1.

1 INTRODUCTION OF THE STUDY Employee satisfaction is the terminology used to describe whether employees are happy and contented and fulfilling their desires and needs at work. Many measures Support that employee satisfaction is a factor in employee motivation, employee goal achievement, and positive employee morale in the workplace. Employee satisfaction, while generally a positive in your organization, can also be a downer if mediocre employees stay because they are satisfied with your work. Employee satisfaction In short, then, there are five actions organizations should take to reduce attrition and improve employee satisfaction: 1. Demonstrate to employees that the company cares about them, wants them to advance in their careers and will help them satisfy their need for personal growth. 2. "Walk the talk" by not only communicating the corporate strategy but by also ensuring that it is applied consistently throughout the organization, including making the rewards system consistent with strategic goals. 3. Watch for and eliminate all inconsistencies between promoting a belief in employees and managerial behavior or policies that undermines that commitment. 4. Fight attrition with smart training that is not only relevant but helps broaden employee experiences and provides development opportunities. 5. Weed out poor managers because many employees leave their jobs because they are unhappy with their bosses - remember the adage that "people don't leave their jobs, they leave their managers."

Seven Ways to Improve Employee Satisfaction Employee attitudes typically reflect the moral of the company. In areas of customer service and sales, happy employees are extremely important because they represent the company to the public. Satisfaction, however, is not linked solely to compensation. Sure, a raise or benefits will probably improve employee contentment, at least temporarily, but small, inexpensive changes can have a long-term impact. 1.Give Employees More Control "Happiness is affected by [employee's] sense of control over their lives," says Rubin. Employers should look for ways to give employees more control over their schedules, environment, and/or work habits. For instance, employers could offer alternative work schedules such as flextime or telecommuting. Today's employees have demanding schedules outside of work, and many workers appreciate a boss who considers work-life balance. 2.Ease Commuting Stress According to the U.S. Census Bureau, 86.5% of workers over the age of 16 drive to work, whether carpooling or driving alone. "Bad commutes are a major source of unhappiness. People feel frustrated, powerless, and stressed," states Rubin. 3.Stop Wasting Time Tight deadlines are another major sources of stress for many employees. Employers can ease this stress by freeing up more time. For instance, employers can make meetings shorter and more efficient. Consider tricks that sound silly but are actually effective such as having a meeting with no chairs. People will be more likely to stick to the necessary agenda when they have to stand the entire meeting.

4.Encourage Social Connections Socialization is a key component of happiness. "Interacting with others gives people a boost in mood surprisingly, this is true even for introverts," writes Rubin. 5.Promote Good Health Poor health is not only damaging to employees, it is detrimental to businesses. "Corporations pay a heavy cost for stress-related illnesses, such as hypertension, gastrointestinal problems, and substance abuse," says Rubin. 6.Create an Atmosphere of Growth Jobs are more than a source of income. Jobs are a venue for employees to grow and learn. In a survey about employee motivation, employees ranked job characteristics that motivated them. Surprisingly, high wages and promotion were not in the top three. Instead, the number one desire was "Full Appreciation of Work Being Done." 7.Break Up Routines Surprises add spark to all areas of life, including the workplace. "Even a small treat can boost people's happiness and people get a bigger kick from an unexpected pleasure," says Rubin.

Employees with higher job satisfaction

Believe Care

that the organization will be satisfying in the long run.

about the quality of their work. and deliver superior value of the customer. committed to the organization. retention rates and are more productive.

Create

Are more

Have higher

1.2 COMPANY PROFILE Proteck is a multi product engineering company that manufactures machinery & software for diverse industries. Our product lines include printing machinery, packaging machinery, CNC machine tools and CAD/CAM software. We also provide contractmanufacturing services. Proteck products are operational in more than 20 countries worldwide. Cutting edge product performance and market leading value distinguish our products in our markets. A two-decade tradition of customer centric business practice has earned us respect & reputation in markets worldwide. As a technology driven group, we are on the trajectory of extreme growth in the first decade of the new era.

AIM/VISION/ MISSION We are committed to delighting our customers through industrial excellence and innovative application of technology, powering growth with performance and experiencing exhilaration in our path breaking work.

