INTRODUCTION AND DESIGN OF THE STUDY

1.1 INTRODUCTION

Human resources are a term in which many organizations describe the

combination of traditionally administrative personnel functions with performance
management, employee relations and resource planning. The field draws upon
concepts developed in Industrial/Organizational Psychology. Human resources have at
least two related interpretations depending on context. The original usage derives
from political economy and economics, where it was traditionally called labour, one
of the four factors of production. The more common usage within corporations refers
to the individuals within the firm, and to the portion of the firm's organization that
deals with hiring, training, and other personnel issues.
Human resource management (HRM) is the strategic and coherent approach to
the management of an organization's most valued asset - the people working there
who individually and collectively contribute to the achievement of the objectives of
the business. The terms "human resource management" and "human resources" (HR)
have largely replaced the term "personnel management" as a description of the
processes involved in managing people in organizations, universities offer bachelor
and master degrees in Human Resources Management.
George.T.Mikovich and Jobri.w.Boudreau defines human resource
management as “a series of integrated decisions that form the employment
relationship; their quality contributes to the ability of the organizations and the
employees to achieve their objectives.”

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 Job satisfaction describes how content an individual is with his or her
job. It is a relatively recent term since in previous centuries the jobs available to a
particular person were often predetermined by the occupation of that person’s parent.
There are a variety of factors that can influence a person’s level of satisfaction; some
of these factors include the level of pay and benefits, the perceived fairness of the
promotion system within a company, the quality of the working condition, leadership
and social relationships and the job itself.
The happier people are within their job, the more satisfied they are said
to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job
design aims to enhance job satisfaction and performance; methods include job
rotation, job enlargement and job enrichment. Other influences on satisfaction include
the management style and culture, employee involvement, empowerment and
autonomous work groups. Job satisfaction is a very important attribute which is
frequently measured by organisations.
The project was undertaken at AMBADI Enterprises is a leading
manufacturer and exporter of Home Textile and Garments. The handloom unit was
started in 1992 to cater to the Indian market. The unique feature of this organization is
its ability to deliver goods with high quality standards on time because increased
commitment from the employees leads to improvement in their productivity.
Sustaining their commitment levels is a function of employee satisfaction. Hence it is
important to focus on the employee satisfaction levels and the study was undertaken to
understand the satisfaction level of workers of AMBADI Enterprises Limited,
Kannur.

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1.2 STATEMENT OF THE PROBLEM

Job satisfaction, a worker's sense of achievement and success, is generally

perceived to be directly linked to productivity as well as to personal wellbeing. It
implies doing a job one enjoys, doing it well, and being suitably rewarded for one's
efforts. A satisfied employee is a person who is fully involved in and enthusiastic
about his or her work. Hiring talented employees is tough .Retaining them is
tougher .Organization is fast realizing that employees satisfaction is gradually on the
decline employee attrition is an HR manager’s worst nightmare and there are constant
efforts to retain them. The HR manager’s challenges today include recruiting the right
employees, training them and most importantly retaining them. Hence, this study has
been conducted to focus on the employees Job Satisfaction at Ambadi Enterprises.

1.3 OBJECTIVES OF THE STUDY

• To study the aspects of employees job satisfaction at Ambadi Enterprises Ltd,
Kannur.
• To highlight the profile of handloom industries in general and Ambadi Enterprises
Ltd, Kannur in particular.
• To analyse the extent of employees job satisfaction at Ambadi Enterprises Ltd,
Kannur.
• To bring out the suggestions based on the findings and inferences derived.

1.4 SAMPLE DESIGN

Out of the total of 100 employees, 50 respondents were selected for the study. This
includes 30 workers in the production department. The remaining 20 are supervisors,
managers and staffs from the various departments in the organization.

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1.5 METHODOLOGY AND DATA COLLECTION
Both primary and secondary data were used for the study.
The primary data was collected from the workers, supervisors and managers of
Ambadi Enterprises Ltd, Kannur.
The secondary data were collected from the company records, magazines, journals
and websites.

TOOLS FOR DATA COLLECTION

The data has been collected by way of administering structured interview

schedule by the researcher.

1.8 TOOLS OF ANALYSIS

Mathematical tools were used for analyzing the data collected. Percentage was
calculated for analyzing the data. The data collected was tabulated and the percentage
was calculated. The values were then plotted using pie charts, cylindrical and bar
charts.

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1.9 CHAPTER SCHEME

The project report has been presented in the following format:

The first chapter deals with the introduction and design of the study which consists

of; introduction, statement of the problem, objectives of the study, sample design,

methodology and data collection, tools of analysis and chapter scheme.

The second chapter gives an abstract on the literature of job satisfaction.

The third chapter gives the brief description of the industrial profile and company

profile.

The fourth chapter states the analysis and interpretation.

The fifth chapter gives the findings, suggestions and conclusions.

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 Literature Survey

Job Satisfaction

The term job satisfaction refers to an employee’s general attitude towards his
job. Lock defines job satisfaction as a “pleasurable or positive emotional state
resulting from the appraisal of ones job or job experience.” To the extent that a
person’s job fulfils his dominant need and is consistent with his expectations and
values, the job will be satisfying.

