HR Recruitment

“A STUDY ON EMPLOYEE JOB
SATISFACTION TOWARDS CO-

OPERATIVE HOSPITAL VATAKARA”
Submitted by
ABDULLA P
Reg. No.:620118631001
A Project Report
Submitted to
The Department of Management Studies
AVS ENGINEERING COLLEGE
Salem.
In partial fulfillment of the requirements for
the award of the degree of
ANNA UNIVERSITY
CHENNAI 600 025
SEPTEMBER - 2020
3
BONAFIDE CERTIFICATE
This is to certify that this project report titled “A STUDY ON

EMPLOYEE JOB SATISFACTION TOWARDS CO-
OPERATIVE HOSPITAL VATAKARA” is the bonafide work of
ABDULLA P Reg.No.:620118631001, who carried out the
organizational study under my supervision. Further certified that, to the best
of my knowledge, the work reported herein, does not form part of any other
training report (or) dissertation on the basis of which a degree or award was
conferred on any earlier occasion on this or any other candidate.
Faculty Guide Director /MBA
Viva-Voce Examination held on
Internal Examiner External Examiner

DECLARATION
5
DECLARATION
I hereby declare that this project report entitled “A STUDY ON
EMPLOYEE JOB SATISFACTION TOWARDS CO-OPERATIVE
HOSPITAL VATAKARAin partial fulfillment of the requirement for the award
of the Degree of MASTER OF BUSINESS ADMINISTRATION is a record of
the original work done by me, during my period of study in Anna University,
Chennai - 25 under the guidance of Mr.M.BALAJI, M.B.A., , HOD of
Management Studies, AVS Engineering College, and no part of it has been
submitted for any other Degree (or)Diploma.
Place: Signature of the Student
Date: (ABDULLA P)
6
ACKNOWLEDGEMENT
ACKNOWLEDGEMENT
I take this opportunity to express my sincere gratitude to our Correspondent, AVS
Engineering College, Sri. K. Senthil Kumar, for admitting me to the MBA program and thus
making it possible, to pursue this project
I would like to place on record, the strenuous motivation offered by our Principal, Dr.
A.Srinivasan, to conduct this study.
I express my sincere sense of gratitude to our HOD of Management Studies,
Mr.M.Balaji, who guided us through each stage of this project
I take this opportunity to express my sincere gratitude to my faculty guide Dr.M.Balaji,
MBA, Department of Management Studies for his valuable suggestions and constructive ideas
for successful completion of this project report.
I would like to acknowledge my heartfelt thanks to the management and all the staff of
Co-operative hospital vatakara, for having granted me permission to pursue this study in their
organization and for having helped me to bring out this project report successfully.
I would like to thank my parents, friends and others who directly or indirectly helped me
to complete this project report.

CONTENT
TABLE OF CONTENTS
Chapter No Title Page No
ABSTRACT
LIST OF TABLES
LIST OF CHARTS
I INTRODUCTION AND DESIGN OF THE STUDY
1.1 Introduction of the study 1
1.2 Industry Profile 11
1.3 Company Profile 17
1.4 Needs of the study 25
1.5 Objectives of the study 26
1.6 Scope of the study 27
1.7 Limitation of the study 28
II REVIEW OF LITERATURE 29
III RESEARCH METHODOLOGY 35
3.1 Types of research design 35
3.2 Sources of Data 35
3.2.1 Primary 35
3.2.2 Secondary 35
3.3 Sampling design 36
3.3.1 Population size 36
3.3.2 Sample size 36
3.3.3 Sampling technique 36
3.4 Statistical Tools 36
IV DATA ANALYSIS AND INTERPRETATIONS 37
Including tables and charts
V FINDINGS AND SUGGESTIONS

5.1 Findings 91
5.2 Suggestions 93
5.3 Conclusion 95
Bibliography 96
Appendices 99
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LIST OF TABLES
Table
No. Page
Particulars No.
4.1.1 CLASSIFICATION ON THE GENDER OF THE RESPONDENT 38
4.1.2 CLASSIFICATION ON THE BASIS OF AGE GROUP OF RESPONDENTS 40
4.1.3 CLASSIFICATION ON THE BASIS OF EDUCATIONAL QUALIFICATION 42
4.1.4 CLASSIFICATION ON THE BASIS OF MARITAL STATUS 44
4.1.5 CLASSIFICATION ON THE BASIS OF FAMILY SIZE 46
4.1.6 CLASSIFICATION ON THE BASIS OF DEPARTMENT CLASSIFICATION 48
4.1.7 CLASSIFICATION ON THE BASIS OF EXPERIENCE 50
4.1.8 CLASSIFICATION ON THE BASIS OF WORK SHIFT 52
CLASSIFICATION ON THE BASIS OF SATISFACTION LEVEL WITH THE