HISTORY

1985

Proteck circuits & systems incorporated. Exposure units for plate making introduced with M.H. light sources

1988

Expanded product line to include film exposure and plate processing equipment

1990

First export of processor to the united states of America

1992

First CNC machine introduced in our facility

1995

First Drupa participation

1997

Export of products to Japan for printing machinery

1998

Proteck machinery, the marketing arm incorporated

2000

CNC machine manufacture commenced participation in Drupa 2000

2001

Inaugurated new production facility over 4000 plate making systems installed worldwide

2003

Packaging machinery product line commenced 5

2004

Drupa 2004 participation

THE ROAD AHEAD With 20 years of success in business and with a desire to grow further in the global market, proteck is looking forward to the future with great expectations as we approach our business with confidence and resolve. With an average employee age of 26, the core of the company is young at heart and ambitious to grow. We therefore expect extreme performance from ourselves and look to leap ahead on the strengths of our innovation, and business excellence while recognizing our social responsibilities as a good corporate citizen. We welcome other international companies to explore business possibilities with us both in the Indian and in the international markets.

GROUP OF COMPANIES PROTECK MACHINERY PVT. LTD. (PMPL) Proteck machinery the marketing arm of the group has sales offices and service support infrastructure throughout India. Besides marketing group manufactured products, the company sells and services a wide range of printing machinery and machine tools from such international heavy weights as Mitsubishi heavy industry, FERAG AG, NTC corporation and others. INDIA METAMATION SOFTWARE PVT. LTD Metamation develops CAD/CAM software for design and manufacturing automation, with a focus on metal fabricating industry. Its also develops programming tools for CNC machines, robotics and laser cutting. Through its subsidiary companies, it accesses the sophisticated manufacturing markets in Japan and USA.

PROTECK INTERNATIONAL LIMITED Proteck international limited is sales and service organization of the group supporting the European marketing.

1.3 INDUSTRY PROFILE PRINTING MACHINERY PRE PRESS Pre-press equipment such as processors for CTP and conventional technologies. With an installed base of 2000 machines worldwide, our reputation precedes us wherever we go. 7

 Plate exposure Plate processors Vision bender Vision punch PRESS Protecks new stop motion screen press is one of the most innovative offerings in the market place. Incorporating several global firsts, including servo-driven axes, double diameter cylinders and sophisticated automation, we expect to carve a significant market share worldwide. Stop cylinder screen press POST PRESS Our line of cutting machines and auxiliary equipment for paper incorporates innovative design enhancing performance and again, first in the world features such as programmable knife velocity and clamp pressure, no adjustment for knife grind and enhanced safety for operator and machine. Auxiliary equipment includes paper jogging and pile handling equipment. Paper cutting machine Flexo coater/UV coater

PRESS ACCESSORIES Accessories for use on offset presses are manufactured to exacting international standards. These products include various types of drying and UV curing equipment for in line use on presses, blanket and impression cylinder washing devices as well as chamber coaters with anilox rolls. A line of link temperature and dampening control equipment are also produced Press accessories 8

CNC MACHINERY CNC Turning Centers A full line of CNC turning machines with swings up to 1m and 3m length are produced. These high rigidity machines are the backbone of any manufacturing economy. Extensive automation, special configurations and shop floor automation are offered. Single turret series Twin turret series CNC machining centers High performance machining centers are produced incorporating the latest advancements in the metal cutting industry. High-speed spindles, high rapid traverse rates and others productivity enhancing design aspects are continuously applied. Vertical machining center

1.4 OBJECTIVES OF THE STUDY Primary objective: This study is to find out the employee satisfaction in Proteck circuits and systems(PCS). Secondary objective: 9

o To find out the employee working conditions and facilities provided in the organization. o To study the employees motivational level. o To analyze the employees needed in the organization. o To know the industrial relationship among the employees.

1.5 NEED OF THE STUDY o The Employee satisfaction is an important for an organization. It helps to identify the level of satisfaction for an employee and their working conditions at the present of this organization. o This study helps to measured, the availability of facilities in the organization. o The employee confidence level will be measured of their job. o The employee communication level will be improved in this organization.

