EXECUTIVE SUMMARY

Organisational commitment plays an integral part in the success of any organization. Employees
who are committed in their work are found to be more satisfied during their job . The 3 types of
commitment to be exact Affective commitment, Continuance commitment and Normative
commitment influence an employee’s job satisfaction to a large extent because this describes the
motive behind being in the organization .

The Scope of this Research is limited to the employees of Lorman Kitchen Equipments Pvt Ltd.
This is a study about the different type of commitments and its impact on job satisfaction. The
data is gathered from different secondary sources a well structured questionnaire is distributed
among employees and regression test is used. Descriptive research is used to understand the
characteristics of the population.

Organisational commitment is not built in a single day. It takes equal efforts from both the
management and the organization. Hence in this study it is concluded that there is a significant
impact of all the three types of Organisational commitment on job satisfaction. And the factors
affecting the organizational commitment are gathered from the secondary sources like intrinsic
factors and extrinsic factors.
CHAPTER-1
INTRODUCTION

There are few questions linked to the organizational commitment like Why do some people stay
in the same company for their whole life ? What binds them so much to the company ? What are
the common factors among all these employees who do not want to change the comPany ? This
ranges from pay, affection , choice, habit etc. If the company is spending a huge amount of
resources in procurement of an employee , it is equally important for them to make him/her stay
with the organization for a long run, and this can happen when the individual is committed to the
organization.

Organisational commitment is the employees’ situation of being committed to help in the

accomplishment of the organization’s goals and it also includes the employees’ levels of
recognition participation, and faithfulness It is described as an emotional reaction which is
measured by people’s behaviors, viewpoint and attitudes and can range between very low to
very high.

With the newer generation coming in the company, changing jobs frequently and getting young
people as employees to work is a major challenge. There is a difference in the way all the
individuals are attached to their organizations , The reasons may differ from person to person
It may so happen that employees are commited to their jobs but not to their organization.

Thus emerges the concept of job satisfaction in the field of Hr. If the employee is satisfied by the
work he does he is expected to be committed to the organization and vice versa. Job satisfaction
is not attained by a person who is isolated from erything , but it curved with variables like
structure , size , pay working conditions , leadership etc.

The researchers are of opinion that organizational commitment & job satisfaction are positively
in relation with each other. JS & OC have been found to be the determinants of turnover
behaviors of employees and have a negative correlation with the turnover.
DEFINITION

John Meyer and Nancy Allen have originated three types of 0rganizati0nal Commitment:
namely affective, continuance and normative.

 Affective or Moral C0mmitment happens when people completely grasp the objectives
and estimations of the association. They are sincerely required with the association. They
are involved emotionally with the organization and also feel personally in charge of the
associations level of achievement. These people more often than not show elevated
amounts of execution, constructive work dispositions, and a longing to stay with the
association.

 Continuance or Calculative Commitment happens when people base their association

with the association on what they are accepting as an end-result of their endeavors and
what might be lost if they somehow managed to leave (i.e., pay, benefits, affiliations).
These people set-forth their best exertion just when their desires are coordinated by their
prizes.

 Normative commitment happens when people stay with an association in light of

expected gauges of conduct or social standards. These people esteem acquiescence,
mindfulness, and convention. They tend to show an indistinguishable states of mind and
practices from the individuals who have affective commitment.

After organizational commitment , job satisfaction is the only variable which is studied more
than it. “The point to which people like their jobs” is known as job satisfaction. A causal
relationship is seen between organizational commitment and job satisfaction. Before the
individuals become commited to the organization , they must be satisfied by the job they are
doing , but most of the studies give an inverse relationship between the both .
TOPIC OF STUDY
My topic is “A Study on Organizational commitment and its Impact On Job Satisfaction”
among the employees of Lorman Kitchen Equipments Pvt Ltd” . It is the time an employee
invests in the organization in order to earn economical and psychological rewards.

NEED OF THE STUDY

This research was conducted in order to identify the factors affecting the Affective ,
Continuance & Normative Commitment and its impact on Job satisfaction among the employees
of Lorman Kitchen Equipments Pvt Ltd.

OBJECTIVES OF THE STUDY

1. To identify the Factors affecting organizational commitment
2. To analyze the Impact of Affective Commitment on Job Satisfaction
3. To find out the Impact of Continuance Commitment 0n Job Satisfaction
4. To determine the Impact of Normative Commitment 0n Job Satisfaction

SCOPE OF THE STUDY

This was conducted to understand organizational commitment in employees and its impact on
job satisfaction in the premises of company for 10 weeks. It is restricted to the employees of
Lorman Kitchen Equipments Pvt Ltd only. It encompasses gathering of data from employees
and analyzing their perception.

Research Methodology

Descriptive Research
It is used to determine the characteristics of the population. Over here it is used in order to
regulate the commitment and the employees if they are satisfied from the job.
SAMPLING DESIGN
Random Sampling
It is a method in which all the samples have a pre determined possibility of being selected. Here
all the employees working in the organization had an equal probability of filling the
questionnaires

SAMPLE SIZE
The sample size is the target population from whom the data should be collected. The sample
size taken is 101 employees of the organization.

SAMPLE UNIT
The employees of Lorman Kitchen Equipments Pvt Ltd are the sample taken for this study.

SOURCES OF DATA COLLECTIONS

1. Primarydata
2. Secondarydata

1.Primary Data c0llection[Survey, Interview, Questionnaires]

The researcher directly collects the data.

2.Secondary data collection [Magazine, journals, textbooks, websites]

The researcher refers already existing data from the books , websites, magazines
LITERATURE REVIEW

(Syed Mohammad Azeem , 2010) The study has investigated about the nature of the
relationship between the demographic factors like age , job tenure and facets of job satisfaction
with Organisation Commitment. The data was collected by issuing a Organisational
Commitment Questionnaire (OCQ) and a Job Descriptive Index (JDI). The data was collected
and a relationship which was moderate and positive was found between all the three factors. The
significant predictors of organization commitment were found to be factors like supervision, pay,
age , tenure of job etc.

(Adekola, 2012) This work talks about the difference in organisatioanl commitment in both
public and private universities. After the study was conducted, it concluded that employees
working in Public universities have greater organizational commitment and this is directly
proportional to job satisfaction. Its also found that OC acts as a catalyst in increasing the level
of job satisfaction in employees.