4.1.9 54
SUPERVISION OF THE SUPERIOR
4.1.10 CLASSIFICATION ON THE BASIS OF RELATIONSHIP BETWEEN COWORKER 56
4.1.11 CLASSIFICATION ON THE BASIS OF EFFICIENCY IN JOB 58
4.1.12 CLASSIFICATION ON THE BASIS OF SATISFACTION OF WORKLOAD 60
4.1.13 CLASSIFICATION ON THE BASIS OF SAFETY MEASURES 62
4.1.14 CLASSIFICATION ON THE BASIS OF PHYSICAL WORKING ENVIRONMENT 64
4.1.15 CLASSIFICATION ON THE BASIS OF SATISFACTION OF LOAN FACILITIES 66
4.1.16 CLASSIFICATION ON THE BASIS OF KIND OF LOAN TAKEN 68
4.1.17 CLASSIFICATION ON THE BASIS OF WATER FACILITIES 70

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4.1.18 CLASSIFICATION ON THE BASIS OF OPINION ABOUT JOB SECURITIES 72
4.1.19 CLASSIFICATION ON THE BASIS OF ENERRTANMENT FACILITIES 74
4.1.20 CLASSIFICATION ON THE BASIS OF TRAVALING FACILITIES 76
4.1.21 CLASSIFICATION ON THE BASIS OF TRANING FACILITIES 78
4.1.22 CLASSIFICATION ON THE BASIS OF PROMOTION 80
4.1.23 CLASSIFICATION ON THE BASIS OF CANTEEN FACILITIES 82
4.1.24 CLASSIFICATION ON THE BASIS OF INSURANCE FACILITIES 84

LIST OF CHARTS
Table
No. Page
Particulars No.
4.1.1 CLASSIFICATION ON THE GENDER OF THE RESPONDENT 39
4.1.2 CLASSIFICATION ON THE BASIS OF AGE GROUP OF RESPONDENTS 41
4.1.3 CLASSIFICATION ON THE BASIS OF EDUCATIONAL QUALIFICATION 43
4.1.4 CLASSIFICATION ON THE BASIS OF MARITAL STATUS 45
4.1.5 CLASSIFICATION ON THE BASIS OF FAMILY SIZE 47
4.1.6 CLASSIFICATION ON THE BASIS OF DEPARTMENT CLASSIFICATION 49
4.1.7 CLASSIFICATION ON THE BASIS OF EXPERIENCE 51
4.1.8 CLASSIFICATION ON THE BASIS OF WORK SHIFT 53
4.1.9 CLASSIFICATION ON THE BASIS OF SATISFACTION LEVEL WITH THE 55

SUPERVISION OF THE SUPERIOR
4.1.10 CLASSIFICATION ON THE BASIS OF RELATIONSHIP BETWEEN COWORKER 57
4.1.11 CLASSIFICATION ON THE BASIS OF EFFICIENCY IN JOB 59
4.1.12 CLASSIFICATION ON THE BASIS OF SATISFACTION OF WORKLOAD 61
4.1.13 CLASSIFICATION ON THE BASIS OF SAFETY MEASURES 63
4.1.14 CLASSIFICATION ON THE BASIS OF PHYSICAL WORKING ENVIRONMENT 65
4.1.15 CLASSIFICATION ON THE BASIS OF SATISFACTION OF LOAN FACILITIES 67
4.1.16 CLASSIFICATION ON THE BASIS OF KIND OF LOAN TAKEN 69

4.1.17 CLASSIFICATION ON THE BASIS OF WATER FACILITIES 71
4.1.18 CLASSIFICATION ON THE BASIS OF OPINION ABOUT JOB SECURITIES 73
4.1.19 CLASSIFICATION ON THE BASIS OF ENTERTANMENT FACILITIES 75
4.1.20 CLASSIFICATION ON THE BASIS OF TRAVALING FACILITIES 77
4.1.21 CLASSIFICATION ON THE BASIS OF TRANING FACILITIES 79
4.1.22 CLASSIFICATION ON THE BASIS OF JOB PROMOTION FACILITIES 81
4.1.23 CLASSIFICATION ON THE BASIS OF CANTEEN FACILITIES 83
4.1.24 CLASSIFICATION ON THE BASIS OF INSURANCE FACILITIES 85

