Sana Project Print Out

A Study On The Job Satisfaction Of Workers At LWCS Ltd.
INTRODUCTION
The handloom industry is one of the largest segements in the unorganized sector. It
plays an important role in the countrys economy. It is the oldest cottage industries in India,
diffused widely throughout the country. Handloom assumes important because it not only
meet clothing needs of the people but als gives expression to Indian art and culture,
craftsmanship andheritage.
The Lokanath Weavers Industrial Co-operative Society Ltd. is famous firm in Kerala
from its inception in 1955 for production ofthe superior quality of handloom textiles both for
export and indigenous sales. In fact this society was a model society to register many of the
other industrial type of handloom weavers society in different parts of India. This reputed
factory type handloom society is situated in Kannur, the city of looms and lore.
The society is working with all modern facility for dyeing, processing, testing,
weaving, stitching and packing. The society was registeed on 18-04-1955 with 88 members
and 52 looms. At present 126 looms with 155 members engaged for its production process.
A study report based on the topic Job Satisfaction of Workers as a part of the fulfillment of my
Masters Of Business Administration.To relate the theoretical studies with that of the practical
knowledge from the company, I have done my project at Lokanath Weavers Ltd.
OBJECTIVES OF THE STUDY

1) To understand the level of job satisfaction among employees of the organization.
2) To study the various factors affecting job satisfaction in the organization.
3) To identify the factors causing job dissatisfaction.
4) To give suitable suggestions based on the findings of the study.
SCOPE OF THE STUDY
Centre For Management Studies, Mangattuparamba

A study on job satisfaction aims at determining whether there is job
satisfaction in LOKANATH WEAVERS. If the employees are not satisfied with their jobs, it
will affect the smooth running of organization. It also aims at giving constructive suggestions
to improve the satisfaction of employees.
LIMITATIONS OF THE STUDY:

1.
2.
3.
4.
Finding and suggestions are based only on the information given by the respondents.
The result of the study is applicable for this company and not suited for other
companies.
The survey is subjected to the bias and prejudices of the respondents. Hence 100%
accuracy cant be assured.
The study was carried out in a short span of time.
RESEARCH DESIGN & SAMPLING DESIGN

Research methodology is a way to systematically solve the research problems.
Convenience sampling method is used for selecting samples.
Population: It represents the employees of Lokanath Weavers Co-operative Society Ltd.
Sample: The unit of population under study.
Sample size: The sample taken for study is 50.
METHOD OF DATA COLLECTION

1) Primary data collection:
Primary data is collected as follows:
Questionnaire
Interview and Discussion with employees
2) Secondary data collection:

Secondary data was collected from
Reference Books
Internet
TOOL FOR ANALYSIS

(i) Percentage Analysis:

Percentage is obtained when ratio are multiplied by 100. The percentage of
respondents coming under the same category was found out as it helped to know the option of
respondents clearly.
Percentage Analysis = (No. of respondents/frequency of respondents)*100

(ii) Co-efficient of Correlation:
Karl Pearson's coefficient of correlation between the variable X and Y is given by;
r=
n*XY-X*Y
(n*X-(X))*(n*Y-(Y))
Karl Pearson's coefficient of correlation is not affected by change in scale or by change

in location. It can be used to compare the relationships between two pairs of variable. It is a
unit free measure of relationship between two variables and take values in [-1, +1], where 'r' is
close to +1(-1), there is a strong positive (negative) relationship.
(iii) Chi-square Analysis:

It is a statistical test which tests the significance of difference between observed
frequencies and corresponding theoretical frequencies of a distribution without any
assumption about the distribution of the population. Chi-square test one of the simplest and
most widely used non parametric tests in statistical work.
Chi-square test is calculated as;
= (O-E) / E

Where O = Observed frequency
E = Expected frequency and
E = (Row total*Column Total)/no. of respondents
In the case of a contingency table degrees of freedom is worked out as follows;
df = (c-1)*(r-1)
Where c means the number of columns and r means the number of rows.
REVIEW OF LITERATURE AND THEORETICAL FRAME

WORK

A literature review can be just a simple summary of the sources, but usually has an
organizational pattern and combines both summary and synthesis. A summary is a recap of the
important information of the sources, but a synthesis is a re-organization, or a re-shuffling, of
that information.
The study of job satisfaction is a topic of wide interest to both people who work in
organizations and people who study them. Job satisfaction has been closely related with many
organizational phenomena such as motivation, performance, leadership, attitude, conflict,
moral etc. Researchers have attempted to identify the various components of job satisfaction,
measure the relative importance of each component of job satisfaction and examine what
effects these components have on employees productivity.
Job satisfaction and dissatisfaction not only depends on the nature of the job, it also
depend on the expectation whats the job supply to an employee (Hussami, 2008). Lower
convenience costs, higher organizational and social and intrinsic reward will increase job
satisfaction (Mulinge and Mullier, 1998; Willem et al., 2007). Job satisfaction is complex
phenomenon with multi facets (Fisher and Locke, 1992; Xie and Johns, 2000); it is
influenced by the factors like salary, working environment, autonomy, communication, and
organizational commitment (Lane, Esser, Holte and Anne, 2010; Vidal, Valle and Aragn,
2007; Fisher and Locke, 1992; Xie and Johns, 2000).
Different people interpret compensation differently. In this paper compensation,
reward, recognition, and wages are terms used in different situations (Zobal, 1998). The
compensation is defined by American Association is cash and non-cash remuneration
provided by the employer for services rendered (ACA, p. 9). Salary was found to be the
prime factor for the motivation and job satisfaction of salaried employees of the automobile
industry from the results of the survey by Kathawala, Moore and Elmuti (1990). The survey
tried to assess the various job characteristics and the way the employees ranked them as
motivators and satisfiers. The results showed that compensation was ranked as the number one
job element for job satisfaction and increase in salary for performance was ranked as the
number one job element for motivation. Compensation is very valuable tool for retention and
turnover. It is also a motivator for an employee in commitment with the organization which in
result enhances attraction and retention (Zobal, 1998; Moncarz et al., 2009; Chiu et al.,

2002). It also works as communicator when it is given to employee against his services which
shows how much an employee is valuable for its organization (Zobal, 1998).
INTRODUCTION TO THE TOPIC:

The study of Job satisfaction is one of most important factors in the study of human
behaviour in the organization. Job satisfaction focuses on employee attitude towards his job. It
has three important dimensions:
(a) Job satisfaction can be measured by the emotional response to a job situation, hence it
cannot be seen, and it can only be inferred.
(b) Job satisfaction is related to what you actually get as reward and what you expect to get. If
the difference between the actual reward and expectation is minimum or negligible them a
person will display a positive attitude and if there is wide difference between the two, a person
will display a negative attitude towards his job and therefore the satisfaction level will be low.
(c) Job satisfaction is related to job dimensions. These can be expressed in terms of job
content, remuneration, attitude of co-workers, and opportunity of growth that job is able to
provide in terms of promotion and last but not the least the expert loyal and experienced
leadership is available in terms of supervision.
DEFINITIONS:
Spector (1997) refers to job satisfaction in terms of how people feel about their jobs and
different aspects of their jobs.
Ellickson and Logsdon (2002) support this view by defining job satisfaction as the extent to
which employees like their work.
Schermerhorn (1993) defines job satisfaction as an affective or emotional response towards
various aspects of an employees work.
FACTORS DETERMINING JOB SATISFACTION

