1.1.

INDUSTRY PROFILE

Financial Software Industry

The financial software industry is rapidly consolidating. This, combined with the ever changing technology and regulatory landscape, presents the enterprise-market with the challenge of ensuring their finance systems do not become obsolete and continue to support their business in the longer term. This briefing examines the key drivers in the financial software market and how enterprise-level companies should prepare to address them. In particular we will be focussing on;

Financial and non-Financial reporting and analytics - how can software tools help enterprises with more frequent reporting cycles, the introduction of European reporting standards, reporting of non-financial indicators (corporate social responsibility, human capital) and the new EU Transparency Directive?

Compliance - the quest for one version of the truth. We look at how achieving compliance can be simplified and controlled.

Technology drivers - we look at how companies are effecting enhanced communication and collaboration within the organisation through "roles based" processing, workflow technology and tighter integration with Microsoft Office technologies.

ERP Systems - as the restraining effect of their early decisions to invest in ERP systems dawns on the companies that use them, they are

struggling to keep the finance part up -to-date, and finding that it is not an ideal platform upon which to add Business Intelligence, Analysis and the Control solutions they need today. So what are the alternatives and how do companies avoid complete reinvestment?

Market consolidation - Where will it stop? We take a look at the market and in particular the different kinds of suppliers that consolidation has brought - large portfolio players vs specialist providers.

1.2.

COMPANY PROFILE

FSS is a global provider of electronic payment and transaction processing solutions and services for the payments industry. FSS uniquely combines payments, technology solutions, services and infrastructure business to become a comprehensive global payments leader.

About FSS

FSS is a global provider of electronic payment and transaction processing solutions and services for the banking and financial services industry. Established in 1991, FSS is a unique combination of payments technology solutions and payment infrastructure businesses. FSS provides end -to-end payments transaction processing & solutions through its two business divisions FSS Technologies and FSS NeT. FSS is supported by over 1000 employees. With a global presence in 4 continents FSS serves over 100 global clients.

Leader in ePayments

Since, inception in 1991, FSS has been focused in the area of payments transaction processing, to develop expertise and growth. Domain skills, built over the last two decades through successful implementation and maintenance of several complex installations, have enabled FSS to proactively service customers and create solutions ahead of the need, to become a true payments transaction processing leader. FSS is a pioneer in electronic payments and caters to a majority market share in card based transactions in India. FSS has enabled premium banks and financial institutions to process more than five billion transa ctions a year. With large acceptance and steady initiatives in the emerging payments environment, FSS is committed to making a difference to the payments industry.

Products and ePayment Initiatives

FSS Technologies has developed a robust product line in response to payment service requirements of BFSI sector. Products have been
3

chosen based on market requirements, and significant investments have been made in developing them. The complete range of FSS services are backed by excellence in domain expertise, financial services, delivery, consulting capabilities, proprietary tools and frameworks. Through this division clients can leverage new technologies and software products to transform their business and IT infrastructure. With its vast payments domain expertise & technical skill sets, FSS, provides clients with a single window view of products & emerging trends to meet all their requirements within the payments framework. These cover a wide range from the card management systems, merchant acquiring, reconciliation and electronic bill payments to new initiatives like mobile payments to biometric authorization and financial inclusion. FSS has a large pool of technical skills available, comprising of trained personnel with project management, application development, testing, and implementation, post production support, helpdesk and training facilities. Services include product development, support, customization and re-engineering. Work environment & skill sets span across multiple computer hardware platforms and technologies that include popular large servers including HP Non -Stop servers, a host of current generation languages and tools, data base applications and middleware. These skill sets provide the required expertise to product management and product development. This versatile skill set mix gives the FSS business thorough - in-depth understanding of the domain and relevant technologies.