CHAPTER – I
INTRODUCTION
1
CHAPTER -1
1.1 INTRODUCTION
At is most general level of conceptualization; job satisfaction is simply

how content an individual is with his or her job. At the more specific levels of
conceptualization used by academic researchers and human resource
professionals, job satisfaction has varying definitions. Affective job satisfaction is
usually defined as a one-dimensional subjective construct representing an overall
emotional feeling individuals have about their job as a whole. Hence, affective
job satisfaction for individuals reflects the degree of pleasure or happiness their
job in general Induces. Cognitive job satisfaction is usually defined as being a
more objective and logical evaluation of various facts of a job. Cognitive job
satisfaction is usually defined as being a more objective and logical evaluation of
various facts of a job.
As such, Cognitive job satisfaction can be dimensional if it comprises

evaluation of just one aspect of a job, such as pay or maternity leave, or
multidimensional if two or more facts of a job are simultaneously evaluated.
Cognitive job satisfaction does not assess the degree of pleasure or happiness that
arises from specific job facts, but rather gauges the extent to which those job facts
are judged by the job holder to be satisfactory in comparison with objectives they
themselves set or with other jobs. While cognitive job satisfaction might help to
bring about affective job satisfaction, the two constructs are distinct, not
necessarily directly related, and have different antecedents and consequences.
Motivating Potential Score
The motivation potential score (MPS) can be calculated, using the core
dimensions discussed above, as follows: Jobs that are high in motivating potential
must be also high on at least one of the three factors that lead to experienced
meaningfulness, and also must be high on both Autonomy and Feedback.
2
If a job has a high MPS, the job characteristics model predicts that
motivation, performance and job satisfaction will be positively affected the
likelihood of negative outcomes, such as absenteeism and turnover, will be
reduced feedback. If a job has a high MPS, the job characteristics model predicts
that motivation, performance and job satisfaction will be positively affected and
the likelihood of negative outcomes, such as absenteeism and turnover, will be
reduced.
Job satisfaction in regards to ones feeling or state of mind regarding nature

of their work. Job can be influenced by variety of factors like quality of one's
relationship with their supervisor, quality of physical environment in which they
work, degree of fulfillment in their work, etc., Positive attitude towards job are
equivalent to job satisfaction where as negative attitude towards job has been
defined variously from time to time. In short job satisfaction is a person's attitude
towards job.
Job satisfaction is an attitude which results from balancing & summation of

many specific likes and dislikes experienced in connection with the job-their
evaluation may rest largely upon one success or failure in the achievement of
personal objective and upon perceived combination of the job and combination
towards these ends. According to pestonejee, Job satisfaction can be taken as a
summation of employee feelings in four important areas.
These are:
Job-nature of work (dull, dangerous, interesting), hours of work, fellow

workers, opportunities on the job for promotion and advancement (prospects),
overtime regulations, interest in work, physical environment, machines and tools.
Management- supervisory treatment, participation, rewards and punishments,

praises and blames, leaves policy and favoritism.
Social relations- Friends and associates, neighbors, attitudes towards people in

community, participation in social activity sociability and caste barrier.
3
Personal adjustment- Health and emotionally. Job satisfaction is an important

indicator of how employees feel about their job and a predictor of work behavior
such as organizational citizenship, Absenteeism and Turnover. Job satisfaction
benefits the organization includes reduction in complaints and grievances,
absenteeism, turnover and termination; as well as improved punctuality and
worker morale. Job satisfaction is also linked with a healthier work force and has
been found to be a good indicator of longevity. Job satisfaction is not synonyms
with organizational morale, which the processions of feeling have being accepted
by and belonging to a group of employees through adherence to common goals
and confidence in desirability of these goals. Morale is the byproduct of the
group, while job satisfaction is more an individual state of mind.
Job satisfaction is the feeling an employee gets when the job he does fulfill
all his expectations. While morale refers to the attitude of the employees of an
organization and is a group concept. Job satisfaction has been defined as a
pleasurable emotional state resulting from the appraisal of one job; and affective
reaction to one's job; and an attitude towards one's job. Job satisfaction can be an
important indicator of how employees feel about their jobs and predictor of work
behaviors such as organizational citizenship, absenteeism and turnover.
Meaning of job satisfaction
Job satisfaction is a central concept with in work psychology. It is defined

by Edwin Locke as a pleasurable or positive emotional state resulting from the
appraisal of one's job or job experience. Psychologist have identified a number of
dimensions or sources of job satisfaction including attitude working condition,
co-workers & superior's career prospects & the intrinsic lectures of the tasks
performed. Job satisfaction is normally measured through surveys of employee
attitudes. Several instruments have been developed and used repeatedly by
researches. These include the job description index, job satisfaction sale & the
occupational stress & indicator.
4
John W Newstronof job satisfaction
Job satisfaction is a set of favorable or unfavorable feeling and emotions

with which employees view their work. Job satisfaction is an affective attitude
and feeling of relative like or dislikes forwarding something.
Nature of job satisfaction
Nature of job satisfaction in an industrial Context:
i. Job satisfaction is a set of favorable or unfavorable feelings and emotions with