There are number of dimensions which effect job satisfaction. Value system possessed
by an individual and the culture supporting the value system in the organization can be called
as an important and basic for job satisfaction. However some of the important factors that
determine job satisfaction of the employees in the organization are as under: 1. Work Content:
Content of the work itself is a major source of satisfaction. The work must be
challenging. It should lend itself opportunities to use employee skills, ability and experience.
The content of the work should be encouraging and interesting and have variety inbuilt in it so
that it is not boring.
2. Pay and promotion policy:
Salary and wages play decisive part in the study of job satisfaction. Equitable rewards
are multidimensional in nature. The benefits are of varied nature namely pay, perks and
rewards are associated with motivation of employees.
3. Supportive working condition:
Working conditions have a modest but lasting effect on job satisfaction. Due to fast
development of technology, it is necessary that the organizations are operating on upgraded
technology, latest systems and procedures. The layout of work place must be ideally suited
from operational point of view and the employees should display great degree of satisfaction.
4. Work group:
The concept of work group and work teams is more prevalent today.Work group of
multi skilled persons with one goal will be able to function effectively if they are friendly and
co-operative. The work group serves as a source of support, comfort, advice and assistance to
individual worker.
5. Supervision:
Supervision is one of the moderate factors, which affect job satisfaction. Qualified
supervisors should be available for advice, guidance and problem solving. Supervisors should
be placed close to the place of work and should be available.

6. Personality job fit:
Individuals should be assigned the job that suits their interest. Recently it has been
seen that MBA graduates are satisfied with their job if they get the job related to the
specialisation they have chosen during the MBA degree. Persons having analytical approach
should be assigned job in R&D department so that their level of job satisfaction increases.
IMPORTANCE OF JOB SATISFACTION

The study of job satisfaction enriches management with a range of information
pertaining to job, employee, environment etc. which facilitated it in decision making and
correcting the path of organizational policies and behaviour. It indicates the general level of
satisfaction in the organization about its programmes, policies etc. Secondly, it is a diagnostic
instrument for knowing employees problems, effecting changes and correcting with least
resistance.
Thirdly, it strengthens the communication system of the organization and management
can discuss the result for shaping the future course of action.
Fourthly, it helps in improving the attitudes of employees towards the job and
facilitates integration of employee with the organization. It inspires sense of belongingness
and sense of participation leading to the overall increase in the productivity of the
organization.
Fifthly, it helps unions to know exactly what employees want and what management is
doing. Thus, it facilitates mutual settlement of grievances and other unwanted situations.
Lastly, it facilitates in determining the training and development needs of the both,
employees and the organization.
If we can improve job satisfaction and morale, we can improve job performance as
well. Soon the management set about to take advantage of this newly found insight and they
took action on two fronts.
First, they initiated attempts to measure the state of employee- feeling in order to
know where to concentrate their efforts in improving employee- satisfaction.
Secondly, they set about to train their managers, especially first-level supervisors, to
pay attention to the attitudes and feelings of their subordinates so that performance could
thereby be improved. The topic of job satisfaction at work is getting wider attention at this
time. Job satisfaction is the satisfaction one feels while doing the job. Job satisfaction is one of
the important factors, which affect not only the efficiency of the labourers but also such job
behaviour as absenteeism, accidents, etc. Job satisfaction is the result of employee perception
of how well the job provides those things that are viewed important. For the success of any
organization, job satisfaction has vital importance. The employees who are satisfied are the
biggest assets to an organization whereas the dissatisfied employees are the biggest liabilities.
In fact no organization can successfully achieve its goal and mission unless and until
those who constitute the organization are satisfied in their jobs. Dissatisfaction leads to
frustration and frustration leads to aggression. It is believed that employees dissatisfied with
their job may be militant in their attitude towards the management. Dissatisfaction is
infectious and quickly spreads to other employees and is likely to affect the morale and
working of other employees and image of organization. A dissatisfied worker may seriously
cause damage to the reputation and property of the organization and harm its business interest.
Job satisfaction/dissatisfaction is the result of various factors which are related to the present
job situations. These various factors are opportunities for career advancement, amount of
tension at work, work involvement, relations with colleagues and supervisors, due recognition
of merit, sufficient emoluments and good working conditions, grievances removal, feeling of
fatigue and loneliness and prestige of the organization.16 Job satisfaction is a complex and
important concept for human resource managers to understand most employees do not believe
their work is being properly rewarded. Nor do they believe that their companies are doing
enough to attract high quality performers, train them, or manage them effectively. Since
Herzbergs 1959 work on satisfiers and dissatisfiers in the work place, job satisfaction has
frequently been held up as means of improving employee motivation. With the improvement
come increasing individual productivity, job longevity and organizational efficiency. The
salience of the concept of job satisfaction has become so ingrained in thinking about jobs and
employees that its importance is now taken for granted, as though it is a tenant of managerial
faith. Today human resource managers want to know how to have satisfied employees, not
why employees should be satisfied. In truth, employees and managers may have different
reasons for wanting organizational conditions that foster job satisfaction. Employees spend
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most working hours at work, thinking about work, resting up for work, or preparing for work,
because work provides daily meaning as well as daily bread. Yet work is not always a place
where workers feel satisfied.
Human resource manager may be concerned about employees job satisfaction for
different reasons than their employees. Altruistic managers want satisfied employees because
they care about their employees. Result-oriented managers want satisfied employees because
satisfied employees may perform better and have less absenteeism and greater longevity.
Satisfied employees also tend to produce higher-quality work than their dissatisfied cohorts. In
fact, studies on humanizing the workplace indicate that satisfied employees are more
productive and that organizations with satisfied employees are more efficient. Satisfied
employees are more likely to experience high internal work motivation, to give high quality
work performance and to have less absenteeism and turnover.
THEORIES OF JOB SATISFACTION

Before explaining the theories of job satisfaction, the researcher wants to make clear about
two factors, intrinsic and extrinsic, as follows.
1. Intrinsic and Extrinsic Factors

