1

CHAPTER 1

INTRODUCTION

Job satisfaction is an effective attitude a feeling of relative likes or dislikes and it is a

set of favourable or unfavourable feelings and emotions with which employees view their work.
Job satisfaction can be viewed as an over all attitude, or it can apply to the various parts
of an individuals job. The aspects of job satisfaction include pay, ones supervisor, the nature of
tasks performed and an employees co-worker and the working conditions.
-Job-satisfaction refers to ones feeling towards ones job. It can only be inferred but not
seen.
-Job-satisfaction is often determined by how well outcomes meet or exceed expectations
Job satisfaction is a combination of psychological & environmental circumstances that
cause a person to say Iam satisfied with my job such a description indicates the variety of
variables that influence the satisfaction of the individual but tell us nothing about the nature of job
satisfaction.
Perhaps, one way to define job satisfaction may be to say that it is the end state of
feeling. The feeling could be positive or negative depending upon whether need is satisfied or not.
MOTIVATION, ATTITUDE & JOB SATISFACTION:

Motivation implies the willingness to work or produce. A person may be talented &
equipped with all kinds of abilities & skills but may have no will to work. Satisfaction on the
other hand implies a positive emotional state which may be totally unrelated to productivity.
Attitude & job satisfaction are used interchangeably. However, a closer analysis may
reveal that perhaps, they measure two different anchor points. Attitudes are pre dispositions that
make the individual behave in a characteristic way across situations. Job satisfaction on the other
hand, is an end state of feeling, which may influence subsequent behaviour.

MORALE & JOB SATISFACTION:

 2

Morale is a general attitude of the worker and relates to group while job satisfaction is
an individual feeling, which could be caused by variety of factors including group. Industrial
morale is a collective phenomenon and job satisfaction is a distributive one. In other words, job
satisfaction refers to a general attitude towards work by an individual worker. On the other hand,
morale is group phenomenon, which emerges as a result of adherence to group goals and
confidence in the desirability of these goals.

MEASUREMENT OF JOB SATISFACTION:

Measurement of job satisfaction has come to acquire the same fate as the measurement
of intelligence. There is no agreement on a specific definition, generally questionnaires are
developed to measure satisfaction with various aspects of work and the resultant behaviour or
score is called job satisfaction. Today, as intelligence is defined as what is measured by
intelligence test, job satisfaction can also be defined as what is measure by job satisfaction
questionnaire.

CONSEQUENCES OF JOB SATISFACTION:

Job satisfaction is dynamic; it can decline even more quickly than it is developed. High
job satisfaction may lead to improved productivity, decreased turnover, improved attendance, and
reduced accidents, less job stress and lower unionization.

JOB SATISFACTION AND EMPLOYEE TURNOVER:

High employee turnover is of considerable concern for employers because it disintrupts
normal operations, causes morale problems for those who stick on and increases the cost involved
in selecting and training replacements. The employer takes his best to minimize turnover by
making the employee feel satisfied on their jobs. It has been demonstrated that workers who have
relatively low levels of job satisfaction are the most likely to quit their jobs and that organizational
units with the lowest average satisfaction levels tend to have the highest turnover rates.
JOB-SATISFACTION AND WORK BEHAVIOUR :

Job satisfaction seems to have some relation with various aspects of work behaviour
like absenteeism, adjustments, accidents, productivity and union affiliation. Although several
 3

studies have shown varying degrees of relation ship between them and job satisfaction. It is not
quite clear that whether these relation ships are correlative or casual.

JOB-SATISFACTION & ACCIDENTS:

Research on the relation ship between job satisfaction generally shows that the higher
satisfaction with the job, the lower is the rate of the accidents. Though it is difficult to explain
such a relation ship but generally a satisfied employee would not be care less of negligence and
would encounter less possibilities of running an accident situation.

JOB-SATISFACTION & ABSENTEEISM:

In every day life certain contingencies require a little extra effort on the part of
workers to come to work. A minor problem with the bi-cycle, drizzle, small tiffs with spouse and
several such accidents have a tremendous impact on the work attendance.

JOB-SATISFACTION & ADJUSTMENT:

If the employee is facing the problems in general adjustment, it is likely to affect his
work life. Although it is difficult to define adjustment most psychologist and organizational
behaviour have been able to narrow it down to what they call neuroticism and anxiety.

PROMOTIONS:

Promotional opportunities affect job satisfaction .The desire for promotion is generally
strong among employees as it involves changes in job content, pay, responsibility, independence,
status etc employees consider promotion as the ultimate achievement in their career and feels
extremely satisfied if they get promotion.

JOB-SATISFACTION & PERSONAL CHARACTERISTIC:

 4

When a person comes to work, he beings with him his total personality, his personal
characteristics and these in turn, influence the satisfaction he derives from his work. As work is
one of the necessary aspects of the total life experience of an individual, it becomes important to
examine how his personal characteristics influence his job-satisfaction. Personal characteristics
here refer to such biosocial variables as age, marital status, education length of service and
income etc.

AGE:

The relation ship between age & job satisfaction could be complex. Generally one
would expect that as the person would grow older he would get greater satisfaction with his job
particularly because of the experience and, therefore the ease with which he would be able to
perform it.

