A STUDY ON THE

JOB SATISFACTION OF WORKERS AT

LOKANATH WEAVERS CO-OPERATIVE SOCIETY LTD.
MELE CHOVVA, KANNUR
PROJECT REPORT
Submitted in Partial Fulfilment of the Requirement for the
Award of the Degree of

MASTER OF BUSINESS ADMINISTRATION

2013 2015

Of
KANNUR UNIVERSITY

Submitted by:
SANA AZEEZ
Register number: B3GMBA3124
Under the guidance of

Mrs. Komal Anand

CENTRE FOR MANAGEMENT STUDIES, MANGATTUPARAMBA,

KANNUR

2013 - 2015

DECLARATION

I, SANA AZEEZ, IIIrd Semester MBA student of Centre For Management Studies, Mangattuparamba,
Kannur, hereby declare that this project entitled A STUDY ON THE JOB SATISFACTION OF WORKERS
AT LOKANATH WEAVERS CO-OPERATIVE SOCIETY LTD. is based on the original study conducted
by me under the guidance and supervision of Mrs. Komal Anand and is submitted in partial fulfilment of the
requirement of the award of the degree of Master of Business Administration of Kannur University.

Place: Mangattuparamba

SANA AZEEZ

Date:

Reg. No. : B3GMBA3124

ACKNOWLEDGMENT
First and foremost, from the depth of my heart I would thank my Almighty God for blessings.
I am deeply indebted to Shri. Vidhushekhar (Assistant Director) of Centre for Management
Studies, Mangattuparamba for providing his valuable guidance and assistance to me
I express my sincere and heartfelt gratitude to my faculty guide Mrs. Komal Anand for her kind
support and inspiration as internal guide to complete my project work successfully.
I would like to acknowledge my deep sense of gratitude to Mr. P. Vinod Kumar, Secretary of Lokanath
Weavers Society for giving me permission to undertake the project work in their esteemed organization and who
offered valuable opportunity for entire period of project.
I would also like to express sincere thanks to all staff members of Lokanath Weavers Society for their
valuable supervision, guidance & advice during the time of study.
I owe my deep sense of gratitude a profound thanks to my faculty guide Mrs. Komal Anand, for her
valuable guidance, untiring patience and constant help in successfully carrying out this work.
I would also like to express sincere thanks to all faculty members for their valuable supervision,
guidance & advice during the time of study.
I would also like to thanks my parents and friends for their benevolence and blessing all through the
completion of this project work.

SANA AZEEZ

INDEX
CHAPTER

TITLE OF THE CONTENT

INTRODUCTION OF THE STUDY

i. Introduction
ii. Objectives Of The Study
iii. Scope Of The Study
iv. Limitations Of The Study
RESEARCH DESIGN AND METHODOLOGY
i. Research Design & Sampling Design
ii. Method Of Data Collection
iii. Tools Of Analysis
iv. Hypothesis
LITERATURE REVIEW & THEORETICAL
ROUND-UP

INDUSTRY & COMPANY PROFILE

i. Industry Profile
ii. Company Profile
ANALYSIS & INTERPRETATION OF DATA

FINDINGS, SUGGESTIONS & CONCLUSION

BIBLIOGRAPHY
ANNEXURE

PAGE NO:

CHAPTER: 1
INTRODUCTION

INRODUCTION
The handloom industry is one of the largest segements in the unorganized sector. It plays an important
role in the countrys economy. It is the oldest cottage industries in India, diffused widely throughout the country.
Handloom assumes important because it not only meet clothing needs of the people but als gives expression to
Indian art and culture, craftsmanship andheritage.
The Lokanath Weavers Industrial Co-operative Society Ltd. is famous firm in Kerala from its inception
in 1955 for production ofthe superior quality of handloom textiles both for export and indigenous sales. In fact
this society was a model society to register many of the other industrial type of handloom weavers society in
different parts of India. This reputed factory type handloom society is situated in Kannur, the city of looms and
lore.
The society is working with all modern facility for dyeing, processing, testing, weaving, stitching and
packing. The society was registeed on 18-04-1955 with 88 members and 52 looms. At present 126 looms with
155 members engaged for its production process.
A study report based on the topic Job Satisfaction of Workers as a part of the fulfillment of my Masters Of
Business Administration.To relate the theoretical studies with that of the practical knowledge from the company,
I have done my project at Lokanath Weavers Ltd.

OBJECTIVES OF THE STUDY

1) To understand the level of job satisfaction among employees of the organization.
2) To study the various factors affecting job satisfaction in the organization.
3) To identify the factors causing job dissatisfaction.
4) To give suitable suggestions based on the findings of the study.

SCOPE OF THE STUDY

A study on job satisfaction aims at determining whether there is job satisfaction in LOKANATH WEAVERS. If
the employees are not satisfied with their jobs, it will affect the smooth running of organization. It also aims at
giving constructive suggestions to improve the satisfaction of employees

LIMITATIONS OF THE STUDY:

1. Finding and suggestions are based only on the information given by the respondents.
2. The result of the study is applicable for this company and not suited for other companies.
3. The survey is subjected to the bias and prejudices of the respondents. Hence 100% accuracy cant be
assured.
4. The study was carried out in a short span of time.

CHAPTER: 2
RESEARCH DESIGN AND
METHODOLOGY

RESEARCH DESIGN & SAMPLING DESIGN

Research methodology is a way to systematically solve the research problems. Convenience sampling
method is used for selecting samples.

Population: It represents the employees of Lokanath Weavers Co-operative Society Ltd.

Sample: The unit of population under study.
Sample size: The sample taken for study is 50.

METHOD OF DATA COLLECTION

1) Primary data collection:
Primary data is collected as follows:
_ Questionnaire
_ Interview and Discussion with employees

2) Secondary data collection:

Secondary data was collected from
_ Reference Books
_ Internet

TOOL FOR ANALYSIS

(i) Percentage Analysis:

Percentage is obtained when ratio are multiplied by 100. The percentage of respondents coming under
the same category was found out as it helped to know the option of respondents clearly.

