A STUDY ON SIGNIFICANCE OF JOB EFFECTIVENESS AND IMPACT THROUGH JOB SATISFACTION AND MOTIVATION CHAPTER-1 1.1INTRODUCTION 1.

1 ABOUT THE STUDY

The project titled job effectiveness and impact through job satisfaction and motivation is undertaken for the period of 90 days in HiLite Builders Pvt.Ltd Calicut. The Success of any organizations is highly dependent on employees job satisfaction and motivation. Job satisfaction is the degrees of how much like their jobs. Some people enjoy work and find it to be a central part of life. There are a variety of factors that can influence a persons level of job satisfaction. Some of these factors include the level of pay and benefits, the perceived fairness of the promotion system with in a company, the quality of working conditions leaderships and social relationships, the job itself (the variety of task involved, the interest and challenge the job generates, and the clarity of job description/requirements. 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 workgroups.

1.2 INDUSTRY PROFILE

1.2.1 Introduction In the fields of architecture and civil engineering, construction is a process that consists of the building or assembling of infrastructure. Far from being a single activity, large scale consumption is a feat of multitasking. Normally the job is managed by the project manager and supervised by the construction manager, design engineer, construction engineer or project architect. For the successful execution of a project, effective planning is essential. Those involved with the design and execution of the infrastructure in question must consider the environmental impact of the job, the successful scheduling, budgeting, site safety, availability of materials, logistics, inconvenience to the public caused delays, preparing tender documents, etc. 1.2.2 History of construction Mankind has constructed building and other structures since prehistory. The technology and economy of consumption work has changed throughout history Stone Age Construction The first bridges made by humans were probably wooden logs placed across a stream. The first buildings were simple huts, tents and wind shelters, built by their Inhabitants. Materials were wood, hides and stone. Ancient Construction As cities formed, division of labor and professional crafts like masonry. Metalworking and woodworking emerged. Governments began to regulate construction in efforts of urban planning. Simple machines like levers and pulleys came in to use, as well as nails. Arches, vaults and domes were used to create spans. In ancient Rome, concrete was invented. Occasionally, slaves were used as workforce, but not as often as depicted in popular culture (for instance, the Egyptian pyramids were built by free men) ,Some construction works were done as curve.

Medieval Construction In the Middle Ages of Europe fortifications, castles and cathedrals were the greatest construction projects. Craftsmen became organized in guilds. The pile driver was invented around 1500.

1.2.3Construction in the Modern Age Social Trends: As society moved away from feudalism with the coming of the Renaissance and the modern age, more people began to live in cities and various urban population centers. It became necessary to build more varied. Numerous and concreted Dwellings and structures for all levels of economic and political classes Building Techniques: Bricks became a widespread building technique during the modern era, due to ease of production .There were many tools which have been grown obsolete since the advent of modern technology, but which were previously used by all builders. Some major examples are the plumb line the slide rule and the drafting compass Industrial Revolution: The industrial revolution was manifested in new kinds of transportation installations. Such as railways, cansals and macadam roads. These required large amounts of investment. New constructions devices include steam engines, machine tools, explosives and optical surveying. As steel was mass-produced from the mid- 19 th century, it was used, in from of I-beams and reinforced concrete. Glass panes also went into mass production, and changed from luxury to every mans property. Plumbing appeared, and gave common access to drinking water and sewage collection. With the second industrial revolution in the early 20th century elevators and crances made high rise buildings and skyscrapers possible, while engineering vehicles and power tools decreased the workforce needed. Other new technologies were prefabrication and computer aided design. Trade unions were formed to protect construction workers interests. Personal protective equipment such as hard hats and earmuffs also came into use.
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From the 20th century, Governmental construction projects were used as a part of macroeconomic stimulation polices, especially during the Great depression. In the end of the 20th century, ecology, energy conservation and sustainable development have become more important issues of construction. Industry Segments REAL ESTATE Residential (Housing & Development) Industrial (Industrial Parks, Factories, Plants, etc.) Corporate (Office, Research Centres) Commercial (Retail: Malls, Shops, Showrooms; Hotels; etc. ) INFRASTRUCTURE Roads Railways Urban infrastructure (improved housing, water supply and sanitation, schools, universities, health and security, etc.) Ports Airports Power Global Majors With the significant investment opportunities emerging in this industry, a large number of international real estate players have entered the country. Currently, foreign direct investment (FDI) inflows into the sector are estimated to be between 3 billion and 3.50 billion. Jones Lang LaSalle (JLL), the world's leading integrated global real estate services and money management firm, plans to invest around 646 million in the country's burgeoning property market.

Dubai-based DAMAC Properties would invest up to 2.9 billion to develop properties in India. Merrill Lynch & Co bought 49 per cent equity in seven mid-income housing projects of India's largest real estate developer DLF in Chennai, Bangalore, Kochi and Indore for 243 million. UAE-based real estate company Rakeen and Chennai-based mineral firm Trimex Group have formed joint venture company - Rakindo Developers - which wouldinvest over 3 billion over the next five years. Dubai-based Nakheel and Hines of the US have tied up with DLF to develop properties in India. DLF has also formed a joint venture with Limitless Holding, a part of Dubai World, to develop a 9 billion township project in Karnataka. Gulf Finance House (GFH) has decided to invest over 1 billion in a Greenfield site close to Navi Mumbai.

INFRASTRUCTURE Power Power generation capacity of 122 GW; 590 bn units produced (1 unit =1kwh), Compound Annual Growth Rate of 4.6% over the last four years India has the fifth largest electricity generation capacity in the world Roads An extensive road network of 3.3 m km the second largest in the world The Golden Quadrilateral (GQ-5846 km of 4 lane highways) North-South & East West Corridors (NSEW-7300 km of 4 lane highways) Railways The premier transport organisation of the country - the largest rail network in Asia and the worlds second largest 7566 locomotives, 37,840 Coaching vehicles, 222,147 Freight wagons, 6853 Stations, 300 Yards, 2300 Goodsheds, 700 Repair shops, 1.54 m Work force

Ports 12 Major Ports and 185 Minor Ports along 7,517 km long Indian coastline 100% FDI under the automatic route is permitted for port development projects PublicPrivate partnership is seen by the Government as the key to improve Major and Minor ports Airports India has 125 airports; of these, 11 are designated international airports 100% FDI is permissible for existing airports; FIPB approval required for FDI beyond 74% Privatization of the Delhi and Mumbai airports is in progress. Expected investment of about 2.4 billion New international airports - Bangalore & Hyderabad are being built by private consortia total investment of about 411 million 25 other city airports are being considered for private investment. Urban Development Indias total urban population on 1st March 2007 was 285 million. Allowing up to 100 % foreign direct investment (FDI) under the automatic route in townships, housing, built-up infrastructure and construction-development project Opportunities With the economy surging ahead, the demand for all segments of the real estate sector is likely to continue to grow. The Indian real estate industry is likely to grow from 7 billion in 2005 to 58 billion in by 2015. Given the boom in residential housing, IT, ITeS, organized retail and hospitality industries, this industry is likely to see increased investment activity. Foreign direct investment alone might see a close to six-fold jump to 19 billion over the next 10 years. There are a lot of opportunities that are sprouting up in the construction of Roads, Railways, Airports and Power. Projects worth 1.872 billion are coming up to develop Special Economic Zones. India has a large and growing middle class population of 300 million people, out of which a large section is need on new
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houses. It is estimated that there is a national housing storage of 41 million units. Retailing is becoming the boom industry with organized retail being a market of 4.494 billion. Water supply and sanitation projects alone offer scope for annual investment of 4.27 billion. The Ministry of Power has formulated a blueprint to provide reliable, affordable and quality power to all users by 2012. This calls for an investment of 54.67 billion in the next five years. The government of India has permitted FDI up to 100% for development of integrated townships in India last year. India's booming infrastructure sector is fuelling demand for all kinds of construction equipment. Before the opening up of the Indian economy, and the entry of international majors, much of infrastructure development and construction in the real estate sector was done manually. But with the infrastructure and construction sectors undergoing dramatic changes with 60-storeyed sky-scrapers being built in cities like Mumbai, and thousands of kilometers of expressways and highways being laid across the subcontinent - builders and contractors are acquiring sophisticated equipment to execute the multi-million-dollar projects. For the construction equipment sector, which has adapted rapidly to the changed scenario, this is indeed good news, as it paves the way for an exciting future. Construction Industry Development Council Construction industry Development Council (CIDC) is the apex body of Construction Industry of India and is promoted jointly by the Planning Commission, Govt. of India and the Construction Industry of India. The paper describes, in brief, the political, social and legal framework. The paper details the economic overview, administrative and regulatory features, enhancement and development of Indian Construction Industry and the globalization of construction services with a perspective of WTO and GATS. Political, Social & Legal framework: Secular Constitution. Stable Democratic environment since 1947.
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 Broad consensus on Economic policy across party lines. Independent multi-tier judicial system. Judicial systems in sync with international practices. Preferred language of domestic business & international interactions is English.