MARITAL STATUS:

Generally marital status has nothing to do with job satisfaction. With increasing
responsibilities placed on an individual because of marriage he would value his job little more
than an unmarried employee.

INCOME:

In todays Indian condition, higher income should lead to higher job satisfaction
OTHER EFFECTS OF JOB SATISFACTION:

It has been claimed that satisfied employees tend to have better mental and physical
health and learn new job related tasks more quickly .All things consider practicing managers and
organizational behaviour researchers would agree that job satisfaction is important to an
organization. Critics however point out that this is pure conjecture because there is so much we
dont know about the positive effects of satisfaction .On the other hand, when job-satisfaction is
low, there seems to be negative effects on the organization that have been documented. So if only
from the stand point of viewing job-satisfaction as a minimum requirement or point of departure,
it is of value to the organizations overall health and effectiveness and is deserving of study and
application in the field of organizational behavior.
 5

IMPORTANCE OF JOB-SATISFACTION:

The study of job-satisfaction enables

-To diagnose potential problems in the organization.
-Finding out the causes for dissatisfaction.
-To assess the impact of organizational changes on employee attitude.
-To stimulate the better communication between the management and employees.

BENEFITS OF JOB-SATISFACTION:

-Surveys give the management an indication on levels of satisfaction in the company

-Improved communication is another benefit of the surveys
-A very unexpected benefit of job-satisfaction survey is improved attitude
-It helps the management in assessing the training need
-Job-satisfaction is an indicator of the effectiveness of organizational reward system
-One of the best uses of the job-satisfaction is in the evaluation of the impact of organizational
changes on employee attitudes
-It is not only helping the management, they are useful to the unions too

1.1 OBJECTIVES OF THE STUDY:

1. To list the additional benefits required by the employees and convey the same to the
management.
2. To study the various policies adopted by the management for job satisfaction.
3. To know the level of satisfaction of the employees on their job
4. To find various factors on job satisfaction
5. To find out the best remedial measures for job satisfaction
 6

1.2 SCOPE OF THE STUDY:

The study has been conducted to know the employees perception, towards satisfaction
level of their job. The interview has been directly conducted when observations & reality of
underlying ideas or opinion are acquired.

With the collected information the company can draw and construct organizational
strategies to improve the efficiency and effectiveness of satisfaction level of their job.
 7

1.3 LIMITATIONS OF THE STUDY:

1. The study is conducted with regard to the industry only and hence forth eliminating
the chances of any comparative study
2. The responses of the respondents may be biased.
3. The time available for the research of the study was limited and so I have collected
the opinions of only 150 respondents.
4. As there are no female employees in the organization only the responses of male employees
are collected
 8

1.4 INDUSTRY PROFILE :

The NELCAST which is a major producer of SG iron & Grey iron castings was
started in a humble way in a improvised shed in a small town at Gudur with investment of less
than 20 crores and conlo put a cupola furnace to supply small castings for various auto sector. The
beginning was so formidable and sound footing that the company grew in gradual manner, the
strenuous attention and pain staking industry of Mr. R.K. Reddy, the managing director made the
foundry at Gudur to sit and look at it. His vision was to expand into a major production and he
started the PONNERI unit in 1996 with an investment of 150 crores and established the KUNNEL
WAGNER. The yearly turnover of NELCAST is nearly 150 to 250crores.

NELCASTs core competence is in manufacture of SG iron and Grey iron castings.

There is no definite percentage for production but keeping the demand from various auto mobile
industry, the product mix is finished for each month and the casting meet the requirement of
 9

heavy vehicle manufacturers like Telco, Ashok Leyland, Tafe & Itl and certain export items to
Australia. The company is in the verge of major expansion and has clenched the deal with M/S
ARVIN MERITOR who are suppliers for world renowned automobile great Volvo and woned
focus on the export market in 2004,thereby increasing its production capacity and meet the
international standards specified for world class organizations.

The vision of Nelcast has been astounding and has decided to pitch its portion to a
global level, so as to rule amongst first 10 in global level. The company, to this effect has set the
stage to obtain, Ts 16469 castification and also to obtain DENIM AWARD by 2006.This will be
the competitive advantage for the company, to meet the challenges to equate the international
norms. NELCAST, has by its virtue of its tremendous growth, has elevated to a prime spot analyst
the Indian foundries when all small foundries have close down due to the on slaught of recession,
remarkably, NELCAST due to strong human capital and technological leader has with stand and
has

demonstrated to be one of the best run foundries in India. After TELCO (pune and Jamshedpur)
and ENNORE FOUNDRIES (chennai), NELCAST proudly stands the third in ranking.

The company, as of now, exports to auto majors in Australia, like

Toowamba, clutch cylinders and Lorry pumps in a great way and the quality as peers of the
castings the puts the company in a most advantageous position with these companies .The
company has already started exporting housing, axle and central casting (LH) & (RH) to VOLVO
SWEDAN. The company has entered an agreement to supply various castings to UZEL-TURKEY
and MORIBOCCO INC Australia in 2004.

COMPETITORS OF NELCAST:

At present, NELCAST is competing with BRAKES INDIA and ENNORE

FOUNDRIES. They have their own style of making foundries and we cant judge which one
ranks first among those three. Because all the 3 companies are manufacturing the castings with the
same quality and producing castings equally.