FSS payment solutions Card management suite FSS Debit FSS Prepaid FSS Smart Merchant acquiring and payment system Reconciliation and settlement system

FSS payment extension solutions FSS provides a range of software solutions that enable banks to extend value-added payment extension services to their customers.
4

These solutions include: Bill pay Connect24 Filex agent

FSS New product initiatives Mobile payments Financial inclusion & micro banking FSS biometric authorization

Product Design Reengineering & Support Services

FSS, product design and re-engineering services, is provided to clients by FSS Technologies the product and services business division of the company. Through this division clients can leverage new technologies and software products to transform their IT infrastructure. With its vast payments domain expertise & technic al skill sets, FSS, provides clients with a single window view of products & services to meet all their requirements within the payments framework. These cover a wide range from the initial pre-sales & consulting support right unto production support, business enhancements and training. FSS has a large pool of technical skills available, comprising of trained personnel with project management, application development, testing, and implementation, post production support, helpdesk and training facilities. Services include product development, support, customization and re engineering. Work environment & skill sets span across multiple computer hardware platforms and technologies that include popular large servers including HP Non-Stop servers, a host of current generation languages and tools, data base applications and middleware. These skill sets provide the required expertise to product management and product development. This versatile skill set mix gives the FSS business thorough - in-depth understanding of the domain and relevant technologies. FSS has developed a robust product line in response to payment service requirements of BFSI sector. Products have been chosen based on market requirements, and significant investments have been made in developing them. The complete range of FSS services are backed by excellence in domain expertise, financial services, delivery, consulting capabilities, proprietary tools and frameworks.

World-Class Infrastructure for the Payment Industry

FSS infrastructure uses State-of-the-art, robust and scalable payments processing infrastructure at Data Centres with investments in best of breed payment environments. FSS Payment processing infrastructure is backed by an online real-time contingency system.

World class Data centre

The FSS Data Centre with an area of 10,000 sq. ft. is equipped with the state-of-the-art technologies such as redundant power infrastructure using N+1 UPS backed up with DG Set, security using multiple access control mechanisms, Integrated Building Management System with control systems for Precision Air-Conditioning, Video Surveillance and Fire Suppression. Substantial investments combined with aesthetically designed building make FSS Data Centre a highly available environment more than 99.9%.

INTRODUCTION ABOUT THE STUDY

2.1. INTRODUCTION Job satisfaction refers to a persons feeling of satisfaction on the job, which acts as a motivation to work. It is not the self satisfaction, happiness or self contentment but the satisfaction on the job. The term relates to the total relationship between an individual and the employer for which he is paid. Satisfaction does mean the simple feeling -state accompanying the attainment of any goal; the end-state is feeling accompanying the attainment by an impulse of its objectives. Job satisfaction does mean absence of motivation at work. Research workers differently described the factors contributing to job satisfaction and job dissatisfaction.
Hoppock describes job satisfaction as, Any combination of psychological, physiological and environmental circumstances that cause any person truthfully to say I am satisfied with my job. The term job satisfaction refers to an employees general attitudes toward his job. Locke defines job satisfaction as a Pleasurable or positive emotional state resulting from the appraisal of ones job or job experience , to the extent that persons job fulfil his dominant need and is consistent with his expectations and values. The job will be satisfyin g there are three major theories of job satisfaction viz.,

1. Herzbergs Motivation-Hygiene Theory. 2. Need Fulfillment Theory. 3. Social Reference Group Theory.

Smith Kendall and Hulin have suggested that there are five job dimensions that represent the most important characteristics of a job about which people have affective responses, these are:

 The work itself: The extent to which the job provides the individual with the interesting task, opportunities for learning and the chance of accept responsibility.

 Pay: The amount of financial remuneration that is received and the degree to which this is viewed as equitable vis-avis that of others in the organization.  Promotion opportunities : The chance for advancement in the hierarchy.  Supervision : The ability is on the supervision to provide technical assistance and behavioural support.  Co-workers: The degree to which follow workers are technically proficient and socially supportive. However, a comprehensive approach requires that may additional fac tors be included before a complete understanding of job satisfaction can be obtained. Such factors as the employees are, health, temperament, desires and levels of aspiration should be considered. Further, his family relationship, social status, recreational or purely social-contribute ultimately to job satisfaction.

