PROJECT REPORT ON JOB SATISFACTION AT PARRY AGRO, CHENNAI SUBMITTED TOWARDS PARTIAL FULFILLMENT OF POST GRADUADTE DIPLOMA IN BUSINESS

MANGEMENT (Approved by , Govt. of India)

ACADEMIC SESSION 2008 2010 Submitted By:. Roll no:-

UNDER THE GUIDANCE OF: External Supervisor Sr. Executive HR . Company Limited INSTITUTE OF MANAGEMENT STUDIES .. . Internal Supervisor Prof. Faculty ..., Chennai

ACKNOWLEDGEMENT

Any assignment puts to litmus test of an individual knowledge credibility or experience and thus sole efforts of an individual are not sufficient to accomplish the desire successful completion of a project involve interest and effort of many people and so this becomes obligatory on the part to record our thanks to those who helped us out in the successful completion of our project. At this level of understanding it is often difficult to comprehend and assimilate a wide spectrum of knowledge without proper guidance and advice. Hence, I would like to take this opportunity to sincerely thank Ms. , HR head , Parry Agro for giving me the wonderful opportunity to work under her able guidance and support throughout my training period. I would like to express my heartfelt Gratitude to Mr. ., Sr. Executive HR , Parry Agro for his round the clock enthusiastic support, noble guidance and encouragement which made this project successful. I would like to express my heartfelt gratitude to all the faculties of . Chennai, especially to my internal supervisor Prof. .for her inspiration, constructive criticism and affectionate encouragement throughout the tenure of the project. I would also like to thank all the respondents who took out time from their busy schedule for responding to the survey and without whose support this research would never have seen light of the day. Finally I would like to thank the staff members of PARRY AGRO for helping me during various stages of training. Sincerely, Divya

TABLE OF CONTENTS

S No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

Contents INTRODUCTION ABOUT THE INDUSTRY COMPANY PROFILE TOPIC EXPLANATION ABOUT THE STUDY RESEARCH METHODOLOGY ANALYSIS FINDINGS CONCLUSION RECOMMENDATIONS LIMITATIONS APPENDICES 12.1 ANNEXURE A- Questionnaire

Page no. 4 4-6 7-14 15-18 19-21 22-26 27-46 47 48 49-52 53 54-56

CHAPTER 1 Introduction Every Organization requires mainly basic resources for effective flow around the world the minimum resources are: Man Money Machinery Material Every Organization has certain goals or objectives, for accomplishment of those goals or Objectives, the management had to utilize physical and financial resources through the efforts of man. Thus HR is a crucial subsystem in the process of management; HR is also a resource like any natural resource. Te management has to get and use these skills, knowledge and ability through development and training and then utilizing them in proper and suitable manner to reach organization goals or objectives. Human Resource Management: Management of any resource is entirely different from management of Hr. Since HR is complex being i.e. they include psychological, sociological and ethical values. should be taken in the management of HR Definition: Management function of employing, developing and compensating the HR resulting in creating and development of human relation with view to contribute proportionately to organizational, individual and social goals. Therefore resources must be created at right time at right level in a right level in a right manner then it will gives maximum out puts with minimum costs. So utilization of minimum resources at right time gives maximum profits to the organization. The proportions of these dimensions differ from one individual to other. Hence some extra risk

Man Power Planning: Man power is important source for smooth carrying of every organization. Manpower plans different categories of jobs at different levels of the organizations, manpower planning helps in anticipating the needs for various types of skills requirements and suitable manpower should be planned in advance in order to avoid delays for new projects and also to the extension plans. A man power plan will be able to give adequate le ad time for recruitment, selection and training of such persons. Definitions: According to ERIC W.VETER, man power planning is the process by which management determines how the organizations should move from its current man power position to its desired man power position According to GEISTER, Man power planning the process including forecasting developing and controlling by which a firm ensures i.e., has right number of people and the right king of people at right places, at the right time doing work for which they are economically most useful. Factors in forecasting personal needs: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Project turn over (as a result of recognitions or terminations). Quality and nature of employees in the organization (in relation to see as the changing needs of the organizations). Decisions to upgrade the quality of products are services or enter to new markets. Technological and administrative changes resulting in increased productivity. According to the financial resources available to the department. Avoiding disruption in production. Reduction in labor cost. National policy on employment. Effective employee development programmed. Maintaining good industrial relations.

Specific techniques for determining human resources requirements include trend analysis; scatter plot analysis, and ratio analysis.

Review of the Literature JOB SATISFACTION Job Satisfaction refers to ones feeling towards ones job. An individual having satisfaction is said to posses positive attitudes towards the job. Conversely, a dissatisfied person will have negative attitude towards his/her job. When people speak of employer attitudes they invariably refers to job satisfaction. In fact the two terms are used interchangeably. Job satisfaction is one of the important factors that have drawn attention of managers in the organization as well as academicians. Various studies have been conducted to find out the factors, which determine job satisfaction and the way, it influences productivity in the organization. Though there is no conclusive evidence that job satisfaction affects productivity directly because productivity depends on so many variables, it is still a prime concern for the managers. Job satisfaction is the mental feeling of favorableness which one individual has about his job. One of the tasks of the managers is to provide satisfaction to employees from their respective jobs. The term job satisfaction refers to an individuals general attitudes towards his job. A person with high job-satisfaction holds a positive attitude towards his job. While a person who is dissatisfied with his job holds a negative attitude about his job. When people speak of employees attitudes more often than not they mean job-satisfaction. Definition of job satisfaction: Job satisfaction defined as a pleasurable or positive emotional state resulting from the appraisal of ones job or job experience.

 Job satisfaction will be defined as amount of overall positive effect (or feelings) than individuals have towards their jobs. Job satisfaction is the amount of pleasure on containment associated with a job. If you like your job intensely you will experience high job satisfaction. If you dislike your job intensely, you will experience. Job satisfaction is a set of favorable or unfavorable feelings with which employee view their work. D.C.FELDMAN & H.J.ARNOLD, KEITHDEVIS CONSEQUENCES OF SATISFACTION Job satisfaction has both functional and dysfunctional consequences. The positive consequences of job satisfaction have already been stated above. An often overlooked dimension of job satisfaction is its relationship to employee health. Employees who are dissatisfied with their jobs are hope to health setbacks ranging from head aches the heart disease. For managers this means that even of satisfaction did not head to less voluntary turnover and absences the goal of satisfied workforce might be justifiable because it would reduce medical costs and the primitive loss of valued employees by way of heart disease and stroke. The effect of hob satisfaction goes beyond organizational settings. When employees are happy with their jobs their lives away from jobs will be better off. In contrast the dissatisfied employer carries that negative attitude home. Some benefits of job satisfaction accrue the every citizen in society. Satisfied employees are more likely to be satisfied citizens. The se people will to hold a more positive attitude towards life in general and make for a society of more psychologically health people. Thus job satisfaction help management in terms of reduced turnover educed absences reduced job stress and reduced medical and life insurance costs. Additionally there are benefits for society in general. Satisfied employees are happy and better citizens. However, job satisfaction has been over

emphasized. Its benefits to the management are contingent upon fulfillment of several other variables. Take turnover for instance. Job satisfaction may not directly lead to reduced turnover. Other factors like are, financial positions number of departments and the like will have their own way. It seems that only academicians and researchers are interested in because of the lectures he or she has to deliver. For researchers, job satisfaction is a good topic for survey. For them job satisfaction is important and they expect that it is important for other too. For many people, job is only a source of earning nothing more, nothing less. A dissatisfied employee has any number of off the job activities to find satisfaction. Non job oriented people not to be emotionally involved with their work. The relative indifference allows them to accept frustrating conditions at more willingly. Unfortunately the non-jib-oriented people are more than those who take job or every thing in life. So while job satisfaction might be important the lowers, surgeons, professors, researchers and other professionals. It may be irrelevant to the average worker who is more attracted by the pay cheque, satisfaction or dissatisfaction. In lieu of productivity The relationship between satisfaction and productivity is not definitely established. The consensus, however, is that in the long run job satisfaction leads to increased productivity. But, four decades of research into this issue, unfortunately, does not tend support to this belief. First, the relationship between job-satisfaction and job performance is weak. In the latter findings, the median correlation between satisfaction and performance is only 0.14. Second there is more evidence to suggest that job performance leads to job satisfaction and not the other way round.

An employee who performs well in this job gets both intrinsic and extrinsic reward which will lead to his satisfaction. A poor performer will fell worse about his incompetence and will receive fewer rewards. He will be less satisfied with his work experiences. Third there are some conditions under which high productivity more clearly leads to high job satisfaction. One condition is that the employees perceive that intrinsic and extrinsic towards are contingent upon their productivity the second condition is that the extrinsic rewards be distributed equability. Inequitable distribution fails to convince the employees close correlation between hard work and rewards. However the adage a happy worker is not always wrong, true, there may not be a relationship between job satisfaction and productivity. Performance may be affected indirectly by absenteeism or turnover which is related (negatively) to satisfaction. In Lieu of Employee Turnover High employee turnover is of considerable concern for because, it disrupts normal operations, causes morale problems for those who stick on and increases the cost involved in selecting and training replacements. The employer does whatever possible to minimize turnover, making the employees feel satisfied as their jobs being one such. Unlike the relation between satisfaction and productivity the connection between job satisfaction to employee turnover is established beyond doubt, in four major reviews of the relationship between satisfaction and turnover, is has been demonstrated that workers who are the most like to quit their jobs and that organizational units with the lowest average satisfaction levels tend to have the highest turnover rates. However the withdrawal behavior of employees in modified by certain factors. Loyalty to the organization is one such. Some employers can imagine themselves working elsewhere. However dissatisfied they are in their present jobs. Availability of other places of employment also influences turnover. If greener postures are available an employee does not mind going in search of them not with standing, the present level of job satisfaction he/she enjoys. In Lieu of Absenteeism