Job outcomes include intrinsic and extrinsic work outcomes. The distinction between
intrinsic and extrinsic outcomes is important for understanding the reactions of people to their
jobs. In a general sense, intrinsic outcomes are objects or events, which follow from the
employees, own efforts, not requiring the involvement of any other person. More simply, it is
an outcome clearly related to action on the employees part. Such outcomes typically are
thought to be solely in the province of professional and technical jobs; and yet all jobs have
potentially opportunities for intrinsic outcomes. Such outcomes involve feeling of
responsibility, challenge, and recognition; the outcomes result from such job characteristics as
variety, autonomy, identity, and significance.
Extrinsic outcomes, however, are objects or events, which follow from the employees
own efforts in conjunction with other factors or persons not directly involved in the job itself.
Pay, working conditions, co-workers, and even supervision are objects in the work place
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which are potentially job-outcomes, but which are not a fundamental part of the work. Dealing
with others and friendship interactions are sources of extrinsic outcomes.
2. Job-Satisfaction Outcomes
Job-satisfaction depends on the levels of intrinsic and extrinsic outcomes and how the
job holder views those outcomes. These outcomes have different values for different people.
For some people, responsible and challenging work may have neutral or even negative values.
For other people, such work outcomes may have high positive values. People differ in the
importance they attach to job-outcomes. Those differences alone would account for different
levels of job-satisfaction for essentially the same job tasks. Another important individual
difference is job-involvement. People differ in the extent that:
1) Work is a central life interest;
2) They actively participate in work;
3) They perceive work as a central to self-esteem; and
4) They perceive work as consistent with self-concept.
Persons who are not involved in their work cannot be expected to realize the same
satisfaction as those who are. These variables accounts for the fact that two employees could
report different levels of satisfaction for the same performance levels. A final individual
difference is the perceived equity of the outcome in terms of what job holder considers fair
reward. If the outcomes are perceived to be unfair in relation to those of others in similar job
requiring similar effort, the job holder will experience dissatisfaction and seek means to
restore the equity, either by seeking greater rewards (primarily extrinsic) or by reducing effort.
Thus it is seen that job performance includes many potential outcomes. Some are of primary
value to the organization- for example the objective outcomes. Other outcomes are of primary
importance to the individual- job satisfaction.
The concept of job satisfaction underwent several changes and in course of time
several theories were advanced. There are vital differences among experts about the concept
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of job satisfaction. In this section the researcher will examine some widely used theories in
contemporary job satisfaction research.
3. Fulfilment theory
The proponents of this theory measure satisfaction in terms of rewards a person
receives or the extent to which his needs are satisfied. Further they thought that there is a
direct/ positive relationship between job satisfaction and the actual satisfaction of the expected
needs. The main difficulty in this approach is that job satisfaction as observed by Willing, is
not only a function of what a person receives but also what he feels he should receive as there
would be considerable difference in the actual and expectations of persons. Thus, job
satisfaction cannot be regarded as merely a function of how much a person receives from his
job. Another important factor/ variable that should be included to predict job satisfaction
accurately is the strength of the individuals desire of his level of aspirations in a particular
area. This led to the development of the discrepancy- theory of job satisfaction.
4. Discrepancy theory
The proponents of this theory argue that satisfaction is the function of what a person
actually receives from his job situation and what he thinks he should receive or what he
expects to receive. When the actual satisfaction derived is less than expected satisfaction, it
results in dissatisfaction. Job satisfaction and dissatisfaction are functions of the perceived
relationships between what one wants from ones job and what one perceives it is offering.
This approach does not make it clear whether or not over satisfaction is a part of
dissatisfaction and if so, how does it differ from dissatisfaction. This led to the development of
equity theory of job satisfaction.
5. Equity Theory
Equity theory is primarily a motivation theory, but it has some important things to say
about the causes of satisfaction /dissatisfaction. The proponents of this theory are of the view
that a persons satisfaction is determined by his perceived equity, which in turn is determined
by his input- output balance compared to his comparison of others input-output balance is the
perceived ratio of what a person receives from his job relative to what he contributes to the
job. This theory is of the view that both under and over rewards lead to dissatisfaction. While
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the under-reward causes feelings of unfair treatment, over-reward leads to feelings of guilt and
discomfort.
6. Herzbergs Motivation/ Hygiene Theory (Two factors theory)
This theory was developed by Herzberg, Manusner, Peterson and Capwell who
identified certain factors as satisfiers and dissatisfies. Factors such as achievement,
recognition, responsibility etc, are satisfiers, the presence of which causes satisfaction but
their absence does not result in dissatisfaction. On the other hand, factors such as supervision,
salary, working conditions etc are dissatisfiers, the absence of which causes dissatisfaction.
Their presence however, does not result in job satisfaction. The studies designed to test their
theory failed to give any support to this theory, as it seems that a person can get both
satisfaction and dissatisfaction at the same time, which is not valid.20 Fredrick Herzbergs
motivation/hygiene theory assumes that one group of factors, motivators, accounts for high
level of motivation. Another group of factors, hygiene or maintenance factors can cause
discontent with work. The implications of Herzbergs research for management and HR
practices is that although managers must carefully consider hygiene factors in order to avoid
employee dissatisfaction, even if all these maintenance needs are advanced, people may not be
motivated to work harder. Only motivators cause employers to exert more effort and thereby
attain more productivity, and this theory suggests that managers should utilize the motivators
as tools to enhance employee performance.
7. Maslows Hierarchy of Needs Theory
One theory of human motivation that has received a great deal of exposure in the past
was developed by Abraham Maslow. Until the more basic needs are adequately fulfilled, a
person will not strive to meet higher needs. In this theory Maslow classified human needs into
five categories that ascend in a definite order as follows:
1) Physiological needs
2) Safety and security needs
3) Belonging and love needs
4) Esteem needs and
5) Self- actualization needs.
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As assumption often made by those using Maslows hierarchy is that workers in

