INTRODUCTION Significance of the study:

The relation between man and work has always attracted the attention of philosophers, scientists and Novelists. A major part of the mans life is spent in work. Work is said to be social reality and social expectation to which men seem to conform. Work not only provides status to the individual but also binds him to the society. Humans may be Physically alike but not behaviorally. In fact the same person behaves differently, in different situations. This is due to the influence of various factors. The important among them include various models of man i.e., Economic man, Social man, Organization man, Self actualizing man, Complex man, Impulsive man and Compulsive man, As such human behavior is complex and dynamic. We often come across with a number of and variety of people in different situations, organizations and societal set-ups. These people may be similar or dissimilar with each other in (1)Physical features like height, Weight, body structure facial dimensions etc. (ii)psychological factors like attitudes, values, opinions, perception. Leadership etc. (iii) social factors like activeness, Shyness, interactive etc. and (iv) in human resources like skills, knowledge, abilities, commitment, values, beliefs etc. In is clear that the cognitive abilities of the people like aptitudes, intellectual abilities, interests etc., physical traits, social interactive skills, religious beliefs do
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not exist, in the same extent in all the people. It can be said that no two individuals are alike and each individual is unique in himself or herself . However, We find some similarities in people

HUMAN RESOURCES :In a general way, human resources are the people and their characteristics at work either at the national level or organizational level. Megginson has defined human resources as follows : From the national point of view, human resources are knowledge. Skills, creative abilities, talents and altitudes obtained in the population; where as from the viewpoint of the individual enterprise, they represent the total of the inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitudes of its employees Jucius has called these resources as human factors which refer to a whole consisting of interrelated, interdependent and interacting physiological, psychological, sociological and ethical components. Sumatra Ghoshol, professor of strategic leadership and considered as management Guru, has termed human resources as human capital consisting of three types of capital intellectual capital, social capital, and emotional capital. Intellectual capital consists of specialized knowledge, tacit knowledge and skills, cognitive complexity, and learning capacity, social capital consists of network of relationships, sociability and trust worthiness, and emotional capital consists of self confidence, ambition and courage, risk taking ability and resilience,

Since an organization performs a number of functions to achieve its objective it requires human resources of different types which may be categorized on the basis of functional areas like production, marketing, finance, etc. or organizational hierarchy or the levels at which these resources are put. Human Resources are one of the most vital assets of an organization. It is the people who make other sources moving; they perform various activities in different functional areas like production, marketing, finance etc. The significance of human resources in a modern organization can be seen in the context of activation of nonhuman resources, means for developing competitive advantages, and source of creative energy.

1.Activation of non human Resources: Human resources handle all physical and financial resources in an organization. Without their efforts, these non human resources remain idle. In this context, Rensis Liker, a management expert, has observed as follows: All the activities of any enterprise are initiated and determined by the persons who make up that institution: Plants, offices, computers, automated equipments, and all else that a modern firm uses are unproductive except the human efforts, and in the direction of all the tasks of management, managing the human component is the central and most important task because all else depends on how well it is done.

2. Means for Developing competitive Advantages:

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Human Resources can be used as a means for developing competitive advantages which may be in the form of Lower cost of production, development of products for special needs. Special means for special sources of funds, etc. since all these are done by human resources. They can be geared to achieve all these. How companies have realized the value of human resources may be seen by the following statement made by the chairman of ITC Limited:

The challenge of attaining international dimension is at once humbling, inspiring, and exciting. In the Ultimate analysis the cutting edge, in the realization of such on aspiration would be provided by the dynamism of its human resource. 3. Source of creative Energy : In todays dynamic world, creativity is vital to every organization. Creative Thinking is the process of bringing a problem before ones mind clearly by imagining, visualizing, supposing, musing, contemplating. Or the like, and then Originating an idea, concept realization lines. People in the organization are the only source of such creativity. They can produce unlimited ideas. There is no apparent Limit to use their potential to create new and better ideas. No other resource in the organization can do that.

In order to make effective Utilization of human resources, they have to be managed appropriately. Human Resource management, as a field of study, makes an attempt to provide knowledge, skills and aptitudes for managing human resources more effectively.

HUMAN RESOURCE MANAGEMENT: Human Resource management refers to a set of programmes functions and activities designed and carried out in order to maximize both employees as well as organizational effectiveness. It is the process of binding people and organizations together so that the objectives of each are achieved.

DEFINITIONS: According to FLIPPO human resource management is The planning organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and reproduction of human resources of the end that individual, organizational and societal objectives are accomplished. Miltonic and Bounder have defined human Resource management as a series of integrated decisions that form the employment relationship, their Quality contributes to the ability of the organizations and the employees to achieve their objectives Thus human resource management is a management function that helps managers plan, result, select, train, develop, remunerate and maintain members of an organization. It is concerned with the peoples dimension in organizations. Human resource management is known by different names, such as personnel management, man power management, staff management and knowledge management, etc. SCOPE OF HUMAN RESOURCE MANAGEMENT:
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The scope of HRM is indeed vast, all major activities in the working life of a worker- from the time of his or her entry in to an organization Until he or she leaves come under the preview of HRM. Specifically, the activities included are HR planning, Job analysis and placement, training and development, performance appraisal and job evaluation, employee and executive remuneration, motivation and communication, welfare, safety and health, industrial relations (IR) and the like. For the sake of convenience, we can categories all these functions into seven sections (i) introduction to HRM, (ii) employee hiring, (iii) employee and executive remuneration, (iv) employee- motivation, (v) employee maintenance (vi) IR, and (vii) Prospects of HRM OBJECTIVES OF HUMAN RESOURCE MANAGEMENT: (i to create and utilize an able and motivated workforce, to accomplish the basic organizational goals. (ii To establish and maintain sound organizational structure and desirable working relationships among all the members of the organization. (iii To secure the integration of individual and groups with in the organization by co-ordination of the individual and group goals, with those of the organization. (iv To create facilities and opportunities for individual or group development so as to match it with the growth of the organization. (v To attain an effective utilization of human resources in the achievement of organizational goals.
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(vi To identity and satisfy individual and group needs by providing adequate and equitable wages, incentives, employee benefits and social security measures for challenging work , prestige, recognition, security status etc. (vii To maintain high employee morale and sound human relations by sustaining and improving the various conditions and facilities. (viii To strengthen and appreciate the human assets continuously by providing training and developmental programs. (ix To consider and contribute to the minimization of socio economic evils such as unemployment under employment, inequalities in the distribution of income and wealth and to improve the welfare of the society by providing employment opportunities to women and disadvantaged sections of the society etc.

(x

To provide an opportunity for expression and voice in management

(xi To provide fair acceptable and efficient leadership. (xii To provide facilities and conditions of work and creation of favorable atmosphere for maintaining stability of employment

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT :

Human Resource management is the management of people at work Management of human resources consists of several inter related functions these functions of human Resources management may broadly be classified into two categories (a (b
(A

managerial functions operative functions

Managerial Functions: All managers in the organizations perform managerial functions Through which they get things done. A human resource manager performs the functions of planning, organizing, directing and controlling. 1. Planning : Planning is the conscious determination of future course of

action. This involves why an action, what action, how to take action, and when to take action Thus, planning includes determination of specific objectives, determining projects and programmers, setting policies. In the area of human resource management, planning involves deciding personnel goals, formulating personnel policies and programmers, preparing the human resource budget etc. 2. Organizing: In order to implement the plans, a sound organization structure is required. Organization is the process of allocating tasks among them, and integrating their acclivities towards the common objectives. In this way a structure of relationships among jobs, personnel and physical factors is developed. The right Organization structure is the foundation of effective management because without it the best performance in all other areas will be ineffective. 3. Directing :
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Directing is the process of motivating activating, leading and

supervising people Directing includes all those actions by which a manager influences the actions of subordinates, it involves getting others to act after all preparations have been made. Directing is the heart of the management process because it is concerned with initiating action. It helps to secure the willing and effective co-operation of employees for attaining organizational goals. 4. Controlling: Controlling implies checking, verifying and regulating to

ensure that every thing occurs in conformity with the plans adopted and the instructions issued Such monitoring help to minimize the gap between desired results and actual performance, controlling the management of human resources involves auditing training programmes, analyzing labour turnover records, directing morale surveys, conducting separation interviews and such other means. (B) Operative Functions : Operative functions are also known as service

functions These functions are available at right time and at right place . These functions are concerned with specific activities of procuring, developing compensating and maintaining an efficient work force. (1) Procurement : This is concerned with securing and employing the right kind and proper number of people required in accomplishing the organizational objectives this consists of the job analysis, human resource planning, recruitment, selection, placement, induction activities. (2) Development : It is the process of improving the knowledge skills, aptitudes and values of employees. So that they can perform the present and future jobs more effectively. This function Comprises Performance and potential appraisal training, executive development career development, executive development career development activities.
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(3) Integration : It is the Process of reconciling the goals of the organization with those of its members integration involves motivating employees through various financial and non financial incentives providing Job satisfaction, handling employee grievances, through formal procedure, collective bargaining and developing sound human relations. (4) Maintenance : It is concerned with protecting and promoting the physical and mental health of employees. For this purpose several types of fringe benefits such as housing, medical, educational facilities etc. are provided to workers. Social security measures like provident fund, pension gratuity and maternity benefits are also arranged to preserve the human resources of the organization. Personal records and research are also important elements of the maintenance function.

