`

CHAPTER I INTRODUCTION

INTRODUCTION
1.1. OUTLINE OF THE PROJECT Management of people in the organizations is as old as existence of organizations. This aspect of management process did not receive the kind of attention that it deserved. At the global level, with the increased competition in business, organization started to look at the ways for creating competitive advantage on the basis of their human resources. Job satisfaction is one of the most important factors that have drawn attention of managers in the organization as well as academics. Various studies have been conducted to find out the factors, which determine job satisfaction and the way, it influence productivity in the organization. Though there is no conclusive evidence that job satisfaction affects productivity directly because productivity depends on so many variables, it is still a prime concern for managers.

1.2.

OBJECTIVES

To know the work place has Supportive Colleagues, To know there is supportive job conditions, To know the employee is supported by equitable rewards, To know his/her job is challenging, To know the job fit of the employee.

For Further Details Contact: +91-9962179698 044-26821138 www.lacrosstechnologies.org

1.3.

SCOPE OF THE STUDY Every organization needs to monitor focus in its work environment about

what the employee perceives about the organization. In todays scenario labor market is becoming more competitive, the employee need to be more committed for the betterment of the organization. Job satisfaction is one the most important variable for Organizational development. The job satisfaction survey was developed to gather base line information concerning employee perception about working with Arul Das Industries and to identify areas where improvement is needed. The assessment was based on five variables. The random sample was taken with the size of thirty to study the satisfaction level employees towards their job.

1.4.

LIMITATIONS

The research was done only from selected areas therefore it is generalized. This project was done in a short time so in depth study could not be made. Sample size was very small so the results may be generalized.

1.5.

RESEARCH METHODOLOGY

INTRODUCTION: Research methodology is a way to systematic approach to any research problem. It may be understood as a science of studying a problem; it consists of different steps and different approach adopted by different researchers for the study.

SOURCES OF INFORMATION: According to the information needs, the source of data is chosen. There are two types of information primary and secondary. Secondary data is provided either through internal sources i.e, with in the firm or through external sources i.e, company records telephone directory. According to the information needs for of the present study, primary data was required, so the employee being the main source of primary information samples were taken. The samples were only with in the organization.

RESEARCH DESIGN USED:

A Descriptive Research Design was adopted in this project as it requires accurate description of the variables in the problem. It will be applicable to existing problem. Through this study we can find the job satisfaction level of employees towards Arul Das Industries.
6

DATA COLLECTION METHOD:

Data collection was a combination of primary and secondary data sources. Primary data collection sources include personal response through the questionnaire with some of the employees of organization. Secondary data collection sources include Internet, business magazines, papers, textbooks, organization charts and manuals. RESEARCH MEASURING TOOL: The research-measuring tool used for this project was questionnaire as it is the most efficient tool for measuring any research. RESEARCH PLAN: Data sources Research approach : Primary and secondary data : Survey method

Research measuring tool : Questionnaire. Contact method : Direct interaction

SAMPLING PLAN
TYPE OF SAMPLING: The approach for the study is a probabilistic approach since the research is descriptive in nature. The sampling method was simple random sampling by lot system.
7

SAMPLE SIZE: The sample size for the research is 30 SAMPLE AREA: The survey was conducted in and other branches of Arul Das Industries at Chennai city only.

STATISTICAL TOOL USED: The objective of weighted average is to determine average of respondent to the scale. Formula used: Wi Xi / n Wi = Respondent Xi = Weightage Wi Xi = Summation of respondent and weightage.

CHAPTER II REVIEW OF LITERATURE

2.1. REVIEW OF LITERATURE INTRODUCTION: The term job satisfaction was brought to lime light by Hoppock (1985). He had revised 32 studies on job satisfaction conducted prior to 1983. It was observed that job satisfaction is the effect of psychological and environmental factors, which makes an employee to feel that I am satisfied. The feeling could be positive or negative depending upon the factors. DEFINITIONS: Since defined as a reintegration of effect produced by individuals of effect produced by individual perception of fulfillment of his need in relation to his work and the situation surroundings. Feldman and Arnold defined the job satisfaction as the amount of overall positive affects or feelings that individual have toward their job. E. Aloke defined job satisfaction as a plausible or positive emotional state result from the appraisal f once job or job experience. BENEFITS OF JOB SATISFACTION: One benefit of job satisfaction survey is that it gives management a clear picture of the current satisfaction level. This survey help to discover the effects of job satisfaction like absenteeism, turnover, and productivity.

10

THE EFFECTS OF JOB SATISFACTION ON EMPLOYEES

Managers interest in job satisfaction tends to center on employee performance. So we find number of studies that have been designed to assess the impact of job satisfaction on employee productivity, absenteeism, and turnover. DETERMINANTS OF JOB SATISFACTION: Work related variables determine job satisfactions. An extensive review of literature indicates that the more important factors conducive to job satisfaction are mentally challenging work, equitable rewards, supportive working conditions, supportive colleagues and personality job-fit. MENTALLY CHALLENGING WORK: Employees tend to prefer jobs that give them opportunities to use their skills and abilities and offer a variety of tasks, freedom, and feedbacks on how well they are doing. These characteristics makes work mentally challenging. Jobs that have to little challenge create boredom, but too much challenge creates frustration and feelings of failure. Under conditions of moderate challenge, must employees will experience pleasure and satisfaction. Job satisfaction, a worker's sense of achievement and success, is generally perceived to be directly linked to productivity as well as to personal wellbeing. Job satisfaction implies doing a job one enjoys, doing it well, and being suitably rewarded for one's efforts. Job satisfaction further implies enthusiasm and
11

happiness with one's work. The Harvard Professional Group (1998) sees job satisfaction as the keying redient that leads to recognition, income, promotion, and the achievement of other goals that lead to a general feeling of fulfillment. Importance to Worker and Organization Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivitythe quantity and quality of output per hour workedseems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzberg's (1957) have shown at least low correlation between high morale and high productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline.

12

Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked to a more healthy work force and has been found to be a good indicator of longevity. And although only little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory" (quoted in Brown, 1996, p. 123). Creating Job Satisfaction So, how is job satisfaction created? What are the elements of a job that create job satisfaction? Organizations can help to create job satisfaction by putting systems in place that will ensure that workers are challenged and then rewarded for being successful. Organizations that aspire to creating a work environment that enhances job satisfaction need to incorporate the following: Flexible work arrangements, possibly including telecommuting Training and other professional growth opportunities Interesting work that offers variety and challenge and allows the worker opportunities to "put his or her signature" on the finished product Opportunities to use one's talents and to be creative Opportunities to take responsibility and direct one's own work
13

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

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

Flexible benefits, such as child-care and exercise facilities Up-to-date technology Competitive salary and opportunities for promotion Probably the most important point to bear in mind when considering job satisfaction is that there are many factors that affect job satisfaction and that what makes workers happy with their jobs varies from one worker to another and from day to day. Apart from the factors mentioned above, job satisfaction is also influenced by the employee's personal characteristics, the manager's personal characteristics and management style, and the nature of the work itself. Managers who want to maintain a high level of job satisfaction in the work force must try to understand the needs of each member of the work force. For example, when creating work teams, managers can enhance worker satisfaction by placing people with similar backgrounds, experiences, or needs in the same workgroup. Also, managers can enhance job satisfaction by carefully matching workers with the type of work. For example, a person who does not pay attention to detail would hardly make a good inspector, and a shy worker is unlikely to be a good salesperson. As much as possible, managers should match job tasks to employees' personalities. Managers who are serious about the job satisfaction of workers can also take other deliberate steps to create a stimulating work environment. One such step is job enrichment. Job enrichment is a deliberate upgrading of responsibility, scope, and
14

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

When have I come closest to expressing my full potential in a work situation? What did it look like? What aspects of the workplace were most supportive? What aspects of the work itself were most satisfying? What did I learn from that experience that could be applied to the present situation?