BRAKES INDIA:
 10

Brakes India was established in 1962 as a joint venture between TVS group and
Lucas industries plc, UK, Brakes India has grown steadily to become a leading brake system
supplier to global OEMS operating in India.

PRODUCTS PRODUCED BY BRAKES INDIA:

Calipers, master cylinders, vacuum boosters, valves, drum brakes for cars
Scam, simplex air cam, wedge and hydraulic brakes for trucks drum, dry & oil immersed disc
brakes & hydraulic brakes for trailors
-Brake houses & brake fluid, rubber seals for all types of vehicles
-Calipers, master cylinders & rotors for two wheelers

ENNORE FOUNDRIES:

Ennorefoundries was established in 1959, which is Indias largest automotive

jobbing foundry with an yearly production of over 48000 tons. It makes Grey iron and aluminium
gravity die castings for automobiles, compressors, industrial engines, power generators, tractors as
well as for defense and marine applications .It is

the largest makers of cylinder block and cylinder head castings in India with a product range of 25
different castings.

OTHER COMPANIES WHICH MANUFACTURE CASTINGS ALL OVER INDIA:

1. Electrotherm Company
2. Multi pulverizing mills company
3. Sreesakthi equipments ltd
4. Gargi industries
5. SreeLankokalahasti castings ltd
 11

1.5 COMPANY PROFILE:

Nelcast limited, an ISO 9002 and a Qs 9000 company, is the largest producer of SG
and Grey iron castings in India. Nelcast cater to the requirements of almost every industry.
Quality castings for the automobile segment are their forte. Since the inception of Nelcast is in
1985, they have been maintaining high dimensional accuracy and superior surface finish. Our
state of the art manufacturing facilities, spread across two units in GUDUR (A.P) and PONNERI
(T.N), are equipped with a melting shop, moulding shop, core shop, machine shop. Apart from
excellent facilities for laboratory and quality control, Nelcasts moulding shop is the most modern
in India, and has a DFM-R high pressure moulding machine, which is the first of its kind in Asia.
Quality is the essence of Nelcast products. The production methods have in process
checks at every point. Well refined on-line process control methods are backed up with laboratory
testing along with systems which are adopted and modified to suit varying customer needs for
high quality premium castings. The systems thus adopted are followed with utmost precision and
documented meticulously to ensure the required quality of the casting component.

Nelcast is approved by prestigious Indian agencies like RDSO, NTPC, and Defense
etc and also by global companies like kOMATSU, ROCKWELL, DANA and FORD, USA etc.
Presently Ford items and pipe fittings are being exported to USA. Within a short span of time,
Nelcast has become the largest producer and leading supplier of SG and Grey iron castings to M/S
 12

Ashok Leyland and Telco, the largest truck manufacturers in India. The other major customers
include TAFE (Massey fergusson Tractors), Eicher, Indian Railways, Volvo, and Culmins etc.

Employing top rated professional Foundry men, the unit produces complicated large
number of machine moulded castings upto 100 kgs. The facilities include a machine shop with
sophisticated and special purpose machines to produce finished products with required tolerance.
During the first decade of the companys operations, it has established a name for itself. This can
be seen from the influx of repeat orders which are now being executed.

With the wide range of facilities available and management attuned to professionalism,
Nelcast offers unique credentials in meeting the demand for quality
Castings in every industry especially in automobile segment anywhere in the world at a
competitive price.

FACILITIES PROVIDED IN NELCAST LTD:

Development:

Simulation software for methoding. This provides a foolproof mechanism to avoid

shrinkages and to make sound castings.
Pattern shop: From initial stages of tooling design, to completion of production tooling,
our in house pattern facilities, equipped with CAD/CAM have the capabilities.
Outsourcing for metallic and non-metallic patterns.

Melting shop:

Medium frequency induction melting furnaces

5 tons/2500 kw
3 tons/1500 kw
1.2tons/1000kw 3 nos
3 tons/3000 kw DUAL TRAK-R plus-latest technology
 13

Moulding shop:

Our state of the art moulding plant is the largest in India and first of its kind in Asia. The
plant is equipped with the following sophisticated machinery
DFM-R high pressure moulding machine
AIRPRESS Plus 2000 moulding technology incorporating active multi-piston squeezes
head.
Automatic sand preparation and distribution system
High intensive mixer with built in aerator and return sand cooler for cooling and
preconditioning of sand along with automatic moisture addition and sand testing
facilities with computerized control
Pneumatic additive system for new sand, bentonite and coal dust, and integrated dust
extraction system.
BMD Arpa series simultaneous jolt squeeze moulding machines

Core shop:

Co2 gas core making facility

Cold box core shooter
Shell no bake

Laboratory control:

20 elements ARL spectograph

Microscopy equipment with photographic attachment
Sand testing
Wet analysis (chemical lab)

Quality control:

Quality is the hallmark of Nelcast. Products undergo rigorous quality checks at every
stage of production. Apart for 3D co-ordinate measuring equipment, our quality control
department has facilities for
 14

* Tensile testing
* Hardness testing
* Non-destructive testing
* Proof machining
Machine shop:

The machine shop facilitates in house machining and provides ancillaries for machining.
Equipped with sophisticated and special purpose machines, this shop produces finished
products with required tolerance
Tensile testing
Hardness testing
Non-destructive testing
Proof machining
 15

CHAPTER 2

RESEARCH METHODOLOGY

Methodology is the backbone of the project work. It means the way one researcher
selects his sample size, methods of data collection, various tools used for studying problem with
certain objective in view.