NEED FOR THE STUDY :

The study of job satisfaction enables the management to know the general
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levels of satisfaction among the employees. This study also indicates specific areas of satisfaction (or) dissatisfaction. This study is a powerful diagnostic instrument for assessing employee problems. The employees reactions to the major changes can be easily known. If the surveys on job satisfaction are done at regular intervals the employer can easily know the specific areas of dissatisfaction among the employees so that he can take necessary steps to improve job satisfaction in those areas. The study acts as a safety valve, an emotional release to the employees. It is also a tangible expression of managements interest in employee welfare, which gives employees a reason to feel better towards management. The study on job satisfaction helps the management to overcome the outcomes of dissatisfaction like low productivity, absenteeism, employee turnover etc.

OBJECTIVES OF THE STUDY :

The objectives of study are
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1. To know the employees relationship with his superiors, colleagues and subordinates. 2. To know how well the companys policies are put in to practice. 3. To know how well the company provides welfare facilities to its employees. 4. To know the influence of internal and external environment on the work place. 5. The ultimate objective of the study is to assess the overall job satisfaction with the help of the above mentioned dimensions,

SCOPE OF THE STUDY :

The study on job satisfaction is related to the employees of Manipal Super Specialty Hospital. The study mainly focused on different factors and areas like Job
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security, employees present position in the organization, working conditions, career development, training and development programmes conducted, methods adopted for promotion, performance appraisal methods. Salary and incentives, insurance schemes adopted by the management, Educational facilities provided for the employees children, canteen facility, relation of employees with their superiors, subordinates and colleagues, employees participation in decision making, professional growth and skill development, fulfillment of basic needs, their standard of living and creativity in performing their duties. In the above said areas the study measured the level of satisfaction (or) dissatisfaction. In addition to that the study also focused on the time the employee spending with his family, the suitability of the job to his skills and other related aspects.

METHODOLOGY
The present study aims at understanding, measuring job satisfaction in Manipal Super Speciality Hospitals Ltd, VISHAKAPATNAM. This study
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ultimately aims to different situations and interpretation of the data. The study will help in giving some suggestions and measures for increasing job satisfaction among employees. The information is useful to the management in order to make sound decisions. TOOL OF THE STUDY : The tool of the study is a questionnaire consisting of 30 questions DATA COLLECTION : Collection of data is from two types of sources, primary sources and secondary sources. PRIMARY DATA: Primary Data is collected from different categories of employees by distributing a questionnaire which consist of 30 questions. The distribution of questionnaire is done by stratified Random sampling method. The investigator distributed the questionnaire by meeting the employees personally. The purpose and use of the collection of Data is clearly explained to the employees. The survey covered 50 employees out of 208 employees.

SECONDARY DATA : This data was collected by referring the books related to the study, Data
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collected from books, journals, Business magazines, companys website and from the business organization where the project work is carried out. The data related to the study is also collected from different websites and by using internet.

RELIABILITY OF THE DATA : The accuracy and reliability of the information is most important in any empirical study. Therefore due emphasis was given to obtain the reliable information from the respondents. For the purpose of improving rapport between respondents, the investigator collected their questionnaires and made informal fallouts frequently. Doubts expressed by respondents were cleared by the investigator wherever necessary. Further a determined effort was made to see the confidentiality of the respondents by assuring that the information given by them would be kept strictly confidential and would be used for academic purposes.

LIMITATIONS OF THE STUDY

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1.

The study is limited to the employees of Manipal Super Speciality Hospital only.

2.

Time is the main constraint for the study. Because the time span is only eight weeks.

HOSPITAL INDUSTRY
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A hospital is an institution for health care providing treatment by specialized staff and equipment and often but not always providing for longer term patient stays. Today, hospitals are usually funded by the state, health organizations (for profit or non profit ), health insurances or charities, including direct charitable donations. In history, however, they were often founded and funded by religious. Orders or charitable individuals and leaders. Similarly, modern-day hospitals are largely staffed by professional physicians, surgeons and nurses, whereas in history, this work was usually done by the founding religious orders (or) by volunteers. ETYMOLOGY : During the middle Ages the hospital could serve other functions, such as almshouse for the poor, hostel for pilgrims, or hospital school. The name comes from Latin hospes (host), which is also the root for the English words hotel, and hospitality. TYPES OF HOSPITALS : Some patients in a hospital come just for diagnosis and / or therapy and then leave (out patients) while others are admitted and stay overnight or for several weeks or months (in patients) Hospitals are usually distinguished from other types of medical facilities by their ability to admit and care for inpatients. General hospitals : The best known type of hospital is the general hospital, which is set up to deal with many kinds of diseases and injury, and typically has an emergency
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department to deal with immediate threats to health and the capacity to dispatch emergency medical services. A general hospital is typically the major health care facility in its region, with large numbers of beds for intensive care and long- term care, and specialized facilities for surgery, plastic surgery, childbirth, bioassay laboratories, and so forth Larger cities may have many different hospitals of varying sizes and facilities. Specialized hospitals : Types of specialized hospitals, include trauma centers, rehabilitation hospitals, childrens hospitals, seniors (geriatric) hospitals, and hospitals for dealing with specific medical needs such as psychiatric problems certain disease categories, and so forth A hospital may be a single building or a campus. Some hospitals are affiliated with universities for medical research and the training of medical personnel. Worldwide, most hospitals are run on a non-profit basis by governments or charities. Within the united states, most hospitals are not-for-profit. Teaching hospitals : A teaching hospital (or university hospital) combines assistance to patients with teaching to medical students and is often linked to a medical school.

Clinics : A medical facility smaller than a hospital is generally called a clinic, and is often run by a government agency for health services or a private partnership of physicians (in nations where private practice is allowed). Clinics generally provide
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only outpatient services. DEPARTMENTS IN HOSPITALS : Behavioral Health Services Burn unit Cancer center Cardiology Coronary Care Unit Dentistry Oral and maxillofacial Surgery Dermatology Dispensary Emergency department Trauma center Gastroenterology Intensive care unit Internal medicine Endocrinology Epidemiology Immunology Laboratory services Neurology Nursing unit OB / GYN Neonatal intensive care unit Orthopedic services
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 Out patient Department Pathology Pediatrics Pharmacy Plastic surgery Psychiatric ward Rehabilitation services Physiotherapy Post anesthesia care unit Radiology Respiratory therapy Surgery Urgent care Urology

Non medical departments include : Medical Records department Release of information department

HISTORY : Early examples : In ancient cultures, religion and medicine were Liked. The earliest known institutions aiming to provide cure were Egyptian temples. Greek temples dedicated to the healer- god Asclepiads might admit the sick, who would wait for guidance from the god in a dream. The Romans adopted his worship. Under
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his Roman name / E scalpels, he was provided with a temple (291 BC) on an island in the Tiber in Rome, where Similar rites were performed. As early as 4000 BC religions identified certain of their deities with healing. The temples of Saturn, and Later of Asclepiads in Asia minor, were recognized as healing centers, Brahmanic hospitals were established in srilanka as early as 431 BC, and king Ashoka established a chain of hospitals in Hindustan about 230 BC. Around 100 BC the Romans established hospitals (valetudinarian) for the treatment of their sick and injured soldiers, their care was important because is was upon the integrity of the legions that the power of Rome was based. The first teaching hospital where students were authorized to methodically practice on patients under the supervision of physicians as part of their education, was the Academy of Gundishapur in the Persian Empire. One expert has argued that to a very large extent, the credit for the whole hospital system must be given to Persia.

HOSPITAL INDUSTRY IN INDIA

Hospital Industry is an important component of the value chain in Indian
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Health care industry rendering services and recognized as healthcare delivery segment of the healthcare industry, which is growing at an annual rate of 14%. The Size of the Indian healthcare industry is estimated Rs 1,717 billion in 2007. It is estimated to grow by 2012 to Rs. 3,163 billion at 13% CAGR. The private sector accounts for nearly 80% of the health care market, while public expenditure accounts for 20%. The country had 15,393 (2005) hospitals, which had 8.75 lakh hospital beds. According to the WHO report, India needs to add 80,000 hospital beds each year for the next five years to meet the demands of its growing population. Newfound prosperity of many Indian households is spurring demand for high Quality medical care, transforming The healthcare delivery sector into a profitable industry. Medical tourism is Changing the face of traditional healthcare industry in India. Indias excellence in the field of modern medicine and its ancient methods of physical and spiritual wellbeing make it the most favorable destination advantage and explosive growth of private hospitals, equipped with latest technology and skilled healthcare professionals technology and skilled healthcare professionals has made it a preferred destination for medical tourism. According to ministry of commerce and Industry, Indian medical of tourism that was valued at US $ 350 million in 2006, is estimated to grow into a US $ 2 billion industry by 2012.

The above background initiated need for a comprehensive Industry Insight on Hospital Industry. Overview of the hospital Industry in India with a brief preamble of global healthcare and hospital industry is discussed in the beginning along with its classification

THE COMPANY: Manipal Super Speciality HospitalS LTD.

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PHOTO

Manipal Super Speciality Hospitals is a 212 bed super specialty hospital, situated in kanuru in a peaceful atmosphere on the outskirts of VISHAKAPATNAM. The Hospital was started in 5 acres of Land in a spacious building with all amenities. This provides a pollution free working environment, providing every ancillary facility under one roof for both in patients as well as out patients. Manipal Super Speciality Hospital was founded in 1992 by a group of Doctors working in USA and UK at that time. Seven of the NRI promoters moved back then. 14 more NRI share holders continuously support the hospital by providing the medical equipment and financial assistance to the hospital to cut the costs of medical care to the patient where ever it is possible. Manipal Super Speciality Hospital is a famous Advanced Gastroenterology institute. It has Fusion (Japan) digital endoscope system first of its kind in India. In addition to that, it has all basic specialties like General medicine, surgery, Nephrology, Neurology, chest, Allergy and sleep medicine, oncology, dermatology, Emergency medicine, orthopedics, trauma and reconstructive surgery, Urology, Thoracic Surgery, anesthesia and intensive care medicine, Radiology and physiotherapy. Providing all services under one roof out patient causality and emergency, in-patient, day care services, operation theatre, facilities, ICU, Round the Clock LAB, Blood Bank, and pharmacy. This is one hospital of its kind in the
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costal belt of Andhra Pradesh providing holistic health care to the community of this region INFRASTRUCTURE AND EQUIPMENT :

Located in the outskirts of VISHAKAPATNAM in

a pollution free

environment the hospital was built in 5 acres of land. The out-patient department cater the needs of the patients with 30 odd specialties with consultation and treatment rooms. The causality with 6 beds is well equipped with monitors, ventilators, ECG machines and defibrillators and centrally connected to oxygen and suction and can handle to most emergencies. The hospital has separate theatre complex which can handle trauma and septic cases.

