Introduction

"Job satisfaction is defined as "the extent to which people like (satisfaction) or dislike (dissatisfaction) their
jobs"

This definition suggests job satisfaction is a general or global affective reaction that individuals hold about
their job. While researchers and practitioners most often measure global job satisfaction, there is also
interest in measuring different "facets" or "dimensions" of satisfaction. Examination of these facet
conditions is often useful for a more careful examination of employee satisfaction with critical job factors.
Traditional job satisfaction facets include: co-workers, pay, job conditions, supervision, nature of the work
and benefits.
Job satisfaction, a worker's sense of achievement and success, is generally perceived to be directly

linked to productivity as well as to personal wellbeing. Job satisfaction implies doing a job one enjoys,
doing it well, and being suitably rewarded for one's efforts. Job satisfaction further implies enthusiasm and
happiness with one's work. The Harvard Professional Group (1998) sees job satisfaction as the keying
radiant that leads to recognition, income, promotion, and the achievement of other goals that lead to a
general feeling of fulfillment.
Importance to Worker and Organization
Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and
produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and enthusiasm and
can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational success are major
factors in personal satisfaction, self-respect, self-esteem, and self-development. To the worker, job
satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied
worker is more likely to be creative, flexible, innovative, and loyal.
For the organization, job satisfaction of its workers means a work force that is motivated and committed to
high quality performance. Increased productivity—the quantity and quality of output per hour worked
seems to be a byproduct of improved quality of working life. It is important to note that the literature on the
relationship between job satisfaction and productivity is neither conclusive nor consistent. However,
studies dating back to Herzberg's (1957) have shown at least low correlation between high morale and
high productivity, and it does seem logical that more satisfied workers will tend to add more value to an
organization. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their
effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the
threat is lifted performance will decline.
Tangible ways in which job satisfaction benefits the organization include reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale.
Job satisfaction is also linked to a more healthy work force and has been found to be a good indicator
of longevity. And although only little correlation has been found between job satisfaction and productivity,
Brown (1996) notes that some employers have found that satisfying or delighting employees is
a prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No wonder Andrew
Carnegie is quoted as saying: "Take away my people, but leave my factories, and soon grass will grow on
the factory floors. Take away my factories, but leave my people, and soon we will have a new and better
factory"
For the organization, job satisfaction of its workers means a work force that is motivated and committed to
high quality performance. Increased productivity—the quantity and quality of output per hour worked
seems to be a byproduct of improved quality of working life. It is important to note that the literature on the
relationship between job satisfaction and productivity is neither conclusive nor consistent. However,
studies dating back to Herzberg's (1957) have shown at least low correlation between high morale and
high productivity, and it does seem logical that more satisfied workers will tend to add more value to an
organization. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their
effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the
threat is lifted performance will decline.
Tangible ways in which job satisfaction benefits the organization include reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale.
Job satisfaction is also linked to a more healthy work force and has been found to be a good indicator
of longevity. And although only little correlation has been found between job satisfaction and productivity,
Brown (1996) notes that some employers have found that satisfying or delighting employees is
a prerequisite to satisfying or delighting

Creating Job Satisfaction

So, how is job satisfaction created? What are the elements of a job that create job satisfaction?
Organizations can help to create job satisfaction by putting systems in place that will ensure that workers
are challenged and then rewarded for being successful. Organizations that aspire to creating a work
environment that enhances job satisfaction need to incorporate the following:
 Flexible work arrangements, possibly including telecommuting

 Training and other professional growth opportunities

 Interesting work that offers variety and challenge and allows the worker opportunities to "put his
or her signature" on the finished product

 Opportunities to use one's talents and to be creative

 Opportunities to take responsibility and direct one's own work

 A stable, secure work environment that includes job security/continuity

 An environment in which workers are supported by an accessible supervisor who provides timely
feedback as well as congenial team members