(Filiana, 2016) In this study Generation Y has perceived the organizational commitment
differently. Affective commitment is at the first place in getting affected by the job satisfaction
with continuance and normative commitment at the later stage . Nature of job being one of the
factor of job satisfaction impacts organizational commitment to a larger extent when compared
to other factors like recognition , pay and fringe benefits , supervision , operating procedures and
policies. It has also stressed on how the gender affects the OC and it makes a difference

(Cooper and Coleman , 2001) This work tells us that there is a positive relationship between
job-satisfaction and affective & normative-commitment , but the same relation wasn’t strong
enough with the continuance commitment.

(Salman Habib, 2014) In this work , the authors have used questionnaires to collect data from
employees in different places like Punjab , Mulatn region , Pakistan and has proved that
organization culture is a vital element and has a high authority on employee commitment , job
satisfaction and retention.

(David, 2015) In this literature ,author has found out factors affecting both Job satisfaction and
0rganizational commitment and there is no a significant impact of gender differences on the
both. From the study conducted , it is suggested that to enhance the level of job satisfaction a
working environment should be created where managers give more promotional oppurtunities ,
supports the subordinates for more earning and creates a sense of security in them.

(Bozlagan, 2010) The researcher has found that workers are strongly commited to organization
because of affective and normative commitment and continuous commitment stands less relevant
to this. It also suggests the management to take necessary steps in order to strengthen the
continuance commitment.

(Iden, 2014) In this research , Iden has emphasizes that multicultural work environments
influence organizational commitment and job satisfaction .It is concluded that cultural
differences are not the only way of determining the variations in OC and JS. Company can take
up communication courses and conduct integration programs in order to preserve the employees
in the company.

(Muhammad Saqib Khan, 2015) This study tells that Oc and JS have an imact which is
depressing on Intention to leave and are inversely related . It is also mentioned that work related
factors effects the job satisfaction and organizational commitment of the academicians .

(Elina, 2014) This research was conducted to find out the factors affecting organizational
commitment. The author has put forth that the factors which affect the commitment can be
categorized into three. First are the matters which are in direct link to the company, Second are
the factors linked to work community and third are the factors linked to work characteristics
LIMITATIONS

 The study is restricted to 101 employees, because of the time constraint of ten weeks
 Its restricted to employees working in Bengaluru city
 Few respondents were uncomfortable answering the questions due to lack of time and
confidentiality
CHAPTER-2
INDUSTRY PROFILE
The consumer durables industry of India is esteemed at $10.8 bil1ion as of 2016. This particular
sector is anticipated to grow to $22.6 billion by 2019 and become the 5th largest in the world by
2025.

The consumer durables industry is divided into two segments:

 Consumer electronics (brown goods) – such as TV , laptops, cameras, computers, and
audio systems
 Consumer appliances (white goods) – washing machines, kitchen appliances, microwave
ovens, cleaning equipments, air conditioners , and fans

Urban markets buy around 2/3rd of the electronic products. India’s hot climate encourage use of
electric fans and A/c’s . refrigerators and washing machines are other top consumer durables in
the market.

Major players in this consumer durable industry are :

 Samsung India
 Whirlpool India
 LG India
 Godrej India
 Sony India
 Hitachi India

Government Initiatives

 Government of India launched National Policy on Electr0nics (NPE) with an objective to

transfer India into a global hub and to expand the manufacture of electronic products in
India.
  Modifies Special Incentives Package Scheme (MSIPS) , the government has to reimburse
taxes and duties for 9 years . This scheme doesn’t covers white goods.
 USD 2.5 billion of electronic development fund is been created to encourage innovation ,
commercialization of product.

Challenges , 0ppurtunities and prospects in future

 Tax structure
 Lack of resources and limited quality
 Increased competition
 Deficiency in infrastructure

SWOT Analysis of the industry

Strengths
 Urban and rural areas both having distributions.
 Well known brands in the market

Weakness
 There is seasonal demand which is high during festive season
 No good spending on infrastructure by the government
 Consumers have low purchasing power

Opportunities
 Rural market is still unexploited
 There is a rapid urbanisation
 Availability of capital is easy
 Increase in income

Threats
 Raw materials have higher import duties
 Singapore , China and Asian countries have cheaper imports
Different consumer durable goods used in kitchen industry are as follows :
1.Refrigerators and freezers
This equipment helps in cooling of food and also preserving it for a longer duration both at small
and large scale.

2.Cookers, ovens and hobs

They are appliances used to convert the raw material to eatable food. Using the heat or steam as
the case may be. Ovens are also used for baking . Bio mass cooking stoves are developed to to
reduce the environmental harmness and also are moe fuel efficient

3.Dishwashers
Borrowed from the western culture is the dishwasher , which helps in washing all kind of vessels
with customization and low noise levels .

As this era turns competitive, globalization has been imperative for any industry to grow.
During the earlier civilizations, man burnt wooden logs to produce fire and thus used it for
cooking. This trend led to cutting of trees and empty forest resources in a with the increasing
population and needs. This also led to the invention of induction cooking stoves from a decade
which has seen a wider demand in the modern era.

Among every one of the conceivable outcomes, Induction Heating offers an imaginative way-
out. Reassuringly, every one of those advantages of acceptance kitchen are generally perceived
by experts. The enlistment cooking gear does not discharge the lethal gasses as whatever other
ignition does. It is anything but difficult to perfect and less on support.

Induction is a strategy, which is totally not quite the same as all other cooking advances it doesn't
include producing heat which is then exchanged to the vessels It makes the cooking vessel itself
the first generator of the cooking heat.
Induction Heating is used in induction stove for cooking. The container In which cooking is be
made of ferro-magnetic metal so that it is used as an induction cooker. A coil made of copper
ware is positioned below the cooking pan in an induction cooker. An osciallating magnetic field
is produced because of the flow of the alternating current.

It induces an electric current in the tub. The flow of current in the metal pot heats the pot
beacause of the resistive heat produced. It is faster and more energy efficient cook in a cooker
made of induction metal when compared to another electronic hob.

Therefore, more secure, more vitality effective gear are expected to fabricate a perils free and
sound business kitchen. Among every one of the conceivable outcomes, Induction Heating is
totally an eye-getting arrangement, since it offers a creative way-out. Reassuringly, every one of
those advantages of acceptance kitchen are broadly perceived by experts.

Indian market has seen double digit growth rate in the past few years in Consumer Electronic
market especially in the kitchen equipments . There is a strong growth in consumer electronics
market because of increase in product awareness, affordable price, innovative products and high
disposable income.

The factors which have led to the growth are advancements in technology, product innovation ,
fluctuations in prices , increased competition , double- income families, changing lifestyles ,
availability of finance , credit etc .