1.3 COMPANY PROFILE

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1.3.1 Introduction Hi-lite Builders is a popular private limited company Focuses on construction works in Jidah, dhamam & Kerala, mainly Calicut and Cochin. It was incorporated on 12th May 2003. Hi-lite group, a team of professionals joined in the late nineties for the business operation based at Calicut. Hi-lite Builders Pvt. Ltd. is name to reckon with in the field of construction with a lineage in materials management and building construction that span over a decade; a track record of successfully Completed projects of medium and large sizes, and the goodwill that has been generated through exemplary service. Is it delivering on deadline, responding is an instant, or always meeting customer with a smile. At present, Hi- lite consists of the following companies in the group companies or ventures: Builders& Developers Industry 1. Hi-lite Builders Pvt. Ltd. 2. Focus mall Construction& Contractors Industry 3. Hi-lite Project and Construction Pvt.Ltd. 4. Hi-lite Construction. Real Estate Industry 5. Hi-lite realtors Pvt. Ltd, Food and Entertainment Pvt, Ltd 6. Hi-lite Food Courts& Entertainment Pvt.Ltd Career and Education 7. Kerala Retail Academy Pvt.Ltd 8. Hi-lite Ideal Public School Miscellaneous 9. Hi-lite wood Crafts 10. Hi-lite Metal Industries.

1.3.2 Products Of Hi- Lite Builders

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Hi-Lite Cliff Dale

Set at Chinthavalappu junction in Calicut City, Hi-light Cliff Dale Apartments comprises 68 modern apartments with many unique features. Hi-lite Cliff Dale is nothing less than extraordinary. Centrally located, it has all the facilities of the city such as railway station, bus stand, cinema halls, supermarket, shopping malls, schools and colleges, places of worship etc. within a stones throw away. Hi-Lite Manor Hi-lite Manor, a nine-storied apartment complex, lies within the close proximity to MES College for Women and the essential market of Calicut the Nadakavu Market. Hilite Manor boasts all amenities of modern living. Although situated in one of the busy areas of Calicut, Hi-lite Manor stands unaffected by the citys hustle and bustle. Hi-Lite Park View Hi-lite Park View at Puthiyara in Calicut city is comprised of twenty four apartments with all facilities ensuring comfort and joy. Today the smiles seen on the faces of the people residing in these apartments give us the zeal to build more and more homes. Hi-lite Park View is a perfect blend of traditional architecture and state of the art amenities. Hi-Lite Royal Crest Hi- lite Royal Crest comprising four blocks and 48 apartments comes with spacious for comfortable living and a large landscaped area for fun and leisure. The project is conveniently located in Chulliyodu Road, which is fast developing as a major road linking Mavoor Road and NH 212. It is elegantly designed with all modern amenities to enhance your contemporary lifestyle. Hi-Lite Harmony Hi-lite Harmony, the new apartment project by Hi-lite Eranhipalam junction in Calicut, ensures that all these needs are met. Hi-lite Harmony comprises thirty-six meticulously built apartments with all modern amenities for your comfortable and

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convenient living. Hi-lite Harmony is set in serene environs away from the annoying city traffic and pollution. Yet close to the important spots where yon need to reach fast. Hi-Lite Eminence Hi-lite Eminence is a place where you will rediscover the lost charm of your life. This imposing 15-storey project, the tallest one of Hi-lite Builders so far, has 54 apartments of 2 bedrooms and 3 bedrooms. It is located just 400m away from Palayam junction, opposite Aradhana Tourist Home on Kallai Road in Calicut. The Focus Mall The most prestigious commercial project launched by hi-lite Builders, the renowned builder in Calicut with an illustrious hallmark of quality, commitment and values. Its built in association with Trio property Developers Pvt.Ltd., the joint venture partner for this project. Specialties: Around 2.5 lakh square feet across six floors Parking on ground and top floors for over 300 cars. Equipped with all modern amenities for total convenience Food Court and Restaurant Big Anchor Shop and mega retail brands Kids Entertainment Zone

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1.3.3 Ongoing Projects

Hi-Lite Hills The first of its kind in Kerala. Hi- lite Hills, fast emerging near NH by- Pass in Calicut is your tomarrow. Aesthetically designed. Hi-lite Hills rests on across of greenery on hilltop. Located close NH By-Pass soon expected to be one of the most happening suburbs of the city. Hi-lite Hills comprises two massive, premium project-Hi-lite Residency, ultra- luxe living space and Hi-lite Plaza, top-notch office spaces. The Ultimate in opulence and in investment too. Hi-lite Hills, being situated opposite to the IT Park Calicut, is certain to grant hi returns. Hi-Lite Plaza Hi-Lite Plaza is high-end office space coming up within the Hi-Lite Hills in the fast-expanding By-pass. Two Towers aggregating over 10 lakh sq, ft of build-up space; this massive project even has central air-conditioning and a parking space that accommodates 1200 cars. Hi-lite plaza is equipped with all amenities and a perfect corporate ambience for all kinds of commercial enterprises. Hi-Lite Residency Housing 400 state-of-the art luxury apartments with all modern amentities , at hilite Residency, each and every apartment is designed with astonishing architectural splendor and elegance. The three towers of 20 floors each will fetch you an overwhelming view of the city space. Strategically located inside the umbrella of hi-lite Hills, hi lite residency has all it needs for a life in sync with nature and the entire city comforts like IT Parks, multi- speciality hospitals, 5-Star hotels and much more that are all tuned to come up. A metro life in natural green environs. Hi-Lite Metromax A cut above the rest. Living a notch higher. A renewed lifestyle. At Metro Max, life is embellished with the larger than life elements of big ideas. A place, which reflects your true self. One that passionately beckons you invitingly, with all its comfort. The

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ultimate in beauty and a whole new idea of urban living that carries with it all the good things of metropolitan dwelling. Hi-Lite Blue Diamond Hall Hi-lite presenting Blue Diamond mall. Where mega brands and mega brands and mega shoppers will meet each other. With thoughtfully designed shopping service. Features 1.25 lakh sq. ft. of shopping space World class amenities Escalators Hi-Lite Grand Cochin Mall Everything Kerala knows about shopping is all set to change. With located on NH Bye- Pass, in the most happening zone of the city. Hard Facts: Located at Edapally junction, on NH 47 Just 10 km from the proposed Smart City Five prestigious universities within 6 km radius 1.3.4On Going Villa Projects Riverdale Villas Independent premium luxury riverside villas spread across lush 7 acres on the waterside: Riverdale, one of the residential projects jointly promoted by Hi-lite Builders Pvt. Ltd, and Palms Valley Property Developers Pvt, Ltd; designed and laid out with essential amenities that ensure quality lifestyle to the residents. Riverdale provides you an environment with ample green gladers, taking you away from the chaos and congestion of the city, though close enough to avail of the benefits of the neighboring regions. Wide well-lit roads. Abundant greenery, landscaped parks,
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spaces

and futuristic amenities. And managed by a team of professionals providing the support

Grand

Cochin, a shopping mall built at the heart of Keralas most vibrant metro. Strategically

serene and pollution-free surrounding, seismic building design are the chosen specialties of Riverdale Spring Dale Villas With its grand clubhouse, swimming poll, well equipped fitness center and others as part of the amenities, what Spring Dale offers you is the convenience and luxury of a gated community living. A contemporary living space of your dreams without hassles of security, still located in proximity to a host of multi- speciality hospitals, school worldclass shopping enters and restaurants, Surrounded by greenery, and an elite neighborhoods. In that way, ensuring all the advantages of modern community living.

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CHAPTER-II MAIN THEME OF THE PROJECT RESEARCH METHODOLOGY:

2.1.1 Introduction Research in common parlance refers to a search for knowledge. The advanced learners dictionary of current English lays down the meaning of research as a
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careful investigation of enquiry especially through search for new facts in any branch of knowledge. The systematic approach concerning generalization and the formulation of a theory is also Research. The purpose of research is to discover answers to questions through the application of scientific procedures.

2.1.2 Sources of Data While deciding about the method of data collection for the study the researcher should keep in mind the two types of data collection. 2.1.2.1Primary Data Primary Data is collected through structured questionnaire and observations. Surveys also helped a lot to collected data. It is the information generated to meet the specific requirements of the investigation at hand. 2.1.2.2 Secondary Data The data collected from the published sources. It is not originally collected for the first time Secondary data is collected from company records and other journals. 2.1.3 Research design A R esearch design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy is procedure. The research design is the conceptual structure with which research is conducted. It constitutes the blue print of collection, measures and analysis of data. Here in this study the researcher chooses descriptive research studies are those studies which are concerned with describing the characteristics of a popular individual, or of a group. 2.1.4 Sampling Design/Techniques Sampling is the process of selecting a sufficient number of elements from the population, so that a study of the sample and an understanding of its properties or characteristics would make it possible for us to generalize such properties or characteristics to the population elements. Sampling design is to clearly define set of

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objects, technically called the universe to be studied. The sampling design used in this study is probability sampling. Sampling technique used is Stratified Random Sampling. 2.1.5 Sample Size The sample taken for the study is 100. 2.1.6 2.1.7 2.1.8 Area of Sampling Hi-lite Builders. Period of Sampling 3 months. List of Statistical Tools Applied Analysis is the process of placing the data in the ordered form, combining them with the existing information and extracting the meaning from them. The raw data becomes information only when they are analyzed and when put in a meaningful form. o Regression o Chi-Square test o Correlation o Weighted average method o ANOVA

2.2 REVIEW OF LITERATURE

Dahlgaard-Park, Su Mi(2012)1 The aim of this article is to explore and discuss the role of trust and closely interrelated ethical core values such as respect, fairness, and honesty in a managerial and organizational context and to link these factors further to employee motivation, commitment and loyalty. From an identified shortage and limitation of existing
1.