Correlation of satisfaction the absenteeism is also proved conclusively workers who are dissatisfied are more likely to take mental health days. Days of not due to illness or personnel business. Simply stated absenteeism is high when satisfaction is low. As in turnover absenteeism is subject to modification by certain factors, the degree to which people feel that their jobs are important has a moderating influence on their absences. Employees who feel that their work is important tend to clock in regular attendance. Besides, it is important to remember, that while high job satisfaction will not necessarily result in low absenteeism. Low satisfaction is likely t bring about high absenteeism. In Lieu Of Safety Poor safety practices are negative consequences of low satisfaction level. When people are discouraged about their jobs, company, and supervisors, they more liable to experience accidents. An underlying reason for such accidents is that discouragement may take ones attention away from the task at hand. In attention leads directly the accidents. For example, many hand injuries from power tools can be attributed to the operator not paying careful attention. In Lieu Of Job Stress Job stress is the bodys response to any job related factor that threatens to disturb the persons equilibrium. In the process of experiencing stress, the employees interstate changes. Prolonged stress can cause the employee serious ailments such as heart disease, ulcer, blurred vision, lower back pain, dermatitis and muscle aches. Chronic, job satisfaction is a powerful source of job stress the employee may see no satisfactory short term solution to escaping this type of stress. An employee trapped in dissatisfying job may withdraw by such means as high absenteeism and torridness or the employee may not quit. Employees under prolonged stress, stemming from hob dissatisfaction often consume too much alcohol, Tobacco and

drugs. These employee are costly to the management in terms of time lost due to frequent absences and increased payments towards medical reimbursements. In Lieu Of Unionization It is owed that job satisfaction is the major cause for unionization. Dissatisfaction with wages, job security fringe benefits, chances of promotion and treatment by supervisors are reasons which make employees join unions, another dimension is that job dissatisfaction can have an impact on the tendency to make action within the union such as filing grievances or striking. Other Effects of Job Satisfaction In addition to above, it has been claimed that satisfied employees tend in leave better mental and physical and learn new job related tasks more quickly. All things considered practicing managers and organizational behavior researches would agree that job satisfaction is important to an organization. Critics however, point out that this is pure connective because there is much that we do not know about the positive effect of job satisfaction. On the other hand jobs have been documented. So if only from the standpoint of viewing job-satisfaction as a minimum requirement or point of departure, it is of value to the organization overall be with and effectiveness and is deserving of study and application in the field of organizational behavior.

Physical and Mental Health The degree of job satisfaction affects an individuals physical and mental health. Since job satisfaction is a type of mental feeling. Its favorableness and unfavorable ness affects the individuals psychologically, which ultimately affects his physical health. For example, Lawyer has point out that drug abuse, alcoholism and mental and physical health result from psychologically harmful jobs. Further since a job is important part of life. Job

satisfaction influences general life satisfaction the result is that there is spillover effect which occurs in both directions between job and life satisfaction. Benefits of Job Satisfaction 1. One benefit of job satisfaction surveys is that they give management on indication of general levels of satisfaction in a company. Surveys also indicate specific areas of satisfaction or dissatisfaction (as well employer services) and particular group of employees (as in the tool department or among those over the age of forty). In other words a survey tells how employees fell about their jobs. What parts of their jobs these feelings are focused on, which departments are particularly affected? 2. Feelings communication is another benefit of the surveys. Communication flows in all directions as people plan the survey talk and discuss its results. Particularly beneficial to the company is, the upward communication when employers are encouraged the comment about what they really have in their minds. 3. 4. An unexpected benefit from a job satisfaction survey is improved attitudes. For some employees, the survey is satisfactory valves. Improved communication is another benefit of the surveys; communication flows in all directions as people plan survey talk and discuss its results. Particularly beneficial to the company is, the upward communication when employees are encouraged the comment about what they really have in their minds. 5. Emotional release, a chance to get things off their chest. For others, the survey is a tangible-expression of managements interest in employer welfare, which gives employer a reason to feel better towards management. 6. The job satisfaction survey can help discover the causes of indirect productivity problems such as absenteeism, turnover and poor quality of work. Absenteeism and employee turnover are highly correlated with job satisfaction. It was also noted that these in turn affect productivity. If an organization is disturbed by a high rate of absenteeism or turnover.

7.

It might appropriately turn to job satisfaction surveys to diagnose the use the courses could be low pay, lack of promotional opportunities unchallenging jobs, unjust treatment and the like, without proper surveys, there could be random guessing on the part of management. A job satisfaction survey helps management both to get a better handle on why employees are lagging and to plan better solutions to problems.

8.

Another benefit of satisfaction surveys is that they help management asses training needs, usually employees are give an opportunity to report how they feel this supervisor perform certain parts of the jobs.

9.

Delegating work and giving adequate job instructions, since employees experience these supervisory acts their perceptions may provide useful data about the training of their supervisors.

10. A job satisfaction survey is an indication of the effectiveness of organizational reward system. There is a positive relationship between performance and satisfaction. His relationship will be strong when rewards ( intrinsic and extrinsic) are distributed equitably contingent upon performance. Now job satisfaction surveys can provide some. 11. Clues as to the effectiveness of the organizational reward system. They help managers judge whether the best performance are receiving the most rewards and the most satisfaction from their jobs. The best performance are likely to quit it they are not suitably rewarded. 12. One of the best uses of job satisfaction surveys is in the evaluation of the impact of organizational changes an employee attitude. For example, the management wants to know whether the job redesign program recently implemented in the organization pre change data and post change data. It is easy to determine what the redesigned work has on the employer attitudes. 13. Finally, it is not that, satisfaction surveys benefit only management. They are useful to unions for often both management and union argue about what the employees want, but neither really knows the job satisfaction. 14. Survey is one way to find out. It is for this reason that unions support surveys. 15. Pre-requisites to job-satisfaction.

16. Top management actively supports the survey. 17. Employees are fully involved, as planning the survey. 18. A clear objective exists for conducting the survey. The study is designed and administered consistent with standards of sound research. Management is capable and willing to take follow up action both the results and action plans are communicated the employees. Improving the Job Satisfaction Job satisfaction plays significant role in the organization. Therefore, managers should take concrete steps to improve the level of job satisfaction. These steps may be in the form of job designing o make the job more interesting and challenging, improving quality or work life, linking rewards with performance and improving overall organizational climate. JOB SATISFACTION: Henry Ford once said, The object of living is work. There is joy in work. This joy in work is job satisfaction. Lasting happiness comes from job satisfaction. Professional qualification facilitates empowerment. Empowerment is the encouragement and reward for the people for their effort. An employee possessing professional qualification is able to provide faster, accurate and quality service to the customer. He is able to take decisions himself. This sense of ability and competency increases the level of job satisfaction. Locke (1976) defined job satisfaction as ... a pleasurable or positive emotional state resulting from the appraisal of ones job or job experience. That is, it is the discrepancy between what an employee values and what the situation provides. Smith et al. (1969, p. 6) suggested that ... job satisfaction are feelings or affective responses to facets of the situation. Dawis and Lofquist (1984) defined job satisfaction as the result of the workers appraisal of the degree to which the work environment fulfills the individuals needs. These definitions, as Lease (1998) pointed out, are similar to other definitions where job

satisfaction is viewed as the degree of an employees affective orientation toward the work role occupied in the organization. Job satisfaction describes how content an individual is with his or her job. 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 organizations. Job satisfaction has always been important issues for organizations. Few practices (in fact, few organizations) have made job satisfaction a top priority, perhaps because they have failed to understand the significant opportunity that lies in front of them. Satisfied employees tend to be more productive, creative and committed to their employers. (J. Michael Syptak, MD, David W. Marsland, MD, and Deborah Ulmer, PhD). As per Maslows hierarchy of need, need of self-esteem is the need which every human being seeks after basic need. Professional qualification helps to fulfill this need. It is said that when the breadwinner of a family dies, it is only an insurance agent who can provide some relief to the bereaved family. Ability to do such a difficult task increases the self-esteem and job satisfaction of an agent. Professional qualifications such as CIS or IRDA pre-licensing course, besides job knowledge, instills positive attitude, values, honesty and approach to assess the need of the customers Job satisfaction has been defined in several different ways and a definitive designation for the term is unlikely to materialise. A simple or general way to define it therefore is as an attitudinal variable:

Job satisfaction is simply how people feel about their jobs and different aspects of their jobs. It is the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs. (Spector, 1997) An alternative approach is that proposed by Sousa-Poza and Sousa-Poza, based on the assumption that there are basic and universal human needs, and that, if an individuals needs are fulfilled in their current situation, then that individual will be happy. This framework postulates that job satisfaction depends on the balance between work-role inputs - such as education, working time, effort - and work-role outputs - wages, fringe benefits, status, working conditions, intrinsic aspects of the job. If work-role outputs (pleasures) increase relative to work-role inputs (pains), then job satisfaction will increase (Sousa-Poza and Sousa-Poza, 2000). Other theorists (e.g. Rose, 2001) have viewed job satisfaction as a bi-dimensional concept consisting of intrinsic and extrinsic satisfaction dimensions. Intrinsic sources of satisfaction depend on the individual characteristics of the person, such as the ability to use initiative, relations with supervisors, or the work that the person actually performs; these are symbolic or qualitative facets of the job. Extrinsic sources of satisfaction are situational and depend on the environment, such as pay, promotion, or job security; these are financial and other material rewards or advantages of a job. Both extrinsic and intrinsic job facets should be represented, as equally as possible, in a composite measure of overall job satisfaction. This distinction, as described by Rose, relates to the double meaning of the word job: the work tasks performed and the post occupied by the person performing those tasks. The meaning of job as a post or appointment is of primary importance. Every job is an instance of the employment relationship, embodying a contract (substantive or implied) to exchange an ability to work (labour, provide service, exercise ingenuity, direct efforts of others, etc) for rewards (both material and symbolic). True, performing work tasks provides a stream of experiences, technical and social, that can energise psychosocial responses; any resulting data summarising these reactions are indispensable. However, such data must not be weighted higher than those concerning experience of the overt (or

ostensible) contractual terms - above all, those concerning pay and job security. (Rose, 2001) The term Satisfaction implies, the feeling of either being contended or non-contended on using a product. Job Satisfaction is a prerequisite for the customer satisfaction. Enhanced Job satisfaction leads to higher level of employee retention. A stable and committed workforce ensures successful knowledge transfer, sharing, and creation --- a key to continuous improvement, innovation, and knowledge-based total customer satisfaction. When companies are committed with providing high quality products and services; when companies set high work standards for their employees; and when employees are empowered through training and development, provided with knowledge and information, permitted to make mistakes without punishment, and trusted; they will experience an increase in their level of satisfaction at work. This level of satisfaction can be enhanced further if teamwork and visionary leadership are introduced. Continuous improvement comes from the efforts of the empowered employees motivated by visionary leadership. This is supported by the findings that empowerment and visionary leadership both have significant correlation with job satisfaction. Teamwork is also supported by the findings. In addition, the study found significant correlation between employee satisfaction and employees intention to leave. The success of a corporation depends very much on customer satisfaction. A high level of customer service leads to customer retention, thus offering growth and profit opportunities to the organization. There is a strong relationship between customer satisfaction and job satisfaction. Satisfied employees are more likely to stay with company and become committed and have more likely to be motivated to provide high level of customer service, by doing so will also further enhance the employees satisfaction through feeling of achievement. Enhanced job satisfaction leads to improved employee retention; and employee stability ensures the successful implementation of continuous improvement and

customer satisfaction. Customer satisfaction will no doubt lead to corporate success and greater job security. These will further enhance job satisfaction. History of Job Satisfaction One of the biggest preludes to the study of job 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. Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories. Models of job satisfaction

 Affect Theory
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. Dispositional Theory

Another well-known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the Core Selfevaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: selfesteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces

having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzbergs Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifact. Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. . Finally, the model has been criticized in that it does not specify how motivating/hygiene factors are to be measured.