Research Design:

The present study is descriptive in nature. In the present study the researcher has
made use of survey method. It is the method of investigation which helps to present facts about
the current conditions concerning the nature of objectives as a class of events and may involve the
procedure of introduction, analysis classification, enumeration and measurement.
Since the study conducted is to draw conclusion and to provide information, which
helps the executive decision-making being rational, a descriptive study was chosen.
It includes surveys and fact-finding enquiries of different kinds. The major
purpose of description research is description of the state of affairs, as it exists at present
To portray accurately the characteristic of particular individual selection or group
known as descriptive research.
 16

Sampling Design:

Procedure for data collection:

Sampling Technique:

In this project the type of sampling used is convenience sampling. This is a non-
probability method of sampling in which the name implies a convenience sample is one chosen
purely for expedience (e.g., items are selected because they are easy or cheap to find and measure)
Non probability sampling is defined as the organizer of he enquiry; purposively choose the
particular units of the universe for constituents a sample on the basis that the small mass that
they so select out of a huge one will be typical or representatives of the whole.

Sample Size & Area:

The study was conducted in Chennai and the sample of 150 respondents has been
taken for the study purpose.

Data collection:

To get fruitful result, related information is necessary

2 types of data are collected, they are
1) Primary data
2) Secondary data
Primary Data Collection:

Structured non-disguised questionnaire was used for data collection. To test the
relevance of questionnaire the questionnaire pretest was conducted.

Secondary Data Collection:

 17

Secondary data were collected from various publications, journals and from
newspapers.

Tools for Analysis:

Percentage Analysis:
Single & cross tabulation is used for percentage calculations. Using the
percentage values, the research inference has been drawn for conclusion.

Graphical Analysis:

Sample Bar Method:

A sample bar diagram represents the magnitude of only one variable.

Pie Diagram:

In this the circle is partitioned into various sections representing the proportions of
various components.

Statistical Analysis:

a) When a single observed value of a certain statement is to be calculated then the

test static that is commonly used is Test of single proportion
The test static is Z=P-Po/S.E of P which is approximately normally distributed
This is calculated value of single proportion. It is compared with the table value of single
proportion.
If Table value of single proportion > calculated value of single proportion, Then null hypothesis is
accepted, other wise it is rejected.

b) When certain observed value of variable are to be compared with the expected
value, the test static that is commonly used is , which follows the chi-square distribution
 18

K
= (Oi-Ei) /Ei.
I=1
This is calculated value of .It is a compared with the tabulated value of at a desired level of
significance and (k-1) degree of freedom.
If cal < tab, then the null hypothesis is accepted other wise rejected at the desired level of
significance. The test for univariate analysis can be used in the following situations.
For the same set of data, difference between the observed and the expected value in various
categories can be checked. The expected values could be based on the data of theoretical
distribution.
For two different sets of data of the same number of respondents the differences in consumption
pattern, expenditure pattern of preferences can be compared over both sets of the observed data.
c) Analysis of variance:
It is statistical techniques specially designed to test whether the means of more than
quantitative population are equal. It consists of classifying and cross classifying statistically
results and testing whether the means of a specified classification differ significantly
_
= (X-X) /n
X=Value of equation
_
X=Mean of Xs
N=Total number of items
One-way classification:

F=Variance between samples/Variance within the samples

2.1ANALYSIS AND INTERPRETATION :

Table1

Experience of the Employee

 19

S.no Experience of the Number Percentage

employee
1 <5yrs 14 9.33%
2 5-10yrs 54 36%
3 10-15yrs 69 46%
4 15-20yrs 13 8.66%

Interpretation:

From the above table, it is noticed that 9.33% of the respondents have experience of less
than 5yrs, 36%of the respondents have 5-10 yrs experience.46% of the respondents have 10-15
yrs experience.8.66% of the respondents have 15-20 yrs experience
 20

Interpretation:
From the above Graph, it is noticed that 9.33% of the respondents have experience of less
than 5yrs, 36%of the respondents have 5-10 yrs experience.46% of the respondents have 10-15
yrs experience.8.66% of the respondents have 15-20 yrs experience
 21

Table2

Whether the responsibilities handled by the employees commensurate with their

qualification or not

S.no Responsibities Number Percentage

1 Strongly agree 55 36.66%
2 Agree 50 33.33%
3 Neutral 0 0
4 Disagree 37 24.66%
5 Strongly disagree 8 5.33%

Interpretation:

From the above table, it is noticed that 36.66% employees strongly agreed that the
responsibilities handled by them commensurate with their qualification & experience and
33.33% were partly accepted .24.66% people disagreed & 5.33% people were strongly disagreed
that the responsibilities they handle commensurate with their qualification and experience.