modern, technologically advanced societies basically have satisfied their physiological, safety
and belonging needs. Therefore they will be motivated by the needs for self-esteem, esteem of
others, and then self-actualization. Consequently, conditions to satisfy these needs should be
present at work; the job itself should be meaningful and motivating.
8. Process Theories of Motivation
Process theories suggest that a variety of factors may prove to be motivating.
Depending on the needs of the individual, the situation the individual is in, and the rewards
the individual expects for the work done. Theorists who hold to this view do not attempt to fit
people into the single category, but rather accept human differences. One process theory by
Lyman Porter and E.E Lawler focuses on the value a person puts on a goal as well as the
persons perception of workplace equity, or fairness, as factors that influence his or her job
behaviour. In a work situation, perception is a way an individual views the job. Figure 3.2
contains a simplified Porter and Lawler motivation model, which indicates that motivation is
influenced by peoples expectations. If expectations are not met, people may feel that they
have been unfairly treated and consequently become dissatisfied. Using the Porter and Lawler
model, suppose that a salesclerk is motivated to expend efforts on her job, from this job he/she
expects to receive two types of rewards: intrinsic (internal) and extrinsic (external). For this
salesclerk intrinsic rewards could include a feeling of accomplishment, a feeling of
recognition, or other motivators. Extrinsic rewards might be such items as pay, benefits, good
working conditions, and other hygiene factors. The salesclerk compares his/her performance
with what he/she expected and evaluates it in light of both types of rewards he/she receives.
He/she then reaches some level of job satisfaction or dissatisfaction. Once this level is
reached, it is difficult to determine what he/she will do. If he/she is dissatisfied, he/she might
put forth less effort in the future, he/she might work harder to get the rewards he/she wants, or
he/she might just accept his/her dissatisfaction. If he/she is highly satisfied, it does not always
mean he/she will work harder. He/she may even slack off a bit, saying, I got what I wanted.
a) Perceived Equitable Rewards
b) Intrinsic Rewards
c) Performance
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d) Satisfaction
e) Extrinsic Rewards
9. Expectancy Theory
Expectance theory concentrates, as the name implies, on the expectations which
employees bring with them to work situation and the context and manner in which these
expectations are satisfied. The underlying hypothesis is that appropriate levels of effort, and
hence productivity, will only be extended if employees expectations are fulfilled. It does not
assume a static range of expectations common to all employees but rather points to the
possibility of different sets of expectations. Rewards are seen as fulfilling or not fulfilling
expectations. Expectancy theory challenges management to demonstrate to employees that
extra effort will reap a commensurate reward. The link between effort and reward needs to
encompass both the pay packet and a variety of other extrinsic or intrinsic rewards. Reward
schemes must therefore create a positive link between the size of the pay packet and the effort
expended for employees primarily motivated by money. For others links must be created
between effort and rewards which include job satisfaction and praise and other forms of
recognition.
10. Variance Theory
Variance theory is based on a simple idea: if you want x from your work then you are
satisfied to the extent that it provides you with x. The major problem for variance theorists is
defining what it is that people want from their jobs. One way of solving this is to borrow
concepts from motivation theory so that variance in what is wanted and what is available from
a job occurs: for example, in the extent to which self-actualizing needs can be fulfilled. This
means that by borrowing from motivation theory some researchers can specify in advance the
variations in job satisfaction that employees could meaningfully report in their jobs. Another
approach assumes the relevant variances depend on the nature of the work and thus differ
from occupation to occupation. This provides a more flexible framework with which to
analyze problems of low job satisfaction within occupations. Either approach, specifying in
advance the relevant facets of job satisfaction or identifying them through investigation,
enables researchers to establish whether there are significant individual differences present in
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reported levels of job satisfaction or whether there is a high degree of consensus among staff
about what aspects of work lead to high levels of satisfaction and dissatisfaction. By
identifying what aspects of a job give rise to high and low levels of satisfaction, managers are
better placed when considering what changes can be made to improve job satisfaction.
EFFECT OF JOB SATISFACTION ON PERFORMANCE

1. Satisfaction and productivity
Based on research carried out in Hawthorne studies, further research to prove that
happy workers are productive was carried out, which has been proved negative. Based on
the conclusion of Hawthorne studies, managers began their efforts to make their employees
happier by improving work conditions, providing Laissez-faire type of leadership, expanding
various facilities to the workers, but it has been found that there is no direct relationship
between happiness and productivity. Robins concluded that productive workers are likely to
be happy workers. Further research on the subject suggests that organization having happy
workers might have increased productivity. On individual level it may not be true due to
complexity of environment, work processes, various systems and sub systems having impact
on the individual employee. But it can be said from organizational point of view that
organization that are able to evolve such policies that make employees happy bound to have
improved productivity. V.H.Vroom. Productivity is considered as reward for hard work which
is due to high level of satisfaction. However globalisation, speed of machines and knowledge
explosion, impact of media on workers, social awareness and high expectations of employees
to meet social obligations are important factors to ensure high satisfaction level of employees.
While evolving industrial practices, above factors should be considered favourably and
employee growth achieved so that organizations grow automatically.
2. Satisfaction and absenteeism
There is an inverse relationship between satisfaction and absenteeism. When workers
are more satisfied the absenteeism is low. When satisfaction level is low absenteeism tends to
be high. There are certain moderating variables like sick leave and degree to which people feel
that their jobs are important. Where there is a provision for sick leave, employees would take
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the benefit and absent themselves. As far as the importance of work is concerned, it has been
observed that people attend to their work when it is important to accomplish.
Employees having high satisfaction would not necessarily result in to low absenteeism
but those having low satisfaction level would definitely have high absenteeism.
3. Satisfaction and turnover

It has been found that employees who are not satisfied with their jobs will have high
turnover. Employees who are satisfied will not have high turnover. Satisfaction is also
negatively related to turnover but the co-relation is stronger than what we found in
absenteeism. Employee performance is a moderating factor of the satisfactionTurnover
relationship. In recent times a phenomenon amongst the software engineers whose
performance is high; their turnover has been noticed as high because of competition for
personal growth. Organization lures the competent person for their organizational growth.
Organization cares for such high performers and their retention. Poor performers do not leave
the organization for fear of lack of job opportunity outside.
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INTRODUCTION
The handloom industry is a part of the Indian culture and tradition. The area under
cotton cultivation is the largest spinning capacity after China in hand weaving sector and a
long tradition of producing a sum of the finest and costiest fabrics in the world. India is the
biggest yarn exporter with a 28% of the worlds market and is known for quality of its fine
count cotton yarns.
Kannur is the main handloom concentrated District in Kerala for the production of
exportable items and also known as the city of looms and lures,80% of the total handloom
production is being normally exported through various organizations workings for handloom
export.Handloom industry is the most important and the largest industry in the Kannur district.
The handloom cloths of Kannur hae won international reputation. Kannur is called as the
Manchester of Kerala. The famous Kannur sports shirting, varities like Crepe are the
donation of this dictrict. The weavers are mainly
The reputed factory type handloom society situated 3 kilometers away from the
Kannur town. Handloom industries generate production of low capital cost, mostly use
indigenous raw materials, utilize local skills, widers the entrepreneurial base, facilitated
balanced regional growth and prevent the migration of labor to the metropolitan areas.
HANDLOOM SOCIETIES IN KERALA

The history of Indian handloom textiles is mentioned in our epics and puranas
nearly five million years ago, a piece of cotton stick to a silver vase and some spindles
were found in excavations. This revealed that the spining and the weaving of cotton was
known to the Harappas.
Handloom Co-operations in India are mainly evoved through governmental
initiatives, as the artisans in the rural and semi-urban India felt is to be the vulnerable
groups. Voluntary Co-operative actions are rarely with some kind observed interest
groups.
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Thehandloom Co-operative of Kerala are largely differentiated from the

handloom co-operative of other states so far as the history, structure and level of
operation concerned. The formation of co-operatives in Malabar region was greatly
introduced by the crisis of the late 30s and the advent grade characteristics of the
industrial labor. The Chirackal Handloom Weavers Co-operative Society in KAnnur has
claimed to have been started in 1946 at the initiative of the trade unions. In the post
independent period, the co-operative movements gained tremendous movements in
Kerala.
The industry in Kerala is more organized. Even through the Weaver,s Co-operative
Societies were in existence in Kerala before independence, the shar of the co-operative
sector in the total member of looms was not significant till 80 s. By the end of 1998, the
share of the co-operative sector has raise to about 11% of the total looms in the state and by
the year 2003, about 86% of the looms of the state.
In the former type, the loms are owned by the weavers and carry out the weaving
activities in their household premises and supply the finished product to the co-operative
society. In later case, the production activities are carried out in the loom shed of the
society premises. One of the important feature of the co-operative organization in Kerala is
the good presence of woman co-operator.
The Government of Kerala set up an apex co-operative society. The Kerala
State Handloom Weavers Co-operative Society Ltd. known as HANTEXcome into
formation in 1961.
The main objectives of HANTEX are :1.
2.
3.
4.
5.
Making provision for easy availability of credit supply.