There are three major theories of job satisfaction:

(1) Hertzberg’s Motivation–Hygiene theory,

(2) Need- fulfillment theory

(3) Social reference group.

Job satisfaction is a complex and multifaceted concept, which can mean different
things to different people. Job satisfaction is usually linked with motivation, but the
nature of this relationship is not clear. Satisfaction is not the same as motivation. "Job
satisfaction is more an attitude, an internal state. It could, for example, be associated
with a personal feeling of achievement, either quantitative or qualitative." In recent
years attention to job satisfaction has become more closely associated with broader
approaches to improved job design and work organization, and the quality of working
life movement.

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 The relationship between job satisfaction and performance is an issue of
continuing debate and controversy. One view, associated with the early human
relation's approach, is that satisfaction leads to performance. An alternative view is
that performance leads to satisfaction. However, a variety of studies suggest that
research has found only a limited relationship between satisfaction and work output
and offer scant comfort to those seeking to confirm that a satisfied worker is also a
productive one. Labour turnover and absenteeism are commonly associated with
dissatisfaction, but although there may be some correlation, there are many other
possible factors. No universal generalizations about worker dissatisfaction exist, to
offer easy management solutions to problems of turnover and absenteeism. The study
suggests that it is primarily in the realm of job design, where opportunity resides for a
constructive improvement of the worker's satisfaction level.

Job satisfaction, a worker's sense of achievement and success, is generally

perceived to be directly linked to productivity as well as to personal wellbeing. Job
satisfaction implies doing a job one enjoys, doing it well, and being suitably rewarded
for one's efforts. The literature on job satisfaction has been said by different authors
and in journals. In 1999 The Gallup Organization published a research that showed the
satisfactions among employees are more productive, more profitable, more customer-
focused, safer, and less likely to leave their employer. The review stated that "job
satisfaction among employees within a firm has shown to motivate the employee to
work beyond personal factors and work more for the success of the firm.
In a study of professional service firms, the Hay Group found that offices
with satisfied employees were up to 43% more productive. The most striking finding
is that, there are almost 52% gaps in operating incomes between companies with
highly satisfied employees and companies whose employees have low-engagement

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scores. High-engagement companies improved 19.2% while low-engagement
companies declined 32.7% in operating income during the study period.
The study done by the Gallup Management Journal has shown that only
29% of employees are actively satisfied in their jobs. Those "satisfied" employees
work with passion and feel a strong connection to their company. About ⅔ of the
business units scoring above the median on employee satisfaction also scored above
the median on performance .Only about ⅓ of companies below the median on
employee satisfaction scored above the median on performance.
When there are too many workers and too few jobs, it seems that an
investigation into job satisfaction is relatively without merit; when people are simply
happy to have a job at all, they are unlikely to leave that job simply because some
parts of the job itself, or the company, or their co-workers or the pay doesn't suit them
perfectly. Although that is the situation at the moment, however, it will not always be
so. While there are currently abundant older workers, notably the Baby Boom
members born between 1946 and 1966, behind that generation-the generation of
people born in the 1960s-there is a very small generation. No one at the moment is
thinking about Baby Boomers and job satisfaction; mainly, at least from reading the
consumer media, one would get the idea that companies' main desire is to simply get
rid of the Baby Boomers, preferably without having to continue to pay their high
salaries or pensions. Their lack of satisfaction would seem to be a bigger boon to
businesses today than is keeping them happy. However, as noted, that will change.
Before it does, it would be interesting to know not only if older workers in general are
more satisfied with their jobs, but, if not, what is it that a company could do to help
them in that respect."
"One of the most studied and discussed issues in the field of human
resource management is job satisfaction or the degree to which workers in various
occupations or work roles find the conditions of their employment their compensation

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opportunities for advancement and workplace environment to be sufficiently
satisfying. Although variations in national cultures tend to predominate as
explanations for the belief that universal approaches to management do not exist, there
is some evidence that workers in all cultures countries and geographic regions share

It seems that men and women have little in common (Rosenberg, 2003). They do
not think the same, they enjoy different types of movies, they do not even have the
same amount of ribs. However, when it comes to job satisfaction, it is unclear as to
whether or not men and women share similar attitudes. While many people say that
women getting paid less that men is blatant sexism, the real reasons for the
discrepancy are much more complex, some argue (Bort, 2003). According to Bort
(2003), survey respondents say these issues are at heart.
The relationship between Job satisfaction and value congruence within four
organizational value areas was studied among nurses at surgery wards. Congruence
between perceived and desired human relations values and social climate
independently determined attitudes toward the nurse's ward. Social climate was
operational zed as the habit of chatting with colleagues, and was inversely related to
time pressure. Ward attitudes predicted Job satisfaction, although structural equation
modeling suggested that human relations value congruence also predicted Job
satisfaction directly, in addition to its effect through ward attitudes. Human relations
value congruence thus appeared as an important ingredient of person-organization fit
in nursing.
This exploratory study investigated the relationship among staff nurses’
assessment of organizational culture, Job satisfaction , inpatient satisfaction with
information about home care and follow-up, and general inpatient satisfaction with
nursing care. A conceptual path model was tested using a secondary data analysis
research design. Staff nurses and inpatients were sampled from inpatient units. The

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unit of analysis was patient care units. Pearson correlation and regression analyses
were used. We found that strength of organizational culture predicted Job
satisfaction well and positively; Job satisfaction predicted inpatient satisfaction
significantly and positively; Job satisfaction and inpatient predicted general
inpatient satisfaction well and positively. Methodological challenges of this study are
discussed.
Source: HRM Review Osmania University Press - July 2007; A study on job
satisfaction to job delight a challenge for HR Managers: A study by M Bhaskara Rao
and K Gayatri Reddy.