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SOMATUM SPIRIT CITY SCAN EQUIPMENT

The department of Radiology as a wide array of Diagnostic facilities with Somatum spirit city scan, siemens x-ray machine, Ultra sound scan and color Doppler units.

Now there are 22 Intensive care beds, 6 of them with facilities for mechanical ventilation there are about 40 General ward beds. Where the medical charges are kept to a minimum, helping to achieve the aim of providing Advanced medical care for poor patients. The management invest continuously in modernizing the equipment and this enables them to lead over the others

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OPERATION THEATRE
Keeping the health of the people as the main aim the hospital has trained many doctors and nurses in emergency medicine and intensive care who intend to work or to setup other new hospitals. Over the Last Decade Lives of many patients who were involved in various types of accidents and other medical conditions overdose, Respiratory failure, acute Gastro intestinal bleeding, pancreatitis, Myocardial infarction etc., were saved in the intensive care Unit of the hospital. Clinical meetings and Conferences are a regular feature of Manipal Super Speciality Hospital. The Hospital has been conducting many updates and teaching Programs in various specialties like Gastroenterology, anesthesiology, Nephrology etc. FACILITIES : There is a separate area for administration, medical Records, Store area, billing, Reception etc. Amenities like canteen and diet kitchen are available. Other facilities include the house keeping bay, a Laundry machine and drying machine for its in house use. Alternative power is supplied by a 32 KV Generator with Auto
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switch on facility. The hospital has AC Rooms and non-AC Rooms for patients. Filtered water is supplied to the patients. Hot water facility is also available to the patients.

HOSPITAL RECEPTION HUMAN RESOURCE POLICES OF MANIPAL HOSPITALS LTD. The H.R. Polices at Manipal Super Speciality Hospitals Ltd. Befine the organization approach to its Human Resources Management within the context of the organizations vision, philosophy, values and business principles which form an integral part of the lives of every single employee of the organization. The Human Resources Polices are designed in a systematic manner, clearly defined, outlining the uniform processes that need to be followed to avail any benefit applicable to an individual and the process owners for the same. The management of Manipal Super Speciality Hospitals Ltd. Recognized human resources are one of the most vital assets of the organization. Objectives of Human Resource Management in Manipal Super Speciality
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Hospitals 1. Attracting and retaining highly suitable and talented persons. 2. Developing the necessary skills and right attitudes among the employees through training, Development, and performance appraisal etc. 3. Securing willing, Co-operation of the employees through motivation, participation grievance handling etc. 4. utilization of the available human Resources most effectively. 5. Ensuring that the organization will have in future a team of Competent ad dedicated employees. Recruitment : The Recruitment Policy of the Manipal Super Speciality Hospitals Ltd. Is to attract and retain most talented and highly suitable candidates for available opportunities. All applicants are sources for various organizational requirements based on their suitability in terms of educational Qualification, relevant experience, skills and competencies. The recruitment policy outlines the systematic process steps involving assessments by functional as well as H.R teams for selection, followed by the processes of employment offer and requirement of referral checks, preemployment health checks before an offer is confirmed. The organization mostly depend on the services of consultancy for recruitment and selection of candidates. The other sources of recruitment are references, recruitment from Educational Institutions. Induction:
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Manipal Super Speciality Hospitals believes in having a systematic and thorough induction Programme via group sessions and one the Job support, to make the experience of Joining the organization informative and pleasant for all new Joinees. To facilitate a better Understanding of the organization an induction session is conducted whenever necessary by the H.R department to provide a brief yet informative snapshot of the organization and its key aspects. These sessions enables the new recruits to get the knowledge of organizations workings, key departments H.R. Polices and practices. Probation : The probation period is a time for the employee to understand the expectations of the organization about himself with the business processes, systems and work culture. This period also help the employees to guage their skills and hone expertise in work areas and start contributing to their departments All newly appointed employees undergo a minimum of 6 months probation period based on their work contribution and behaviour displayed, employees might get confirmed or the probation period is extended for another 6 months. This additional time help the employees to improve performance along with the assistance of the manager and other team members. Leave : This policy is designed to facilitate and improve work life balance for the employee and to enable him to meet his personal priorities. In a calendar year (Jan to Dec) all employees are eligible for earned leave of 20 days which gets
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credited at the beginning of the next year. Casual cum sick leave of 12 days is also applicable. Other types of leave include maternity and compensatory leave with pre-condition clauses. Leave can be granted only on application via the leave card issued by the H.R. Department. Performance management system : The performance management system in Manipal Super Speciality Hospitals Ltd. Consists of the following time bound steps.
1. Objective Setting : The key objectives are identified by the manager and his

subordinates after a through discussion at the beginning of performance year The behaviours expected on the job are also identified. This helps the employees to align their performance with the organizations strategic objectives.
2. Evaluation of Performance : The performance of the employees is

evaluated two times in a year. This evaluation is done by using different methods.
3. Taking corrective steps : After evaluating performance of the employees

corrective steps are taken improve their performance in future to achieve the objectives of the organization. Compensation : The compensation Policy for an employee is based on the

criteria of market value of the job, current compensation of the employee internal parity and the playability of the Organization. Components of salary :
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Basic pay HRA Special allowance Provident fund Gratuity

The monthly net salary gets credited the bank account of the employees by the 7th day of every month for the previous month. 1. Basic pay: This is taken as the base for calculating PF and Gratuity. 2. Provident Fund : This is statutory benefit as per the employees provident fund and miscellaneous provisions act 1952. The scheme is applicable to all the employees from the date of Joining. Both the organization and employee contribute 12% of basic salary towards this scheme.

Gratuity : This is another statutory benefit which the employee is eligible for on either retirement or leaving employment on completion of five years of continuous service from the date of joining. However in case of death or disablement the minimum continuous service condition is not necessary. This benefit which comprises of contribution of 4.83% of basic salary is to ensure a comfortable retired life.
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Terms of Employment : These guidelines outline the employment criteria and process guidelines, followed at Manipal Super Speciality Hospitals Ltd., from the date of Joining of the employee in the organization till the closer of her/ his employee tenure. The terms of employment are related to types of employment categories, retirement age, employee levels and others. Medicare : Manipal Super Speciality Hospitals Ltd, has a medical benefit scheme which provides consultation, diagnosis, treatment and hospitalization for any medical sustained by an employee or his dependents (spouse and children ) at a discounted price.

Life Insurance : The purpose of life insurance is to provide assured benefits to the dependents of an employee in the Unfortunate event of any disability or death. This scheme is operated through an external insurance Agency. Grievance Redressal:
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The organization displays place sensitivity towards employee issues. Any employee Grievance is handled proactively via an employee friendly process. Process : (1 Any Grievance should be first reported to the manager. (2 If the Grievance is related to the manager then it is reported to the H.R. In charge. (3 The H.R. in charge will take necessary steps to resolve the Grievance. (4 Grievance will be addressed in a common forum in the presence of H.R. Representative, Unit head and both the parties concerned. Professional Development: The Organization encourages employees to continuously develop their skills and takes active part in helping them achieve the same. The employees who want to undertake higher education are supported by the organization. Seminars, workshops are conducted on regular basis to improve the skills of the employees. Employee Health and safety: Manipal Super Speciality Hospitals Ltd. was established in a pollution free environment away from the city. The congenial working conditions and clean surroundings enables the employees to work peacefully. The organization has a health and safety committee. This committee meets at regular intervals and take
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decisions about the steps to be taken in future to provide clean and safe environment to its employees. Work timings: Being a service industry the hospital work 6 days in a week most functions work on a shift basis based on the nature of the Job. General shift timings are 9 A.M to 5. P.M Canteen facility The organization provides all employee a canteen facility where food is available at subsidized rates. A separate building for canteen is constructed. Uniform : Based on the nature of Job, all front end and patient centered job holders are provided a uniform for easy identification and branding for external customers, sets of the appropriate uniforms are provided at the time of joining.

Dress change rooms and rest rooms: Dress change rooms and rest rooms are provided and maintained by the organizations for doctors, nurses and paramedical staff separately. Rewards and recognition: This policy is designed to encourage the employee performance either
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individually (or) through teams. It is gesture to recognize exemplary achievements (or) accomplishments and display of desired behaviors that contribute to the overall objectives of the organization. This policy provides both monetary and nonmonetary forms of recognitions. Man power: There are 208 employees working in different positions in the organization. They are mainly divided into two cadres. 1. Executive cadre This cadre consists of Doctors, Managers, H.R. executives, marketing executives, department In charges. 2. Non-Executive Cadre This cadre consists of Nurses, para Medical staff, Clerks, receptionists, computer Operators, Billing Clerks.

