Review of Litreture in Hotel Industry

1.
INTRODUCTION
1.1. INTRODUCTION
Definitions:
“Job satisfaction does not seem to reduce absence, turnover and perhaps
accident rates”.
-Robert L. Kahn
“Job satisfaction is a general attitude towards one’s job: the difference

between the amount of reward workers receive and the amount they believe they should
receive.”
-P. Robbins
Job satisfaction defines as “The amount of over all positive affect (or
feeling) that individuals have toward their jobs.”
-Hugh J. Arnold and Daniel C.
Feldman
“Job satisfaction is the amount of pleasure or contentment associated with
a job. If you like your job intensely, you will experience high job satisfaction. If you
dislike your job intensely, you will experience job dissatisfaction.”
By
Andrew J DuBrins,
The practice of supervision,
New Delhi
Human life has become very complex and completed in now-a-days. In

modern society the needs and requirements of the people are ever increasing and ever
changing. When the people are ever increasing and ever changing, when the peoples
needs are not fulfilled they become dissatisfied. Dissatisfied people are likely to
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contribute very little for any purpose. Job satisfaction of industrial workers us very
important for the industry to function successfully. Apart from managerial and technical
aspects, employers can be considered as backbone of any industrial development. To
utilize their contribution they should be provided with good working conditions to boost
their job satisfaction.
Any business cab achieve success and peace only when the problem of
satisfaction and dissatisfaction of workers are felt understood and solved, problem of
efficiency absenteeism labour turnover require a social skill of understanding human
problems and dealing with them scientific investigation serves the purpose to solve the
human problems in the industry.
a) Pay.
b) The work itself.
c) Promotion
d) The work group.
e) Working condition.
f) Supervision.
PAY
Wages do play a significant role in determining of satisfaction. Pay is
instrumental in fulfilling so many needs. Money facilities the obtaining of food, shelter,
and clothing and provides the means to enjoy valued leisure interest outside of work.
More over, pay can serve as symbol of achievement and a source of recognition.
Employees often see pay as a reflection of organization. Fringe benefits have not been
found to have strong influence on job satisfaction as direct wages.
THE WORK ITSELF

Along with pay, the content of the work itself plays a very major role in
determining how satisfied employees are with their jobs. By and large, workers want jobs
that are challenging; they do want to be doing mindless jobs day after day. The two most
important aspect of the work itself that influence job satisfaction are variety and control
over work methods and work place.
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In general, job with a moderate amount of variety produce the most job
satisfaction. Jobs with too little variety cause workers to feel bored and fatigue. Jobs with
too much variety and stimulation cause workers to feel psychologically stressed and
‘burnout’.
PROMOTION
Promotional opportunities have a moderate impact on job satisfaction. A
promotion to a higher level in an organization typically involves positive changes I
supervision, job content and pay. Jobs that are at the higher level of an organization
usually provide workers with more freedom, more challenging work assignments and
high salary.
SUPERVISION
Two dimensions of supervisor style:
1. Employee centered or consideration supervisors who establish a
supportive personal relationship with subordinates and take a personal interest in them.
2. The other dimension of supervisory style influence participation in
decision making, employee who participates in decision that affect their job, display a
much higher level of satisfaction with supervisor an the overall work situation.
WORK GROUP
Having friendly and co-operative co-workers is a modest source of job
satisfaction to individual employees. The working groups also serve as a social support
system of employees. People often used their co-workers as sounding board for their
problem of as a source of comfort.
WORK CONDITION
The employees desire good working condition because they lead to greater
physical comfort. The working conditions are important to employees because they can
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influence life outside of work. If people are require to work long hours and / or overtime,
they will have very little felt for their families, friends and recreation outside work.
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.
1. 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 level of
education, and job satisfaction. The possible reason for this phenomenon may be that
highly educated persons have very high expectations from their jobs which remain
unsatisfied. In their case, Peter’s principle which suggests that every individual tries to
reach his level of incompetence, 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
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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.
2. Situational variables:
Situational variables related to job satisfaction lie in organizational context
– formal and informal. Formal organization emerges out of the interaction of individuals
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in the organization. Some of the important factors which affect job important factors
which affect job satisfaction are given below:
1. Working conditions: Working conditions, particularly physical work
environment, like conditions of workplace and associated facilities for performing the job
determine job satisfaction. These work in two ways.
First, these provide means job performance. Second, provision of these
conditions affects the individual’s perception about the organization. If these factors are
favourable, individuals experience higher level of job satisfaction.
2. Supervision: The type of supervision affects job satisfaction as in each
type of supervision; the degree of importance attached to individuals varies. In employee-
oriented supervision, there is more concern for people which is perceived favourably by
them and provides them more satisfaction. In job oriented supervision, there is more
emphasis on the performance of the job and people become secondary. This situation
decreases job satisfaction.
3. Equitable rewards: The type of linkage that is provided between job
performance and rewards determines the degree of job satisfaction. If the reward is
perceived to be based on the job performance and equitable, it offers higher satisfaction.
If the reward is perceived to be based on considerations other than the job performance, it
affects job satisfaction adversely.
4. Opportunity: It is true that individuals seek satisfaction in their jobs in
the context of job nature and work environment by they also attach importance to
opportunities for promotion that these job offer. If the present job offers opportunity of
promotion is lacking, it reduces satisfaction.
5. Work group: Individuals work in group either created formally of they
develop on their own to seek emotional satisfaction at the workplace. To the extent such
groups are cohesive; the degree of satisfaction is high. If the group is not cohesive, job
satisfaction is low. In a cohesive group, people derive satisfaction out of their
interpersonal interaction and workplace becomes satisfying leading to job satisfaction.
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Effect of Job Satisfaction:
Job satisfaction has a variety of effects. These effects may be seen in the
context of an individual’s physical and mental health, productivity, absenteeism, and
turnover.
Physical and Mental Health: The degree of job satisfaction affects an

individual’s physical and mental health. Since job satisfaction is a type of mental feeling,
its favorableness or unfavourableness affects the individual psychologically which
ultimately affects his physical health. For example, Lawler has pointed out that drug
abuse, alcoholism and mental and physical health result from psychologically harmful
jobs. Further, since a job is an important part of life, job satisfaction influences general
life satisfaction. The result is that there is spillover effect which occurs in both directions
between job and life satisfaction.
Productivity: There are two views about the relationship between job
satisfaction and productivity:
1. A happy worker is a productive worker,
2. A happy worker is not necessarily a productive worker.
The first view establishes a direct cause-effect relationship between job

satisfaction and productivity; when job satisfaction increases, productivity increases;
when satisfaction decreases, productivity decreases. The basic logic behind this is that a
happy worker will put more efforts for job performance. However, this may not be true in
all cases. For example, a worker having low expectations from his jobs may feel satisfied
but he may not put his efforts more vigorously because of his low expectations from the
job. Therefore, this view does not explain fully the complex relationship between job
satisfaction and productivity.
Another view: That is a satisfied worker is not necessarily a productive