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 INDUSTRY PROFILE

TEXTILE INDUSTRY – A PROFILE

Handloom industry is the largest cottage industry in the State. The

State was ranked the fourth position in terms of the number of looms according to
Handloom census. The State Government has made full efforts for overall
development of handloom industry. Manipur handloom and Handicraft Development
Corporation and Manipur Development societies are the two Agencies of State taking
concerted efforts for production and marketing of handloom products. Manipur State
Handloom Weavers Co-operative Society is the apex co-operative society taking
pivotal role for development of handlooms. There is also, a departmentally run raw
material bank in the commerce and Industries Department to meet the requirements of
various types and qualities of yarns of weavers.
It is said that weaving in Kannur started 400 years ago. During the
period of chirakkal Rajas, Handloom industry was introduced for preparing the Royal
attire. Since then weaving was done which included other activities like dyeing,
winding, warping, joining etc, where a group of workers were needed for the whole
process. Such groups settled in various areas in the District and these settlements were
called Therus. The weaving communities in these Therus were called “Saliyas”. A
major turning point into the transformation of the activities into an organized weaving
industry was with the arrival of the Christian Missionaries in 1833.The Bassal Mission
was active in the entire North Malabar area and up to Mangalore. A small scale
weaving factory was set up in 1844 by the mission at Mangalore.

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The first loom was imported from Germany. Later, as per the guidance of German
technicians, “maggams” were manufactured.
In 1851, the visit of weaving expert Mr. Heller from Germany to the Mangalore
factory led to the introduction of the “fly wheel fitted shuttle”. In 1844 at Calicut and
in 1852 at Kannur, Bassal Mission started Frame loom weaving factories. “Mundu”
was the initial product from these factories and it was known as “Mission Mundu”.
Later shirting checks and bed sheets were added. Innovation led to multi treadle and
jacquard designed fabric production. The success of these units motivated private
entrepreneurs to estabilish new weaving sheds in the district. The first handloom
factory was set up in Kannur in 1852 was later converted into a power loom factory
by “Commonwealth Trust” and later “Thiruvepathy Pvt Ltd” was estabilished.
Handloom export activities started in Kannur during 1950’s.The huge employment
opportunity that this sector provided helped lakhs of workers to earn their livelihood.
It is
only second to agriculture for employing the largest workforce.The one single product
that made waves in the international market was the “crepe” fabric from Kannur, in
the early 70’s.
In 2002, the Union Ministry introduced the “Town of Export Excellence”
recognition. This was to acknowledge the substantial Contribution of towns that grew
on its own strength to the national exports. Tirupur, Ludhiana and Panipath were the 3
towns that got the approval in 2002.The efforts of the exporters from Kannur to get
into this prestigious list proved successful in 2004
When the new Exim policy was announced, Kannur became the only town in Kerala
to be recognized as a Town Of Export Excellence for handloom exports.

In Textiles, Kannur has a better position in Home Textiles. It is equipped with

more old generation shuttle looms and more ring spring machines. It had to face a big

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blow during Eighties due to Bombay Textile strike under the leadership of Sri.Dutta
Samanath. The vaccum created in the textile manufacturing has been compensated by
unorganized power loom sector mainly in the mixed fibre. Lot of innovations was
done in textiles like Calisynth and Cotton Crepe. Even today with China’s stiff
competiton, domestic and international consumers consider Indian textiles are reliable
as it meets high quality standards for its functional requirements. Composite textile
unit has got lot of opportunities due to their composite structure, comprehensive
control systems and professional approach.

Handloom Textiles in India

Handloom textile’s in India has a very long cherished tradition. Asian weavers
were also considered the skilled weavers in world. Hand spinning and handloom
weaving were the important non-violent weapons during our freedom struggle. Today
there are a lot of brands in hand-woven textiles like Kancheepuram, Dharmavaram
etc. All are the premium brand sarees and dress material for women in silk, cotton and
mixed. Each brand has its own specialities, which reflect the skill of weaving and
ornamentation. In the carpet and other floor coverings, there are Kashmiri Carpets,
Panipat and Warangal Dhurries that has become the big name in floor covering.
Southern states are now the major manufacturing hub for furnishings, made-ups and
home textiles. Garment segments are limited due to its high costs and functional
limitations.