Job Characteristics Model

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be

combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors----. A metaanalysis of studies that assess the framework of the model provides some support for the validity of the JCM.

Factor discussion 1. Work culture: This factor emerged out be the most important factor for job satisfaction in insurance sector. There are nine variables which correlate very high with this factor. It accounts for a total variance of 23.367. This factor highlights the fact that for job satisfaction an insurance company must have a very good work culture. Work culture comprises of the following attributes in order of their importance: Superiors encouragement of career development Helpful superiors Respectful treatment by management and peers Job security Open and friendly work atmosphere Work flexibility with respect to family responsibilities Free and frequent communication by superiors Good internal co-ordination between various departments Realistic targets

After analysis it was seen that in the entire insurance sector major emphasis is on encouragement given by superiors for the development of career of their subordinates. (Factor loading is .806) and minimum emphasis is on realistic targets (Factor loading is -.671) This may be due to the fact that in insurance sector major emphasis is given on business development.

This factor being one of the major factors that influence the job satisfaction level in insurance sector , It aims at satisfying the safety/security and self-esteem needs of individuals. It talks about job security, helpful superiors, respectful treatment, open and friendly work environment which is a safety an security need, then moving higher in the need hierarchy model self-esteem need is fulfilled by superiors encouragement of career development, free and frequent communication by superiors because this provided recognition from others in terms of career development and communication. It was seen that superiors encourage the career development of their subordinates, they are helpful, they treat the subordinates with respect and there is good internal co-ordination among various departments of the organizations but on the other hand there is no job security in this sector, work atmosphere is also not very open and friendly moreover the companies do not provide work flexibility with respect to the family responsibility of their employees. Jobs are more stressful if they interfere with an employees personal life and are a source of continuous worry or concern. Despite being helpful the superiors are lacking in frequent and free communication with their subordinate which causes a major amount of job dissatisfaction among the employees. Another very important cause of dissatisfaction if unrealistic targets that are set by superiors which results in increasing the stress level as well as dissatisfaction among the employees. Note: A negative factor loading implies that the variable has a negative implication on the factor. While considering the strength of each variable its absolute value is considered but while analyzing its impact the negative implication is taken into consideration.

2. Pay for performance:

This was the second most important factor which results in job satisfaction. This factor accounted for a total variance of 10.825. There are four variables that correlate high with this factor and they are given below in order of the importance given to them Salary according to competence Equitable salary when compared to competitors Availability of fringe benefits And job importance

This factor satisfies the safety and security needs of employees since it talks about economic security aspect (refer to figure 2.2) Though analysis it was seen that the salary structure in the entire insurance sector was competitive and equitable to competitors, fringe benefits like laptops, telephone facility, reimbursement of conveyance etc. were provided to keep the employees satisfied and motivated to work and this made the employees feel that their job is of importance and the business that they generate is of importance to the company. Equitable salary structure and fringe benefits act as a buffer for employees who feel that they are being valued by the company and are getting something in return for the business that they generate. But on the darker side a major dis-satisfaction was in terms of salary when compared to the competence and ability of employees. Employees felt that their salary is not in compliance to their abilities and competencies. They felt that work load was often very much and their pay was not according to the work load that they had to handle. So it was concluded that though organizations provide fringe benefits which are being appreciated by the employees yet there is dis-satisfaction in terms of salary structure and since the structure is competitive so the entire insurance sector is facing problems associated with low salary package.

3. Growth and recognition:

The third important factor that determines the job satisfaction level in the insurance sector is the amount of growth opportunities that are available to the employees and the level of recognition that they receive for their efforts. The variables that correlate highly with this factor in terms of their importance are as follows: Periodical review of work for improvement Fair performance appraisal system Recognition and incentives (bonus) for personal accomplishments Frequent training for skill enhancement Opportunities to learn and grow

This factor highlights human beings unrelenting desire for being acknowledged for their achievements. It aims at satisfying self-esteem need of human beings (refer to figure 2.2).A successful employee is one who is in constant search for growth opportunities and it was found that in the insurance sector employees are given adequate growth opportunities. Their performance is reviewed frequently and fairly, they receive incentives and bonus for their personal achievements, they are given frequent training for enhancing their skills and they get immense opportunities to learn and improve on their abilities and competencies. So it can be fairly concluded that insurance sector provides good growth and learning opportunities to its employees which attracts job seekers towards this industry.

4. Authority:

Authority also plays an important role in defining job satisfaction level. It accounted for 7.972% of variance and ranked at fourth number in the analysis. The two variables that make up this factor in order of their role in determining job satisfaction are as follows: Participation in decision making Freedom to do job efficiently

This factor again talks about self-esteem need of human beings, according to Maslows need hierarchy theory (refer to figure 2.2) Participative management is one of the emerging trends that the organizations are utilizing to motivate their work force and to make them feel part of the organization. If a worker feels that he is in charge of things around him then he will be satisfied internally and will be motivated to make his workplace a better place. But on a greyer note it was seen that in insurance sector decision making is still the prerogative of higher authorities and employees are secluded from decision making, though they are given freedom to do their jobs effectively but when it comes to decision making they are secluded from it. 5. Job clarity: Fourth factor that determines job satisfaction is presence of job clarity. This factor accounts for 6.805% variance and it has three variables under it which as following: Clear understanding of goals and strategies Clarity about expectations from job and organization Availability of opportunities to understand interesting an challenging projects

It was seen that employees have a clear understanding of their job roles and also of the goals and strategies of the company. They also get good opportunities to undertake challenging projects and are able to handle these projects well because of their job clarity. So it seems that the main effort is on making job roles and duties clear, along with good understanding of strategies and goals of the organization so that employees can align their

goals and targets with that of the organization and hence become capable of handling challenging projects. 6. Team work: Team work among peers and subordinates is a factor that is the second last factor which has its say on job satisfaction in insurance sector. This factor accounted for 5.662% variance and it has two variables that highly correlate with it. The variables in order of their loading are: Team spirit among co-workers Good working relationship with peers

This factor clearly aims at satisfying the social needs of human beings since it talks about team work which necessitates from humans need to be part of a group and to be accepted as a part of that group. Team work creates an aura of healthy work environment. If employees work as a team rather than individuals then targets can be achieved in a better way. Good working relationships also act as stress suppressing factor. It creates harmony and stimulates growth of employees as well as the organization as a whole. It was found that employees in insurance sector had relatively high team spirit among themselves and they also had good working relations between their co-workers.

7. Leadership:

The last but important factor that affects job satisfaction level in insurance sector is leadership of management. This factor accounts for total of 5.626% variance and its two variables in order of their importance are as following: Caring manager Competent manager

Though leadership has many attributes but in insurance sector it is determined by the attitude of superiors towards their subordinates. A good leader is one who is competent enough to care about his subordinates and not just treat them like insensitive beings. This is again a psychological attribute which determines job satisfaction level. A caring manager satisfies the social need (according to Maslows need hierarchy model) of employees and it makes them realize that they are being cared and given importance as a human asset. It was seen that the leadership in insurance sector needs to pay attention on this front. Employees felt that their managers are incompetent because they fail to care about them as person. This was a cause of dis-satisfaction among employees in the insurance sector

(FIGURE 2.2)

ABOUT THE STUDY Objectives Primary objective: To study the satisfaction level of employees on their job in. Secondary objectives: 1. To study the satisfaction of the employees with respect to their job description. 2. To study the opinion of the employees with respect to their career development in the organization. 3. To study the satisfaction of the employees with respect to their salary structures. 4. To study the satisfaction of the employees with respect to the training activities conducted by the organization. Need In todays competitive world especially after the advent of liberalization, privatization and globalization the employee opportunities in the private sector has gone up. People are constantly on the move and are shifting to different companies as and when they get better offers. So it is becoming increasingly difficult for the organizations, to retain employees for longer duration. So this study is being done to know the satisfaction level of employees of Parry Agro Industries Ltd. limited. The finding of the study will throw a light on the extent of satisfaction of the employees. The management can work on areas where there are problems and make Parry Agro Industries Ltd. a wonderful organization to work for.

Methodology

Research is, thus, an original contribution to the existing stock of knowledge making for its advancement. It is the pursuit of truth with the help of study, observations. Comparison and experiment. In short, the search for knowledge through objective and systematic method of generalization and the formulation of a theory is also theory is also research. A term research refers to the systematic method of consisting for enunciating the problem, formulating a hypothesis, collecting the facts or data. Analyzing the facts or data, analyzing the facts and reaching certain conclusions either in the form of solutions towards the concerned problems or in certain generalization for some theoretical formulation. Collection of Data Data refers to information or facts. Often researchers understand by data as only numerical figure. It also includes descriptive facts, on numerical information, qualitative and Collection of data is an important stage in research. In fact the quality of the data collected determines the quantity of the research. Collection of data is done by 2 methods. 1. Primary data collection. 2. Secondary data collection. Primary Data Primary data is also known as the data collected for the first time through the field survey. Such data are collected with specific set of objectives to assess the current of any variable studied. Interviews Questionnaires quantitative information.

Secondary Data The secondary data, which is needed for my study was collected from the companys database.