1.6 SCOPE OF THE STUDY

10

o This study based upon employee satisfaction with reference to PCS. It is based upon the satisfaction level of an employee, which creates to increase the organization productivity. o This study helps to make any future improvements for an employee in this organization. o This study helps to make a good industrial relationship among the employees in this organization.

1.7 LIMITATION OF THE STUDY o Most of the employees did not come forward to give opinion about the management. o The data is collected within a limited period of time. o Some of the employees could not answer some questions. o The respondents were not very frank in answering the questions because of their superiors. o Some of the respondent refuses to fill the questionnaire because they consider it as a waste of time. o Data depend on the employees view which may be biased.

11

2.1 REVIEW OF LITERATURE Employee satisfaction is the terminology used to describe whether employees are happy and contented and fulfilling their desires and needs at work. Many measures purport that employee satisfaction is a factor in employee motivation, employee goal achievement, and positive employee morale in the workplace. Employee satisfaction, while generally a positive in your organization, can also be a downer if mediocre employees stay because they are satisfied with your work environment. Factors contributing to employee satisfaction include treating employees with respect, providing regular employee recognition, empowering employees, offering above industryaverage benefits and compensation, providing employee perks and company activities, land positive management within a success frame work of goals, measurements, and expectations. Employee Satisfaction In An Environment Of Change This paper analyses how corporations may maintain employee job satisfaction in an everincreasing environment of economic, sociological, global and organizational change. From the Paper While the profitability of corporations is typically measured in dollars, overall success can be measured in terms of profitability plus the attainment of organizational goals. This success derives from a synergy of inputs, including the work of employees who are dedicated, skilled and knowledgeable, and a management team that understands how to inspire competent and motivated performance through sensitive and responsive management of a continually changing work place. The cost of socially-responsible management is an investment: the work place environment directly impacts the motivation and productivity of the work force. Simply put: happy, secure workers are productive workers. Companies are responsible for creating and maintaining a positive and supportive workplace environment through ethically responsible policies, fair compensation and proactive management. While not quantifiable as a line item, an 12

attitude of responsibility to workers and to the workplace environment has a noticeable effect of the corporate bottom line. According to Alan Reder in his book In Pursuit of Principle and Profit (1994), responsible policies ensure that every quality of a company will emerge over time and greatly increase company chances of long-term success. 2.1.2 Employee Development This paper describes various methods of employee training and development. The author analyzes the correlation between employee development and customer satisfaction, suggesting that employees may have a higher ability and willingness to solve crises encountered because of training courses that are encouraged. The author concludes that employee development has become a necessity for surviving in a complex and dynamic environment that continually poses new challenges to the organizations acting within its framework. From the Paper First of all, a clear delimitation should be made among three concepts that people often confuse. These are education, training, and development. The first one consists of preparing an individuals mind in a frame work which is different from the organization. The second refers to attending courses aimed at improving skills, knowledge or attitudes for appropriately achieving a certain task within an organization, while the third is the natural result of the first two and is represented by the growth of the individual in terms of ability, understanding and awareness (http://www.accel-team.com/human-resources/hrm-07.html). This triangle proves to be indispensable to company performance as it allows employees to account for more difficult tasks, it accommodates newcomers to the organizations performance standards and helps them act within the same competitive pattern responsible for the companys success, it enhances the organizations efficiency and effectiveness, it responds to legislative requirements regarding health or safety, and sets an adequate framework for informing employees on changes that have been made and the courses they have to attend in order to cope with modifications. Tags: employee development human resources management company performance 2.1.3 Managing Employee Benefits

13

The paper reviews the various types of benefits available to people working in United States. The paper reviews the mandatory and voluntary benefits, pension plans, contributions payable and benefits available to employees. It also discusses the advantage of offering an attractive employee benefit package and its role in employee satisfaction and job retention. From the Paper The mandatory benefit contributions are unavoidable for both employers and employees. The social security, unemployment insurance and worker compensations have helped the nation provide a basic social security umbrella for its citizens. Even now the unemployed and others who do not have a minimum health and social security cover are estimated to be as many as 40 millions. Tags: satisfaction job pension contributions insurance. 2.1.4 Employee Communication This paper examines the issue of employee communication. It points out that research in areas of employee communication suggests that successful communication strategies must include a decisive effort to connect managements vision with employees at every level. L The paper shows that differences in centralized versus decentralized communication strategies can often result in mixed messaging to key constituents, which can have a sustained impact on reputation. L; Delivery methods and issues of inconsistency can also be measured in terms of overall employee satisfaction. The paper concludes that, since employee satisfaction is essential to reduced levels of burnout and employee attrition, the need to balance delivery methods, between face time and electronic or paper communications is essential for good management.