Handloom Textiles of Kerala

Kerala has centuries of old tradition in handloom and the epic centre is North
Malabar. Manufacturers of handloom fabrics started their export. About 50 years back

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and Govt recognized Kannur as a City of Export Excellence. Major items
manufactured here are Thorth, Mundu, Set Mundu, Sarees, Lungies etc. Malabar is the
main centre for manufacturing textiles in Kerala.
Europeans could not implement the policy of forcing Indians to use imported
clothings from their countries. Handloom weavers played an important role for the
success of non-co-operative movement during freedom struggle. At the beginning of
twentieth century, many private Entrepreneurs started handloom factories in North
Malabar.
There were a lot of innovations in the man-made fibre, which changed the
cotton clothing industry to blended clothing. Blended and man-made clothings are
more durable and easy caring. In the recent years, some societies are doing their own
exports and many are suppliers for the leading exporters of Kannur. Hantex is a
marketing and Kerala Handloom Finance Corporation for financing. Textiles
Committee has taken an important role for the promotion of handlooms in the
international market as a agency help in implementing Quality Control.

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 Company Profile

Ambadi Enterprise Limited, Kannur - A Profile

Parry Murray, incorporated in 1937, with its registered office at EID

Parry India was until then a trading firm that dealt with sugar and machinery before it
ventured into textiles in 1962. They sourced their fabric from the commonwealth mill
in Calicut. It was 1979 when the general decline of EID parry eventually led to the
liquidation of parry Murray. The Murragappa group took it over in 1982 when a
vellayan along with Ajit kumar met with common agenda of building it back to its
past glory .In 1984 the company realized the risk of depending on single vendor and
started a small production unit through TI & M in Cannanore and began an
association with a family in Bangalore that supplied silk. In 1989 a dyeing unit was
set up in Cannanore and an office in Delhi which dealt entirely with carpets and in
today Ambadi Enterprises. In 1994 the Group decided to buy the company out of EID
Parry and make it wholly owned subsidiary of Ambadi Enterprises, but with an
independent board with a vellayan as the Chairman and Venkatachalam as the
Executive Directories;
Ajit Kumar is the CEO of the company and heads as 14 member team
that is responsible for the company’s operation. The company’s progress under Ajit
could be divided into two phases, an initial thrust to establish a stronger foothold in
the UK, and then advancing to the rest of Europe and the US. The company sources
from a strong manufacturing base in Cannanore and Delhi. A recently opened
registered office in New York operates with design & marketing executives whose
efforts are supplemented by freelance designers who come onboard for specific

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projects. The company has also opened its own subsidiary in India with an office in
Bangalore. This office will market to the Middle East and Australia and be supported
by a new high tech factory in Mysore.
The company today deals with home furnishing and supplies to the very top
end of UK, EU and US markets .Parry Murray has around 40 clients, most of who are
in the top draw like Calvin Klein and Ralph Lauren. You will also find Parry
Murray’s products adorning the inner sanctums of White House in Washing DC.
Ambadi Enterprises is a 100% export company that deals with innovative
upholstery and carpets. They have been in business for many years and have grown
from humble beginnings to become one of the most trusted and respected names in the
textile exports industry today. Ambadi’s approach is very different from its
competitors. Most companies in this industry depend on volumes, while Ambadi
caters exclusively to top draw clients who demand the highest quality in design and
production. Ambadi’s products have become the benchmark for the rest of the
industry for quality and design over the years.

Products
For easy understanding, Ambadi’s products can be differentiated into:
• On the floor , and
• Above the floor

The Global Showrooms of Ambadi Customers

On the floor deals with a wide range of carpets and above the door deals with
pillows covers, curtains bedspreads and cushion covers. Ambadi’s products adorn

1
 numerous houses across the across the world and bring a spot of colour and cheer into
the lives of millions .

Production
Ambadi Enterprises combines traditional skills with modern technology to
create novel products that can demand a premium in the world market. With production
centers in prominent handloom weaving centers across the country Ambadi helps keep
alive the ancient art of Indian handlooms and promotes it across the world .Full-fledged
production centers have been set up in almost all of India’s textile hubs that are diverse in
their skills and their art.
The various locations Cannanore, Erode, Varanasi, Panipat, Delhi ,Tirupur and
Karur . Apart from these, Ambadi also uses the skills of weavers at Agra , Sitapur ,
Jaipur, Kanpur, and Warangal through a vast network of vendors.
Scenario, with decreasing product life cycles lead times, puts demands on the team’s
creativity and project handling skills .The team works closely with clients with clients
across the borders to understand their lifestyles and tastes.

VISION
To be preferred vendors, by satisfying the customer’s stated and implied needs,
delivering design-led home furnishing and textiles of predominately natural fibres.

MISSION
To achieve a turn over of Rs.1000 million by 2010, with consistent quality and on
time delivery, 40% turnover from new design and one new product every year.

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QUALITY POLICIES
A – Achieving mutual growth with our sayer’s through innovative products.
M- Managing enterprises to endeavor for continual growth
B - Blending traditional skills with modern technology.
A- Adopting effective system and practices
D- Developing Vendor Capabilities
I - Inspiring employees to strive for professional excellence

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 Analysis and Intrepretation
In this chapter the researcher has tried to analyse the job satisfaction level of the
employees at Ambadi Enterprises in the organization.