Dahlgaard-Park, Su Mi Total Quality Management & Business Excellence, Feb2012, Vol. 23 Issue 2, p125-140, 16p.

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frameworks of human needs and motivation, the author suggests an alternative conceptual framework where trust and other core values are incorporated along with physiological and psychological needs. Empirical research and several findings regarding relationships with the new conceptual framework are presented, discussed and reflected upon. Mussel white, Chris(2011)2 The article discusses methods for creating a corporate culture centered on motivation. This involves training managers on the skills needed to motivate employees, and the techniques which human resources personnel should use to promote awareness of the benefits of a motivated staff. Research is described which indicates that higher motivation leads employees to work more autonomously, experience higher levels of job satisfaction, and contribute more to the success of the firm. Suggestions for managers and trainers are provided, including re-reading employee resumes, asking for input from subordinates, and setting measurable objectives.

Nohria, Nitin; Groysberg, Boris; Lee, Linda-Eling. (Aug2008)3 Motivating employees begins with recognizing that to do their best work, people must be in an environment that meets their basic emotional drives to acquire, bond, comprehend, and defend. So say Nohria and Groysberg, of Harvard Business School, and Lee, of the Center for Research on Corporate Performance. Using the results of surveys they conducted with employees at a wide range of Fortune 500 and other companies, they developed a model for how to increase workplace motivation dramatically. The authors identify the organizational levers that companies and frontline managers have at their disposal as they try to meet workers' deep needs. Reward systems
2. 3.

Musselwhite, Chris Chris. T+D, Sep2011, Vol. 65 Issue 9, p46-49, 4p, 2 Color Photographs. Nohria, Nitin; Groysberg, Boris.Harvard Business Review, Jul-Aug2008, Vol. 86 Issue 7/8, p78-84, 7p, Illustrations, 1 Chart, 2 Graphs

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that truly value good performance fulfill the drive to acquire. The drive to bond is best met by a culture that promotes collaboration and openness. Jobs that are designed to be meaningful and challenging meet the need to comprehend. Processes for performance management and resource allocation that are fair, trustworthy, and transparent address the drive to defend. Equipped with real-world company examples, the authors articulate how to apply these levers in productive ways. That application should not be selective, they argue, because a holistic approach gets you more than a piecemeal one. W. Academ of Management Journal (Apr 2010)4 Why do employees engage in innovative behavior at their workplaces? We examine how employees' innovative behavior is explained by expectations for such behavior to affect job performance (expected positive performance outcomes) and image inside their organizations (expected image risks and expected image gains). We found significant effects of all three outcome expectations on innovative behavior. These outcome expectations, as intermediate psychological processes, were shaped by contextual and individual difference factors of job requirement for innovativeness, employee reputation as innovative, and individual dissatisfaction.

Manolopoulos, Dimitris( Sep2008)5 Individual differences and work-context characteristics may lead to differences in employees' motivation, job satisfaction and performance. In an era when public organizations seek to attract and retain highly qualified employees, managers and designers of motivation systems should carefully scrutinize and evaluate the reward preferences of their personnel. Literature on work motivation has long been focused into two major approaches: the organizational economic approach - focusing on extrinsic rewards; and the organizational behaviour approach - emphasizing intrinsic motivation. Accordingly, the motivators addressed in this study are presented in the form of extrinsic and intrinsic incentives.
4. 5.

W.. Academy of Management Journal, Apr2010, Vol. 53 Issue 2, p323-342, 20p, 3 Diagrams, 2 Charts Manolopoulos, Dimitris International Journal of Human Resource Management, Sep2008, Vol. 19 Issue 9, p1738-1762, 25p,

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Pfeifer, Christian (2012)6 The authors analyze the importance of relative wage positions within firms in western Germany in the context of individual quit decisions as an inverse measure of job satisfaction. Using a linked employer-employee data set (LIAB)for the years 1996-2005 whose sample consists of full-time male prime-age workers in western Germany without college degrees, they as certain whether workers find status or signal effects stronger motivators for quit decisions. more likely to quit their jobs than those with lower relative wage positions and that workers who experience a loss in their relative wage positions are also more likely to accept a wage cut associated with their job transition. Overall, results suggest that a signal effect is, on average, stronger than a status effect.

Dewhurst, Martin (2010)7 The article discusses how to motivate employees. Studies indicate that strategies such as praise, individual attention, and providing employees opportunities to take leadership roles in projects can be effective ways to inspire workers who are reasonably satisfied with their salaries. Amid a period of declining corporate revenues and cost-cutting, non-financial means of increasing employee engagement should have particular appeal. However, as one human-resources executive pointed out, such initiatives require time and effort on the part of top management.; Guthridge, Matthew; Mohr, Elizabeth. McKinsey Quarterly. Ovadje, Franca (2009)8

6.

. PFEIFER, CHRISTIAN( Industrial & Labor Relations Review, Jan2012, Vol. 65 Issue 1, p126-147, 22p, 8 Charts, 1 Graph.

7. Dewhurst, Martin Matthew; Mohr, Elizabeth. McKinsey Quarterly, 2010, Issue 1, p12-15, 4p
8.

Ovadje, Franca(2009) International Journal of Business Research, 2009, Vol. 9 Issue 3, p27-38, 12p, 6 Charts.

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The article explores the motivation to perform and turnover intention among middle managers in Nigeria. Drawing on expectancy theory we explore the importance of different needs in motivating performance, and in the decision to remain with an organization. Respondents ranked a number of motives according to their relative importance for motivating their performance and for remaining in their present organization. Turnover intention was explained by the importance of alternative employment opportunities and by the level of satisfaction and relative importance of work content, pay and management style of the boss.

Sledge, Sally; Miles, Angela K.(2008)9 Job satisfaction has been associated with positive organizational outcomes such as increased employee productivity, higher innovation and reduced turnover, all of which are linked to improved firm performance. Motivation is considered to be a primary determinant of job satisfaction. Yet little research has focused on the links between motivation, job satisfaction and the impact of culture in the workplace. This qualitative research uses Herzberg's Two-Factor Theory of Motivation to assess job satisfaction in the Brazilian hotel industry. The results partially support the theory and suggest that culture influences the degree of job satisfaction. Stazyk, EdmundC (2010)10

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Sledge, Sally; Miles Angela K Coppage, Samuel. International Journal of Human Resource Management, Sep2008, Vol. 19 Issue 9, p1667-1682,

16p, 4 Charts 10. STAZYK, EDMUND C.. Academy of Management Annual Meeting Proceedings, 2010, p1-6, 6p.

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The article explores the influence of fit mechanisms such as person-organization fit, mission valence, person-job fit, person-team fit and person-supervisor fit, on job satisfaction. Positive results were produced by early efforts to adapt the personorganization fit concept to public service motivation studies. It is suggested that the person-organization fit mediates the relationship between public service motivation, individual turnover intentions and employee job satisfaction. Organizations are urged to be careful to hire employees who fit well with the organization and its goals and values. They are also encouraged to provide opportunities for employees to fulfill their values in ways that align with organizational interest.

2.2 RESEARCH GAP

Research gap is a systematic approach to find out the uncovered area of the present study. The researcher found from the review of literature regarding motivation of employees which are job performance, skill, abilities, basics of knowledge for production, personnel policies, and solving problem of both the employees and organization.

The review analysis is covered on job effectiveness and its impact on motivation and satisfaction of employees on different issues above foresaid but coverage

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of the motivation to Highlight Builders in reference to factors that affect job performance, motivational measure, knowledge, skill and abilities.

2.4 STATEMENT OF PROBLEM

Based on the review of literature the researcher found the uncovered area such as the factors that affect job performance, motivational measures, knowledge, skill and abilities. Employees have to develop by their own for better decision making in an organization. To analysis these issuers in depth to provide information for decision making in reference to maintaining the motivation and satisfaction of employees.

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2.5 OBJECTIVES OF THE STUDY

1. To study the profile of Hi- Lite Limited with reference to job effectiveness and impact through job motivation and satisfaction. 2. To measure and identity the factor influencing job satisfaction and motivation.

3. To find out the right motivational measures that may lead to satisfy the employees 4. To find out the level of performance, motivation measuers, skills and abilities.
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2.6 SCOPE OF THE STUDY

1. This study mainly focused on the employees attitudes and opinions that can ultimately affects employee job satisfaction and motivation. 2. This study is helpful to that organization for conducting further research. 3. This study is helpful to the organization for identifying the area of dissatisfaction of job of the employees.
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2.7 LIMITATION OF THE STUDY

1. The researcher was carried out in a short span of time, where in the researcher could not widen the study. 2. The study could not be generalized due to the fact the researcher adopted personal interview methods consist of finding of the study.

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3. The time to conduct the survey was a major limitation as most of them were too busy during working hours and had to conduct the survey only on the time allotted. This reduces the number of respondents to 100.