Workers' Roles in Job Satisfaction

15

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own satisfaction and well-being on the job. The following suggestions can help a worker find personal job satisfaction:

Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition. Develop excellent communication skills. Employers value and reward excellent reading, listening, writing, and speaking skills. Know more. Acquire new job-related knowledge that helps you to perform tasks more efficiently and effectively. This will relieve boredom and often gets one noticed. Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often result in recognition as well as in increased responsibilities and rewards. Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done. Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. This helps to give meaning to one's existence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burnout by developing healthy stressmanagement techniques.

Assuring Job Satisfaction

16

Assuring job satisfaction, over the longterm, requires careful planning and effort both by management and by workers. Managers are encouraged to consider such theories as Herzberg's(1957) and Maslow's (1943) Creating a good blend of factors that contribute to a stimulating, challenging, supportive, and rewarding work environment is vital. Because of the relative prominence of pay in the reward system, it is very important that salaries be tied to job responsibilities and that pay increases be tied to performance rather than seniority. So, in essence, job satisfaction is a product of the events and conditions that people experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is fair, her promotional opportunities are good, her supervisor is supportive, and her coworkers are friendly, then a situational approach leads one to predict she is satisfied with her job" (p. 91). Very simply put, if the pleasures associated with one's job outweigh the pains, there is some level of job satisfaction. Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job;[1] an affective reaction to ones job;[2] and an attitude towards ones job.[3] Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviours.[4] This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors. One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers productivity. These studies ultimately showed
17

that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction. Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylors work. Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories. Models of Job Satisfaction Affect Theory
18

Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. Dispositional Theory Another well-known job satisfaction theory is the Dispositional Theory[citation needed]. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and
19

neuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction[citation needed]. Two-Factor Theory (Motivator-Hygiene Theory) Frederick Herzbergs Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace[5] This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. An employees motivation to work is continually related to job satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to attain personal and organization goals (Hoskinson, Porter, & Wrench, p.133). Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the job, or the work carried out. [5] Hygiene factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions.[5] While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifact.[5] Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner

20

to changes in motivating/hygiene factors.[5] Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured.[5]

21

Job Characteristics Model Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.).[6] The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors----. A metaanalysis of studies that assess the framework of the model provides some support for the validity of the JCM.[7] Communication Overload and Communication Underload One of the most important aspects of an individuals work in a modern organization concerns the management of communication demands that he or she encounters on the job (Krayer, K. J., & Westbrook, L., p. 85). Demands can be characterized as a communication load, which refers to the rate and complexity of communication inputs an individual must process in a particular time frame (Faraca, Monge, & Russel, 1977). Individuals in an organization can experience communication over-load and communication under- load which can affect their level of job satisfaction. Communication overload can occur when an individual receives too many messages in a short period of time which can result in unprocessed information or when an individual faces more complex messages that
22

are more difficult to process (Farace, Monge, & Russel, 1997). Due to this process, given an individuals style of work and motivation to complete a task, when more inputs exist than outputs, the individual perceives a condition of overload (Krayer, K. J., & Westbrook, L., p. 86) which can be positively or negatively related to job satisfaction. In comparison, communication under load can occur when messages or inputs are sent below the individuals ability to process them (Farace, Monge, & Russel, 1997). According to the ideas of communication over-load and under-load, if an individual does not receive enough input on the job or is unsuccessful in processing these inputs, the individual is more likely to become dissatisfied, aggravated, and unhappy with their work which leads to a low level of job satisfaction. Measuring job satisfaction There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other less common methods of for gauging job satisfaction include: Yes/No questions, True/False questions, point systems, checklists, and forced choice answers. This data is typically collected using an Enterprise Feedback Management (EFM) system. The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated by ?) in response to whether given statements accurately describe ones job.
23

The Job in General Index is an overall measurement of job satisfaction. It is an improvement to the Job Descriptive Index because the JDI focuses too much on individual facets and not enough on work satisfaction in general. Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used widely, measured overall job satisfaction with just one item which participants respond to by choosing a face. Superior-Subordinate Communication Superior-subordinate communication is an important influence on job satisfaction in the workplace. The way in which subordinates perceive a supervisors behavior can positively or negatively influence job satisfaction. Communication behavior such as facial expression, eye contact, vocal expression, and body movement is crucial to the superior-subordinate relationship (Teven, p. 156). Nonverbal messages play a central role in interpersonal interactions with respect to impression formation, deception, attraction, social influence, and emotional expression (Burgoon, Buller, & Woodall, 1996). Nonverbal immediacy from the supervisor helps to increase interpersonal involvement with their subordinates impacting job satisfaction. The manner in which supervisors communicate their subordinates may be more important than the verbal content (Teven, p. 156). Individuals who dislike
24

and think negatively about their supervisor are less willing to communicate or have motivation to work where as individuals who like and think positively of their supervisor are more likely to communicate and are satisfied with their job and work environment. The relationship of a subordinate with their supervisor is a very important aspect in the workplace. Therefore, a supervisor who uses nonverbal immediacy, friendliness, and open communication lines is more willing to receive positive feedback and high job satisfaction from a subordinate where as a supervisor who is antisocial, unfriendly, and unwilling to communicate will naturally receive negative feedback and very low job satisfaction from their subordinates in the workplace. Job satisfaction and emotions Mood and emotions while working are the raw materials which cumulate to form the affective element of job satisfaction. (Weiss and Cropanzano, 1996).[8] Moods tend to be longer lasting but often weaker states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or cause. There is some evidence in the literature that state moods are related to overall job satisfaction.[9][10] Positive and negative emotions were also found to be significantly related to overall job satisfaction[11] Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than will intensity of positive emotion when it is experienced.[11] Emotion regulation and emotion labor are also related to job satisfaction. Emotion work (or emotion management) refers to various efforts to manage emotional states and displays. Emotion regulation includes all of the conscious and unconscious efforts to increase, maintain, or decrease one or more components of an emotion. Although early studies of the consequences of emotional labor emphasized its
25

harmful effects on workers, studies of workers in a variety of occupations suggest that the consequences of emotional labor are not uniformly negative.[12] It was found that suppression of unpleasant emotions decreases job satisfaction and the amplification of pleasant emotions increases job satisfaction. The understanding of how emotion regulation relates to job satisfaction concerns two models:
1. emotional dissonance. Emotional dissonance is a state of discrepancy

between public displays of emotions and internal experiences of emotions, that often follows the process of emotion regulation.Emotional dissonance is associated with high emotional exhaustion, low organizational commitment, and low job satisfaction.
2. Social interaction model. Taking the social interaction perspective, workers

emotion regulation might beget responses from others during interpersonal encounters that subsequently impact their own job satisfaction. For example: The accumulation of favorable responses to displays of pleasant emotions might positively affect job satisfaction. performance of emotional labor that produces desired outcomes could increase job satisfaction. Relationships and practical implications Job Satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviours such as organizational citizenship,[18] absenteeism,[19] and turnover.[20] Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors.
26

