERENT IDEAS ARE %ALUED IN THE ORGANIDATION

S3NO ,

OPINION

NO3 OF RESPONDENTS

PERCENTAGE

9gree

/3

/3@

Beutral

/!

/!@

Aisagree

,/

,/@

Fnable to Cate

!,

!,@

Tota$ SOURCES1 :rimary Aata RESULT1

1..

1..F

&rom the above table it has been found that !,@ of the respondents unable to rate that people "ith different ideas are valued in this organization. ,/@ of the respondents disagree "ith the statement that people "ith different ideas are valued in this organization. INTERPRETATION1 The majority of the respondents (!,@) unable to rate that people "ith different ideas are valued in this organization.
82

CHART @3-: PEOPLE !ITH DIFFERENT IDEAS ARE %ALUED

45 40 35

41 %

PERCENTAGE

30 25 20 15 10 5 0

23 %

24 %

12 %

A,1""

N"8+1*&

D'#*,1""

U)*6&" +$ R*+"

RESPONDENTS IDEAS 7ALUED

83

TABLE @3-5 RESPONDENTS OPINION ABOUT THE JOB

S3NO

OPINION

NO3 OF RESPONDENTS

PERCENTAGE

?ighly #atisfied

3!

3!@

#atisfied

;<

;<@

6ther(#pecify)

Bot #atisfied

,0

,0@

Tota$ SOURCES1 :rimary Aata RESULT1

1..

1..F

&rom the above table it has been found that ;<@ of the respondents are satisfied "ith the opinion about the job. ,0@ of the respondents are not satisfied "ith the opinion about the job. INTERPRETATION1 The majority of the respondents (;<@) are satisfied "ith the opinion about the job.

84

CHART @3-5 RESPONDENTS OPINION ABOUT THE JOB

60 50

56 %

PERCENTAGE

40 30 20 10

34 %

10 % 0%

0 H',-&9 S *+'#.'"/ S *+'#'."/ O+-"1 N$+ S *+'#.'"/

RESPONDENTS OPINION ABOUT %OB

85

CHAPTER = FINDINGS AND SUGGESTIONS

FINDINGS
;H@ of respondents fall in the age group of /, 30 years, .@ respondents fall in the age group of ;, <0. -!@ of respondents are 3ale and the remaining 0<@ of respondents are &emale.
!H@ of respondents have been "or$ing in the industry less than ; years . /0@ of

respondents have been "or$ing in the industry for more than ; years. ;.@ respondents says positive reaction is &IQ9TI6B to the bloc$age of the desired goal.,0@ of the respondents says positive reaction is C17C1##I6B. !-@ of respondents feel smooth relationship "ith employee and co "or$er is 3edium. <@ of respondents feel smooth relationship is lo". </@ of respondents provides greater challenges at "or$. ,,@ of respondents focuses on intrinsic satisfaction.
;;@ of respondents satisfied "ith the appreciation or re"ard system. //@ of the

respondents need improvement. ;,@ of the respondents feel that managers attempt to reduce level of frustration by both participative management and effective recruitment. /,@ of the respondents feel that managers attempt to reduce level of frustration by participative management.
86

 <;@ of the respondents are satisfied and ,/@ of the respondents are highly satisfied "ith bonus, overall compensation pac$age and incentives. .,@ of the respondents feel span of control as not a $ey element. ;@ of the respondents feel decentralization and chain of command as not a $ey element. -!@ of the respondents says NEes5 for the statement =9bout enjoymentKrelaxation in tea time and lunch brea$>. <@ of the respondents says NBo5.
;<@ of the respondents sho"s managers consider job design as the $ey element "hile

designing the organization structure. <@ of the respondents sho"s managers consider &eminine and Girtual organization.
;3@ of the respondents agree that managerKsupervisor provide continuous feedbac$ to

their achievement, -@ of the respondents disagree. <,@ of the respondents most popular "ays for group activities involvement are process.<@ of the respondents most popular "ays for group activities are products. ,00@ of the respondents feel that their manager treat them "ith respect. !/@ of the respondents sho"s degree to "hich jobs "hich an organization standardized are Coutineness..@ of the respondents sho"s formalization. ,00@ of the respondents extremely feel proud to "or$ in the organization. ;-@ of the respondents structure of the organization is organic 3odel. <@ and !@ of the respondents structure of the organization is Job structure 3odel and 3echanistic 3odel.