CHAPTER-III 3.1 ANALYSIS AND INTERPRETATION TABLE-3.1.1 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR GENDER LEVEL Opinion Male Female Total No of Respondents % of Respondents 60 60% 40 40% 100 100% Source: Primary Data

Inference: From the above table the researcher found that,a high of 60% of the respondents are belongs to male and 40% of them are female.
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CHART-3.1.1 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR GENDERLEVEL

TABLE-3.1.2 CLASSIFICATION OF THE RESPONDENTS BASED ON THIR AGE LEVEL Opinion 19-25 26-30 31-40 Above 40 Total No of Respondents 21 47 19 13 100 %of Respondents 21% 47% 19% 13% 100%

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Source: Primary Data Inference: From the above table the researcher found that ,a 21% of the respondents are belongs to the age group of 19-25years and 47% of the respondents belongs to the age group of them 26-30 ,19% of the respondents are belongs to the age group 31-40years and 13% of the respondents are belongs to the age group above 40 years. CHART -3.1.2 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR AGE LEVEL

TABLE-3.1.3 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR EDUCATIONAL QUALIFICATION LEVEL Opinion Up to +2 Diploma Under graduate Post graduate Total No of Respondents 14 19 45 22 100 Source: Primary Data
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% of Respondents 14% 19% 45% 22% 100%

Inference: From the above table the researcher found that ,a high of 45% of and the remaining of the 19% and 14% Diploma and Plus two . CHART-3.1.3 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR QUALIFICATION LEVEL the respondents are belongs to Under Graduate,22% of the respondents are Post Graduate,

TABLE-3.1.4 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR MARITAL STATUS Opinion Single Married Total Inference: From the above table the researcher found that, a high of 56% of the respondents are single and 44% of them married.
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No of respondents 56 44

% of Respondents 56% 44% 100%

100 Source: Primary Data

CHART-3.1.4 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR MARITAL STATUS

TABLE-3.1.5 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR WORKING EXPERIENCE Opinion below 2years 2-4 years 4-6years 6 years Total Interference: No of respondents 10 32 24 34 100 Source: Primary Data % Respondents 10% 32% 24% 34% 100%

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From the above table the researcher found that, a high of 34% of the respondents are having 6 years experience,32% of them are having 2-4 years experience, remaining 24% and 10% of them are having 2-6 years and below 2years. CHART.3.1.5 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR WORKING EXPERIENCE

TABLE-3.1.6 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR SUPPORT FROM THE HR DEPARTMENT Opinion Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied Total Inference: No of Respondents 26 54 7 10 3 % of Respondents 26% 54% 7% 10% 3% 100%

100 Source: Primary Data

From the above table the researcher found that, a high of 54% of the

respondents are having Satisfied with support from hr department and 26% of the
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respondents are Highly Satisfied,7% respondents are Neutral,10% respondents are Dissatisfied and 3% of the respondents are Highly Dissatisfied.

CHART-3.1.6 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR SUPPORT FROM THEIR HR DEPARTMENT

TABLE-3.1.7 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR MANAGEMENT MOTIVATING THE EMPLOYEES Opinion Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied Total Inference: From the above table the researcher found that, a high of 40% of the respondents are satisfied with management motivating the employees,20% respondents are neutral
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No of Respondents 15 40 20 15 10 100 Source: Primary Source

% of Respondents 15% 80% 5% 0% 0% 100%

and 15% respondents are Highly satisfied and the remaining 15% and 10% respondents are dissatisfied and highly dissatisfied CHART-3.1.7 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR MANAGEMENT MOTIVATING THE EMPLOYEES

TABLE -3.1.8 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR TYPES OF INCENTATIVES MOTIVATING MORE Opinion Financial Non-Financial Both Total Inference: 40% respondents are satisfied with financial incentive and 60%respondents both and 0% respondents are satisfied non-financial. No of % of Respondents Respondents 40 40% 0 0% 60 60% 100 100% Source: Primary Data

CHART-3.1.8
34

CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR TYPES OF INCENTATIVES MOTIVATING MORE

INCENTATIVES MOTIVATING MORE

60 50 40 PERCENTAGE 30 20 10 0 Financial 40 0 Non-Financial PESPONDENTS Both 60

TABLE-3.1.9 CLASSIFICATION OF THE RESPONDENTS BASED ON INCENTATIVES PROVIDED BY THE ORGANIZATION Opinion Highly Satisfied Respondents 20 %Respondents 20% 70% 10% 0% 0% 100%

Satisfied 30 Neutral 30 Dissatisfied 10 Highly Dissatisfied 10 Total 100 Source: Primary Data Inference:

From the above table the researcher found that, a high of 30% of the respondents are satisfied with the incenntatives and 30% of them are neutral with the incentives and, 20% of them are highly satisfied with incentatives ,the remaining 10% of them are dissatisfied and highly dissatisfied. CHART-3.1.9
35

CLASSIFICATION OF THE RESPONDENTS BASED ON INCENTATIVES PROVIDED BY THE ORGANIZATION

INCENTATIVES PROVIDED BY THE ORGANIZATION
70 60 50 40 PERCENTAGE 30 20 10 0

70 20 Highly Satisfied

10 Neutral RESPONDENTS

0 Highly Dissatisfied

TABLE-3.1.10 CLASSIFICATION OF THE RESPONDENTS BASED ON INCENTATIVE AND OTHER BENEFITS WILL INFLUENCE YOUR PERFORMANCE Opinion Influence Does not influence No opinion Total Inference: From the above table the researcher found that, a high of 90% of the respondents influence with the incentives and other benefits,10% of them are doest not influence with the incentives and other benefits the remaining 0% of them are no opinion. CHART-3.1.10 CLASSIFICATION OF THE RESPONDENTS BASED ON INCENTATIVE AND OTHER BENEFITS WILL INFLUENCE YOUR PERFORMANCE Respondent s 90 10 0 100 Source: Primary Data 90% 10% 0% 100% % Respondents

36

INCENTATIVES AND OTHER BENEFITS WILL INFLUENCE YOUR PERFORMANCE

100 PERCENTAGE 80 60 40 20 0 Influence Doest not influence RESPONDENTS 10 0 No opinion 90

TABLE-3.1.11 CLASSIFICATION OF THE RESPONDENTS BASED ON MANAGEMENT INVOLVE YOU IN DECISION-MAKING Opinion Respondent % Respondents Yes 80 80% No 0 0% Occasionally 20 20% Total 100 100% Source: Primary Data Inference: From the above table the researcher found that, a high of 80% of the respondents yes with the management involve in decision making, 20% of them are occasionally with the management involve in decision making, the remaining 0% of them are no CHART-3.1.11 CLASSIFICATION OF THE RESPONDENTS BASED ON MANAGEMENT INVOLVE YOU IN DECISION-MAKING

37

MANAGEMENT INVOLVE YOU IN DECISION MAKING

90 80 70 60 50 40 30 20 10 0 80

PERCENTAGE

20 0 Yes No RESPONDENTS Occasionaly

TABLE-3.1. 12.1 CLASSIFICATION OF THE RESPONDENTS BASED ON REASONABLE PERODICAL INCREASE IN SALARY Opinion Respondents Strongly Agree 30 Agree 50 Neutral 15 Disagree 5 StronglyDisagree 0 Total Inference: From the above table the researcher found that, a high 50% of the respondents agree with the increase in salary, 30% of them are strongly agree with the increase in salary, the 15% of neutral, and 5% of disagree, 0% are strongly disagree. CHART -3.1.12.1 CLASSIFICATION OF THE RESPONDENTS BASED ON REASONABLE PERODICAL IN SALARY 100 Source: primary data % of Respondents 30% 50% 15% 5% 0% 100%

38

REASONABLE PERODICAL INCREASE IN SALARY

50 40 PERCENTAGE 30 20 10 0 Strongly Agree Agree 30 15 Neutral 5 Disagree 0 Strongly Disagree 50

RESPONDENTS

CHART-3.1.12.2 CLASSIFICATION OF THE RESPONDENTS BASED ON JOB SECURITY EXIST IN THE COMPANY Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total Inference: From the above table the researcher found that, a high 60% of the respondents strongly agree with the job security, 20% of them are strongly agree with the job security, the 10% of neutral, and 5% of disagree, 5% are strongly disagree. CHART-3.1.12.2 CLASSIFICATION OF THE RESPONDENTS BASED ON JOB SECURITY EXIST IN THE COMPANY Respondents %Respondents 20 20% 60 60% 10 10% 5 5% 5 5% 100 100% Source: Primary Data

39

JOB SEURITY
60 50 40 PERCENTAGE 30 20 10 0 Strongly Agree Agree Neutral Disagree Strongly Disagree

RESPONDENTS

CHART-3.1.12.3 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR GOOD RELATIONSHIP WITH CO-WORKERS Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total Inference: From the above table the researcher found that, a high 50% of the respondents Agree with good relationship with co-workers, 30% of them are strongly agree with the good relationship with co-workers and the 10% of neutral, and 0% of disagree, 0% are strongly disagree. CHART-3.1.12.3 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR GOOD RELATIONSHIP WITH CO-WORKERS Respondents 30 50 20 0 0 100 %Respondents 30% 50% 20% 0% 0% 100% Source: Primary Data

40

GOOD RELATIONSHIP WITH CO-WORKERS

50 40 PERCENTAGE 30 20 10 0 Strongly Agree Agree 30 50 20 0 Neutral Disagree 0 Strongly Disagree