Socioeconomics changes, rising wages to make interest for appliances, the home machines
showcase in India will see a huge development because of lower penetration, increasing salaries,
and developing urbanization.

Likewise the requirement for solace and comfort in urban family with the concept of dual career
couple , the impression of appliances will change from luxury to need which will prompt a quick
development for the home machine advertise.
COMPANY PROFILE

Lorman Kitchen equipments Pvt Ltd are in this Field since 2004, No matter whether people use
firewood, coal or LPG, they still cook.. In a cooking vessel, the food is cooked from the heat by
burning the later resources. 50% of the heat is wasted at the time of this process for no reason
resulting in the deficiency of energy.

Gas/ Diesel are non-renewable Energies and is a limited resource. Growing energy price is a
concern. Fire hazards in conventional cooking a big reality . There is a need of building a
commercial kitchen which has more safety and equipments which are more energy efficient.

Out of all the possibilities, Induction Heating has come out with an innovative way of generating
heat. The professionals have extensively identified the betterment of using induction cooking
equipments. This equipment generally won’t release any Gases which are like any other
combustion.. It has less maintenance and it is easier to clean.

COMPANY STRUCTURE

1. Lorman Technologies: They Started in 2004, as a Research and Development wing in

induction electric appliances. The company was first started its test market operations in
the year of 2009.

2. Lorman Induction Technologies (P) Ltd : It Started in 2013 with a vision of conducting
test market operation in South Asian Countries. But due to financial hurdles‘ Company
stopped its operations and is under liquidation.

3. Lorman Kitchen Equipments (P) Ltd: Later in 2014, moving towards corporate re
structuring and a very successive test market results in domestic market, was formed to
address the needs of application of induction technology in the domestic heating and
cooking appliance industry.
Lorman groups design Commercial Induction cook tops delivery schedule, thereby, achieving
full satisfaction solutions provider in the Indian market and Range of commercial Induction
equipment catering to all categories of one to Five industrial canteens, fast food joints, and sweet
India. Lorman Kitchen Equipments (P) Ltd: Later was formed to address the needs of application
of induction technology in the domestic heating and cooking appliance industry. Lorman, is now
a well known name committed to the manufacturing of custom tops specific to customer need
budget and satisfaction of the client.

VISION & MISSION

Vision : Our vision is to be a part of Dr. A.P.J.Abdul Kalam’s Dream “Energy Independence
India by 2022” and save the non renewable sources of energy for our future generations.

Mission: “Energy Efficient Products ”

 Departmentalized into Client Requirements, Customised Solution, Indegeniesed
Production and Management.
 Excellent rapport with the Clients.

INFRASTRUCTURE FACILITIES

The Manufacturing unit is located at Tumkur Road with a built up area of about 5,200 Sq.ft with
connected power of 65 hp.
The Unit has sufficient machines and testing equipments to manufacture an optimum capacity of
1500 pieces per month. The unit has about 50 employees. At present the unit produces an
average of 350 pieces per month
BOARD OF DIRECTORS

 Mrs. Lalitha.C : Director (Finance)

Aged about 38 years, is the proprietor and finance controller of the company. Under her
stewardship, the company has expanded exponentially. She has been with the Company since
inception.

 Mr. Chandra Mouli : Director (Technical & Marketing Head)

Aged about 42 years, has more than 15 years of experience in the field of commercial induction
and power saving equipment industry. A true visionary and believer in energy efficiency His
vision driven and business powers have attracted top-tier, seasoned experts and customers to the
company. He plays an integral role and a true backbone of the organization. As a pioneer in the
Indian Induction cooking Industry, he is leading the company in its entirety

PRODUCTS
 Counter sunk
 Table Top
 Buffet Induction Warmer
 Induction Buffet counter
 Induction Multi-zone
 Induction Tilting Pan
 Induction Deep Fryer
 Induction Dosa / Parota Plate
 Induction Fulka Puffer
 Induction Live Counter
 Induction Griddle Plate
 Three zone induction plates
 Twin zone for live counter
  Induction Idly Pan
 Induction Deep fat fryer
SWOT Analysis

Strengths
 Extremely Quality Conscious,
 Regular R&D , Innovation,
 Deadlines and Schedules are paramount
 Cost Effective

Weakness
 New product to accept
 Layman cannot repair
 Uninterrupted power supply required

Oppurtunities
 High purchasing power of consumers
 Dissatisfaction of consumer from LPG and other electric coils
 Shift in consumer preference

Threats
 New in the market
 Inconsistency of consumer taste

CORE MARKETS
Domestics
 Hoteliers and Restaurants
 Sweet & Savory manufacturers
 Institutions, Hostels and Hospitals
 Industrial Canteens and caterers
 Corporate Cafeterias
  Other commercial cooking kitchens

Emerging market- Global

 Indian railways
 Defence Mess
 Kitchen designers and consultants
 Kitchen Equipment manufacturers
 Corporate kitchen maintainers ( more than 40,000 kitchens maintained in India by few
companies)

COMPETITORS

Indian Market
No major players in domestic Indian Market as Lorman is manufacturing unique and customized
equipments to meet all types of Indian cooking recipes

Global market
1. Electrolux and GE Appliances
2. Cooktek Induction System, LLC , U.S.A
3. Stella Electrical Appliances Co.,LTD China

CLIENTS
 Windsor Manor Hotel
 St. Marks Hotel
 Oberoi Hotel
 Le Meridian
 Meccure Hotel - Koramangala
 E Inn Hotel – Electronic City
 Adigas – Sanjaynagar
 Guru Sweets – Mysore
 Nalpak Hotel – Mysore
  Hotel Mayuri – BEL Road
 Shantinikethan
 IBM Bengaluru
 Clarke Exotica
 Bhuvans collage
 Wipro Bengaluru
 Taj Coramendal Chennai
 PVR Plaza Chennai
 Ohris Kitchen Hyd
 Kumaresh - Caterers
 Krishna Constructions
 Symphony Services (Adithya Caterers)
 Tamara Projects (Virajpet)

FUTURE GROWTH AND PROSPECTS

 EXPANSION OF OPERATIONS: - The Company is now expanding operations to

attain critical mass & to cater to new clientele as well as increase capacities for the
existing clients. The company has in the month of November added more machineries
and recruited employees which cost the company approximately 20 lakhs which has
increased the production capacity of about 1,500 pieces per month & also fit in balancing
of some additional operations of the manufacturing unit
.
 BRAND BUILDING: - The Company is in talks with a ‘German Induction
Manufacturing Company’. The target company is having a turnover of Rs. 900 Crores &
has successfully launched its own ‘Brand’ in the Induction Industry. We intend to use
our financial & operational strength to scale up the operations of the ‘Target Company’
in India. This we perceive will increase the ‘Value of Company’ & also will boost up the
present operations as well as the ‘new products’.
CHAPTER-3
THEORITICAL BACKGROUND

Organisational Commitment

Organisational commitment is an important topic for most of the researchers because it helps
them to identify the different factors which influence the employee’s decision to continue in the
company or not. The philosophers are attracted towards this because of the relationship between
man and work. Commitment helps in getting the job done. Commitment is a power which is
more intense than our best intentions. Organisational commitment is a kind of organization
behavior which is a study of beliefs , attitudes of the employees.