From the Paper Each level of an organization requires support from above and below to function. A critical aspect of this support is communication. Communication in general determines the standard by which individuals see the vision of the organization and the vision of each functional team within it. Communication must occur at every level, to ensure that all agent views are seen as essential 14

to the whole of the process vision. The communication of changing vision is particularly important as organizations are increasingly involved in transitional cultures that can and often do change the traditional models of vision that employees have been working towards. Tags: managing organization 2.1.5 Job Satisfaction And Productivity Employee satisfaction and productivity plays a significant role within the workplace. In todays work environment, nearly all people develop an opinion about their job, whether its negative or positive. Some employees are influenced by others who are dissatisfied with their job, while other employees develop their opinion based on their values. L This paper discusses the connection between satisfaction and productivity. It also describes the methods used by the authors employer to encourage and motivate employees to be productive. Based on research, it recommends a variety of ways that the authors employer can improve and maintain employee productivity and satisfaction within the workplace. From the Paper Job satisfaction is determined by two components, cognitive and behavioral. According to Steve Jex, cognitive is what the employee believes about their job and behavioral is influenced by job satisfaction. (2002). If an employee believes that their job is interesting and fun, they are more likely to work hard and attend work consistently. L On the other hand, if the employee believes that their job is boring or demanding a negative attitude will develop, leading to a decrease in productivity. Generally, the more productive people are, the more satisfied they tend to beWhen employees feel satisfied they will be less likely to leave. (Sattler, T. & Mullen, J. 2007). Tags: motivation job

15

3.1 RESEARCH METHODOLOGY Research is an art of scientific investigation. According to Redman and moray defines research as a systematic effort to gain knowledge. Research methodology is way to systematically solve the research problem. It is a plan of action for a research project and explains in detail how data are collected and analyzed. This research study is a descriptive research study. 3.1 RESEARCH DESIGN A research design is a plan that specifies the objective of the study, method to be adopted in the data collection, tools in data analysis and hypothesis to be framed. A research design is an arrangement of condition for collection and analysis of data in a manner that aims to combined relevance to research purpose with economy in procedure. 3.2 DATA COLLECTION 3.2.1 Primary data The primary data are collected from the employees of PROTECK SYSTEM & CIRCUIT PVT LTD through a direct structure questionnaire. 3.2.2 Secondary data Company profiles, websites, magazines, articles were used widely as a support to primary data. 3.3 SAMPLING TECHNIQUE 3.3.1 Sample size It refers to the number of items to be selected from the universe to constitute as a sample. In these study 100 employees of PROTECK SYSTEM & CIRCUIT PVT LTD was selected as sample size. 16

3.3.2 Sample design The sampling technique used in this study is simple random sampling method. This method is also called as the method of chance selected. Each and every item of population has equal chance to be included in the sample. 3.3.3 Population design The population of this study is the total employee in the company. It is finite population. There are four production centers for the organization for this study I have taken only employee in one production center. 3.3.4 Questionnaire The questions are arranged in logical sequence. The questionnaire consists of a variety of questions presented to the employees for the response. Dichotomous questions, multiple choice questions, rating scale questions were used in constructing questionnaire. 3.4 STATIATICAL TOOLS USED To analyze and interpret collected data the following statistical tools were used. 1. Percentage analysis 2. Weighted average method 3. Chi square analysis 3.4.1 Percentage analysis The percentage is used for making comparison between two or more series of data. It is used to classify the opinion of the respondent for different factors. It is calculated as. No. of respondents favorable Percentage of respondent = --------------------------------------Total no of respondents 17 X 100

3.4.2 Weighted average method The weighted average method can be calculated by the following formula. This tool is used to find the rank given by the respondents to the performance appraisal. It can be calculated as XW = WX/X Here XW represent the weighted average X represents the value of variable W represents the weight given to the variable 3.4.3 Chi square analysis Chi square analysis is to test the goodness of fir to verify the distribution of observed data with assumed theoretical distribution. Therefore it is a measure to study the divergence of actual and expected frequencies. The formula for computing chi square is as follows.