RESPONDENTS

TABLE-3.1.12.4 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR EFFECTIVE PERFORMANCE APPRISAL SYSTEM Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total Inference: From the above table the researcher found that, a high 55% of the respondents Agree with performance appraisal system, 30% of them are strongly agree with the performance appraisal system and the 10% of neutral, and 5% of disagree, 0% are strongly Disagree. CHART-3.1.12.4 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR EFFECTIVE PERFORMANCE APPRISAL SYSTEM Respondents 30 55 10 5 0 100 %Respondents 30%

55% 10% 5% 0% 100% Source: Primary data

41

EFFECTIVE PERFORMANCE APPRISALSYSTEM

60 50 40 PERCENTAGE 30 20 10 0 Strongly Agree Agree Neutral Disagree Strongly Disagree

RESPONDENTS

TABLE-3.1.12.5 CLASSIFICATION OF THE RESPONDENTS BASED ON EFFECTIVE PROMOTIONAL OPPORTUNITIES IN THE ORGANIZATION Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total Inference: From the above table the researcher found that, a high 60% of the respondents Agree with promotional opportunity, 20% of them are strongly agree with the promotional opportunity and the 10% of neutral, and 8% of disagree, 2% are strongly disagree. CHART - 3.1.12.5 Respondents 20 60 10 8 2 %Respondents 20% 60% 10% 8% 2%

100 100% Source: Primary Data

42

CLASSIFICATION OF THE RESPONDENTS BASED ON EFFECTIV PROMOTIONAL OPPORTUNITIES IN THE ORGANIZATION

PROMOTIONAL OPPORTUNITIES
60 50 40 PERCENTAGE 30 20 10 0 20 Strongly Agree Agree 10 Neutral 8 Disagree 2 Strongly Disagree 60

RESPONDENTS

TABLE- 3.1.12.6 CLASSIFICATION OF THE RESPONDENTS BASED ON GOOD SAFETY MEASURES ADOPT IN THE ORGANIZATION Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total Inference: From the above table the researcher found that, a high 65% of the respondents strongly Agree with safety measures adopt in the organization, 20% of them are agree with safety measures adopt in the organization the and the 15% of neutral, and 0% of disagree, 0% are strongly disagree.
43

Respondents 65 20 15 0 0

%Respondents 65% 20% 15% 0% 0%

100 100% Source: Primary Data

CHART-3.1.12.6 CLASSIFICATION OF THE RESPONDENTS BASED ON GOOD SAFETY MEASURES ADOPT IN THE ORGANIZATION

SAFETY MEASURES
70 60 50 40 30 20 10 0 Strongly Agree

PERCENTAGE

65 20 Agree

15 0 Neutral Disagree 0 Strongly Disagree

RESPONDENTS

TABLE-3.1.12.7 CLASSIFICATION OF THE RESPONDENTS BASED ON PERFORMANCE APPRISAL ACTIVITIES Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total Inference: From the above table the researcher found that, a high 56% of the respondents Agree with performance appraisal system in the organization, 19% of them are neutral with performance appraisal activities the and the 15% of strongly agree, and 10% of disagree, 0% are strongly disagree. CHART-3.1.12.7
44

Respondents 15 56 19 10 0

% of Respondents 15% 56% 19% 10% 0%

100 100% Source : Primary Data

CLASSIFICATION OF THE RESPONDENTS BASED PERFORMANCE APPRISAL ACTIVITIE

PERFORMANCE APPRISAL ACTIVITIES
60% 50% PERCENTAGE 40% 30% 20% 10% 0% Strongly Agree Agree Neutral RESPONDENTS Disagree 15% 19% 10% 0% Strongly Disagree 56%

TABLE-3.1.12.8 CLASSIFICATION OF THE RESPONDENTS BASED ON SUPPORT FROM THE CO-WORKERS Opinion Strongly Agree Agree Neutral Disagree Respondents 30 40 20 5 %Respondents 30% 40% 20% 5% 5% 100%

Strongly Disagree 5 Total 100 Source: Primary Data Inference:

From the above table the researcher found that, a high 40% of the respondents Agree with co-workers in the organization, 30% of them are strongly agree with co-workers the and the 20% of neutral, and 5% of disagree, 5% are strongly disagree. CHART-1.3.12.8 CLASSIFICATION OF THE RESPONDENTS BASED ON SUPPORT FROM COWORKERS

45

SUPPORT FROM THE CO-WORKER'S

40 35 30 25 PERCENTAGE 20 15 10 5 0

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

RESPONDENTS

TABLE-1.3.12.9 CLASSIFICATION OF THE RESPONDENTS BASED ON COMPANY RECOGNIZE AND ACKNOWLEDGE YOUR WORK Opinion Strongly Agree Agree Neutral Disagree Strongly Disagree Total Source: Primary Data Inference: From the above table the researcher found that, a high 47% of the respondents strongly Agree with recognize and acknowledge your work, 32% of them are agree with recognize and acknowledge your work the and the 15% of neutral, and 5% of disagree, 1% are strongly disagree. CHART-1.3.12.9 CLASSIFICATION OF THE RESPONDENTS BASED ON COMPANY RECOGNIZE AND ACKNOWLEDGE YOUR WORK Respondents 47 32 15 5 1 100 %Respondents 47% 32% 15% 5% 1% 100%

46

COMPANY RECOGNIZE AND ACKNOWLEDGE YOUR WORK

50% 40% PERCENTAGE 30% 20% 10% 0% Strongly Agree Neutral RESPONDENTS 15% 5% 1% Strongly Disagree 47% 32%

TABLE-3.1.13.1 CLASSIFICATION OF THE RESPONDENTS BASED ON SALARY INCREASE Opinion High Medium Low Total Inference: From the above table the researcher found that, a high 80% of the respondents high with salary increase, 20% of them are medium with salary increase the and the 0% of low. CHART-3.1.13.1 CLASSIFICATION OF THE RESPONDENTS BASED ON SALARY INCREASE Respondents %Respondents 80 80% 20 20% 0 0% 100 100% Source: Primary Data

47

SALARY INCREASE

80 70 60 50 PERCENTAGE 40 30 20 10 0 High Medium RESPONDENTS Low

TABLE-3.1.13.2 CLASSIFICATION OF THE RESPONDENTS BASED ON PROMOTION

Opinion High Medium Low Total Source: Primary Data Inference:

Respondents 60 40 0 100

%Respondents 60% 40% 0% 100%

From the above table the researcher found that, a high 60% of the respondents high with promotion, 40% of them are medium with promotion the and the 0% of low.

CHART-3.1.13.2
48

CLASSIFICATION OF THE RESPONDENTS BASED ON PROMOTION

PROMOTION

60 50 40 PERCENTAGE 30 20 10 0 High Medium RESPONDENTS Low

TABLE- 3.1.13.3 CLASSIFICATION OF THE RESPONDENTS BASED ON MOTIVATIONAL TALK Opinion High Medium Low Total Inference: From the above table the researcher found that, a high 55% of the respondents with high in motivational talk, 45% of them are medium and the 0% of low. Respondents %Respondents 55 55% 45 45% 0 0% 100 100% Source: Primary Data

CHART - 3.1.13.3 CLASSIFICATION OF THE RESPONDENTS BASED ON MOTIVATIONAL TALK

49

MOTIVATIONAL TALK

60 50 40 PERCENTAGE 30 20 10 0 High Medium RESPONDENTS Low

TABLE-3.1.13.4 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR RECOGNITION Opinion High Medium Low Total Inference: From the above table the researcher found that, a high 45% of the respondents with recognition, 40% of them are medium with the and the 0% of low. Respondents %Respondents 45 45% 40 40% 15 15% 100 100% Source: Primary Data

CHART-3.1.13.4 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR RECOGNITION

50

RECOGNITION

45 40 35 30 PERCENTAGE 25 20 15 10 5 0 High Medium RESPONDENTS Low

TABLE-3.1.14 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR FEEL THE WORKING ENVIRONMENT Opinion Excellent Respondents 38 %Respondents 38% 60% 2% 0% 100% Source: Primary Data

Good 60 Satisfactory 2 Not 0 Satisfactory Total 100 Inference:

From the above table the researcher found that, a high 60% of the respondents feel the working environment with good, 38% of them are excellent , remaining 2% of them feel the working environment satisfactory with the 0% of not satisfactory. CHART-3.1.14 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR FEEL THE WORKING ENVIRONMENT

51

CHART-3.1.15 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR SECURE IN YOUR JOB Opinion High Medium Low Total Inference: From the above table the researcher found that, a high 80% of the respondents are High with secure in your job, 20%of the respondents medium with secure in your job ,and the 0% with low.. CHART-3.1.15 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR SECURE IN YOUR JOB No. of Respondents %Respondents 80 80% 20 20% 0 0% 100 100% Source: Primary Data

52

SECURE IN YOUR JOB

80 70 60 50 PERCENTAGE 40 30 20 10 0

80

20 0 High Medium RESPONDENTS Low

TABLE-3.1.16 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR SMOOTH RELATIONSHIP WITH YOUR EMPLOYEES AND CO-WORKERS Opinion High Medium Low Total Inference: From the above table the researcher found that, a high 60% of the respondents are High with relationship between your employees and co- workes 40%of the respondents medium with relationship between your employees and co-worker and the 0% with low.. CHART-3.1.16 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR SMOOTH RELATIONSHIP WITH YOUR EMPLOYEES AND CO-WORKERS
53