Percentage Analysis = (No. of respondents/frequency of respondents)*100

(ii)Co-efficient of Correlation:
Karl Pearson's coefficient of correlation between the variable X and Y is given by;

r=

n*XY-X*Y
(n*X-(X))*(n*Y-(Y))

Karl Pearson's coefficient of correlation is not affected by change in scale or by change in location. It
can be used to compare the relationships between two pairs of variable. It is a unit free measure of relationship
between two variables and take values in [-1, +1], where 'r' is close to +1(-1), there is a strong positive
(negative) relationship.

(iii) Chi-square Analysis:

It is a statistical test which tests the significance of difference between observed frequenciesand
corresponding theoretical frequencies of a distribution without any assumption about thedistribution of the
population. Chi-square test one of the simplest and most widely used non parametric tests in statistical work.
Chi-square test is calculated as;

= (O-E) / E
Where O = Observed frequency
E = Expected frequency and

E = (Row total*Column Total)/no. of respondents

In the case of a contingency table degrees of freedom is worked out as follows;
df = (c-1)*(r-1)
Where c means the number of columns and r means the number of rows.

CHAPTER: 3
REVIEW OF LITERATURE
&THEORETICAL ROUND-UP

REVIEW OF LITERATURE AND THEORETICAL FRAME WORK

A literature review can be just a simple summary of the sources, but usually has an organizational
pattern and combines both summary and synthesis. A summary is a recap of the important information of the
sources, but a synthesis is a re-organization, or a re-shuffling, of that information.
The study of job satisfaction is a topic of wide interest to both people who work in organizations and
people who study them. Job satisfaction has been closely related with many organizational phenomena such as
motivation, performance, leadership, attitude, conflict, moral etc. Researchers have attempted to identify the
various components of job satisfaction, measure the relative importance of each component of job satisfaction
and examine what effects these components have on employees productivity.
Job satisfaction and dissatisfaction not only depends on the nature of the job, it also depend on the
expectation whats the job supply to an employee (Hussami, 2008). Lower convenience costs, higher
organizational and social and intrinsic reward will increase job satisfaction (Mulinge and Mullier, 1998;
Willem et al., 2007). Job satisfaction is complex phenomenon with multi facets (Fisher and Locke, 1992; Xie
and Johns, 2000); it is influenced by the factors like salary, working environment, autonomy, communication,
and organizational commitment (Lane, Esser, Holte and Anne, 2010; Vidal, Valle and Aragn, 2007; Fisher
and Locke, 1992; Xie and Johns, 2000).
Different people interpret compensation differently. In this paper compensation, reward, recognition, and
wages are terms used in different situations (Zobal, 1998). The compensation is defined by American
Association is cash and non-cash remuneration provided by the employer for services rendered (ACA, p. 9).
Salary was found to be the prime factor for the motivation and job satisfaction of salaried employees of the
automobile industry from the results of the survey by Kathawala, Moore and Elmuti (1990). The survey tried
to assess the various job characteristics and the way the employees ranked them as motivators and satisfiers.
The results showed that compensation was ranked as the number one job element for job satisfaction and
increase in salary for performance was ranked as the number one job element for motivation. Compensation is
very valuable tool for retention and turnover. It is also a motivator for an employee in commitment with the
organization which in result enhances attraction and retention (Zobal, 1998; Moncarz et al., 2009; Chiu et al.,
2002). It also works as communicator when it is given to employee against his services which shows how much
an employee is valuable for its organization (Zobal, 1998).
The mentoring is used for development-orientation (Scandura and Williams, 2004). When a supervisor
provides mentoring, the relationship affects the protgs skill development and intentions to remain with the

employer (McManus and Russell, 1997). On the other hand non-supervisory mentor may increase mentees
confidence by providing access to outside organization (Scanduraa and Williams, 2004). The immediate
supervisor support is very important in organizational change. Although the support of supervisor is not very
crucial in satisfaction but it has positive impact on satisfaction (Griffin, Patterson and West, 2001). According
to Chakrabarty, Oubre, and Brown (2008) perhaps the finest way in which supervisors can portray himself
as a role model is to personally demonstrate proper techniques so that employee could understand how job
should be done. J.D. Politis (2001) has examined the roles played by leadership in the process of knowledge
acquisition and a survey was carried out on 227 persons who have been engaged in knowledge acquisition
activities to examine the relationship between leadership styles and knowledge acquisition attributes. The
results showed that the leadership styles that involve human interaction and encourage participative decisionmaking are related positively to the skills essential knowledge acquisition.
According to the study conducted by Friedlander and Margulies (1969), it was discovered that
management & friendly staff relationships contribute to the level of job satisfaction. However, this result
contradicts with view of Herzberg (1966) who supported the view that supervision is irrelevant to the level of
job satisfaction.
According to Frame (2004) work conditions are defined as an employees work place, work instruments,
the work itself, organization policy, and organizational rules. Arnold and Feldman (1996), promoted factors
such as temperature, lighting, ventilation, hygiene, noise, working hours, and resources as part of working
conditions.
The worker would rather desire working conditions that will result in greater physical comfort and
convenience. The absence of such working conditions, amongst other things, can impact poorly on the workers
mental and physical well-being (Baron and Greenberg, 2003). Robbins (2001) advocates that working
conditions will influence job satisfaction, as employees are concerned with a comfortable physical work
environment. In turn this will render a more positive level of job satisfaction. Arnold and Feldman (1996)
shows that factors such as temperature, lighting, ventilation, hygiene, noise, working hours, and resources are
all part of working conditions. Employees may feel that poor working conditions will only provoke negative
performance, since their jobs are mentally and physically demanding.

INTRODUCTION TO THE TOPIC:

The study of Job satisfaction is one of most important factors in the study of human behaviour in the
organization. Job satisfaction focuses on employee attitude towards his job. It has three important dimensions:
(a) Job satisfaction can be measured by the emotional response to a job situation, hence it cannot be seen, and it
can only be inferred.
(b) Job satisfaction is related to what you actually get as reward and what you expect to get. If the difference
between the actual reward and expectation is minimum or negligible them a person will display a positive
attitude and if there is wide difference between the two, a person will display a negative attitude towards his job
and therefore the satisfaction level will be low.
(c) Job satisfaction is related to job dimensions. These can be expressed in terms of job content, remuneration,
attitude of co-workers, and opportunity of growth that job is able to provide in terms of promotion and last but
not the least the expert loyal and experienced leadership is available in terms of supervision.