TABLE NO:4.1
GENDER COMPOSITION

PARTICULARS RESPONDENTS PERCENTAGES

Male 22 44
Female 28 56
Total 50 100
Source: Primary Data

Inference:

From the above table it can be observed that 56% of the respondents are female while
the remaining are male members.
Hence it can be inferred that majority of the workers in the organization are female. At
the same time it is relevant that there is more or less an equal representation of both.

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 CHART NO:4.1
GENEDER COMPOSITION

G EN D ER

44%
M a le
F e m a le
56%

Source: Primary Data

2
 TABLE NO:4.2
AGE PROFILE

PARTICULARS NO OF PERCENTAGES
RESPONDENTS
20-30 10 20
31-40 15 30
41-50 18 36
51-60 7 14
Total 50 100
Source: Primary Data

Inferences:

From the above table it can be observed that 36% of the respondents fall in the age
group of 41-50, while 30% of the respondents come under the age category of 31- 40.
20% of the respondents are in the age group of 20-30 and the rest of the respondents
comes under the age group of 51-60.
Hence it can be inferred that majority of the workers in the organisation are aged
between 41-50. On an average most of the workforce are middle aged.

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 CHART NO:4.2

AGE PROFILE

AGE

40
35
30
25
No of Respondents (%)

20
36
15 30
10 20
14
5
0
2 0 -3 0 3 1 -4 0 4 1 -5 0 5 1 -6 0
Age

Source:Primary Data

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 TABLE NO:4.3
INCOME LEVEL

Particulars No Of Respondents Percentages

1000-2000 15 30
2000-3000 18 34
3000-4000 17 36
Total 50 100
Source: Primary Data

Inferences:

From the above table it can be observed that 30% of the respondents receive income
within the range of Rs.1000-2000 while 34% of the respondents have their monthly
earnings in the range of Rs.2000-3000. 36% of the respondents earn between Rs.3000-
4000.
Hence it can be inferred that majority of the workers in the organisation receive
income within the range of 3000-4000. Wages paid to the workers vary as per the
years of experience.

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 CHART NO:4.3
INCOME LEVEL

IN C O M E

30%
34%
1 0 0 0 -2 0 0 0
2 0 0 0 -3 0 0 0
3 0 0 0 -4 0 0 0

36%

Source: Primary Data

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 TABLE NO:4.4
EXPERIENCE

Particulars Respondents Percentages

5-10 30 60

11-15 20 40

Total 50 100

Source: Primary Data

Inferences:

From the above table it can be observed that 60% of the respondents have 5-10 years
of experience, while 40% of the respondents have 11-15 years of experience.
Hence it can be inferred that majority of the workers in the organisation have 5
-10 years of experience. Attrition rate is found to be low in the concern. The number
of experienced employees retained within the company is a good indication to the
company regarding the satisfaction of the employees.

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CHART NO:4.4
EXPERIENCE

2
 E X P E R IE N C E

40%

60%

Source: Primary Data

2
 TABLE NO:4.5
JOB ENRICHMENT

PARTICULARS RESPONDENTS PERCENTAGES

Offered 30 60
Not offered 5 10
Very rarely 10 20
Very often 5 10
Total 50 100
Source: Primary Data

Inferences:

From the above table it can be observed that 60% of the respondents were given
opportunity for enriching their jobs based on opportunity available in the organization,
where as 20% of the respondents feel that they are rarely provided with opportunities,
and 10% of the respondents feel tat they are very often provided with opportunities.
Hence it can be inferred that organization does provide opportunity to the workers
to enhance and enrich their performance.

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 Chart No:4.5
JOB ENRICHMENT

J o b E n r ic h m e n t

5, 10%
10, 20% O ffe r e d
N o t o ffe r e d
V e ry ra re ly
3 0 , 6 0 % V e r y o ft e n
5, 10%

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 TABLE NO: 4.6
RECOGNITION AT WORK

PARTICULARS RESPONDENTS PERCENTAGES

Recognized 35 70
Unrecognized 15 30
Total 50 100
Source of Primary Data

Inferences:

From the above table it can be observed that 70% of the respondents received
recognition for the good work done by them of the respondents were 30% of the
opinion that the organization is indifferent towards the work done by them.
Hence it can be inferred from the opinion of the majority of the employees, that
the organization appreciates the good work done by the workers. Appropriate and
timely appreciation of the work of the employees, improves employee satisfaction and
their commitment towards the job.

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 CHART NO: 4.6

RECOGNITION AT WORK

R e c o g n i t io n A t w o r k

35, 33%

70, 67%

Source: Primary Data

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 TABLE NO:4.7
NATURE OF PEER SUPPORT

PARTICULARS No Of PERCENTAGES
RESPONDENTS
Professional support 10 20
Social support 5 10
Personal support 30 60
Any other 5 10
Total 50 100
Source: Primary Data

Inferences:

From the above table it is observed that only 20% of the respondents get professional
support from their colleagues, while 60% of the respondents are of the opinion that
they get personal support from their friends and co-workers ,10% of the respondents
are of the opinion that they get social support from there colleagues
Hence it can be inferred that the workers at Ambadi maintain a personal and
healthy relationship. Co-workers do extend professional and social support and less
when compared to the personal support extended.