One common research finding is that job satisfaction is correlated with life satisfaction.[22] This correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as nonwork satisfaction and core self-evaluations are taken into account.[23] An important finding for organizations to note is that job satisfaction has a rather tenuous correlation to productivity on the job. This is a vital piece of information to researchers and businesses, as the idea that satisfaction and job performance are directly related to one another is often cited in the media and in some nonacademic management literature. A recent meta-analysis found an average uncorrected correlation between job satisfaction and productivity to be r=.18; the average true correlation, corrected for research artifacts and unreliability, was r=.30.[24] Further, the meta-analysis found that the relationship between satisfaction and performance can be moderated by job complexity, such that for high-complexity jobs the correlation between satisfaction and performance is higher (=.52) than for jobs of low to moderate complexity (=.29). In short, the relationship of satisfaction to productivity is not necessarily straightforward and can be influenced by a number of other work-related constructs, and the notion that "a happy worker is a productive worker" should not be the foundation of organizational decision-making. With regard to job performance, employee personality may be more important than job satisfaction.[25] The link between job satisfaction and performance is thought

27

to be a spurious relationship; instead, both satisfaction and performance are the result of personality. EQUITABLE REWARDS: Employees want pay systems and promotion policies that they perceive as being just, unambiguous, and in line with their expectations. When pay is seen as fair based on job demands, individual skill level, and community pay standards, satisfaction is likely to result. Of course, not everyone seeks money. Many people willingly accept less money to work in a preferred location or in a less demanding job or to have greater discretion in the work they do and the hours they work. But the key in linking pay to satisfaction is not the absolute amount one is paid; rather, it is the perception of fairness. Similarly, employees seek fair promotion policies and practices. Promotions provide opportunities for personal growth, more responsibilities, and increased social status. Individuals who that promotion decisions are made in a fair and just manner, therefore, are likely to experience satisfaction from their jobs. SUPPORTIVE WORK CONDITION: Employees are concerned with their work environment for both personal comfort and facilitating doing a good job, studies demonstrate that employees prefer physical surrounding that are dangerous or uncomfortable. Temperature, light, noise and other environmental factors should not be at either extreme-for example, having too much heat or too little light. Additionally, most employees prefer working relatively close to home, in clean and relatively modern facilities, and with adequate tools and equipment.
28

SUPPORTIVE COLLEAGUES: People get more out of work than merely money to tangible achievements. For most employees, work also fills the need for social interaction. Not surprisingly, therefore, having friendly and supportive co-workers leads to increased job satisfaction. The behavior of ones boss also is a major determinant of satisfaction. Studies generally find that employee satisfaction is increased when the immediate supervisor understands and friendly, offers praise for good performance, listen to employee opinion and shows a personal interest in them. PERSONALITY JOB FIT: The questions in the research tool were framed with Hollands personality-job fit theory as a framework.. As we remember, one of Hollands conclusions was that high agreement between an employeess personally and occupation results in a more satisfied individual. His logic was essentially this: people with personality types congruent with their chosen vocations should find that they have the right talents and abilities to meet the demands of their jobs. Thus, they are more likely to be successful on those jobs and because of this success, have a greater probability of achieving high satisfaction from their work. Studies to replicate Hollands conclusion have been almost universally supportive. Its important, therefore, to add this to our list of factors that determine job satisfaction.

29

EFFECTS 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.

PHYSICAL HEALTH 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 favorableness or unfavorable ness affects the individual psychologically, which ultimately affects his physical health. SATISFACTION AND PRODUCTIVITY: A number of reviews were done in the 1950s and 1960s, covering dozens of studies that sought to establish the relationship between satisfaction and productivity. These reviews could find no consistent relationship. In the 1990s, though the studies are far from unambiguous, we can make some sense out of the evidence. The early views on the satisfaction-performance relationship can be essentially summarized in the statement a happy worker is a productive worker. Much of the paternalism shown by managers in the 1930s, 1940s, and 1950s-froming Company bowling teams and credit unions, having company picnics, providing counseling services fro employees, training supervisors to be sensitive to the concerns of subordinates-was done to make workers happy. But belief in the happy
30

worker thesis was based more on wishful thinking than hard evidence. A careful review of the research indicated that if there is a positive relationship between satisfaction and productivity, the correlations are consistently low- in the vicinity of +0.14. This means that no more than 2 percent of the variance in output can be accounted for by employee satisfaction. However, introduction of moderating variables has improved the relationship. For Example, the relationship is stronger when the employees behavior is not constrained or controlled by outside factors. Employee productivity on machine-paced jobs, for instance, is going to be much more influenced by the speed of the machine than his or her level of satisfaction. Similarly, a stockbrokers productivity is largely constrained by the general movement of the stock market. When the market is moving up and volume is high, both satisfied and dissatisfied brokers are going to ring up lots of commissions. Conversely, when the market is in the doldrums, the level of broker satisfaction is not likely to mean much. Job level also seem to be an important moderating variable. The satisfaction-performance correlations are stronger for higher-level employees. Thus, we might expect the relationship to be more relevant for individuals in professional, supervisory and managerial positions. Another point of concern in the satisfactions-productivity issue is the direction of the causal arrow. Most of the studies on the relationship used research designs that could not prove cause and effect. Studies that have controlled for this possibility indicate that the more valid conclusion is that productivity leads to satisfaction rather than the other way around. If you do a good job, you intrinsically feel good about it. Additionally, assuming that the organization rewards productivity, your higher productivity should increase verbal recognition, your level and probabilities for promotion. These rewards, in turn, increase your level of satisfaction with the job.
31