DEFINITIONS:
Spector (1997) refers to job satisfaction in terms of how people feel about their jobs and different aspects of
their jobs.
Ellickson and Logsdon (2002) support this view by defining job satisfaction as the extent to which employees
like their work.
Schermerhorn (1993) defines job satisfaction as an affective or emotional response towards various aspects of
an employees work.
C.R.Reilly(1991) defines job satisfaction as the feeling that a worker has about his job or a general attitude
towards work or a job and it is influenced by the perception of ones job.
J.P. Wanous and E.E. Lawler (1972) refers job satisfaction is the sum of job facet satisfaction across all facets
of a job.

Factors determining job Satisfaction

There are number of dimensions which effect job satisfaction. Value system possessed by an individual
and the culture supporting the value system in the organization can be called as an important and basic for job
satisfaction. However some of the important factors that determine job satisfaction of the employees in the
organization are as under: 1. Work Content:
Content of the work itself is a major source of satisfaction. The work must be challenging. It should lend
itself opportunities to use employee skills, ability and experience. The content of the work should be
encouraging and interesting and have variety inbuilt in it so that it is not boring.
2. Pay and promotion policy:
Salary and wages play decisive part in the study of job satisfaction. Equitable rewards are
multidimensional in nature. The benefits are of varied nature namely pay, perks and rewards are associated with
motivation of employees.
3. Supportive working condition:
Working conditions have a modest but lasting effect on job satisfaction. Due to fast development of
technology, it is necessary that the organizations are operating on upgraded technology, latest systems and
procedures. The layout of work place must be ideally suited from operational point of view and the employees
should display great degree of satisfaction.
4. Work group:
The concept of work group and work teams is more prevalent today. Work group of multi skilled persons
with one goal will be able to function effectively if they are friendly and co-operative. The work group serves as
a source of support, comfort, advice and assistance to individual worker.
5. Supervision:
Supervision is one of the moderate factors, which affect job satisfaction. Qualified supervisors should
be available for advice, guidance and problem solving. Supervisors should be placed close to the place of work
and should be available.
6. Personality job fit:

Individuals should be assigned the job that suits their interest. Recently it has been seen that MBA
graduates are satisfied with their job if they get the job related to the specialisation they have chosen during
the MBA degree. Persons having analytical approach should be assigned job in R&D department so that their
level of job satisfaction increases
.
EFFECT OF JOB SATISFACTION ON PERFORMANCE
1. Satisfaction and productivity
Based on research carried out in Hawthorne studies, further research to prove that happy workers are
productive was carried out, which has been proved negative. Based on the conclusion of Hawthorne studies,
managers began their efforts to make their employees happier by improving work conditions, providing
Laissez-faire type of leadership, expanding various facilities to the workers, but it has been found that there is
no direct relationship between happiness and productivity. Robins concluded that productive workers are likely
to be happy workers. Further research on the subject suggests that organization having happy workers might
have increased productivity. On individual level it may not be true due to complexity of environment, work
processes, various systems and sub systems having impact on the individual employee. But it can be said from
organizational point of view that organization that are able to evolve such policies that make employees happy
bound to have improved productivity. V.H.Vroom. Productivity is considered as reward for hard work which is
due to high level of satisfaction. However globalisation, speed of machines and knowledge explosion, impact of
media on workers, social awareness and high expectations of employees to meet social obligations are
important factors to ensure high satisfaction level of employees. While evolving industrial practices, above
factors should be considered favourably and employee growth achieved so that organizations grow
automatically.
2. Satisfaction and absenteeism
There is an inverse relationship between satisfaction and absenteeism. When workers are more satisfied
the absenteeism is low. When satisfaction level is low absenteeism tends to be high. There are certain
moderating variables like sick leave and degree to which people feel that their jobs are important. Where there
is a provision for sick leave, employees would take the benefit and absent themselves. As far as the importance
of work is concerned, it has been observed that people attend to their work when it is important to accomplish.

Employees having high satisfaction would not necessarily result in to low absenteeism but those having
low satisfaction level would definitely have high absenteeism.
3. Satisfaction and turnover
It has been found that employees who are not satisfied with their jobs will have high turnover.
Employees who are satisfied will not have high turnover. Satisfaction is also negatively related to turnover but
the co-relation is stronger than what we found in absenteeism. Employee performance is a moderating factor of
the satisfactionTurnover relationship. In recent times a phenomenon amongst the software engineers whose
performance is high; their turnover has been noticed as high because of competition for personal growth.
Organization lures the competent person for their organizational growth.
Organization cares for such high performers and their retention. Poor performers do not leave the organization
for fear of lack of job opportunity outside.

CHAPTER: 4
INDUSTRY, COMPANY &
PRODUCT
PROFILE

CHAPTER-4.1
INDUSTRY PROFILE

INTRODUCTION

The handloom industry is a part of the Indian culture and tradition. The area under cotton cultivation is
the largest spinning capacity after China in hand weaving sector and a long tradition of producing a sum of the
finest and costiest fabrics in the world. India is the biggest yarn exporter with a 28% of the worlds market and
is known for quality of its fine count cotton yarns.
Kannur is the main handloom concentrated District in Kerala for the production of exportable items
and also known as the city of looms and lures,80% of the total handloom production is being normally
exported through various organizations workings for handloom export.Handloom industry is the most important
and the largest industry in the Kannur district. The handloom cloths of Kannur hae won international reputation.
Kannur is called as the Manchester of Kerala. The famous Kannur sports shirting, varities like Crepe are the
donation of this dictrict. The weavers are mainly
The reputed factory type handloom society situated 3 kilometers away from the Kannur town.
Handloom industries generate production of low capital cost, mostly use indigenous raw materials, utilize local
skills, widers the entrepreneurial base, facilitated balanced regional growth and prevent the migration of labor to
the metropolitan areas.

HANDLOOM SOCIETIES IN KERALA

The history of Indian handloom textiles is mentioned in our epics and puranas nearly five million
years ago, a piece of cotton stick to a silver vase and some spindles were found in excavations. This
revealed that the spining and the weaving of cotton was known to the Harappas.
Handloom Co-operations in India are mainly evoved through governmental initiatives, as the
artisans in the rural and semi-urban India felt is to be the vulnerable groups. Voluntary Co-operative actions
are rarely with some kind observed interest groups.
Thehandloom Co-operative of Kerala are largely differentiated from the handloom co-operative of
other states so far as the history, structure and level of operation concerned. The formation of co-operatives
in Malabar region was greatly introduced by the crisis of the late 30 s and the advent grade characteristics of
the industrial labor. The Chirackal Handloom Weavers Co-operative Society in KAnnur has claimed to
have been started in 1946 at the initiative of the trade unions. In the post independent period, the cooperative movements gained tremendous movements in Kerala.