worker explains the relationship between job satisfaction and productivity. Various
research studies also support this view. This relationship may be explained in terms of the
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operation of two factors: effect of job performance on satisfaction and organizational
expectations from individuals for job performance.
1. Job performance leads to job satisfaction and not the other way round.
The basic factor for this phenomenon is the rewards (a source of satisfaction) attached
with performance. There are two types of rewards intrinsic and extrinsic. The intrinsic
reward stems from the job itself which may be in the form of growth potential,
challenging job, etc. The satisfaction on such a type of reward may help to increase
productivity. The extrinsic reward is subject to control by management such as salary,
bonus, etc. Any increase in these factors does not help to increase productivity though
these factors increase job satisfaction.
2. A happy worker does not necessarily contribute to higher productivity
because he has to operate under certain technological constraints and, therefore, he
cannot go beyond certain output. Further, this constraint affects the management’s
expectations from the individual in the form of lower output. Thus, the work situation is
pegged to minimally acceptable level of performance. However, it does not mean that the
job satisfaction has no impact of productivity. A satisfied worker may not necessarily
lead to increased productivity but a dissatisfied worker leads to lower productivity.
Absenteeism: Absenteeism refers to the frequency of absence of job
holder from the workplace either unexcused absence due to some avoidable reasons or
long absence due to some unavoidable reasons. It is the former type of absence which is a
matter of concern. This absence is due to lack of satisfaction from the job which produces
a ‘lack of will to work’ and alienate a worker form work as for as possible. Thus, job
satisfaction is related to absenteeism.
Employee turnover: Turnover of employees is the rate at which
employees leave the organization within a given period of time. When an individual feels
dissatisfaction in the organization, he tries to overcome this through the various ways of
defense mechanism. If he is not able to do so, he opts to leave the organization. Thus, in
general case, employee turnover is related to job satisfaction. However, job satisfaction is
not the only cause of employee turnover, the other cause being better opportunity
elsewhere. For example, in the present context, the rate of turnover of computer software
professionals is very high in India. However, these professionals leave their organizations
8
not simply because they are not satisfied but because of the opportunities offered from
other sources particularly from foreign companies located abroad.
Improving job satisfaction:

Job satisfaction plays significant role in the organization. Therefore,
manager should take concrete steps to improve the level of job satisfaction.
1. Re-designing the job.
2. Improving the quality of work life.
3. Linking rewards with performance.
4. Improving overall organizational climate.
1.2 SCHEME OF THE REPORT

This project report is presented in six chapters
 The first chapter introduce the topic of the study and describes the scheme
of the report
 Profile of the company, industry in which the study has been made is
briefly given in the second chapter
 The third chapter give the conceptual background of the study and review
of the previous study
 The methodology of the study is discussed in the fourth chapter
 The fifth chapter attempt to analysis and interpret the data collected from
the survey
 The sixth chapter summarizes the findings and conclude the study by
giving suitable suggestions
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2. PROFILE
2.1 Industry profile
The Dairy Development Department was established in 1958 in

Tamilnadu. The administrative and statutory control over all the milk cooperatives in the
State was transferred to the Dairy Development Department on 1.8.1965. The
Commissioner for Milk Production and Dairy Development was made as the functional
Registrar under the Tamilnadu Cooperative Societies Act. With the adoption of 'Anand
pattern' in the State of Tamilnadu, Tamilnadu Co-operative Milk Producers' Federation
Limited was registered in the State on 1st February 1981. The commercial activities of
the Department such as Milk Procurement, Processing, Chilling, packing and sale of milk
to the consumers etc., hitherto dealt with by the Tamilnadu Dairy Development
Corporation Ltd., were transferred to the newly registered Tamilnadu Co-operative Milk
Producers' Federation Limited, popularly known as "Aavin". In the wake of liberalization
policy, private dairies have also entered into the field of dairying. As per the directions of
the Honorable Chief Minister of Tamilnadu high priority has been given for improving
the performance of milk Co-operatives by adopting a systematic approach and proper
strategy in Milk Co-operatives. Significant achievement has been made by Milk
Producers' Cooperative Societies, Unions and Federation in the State of Tamilnadu.
The cattle population in India is approximately 15% of total cattle

population in the world. India stood no. 1 position in milk production. Tamilnadu is one
of the leading states in milk production. The milk production in Tamilnadu per day is
145.88 Lakh liters.
2.1.1 OBJECTIVES OF THE DAIRY DEVELOPMENT DEPARTMENT
(1) Assure a remunerative price for the milk produced by the member of the Milk
Producers' Co-operative Societies through a stable, steady and well organized market
support.
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(2) Distribution of quality milk and milk products to the consumers at reasonable price.
Keeping these objectives in mind, a number of activities are undertaken by

the Dairy Development Department, viz., Provision of free veterinary health cover to all
animals owned by the members of milk cooperatives, implementation of Artificial
Insemination Programme, supply of balanced cattle feed and inculcation of farmers with
the modern animal husbandry methods and practices.
All activities, which are essential for the up gradation of the milch animals
and improving their productivity in the long run, have been undertaken.
Provision of necessary infrastructure facilities for marketing milk and milk

products and supply of quality milk to the consumer has been made by way of
establishing new chilling centers, pasteurization plants and adoption of modern
processing system.
2.1.2 FUNCTIONS OF THE DAIRY DEVELOPMENT DEPARTMENT
The main functions of the Dairy Development Department include

Organization of societies, registration of societies, supervision and control of primary
milk cooperatives, District Cooperative Milk Producers Unions and Tamilnadu
Cooperative Milk Producers Federation.
The Dairy Development Department exercises statutory function - like

Inquiry, Inspection, Surcharge and Super session, appointment of special officers,
liquidation and winding up of dormant Societies etc. The Commissioner for Milk
Production and Dairy Development, Deputy Milk Commissioner (Co-operation), and
Circle Deputy Registrars (Dairying) are vested with quasi-Judicial powers in respect of
settlement of disputes, appeal, revision and review under various provisions of
Tamilnadu Cooperative Societies Act, 1983 & the Tamilnadu Cooperative societies
Rules, 1988 made there under.
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The Commissioner for Milk Production and Dairy Development has been
designated as the State Registering Authority for the state of Tamilnadu, under the
provisions of Milk and Milk Products Order'92. All the Dairy units including private
Dairies handling more than 10,000 liters per day of milk or Milk Products containing
milk solids in excess of 500 Metric tones per annum have to obtain registration certificate
under the provision of Milk and Milk Products Order'92. The Commissioner for Milk
Production and Dairy Development / State Registering Authority has been conferred with
powers to register the dairy units having handling capacity from 10,000 lpd to 2, 00,000
liters per day. The Commissioner / State Registering Authority, Deputy Milk
Commissioner (Co-operation) / District collectors and Deputy Registrars (Dairying) have
been authorized to carry out supervision and periodic inspection of the dairies.
2.1.3 MARKETING:
The three wings are carrying out the marketing of milk and milk products
of the Federation namely:
1. Metro Liquid milk marketing.