The most recent research provides renewed support for the original satisfactionperformance relationship. When satisfaction and productivity data are gathered for the organization as a whole, rather than at the individual level, we find that organizations with less satisfied employees. If this conclusion can be produced in additional studies, it may well be that the reason we havent gotten strong support for the satisfaction causes productivity thesis is that studies have focused on individuals rather than the organization and that individual-level measures of productivity dont take into consideration all the interactions and complexities in the work process. SATISFACTION AND ABSENTEEISM: We find a consistent negative relationship between satisfaction and absenteeism, but the correlation is moderate-usually less than +0.40. While it certainly makes sense that dissatisfied employees are more likely to miss work, other factors have an impact on the relationship and reduce the correlation coefficient. For example, remember our discussion of sick pay versus well pay in chapter 2. Organizations that provide liberal sick leave benefits are encouraging all their employees including those who are highly satisfied-to take days off. Assuming that you have a reasonable number of varied interests, you can find work satisfying and yet still take off work to enjoy a three-day weekend, tan yourself on a warm summer day, or watch the World Series on Television if those days come free with no penalties. Also, as with productivity, outside factors can act to reduce the correlation. An excellent illustration of how satisfaction directly leads to attendance, where there is a minimum impact from other factors, is a study done at Sears, Roebuck. Satisfaction data were available on employees at Searss two
32

headquarters in Chicago and New York. Additionally, it is important to note that Searss policy was not to permit employees to be absent from work for avoidable reasons without penalty. The occurrence of a freak April2 snowstorm in Chicago created the opportunity to compare employee attendance in New York, where the weather was quite nice. The interesting dimension in this study is that the snowstorm gave the Chicago employees a built-in-excuse not to come on work. The storm crippled the citys transportation and individuals knew they could miss work this day with no penalty. This natural experiment permitted the comparison of attendance records for satisfied and dissatisfied employees at two locations-one where you were expected to be at work (with normal pressures for attendance) and the other where you were free to choose with no penalty involved. If satisfaction employees should have stayed home. The study found that on this particular April2 absenteeism rates in New York were just as high for satisfied groups of workers as for dissatisfied groups. But in Chicago, the workers with high satisfaction scores had much higher attendance than did those with lower satisfaction levels. These findings are exactly what we would have expected satisfaction is negatively correlated with absenteeism. SATISFACTION AND TURNOVER: Satisfaction is also negatively related to turnover, but the correlation is stronger than what we found for absenteeism. Yet, again, other factors such as labor market conditions, expectations about alternative job opportunities and length of tenure with the organization are important constraints on the actual decision to leave ones current job.

33

Evidence indicates that an important moderator of the satisfaction-turnover relationship is the employees level of performance. Specifically, level of satisfaction is less important in predicting turnover for superior performers. Why? The organization typically makes considerable efforts to keep these people. They get pay raises, praise, recognition, increased promotional opportunities, and so forth. Just the opposite tends to apply to poor performers. Few attempts are made by the organization to retain them. There may even be subtle pressures to encourage them to quit. We should expect, therefore, that job satisfaction is more important in influencing poor performers to stay than superior performers. Regardless of level of satisfaction, the latter are more likely to remain with the organization because the receipt of reorganization, praise and other rewards gives them more reasons for staying. Consistent with our previous discussion, we shouldnt be surprised to find that a persons general disposition toward life also moderates the satisfaction-turnover relationship. Specifically, some individuals generally gripe more than others and such individuals, when dissatisfied with their jobs, are less likely to quit than those who are more positively disposed toward life, are if two workers report the same level of job dissatisfaction, the one most likely to quit is the one with the highest predisposition to be happy or satisfied in general.

34

GLOBAL PERSPECTIVE
The industry landscape in India has been going through a phenomenal change over the last ten years. Entrepreneur driven and globally net worked industrial enterprises are fast becoming the emblems of a new India. In the onrush of new technologies, it is perhaps inevitable that the new economy comprising IT, communications and entertainment sector, has a tendency to elbow out the entrenched manufacturing sector. But that is no reason for believing that the future is unpromising for the countrys vast traditional industrial facilities, which need to be geared for global competition. In 2001, the worldwide market for ISS grew to approximately $8 billion. This number represents an increase of approximately $1.3 billion over 2000s market size of $6.7 billion. By the end of 2006, IDC expects the worldwide ISS market to almost triple to $23.6 billion at a compound annual growth rate (CAGR) of approximately 24.1% over the period between 2001 and 2006. In 2001, the worldwide market for ISS grew to approximately $8 billion. This number represents an increase of approximately $1.3 billion over 2000s market size of $6.7 billion. By the end of 2006, IDC expects the worldwide ISS market to almost triple to $23.6 billion at a compound annual growth rate (CAGR) of approximately 24.1% over the period between 2001 and 2006.

35

INDIAN SECTOR ANALYSIS

Offshore outsourcing is a key feature of todays global markets, with India serving as a major port for such activity. As the countrys software industry continues to raise, Indias information technology professionals must find new ways to compete in the global economy. Though the Indian software industry is constantly evolving, the challenges it faces if it hopes to continue to compete in the global market. Companies must ensure that their employees focus on speed, imagination and excellence so that adaptation takes place.

INDIAN SOFTWARE POTENTIAL AND PROSPECTS

Supplying programmers or doing simple coding or code conversion does not require a great deal of knowledge about the customers business domain or specialization in specific technologies. Lacking such expertise and experience, Indian firms has been willing to adapt to any new domain. The most important determinant of competitive success appears to have been the ability to provide trained software programmers at low cost upon demand. A large fraction of firms provides services for a large number of industries, including manufacturing, banking and insurance, retail and distribution, and transport. In addition, a number of large tele-communication firms are important customers for Indian software firms.

36

FACTORS FUELING GROWTH OF IT/S

There is a large mass of untapped potential blockbuster customers set to take off. The familiarity and experience of Indian players with off shoring is dramatically increasing the breadth of service lines (for instance, ITES, SI, ITO and R&D Services). Significant under-penetrated segments exist at both country and industry levels. Pressurized to cut costs, global majors have a compulsion to move a significant Portion of their work to India.

BUSINESS ANALYSIS
India invented the modern offshore outsourcing industry, and it currently exports about USD $9.875 Billion a year in software and IT Services, with growth rates of over 28%. Indian software companies initially concentrated their efforts by providing low-level design, coding, testing, and maintenance and support services for the export market. Although, Indian companies have moved up the value chain into areas such as systems integration, network and infrastructure management and system planning and design work, they do not have the name recognition that U.S. based consulting firms do; they are mainly seen as providing a low-cost, highquality solution. It is estimated that U.S. companies outsourcing development to Indian software companies can see projected savings of 50% to 70%, compared to similar priced projects in the U.S. The real strength in the Indian software Industry however, does not lie in its low-cost structure, instead, the reason that Indian firms dominate the outsource software development industry is their strong focus on quality software and processes. In software development, Carnegie Mellon Universities Capability
37

Maturity Model (CMM) is a model, which prescribes standards in different stages of software development that firms at a given level of maturity must have. All the top-tier Indian vendors are certified at CMM Level 5, the highest level. In fact, of the 23 firms in the world that have been awarded CMM-5, 15 of them are Indian. This combination of large supply of top-notch low cost labor, high quality software processes, and the scale to handle all types of work has allowed the Indian software industry to become a global software powerhouse. However, Indian firms now face the threat of lower cost software developers from developing nations such as Romania, China and Russia. The next step for the Indian software firms is too move up the value chain and provide total solutions for their clients. Namely, the Indian firms are now concentrating on providing IT and business consulting services to their global clients, going head to head against global giants such as Accenture and EDS. The Indian software companies will have to make a large investment in hiring, training and retraining their employees to compete in a global market. They will also have to expand overseas and establish subsidiaries in the US and Europe. All these moves will increase their overall costs; while at the same time fend off lower costs competitors from Russia, China and Eastern Europe.