 Flexible benefits, such as child-care and exercise facilities

 Up-to-date technology

 Competitive salary and opportunities for promotion

Probably the most important point to bear in mind when considering job satisfaction is that there are many
factors that affect job satisfaction and that what makes workers happy with their jobs varies from one
worker to another and from day to day. Apart from the factors mentioned above, job satisfaction is also
influenced by the employee's personal characteristics, the manager's personal characteristics and
management style, and the nature of the work itself. Managers who want to maintain a high level of job
satisfaction in the work force must try to understand the needs of each member of the work force. For
example, when creating work teams, managers can enhance worker satisfaction by placing people with
similar backgrounds, experiences, or needs in the same workgroup. Also, managers can enhance job
satisfaction by carefully matching workers with the type of work. For example, a person who does not pay
attention to detail would hardly make a good inspector, and a shy worker is unlikely to be a
good salesperson. As much as possible, managers should match job tasks to employees' personalities.
Managers who are serious about the job satisfaction of workers can also take other deliberate steps to
create a stimulating work environment. One such step is job enrichment. Job enrichmentis a deliberate

upgrading of responsibility, scope, and challenge in the work itself. Job enrichment usually includes
increased responsibility, recognition, and opportunities for growth, learning, and achievement. Large
companies that have used job-enrichment programs to increase employee motivation and job satisfaction
include AT&T, IBM, and General Motors (Daft, 1997).
Good management has the potential for creating high morale, high productivity, and a sense of purpose
and meaning for the organization and its employees. Empirical findings show that job characteristics such
as pay, promotional opportunity, task clarity and significance, and skills utilization, as well as
organizational characteristics such as commitment and relationship with supervisors and co-workers,
have significant effects on job satisfaction. These job characteristics can be carefully managed to
enhance job satisfaction.
Of course, a worker who takes some responsibility for his or her job satisfaction will probably find many
more satisfying elements in the work environment. Everett (1995) suggests that employees ask
themselves the following questions:
 When have I come closest to expressing my full potential in a work situation?

 What did it look like?

 What aspects of the workplace were most supportive?

 What aspects of the work itself were most satisfying?

 What did I learn from that experience that could be applied to the present situation?

Workers' Roles in Job Satisfaction

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own
satisfaction and well-being on the job. The following suggestions can help a worker find personal job
satisfaction:
 Seek opportunities to demonstrate skills and talents. This often leads to more challenging work
and greater responsibilities, with attendant increases in pay and other recognition.

 Develop excellent communication skills. Employers value and reward excellent reading, listening,
writing, and speaking skills.

 Know more. Acquire new job-related knowledge that helps you to perform tasks more efficiently
and effectively. This will relieve boredom and often gets one noticed.

 Demonstrate creativity and initiative. Qualities like these are valued by most organizations and
often result in recognition as well as in increased responsibilities and rewards.

 Develop teamwork and people skills. A large part of job success is the ability to work well with
others to get the job done.

 Accept the diversity in people. Accept people with their differences and their imperfections and
learn how to give and receive criticism constructively.
 See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This helps to give meaning to one's existence, thus playing a vital role in
job satisfaction.

 Learn to de-stress. Plan to avoid burnout by developing healthy stress-management techniques.

Assuring Job Satisfaction

Assuring job satisfaction, over the longterm, requires careful planning and effort both by management and
by workers. Managers are encouraged to consider such theories as Herzberg's(1957) and Maslow's
(1943) Creating a good blend of factors that contribute to a stimulating, challenging, supportive, and
rewarding work environment is vital. Because of the relative prominence of pay in the reward system, it is
very important that salaries be tied to job responsibilities and that pay increases be tied to performance
rather than seniority.
So, in essence, job satisfaction is a product of the events and conditions that people experience on their
jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is fair, her promotional opportunities are
good, her supervisor is supportive, and her coworkers are friendly, then a situational approach leads one
to predict she is satisfied with her job" (p. 91). Very simply put, if the pleasures associated with one's
job outweigh the pains, there is some level of job satisfaction

