A Study of e S in HMT MTL Kalamassery

ISAACS INFO SCHOOL L.C.
CODE 0120
A STUDY ON EMPLOYEE SATISFACTION IN HMT MTL KALAMASSEY

A PROJECT REPORT Submitted by
SAM C. B. DAVID
Reg. No. 520960228
in partial fulfillment of the requirement for the award of the degree of
MBA
in
HUMAN RESOURCE MANAGEMENT
JULY 2011
The project report of
SAM C. B. DAVID
Reg. No. 520960228
A STUDY ON EMPLOYEE SATISFACTION IN HMT MTL KALAMASSERY
Is approved and is acceptable in quality and form
Internal Examiner
External Examiner
DECLARATION
I hereby declare that this report A STUDY ON EMPLOYEE SATISFACTION IN HMT MTL KALAMASSERY is a bonafied record of the project done by me is a partial fulfillment of the requirement for the Degree of Master Of Business Administration of Sikkim- Manipal
University and that no part of this report has been submitted for the award of any other Degree, Diploma, Fellowship or other similar titles or prizes and has not been published in any journal or Magazine.
Place: ALUVA Date:
SAM C. B. DAVID ( Reg. No. 520960228 )
ACKNOWLEDGEMENT
I am indebted to the all powerful Almighty God for being with me throughout the study
Apart from my own efforts, the success of this project was also due largely to the encouragement and guidelines of many others. I take this opportunity to express my gratitude to the people who have been instrumental in the successful completion of this project.
I express my sincere thanks to my internal guide Ms. Suria K.V, center manager of Isaacs Info School, Aluva for her constant encouragement and support throughout our course, especially for the useful suggestions given during the course of the project period.
My deep sense of gratitude to Shri. V.Vinayan DGM(HRM), HMT MTL KALAMASSERY, for his support and guidance.
I express my sincere thanks to the helpful people at HMT MTL KALAMASSERY for their support, cooperation and the valuable time they spent for me.
My thanks and appreciations also goes to my colleagues, in developing this project.
TABLE OF CONTENTS CHAPTER No. 1 TITLE INTRODUCTION TO STUDY 1.1 History 1.2 Purpose of the study 1.3 Objective of the study 2 RESEARCH METHODOLOGY 2.1 Research Tools 2.2 Statistical Tools & Techniques `3 LITERATURE REVIEW 3.1 3.2 Human Research Management Employee Satisfaction PAGE No.
2 3 4 5 7 7 8 11 11 11 13 14 18 19 23 23 24 24 25 25 27 27 27 28
3.2.1 Definition of Employee Satisfaction 3,2.2 Factors Influencing Employee Satisfaction 3.2.3 Tools for Tracking & Measuring E. S 3.2.4 Theories of Employee Satisfaction 3.2.5 Implications for Management 3.2.6 Implications for organization 3.2.7 Importance of E.S for Employee 3.2.8 Outcome of Employee Satisfaction 3.2.9 Benefits of Employee Satisfaction 3.2.10 Assuring Employee Satisfaction 4 INDUSTRY PROFILE 4.1 World Scenario of Machine Tools Industry 4.2 Production of Machine Tools in the World 4.3 Indian Machine Tools Industry
CHAPTER No. 5
TITLE COMPANY PROFILE 5.1 Introduction 5.2 Incept of HMT Limited 5.3 Management 5.4 Present Scenario 5.5 HMT Machine Tools Limited 5.6 Product Profile 5.7 Product Portfolio 5.7 Diversification of Kalamassery Unit & Birth of PMD 5.9 The Current Product Range 5.10 Mission 5.11 Objectives and Goals 5.12 Corporate Strength 5.13 Vision
PAGE No. 31 31 31 31 32 33 36 36 37
38 38 39 39 39 41 41 42-66 68 68-70 70 72 74 75-82
ANALYSIS AND INTERPRETATION 6.1 Calculation of Satisfactory Score Tables and figures
FINDINGS AND SUGESTIONS 7.1 Findings 7.2 Suggestions CONCLUSION BIBLIOGRPHY APPENDIX
LIST OF TABLES
TABLE No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 TITLE OF THE TABLE Number of Respondents and Level of Satisfaction Percentage of Respondents & Experience Percentage of Respondents & Educational Qualification Percentage of Respondents & Their Salary Percentage of Respondents & Family Size Relationship Between Experience and Level of Satisfaction Relationship Between Educational Status And Level of Satisfaction Relationship Between Monthly Salary And Level of Satisfaction Relationship Between Family Size and Level of Satisfaction Chi Square Test , relationship between the Experience and Level of Satisfaction Chi Square test Relationship Between Educational Status and Level of Satisfaction Chi Square test , Relationship Between Monthly Salary And Level of Satisfaction Chi Square test Relationship Between Family Size And Level of Satisfaction Comparison between Satisfaction Level and Company Culture Comparison between Satisfaction Level and Company Policy & activity PAGE No.
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TABLE No.
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TITLE OF THE TABLE Comparison between Satisfaction Level and Work Place and Environment. Comparison between Satisfaction Level and Communication. Comparison between Satisfaction Level and Training & development. Comparison between Satisfaction Level and Performance Appraisal. Comparison between Satisfaction Level and compensation. Comparison between Satisfaction Level and Manager/Supervisor Co-operation. Comparison between Satisfaction Level and Job Satisfaction Comparison between Satisfaction Level and Opportunity for Promotion/Carrier Prospectus Descriptive Statistics Table (combined mean)
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LIST OF FIGURES
TABLE No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 TITLE OF THE FIGURE Number of Respondents and Level of Satisfaction Percentage of Respondents & Experience Percentage of Respondents & Educational Qualification Percentage of Respondents & Their Salary Percentage of Respondents & Family Size Comparison between Satisfaction Level and Company Culture Comparison between Satisfaction Level and Company Policy & activity Comparison between Satisfaction Level and Work Place and Environment. Comparison between Satisfaction Level and Communication. Comparison between Satisfaction Level and Training & development. Comparison between Satisfaction Level and Performance Appraisal. Comparison between Satisfaction Level and compensation. Comparison between Satisfaction Level and Manager/Supervisor Co-operation. Comparison between Satisfaction Level and Job Satisfaction Comparison between Satisfaction Level and Opportunity for Promotion/Carrier Prospectus Descriptive Statistics Table (combined mean) PAGE No.
42 43 44 45 46 55 56 57 58 59 60 61 62 63
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EXECUTIVE SUMMARY
The human resource of an organization constitutes its entire workforce. Human resource management (HRM) is responsible for selecting and inducting competent people, training them, facilitating and motivating them to perform at high levels of efficiency, and providing mechanisms to ensure that they maintain their affiliation with the organization. The objective of this project is to find out how much the employees are satisfied with their work in HMT MTL and how HMT MTL applies the human resource functions in the organization. In this project , I made the survey on the employees of various departments of HMT MTL Kalamassery. This project work entitled A STUDY OF EMPLOYEE SATISFACTION IN HMT MTL KALAMASSERY is a partial fulfillment of the requirement for the Degree of Master Of Business Administration of Sikkim Manipal University. The research is conducted at HMT MTL which is a leading machine tool manufacturer in India . This study examines the different factors which influence the satisfaction level of the employees of the organization. The Appropriateness of study is based on the employees views and their work atmosphere. The project was undertaken to study the level of Employee Satisfaction in order to improve the whole working atmosphere in the industry. The project was also done through direct personnel interviews and also through the structured questionnaires. Data gathered was analyzed using a structured technique in order to draft recommendation, suggestions and implications. The analysis of data revealed that effort is needed to improve the employee satisfaction and their improvement procedure. The organizational power and strength are the dedicated, qualified and able manpower. So the manpower should be always perfect and dedicated. The manpower will be dedicated only if they are satisfied. Hence, it is necessary to give the employees a good working environment, so that the organization can get a perfect output. The findings of this study provide valuable insights for the management of the organization to create a motivated and committed workforce.
INTRODUCTION TO THE STUDY
A STUDY ON E. S. IN HMT MTL
CHAPTER I
We live in a highly competitive world, where the success of any organization depends on its human resources. A hard working, loyal, happy employee is no doubt a genuine asset of any organization. It is important to manage human resources effectively and find out whether its employees are satisfied and so they will be committed to their work, projecting a positive image of the organization, and determining its performance.
Andrew Carnegie is quoted as saying:
Take away my people, but leave my factories, and soon grass will grow on the floors of factories. Take away my factories but leave my people and soon we will have new and better factories.
One of the major assets of any organization is the people that it employs. This is because an effective organization aims to involve good work performers. Employee satisfaction (often referred to as job satisfaction) refers to a persons feeling of satisfaction on the job, which acts as a motivation to work. It is not the self contentment, happiness or self contentment but the satisfaction on the job.
not the self satisfaction, happiness or self contentment but the satisfaction on the jo The term relates to the total relationship between an individual and the employer for which he is paid. Satisfaction does mean the simple feeling-state accompanying the attainment of any goal; the end-state is feeling accompanying the attainment by an impulse of its objectives. Job satisfaction does not mean absence of motivation at work. Research workers differently describe the factors contributing to job satisfaction and job dissatisfaction.
Employee satisfaction is one of the main tasks of Human Resource Management. Actions taken by the HR department are aimed to reach an optimum satisfaction. The background lies within the goal of reaching a sustainable and increased company management. Employee satisfaction leads to customer satisfaction. When internal customers (employees) are happy, they treat external customers well. Customers will keep coming back for more. This grows the relationship and leads to customer loyalty. by -Richard Federico, Vice President and National Work-Life Practice Leader at The Segal Company in Survey Links Work-Life Programs to Employee Performance
There are many factors which influence the performance of the employees such as the working condition, salary, job tasks, relationships between employees and managers including levels of Greenberg & Baron, 1983). communication between them. (Hoppock, 1935;
History
One of the biggest preludes to the study of employee satisfaction was the Hawthorne studies. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions
(most notably illumination) on workers productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later found that this increase resulted not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay which paved the way for researchers to investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylors work.
Purpose Of The Study:

Gathering information and theoretical knowledge is a part of the study. It become complete when added with practical knowledge as the noted truth comes to sight. Hence one becomes more efficient and effective when a flavor of practical outlook is added to the bosky mind. As the study has got wide relevance in formulating valid information about the organization, it helps in getting a critical look in to the personnel practices of the organization, organizational behavior, employer employee relationship and the working environment of the organization in relation to theoretical knowledge. It gives a previous idea about the job and working
environment to the future decision- making how to perform by assigned job successfully and tactfully.
The objectives of the study:
The following are the main objective of the study 1. To measure the satisfaction level of employees in HMT MTL
2. To know the employee satisfaction towards the facilities available at HMT MTL.
3. To identify the factors influencing employee satisfaction
4. To identify the factors improving the satisfaction level of employees.
5. To identify the employees expectations on their job
6. To study the relationship between the personal factors of the employee (Gender, Qualification, Age, and Years of Service in a company, Salary drawn for the month etc.) with satisfaction level.
7. To offer valuable suggestions to improve the satisfaction level of employees of the organization.
1.
RESEARCH METHODOLOGY
CHAPTER 2 RESEARCH METHODOLOGY

The methodology followed for conducting the study includes the specification of research design, sample design, questionnaire design, data collection and statistical tools used for analyzing the collected data.
2.1 Research design:
The research design used for this study is of the
descriptive type. Descriptive research studies are those studies which are concerned with describing the characteristics of a particular individual or a group.
2.2 Area of study The area of study is confined to the employees of HMT MTL 2.3 Questionnaire design The questionnaire framed for the research study is a
structured questionnaire in which all the questions are predetermined before conducting the survey. The form of question is of both closed and open type. The scales used to evaluate questions is the Likert 5 point scale
2.4 Pilot study; It is appropriate to conduct pilot survey to check the reliability of
the questionnaire . So a pilot study was conducted on 25 respondent which is 5% of the population
2.5 Data collection The primary data was collected by using questionnaires. The
questionnaire has 75 questions excluding personal background. A five point scale was used such as, Strongly agree, Agree, Undecided, Disagree and Strongly disagree
2.6 Technique To uncover the important attributes which determine the

satisfaction level of the employee with respect to the various services catered by the company, a non-structured in-depth interview of employee, selected by convenience, is carried out. Then a list of attributes is finalized keeping in mind 7
that an attribute once selected is not repeated on being encountered for the second time.
2.7 Data Collection and Analysis
Exhaustive list of all the employees are
obtained. A sample size of 75 is chosen to be representative of the population (nearly 15% of the population).The random sampling method is adopted.
2.8 Research instrument The Structured questionnaire is used as the research

instrument for the study.
2.9 Sampling Technique: The simple random sampling method is adopted for
the study.
2.10 Data Collection Method Primary data The primary data are those, which are collected afresh and for the
first time and thus happen to be original in character. The primary data were collected through well-designed and structured questionnaires based on the objectives.
Secondary data The secondary data are those, which have already been collected
by someone else and passed through statistical process. The secondary data required for the research was collected from the past records maintained by the company.
2.11 STATISTICAL TOOLS AND TECHNIQUES

To analyze and interpret collected data the following statistical tools were used. 1) Percentage method 2) Two Way Analysis 3) Chi-square analysis 4) Combined Mean
2.11.1 Percentage method 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 Percentage of respondent = No. of respondents favorable x 100 Total no of respondents
2.11.2 Two Way Analysis

When analysis of categorical data is concerned with more than one variable, twoway tables (also known as contingency tables) are employed. These tables provide a foundation for statistical inference, where statistical tests question the relationship between the variables on the basis of the data observed.
2.11.3 Chi-square analysis

Chi-square analysis in statistics is to test the goodness of fit 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.; Karl Pearson has developed a method to test the difference between the theoretical (hypothesis) & the observed value.
Chi-square ( 2 ) = (O-E)2 /E
O = Observed Frequency E = Expected Frequency R = Number of Rows C = Number of Columns Degrees Of Freedom (V) = (R -1) (C -1) where R represents the number of rows in the twoway table and C represents the number of columns. E is calculated from two way table = row total X column total / grant total
( For all the chi-square test, the table value is taken as @ 5% level of significance ) 9
LITERATURE REVIEW
LITERATURE REVIEW
CHAPTER 3 LITERATURE REVIEW
3.1 Human Resource Management

Human resources are the most valuable and unique assets of an organization. The successful management of an organization's human resources is an exciting, dynamic and challenging task, especially at a time when the world has become a global village and economies are in a state of flux. The scarcity of talented resources and the growing expectations of the modern day worker have further increased the complexity of the human resource function. Even though specific human resource functions/activities are the responsibility of the human resource department, the actual management of human resources is the responsibility of all the managers in an organization. It is therefore necessary for all managers to understand and give due importance to the different human resource policies and activities in the organization. Human Resource Management outlines the importance of HRM and its different functions in an organization. It examines the various HR processes that are concerned with attracting, managing, motivating and developing employees for the benefit of the organization.
3.2 Employee Satisfaction

Employee satisfaction is a measure of how happy workers are with their job and working environment. Keeping morale high among workers can be of tremendous benefit to any company, as happy workers will be more likely to produce more, take fewer days off, and stay loyal to the company. There are many factors in improving or maintaining high employee satisfaction, which wise employers would
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do well to implement. To measure employee satisfaction , many companies will have mandatory surveys or face-to-face meetings with employees to gain information. Both of these tactics have pros and con and should be chosen carefully. Surveys are often anonymous, allowing workers more freedom to be honest without fear of repercussion. Interviews with company management can feel intimidating, but if done correctly can let the worker know that their voice has been heard and their concerns addressed by those in charge. Surveys and meetings can truly get to the center of the data surrounding employee satisfaction, and can be great tools to identify specific problems leading to lowered morale. Many experts believe that one of the best ways to maintain employee satisfaction is to make workers feel like part of a family or team. Holding office events, such as parties or group outings, can help build close bonds among workers. Many companies also participate in team-building retreats that are designed to have found success. strengthen the working relationship of the employees in a non-work related setting. Camping trips, backpacking wars and guide backpacking trips are versions of this type of team-building strategy, with which many employers have found success. Of course, few workers will not experience a boost in morale after receiving more money. Raises and bonuses can seriously affect employee satisfaction, and should be given when possible. Yet money cannot solve all morale issues, and if a company with widespread problems for workers cannot improve their overall environment, a bonus may be quickly forgotten as the daily stress of an unpleasant job continues to mount. If possible, provide amenities to your workers to improve morale. Make certain they have a comfortable, clean break room with basic necessities such as drinking water. Keep facilities such as bathrooms clean and stocked with supplies. While an air of professionalism is necessary for most businesses, allowing workers to keep family photos or small trinkets on their desk can make them feel more comfortable and nested at their workstation. Basic considerations like these can improve employee satisfaction, as workers will feel
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well cared for by their employers. The backbone of employee satisfaction is respect for workers and the job they perform. In every interaction with management, employees should be treated with courtesy and interest. An easy avenue for employees to discuss problems with upper management should be maintained and carefully monitored. Even if management cannot meet all the demands of employees, showing workers that they are being heard and putting honest dedication into compromising will often help to improve morale. Employee satisfaction surveys help employers measure and understand their employees' attitude, opinions, motivation, and satisfaction. Employee satisfaction is the terminology used to describe whether employees are happy and contented and fulfilling their desires and needs at work. Employee satisfaction is often measured by anonymous surveys administered periodically that gauge employee satisfaction in areas such as management and teamwork.
3.2.1 Definition of Employee Satisfaction
Employee satisfaction is
influenced by a variety of factors. These include job stability, promotion opportunities and satisfactory compensation (Clark & Oswald, 1996; De Santis & Durst, 1996). In addition it is also observed that social satisfaction and the characteristics of superiors have an effect on employees satisfaction levels (Eskildsen Nussler, 2000; Martensen & Gronholdt, 2001). Further, any shift in the organizational behavior noticed in the employee is a result of a psychological impact of a relevant factor on the subject (Eskildsen et al., 2004). Satisfied workers tend to engage in organizational citizenship behavior altruistic behavior that exceeds the formal requirements of their jobs (Schnake, 1991). Earlier research has shown that job satisfaction is one of the best predictors of employee loyalty (Eskildsen & Nussler, 2000; Fosam et al., 1998; Martensen & Gronholdt, 2001; Schiesinger & Heskett, 1991), employee satisfaction and job performance. Thus it is evident that the effective functioning of an organisation depends on employees (Motowidlo, 1993). Morhead and Griffin, 1998 defined employee satisfaction could be defined as the extent of his gratification or prosperity that the former get 13
LITERATURE REVIEW
from their job. Pool, 1997 and Reilly et al., 1991 viewed it as the evaluation of the overall quality by the employee of his present job (Pool, 1997; Reilly et al., 1991). A great deal of the research on this issue has focused on the personenvironment fit paradigm which states that the more a persons work environment fulfills his or her needs, the greater the degree of his job satisfaction (Kristof, 1996; Mottaz, 1985).
3.2.2 Factors which influence the employees satisfaction