which employees’ views their work.
ii. Job satisfaction is an affect attitude and a feeling of relative like or dislike
towards something
iii. Job satisfaction typically refers to the attitudes of a single employee.
iv. Job satisfaction can be viewed as an overall attitude, of it can apply to the
various parts of an individual's job.
v. Job satisfaction studies focus on the various parts that are believed to be
important. Since these job-related attitudes predispose an employee to behave in
certain ways. Important aspects of job satisfaction include pay one's supervisor,
the nature of tasks perform an employee co-workers or team and the immediate
working conditions.
vi. Job satisfaction or dissatisfaction emerges as an employee's gains more me

information about the workplace.
vii. Job satisfaction is one part of life satisfaction. The nature of a worker's
environment off the job indirectly influences his or her feelings on thejob.
viii. Job satisfaction is more in high level occupation because of better pay&
better working conditions.
ix.Job satisfaction level is higher in small organizational units than the larger
organizations.
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Job satisfaction of employee performance
Researchers had recognized this interest, so we find a large number of

studies that had been designed to assess the impact of job satisfaction on
employee productivity, absenteeism, and turnover.
Satisfaction and Absenteeism
We find a consistent negative relationship between satisfaction and

absenteeism, but the correlation is moderate.
While it certainly makes sense that dissatisfied employees are more likely
to miss work organizations that provide liberal sick leave benefits and emergency
to all employees including those who are lightly satisfied.
Satisfaction and Turnover
Satisfaction is also negatively related to turnover but the correlation is

stronger than what we founded for absenteeism, Yet again other factors such as
labor market conditions, expectations of a literature job opportunities, and force
in the organization are important constraints on the actual decision to leave one’s
current job. Evidence indicates that an important moderator of the satisfaction-
turnover relationship is employee's level of performance.
Sources of job satisfaction
Wages
Wages play a significant role in influencing job satisfaction. Money is an

important instrument in fulfilling one's needs and employees often see pay as the
only reflection of management concern for them. When pay as seen a fair, based
on job demands, individual skill level will improve and satisfaction is theresult.
Nature of the work
Most employees have intellectual challenges on jobs. They tend to prefer

being given opportunities to use their skills, and abilities and being forwarded a
variety of tasks, freedom and feedback on how well they are doing. These
characteristics make job mentally challenging, but too many challenges create
frustration and feeling of failure.
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Promotion
Promotion opportunities affect job satisfaction considerably. The desire for

promotion is generally strong among employees as it involves change in job
content; pay responsibility, independent status etc.
Supervision
There is a positive relationship between the quality of supervision and job

satisfaction. Supervisors who establish a supportive personal relationship with
subordinates, personal interest in them contribute a lot for their employee's job
satisfaction.
Work Group
This work group serves as a source of satisfaction to individual employees.

It is well know that for many employees work fills the need of serial interaction.
It is a stronger source of satisfaction when members have similar attitudes and
values, it relates to the person's self- concept: 'I am ok, and you areok".
Determinates of job satisfaction
There are various personal and organizational factors that influence job
satisfaction. The following chart indicates the determinants of job satisfaction.
Factors Determining Job Satisfaction
1. Personal Factors
(Age,Sex, Educational Qualification, Ability, Perception)
2. Personal Factors
(Nature of work Assigned Pay and other benefits, Superior – subordinate

relationship, Inter personal Relationship, Opportunities for advancement)
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Individual's Factors
Individuals have certain expectations from their jobs. If these expectations

are met from the jobs they feel stratified. These expectations are based on the
individual level of education age and other factors.
Level of Education
Level of educations of an individual is a factor, which determines the degree of

job satisfaction. Several studies have found negative correlation between the
levels of education. Particularly higher level of education and job satisfaction.
The possible reasons for this phenomenon may be that highly educated persons
have very high expectations from their job while remain unsatisfied.
Age
Individuals experience different degree of job satisfaction at different stages

of their life. Job satisfaction is high at initial stage, gets gradually reduced, tarts
rising up to certain stage, and finally clips to a low degree, when an individual
joins an organization. He may have some unrealistic assumption about what they
are going to derive from their work. These assumption falls short of reality when
job satisfaction goes down. It starts rising again as the people start to assess the
job in right perspective and correct their assumptions.
Other Factor
Besides the above two factors, there are other individual factors which affect
job satisfaction. If an individual does not have favorable social level family life,
he may not feel happy at the work place. Similarly other personal problems
associated with him may affect his level of job satisfaction.
Situational Variables
Situational variables related to job satisfaction lie in organization context

formal 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.
8
Working Condition
Working Condition, particularly physical work environment, like the

condition of work place and associated facilities for performing the job determine
job satisfaction. These work in two ways. First, those provide means for job
performance second provision of these conditions affects the individual
perception about the organization. If these factors are favorable, individuals
experience higher level of satisfaction.
Supervision
The type of supervision affects job satisfaction as in each type of