Sample Design Sampling procedure: Convenience sampling Sample size Sampling Unit Statistical tools The researcher has used mainly five statistical tools to analysis the data and draw inference:The following tests and statistical tools were used for the analysis of the data. Percentage analysis method Percentage can be used to compare the relative item (i.e) the distribution of two or more series of data. Percentage = number of respondents / total respondent * 100 Weighted average analysis method In calculating arithmetic mean we suppose that all the items in the distribution have equal importance. Weighted average = Total of weights scored by each variable ________________________________ Total respondents : 100 : Employees in Parry Agro Industries Ltd., Chennai

Chi - square

Amongst the several tests used in statistics for judging the significance of the sampling data, Chi- square test, developed by Prof. Fisher, is considered an important test. Chisquare, symbolically written as x (pronounced as Ki- square) is a statistical measure with the help of which it is possible to assess the significance of the difference between the observed frequencies and the expected frequencies obtained from some hypothetical universe. Chi-square tests enable us to test whether more than two population proportions can be considered equal. In order that Chi-square test may be applicable, both the frequencies must be grouped in the same way and the theoretical distribution must be adjusted to give the same total frequency which is equal to that of observed frequencies. x is calculated with the following formula: x = (Oi Ei) ___________ Ei Limitations 1. The study is restricted to white collar workers in industry. 2. The responses of the respondents may be biased. 3. The time available for research of the study was limited. i = 1, 2, 3......N

Chapterization

The project was carried out to study the Job Satisfaction at Parry Agro Industries Ltd, Chennai. Chapter I The first chapter deals with the Introduction of the project, Review of Literature, Objectives, Need, Research Methodology, Limitations of the study, Company profile. Chapter II The second chapter includes Data Analysis and Interpretations, which interprets the data using percentages analysis and Chi-square. Chapter III The third chapter contains Findings, Suggestions and Conclusions.

DATA ANALYSIS & INTERPRETATION

Low Level Management TABLE 1 TABLE SHOWING AGE OF THE RESPONDENTS Options 20-30 yrs 31-40 yrs 41-50 yrs Above 50 yrs Total Inference: 52% of the respondents are between 20-30 yrs of age, 32% of the respondents are between 31-40 yrs of age and remaining 16% of the respondents are above 50 yrs of age. CHART 1 CHART SHOWING AGE OF THE RESPONDENTS No of respondent 13 8 4 0 25 Percentage % 52% 32% 16% 0 100%

60% 50% 40% Percentage 30% 20% 10% 0%

52%

32% 16% 0 20-30 yrs 31-40 yrs Age 41-50 yrs Above 50 yrs

Middle Level Management TABLE 2 TABLE SHOWING AGE OF THE RESPONDENTS

Options 20-30 yrs 31-40 yrs 41-50 yrs Above 50 yrs Total Inference:

No of respondent 27 9 11 3 50

Percentage % 54% 18% 22% 6% 100%

54% of the respondents are between 20-30 yrs, 18% of the respondents are between 31-40 yrs, 22% of the respondents are 41-50 yrs and remaining 6% of the respondents are above 50 yrs. CHART 2 CHART SHOWING AGE OF THE RESPONDENTS

60% 50% 40% Percentage 30% 20% 10% 0% 20-30 yrs 18% 31-40 yrs Age 22% 6% 41-50 yrs Above 50 yrs 54%

Top Level Management TABLE 3 TABLE SHOWING AGE OF THE RESPONDENTS Options No of respondent Percentage %

20-30 yrs 31-40 yrs 41-50 yrs Above 50 yrs Total Inference:

0 4 15 6 25

0 16% 60% 24% 100%

0 of the respondents are between 20-30 yrs, 16% of the respondents are between 31-40 yrs, 60 % of the respondents are 41-50 yrs and remaining 24% of the respondents are above 50 yrs. CHART 3 CHART SHOWING AGE OF THE RESPONDENTS 0.6 0.5 0.4 Percentage 0.3 0.2 0.1 0 16% 24% 60%

0 20-30 yrs 31-40 yrs 41-50 yrs Above 50 yrs Age

Low Level Management TABLE 4 TABLE SHOWING GENDER OF THE RESPONDETS Options Male No of respondent 18 Percentage % 72%

Female Total Inference:

7 25

28% 100%

72% of the respondents are male and remaining 28% of the respondents are female. CHART 4 CHART SHOWING GENDER OF THE RESPONDETS

80% 60% 40% 20% 0%

72%

28% S1 Male Gender Female Percentag e

Middle Level Management TABLE 5 TABLE SHOWING GENDER OF THE RESPONDETS Options Male Female No of respondent 29 21 Percentage % 58% 42%

Total Inference:

50

100%

58% of the respondents are male and remaining 41% of the respondents are female. CHART 5 TABLE SHOWING GENDER OF THE RESPONDETS

60% 50% 40% 30% 20% 10% 0%

58% 42%

S1 Male Gender Female

Percentage

Top Level Management TABLE 6 TABLE SHOWING GENDER OF THE RESPONDETS Options Male Female Total No of respondent 17 8 25 Percentage % 68% 32% 100%

Inference: 68% of the respondents are male and remaining 32% of the respondents are female. CHART 6 CHART SHOWING GENDER OF THE EMPLOYEES

70% 60% 50% 40% 30% 20% 10% 0%

68%

32%

S1 Male Gender Female

Percentage

Low Level Management TABLE 7 TABLE SHOWING EDUCATION QUALIFICATION Options Diploma Graduate Post Graduate Others No of respondent 3 14 8 0 Percentage % 12% 56% 32% 0

Total Inference:

25

100%

12% of the respondents are studied diploma, 56% of the respondents are studied graduate, and remaining 32% of the respondents are Post Graduate.

CHART 7 CHART SHOWING EDUCATION QUALIFICATION

Education Qualification

Others 0 Post Graduate Graduate

32%

56%

Diploma 0%

12% 20% 40% 60%

Percentage

Middle level Management TABLE 8 TABLE SHOWING EDUCATION QUALIFICATION Options Diploma Graduate Post Graduate Others Total No of respondent 5 22 20 3 50 Percentage % 10% 42% 40% 6% 100%

Inference: 10% of the respondents are studied diploma, 42% of the respondents are studied Graduate, 40% of the respondents are studied Post Graduate and remaining 6% of the respondents are studied others. CHART 8 CHART SHOWING EDUCATION QUALIFICATION

Education Qualification

Others Post Graduate Graduate Diploma

6% 40% 42% 10% 10% 20% 30% 40% 50%

0%

Percentage

Top level Management TABLE 9 TABLE SHOWING EDUCATION QUALIFICATION Options Diploma Graduate Post Graduate Others Total Inference: No of respondent 2 9 14 0 25 Percentage % 8% 36% 56% 0 100%

8% of the respondents are studied diploma, 36% of the respondents are studied graduate, and remaining 56% of the respondents are studied Post Graduate. CHART 9 CHART SHOWING EDUCATION QUALIFICATION

Education Qualifacation

Others 0 Post Graduate Graduate Diploma 0% 8% 10% 20% 30% 40% 50% 60% Percentage 36% 56%

Low Level Management TABLE 10 TABLE SHOWING MARITAL STATUS OF EMPLOYEES Options Yes No Total Inference: 48% of the respondents are married and remaining 52% of the respondents are unmarried. No of respondent 12 13 25 Percentage % 48% 52% 100%

CHART 10 CHART SHOWING MARITAL STATUS OF EMPLOYEES

48% 52%

Middle Level Management TABLE 11 TABLE SHOWING MARITAL STATUS OF EMPLOYEES Options Yes No Total Inference: 72% of the respondents are marital status of employees and remaining 28% of the respondents are marital status of employees. CHART 11 No of respondent 36 14 50 Percentage % 72% 28% 100%

CHART SHOWING MARITAL STATUS OF EMPLOYEES

28%

72%

Top Level Management TABLE 12 TABLE SHOWING MARITAL STATUS OF EMPLOYEES Options Yes No Total Inference: 84% of the respondents are married and remaining 16% of the respondents are unmarried. CHART 12 CHART SHOWING MARRITAL STATUS OF EMPLOYEES No of respondent 21 4 25 Percentage % 84% 16% 100%

16%

84%

Low level Management TABLE 13 TABLE SHOWING EXPERIENCE OF THE EMPLOYEES Options 0-5 yrs 5-10 yrs 10-15 yrs Above 15 yrs Total Inference: 48% of the respondents are 0-5 yrs experience, 205 of the respondents are 5-10 yrs experience, 24% of the respondents are 10-15 yrs experience and remaining 8% of the respondents are above 15 yrs experience. TABLE 13 No of respondent 12 5 6 2 25 Percentage % 48% 20% 24% 8% 100%

TABLE SHOWING EXPERIENCE OF THE EMPLOYEES

Above 15 yrs

8%

10-15 yrs

24%

5-10 yrs

20%

0-5 yrs 0% 10%

48% 20% 30% 40% 50%

Middle Level Management TABLE 14 TABLE SHOWING EXPERIENCE OF THE EMPLOYEES Options 0-5 yrs 5-10 yrs 10-15 yrs Above 15 yrs Total Inference: 12% of the respondents experience between 0-5 yrs, 46% of the respondents experience 16% Above 15 yrs between 5-10 yrs, 26% of the respondents experience between 10-15 yrs and remaining 16% of the respondents experience are above 15 yrs. 26% 10-15 yrs CHART 14 5-10 yrs 46% CHART SHOWING EXPERIENCE OF THE EMPLOYEES 0-5 yrs 0% 12% 10% 20% 30% 40% 50% No of respondent 6 23 13 8 50 Percentage % 12% 46% 26% 16% 100%

Top Level Management TABLE 15 TABLE SHOWING EXPERIENCE OF THE EMPLOYEES Options 0-5 yrs 5-10 yrs 10-15 yrs Above 15 yrs Total Inference: 4% of the respondents experience between 0-5 yrs, 16% of the respondents experience Above 15 yrs 52% between 5-10 yrs, 28% of the respondents experience between 10-15 yrs and remaining 52% of the respondents experience are above 15 yrs. 10-15 yrs 28% CHART 15 CHART SHOWING EXPERIENCE OF THE EMPLOYEES 16% 5-10 yrs No of respondent 1 4 7 13 25 Percentage % 4% 16% 28% 52% 100%