JOB SATISFACTION AND EMOTIONS

Mood and emotions while working are the raw materials which cumulate to form the affective element of
job satisfaction. (Weiss and Cropanzano, 1996).[8] Moods tend to be longer lasting but often weaker
states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or
cause.
There is some evidence in the literature that state moods are related to overall job satisfaction. Positive
and negative emotions were also found to be significantly related to overall job satisfaction
Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than
will intensity of positive emotion when it is experienced.
Emotion regulation and emotion labor are also related to job satisfaction. Emotion work (or emotion
management) refers to various efforts to manage emotional states and displays. Emotion regulation
includes all of the conscious and unconscious efforts to increase, maintain, or decrease one or more
components of an emotion. Although early studies of the consequences of emotional labor emphasized
its harmful effects on workers, studies of workers in a variety of occupations suggest that the
consequences of emotional labor are not uniformly negative.
It was found that suppression of unpleasant emotions decreases job satisfaction and the amplification of
pleasant emotions increases job satisfaction.The understanding of how emotion regulation relates to job
satisfaction concerns two models:
1. emotional dissonance. Emotional dissonance is a state of discrepancy between public
displays of emotions and internal experiences of emotions, that often follows the process of
emotion regulation.Emotional dissonance is associated with high emotional exhaustion, low
organizational commitment, and low job satisfaction.

2. Social interaction model. Taking the social interaction perspective, workers’ emotion
regulation might beget responses from others during interpersonal encounters that subsequently
impact their own job satisfaction. For example: The accumulation of favorable responses to
displays of pleasant emotions might positively affect job satisfaction.
performance of emotional labor that produces desired outcomes could increase job satisfaction.

3. Job Satisfaction:
4. Job Satisfaction is the favorableness or un-favorableness with which the employee views his
work. It expresses the amount of agreement between one’s expectation of the job and the
rewards that the job provides. Job Satisfaction is a part of life satisfaction. The nature of one’s
environment of job is an important part of life as Job Satisfaction influences one’s general life
satisfaction.
5. Job Satisfaction, thus, is the result of various attitudes possessed by an employee. In a narrow
sense, these attitudes are related to the job under condition with such specific factors such as
wages. Supervisors of employment, conditions of work, social relation on the job, prompt
settlement of grievances and fair treatment by employer.
6. However, more comprehensive approach requires that many factors are to be included before a
complete understanding of job satisfaction can be obtained. Such factors as employee’s age,
health temperature, desire and level of aspiration should be considered. Further his family
relationship, Social status, recreational outlets, activity in the organizations etc. Contribute
ultimately to job satisfaction.
7. FACTORS INFLUENCING JOB SATISFACTION
8. The major factors influencing job satisfaction are presented below:
9. SUPERVISION
10. To a worker, Supervision is equally a strong contributor to the job satisfaction as well as to the job
dissatisfaction. The feelings of workers towards his supervisors are usually similar to his feeling
 towards the company. The role of supervisor is a focal point for attitude formation. Bad
supervision results in absenteeism and labor turnover. Good
11. supervision results in higher production and good industrial relations.
12. CO-WORKERS
13. Various studies had traced this factor as a factor of intermediate importance. One’s associates
with others had frequently been motivated as a factor in job satisfaction. Certainly, this seems
reasonable because people like to be near their friends. The workers derive satisfaction when the
co-workers are helpful, friendly and co-operative.

Tangible ways in which job satisfaction benefits the organization include reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale.
Job satisfaction is also linked to a more healthy work force and has been found to be a good indicator
of longevity. And although only little correlation has been found between job satisfaction and productivity,
Brown (1996) notes that some employers have found that satisfying or delighting employees is
a prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No wonder Andrew
Carnegie is quoted as saying: "Take away my people, but leave my factories, and soon grass will grow on
the factory floors. Take away my factories, but leave my people, and soon we will have a new and better
factory"

Probably the most important point to bear in mind when considering job satisfaction is that there are many
factors that affect job satisfaction and that what makes workers happy with their jobs varies from one
worker to another and from day to day. Apart from the factors mentioned above, job satisfaction is also
influenced by the employee's personal characteristics, the manager's personal characteristics and
management style, and the nature of the work itself. Managers who want to maintain a high level of job
satisfaction in the work force must try to understand the needs of each member of the work force. For
example, when creating work teams, managers can enhance worker satisfaction by placing people with
similar backgrounds, experiences, or needs in the same workgroup. Also, managers can enhance job
satisfaction by carefully matching workers with the type of work. For example, a person who does not pay
attention to detail would hardly make a good inspector, and a shy worker is unlikely to be a
good salesperson. As much as possible, managers should match job tasks to employees' personalities.
Managers who are serious about the job satisfaction of workers can also take other deliberate steps to
create a stimulating work environment. One such step is job enrichment. Job enrichmentis a deliberate
upgrading of responsibility, scope, and challenge in the work itself. Job enrichment usually includes
increased responsibility, recognition, and opportunities for growth, learning, and achievement. Large
companies that have used job-enrichment programs to increase employee motivation and job satisfaction
include AT&T, IBM, and General Motors (Daft, 1997).