2. Metro Milk Product marketing.
3. Up country marketing.
The product wing of the Federation located at Nandanam directly carries

of marketing of the products in Chennai Metro and suburbs. The products are stored at
the Godown at Ambattur and distributed to the outlets. The sale of milk in sachets is
being carried out through 18 zones, 292 Federation Depots, 184 Federation. Distribution
Points, 38 Whole Sale Milk Distributors, 89 Milk Retailers and 49 Milk Consumers’ Co-
operative Societies and their depots numbering 221 and 142 distribution points. The sale
of milk product is being carried out through 25 parlors, 145 Franchise Retail Outlets
(FROs), 11 Wholesale dealers, and 2824 Retailers. The Federation also caters to the
needs for functions like marriages by booking Special Orders. Standardized milk,
Buffalo milk and double toned milk are being sold through 218 Automatic Vending
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Machines and 98 FRPs to the city consumers. Milk products are also sold in certain AVM
Units. Sachet milk sales are also carried out in AVM units.
2.1.4 MILK SELLING PRICE:
The selling price of Toned / Standardized / Full Cream milk in sachets and
in AVM units is as detailed below:
New price chart (With Effect From 01-09-2009)
AAVIN MILK: TARIFF STRUCTURE (in Rs)

Variety Fat SNF * Monthly Card ** Maximum Retail Price
(%) (%) Present rate Revised rate Present rate Revised rate
Toned milk 1 lit 3 8.5 15.75 17.75 18.00 20.50
Tone milk 500 ml 3 8.5 7.90 8.90 9.00 10.25
Standardized milk 4.5 8.5 9.50 11.00 11.00 13.00
500 ml
Standardized milk 4.5 8.5 9.25 10.75 10.00 12.00
500 ml ***
Full cream milk 6.0 9.0 10.50 12.00 12.00 14.00
500 ml
Double toned milk 1.5 9.0 7.75 9.25 9.00 11.00
500 ml
1.2 Company Profile
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1.2.1 Introduction
Kanyakumari district co-operative milk producers’ union No: 2946 was
first registered as Nanjil Nadu milk supply society on 25th January 1949 and started its
functioning from 7th February 1950. Later it was elevated as Nanjil Nadu milk supply co-
operative union by January 1951. During 1961 it was renamed as Kanyakumari district
co-operative milk supply union. Later it was converted as Kanyakumari district co-
operative milk producers’ union on 16th February 1982. This Dairy is located at nagercoil,
the Head Quarters of the district.
Dairy at a glance
1. Date of registration 25.1.1949

2. Date of functioning 7.2.1950
3. Conversion as producers union 16.2.1982
4. Area of operation Kanyakumari District
5. Total number of societies 105
6. Functioning societies 70
7. No of societies supplying milk to union 36
8. Number of milk routes 4
9. Number of societies doing Artificial Insemination 18
10. Dairy capacity 20000 liter per day
11. Milk storing capacity 38000 liter
12. Pasteurization capacity 5000 liter per day
13. Boiler 0.5 tons
14. Milk khova-producing capacity per day 40 kg
15. Milk packet machine packing capacity 5000 sachets per hour
16. Generator 73KVA
17. Milk tanker 1 number 6650 liter capacity
18. Milk purchase rate Based on quality Rs15.54
per liter (12.5% total solid
i.e. Fat
& SNF)
19. Milk payment For every 15 days
20 Brand name Aavin
21. Address 317A1 K.P.Road
Nagercoil.
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Membership and Share
Authorized Share Capital of this union is Rs.5 Lakes in 5000 shares of
Rs.100each. The present position of share capital contains 9097 primary milk producers
Co-operative societies shares of Rs.9, 09,700/-.
Artificial Insemination
To the quality of cattle they have introduced Artificial Insemination
scheme in this union since 22.09.1988. Union provide A.I training to society employees
by sending them to various training institutes and place them in the society to do A.I
service to the cattle of the members of the societies.
Milk Procurement
Area of operation of milk procurement covers all the four taluks namely
Agasteswaram, Thovalai, Kalkulam and Vilavancode of this district. At present in this
district there are 105 societies of which 70 are functioning and remaining 35 are dormant.
But only 36 societies are supplying milk now to the union.
Milk purchased from the primary societies are being paid as per the rates
fixed by the government and also as per the direction of the central office, the Tamilnadu
co-operative milk producer’s federation, Chennai. At present it is being paid at the rate of
Rs.124.32 for 1 liter of total solids (Rs.15.54 paid per liter with 4.3% fat and 8.2% SNF).
Regarding milk value payment, they are paying the milk value due to the societies by
every 15 days.
Marketing
They are selling about 18000 liters of milk per day through 120 agents, 2
MPCS, 2 self help groups, 7 of their parlors. The seven milk parlors being directly run by
them are functioning in a successful manner with a wide appreciation from customers and
public. They have been selling standardized milk with 4.5% fat and 8.5% SNF as per the
requisition of the customers.
Future plans
15
Kanyakumari district co-operative milk producers’ union ( Aavin ) had
targeted a net profit of Rs.1 crore in the next financial year.
The Collector appreciated the role of self-help groups in creating a
significant impact in marketing of Aavin products and helping the management to the
target. The co-operative union had been selling 18000 liters of milk in the district every
day through 120 sales agents.
Aavin dairy products such as skimmed milk powder, badam powder, cake,
ghee and butter were making a good sale within the district and outside. In fact, Aavin
has been sending 20000 jars of badam mix to Chennai every month. The union had
planned to select individuals from the union and self-help groups to train them in cattle
farming and milk production with financial assistance from the state and central
governments. Aavin had also undertaken a lot of welfare measures for the employees.
Various marketing and quality improvement strategies would be adopted to maintain a
steady growth in sales and profit. The union had earned a net profit of Rs.28.91 lakhs in
the year 2008-2009. It was expected to increase in the current year. The performance of
the union in terms of profit was very satisfactory.
Among the 105 milk co-operative societies, 70 societies were functioning
well by procuring around 46000 liters of milk a day. Both the central and the state
governments had allotted Rs.2.92 crore with full grant for the modernization of the
Aavin. With this fund, new societies will be formed and various developmental activities
will be carried out.
The Asian Development Bank had sanctioned Rs.31.95 lakhs for setting
up milk parlors at Kanyakumari, Ethamozhi, Colachel, Reetapuram, Karunkal, Midalam,
Thoothur for the benefit of tsunami-affected people in the district. The union had handed
over the management of these milk parlors to members of various self-help groups.
Job Satisfaction
Regarding job satisfaction all the employees are satisfied with the pay
structures. Working condition and monetary and non-monetary incentives etc. but
majority of the workers is not satisfied with the promotion policies followed in this
16
organization. The employee and the employer relationship are good. There was no strike
or lockout for the past fifty years and above.
Trade unions
There are trade unions also functioning namely CITU, DMK and ADMK.
The employees working in this dairy becomes members of the different trade unions. The
unions pay more attention for the development and socio economic rights and civil needs
of its workers. Its main aim is not only to secure high bonus and allowance but the
development also.
Grievance handling
There is no separate grievance cell available. The General Manager alone
handle the redressal function. In some cases, the affected person will represent the
grievance matter to the trade union people and they meet the General Manager personally
present the difficulties faced by the employees. The General Manager calls the section
heads and redresses the grievance immediately if it is a simple one
3. CONCEPTS AND REVIEW OF LITERATURE
3.1 CONCEPTS
Many managers subscribe to the belief that a satisfied worker is necessarily good
worker. In other words, if management could keep the entire worker’s happy”, good
performance would automatically fallow. There are two propositions concerning the
17
satisfaction performance relation ship. The first proposition, which is based on traditional
view, is that satisfaction is the effect rather than the cause of performance. This
proposition says that efforts in a job leads to rewards, which results in a certain level of
satisfaction .in another proposition, both satisfaction and performance are considered to
be functions of rewards.
Various research studies indicate that to a certain extent job satisfaction affects
employee turn over, and consequently organization can gain from lower turn over in
terms of lower hiring and training costs. Also research has shown an inverse relation
between job satisfaction and absenteeism. When job satisfaction is high there would be
low absenteeism, but when job satisfaction is low, it is more likely to lead a high
absenteeism.
What job satisfaction people need?