Organisation commitment is the state in which employee’s assist the success of the goals of
organization and involve levels of employee’s recognition and devotion. It can range from
lowest to the highest as it is the emotional response of employees working there. It can also be
named as a measure which helps in determining the period til which the employees might stay
with the organization.

The organization can gather a competitive advantage through its employees. The employees who
are commited are feel proud in being a member of the organization and also believes in the
values , goals of the organization feeling as their own. An employee who is satisfied by his job is
expected to perform his job well and be committed to the job and the organisation .

In a competitive environment it is the employees who determine the success and sustatinability
of the company. The employee commitment can lead to favourable reactions such as increase in
effectiveness, performance, productivity and decrease in absenteeism and turnover of employees.

The employees usually feel that they have done a lot for their organization, However
management is very little thankful to the employees most of the times and thus they fail to
increase the level of satisfaction in employees which creates an intent of leaving the
organization. It is also difficult to find efficient person for that particular position.
So if the employer is able to find a candidate who is best suitable, employer should take all the
necessary actions to retain the person and make him feel satisfied from the job he does.
Organisational commitment determines job satisfaction. Organisational commitment is how he
responses towards the organization. Whereas job satisfaction is the response towards the job.
John Meyer and Natalie Allen have given a three component model of Organisational
commitment in great detail. The three components are Affective Commitment , Continuance
Commitment and Normative Commitment

Affective Commitment
Affective commitment means how much an employee “wants to” stay with the organization .
The employees bridge with the goals of the organization , feel they are suitable for the same and
are satisfied with the work they do. If the employees are affectively committed , they feel valued
and are assets of a great value . This is accepted as the strongest type of commitment . They are
ready to sacrifice things for their organization . and wouldn’t envisage them.

Continuance commitment
Continuance commitment explains the need of employees to stay in the organization. It is
material and monetary benefits which influences the stay of employees in the organization. The
reasons of staying with the organization may oscillate , but the main reasons are salary and
available of other jobs in the market . Only if the employees are compelled to sacrifice, they
would do it or else no.

Normative Commitment
Normative commitment tells us how much an employee feels like being in the organization.
They are morally committed and feel like they are cheating the employer, if they leave in
between. Few factors which attracts the employees are rewards, professionalism, socialization ,
organisational trust, oppurtunities of new occupation and so on. Working for the organization
becomes worthful because of this feel. They can do important sacrifices and would never leave
the organization.
The three component model mentioned above can be stragically used to help the employees feel
a greater affective commitment , at the same time not misuing the other two commitments . If the
affective commitments grow among the employees, the team is expected to perform best .

The five rules which helps in increasing the organizational commitment are
1. Respect the people’s values first
2. Inform about your mission clearly
3. Have open door policy – Justice
4. Different communities for good practices
5. Encourage employee career enhancement

Researchers have proposed five component model of commitment which includes habitual
commitment and forced commitment apart from the above mentioned three types of
commitment.

Job Satisfaction
The extent to which employees like their work and feel like being in the organization. It is a
vital area of research because of the employees leave the organization if they are dissatisfied
with the job they do. Job satisfaction cannot be attained a person who is lonely, because it is
linked with the variables like pay , structure , colleagues, leadership , working conditions which
is an indicator of the organizational climate. If the employees are committed towards the
organization it results in job satisfaction which indirectly affects the job performance

Job satisfaction has been defined using different models or methods.

1. Affect theory
It is the most famous among all the job satisfaction model. It tells us that satisfaction at
work place is defined by calculating the difference between what one has at the job and
what one wants or expects from the job.
 2. Dispositional theory
This theory tells us that job satisfaction depends on the perception of an individual how
he looks at the particular job.

3. Equity theory
This tells about the relationship between an individual and his group or other fellow
beings. It tells that if an individual is not having similar groups then he is either distressed
or not comfortable with the group he belongs to.

4. Discrepancy theory
It ultimately explains about the sources of anxiety and dejection. If the individual is
unable to perform the duties given to him , he gets anxious and finds himself unworthy .
An individual either shows agitation or gets anxious if he is not able to perform the
responsibility given to him or to achieve the obligation he has.

5. Two factor theory

The two factors which influences the job satisfaction level of an employee are hygiene
and motivational factors. The hygiene factors include pay , policies of the company ,
subordinate and supervisor relationship etc Whereas motivational factors include
recognition , promotion oppurtunities etc.

This research was conducted in order to determine the factors affecting the organizational
commitment and the other three types of commitment and their impact on job satisfaction A set
of demographic questions like age , year of experiences, tenure of service and other likert scale
table emphasizing the factors involved in all the three types of commitments and job satisfaction
are used. And questions are framed using those factors.The factors are personal importance to
organization , empowerment , self expression, fairness, intent to leave, tenure, career of
satisfaction , culture of previous organization, socialization, professionalism, organizational trust,
recognition , organization policies etc.
The most suitable factors for this particular company has been chosen and the questionnaire is
framed relating to it. The data is collected and analysed using regression analysis and concluded
that these factors have significant influence or impact on job satisfaction among the employee
CHAPTER-4
ANALYSIS AND INTERPRETATION

Table 4.1 : Table showing profile of

employees based on Gender
No. Of
Gender Respondents Percentage
Male 67 66.33
Female 34 33.67
Total 101 100
(Source: Primary Data)

Chart 4.1: Chart showing profile of employees based on Gender

66.33
70
60
50
40 33.67
Male
30
Female
20
10
0

Percentage

Interpretation
From the above chart , it is seen that both male and female employees are in a good ratio . As it
is a manufacturing unit we can see that , male employees have a majority by 67% when
compared to female employees.
Table 4.2 : Table showing age of the
Respondents
No of
Age Respondents Percentage
20-30 year old 71 70.3
31-40 year old 18 17.82
41-50 year old 12 11.88
50 years and
above 0 0
Total 101 100
Source : Primary Data