Good management has the potential for creating high morale, high productivity, and a sense of purpose
and meaning for the organization and its employees. Empirical findings show that job characteristics such
as pay, promotional opportunity, task clarity and significance, and skills utilization, as well as
organizational characteristics such as commitment and relationship with supervisors and co-workers,
have significant effects on job satisfaction. These job characteristics can be carefully managed to
enhance job satisfaction.

Of course, a worker who takes some responsibility for his or her job satisfaction will probably find many
more satisfying elements in the work environment. Everett (1995) suggests that employees ask
themselves the following questions:

 When have I come closest to expressing my full potential in a work situation?

 What did it look like?

 What aspects of the workplace were most supportive?

 What aspects of the work itself were most satisfying?

 What did I learn from that experience that could be applied to the present situation?

RELATIONSHIPS AND PRACTICAL IMPLICATIONS

Job Satisfaction can be an important indicator of how employees feel about their jobs and a predictor of
work behaviours such as organizational citizenship, absenteeism,and turnover. Further, job satisfaction
can partially mediate the relationship of personality variables and deviant work behaviors.

One common research finding is that job satisfaction is correlated with life satisfaction. This correlation is
reciprocal, meaning people who are satisfied with life tend to be satisfied with their job and people who
are satisfied with their job tend to be satisfied with life. However, some research has found that job
satisfaction is not significantly related to life satisfaction when other variables such as nonwork
satisfaction and core self-evaluations are taken into account.

An important finding for organizations to note is that job satisfaction has a rather tenuous correlation to
productivity on the job. This is a vital piece of information to researchers and businesses, as the idea that
satisfaction and job performance are directly related to one another is often cited in the media and in
some non-academic management literature. A recent meta-analysis found an average uncorrected
correlation between job satisfaction and productivity to be r=.18; the average true correlation, corrected
for research artifacts and unreliability, was r=.30. Further, the meta-analysis found that the relationship
between satisfaction and performance can be moderated by job complexity, such that for high-complexity
jobs the correlation between satisfaction and performance is higher (ρ=.52) than for jobs of low to
moderate complexity (ρ=.29). In short, the relationship of satisfaction to productivity is not necessarily
straightforward and can be influenced by a number of other work-related constructs, and the notion that
"a happy worker is a productive worker" should not be the foundation of organizational decision-making.

With regard to job performance, employee personality may be more important than job satisfaction. The
link between job satisfaction and performance is thought to be a spurious relationship; instead, both
satisfaction and performance are the result of personality.

Job Satisfaction:

Job Satisfaction is the favorableness or un-favorableness with which the employee views his work. It
expresses the amount of agreement between one’s expectation of the job and the rewards that the job
provides. Job Satisfaction is a part of life satisfaction. The nature of one’s environment of job is an
important part of life as Job Satisfaction influences one’s general life satisfaction.

Job Satisfaction, thus, is the result of various attitudes possessed by an employee. In a narrow sense,
these attitudes are related to the job under condition with such specific factors such as wages.
Supervisors of employment, conditions of work, social relation on the job, prompt settlement of
grievances and fair treatment by employer.

However, more comprehensive approach requires that many factors are to be included before a complete
understanding of job satisfaction can be obtained. Such factors as employee’s age, health temperature,
desire and level of aspiration should be considered. Further his family relationship, Social status,
recreational outlets, activity in the organizations etc. Contribute ultimately to job satisfaction.

FACTORS INFLUENCING JOB SATISFACTION

The major factors influencing job satisfaction are presented below:

SUPERVISION

To a worker, Supervision is equally a strong contributor to the job satisfaction as well as to the job
dissatisfaction. The feelings of workers towards his supervisors are usually similar to his feeling towards
the company. The role of supervisor is a focal point for attitude formation. Bad supervision results in
absenteeism and labor turnover. Good

supervision results in higher production and good industrial relations.