Each employee wants:
1. Recognition as an individual
2. Meaningful task
3. An opportunity to do something worthwhile.
4. Job security for himself and his family
5. Good wages
6. Adequate benefits
7. Opportunity to advance
8. No arbitrary action- a voice a matters affecting him
9. Satisfactory working conditions
10.Competence leadership- bosses whom he can admire and respect as persons and as
bosses.
However, the two concepts are interrelated in that job satisfaction can contribute
to morale and morale can contribute to job satisfaction.
It must be remembered that satisfaction and motivation are not synonyms.

Motivation is a drive to perform, where as satisfaction reflects the individual’s attitude
towards the situation. The factors that determine whether individual is adequately
18
satisfied with the job differs from those that determine whether he or she is motivated. the
level of job satisfaction is largely determined by the comfits offered by the environment
and the situation . Motivation, on the other hand is largely determine by value of reward
and their dependence on performance. The result of high job satisfaction is increased
commitment to the organization, which may or may not result in better performance.
A wide range of factors affects an individual’s level of satisfaction. While

organizational rewards can and do have an impact, job satisfaction is primarily determine
by factors that are usually not directly controlled by the organization. a high level of job
satisfaction lead to organizational commitment, while a low level, or dissatisfaction,
result in a behavior detrimental to the organization. For example, employee who like their
jobs, supervisors, and the factors related to the job will probably be loyal and devoted.
People will work harder and derive satisfaction if they are given the freedom to make
their own decisions.
3.2 LITERATURE REVIEWED
A STUDY ON MAPPING JOB SATISFACTION AND ITS EFFECT ON COMPETENCY

INCLUSIVENESS AMONG THE TEACHING FACULTIES OF SELF FINANCING ARTS AND SCIENCE
COLLEGE, TRICHY
By: D.Sugumar, M.Com. M.Phil., MBA., PGDPMIR., Ph.D Assistant
Professor, Vel Sri Ranga Sanku College and S.Selvarasu MA., M.Phil., MBA., Ph.D
Assistant Professor, Vel Sri Ranga Sanku College
It is known that research into job satisfaction started in the field of
industry and business administration, with a special emphasis being laid on the working
classes. Later on this research moved into the field of education, with more concentration
being placed on the teaching sector. Abdualkhalig (1982) pointed out that the majority of
job satisfaction research has been directed towards lower level employees, adding that it
is limited with regards to looking at managers, technicians and professionals.
Furthermore, Bacharch and Mitchell (1983) have expressed that within the educational
context the importance of the reality of teachers and their attitudes towards their jobs
19
came at the cost of studying the importance of the reality of other employees in the
educational context, such as self financing teaching faculties’ job satisfaction. “As senior
faculty members retire at the leading U.S. universities over the next decade, it is
increasingly likely that they will be replaced by younger faculty members who are
women, under-represented minorities or foreign-born scholars. This changing landscape
of faculty members at U.S. universities will require that university administrators deal
with issues related to faculty job satisfaction across a variety of personal and professional
dimensions (Okpara, Squillace, & Erondu, 2005; Tack & Patitu, 1992)” “Similarly
situation prevailing in India, here most of the self financing college teaching resources
are female and fresher too. In the dawned of this millennium, educational systems face
new challenges as they move into an era of reorganization stressing site-based
management, teacher empowerment, and the importance of the work team. (Lee, Dedrick
& Smith, 1991), Reconsideration of teachers well being in the new ear is became
obligatory. Hence in this paper we mad an attempt to revisits the job satisfaction of the
teaching faculties and its effect on competency inclusiveness amongst the teaching
resource of self financing arts and science colleges in trichy.
Predictors of Employee Satisfaction with the Performance Appraisal
Process by: Edward J. Inderrieden, Timothy J. Keaveny, Robert E. Allen, 1988.
The study investigated the impact of several aspects of the appraisal
process on three outcome measures: satisfaction with the appraisal process, fairness of
ratings and motivation to improve performance. The findings suggest the importance of
viewing the performance appraisal process from a systematic perspective, rather than as a
single event.
The objective of this research was to identify the impact of each phase of
the appraisal process on employee satisfaction with the process, perceptions of fairness of
performance ratings, and motivation to improve performance. Questionnaires were
randomly distributed to 890 professional and general staff employees of a major state
university in the Western United States.
A total of 270 employees comprised the final sample. Selected
characteristics of subordinates, superiors and the work situation were measured. The
study reveals that participation in setting standards and providing performance feedback
20
during the year was positively associated with the dependent variable. However, neither
performance rating nor the nature of appraisal interview was significant predictors of
motivation to improve performance.
A Qualitative Study of African-American Job Satisfaction in a

Scientific/Technical Research Environment by: Cheryl. D. Krossa, 1996.
The purpose of this study was to begin to develop an answer to the
question, "what elements are necessary, in a high-tech scientific and technical research
work environment, for African-Americans to experience job satisfaction?" Many studies
have been conducted in the area of job satisfaction. Its necessary attributes or components
have been studied, analyzed, validated, standardized, and formed on predominantly white
male populations. Few of these studies have focused on people of color, specifically
African-Americans, and fewer still on those African Americans working in a high-tech,
scientific and research environments. The researchers have defined what is necessary for
the current dominant culture's population.
The Relationship between satisfaction with On-The-Job Training and

Overall Job Satisfaction by: Steven W. Schmidt, 2004.
This study examined the relationship between satisfaction with employer-
provided workplace training and overall job satisfaction. Survey completion data were
obtained from 301 customers and technical service employees in nine different
organizations. Job duties for employees in these positions are employer specific.
Organizations represented included those in manufacturing, technology, service, and
government. A significant relationship was found between job training satisfaction and
overall job satisfaction. Time spent in training, training methodologies, and type of
training were determined to be significant in their relationships to job training
satisfaction. The methodology used in training made a significant difference in job
training satisfaction. Most preferred by respondents were methodologies that involved
face-to-face interaction provided by an instructor or job coach. Also found were
significant interactions between job tenure and employment type (customer service
representative or technical service representative) when examined with job training
21
satisfaction, a major research finding in this study was the high degree of relationship
between job training satisfaction and overall job satisfaction among employees in
customer/technical service positions.
Performance Appraisal’s Relation with Productivity and Job