MARKET SEGMENTATION
The Indian industry has been segmented into various segments and these segments are based on each industry. The IT Services is the largest growing industry. IT segment provides research and development services for hardware and software design to technology and telecommunication companies, software application
38

development services to corporate enterprises. Segments currently organize company, including Global IT Services and Products (comprising of IT Services and BPO Services segments), India and Asia-Pacific IT Services and Products. The Company evaluates the segments based on their revenue growth, operating income and return on capital employed segment

FORCES THAT COULD MAKE OR BREAK THE INDUSTRY

The software industry is facing the challenges of more sophisticated network environments, greater competition, increasingly dominant players and, at least in the PC segment, substantial price cuts, and lower margins. More software than ever before is being distributed on a high volume, mass-marketed basis. Highend commercial software has been the most resistant to price cuts while workstation and PC software prices continue to dip. Other issues in the foreseeable future include the evolution of distributed processing aspects of today's client or server computing to more complicated global enterprise wide distributed computing. At the same time, the scope and nature of available software products are ever expanding. They range from graphical user interfaces familiar to PC users to applications programs like mass-market spreadsheets to more sophisticated software used in designing integrated circuits. Less obvious is embedded software, critical to equipment in locations as disparate as the factory floor and a doctor's office. In fact, instruments and devices of all types depend more and more on software because software provides the flexibility to meet the needs of a variety of users.
39

COMPETITIVE LANDSCAPE
The Indian industry is comparable to that of the Irish and Israeli software industries in terms of revenues and exports. However, the level of earnings per software professional appears to be substantially below that in Israel and Ireland. All three, India, Ireland and Israel, have some common characteristics including an abundant supply of manpower from a highly educated, and relatively inexpensive, English speaking workforce. Each country also has some special characteristics that have enabled it to emerge as significant players in the world software markets, albeit in different types of activities and domains. A large fraction of the firms are engaged in developing software packages, often technically highly sophisticated, for export markets. Many of the world's largest computer companies including Microsoft, IBM, Digital, Hewlett Packard, National Semiconductor, Motorola and others have set up software development centers in Israel.

40

2.2 COMPANY PROFILE Arul Das Industries was established in 1995 with intension of designing & manufacturing of press tools, press components and material handling system on turnkey basis. Company also provides consultancy in designing press tools. Company has intents to grow the business by continuously upgrading the quality, widening the costumer base and exploring the possibility of exports market. As an initial step company has opted for implementing ISO 9001 2000 quality management system. Company understands changing global market scenario and plan to invest in new systems to improve product variation and increase production capacity by improving efficiency & productivity. The company has built up a strong capability in engineering and execution excellence. The company works closely with customers to meet and surpass their expectation and ensuring Total Customer Satisfaction through excellence in product quality, response time and price competitiveness. In an industry where Precision, Pricing and People are of paramount importance, the company has set stringent benchmarks and works consistently in achieving and improving on it.

41

The company is engaged in the engineering works related to Designing and manufacturing of sheet metal, press tool, plastic moulds, Multi cavity plastic moulds, die casting dies, extrusion dies, Vacuum forming machine and so on. With our technical expertise and vast experience in the field, we have been able to establish ourselves a reliable entity in the market. Ours is an ISO 9001: 2000 certified company. The company endeavors at providing maximum satisfaction to its esteemed clients through its range of products and services. Consequently, we are reckoned as one of the most credible Die Casting Products Manufacturers and Suppliers in the market. Arul Das Industries was set up with a mission to manufacture quality Forging and Forming Tools. Within a short period, the company has made rapid strides in growth and excellence. And the company incorporates Quality Assurance Program (QAP), to ensure that the systems and processes are constantly monitored and thus improvements may accelerate the growth of client's business. The Company has a wide product range that caters to various industries ranging from General Engineering, Fasteners, Chain Industry, Brakes, etc.

42

Infrastructure and Capability the Company has invested in a state of the art shop floor which are equipped with: Grinding Machines Tool & Cutter Grinders Lathes Milling Machines Drilling Machines EDM Spark Machines Hydraulic Press Support base of EDM wire cut, VMC, JIG boring, CNC Machines, Heat treatment and surface Engineering. The shop floor is also equipped with metrology lab, a dedicated quality assurance section which constantly and consistently focuses on strict adherence to quality norms. Having qualified and dedicated team, who can undertake design and development of Jigs, Fixtures, Moulds and Special Tools based on the applications, supported with customized CAD/CAM programmmes. Quality is a process at Arul Das Industries. To ensure that, the company delivers nothing but the best, the company has a Quality Assurance Program (QAP) in place. This ensures that the systems and processes are constantly monitored and improvement brought in to ensure total satisfaction to customers. The company is guided by a set of quality control policy adopted by the management. All our products have to be tested on different parameters with the
43

latest non contact measuring equipment. According to the said policy, we also adhere to the timely delivery of the booked products. Subsequently, we are counted among the major Plastic Moulds Manufacturers and Suppliers in the country. QUALITY POLICY We, at Arul Das Industries, shall aim to achieve and sustain excellence in all our activities. We are committed to Total Customer Satisfaction by providing products and services which meet or exceed the Customers expectations. Modernization of the manufacturing facilities, Stress on technological innovation and training of employees at all levels shall be continuous process in Arul Das Industries. A motivated workforce with a sense of pride in the organization shall lead us towards Total Quality. PRODUCTS We are one of the well reckoned names in the genre of tools that are widely used in various industries. We manufacture precision press tools and precision stamped components. These products manufactured by us are engineered using years of experience and expertise. The acme quality raw materials used in manufacturing these products are processed as per international standards. The services offered by us include designing and manufacture of simple, compound and progressive tools.
44

In addition to this, we also undertake job work in optical profile grinding, jig grinding, vacuum heat treatment, etc. Besides, we also offer customized solution of press tools as per the requirements and specifications of the clients. A. Press Components Division 1. Designing & Manufacturing of Press Tools & Press Components. B. Material Handling Division 1. Belt Conveyor for Bulk Material Handling. 2. Bag Handling System. 3. Ash Handling System. 4. Screw Conveyor. 5. EnMass Conveyor. 6. Bucket Elevator. 7. RBC. 8. Bagasse Bale Breaker. 9. Slat Conveyor.
10. All types of chains & slats.