1. Pay 2. Job Security 3. Social Simulation 4. Demographic Factors 5. Opportunity For Promotion 6. Recognition & Appreciation 7. Interpersonal Relationships 8. Opportunity To Use One's Abilities 9. Working Hours & Physical Conditions 10. Adequate Authority & Sense of Control 11. Equal Opportunities Working Environment
1. Pay
Findings from several studies underline pay as one of the most important factors influencing one's level of job satisfaction. In a study conducted by Lawler (1971), pay has been identified as a determinant factor as most employees rated it as the most influential factor related to job satisfaction. Furthermore, according to Herzberg (1959), employees who are dissatisfied with their pay, are likely that they are also dissatisfied with their work.
2. Job Security
Job security has attracted a great deal of research interest in recent years. The importance of job security comes from the fact that it is vital for influencing 14
LITERATURE REVIEW
work-related outcomes. Job security appears to be an important determinant of employee health (Kuhnert et al., 1989); for employee turnover (Arnold and Feldman, 1982); for job satisfaction and for organizational commitment (Ashford et al., 1989 ). Ashford et al., (1989 ) examined the impact of job insecurity on organizational commitment and job satisfaction and found that job insecurity leads to reduced satisfaction and commitment. There is also evidence that job insecurity reduces job performance (Rosow & Zager, 1985).
3. Social Simulation
Work and social simulation is another determinant factor of job satisfaction. Employees prefer positions where they are active rather than bound to a working routine that is likely to produce feelings of boredom. Employees who perceive their job as a way of making a career out of it rather than seeing it as a temporary position, are more likely to prefer challenges in their working tasks and seek further developmental opportunities in their working role (Greenberg & Baron, 1983).
4. Demographic Factors
Studies have shown that age, race and gender have important effects on job satisfaction. In a study conducted by Kalleberg and Loscocco, (1983) older workers were more satisfied than younger workers and minority groups of different ethnicity were less satisfied than the rest of the workers (Amy S. Wharton, Thomas Rotolo, and Sharon R. Bird ,2000). However, the effects of gender on job satisfaction vary with the level at which an individual works. A study by H. Jack Shapiro and Louis W. Stern found that professional women such as clinical psychologists, social workers, and medical workers experienced lower levels of job satisfaction than their male counterparts (Shapiro & Stern, 1998). Among non professionals the reverse was true.
In a consequent study, job satisfaction was examined across graduates five years after they had graduated from university and the results show that at higher occupational levels men expressed more satisfaction than women in terms of pay and opportunities for advancement (Philip E. Varca, Garnett S. Shaffer, Cynthia 15
LITERATURE REVIEW
D.McCauley, 1983). In addition, Charlotte Chiu (1998), found that female lawyers had significantly lower job satisfaction than male lawyers, and that the reason for the difference was that women feel they have fewer opportunities for promotion than men. The present questionnaire adds another demographic factor such as the type of job in order to make vertical and horizontal comparisons between and within types of jobs and departments.
5. Opportunity For Promotion

Employee perceptions about opportunity for promotion are also another determinant that influences job satisfaction. One survey found that a perceived lack of promotion opportunities was the strongest reason why federal employees left government service (U.S. Merit Systems Protection Board 1987). 6. Recognition & Appreciation In a study that was carried out in 23 Romanian organizations, recognition and appreciation were found to be motivating factors responsible for increased effectiveness of employees at work and their high levels of job satisfaction (Farhad Analoui, 1999).
7. Interpersonal Relationships
Several studies take a social approach to job satisfaction, examining the influence of supervision, management, and co-worker social support. An individual's level of job satisfaction might be a function of personal characteristics and the characteristics of the groups to which she or he belongs to. The social context of work is likely to have a significant impact on a worker's attitude and behavior Relationships with both co workers and supervisors are important. Some studies have shown that the better the relationship between fellow workers and between workers and their immediate boss, the greater the level of job satisfaction (Arne L. Kalleberg and Loscocco, 1983). 16
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8. Opportunity To Use One's Abilities

Internal rewards involve job characteristics, or the nature of the task that an employee performs. Employees generally need and like jobs that make use of their abilities. (National Commission on the State and Local Public Service, 1993)
9. Working Hours & Physical Conditions

Two elements related to job satisfaction are the working hours and the physical conditions under which workers spend their working days. According to Siegel and Lane (1974), the level of importance to some factors is strongly related to job type.
10. Adequate Authority & Sense of Control

Another important component of job satisfaction is the worker's attitude towards the job. The intrinsic rewards of a job, such as a sense of control over one's work and a feeling of accomplishment are important determinants of job satisfaction. Employees are more satisfied when they have adequate freedom and authority to do their jobs and to choose their own method of working. When workers have various autonomous tasks in their jobs, they tend to have more of a sense of control. Previous studies have shown that job satisfaction is negatively related to the performance of routine tasks, and also that job satisfaction is positively related to the performance of more complex and autonomous tasks (Gary Blau, 1999). 11. Equal Opportunities Working Environment Other factors that affect one's levels of job satisfaction appear to be related to ethical issues and individual differences. Workers prefer an equal opportunities environment where they will be respected in terms of their race, religion, gender, educational background, physical disability etc. An environment as such encourages workers to feel equal among them and contributes to job satisfaction (Finchham & Rhodes, 1994) . 17
LITERATURE REVIEW
However, a comprehensive approach requires that many additional factors be included before a complete understanding of employee satisfaction can be obtained. Such factors are the employees , health, temperament, desires and levels of aspiration should be considered. Further, his family relationship, social status, recreational or purely social-contribute ultimately to job satisfaction.
3.2.3 Tools for tracking and measuring employee satisfaction:

1.Suggestion System: Employee can freely deliver complaints and suggestions
through facilities like suggestion box, personal meetings with seniors etc.
2.Lost Employee Analysis: The exit interviews are conducted or employee loss
rate is computed.
3.Rating Scales (Single Global Rating) The most common approach for
employee Satisfaction is the use of rating scales. These scales fall into two general categories. One is called tailor made scales which are constructed for a particular aspect. The second set comprises standardized scales which before their use, have been developed to establish group norms on the scales and to ensure reliability and validity of the measuring instruments. There are two main standardized scales. They are Job Descriptive Index (JDI) developed by Smith, Kendall and Hulin (1969) and MINNESOTA Satisfaction Questionnaire.(MSQ). The tailor made scales are frequently used in practice.
4. Critical Incidents: This is based on the Herzbergs two factor theory of

motivation. In this method the employee is asked about the specific incidents in the job in which they were particularly satisfied or dissatisfied. These incidents were then further analyzed in determining which aspects were closely related to positive and negative attitudes.
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5. Interviews: It is another method of measuring employee Satisfaction. In this

method each employee is interviewed personally. The employees do give their opinions, which reveal whether they are satisfied or dissatisfied with the job.
6. Action Tendencies: These represent the inclinations people have to avoid or

approach certain things. By gathering information about how they feel like acting with respect to their jobs, the Job Satisfaction can be measured.
7. Summation Score: The summation score considers employees attitudes

towards various aspects of the jobs. The important aspects of job included are nature of work itself, supervision, pay, promotion, co-workers etc. The scores given for each of these aspects are added to give the overall Job Satisfaction score of an employee.
3.2.4 The Theories of Employee Satisfaction

There is vital difference among experts about the concept of employee satisfaction. The most important approaches/theories of employee satisfactions are: 1. Fulfillment Theory 2. Discrepancy Theory 3. Equity Theory 4. Two-Factor Theory (Herzbergs Motivation-Hygiene Theory) 5. The hierarchy of needs model of Abraham Maslow
1. Fulfillment Theory
The proponents of this theory measure satisfaction in terms of rewards a person receives or the extent to which his needs are satisfied. Further they thought that there is a direct/ positive relationship between job satisfaction and the actual satisfaction of the expected needs. The main difficulty in this approach is that job satisfaction as 19
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observed by Willing, is not only a function of what a person receives but also what he feels he should receive as there would be considerable difference in the actual and expectations of persons. This led to the development of the discrepancy-theory of job satisfaction. 2. Discrepancy Theory The proponents of this theory argue that satisfaction is the function of what a person actually receives from his job situation and what he thinks he should receive or what he expects to receive. When the actual satisfaction derived is less than expected satisfaction, it results in dissatisfaction. This approach does not make it clear whether or not over satisfaction is a part of dissatisfaction and if so, how does it differ from dissatisfaction. This led to the development of equity theory of job satisfaction.
3. Equity Theory
The proponents of this theory are of the view that a persons satisfaction is determined by his perceived equity, which in turn is determined by his input-output balance compared to his comparison of others input-output balance. Input-output balance is the perceived ratio of what a person receives from his job relative to what he contributes to the job. This theory is of the view that both under and over rewards lead to dissatisfaction while the under reward causes feelings of unfair treatment, over-reward leads to feeling of guilt and discomfort. This theory led to the development of two-factor theory of job satisfaction
4. Two- Factor Theory

Nowadays one of the central theories for the job satisfaction is the Two Factor Theory of Frederick Herzberg. The Two Factor Theory distinguishes between 1. Hygiene factors which are needed to ensure an employee does not become dissatisfied. They do not lead to higher levels of motivation, but without them there is dissatisfaction. 2. Motivation factors which are needed in order to motivate an employee into higher performance. These factors result from internal generators in employees. 20
LITERATURE REVIEW
Typical hygiene factors are such as job security, salary, company, status, working conditions, job, quality of supervision, company policies and administration and interpersonal relations. Typical motivation factors are achievement, recognition for achievement, responsibility for task, interest in the job, advancement to higher level tasks and growth. The combination of the two factors results into four possible scenarios: 1. High Hygiene and High Motivation: The ideal situation where employees are highly motivated and have few complaints. 2. High Hygiene and Low Motivation: Employees have few complaints but are not highly motivated. The job is perceived as a paycheck. 3. Low Hygiene and High Motivation: Employees are motivated but have a lot of complaints. A situation where the job is exciting and challenging but salaries and work conditions are not up to par. 4. Low Hygiene and Low Motivation: The worst situation. Unmotivated employees with lots of complaints.
5. The hierarchy of needs model of Abraham Maslow