Supply of raw materials at a reasonable cost.
Provision of technical support for the societies.
Helping the societies to produce as per the market demand.
And to successfully market their products.
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In 1968 a different form of co-operativeor Hanveev was set up in Kannur as the
Kerala Handloom Finance Corporation to promote the private handloom sector by providing
finance for working capital as well as for investment.Later in 1975 the name of the
corporation was changed to The Kerala Handloom Finance and Trading Corporation and it
started buying fabrics from members for selling in the open market in addition to providing
loans.
The product decision completly rests on Hanvees and Hanveec supplies yarn to the
registered weavers to produce as per the product specification at Hanveev. The product is
weaved at the loom shed of weavers premises and is supplied to the Hanveev. The weavers
receive the conversion charges/wages.
NATIONAL HANDLOOM DEVELOPMENT CORPORATION

National Handloom Development Corporation Ltd. (NHDC) was formed in 1983 as a
public sector undertaking by the Government of India, as an autonomous body under the
Companied Act of 1956, acting as an agency to assist the speedy development of the
handloom sector covering procurement and supply of their Yarn Dyer and Chemicals and the
other inputs to the handloom weaver bysupplementing the effort and increasing the marketing
efforts to the state level handloom agencies and initiating the development activities of
upgrading generation for sustenance.
NHDC has extended its service and support in the state of Kerala through hand
weavers and HANTEX co-operative societies, HEPC members units, Kerala Handloom
Association members unit. With the approval of directors of handloom they are making avail
the required inputs. NHDC has opened one regional office at Coimbatore and branch at
Kannur.
COMPANY PROFILE
21

Lokanath Weavers Industrial Co-operative Society Ltd. NO LL99, P/O Choova,
Kannur- 670006 was registered in 18-4-1995 and started production on 7-5-1995. It was
registered as a Co-operative Society under the Act VI of 1932(Madras).
The firm is mainly producing exportable handloom products like bed sheets,
pillow cover, mat, table cover, bag, mundu, furnishing fabrics etc. based on the order
obtained from reputed handloom exporters in Kannur, Chennai, Bangalore, and Mumbai.
Here the decisions are taken by the Board of Directors., consists of President, Directors
and members.
Secretary is the head of the organization where he acts as a link between
organization and Board of Directors. There are 68 workers and 7 staff in Lokanath
Weaving Company. The workers in the company are also the members of the Board of
Directors. Several training programs are arranged to workers to improve their skill and
knowledge in the work. The company is going in a loss, even then the workers are paid
8.33% bonus.
The promotion of handloom helps to improve the standard of living of the
Weavers belonging to all communities and as such Lokanath Weavers Industrial Cooperative Society is implemented the development of products and market.
The company is widening its horizon by exporting their products since they
produce export quality products. This will increase their profits and change the current
downward trend they are experiencing. This step is getting them closer to their aim of
expansion of the firm.
OBJECTIVES OF LOKANATH WEAVING COMPANY
To improve the handloom industry and to promote economic condition of the
members of the industry.

To create a demand among the customers.
To improve the quality of the products and to increas the earnings of the workers.
To develop the marketing of different handloom fabrics in national and international
level.
To create changes in the existing product with good design pattern and textures.
To skill up graduation training to weavers including women workers, to make
efficiency with quality for export products.
22
To raise funds required for the industry.

To create better opportunities and innovations in the handloom industry.
MISSION AND VISION OF COMPANY

MISSION
Provide quality product to the customers.
Promote customers for using the handloom products.
Providing employement opportunities to local people.
VISION
Make good will through customers satisfaction.
Increase quality of exporting.
Create a good brand name among handloom industries.
New product development.
HIGHLIGHTS OF THE COMPANY
Pioneer in the weaving industry with 55 years of experience.

Eco-friendly and social commitment.
Engaged in the production of wide range of products.
Highly experienced management team with good knowledge about market and its
products.
Located in the city of looms and lore and has rich tradition in the production of
100% handloom furnishing fabrics and made ups for export.
MANAGEMENT OF THE SOCIETY

According to the Byelaws of the society the members of the Board of Directors be
elected as per Rule 35 of Keraka Co-operative Societies Rule for a period of 3 years. The
Board of Directors consist of 7 elected members as per Byelaws and they have elected
President and Vice President. At present there are 6 elected members in the Board of
Directors. ( one is vacant)
23

The Board shall appoint a fulltime paid Secretary from among the suitable persons
approved by the District Industries Office, Kannur. The Secretary shall not be a member of the
Board. The Board of Directors shall meet once in fornight to conduct the affairs of the society.
President shall preside over the meeting of the society.All questions before the Board of
Directors shall be decided by a majority of vote.
The details of Board of Directors are;
President :K P PRASAD
Director : K SHOBA
Director : P SARASWATHY
Director : A PAVITHRAN
Director : K V KAMALA
Director: T P RAJEEVAN
Time Schedule of Company

Type of workers
Starting Time
Lunch Break
Departing Time
Staff
9.30 A.M
1 P.M to 2 P.M
5.30 P.M
Workers
8.30 A.M
1 PM to 2 P.M
5.30 P.M
There is no specific time for tea break in the morning as well as in the evening. There is no
specific shift time work.
ORGANISATIONAL STRUCTURE OF LOKANATH WEAVERS

BOARD OF
DIRECTORS
SECRETARY
24

CUTTING AND
STITCHING
CLERK
FINANCE
AUDITOR
STORE
KEEPING
TECHNICAL
STAFF
CLERK 1
PACKAGING
STORING
CLERK 2
CLERK 3
DYEING
WEAVING
MASTER
MASTER
DYEING
SECTION
WEAVING
WINDING
WRAPING
WRAP
JOINING
PRODUCT PROFILE
PRODUCT MIX:
A product is anything that can be offered to a market for attention, acquisition, use or
consumption that might satisfy a want or need. Anything that possesses utility is described as
product. A product is both what a seller has to sell and what a buyer has to buy. Thus an
enterprise that has something to sell. As tangible goods or not, is selling a product. People
purchase a product because they are capable of realizing some benefits to the purchases.
25