2.2. DETERMINANTS OF JOB SATISFACTION

According to Abraham A. Korman, there are two types of variables which determine the job satisfaction of an individual. These are: 1. Organizational variables, and 2. Personal variables.
ORGANIZATIONAL VARIABLES

1. Occupational Level

The higher the level of the job the greater the satisfaction of the individuals. This is because of higher levels of job carry greater prestige and self control.
2. Job Content

Greater the variation in job content and the less the repetitiveness with which the tasks must be performed, the greater the satisfaction of the individuals involved.

3. Considerate Leadership

People like to be treated with consideration. Hence considerate leadership results in higher job satisfaction than inconsiderate leadership.

4. Pay and Promotional Opportunities

All other things being equal these two variables are positively related to job satisfaction. An explanation for this finding lies in both theories discussed above.
5. Interaction In The Workgroup

Here the question is, when is interaction in the workgroup a source of job satisfaction and when it is not? Interaction is must satisfying, when a. It results are being accepted by others. b. It facilitates the achievement of goals.

PERSONAL VARIABLES

For some people, it appears job will be dissatisfying irrespective of the organizational conditions involved, whereas or others, most jobs will be personal variables like age, educational levels, sex, etc.,

1. Age

Most of the evidence on the relation between age and job satisfaction, holding such factors as occupational level constants, seems to indicate that there is generally a positive relationship between the two variables up to the pre-retirement years and then there is a sharp decrease in satisfaction.
2. Educational Levels

With occupational level held constant there is a negative relationship between the educational level and job satisfaction. The higher the educational, the higher the reference group which the individual looks to for guidance to evaluate his job rewards.

3. Role Perception

The different individuals holder different perceptions about their role i.e., the kind of activities and behaviors they should engage in to a firm makes job successful. Job satisfaction is determined by this factor also.
4. Sex

There is yet no confident evidence as to whether women are more satisfied with that their job than men. Holding such factors as job and occupational levels constant, one might predict this to be the case considering the generally lower occupational aspiration of women.

DETERMINATION OF JOB SATISFACTION AS FOLLOWS               

General working conditions Union-Management Relations General Quality of supervisors Type of work Co-workers Ease to communicating to work Advancement opportunities Security Supervision Company prestige Working hours Recognition Autonomy Fair evaluation of work done Job status

10

EFFECT OF JOB SATISFACTION Job satisfaction has a variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity, absenteeism, and turnover. a. Physical and Mental Health: The degree of job satisfaction affects an individuals physical and mental health. Since job satisfaction is a type of mental feeling, its favourableness 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 spill over effect which occurs in both directions between job and life satisfaction. b. 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.
The 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
11

relationship may be explained in terms of the 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 rewardsintrinsic 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 managements 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 on productivity. A satisfied worker may not necessarily lead to increased productivity but a dis-satisfied worker leads to lower productivity. c. 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. d. Employee turnover: Turnover of employees is the rate at which e mployees 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 organiza tion. Thus, in general case, employee turnover is related to job satisfaction. However, job
12

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 not simply because they are not satisfied but because of the opportunities offered from other sources particularly from foreign companies located abroad.