CO-WORKERS

Various studies had traced this factor as a factor of intermediate importance. One’s associates with
others had frequently been motivated as a factor in job satisfaction. Certainly, this seems reasonable
because people like to be near their friends. The workers derive satisfaction when the co-workers are
helpful, friendly and co-operative.

PAY

Studies also show that most of the workers felt satisfied when they are paid more adequately to the work
performed by them. The relative important of pay would probably changing factor in job satisfaction or
dissatisfaction.

AGE
Age has also been found to have a direct relationship to level job of satisfaction of employees. In some
groups job satisfaction is higher with increasing age, in other groups job satisfaction is lower and in other
there is no difference at all.

MARITAL STATUS

Marital status has an important role in deciding the job satisfaction. Most of the studies have revealed that
the married person finds dissatisfaction in his job than his unmarried counterpart. The reasons stated to
be are that wages were insufficient due to increased cost of living, educations to children etc.

EDUCATION

Studies conducted among various workers revealed that most of workers who had not completed their
school education showed higher satisfaction level. However, educated workers felt less satisfied in their
job.

WORKING CONDITION

The result of various studies shows that working condition is an important factor. Good working
atmosphere and pleasant surroundings help increasing the production of industry. Working conditions are
more important to women workers than men workers.

DETERMINANTS OF JOB SATISFACTION:

While analyzing the various determinants of job satisfaction, we have to keep in mind that: all individuals
do no derive the same degree of satisfaction though they perform the same job in the same job
environment and at the same time. Therefore, it appears that besides the nature of job and job
environment, there are individual variables which affect job satisfaction. Thus, all those factors which
provide a fit among individual variables, nature of job, and situational variables determine the degree of
job satisfaction. Let us see what these factors are.

Individual factors:

Individuals have certain expectations from their jobs. If their expectations are met from the jobs, they feel
satisfied. These expectations are based on an individual’s level of education, age and other factors.
Level of education: Level of education of an individual is a factor which determines the degree
of job satisfaction. For example, several studies have found negative correlation between the level of
education, particularly higher lev

mpetence, applies more quickly.

Age: Individuals experience different degree of job satisfaction at different stages of their life. Job

satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain stage, and finally
dips to a low degree. The possible reasons for this phenomenon are like this. When individuals join an
organization, they may have some unrealistic assumptions about what they are going to drive from their
work. These assumptions make them more satisfied. However, when these assumptions fall short of
reality, job satisfaction goes down. It starts rising again as the people start to assess the jobs in right
perspective and correct their assumptions. At the last, particularly at the fag end of the career, job
satisfaction goes down because of fear of retirement and future outcome.
Other factors: Besides the above two factors, there are other individual factors which affect job

satisfaction. If an individual does not have favourable social and family life, he may not feel happy at the
workplace. Similarly, other personal problems associated with him may affect his level of job satisfaction.
Personal problems associated with him may affect his level of job satisfaction.
Nature of job:
Nature of job determines job satisfaction which is in the form of occupation level and job
content. Occupation level: Higher level jobs provide more satisfaction as compared to lower levels. This

happens because high level jobs carry prestige and status in the society which itself becomes source of
satisfaction for the job holders. For example, professionals derive more satisfaction as compared to
salaried people: factory workers are least satisfied.
Job content:
Job content refers to the intrinsic value of the job which depends on the requirement of skills for
performing it, and the degree of responsibility and growth it offers. A higher content of these factors
provides higher satisfaction. For example, a routine and repetitive lesser satisfaction; the degree of
satisfaction progressively increases in job rotation, job enlargement, and job enrichment.

In the literature export barriers have been operationalzed as export obstacles/ inhibitors, problems or
impediments. They all refer to, attitudinal, structural, operational and other international operations
(Leondidou, 1995). This definition of export barriers includes several factors, which go beyond the
marketing domain. Lall (1991, p.139) restricted his definition only to marketing barriers. He defined
marketing barriers as “those gaps, which need to be filled before the competitive producer becomes a
successful exporter.” Since the focus of this research is on export marketing problems the latter definition
is suitable to this study.
OBJECTIVE OF THE STUDY
Objective of the study are as follows:-
1. To Study the job satisfaction of employees in HDFC Standard Life Insurance, Vanarasi
2. To Measure the satisfaction levels of employees on various factors and give suggestions for improving
the same.
3. To find out whether experience have an effect on Job Factors.
4. To find the significance difference among age groups with respect to job Factors.
5. To find the significance difference among male and female employees with respect to job Factors.
SCOPE & IMPORTANCE

The scope of the study is very vital. Not only the Human Resource department can use the facts and
figures of the study but also the marketing and sales department can take benefits from the findings of the
study.