Table3
 22

Chance of decision making in the organization for employees

s. no Decision making Number Percentage

1 Strongly agree 31 20.22%
2 Agree 118 78.66%
3 Neutral 0 0
4 Disagree 1 .66%
5 Strongly disagree 0 0

Interpretation:

From the above table, it is noticed that every employee is given a chance of decision
making in the organization. Because 20.66% employees were strongly accepted &78.66% partly
accepted that they have given chance of decision making in the organization .The people who
dont accept with this statement were just .66% & 2%.
 23

Interpretation:

From the above Graph, it is noticed that every employee is given a chance of decision
making in the organization. Because 20.66% employees were strongly accepted &78.66% partly
accepted that they have given chance of decision making in the organization .The people who
dont accept with this statement were just .66% & 2%.
 24

Table4

Working conditions in the organization

s. no Working conditions Number Percentage

1 Strongly agree 17 11.33%
2 Agree 128 85.33%
3 Neutral 0 0
4 Disagree 5 3.33%
5 Strongly disagree 0 0

Interpretation:

From the above table, it is noticed that mostly all the employees were satisfied with the
working conditions in the organization because 11.33% employees were strongly accepted that
they were satisfied with the working conditions & 85.33% people were partly accepted with this
statement. Only 3.33% people were not accepted with the working conditions in the organization.

Table5

Adequate opportunity for the employees to use their skills and to develop their
career
 25

s. no Opportunity for Number Percentage

employees
1 Strongly agree 132 90%
2 Agree 15 8%
3 Neutral 0 0
4 Disagree 3 2%

Interpretation:

From the above table, it is noticed that 90% employees strongly accepted that they have
adequate opportunity to use their skills and to develop their career. 8% people were partly
accepted & only 2% employees were not accepted.
26
 27

Interpretation:

From the above Graph, it is noticed that 90% employees strongly accepted that they have
adequate opportunity to use their skills and to develop their career. 8% people were partly
accepted & only 2% employees were not accepted
 28

Table6

Training & development programmes

s. no Training & Number Percentage

development
1 Strongly agree 20 13.33%
2 Agree 129 86%
3 Neutral 0 0
4 Disagree 1 0.6%
5 Strongly disagree 0 0

Interpretation:

From the above table, it is noticed that 13.33% people were strongly agreed that they were
satisfied with training and development programmes & 86% employees were partly satisfied with
the training and development programmes
 29

Interpretation:

From the above Graph, it is noticed that 13.33% people were strongly agreed that they
were satisfied with training and development programmes & 86% employees were partly satisfied
with the training and development programmes
 30

Table7

Whether Inter-Intra departmental communication is good or bad

s. no Dept Number Percentage

communication
1 Strongly agree 125 83%
2 Agree 25 16.66%
3 Neutral 0 0
4 Disagree 0 0
5 Strongly disagree 0 0

Interpretation:

From the above table, it is noticed that there exists good relations between the
management and the employees because none of the employees replied that inter-intra
departmental communication is not good
 31

Interpretation:

From the above Graph, it is noticed that there exists good relations between the
management and the employees because none of the employees replied that inter-intra
departmental communication is not good
 32

Table8

Cooperation from the colleagues and peers

s. no Colleagues Number Percentage

cooperation
1 Strongly agree 120 80%
2 Agree 30 20%
3 Neutral 0 0
4 Disagree 0 0
5 Strongly disagree 0 0

Interpretation:

From the above table, it is noticed that everyone gets good cooperation from their
colleagues and peers because 100% employees were satisfied with their colleagues and peers
cooperation.

Table9

Salary/wage management
 33

s. no Salary management Number Percentage

1 Strongly agree 9 6%
2 Agree 94 62.66%

3 Neutral 0 0
4 Disagree 47 31.33%
5 Strongly disagree 0 0

Interpretation:

From the above table, it is noticed that 62.66% employees were satisfied with the salary
management and 31.33% employees were not satisfied with the salaries provided by the
management
 34

Interpretation:
From the above Graph, it is noticed that 62.66% employees were satisfied with the salary
management and 31.33% employees were not satisfied with the salaries provided by the
management
 35

Table10

Sympathetic understanding to personal grievances of employees

s. no Personal grievances Number Percentage

1 Strongly agree 26 17.33%
2 Agree 118 78.66%
3 Neutral 0 0
4 Disagree 6 4%
5 Strongly agree 0 0

Interpretation:

From the above table, it is noticed that 17.33% employees strongly accepted that the
management has sympathetic understanding to personal grievances & 78.66% employees partly
agreed with this proposal and only 4% employees disagreed with this proposal

Table11

Canteen and hygienic conditions in the organization

 36

s. no Canteen and Number Percentage

hygienic conditions
1 Strongly agree 0 0
2 Agree 3 2%
3 Neutral 0 0
4 Disagree 26 17.33%
5 Strongly disagree 122 81.33%

Interpretation:

From the above table, it is noticed that 98.66%were not satisfied with the canteen and
hygienic conditions and only 2%of the people were satisfied with the canteen facilities.