The industry in Kerala is more organized. Even through the Weaver,s Co-operative Societies were in
existence in Kerala before independence, the shar of the co-operative sector in the total member of looms
was not significant till 80s. By the end of 1998, the share of the co-operative sector has raise to about 11% of
the total looms in the state and by the year 2003, about 86% of the looms of the state.
In the former type, the loms are owned by the weavers and carry out the weaving activities in their
household premises and supply the finished product to the co-operative society. In later case, the production
activities are carried out in the loom shed of the society premises. One of the important feature of the cooperative organization in Kerala is the good presence of woman co-operator.
The Government of Kerala set up an apex co-operative society. The Kerala State Handloom
Weavers Co-operative Society Ltd. known as HANTEXcome into formation in 1961.
The main objectives of HANTEX are :1.
2.
3.
4.
5.

Making provision for easy availability of credit supply.

Supply of raw materials at a reasonable cost.
Provision of technical support for the societies.
Helping the societies to produce as per the market demand.
And to successfully market their products.

In 1968 a different form of co-operativeor Hanveev was set up in Kannur as the Kerala Handloom
Finance Corporation to promote the private handloom sector by providing finance for working capital as well
as for investment.Later in 1975 the name of the corporation was changed to The Kerala Handloom Finance and
Trading Corporation and it started buying fabrics from members for selling in the open market in addition to
providing loans.
The product decision completly rests on Hanvees and Hanveec supplies yarn to the registered weavers to
produce as per the product specification at Hanveev. The product is weaved at the loom shed of weavers
premises and is supplied to the Hanveev. The weavers receive the conversion charges/wages.

NATIONAL HANDLOOM DEVELOPMENT CORPORATION

National Handloom Development Corporation Ltd. (NHDC) was formed in 1983 as a public sector
undertaking by the Government of India, as an autonomous body under the Companied Act of 1956, acting as
an agency to assist the speedy development of the handloom sector covering procurement and supply of their
Yarn Dyer and Chemicals and the other inputs to the handloom weaver bysupplementing the effort and
increasing the marketing efforts to the state level handloom agencies and initiating the development activities of
upgrading generation for sustenance.

NHDC has extended its service and support in the state of Kerala through hand weavers and HANTEX
co-operative societies, HEPC members units, Kerala Handloom Association members unit. With the approval of
directors of handloom they are making avail the required inputs. NHDC has opened one regional office at
Coimbatore and branch at Kannur.

CHAPTER- 4.2
COMPANY PROFILE

COMPANY PROFILE

Lokanath Weavers Industrial Co-operative Society Ltd. NO LL99, P/O Choova, Kannur- 670006
was registered in 18-4-1995 and started production on 7-5-1995. It was registered as a Co-operative
Society under the Act VI of 1932(Madras).
The firm is mainly producing exportable handloom products like bed sheets, pillow cover, mat,
table cover, bag, mundu, furnishing fabrics etc. based on the order obtained from reputed handloom
exporters in Kannur, Chennai, Bangalore, and Mumbai. Here the decisions are taken by the Board of
Directors., consists of President, Directors and members.
Secretary is the head of the organization where he acts as a link between organization and Board of
Directors. There are 68 workers and 7 staff in Lokanath Weaving Company. The workers in the company
are also the members of the Board of Directors. Several training programs are arranged to workers to
improve their skill and knowledge in the work. The company is going in a loss, even then the workers are
paid 8.33% bonus.
The promotion of handloom helps to improve the standard of living of the Weavers belonging to all
communities and as such Lokanath Weavers Industrial Co-operative Society is implemented the
development of products and market.
The company is widening its horizon by exporting their products since they produce export quality
products. This will increase their profits and change the current downward trend they are experiencing.
This step is getting them closer to their aim of expansion of the firm.

OBJECTIVES OF LOKANATH WEAVING COMPANY

To improve the handloom industry and to promote economic condition of the

members of the

industry.
To create a demand among the customers.
To improve the quality of the products and to increas the earnings of the workers.
To develop the marketing of different handloom fabrics in national and international level.
To create changes in the existing product with good design pattern and textures.
To skill up graduation training to weavers including women workers, to make efficiency with quality
for export products.
To raise funds required for the industry.
To create better opportunities and innovations in the handloom industry.

MISSION AND VISION OF COMPANY

MISSION
Provide quality product to the customers.
Promote customers for using the handloom products.
Providing employement opportunities to local people.
VISION

Make good will through customers satisfaction.

Increase quality of exporting.
Create a good brand name among handloom industries.
New product development.

HIGHLIGHTS OF THE COMPANY

Pioneer in the weaving industry with 55 years of experience.
Eco-friendly and social commitment.
Engaged in the production of wide range of products.
Highly experienced management team with good knowledge about market and its products.
Located in the city of looms and lore and has rich tradition in the production of 100% handloom
furnishing fabrics and made ups for export.

MANAGEMENT OF THE SOCIETY

According to the Byelaws of the society the members of the Board of Directors be elected as per Rule
35 of Keraka Co-operative Societies Rule for a period of 3 years. The Board of Directors consist of 7 elected
members as per Byelaws and they have elected President and Vice President. At present there are 6 elected
members in the Board of Directors. ( one is vacant)
The Board shall appoint a fulltime paid Secretary from among the suitable persons approved by the
District Industries Office, Kannur. The Secretary shall not be a member of the Board. The Board of Directors

shall meet once in fornight to conduct the affairs of the society. President shall preside over the meeting of the
society.All questions before the Board of Directors shall be decided by a majority of vote.
The details of Board of Directors are;

President :K P PRASAD
Director : K SHOBA
Director : P SARASWATHY
Director : A PAVITHRAN
Director : K V KAMALA
Director: T P RAJEEVAN

Time Schedule of Company

Type of workers

Starting Time

Lunch Break

Departing Time

Staff

9.30 A.M

1 P.M to 2 P.M

5.30 P.M

Workers

8.30 A.M

1 PM to 2 P.M

5.30 P.M

There is no specific time for tea break in the morning as well as in the evening. There is no specific shift time
work.