13

REVIEW OF LITERATURE
Job satisfaction represents the constellations of persons attitude towards or about the job. In general, job satisfaction is the attitude towards the job as a whole. Job satisfaction is a function of satisfaction with different aspects of job, i.e. supervision, pay, works itself, co-workers, promotion, etc., and of the particular weighting or importance one attaches to these respective components. The study of job satisfaction is a relatively recent phenomenon. It can perhaps be said to have begun in earnest with the famous Hawthorne studies conducted by Elton Mayo at the western Electronic Company in 1920s during the course of investigations. However they become convince d that factors of a social nature were affecting satisfaction with the job and productivity. Since the Hawthorne studies there has been an enormous output of work on the nature, causes and correlates of job satisfaction. The traditional model of job satisf action is that it consists of the total body of feelings that an individual has about his job. This total body of feelings involves, in effect, weighting up the sum total of influences of the job, the nature of job itself, the pay, the promotion. The promotion prospects, the nature of supervision and so on. Where the sum total of influences gives rise to feelings of satisfactions the individual is job satisfied. Where in total they give rise to feelings of job dissatisfaction the individual is job dissatisfied. Improving any one of these influences will lead in the direction of job satisfaction, making less satisfactory any one of the influences will lead in the direction of the job dissatisfaction. However, what makes a job satisfying does not depends only on the nature of the job, but on the job expectations that individuals have of what their job should provide. Expectancy theory points to the importance of the individuals expectations of his job in determining job satisfaction. For individuals who have expectations that their job should give them opportunities for pay, challenge, a failure of the job to meet this expectation will lead to dissatisfaction compared to a situation where no such expectation is involved. What expect expectation of individ uals will have of a job may
14

vary. For a large number of reasons, some deriving from social others from individual causes. These proposing an expectancy theory usually regarded over all job satisfaction as a function of satisfaction with various elements o f the job. Another theory that has dominated the study of the nature of job satisfaction is Herzbergs famous Two factory Theorys of job satisfaction. In this he claims that the factors which cause job satisfaction are separate and distinct from the fact ors which job dissatisfaction. The factors causing job satisfaction, which level factors such as their relating to satisfaction with the job itself. The factors which cause job dissatisfaction called hygiene factors are more concerned with conditions of work such as pay and supervision. At no time does Herzberg argue a job satisfactory, except may be for a short run. Philip apple while has listed five major components of job satisfaction as, 1. Attitude towards work group. 2. General workings conditions. 3. Attitude towards company. 4. Monetary benefits and 5. Attitude towards supervision Other components that should be added to these five are the individuals state of mind about the work itself and about life in general. The individuals health, age, level of aspiration, social status and political and social activities can all contribute to job satisfaction. A person attitude toward the job may be positive or negative. Job satisfaction is not synonymous with organizational morale, which is the possession of felling of being accepted by and belonging to a group of employees through adherence to common goals and confidence in desirability of these goals. Morale is the by product of a group, while job satisfaction is more of an individual stage of mind. However the two concepts are interrelated in that job satisfaction can contribute to morale and morale can contribute to job satisfaction. For many years managers generally have believed that a satisfied worker is necessarily a good worker. In other works if management could keep all the employees HAPPY, good performance would automatically follow. Charles Greene has suggested that many managers subscribe to this be life because it represent the path of least residence.
15

Greenes thesis is that if a performance problem exists, increasing an employees happiness is for more pleasant than discussing with the worker his or her failure to meet standards. Although happiness eventually results from satisfaction, this feeling goes much deeper and is far less tenu ous than happiness. Recent research evidence generally rejects the more popular view that satisfaction causes performance. The evidence does, however, provide moderate support for the view that job effort causes satisfaction. The evidence also strongly ind icates that rewards constitute a more direct cause of satisfaction that performance does and that rewards based on current effort causes subsequent performance. Research also indicates that a high level of job satisfaction does have a positive impact is reducing turnover, absenteeism, tardiness accidents, grievances and strikes. In addition, recruitment efforts by current employees generally are more successful if these employees are well satisfied. Satisfied employees are preferred simply because they aff ect the work environment positively. Thus even through a well satisfied employee is not necessarily an outstanding performer; there are numerous reasons for taking steps to encourage employee satisfaction. A high level of satisfaction leads to organizational commitment while a low level or dissatisfaction results in behaviours detrimental to the organization. It must be remembered that satisfaction and motivation are not synonymous. Motivation is a drive to perform, whereas satisfaction reflects situation. The factors that determine whether an individual is adequately satisfied with the job differ from those that determine whether he or she is motivated. The level of satisfaction is largely determined by the comforts offered by the environment and situation . Motivation on the other hand, is largely determined by the value of rewards and their contingency on performance. Motivation results is added effort that is turn leads to increased performance if the individual has the ability and result of high satisfaction is increased commitment to the organized which may or may not result is better performance. The increased commitment normally will lessen the number of personnel related problems, Such as strikes, excessive absenteeism, tardiness and turnover. A study on job satisfaction among workers in chemical unit (M/S. Shri Veeco chems corporation, Cbe) Done by Mr. C.M. RAVIKUMAR (MBA project) in the year 1985. The techniques used by the Researcher for analyzing the data were personal interview. The Resea rcher interviewed
16