supervision. In employee oriented supervision, there is more concern for people
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 decrease job satisfaction.
Equitable Rewards
The type of linkage that provided between job performance and rewards
determine the degree of job satisfaction. If the reward is perceived to be based on
the job performance and equitable. It offers higher satisfaction. If the reward is
perceived to base on consideration other than the job performance it affects job
satisfaction adversely.
Opportunity for promotion
Individuals seek satisfaction in their jobs in the context of job nature and
work environment, but they also attach importance to the opportunity of
promotion in future. It provides more satisfaction. If the opportunity for such
promotion is lacking, it decrease satisfaction.
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Work Group
Individuals work in groups either created formally or they develop on their

own to seek emotional satisfaction at the work place. To the extend such groups
are cohesive the degree of satisfaction is high. If the group is not cohesive job
satisfaction is low. In a cohesive group people derive satisfaction out of their
interpersonal interaction and work place come satisfying leading to job
satisfaction (L.M.Prasad, 2002).
Organizational
factors Nature of
work Assigned
The work assigned to an employee should be of interest to him. What

appears to be an interesting job to one may appear to be uninteresting to another
and so says the proverb," one man's food is another man's poison'. It is therefore,
important that the employer understands the
Superior-Subordinate Relationship
Sometimes, an employees may be fully satisfies with his job. But if his
superior tries to find fault with him unnecessarily, the employee get disturbed
mentally. This affects satisfaction. It is, therefore, necessary that the superior-
subordinate relationship is cordial in any work place.
Opportunities for advancement
Where, in an organization, there are no opportunities for promotion, the

employees may have to remain in the same job till their retirement. There may
not be any change even in their designation. Such employees may not work with
enthusiasm. Lack of promotion opportunities, thus, promotes job dissatisfaction.
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Consequences of job dissatisfaction
Lack of job satisfaction may lead to the following consequences:
 It may increases the rate of labor–turnover

 It may lead to poor job performance.
 There may be an increase in complaints and grievances.
 Conflicts in the workplace may also increase.
 It may give scope for strikes and lock-outs.
 It may disturb stability.
Steps to improve job satisfaction
The following measures may be adopted to have a higher level of job satisfaction
among employees.
 Selection of right man for the right job.

 Payment commensurate with the employee’s credentials.
 Conducive working environment.
 Cordial superior-subordinates relationship.
 Better interpersonal relationship
 Provision of suitable promotion opportunities
 Creation of facilities for training.
 Provision of suitable incentives and social security benefits.
 Job rotation where desirable.
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1.2 INDUSTRYPROFILE
Hospital industry is an important component of the value chain in Indian Health care industry
rendering service and recognized as healthcare delivery segment of the healthcare industry, which is
growing at the annual rate of 14%. The size of the Indian healthcare industry is estimated at Rs.1717
billion in 2077. It is estimated to grow by 2012 to Rs.16.3163 billion at 13% CAGR. The private sector
accounts for nearly 80% of the healthcare market, while public expenditure accounts for 20%. The
country had 153932305 hospitals which had 8.75 lakh hospital beds. According to the WHO report India
needs to add 80000 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 or traditional healthcare industry in India. India's excellence in the field of modern medicine and
its ancient methods of physical and spiritual wellbeing make it the most favorable destination for good
health and peaceful living. India's cost advantage and explosive growth of private hospitals, equipped with
latest technology and skilled health care professionals has make it as referred destination for medical
tourism that was valued at US$ 350 million in 2006; is mated to grow into a US $ 50 billion industry
by2021.
The above background initiated need for a comprehensive industry insight on hospital industry.
Overview of the hospital industry in India's with a brief preamble of global healthcare andhospital
industry is discussed in the beginning along with its classification according to its objective, ownership
and system of medicine.
Before Independence
Conventionally healthcare in India has been based on voluntary work. Since ancient times,
traditional practitioners of healthcare have contributed to the medicinal needs of society acute knowledge
in the medicinal properties of plants and herbs where passed on from one generation to another to be used
for treatment. The colonial rule and the dominance of the British changed the scenario. Hospital managed
by Christian Missionaries took center state. Even the intellectual elite in India with their pro west bias
favored western practices.
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After Independence
Prior to independence, the healthcare in India was in shambles with large number of deaths and
spread of infectious diseases. After independence the Government of India laid on Primary healthcare and
India has put in sustained efforts to better the health care system across the country. The government
initiative was not enough to meet the demands from a growing population be it in primary, secondary or
tertiary healthcare. Alternate sources of finance were critical for the sustainability of the health sector.
Entry of Private Sector
Till about 20 years back the private sector venture in the healthcare sector consisted of only sole
practitioners, small hospitals and nursing homes. The quality of service provided was excellent especially
in the hospitals run by charitable trust and religious foundation. In 1980 realizing that the Government on
its own would not be able to prove for healthcare, the Government allowed the entry of private sector to
reduce the gap between supply and demand for healthcare. The private hospitals are managed by
corporate, nonprofit charitable organizations. The establishment of private sector has resulted in the
emergency of opportunities in terms of medical equipment, information technology in health serviced,
BPO, Telemedicine and medical tourism. Large companies and affluent individuals have started five star
hospitals which dominate the space for high and market. The private sector has made tremendous progress
but on the flip side it is also responsible for increasing inequality in healthcare sector. The private should be
more socially relevant and effort must be made to make private sector accessible to the weaker action of
society.
Information Technology in Health Service
Information technology is increasing and being used in health services. Some of the applications
are:
 Barcode Medication Administration technology is used to reduce medication dispensing errors
which improves patient safety in hospital settings.
 Chronis Disease Management where in technology is used to manage chronic illness like
diabetes and heart failure.
 Tel health wherein technology connects doctors and patientsin different geographical locations.
Medical Tourism
Medical tourism is a relatively new concept which is becoming popular globally. India has several
advantages in favor of medical tourism lie infrastructure, technology, cost effective medical care and
hospitalization qualified and skilled doctors. Traditional Indian rejuvenation methods like Yoga and
Ayurvedic massage find favor with people in western countries and corporate hospitals and wellness
centers are cashing on this.
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The Indian Health Sector Consists of
 Medical care providers like the Physicians, Specialist Clinics, Nursing Homes, and Hospitals
 Diagnostic equipment manufactures
 Medical equipment manufactures
 Contract Research Organization (CRO) Pharmaceutical Manufactures
DEFENITIONS OF HOSPITAL
According to WHO (World Health Organization) in 1956 defines-"Hospital is an integral