Satisfaction by: Ayaz Khan, 2005.
The whole essence of the management activities of an organization
culminates in the system of performance appraisal adopted in that organization. This, in
turn, reflects the extent of the individual contributions and commitment of the employees
in different hierarchical levels toward the achievement of organizational objectives/goals.
It goes without saying that an effective performance appraisal system can lead an
organization to take strides towards success and growth by leaps and bounds. Conversely,
an ineffective performance appraisal system can seal the fate of an organization by
creating chaos and confusion from top to bottom in the administrative hierarchy. As a
consequence the chances of success and growth of that organization are doomed.
Does employee satisfaction matter? A study to determine whether low
employee morale affects customer satisfaction and profits in the business-to-
business sector by: Julie Abbott, 2005.
Is employee morale affecting customer satisfaction and therefore the
bottom line? This paper describes a piece of exploratory research carried out in the
business-to business (B2B) sector in the UK to determine whether employee satisfaction
does ultimately affect profits. There is a great deal of literature that supports this
argument. The results of the research, however, actually indicated an inverse relationship
in one industry in particular. The focus industries were technology, processing and
business banking. This correlates with a recent similar study in the retail industry. The
results showed that morale can be very low, yet employees work hard in order to keep
their customers loyal and to maximize company profits. This is despite fear of
redundancy, high workloads and long hours.
22
A case study analysis of the impact of satisfaction and organizational
citizenship on productivity by: Steven H. Appelbaum, Jacques Adam, Nadeem
Javeri, Michel Lessard, Jean-Pascal Lion, Michel Simard, Silvana Sorbo, 2005.
Despite significant investment in capital improvements and training, a rod
mill suffered from chronically low productivity. The authors conducted a survey to
measure employee satisfaction and to determine the correlation between employee
satisfaction and productivity. The study found a correlation between average job
satisfaction, low motivation and the resulting low productivity. A direct correlation was
also found between low productivity and poor communication between management,
supervisors and employees. The article offers recommendations to improve productivity
by increasing employee involvement and communication.
A study of employee satisfaction in professional couriers in

Coimbatore city by: A. Sukumar, 2007.
This study is to understand the satisfaction of the pickup and delivery
staffs in the professional courier. The study is useful to the professional courier
management to know the level of satisfaction and needs of the employees. The study
consists of both primary and secondary data. The simple percentage analysis is used for
calculating the percentage of satisfaction level in the total respondents. Chi-square test is
applied to test the goodness of fit, to verify the distribution of observed data with
assumed theoretical distribution. The study indicates that there is a significant
relationship between the marital status and the level of satisfaction, whereas in case of
age, gender, experience there is not significant relationship with job satisfaction.
The Impact of Reward and Recognition Programs on Employee’s

Motivation and Satisfaction a Co-relational Study by: Reena Ali and M.Shakil
Ahmed, 2008.
This study highlighted “the impact of reward and recognition programs on employee’s
motivation and satisfaction”. The study was conducted from October till December; 2008
the Sample chosen for the study is 80 employees of UNILEVER companies. The factors
affecting satisfaction were identified; payment, promotion, working condition, personal
23
as analysis showed immense support for positive relationship between reward and
employee satisfaction. All these results are statistically significant thus providing rigor
and generalizability in research. This exploratory study suggests for the positive
relationship between reward and satisfaction
4. RESEARCH METHODOLOGY
4.1. TITLE OF THE STUDY

A study on “Employee Job Satisfaction with Special Reference to
Aavin, Nagercoil.
24
4.2. STATEMENT OF THE PROBLEM
Most of the employees are not satisfied with the promotional facilities, restrooms,
and canteen facilities
4.3. METHODOLOGY
4.3.1 Objective of the study:
1. To determine levels of satisfaction of employees on various factors
2. To analyze the company’s working environment.
3. To know the relationship between with the superiors
4. To study and understand the job satisfaction among the employees of Aavin
4.3.2 Sample Design:

 Total Population : : 82
 Sample Size : 50
 Sampling Technique : Random Sampling
4.3.3 Research Design:
The research design used for this study is of the descriptive type.
Descriptive research studies are those studies which are concerned with describing the
characteristics of a particular individual or a group.
4.3.4 Period of study:
Period of the study is one month
4.3.5 Source and method of collection

The study is based on both primary and secondary data.
• Primary data: The primary data are those that are collected
through questionnaire and direct personal interview. The questionnaire
was framed in such a manner to obtain correct information, graded
suitably for the study.
• Secondary data: The secondary data has been collected through

oral communication. Secondary data about the company profile and other
details were collected from the company website.
25
4.3.6 Statistical tool used:
 Percentage analysis:
It refers to a special kind of ratio; percentages are used to comparison
between two or more series of data and also to describe the relation. Since the percentage
reduced everything to a common base and there by allow meaningful comparison to be
made.
 Weighted average method:
Proper weightage is to be given to various items. The Weightage to each
item being proportional to the importance of the item in the distribution. Weighted mean
gives the result to the sample mean of the weights assigned to each of the variety values
are equal.
4.3.7 Limitation of the Study
 The sample was confined to 50 respondents. So this study cannot be

regarded as “Full-proof” one.
 Some respondents hesitated to give the actual situation; they feared that
management would take any action against them.
 There was lack of co-operation from the respondents
 The findings and conclusions are based on knowledge and experience of
the respondents sometime may subject to bias.
5. ANALYSIS AND INTERPRETATION
5.1 OPINION OF RESPONDENTS TOWARDS GENDER
Gender of the employee
26
Gender Frequency Percentage
Male 45 90
Female 5 10
Total 50 100
Table No – 5.1
90
male
female
10
Chart 5.1
Inference:
90% of the respondents are male and only 10% of the respondents are
female
5.2 OPINION OF RESPONDENTS TOWARDS MARITAL STATUS
Marital status of the employees
Marital Status Frequency Percentage
27
Married 45 90
Unmarried 5 10
Total 50 100
Table No – 5.2
90
MARRIED
UNMARRIED
10
Chart 5.2
Inference:
The above table indicates that
90% respondents are married and 10% of the respondents are unmarried
5.3 OPINION OF RESPONDENTS TOWARDS AGE
Age of the employees

Age Frequency Percentage (%)
Below 25 10 20
25-35 15 30
28
Above 35 25 50
Total 50 100
Table No – 5.3
50
30 Below 25
25-35
20
Above 35
Chart 5.3
Inference:
20% of the respondents belongs to the age group of less than 25 years.
30% of the respondents belongs to the age group of 25-35 years.
18% of the respondents belongs to the age group of above 35 years.
5.4 OPINION OF RESPONDENTS TOWARDS EDUCATIONAL
QUALIFICATION
Qualification of the employees
Qualification Frequency Percentage