Table12

Safety measures in the organization

s. no Safety measures Number Percentage

1 Strongly agree 73 48.66%
2 Agree 77 51.33%
3 Neutral 0 0
 37

4 Disagree 0 0
5 Strongly disagree 0 0

Interpretation:

From the above table, it is noticed that every one in the organization satisfied with the
safety measures and none of the employees were dissatisfied with the safety measures.
 38

Interpretation:

From the above Graph, it is noticed that every one in the organization satisfied with the
safety measures and none of the employees were dissatisfied with the safety measures.
 39

Table13

Overtime allowance

s. no Overtime allowance Number Percentage

1 yes(Satisfied) 148 98.66%
2 No(Not satisfied) 2 1.33%

Interpretation:

From the above table, it is noticed that 98.66% employees were satisfied with over
time allowance and only 1.33% employees were not satisfied with the over time allowance
 40

Interpretation:

From the above Graph, it is noticed that 98.66% employees were satisfied with over time
allowance and only 1.33% employees were not satisfied with the over time allowance
 41

Table14

Reward for extraordinary performance

s. no Reward Number Percentage

1 Yes 132 88%
2 No 18 12%

Interpretation:

From the above table it is noticed that 88% employees replied that they are getting
reward for their extraordinary performance and only 12% employees replied that they are not
getting any reward for their performance.

Table15
Type of reward

s. no Type of reward Number Percentage

1. Monetary reward 9 6%
2 Appreciation 84 56%
 42

3 Promotion 31 20.66%
4 Increase in pay 8 5.33%
5 Nothing 18 12%

Interpretation:

From the above table, it is noticed that 65 employees got monetary reward and 56%
employees got appreciation as reward .20.66% employees got promotions as reward, 5.33%
people got reward as increase in their pay and 12% people didnt get any reward

Table 16

Promotion opportunities

s. no Promotion Number Percentage

opportunities
1 Yes (Satisfied) 117 78%
2 No( Not Satisfied) 33 22%
 43

Interpretation:

From the above table, it is noticed that 78% people were satisfied with promotion
opportunities and only 22% people were not satisfied with the promotion opportunities.
44
45
 46

Interpretation:

From the above graph, it is noticed that 78% people were satisfied with promotion
opportunities and only 22% people were not satisfied with the promotion opportunities.
 47

Table17

Overall opinion about job

S.no Opinion about job Number Percentage

1 Highly satisfied 37 24.66%
2 Satisfied 111 74%
3 Not satisfied 2 1.33%

Interpretation:

From the above table, it is noticed that 24.66% employees were highly satisfied with
their job, 74% employees were just satisfied with the job and only 1.33% employees were not
satisfied with their job
 48

Interpretation:

From the above Graph, it is noticed that 24.66% employees were highly satisfied with
their job, 74% employees were just satisfied with the job and only 1.33% employees were not
satisfied with their job.
 49

Table18

Suggestions to improve the level of job satisfaction

s. no Suggestions Number Percentage

1 Increase in pay 55 36.66%
2 More promotions 72 48%
3 Bonus 0 0
4 Improved working 6 4%
conditions
5 More fringe benefits 17 11.33%

Interpretation:

From the above table it is noticed that 36.66%employes suggested to increase their payment, 48%
employees suggested to increase promotions, 4% people suggested to improve working conditions
and 1.33% employees suggested to increase fringe benefits

Table19

Comparison between the level of experience and the level of salary management
 50

Experience/salary Strongly Agree Neutral Disagree Strongly Respondents Percentage

mgt agree disagree
<5yrs 2 7 0 3 0 12 8%
5-10yrs 4 36 2 18 0 60 33.33%
10-15 yrs 4 41 1 20 0 66 44%
15-20 yrs 2 8 0 2 0 12 8%

Interpretation:

From the above table it is noticed that

a) <5yrs:
The respondents who have below 5yrs experience and satisfied with the salary are 9 and the
respondents who are not satisfied with the salary are just 3 members.
b) 5-10 yrs:
The respondents who have 5-10 yrs experience and satisfied with the salary are 40 members and
12 respondents are neutral. The respondents who were not satisfied with the salary are 18
members
c) 10-15 yrs:
The respondents who have 10-15 yrs experience and satisfied with the salary are 45 members and
just one of the respondents are neutral. The respondents who were satisfied with the salary are 20
members
d) 15-20 yrs:
The respondents who have 15-20 yrs experience and satisfied with the salary are 10 members .The
respondents who were not satisfied with the salary are just 2 members

Table20

Comparison between the level of overtime allowance& the level of promotion

opportunities

Over time Satisfied Not satisfied Respondents Percentage

 51

allowance/promotion
opportunities
Satisfied 116 29 145 98%
Not satisfied 1 4 5 3.33%

Interpretation:

From the above table, it is noticed that the respondents who were satisfied with the over
time allowance and promotion opportunities were 116 and the respondents who satisfied with
overtime allowance and not satisfied with promotion opportunities were 29.The respondents who
were not satisfied with over time allowance and satisfied with promotion opportunities were just
1.The respondents who were not satisfied with both over time allowance and promotion
opportunities were just 4.

2.2 STATISTICAL TOOLS:

Test of single proportion:

In testing the hypothesis that the proportion p in the population has specified.
Value Po for a sample of size where n>=30
The null hypothesis is Ho: p=Po
The alternative hypothesis is H1:P1=Po
The test static is
Z=P-Po/S.E of P which is approximately normally distributed
 52

Critical region for Z depending on the nature of H1 & level of significance

IS THE EMPLOYEES SATISFIED ABOUT THEIR JOB

Statements No, of respondents

Satisfied about the job 148
Not satisfied about the job 2
Total 150

Ho: Feeling of the individual about the satisfaction of their job

P=148/150
Q=1-(148/150) =2/150
N=150
Z=X-
Z=|P-1|/((PQ)/N)
=|(148/150)-1|/(148/150*2/150)/150
=1.42
Table value Z=1.96
Z table value is greater than calculated value
So we accept null hypothesis
Conclusion:
From the above table we can conclude that the employees satisfied about their job