11. Spares for all conveyors. 2. Specially Press Components applicable for a. Control Panel. b. Molded Luggage. c. Power Tools. d. Precision Machinery Spares
45

3. Walkways and Gratings. C. Heat Exchangers.

General Specification Model Boom Length C/C Delivery Height (Max.) Delivery Height (Min.) No of Bag layers Degree Of Inclination Horse Power Our Mission To Be a Reliable, Preferred Global Solution Provider and Supplier of Precision Tooling Stamped Components and Sub Assemblies for Electronics, Electrical, Communication, Instrumentation, Medical & Aviation Sector. 14 ft. 20 ft. 26 ft. 33 ft. 4300 mm. /6100 mm. /7900 mm.10100 45 ft. 13700

14ft 20ft. /26ft mm. /33ft mm. /45ft 2750 mm. /4000 mm. /5000 mm.6700 mm. /8800 9ft 13ft /16ft 22ft mm. /29ft 1400 mm. /1500 mm. /2000 mm.2500 mm /3500 4.5ft 9 Nos. 31Deg 1.5HP 5ft 13 Nos. 40Deg 2.0HP /6.5ft 17 Nos. 40Deg 3.0Hp 8ft 22 Nos. 40Deg 5.0Hp mm. /11ft 29 Nos. 40Deg 7.5Hp

46

47

CHAPTER III ANALYSIS

48

Table 1: 3.1.1. My colleagues at work are friendly.

Scale SA Weightage: 5 Responses: 24 Total: 120 143

A 4 5 20

N 3 1 3

DA 2 0 0

SDA 1 0 0

WiXi=143 WiXi/30=143/30 = 4.766 Inference: By the calculation it was found that, the weighted average is 4.776.From the analysis the inference made is that majority of responses say the colleagues at work are friendly. They were cooperative in helping each other. Ultimately the environment is friendly.

49

Chart 1: 3.1. 1. My colleagues at work are friendly.

To know Collegues are friendly 30 25 R es 20 p 15 o 10 n de 5 nt 0 s

Strongl disagre y e

Disagre Neutr e al Collegues are friendly

Agre e

Strongl yAgre e

50

Table 2: 3.1.2. They are helpful in resolving my technical difficulties.

Scale Weight

SA 5

A 4 10 40

N 3 2 6

DA 2 0 0

SDA 1 0 0

age: Responses: 18 Total: 90 136

WiXi=136 WiXi/30=136/30 = 4.533 Inference:

51

By the calculation it was found that, the weighted average is 4.533. From the analysis the inference made is that majority of responses say the colleagues at work are helpful in resolving technical snags. The employee feels comfortable in handling the job in case of technical snags. The workplace has supportive work colleagues.

52

Chart 2: 3.1.2. They are helpful in resolving my technical difficulties.

To know collegues are helpful

20 15 10 5 0 Strongly disagree Disagree Neutral Agree Strongly agree Resndents

Collegues are helpful

53

Table 3: 3. 1.3. I am appreciated for good performance by my immediate superior.

Scale SA Weightage:5 Responses: 15 Total: 75 130

A 4 10 40

N 3 5 15

DA 2 0 0

SDA 1 0 0

WiXi=130 WiXi/30=130/30 = 4.333 Inference: By the calculation it was found that, the weighted average is 4.333. From the analysis the inference made is that majority of responses say the employee is appreciated for good performance. The employees have felt
54

good about the superiors appreciation. So the organization has supportive superiors for the employees.

55

Chart 3: 3. 1.3. I am appreciated for good performance by my immediate superior.

To know the employee is appreciated for good job Respondents 20 15 10 5 0 Strongly Disagree disagree Neutral Agree Strongly agree

Responces

56

Table 4: 3.1.4. My superior welcomes my opinion and shows personal interest. Scale SA Weightage:5 Responses: 14 Total: 70 128 A 4 10 40 N 3 6 18 DA 2 0 0 SDA 1 0 0

WiXi=128 WiXi/30=128/30 = 4.266 Inference: By the calculation it was found that, the weighted average is 4.266. From the analysis the inference made is that majority of responses say that the supervisor welcomes employees opinion. The supervisor encourages the complete employee team to come out with their views. This variable also says the organization has supportive supervisors with them for their employees.

57

Chart 4: 3.1.4. My superior welcomes my opinion and shows personal interest.

To know supervisor welcomes employee's opinion

Respondents 15 10 5 0 Strongly disagree Neutral Responces Strongly agree

58

Table 5: 3.1.5. I expect privacy when Im at work. Scale Weightage: Responses: Total: SA 5 7 35 108 A 4 12 48 N 3 5 15 DA 2 4 8 SDA 1 2 2

WiXi=108 WiXi/30=108/30 =3.6 Inference: By the calculation it was found that, the weighted average is 3.6. From the analysis the inference made is that majority of responses say the employees expect privacy at work place. The responses say that the environment is free from disturbances. So this variable supports the employee with healthy environment without disturbances.

59

Chart 5: 3.1.5. I expect privacy when Im at work.

To know employee expects privacy at work

Resondents 15 10 5 0 Strongly Disagree Neutral disagree Responce Agree Strongly agree

60

Table 6: 3.1.6. I need technically updated tools Scale Weightage: Responses: Total: SA 5 17 85 134 A 4 10 40 N 3 3 9 DA 2 0 0 SDA 1 0 0

WiXi=134 WiXi/30=134/30 =4.644 Inference: By the calculation it was found that, the weighted average is 4.644. From the analysis the inference made is that majority of responses say the employee expects technically updated tools to work. The company has equipped the employees with all technically updated tools. From the analysis the organization has supportive work condition.

61

Chart 6: 3.1.6. I need technically updated tools

To know employee needs technically udated tools

Respondents 20 10 0 Strongly Disagree Neutral disagree Responces Agree Strongly agree

62

Table 7: 3.1.7. I am satisfied with my companys policies Scale Weightage: Responses: Total: SA 5 14 70 129 A 4 11 44 N 3 5 15 DA 2 0 0 SDA 1 0 0

WiXi=129 WiXi/30=129/30 =4.3 Inference: By the calculation it was found that, the weighted average is 4.3. From the analysis the inference made is that majority of responses say the employee is satisfied with the companys policies. All HR policies are in favor of employee welfare.

63

Chart 7: 3.1.7. I am satisfied with my companys policies

To know employee is satisfied with the company's policy

Respondents 15 10 5 0 Strongly Disagree Neutral disagree Responces Agree Strongly agree

64

Table 8: 3.1.8. My company rewards me for good performance. Scale Weightage: Responses: Total: SA 5 12 60 122 A 4 9 36 N 3 8 24 DA 2 1 2 SDA 1 0 0

WiXi=122 WiXi/30=122/30 =4.066 Inference: By the calculation it was found that, the weighted average is 4.066. From the analysis the inference made is that majority of responses say the employee is rewarded to good performance. Every quarter the performance is accessed, best performer is rewarded.

65

Chart 8: 3.1.8. My company rewards me for good performance.