School Level 35 70
Diploma 7 14
Degree 8 16
Total 50 100
29
Table No – 5.4
70
14 16
school level Diploma Degree
Chart 5.4
Inference:
• 70% of the respondents are school level
• 14% of the respondents are Diploma
• 16% of the respondents are Degree.
5.5 OPINION OF RESPONDENTS TOWARDS EXPERIENCE
Experience of the employees
Experience Frequency Percentage

Below 10 yrs 3 6
11-15 yrs 9 18
15-20 yrs 13 26
Above 20 yrs 25 50
Total 50 100
Table No – 5.5
30
50
Below 10 yrs
26 11- 15 years
15-20 years
18
above 20 years
Chart– 5.5
Inference:
• 6% of the respondents belong to the group of Below 10 yrs experience.
• 18% of the respondents belong to the group of 11- 15 years experience.
• 26% of the respondents belong to the group of 15-20 years experience.
• 50% of the respondents belong to the group of above 20 years experience.
5.6 OPINION OF RESPONDENTS TOWARDS SALARY
Monthly Salary of the employees
Monthly Salary Frequency Percentage

Below 5000 6 12
5000-10000 13 26
10000-20000 31 62
Above 20000 - -
Total 50 100
Table No – 5.6
31
70
62
60
50
Below 5000
40 5000-10000
30 26 10000-20000
20 12 Above 20000
10 0
0
Chart – 5.6
Inference:
12% of the respondents belongs to the group of Below Rs.5000.
 26% of the respondents belongs to the group of Rs.5000 to Rs.10000
 62% of the respondents belongs to the group of Rs.10000 to Rs.20000.
 0% of the respondents belongs to the age group of above Rs.20000.
5.7 OPINION OF RESPONDENTS TOWARDS SALARY
Strongly Agree Undecided Disagree Strongly Total

Agree Disagree
Executive 2 1 1 1 5
Junior 3 1 1 1 6
Executive
Technician 1 1 1 3
Assistant 26 8 1 1 36
Total 32 11 4 3 - 50
Table No – 5.7
SOURCE: Primary data collected through Questionnaire
Product of respondents with weightage
32
= (5*32) + (4*11) + (3*4) + (2*3) + (1*0) / 50 = 4.44
=4.44>3
8% 6% 0%
Strongly Agree
Agree
Undecided
22% Dosagree
64%
Strongly Disagree
CHART 5.7
INFERENCE:
From the analysis and calculation we can say that the employees are satisfied with
salary given.
5.8 OPINION ABOUT OF THEIR JOB
EXCELLENT GOOD FAIR POOR UNDECIDED Total

Executive 3 1 1 5
Junior 5 1 6
Executive
Technician 1 2 3
Total 24 20 4 2 50
Table No – 5.8

= (5*24) + (4*20) + (3*4) + (2*0) + (1*2) / 50 = 4.28
=4.28 > 3
33
Excellent
48% Good
40%
Fair
respondents
8% Poor
4%
No of
(%)
0 Undecided
Chart 5.8
INFERENCE:
From the analysis and calculation we can say that the employees are satisfied with
their job.
5.9 CAPACITY TO ACHIEVE THE TARGET ON TIME

Agree Disagree
Executive 2 2 1 5
Junior 3 1 2 6
Executive
Technicia 1 1 1 3
n
Assistant 10 10 10 6 36
Total 16 14 14 6 50
Table No – 5.9

= (5*16) + (4*14) + (3*14) + (2*6) + (1*0) / 50 = 3.8
= 3.8 > 3
34
Strongly Agree
32% Agree
28% 28%
Undecided
12%
respondents
Disagree
No of
(%)
0% Strongly Disagree
Chart 5.9
INFERENCE:
From the analysis and calculation we can say that the employees are satisfied with the
capacity to achieve the target on time.
5.10 RELATIONSHIP BETWEEN THE WORKERS AND
MANAGEMENT

Executive 1 1 1 2 5
Junior 1 1 2 1 1 6
Executive
Technician 1 1 1 3
Assistant 10 15 10 1 36
Total 13 18 14 4 1 50
Table No – 5.10

= (5*13) + (4*18) + (3*14) + (2*4) + (1*1) / 50 = 3.8
= 3.8 > 3
35
2%
8%
26%
Excellent
Good
28%
Fair
Poor
Undecided
36%
Chart 5.10
INFERENCE:
relationship between the workers and management.
5.11 OPINION ABOUT OVER BURDEN IN THEIR JOB

Agree Disagree
Executive 1 1 2 1 5
Junior 1 2 2 1 6
Executive
Technician 2 1 3
Assistant 28 7 1 36
Total 32 11 4 3 50
Table No – 5.11

= (5*32) + (4*11) + (3*4) + (2*3) + (1*0) / 50 = 4.44
= 4.44 > 3
36
Strongly Agree
Agree
64%
Undecided
respondent
22% Disagree
8%
No of
s (%)
6% 0% Strongly Disagree
Chart 5.11
INFERENCE:
From the analysis and calculation we can say that the employees are satisfied with the in
their job.
5.12 THEY HAVE ENOUGH TIME TO SPEND WITH THEIR FAMILY

Agree Disagree
Executive 1 2 1 1 5
Junior 1 1 1 2 1 6
Executive
Technician 1 1 1 3
Assistant 12 17 1 4 2 36
Total 14 20 4 7 5 50
Table No – 5.12

= (5*14) + (4*20) + (3*4) + (2*7) + (1*5) / 50 = 3.34
= 3.34 > 3
37
10%
28%
14%
Strongly Agree
Agree
Undecided
8% Disagree
Strongly Disagree
40%
Chart 5.12
INFERENCE:
time to spend with their family
5.13 OPINION OF THE WORKING HOURS

Agree Disagree
Executive 1 1 1 1 1 5
Junior 1 1 3 1 6
Executive
Technician 1 1 1 3
Assistant 15 10 3 4 4 36
Total 18 13 4 8 7 50
Table No – 5.13

= (5*18) + (4*13) + (3*4) + (2*8) + (1*7) / 50 = 3.54
= 3.54 > 3
38
36% Strongly Agree
26%
16% 14% Agree
8%
Undecided
Disagree
Strongly Disagree
Chart 5.13
INFERENCE:
working hours.
5.14 PERSONAL PROBLEM WILL AFFECT THE JOB

Agree Disagree
Executive 3 2 5
Junior 2 2 2 6
Executive
Technician 1 1 1 3
Assistant 12 13 3 4 4 36
Total 18 18 3 5 5 50
Table No – 5.14

= (5*18) + (4*18) + (3*3) + (2*5) + (1*5) / 50 = 3.72
= 3.72 > 3
39
36% 36%
10% 10%
6%
Strongly Agree Undecided Disagree Strongly

Agree Disagree
Chart 5.14
INFERENCE:
From the analysis and calculation we can say that the employees are agreed that personal
problem will affect the job
5.15 RELATIONSHIP WITH CO-WORKERS

Executive 1 1 1 2 5
Junior 1 1 2 1 1 6
Executive
Technician 1 1 1 3
Assistant 12 13 8 2 1 36
Total 15 16 12 5 2 50
Table No – 5.15