part of a social and medical organization, the function of which is to provide for the population complete
health care, both curative and preventive and whose out-patient services reach out to the families in its
home environment, the hospital is also a Centre for the training of health workers and for bio-social
research."
According to the Directory of Hospital in India, 1988- "A hospital is an institution which
is operated for the medical, surgical or obstetrical care of inpatients and which is treated as a hospital by the
Central/ State Government /local body or licensed by the appropriate authority.
CO-OPERATIVE HOSPITALS
Co-operative hospitals were organized during 1970 in district headquarters and town with a view
to provide modern medical treatment and assistance to persons with limited income and who are unable to
pay exorbitant charges collected by private hospitals.
The main objects are:
 To establish and run hospitals and nursing homes with up to date facilities in modern medicine.
 To town medical stores, X-ray units, clinical testing laboratories etc to facilitate the working of
the hospital.
 To open branches in selected places within its area of operations.
 To establish and maintain mobile hospital.
 To formulate schemes for dissemination of knowledge in preventive medicines.
 To print, publish and distribute books, magazine and periodicals on subjects relating to modern
medicine either directly or as agents.
 To acquire buildings, equipment’s etc. as necessary for the establishment of research centers,
testing laboratories, hospital etc.
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Co-operative hospitals are full-fledged hospital with facilities for the treatment of sick. These
hospitals also maintain testing labs, X-ray units, ECG equipment etc. They also maintain OP and [P
Departments. There are pay wards and general wards. No rent is collected from poor patients and rent
for pay wards is very much cheaper than the rent charges by private hospitals and nursing homes. The
hospitals have their own staff specialized in different etc. These hospitals also maintain medical store for
the use of their patients. The main sources of income are consultation fee, service charges, room rent,
operation charges, charge for ECG etc. The main problems are high rent on building on inadequacy of
finance, inadequate assistants from Government heavy establishment charges.
CO-OPERATIVE HOSPITAL IN KERALA
In Kerala Cooperative sector as remarkable progress in providing health care services.

These co-operative hospitals have achieved organizational growth arising out locally felt needs and
initiatives shown by local leadership.
The first hospitals in Kerala come into being on 14th May 1969 in Trissur. The venture was
very successful and set in motion trend for the formation of a number of co-operative hospital in
Kerala. The govt. of Kerala also comes out with certain promotional scheme for the formulation
of hospital in co-operative sector. Once was for the provision of one time subsidy on selected
investment such as purchase of equipment’s and share capital assistance. The other was launching of a
pilot project. The establishment of panchayath level dispensaries in 1973 with similar assistance. As a
result of this a number of hospital and dispensaries come up in the co-operative sector throughout
Kerala.
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OBJECTIVES OF HOSPITALS
• To establish full- fledged hospital with modern equipment facilities and super specialty.
• To provide diagnosis and treatment facilities.
• To conduct training and research center in order to mold the clinical competence of staff.
• To create various branches of the hospital at suitable places and its growth.
• To start a mobile hospital.
• To produce, buy and sell medicines,chemicals and hospital equipment.
• To publish a medical book, magazine and paper by the hospital itself for hiring some agencies.
• To provide employment opportunity in the medical field.
• To buy an provide ambulance and other vehicles for the transportation of patients.
• To provide canteen facilities to the hospital staff.
• To make funds available for the working of the hospital horn the govt. co-operative bank or from
other institution, individuals or foreign countries in the form of shares, loans, investments, grants,
16
CLASIFICATIONS OF HOSPITALS
According to According to directory According to types of