1. Executive cadreNumber of Employees.Doctors

2. Managers 3. H.R. Executives 4. Marketing Executives

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Department In Charges 25 5 3 3 8Non- Executive cadre 60 35 36 4 4

1. 25Nurses

2. Paramedical staff 3. Clerks and Receptionists 4. Computer operators 5. Billing clerks Others Total208

JOB SATISFACTION
Job satisfaction is one of the important factors which have drawn attention of
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managers in the organization as well as academicians. Various studies have been conducted to find our the factors which determine Job satisfaction and the way it influences 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. Job satisfaction is the mental feeling of favorableness which an individual has about his Job. DEFINITIONS : DUBRINS has defined Job satisfaction in terns of pleasure and contentment when he says that : Job satisfaction is the amount of pleasure or contentment associated with a job. If you like your job intensely you will experience high job satisfaction. If you dislike your job intensely you will experience job dissatisfaction. HOPPOCK in the year 1935 Defined job satisfaction as any combination of environmental circumstances that causes a person truthfully to say I am satisfied with my job. BULLOCK in 1952 defined job satisfaction as an attitude which results from balancing and summation of many specific likes and dislikes experienced in connection with the job.

DETERMINANTS OF JOB SATISFACTION : While analyzing the various determinants of job satisfaction. We have to
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keep in mind that: all individuals do not derive the same degree of satisfaction though they perform the same job in the same job environment and at the same time. Therefore, it appears that besides the nature of job and job environment there are individual variables which affect job satisfaction thus, all those factors which provide a fit among individual variables, nature of job and situational variables, determine the degree of job satisfaction. INDIVIDUAL FACTORS OR PERSONAL FACTORS : Individuals have certain expectations from their jobs. If their expectations are met from the jobs, they feel satisfied these expectations are based on an individuals level of education, age and other factors. 1. Level of Education : Level of education of an individual is a factor which

determines the degree of job satisfaction for example several studies have found negative correlation between the level of education, particularly higher level of education and job satisfaction. The possible reason for this phenomenon may be that highly educated persons for this phenomenon may be that highly educated persons have very high expectations from their jobs which remain unsatisfied in their case Peters principle which suggests that every individual tries to reach his level of incompetence applies more Quickly. 2. Age : Individuals experience different degree of job satisfaction is high at the

initial stage of their life. Job satisfaction is high at the initial stage, gets gradually reduced starts rising up to certain stage, and finally dips to a low degree the possible reasons for this phenomenon are like this when individuals join an organization, they may have some unrealistic assumptions about what they are going to derive from Their work. These assumptions make them more satisfied. However, when these assumptions fall short of reality, job satisfaction goes down. It
38

starts rising again as the people start to assess the jobs in right perspective and correct their assumptions. At the last, particularly at the fag end of the career, job satisfaction goes down because of fear of retirement and future our come. 3. Other Factors : Besides the above two factors, there are other individual

factors which affect job satisfaction, if an individual does not have favorable social and family life he may affect his level of job satisfaction. NATURE OF JOB : Nature of job determines job satisfaction which is in the form of occupation level job content. 1. Occupation Level : Higher level jobs provide more satisfaction as compared to lower levels, this happens because high level jobs carry prestige and status in the society which itself becomes source of satisfaction for the job holders. For example, professionals derive more satisfaction as compared to salaried people. Factory workers are least satisfied. 2. Job content : Job content refers to the intrinsic value of the job which depends on the requirement of skills for performing it, and the degree of responsibility and growth it offers. A higher content of these factors provides higher satisfaction. For example, a routine and repetitive job provides lesser satisfaction; the degree of satisfaction progressively increases in job rotation. Job enlargement, and job enrichment. SITUATIONAL VARIABLES: Situational variables related to job satisfaction lie in organizational context39

formal and informal. As we shall see in the next part of the text, formal organization is created by the management and informal organization emerges out of the interaction of individuals in the organization. Some of the important factors which affect job satisfaction are given below: 1. Working conditions : Working conditions, particularly physical work

environment, like conditions of workplace and associated facilities for performing the job determine job satisfaction. These work in two ways. First these provide means for job performance second, provision of these conditions. If these factors are favorable, individuals experience higher level of job satisfaction. 2. Supervision : The type of supervision affects job satisfaction as in each type

of supervision, the degree of importance attached to individuals varies. In employee oriented Supervision. Which is perceived favorably by them and provides them more satisfaction. In job- oriented supervision, there is more emphasis on the performance of the job and people become secondary. This situation decreases job satisfaction. 3. Equitable Rewards : The type of linkage that is provided between job

performance and rewards determines the degree of job satisfaction. It the reward is perceived to be based on the job performance and equitable, it offers higher satisfaction. It the reward is perceived to be based on considerations other than job performance, it affects job satisfaction adversely. 4. Opportunity for promotion: It is true that individuals seek satisfaction in their jobs in the context of job nature and work environment but they also attach importance to the opportunities for promotion that these jobs offer. If the present job offers opportunity of promotion in future, it provides more satisfaction. It the opportunity for such promotion is lacking, it reduces satisfaction.
40

5. Work Group : Individuals work in group either created formally or they develop on their own to seek emotional satisfaction at the workplace. To the extent such groups are cohesive, the degree of satisfaction high. If the group is not cohesive, job satisfaction is low. People derive satisfaction out of their interpersonal interaction and workplace becomes satisfying leading to job satisfaction.

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 and mental health : The degree of job satisfaction affects an

individuals physical and mental health. Since job satisfaction is a type of mental feeling, it favorableness or unfavourableness affects the individual psychologically which ultimately affects his physical health. For example , Lawler has pointed out that drug abuse, alcoholism and mental and physical health result from psychologically harmful jobs. Further, since a job is an important part of life, job satisfaction influences general life satisfaction. The result is that is spillover effect which occurs in both directions between job life satisfaction. Productivity : There are two views about the relationship between job satisfaction and productivity : 1. 2.
41

a happy worker is a productive worker. 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 job satisfaction decreases, productivity decreases. The basic logic behind this is that a happy worker will put more efforts for job performance worker will 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. Absenteeism : Absenteeism refers to the frequency of absence of a 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 from as far as possible. Thus, job satisfaction is related to absenteeism. Employee Turnover : Turnover of employees is the rate at which employees leave the organization within a given period of time. When an individual feels dissatisfaction in the organization, he tries to overcome this through the various ways of defiance mechanism. It he is not 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 organization not simply because they are not satisfied but because of the opportunities offered from other sources particularly from foreign companies located abroad. TYPES OF SURVEYS OF JOB SATISFACTION :

42

Job satisfaction surveys, whether by Questionnaire or by interview, are of two general types classified according to the form of Questions asked. Objective surveys present both questions and a choice of answers in such a way that employees merely mark the answers represent their choices. Descriptive surveys present questions but let employees answer in their own words. The typical survey form uses both objective and descriptive approaches. Objective surveys : There are various kinds of objective surveys one popular type uses multiple- choice Questions. Here respondents read all the answers to each question and then mark the answer that comes closest to their own feelings. Other surveys may use questions with True or False answers or a numerical scale indicating a degree of agreement or disagreement. Writes all the response choices a available to employees. The best that workers can do is check the response that comes closest to their own feelings. And this may be grossly inaccurate expression of their real feelings. Descriptive surveys : In contrast to objective surveys, descriptive surveys get

responses from employees in their own words. This approach permits employees to express their own thoughts and use their own language to say exactly what they feel. These more direct comments usually make a strong impression on managers. THEORIES OF JOB SATISFACTION : There are vital differences among experts about the concept of job satisfaction. Basically, there are four approaches/ theories of job satisfaction They are : (I)Fulfillment theory, (ii)Discrepancy theory, (iii) Equity theory, and (iv) Two factor theory.

43

1 Fulfillment theory : The proponents of this theory measure satisfaction in terms of rewards a person receives or the extent to which his needs are satisfied. Further they thought that there is a direct positive relationship between job satisfaction and the actual satisfaction of the expected needs. The main difficulty in this approach is that job satisfaction as observed by willing is not only a function of what a person receives but also what he feels he should receive as there would be considerable difference in the actual and expectations as merely a function of how much a person receives from his job. (ii) Discrepancy Theory : The proponents of this theory argue that satisfaction is the function of what a person actually receives from his job situation and what he thinks he should receive or what he expects to receive. When the actual satisfaction derived is less than expected satisfaction. It results in dissatisfaction. Job satisfaction and dissatisfaction are functions of the perceived relationship between what one wants from ones Job and what one perceives it is offering. This approach does not make it clear whether or not over satisfaction is a part of dissatisfaction. This led to the development of equity theory of job satisfaction. (iii) Equity Theory : The proponents of this theory are of the view that a persons satisfaction is determined by his perceived equity, which in turn is determined by his input- output balance compared to his comparison of others input out put balance. Input output balance is the perceived ratio of what a person receives his job relative to what he contributes to the job. This theory is of the view that both under the over rewards lead to dissatisfaction while the under reward causes feelings of unfair treatment, over- reward leads to feeling of guilt and discomfort.

44

(iv) Two Factor theory: This theory was developed by Hertzberg, Manusner Peterson and Capwell who identified certain factors as satisfiers and dissatisfies. Factor such as achievement, recognition, responsibility etc., are satisfiers, the presence does not result in dissatisfaction. On the other hand factors such as salary supervision, working conditions etc., are dissatisfies the absence of which causes dissatisfaction. Their presence, however, does not result in job satisfaction.

TABLE 1
OPINION OF THE EMPLOYEES ABOUT THREE THINGS THAT THEY LIKE MOST IN THE ORGANIZATION To this Descriptive question 50 respondents gave their opinions. By
45

analyzing the responses the most common opinions are taken into consideration among different responses. S.No.ResponseNumber of RespondentsPercentage1Congenial working conditions28562Prompt payment of Salaries35703Attitude of the Management towards employees32644Co-Operation from other employees33665Medical Facilities Provided to their family members2958

Interpretation : The above table clearly indicates that 56% of the respondents like the congenial working conditions, 70% of the respondents like the prompt payment of salaries, 64% like the attitude of the management towards employees, 66% of the respondents like the co-operation of their colleagues and 58% of the respondents like the Medical Facilities Provided by the organization to their family members. On the whole the respondents like the prompt payment of salaries, Attitude of the Management towards employees, co-operation from their colleagues, Medical facilities provided to their family members and the congenial working atmosphere.