Scope for the sales department

The sales department can have fairly good idea about their employees that they are satisfied or not.

Scope for the marketing department

The marketing department can use the figures indicating that they are putting their efforts to plan their
marketing strategies to achieve their targets or not.

Scope for personnel department

Some customers have the complaints or facing problems regarding the job. So the personnel department
can use the information to make efforts to avoid such complaints.

RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the problem. It may be understood has a science
of studying how research is done scientifically. In it we study the various steps that all generally adopted
by a researcher in studying his research problem along with the logic behind them.
The scope of research methodology is wider than that of research method.

Meaning of Research
Research is defined as “a scientific & systematic search for pertinent information on a specific topic”.
Research is an art of scientific investigation. Research is a systemized effort to gain new knowledge. It is
a careful inquiry especially through search for new facts in any branch of knowledge. The search for
knowledge through objective and systematic method of finding solution to a problem is a research.

RESEARCH DESIGN

A research is the arrangement of the conditions for the collections and analysis of the data in a manner
that aims to combine relevance to the research purpose with economy in procedure. In fact, the research
is design is the conceptual structure within which research is conducted; it constitutes the blue print of the
collection, measurement and analysis of the data. As search the design includes an outline of what the
researcher will do from writing the hypothesis and its operational implication to the final analysis of data.
The design is such studies must be rigid and not flexible and most focus attention on the following 2;
Research Design can be categorized as:

The present study is exploratory in nature, as it seeks to discover ideas and insight to brig out new
relationship. Research design is flexible enough to provide opportunity for considering different aspects of
problem under study. It helps in bringing into focus some inherent weakness in enterprise regarding
which in depth study can be conducted by management.
DATA COLLECTION
For any study there must be data for analysis purpose. Without data there is no means of study.
Data collection plays an important role in any study. It can be collected from various sources. I have
collected the data from two sources which are given below:
1. Primary Data

 Personal Investigation

 Observation Method
 Information from correspondents

 Information from superiors of the organization

2. Secondary Data

 Published Sources such as Journals, Government Reports, Newspapers and Magazines etc.

 Unpublished Sources such as Company Internal reports prepare by them given to their analyst &
trainees for investigation.

FINDINGS & ANALYSIS

Q.2. Gender of Respondent?
Table No. 1

Frequency Percent

Male 80 80

Female 20 20

Total 100 100

Chart no: 1
Chart no: 1
Interpretation:
Out of 100 respondents 80% Male and 20% Female

Q.3. Monthly Income of Respondent?

Table no: 2 MONTHLY INCOME

Frequency Percent
Below rs.10000 65 65

10000-20000 15 15
20000-30000 10 10
ABOVE 30000 10 10
TOTAL 100 100

Chart no: 2
Interpretation:
Out of 100 respondents 65% income below 10000, 15% income is 10000 – 20000 , 10% income 20000 –
30000 and 10% income is above 30000.

Q.4. Qualification of Respondent?

Table No: 3

Education qualification

Frequency Percent
P.G 10 10
U.G 90 90
TOTAL 100 100

Chart No: 3
Interpretation:
Out of 100 respondents 10% qualification is PG and 90% is UG.

Q.5. Marital Status of Respondent?

Table No: 4

Frequency Percent
married 80 80
Unmarried 20 20
Total 100 100

Chart no: 4
Interpretation:
Out of 100 respondents 80% Married and 20% unmarried.

Q.6. Experience of Respondent?

Table No: 5

Years of Experience

Frequency Percent
Less than 1yr 8 8.0
1-2 yrs 26 26
2-3yrs 20 20
3-4yrs 26 26
Above 4yrs 20 20
Total 100 100

Chart No.5
Interpretation:
Out of 100 respondents 8% experience is less than 1 yr, 26% 1-2 yrs, 20% 2-3 yrs, 26% 3-4 yrs, and 20%
above 4 yrs.