The calculated value of chi square is compared with the table of chi square for the given degrees of freedom at the specified level of significance. If the calculated value is greater than the tabulated value then the difference between the observed frequency and the expected are significant. The degrees of freedom is (n-2) where n is number of observed frequencies and in case of contingency table the degrees of freedom is (C-1) (R-1) where C is number of columns and R is number of rows.

18

It is used to find the relation between communication in work place and work satisfaction. It is used to find the relation between welfare satisfaction and work satisfaction it is used to find the relation between experience of respondents and work satisfaction

19

4.1 DATA ANALYSIS AND INTERPRETATION TABLE 4.1 Gender Male Female Total GENDER OF THE RESPONDENT No of respondents 70 30 100 Percentage of respondents 70 30 100

FIGURE 4.1

GENDER OF THE RESPONDENT

Inference: It shows that 70% of the respondents are male and 30% of the respondents are female in the organization.

TABLE 4.2

AGE OF THE RESPONDENT 20

Age in years Less than 25 years Between 25years to 35 years Above 35 years Total

No of the respondents 21 44 35 100

Percentage 21 44 35 100

FIGURE 4.2

AGE OF THE RESPONDENT

Inference: It shows that 44% of the respondents between 25 years to 35 years, 21% are less than 25 years, 35% are above 35 years in the organization.

TABLE 4.3 Education level Up to school Diploma

EDUCATION QUALIFICATION No of respondent 33 28 21 Percentage 33 28

UG Others Total

20 19 100

20 19 100

FIGURE 4.3

EDUCATION QUALIFICATION

Inference: It shows that 33% of the respondents are completed up to school, 28% are diploma, 20% are Undergraduates and others stands 19% in the organization.

TABLE 4.4 Experience Less than 2 years 2years to 5 years More than 5 years Total

EXPERIENCE OF THE RESPONDENT No of respondent 20 48 32 100 22 Percentage 20 48 32 100

FIGURE 4.4

EXPERIENCE OF THE RESPONDENT

Inference: It shows that 48% of the respondents are having 2 to 5 years of the experience, 32% of the respondents are having more than 5 years of the experience and remaining 20% respondents having less than 2 years experience.

TABLE 4.5 Working department Production Sales Administration Engineering

WORKING DEPARTMENT No of respondent 36 20 24 20 23 Percentage 36 20 24 20

Total

100

100

FIGURE 4.5

WORKING DEPARTMENT

Inference: From the above table it shows that 36% of respondent are working in production department, 20% of respondent are working in sales department, 24% of respondent are working in administrative, and 20% of respondent are working in engineering department.

TABLE 4.6 Working position Worker Employer Management Total

WORKING POSITION No of respondent 36 40 24 100 24 Percentage 36 40 24 100

FIGURE 4.6

WORKING POSITION

Inference: It is inferred that 36% of respondent are workers, 40% of respondent are employer, and 24% of respondents are management staff.

TABLE 4.7

WORKING DURATION PERIOD No of respondents 21 39 40 100 percentage 21 39 40 100

Working duration position More than 12 months More than 3 years More than 6 years Total

25

FIGURE 4.7

WORKING DURATION PERIOD

Inference: It is inferred that 21% of respondent have work experience for more than 12 months, 39% of respondent have work experience for more than 3 years, and 40% of respondent have work experience for more than 6 years

TABLE 4.8 Job satisfaction Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

JOB SATISFACTION LEVEL No of respondents 31 25 22 12 10 100 26 Percentage 31 25 22 12 10 100