46

TABLE 2
OPINION OF THE EMPLOYEES ABOUT THEIR PRESENT POSITION IN THE ORGANIZATION S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal %1Strongly Satisfied5(50%)4(33%)12(43%)21422Satisfied3(30%)3(25%)8(28%)14283Average Satisfied1(10%)3(25%)3(11%)7144Dissatisfied1(10%)2(17%)5(18%)8165Very Dissatisfied-----Total10122850100

47

Interpretation :
The above table clearly indicates that among Executives 50% are strongly satisfied, 30% are satisfied, 10% are Average satisfied and 10% are dissatisfied and none of them are very dissatisfied about their present position in the organization. Among supervisors 33% are strongly satisfied 25% are satisfied, 25% are average satisfied 17% are dissatisfied and none of them are very dissatisfied about their present position in the organization. Among workers 43% are strongly satisfied 28% are satisfied, 11% are average satisfied and 18% are dissatisfied. None of them are very dissatisfied. Most of the respondents (70%) are either strongly satisfied or satisfied about their present position in the organization.

48

TABLE 3
OPINION OF THE EMPLOYEES ABOUT WORKING CONDITIONS IN THE ORGANIZATIONS S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal%1Very good5(50%)6(50%)13(46%)24482Good3(30%)3(25%)10(36%)16323Moderate2(20 %)3(25%)5(18%)10204Not so Good-----Total10122850100

Interpretation :
The above table reveals that among executives 50% feel that the working conditions are very good, 30% feel that the working conditions are good and 20% feel that the working conditions are moderate. None of them feel that the working conditions are not so good. Among Supervisors 50% feel that the working conditions are very good, 25% feel that the working conditions are good and 25% feel that they are moderate. None of them feel that the working conditions are not so good. Among workers 46% feel that the working conditions are very good 36% feel that they are good, 18% feel that they are moderate and none of them feel that the working conditions are not so good. Majority of the respondents (80%) feel that the working conditions are either
49

very good (or) good.

TABLE 4
OPINION OF THE EMPLOYEES ABOUT THEIR CAREER
50

DEVELOPMENT WITHIN THE ORGANIZATION S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal %1Strongly Satisfied3(30%)4(34%)10(36%)17342Satisfied3(30%)3(25%)8(28%)14283Average Satisfied2(20%)3(25%)5(18%)10204Dissatisfied2(20%)1(8%)3(11%)6125Very Dissatisfied-1(8%)2(7%)36Total10122850100

Interpretation :
The above table clearly indicates that among Executives 30% are strongly satisfied, 30% are satisfied, 20% are Average satisfied and 20% are dissatisfied and none of them are Very dissatisfied about career development within the organization. Among supervisors 34% are strongly satisfied, 25% are satisfied, 25% are average satisfied, 8% are dissatisfied and 8% are very dissatisfied about career
51

development within in the organization. Among workers 36% are strongly satisfied, 28% are satisfied, 18% are Average Satisfied 11% are dissatisfied and 7% are very dissatisfied about their career development within the organization.

It is clear that 62% of the respondents are either strongly satisfied (or) satisfied about their career development.

TABLE 5
OPINION OF THE EMPLOYEES ABOUT JOB SECURITY IN THE ORGANIZATION S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal %1Strongly
52

Satisfied5(50%)3(25%)13(46%)21422Satisfied3(30%)5(42%)10(36%)18363Avera ge Satisfied2(20%)4(33%)5(18%)11224Dissatisfied-----5Very Dissatisfied----Total10122850100

Interpretation :
The above table clearly indicates that Among executives 50% are strongly satisfied 30% are satisfied and 20% are average satisfied and none of them are either dissatisfied (or) very Dissatisfied about Job security. Among supervisors 25% are strongly satisfied, 42% are satisfied, 33% are average satisfied none of them are either dissatisfied (or) very dissatisfied about Job security. Among workers 46% are strongly satisfied, 36% are satisfied 18% are average satisfied and none of them are either dissatisfied (or) very dissatisfied about job security. Most of the respondents (78%) are either strongly satisfied (or) satisfied about job security in the organization.
53

TABLE 6
OPINION OF THE EMPLOYEES ABOUT TRAINING AND DEVELOPMENT PROGRAMMES CONDUCTED BY THE ORGANIZATION S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal%1Very useful4(40%)5(42%)15(54%)24482Useful3(30%)3(25%)8(28%)14283Useful to some extent3(30%)4(33%)5(18%)12244Not Useful-----Total10122850100

54

Interpretation :

The above table reveals that among executives 40% feel that the training and development programmes are very useful 30% feel that they are useful and 30% feel that they are useful to some extent and none of them feel that they are not useful.

Among supervisors 42% feel that the training programems are very useful, 25% feel that they are useful and 33% feel that they are useful to some extent and none of them feel that they are not useful. Among workers 54% feel that the training programmes are very useful, 28% feel that they are useful and 18% feel that they

55

are useful to some extent.

Majority of the respondents (76%) feel that the training and development programs are either very useful (or) useful.

TABLE 7
OPINION OF THE EMPLOYEES ABOUT THE PRESENT METHOD ADOPTED BY THE MANAGEMENT FOR PROMOTIONS

S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal %1Fair5(50%)8(66%)15(53%)28562Good3(30%)2(17%)12(43%)17343Moderate2( 20%)2(17%)1(4%)5104Not so good-----5Unfair-----Total10122850100

56

Interpretation :

The above table clearly indicates that among executives 50% feel that the methods adopted for promotion are fair, 30% feel that they are good and 20% feel that they are moderate, none of them feel that methods adopted for promotion either not so good (or) unfair. Among supervisors 66% feel that the present methods adopted for promotion are fair and 17% feel that they are good and 17% feel that they are moderate. None of the Supervisors feel that the present methods adopted for giving promotion are either not so good (or) unfair.

Among the workers 53% feel that the present methods adopted for giving promotion are fair, 43% feel that they are good and 4% feel that they are moderate
57

none of them feel that the methods adopted for promotion are either not so good or unfair.

Most of the respondents (90%) feel that the methods adopted for giving promotion are either fair (or) good.

TABLE 8
OPINION OF THE EMPLOYEES ABOUT THE PERFORMANCE APPRAISAL METHODS ADOPTED BY THE ORGANIZATION. S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal%1Very fair4(40%)5(42%)13(46%)22442Fair3(30%)4(33%)8(29%)15303Good2(20%)2(17 %)5(18%)9184Not so good1(10%)1(8%)2(7%)48Total10122850100

58

Interpretation :
The above table reveals that among executives 40% feel that the performance appraisal methods adopted are very fair, 30% feel that they are fair, 20% feel that they are good and 10% feel that they are not so good.

Among Supervisors 42% feel that the performance appraisal methods adopted are very fair, 33% feel that they are fair, 17% feel that they are good and 8% feel that they are not so good.

59

Among workers 46% feel that the performance appraisal methods adopted are very fair, 29% feel that they are fair, 18% feel that the methods are good and 7% feel that they are not so good.

It is clear that 74% of the employees feel that the performance appraisal methods adopted are either very fair (or) fair.

TABLE 9
OPINION OF THE EMPLOYEES ABOUT THE SALARY THEY ARE RECEIVING FROM THE ORGANIZATION

S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal %1Strongly satisfied3(30%)4(33%)10(36%)17342Satisfied3(30%)3(25%)6(21%)12243Average satisfied2(20%)3(25%)5(18%)10204Dissatisfied2(20%)2(17%)4(14%)8165Very Dissatisfied--3(11%)36Total10122850100

60

Interpretation :
The above table clearly indicates that among executives 30% are strongly satisfied, 30% are satisfied, 20% Average satisfied and 20% are dissatisfied about the salaries they are receiving. None of them are very dissatisfied. Among supervisors 33% are strongly satisfied with the salary they are receiving, 25% are average satisfied and 17% are dissatisfied and none of them are very dissatisfied.

Among workers 36% are strongly satisfied 21% are satisfied, 18% are average satisfied 14% are dissatisfied and 11% are very dissatisfied about the salaries they are receiving.

On the whole 58% of the respondents are either strongly satisfied (or)
61

satisfied about the salary they are receiving.

TABLE 10
OPINION OF THE EMPLOYEES ABOUT THE INCENTIVES THEY ARE RECEIVING FROM THE ORGANIZATION S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal %1Strongly satisfied5(50%)4(33%)11(39%)20402Satisfied3(30%)3(25%)6(21%)12243Average satisfied2(20%)5(42%)8(29%)15304Dissatisfied--3(11%)365Very Dissatisfied----Total10122850100

62

Interpretation :
The above table clearly indicates that among executives 50% are strongly satisfied, 30% are satisfied, 20% Average satisfied and none of them are either dissatisfied (or) very dissatisfied about the incentives they are receiving.

Among supervisors 33% are strongly satisfied, 25% are satisfied, 42% are average satisfied and none of them are dissatisfied about the incentives they are receiving. Among workers 39% are strongly satisfied 21% are satisfied 29% average satisfied 11% are dissatisfied and none of them are very dissatisfied about the incentives they are receiving.

63

Majority of the respondents (64%) are either strongly satisfied (or) satisfied about the incentives they are receiving.