ORGANISATIONAL STRUCTURE OFLOKANATH WEAVERS

BOARD OF
DIRECTORS

SECRETARY

CUTTING AND
STITCHING

CLERK

FINANCE
AUDITOR

STORE
KEEPING

TECHNICAL
STAFF
CLERK 1

PACKAGING

STORING

CLERK 2

CLERK 3

DYEING
MASTER

WEAVING
MASTER

DYEING
SECTION
WEAVING

WINDING

WRAPING

WRAP
JOINING

CHAPTER 4.3
PRODUCT PROFILE

PRODUCT PROFILE
A product is anything that can be offered to a market for attention, acquisition, use or consumption that
might satisfy the needs and wants. Anything that possesses utility is described as a product. A product is both
what a seller has to sell and what a buyer has to buy. A product is one which satisfies the needs of the customers.
According to Jobber, a product is anything that has the ability to stisfy a customer need. A product
represents a bundle of expectations of the consumer. A successful product ensures its own promotion if it
satisfies the need of consumers.
Product is an essential factor of a business. Lokanath Weaving Industry produces variety of products
according to the preference of the customer. Products are only manufactured as per the order of the customers.

The company offers following products to the customers :1. BED SHEET
It includes Stain bed sheet, cotton bed sheet, mixed bed sheet, border bed sheet. Bed sheets of different
types are available in different size and quantity.
2. MAT
It includes Shabari mat, runner mat, bath mat, and thin mat.
3. TOWEL
Different types of towels produced are terry towel, home comb and variety of printed and plain thorth.
Printed thorth are imported from Madrs.
4. CUSHION COVER
It includes tastle, border, box and rounded cushion covers.
5. PILLOW COVER AND TABLE COVER
Pillow cover includes mixed pillow cover, cotton pillow cover and stain pillow cover. Table covers are
available in different size and in different varieties at various prices.

6. BAG AND PURSE

Bags includes ordinary bag, gents bag and ladys bag. Purse includes ladys purse and gents purse.
7. MUNDU AND LUNGI
Mundu includes white mundu and kavi mundu. And lungis of different varieties.
8. FURNISHING FABRICS
Different kinds of fabrics are made, mainly with jute, yarn and cotton.
9. OTHER PRODUCTS
Other items produced are readymade shirts, sarees and blouse, aporn, bloster, consortium paint piece,
consortium shirting, old napkin, mixed and printed fabrics of different quantity and quality, shirting etc.

PRODUCT PROFILE
PRODUCTS
STAIN BED SHEET
48 x 90 Stain Bed Sheet
60 x 90 Stain Bed Sheet
72 x 90 Stain Bed Sheet
90 x 90 Stain Bed Sheet
COTTON BED SHEET
48 X 90 Cotton Bed Sheet
60 x 90 Cotton Bed Sheet
72 x 90 Cotton Bed Sheet
90 x 100 Cotton Bed Sheet
90 x 108 Cotton Bed Sheet
PILLOW COVER
Cotton Pillow Cover
Stain Pillow Cover
TERRY TOWEL
12 x 12 Terry Towel
16 x 24 Terry Towel
24 x 48 Terry Towel
30 x 60 Terry Towel
27 x 54 Terry Towel
36 x 72 Terry Towel
LUNGI / KAVI / MUNDU
Lungi 26s
Kavi 26s
Mundu 26s

BATH MAT

AMOUNT (Rs)
850
975
700
1450

425
525
625
900
1250
90
125
50
110
275
425
650
725

287
287
287

30 x 20 Bath Mat
24 x 14 Bath Mat

275
200

BAGS

Ordinary Bag
Jute Bag
Gents Bag
Ladies Bag
Side Bag
Vanity Bag
Ladies Bag

30
270
210
275
165
110
110

TABLE COVER
Wash Basin Towel
Table Runner

140
200

HONEY COMB TOWEL

24 x 48 Honey Towel
15 x 24 Honey Towel

150
50

CHAPTER: 5
ANALYSIS AND
INTERPRETATION OF DATA

ANALYSIS AND INTREPRETATION OF DATA

PERCENTAGE ANALYSIS
1) GENDER OF THE RESPONDENTS
TABLE NO: 5.1
GENDER
Male

NO.OF
RESPONDENTS
20

PERCENTAGE
(%)
40

Female

30

60

TOTAL

50

100
Primary Data

GENDER
60
50
40

60

30

40

20
10
0
MALE

INTREPRETATION:

FEMALE

GENDER

Out of the total respondents taken for the study 40% are male and 60% of the respondents are female.

2) AGE GROUP OF RESPONDENTS

TABLE NO: 5.2
AGE GROUP

NO. OF
RESPONDENT

PERCENTAGE (%)

30 40 Years

16

40 50 Years

15

30

50 Years And Above

27

54

TOTAL

50

100
Primary Data

AGE
60
50
40
54

30
30

20
10

16

0
30-40 Years

40-50 Years

50 Years & ABOVE

INTREPRETATION:
Out of the total respondents 54% of respondents falls in the age group of 50 & ABOVE, 30% of the
respondents falls in the age group of 40 - 50, 16% comes under 30 40.

3) EDUCATIONAL QUALIFICATION
TABLE NO: 5.3
EDUCATION
UP

NO. OF
REPONDENTS
19

PERCENTAGE
(%)
38

SSLC

25

50

HSC

ITI

Degree

TOTAL

50

100
Primary Data

EDUCTIONAL QUALIFICATION
50

50
45

38

40
35

EDUCTIONAL
QUALIFICATION

30
25
20
15

10

5
0
UP

INTREPRETATION:

SSLC

HSE

ITI

DEGREE

The above chart shows that 50% of the Workers are qualified SSLC, 38% UP qualifications, HSE 6%,
Degree 4% and ITI 2%.

4) MARITAL STATUS
TABLE NO: 5.4
MARITAL
STATUS

NO. OF
REPONDENTS

PERCENTAGE
(%)

Married

35

70

Unmarried

15

30

TOTAL

50

100
Primary Data

MARITAL STATUS
30%

Married
Unmarried

70%

INTREPRETATION:
The above chart shows that 70% of workers are married and 30% of workers are unmarried.