0-5 yrs

4% 10% 20% 30% 40% 50% 60%

0%

Low Level Management TABLE 16 TABLE SHOWING SATISFIED WITH SALARY Options Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Total Inference: 20% of the respondents are highly satisfied with salary, 4% of the respondents are satisfied with salary, 24% of the respondents are dissatisfied with salary and remaining 40% of the respondents are highly dissatisfied with salary. 40% 35% 30% 25% 20% 15% 10% 5% 0% Highly satisfied Satisfied Dissatisfied Highly Dissatisfied CHART 16 CHART SHOWING SATISFIED WITH SALARY 24% 20% 16% 40% No of respondent 5 4 6 10 25 Percentage % 20% 16% 24% 40% 100%

Middle Level Management TABLE 17 TABLE SHOWING SATISFIED WITH SALARY Options Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Total Inference: 42% of the respondents are highly satisfied with salary, 26%of the respondents are satisfied, 24% of the respondents are dissatisfied and remaining 6% of the respondents are highly dissatisfied. CHART 17 50% CHART SHOWING SATISFIED WITH SALARY 42% 40% 30% 20% 10% 0% Highly satisfied Satisfied Dissatisfied 6% S1 Highly Dissatisfied 26% No of respondent 22 13 12 3 50 Percentage % 42% 26% 24% 6% 100%

24%

Top Level Management TABLE 18 TABLE SHOWING SATISFIED WITH SALARY Options Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Total Inference: 44% of the respondents are highly satisfied with salary, 28% of the respondents are satisfied with salary, 20% of the respondents are dissatisfied with salary and remaining 8% of the respondents are highly dissatisfied with salary. CHART 18 CHART SHOWING SATISFIED WITH SALARY 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Highly satisfied Satisfied Dissatisfied Highly Dissatisfied 28% 20% 8% 44% No of respondent 11 7 5 2 25 Percentage % 44% 28% 20% 8% 100%

Low Level Management TABLE 19 TABLE SHOWING SATISFIED WITH JOB Options Satisfied Dissatisfied Total Inference: 55% of the respondents are satisfied with job and remaining 45% of the respondents are dissatisfied with job. CHART 19 CHART SHOWING SATISFIED WITH JOB No of respondent 16 9 25 Percentage % 55% 45% 100%

45%

55%

Middle Level Management TABLE 20 TABLE SHOWING SATISFIED WITH JOB Options Satisfied Dissatisfied Total Inference: 62% of the respondents are satisfied with job and remaining 38% of the respondents are dissatisfied with job. CHART 20 CHART SHOWING SATISFIED WITH JOB No of respondent 31 19 50 Percentage % 62% 38% 100%

38%

62%

Top Level Management TABLE 21 TABLE SHOWING SATISFIED WITH JOB Options Satisfied Dissatisfied Total Inference: 76% of the respondents are satisfied with job and remaining 24% of the respondents are dissatisfied. CHART 21 CHART SHOWING SATISFIED WITH JOB No of respondent 19 6 25 Percentage % 76% 24% 100%

24%

76%

Low Level Management TABLE 22 TABLE SHOWING GOALS DIFFICULT TO ATTAIN WITHIN THE SPECIFIED TIME Options Yes No Total Inference: 56% of the respondents are attaining a goal within a specific time and remaining 44% of the respondents are not attaining a goal within a specific time. CHART 22 CHART SHOWING GOALS DIFFICULT TO ATTAIN WITHIN THE SPECIFIED TIME No of respondent 14 11 25 Percentage % 56% 44% 100%

44%

56%

Middle Level Management TABLE 23 TABLE SHOWING GOALS DIFFICULT TO ATTAIN WITHIN THE SPECIFIED TIME Options Yes No Total Inference: 54% of the respondents are attaining a goal within a specific time and remaining 46% are not attaining a goal within a specific time. CHART 23 CHART SHOWING GOALS DIFFICULT TO ATTAIN WITHIN THE SPECIFIED TIME No of respondent 27 23 50 Percentage % 54% 46% 100%

46% 54%

Top Level Management TABLE 24 TABLE SHOWING GOALS DIFFICULT TO ATTAIN WITHIN THE SPECIFIED TIME Options Yes No Total Inference: 84% of the respondents are attaining a goal within a specific time and remaining 16% of the respondents are not attaining a goal within a specific time. CHART 24 CHART SHOWING GOALS DIFFICULT TO ATTAIN WITHIN THE SPECIFIED TIME No of respondent 21 4 25 Percentage % 84% 16% 100%

16%

84%

Low Level Management

TABLE 25 TABLE SHOWING SATISFIED WITH THE RELATIONSHIP WITH SUPERIORS Options Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Total Inference: 44% of the respondents are highly satisfied with the relationship with superiors, 32% of the respondents are satisfied with the relationship with superior, 20% of the respondents are dissatisfied with superiors and remaining 4% of the respondents are highly dissatisfied with that relationship with superiors. CHART 26 CHART SHOWING SATISFIED WITH THE RELATIONSHIP WITH SUPERIORS 50% 40% 30% 20% 10% 0% Highly satisfied Satisfied Dissatisfied 4% Highly Dissatisfied Percentage % 32% 20% No of respondent 11 8 5 1 25 Percentage % 44% 32% 20% 4% 100%

44%

Middle Level Management

TABLE 26 TABLE SHOWING SATISFIED WITH THE RELATIONSHIP WITH SUPERIORS Options No of respondent

Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Total Inference:

21 17 12 0 50

42% 34% 24% 0 100%

42% of the respondents are highly satisfied with the relationship with superiors, 34% of the respondents are satisfied with the relationship with superior and remaining 24% of the respondents are dissatisfied with superiors. CHART 26 CHART SHOWING SATISFIED WITH THE RELATIONSHIP WITH SUPERIORS

Highly Dissatisfied Dissatisfied

24%

Satisfied Highly satisfied Top Level Management0% 10% 20% TABLE 27 30%

34%

42%

40%

50%

TABLE SHOWING SATISFIED WITH THE RELATIONSHIP WITH SUPERIORS Options Highly satisfied Satisfied Dissatisfied Highly Dissatisfied No of respondent 16 7 2 0 Percentage % 64% 28% 8% 0

Total Inference:

25

100%

64% of the respondents are highly satisfied with the relationship with superiors, 28% of the respondents are satisfied with the relationship with superior and remaining 8% of the respondents are dissatisfied with superiors. CHART 27 CHART SHOWING SATISFIED WITH THE RELATIONSHIP WITH SUPERIORS 70% 60% 50% 40% 30% 20% 10% 0%

64%

28% 8% Highly satisfied Satisfied 0 Dissatisfied Highly Dissatisfied Percentage % 28% 72% 100%

Low Level Management TABLE 28 TABLE SHOWING FEEL OVERBURDENED IN JOB Options Yes No Total No of respondent 7 18 25

Inference: 28% of the respondents are felt overburden in job and remaining 72% of the respondents are not felt overburden in job.

CHART 28 CHART SHOWING SATISFIED WITH THE RELATIONSHIP WITH SUPERIORS

28%

72%

Middle Level Management TABLE 29 TABLE SHOWING FEEL OVERBURDENED IN JOB Options Yes No Total No of respondent 21 29 50 Percentage % 42% 58% 100%

Inference: 42% of the respondents are felt overburden in job and remaining 58% of the respondents are not felt overburden in job. CHART 29

CHART SHOWING FEEL OVERBURDENED IN JOB

42%

58%

Top Level Management TABLE 30 TABLE SHOWING FEEL OVERBURDENED IN JOB Options Yes No Total No of respondent 9 16 25 Percentage % 36% 64% 100%

Inference: 36% of the respondents are felt overburden in job and remaining 64% of the respondents 36% are not felt overburden in job. CHART 30 64% CHART SHOWING FEEL OVERBURDENED IN JOB

Low Level Management TABLE 31 TABLE SHOWING SATISFIED WITH THE WORKING HOURS PROVIDED BY THE ORGANIZATION Options Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Total Inference: 32% of the respondents are highly satisfied with the working hours provided by the organization, 56% of the respondents are satisfied with the working hours provided by the organization and remaining 12% of the respondents are dissatisfied with the working hours provided by the organization, No of respondent 8 14 3 0 25 Percentage % 32% 56% 12% 0 100%

CHART 31 CHART SHOWING SATISFIED WITH THE WORKING HOURS PROVIDED BY THE ORGANIZATION 60% 50% 40% 30% 20% 10% 0% Highly satisfied Satisfied 0 Dissatisfied Highly Dissatisfied Percentage % 42% 36% 12% 8% 100% 12% 32%

56%

Middle Level Management

TABLE 32 TABLE SHOWING SATISFIED WITH THE WORKING HOURS PROVIDED BY THE ORGANIZATION Options Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Total Inference: 42% of the respondents are highly satisfied with the working hours provided by the organization, 36% of the respondents are satisfied with the working hours provided by the organization , 12% of the respondents are dissatisfied with the working hours provided by the organization and remaining 8% of the respondents are highly dissatisfied. CHART 32 No of respondent 22 18 6 4 50

CHART SHOWING SATISFIED WITH THE WORKING HOURS PROVIDED BY THE ORGANIZATION

50% 40% 30% 20% 10% 0% Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Percentage % 56% 24% 20% 0 100%

Top Level Management

TABLE 33 TABLE SHOWING SATISFIED WITH THE WORKING HOURS PROVIDED BY THE ORGANIZATION Options Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Total Inference: 56% of the respondents are highly satisfied with the working hours provided by the organization, 24% of the respondents are satisfied with the working hours provided by the organization and remaining 20% of the respondents are dissatisfied with the working hours provided by the organization. CHART 33 CHART SHOWING SATISFIED WITH THE WORKING HOURS PROVIDED BY THE ORGANIZATION No of respondent 14 6 5 0 25

60% 50% 40% 30% 20% 10% 0%

56%

24% 20%

Highly satisfied

Satisfied

0 Dissatisfied Highly Dissatisfied

Low Level Management TABLE 34

TABLE SHOWING SATISFIED WITH CO-WORKERS Options Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Total No of respondent 14 6 5 0 25 Percentage % 56% 24% 20% 0 100%

Inference: 56% of the respondents are highly satisfied with co workers, 24% of the respondents are satisfied with co workers and remaining 20% of the respondents are dissatisfied with co workers. CHART 34 Highly 0 Dissatisfied CHART SHOWING SATISFIED WITH THE WORKING HOURS PROVIDED BY THE ORGANIZATION Dissatisfied 20%