A product is one which satisfies the needs of the customers. According to Stanton, a
product is set of tangible and intangible attributes, including packaging, color, price,
manufactures prestige, retailers prestige and manufacturer and retailers services, which the
buyer may accept as offering satisfaction or wants or needs. Good product are the key to
success. The product represents a bundle of expectations of the consumers. The product
satisfies the needs of the society. A successful product ensures its on promotion if satisfies the
needs of the consumers, that is the product is right to market.
Product is an essential factor for a business. Lokanath Weaving industry produces
variety of products according to the needs of the customers. Products are only manufactured
as per the order of customers. The industry offers the following products to the customers,
BED SHEET
It includes satin bed sheet, cotton bed sheet, mixed bed sheet, border bed sheet. Bed
sheet of different types are available in a different size and quantity.
MAT
It includes Shabari mat, runner mat, bath mat, thin mat.
TOWEL
Different types of towels produced are terry towel, hone comb and other varieties.
CUSHION COVER
It includes tassel border, box and rounded cushion cover.
PILLOW COVER AND TABLE COVER

It includes mixed pillow cover, cotton pillow cover, satin pillow cover. Table covers
are available in different size and in different varieties at various prices.
BAG AND PURSE
26

Bags include ordinary bags, gents bags and ladies bags. Purse includes gents purse
and ladies purse.
MUNDU AND LUNGI

Mundu includes white mundu and kavimundu. Lungis of different varieties.
FURNISHING FABRICS
Different kinds of fabrics are made mainly with jute, yarn , cotton etc.
OTHER PRODUCTS
Other items produced are ready made shirts, saris and blouse, apron, bolster
consortium pant piece, consortium shirting, old napkin and red napkin, mixed and printed
fabrics of different quantity and quality, shirting etc
PRODUCTS
STAIN BED SHEET
48 x 90 Stain Bed Sheet
COTTON BED SHEET
48 X 90 Cotton Bed Sheet
60 x 90 Cotton Bed Sheet
AMOUNT (Rs)
850
975
700
1450
425
525
625
900
1250
27

PILLOW COVER
Cotton Pillow Cover
Stain Pillow Cover
TERRY TOWEL
12 x 12 Terry Towel
16 x 24 Terry Towel
24 x 48 Terry Towel
30 x 60 Terry Towel
27 x 54 Terry Towel
36 x 72 Terry Towel
90
125
50
110
275
425
650
725
LUNGI / KAVI / MUNDU

Lungi 26s
Kavi 26s
Mundu 26
287
287
287
BATH MAT
30 x 20 Bath Mat
24 x 14 Bath Mat
275
200
BAGS
Ordinary Bag
Jute Bag
Gents Bag
Ladies Bag
Side Bag
Vanity Bag
Ladies Bag
30
270
210
275
165
110
110
TABLE COVER
Wash Basin Towel
Table Runner
140
200
HONEY COMB TOWEL

24 x 48 Honey Towel
15 x 24 Honey Towel
150
50
28
ANALYSIS AND INTREPRETATION OF DATA

PERCENTAGE ANALYSIS
1) GENDER OF THE RESPONDENTS
TABLE NO: 5.1
GENDER
Male
NO.OF
RESPONDENTS
20
PERCENTAGE
(%)
40
Female
30
60
TOTAL
50
100
Primary Data
CHART NO: 5.1

GENDER OF THE RESPONDENTS
29
INTREPRETATION:
Out of the total respondents taken for the study 40% are male and 60% of the
respondents are female, so it is clear that most of the employees are female.
2) AGE GROUP OF RESPONDENTS

TABLE NO: 5.2
AGE GROUP
NO. OF
RESPONDENT
PERCENTAGE (%)
30 40 Years
16
40 50 Years
15
30
50 Years And Above
27
54
TOTAL
50
100
Primary Data
CHART NO: 5.2

AGE GROUP OF RESPONDENTS
30
INTREPRETATION:
From the above chart, we can easily understand that Out of the total respondents 54%
of respondents falls in the age group of 50 & ABOVE, 30% of the respondents falls in the
age group of 40 - 50, 16% comes under 30 40.
3) EDUCATIONAL QUALIFICATION
TABLE NO: 5.3
EDUCATION
UP
NO. OF
REPONDENTS
19
PERCENTAGE
(%)
38
SSLC
25
50
HSC
ITI
Degree
TOTAL
50
100
Primary Data
CHART NO: 5.3
31
INTREPRETATION:
The above chart shows that 50% of the Workers are qualified SSLC, 38% qualified till
upper primary, HSE 6%, Degree 4% and ITI 2%.so it is clear that out of the employees
majority of them has qualified SSLC.
4) MARITAL STATUS
TABLE NO: 5.4
MARITAL
STATUS
NO. OF
REPONDENTS
PERCENTAGE
(%)
Married
35
70
Unmarried
15
30
TOTAL
50
100
Primary Data
CHART NO: 5.4
32
INTREPRETATION:
The above chart shows that 70% of workers are married and 30% of workers are
unmarried.
5) WORK EXPERIENCE
TABLE NO: 5.5
WORK
EXPERIENCE
NO. OF
REPONDENTS
PERCENTAGE
Less Than 5Years
16
5 To 10Years
12
24
More Than 10Years
30
60
TOTAL
50
100
Primary Data
33
CHART NO: 5.5
INTREPRETATION:
The above chart shows that out of the total respondents 60% respondents are having
experience of more than 10 years, 24% of respondents are having experience 5 to 10 years and
16% of respondents are having experience less than 5 years, so it is clearly understood that
most of the workers are having good experience their job.
6) WORKERS IN EACH DEPARTMENTS

TABLE NO: 5.6
DEPARTMENTS
Weaving
Winding
Dyeing
Packaging
Store
Joining
Clerk
TOTAL
NO OF RESPONDENTS
27
10
4
2
2
2
3
50
PERCENTAGE (%)
54
20
8
4
4
4
6
100
34