5) WORK EXPERIENCE
TABLE NO: 5.5
WORK
EXPERIENCE

NO. OF
REPONDENTS

PERCENTAGE

Less Than 5 Years 8

16

5 To 10 Years

12

24

More Than 10

30

60

50

100

Years

TOTAL

Primary Data

YEARS OF WORKING
60
60
50
40
30
20
10
0

INTREPRETATION:

16

24
YEARS OF WORKING

The above chart shows that out of the total respondents 60% respondents are having work experience
more than 10 years, 24% of respondents are having experience 5 to 10 years and 16% of respondents are having
experience less than 5 years.

6) DEPARTMENTS
TABLE NO: 5.6
DEPARTMENTS
Weaving
Winding
Dyeing
Packaging
Store
Joining
Clerk
TOTAL

NO OF RESPONDENTS
27
10
4
2
2
2
3
50

PERCENTAGE (%)
54
20
8
4
4
4
6
100
Primary Data

DEPARTMENTS
60

54

50
40
30
20
10
0

INTREPRETATION:

DEPARTMENTS

20
8

The above chart shows that 54% of respondents are working in weaving section, 20% in winding, 8% in
dyeing, 6% as clerk, 4% each for packaging store and joining.

7) SALARY SATISFACTION
TABLE NO: 5.7
OPTIONS
Yes

NO.OF RESPONDENTS
15

No

35

Total

50

PERCENTAGE (%)

30
70
100
Primary Data

70
60
50

YES

30

NO

40
30

NO

70

20
10
0

YES
SALARY SATISFACTION

INTREPRETATION:
The above chart shows that 70% of workers are not satisfied with their salary and 30% are satisfied with
their salary.

8) WORK ENVIRONMENT
TABLE NO: 5.8
WORK ENVIRONMENT
Relaxed
Tensed
Neither Tensed nor Relaxed
TOTAL

NO. OF RESPONDENTS
10
17
23
50

PERCENTAGE (%)
20
34
46
100
Primary Data

WORK ENVIRONMENT
50
45
40
35
30
25
20
15
10
5
0

20

34

46
WORK ENVIRONMENT

INTREPRETATION:
The above chart shows that 46% of respondents are normal in their working environment, 34% are
tensed and 20% are relaxed.

9) JOB SATISFACTION
TABLE NO: 5.9
OPTIONS
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
TOTAL

NO. OF RESPONDENTS
10
20
15
4
1
50

PERCENTAGE (%)
20
40
30
8
2
100
Primary Data

JOB SATISFACTION
40
35
30
25
20
15
10
5
0

40
30

JOB SATISFACTION

20
8

INTREPRETATION:
The above chart shows that 40% of respondents are satisfied with their job, 30% are neutral, 20% highly
satisfied, 8% dissatisfied and 2% highly dissatisfied.

10) WORKTIME
TABLE NO: 5.10
WORK TIME
Comfortable
Average
Less Comfortable
TOTAL

NO. OF RESPONDENTS
28
14
8
50

PERCENTAGE (%)
56
28
16
100
Primary Data

WORK TIME
60
50
40

WORK TIME
56

30
20

28
16

10
0
COMFORTABLE

AVERAGE

LESS COMFORTABLE

INTREPRETATION:
The above chart shows that 56% of respondents are comfortable with their work time, 28% are average
comfortable and 16% are less comfortable.

CO-EFFICIENT OF CORRELATION
1) CO-EFFICIENT OF CORRELATION BETWEEN AGE AND MANAGEMENT TREATING.
Let
X= Age of Workers
Y= Management Treating
TABLE NO: 5.11
X
8
15
27
X= 50

Y
6
15
29
Y= 50

r=

X2
64
225
729
X2=1018

Y2
36
225
841
Y2= 1102

XY
48
225
783
XY= 1056

n*XY-X*Y
(n*X-(X))*(n*Y-(Y) )

r=

3*1056-50*50
(3*1018-(50) 2) * (3*1102-(50)2

r=
r=

668/668.22
+ 0.99

INTREPRETATION:
We can conclude that there is a positive correlation between Age and Management Treating.

2) CO-EFFICIENT OF CORRELATION BETWEEN WORK TIME AND AGE.

Let
X= Work Time
Y= Age
TABLE NO: 5.12
X
28
14
8
X= 50

Y
8
15
27
Y= 50

X2
784
196
64
X2=1044

Y2
64
225
729
Y2= 1018

3*650-50*50

r=

(3*1044-(50) 2) * (3*1018-(50)2

r=

-550/591.71
r=

-0.92

INTREPRETATION:
We can conclude that there is a negative correlation between Work Time and Age.

XY
224
210
216
XY= 650

3. CO-EFFICIENT OF CORRELATION BETWEEN JOB SATISFACTION AND INVOLVEMENT

OF SUPERIORS.
Let
X= Job Satisfaction
Y= Involvement of Superiors

TABLE NO: 5.13

X
10
20
15
4
1
X= 50

Y
15
25
6
2
2
Y= 50

X2
100
400
225
16
1
X2=742

Y2
225
625
36
4
4
Y2= 894

XY
150
500
90
8
2
XY= 750

5*750-50*50

r=

(5*742-(50) 2) * (5*894-(50)2

r=

1250/1543.92
r=

+0.809

INTREPRETATION:
We can conclude that there is a positive correlation between job satisfaction and involvement of
superiors.

4. CO-EFFICIENT OF CORRELATION BETWEEN REDRESSAL OF GRIEVANCE AND

COMMUNICATION CHANNEL.
Let
X= Redressal of Grievance
Y= Communication Channel
TABLE NO: 5.15
X
9
22
1
4
0
X= 50

Y
28
16
4
2
0
Y= 50

X2
81
484
225
16
0
X2=806

Y2
784
256
16
4
0
Y2= 1060

XY
252
198
60
8
0
XY= 518

5*518-50*50

r=

(5*806-(50) 2) * (5*1060-(50)2

r=

90/2069.78
r=

+0.0434

INTREPRETATION:
We can conclude that there is a positive correlation between redressal of grievance and communication
channel.