Each human being is motivated by needs. Our most basic needs are inborn, having evolved over tens of thousands of years. Abraham Maslows hierarchy of needs helps to explain how these needs motivate us all. Physiological Needs.- These are very basic needs such as air ,water, food, sleep, sex etc. When these are not satisfied we may feel sickness, irritation, pain, discomfort etc. These feelings motivate us to alleviate them as soon as possible to establish homeostasis. Once they are alleviated, we may think about other things. Safety Needs;- This have to do with establishing stability and consistency in a chaotic world. These needs are mostly psychological in nature. We need the security of a home and family. However, if a family is dysfunction, ie. an abusive husband , the wife cannot move to the next level because she is consistently concerned for
his safety. Love and belongings have to wait until she is no longer cringing in fear.
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LITERATURE REVIEW
Many in our society cry out for law and order because they do not feel safe enough to go for a walk in their neighborhood. Social Needs :- These are next on the ladder. Humans have a desire to belong to groups: Clubs, work groups, religious group, family, gangs, etc. We need to feel loved (non-sexual) by others, to be accepted by others. Performers appreciate applause. We need to be needed. Self-esteem Needs :- There are two types of esteem needs. First is self- esteem which results from competence or mastery of a task. Second, is the attention and recognition that comes from others. This is similar to the belongingness level, however, wanting administration has to do with need for power. Need for Self-Actualization:-This is the desire to become more and more what one is, to become everything that one is capable of becoming. People who have everything can maximize their potential. They can seek knowledge, peace, esthetic, self fulfillment, oneness with God, etc.
Self Actualization Self Esteem Needs
Social Needs
Safty Needs
Physiological Needs
The Hierarchy Of Needs Model Of Abraham Maslow

22
LITERATURE REVIEW
3.2.5 Implications for Management

If Maslow's theory holds, there are some important implications for management. There are opportunities to motivate employees through management style, job design, company events, and compensation packages, some examples of which follow:
Physiological needs: Provide lunch breaks, rest breaks, and wages that are
sufficient to purchase the essentials of life.
Safety Needs : Provide a safe working environment, retirement benefits, and job
security. Social Needs: Create a sense of community via team based projects and social events.
Esteem Needs: Recognize achievements to make employees feel appreciated and

valued. Offer job titles that convey the importance of the position. Self-Actualization: Provide employees a challenge and the opportunity to reach their full career potential. However, not all people are driven by the same needs - at any time different people may be motivated by entirely different factors. It is important to understand the needs being pursued by each employee. To motivate an employee, the manager must be able to recognize the needs level at which the employee is operating, and use those needs as levers of motivation.
3.2.6 Importance of employee satisfaction for organization

Enhance employee retention. Increase productivity. Increase customer satisfaction Reduce turnover, recruiting, and training costs. 23
LITERATURE REVIEW
Enhance customer satisfaction and loyalty. More energetic employees. Improve teamwork. Higher quality products and/or services due to more competent, energized employees.
3.2.7 Importance of employee satisfaction for employee

Employee will believe that the organization will be satisfying in the long run. They will care about the quality of their work. They will create and deliver superior value to the customer. They are more committed to the organization. Their works are more productive.
3.2.8 Outcome of Employee Satisfaction:

a. Satisfaction and Productivity: Satisfied employees are not necessarily more productive. Employee productivity is higher in organization with more satisfied employees. b. Satisfaction and Absenteeism: Satisfied employees have few avoidable absenteeism. c. Satisfaction and Turnover: Satisfied employees are less likely to quit. Organization takes actions to retain high performers and to weed out lower performers. d. Satisfaction and Organization Behavior: Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectation of their job. e. Satisfied employee increase Customer Satisfaction: Because they are more friendly, upbeat and responsive. They are less likely to turnover which helps build long-term customer relationship. They are experienced.
24
LITERATURE REVIEW
3.2.7 Benefits Of Employee Satisfaction Study

Although "human resources" are the most important resources for any organization So the study of "employee satisfaction" helps the company to maintain high performance. A systematic study gives, An indication to the general level of satisfaction Helps to Improve communication ,attitudes among workers and managers It helps to discover the cause of indirect productivity problems, such as absenteeism, high turnover and poor quality of work. It helps management to asses training need. It is used as an indicator of the effectiveness of organizational reward system. It is used in the evaluation of the impact of organizational changes on Spirit of co-operation and mutual respect etc.
3.2.8 Assuring Employee Satisfaction

Assuring employee satisfaction, over the long term, requires careful planning and effort both by management and by workers. Managers are encouraged to consider such theories as Hertzbergs (1957) and Maslow's (1943) Creating a good blend of factors that contribute to a stimulating, challenging, supportive, and rewarding workenvironment is vital. Because of the relative prominence of pay in the reward system, it is very important that salaries be tied to job responsibilities and that pay increases be tied to performance rather than seniority. So, in essence, employee satisfaction is a product of the events and conditions that people experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is fair, her promotional opportunities are good, her supervisor is supportive, and her co-workers are friendly, then a situational approach leads one to predict she is satisfied with her job"
25
INDUSTRY PROFILE
INDUSTRY PROFILE
CHAPTER - 4 INDUSTRY PROFILE 4.1 World Scenario of Machine Tools Industry

The Machine tools sector which constitutes the backbone of the industries of all countries, directly or indirectly affects the development of a lot of sectors due to its efficiency at technology production. These machine tools have a contribution one way or another, directly and indirectly, in the conveyance of all kinds of consumption goods and means of comfort we use in our everyday lives. This sector is also directly connected with the sector of general machinery production, automotive and defense industries. When adopting new technologies and new designs, technical information is the key prerequisite. Designing and production of machine tools is at a basic engineering industry level. This sector is sensitive to changes occurring in the economy, completing other sectors as well as generating employment
4.2 Production of Machine Tools in the World

All producing countries make gains, and some are double-digit gains. Chinas estimated shipments soared in the year 2006. World output increased more than 10% to nearly $ 60 billion. Asian builders increased their production at a faster pace than those in Europe or America. According to the information obtained from the report called 2006 World Machine Tool Output and Consumption Survey, the important countries of the world, in 2006, produced machine tools worth $ 59.5 billion. This value indicates that the production of these 29 countries increased by 10%, from $ 53.8 billion one year before. Hence, it can be said that there had been a decrease in the rising pace of
27
INDUSTRY PROFILE
production, since production of machine tools had displayed an increase of 14% in 2005, compared to 2004.
4.3 Indian Machine Tools Industry

Background and Historical Trends
The Machine Tools Industry in India dates back to the Second World War. Due to non-availability of imported machine tools, a few British owned general engineering firms took up manufacturing in India. This was followed by the start of industrialization in a series of five year plans. The process of planning in the economy resulted in a second phase of machine tools manufacturing with public sector investment in machine tools (HMT Ltd., 1953). These two initial phases of development of the Indian machine tools industry saw the production of general purpose machine tools, most of which were produced under technical assistance from foreign collaborators (Oerlikon, Louden, Ward, Herbert, Jones & Shipman etc). The 1960s marked the third phase of the machine tools industry. During this phase, the range of products witnessed rapid growth and various types of machine tools including SPMs were manufactured (Multi-spindle Automats, Gear cutting machines, SPMs, Broaching machines, Presses etc). The fourth phase began in the mid 1980s which saw the entry of Japanese machine tool makers in the Indian market through licensing arrangements (MoriSeiki, Mitsubishi, Hitachi-Seiki, NachiFuji-Koshi, Murata etc). The fifth and current phase began in the early nineties after the liberalization of the Indian economy. With market share of the bigger companies expanding and the public sector giants shrinking and those of smaller companies rising, in-house design capability, entrepreneurial spirit, greater technology friendliness, operational flexibility and lean management combined to give a greater competitive edge to the smaller companies set up by technocrats, resulting in a significant shift in machine tools 28
INDUSTRY PROFILE
production to these medium sized companies. However, these companies produce sophisticated machines and machines of higher capacity either singly, or in small numbers.
4.4
Indian Machine Tool Industry shaping the future

Machine tools a strategic industry forms the backbone of many, if not most,
of the major sectors of industrial activity in a country in the traditional manufacturing context. Therefore, a country such as India which is on the threshold of becoming a major global industrial and economic power must have a strong, well developed, robust and modern machine tool industry to support and assist its manufacturing sector. The machine tool industry in India has played and will continue to play a key role in enhancing competitiveness and enabling development of quality and excellence in the manufacturing industry and the economy as a whole. In India, the machine tool industry supports the strategic development and growth of the automotive, white and brown goods industry, capital goods industry as well as defense, railway, aerospace etc. Machine tools also contribute to the vibrancy of small and medium scale manufacturing industries, in particular, the millions of job shops in the country. In India, the Rs. 17 billion machine tool industry supports more than Rs. 2000 billion manufacturing sector in the country. The Indian machine tool industry predominantly comprises manufacturers from small and medium sized enterprises. There are about 150 major manufacturers in the organized sector. About three quarters of total machine tool production in the country comes out of ISO certified companies that are involved in manufacturing of metalworking machine tools, manufacturing solutions, accessories, cutting tools and tooling systems. India-wide, the sector employs some 65000 skilled and unskilled persons. 28
COMPANY PROFILE
COMPANY PROFILE
CHAPTER 5 COMPANY PROFILE

5.1 Introduction
By the era of the Second World War, the Government of India was confronted by a big problem of disposing the colossal war waste. Ultimately, a committee was constituted to inquire into the possibilities. The committee report of 1948 proposed the establishment of a government owned machine tools industry. This was expected to fulfill two aspects the first being utilization of the Rs. 4000 million worth of metallic waste and the second being the incorporation of a state owned infrastructure manufacturing facility. The result was the birth of the Hindustan Machine Tools Limited, which diversified in due course of time to their present status of the multi-core, multi-location, multi-unit, and multi-product industrial giant HMT Ltd.
5.2 Inception of HMT Limited

The HMT Ltd was started as a single factory to produce tool room lathes at Bangalore in collaboration with M/s Oerlikon of Switzerland in 1953, with a capacity to manufacture around 400 machines per year. Since then, different collaborations in research and development and tremendous marketing efforts brought HMT to its present status. The growth of HMT Ltd was characterized by the forward and backward integration of technology and product diversification. Thus, the company that started with manufacturing and selling lathes expanded its machine tools product range to evolve as the ultimate solution in metal cutting. The product diversification efforts took the company to the business of watches in 1962, tractors in 1971, diecasting and plastic machinery in 1971, printing machinery in 1972, presses in 1972, lamps and lamp making machinery in 1972, food processing machinery in 1980, CNC systems in 1986, ball screws in 1986 and reconditioning in 1990.
31
COMPANY PROFILE
5.3 Management
The company is governed by a Board of Directors and is represented by the government in the board. The administrative control of the company is by the Department of Heavy Industry under the Ministry of Industry.
5.4 Present Scenario