Chart 4.2 : Chart showing age of the Respondents

80
70.3
70

60

50

40 Age of the
30 Respondents
17.82
Percentage
20
11.88
10
0
0
20-30 year 31-40 year 41-50 50 years
old old year old and above

Interpretation
The above chart shows that majority of the employees belong to the age group between 20-30
years which shows that company has more of youngsters who can bring in more creative and
innovative ideas for the organization.
 Table 4.3 : Table showing No of years served
in the Organisation
No of
Years respondents Percentage
Below one year 41 40.59
1 year – 3 years 41 40.59
3 years- 5 years 13 12.88
5 years and
above 6 5.94
Total 101 100
Source : Primary Data

Chart 4.3 : Chart showing no of years served in the Organisation

45
40.59 40.59
40
35
30
25
20
Percentage
15 12.88

10 5.94
5
0
Below 1 year – 3 years- 5 years
one year 3 years 5 years and above

Interpretation
In the above chart , It is seen that there are more nearly 41% of the employees have joined the
organization within a year. And another 41% have been working 1-3 years. Apart from that ,
18% of them have been working from 3 years and above. This shows that company has more of
freshers and young talents.
Table 4.4: Table showing Work experience of
employees
No of
Work experience respondents Percentage
0-24 Months (2 yrs) 65 64.36
25-48 Months (4 yrs) 22 21.78
49-72 months (6 yrs) 12 11.88
72 months n above 2 1.98
Total 101 100
Source : Primary Data

Chart 4.4: Chart showing work experience of employees

1.98

11.88
0-24 Months (2 yrs)
25-48 Months (4 yrs)
21.78
49-72 months (6 yrs)
64.36
72 months n above

Interpretation
From the above chart , we can see that 65% of the employees have a total work experience of 2
years and below 2 years . Around 22% have a work experience from 25 months to 48 months.
And the remaining 13% have a work experience above 49 months I.e above 4 years
 Table 4.5 : Table showing employees opinion on
Organizations problems
No of
Sl.No Rating Percentage
Respondents
1 strongly disagree 0 0
2 disagree 2 1.98
neither agree nor
3 17 16.83
disagree
4 Agree 57 56.45
5 strongly agree 25 24.75
Total 101 100

Chart 4.5: Chart showing employees opinion on Organizations problems

60 56.45

50

40

30 24.75

20 16.83 Percentage

10
0 1.98
0
strongly disagree neither Agree strongly
disagree agree nor agree
disagree

Interpretation
From the above chart , it is seen that after adding both strongly agree and agree around 82% of
the employees feel that the organization problems are their own , this shows that employees give
more of personal importance to the company and 17% of the employees have a neutral opinion,
this might happen because the employees would have joined recently.
 Table 4.6: Table showing right to take decisions
within the frame work of the organisation
No of
Sl.No Rating Respondents Percentage
1 strongly disagree 0 0
2 disagree 4 3.96
neither agree nor
3 disagree 17 16.83
4 Agree 51 50.5
5 strongly agree 29 28.71
Total 101 100
Source : Primary data

Chart 4.6 : Chart showing right to take decisions within the frame work of the organisation
60
50.5
50

40
28.71
30

20 16.83 Percentage
10 3.96
0
0
strongly disagree neither Agree strongly
disagree agree nor agree
disagree

Interpretation
From the above chart , we can see that around 80% of the employees have the freedom of
taking decisions on their own within the framework of the organization . Around 17% of the
employees neither agree nor disagree on the same. From the majority’s answers, it can be
concluded that organization is trying to create a sense of empowerment in the employees
 Table 4.7 : Table showing freedom to express ideas for the betterment of
the organisation

Sl.No Rating No of Respondents Percentage

1 strongly disagree 0 0
2 disagree 2 1.98

3 neither agree nor disagree 13 12.87

4 Agree 42 41.58
5 strongly agree 44 43.57
Total 101 100
Source : Primary data

Chart 4.7 : Chart showing freedom to express ideas for the betterment of the organisation
50 43.57
41.58
40

30

20 12.87 Percentage
10
0 1.98
0
strongly disagree neither agree Agree strongly agree
disagree nor disagree

Interpretation
From the above chart we can see that , 85% of the employees agree that, they have the freedom
of expressing their ideas for the betterment of the organization and 13% of the employees neither
agree nor disagree about the same. This shows the freedom of expression policy and contributes
both towards the betterment of organization and the employee
 Table 4.8 : Table showing Job experience and job responsibility being direct
proportional to each other
Sl.No Rating No of Respondents Percentage
1 strongly disagree 0 0
2 Disagree 3 2.97
3 neither agree nor disagree 21 20.79
4 Agree 36 35.64
5 strongly agree 41 40.6
Total 101 100
Source : Primary data

Chart 4.8 : Chart showing Job experience and job responsibility being direct proportional
to each other
45 40.6
40 35.64
35
30
25 20.79
20
15 Percentage
10
5 2.97
0
0
strongly disagree neither Agree strongly
disagree agree nor agree
disagree

Interpretation
From the above chart, we can see that nearly 77% of the employees feel that their job
responsibility has increased with the increase in their job experience. This in turn helps us to
look in that seniority and experience is more respected .
 Table 4.9 : Table showing Completion of work responsibilities within the given
time framework
Sl.No Rating No of Respondents Percentage
1 strongly disagree 5 4.95
2 disagree 4 3.96
3 neither agree nor disagree 17 16.83
4 Agree 35 34.65
5 strongly agree 40 39.61
Total 101 100
Source : Primary data

Chart 4.9 : Chart showing completion of work responsibilities within the given time
framework
45
39.61
40
34.65
35
30
25
20 16.83
15 Percentage
10 4.95 3.96
5
0
strongly disagree neither Agree strongly
disagree agree nor agree
disagree

Interpretation
From the above chart , we can see that 76% of the employees are not work-shy and intent to
finish their work within the given time framework. Another 24% fall under the opposite
category. It means that the employees are given a good time bracket to finish the works.
 Table 4.10 : Table showing employees desire of resigning

Sl.No Rating No of Respondents Percentage

1 strongly disagree 0 0
2 disagree 3 2.97
neither agree nor
3 disagree 28 27.73
4 Agree 34 33.66
5 strongly agree 36 35.64
Total 101 100
Source : Primary data