5. CO-EFFICIENT OF CORRELATION BETWEEN INVOLVEMENT OF SUPERIORS AND

REDRESSAL OF GRIEVANCE
Let

X= Involvement of Superiors
Y= Redressal of Grievance
TABLE NO: 5.16
X
15
25
6
2
2
X= 50

Y
9
22
15
4
0
Y= 50

X2
225
625
36
4
4
X2= 894

Y2
81
484
225
16
0
Y2= 806

XY
135
550
90
8
0
XY= 783

5*783-50*50

r=

(5*894-(50) 2) * (5*806-(50)2

r=

1415/1736.11
r=

+0.8150

INTREPRETATION:
We can conclude that there is a positive correlation between involvement of superiors and redressal of
grievance.

6. CO-EFFICIENT OF CORRELATION BETWEEN JOB SATISFACTION AND

REDRESSAL OF GRIEVANCE
Let

X= Job Satisfaction
Y= Redressal of Grievance
TABLE NO: 5.17
X
10
20
15
4
1
X= 50

Y
9
22
15
4
0
Y= 50

X2
100
400
225
16
1
X2= 742

Y2
81
484
225
16
0
Y2= 806

XY
90
440
225
16
0
XY= 771

5*771-50*50

r=

(5*742-(50) 2) * (5*806-(50)2

r=

1350/1360.62
r=

+0.992

INTREPRETATION:
We can conclude that there is a positive correlation between job satisfaction and redressal of grievance.

CHI-SQUARE ANALYSIS
1. COMPARISON OF JOB SATISFACTION AND SALARY OF EMPLOYEES.
Ho: There is a relationship between Job satisfaction and Salary
Ha: There is no relationship between Job satisfaction and Salary
Table no: 5.18
Factors/

Highly

Satisfied

Neutral

Dissatisfied

Highly

Total

Variables

Satisfied

YES

15

NO

18

12

35

Total

10

20

15

50

Dissatisfied

= (O-E) / E
O = observed frequency
E = Expected frequency

= 14.1523
Degree of freedom = (c-1)*(r-1)
= (5-1)*(2-1)
=4
Table value of for 4 degree of freedom at 5% significant level is 9.488.
INTREPRETATION:
The calculated value for is greater than the table value. So we reject the Null hypothesis.Therefore,
there is no relationship between job satisfaction and salary of employees.

2. COMPARISON OF GENDER AND WORKTIME.

Ho: There is a relationship between gender and work time
Ha: There is no relationship between gender and work time
Table no: 5.19
Factors/Variables
MALE
FEMALE
Total

Comfortable
12
16
28

Average
5
9
14

Less Comfortable
3
5
8

Total
20
30
50

= (O-E) / E
O = observed frequency
E = Expected frequency

= 0.2215
Degree of freedom = (c-1)*(r-1)
= (3-1)*(2-1)= 2
Table value of for 2 degree of freedom at 5% significant level is 5.991.

INTREPRETATION:
The calculated value for is less than the table value. So we accept the Null hypothesis. Therefore there
is a relationship between gender and work time.

3. RELATIONSHIP BETWEEN GENDER AND TREATING OF MANAGEMENT.

Ho: There is a relationship between gender and treating of management
Ha: there is no relationship between gender and treating of management
Table no: 5.20
Factors/Variables

Strict

Friendly

On Humanistic

Total

Basis
30-40
40-50
50 and above
Total

1
3
2
6

1
4
10
15

6
8
15
29

8
15
27
50

= (O-E) / E
O = observed frequency
E = Expected frequency

= 3.0726
Degree of freedom = (c-1)*(r-1)
= (3-1)*(3-1)
=4
Table value of for 2 degree of freedom at 5% significant level is 9.488.

INTREPRETATION:
The calculated value for is less than the table value. So we accept the Null hypothesis. Therefore there
is a relationship between gender and treating of management.

4. COMPARISON OF WORK ENVIRONMENT AND JOB SATISFACTION.

Ho: There is a relationship between gender and treating of management

Ha: there is no relationship between gender and treating of management
Table no: 5.21
Factors/

Highly

variables

satisfied

Satisfied

Neutral

Dissatisfied

Highly

Total

dissatisfied

RELAXED

10

TENSED

17

NORMAL

13

23

TOTAL

10

20

15

50

= (O-E) / E
O = observed frequency
E = Expected frequency

= 15.301
Degree of freedom = (c-1)*(r-1)
= (5-1)*(3-1)
=8
Table value of for 8 degree of freedom at 5% significant level is 15.507.
INTREPRETATION:
The calculated value for is less than the table value. So we accept the Null hypothesis. Therefore there
is a relationship between work environment and job satisfaction.

CHAPTER: 6
FINDINGS, SUGGESTIONS
AND CONCLUSION

FINDINGS
The production of Lokanath Weavers Industrial Co-operative Society is Eco-friendly and social

commited products.
Dye house is situated apart from the plant in order to control the pollution.
Frequent changes in the price of raw material are affecting the production and cost.
Delay in fund passed by Government.
90% of the workers are old citizen and are irregular in their work.
Company is facing the human resource problem.
Non availability of adequate number of workers and raw material causes production delay.
Company does not have much advertisements.
The company have wholesale and retail trade including from foreign customers.
Improper utilization of equipments and machinery.
Absence of canteen facilities for workers and other staff members.
Lots of time and efforts are required to do the job.
During rainy season it is very difficult to dry the yarn.
Lack of plant maintenance.
Delay in payment of pension to retired employees.
The workers are satisfied with their job even though the wages is less.

SUGGESTIONS

Fund should be maintained to buy raw materials inorderto safeguard the production.

 The Government should take more effort to improvise the condition of company, both internally
and externally.
More energetic and young hand should be employed, so measures should be taken to attract
young people in this field by conducting seminars and make aware about the various Government
offers provided to the weavers.
Take strict rules aganist irregularity of workers, and adoption of time rate system will help to
solve this problem.
A strong advertisement effort is needed to attract more customers.
Make proper utilization of machines and equipments.
Canteen facilities should be provided to workers and staff members.
The company has to implement new method to reduce loss.
Keep the dye house neat and clean.
Plant should be maintained well inorder to get good working environment.
Better measures should be adopted to improve sales promotion.
Measures should be taken to give pension as early as possible inorder to satisfy the employees.