Respondents %Percentage 60 60% 40 40% 0 0% 100 100% Source: Primary Data

RELATIONSHIP BETWEEN EMPLOYERS AND COWORKERS

60 50 40 PERCENTAGE 30 20 10 0 High Medium RESPONDENTS Low

TABLE-3.1.17 CLASSIFICATION RESPONDENTS BASED ON THEIR REWARD PROVIDED BY THE MANAGEMENT Opinion Highly Satisfied Satisfied Needs Improvement Total Respondents 60 30 10 100 Source: Primary Data Inference: From the above table the researcher found that, a high 60% of the respondents Highly Satisfied with reward, 30% of them are satisfied with rewards and the and the 10% of the respondents need improvement. CHART-3.1.17 CLASSIFICATION RESPONDENTS BASED ON THEIR REWARD PROVIDED BY THE MANAGEMENT % Respondents 60% 30% 10% 100%

54

REWARD PROVIDED BY THE MANAGEMENT

60 50 40 PERCENTAGE 30 20 10 0 Highly Satisfied Satisfied RESPONDENTS Needs Improvement 60 30 10

TABLE-3.1.18 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR COMPANY PROVIDE BONUS AND INCENTATIVES Opinion Highly Satisfied Satisfied Needs Improvement Total Respondents 80 20 0 100 % Respondents 80% 20% 0% 100%

Source: Primary Data Inference: From the above table the researcher found that, a high 80% of the respondents are Highly Satisfied with company provides bonus and incentatives, 20%of the respondents are satisfied with their bonus and incentatives ,and the 0% with needs Improvement CHART-3.1.18 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR COMPANY PROVIDE BONUS AND INCENTATIVES

55

80 70 60 50 PERCENTAGE 40 30 20 10 0 Highly Satisfied Satisfied RESPONDENTS 20 0 Needs Improvement 80

TABLE-3.1.19 CLASSIFICATION OF THE RESPONDENTS BASED ON DISCRIMINATION OF THE COMPANY Opinion Racial Discrimination Age Discrimination Gender Discrimination None of the Above Total Inference: From the above table the researcher found that, a high 70% of the respondents are Age Discrimination with discrimination of the company, 29%of the respondents Racial discrimination, and the 1% of the respondents are gender discrimination, and 0% None of the Above. CHART-3.1.19 CLASSIFICATION OF THE RESPONDENTS BASED ON DISCRIMINATION OF THE COMPANY Respondents 29 70 %Respondents 29% 70%

1 1% 0 0% 100 100% Source: Primary Data

56

DISCRIMINATION OF THE COMPANT

70 60 50 PERCENTAGE 40 30 20 10 0 Racial Discrimination Gender Discrimination RESPONDENTS

TABLE-3.1.20 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR SUPEVISIOR PROVIDES FEEDBACK Opinion Strongly Agree Agree Somewhat agree Disagree Strongly Disagree Total Source: Primary Data Inference: From the above table the researcher found that, a high 70% of the respondents are Agree with supervisor provides feedback, 20%of the remaining 0% are disagree and 0% strongly agree. CHART-3.1.20 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR SUPEVISIOR PROVIDES FEEDBACK the respondents Strongly agree with strongly agree ,and the 10% of the respondents are somewhat agree, Respondents 20 70 10 0 0 100 %Respondents 20% 70% 10% 0% 0% 100%

57

70 60 50 PERCENTAGE 40 30 20 10 0 Strongly Agree Agree 20 10 70

0 Strongly Disagree

Somewhat Disagree agree RESPONDENTS

TABLE- 3.1.21.1 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR MY JOB APPRECIATED Opinion Agree Some what agree Disagree Some what disagree Total Inference: From the above table the researcher found that, a high of 42% of the respondents are agree for their job appreciated,35% of them are disagree for support and teamwork from other department, then 22% of them somewhat agree1% of them somewhat disagree. CHART-3.1.21.1 CLASSIFICATION OF THE RESPONDENTS BASED ON MY JOB APPRECIATED Respondents 42 22 35 1 % Respondents 42% 22% 35% 1%

100 100% Source: Primary Data

58

MY JOB APPRECIATED
45 40 35 30 25 PERCENTAGE 20 15 10 5 0

42 22

35

1 Agree Some what agree Disagree Some what disagree

RESPONDENTS

TABLE-1.3.21.2 CLASSIFICATION OF THE RESPONDENTS BASED ON I GET SUPPORT AND TEAMWORK FROM OTHER DEPARTMENT IN THE COMPANY Opinion Respondents Agree 70 Some what 20 agree Disagree 10 Some what 0 disagree Total Inference: From the above table the researcher found that, a high of 70% of the respondents are agree for support and teamwork from other department,20% of them are somewhat agree for support and teamwork from other department, then 10% of them disagree,0% of them somewhat disagree. CHART-1.3.21.2 CLASSIFICATION OF THE RESPONDENTS BASED ON I GET SUPPORT AND TEAMWORK FROM OTHER DEPARTMENT IN THE COMPANY
59

%Respondents 70% 20% 10% 0%

100 100% Source: Primary Data

70 60 50 PERCENTAGE 40 30 20 10 0 Agree Some what agree Disagree Some what disagree

RESPONDENTS

TABLE-3.1.21.3 CLASSIFICATION OF THE RESPONDENTS BASED ON THEIR I LIKE MY JOB Opinion Agree Somewhat agree Disagree Some what disagree Total Inference: From the above table the researcher found that, a high of 60% of the respondents are agree for my job,20% of them are somewhat agree for my job, then 10% of them are disagree,10% of them somewhat disagree CHART-3.1.21.3 CLASSIFICATION OF THE RESPONDENTS BASED ON I LIKE MY JOB Respondents 60 20 10 10 %Respondents 60% 20% 10% 10%

100 100% Source: Primary Data

60

I LIKE MY JOB

60% 50% 40% PERCENTAGE 30% 20% 10% 0% Agree Somew hat agree Disagree Some w hat disagree 20% 10% 10% 60%

RESPONDENTS

3.2 STATASTICAL ANALYSIS 3.2.1 REGRESSION ANALYSIS MEASURE THE DEGREE OF RELATIONSHIP BETWEEN MANAGEMENT MOTIVATING THE EMPLOYEES WITH INCENTIVES PROVIDED BY THE ORGANIZATION X 15 40 20 15 10 X=100 Y 20 30 30 10 10 Y=100 X 225 1600 400 225 100 X=2550
61

Y 400 900 900 100 100 Y=2400

XY 300 1200 600 150 100 XY=2350

Regression of n of Y on X : y- y= byx (x-x) Where byx = regression coefficient of y on x x = x =100 =20 N 5

y=y = 100 =20 N 5 Nx2-(x2) = [5*2350-(100)(100)] 5*2550-(100)2 =[11750-10000 ] 12750-10000 = 1750 2750 byx = 0.6363 y-20=0.6363(x-20) y-20= 0.6363x-12.726 y-20-0.6363x+12.726=0 y-7.274-06363x=0 y=0.6363x+7.274 Regression of n of X on Y x-x = byx (y-y) whereby=Regression coefficient of X on Y bxy= Nxy-(x)(y) Ny-(y) bxy =5*2350-(100)(100) 5*2,400-(100)2 = [11,750-10,000]
62

byx = Nxy-(x)(y)

12,000-10.000 = 1750 2,000 bxy = 0.875 X-20=0.875(Y-20) X-20=0.875Y-17.5 X-20-0.875y+17.5=0 X-2.5-0.875Y=0 X= 0.875Y+2.5

3.2.2 KARL PEARSOS COEFFICIENT OF CORRELATION MEASURE THE DEGREE OF RELATIONSHIP BETWEEN WORKING ENVIRONMENT WITH DESCRIMINATION OF THE COMPANY

X 38 60 2 0 x=100

y 29 70 1 0 y=100

XY 1102 4200 2 0 xy=5304

X 1444 3600 4 0 x=5048

Y 841 4900 1 0 y=5742

r= NXY-(X)(Y) -----------------------63

NX-(X) NY-(Y) r =4*5304-(100)(100) 4*5048-(100) 4*5742-(100) r=21216-10,000 20192-10,000 22968-10,000 r= 11,216 (100-95) (113.87) =11,216 11495.17 r=0.9757 Inference: By using the correlation for finding the relation between working environment and discrimination of the company ,find that there is a positive correlation between these factors i,e the value is 0.9757.Therefor,the discrimination of the company will increase the working environment 3.2.3 CHI-SQUARE AIM: To test the significant relationship between Education Qualification and support from HR department NUII Hypothesis (H0): There is no significant relationship between education qualification and support from HR Department Alternative Hypothesis (H1): There is significant relationship between education qualification and support from HR Department EDUCATIONAL QUALIFICATION VS SUPPORT HR DEPARTMENT OBSERVED FREQUENCY

64

Education Qualification Job motivation(support from HR department) -3 Highly satisfied 6 Satisfied Neutral Dissatisfied Highly dissatisfied Total 2 3 0 14 9 3 3 1 19 27 1 2 0 45 12 1 2 4 22 54 7 10 3 100 3 15 5 26 Up +2 to Diploma Under graduate Post graduate Total