Primary Data
CHART NO: 5.6
INTREPRETATION:
The above chart shows that 54% of respondents, that is half of the employees are
working in weaving section, 20% in winding, 8% in dyeing, 6% as clerk, 4% each for
packaging store and joining.
7) SALARY SATISFACTION
TABLE NO: 5.7
OPTIONS
Yes
NO.OF RESPONDENTS
15
No
35
Total
50
PERCENTAGE (%)
30
70
100
Primary Data
CHART NO: 5.7
35
INTREPRETATION:
The above chart shows that 70% of workers are not satisfied with their salary and 30%
are satisfied with their salary, so it is clear that majority of workers are not satisfied with their
salary.
8) WORK ENVIRONMENT
TABLE NO: 5.8
WORK ENVIRONMENT
Relaxed
Tensed
Neither Tensed nor Relaxed
TOTAL
NO. OF RESPONDENTS
10
17
23
50
PERCENTAGE (%)
20
34
46
100
Primary Data
CHART NO: 5.8
36
INTREPRETATION:
The above chart shows that 46% of respondents are neither tensed nor relaxed in their
working environment, 34% are tensed and 20% are relaxed, so it is clear that majority of
workers are comfortable with their job.
9) JOB SATISFACTION
TABLE NO: 5.9
OPTIONS
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
TOTAL
NO. OF RESPONDENTS
10
20
15
4
1
50
PERCENTAGE (%)
20
40
30
8
2
100
Primary Data
CHART NO: 5.9
37
INTREPRETATION:
The above chart shows that 40% of respondents are satisfied with their job, 30% are
neither satisfied nor dissatisfied, 20% highly satisfied, 8% dissatisfied and 2% highly
dissatisfied in their job. So it is clear that majority of the workers are satisfied with their job
even though they are less satisfied in their salary.
10) WORKTIME
TABLE NO: 5.10
WORK TIME
Comfortable
Average
Less Comfortable
TOTAL
NO. OF RESPONDENTS
28
14
8
50
PERCENTAGE (%)
56
28
16
100
Primary Data
CHART NO: 5.10
38
INTREPRETATION:
The above chart shows that 56% of respondents are comfortable with their work time,
28% are having average opinion and 16% are less comfortable. So, it is clear that half of the
workers are comfortable in the work time.
CO-EFFICIENT OF CORRELATION
1) CO-EFFICIENT OF CORRELATION BETWEEN AGE AND MANAGEMENT
TREATING.
Let
X= Age of Workers
Y= Management Treating
TABLE NO: 5.11
39

X
X2
Y2
XY
64
36
48
15
15
225
225
225
27
29
729
841
783
X= 50
Y= 50
X2=1018
Y2= 1102
XY= 1056
r=
668/668.22
r=
+ 0.99
INTREPRETATION:
It is clear that there is a positive correlation between Age and Management
Treating.
2) CO-EFFICIENT OF CORRELATION BETWEEN WORK TIME AND AGE.
Let
X= Work Time
Y= Age
TABLE NO: 5.12
X
X2
Y2
XY
40

28
784
64
224
14
15
196
225
210
27
64
729
216
X= 50
Y= 50
X2=1044
Y2= 1018
XY= 650
r=
-550/591.71
r=
-0.92
INTREPRETATION:
It is clear that there is a negative correlation between Work Time and Age.
3. CO-EFFICIENT OF CORRELATION BETWEEN JOB SATISFACTION AND

INVOLVEMENT OF SUPERIORS.
Let
X= Job Satisfaction
Y=Involvement of Superiors
TABLE NO: 5.13
41

X
X2
Y2
XY
10
15
100
225
150
20
25
400
625
500
15
225
36
90
16
X= 50
Y= 50
X2=742
Y2= 894
XY= 750
r=
1250/1543.92
r=
+0.809
INTREPRETATION:
It is clear that there is a positive correlation between job satisfaction and
involvement of superiors.
CHI-SQUARE ANALYSIS
COMPARISON OF GENDER AND WORKTIME.
Ho: There is a relationship between gender and work time
Ha: There is no relationship between gender and work time
TABLE No: 5.14
42

Factors/Variables
MALE
FEMALE
Total
Comfortable Average
12
5
16
9
28
14
Less Comfortable
3
5
8
Total
20
30
50
= 0.2215
Degree of freedom = (c-1)*(r-1)
= (3-1)*(2-1) = 2
Table value of for 2 degree of freedom at 5% significant level is 5.991.
INTREPRETATION:
The calculated value for is less than the table value. So we accept the Null
hypothesis. Therefore there is a relationship between gender and work time.
FINDINGS
Company is having more female workers than male.
Most of the workers comes under the age of 50 and above.
Most of the employees comes under the qualification of SSLC so they are unaware of
modern technology.
70% of the employees are married.
43

Most of the employees are dissatisfied with their salaries.
Most of the employees are tensed in their working environment.
60% of the workers are satisfied with their job others are dissatisfied.
The production of Lokanath Weavers Industrial Co-operative Society is Eco-friendly
and social committed products.

Dye house is situated apart from the plant in order to control the pollution.
Absence of canteen facilities for workers and other staff members.
Lots of time and efforts are required to do the job.
During rainy season it is very difficult to dry the yarn.
Lack of plant maintenance.
Delay in payment of pension to retired employees.
SUGGESTIONS
It is clear that female workers are more so company should provide more facilities like
rest room, wash room, feeding room, etc.
As most of the workers comes under the age of 50 and above the company should
provide more health care facility, medical checkup, etc to motivate the employees.
Company should provide proper training and educational facilities to increase the
output and to compete with the change.
44

Company should provide more benefit like housing allowance, educational loan, etc as
most of the workers are married.
Company should take effort to increase the salary.
The recreation facilities should be provided and supervisor should ask the employees
before fixing the production target.
Provide good working environment to acquire 100% job satisfaction and to reduce
dissatisfaction the supervisor should take initiative to change the routine work or
department of workers according to their interest.
More energetic and young hand should be employed, so measures should be taken to
attract young people in this field by conducting seminars and make aware about the
various Government offers provided to the weavers.

Canteen facilities should be provided to workers and staff members.
The company has to implement new method to reduce loss.
Plant should be maintained well in order to get good working environment.
Measures should be taken to give pension as early as possible in order to satisfy the
employees.
CONCLUSION
Lokanath is a co-operative firm produces a variety of products to customers. They
prefer bulk order from the customers. The production department is the heart of the society. As
the company is going in a loss, the secretary and the Board of Directors is trying to introduce
new methods to improve the production by providing better working condition and
satisfaction of the employees.
Job satisfaction is regards to ones feeling or state of mind regarding nature of their
work. Job can be influenced by variety of factors like quality of ones relationship with
their supervisor, quality of physical environment in which they work, degree of fulfillment
45

in their work, etc. Positive attitude towards job are equivalent to job satisfaction where as
negative attitude towards job has been defined variously from time to time.
The present study was carried out in Lokanath Weavers Co-operative Society Ltd.
reveals that, the workers are satisfied with their job. The level of satisfaction, contributing
were incentives, medical facilities, machinery, tools, system, grievance handling systems,
co-operation of co-workers and superiors, etc..
The main areas of dissatisfaction are low wages, lack of plant maintenance, delay in
Government funds etc. So the company should concentrate on these areas of dissatisfaction
and should try to improve the present condition prevailing in the organization. So we can
hope that the organization should take necessary actions for reducing these forms of
dissatisfaction of workers and must try to provide maximum job satisfaction to workers.
BIBLIOGRAPHY
BOOKS
Aswathappa , K, Human Resource Management Text and cases, 6th Edition, Tata
McGraw Hill Education Private Limited, New Delhi, 2010
C.R Kothari, Research Methodology, 2nd Revised edition , 2006 New age
International publishers, New Delhi.
46