FIGURE 4.8

JOB SATISFACTION LEVEL

Inference: It is inferred that 31% of respondents are highly satisfied with their job,25% of respondents are satisfied with their job, 22% of respondents are neutral with their job,12% of respondent are dissatisfied with their job, and 10% of respondents are highly dissatisfied with their job. TABLE 4.9 Least/most about job Basic payment Working environment Co-operation among employs Personal career development Total LIKE LEAST/MOST ABOUT THEIR JOB No of respondents 25 30 30 15 100 Percentage 25 30 30 15 100

FIGURE 4.9

LIKE LEAST/MOST ABOUT THEIR JOB

27

Inference: It is inferred that 25% of respondents are satisfied with their basic payment, 30% of respondents like their working environment, 30% of respondents are satisfied with co-operating among employees, and 15% of respondents are satisfied with their personal career development.

TABLE 4.10 Responsible persons Superior Supervisor HR manager Total

RESPONSIBLE AUTHORITIES OF EMPLOYEES No of respondents 40 36 24 100 Percentage 40 36 24 100

FIGURE 4.10

RESPONSIBLE AUTHORITIES OF EMPLOYEES

28

Inference: It is inferred that 40% of respondent says that their responsible authority are supervisors, 36% of respondent says that they are responsible to supervisors, and 24% of respondents says they are responsible to HR manager.

TABLE 4.11 Communication opportunities Very good Good Neutral Bad Total

GOOD COMMUNICATION OPPURTUNITIES No of respondents 33 21 25 21 100 Percentage 33 21 25 21 100

FIGURE 4.11

GOOD COMMUNICATION OPPURTUNITIES

29

Inference: It is inferred that 33% of respondent says they get very good opportunities, 21% of respondent says they get good opportunities, 25% of respondents says they get normal/neutral opportunities, and 21% of respondents says they dont get opportunities to communicate with higher authorities.

TABLE 4.12 Decision authority Human resource Superiors Supervisors Total

DECISION AUTHORITY FOR THE PROBLEMS No of respondents 44 20 36 100 percentage 44 20 36 100

FIGURE 4.12

DECISION AUTHORITY FOR THE PROBLEMS

30

Inference: It is inferred that 44% of respondents says the human resource person are the deciding authority, 20% of respondents says superiors are the deciding authority, and 36% of respondents says the supervisors are the deciding authority.

TABLE 4.13

THE REASON FOR FEAR AND FAILURES IN THE JOB

Reason for fear & failures Improper training Lack of concentration Overstress Lack of confidence in beginners level Total

No of respondents 20 18 42 20 100

Percentage 20 18 42 20 100

31

FIGURE 4.13

THE REASON FOR FEAR AND FAILURES IN THE JOB

Inference: It is inferred that 20% of respondents says improper training is the reason for fear and failures, 18% of respondents says lack of concentration is the reason for the fear and failures, 42% of respondents says overstress is the reason fear and failures, and 20% of respondents says lack of confidence in beginners level is the reason for fear and failures. TABLE 4.14 Rest time given 10 minutes 15 minutes 30 minutes Total REST TIME GIVEN No of respondent 36 40 24 100 Percentage 36 40 24 100

FIGURE 4.14

REST TIME GIVEN

32

Inference: It is inferred that 36% of respondents were given rest time, 40% of respondents were given rest time of 15 minutes, and 24% of respondent were given rest time of 30 minutes.

TABLE 4.15 THE INCREMENT FROM THE BASIC PAY Basic pay increment Aggressive increment Moderate increment Poor increment Total No of respondents 36 33 31 100 Percentage 36 33 31 100

FIGURE 4.15 THE INCREMENT FROM THE BASIC PAY

33

Inference: It is inferred that 36% of respondents says that there is aggressive increment from the basic pay, 33% of respondents says there is moderate increment from the basic pay, and 31% of respondents has got poor increment from the basic pay.

TABLE 4.16 ADEQUATE PROTECTIVE EQUIPMENT PROVIDED Yes/no Yes No Total No of respondent 53 47 100 Percentage 53 47 100

FIGURE 4.16 ADEQUATE PROTECTIVE EQUIPMENT PROVIDED

34

Inference: It is inferred that 53% of respondents says that they are provided with protective equipment where as 47% of respondents says no to this statement.