TABLE 11
OPINION OF THE EMPLOYEES ABOUT THE INSURANCE IMPLEMENTED BY THE MANAGEMENT S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal %1Strongly satisfied8(80%)10(84%)12(43%)30602Satisfied2(20%)1(8%)10(36%)13263Averag e satisfied-1(8%)6(21%)7144Dissatisfied-----5Very Dissatisfied----Total10122850100

64

Interpretation :
The above table reveals that among executives 80% are strongly satisfied, 20% are satisfied none of them average satisfied (or) dissatisfied (or) very dissatisfied about the insurance scheme. Among Supervisors 84% are strongly satisfied 8% are satisfied and 8% are average satisfied and none of them are either dissatisfied (or) very dissatisfied about the insurance scheme.

Among workers 43% are strongly satisfied, 36% are satisfied and 21% are average satisfied and none of them are either dissatisfied (or) very dissatisfied about insurance scheme implemented by the management.

Majority of the respondent (86%) are either strongly satisfied (or) satisfied about the insurance scheme implemented by the management. 65

TABLE 12
OPINION OF THE EMPLOYEES ABOUT THE EDUCATIONAL FACILITIES PROVIDED BY THE ORGANISATION TO THEIR CHILDREN Sl. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal %1Adequate1(10%)2(17%)8(28%)11222To some extent2(20%)3(25%)5(18%)10203Not Adequate7(70%)7(58%)15(54%)2958Total10122850100

Interpretation :

66

The above table clearly indicates that among Executives 10% feel that the Educational Facilities provided by the management to their children are adequate 70% said that they are not adequate and 20% said that they are useful to some extent.

Among Supervisors 17% feel that the Educational facilities provided by the management to their children are adequate, 58% feel that they are not adequate and 25% feel that they are useful to some extent Among workers 28% feel that the Educational facilities provided for their children are adequate, 54% feel that they are not adequate, 18% feel that they are useful to some extent.

On the whole 58% of the respondents feel that the Educational facilities provided to their children are not adequate.

TABLE 13

67

OPINION OF THE EMPLOYEES ABOUT THE CANTEEN FACILITY PROVIDED BY THE ORGANIZATION S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal %1Strongly satisfied----2Satisfied1(10%)2(17%)5(18%)8163Average satisfied2(20%)1(8%)4(14%)7144Dissatisfied6(60%)6(50%)12(43%)24485Very Dissatisfied1(10%)3(25%)7(25%)1122Total10122850100
EMBED Excel.Chart.8 \s

Interpretation :
The above table reveals that among executives 10% are satisfied, 20% are
68

average satisfied, 60% are dissatisfied, 10% are very dissatisfied and none of them are strongly satisfied about the canteen facility. Among supervisors 17% are satisfied, 8% are Average satisfied, 50% are dissatisfied and 25% are very dissatisfied about the canteen facility.

Among workers 18% are satisfied, 14% are Average satisfied, 43% are dissatisfied and 25% are very dissatisfied about the canteen facility

It is clear that 70% of the respondents are either dissatisfied (or) very dissatisfied about the canteen facility.

TABLE 14
OPINION OF THE EMPLOYEES ABOUT THEIR RELATIONS WITH THEIR SUPERIORS.
69

S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal%1Very Good5(50%)6(50%)15(53%)26522Good3(30%)5(42%)10(36%)18363Moderate2(2 0%)1(8%)3(11%)6124Not so good-----Total10122850100

Interpretation :
The above table clearly indicates that among executives 50% feel their relations with their superiors are good, 30% feel that the relations are good 20% feel that the relations are moderate none of them feel that the relations are not so good. Among supervisors 50% feel that their relations with their superiors are very good 42% feel that the relations are good, 8% feel that the relations are moderate None of
70

the supervisors feel that the relation are not so good.

Among workers 53% feel that the relations with their superiors are very good, 36% feel that the relations are good and 11% feel that the relations are moderate. None of the workers feel that their relations with their superiors are not so good

Most of the respondents (88%) said that the relations with their superiors are either very good (or) good.

TABLE 15
OPINION OF THE EMPLOYEES ABOUT THEIR RELATIONS WITH THEIR COLLEGUES AND SUBORDINATES. S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal%1Very good5(50%)6(50%)5(18%)16322Good3(30%)4(33%)10(36%)17343Moderate2(20 %)2(17%)13(46%)17344Not so good-----Total10122850100

71

Interpretation :
The above table reveals that 50% of the executives responded that their relations with their colleges and subordinates are very good, 30% of the employees feel that the relations are good and another 20% feel that the relations are moderate. None of them feel that the relations are not so good.

Among supervisors 50% feel that the relations with their colleagues and subordinates are very good, 33% feel that the relations are good and another 17% feel that the relations are moderate None of them feel that the relations are not so good.
72

Among workers 18% feel that their relations with their colleagues and subordinates are very good, 36% feel that the relations are good and another 46% feel that the relations are moderate. None of the workers feel that the relations are not so good.

On the whole 66% of the Respondents feel that their relations with their colleagues and subordinates are either very good (or) good.

TABLE 16
OPINION OF THE EMPLOYEES ABOUT THEIR PARTICIPATION IN MANAGEMENT DECISIONS.
S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal%1Full participation5(50%)5(42%)5(18%)15302Partial participation3(30%)4(33%)12(43%)19383No participation2(20%)3(25%)11(39%)1632Total10122850100

73

Interpretation :
The above table clearly indicates that among executives 50% feel that their Participation is full in management decisions. 30% feel that they are partially participating and 20% feel that there is no participation in management Decisions.

Among supervisors 42% feel that their participation is full in management decisions and 33% feel that their participation is partial and 25% feel that there no participation in management decisions. Among workers 18% feel that their participation is full in management decisions 43% feel that the participation is partial and 39% feel that there is no participation in management decisions.

74

Most of the Respondents (68%) feel that they are participating either fully (or) partially in management decisions.

TABLE 17
OPINION OF THE EMPLOYEES ABOUT THE SAFETY METHODS IMPLEMENTED BY THE ORGANIZATION.

S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal %1Strongly satisfied8(80%)10(83%)15(53%)33662Satisfied2(20%)2(17%)10(36%)14283Avera ge satisfied--3(11%)364Dissatisfied-----5Very Dissatisfied-----Total10122850100

75

Interpretation :

The above table clearly indicates that Among executives 80% are strongly satisfied and 20% are satisfied None of them are either Average satisfied (or) Dissatisfied (or) very dissatisfied about the safety methods implemented by the organization.

Among supervisors 83% are strongly satisfied and 17% are satisfied with the safety methods implemented by the organization. None of them are Average satisfied (or) Dissatisfied (or) very dissatisfied.

Among workers 53% are strongly satisfied and 36% are satisfied with the safety methods followed by the organization and 11% are average satisfied and none of them are either dissatisfied (or) very Dissatisfied.
76

It is clear that 94% of the Respondents are either strongly satisfied (or) satisfied with the safety methods implemented in the organization.

TABLE 18
OPINION OF THE EMPLOYEES ABOUT TRAINING PROGRAMMES USEFULNESS TO DEVELOP SKILLS IN DOING JOB. S. No.ResponseNumber of RespondentsExecutivesSupervisionsWorkersTotal%1Very useful6(60%)8(67%)15(53%)29582Useful3(30%)3(25%)10(36%)16323Useful Partially1(10%)1(8%)3(11%)5104Not useful-----Total10122850100

77

Interpretation :
The above table reveals that among executives 60% feel that the training programmes are very useful 30% feel that they are useful, 10% feel that the training programmes are useful partially and none of them feel that they are not useful.

Among supervisors 67% feel that the training programmes are very useful, 25% feel that they are useful and 8% feel that the training programmes are useful partially none of them feel that they are not useful. Among workers 53% feel that the training programmes are very useful, 36% feel that they are useful and 11% feel that they are useful partially. None of them feel that the training programmes are not useful

78

Majority of the respondents (90%) feel that the training programmes are useful to develop their skills in doing the Job.

TABLE 19
OPINION OF THE EMPLOYEES ABOUT THE ENCOURAGEMENT FROM MANAGEMENT FOR PROFESSIONAL GROWTH AND SKILL DEVELOPMENT.

S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal%1Fair 6(60%)8(67%)15(53%)29582Good3(30%)3(25%)10(36%)16323Not so Good1(10%)1(8%)3(11%)5104Unfair-----Total10122850100

79

Interpretation :

The above table clearly indicates that among executives 60% feel that the encouragement from management for professional growth and skill development is fair, 30% feel that the encouragement is good, and 10% feel that the encouragement is not so good and none of the executives feel that it is unfair. Among supervisors 67% feel that the encouragement from management for professional growth and skill development is fair, 25% of the supervisors feel that that it is good and 8% feel that the encouragement is not so good. None of them feel that it is unfair.

80

Among workers 53% feel that the encouragement for professional growth and skill Development is fair, 36% feel that it is good and 11% feel that the encouragement for professional growth and development is not so good and None of them feel that it is unfair.

Most of the respondent

(90%) feel that the encouragement from the

management for professional growth and skill development is either fair (or) good.

TABLE 20
OPINION OF THE EMPLOYEES ABOUT DIFFERENT WORKSHOPS AND SEMINARS CONDUCTED BY THE ORGANIZATION TO IMPROVE SOFT SKILLS. S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal%1Very useful 5(50%)4(33%)15(53%)24482Useful3(30%)5(42%)10(36%)18363Useful to some extent 2(20%)3(25%)3(11%)8164Not Useful-----Total10122850100

81

Interpretation :
The above table clearly indicates that Among executives 50% feel that the workshops and seminars Conducted by the management are very useful, 30% said that they are useful and 20% said that they are useful to some extent and None of them feel that they are not useful.