ownership of hospitals management
Private nursing
Public Voluntary Co-operative
home
General Rural Specialization Teaching Isolation
Central State Local Autonomou Voluntary

Private org.
govt. govt. bodies s body
.
17
1.3 COMPANYPROFILE
BADAKARA SAHAKARANA ASUPATRI Ltd No: D2411
The VatakaraCo-operative hospital was established in 1987 in a building with one Doctor
and limited staff. After six months the premises of the hospital shifted to another rented building
and two department of general medicine of pediatrics started with the facilities of pharmacy,
laboratory, ECGetc.
As a result of the high quality service rendered from the hospital soon resulted in the
heavy flow of patients. The governing body of the hospital felt the need to construct a building near
vicinity of the town ship. Thus the survey and planning as well as modification at the fund
were planned and executed in meticulous way in and abroad the country. Thus thepresent5
storied hospital building was able to complete and commissioned on 28th April2004.It located
in Karimbanapalam on Vatakara Calicut highway around 1.5km from Vatakara railway station and
1km from Vatakara Main bus stand. The hospital has 15 Doctors and 190staff members and 300
beds.
The hospital has a good organizational structure. This hospital is running under the control
of President. The President delegates the authority to the Secretary and the Administrative
officer. They look after the other departments of the organization. Now there are so many
employees in the hospital. The hospital collects funds horn other sources like individual loans, loans
from state Cooperative bank, deposits from Co-operativeinstitutions etc....
This hospital is the one and only hospital in the whole of the Northern Kerala having own
hi-tech treatment plant. There are 5 operation theaters with modern equipment and one ICCU and
ICU with 23 bed strength, both are provided with ventilators. This hospital provides good services to
the society by charging low price. Vatakara Spiral CT scan, Color Doppler, Echo Cardiograph, TMT,
ECG, Medical laboratory etc...
18
OBJECTIVES OF VATAKARA CO-OPERATIVE HOSPITAL
 To make available advanced medical treatment at reasonable rate.
 To run a Super Multi Specialty Hospital.
 To run a Diagnosis Centre.
 To establish and run Satellite Medical Centers, Mobile Hospital and Auxiliary Units.
 To publish and distribute medical books and journals.
 To arrange 24 hours Ambulance service.
 To establish and run Nursing Schools.
 To establish and run Medical Manufacturing Units.
 To make service of expert Doctors and Paramedical Staff.
 To conduct Health Insurance Schemes inassociate with Insurance Companies.

19
CAPITAL STRUTURE
In order to start and run a business, funds are required. If the funds are inadequate the
business will suffer and if funds are not properly managed the entire organization will suffer. A
company can raise its capital from various sources (debt and equity) in certain
proportion.AccordingtosomeprinciplecapitalStructurereferstothemakeupofcapitalization.
The Co-operative hospital Vatakara collects their funds from the following sources:
1. Share from members
2. Government share
3. Deposits from Co-operative institution and Individuals
4. Loan from state Co-operative Bank

20
MISION AND VISION OF THE HOSPITAL
MISION
 Dedicated to deliver exceptional patients first class healthcare.

 To provide the region with highest quality and latest medical advance through excellences in
patients care, education and research.
 To provide highly advanced new born and critical care unit with innovated therapies of
high risk infants have critical problems.
VISION
“SOCIAL SERVICES THROUGH HEALTH CARE”
FUTURE PROSPECTS
 Full-fledged cardio Vascular Unit.
 Nephrology Unit with dialysis facilities.
 Gastro Neurology with Surgical Unit.
 Trauma and Critical Care Unit
 Nursing College with Graduate and post graduate courses.
 Ayurvedichospital bridging modern and ancient treatment.