CONCLUSION

Lokanath is a co-operative firm produces a variety of products to customers. They prefer bulk order
from the customers. The production department is the heart of the society. As the company is going in a loss, the
secretary and the Board of Directors is trying to introduce new methods to improve the production by providing
better working condition and satisfaction of the employees.
Job satisfaction is regards to ones feeling or state of mind regarding nature of their work. Job can be
influenced by variety of factors like quality of ones relationship with their supervisor, quality of physical
environment in which they work, degree of fulfillment in their work, etc. Positive attitude towards job are
equivalent to job satisfaction where as negative attitude towards job has been defined variously from time to
time.
The present study was carried out in Lokanath Weavers Co-operative Society Ltd. reveals that, the
workers are satisfied with their job. The level of satisfaction, contributing were incentives, medical facilities,
machinery, tools, system, grievance handling systems, co-operation of co-workers and superiors, etc..
The main areas of dissatisfaction are low wages, lack of plant maintenance, delay in Government
funds etc. So the company should concentrate on these areas of dissatisfaction and should try to improve the
present condition prevailing in the organization. So we can hope that the organization should take necessary
actions for reducing these forms of dissatisfaction of workers and must try to provide maximum job
satisfaction to workers.

BIBLIOGRAPHY

BIBLIOGRAPHY:

BOOKS
Aswathappa , K, Human Resource Management Text and cases, 6th Edition, Tata McGraw Hill
Education Private Limited, New Delhi, 2010
C.R Kothari, Research Methodology, 2nd Revised edition , 2006 New age International publishers,
New Delhi.
SubbaRao, P Personnel and Human Resource Management- Text And cases , 4th Revised and
Enlarged Edition Himalaya Publishing House 2009.

WEBSITE
o
o
o
o

www.wikipedia.com
www.utm.edu/jobsatisfaction .pdf
www.lokfab.com
www.ixigo.com

ANNEXURE

Questionnaire
Respected Sir/Madam

I, an MBA student pursuing my course from CENTRE FOR MANAGEMENT

STUDIES, MANGATTUPARAMBA, KANNUR, as part of my academic purpose I am doing
a project on the topic A Study on the Job Satisfaction of Workers at LOKANATH
WEAVERS CO-OPERATIVE SOCIETY LTD., KANNUR. I request you to be kind enough
to spare a few minutes to fill up this questionnaire. The details collected will be kept strictly
confidential and will be used only for academic purposes.
Name

Sex

Male

Age

30 - 40

Female
40 - 50

50 and above

Educational
Qualification :

SSLC

HSC

ITI

DEGREE

UP
Marital Status:

Married

Department

Weaving

Dyeing

Packaging

Winding

Clerk

Joining

Unmarried
Store

1. How long you have been working in this company?

Less than 5 years

5 to 10 years

More than 10 years

Highly Satisfied

Satisfied

Neutral

Dissatisfied

Highly Dissatisfied

2. Do you satisfied about your job?

3. What type of relationship do you maintain with supervisor?

Strict

Encouraging

Friendly

4. How the management treats you?

Strictly As Per Rules and Regulations

Friendly

On Humanistic Basis
5. Are you satisfied with the present salary?
Yes

No

6. Do you avail travelling allowance in the company?

Yes

No

7. Do the company provide incentives to the employees?

Yes

No

8. Is there proper safety provision provided by the company?

Yes

No

9. What is your opinion about working environment?

Relaxed

Tensed

Normal

10. Give your opinion about work time?

Comfortable

Average

Less Comfortable

11. Do you think canteen facility is essential?

Strongly Agree

Agree

Disagree

Strongly Disagree

Neutral

12. Rate the importance of training program in your company.

Important

Neutral

Not Important

13. Are you satisfied with leave provisions?

Yes

No

14. How much involvement is taken by your supervisor for improving your skills?

More

Moderate

Poor

Non Responsible

Less

15. What is your opinion about your job?

Challenging

Interesting

Boring

Difficult

16. What do you think about the benefits provided for retired employees?
Excellent

Good

Poor

Very Poor

Fair

17. What do you think about communication channel within the company?
Very Good

Good

Poor

Bad

Normal

18. Do you get fair and quick redressal of Grievance?

Excellent

Good

Poor

Very Poor

Fair

19. Do you get any rewards based on your performance?

Yes

No

20. Suggestions

Table no: 5.18A

O-E

(O-E)

(O-E) /E

16

5.333

16

2.667

4.5

-1.5

2.25

0.05

2
1
3
18
12
2
0

1.2
0.3
7
14
10.5
2.8
0.7

0.8
0.7
-4
4
1.5
-0.8
-0.7

0.64
0.49
16
16
2.25
0.64
0.49

0.533
1.63
2.285
1.142
0.214
0.228
0.07

O=50

E=50

(O-E) /E
=14.1523

Table no: 5.19A

O

O-E

(O-E)

(O-E) /E

12

11.2

0.8

0.64

0.057

5.6

-0.6

0.36

0.064

3.2

-0.2

0.04

0.0125

16

16.8

-0.8

0.64

0.038

8.4

0.6

0.36

0.042

4.8

0.2

0.04

0.008

O=50

E=50

(O-E) /E
=0.2215

Table no: 5.20A

O-E

(O-E)

(O-E) /E

0.96

0.04

0.0016

0.0016

2.4

1.4

1.96

0.816

4.64

1.36

1.849

0.398

1.8

1.2

1.44

0.8

4.5

-0.5

0.25

0.055

8.7

-0.7

0.49

0.056

3.24

-1.24

1.537

0.474

10

8.1

1.9

3.61

0.445

15

15.66

-0.66

0.435

0.027

O=50

E=50

(O-E)
/E=3.0726

Table no: 5.21A

O
4
4
1
0
1
3
3
8
3
0
3
13
6
1
0
O=50

E
2
4
3
0.8
0.2
3.4
6.8
5.1
1.36
0.34
4.6
9.2
6.9
1.84
0.46
E=50

O-E
2
0
-2
-0.8
0.8
-0.4
-3.8
2.9
1.64
-0.34
-1.6
3.8
-0.9
-0.84
-0.46

(O-E)
4
0
4
0.64
0.64
0.16
14.44
8.41
2.689
0.115
2.56
14.44
0.81
0.705
0.2116

(O-E) /E
2
0
0.08
0.8
3.2
0.047
2.123
1.649
1.977
0.34
0.556
1.569
0.117
0.383
0.46
(O-E) /E
=15.301