Chart 4.10 : Chart showing employees desire of resigning

40 35.64
33.66
35
30 27.73
25
20
15 Percentage
10
5 2.97
0
0
strongly disagree neither agree Agree strongly
disagree nor disagree agree

Interpretation
From the above chart we can see that , approximately 70% of the employees have never felt like
resigning or quitting their current organization. Hence the employees are contented with the
work the do and the benefits given by the company.
Table 4.11 : Table showing employees opinion on other jobs

Sl.No Rating No of Respondents Percentage

1 strongly disagree 15 14.85
2 disagree 6 5.94
neither agree nor
3 disagree 29 28.71
4 Agree 26 25.74
5 strongly agree 25 24.76
Total 101 100
Source : Primary data

Chart 4.11 : Chart showing employees opinion on other jobs

35
28.71
30 25.74 24.76
25
20 14.85
15
10 5.94 Percentage
5
0
strongly disagree neither Agree strongly
disagree agree nor agree
disagree

Interpretation
From the above chart , we can see that around 51% of the employees find the other jobs more
attractive. 29% employees do not feel anything about the alternative jobs. From this we can
suggest that, company should take necessary actions by conducting survey to preserve the
employees competence
Table 4.12 : Table showing Increase in job satisfaction with the increase in tenure
of work

Sl.No Rating No of Respondents Percentage

1 strongly disagree 0 0
2 disagree 2 1.98
3 neither agree nor disagree 26 25.74
4 Agree 43 42.58
5 strongly agree 30 29.7
Total 101 100
Source : Primary data

Chart 4.12 : Chart showing Increase in job satisfaction with the increase in tenure of work
45 42.58
40
35 29.7
30 25.74
25
20
15 Percentage
10
5 1.98
0
0
strongly disagree neither agree Agree strongly
disagree nor disagree agree

Interpretation
From the above chart we can see that, nearly 72% of the employees agree that the increase in
tenure of their work has increased the job satisfaction . which is a very good indicator of
increased organizational commitment . Around 26% of the employees neither agree nor disagree
on the same.
Table 4.13 : Table showing employees opinions on organization policies
supporting career advancement

Sl.No Rating No of Respondents Percentage

1 strongly disagree 0 0
2 disagree 2 1.98

3 neither agree nor disagree 23 22.77

4 agree 34 33.66
5 strongly agree 42 41.59
Total 101 100
Source : Primary data

Chart 4.13 : Chart showing employees opinions on organization policies supporting career
advancement
45 41.59
40
33.66
35
30
25 22.77
20
Percentage
15
10
5 1.98
0
strongly disagree neither agree Agree strongly
disagree nor disagree agree

Interpretation
From the above chart , we can see that majority of the employees agree that their organization
policies support their career advancement which provides the required oppurtunities in learning
and development.
 Table 4.14 : Table showing employees opinion on loyalty

Sl.No Rating No of Respondents Percentage

1 strongly disagree 14 13.86
2 Disagree 22 21.78
3 neither agree nor disagree 32 31.68
4 Agree 28 27.73
5 strongly agree 5 4.95
Total 101 100
Source : Primary data

Chart 4.14 : Chart showing employees opinion on loyalty

35 31.68
30 27.73
25 21.78
20
13.86
15
Percentage
10
4.95
5
0
strongly disagree neither agree Agree strongly
disagree nor disagree agree

Interpretation
From the above chart , we can see that 36% of employees disagree that employees need not be
loyal. Where as 32% of the employees have an unbiased opinion on the same and remaining
32% employees agree that loyalty is not important. This shows a mixed opinion of employees on
this question
Table 4.15: Table showing commitment because of rewards & recognition

Sl.No Rating No of Respondents Percentage

1 strongly disagree 0 0
2 Disagree 2 1.98

3 neither agree nor disagree 8 7.92

4 Agree 37 36.63
5 strongly agree 54 53.47
Total 101 100
Source : Primary data

Chart 4.15 : Chart showing commitment because of rewards & recognition

60 53.47
50

40 36.63

30

20 Percentage
7.92
10
0 1.98
0
strongly disagree neither agree Agree strongly
disagree nor disagree agree

Interpretation
From the above chart, we can see that more than 90% of the employees feel that their
commitment is increased because of the rewards and recognitions given to them. This also
shows that employees are conscious about they being identified for the work done by them.
Table 4.16 :Table showing the nature of colleague

Sl.No Rating No of Respondents Percentage

1 strongly disagree 0 0
2 Disagree 13 12.87

3 neither agree nor disagree 20 19.81

4 Agree 26 25.74
5 strongly agree 42 41.58
Total 101 100
Source : Primary data

Chart 4.16 : Chart showing the nature of colleagues.

45 41.58
40
35
30 25.74
25
19.81
20
15 12.87 Percentage
10
5
0
0
strongly disagree neither Agree strongly
disagree agree nor agree
disagree

Interpretation
From the above chart, we can see that around 67% of the employees are happy with their peer
group as they are motivated to perform higher . This results in good working environment among
the employees.
 Table 4.17 : Table showing ability of the employees to perform job within the defined
organization standards
Sl.No Rating No of Respondents Percentage
1 strongly disagree 0 0
2 Disagree 4 3.96
3 neither agree nor disagree 25 24.75
4 Agree 42 41.58
5 strongly agree 30 29.71
Total 101 100
Source : Primary data

Chart 4.17: Chart showing ability of the employees to perform job within the defined
organization standards
45 41.58
40
35
29.71
30
24.75
25
20
Percentage
15
10
3.96
5
0
0
strongly disagree neither agree Agree strongly agree
disagree nor disagree

Interpretation
From the above chart , it is seen that approximately 71 % of the employees are able to perform
the job within the defined standards of the organization . around 25% employees have neutral
opinion on the same. Whereas 4% disagree on the fact that employees are not free to perform the
jobs within defined standards.
 Table 4.18: Table showing employees trust on the organization

Sl.No Rating No of Respondents Percentage

1 strongly disagree 0 0
2 Disagree 2 1.98

3 neither agree nor disagree 11 10.89

4 Agree 55 54.45
5 strongly agree 33 32.68
Total 101 100
Source : Primary data

Chart 4.18 : Chart showing employees trust on the organization

60 54.45
50

40 32.68
30

20 Percentage
10.89
10
0 1.98
0
strongly disagree neither agree Agree strongly
disagree nor disagree agree

Interpretation
From the above chart we can see that , 54.45% of the employees have trust on their organization.
It is also seen that not even a single employee do not trust the organization. This might be
because most of the employees working have a shorter tenure of work. And it takes time to build
trust. 11% of the employees are neutral about the trustworthiness of the organization.
 Table 4.19: Table showing if the employees recognition for good work