Today, HMT Ltd has its manufacturing units with 22 product divisions spread through the length and breadth of India. A subsidiary, viz. HMT International Ltd undertakes the exports of the company. They are also the export agents for several other Indian companies. HMT Ltd was restructured in 1992 to facilitate better administration of the multi-product business activities. Accordingly, the following business groups were established: Machine Tools Business Group to concentrate on metal cutting machines Industrial Machinery Business Group to deal with printing machinery, diecasting and plastic injection moulding machines, food processing machines and metal forming machines Agricultural Business Group to concentrate on tractors Engineering Components Business Group to deal with casting and ball screws Consumer Product Business Group to deal with watches and lamps In addition to these Business Groups, the company has three subsidiaries as follows: HMT (International) Ltd which undertakes overseas projects and exports Praga Tools Ltd which manufactures Machine Tools HMT Bearings Ltd which manufactures Precision Bearing in collaboration with M/s Koyo, Japan As per the revival plan of this public sector industry, a turn around plan was introduced in the early days of this millennium. It was reorganized as a holding company, HMT Ltd, including a Tractor Division and presently consists of the following subsidiaries: 32
COMPANY PROFILE
HMT Machine Tools Limited HMT Watches Limited HMT Chinar Watches Limited HMT Bearings Limited HMT International Limited Praga Tools Limited
5.5 HMT Machine Tools Limited

The HMT Machine Tools Limited is engaged in the manufacture and marketing of general purpose machine tools, special purpose machine tools, computerized numerically controlled machine tools, precision machines, metal forming presses, die-casting and plastic injection moulding machines and ferrous and non-ferrous casting.
Product Range of HMT Machine Tools Unit

Bangalore Heavy duty lathes Single and Multi Spindle automates Radial Drilling machines Multi Spindle drills Cylindrical and Surface grinders Laser cutting hobbers Gear cutting machines CNC Turn Mill centres CNC Wire cut EDM Fine Boring machines / SPMs Pinjore FMS and FMC 33
COMPANY PROFILE
Horizontal and Vertical machining centers Milling machines Branding machines Kalamassery CNC Turning centre Turn Mill centre Flexible Turning cell Copying lathes Centre lathes Offset printing machines Paper cutting machines Hyderabad Special purpose machines Horizontal machining centre FMS CNC Horizontal Boring machines Bed type and Floor type Boring machines Ajmer Grinding machines SPM grinders CNC grinders
HMT Watches Limited

HMT Watches Ltd manufactures and markets watches including hand wound, automatic and quartz varieties.
HMT Chinar Watches Limited

34
COMPANY PROFILE
HMT Chinar Watches Ltd is engaged in the manufacture of chinar model watches and is located in Srinagar, Kashmir.
HMT Bearings Limited

HMT Bearings Ltd is engaged in the manufacture of different types of industrial bearings and is situated in Hyderabad.
HMT International Limited

HMT International Ltd is engaged in the export of HMT range of products worldwide. HMT (I) also markets other Indian engineering products in the world market and is backed by a good sales and service network. It also undertakes turnkey projects and technical service for developing nations.
Praga Tools Limited

Praga Tools Ltd is engaged in the manufacture of Machine Tools and is located at Hyderabad.
The Kalamassery Complex of HMT Machine Tools Ltd

The Kalamassery unit, the 4th machine tools unit was established in 1963 and started production in 1964. The unit originally manufactured only two types of centre lathes viz. H22 and LB, but later added special purpose lathes like copying and turret lathes. Model LT-20 was the first product to be indigenously developed in the unit (1968), and the development of this product was a landmark in the history of the unit. The production of this machine was later licensed to M/s QETCOS (Kerala), MATOOLS (Philippines) and Ceylon Steel Corporation (Sri Lanka). The original centre lathes H22 and LB were then replaced by a new family of unified series of lathes, which was designed and developed by the unit, incorporating the concepts of computer optimized design, standardization and unification. 35
COMPANY PROFILE
5.6 Product Profile

HMT Machine Tools Ltd is a pioneer in machine tools industry in India, and is a manufacturer of a diversified range of products; a multi technology company manufacturing a wide variety of state-of-the-art machine tools catering to the requirements of the Indian manufacturing sector viz. auto and auto ancillary, defense, aerospace, nuclear, power, railway and general engineering. The company has provided several automatic solutions to the defense and nuclear power sectors in the country. The product range includes: Turning machines CNC and non-CNC Machining centres Gear making machines CNC and non-CNC Grinding machines CNC and non-CNC Special purpose machines Presses and press brakes Die-casting and plastic injection moulding machines Sheetfed offset printing machines single, 2, 4 and 5 colour Programmable paper guillotines CNC control systems Precision ball screws
5.7 Product Portfolio

CNC Turning centres AUTOMANN 26, MEGATURN, ECONOCNC 26, SUPERTURN 20, MEGATURN 550, STALLION 100S, STALLION 200S, STALLION HS (High Speed)
36
COMPANY PROFILE
Center lathes NL 22/26, NH 22/26, NH 32, PRIDE M100 CNC Slant Bed Turning centres o STC 20/25, SB CNC 30, SB CNC 40/60 o Hard Turning machine VAJRA CNC 6 Axes Turnmill Center MCELL 200 Flexible Turning Cells 5 Colour Sheetfed Offset Printing Machine SOM 536V 4 Colour Sheetfed Offset Printing Machine SOM 436, SOM 431, SOM 425 2 Colour Sheetfed Offset Printing Machine SOM 236, SOM 231, SOM 225, SOM 220 Single Colour Sheetfed Offset Printing machine SOM 136, SOM 131, SOM 125G, SOM 120 Sheetfed Mini Offset Printing machine MOM 1015, MOM 1520 Programmable guillotines PG 97, PG 115
5.8 Diversification of Kalamassery Unit and Birth of Printing Machine Division

During the period 1972 73, Kalamassery unit diversified its product range to include printing machines; thus, the Printing Machinery Division (PMD) was born. The commercial entry of PMD was with two types of letter presses viz. RTE and RTAF under collaboration with M/s Neibiolo in Italy. Auto platen, an indigenous development came up subsequently. During the ensuing years, The PMD came up 37
COMPANY PROFILE
with offset presses viz. OMIR and SOM 125. Later, the indigenous offset press SOM 136 was introduced in the market. The first two colour machine from HMT Machine Tools Ltd was KRO made in collaboration with M/s Koening and Bauer in Germany. The latest development of PMD is the paper cutting guillotines PG 92 D3 in collaboration with M/s Pivano Bindery in Italy.
5.9 The Current Product Range

Offset printing machines: Models SOM 436, SOM 425, SOM 236, SOM 231, SOM 225, SOM 136, SOM 131, SOM 125G, SOM 536 Paper cutting machine: PG 92 D3
The Kalamassery unit of HMT is famous for developmental activities. Their products have always fetched awards and prizes at different trade fairs and competitions. These include prizes bagged in different IMTEX fairs by FC 25, SBC and SBCNC machines. The CNC lathe model STC 25 has won the VASVIK Industrial Research Award 1987 instituted by the Vivdhalaxi Audyougik Samsodhan Vikas Kendra (VASVIK), Mumbai for outstanding advancements in science and technology. The machine tool products of this unit have been certified by RWTUV (Reinisch West falischer Techniser Uber Wachungs Verin) an international certification agency of high repute as conforming to Total Quality Management System. Both the divisions have been awarded ISO 9001 certification by IRQS. The manufacturing shops at Machine Tools, Kalamassery are supported by various infrastructural facilities like High Technology CNC Machining Centres, Testing facilities, Foundry, Heat Treatment, Computer system, CAD System etc. A group of well experienced personnel form the HR of the unit keeping in line with the current corporate trends.
5.10 Mission
38
COMPANY PROFILE
To establish as one of the worlds premier companies in the engineering field, having strong international competitiveness To achieve market leadership in India through ensuring customer satisfaction by supplying internationally competitive products and services To achieve sustained growth in the earnings of the group on behalf of the shareholders
5.11 Objectives and Goals

To ensure the modernization of Indian industry through the supply of engineering goods and services of world class excellence To maintain technological leadership through continuous effort to update product technology and manufacturing methods To globalize operations by developing a mix of international and inland businesses To ensure a satisfactory return on capital employed, to meet the growth needs and aspirations of stakeholders To present an active, pleasant and productive work environment
5.12 Corporate Strengths

Strong brand equity Highly skilled professionally qualified workforce Extensive marketing network Units accredited with ISO 9000 Strong technology base Well established manufacturing base
5.13 Vision
To be a leading global engineering conglomerate focused on customers delight in our fields of endeavour
39
ANALYSIS AND INTERPRETATION
CHAPTER 6

This chapter is allocated for analysis and interpretation of data. Preparing percentage analysis, two-way table and chi-squire test does the analysis of job satisfaction, which is directly extracted from the questionnaire. The variations in the extent of the employee satisfaction can be measured with the variables such as job secured, promotional opportunity, relationship with management, and satisfaction factors of the respondents.
6.1.Calculation of Satisfactory Scores
The Respondents were asked to state their level of Satisfaction . Based on their responses the Satisfaction score obtained by each respondent was found out. Points or scores were allocated based on the response. For each of the factor three levels of satisfaction were assigned namely high, medium and low. The total scores secured by each respondent were thus arrived at. All the seventy five respondents were classified based on their level of satisfaction. Those who have obtained up to 125 points were classified under low satisfaction category, Respondents with 125 175 points were classified under medium satisfaction category and those with more than 175 points were classified under high satisfaction category.
41
Simple Percentage Table Table 1. Number of Respondents and Level of Satisfaction