To know the company rewards for good performance

Resondents 15 10 5 0 Strongly Disagree Neutral disagree Responces Agree Strongly agree

66

Table 9: 3.1.9. My pay stub is Satisfactory. Scale Weightage: Responses: Total: SA 5 7 35 116 A 4 12 48 N 3 11 33 DA 2 0 0 SDA 1 0 0

WiXi=116 WiXi/30=116/30 =3.866 Inference: By the calculation it was found that, the weighted average is 3.866. From the analysis the inference made is that majority of responses say the employee is satisfied with pay. The responses say the employees are not satisfied with appraisal policy.

67

Chart 9: 3.1.9. My pay stub is Satisfactory.

To know the pay stub is satisfactory

Resondents 15 10 5 0 Strongly Disagree Neutral disagree Responces Agree Strongly agree

68

Table 10: 3.1.10. My job is mentally challenging. Scale Weightage: Responses: Total: SA 5 14 70 125 A 4 11 44 N 3 2 6 DA 2 2 4 SDA 1 1 1

WiXi=125 WiXi/30=125/30 =4.166 Inference: By the calculation it was found that, the weighted average is 4.166. From the analysis the inference made is that majority of responses say the job is mentally challenging. The organization has appropriate job design that makes the employee to handle difficult tasks.

69

Chart 10: 3.1.10. My job is mentally challenging.

To know the job is mentally challenging

Respondents 15 10 5 0 Strongly Disagree disagree Neutral Agree Strongly agree

Responces

70

Table 11: 3.1.11. My job is designed to handle variety of tasks. Scale Weightage: Responses: Total: SA 5 13 65 126 A 4 11 44 N 3 5 15 DA 2 1 2 SDA 1 0 0

WiXi=126 WiXi/30=126/30 =4.2 Inference: By the calculation it was found that, the weighted average is 4.2. From the analysis the inference made is that majority of responses say the job is designed to handle variety of tasks. This variable was possible because employees were trained to handle different tasks.

71

Chart 11: 3.1.11. My job is designed to handle variety of tasks.

To know the job handles variety of tasks

Respondents 15 10 5 0 Strongly Disagree Neutral disagree Responces Agree Strongly agree

72

Table 12: 3.1.12. My job gives me opportunity to use my skills and abilities. Scale Weightage: Responses: Total: SA 5 15 75 131 A 4 11 44 N 3 4 12 DA 2 0 0 SDA 1 0 0

WiXi=131 WiXi/30=131/30 =4.366 Inference: By the calculation it was found that, the weighted average is 4.366. From the analysis the inference made is that majority of responses say the job design makes the employee to use all his skills and abilities. The job design was done in such a way that it lets the employee to apply all his skills and abilities.

73

Chart 12: 3.1.12. My job gives me opportunity to use my skills and abilities.

To know the job gives opportunity to use skill & abilities

Respondents 20 10 0 Strongly Disagree Neutral disagree Resonces Agree Strongly agree

74

Table 13: 3.1.13. I attain my targets in stipulated time. Scale Weightage: Responses: Total: SA 5 3 15 42 A 4 6 24 N 3 1 3 DA 2 0 0 SDA 1 0 0

Wi Xi =42 Wi Xi/10=42/10 =4.2 Inference: By the calculation it was found that, the weighted average is 4.2. From the analysis the inference made is that majority of responses say the employee is target oriented. The employees are goal oriented.

75

Chart 13: 3.1.13. I attain my targets in stipulated time.

To know the employee attain the target in stiulated time

7 6 5 4 3 2 1 0 Strongly Disagree disagree Neutral Resonces Agree Strongly agree

Resondents

76

Table 14: 3.1.14. I feel confident when Im at work. Scale Weightage: Responses: Total: SA 5 8 40 47 A 4 1 4 N 3 1 3 DA 2 0 0 SDA 1 0 0

WiXi=47 WiXi/10=47/10 =4.7 Inference: By the calculation it was found that, the weighted average is 4.7. From the analysis the inference made is that majority of responses say the employee feels confident when he is at work. Since confidence is a most important trait for a HR professional the recruited employee has right job fit.

77

Chart 14: 3.1.14. I feel confident when Im at work.

To know the emloyee's Confidence

10 8 6 4 2 0 Strongly Disagree Neutral disagree Responces Agree Strongly agree Resndents

78

Table 15: 3.1.15. I am domineering. Scale Weightage: Responses: Total: SA 5 1 5 29 A 4 2 8 N 3 3 9 DA 2 3 6 SDA 1 1 1

WiXi=29 WiXi/10=29/10 =2.9 Inference: By the calculation it was found that, the weighted average is 2.9. From the analysis the inference made is that majority of responses say the very few are dominative in character. This attribute is most important trait for a HR professional. They need to be trained in this quality.

79

Chart 15: 3.1.15. I am domineering.

To know the emloyee is dominating in nature

Resondents 4 3 2 1 0 Strongly Disagree disagree Neutral Agree Strongly agree

Responces

80

Table 16: 3.1.16. I seldom get bored with my job Scale Weightage: Responses: Total: SA 5 2 10 29 A 4 0 0 N 3 4 12 DA 2 3 6 SDA 1 1 1

WiXi=29 WiXi/10=29/10 =2.9 Inference: By the calculation it was found that, the weighted average is 2.9. From the analysis the inference made is that majority of responses say the employee do not get bored with the job. This shows employee need to have the drive to achieve the target. Most of the employees are ambitious and dedicated to work

81

Chart 16: 3.1.16. I seldom get bored with my job

To know the employee gets bored with his job Respondents 5 4 3 2 1 0 Strongly disagree Disagree Strongly agree Neutral Agree 82

Reponces

Table 17: 3.1.17. I want to be myself. Scale Weightage: Responses: Total: SA 5 10 50 89 A 4 9 36 N 3 1 3 DA 2 0 0 SDA 1 0 0

WiXi=89 WiXi/10=89/20 =4.45 Inference: By the calculation it was found that, the weighted average is 4.45. From the analysis the inference made are that majority of responses saying the employee want to be individualistic in nature. The employee dint wants to imitate someone else at work.

83

Chart 17: 3.1.17. I want to be myself.

To know the emloyee's individualistic nature

12 10 8 6 4 2 0 Strongly Disagree disagree Neutral Agree Strongly agree Respondents

Responces

84

Table 18: 3.1.18. I am inquisitive in learning new technologies.

Scale Weightage: Responses: Total:

SA 5 17 85 97

A 4 3 12

N 3 0 0

DA 2 0 0

SDA 1 0 0

WiXi=97 WiXi/10=97/20 =4.85 Inference: By the calculation it was found that, the weighted average is 4.85. From the analysis the inference made is that majority of responses say the employee is inquisitive to learn new technologies. From this trait it could be inferred, that technical employees have the perfect match for the job. 19. I dont like to depend on others.

85

Chart 18: 3.1.18. I am inquisitive in learning new technologies.

To know the employee is inquisitive to learn

20 Resndents 15 10 5 0 Strongly Disagree disagree Neutral Resonces Agree Strongly agree

86

Table 19: 3.1.19. Wanted to be Independent Scale Weightage: Responses: Total: SA 5 8 40 78 A 4 6 24 N 3 3 9 DA 2 2 4 SDA 1 1 1

WiXi=78 WiXi/10=78/20 =3.9 Inference: By the calculation it was found that, the weighted average is 3.9. From the analysis the inference made are that majority of responses said that the employee wanted to be independent. This shows the employee has right attitude at work place.