TABLE 4.17 Satisfaction level Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

RETIREMENT POLICIES PROVIDED No of respondents 24 30 20 14 12 100 Percentage 24 30 20 14 12 100

FIGURE 4.17

RETIREMENT POLICIES PROVIDED 35

Inference: It is inferred that 24% of respondents are highly satisfied with their retirement policies,30% of respondents are satisfied with their retirement policies,20% of respondents are neutral with their retirement policies, 14% of respondents are dissatisfied with their retirement policies and 12% of respondent are highly dissatisfied with their retirement policies.

TABLE 4.18 SATISFACTION LEVEL WITH RESPECT TO THE DESIGNATION OF THE EMPLOYEES Satisfaction level of position Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total No of respondents 32 28 23 10 7 100 Percentage 32 28 23 10 7 100

FIGURE 4.18

SATISFACTION LEVEL WITH RESPECT TO THE

DESIGNATION OF THE EMPLOYEES

36

Inference: It is inferred that 32% of respondent are highly with their designation, 28% of respondents are satisfied in their designation, 23% of respondents are neutral/medium with their satisfaction level, 10% of respondents are dissatisfied with their designation, 7% of respondents are highly dissatisfied with their designation. CHI-SQUARE TEST TABLE 4.19 CALCULATE IF THERE IS SIGNIFICANT DIFFERENCE BETWEEN THE GENDER AND THEIR LEVEL OF JOB SATISFACTION

Null hypothesis (H0): There is a significant relationship between the gender and their level of job satisfaction. Alternative hypothesis (H1): There is no significant relationship between the gender and their level of job satisfaction.

Job Satisfaction level

37

Highly satisfy Gender Male Female Total 24 7 31

satisfy

Neutral

Dissatisfy

Highly dissatisfy

total

18 7 25

16 6 22

7 5 12

5 5 10

70 30 100

O = observed frequency E = expected frequency

Observed frequency 24 18 16 7 5 7 7 6 5 5 Total 100

Expected frequency 21.7 17.5 15.4 8.4 7 9.3 7.5 6.6 3.6 3 100

(O-E)^2 5.29 0.25 0.36 1.96 4 5.29 0.25 0.36 1.96 4

(O-E)^2/E 0.2437 0.0142 0.0233 0.2333 0.5714 0.5688 0.0333 0.0545 0.5444 1.3333 3.6202

Table value

= =

(c-1) (r-1) @ 5% level of significant (2-1) (5-1) @ 5% level of significant 38

= = Table value 9.488 Inference:

4 @ 5% level of significant 9.488 > Calculate value 3.6202

From the calculation it shows that accept null hypothesis. There is a significant difference between the gender and their level of job satisfaction

WEIGHTED AVERAGE METHOD TABLE 4.20 JOB SATISFACTION LEVEL Job satisfaction Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total WX/X 355/100 3.55(4) No of respondents X 31 25 22 12 10 100 Weight W 5 4 3 2 1 Total XW
155 100 66 24 10 355

= 100

XW = 355 XW XW = = =

All the respondents are satisfied for the job satisification

39

Inference: The weighted average method shows that all the respondents are agree that Satisfied with the Job Satisfactions.

TABLE 4.21 SATISFACTION LEVEL WITH RESPECT TO THE DESIGNATION OF THE EMPLOYEES Satisfaction level No of respondents Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total X 24 30 20 14 12 100 Weight W 5 4 3 2 1 Total XW
120 120 60 28 12 340

100 340 WX/X 340/100 3.40(3)

XW = XW XW = = =

All the respondents are Neutral in Satisfying level with respect to the designation of the employees

40

Inference: The weighted average method shows that all the respondents are Neutral in Satisfying level with respect to the designation of the employees

5.1 FINDINGS Employee satisfaction is necessary for every organization to meet its organizational goals. The maximum of respondents say that the company provides more than facilities for employee satisfaction. There should be specific questions in the employee satisfaction surveys regarding conveyance, medical and canteen facilities. According sampling data analysis represents 31% of respondent are highly satisfied with their job. According the chart shows 30% of respondents like their working environment and satisfied with co-operating among employees. According the chart shows that 40% of respondent says that their responsible authority are superiors. According the data analysis is mentions about the opportunities they will get to communicate with their higher authorities. 33% of respondents says they get very good opportunities. According the chart shows that 47% of respondent feel stressful of the rules and regulations.