NO. OF RESPONDENTS PERCENTAGE
LEVEL OF SATISFACTION
Highly satisfied Medium satisfied Less satisfied

TOTAL
28 33 14 75
37.% 44.% 19% 100
Fig: 1.
Percentage of Respondents & Level of Satisfaction

50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0%
37 %
44 %
19 %
Interpretation: From the above table and graph it is inferred that 37% of
employees are highly satisfied ,44% of employees are medium satisfied and 19% are low satisfied. It has been analyzed that majority of the employees are showing medium satisfaction.
42
Simple Percentage Table Table 2. Percentage of Respondents & Experience
Experience : Experience of the employees in their job is another factor affecting

the perception on job satisfaction. Highly experienced may expect better working atmosphere . The respondents are classified into three categories according to their level of experience
EXPERIENCE BELOW 15 15 TO 25 ABOVE 25 TOTAL NO. OF RESPONDENTS PERCENTAGE (%)
7 9 59 75
9.% 12% 79% 100
Fig:2.
Percentage of Respondents & Experience
9% 12% Below 15 15 to 25 Above 25 79%
Interpretation: The above table and graph reveals that the majority of the
respondents (79%) are those with above 25 years of experience and 12% of the respondents have 15 to 25 years experience and 9% of the respondents are below 15 years experience.
43
Simple Percentage Table Table 3. Percentage of Respondents & Educational Qualification

Education: Education qualification of the respondents may affect the perception of job satisfaction. Highly educated may expect much better work life than others. According to educational qualification the respondents are classified into three categories as under.
EDUCATIONAL QUALIFICATION
NO. OF RESPONDENTS
PERCENTAGE (%)
Certificate Diploma Graduate Total
25 30 20 75
33% 40% 27% 100
Fig: 3.
Percentage of Respondents & Educational Qualification
45% 40% 35% 30% 25% 20% 15% 10% 5% 0% CERTIFICATE DIPLOMA GRADUATE 33 % 40 % 27 %
Interpretation: The above table and graph reveals that 33 % respondents are
certificate holders , 40% respondents are Diploma holders and 27% respondents are Graduates
44
Simple Percentage Table Table 4. Percentage of Respondents & Their Salary
Salaries: Every employee will expect a reasonable pay to be paid for the job done
by him. This scale of pay may enhance job satisfaction to a greater extent. SALARY
BELOW 15000 15000 to 20000 20000 to 25000 ABOVE 25000 TOTAL
NO. OF RESPONDENTS 7 17 30 21 75
PERCENTAGE (%) 9% 23 % 40 % 28 % 100
Fig:4.
45% 40% 35% 30%
Percentage of Respondents & Their Salary
25%
20% 15% 10% 5% 0%
Below 15000 15000 to 20000 20000 to 25000 Above 25000
40 % 23 % 9% 28 %
Interpretation: The above table and graph reveals that 9.33% respondents are
getting a salary below 15000, 22.66% respondents are getting a salary between 15000 & 20000, 40% respondents are getting a salary between 20000 & 25000 and 28% respondents are getting a salary above 25000. 45
Simple Percentage Table Table 5.

The respondents have been classified into three groups. The number of family members up to four have been grouped as small size. Members between four to six is been grouped under medium size family and above six members have been grouped under large size family. Family members include father, mother, husband, wife and children FAMILY SIZE Small Medium Large Total NO. OF RESPONDENTS 27 33 15 75 PERCENTAGE (%) 36% 44% 20% 100
Fig:5.
Percentage of Respondents & Family Size

50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0%
44 % 36 % 20 %
SMALL
MEDIUM
LARGE
Interpretation: The above table and graph reveals that 36% respondents
belongs to small family size, 44% respondents belongs to medium family size, 20% respondents belongs to large family size,
46
TWO WAY TABLE
Table 6. Relationship Between Experience and Level of Satisfaction
YEARS OF EXPERIENCE
LEVEL OF SATISFACTION TOTAL HIGHLY SATISFIED MEDIUM SATISFIED LESS SATISFIED
BELOW 15
4 (57%)
3 (43%)
15 TO 25
3 (34%)
4 (44%)
2 (22%)
ABOVE 25
21 (36%)
26 (44%)
12 (20%)
59
TOTAL
28
33
14
75
Interpretation The above table reveals that the respondents having below 15
years of experience have derived the highest satisfaction. The percentage of medium satisfaction is high in the category of 15 to25 and above 25 years group.
47
TWO WAY TABLE Table 7. Relationship Between Educational Status And Level of Satisfaction
LEVEL OF SATISFACTION EDUCATIONAL QUALIFICATION HIGHLY SATISFIED 15 (60%) MEDIUM LESS SATISFIED SATISFIED 7 (28%) 3 (12%) TOTAL
CERTIFICATE
25
DIPLOMA
9 (30%)
13 (43%)
8 (27%)
30
GRADUATE
4 (20%)
13 (85%)
3 (15%)
20
TOTAL
28
33
14
75
Interpretation: From the above table the percentage of highly satisfied

respondents are more in the Certificate group. The percentage of medium satisfied respondents are more in the Graduate group. The percentage of less satisfied respondents are more in the Diploma group.
48
TWO WAY TABLE Table 8. Relationship Between Monthly Salary And Level of Satisfaction
LEVEL OF SATISFACTION SALARY HIGHLY MEDIUM LESS SATISFIED SATISFIED SATISFIED 4 (57%) 3 (43%) 0 (0%) TOTAL
BELOW Rs.15000
Rs.15000 to Rs. 20000
11 (65%)
5 (29%)
1 (1%)
17
Rs.20000 to Rs. 25000
10 (33%)
14 (47%)
6 (20%)
30
ABOVE Rs.25000
3 (15%)
11 (52%)
7 (33%)
21
TOTAL
28
33
14
75
Interpretation: The above table reveals that the percentage of highly satisfied
respondents are more in the Rs15000 to 20000 group , percentage of medium satisfied respondents are more in the above Rs.25000 group and percentage of less satisfied respondents are more in the above Rs 25000 group.
49
TWO WAY TABLE Table 9. Relationship Between Family Size and Level of Satisfaction
LEVEL OF SATISFACTION FAMILY SIZE TOTAL
HIGHLY SATISFIED
MEDIUM LESS SATISFIED SATISFIED
SMALL
8 (30%)
9 (33%)
10 (37%)
27
MEDIUM
16 (48%)
14 (42%)
3 (9%)
33
LARGE
4 (27%)
10 (66%)
1 (7%)
15
TOTAL
28
33
14
75
Interpretation:
From the above table the percentage of highly satisfied percentage of medium
respondents are more in the medium family size: satisfied respondents are more in the small family size.
satisfied respondents are more in the large family size and percentage of less
50
CHI SQUARE TEST

Table 10. Chi Square Test is conducted to extent the relationship between the Experience and Level of Satisfaction
Hypothesis:1
H0: There is no significant relationship between experience and level of satisfaction
O
4 3 21 3 4 26 0 2 12
E
2.61 3.36 22.03 3.08 3.96 25.96 1.31 1.68 11.01
O-E
1.39 -0.36 -1.03 -0.08 0.04 0.04 -1.31 0.32 0.99 Total
(O-E)2
1.932 0.130 1.061 0.006 0.002 0.002 1.716 0.102 0.980
(O-E)2/E
0.740 0.039 0.048 0.002 0.0004 0.00006 1.310 0.0609 0.0890 2.2895
Degree of freedom = 4 Table value = 9.49 Calculated value = 2.2895
Sample Calculations: Refer Two way table 6 (Page No. 47 ) Degree of freedom = (No of Row-1) X (No of Column 1) = (3-1) X(3-1) = 4 Expected frequency = row total X column total / grand total E11 = 28 x 7 / 75 = 2.61
Interpretation: Since the calculated value is less than the table value. So the Null
hypothesis is accepted. Hence, there is no significant relationship between experience and level of satisfaction (Note: For all the chi-square tests the table value is taken @ 5% level of significance)
51
Table 11.
Chi Square test Relationship Between Educational Status and Level of Satisfaction
Hypothesis 2 H0: There is no significant relationship between experience and level of satisfaction.
O 15 9 4 7 13 13 3 8 3
E 9.33 11.2 7.47 11 13.2 8.8 4.67 2.9 3.73
O-E 5.67 -2.2 -3.47 -4 -0.2 4.2 -1.67 5.1 -0.73 TOTAL
( O E )2 32.14 4.84 12.04 16 0.04 17.64 2.789 26.01 0.533
( O E )2 /E 3.445 0.432 1.612 1.455 0.003 2.005 0.597 8.969 0.143 18.661
Degree of freedom = 4 Table value = 9.49 Calculated value = 18.661
Interpretation: Since the calculated value is more than the table value. So the
Null hypothesis is rejected. Hence, there is significant relationship between education and level of satisfaction.
52
Table 12. Chi Square test , Relationship Between Monthly Salary And Level of Satisfaction
O 4 11 10 3 3 5 14 11 0 1 6 7
E 2.61 6.35 11.2 7.84 3.08 7.48 13.2 9.24 3.08 3.17 5.6 3.92
O-E 1.39 4.65 -1.2 -4.84 -0.08 -2.48 0.8 1.76 -3.08 -2.17 0.4 3.08 TOTAL
( O E )2 1.932 21.623 1.44 23.426 0.006 6.150 0.64 3.098 9.486 4.709 0.16 9.486
( O E )2 /E 0.7402 3.4051 0.1285 2.9879 0.0021 0.822 0.0485 0.335 3.08 1.485 0.0286 2.42 15.484
Degree of freedom - 6 Calculated value - 15.484 Table value 12.59
Interpretation: Since the calculated value is less than the table value. So the Null
hypothesis is accepted. Hence, there is no significant relationship between monthly salary and level of satisfaction
53
Table 13. Chi Square test Relationship Between Family Size And Level of Satisfaction
O 8 16 4 9 14 10 10 3 1
E 10.08 12.3 5.6 11.88 14.52 6.6 5.04 6.16 2.8
O-E -2.08 3.7 -1.6 -2.88 -0.52 3.4 4.96 -3.16 -1.8 TOTAL
( O E )2 4.3264 13.69 2.56 8.2944 0.2704 11.56 24.6016 9.9856 3.24
( O E )2 /E 0.4292 1.1130 0.4571 0.6981 0.0186 1.7515 4.8812 1.6210 1.1571 12.1271
Degree of freedom - 4 Calculated value - 12.1271 Table value 9.49
Interpretation: Since the calculated value is more than the table value. So the
Null hypothesis is rejected. Hence, there is significant relationship between family size and level of satisfaction.
54
Table 14. Comparison between Satisfaction Level and Company Culture