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 CHART NO: 4.7
NATURE OF PEER SUPPORT

N a tu re o f P e e r s u p p o rt

70
60
50
40
No of Respondents (%)

30 60
20

10 20
10 10
0
P r o fe s s i o n a l s u Sp op co ir at l s u p p oPr te r s o n a l s u p p o Ar t n y o t h e r
R e sp o n se

Source: Primary Data

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 TABLE NO: 4.8
NON-MONETARY BENEFITS

PARTICULARS RESPONDENTS PERCENTAGES

Transportation 30 60
Canteen 20 40
Total 50 100

Inferences:

From the above table can be observed that 30% of the respondents are provided with
medical Transportation, where as 20% of the respondents were given canteen facilities
Hence it can be inferred that the organization does not provide much of non-
monetary benefits to the workers in the organization

CHART NO: 4.8

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 NON MONETARY BENEFITS

N o n M o n it a r y B e n e f it s

30, 33%

60, 67%

Source: Primary Data

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 TABLE NO: 4.9
MOST ATTRACTIVE MONETARY BENEFIT

PARTICULARS RESPONDENTS PERCENTAGES

Bonus 20 40
Leave allowance 12 24
Medical insurance 10 20
Travel allowance 8 16
Total 50 100
Source: Primary Data

Inferences:

From the above chart it is observed that 40% of the respondents prefer bonus facility
over the others, where as 24% of the respondents prefer leave allowance. 20% of the
respondents find medical insurance as the most attractive monetary benefit. Travel
allowance is the most attractive monetary benefit to 16% of the respondents.
Hence it can be inferred that bonus is considered as the most attractive monetary
benefit provided at Ambadi Mainly festival bonus is provided to the workers, which
tends to make their festival celebrations more colorful.

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 CHART NO: 4.9
MONETARY BENEFITS

M o n e ta ry B e n e fits

45
40
35
30
No of Respondents (%)

25
20 40
15
24
10 20
16
5
0
B onus L e a ve a llo w a nMceed ic a l in s u raTnrac eve l a llo w a n c e
R e sp o n se

Source: Primary Data

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 TABLE NO: 4.10
RELATIONSHIP WITH MANAGEMENT

PARTICULARS No Of PERCENTAGES
RESPONDENTS
Highly satisfied 5 10
Satisfied 10 20
Neural 5 10
Dissatisfied 30 60
Total 50 100
Source: Primary Data

Inferences
From the above table it can be observed that 60% of the respondents are dissatisfied
with their relationship with management while 20% of the respondents express their
satisfaction with the same while 10% of the respondents are highly satisfied. 10% of
the respondents have not put forth a clear cut opinion on their relationship with
management.
Hence it can be inferred that majority of the workers in the organisation do not
find their relationship with the management as healthy. A cordial relationship is to be
maintained between the management and workers so as to create a good work
atmosphere.

CHART NO: 4.10

3
 RELATIONSHIP WITH MANAGEMENT

R e la t io n s h ip W it h M a n a g e m e n t

5, 10%
H i g h ly s a t i s fie d
10, 20%
S a t is fie d
N e u t ra l
30, 60%
5, 10% D i s s a t i s fie d

Source: Primary Data

TABLE NO: 4.11

3
 REMUNERATION PAID

PARTICULARS No Of PERCENTAGES
RESPONDENTS
Highly satisfied 5 10
Satisfied 35 70
Neutral 5 10
Dissatisfied 5 10
Total 50 100
Source: Primary Data

Inferences:

From the above table it can be observed that 70% of the respondents are satisfied with
the remuneration received. 10% of the respondents have an indifferent attitude
towards their remuneration. A group of 10%, have expressed their dissatisfaction
regarding the same.
Hence it can be inferred that majority of the workers in the organisation have a
positive attitude towards the remuneration paid. Better remuneration gives a sense of
job satisfaction to the workers.

4
 CHART NO: 4.11
REMUNERATION PAID

R e m u n e r a t io n P a id

80
70
60
50
40
No of Respondents (%)

70
30
20
10
10 10 10
0
H i g h l y s a t i s fi e Sd a t i s fi e d N e u t ra l D i s s a t i s fi e d
R e sp o n se

Source: Primary Data

TABLE4.12

4
 MAJOR COMPONENTS FOR EMPLOYEES SATISFACTION

PARTICULARS RESPONDENTS PERCENTAGES

Wages 10 20
Relationship with 20 40
colleagues
Working condition 10 20
Professional growth 10 20
Total 50 100
Source of Primary Data

Inferences:

From the above table it can be observed that 40% of the respondents find their
relationship with colleagues providing better satisfaction to them, while 20% of the
respondents are given importance to wages. 20% of the respondents find working
condition as the most satisfying factor and the rest of them gives importance to
professional growth.
Hence it can be inferred that most of the workers in the organisation feels
relationship with superior as the major component of employee satisfaction. Better
interpersonal relationship help in enhancing job satisfaction.