= (5*15) + (4*16) + (3*12) + (2*5) + (1*2) / 50 = 3.74
= 3.74 > 3
40
Excellent
30% 32% 24%
Good
10%
4%
Fair
Respondents
Poor
No Of
Undecided
Chart 5.15
INFERENCE:
relationship with co-workers.
5.16 COMPLAINTS ARE SETTLED QUICKLY BY THE COMPANY

Agree Disagree
Executive 1 3 1 5
Junior 1 2 1 1 1 6
Executive
Technician 1 1 1 3
Assistant 10 15 4 3 4 36
Total 13 21 6 4 6 50
Table No – 5.16

= (5*13) + (4*21) + (3*6) + (2*4) + (1*6) / 50 = 3.62
= 3.62 > 3
41
12%
8%
26% Strongly Agree
Agree
12% Undecided
Disagree
Stongly Disagree
42%
Chart 5.16
INFERENCE:
From the analysis and calculation we can say that the employees are agreed that
complaints are settled quickly by the company
5.17 PROMOTIONAL BASIS ARE SATISFACTORY

Agree Disagree
Executive 1 1 1 2 5
Junior 1 1 2 2 6
Executive
Technician 1 1 1 3
Assistant 5 5 11 10 5 36
Total 5 8 13 14 10 50
Table No – 5.17

= (5*5) + (4*8) + (3*13) + (2*14) + (1*10) / 50 = 2.68
= 2.68 < 3
42
28%
26%
20%
16%
10%
strongly agree Undecided disagree strongly

agree disagree
Chart 5.17
INFERENCE:
From the analysis and calculation we can say that the employees are not satisfied with the
promotional activities.
5.18 OTHER FACILITIES IN YOUR COMPANY

Executive 1 1 1 2 5
Junior 1 1 2 1 1 6
Executive
Technician 1 1 1 3
Assistant 10 11 10 4 1 36
Total 13 14 14 7 2 50
Table No – 5.18

= (5*13) + (4*14) + (3*14) + (2*7) + (1*2) / 50 = 3.58
= 3.58 > 3
43
28% 28%
26%
14%
4%
Excellent Good Fair Poor Undecided
Chart 5.18
INFERENCE:
From the analysis and calculation we can say that the employees are satisfy with the other
facilities in their company.
5.19 OPINION OF THE EMPLOYEES TRAINING OPPUTUNITIES

Executive 1 1 1 2 5
Junior 1 1 2 1 1 6
Executive
Technician 1 1 1 3
Assistant 8 8 9 10 1 36
Total 11 11 13 13 2 50
Table No – 5.19

= (5*11) + (4*11) + (3*13) + (2*13) + (1*2) / 50 = 3.32
= 3.32 > 3
44
26% 26%
22% 22%
4%
Chart 5.19
INFERENCE:
From the analysis and calculation we can say that the employees are satisfy with training
opportunity
5.20 OPINION OF THE EMPLOYEES REGARDING REST INTERVAL

Executive 1 1 1 2 5
Junior 1 1 2 1 1 6
Executive
Technician 1 1 1 3
Assistant 3 5 8 15 5 36
Total 6 8 12 18 6 50
Table No – 5.20

= (5*6) + (4*8) + (3*12) + (2*18) + (1*6) / 50 = 2.8
= 2.8 < 3
45
Excellent
36%
Good
24%
16% Fair
12% 12%
Poor
Undecided
Chart 5.20
INFERENCE:
From the analysis and calculation we can say that the employees are not satisfied
regarding the rest interval.
5.21 OPINION OF THE EMPLOYEES REGARDING SAFETY
MEASURES

Executive 1 1 1 2 5
Junior 1 1 2 1 1 6
Executive
Technician 1 1 1 3
Assistant 8 5 13 5 5 36
Total 11 8 17 8 6 50
Table No – 5.21

= (5*11) + (4*8) + (3*17) + (2*8) + (1*6) / 50 = 3.2
= 3.2 > 3
46
Excellent
34%
Good
22%
16% 16% Fair
12%
Poor
Undecided
Chart 5.21
INFERENCE:
From the analysis and calculation we can say that the employees are satisfy with
regarding to the welfare measures.
5.22 OPINION OF THE EMPLOYEES ABOUT HOW MUCH
IMPORTANCE EMPLOYEE’S IDEAS HAVE IN DECISION MAKING

Executive 1 1 1 2 5
Junior 1 1 2 1 1 6
Executive
Technician 1 1 1 3
Assistant 12 13 8 2 1 36
Total 15 16 12 5 2 50
Table No – 5.22

= (5*15) + (4*16) + (3*12) + (2*5) + (1*2) / 50 = 3.74
= 3.74 > 3
47
Excellent
30% 32%
24% Good
10%
4% Fair
Respondent
Poor
No Of
Undecided
s
Chart 5.22
INFERENCE:
employee’s involvement in decision making.
5.23 OPINION OF THE SATISFACTION TOWARDS
INFRASTRUCTURAL FACILITIES

Executive 1 1 1 2 5
Junior 1 1 2 1 1 6
Executive
Technician 1 1 1 3
Assistant 10 15 10 1 36
Total 13 18 14 4 1 50
Table No – 5.23

= (5*13) + (4*18) + (3*14) + (2*4) + (1*1) / 50 = 3.8
= 3.8 > 3
48
2%
8%
26%
Excellent
Good
28%
Fair
Poor
Undecided
36%
Chart 5.23
INFERENCE:
infrastructural facilities
5.24 OPINION OF THE EMPLOYEES REGARDING WORK PRESSURE

Executive 1 1 1 2 5
Junior 1 1 2 1 1 6
Executive
Technician 1 1 1 3
Total 8 13 24 4 1 50
Table No – 5.24

= (5*8) + (4*13) + (3*24) + (2*4) + (1*1) / 50 = 3.46
= 3.46 > 3
49
2%
8%
16%
Excellent
Good
Fair
26% Poor
Undecided
48%
Chart 5.24
INFERENCE:
From the analysis and calculation we can say that the employees are satisfied regarding
work pressure on them
5.25 OPINION OF THE EMPLOYEES ABOUT SUPERIORS

Executive 1 1 1 2 5
Junior 1 1 2 1 1 6
Executive
Technician 1 1 1 3
Assistant 10 15 10 1 36
Total 13 18 14 4 1 50
Table No – 5.25

= (5*13) + (4*18) + (3*14) + (2*4) + (1*1) / 50 = 3.76
= 3.76 > 3
50
36%
Excellent
28%
26%
Good
Fair
Poor
8% Undecided
2%
Chart 5.25
INFERENCE:
From the analysis and calculation we can say that the employees have good opinion about
superiors
5.26 OPINION OF THE EMPLOYEES REGARDING THEIR

RELATIONS WITH THEIR COLLEAGUES

Executive 1 1 1 2 5
Junior 1 1 2 1 1 6
Executive
Technician 1 1 1 3
Assistant 15 10 10 1 36
Total 18 13 14 4 1 50
Table No – 5.26