LEVEL OF SATISFACTION NO. OF RESPONDENTS PERCENTAGE

TOTAL
43 10 22 75
58% 13% 29% 100
Fig:6 Comparison between Satisfaction Level and Company Culture

70% 60% 50% 40% 30% 20% 29 % 10% 0% 13 % 58%
Interpretation: The above table and graph reveals that that 58% of employees are
highly satisfied ,13% of employees are medium satisfied and 29% are less satisfied with the company Culture.
55
Table 15.
Comparison between Satisfaction Level and Company Policy & activity

NO. OF RESPONDENTS PERCENTAGE

TOTAL
23 27 25 75
31% 36% 33% 100
Fig:7
Comparison between Satisfaction Level and Company Policy & activity

37% 36% 35% 34% 33% 32% 36% 33% 31%
31% 30% 29%

28%
Interpretation: The above table and graph reveals that that 31% of employees are
highly satisfied ,36% of employees are medium satisfied and 33% are low satisfied with the companies policy and activity.
56
Table 16. Comparison between Satisfaction Level and Work Place and Environment.

TOTAL
45 15 15 75
60% 20% 20% 100
Fig:8
Comparison between Satisfaction Level and Work Place and Environment.

70% 60% 50% 40% 30% 20% 10% 0% 20% 20% 60%
Interpretation: The above table and graph reveals that 60% of employees are
highly satisfied , 20% of employees are medium satisfied and 20% are low satisfied with Work Place and Environment. 57
Table 17.
Comparison between Satisfaction Level and Communication.
NO. OF RESPONDENTS
PERCENTAGE

TOTAL
38 16 21 75
51% 21% 28% 100
Fig:9
Comparison between Satisfaction Level and Communication.

60% 50% 40% 30% 51% 20% 28% 10% 0% 21%
highly satisfied , 21% of employees are medium satisfied and 28% are low satisfied with communication. 58
Table 18 Comparison between Satisfaction Level and Training & development.

LEVEL Of SATISFACTION NO. OF RESPONDENTS PERCENTAGE

TOTAL
32 30 13 75
43% 40% 17% 100
Fig:10.
50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0%
Comparison between Satisfaction Level and Training & development.
43%
40%
17%
highly satisfied , 40% of employees are medium satisfied and 17% are low satisfied with Training & development.
59
Table 19. Comparison between Satisfaction Level and Performance Appraisal.


TOTAL
31 32 12 75
41% 43% 16% 100
Fig:11.
50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0%
Comparison between Satisfaction Level and Performance Appraisal.
41%
43%
16%
highly satisfied , 43% of employees are medium satisfied and 16% are low satisfied with Performance Appraisal.
60
Table 20.
Comparison between Satisfaction Level and compensation.
NO. OF RESPONDENTS
PERCENTAGE

TOTAL
1 13 61 75
2% 17% 81% 100
Fig:12.
Comparison between Satisfaction Level and compensation.
2%
17% Highly satisfied Medium satisfied Less satisfied 81%
highly satisfied , 17% of employees are medium satisfied and 81% are low satisfied with Compensation.
61
Table 21
Comparison between Satisfaction Level and Manager/Supervisor Co-operation.
NO. OF RESPONDENTS
PERCENTAGE

TOTAL
42 18 15 75
56% 24% 20% 100
Fig:13.
Comparison between Satisfaction Level and Manager/Supervisor Co-operation.
60% 50% 40% 30% 20% 10% 0% 24% 20% 56%
highly satisfied , 24% of employees are medium satisfied and 20% are low satisfied with Manager/Supervisor Co-operation.
62
Table 22
Comparison between Satisfaction Level and Job Satisfaction
NO. OF RESPONDENTS
PERCENTAGE

TOTAL
40 24 11 75
53% 32% 15% 100
Fig:14
60% 50% 40% 30% 20%
53% 32%
10% 0%
15%
highly satisfied , 32% of employees are medium satisfied and 15% are low satisfied with Job Satisfaction.
63
Table 23
Comparison between Satisfaction Level and Opportunity for Promotion/Carrier Prospectus
NO. OF RESPONDENTS
PERCENTAGE

TOTAL
35 21 19 75
47% 28% 25% 100
Fig:15

50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0%
47% 28% 25%
highly satisfied , 28% of employees are medium satisfied and 25% are low satisfied with Opportunity for Promotion / Carrier Prospectus
64
Table 24.
Descriptive Statistics Table (combined mean)

The table below shows that the combined mean of the perceived value of employee satisfaction in relation with factors described. Higher the score, better the
satisfaction of the particular factor. A score less than 2.5 indicates that the employees are not satisfied; between 2.5 and 3.0 indicates they are medium satisfied and a score above 3.0 indicates that they are highly satisfied.
S. No.
A1 A2 A3 A4 A5 A6 A7 A8 A9
FACTORS
COMPANY CULTURE COMPANY POLICY AND ACTIVITIES WORK PLACE AND ENVIRONMENT COMMUNICATION TRAINING AND DEVELOPMENT PERFORMANCE APPRAISAL COMPENSATION MANAGER/SUPERVISOR COOPERATION JOB SATISFACTION OPPORTUNITY FOR PROMOTION/ CAREER PROSPECTUS
Combined Mean 3.27 2.95 3.48 3.19 3.28 3.26 2.05 3.39 3.14 3.21
Remarks
HIGHLY SATISFIED MEDIUM SATISFIED HIGHLY SATISFIED HIGHLY SATISFIED HIGHLY SATISFIED HIGHLY SATISFIED LESS SATISFIED HIGHLY SATISFIED HIGHLY SATISFIED
A10
HIGHLY SATISFIED
65
Fig:16
Combined Mean Value of Factors

4.00 3.50 3.00 2.50 2.00 3.48 3.27 3.28
3.26
3.39
3.19
1.50 1.00 0.50 0.00
2.95
A1
A2
A3
A4
A5
A6
A7
2.05
A8
A9
3.14
A10
Interpretation:
From the above table and graph it is inferred that the
respondents are most satisfied with Work Place and Environment followed by Manager/ Supervisor Cooperation and are least satisfied with Compensation.
3.21 66
FINDINGS & SUGGESTIONS
FINDINGS AND SUGGESTION
CHAPTER 7
FINDINGS & SUGGESTIONS
Research shows that satisfied, motivated employees will create higher customer satisfaction and in turn positively influence organizational performance. Convenient work location, working with young people, opportunities for promotion and career prospects, fair salary, good policies, job security and dynamic working environment are few attributes which are critically important from the view point of most of the employees The study on employees satisfaction at HMT MTL KALAMASSERY is carried out with full co-operation of the employees and management. The data collected are analyzed scientifically and the results obtained . It is assured that the company may get high boosted moral in the organization provided some of the suggestions made in the report are carried out.
7.1 FINDINGS
1. Educational qualification: From the percentage table the majority of the respondents are in certificate level education group. The two-way table showing the high level of satisfaction is derived by the certificate level group of employees The chi-squire test indicates that there is significant relationship between the educational qualification and the level of satisfaction. 2. Family size Majority of the respondents are from the medium family size group. High level satisfaction is derived by the respondents who are in the medium size group. The chi-squire test reveals that there is significant relationship between the family size and the level of satisfaction. 68
3. Experience From the percentage table, majority of the respondents are in the above 25 years of Experience group The two way table reveals that the high level of satisfaction is derived by the above 25 years of Experience group Chi-squire test shows that there is no relationship between the experience and the level of satisfaction.
4.Monthly income: The percentage table indicates that the majority of the respondents are in the Rs. 20,000 to Rs.25,000 salary group. The two-way table tells us high satisfaction is derived by the respondents who are in the Rs.15,000 to 25,000 salary group. Chi-squire test reveals that there is no significant relationship between the monthly income and the level of satisfaction. The combined mean table shows the mean value is only 2.05 and is the least value Comparison between Satisfaction Level and compensation table and graph reveals that 81% employees are less satisfied with the compensation given by the organization . Employees have an overall satisfaction index of 3.04 which indicate that the employees are highly satisfied with the various services being catered by the company as against their importance. But the satisfaction index for compensation factor is only 2.05 which reveals that majority of employees are less satisfied with the companies compensation plan.
69
7.2 SUGGESTIONS
The feedback from the employees reveal that they are not satisfied with their remuneration. They are medium satisfied with company policy and activities and they are highly satisfied with all other factors. The current level of employee satisfaction measured is significantly high in the organization. Based on the statistical analysis performed with the data collected via questionnaires the following suggestions were given to the organization.
Management should give adequate remuneration to its employees. It will be helpful in achiving the goals and objectives of the organization. To get better response from employees the management should mostly concentrate on promotional aspects based on merit and seniority. Employee satisfaction index should be calculated periodically in order to spot any early sign of dip in the satisfaction levels of the employees.
Regular feedbacks need to be given by the Human Resource Department on the ESI values of each employee to the department head for better tracking and controlling. Human resource department needs to conduct one on one review with employees whose ESI scores are reducing to arrest attrition effectively. To make the employees satisfied management may provide Best Employee Award or some appreciation by the department heads.
70
CONCLUSION AND RECOMMENDATIONS
CONCLUSION & RECOMMENDATION
CONCLUSION AND RECOMMENDATIONS