SubbaRao, P Personnel and Human Resource Management- Text And cases , 4th
Revised and Enlarged Edition Himalaya Publishing House 2009.
WEBSITES
www.wikipedia.com
www.utm.edu/jobsatisfaction .pdf
www.lokfab.com
www.ixigo.com
Questionnaire
Respected Sir/Madam
I, an MBA student pursuing my course from CENTRE FOR
MANAGEMENT STUDIES, MANGATTUPARAMBA, KANNUR, as part
of my academic purpose I am doing a project on the topic A Study on the Job
Satisfaction of Workers at LOKANATH WEAVERS CO-OPERATIVE
SOCIETY LTD., KANNUR. I request you to be kind enough to spare a few
minutes to fill up this questionnaire. The details collected will be kept strictly
confidential and will be used only for academic purposes.
47
Name :
Sex:
Male
Age:
30 40
Female
40 - 50
50 and above
Educational
Qualification:
SSLC
HSC
DEGREE
ITI
UP
Marital Status:
Married
Unmarried
Department:
Weaving
Dyeing
Packaging
Winding
Clerk
Joining
Store
1. How long you have been working in this company?

Less than 5 years
5 to 10 years
More than 10 years
2. Do you satisfied about your job?

Highly Satisfied
Satisfied
Dissatisfied
Highly Dissatisfied
Neutral
3. What type of relationship do you maintain with supervisor?

Strict Encouraging
Friendly
4. How the management treats you?

Strictly
As Per Rules and Regulations
Friendly
on Humanistic Basis
5. Are you satisfied with the present salary?

48
Yes
No
6. Do you avail travelling allowance in the company?

Yes
No
7. Do the company provide incentives to the employees?

Yes
No
8. Is there proper safety provision provided by the company?

Yes
No
9. What is your opinion about working environment?

Relaxed
Tensed
Neither Tensed nor Relaxed

10. Give your opinion about work time?
Comfortable
Average
Less Comfortable
11. Do you think canteen facility is essential?

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
12. Rate the importance of training program in your company.

Important
Neutral
Not Important
13. Are you satisfied with leave provisions?

Yes
No
14. How much involvement is taken by your supervisor for improving your
skills?
More
Poor
Moderate
Less
Non Responsible
15. What is your opinion about your job?

49
Challenging
Interesting
Boring
Difficult
16. What do you think about the benefits provided for retired employees?
Excellent
Good
Poor
Fair
Very Poor
17. What do you think about communication channel within the company?
Very Good
Good
Poor
Bad
Normal
18. Do you get fair and quick redressal of Grievance?

Excellent
Good
Poor
Fair
Very Poor
19. Do you get any rewards based on your performance?

Yes
No
20. Suggestions
CHI-SQUARE DATA
TABLE NO: 5.14A
O
O-E
(O-E)
(O-E) /E
12
11.2
0.8
0.64
0.057
5.6
-0.6
0.36
0.064
3.2
-0.2
0.04
0.0125
16
16.8
-0.8
0.64
0.038
8.4
0.6
0.36
0.042
4.8
0.2
0.04
0.008
O=50
E=50
(O-E) /E
=0.2215
50
51

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A Study On The Job Satisfaction Of Workers At LWCS Ltd.

OBJECTIVES OF THE STUDY

SCOPE OF THE STUDY

Centre For Management Studies, Mangattuparamba

A Study On The Job Satisfaction Of Workers At LWCS Ltd.

LIMITATIONS OF THE STUDY:

RESEARCH DESIGN & SAMPLING DESIGN

Centre For Management Studies, Mangattuparamba

A Study On The Job Satisfaction Of Workers At LWCS Ltd.

METHOD OF DATA COLLECTION

2) Secondary data collection:

TOOL FOR ANALYSIS

A Study On The Job Satisfaction Of Workers At LWCS Ltd.

Percentage Analysis = (No. of respondents/frequency of respondents)*100

Karl Pearson's coefficient of correlation is not affected by change in scale or by change

(iii) Chi-square Analysis:

Chi-square test is calculated as;

A Study On The Job Satisfaction Of Workers At LWCS Ltd.

REVIEW OF LITERATURE AND THEORETICAL FRAME

Centre For Management Studies, Mangattuparamba

A Study On The Job Satisfaction Of Workers At LWCS Ltd.

Centre For Management Studies, Mangattuparamba

A Study On The Job Satisfaction Of Workers At LWCS Ltd.

INTRODUCTION TO THE TOPIC:

FACTORS DETERMINING JOB SATISFACTION

Centre For Management Studies, Mangattuparamba

A Study On The Job Satisfaction Of Workers At LWCS Ltd.

Centre For Management Studies, Mangattuparamba

A Study On The Job Satisfaction Of Workers At LWCS Ltd.

IMPORTANCE OF JOB SATISFACTION

Centre For Management Studies, Mangattuparamba

A Study On The Job Satisfaction Of Workers At LWCS Ltd.

Centre For Management Studies, Mangattuparamba

A Study On The Job Satisfaction Of Workers At LWCS Ltd.

THEORIES OF JOB SATISFACTION

1. Intrinsic and Extrinsic Factors

Centre For Management Studies, Mangattuparamba

A Study On The Job Satisfaction Of Workers At LWCS Ltd.

Centre For Management Studies, Mangattuparamba

A Study On The Job Satisfaction Of Workers At LWCS Ltd.

Centre For Management Studies, Mangattuparamba

A Study On The Job Satisfaction Of Workers At LWCS Ltd.

Centre For Management Studies, Mangattuparamba

A Study On The Job Satisfaction Of Workers At LWCS Ltd.

As assumption often made by those using Maslows hierarchy is that workers in

Centre For Management Studies, Mangattuparamba

A Study On The Job Satisfaction Of Workers At LWCS Ltd.

Centre For Management Studies, Mangattuparamba

A Study On The Job Satisfaction Of Workers At LWCS Ltd.

EFFECT OF JOB SATISFACTION ON PERFORMANCE

Centre For Management Studies, Mangattuparamba

A Study On The Job Satisfaction Of Workers At LWCS Ltd.

3. Satisfaction and turnover

Centre For Management Studies, Mangattuparamba

A Study On The Job Satisfaction Of Workers At LWCS Ltd.

HANDLOOM SOCIETIES IN KERALA

Centre For Management Studies, Mangattuparamba

A Study On The Job Satisfaction Of Workers At LWCS Ltd.

Thehandloom Co-operative of Kerala are largely differentiated from the

Making provision for easy availability of credit supply.

Centre For Management Studies, Mangattuparamba

A Study On The Job Satisfaction Of Workers At LWCS Ltd.

NATIONAL HANDLOOM DEVELOPMENT CORPORATION