87

 -<@ of the respondents perform to maintain decision in team or department. !@ of the respondents do not perform to maintain decision in team or department.
<,@ of the respondents feel employees receiving conflicting directives as problem that

occur in a matrix structure. ;@ of the respondents feel decreased response to environmental change as problem that occur in a matrix structure.
<<@ of the respondents are neutral "ith the statement that senior management

communicate "ell "ith the rest of the organization. ,,@ of the respondents disagree "ith the statement that the senior management communicate "ell "ith the rest of the organization.
!;@ of the respondents refers to the organization dimension are structure. <@ of the

respondents refers to the volatility. !,@ of the respondents unable to rate that people "ith different ideas are valued in this organization. ,/@ of the respondents disagree "ith the statement that people "ith different ideas are valued in this organization ;<@ of the respondents are satisfied "ith the opinion about the job. ,0@ of the respondents are not satisfied "ith the opinion about the job.

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SUGGESTIONS
3ost of the respondent5s need freedom of operation. #o the company may provide some extent of freedom in their job may helps to encourage them more. 3any of the respondents "ere satisfied "ith the leave and other 'onditions, also satisfied "ith the relationship maintenance among "or$ers in the "or$ place. #ome of the respondents felt that there is a favoritism follo"ed by the supervisor "hich may affect the morale of the employees, so the organization may consider the problem "ill help to improve the mental strength of the employees. #ometimes participation of employees in Aecision ma$ing is rarely considered. #ome of the respondents feels that the style of supervision "as strict, this may be creating the negative thoughts to them. #o, need some "hat level of lenient may encourage them to do better. 3any of the respondents are satisfied "ith feel about the nature of the job. #ome of the respondents "ere satisfied "ith the design and shape of the 6rganization.

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CHAPTER 6 CONCLUSION

In a narro" sense, attributes are related to the job and are concerned "ith specific factors such as "ages, supervision, steadiness of employment, "or$ing conditions, career opportunities, recognition of ability, fair evaluation of "or$, social relations on the job, prompt settlement of grievances, fair treatment by employee and other similar items. ?o"ever a more comprehensive approach re%uires that many additional factors be included before a complete understanding of job satisfaction can be obtained. #uch factors as the employee*s age, health, treatment, desires, and level of aspiration should be considered in the company.

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BIBLIOGRAPH&
,. """.mbanetboo$.co.in /. """.slideshare.net 3. """.sharetermpapers.com !. """.scdlmbaprojects.blogspot.com ;. """.britannia.co.in <. pondicherry.infoisinfo.co.inK...KinternationalRba$eryRproductsRltd

REFERENCES
4oc$e, ,-.< cited in 8rief, 9. :., L 0eiss, ?. 3. (/00,). 6rganizational behavior2 affect in the "or$place. 9nnual Cevie" of :sychology, ;3, /.- 30., p. /H/. 'ranny, #mith L #tone, ,--/ cited in 0eiss, ?. 3. (/00/). Aeconstructing job satisfaction2 separating evaluations, beliefs and affective experiences. ?uman Cesource 3anagement Cevie", ,/, ,.3 ,-!, p.,.!. 8rief, ,--H cited in 0eiss, ?. 3. (/00/). Aeconstructing job satisfaction2 separating evaluations, beliefs and affective experiences. ?uman Cesource 3anagement Cevie", ,/, ,.3 ,-!, p. ,.!. Drishnan, #.D., L #ingh, 3. (/0,0). =6utcomes of intention to %uit of Indian IT professionals>, ?uman Cesource 3anagement, !- (3)2 !,- !3; 7reenberg, J., 8aron, C.9. (,--.). 8ehaviour in organizations2 understanding the

human side of "or$..th 1dition.'anada2 :rentice ?all.