Sl.No Rating No of Respondents Percentage

1 strongly disagree 0 0
2 disagree 4 3.96

3 neither agree nor disagree 25 24.75

4 Agree 29 28.71
5 strongly agree 43 42.58
Total 101 100
Source : Primary data

Chart 4.19 : Chart showing if the employees recognition for good work
45 42.58
40
35
28.71
30 24.75
25
20
15 Percentage
10
3.96
5 0
0
strongly disagree neither agree Agree strongly
disagree nor disagree agree

Interpretation
From the above chart , we can see that above 72% people are happy about the fact that they are
being recognized when they do a good job . 24.75% neither agree nor disagree that they are
noticed if they do a good job. We can see that recognition does not play a prominent role in their
work .
 Table 20: Table showing employees job satisfaction

Sl.No Rating No of Respondents Percentage

1 strongly disagree 0 0
2 disagree 2 1.98

3 neither agree nor disagree 36 35.64

4 Agree 30 29.71
5 strongly agree 33 32.67
Total 101 100
Source : Primary data

Chart 4.20 : Chart showing employees job satisfaction

40 35.64
35 32.67
29.71
30
25
20
15 Percentage
10
5 1.98
0
0
strongly disagree neither agree Agree strongly
disagree nor disagree agree

Interpretation
This being a manufacture industry , maximum number of employees neither agree nor disagree
about the fact that they are satisfied from job or enjoy doing the work . At the same time 32.67%
of employees strongly agree that they are satisfied by the job and enjoy the work most of the
days
 Table 4.21 : Table showing if the financial benefits to increases with increase in experience

Sl.No Rating No of Respondents Percentage

1 strongly disagree 0 0
2 disagree 7 6.93

3 neither agree nor disagree 18 17.82

4 Agree 34 33.67
5 strongly agree 42 41.58
Total 101 100
Source : Primary data

Chart 4.21 : Chart showing if the financial benefits to increases with increase in experience

45 41.58
40
33.67
35
30
25
20 17.82
Percentage
15
10 6.93
5
0
0
strongly disagree neither agree Agree strongly agree
disagree nor disagree

Interpretation
From the above chart , it is seen that approximately 42% strongly agree and 34% agree that their
financial benefits have increased with the increase in their work experience. Pay and fringe
benefits is a major factor in job satisfaction. It is also seen that none of the employees strongly
disagree about the above fact.
 Table 4.22: Table showing relationship with superiors

Sl.No Rating No of Respondents Percentage

1 strongly disagree 0 0
2 Disagree 8 7.92

3 neither agree nor disagree 18 17.82

4 Agree 39 38.61
5 strongly agree 36 35.65
Total 101 100
Source : Primary data

Chart 4.22 : Chart showing relationship with superiors

45
38.61
40 35.65
35
30
25
20 17.82
15
Percentage
10 7.92
5
0
strongly disagree neither agree Agree strongly agree
disagree nor disagree

Interpretation
From the above chart , it is seen that approximately 75% of employees agree that their superiors
maintain a very good professional relationship with them , which gives a sense of job satisfaction
to them.
INFERENTIAL STATISTICS
REGRESSION ANALYSIS

Model Summary
Mode R R Square Adjusted R Std. Error of
l Square the Estimate
1 .904a .818 .812 .35092
a. Predictors: (Constant), ACAVG, CCAVG, NCAVG

ANOVAa
Model Sum of df Mean F Sig.
Squares Square
Regression 53.603 3 17.868 145.095 .000b
1 Residual 11.945 97 .123
Total 65.548 100
a. Dependent Variable: JS
b. Predictors: (Constant), ACAVG, CCAVG, NCAVG

Coefficientsa
Model Unstandardized Standardized T Sig.
Coefficients Coefficients
B Std. Error Beta
(Constant) -1.345 .264 -5.098 .000
CCAVG .393 .114 .314 3.438 .001
1
NCAVG .528 .138 .377 3.834 .000
ACAVG .440 .067 .346 6.531 .000
a. Dependent Variable: JS
Dependent Variables : Job satisfaction
Independent variables : Affective commitment , continuance commitment and Normative
commitment
Hypothesis : 1
H0: There is no significant influence of affective commitment on job satisfaction
H1: There is significant influence of affective commitment on job satisfaction

Conclusion
Since the p value is 0.001 which is lesser than 0.05, Null hypothesis is rejected and alternative
hypothesis is accepted which means that there is a significant influence of affective commitment
on job satisfaction.

Hypothesis : 2
H0: There is no significant influence of continuance commitment on job satisfaction
H1: There is significant influence of continuance commitment on job satisfaction

Conclusion
Since the p value is 0.000 which is lesser than 0.05, Null hypothesis is rejected and alternative
hypothesis is accepted which means that there is a significant influence of continuance
commitment on job satisfaction.

Hypothesis : 3
H0: There is no significant influence of normative commitment on job satisfaction
H1: There is significant influence of normative commitment on job satisfaction

Conclusion
Since the p value is 0.000 which is lesser than 0.05, Null hypothesis is rejected and alternative
hypothesis is accepted which means that there is a significant influence of normative
commitment on job satisfaction.
CHPATER-5
FINDINGS
 From the secondary data collected and literature review, the factors influencing
organizational commitment are work experience, autonomy ,job challenge , personal
characteristics, age , tenure , formal education , career satisfaction , socialization ,
professionalism, rewards, organizational trust.

 Employees are found to experience job satisfaction because of the affective commitment
they have towards the job . The data collected from questionnaires shows that most of the
employees consider the organization problems as their own problems. Hypothesis 1
proves that it has a significant inf1uence of affective commitment on j0b satisfaction.

 Maximum number of employees have no intention of leaving the organization. They also
experience job satisfaction as their tenure increases and they find the organizational
policies helps in their career growth , but 50% of the employees find the other jobs in the
market more attractive , that may be because this a monotonous job . Second hypothesis
shows it has an impact of continuance commitment on the job satisfaction.

 Most of the employees are of opinion that they are recognized for the work done by them
and are rewarded for the same . Employees have a very good set of peer and colleagues
who motivate them. They trust the organization in all the ways . Hypothesis 3 proves that
normative commitment has a influence on job satisfaction.

 Maximum number of the employees agrees that the increase in period of time in their
work has increased the job satisfaction results in organizational commitment which
makes the organization to get more profit and generates the revenue for the company.