EXPECTED FREQUENCY

65

Education Qualification Job motivation(support from HR department) 3.64 Highly satisfied 7.56 Satisfied Neutral Dissatisfied Highly dissatisfied Total 0.982 1.4 0.42 14 10.26 1.33 1.9 0.57 19 24.3 3.15 4.5 1.35 45 11.88 1.54 2.2 0.66 22 54 7 10 3 100 4.94 11.7 5.72 26 Up +2 to Diploma Under graduate Post graduate Total

66

CALCULATION OF CHI-SQUARE VALUE Oi 3 3 15 5 6 9 27 12 2 3 1 1 3 3 2 2 0 1 0 2 Total Ei 3.64 4.94 11.7 5.72 7.56 10.26 24.3 11.88 0.98 1.33 3.15 1.54 1.4 1.9 4.5 2.2 0.42 0.57 1.35 0.66 ( Oi-Ei) -0.64 -1.94 3.3 -0.72 -1.56 -1.26 2.7 0.12 1.02 1.67 -2.15 -0.54 1.6 1.1 -2.5 -0.2 -0.42 0.43 -1.35 1.34 (Oi-Ei) 0.4096 3.7636 10.89 0.5184 2.4336 1.5876 7.29 0.0144 1.0404 2.7889 4.6225 0.2916 2.56 1.21 6.25 0.04 0.1764 0.1849 1.8225 1.7956 (Oi-Ei)\Ei 0.1125 0.7618 0.9307 0.0906 0.3219 0.1547 0.3 0.00121 1.0616 2.0969 1.4674 0.1893 1.8285 0.6368 1.3888 0.0181 0.42 0.3243 1.35 2.7206 16.1757

X = ( (O-E)/2=16.1757 Level of significance = 5% Calculated value of x = 16.1757 Degree of freedom=(r-1) (c-1) = (5-1) (4-1) = (4) (3) Degree of freedom =12.
67

Tabulated value at 5%=21.0261 Inference: From the above analysis by using Chi-Square analysis, the researcher found that there is no significant relationship between educational qualification and support from HR Department, the calculated value is lesser than the table value(16.1757<21.0261),hence the researcher accepts Null hypothesis.

3.2.4 ANOVA MEASURE THE DEGREE BETWEEN AGE OF RESPONDENTS AND JOB SATISFACTION (FACTORS)

Age of Respondents Job satisfaction(factors) 19-25 7 My job Appreciated 9 I get support from in and other the 5 I like my job 21 T.j T.j2 441 2209 361 169 47 19 13 13 7 6 teamwork department company 16 7 5 26-30 18 31-40 5 Above 40 2

Ti (Total) 32

Ti2

1024

37

1369

31

961

G=100

Ti2=3354

T.j2=3180

68

Between Factors=SR=33544C.F = 838.5-833.33 SR=5.1 7

C.F=GN = (100)12 =833.33

Between Age=31803-833.33 =1060-833.33 SC=226.67 ST=7+18+5+2+9+16+7+5+5+13+7+6-833.33 =1092-833.33 ST=258.67 Error=SE=ST-SR-SC SE=258.67-5.17-226.67 SE=26.83

Source variation

of Sum of squares Degree freedom (N)

Mean square of =sum of freedom of F- ratio squares/ degree

Between satisfaction factors

Job SSC = 5.17 2 SSC/3 151.4/3 =50.5 = FR = 4.472.585 =1.7292

Between age SSR =226.67 3

69

FC = 4.4775.55

SSR/2

=0.0591

605.2/2 = 302.6 Residual (errors) TOTAL=258.67 Degree of Freedom=11. Between factors, CV<T.V 1.7292< 19.3 Ho is Accepted Between Age, Inference: By using the annova there is no significant relationship between age of respondents and job satisfaction. CV<TV 0.0591<8.94 Ho is Accept SSE = 26.83 6 SSE/6 = 76.7/6 = 12.8

70

3.2.5 WEIGHTED AVERAGE 3.2.5.1. REASONABLE PERODICAL INCREASE IN SALARY Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Index 30 50 15 5 0 Weight 4 5 3 2 1 Total Score 120 250 45 10 0 Rank II I III IV V

Inference: Weighted average technique was used to find out the total for each category of respondents. From the above table it can be seen that Agree, Strongly Agree are the most important consideration ranked as I and II with the total score of 250and 120 It is followed by other attributes such as Neutral III with the total score of 45 and others are Ranked IV Disagree with Total Score of 10 and Strongly Disagree as Ranked V with the Total Score of 0.

71

3.2.5 2. JOB SECURITY EXIST IN THE COMPANY Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Index 20 60 10 5 5 Weight 4 5 3 2 1 Total Score 80 300 30 10 5 Rank II I III IV V

Inference: Weighted average technique was used to find out the total for each category of respondents. From the above table it can be seen that Agree, Strongly Agree are the most important consideration ranked as I and II with the total score of 300and 80.It is followed by other attributes such as Neutral III with the total score of 30 and others are Ranked IV Disagree with Total Score of 10 and Strongly Disagree as Ranked V with the Total Score of 0.

72

3.2.5.3. GOOD RELATIONSHIP WITH CO-WORKERS Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Index 30 50 20 0 0 Weight 4 5 3 1 2 Total Score 120 250 45 0 0 Rank II I III V IV

Inference: Weighted average technique was used to find out the total for each category of respondents. From the above table it can be seen that Agree, Strongly Agree are the most important consideration ranked as I and II with the total score of 250and 120 It is followed by other attributes such as Neutral III with the total score of 45 and others are Ranked IV Disagree with Total Score of 0 and Strongly Disagree as Ranked V with the Total Score of 0.

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3.2.5.4. EFFECTIVE PERFORMANCE APPRAISAL SYSTEM Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Index 30 55 10 5 0 Weight 4 5 3 2 1 Total Score 120 275 30 10 0 Rank II I III IV V

Interpretation: Weighted average technique was used to find out the total for each category of respondents. From the above table it can be seen that Agree, Strongly Agree are the most important consideration ranked as I and II with the total score of 275and 120 It is followed by other attributes such as Neutral III with the total score of 30 and others are Ranked IV Disagree with Total Score of 10 and Strongly Disagree as Ranked V with the Total Score of 0.

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3.2.5.5 PROMOTIONAL OPPORTUNITIES IN THE ORGANIZATION Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Inference: Weighted average technique was used to find out the total for each category of respondents. From the above table it can be seen that Agree, Strongly Agree are the most important consideration ranked as I and II with the total score of 300and 80.It is followed by other attributes such as Neutral III with the total score of 30 and others are Ranked IV Disagree with Total Score of 16and Strongly Disagree as Ranked V with the Total Score of 2. Index 20 60 10 8 2 Weight 4 5 3 2 1 Total Score 80 300 30 16 2 Rank II I III IV V

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3.2.5.6. GOOD SAFETY MEASURES ADOPT IN THE ORGANIZATION Particulars Strongly Agree Agree Neutral Disagree Strongly Disagree Inference: Weighted average technique was used to find out the total for each category of respondents. From the above table it can be seen that Strongly Agree ,Agree are the most important consideration ranked as I and II with the total score of 325and 80.It is followed by other attributes such as Neutral III with the total score of 45 and others are Ranked IV Disagree with Total Score of 0and Strongly Disagree as Ranked V with the Total Score of 0. Index 65 20 15 0 0 Weight 5 4 3 2 1 Total Score 325 80 45 0 0 Rank I II III IV V

3.2.5.7 PERFORMANCE APPRAISAL ACTIVITIES

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Particulars Strongly Agree Agree Neutral Disagree

Index 15 56 19 10

Weight 3 5 4 2 1

Total Score 45 280 76 20 0

Rank III I II IV V

StronglyDisagree 0

Inference: Weighted average technique was used to find out the total for each category of respondents. From the above table it can be seen that Agree ,Neutral are the most important consideration ranked as I and II with the total score of 280 and 76.It is followed by other attributes such as Strongly Agree III with the total score of 45 and others are Ranked IV Disagree with Total Score of 20 and Strongly Disagree as Ranked V with the Total Score of 0.

3.2.5.8. SUPPORT FROM THE CO-WORKERS Particulars Index Weight

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Total Score

Rank

Strongly Agree Agree Neutral Disagree Strongly Disagree

30 40 20 5 5

4 5 3 2 1

120 200 60 10 5

II I III IV V

Inference: Weighted average technique was used to find out the total for each category of respondents. From the above table it can be seen that Agree, Strongly Agree are the most important consideration ranked as I and II with the total score of 200and 60.It is followed by other attributes such as Neutral III with the total score of 60 and others are Ranked IV Disagree with Total Score of 10and Strongly Disagree as Ranked V with the Total Score of 5.

3.2.5.9COMPANY RECOGNIZE AND ACKNOWLEDGE YOUR WORKS Particulars Strongly Agree Agree Neutral Index 47 32 15 Weight 5 4 3
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Total Score 235 128 45

Rank I II III

Disagree Strongly Disagree

5 1

2 1

10 1

IV V

Inference: Weighted average technique was used to find out the total for each category of respondents. From the above table it can be seen that Strongly Agree, Agree are the most important consideration ranked as I and II with the total score of 235and 128.It is followed by other attributes such as Neutral III with the total score of 45and others are Ranked IV Disagree with Total Score of 10and Strongly Disagree as Ranked V with the Total Score of 1.