= (5*18) + (4*13) + (3*14) + (2*4) + (1*1) / 50 = 3.86
= 3.86 > 3
51
2%
8%
36%
Excellent
Good
28%
Fair
Poor
Undecided
26%
Chart 5.26
INFERENCE:
From the analysis and calculation we can say that the employees have the good
relationship with colleagues
6. FINDINGS, SUGGESTINS AND CONCLUTION
6.1 Summary of findings:
1) The study reveals that majority of the respondents age is above 35.
2) The study reveals that maximum number of the respondents is male.
3) The study reveals that maximum number of the respondents is married.
4) The study reveals that majority of the respondents are with school and
diploma education.
5) The study represents that 78% of respondent have experience of above 20
yrs
6) The study represents that 62% of respondent have the income level is
5000-10000
7) The study shows that 72% of respondent are satisfy the working condition
of the organization
8) The study shows that age of the respondents and perfection
52
9) The study explicit that there is significant difference between experience
of the respondents
10) The study shows that medium peoples are satisfy with safety measures
11) The study shows that 80% of respondents are satisfy with the salary
6.2 Suggestions
1. The study reveals that just more than 48% of the respondents are satisfied with the
job. The remaining 12% are neither satisfies nor unsatisfied the job. So the
organization should find out the reasons for unsatisfaction of the remaining
respondent
2. The top management should give due consideration to the employees opinion and
suggestion
3. The organization through its grievance handling procedures should try to find out
the key area of unsatisfaction of employees and take equivalent measures to solve
such problems
4. Separate rest room are provided for ladies and gents
5. A common complaint was that is no separate room for taking a lunch so the
organization must provide separate room for male and female workers
6.3 Conclusion
The study reveals that the majority of the employees are satisfied with the
facilities and benefits given to them by the organization and hence they are satisfied with
the job
The drinking water and canteen facilities are main problem of the organization so
the company must provide the good situation to do the work. The findings make it clear
that the job satisfaction of employee will be influenced to greater extend by job factor,
job character and working condition in the organization
53
The few short comings mentioned by the workers if removed, all employees will
be happy and fully satisfied
BIBLIOGRAPHY
 Aswathappa. K., Human Resource Management, Mc Graw

Hill Publishing Company ltd, New Delhi
 Prasad L.M, Human Resource Management, Sultan Chand
Publishers, New Delhi, 1st edition
 Different journals Published by professors
 www.google.com
 www.wikipedia.org
 www.managementhelps.org
 www.scibd
54
APPENDICES-1
QUESTIONNAIRE
1. Personal Background
1. Name of the employee :

2. Age : Below 25 25-35 Above 35
3. Gender : Male Female
4. Education Qualification : School Level Diploma Degree
5. Marital status : Married Unmarried
6. Nature of the work :
7. Monthly Salary : Below 5000 5000-10000 10000-20000
Above 20000
8. Experience : Below 10 yrs 11-15 15-20 above 20
55
2. Job Satisfaction Segments
Kindly put tick mark in only answer from various alternatives
given below
1. Your salary is satisfied

Strongly Agree Agree Undecided Disagree
Strongly Disagree
2. Opinion about your job

3. You have the capacity to achieve the target on time

Strongly Disagree
4. Opinion about the existing relationship between the workers and the
management
5. You feel over burden in your job
Strongly Disagree
6. You have enough time to spend with the family

Strongly Disagree
7. You feel that working hours are convenient

Strongly Disagree
8. Your personal problems affect the job

56
Strongly Disagree
9. Your relationship with the co-workers
10 Your complaints are settled quickly by the company
Strongly Disagree
11 Promotional basis are satisfactory
Strongly Disagree
12 Opinion about other facilities in your company
13. What you feel about training opportunities?
14. Opinion of the employees regarding rest interval
15. Opinion of the employees regarding safety measures

16Opinion of the employees about how much importance employee’s ideas have in
decision making
17 Opinion of the satisfaction towards Infrastructural Facilities
18Opinion of the employees about superior
19 Opinion of the employees regarding their relations with their colleagues
57

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1.

“Job satisfaction is a general attitude towards one’s job: the difference

Human life has become very complex and completed in now-a-days. In

THE WORK ITSELF

Determinants of job satisfaction:

Level of education: Level of education of an individual is a factor which

Age: Individuals experience different degree of job satisfaction at different

Nature of job: Nature of job determines job satisfaction which is in the

Occupation level: Higher level jobs provide more satisfaction as

Physical and Mental Health: The degree of job satisfaction affects an

The first view establishes a direct cause-effect relationship between job

Another view: That is a satisfied worker is not necessarily a productive

Improving job satisfaction:

1.2 SCHEME OF THE REPORT

2.1 Industry profile

The Dairy Development Department was established in 1958 in

The cattle population in India is approximately 15% of total cattle

2.1.1 OBJECTIVES OF THE DAIRY DEVELOPMENT DEPARTMENT

Keeping these objectives in mind, a number of activities are undertaken by

Provision of necessary infrastructure facilities for marketing milk and milk

2.1.2 FUNCTIONS OF THE DAIRY DEVELOPMENT DEPARTMENT

The main functions of the Dairy Development Department include

The Dairy Development Department exercises statutory function - like

1. Metro Liquid milk marketing.

The product wing of the Federation located at Nandanam directly carries

2.1.4 MILK SELLING PRICE:

New price chart (With Effect From 01-09-2009)

AAVIN MILK: TARIFF STRUCTURE (in Rs)

Tone milk 500 ml 3 8.5 7.90 8.90 9.00 10.25

Standardized milk 4.5 8.5 9.50 11.00 11.00 13.00

1.2 Company Profile

1. Date of registration 25.1.1949

3. CONCEPTS AND REVIEW OF LITERATURE

What job satisfaction people need?

It must be remembered that satisfaction and motivation are not synonyms.

A wide range of factors affects an individual’s level of satisfaction. While

3.2 LITERATURE REVIEWED

A STUDY ON MAPPING JOB SATISFACTION AND ITS EFFECT ON COMPETENCY

A Qualitative Study of African-American Job Satisfaction in a

The Relationship between satisfaction with On-The-Job Training and

Performance Appraisal’s Relation with Productivity and Job

A study of employee satisfaction in professional couriers in

The Impact of Reward and Recognition Programs on Employee’s

4.1. TITLE OF THE STUDY

4.3.2 Sample Design:

4.3.5 Source and method of collection

• Secondary data: The secondary data has been collected through

4.3.7 Limitation of the Study

 The sample was confined to 50 respondents. So this study cannot be

5. ANALYSIS AND INTERPRETATION

5.1 OPINION OF RESPONDENTS TOWARDS GENDER

Gender of the employee

Marital status of the employees

Marital Status Frequency Percentage

Age of the employees

Qualification of the employees

Qualification Frequency Percentage

school level Diploma Degree

• 16% of the respondents are Degree.

5.5 OPINION OF RESPONDENTS TOWARDS EXPERIENCE

Experience of the employees

Experience Frequency Percentage