Satisfied

24%

Highly satisfied 0% 10% 20%

56% 30% 40% 50% 60%

Middle Level Management TABLE 35 TABLE SHOWING SATISFIED WITH CO-WORKERS Options Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Total No of respondent 23 14 8 4 50 Percentage % 46% 28% 16% 8% 100%

Inference: 46% of the respondents are highly satisfied with co workers, 28% of the respondents are satisfied with co workers, 16% of the respondents are dissatisfied with co workers and remaining 8% of the respondents are highly dissatisfied with co workers. CHART 35 CHART SHOWING SATISFIED WITH THE WORKING HOURS PROVIDED BY 50% 46% THE ORGANIZATION 40% 30% 20% 10% 0% Highly satisfied Satisfied Dissatisfied 16% 8% 28%

Highly Dissatisfied

Top Level Management TABLE 36 TABLE SHOWING SATISFIED WITH CO-WORKERS Options Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Total No of respondent 15 7 3 0 25 Percentage % 60% 28% 12% 0 100%

Inference: 60% of the respondents are highly satisfied with co workers, 28% of the respondents are satisfied with co workers and 12% of the respondents are dissatisfied with co workers. CHART 36 CHART SHOWING SATISFIED WITH CO-WORKERS

60% 50% 40% 30% 20% 10% 0%

60%

28% 12% Highly satisfied Satisfied 0 Dissatisfied Highly Dissatisfied

Low Level Management TABLE 37 TABLE SHOWING SATISFIED WITH THE WORKING CONDITION IN THE ORGANIZATION Options Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Total No of respondent 12 7 6 0 25 Percentage % 48% 28% 24% 0 100%

Inference: 48% of the respondents are highly satisfied with working condition in organization, 28% of the respondents are satisfied with working condition in organization and remaining 24% of the respondents are satisfied with working condition in organization. CHART 37 CHART SHOWING SATISFIED WITH THE WORKING CONDITION IN THE ORGANIZATION

50% 40% 30% 20% 10% 0%

48%

28% 24%

Highly satisfied

Satisfied

0 Dissatisfied Highly Dissatisfied

Middle Level Management TABLE 38 TABLE SHOWING SATISFIED WITH THE WORKING CONDITION IN THE ORGANIZATION Options Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Total No of respondent 19 16 10 5 50 Percentage % 38% 32% 20% 10% 100%

Inference: 38% of the respondents are highly satisfied with working condition in organization, 32% of the respondents are satisfied with working condition in organization, 20% of the respondents are satisfied with working condition in organization and remaining 10% of the respondents are satisfied with working condition in organization. CHART 38 CHART SHOWING SATISFIED WITH THE WORKING CONDITION IN THE ORGANIZATION

40% 35% 30% 25% 20% 15% 10% 5% 0%

38% 32%

20%

10% Highly satisfied

Satisfied

Dissatisfied

Highly Dissatisfied

Top Level Management TABLE 39 TABLE SHOWING SATISFIED WITH THE WORKING CONDITION IN THE ORGANIZATION Options Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Total No of respondent 11 13 1 0 25 Percentage % 44% 52% 4% 0 100%

Inference: 44% of the respondents are highly satisfied with working condition in organization, 52% of the respondents are satisfied with working condition in organization, and remaining 4% of the respondents are satisfied with working condition in organization. CHART 39 CHART SHOWING SATISFIED WITH THE WORKING CONDITION IN THE ORGANIZATION

60% 50% 40% 30% 20% 10% 0% Highly satisfied Satisfied 4% 0 Dissatisfied Highly Dissatisfied 52% 44%

Low Level management TABLE 40 TABLE SHOWING SATISFIED WITH OPINION ABOUT THE WELFARE MEASURE PROVIDED BY THE ORGANIZATION Options Excellent Good Fair Poor Total No of respondent 15 4 6 0 25 Percentage % 60% 12% 24% 0 100%

Inference: 60% of the respondents are excellent, 12% of the respondents are good and remaining 24% of the respondents are fair with the working condition in the organization. CHART 40 CHART SHOWING SATISFIED WITH OPINION ABOUT THE WELFARE MEASURE PROVIDED BY THE ORGANIZATION

60% 50% 40% 30% 20% 10% 0%

60%

24% 12%

Excellent

Good

0 Fair Poor

S1

Middle Level Management

TABLE 41 TABLE SHOWING SATISFIED WITH OPINION ABOUT THE WELFARE MEASURE PROVIDED BY THE ORGANIZATION Options Excellent Good Fair Poor Total No of respondent 23 13 10 4 50 Percentage % 46% 26% 20% 8% 100%

Inference: 46% of the respondents are excellent, 26% of the respondents are good, and 20% of the respondents are fair remaining 8% of the respondents are poor with working condition in the organization. CHART 41 CHART SHOWING SATISFIED WITH OPINION ABOUT THE WELFARE MEASURE PROVIDED BY THE ORGANIZATION

Poor

8%

Fair

20%

Good

26%

Excellent 0% Top Level Management 10%

46% 20% 30% 40% 50%

TABLE 42

TABLE SHOWING SATISFIED WITH OPINION ABOUT THE WELFARE MEASURE PROVIDED BY THE ORGANIZATION Options Excellent Good Fair Poor Total No of respondent 16 5 4 0 25 Percentage % 64% 20% 16% 0 100%

Inference: 64% of the respondents are excellent, 20% of the respondents are good, 16% of the respondents are fair with working condition in the organization. CHART 42 CHART SHOWING SATISFIED WITH OPINION ABOUT THE WELFARE MEASURE PROVIDED BY THE ORGANIZATION

Poor 0

Fair

16%

Good

20%

Excellent 0% Low Level Management 20%

64% 40% 60% 80%

TABLE 43 TABLE SHOWING FEEL PROMOTION HAS BEEN FAIR IN YOUR ORGANIZATION Particulars No of Respondents Percentage

Yes 17 68% No 8 32% Total 25 100% Inference: 68% of the respondents are yes and remaining 32% of the respondents are no with felt promotion has been fair in organization. CHART 43 CHART SHOWING SATISFIED WITH OPINION ABOUT THE WELFARE MEASURE PROVIDED BY THE ORGANIZATION

32%

68%

Middle Level Management TABLE 44 TABLE SHOWING FEEL PROMOTION HAS BEEN FAIR IN YOUR ORGANIZATION Particulars No of Respondents Percentage

Yes 32 64% No 18 36% Total 20 100% Inference: 64% of the respondents are yes and remaining 36% of the respondents are no with felt promotion has been fair in organization. CHART 44 CHART SHOWING SATISFIED WITH OPINION ABOUT THE WELFARE MEASURE PROVIDED BY THE ORGANIZATION

36%

64%

Top Level Management TABLE 45 TABLE SHOWING FEEL PROMOTION HAS BEEN FAIR IN YOUR ORGANIZATION Particulars No of Respondents Percentage

Yes 14 56% No 11 44% Total 25 100% Inference: 56% of the respondents are yes and remaining 44% of the respondents are no with felt promotion has been fair in organization. CHART 45 CHART SHOWING SATISFIED WITH OPINION ABOUT THE WELFARE MEASURE PROVIDED BY THE ORGANIZATION

44% 56%

Low Level Management TABLE 46 TABLE SHOWING TRANSFERRED FROM ONE JOB TO ANOTHER Options Always No of respondent 15 Percentage % 60%

Sometimes Rarely Never Total

7 3 0 25

21% 12% 100%

Inference: 60% of the respondents are always, 21% of the respondents are sometimes, 12% of the respondents are rarely with transferred from one job to another. CHART 46 CHART SHOWING SATISFIED TRANSFERRED FROM ONE JOB TO ANOTHER

60% 50% 40% 30% 20% 10% 0%

60%

21% 12% Always

Sometimes

Rarely

Never

Middle Level Management TABLE 47 TABLE SHOWING TRANSFERRED FROM ONE JOB TO ANOTHER Options Always Sometimes Rarely Never No of respondent 24 16 7 3 Percentage % 48% 32% 14% 6%

Total

50

100%

Inference: 48% of the respondents are always, 32% of the respondents are sometimes, 14% of the respondents are rarely and remaining 6% of the respondents are never with transferred from one job to another. CHART 47 CHART SHOWING SATISFIED TRANSFERRED FROM ONE JOB TO ANOTHER

50% 40% 30% 20% 10% 0%

48%

32%

14% 6% Always Sometimes Rarely

Never

Top Level Management TABLE 48 TABLE SHOWING TRANSFERRED FROM ONE JOB TO ANOTHER Options Always Sometimes Rarely Never Total Inference: No of respondent 12 9 4 0 25 Percentage % 48% 36% 16% 0 100%

48% of the respondents are always, 36% of the respondents are sometimes, 16% of the respondents are rarely with transferred from one job to another. CHART 48 CHART SHOWING SATISFIED TRANSFERRED FROM ONE JOB TO ANOTHER

50% 40% 30% 20% 10% 0%

48% 36%

16%

Always

Sometimes

0 Rarely Never

Low Level Management TABLE 49 TABLE SHOWING SATISFIED WITH THE FREEDOM TO PLAN AND PERFORM THE JOB Particulars Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Total No of Respondents 11 10 4 0 25 Percentage 44% 40% 16% 0 100%

Inference: 44% of the respondents are highly satisfied, 40% of the respondents are satisfied and remaining 16% of the respondents are dissatisfied with the freedom to plan and perform the job. CHART 49 CHART SHOWING SATISFIED WITH THE FREEDOM TO PLAN AND PERFORM THE JOB

50% 40% 30% 20% 10% 0%

44%

40%

16% Highly Satisfied Satisfied 0 Dissatisfied Highly Dissatisfied

Middle Level Management TABLE 50 TABLE SHOWING SATISFIED WITH THE FREEDOM TO PLAN AND PERFORM THE JOB ParParticulars Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Total No of Respondents 26 15 9 0 50 Percentage 52% 30% 18% 0 100%

Inference: 52% of the respondents are highly satisfied, 30% of the respondents are satisfied and remaining 18% of the respondents are dissatisfied with the freedom to plan and perform the job. CHART 50 CHART SHOWING SATISFIED WITH THE FREEDOM TO PLAN AND PERFORM THE JOB 60% 50% 40% 30% 20% 10% 0% 52% 30% 18% Highly Satisfied Satisfied 0 Dissatisfied TABLE 51 TABLE SHOWING SATISFIED WITH THE FREEDOM TO PLAN AND PERFORM THE JOB ParParticulars Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Total No of Respondents 8 13 3 1 25 Percentage 32% 52% 12% 4% 100% Highly Dissatisfied