CHAPTER-IV 4.1 FINDINGS

1. 60% of the respondents are belongs to male and 40% of them are female.

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2. 21% of the respondents are belongs to the age group of 19-25years and 47% of the respondents belongs to the age group of them 26-30. 3. 45% of 4. the respondents are belongs to Under Graduate,22% of the respondents are Post Graduate. 56% of the respondents are single and 44% of them married. years experience 6. 54% of the respondents are having Satisfied with support from hr department and 26% of the respondents are Highly Satisfied. 7. 40% of the respondents are satisfied with management motivating the employees,20% respondents are neutral. 8. 40% respondents are satisfied with financial incentive and 60%respondents both. 9. 30% of the respondents are satisfied with the incenntatives and 30% of them are neutral with the incentives 10. 90% of the respondents influence with the incentives and other benefits,10% of them are doest not influence with the incentives and other benefits . 11. 80% of the respondents yes with the management involve in decision making, 20% of them are occasionally .12.1.50% of the respondents agree with the increase in salary, 30% of them are strongly agree 12.2 60% of the respondents strongly agree with the job security, 20% of them are strongly agree. 12.3 50% of the respondents Agree with good relationship with co-workers, 30% of them are strongly agree. 12.4 55% of the respondents Agree with performance appraisal system, 30% of them are strongly agree. 12.5 60% of the respondents Agree with promotional opportunity, 20% of them are strongly agree. 12.6 65% of the respondents strongly Agree with safety measures adopt in the organization, 20% of them are agree
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5. 34% of the respondents are having 6 years experience,32% of them are having 2-4

12.7 56% of the respondents Agree with performance appraisal system in the organization, 19% of them are neutral 12. 8 40% of the respondents Agree with co-workers in the organization, 30% of them are strongly agree. 12.9 47% of the respondents strongly Agree with recognize and acknowledge your work, 32% of them are agree. 13.1 80% of the respondents high with salary increase, 20% of them are medium 13.2.60% of the respondents high with promotion, 40% of them are medium. 13.3 55% of the respondents with high in motivational talk, 45% of them are medium . 13.4 high 45% of the respondents with recognition, 40% of them are medium. 14. 60% of the respondents feel the working environment with good, 38% of them are excellent 15. 80% of the respondents are High with secure in your job, 20%of the respondents medium 16. 60% of the respondents are High with relationship between your employees and coworkes 40%of the respondents medium. 17. 60% of the respondents Highly Satisfied with reward, 30% of them are satisfied 18. 80% of the respondents are Highly Satisfied with company provides bonus and incentatives, 20%of the respondents are satisfied 19. 70% of the respondents are Age Discrimination with discrimination of the company, 29%of the respondents Racial discrimination, 20. 70% of the respondents are Agree with supervisor provides feedback, 20%of the respondents Strongly agree. 21.1. 42% of the disagree f 21.2 70% of the respondents are agree for support and teamwork from other department,20% of them are somewhat agree 21.3.60% of the respondents are agree for my job,20% of them are somewhat agree respondents are agree for their job appreciated,35% of them are

Technical Analysis

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1By using the correlation for finding the relation between working environment and discrimination of the company ,find that there is a positive correlation between these factors i,e the value is 0.9757.Therefor,the discrimination of the company will increase the working environment 2.From the above analysis by using Chi-Square analysis, the researcher found that there is no significant relationship between educational qualification and support from HR Department, 3 the calculated value is lesser than the table value(16.1757<21.0261),hence the researcher accepts Null hypothesis. By using the annova there is no significant relationship between age of respondents and job satisfaction.

4.2 SUGGESTION
1. Improving good relationship with employees and providing friendly the organization. 2. The employee needs to be counseled properly. Consellng improves upward and downward communication. 3.Complaint box must be kept in each department. This will help to management to know the problems of the employees. This will increase the efficiency of the employees.
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environment in

4 Management must provide motivational classes which can enhance personal relationship, growth and employees morale. through management is promoting career advancement programmes. 5 Suggestion box must be kept in each department. This will help the management to develop working conditions of the organization 6 Good HR Practices. 7 .Employee should be aware the objectives of the organization. 8 Interdepartmental relations can be improved. 9 Making the employees to enjoy the work.. 10. Improve the working conditions to get overall satisfaction.

4.3

Conclusions

The Study was conducted at High-Lite Builders Cochin. From the study it can be concluded that majority of the employees satisfied with the motivational program conducted by the company.

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The employees are satisfied with their job and they are getting support from the co-worker and superiors. From the analysis it is found that the management is interested in motivating employees.

APPENDIX BIBILOGRAPHY
V.S.P Rao Human Resources Management, Excel Books, New Delhi 2nd Edition. Shai .K.Gupta, Organization Structure and Dynamics ,Kalyani Publications 2004.

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C.R. Kothari, Research Methodology, New age International 2nd revised edition 2009.. GENERAL REFERENCE

1. Journal ,Advances in management 2. 2. Research Methodology by C.R.Kothari

WebSites www.google.com www.indian industry.com REFERENCE FOR REVIEW. 1. Dahlagarrds Park:Su Mi Total quality Management and Business Excellent Feb 2012,Vol 23 Issue 2,p-125-140,16p. 2. Mussel White Chris T+D, Sep 2011,Vol 65,Issue 9,p 46-49,4p,2.

3. Nohria,Nitin, Groysberg, Boris ,Hardward Business Review ,July Aug 2008,Vol 86,Issue 78,p 78-84,7p 4. W-Academy of Management, Journel, Apr 2010, Vol 53Issue 2,p-323-342,20p.

5. Manopoulos Dimitris international Journal of Human Resource Management, Sep .2008,Vol 19 Issue 9,p 1738-1762,25p. 6. Peffiffr-Christial industrial and Labour relations Review, Jan 2012, vol 65, Issue p 126-147,22p 7. DewhurstMartin,Mathew, Kinsey,Quartely,2010.Issue,p1215. Mohr , Elizabeth, Mc

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8. Ovadje Franca International of Business Research, Issue,p12-15,vol9 Issue 3,p27- 38,12p. 9. Sledge Sally: Miles, Angela k coppage ,international Journal of Human Resource sep 2008,vol 19,Issue 9,p1667-1682,16p. 10. Stazayk Edmund c Academy of Management Annual Meeting

Proceedings,2010,p1-6,6p;

QUESTIONNAIRE A STUDY ON SIGNIFICANCE OF JOB EFFECTIVENESS AND IMPACT THROUGH JOB SATISFACTION AND MOTIVATION.
1. Name: 2. Gender

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Male 3. Age: 19.25

Female

26-30

31 and 40

above 40

4. Educational qualification: Up to +2

Diploma

Under graduate

Postgraduate

5. Marital status: Single

married

6. Working Experience Below 2years [ ] 2 4years [ ] 4 6years [ ] Above 6years [ ]

JOB MOTIVATION 7. Are you Satisfied with the Support from the HR Department Highly Satisfied [] Satisfied [] Neutral [ ] Dissatisfied [ ] Highly Dissatisfied [] 8. Management is really interested in motivating the employees Highly Satisfied [] Satisfied [] Neutral [] Dissatisfied [] Highly Dissatisfied[] 9. Which Type Insensitive motivate more? Financial [] Non-Financial [] Both []

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10. How far you satisfied with the Incentives provided by the organization Highly Satisfied [] Satisfied [] Neutral [] Dissatisfied [] Highly Dissatisfied[] 11.Do you think that the Incentative and other benefits will influence your Performance? Influence [ ] Does not influence [ ] No opinion 12. Does the Management involve you in decision making which are connected to your Department? Yes [ ] No [ ] Occasionally [ ]

13. Please provide the following rates ( 5- Strongly agree 4-Agree 3-Neutral 2-Dissagree 1- Strongly Agree) S.NO 1. 2. 3. 4. 5. 6. 7. 8. FACTORS Reasonable periodical increase in salary Job Security exist in the company Good Relationship with Co-Workers Effective Performance Appraisal System Effective Promotional Opportunities RATE

in

the

organization Good Safety Measures adopt in the organization Performance Appraisal activities are helpful to get motivated Support from the Co-workers are helpful to get motivated

9.

Company recognize and acknowledge your work

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14. Rank in the Following Factors which motivates more Factors Salary increase Promotion Motivational Talk Recognition JOB SATISFACTION Rank

15. How do you feel the working Environment. a) Excellent b) Good c) Satisfactory d) not Satisfactory

16 How secure do you feel in your job? b) High c) Medium d) Low

17. How do you feel the smooth relationship with your employers and co-workers? b) High c) Medium d) Low 18 Are you satisfied with the appreciation or reward system provided by your a) Highly Satisfied b) Satisfied c) needs improvements 19. Are you satisfied with the bonus and insensitive given? a) Highly Satisfied b) Satisfied c) needs improvements 20. Have you ever observed or experienced any of the following forms of discrimination of the company
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management?

a) Racial discrimination b) Age discrimination c) Gender discrimination d) none of the above 21. My Managers /Supervisor provides me with continuous feedback to help me achieve a) Strongly disagree b) disagree c) somewhat agree d) Agree e) Strongly agree 22 Please provide the following rates (Agree, Somewhat Agree, somewhat disagree, disagree) S.N0 1 2. 3. FACTOR RATES My job appreciated I get Support and team work from other department in the company I Like my job 23. Suggestions if any:

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