Q.7. Work Environment and nature of work?

Table No: 6
1. Working hours are convenient for me

Frequency Percent
strongly agree 34 34
agree 32 32
neither agree nor disagree 18 18

disagree 13 13
strongly disagree 3 3
Total 100 100

Chart no. 6
Interpretation:
From the above chart and table it is clearly evident that 34% of the respondents strongly agree that
working hours are convenient from them and 32% agree with that and 18% neither agree nor disagree
and 13% disagree with the working hours and 3% are strongly against working
hours.

Table No: 7
2. I'm happy with my work place

Frequency Percent
Strongly agree 30 30

Agree 39 39
neither agree nor disagree 18 18

Disagree 8 8
strongly disagree 5 5
Total 100 100

Chart No: 7
Interpretation:
From the above table it is clear that 30% respondents strongly agree and 39% respondents agree that
they are happy with their work place only 13% disagreed and 18% have no idea towards their work place.

Table No: 8

3. I feel i have too much work to do

Frequency Percent
strongly agree 7 7
Agree 9 9
neither agree nor disagree 25 25

Disagree 37 37
strongly disagree 22 22
Total 100 100

Chart No: 8
Interpretation:
From the above table it is quite clear that the work load is not high, 37% of the respondents disagreed
with the question” I feel I have too much work” and another 22% strongly disagreed, 18% admits they
have too much work and 23% have no idea towards this question.

Table No: 9
4. Safety measures provided by the company

Frequency Percent
strongly agree 28 28
Agree 31 31
neither agree nor disagree 24 24

Disagree 11 11
strongly disagree 6 6
Total 100 100

Chart No: 9
Interpretation:
From the above table it is evident that the safety measures provided by the organizations are good as 28
and 31% of the respondents agree with that and only 11& 6% disagreed and 24% neither agreed nor
disagreed.

Q.8. Relationship with supervisors and colleagues

Table No: 10
1. My relationship with my supervisor is cordial

Frequency Percent
strongly agree 30 30
Agree 41 41
neither agree nor disagree 16 16

Disagree 6 6
strongly disagree 7 7
Total 100 100

Chart No: 10
Interpretation:
From the above table it is clear that relationship between employees and their supervisors are cordial
because 30% of respondents strongly agreed to it and 41% agreed to it and only 13% disagreed and 16%
of respondents have neither agreed nor disagreed.

Table No: 11
2. My supervisor is not partial

Frequency Percent
18 18
Agree 30 30
neither agree nor disagree 15 15

Disagree 19 19
strongly disagree 18 18
Total 100 100

Chart No: 11
My supervisor is not partial
Interpretation:
From the above table it is evident that the supervisors are not partial to the employees as 18% strongly
agreed and 30% agreed to the question but 19% disagreed and 18% strongly disagreed this level is quite
high compared to other questions.

Table No: 12
3. My supervisor considers my idea too while taking decision

Frequency Percent
strongly agree 26 26
Agree 43 43
neither agree nor disagree 26 26

Disagree 2 2
strongly disagree 3 3
Total 100 100

Chart No: 12
Interpretation:
From the above table it is clear that 26 and 42% of the respondents agree that supervisors consider their
employees ideas also and only 5% disagreed and 26% neither agreed nor disagreed.

Table No: 13

4. I'm satisfied with the support from my co-workers

Frequency Percent
strongly agree 21 21
Agree 47 47
neither agree nor disagree 16 16

Disagree 9 9
strongly disagree 7 7
Total 100 100

Chart No: 13
I'm satisfied with the support from my co-workers
Interpretation:
From the above table it is clear that relation with co-workers is quite good as nearly 68% of the
respondents agree that they are satisfied with support from co-workers and only 15% disagreed and 16%
have no answer to this

Table No: 14

5. People here have concern from one another and tend to help one another

Frequency Percent
strongly agree 26 26
Agree 41 41
neither agree nor disagree 19 19
Disagree 9 9
strongly disagree 5 5
Total 100 100

Chart No: 14
People here have concern from one another and tend to help one another
 Interpretation:
From the above table it is clear that in this organization people have concern over each other as 26%
strongly agreed and 41% agreed and only 14% disagreed and 19% neither agreed nor disagreed.