Among supervisors 33% feel that the workshops and seminars conducted by the organization are very useful, 42% feel that they are useful and 25% feel that they are useful to some extent and none of them feel that they are not useful.

82

Among the workers 53% feel that the workshops and seminars conducted by the organization are very useful, 36% feel that they are useful and 11% feel that they are useful to some extent. None of them feel that they are not useful.

On the whole 84% of the Respondents feel that the workshops and seminars conducted by the organization are Either very useful (or) useful.

TABLE 21
OPINION OF THE EMPLOYEES ABOUT THE SPENDING OF TIME WITH THE FAMILY S. No.ResponseNumber of RespondentsExecutives SupervisorsWorkersTotal %1Yes2(20%)3(25%)5(18%)10202To some extent 3(30%)1(8%)8(29%)12243No5(50%)8(67%)15(53%)2856Total10122850100

83

Interpretation :
The above table reveals that among executives 20% feel that they are spending enough time with the family, 30% feel that they are spending the time with the family to some extent and 50% of the executives feel that they are not spending enough time with the family.

Among supervisors 25% said that they are spending enough time with their family 8% said that they are spending the time with family to some extent and 67%
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feel that they are not spending enough time with their family.

Among the workers 18% said that they are spending enough time with their family, 29% said that they are spending the time with the family to some extent and 53% and said that they are not spending enough time with their family.

It is clear that 56% of the Respondents feel that they are not spending enough time with their family.

TABLE 22
OPINION OF THE EMPLOYEES ABOUT THE GRIEVANCE REDRESSAL SYSTEM IN THE ORGANIZATION. S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal %1Strongly satisfied3(30%)4(34%)10(36%)17342Satisfied2(20%)3(25%)8(28%)13263Average satisfied2(20%)3(25%)5(18%)10204Dissatisfied2(20%)1(8%)3(11%)6125Very Dissatisfied1(10%)1(8%)2(7%)48Total10122850100

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Interpretation :

The above table clearly indicates that among executives 30% are strongly satisfied, 20% are satisfied, 20% percent are average satisfied, 20% are dissatisfied and 10% are very dissatisfied about the grievance redressal system in the organization.

Among the supervisors 34% are strongly satisfied, 25% are satisfied, 25% are average satisfied, 8% are dissatisfied and 8% are very dissatisfied about the grievance redressal system in the organization among workers 36% are strongly satisfied 28% are satisfied, 18% are average satisfied, 11% are dissatisfied, 7% are
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very dissatisfied about the grievance redressed system in the organization.

On the whole 60% of the respondents are either strongly satisfied (or) satisfied with the grievance redressal system in the organization.

TABLE 23
OPINION OF THE EMPLOYEES ABOUT THE PHYSICAL FITNESS PROGRAMMES CONDUCTED BY THE ORGANIZATION. S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal%1Very Useful 3(30%)5(42%)15(53%)23462Useful4(40%)3(25%)6(22%)13263Useful to some extent 3(30%)4(33%)7(25%)14284Not Useful-----Total10122850100

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Interpretation :

The above table clearly indicates that among the executives 30% feel that the physical fitness programmes are very useful, 40% feel that they are useful and 30% feel that are useful to some extent. None of them feel that they are not useful. Among supervisors 42% feel that the physical fitness programmes are very useful, 25% feel that they are useful and 33% feel that they are useful to some extent and none of them feel that they are not useful.

Among workers 53% feel that the physical fitness programmers are very useful, 22% feel that they are useful and 25% feel that they are useful to some
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extent. None of them feel that they are not useful.

Majority of the respondents (72%) feel that the physical fitness programmes are either very useful (or) useful.

TABLE 24
THE OPINION OF THE EMPLOYEES ABOUT THEIR STANDARD OF LIVING (FAMILY STATUS)

S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal %1Increased3(30%)3(25%)7(25%)13262Increased to some extent2(20%)3(25%)6(22%)11223Not Increased5(50%)6(50%)15(53%)2652Total10122850100

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Interpretation :

The above table clearly indicates that among the executives 30% feel that their standard of living is increased 20% feel that it is increased to some extent and 50% feel that their standard of living is not increased. Among the supervisors 25% feel that their standard of living is increased, 25% feel that it is increased to some extent and 50% feel that their standard of living is not increased. Among the workers 25% feel that their standard of living is increased, 22% feel that it is increased to some extent and 53% feel that their standard of living is not increased

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Majority of the respondents (52%) feel that their standard of living is not increased.

TABLE 25
OPINION OF THE EMPLOYEES ABOUT EQUAL PAY FOR EQUAL WORK

S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal %1Yes6(60%)7(58%)12(43%)25502To Some Extent 3(30%)4(34%)15(53%)22443No1(10%)1(8%)1(4%)36Total10122850100

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Interpretation :
The above table reveals that among Executives 60% feel that they are getting equal pay for equal work and 30% feel that getting equal pay for equal work to some extent and 10% feel that they are not getting equal pay for equal work. Among supervisors 58% said that they are getting equal pay for equal work and 34% said that to some extent and 8% said that they are not getting equal pay for equal work.

Among workers 43% said that they are getting equal pay for equal work and 53% said that to some extent and 4% said that they are not getting equal pay for equal work.
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On the whole 50% of the respondents feel that they are receiving equal pay for equal work and another 50% feel that they are getting equal pay for equal work either to some extent (or) not getting.

TABLE 26
OPINION OF THE EMPLOYEES ABOUT EXPRESSING THEIR VIEWS FREELY TO THE SUPERIORS.

S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal %1Yes5(50%)6(50%)15(53%)26522To certain Extent 3(30%)4(33%)10(36%)17343No2(20%)2(17%)3(11%)714Total10122850100

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Interpretation :
The above table clearly indicates that among executives 50% feel that they can express their views freely to the superiors, 30% feel that they can express to some extent and 20% feel that they are unable to express their views to their superiors Among supervisors 50% feel that they can express their views freely with their superiors, 33% feel that they can express their views to some extent and 17% feel that they are unable to express their views freely to their superiors.

Among workers 53% feel that they can express their views freely with their

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superiors, 36% feel that they can express their views to some extent and 11% feel that they are unable to express their views freely to their superiors.

Majority of the respondents (52%) feel that they can express their views freely to their superiors

TABLE 27
OPINION OF THE EMPLOYEES ABOUT THE UTILIZATION OF THEIR SKILLS AND POTENTIAL BY THE MANAGEMENT. S.No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal %1Fully Utilizing 3(30%)5(42%)14(50%)22442Partially Utilizing 5(50%)3(25%)10(36%)18363Utilizing to a Particular Level 2(20%)4(33%)4(14%)10204Not Utilizing-----Total10122850100

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Interpretation :
The above table reveals that among executives 30% feel that the management is fully utilizing their skills and potential, 50% feel that they are utilizing partially and 20% feel that their skills are utilized to a particular level None of them feel that their the management not utilizing their skills

Among supervisors 42% feel that the management is fully utilizing their skills, 25% feel that the management is utilizing their skills partially, 33% feel that their skills are Utilized to a particular level and none of them feel that the management is not Utilizing their skills. Among workers 50% feel that the

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management is fully utilizing their skills 36% feel that the management is partially utilizing their skills and 14% feel that their skills are utilized to a particular level, none of them feel that the management is not utilized their skills.

On the whole 80% of the respondents feel that the management is utilizing their skills either fully (or) partially.

TABLE 28
OPINION OF THE EMPLOYEES ABOUT THE SCOPE FOR CREATIVITY IN THEIR WORK

S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal %1Yes4(40%)5(42%)10(36%)19382To some Extent3(30%)3(25%)15(53%)21423No3(30%)4(33%)3(11%)1020Total101228501 00

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Interpretation :
The above table clearly indicates that among executives 40% feel that there is scope for creativity in their work. 30% feel that there is scope for creativity to some extent and 30% feel that there no scope for creativity in their work.

Among supervisors 42% feel that there is scope for creativity in their work, 25% feel that there is scope for creativity to some extent and 33% feel that there is no scope for creativity in their work. Among workers 36% feel that there is scope for creativity in their work, 53% feel that there is scope for creativity to some extent and 11% feel that there is no scope for creativity in their work
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Majority of the respondents (62%) feel that the scope for creativity is either to some extent (or) no creativity.

TABLE .29 OPINION OF THE EMPLOYEES ABOUT THE SUITABILITY OF THE JOB TO THEIR SKILLS AND EXPERIENCE S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal %1Yes6(60%)8(66%)15(53%)29582To certain extent4(40%)2(17%)8(29%)14283No-2(17%)5(18%)714Total10122850100

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Interpretation :
The above table reveals that among the executives 60% responded that their present Job is suitable for their skills and experience, 40% responded that the Job is suitable to some extent and none of them responded that the Job is not suitable to their skills and experience. Among supervisors 66% responded that their present Job is suitable for their skills and experience, 17% feel that the Job is suitable to some extent and 17% feel that the present Job is not suitable to their skills and experience.

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Among workers 53% feel that their present Job is suitable for their skills and experience, 29% feel that Job is suitable to some extent and 18% feel that the present Job is not suitable to their skills and experience.

Majority of the respondents (58%) feel that the present Job is suitable to their skills and experience.

TABLE 30
OPINION OF THE EMPLOYEES ABOUT THREE THINGS THEY DISLIKE MOST IN THE ORGANIZATION To this Descriptive Question 50 respondents gave their opinions. By analyzing their opinions the most common opinions are taken into consideration SI.NoResponseNumber of RespondentsPercentage1Food supplied in the canteen is not good35702Transportation facility not provided 31623No recreation 2856

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Interpretation :
The above table clearly reveals that 70% of the respondents dislike the food supplied in the canteen, 62% are disliked the non availability of transportation facility, 56% said that there are no recreation facilities.