 More number of employees are happy about the fact that they are being recognized when
they do a good job which results in employees work in the company for a longer time. If
the employee feels satisfied with the work what he/she is working on makes the long time
relationship with the company.
 Most of the employees have trust on their organization which makes an employee to be a
part of the organization and also work more efficient than others. But building trust by
the company is difficult but from the study we found that trust is already build in the
minds of the customers.

 Most of the employees are able to perform the job within the defined standards of the
organization makes the company to get more work from outside so to perform the
available work in the company standards results in company no need to invest for
increase in standards.

 Most of the employees are happy with their peer group as they are motivated to perform
higher results in getting more work from the employees and if the company motivates the
employees they will work for more time and can generate more work at the end of the
day.

 Maximum employees have never felt like resigning or quitting their current organization
it is because of the support and identification of the employees work in the company. If a
company provide more support to the employees then they won’t think to quit the job for
a long period.
SUGGESTIONS

 Affective commitment is found to be have most impact on the organizational

commitment. Hence company can take measures like strengthening the factors and also
continuously improving them.

 Employees in the company find other jobs to be more attractive . This reduces their job
satisfaction. Hence company should work on its monetary and material benefits so that
employees love the job more.

 The companies should take necessary actions to increase the loyalty of the employees and
inculcate the feeling that an employee must be loyal towards his organization which will
result in normative commitment.

 The operating procedures and policies should be improved so that the employees feel
more satisfied with their job and enjoy at the same time. This can be done by having
some refreshment programs, motivational talks, training programs for their development.
CONCLUSION

The study was designed to determine the organizational commitment and its impact on job
satisfaction among the employees of Lorman Kitchen Equipment Pvt Ltd. This company has a
monopoly in manufacturing induction vessels in India. This industry has a wider scope in the
future market due to the extinction of natural resources.

The results inferred are all positive in nature which shows that employees are highly committed
towards the organization and thus are satisfied but at the same there is a scope of improvement
in some areas.

This being a manufacture concern the employees might be bored ,increase fatigue and lack
concentration but the company can take required actions and improve. From the hypothesis and
charts made use in the research we can conclude that affective commitment has the highest
impact on job satisfaction and other two continuance and normative commitment also have an
impact on the job satisfaction.

In this study we could see that though most of the employees are found satisfied in all the
criterias but there are few things on which company take necessary actions to overcome then and
seed in more commitment and satisfaction and can excel in their management too.
BIBILIOGRAPHY

 Adekola, B. (2012). "The impact of organisational commitment on job satisfctioan : A

study of employees at Nigerian Universities".

 Bozlagan. (2010)." Organisation Commitment and case study on the union of

municipalities of Marmara".

 David, D. S. (2015). "Impacts of Job Satisfaction and Organizational :A Study

Describing Influence of Gender on job satisfaction and organisational commitment" .

 Elina, A. (2014). "Components of organisational commitment" .

 Filiana, G. S. (2016). "Job satisfaction and organisational commitment among Generation

Y ".

 Iden, L. (2014). "Job Satisfaction and organisational commitment in multicultural work

environments in Norway".

 Mr., R. O. (2016). "Causal Relationship between Organizational Commitment and job

satisfaction of Library and information professionals ".

 Muhammad Saqib Khan, F. K. (2015). "The Impact of Job Satisfaction and

Organizational commitment on the Intention to leave among the Academicians" .

 Salman Habib, S. A. (2014). "The impact of organisation culture on job satisfaction ,

organisational commitment and turn over intention" .

 Sayani Ghosh, D. S. (2014). "A Literature Review on Organizational Commitment "

 Aaron Cohen, "Multiple Commitments in the Workplace" Pg-130-156 , 2003

 Frederick Herzberg, "Motivation to Work" Pg 55,1959

 Teri Aulph, "Experience Job Satisfaction" Vol -2 Pg 126-148

WEBILIOGRAPHY

 http://ijmbr.srbiau.ac.ir/pdf_7957_00f359f786fbf60d13a40db3cc4b4497.htm
l
 http://eujournal.org/index.php/esj/article/viewFile/1156/1172
 http://etd.uum.edu.my/3003/1/Norizan_Ismail.pdf
 http://ijmbr.srbiau.ac.ir/pdf_7957_00f359f786fbf60d13a40db3cc4b4497.htm
l
 http://shodhganga.inflibnet.ac.in/bitstream/10603/45927/12/12_chapter%203
.pdf
QUESTIONNAIRE

Dear Sir / Madam

I am Rupali, doing my Masters in Business administration (HR) . I request you to fill this
questionnaire which is a part of my project that I have undertaken in your organization “Lorman
Kitchen Equipments Pvt Ltd” . The topic of my project is “A study on organizational
commitment and its impact on job satisfaction among the employees of Lorman Kitchen
Equiplments Pvt Ltd.”

Gender

a) Male
b) Female

Age

a) 20-30 year old

b) 31-40 year old
c) 41-50 year old
d) 50 years and above

Length of service (at this organization)

a) Below one year

b) 1 year – 3 years
c) 3 years- 5 years
d) 5 years and above

Work Experience

a) 0- 24 months (2 years)
b) 25 -48 months (4 years)
c) 49-72 months (6 years)
d) 72 months and above (6 years & above
Please tick ( / ) for the most appropriate responses / answer in respect of the following items.

neither
agree
Items
strongly nor strongly
Sl.no agree Agree disagree disagree disagree
I really feel as if this company’s problems
1 are my own problems
I am allowed to take the decisions on my
own within the given framework of the
2 organisation
Employees are allowed to express their
3 ideas for the betterment of the organisation
My job responsibilities are increasing after
4 gaining more experience
I ensure that my work responsibilities will
be completed within the given time
5 framework
In my current organisation , I have never
6 felt to resign and quit
Job oppurtunities in other organisations are
7 more attractive
With the increase in work tenure my job
8 satisfaction is also increasing
Organisation has a well defined policies
9 which supports employee's career
advancement
I do not believe that an employee should
10 always be loyal to their organization
The rewards and recognitions makes me
11 more committed towards my work
 My colleagues motivate me for higher
12 performance
I am able to perform my work according to
13 the defined standards of the organisation

14 I have a good trust on my organization

15 When I do a good job, I am noticed
Most of the times I am satisfied by my
16 work and I enjoy doing it.
Employee's Financial benefits will increase
with the increase in number of years of
17 work experience
My superiors maintains a very good
18 professional relationship