sixty workers on the basis of sex, age, educational qualification, experience, monthly income, marital status and family income. The tools adopted by the Researcher were percentage method of tabulation to find job satisfaction. A study on job satisfaction among bank officers in State Bank of India, Jabalpur done by Mr.S. NAREND in his MBA project, in the year 1990. The techniques used by the Researcher for analyzing the data were through questionnaire method. The Researcher interviewed fo rty respondents on the basis of sex, age, educational qualification, experience, monthly income, marital status and family income. The tools adopted by the Researcher were average scoring and two -way table method to find out job satisfaction. A study on job satisfaction of Tea Plantation Workers with special reference to Sheikalmudi Estate, Valparai Taluk, done by Mr.K.Madhu, in the year 1986 (M.Com project). The techniques used by the Researcher for analyzing the data were through questionnair e and personal interview method. The Researcher interviewed sixty respondents on the basis of sex, age, educational qualification, experience, monthly income, marital status and family income. The tools adopted by the researcher were average scoring and two-way table method. The hypothesis was tested through chi squire test and correlation to find out job satisfaction. The researcher had made previous study on job satisfaction in various areas.

17

SCOPE OF STUDY
The scope of this study is to understand the satisfaction of the employees in the organization. The study is useful to the management to know the level of satisfaction and needs of the employees.

18

5.1 OBJECTIVES OF STUDY The following are the objectives of the present study.  To determine the level of satisfaction of the respondents regarding their job.  To study and understand the job satisfaction among the employees of .  To study the various factors which influencing job satisfaction.  To offer suggestions to the organization to improve their employees satisfactory level.

5.2. LIMITATIONS OF STUDY  The survey was done for the first time in the organization so no secondary data was available.  The research was conducted within a limited duration. So a detailed and comprehensive study could not be made.  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.  The findings and conclusions are based on knowledge and experience of the respondents sometime may subject to bias .

19

RESEARCH METHODOLOGY
The methodology this study consists of both primary data. These dates collected from the respondents were through questionnaires. The primary data were collected from the respondents.

6.1 SAMPLE SIZE All the items consideration in any field of inquiry constitutes a universe of population. In this research only a few items can be selected form the population for our study purpose. The items selected constitute what is technically called a sample. Here out sa mple size is 50 employees from the total population in the organization. The samples are selected on the basis of convenient.

6.2 QUESTIONNAIRE SCHEDULE Questions are framed in such a way that the answers reflect the ideas and thoughts of the respondents with regard to level of satisfaction of various factors of job satisfaction. The following scaling techniques have been used for each question in the questionnaire schedule. 1. Strongly disagree 2. Disagree 3. Somewhat Agree 4. Agree 5. Strongly Agree

20

6.3 TOOLS OF ANALYSIS

Simple percentage analysis:

Here the simple percentage analysis is used for calculating the percentage of satisfaction level in the total respondents.

Two-way analysis:

The score secured by the respondents who falls between the score as up to 50 indicates less satisfaction of the respondents, from 51 70 are got average satisfaction and 71 90 respondents are highly satisfaction.