41

The cause of arising conflicting situations are 42% of respondent says co-workers are responsible for such situations in the company.

The analysis shows that the deciding authority for all the problems. Highly 44% of respondents says the human resources person is the deciding authority.

According the analysis indicates that 42% of respondents says overstress is the reason for fear and failures.

5.2 SUGGESTIONS AND RECOMMENDATIONS

It is suggest that the company will provide proper welfare facilities to the employees to create good working environment.

The company will undergo periodical counseling programmers to find out the satisfaction level of employees.

It is recommended to provide the awards and rewards to the perspective employees for the motivation.

To recommend the follow up procedures will be provided to the employees to eradicate the technical problems.

42

5.3 CONCLUSION

Employee satisfaction will motivate employee to strive towards excellence in the chosen field thereby contributing to the growth and welfare of the organization.

This will help employee to increase the performance standard thereby improving the companys productivity. The employee satisfaction plays a major role in various levels of organization.

The company should concentrate on following criterias like pay scale, retirement policies and work environment to enhance employee satisfaction.

43

44

BIBLIOGRAPHY

P.N. ARORA & S.ARORA, Statistics for Management, S.Chand & Company

Ltd.
L.M.PRASAD, Human Resource for Management, Sultan Chand & Sons. V.Jayakumar, Human Resource Management ,lakshmi

publications,Chennai,first edition, February 2007. Cynthia D.fisher, Lyle F.Schoenfeldt, James B.Shaw,Human Resource Management Second Edition, Houghton Mifflin Company, Boston,1993.USA.
David A.Decenzo, Stephen P.Robbins, Fundamentals of Human Resource

Management, John Wiley & Sons,Inc Eighth Edition,2005.

WEBSITES

Http://www.accel-team.com/human-resources/hrm-07.html. Http://www.academon.com/essay/results/employee satisfaction. Http://www.articlebase.com/human resource/18 html.

45

QUESTIONNAIRE Personal details 1. Name ________________________ 2. Gender

3. Age

(a) male (a)less than 25

(b) female (b)between 25 to 35 (c) above 35 (c) UG (d) others

4. Education qualification (a) up to schooling (b) diploma

5. Experience

(a)less than 2 year

(b)2 to 5 year (c) above 5 years

6. Which department do you work? (a) Production (c) Administration (b) Sales (d) Engineering

7. What is your position in this company? (a)Worker (b) Employer (c) Management

8. How long have you been working for the company? (a)Less than 6 month (c)More than 3years (b) More than 12 month (c) More than 6 years

9. How about your job satisfaction in the company? 46

(a) Highly satisfied (d) Dissatisfied

(b) Satisfied

(c) Neutral

(e) Highly satisfied

10. What do u like least/most about your job? (a) Basic payment (b) Working environment (d) Personal career development

(c) Co-operation among employees 11. Whom you are responsible to? (a)Superiors (b) Supervisors

(c) Human resource manager

12. How good opportunities will you get to communicate with your higher authorities? (a) Very good (b) Good (c) Neutral (e) Bad

13. Who will be the deciding authority for all the problems arising in the company? (a) Human resource manager (b) Superiors (c) Supervisors

14. What will be the reason for fear and failures in your job? (a)Improper training (c) Overstress (b) lack of concentration (d) lack of confidence in beginners level

15. How many hours will be given as rest time? (a)10 minutes (b)15 minutes (c) 30 minutes

16. How will the increment from the basic pay? (a)Aggressive lncrement (b) moderate increment (c)poor increment

17. Did the organisation provide adequate protective equipment like gloves, mask cap etc? (a)Yes (b) No

18. How satisfied are you regarding retirement policies provided by the company? (a)Highly satisfied (b) Satisfied (d)Dissatisfied (c) Neutral

(e) Highly satisfied

19. Overall how satisfied are you with your at this company? 47

(a) Highly satisfied (d)Dissatisfied

(b) Satisfied

(c) Neutral

(e) Highly satisfied

20. Two lines about the employee satisfaction in your company _________________________________________________ _________________________________________________

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