CHI-SQUARE:
1. Cross check is done with experience and working conditions in the
organization

Age/working Strongly Agree disagree Total Percentage

conditions agree
<5yrs 1 11 0 12 8%
5-10 yrs 5 44 4 53 35.33%
10-15yrs 10 60 1 71 47.33%
15-20yrs 1 13 1 15 10%
Total 17 128 6 150 _
Percentage 11.33% 85.33% 4% _ 100%

Ho: Set up the null hypothesis that there is no significance relation between experience and
working conditions in the organization
 53

Count expected value <5 yrs 5-10 yrs 10-15 yrs 15-20 yrs Total Percentage
Strongly agree (O) 1 5 10 1 17 11.33%
(E) 1.36 60 6.91 1.7 - -
Agree (O) 11 44 60 13 128 85.33%
(E) 10.24 45.2 52.0 12.8 - -
Disagree (O) 0 4 1 1 6 4%
(E) 0.48 2.12 2.44 0.6 - -
Total 12 53 71 15 150 -
Percentage 8% 35.33% 47.33% 10% - 100%

Chi-square value=6.49
Degree of freedom=12
Significance=21.026
Table value > calculated value
So we accept null hypothesis

2. Cross check is done with experience and promotion opportunities

Experience/Promotions Satisfied Not satisfied Total Percentage

<5yrs 9 3 12 8%
5-10 yrs 40 13 53 35.33%
10-15yrs 57 13 70 46.66%
15-20yrs 11 4 15 10%
Total 117 33 150 -
Percentage 78 22 - 100%

Ho: set up the null hypothesis that there is no significance relation between experience and
promotion opportunities

Count <5yrs 5-10yrs 10-15 yrs 15-20yrs Total Percentage

expected
value
Satisfied 9 40 57 11 117 78%
(O)
(E) 9.36 41.34 54.6 11.7 - -
Not 3 13 13 4 33 22%
satisfied
(O)
 54

(E) 0.66 11.66 15.4 3.3 - -

Total 12 53 70 15 150 -
Percentage 8% 35.33% 46.66% 10 - 100
Chi-square value=9.173
Degree of freedom=3
Significance=7.815
Here table value is < calculated value
So we reject null hypothesis

3. Cross check is done with experience and training programmes

Experience/training Strongly Agree Disagree Total Percentage

programmes agree
<5yrs 2 10 - 12 8%
5-10yrs 3 52 - 55 36.66%
10-15yrs 12 59 1 72 48
15-20yrs 3 8 - 11 7.33%
Total 20 129 1 150 -
Percentage 13.33% 86% 0.66% - 100

Ho: set up the null hypothesis that there is no significance relation between experience and
training and development programmes

Count expected value <5yrs 5-10yrs 10-15yrs 15-20yrs Total Percentage

Strongly agree(O) 2 3 12 3 20 13.33%
(E) 1.6 7.33 9.6 1.46 - -
Agree(O) 10 52 59 8 129 86%
(E) 10.32 47.3 61.92 9.46 - -
Disagree(O) - - 1 - 1 0.66%
(E) - - 0.48 - - -
Total 12 55 72 11 150 -
Percentage 8% 36.66% 48% 7.33% - 100

Chi-square value=6.272
Degree of freedom=12
Significance=21.026
Here table value>calculated value
So we accept null hypothesis
 55

ANOVA
1. Ho: Set up the null hypothesis that there is no significance relation between salary and working
conditions

Sources of Sum of squares Degree of Mean square F

variation freedom
Between 857.6 (K-1)=(3-1)=2 857.6/2=428.8
751.4/428.8
samples
Within samples 5260 (N-K)=(9-3)=6 5260/7=751.4
Total 21 (N-K)=9-1=8 - F=1.75

Thus computed F=1.75

F value at 5% level of significance and at degrees of freedom 6 & 2 is 19.3
Table value>calculated value
So we accept null hypothesis

2. Ho: Set up the null hypothesis that there is no significance relation between training and
development programmes and salary management

Source of Sum of squares Degree of Mean square F

variation freedom
Between 1240.6 (K-1)=(3-1)=2 1240.6/2=620.3 827.2/620.3
samples
Within samples 4963.4 (N-K)=(9-3)=6 4963.4/6=827.2
Total 6204 (N-1)=9-1=8 - F=1.33

Thus computed F=1.33

F value at 5% level of significance and at degrees of freedom 6 & 2 is 19.3
So table value>calculated value
So we accept null hypothesis
CHAPTER 3

FINDINGS

1. Majority of the respondents feels that their job is very interesting and satisfactory
 56

2. It is found that respondents have faith on their superiors, which is an important factor of job

satisfaction

3. It is found that the superiors are very cooperative

4. Majorities of the respondents feel that they have adequate freedom to perform their tasks and

have opportunity to use their skills and to develop their career.