4
 CHART NO: 4.12

COMPONENTS FOR EMPLOYEES SATISFACTION

M a jo r C o m p o n e n t s F o r E m p lo y e e s S a t is f a c t io n

45
40
35
30
25
No of Respondents (%)

20 40
15
10 20 20 20
5
0
W a g e s R e l a t i o n s h ipW wo ritkhi n g c o n dPi tr ioo fen s s io n a l
c o ll e a g e s g ro w t h
R e sp o n se

Source of Primary Data

4
 TABLE NO: 4.13
SATISFACTION WITH PRESENT JOB

PARTICULARS RESPONDENTS PERCENTAGES

Highly satisfied 5 10
Satisfied 30 60
Neutral 5 10
Dissatisfied 10 20
Total 50 100
Source: Primary Data

Inferences:

From the above table it can be observed that 60% of the respondents are satisfied with
the present job , 20% of the respondents feels that the job provides dissatisfaction,
and 10% of the respondents feel that the job provides neutral
Hence it can be inferred that majority of workers in the organisation are
satisfied with their present job.

4
 CHART4.15

SATISFACTION WITH PRESENT JOB

S a t is f a c t io n w i t h P r e s e n t J o b

10, 20% 5, 10%

H i g h l y s a t i s fi e d
S a t i s fi e d
N e u tra l
5, 10%
D i s s a t i s fi e d
30, 60%

Source: Primary Data

TABLE NO: 4.16

4
 EMPLOYEE REFERENCE

PARTICULARS RESPONDENTS PERCENTAGES

Encourage 40 80
Discourage 5 10
Not sure 5 10
Total 50 100

Source: Primary Data

Inferences:

From the above table and chart it can be observed that 80% of the respondents would
encourage their friends and relatives to join the organization and 10% of the
respondents are of the opinion that they would not. Another group of 10% stated that
they are not sure with the same.
Hence it can be inferred that majority of the workers in the organisation will
encourage their friends and relatives to join the organization. Only a satisfied
employee will act as an effective word of mouth for the organization. The attitude of
the employee speaks about ter satisfaction.

4
 CHART4.16

EMPLOYEES REFRENCE

E m p lo y e e s R e fr e n c e

5, 10%
5, 10%
E n c o u ra g e
D is c o u ra g e
N o t s u re
40, 80%

Source: Primary Data

4
 TABLE NO: 4.17
SAFETY MEASURES

PARTICULARS REPONDENTS PERCENTAGES

Highly satisfied 25 50
Satisfied 10 10
Dissatisfied 5 10
Highly Dissatisfied 5 10
Total 50 100
Source: Primary Data
.

Inferences:

From the above table and chart it can be observed that 50% of the respondents feel
that they are highly satisfied with the safety measures given to them and 10% of the
respondents feels that they are satisfied with the safety measures at Annn….!0 % have
expressed their disa….on the same.
Hence it can be inferred that majority of the workers in the organisation are
satisfied with the safety measures given to them by the organization.Better safety
measures gives a sense of satisfaction to the workers.

4
 CHART NO: 4.17
SAFETY MEASURES

S a fe ty M e a s u re s

5, 11%

5, 11%
H i g h ly s a t is fie d
S a t is fie d

25, 56% D i s s a t is fie d

H i g h ly D is s a t i s fi e d
10, 22%

Source: Primary Data

.

4
 TABLE NO: 4.18
CHANNEL OF COMMUNICATION

PARTICULARS RESPONDENTS PERCENTAGES

Highly satisfied 5 10
Satisfied 30 60
Neutral 10 20
Dissatisfied 5 10
Total 50 100
Source: Primary Data

Inference

From the above table and chart it can be observed that 60% of the respondents are
satisfied with their present channel of communication and 40% of the respondents are
dissatisfied with the channel of communication at…A. 10%...........
Hence it can be inferred that majority of the workers in the organisation are
satisfied with the proper channel of communication adopted atA….

5
 CHART4.18
CHANNELS OF COMMUNICATION

5
 C h a n n e ls O f C o m m u n ic a t io n

70
60
50
40
No Of Respondents (%)

30 60
20

10 20
10 10
0
H i g h l y s a t i sS fiae t di s fi e d N e u t r a l D i s s a t i s fi e d
R e sp o n se

Source: Primary Data

TABLE NO: 4.19

OPINION REGARDING BONUS

5
 PARTICULARS No Of RESPONDENTS PERCENTAGES
Highly Satisfied 25 50
Satisfied 10 20
Dissatisfied 5 10
Highly Dissatisfied 10 20
Total 50 100
Source: Primary Data

Inference:
From the above table and Chart is observed that 50% of the respondents are
Highly Satisfied with there Bonus, 20% of the respondents are satisfied with there
Bonus and 10% are Dissatisfied with there bonus.
Hence it can be inferred that majority of the workers are Highly Satisfied with
there Bonus

CHART4.19
OPINION REGARDING BONUS

5
 O p in io n R e g a r d in g B o n u s

10, 20%
H ig h ly S a t is fie d
S a t i s fie d
5, 10% 2 5 , 5 0 % D is s a t is fie d

10, 20% H ig h ly D is s a t i s fie d

Source: Primary Data

FINDINGS

5
1) there are more number of females employees in an organization.

2) majority of the respondents comes under the age

category of 41-50
3) majority of the respondents have an experience of 5-
10 years.

4) . It is found that organization does provide opportunities that makes the

employees feel comfortable to do the work.