Top Level Management

Inference: 32% of the respondents are highly satisfied, 52% of the respondents are satisfied , 12% of the respondents are dissatisfied with the freedom to plan and perform the job and remaining 4% of the respondents are highly dissatisfied with the freedom to plan and perform the job. CHART 51 CHART SHOWING SATISFIED WITH THE FREEDOM TO PLAN AND PERFORM THE JOB
Highly 4% Dissatisfied

Dissatisfied

12%

Satisfied

52%

Low Level Management

Highly Satisfied 0%

32%

10%

TABLE30% 52 20%

40%

50%

60%

TABLE SHOWING SATISFIED WITH THE RECOGNATION FOR PERFORMANCE IN THE JOB ParParticulars N o of Respondents 13 7 5 0 25 Percentage

Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Total

52% 28% 20% 0 100%

Inference: 52% of the respondents are highly satisfied, 28% of the respondents are satisfied and remaining 20% of the respondents are dissatisfied with the recognition for performance in the job. CHART 52 CHART SHOWING SATISFIED WITH THE RECOGNATION FOR PERFORMANCE IN THE JOB

60% 40%

52%

28% 20% 0% Highly Satisfied Satisfied Dissatisfied 20% 0 Highly Dissatisfied

Middle Level Management

TABLE 53

TABLE SHOWING SATISFIED WITH THE RECOGNATION FOR PERFORMANCE IN THE JOB ParParticulars Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Total No of Respondents 24 15 8 3 50 Percentage 58% 30% 16% 6% 100%

Inference:

58% of the respondents are highly satisfied, 30% of the respondents are satisfied 18% of the respondents are dissatisfied and remaining 6% of the respondents are highly dissatisfied with the recognition for performance in the job. CHART 53 CHART SHOWING SATISFIED WITH THE RECOGNATION FOR PERFORMANCE IN THE JOB

60% 50% 40% 30% 20% 10% 0%

58%

30% 16% Highly Satisfied 6% Satisfied Dissatisfied Highly Dissatisfied

Top Level Management TABLE 54 TABLE SHOWING SATISFIED WITH THE RECOGNATION FOR PERFORMANCE IN THE JOB ParParticulars Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Total Inference: 68% of the respondents are highly satisfied, 24% of the respondents are satisfied , 8% of the respondents are dissatisfied with the recognition for performance in the job. No of Respondents 17 6 2 0 25 Percentage 68% 24% 8% 0 100%

CHART 54 CHART SHOWING SATISFIED WITH THE FREEDOM TO PLAN AND PERFORM THE JOB

80% 70% 60% 50% 40% 30% 20% 10% 0%

is f

68%

24% 8% 0
is fie D is sa t ly d

ie d

is fie

Sa t

Sa t

H ig h

Low Level Management TABLE 55 TABLE SHOWING SATISFIED WITH THE INFORMATION RECEIVED REGARDING MANAGEMENT DECISION ParParticulars Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Total Inference: No of Respondents 11 7 7 0 25 Percentage 44% 28% 28% 0 100%

44% of the respondents are highly satisfied, 28% of the respondents are satisfied and remaining 28% of the respondents are dissatisfied with the information received regarding management decision. CHART 55

H ig h

D is sa t

ly

is f

ie d

CHART SHOWING SATISFIED WITH THE INFORMATION RECEIVED REGARDING MANAGEMENT DECISION

0 Dissatisfied 28% 28% Highly Satisfied 0% 10% 44% 20% 30% 40% 50%

Middle Level Management TABLE 56 TABLE SHOWING SATISFIED WITH THE INFORMATION RECEIVED REGARDING MANAGEMENT DECISION ParParticulars Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Total Inference: No of Respondents 31 14 5 0 50 Percentage 62% 28% 10% 0 100%

62% of the respondents are highly satisfied, 28% of the respondents are satisfied and remaining 10% of the respondents are dissatisfied with the information received management decision.
Highly 0 Dissatisfied

CHART 56

Dissatisfied 10% CHART SHOWING SATISFIED WITH THE INFORMATION RECEIVED

REGARDING MANAGEMENT DECISION

Satisfied Highly Satisfied 0% 20% 28%

62% 40% 60% 80%

Top Level Management TABLE 57 TABLE SHOWING SATISFIED WITH THE INFORMATION RECEIVED REGARDING MANAGEMENT DECISION ParParticulars Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Total Inference: No of Respondents 12 6 3 4 25 Percentage 48% 24% 12% 16% 100%

48% of the respondents are highly satisfied, 24% of the respondents are satisfied, 12% of the respondents are dissatisfied and remaining 165 of the respondents are highly dissatisfied with the information received regarding management decision.
Highly Dissatisfied 16%

CHART 57

CHART SHOWING SATISFIED WITH THE INFORMATION RECEIVED 12% Dissatisfied REGARDING MANAGEMENT DECISION
Satisfied Highly Satisfied 0% 10% 24% 48% 20% 30% 40% 50%

CHI- SQUARE TEST CHI SQUARE BETWEEN AGE AND THE SATISFACTION OF EMPLOYEES WITH SALARY To find the reliability of the collected data Chi-square test has to be conducted the required hypothesis is the null hypothesis Null hypothesis H0 : The collected data is reliable one. Alternative hypothesis H1 : The collected data is not reliable one. Low Level Management O 18 7 16 9 E 2 2 O-E 4 4 (O-E) (O-E) / E 0.25 0.44 0.69

x = (O-E) / E = 0.69 d.f = r -1 = 2-1 = 1 The table value of x for 4 d.f at 5% level of significant is 3.841 Since C.V <T.V we accept the null hypothesis INTERPRETATION

Hence it is concluded that there is no significant relationship between the observed and expected frequency. Therefore the collected data is not reliable one.

Middle Level Management To find the reliability of the collected data Chi-square test has to be conducted the required hypothesis is the null hypothesis Null hypothesis H0 : The collected data is reliable one. Alternative hypothesis H1 : The collected data is not reliable one.

O 29 21 31 19

E 2 -2

O-E 4 4

(O-E)

(O-E) / E 0.13 0.21 0.34

x = (O-E) / E = 0.34 d.f = r -1 = 2-1 = 1 The table value of x for 4 d.f at 5% level of significant is 3.841 Since C.V < T.V we accept the null hypothesis INTERPRETATION Hence it is concluded that there is no significant relationship between the observed and expected frequency. Therefore the collected data is not reliable one.

Top Level Management To find the reliability of the collected data Chi-square test has to be conducted the required hypothesis is the null hypothesis Null hypothesis H0 : The collected data is reliable one. Alternative hypothesis H1 : The collected data is not reliable one.

O 17 8

E 19 6

O-E 2 -2

(O-E) 4 4

(O-E) / E 0.21 0.67 0.88

x = (O-E) / E = 0.88 d.f = r -1 = 2-1 = 1 The table value of x for 4 d.f at 5% level of significant is 3.841 Since C.V <T.V we accept the null hypothesis INTERPRETATION Hence it is concluded that there is no significant relationship between the observed and expected frequency. Therefore the collected data is not reliable one.

Chi square between monthly marital status and level of satisfaction Low level Management To find the reliability of the collected data Chi-square test has to be conducted the required hypothesis is the null hypothesis Null hypothesis H0 : The collected data is reliable one. Alternative hypothesis H1 : The collected data is not reliable one.

O 12 13

E 16 9

O-E -4 4

(O-E) 16 16

(O-E) / E 1.00 1.78 2.78

x = (O-E) / E = 2.78 d.f = r -1 = 2-1 = 1 The table value of x for 4 d.f at 5% level of significant is 3.841 Since C.V < T.V we accept the null hypothesis

INTERPRETATION Hence it is concluded that there is no significant relationship between the observed and expected frequency. Therefore the collected data is not reliable one.

Middle Level Management To find the reliability of the collected data Chi-square test has to be conducted the required hypothesis is the null hypothesis Null hypothesis H0 : The collected data is reliable one. Alternative hypothesis H1 : The collected data is not reliable one.

O 36 14 x = (O-E) / E = 2.78 d.f = r -1 = 2-1 = 1

E 31 19

O-E 5 5

(O-E) 25 25

(O-E) / E 0.81 1.31 2.12

The table value of x for 4 d.f at 5% level of significant is 3.841 Since C.V < T.V we accept the null hypothesis INTERPRETATION Hence it is concluded that there is no significant relationship between the observed and expected frequency. Therefore the collected data is not reliable one.

Top Level Management To find the reliability of the collected data Chi-square test has to be conducted the required hypothesis is the null hypothesis Null hypothesis H0 : The collected data is reliable one.

Alternative hypothesis H1 : The collected data is not reliable one.

O 21 4 x = (O-E) / E = 0.88 d.f = r -1 = 2-1 = 1

E 19 6

O-E 2 -2

(O-E) 4 4

(O-E) / E 0.21 0.67 0.88

The table value of x for 4 d.f at 5% level of significant is 3.841 Since C.V < T.V we accept the null hypothesis INTERPRETATION Hence it is concluded that there is no significant relationship between the observed and expected frequency. Therefore the collected data is not reliable one.

Chi square between Experience and satisfied with relationship with superiors. Low Level Management To find the reliability of the collected data Chi-square test has to be conducted the required hypothesis is the null hypothesis Null hypothesis H0 : The collected data is reliable one. Alternative hypothesis H1 : The collected data is not reliable one.

O 13 8 4 0 x = (O-E) / E = 1.38 d.f = r -1 = 5-1 = 4

E 11 8 5 1

O-E 2 0 -1 -1

(O-E) 4 0 1 1

(O-E) / E 0.36 0 0.2 1 1.38

The table value of x for 4 d.f at 5% level of significant is 9.488

Since C.V < T.V we accept the null hypothesis INTERPRETATION Hence it is concluded that there is no significant relationship between the observed and expected frequency. Therefore the collected data is not reliable one. Middle Level Management To find the reliability of the collected data Chi-square test has to be conducted the required hypothesis is the null hypothesis Null hypothesis H0 : The collected data is reliable one. Alternative hypothesis H1 : The collected data is not reliable one.