5. It is found that most of the respondents were not satisfied with the canteen and hygienic

conditions

6. It is found that every employee gets good cooperation from their colleagues and peers.

7. It is found that majority of the respondents were satisfied with the overtime allowance

8. Most of the respondents feel that salary and promotional opportunities plays a significant role

in determining job-satisfaction

3.1 SUGGESTIONS:

1. The management may devise an appropriate method to quantify the employees performance.
2. Periodical appraisal may be useful in motivating the employees.
3. Though there are promotional opportunities in the organization it is limited to some people
only. So the management should think of it and should try to extend the promotional opportunities
to all employees in the organization
 57

4. It is suggested to improve the quality of food and hygienic conditions in the canteen
5. The management should try to implement the presentation method in training and development
programmes, so that there may be chances to increase their personality development to some
extent.
Implementing some of the above suggestions may yield good result and will boost morale and
motivate the employees.

3.2 CONCLUSION:

The project has been completed successfully. This dissertation is been done in NELCAST
LTD, Ponneri. Every industry is subjected to some conditions and regulations and so the
employee may or may not satisfy with his job. Job satisfaction is an affective attitude, a feeling of
relative likes or dislikes of an employee about his job. Job satisfaction of an employee depends
on all conditions in the organization like salary/wage management, working conditions, adequate
freedom for the employees to perform their tasks, adequate opportunity for the employees to use
their skills and to develop their career, promotion opportunities, canteen and hygienic conditions,
overtime allowance etc. If we said that an employee satisfied about his job, then he should be
satisfied with all the conditions in the organization.
 58

As far as the researchers survey is concerned, everyone in the organization

satisfied with all the conditions in the organization except with the salary/wage management,
canteen and hygienic conditions and only some of them were not satisfied with the promotion
opportunities. So the organization must frame the policies and conditions, which may get satisfied
to their employees and should try to improve the conditions which the employees were not
satisfied with in addition which affects the growth of the organization.

APPENDICES

QUESTIONNAIRE

Employee profile:
1) a) Name:
b) Age:
c) Experience:
a)<5yrs b)5-10yrs c)10-15 yrs d)15-20yrs ( )
d) Designation:
2) The responsibilities that I handle are commensurate with my qualification & experience
a) Strongly agree b) agree c) neutral d) disagree e) strongly disagree ( )
3) We are given chance of decision-making in our organization and shop floor
a) Strongly agree b) agree c) neutral d) disagree e) strongly disagree ( )
4) We are satisfied with the working conditions in the organization
 59

a) Strongly agree b) agree c) neutral d) disagree e) strongly disagree ( )

5) We are given adequate freedom to perform our tasks & we are guided by our superiors
a) Strongly agree b) agree c) neutral d) disagree e) strongly disagree ( )
6) We have adequate opportunity to use our skills & to develop our career
a) Strongly agree b) agree c) neutral d) disagree e) strongly disagree ( )
7) We are satisfied with the training & development programmes in the organization
a) Strongly agree b) agree c) neutral d) disagree e) strongly disagree ( )
8) Inter-Intra departmental communication is fairly good
a) Strongly agree b) agree c) neutral d) disagree e) strongly disagree ( )
9) We all get good cooperation from our colleagues and peers
a) Strongly agree b) agree c) neutral d) disagree e) strongly disagree ( )
10) We are happy with organizations salary/wage management
a) Strongly agree b) agree c) neutral d) disagree e) strongly disagree ( )
11) Management has sympathetic understanding to our personal grievances
a) Strongly agree b) agree c) neutral d) disagree e) strongly disagree ( )
12) We are satisfied with the canteen & hygienic conditions
a) Strongly agree b) agree c) neutral d) disagree e) strongly disagree ( )
13) We are satisfied with the quantity, quality of food & price in the canteen
a) Strongly agree b) agree c) neutral d) disagree e) strongly disagree ( )
14) We feel happy with the safety measures being provided in the organization
a) Strongly agree b) agree c) neutral d) disagree e) strongly disagree ( )
15) Are you provided with doctors & medical facilities in the organization?
a) Yes b) no ( )
16) If yes, are you satisfied with the available doctors and medical facilities?
a) Yes b) no ( )
17) Are you satisfied with the overtime allowance?
a) Yes b) no ( )
18) Do you get reward for your extraordinary performance?
a) Yes b) no ( )
19) If yes, what type of reward you get
a) Monetary reward b) appreciation c) promotion d) increase in pay e) nothing
20) Are you satisfied with the promotion opportunities/career growth available?
a) Yes b) no ( )
21) What is your overall opinion about your job?
 60

a) Highly satisfied b) satisfied c) not satisfied ( )

22) State your suggestions to improve the level of job satisfaction
a) Increase in pay b) more promotions c) bonus d) improved working conditions e) job security f)
more fringe benefits ( )

REFERENCES

1. Business Statistics by
S. P. Guptha and M. P. Guptha
2. Personnel Management by
C.B. Mamoria.
pp: 181-200
Himalaya publishing house

3. Personnel & Human Resource Management IV Edition by

Schwab, Fussum, Dyer
pp: 170-178
Universal book stall-New Delhi

4.Personnel Management &Industrial Relations by

Tripathi
pp: 104-109
 61

5. Personnel Management VI edition by

Edwin B. Flippo.
pp: 113-114
Mc Graw Hill International Edition

6. Personnel & Human Resource Management- III Edition by

David A. Decenzo, Stephen P. Robbins
pp: 339-350
Prentice Hall of India pvt ltd, New Delhi

7. Quantitative Methods- by
Shanthi Sophia