87

Chart 19: 3.1.19. Wanted to be Independent

To know the employee's dependency level

10 Respondent 8 6 4 2 0 Strongly Disagree disagree Neutral Responces Agree Strongly agree

88

Table 20: 3.1.20. I like to trouble shoot any critical problem. Scale Weightage: Responses: Total: SA 5 14 70 93 A 4 5 20 N 3 1 3 DA 2 0 SDA 1 0

WiXi=93 WiXi/20=93/20 =4.65 Inference: By the calculation it was found that, the weighted average is 4.65. From the analysis the inference made is that majority of responses say the employee has problem solving ability. This result shows how inquisitive the employees are to trouble shoot any issue. The employee have personality fit for the job.

89

Chart 20: 3.1.20. I like to trouble shoot any critical problem.

To know the employee's problem solving ability

Respondents 15 10 5 0 Strongly Disagree Neutral disagree Responces Agree Strongly agree

90

CONSOLIDATION OF DATA USING WEIGHTED AVERAGE METHOD

ATTRIBUTES Q1- Colleagues Q2- Resolving technical difficulties Q3- Immediate superior Q4- Opinion consideration Q5- Expectancy of privacy Q6- Technical tools Q7- Companys policies Q8- Rewards Q9- Pay stuff Q10- Job mentally challenging Q11- Job design Q12- Opportunity to use skills and ability Q13- Targets Q14- Confidence Q15- Domineering Q16- Attitude towards the job Q17- Individuality Q18- Urge to learn Q19- Independent Q20- Troubleshoot

WEIGHTED AVERAGES 4.776 4.533 4.333 4.266 3.6 4.644 4.3 4.066 3.866 4.166 4.2 4.366 4.2 4.7 2.9 2.9 4.45 4.85 3.9 4.65

91

Total Average

= =

83.6666 4.1833

Therefore it is inferred that the job satisfaction level is largely high in the five-point scale.

92

CHAPTER IV FINDINGS & RECOMMENDATION

93

POSITIVE FINDINGS
The job satisfaction level of employees with Arul Das Industries is

predominantly high.
The employee feels glad to work with Arul Das Industries.

The work environment has supportive colleagues.

Arul Das Industries has supportive ambience and facilities.

The employee is satisfied with their salary. Employee feels that his views are given moderate consideration. The job design is mentally challenging & enables the employee to handle variety of tasks. The employees recruited have right personality for job fit. The company has good recognition amongst the clients.

NEGATIVE FINDINGS
Some employees leave the company without prior notification. That should not be encouraged. During crisis, on time replacement has become a problem to tackle.

94

RECOMMENDATIONS
Communication with in the organization should be improved. Employee should be motivated for his performance, not only by monitory benefits but also by job enrichment. The working hours must be considerably reduced. HR professionals need to be given targets as IT professionals. Provide uninterrupted and be more client oriented service, which depend on the employees Support from management side to employees during hectic schedules, through motivation. More interaction required on technical grounds. Organizing more seminars and presentations can do this. An employee who wants to leave the organization must give prior notification.

95

CONCLUSION
In todays scenario where the organizations face threat of attrition, that could be reduced by assuring employee with considerable level of satisfaction at work place. The research was conducted to provide the organization a fair idea to identify the employee needs during constraints thus facilitating them to feel comfortable at work. This also helped in identifying the most profitable employee and retaining those employees during the time of crisis. From the survey it is been identified that Arul Das Industries has employee with right attitude, favoring work conditions, motivating rewards and remunerations which explicitly reveals that the over all satisfaction level of employees with Arul Das Industries is commendably high.

96

BIBLIOGRAPHY

97

REFERENCES
www.avsysindia.com www.indiainfoline.com www.citehr.cm www.citeman.com www.shrm.org www.hrnext.com www.hrguide.co www.wikipedia.com

98

ANNEXURES
QUESTIONNAIRE: SA-Strongly agree, A-Agree, N-Neutral, DA-Disagree, SDA-Strongly Disagree To know the work place has Supportive Colleagues: a) b) c) d) My colleagues at work are friendly. SA ( ), A ( ), N ( ), DA ( ), SDA ( ) They are helpful in resolving my technical difficulties. SA ( ), A ( ), N ( ), DA ( ), SDA ( ) My immediate superior appreciates me for good performance. SA ( ), A ( ), N ( ), DA ( ), SDA ( ) My supervisor welcomes my opinion and shows personal interest. SA ( ), A ( ), N ( ), DA ( ), SDA ( ) To know there is supportive work condition: a) b) c) I can work in noisy environment. SA ( ), A ( ), N ( ), DA ( ), SDA ( ) I expect privacy when Im at work. SA ( ), A ( ), N ( ), DA ( ), SDA ( ) I need technically updated tools to work. SA ( ), A ( ), N ( ), DA ( ), SDA ( )

99

To know the employee is supported by equitable rewards: a) b) c) I am satisfied with my companys policies. SA ( ), A ( ), N ( ), DA ( ), SDA ( ) My company rewards me for good performance. SA ( ), A ( ), N ( ), DA ( ), SDA ( ) My pay stub is satisfactory. SA ( ), A ( ), N ( ), DA ( ), SDA ( ) To know his/her work is challenging: a) b) c) My job is mentally challenging. SA ( ), A ( ), N ( ), DA ( ), SDA ( ) My job is designed to handle variety of tasks. SA ( ), A ( ), N ( ), DA ( ), SDA ( ) My job gives me opportunity to use my skills & abilities. SA ( ), A ( ), N ( ), DA ( ), SDA ( ) To know the job fit of the employee to his personality: To understand this objective question were formulated based on Hollands job fit personality theory. According to the theory the most predominant personality trait that a HR professional would have is enterprising (confident, ambitious, energetic, domineering), similarly the most prominent characteristic of an IT professionals is Investigative (analytical, independent, curious, original).

100

(HR professionals) a) b) c) d) I attain my targets in stipulated time. SA ( ), A ( ), N ( ), DA ( ), SDA ( ) I feel confident when Im at work. SA ( ), A ( ), N ( ), DA ( ), SDA ( ) I am domineering. SA ( ), A ( ), N ( ), DA ( ), SDA ( ) I seldom get bored with my job. SA ( ), A ( ), N ( ), DA ( ), SDA ( )

(IT professionals) a) b) c) I want to be myself. SA ( ), A ( ), N ( ), DA ( ), SDA ( ) I am inquisitive in learning new technologies. SA ( ), A ( ), N ( ), DA ( ), SDA ( ) I dont like to depend on others. SA ( ), A ( ), N ( ), DA ( ), SDA ( ) I like to troubleshoot any critical problem. SA ( ), A ( ), N ( ), DA ( ), SDA ( )

101