People are the most important asset of any organization. We tend to spend an inordinate amount of time and energy focusing on customer experience, without giving enough thought to employee satisfaction. Yet employee satisfaction is paramount because it will determine the success or failure of any organization. Moreover, satisfied employees are more motivated and hard working than dissatisfied ones. Collectively, these individuals achieve higher levels of job performance, which in turn increases organizational productivity and profitability. Employees who are satisfied and motivated perform better, leading to improvement in the quality of their work. In return, these productivity and profitability gains will allow the organization to provide more rewards to its employees. That is, treating employees as a valuable asset for organizations provides a win-win foundation for both employees and organizations. Therefore, the first priority of an organizations knowledge management should be to manage the employee satisfaction level. From a managerial perspective, it is crucial to know what factors influence employee satisfaction. However, this is not an easy task because human nature is very complex. Failure to do this would increase employee frustration and result in poor performance.
72
BIBLIOGRAPHY
BIBLIOGRAPHY
BIBLIOGRAPHY
BOOKS 1. C.R. Kothari (2003) : Research Methodology Viswaprakashan 2003 : Personal management Tata McGrew Hill International Edition 1984 : Personal management & Industrial Relations Sultan Chand & Sons 2002
2. E.B.Flipo (1984)
3.P.C.Tripathi (2002)
JOURNALS 1. European Journal of Social Sciences Volume 15, Number 1 (2010 ) WEBSITES: 1. http://www.stat.yale.edu/Courses/1997-98/101/stat101.htm 2. http://www.hrmba.blogspot.com 3. http://www.eurojournals.com/ejss_15_1_12.pdf 4. http://www.valuebasedmanagement.net/leaders_maslow_hierarchy.html 5. http://www.acting-human.com
74
APPENDIX
QUESTIONNAIRE
QUESTIONNAIRE
Dear Sir/Madam, I am SAM C. B. DAVID, pursuing MBA in HRM from SikkimManipal University of Distance Education. As part of my Project Work, I am conducting this survey on Employee Satisfaction in HMT MTL Kalamassery. I request you to give your apt replies. I assure you that the responses obtained will be used only for the purpose of completing my project work.
A STUDY ON EMPLOYEES SATISFACTION IN HMT MTL KALAMASSERY

Kindly put a tick mark in the appropriate box
1.YOUR PERSONAL BACK GROUND 1.1 Gender : 1.2 Marital status: 1.3 Educational Qualification :
Certificate course Diploma Graduate Post Graduate Male Married Female Single
1.4 Experience:
Less than 5 years 5 to 15 years 15 to 25 years Above 25 years
1.5 Monthly salary :

Below 15,000 15,000 to 20,000 20,000 to 25,000 Above 25,000
1.6 Number of dependents in your family
None
more
1.7 You are residing:
own residence
HMT quarters
1.8 Working hours you prefer
10
76
QUESTIONNAIRE
COMPANY CULTURE
1. The top management makes effort to identify and utilize the potential of the employee
Strongly agree Agree Undecided Disagree Strongly Disagree
2. Top Management shows genuine interest in the well being of all employees and even support them during personal emergencies .
3. Employees are encouraged to suggest new ideas about their work.

4. Weaknesses of employees are communicated to them in a non-threatening way.

5In this organization, difference of opinion with seniors is taken positively.

COMPANY POLICY AND ACTIVITIES

6. Employees are encouraged to participate in decision making which affects their work.
7. The company provides excellent benefits and welfare facilities for the employees and their families.
8. Delegation of authority to encourage juniors to develop handling higher responsibilities is quite common here.
9. People lacking competence in doing their jobs are helped to acquire competence rather than being left unattended.
10. Management takes sincere efforts to identify and utilize employees full potential.
77
QUESTIONNAIRE
WORK PLACE AND ENVIRONMENT

11. The psychological climate in this organization is very conducive to any employee interested in developing himself by acquiring new knowledge & skills.
12. I believe that the work atmosphere is friendly.

13. I feel I can trust what the company tells me.

14. I am encouraged to experiment and try out new / creative ideas.

15. My working environment is satisfactory.

COMMUNICATION
16. Management communicates its goals & strategies effectively to its employees.
17. I get all information about the events and affairs of the company which have an effect on my work.
18. I am kept informed about the activities that go on in my organization.

19. I have a good understanding about the companys various benefit plans/schemes.
20. I am provided with clear instructions and sufficient facilities regarding new assignments.
78
QUESTIONNAIRE
TRAINING AND DEVELOPMENT

21. We have good Training & Development infrastructure and facilities.
22. I have received all the training I need to effectively carry out my job.
23. Every employee is given a fair chance, by the head of the concerned department to attend the workshops and training programs.
24. Company provides as much initial training as needed.

25. Employees take the training seriously

PERFORMANCE APPRAISAL
26. Performance appraisal reports in our organization are based on objective assessment and adequate information.
27. My performance for each year is reviewed and discussed with me.
28. The management periodically provides feedback on the good and the bad aspects of an Employees work and where he/she must improve, by way of performance appraisal.
29. I feel my services are well recognized.

30. My appraisal helps me in planning for the future.

79
QUESTIONNAIRE
COMPENSATION
31. I agree that my salary and allowance are comparable with similar organizations.
32. I feel I am paid fairly considering my qualifications, experience and responsibilities.

33. I am rewarded fairly considering my dedication and performance on the job given to me.
34. All the allowances and advances are provided on time.

35. I am satisfied with the compensation for overtime , holiday and Sunday work
MANAGER/SUPERVISOR CO-OPERATION
36. My Manager/Supervisor communicates my weaknesses and helps me in overcoming them.
37. My Manager/Supervisor promptly appreciates the good work done by me .

38. My Manager/Supervisor encourages my development.

39. My Manager guides me and prepares me for future responsibilities.

40. My manager always treats me with respect.

80
QUESTIONNAIRE
JOB SATISFACTION
41. I am satisfied with my job and the kind of work I do.
42. I am provided with adequate materials/equipment and tools to do my job.

43. I am clearly informed about what exactly is expected from me regarding my work.
44. I feel totally secure in this job.

45. My job is a good use and application of my skills, experience and qualifications.
OPPORTUNITY FOR PROMOTION / CAREER PROSPECTUS

46. I have opportunities for advancement in my current organization.
47. I have access to opportunities in different areas within my organization.

48. I am happy with the formal career planning that happens in my workplace.
49. My present work will help me grow in my career.

50. If I do good work, I can count on career growth in the Company.

81
QUESTIONNAIRE
Open Ended Questions (If the space is not sufficient attach a Separate sheet ) 1. What is it that you like the most in your job right now? Name at least two aspects.
2. What is it that you are not comfortable with in your job right now?
3. What do you need to improve your performance and productivity?
4. Give at least three suggestions to improve the work environment in this company?
Thank you for your valuable time and response.
82

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ISAACS INFO SCHOOL L.C.

A STUDY ON EMPLOYEE SATISFACTION IN HMT MTL KALAMASSEY

in partial fulfillment of the requirement for the award of the degree of

HUMAN RESOURCE MANAGEMENT

The project report of

A STUDY ON EMPLOYEE SATISFACTION IN HMT MTL KALAMASSERY

Is approved and is acceptable in quality and form

Place: ALUVA Date:

SAM C. B. DAVID ( Reg. No. 520960228 )

My thanks and appreciations also goes to my colleagues, in developing this project.

38 38 39 39 39 41 41 42-66 68 68-70 70 72 74 75-82

INTRODUCTION TO THE STUDY

A STUDY ON E. S. IN HMT MTL

INTRODUCTION TO THE STUDY

Andrew Carnegie is quoted as saying:

A STUDY ON E. S. IN HMT MTL

INTRODUCTION TO THE STUDY

A STUDY ON E. S. IN HMT MTL

INTRODUCTION TO THE STUDY

Purpose Of The Study:

A STUDY ON E. S. IN HMT MTL

INTRODUCTION TO THE STUDY

The objectives of the study:

3. To identify the factors influencing employee satisfaction

4. To identify the factors improving the satisfaction level of employees.

5. To identify the employees expectations on their job

A STUDY ON E. S. IN HMT MTL

CHAPTER 2 RESEARCH METHODOLOGY

2.1 Research design:

The research design used for this study is of the

2.6 Technique To uncover the important attributes which determine the

A STUDY ON E. S. IN HMT MTL

2.7 Data Collection and Analysis

Exhaustive list of all the employees are

2.8 Research instrument The Structured questionnaire is used as the research

2.11 STATISTICAL TOOLS AND TECHNIQUES

A STUDY ON E. S. IN HMT MTL

2.11.2 Two Way Analysis

2.11.3 Chi-square analysis

A STUDY ON E. S. IN HMT MTL

CHAPTER 3 LITERATURE REVIEW

3.1 Human Resource Management

3.2 Employee Satisfaction

A STUDY ON E. S. IN HMT MTL

A STUDY ON E. S. IN HMT MTL

3.2.1 Definition of Employee Satisfaction

A STUDY ON E. S. IN HMT MTL

3.2.2 Factors which influence the employees satisfaction

A STUDY ON E. S. IN HMT MTL

A STUDY ON E. S. IN HMT MTL

5. Opportunity For Promotion

A STUDY ON E. S. IN HMT MTL

8. Opportunity To Use One's Abilities

9. Working Hours & Physical Conditions

10. Adequate Authority & Sense of Control

A STUDY ON E. S. IN HMT MTL

3.2.3 Tools for tracking and measuring employee satisfaction:

4. Critical Incidents: This is based on the Herzbergs two factor theory of

A STUDY ON E. S. IN HMT MTL

5. Interviews: It is another method of measuring employee Satisfaction. In this

6. Action Tendencies: These represent the inclinations people have to avoid or

7. Summation Score: The summation score considers employees attitudes