5) The survey reveals that the organization appreciates the good work
done by employees.

6) The survey shows that majority of them are given the opportunity to
learn and grow.

7) It is found that personal kind of relationship exist among the

employees more than the professional support.

8) It is found that the organization does not provide much of non-

monetary benefits.

9) It is found that majority of them are satisfied with the job in the work
environment.

10)The survey shows that majority of the respondents prefer bonus

facility over the rest of the monetary benefits.

5
11 ) It is observed that majority of the respondents maintains a good
relationship with management.

12)It is found that majority of the respondents have a positive attitude

towards the remuneration paid.

13)It is found that one of the problems faced, is that the respondents are
not satisfied with remuneration.

14) The survey shows that most of the respondents feels relationship as
the major components of employee satisfaction.

15) It is found that majority of the respondents are satisfied with the
present job.
16) It is found that majority of the respondents are satisfied with the
safety measures given to them by the organization.

17 ) It is inferred that majority of the respondents are satisfied with the

proper channel of communication received.

SUGGESTIONS

5
1) Improvement in overseas operation is necessary to generate
enough work of the employees in the organization. This can
help to remove the idleness which they face in the
organization. .
2) Better working condition should be provided so that most of them can do
their job effectively.
3) Management should take into consideration to give more support from
professional area, so that workers can be free and can do work effectively
when suggestions for improvement are given.
4) Appraisal method need not only be concentrated in job performance, but
also in personal development.
5) More consideration should be given for the godown facilities so that when
more orders are received, workers can handle and keep the things
properly.
6) Few of the employees emphasized that one of the problems they faced is
less motivation. Though the number of respondents is less, yet it can
become a major problem in long run. Hence the organization can try to
look into this matter with renewed effort.
7) Management should take more effort to undertake welfare measures.
8) Supervisors should take into consideration the workers problem and
should have a feeling of attachment towards workers in congratulating
them in their work.

CONCLUSION

5
As stated by the Institute of Personnel Development the human resource is

increasingly being recognized as an important asset for every organization. Leadership

today is about recognizing just how much of the management task lies in mention and

motivation signifies the level of direction persistence of effort expended in work. The

study was conducted among the employees of Ambadi Enterprises. This reveals the

different levels of job satisfaction factor in the organization. From the study it is

understood that most of them are not satisfied with the working condition. So efforts

must be made to provide them good facilities.Mangement should take into aspect the

monetary and non-monetary benefits.Workers should be satisfied in their job for

reputation of the firm lies in their satisfaction. The management should be keen to

organize and conduct many activities like training programme, discussions etc.This

will ensure good success to the orgnization.

5
A STUDY ON JOB SATISFACTION OF EMPLOYEES WITH
REFERENCE TO AMBADI ENTERPRISES LTD , KANNUR

5
 INTERVIEW SCHEDULE

Name……………………………….

Native District………………………………………..

Your Designation in Ambadi…………………………………………………

Sex: Male/Female

Marital Status : Single/ Married

1 Age of employees
( ) 20-30
( ) 31-40
( ) 41-50
( ) 51-60

2 Income level of employees

( ) 1000-2000
( ) 2000-3000
( ) 3000-4000

3 Experience of employees
( ) 5-10
( ) 11-15

4) Are you provided any Job opportunities to the organisation

( ) Offered jobs
( ) Not offered jobs
( ) Very rarely
( ) Very often

4) Are you providing any recognition at work in this organisation

( ) Recognised

6
 ( ) Unrecognised

5) Are you satisfied with peer support

( ) Professional support
( ) Social support
( ) Personal support
( ) Any other.

6) How do you feel about Non monetary benefits

( ) Transportation
( ) canteen Facilities
( ) Medical insurance

8) Of the following monetary benefits which one offers you maximum satisfaction
( ) Home rent allowance
( ) Leave allowance
( ) Medical insurance
( ) Travel allowance
( ) Any other

9)Are you satisfied with the relationship between the management

( ) Highly satisfied
( ) Satisfied
( ) Neutral
( ) Dissatisfied

10) Are you satisfied with the remuneration

( ) Highly satisfied
( ) Satisfied
( ) Neutral
( ) Dissatisfied

11) Is there any problem facing by employees

( ) Conflict
( ) Less motivation
( ) Not satisfied with remuneration

6
 ( ) Any other

12) Which is the major component in your organization which satisfies you the
most?

( ) Wages
( ) Relationship
( ) Working condition
( ) Professional growth
( ) Any other

13) Are you satisfied with present job

( ) Highly satisfied
( ) Satisfied
( ) Neutral
( ) Dissatisfaction

14) Does your organization encourage their friends and relatives to join the
organization

( ) Will encourage
( ) Will not encourage
( ) Will discourage
( ) Not sure

15) Are you satisfied with safety measures

( ) Highly satisfied
( ) satisfied
( ) Neutral
( ) Dissatisfied

16) How satisfied are you with your channel of communication

( ) Highly satisfied

6
 ( ) satisfied
( ) Neutral
( ) Dissatisfied

17) What is your opinion regarding bonus provided by the company

( ) Highly Satisfied
( ) Satisfied
( ) Dissatisfied
( ) Highly Dissatisfied

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