6.4 AREAS OF STUDY

The area of the study is appswamy.

21

ANALYSIS AND INTERPRETATION

This chapter is allocated for analysis and interpretation of data. Preparing percentage analysis & two-way table, analysis of job satisfaction, which is directly extracted from the questionnaire. The variations in the extent of the consumer satisfaction can be measured with the variables such as job secured, promotional opportunity, relationship with management, and satisfaction factors of the respondents.

Calculation of Satisfactory Scores The Respondents were asked to state their level of Satisfaction relating to twenty factors. Based on their responses the Satisfaction score obtained by each respondent was found out. Points or scores were allocated based on the response. For each of the factor three levels of satisfaction were assigned namely high, medium and low. For high satisfaction three points were given, for Medium two and for low satisfaction one point was given. The total scores secured by each respondent were thus arrived at. All the hundred respondents were classified based on their level of satisfaction. Those who have obtained up to 50 points were classified under low satisfaction category, Respondents with 51 70 points were classified under medium satisfaction category and those with more than 70 points were classified under high satisfaction category.

TABLE 1: Number Of Respondents And Level Of Satisfaction

LEVEL OF SATISFACTION High satisfaction Medium satisfaction Low satisfaction TOTAL NO. OF RESPONDENTS 24 21 5 50

TWO-WAY ANALYSIS:
22

TABLE 2: Simple Percentage

EXPERIENCE

The experience of the employees in their job is another factor affecting the perception on job satisfaction. Highly experienced may expect better working atmosphere and having less experienced satisfy with the existing one. The respondents are classified into three categories according to their level of experience as under: Experience And Number Of Respondents
EXPERIENCE BELOW 5 5 TO 10 ABOVE 10 TOTAL NO. OF RESPONDENTS 25 17 8 50 PERCENTAGE (%) 50 34 16 100

INTERPRETATION: Minority of the respondents (50%) are below 5 years and 34% of the respondents are 5 10 years and 16% of the respondents are above 10 years.

TABLE 3: Two Way Table

23

Relationship Between Experience And Level Of Satisfaction

LEVEL OF SATISFACTION EXPERIENCE HIGHLY SATISFIED MEDIUM SATISFACTION LOW SATISFACTION TOTAL

Less than 5 years 5 to 10 years Above 10 years TOTAL

9(36%) 11(65%) 4(50%) 24

14(56%) 5(29%) 2(25%) 21

2(8%) 1(6%) 2(25%) 5

25 17 8 50

INFERENCE: The above table reveals that the respondents from 5 10 years group have derived highest satisfaction. The percentage of medium satisfaction is high in the category of less than 5 years group.

24

FINDINGS, SUGGESTIONS AND CONCLUSION

8.1. FINDINGS Experience  From the percentage table majority of the respondents were in below 5 years of experience.  The two way table reveals that the high level of satisfaction is derived by the group 5 to 10 years of experience.

TABLE 4: Employee Satisfaction Index

S. No. Concentration ESI MAX Index Value 5 5 % Level f Satisfaction Target %

1 2 3 4 5 6

About Company Development at Work Leaders @ Work Motivation at work Infrastructure at work Success of Survey

3.8 3.9 4.1 3.7 2.9 3.4

77% 78% 81% 74% 57% 68%

60% 60% 60% 60% 60% 60%

5 5 5 5

8.2. SUGGESTIONS:  The management has succeeded in meeting/ providing target level of satisfaction in other areas except infrast ructure.  The company should avail better infrastructural facilities to meet the target level of satisfaction i.e., 60%.  They should provide better facilities of training and provide resources to the employees having experience less than 5 years to motivate them.

8.3. CONCLUSION

25

The study on employees satisfaction at FSS (P) Ltd., is cased out with full co-operation of the employees and management. As far as possible with in the given limits the study is completed with the satisfaction of many peoples. The data collected are analyzed scientificall y and the results obtained
are free to nearly 80%.

26