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APPENDIG BUESTIONNAIRES
INTERNATIONAL BA>ER& PRODUCTS LTD37 AURO FOOD AS PROJECT ON JOB SATISFACTION
,. Bame2 /. 9ge2 3. 7ender2 !. ?o" long you have been "or$ing in the industryS a) 4ess than 3 years b) 3 ; years c) 3ore than ; years

;. 0hich of the follo"ing is a positive reaction to the bloc$age of a desired goalS a) :roblem solving b) &ixation c) Cegression d) 0ithdra"al

<. ?o" do you feel the smooth relationship "ith your employee and co "or$erS a) Gery ?igh b) ?igh c) 3edium d) 4o" .. Job enrichment as an approach to job satisfaction2
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a) Increase the complexity of "or$ b) :rovides greater challenges at "or$ c) &ocuses on intrinsic satisfaction d) 9ll of the above

H. 9re you satisfied "ith the appreciation are re"ard system provided by your managementS a) ?ighly satisfied b) #atisfied c) Beed Improvement

-. 3anagers can attempt to reduce levels of frustration in organization member by2 a) :articipative 3anagement b) 1ffective Cecruitment c) 8oth of this d) Beither of these

,0. 9re you satisfied "ith the 8onus, over all compensation :ac$age and incentives givenS a) ?ighly #atisfied b) #atisfied c) Beeds improvement

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,,. 6rganizational #tructure is made up of $ey elements. 0hich of the follo"ing is not one this elementsS a) 'entralization b) 'o 6rdination c) 'hain of 'ommand d) #pan of control e) Aecentralization

,/. Ao you really enjoy K relax in your tea time and lunch brea$S a) Ees b) Bo

,3. 0hich of the follo"ing is one of the six $ey elements, 9 manager needs to consider a "hen designing an organization5s structureS a) 1liminating chain of command b) 0or$ #pecialization c) Job Aesign d) &eminine organization e) Girtual 6rganization

,!. 3y managerKsupervisor provide me "ith continuous feedbac$ to help me achieveS a) #trongly Aisagree b) Aisagree c) 9gree d) #trongly 9gree

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,;. 6ne of the most popular "ays to group activities is by2 a) :rocess b) &unctions c) :roducts d) 7eography e) 'ustomer

,<. 9re your manager treats you "ith respectS a) Ees b) Bo

,.. The Aegree to "hich jobs "ithin an organization are standardized is referred to as2 a) Job 'lassification b) Job Gariation c) 'entralization d) &ormalization e) Coutineness

,H. 9re you extremely proud to tell people that I "or$ for this organizationS a) Ees b) Bo

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,-. 0hich of the &ollo"ing structures is characterized by centralization, ?igh formalization, 1xtensive departmentalization and a limited information net"or$S a) Job satisfaction 3odel b) Job #tructure 3odel c) 6rganic 3odel d) Technology 3odel e) 3echanistic 3odel

/0. Ao you perform to maintain decision in your team or departmentS a) Ees b) Bo

/,. 0hich of the &ollo"ing :roblems is most li$ely to occur in a matrix structureS a) 1mployees receiving conflicting directives b) Aecreased 'o ordination efforts c) 4oss of economy of scale d) Aecreased 1mployee motivation e) Aecreased Cesponse To environmental change

//. #enior management communicate "ell "ith the rest of the organization a) 9gree b) Beutral c) Aisagree d) Fnable
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/3. 0hich Aimension of an organization5s environment refers to the Aegree to "hich it can support gro"thS a) #tructure b) 'apacity c) Technology d) 'omplexity e) Golatality

/!. :eople "ith different ideas are valued in this organizationS a) 9gree b) Beutral c) Aisagree d) Fnable to Cate

/;. 6pinion about Eour JobS a) ?ighly #atisfied b) #atisfied c) 6ther (#pecify) d) Bot #atisfied

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