On the whole the respondents feel that the food supplied in the canteen, Non availability of Transport facility, lack of recreation facilities are the things they dislike most in the organization.

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FINDINGS
1. Majority of the respondents said that Congenial working Conditions, Prompt payment of salaries, Attitude of the management towards employees, Cooperation from the colleagues and medical facilities provided to their family are the things they like most in the organization. 2. Most of the Respondents (70%) are either strongly satisfied (or) satisfied about their present position in the organization. 3. Majority of the respondents (80%) feel that the working conditions in the organization are either very good (or) good. 4. It is clear that 60% of the respondents are either strongly satisfied (or) satisfied about their career development. 5. Most of the Respondents (78%) are either strongly satisfied (or) satisfied about Job security in the organization. 6.
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Majority of the Respondents (76%) feel that the training and development

programmes conducted by the organization are either very useful (or) useful. 7. Most of the respondents (90%) said that the promotion policy of the

company is either fair (or) good. 8. It is clear that 74% of the respondents feel that the performance appraisal methods adopted by the management are very fair (or) fair. 9. On the whole 58% of the respondents are either strongly satisfied (or) satisfied about the salary they are receiving 10. Majority of the Respondents (64%) are either strongly satisfied (or) satisfied about the incentives they are receiving. 11. Majority of the respondents (86%) are either strongly satisfied (or) satisfied about the insurance scheme implemented by the management. 12. On the whole 58% of the Respondents feel that the Educational facilities provided to their children are not adequate. 13. It is clear that 70% of the Respondents are either dissatisfied (or) very dissatisfied about the canteen facility. 14. Most of the respondents (88%) said that the relations with their superiors are either very good (or) good. 15. On the whole 66% of the Respondents feel that their relations with their colleagues and sub ordinates are either very good (or) good. 16. Most of the Respondents (68%) feel that they are Participating either fully (or) Partially in management decisions. 17. It is clear that 94% of the Respondents are either strongly satisfied (or) satisfied with the safety methods implemented in the organization. 18. Majority of the respondents (90%) feel that the training Programmes are useful to develop their skills in doing the Job.
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19. Most of the respondents (90%) feel that the encouragement from the management for professional growth and skill development is either fair (or) good. 20. On the whole 84% of the Respondents feel that the workshops and seminars conducted by the organization are either very useful (or) useful. 21. It is clear that 56% of the Respondents feel that they are not spending enough time with their family. 22. On the whole 60% of the respondents are either strongly satisfied (or) satisfied with the grievance redressal system in the organization. 23. Majority of the respondents (72%) feel that the physical fitness programmes conducted by the organization are either very useful (or) useful. 24. Majority of the respondents (52%) feel that their standard of living is not increased. 25. On the whole 50% of the respondents feel that they are receiving equal pay for equal work and another 50% feel that they are getting equal pay for equal work either to some extent (or) not getting. 26. Majority of the respondents (52%) feel that can express their views freely to their supervisors. 27. On the whole 80% of the respondents feel that the management is utilizing their skills and potentials either fully (or) partially. 28. Majority of the respondents (62%) feel that there is scope for creativity in their work. 29. Majority of the respondents (58%) feel that the present Job is suitable to their skills and experience. 30. On the whole majority of the employees said that they dislike the food supplied in the canteen, Non availability of transport facility and lack of
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recreation facilities.

SUGGESTIONS
From the opinions and responses given by the respondents the following suggestions can be made.

1. The responses indicate that the employees are not satisfied with the time they are spending with the family. If the management arranges transport facility the employees can reach their homes early so that they can spend more time with their families. 2. Even though 58% of the respondents expressed satisfaction about the salary they are receiving, a significant percent of employees (42%) Expressed dissatisfaction about the salaries they are receiving. It would be better if the management revise the salaries of the employees. 3. Majority of the respondents Expressed dissatisfaction about the educational facilities provided to their children. The management has to take necessary steps to improve the educational facilities to the children of the employees.
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4. Even though 50% of the respondents expressed satisfaction about receiving equal pay for equal work, the same percent of respondents expressed their dissatisfaction. In this regard the management has to adopt a systematic procedure for deciding the pay scales based on their work.

5. Even though 52% of the respondents expressed satisfaction about expressing their views freely to their superiors the significant percent of respondents (48%) expressed their dissatisfaction. The management and superiors would encourage vertical communication in the organization.

6. Even though 58% of the respondents expressed satisfaction about the suitability of their present job to their skills and experience, the significant percent of the respondents (42%) expressed dissatisfaction. So the management has to take steps to identify whether the Job assigned to an employee is suitable to his experience and skills. If not, they can place him to a suitable position (or) Job.

7. Majority of the respondents expressed dissatisfaction about the food that was served in the canteen, non-availability of transport facility and lack of recreation facilities. The management is suggested to take necessary steps to improve the quality of the food served in the canteen, they are also suggested to arrange transport facility to the employees. The management has to arrange some recreation facilities to the employees so that they can refresh from their day to day activities.
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BIBLIOGRAPHY
1. C.B. Memoria Human Resources Management, Himalaya

Publishing house. 2. Keeth Davis Organizational Behaviour, Tata Mcgraw Hill publishing company.

3.

L.M Prasad- Human Resources Management, Sulthan Chand,

and

sons publications. 4. Shasi K. Guptha, Roshy Joshi Organization theory and behaviour, Kalyani Publishers. 5. Stephen P. Robins A. Essentials of organizational Behaviour, Pearson Publications. 6. V.S.P. Rao Human Resource Management, Excel Publications

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APPENDIX

QUESTIONNAIRE Name of the Employee Designation :

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Department : Experience : ----------------------------------------------------------------------------------------------1. Mention three things you like most in your Organization ? (a) ________________ (b) __________________ (c) ______________ 2. Are you satisfied on your present position in the Organization ? (a) Strongly Satisfied (c) Average (e) Very Dissatisfied 3 What is your opinion on working conditions in the Organization ? (a) Very good (c) Moderate (b) Good (d) Not so good (b) Satisfied (d) Dissatisfied

4 How do you feel about your career development with in the organization ? (a) Strongly Satisfied (c) Average (e) Very Dissatisfied 5. How do you feel about the Job Security in the Organization ? (a) Strongly Satisfied (c) Average (e) Very Dissatisfied (b) Satisfied (d) Dissatisfied (b) Satisfied (d) Dissatisfied

6. How do you feel about the training and development programmes conducted by the Organization ? (a) Very Useful
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(b) Useful

(c) Useful to some extent

(d) Not useful

7. What is your opinion on the present methods adopted by the Management for promotion ? (a) Fair (c) Moderate (e) Unfair 8. How do you feel about the performance appraisal methods adopted by the Organization ? (a) Very fair (c) Good (b) Fair (d) Not so good (b) Good (d) Not so good

9. What is your opinion on the salary you are receiving ? (a) Strongly satisfied (c) Average (e) Very dissatisfied 10. What do you feel about the incentives you are receiving ? (a) Strongly satisfied (c) Average (e) Very dissatisfied 11. Are you satisfied by the insurance scheme implemented by the management? (a) Strongly satisfied (c) Average (e) Very dissatisfied 12 How do you feel about the educational facilities provided by the Organization to your children ? (a) Adequate (c) To some extent
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(b) Satisfied (d) Dissatisfied

(b) Satisfied (d) Dissatisfied

(b) Satisfied (d) Dissatisfied

(b) Not Adequate

13 What do you feel about the canteen facility provided by the Organization? (a) Strongly Satisfied ( c) Average (e Very Dissatisfied 14 How do you feel about your relation with your superiors? (a) Very good (c ) Moderate (b) Good (d) Not so good (b) Satisfied (d) Dissatisfied

15 How do you feel about your relations with your subordinates? (a) Very good (c ) Moderate (b) Good (d) Not so good

16 What is your opinion on your participation in Management decisions ? (a) Full Participation (c ) No participation 17 What is your opinion on the safety methods implemented by the Organization ? (a) Strongly Satisfied (c ) Average (e) Very dissatisfied (b) Satisfied (d) Dissatisfied (b) Partial Participation

18 Do you feel that the training programmes conducted by the Organization are useful to develop your skills in doing your job? (a) Very useful (c ) Useful partially (b) Useful (d) Not useful

19 How do you feel about the encouragement from the management for your
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professional growth and skill development ? (a) Fair (c) Not so good (b) Good (d) Un fair

20 How do you feel about the different work shops and seminars conducted by the Organization to improve your soft skills? (a) Very useful (c) Useful to some extent (b) Useful (d) Not Useful

21 Do you feel that you are spending enough time with your family? (a) Yes (c) To some extent 22 How do you feel about the grievance redressal system in the organization (a) Strongly Satisfied (c) Average (e) Very dissatisfied 23 What is your opinion on physical fitness programmes conducted by the Organization ? (a) Very useful (c) Useful to some extent (b) Useful (d) Not useful (b) Satisfied (d) Dissatisfied (b) No

24 How do you feel about your standard of living (family Status) ? (a) Increased (c) Not Increased 25 Are you paid equal pay for equal work?
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(b) Increased to some extent

(a) Yes (c) No

(b) To some extent

26 Can you express freely your opinion to your superiors? (a) Yes (c) No 27 Is your Organization fully utilizing your skills and potential? (a) Fully utilizing (c) Utilizing to a particular level (b) Partially utilizing (d) Not utilizing (b) To certain extent

28 Do you think that there is scope for creativity in your work? (a) Yes (c) No 29 Is your job suits to your skills and experience ? (a) Yes (c) No 30 Mention three things which dissatisfy your work mostly and need improvement? (a) (b) (c) (b) To certain extent (b) To some extent

114