Q. 9. Welfare Facilities
Table No: 15
1. I'm satisfied with the refreshment facilities

Frequency Percent
strongly agree 9 9
Agree 20 20
neither agree nor disagree 30 30

Disagree 26 26
strongly disagree 15 15
Total 100 100

Chart No: 15
I'm satisfied with the refreshment facilities
Interpretation:
From the above table it is clear that the employees are not satisfied with the refreshment facilities offered
by the company as 26% of respondents disagreed and 15% strongly disagreed and 30% neither agreed
nor disagreed and only 29% agreed.

Table No: 16

2. We are provided with the rest and lunch room and they are good

Frequency Percent
strongly agree 8 8
Agree 16 16
neither agree nor disagree 22 22

Disagree 34 34
strongly disagree 20 20
Total 100 100

Chart No: 16
We are provided with the rest and lunch room and they are We are provided with the good
Interpretation:
From the above table it is quite evident that 24% strongly disagreed and 30% of the respondents
disagreed and 22% neither agreed nor disagreed and only 24% of the respondents are satisfied with the
rest and lunch room provided.

Table No: 17
3. The parking space for our vehicles are satisfactory

Frequency Percent
strongly agree 4 4

Agree 9 9
neither agree nor disagree 24 24

Disagree 32 32
strongly disagree 31 31
Total 100 100

Chart No: 17
The parking space for our vehicles are satisfactory
Interpretation:
From the above table it is clear that respondents are not satisfied with the parking facilities provided by
the company as 31% of respondents strongly disagreed and 32% of respondents disagreed and only
13% of respondents are satisfied with the parking facilities and 24% have neither agreed nor disagreed.

Q. 10. Pay and promotion

Table No: 18
1. I fell I'm paid a fair amount for the work i do

Frequency Percent
strongly agree 15 15
Agree 39 39
neither agree nor disagree 25 25

Disagree 13 13
strongly disagree 8 8
Total 100 100

Chart No: 18
I fell I'm paid a fair amount for the work i do
Interpretation:
From the above table it is evident that the respondents are satisfied with their salary as 39% agree and
15% strongly agree. Only `3% disagree and 8% strongly disagree, 25% neither agree nor disagree.

Table No: 19
2. I'm satisfied with the chances for my promotion

Frequency Percent
strongly agree 27 27
Agree 43 43
neither agree nor disagree 13 13

Disagree 9 9
strongly disagree 8 8
Total 100 100

Chart No: 19
I'm satisfied with the chances for my promotion
Interpretation:
From the above table it is quite clear that employees are satisfied with their chances for promotion as
43% agree and 27% strongly agree. Only 9% disagree and 8% strongly disagree, 13% neither agree nor
disagree.

Table No: 20

3. The salary we receive are good as other organizations offer pay to their employees

Frequency Percent
strongly agree 27 27
Agree 37 37
neither agree nor disagree 26 26

Disagree 6 6
strongly disagree 4 4

Total 100 100

Chart No: 20
The salary we receive are good as other organizations offer The salary we receive are good as
Interpretation:
From the above table it is quite clear that the salary in this organization is at par to the industry as 37%
agree and 27% strongly agree. Only 6% disagree and 4% strongly disagree, 26% neither agree nor
disagree.
Table No: 21

4. I'm satisfied with the allowances provided by the organization

Frequency Percent
strongly agree 19 19
Agree 42 42
neither agree nor disagree 21 21

Disagree 11 11
strongly disagree 7 7

Total 100 100

Chart No: 21
I'm satisfied with the allowances provided by the organization
Interpretation:
From the above table it is clear that the employees are satisfied with the allowances and other benefits
provided by the organization as 42% agree and 19% strongly agree. Only 11% disagree and 7% strongly
disagree, 21% neither agree nor disagree.

Q. 11. Communication and motivation

Table No: 22
1. I feel my boss motivate me to achieve the organizational goals

Frequency Percent
strongly agree 11 11
Agree 33 33
neither agree nor disagree 25 25

Disagree 22 22
strongly disagree 9 9

Total 100 100

Chart No: 22
I feel my boss motivate me to achieve the organizational goals
1.