O 27 9 11 3 x = (O-E) / E = 8.55 d.f = r -1 = 5-1 = 4

E 21 17 12 0

O-E 6 -8 -1 3

(O-E) 36 64 1 3

(O-E) / E 1.71 3.76 0.08 3 8.55

The table value of x for 4 d.f at 5% level of significant is 9.488 Since C.V < T.V we accept the null hypothesis INTERPRETATION Hence it is concluded that there is no significant relationship between the observed and expected frequency. Therefore the collected data is not reliable one. Top Level Management To find the reliability of the collected data Chi-square test has to be conducted the required hypothesis is the null hypothesis Null hypothesis H0 : The collected data is reliable one. Alternative hypothesis H1 : The collected data is not reliable one.

O 0 4 15 6

E 16 7 2 0

O-E -16 -3 13 6

(O-E) 256 9 169 36

(O-E) / E 16 1.29 84.5 36 137.79

x = (O-E) / E = 137.79 d.f = r -1 = 5-1 = 4 The table value of x for 4 d.f at 5% level of significant is 9.488 Since C.V > T.V we reject the null hypothesis INTERPRETATION Hence it is concluded that there is significant relationship between the observed and expected frequency. Therefore the collected data is reliable one.

9092569361 CONCLUSION The focus of my study was to understand the underlying factors that affect an employees job satisfaction level in the insurance sector. Several factors were kept in mind which are Performance appraisal, Recognition, Pay package, Work atmosphere, Communication , Authority , Leadership( Attitude and behavior of superiors), Work pressure , Growth opportunities , Work variety , Job security, Job importance and Work-Life balance. Keeping all these factors in mind the study was conducted within the insurance sector and a total of 10 top players were covered.

It was found that job satisfaction level is good in the insurance sector and that job satisfaction depends on age, tenure and gender of an employee. But most importantly employees like to work for organizations which can provide them an excellent work culture where superiors are helpful and they encourage the career development of their subordinates, where employees feel respected and not neglected, where there is stability in job and they are not fired at their smallest fault, where the work atmosphere is open and friendly with free flow of communication and good co-ordination between different departments so that the employees dont face problems in carrying out their routine tasks , they also hope for a work culture where realistic targets are set and there is certain amount of flexibility so that they can manage a good work life balance. This factor must be supported by an attractive performance based pay package. Employees also look for growth opportunities because today employees are very much aware about their surroundings and they want to continuously grow and improve on their skills in order to stay competitive in the market. They prefer job positions which provide them with authority to make decisions pertaining to their job roles and they like to be included in the decisions making process. They want to undertake challenging projects rather than the conventional ones. They understand the importance of team work and are full of team spirit. Last but not the least they want a leadership who is competent enough to care for them and treat them as human being and not as machines This study also helped to shortlist those lacunae in the insurance sector that aggravated workers dissatisfaction for their jobs along with highlighting the positives of the sector. ( Detailed analysis of each factor is done in the factor discussion part of analysis ) Measurement of Job satisfaction can be a very helpful tool to the management to understand the psychology of its works and how employees feel about their jobs, it can also be an important predictor of work behaviors such as organizational citizenship, high

attrition rate, their non-performance, their absenteeism, , their motivation level, their stress levels and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. Thus increasing job satisfaction is important for its humanitarian values and its financial benefits (due to its effect on employees behavior) and organizations should look into this major aspect for the betterment of their financial as well as social well being.

FINDINGS

RECOMMENTIONS The recommendations are based on the factors that were found to be an important aspect of an employees job satisfaction. It was found that Work culture is the most important factor responsible for an employees job satisfaction. Though most of the variables associated with the work culture were satisfactory in the insurance sector but there are a few grey areas which need to be looked into. These are as following : I. Employees were dissatisfied because of non- existence of job security in the organization II. They were also dissatisfied on the closed and non-friendly work atmosphere. III. No work flexibility with respect to family responsibilities. IV. The negative communication flow with their superiors V. Unrealistic targets Therefore organizations should make sure that the employees feel part of the organization. Communication should be encouraged between employees and superiors.

 Help people feel that they are part of something bigger than themselves and their individual job. This can be done by keeping workers well informed about the events happening around them. They should be able to put their views forth. Respect and fear are two very different aspects so superiors should act in a friendly way so that the workers respect them and are not scared of them. Targets should be set in view of business expansion but innovative schemes like cash reward for best performers, fun and food nights etc should be arranged so that the workers do not feel that extra pressure and feel satisfied after achieving their targets. In short the organizations should celebrate achievements in pride. Organizations can also start exercises or fun breaks at work to reduce the stress level in employees. Organizations should promote a fair balance between work and personal life and should make sure that senior managers model the same behaviour. Employees should feel a certain amount of security for their job and should be reassured about this fact. Pay for performance was the second important factor. The only dissatisfying factor here was I. That employee felt that they were not being paid according to their performance, abilities and competencies. Employees are more satisfied when they feel that they are being aptly rewarded for the work that they do. Therefore organizations should consider employees responsibilities, the effort they have put forth, the work they have done well and the demands of their jobs. Therefore, make sure that rewards are for genuine contribution to the organization There should be constancy in the reward policy.

 If the salary is competitive then make sure that the employees know about it. Rewards can include a variety of perks and benefits apart from money.

Growth and recognition

Employees are more satisfied when they have growth opportunities. This includes chances to learn and grow and getting opportunities to enhance ones skills. Insurance industry offers good growth opportunities but for further boosting up the satisfaction level Organizations should promote from within whenever possible Review work periodically to remove un necessary red-tapism Reward promising employees with roles on interesting projects. Authority

Employees are more satisfies when they have authority to do their work freely and they are invited in the decision making process. Hence When reasonable let employees take the decision Allow employees to give input on decisions that will affect them Establish work goals but let employees decide how they will achieve those goals. Later reviews may help to identify innovative, best work techniques. Manage the number of interruptions a person faces while trying to complete his task. So that he is not frustrated by unnecessary obstructions in his path towars accomplishing his goals. For innovative ideas and feedbacks such Questions could be asked like If there were just one or two decisions that you could make, which ones would make the biggest difference in your jobs? Job clarity

There was good job clarity in the minds of employees of insurance sector which enables employees to be fit for handling challenging projects. Employees are more satisfied when they have challenging projects at work. This included chances to participate in interesting projects, jobs with a satisfying degree of challenge and opportunities for increased responsibilities. It is important to note that this is not simply promotional opportunity. As organizations are become flatter promotions can be rare- people have found challenges through team leadership, projects, assignments as well as promotions. Therefore organizations should Divide jobs into levels of increasing leaderships and responsibilities. It may be possible to create job titles that demonstrate increasing levels of expertise which is not limited by availability of positions. They simply demonstrate achievement. Team work

Employees are more satisfied when their entire work group takes pride in the quality of its work. Good team spirit was found in the insurance sector so organizations must Distribute work evenly within work teams. Prizes and competitions for teams must be started. This will encourage employees to work as teams and achieve their targets more fruitfully. For instance- Organizations should set targets works for different teams and then give them enough authority to achieve their targets as per their will. This will create a sense of responsibility, authority and team work in the various teams. The collective incentives can be divided among the teams as decided by them. But make sure that this authority is not misused by few influential employees. So continuous monitoring of the process will be required. Leadership

Employees are more satisfied when their managers are good leaders. This includes caring for an employee and showing competence through motivational approaches.

 Make sure that managers are well trained in dealing with people. People respond to managers whom they can trust and who can motivate them and care for them. So managers should be trained at being compassionate while directing employees to achieve goals. There are very few practical tips which work very well for boosting the morale of an employee and hence his job satisfaction level. For example: Eating with your subordinates open them up and it instills confidence in them about their manager, asking about his personal problems and just being compassionate will go miles in increasing the satisfaction level of an employee. In short a ten principle model can be followed to enhance job satisfaction level: Demonstrate You Value People

Your regard for people shines through in all of your actions and words. Your facial expression, your body language, and your words express what you are thinking about the people who report to you. Your goal is to demonstrate your appreciation for each person's unique value. No matter how an employee is performing on their current task, your value for the employee as a human being should never falter and always be visible. Share Leadership Vision

Help people feel that they are part of something bigger than themselves and their individual job. Do this by making sure they know and have access to the organization's overall mission, vision, and strategic plans. Share Goals and Direction

Share the most important goals and direction for your group. Where possible, either make progress on goals measurable and observable, or ascertain that you have

shared your picture of a positive outcome with the people responsible for accomplishing the results. Trust People

Trust the intentions of people to do the right thing, make the right decision, and make choices that, while maybe not exactly what you would decide, still work. Provide Information for Decision Making

Make certain that you have given people, or made sure that they have access to, all of the information they need to make thoughtful decisions.

Delegate Authority and Impact Opportunities, Not Just More Work

Don't just delegate the drudge work; delegate some of the fun stuff, too. Delegate the important meetings, the committee memberships that influence product development and decision making, and the projects that people and customers notice. The employee will grow and develop new skills. Your plate will be less full so you can concentrate on contribution. Your reporting staff will gratefully shine and so will you. Provide Frequent Feedback

Provide frequent feedback so that people know how they are doing. Sometimes, the purpose of feedback is reward and recognition. People deserve your constructive feedback, too, so they can continue to develop their knowledge and skills.

Solve Problems: Don't Pinpoint Problem People

When a problem occurs, ask what is wrong with the work system that caused the people to fail, not what is wrong with the people. Worst case response to problems? Seek to identify and punish the guilty. Listen to Learn and Ask Questions to Provide Guidance

Provide a space in which people will communicate by listening to them and asking them questions. Guide by asking questions, not by telling grown up people what to do. People generally know the right answers if they have the opportunity to produce them. When an employee brings you a problem to solve, ask, "what do you think you should do to solve this problem?" Or, ask, "what action steps do you recommend?" Employees can demonstrate what they know and grow in the process. Help Employees Feel Rewarded and Recognized for Empowered Behavior When employees feel under-compensated, under-titled for the responsibilities they take on, under-noticed, under-praised, and under-appreciated, dont expect results from employee empowerment. The basic needs of employees must feel met for employees to give you their discretionary energy, that extra effort that people voluntarily invest in work. FOR TRAINING NEEDS Following model can be followed: Prefatory- Basic level training for new entrants

Transformation- Value added training for mature employees Zenith- Training meant for special projects for which superiors can nominate exemplary talents.

ANNEXURE: Questionnaire