21
BENEFITS FOR SHARE HOLDERS
Shareholders are entitled for the following benefits:
Share 5000/- free treatment up to Rs 5000/each year for Shareholders. Share 10000/- free
treatment up to Rs 10000/ for the family members. Share 100000/
1) Free treatment up to Rs100000/for the family.
2) Yearly free medical checkup.
• Freetreatmentupto100000fortheshareholdersandfamilymembers.
• Yearly free medical checkup.
• Free ambulance services.
NURSING SCHOOL
A nursing school is started with the hospital from October 2006. A medical trust is working
to help the poor patients admitted in the hospital.
22
DEPARTMENTS IN CO-OPERATIVE HOSPTAL
Departments
Specialty Super Specialty
*General Medicine Cardiology
*General surgery*Urology
*Orthopedics*Pediatrics surgery *Oncology*Plastic surgery
*pediatrics and neonatology
*Neurology *E.N.T *Endocrinology
*Ophthalmology*Dialectology
*Dermatology*Gastro
*Ethology *Neurophysiology
*Nephrology *Pulmonology
*Vascular surgery
*Anesthetist
*Radiology
*Gynecology
*Asthma & Allergy
*Pediatric *Psychiatry
*Infertility
23
FACILITIES, SERVICS AND SPECIALITIES IN VATAKARA CO-OPERATIVE HOSPITAL
In Vatakara Co-operative hospital they were providing lot of good facilities and services
better than in other hospital. The Co-operative hospital Vatakara also conducted free camps for low
cost rural family. The hospital has following facilities.
 Five operation theaters with modern equipment
 One ICCU &ICU with 23 bed strength
 Vent ilators
 Modem Medical Laboratory CT scans
 ECHO Cardiograph MT
 EEG and VEMG
 24 hours pharmacy service
 24 hours medical laboratory services
 24 hours casualt y
 Consultation room
 Maternit y ward
 Labor room
 Surgical ward
 ECG ANDMMG
 Ambulance service
 Auto copy
 Blood bank
 C-Arm
 Clinic lab
 Color Doppler
 Phase Emulsification system
 Heater monitor system
 Incu bat or
24
 Laparoscopy
 X-ray
 Canteen
 Endoscope
 Ultrasound scan
 Colonoscopy
 Operation microscope
 Audiology and Speech therapy
 Physiotherapy
 Mobile mo rt uary
 Art hroscopy
 Neethi Medical Store
 Dialysis center
25
1.4 NEED OF THESTUDY
In our country a very high percentage of people are dying because of non availability of
good treatment. In this condition the study about a hospital is very important one. Yesterday, the
hospital was considered as alms house. They were setup as charity institution to take care of sick
and poor. Today, it is a place for the diagnosis and treatment of human ills, for the education,
training and research, promoting health care activities and to some extent a Centre helping bio-
social research.
People suffered by large number of diseases can get relief only from good treatment. So
hospital plays an essential role in our daily life. Large number of employees works in the hospital
for providing relief to the patients. Only satisfied employees can work properly, so I try to
measure the employee's satisfaction in hospital.
Employee attrition is one of the major problems faced by organizations. 1 don't think an
individual who is treated well at the workplace, has ample opportunities to grow, is appreciated by
his superiors, gets his salary on time ever thinks of changing his job. Retaining talented employees
definitely gives your organization an edge over your competitors as they contribute more
effectively than new joiners. Moreover, no new individual likes to join an organization which has
a high employee attrition rate. Employees who are not satisfied with their jobs often badmouth
their organization and also warn friends and acquaintances to join the same.
26
1.5 OBJECTIVES OF THESTUDY
Primary objectives:
 The study on employee's satisfaction towards-operative Hospital,Vatakara
Secondary objectives:
 To study workers satisfaction with working hours and leave facility
 To evaluate the level of job satisfaction among the workers.
 To arrive at suggestion and improvement regarding job satisfaction.
 To study the workers safety measures and work environment.
 To study the workers satisfaction level of welfare measure provided by the company.
27
1.6 SCOPE OF THESTUDY
The study is useful to find out the opinion of the workers about the job satisfaction in the
Co-operative Hospital,Vatakara. The study will predict the need of the guidance for job
satisfaction. Through the guidance we can improve the Firm. Research has given information
about the job satisfaction prevailing in the organization. Study will suggest some
recommendations to improve the work environment, welfare measures and all other things in the
working conditions.
28
1.7 LIMITATONS OF THESTUDY
 The employees' attitude & opinion may change in future so relevance to the study can't
be assured.
 Reliability of the study depends greatly on the reliability of information provided
by the respondents.
 The personal basic of the respondents is another limiting factor.
 The result obtained from the analysis would not be applicable to similar
organization in the industry.
29
CHAPTER II
REVIEW OF LITREATURE
30
2.1 REVIEW OF LITERATURE
RoslntanSafinasMunir et.al (2012)Organizations are increasingly focusing on developing

transformational leadership in their leaders because it leads to better organizational performance.
Previous studies found that leadership styles are important organizational antecedents especially in
influencing employee's job satisfaction. Thus, the aim of this study was to examine the
relationship between transformational leadership and employee's job satisfaction. A total of 214
set of questionnaire were collected from Academic Staff in four (4) Affiliate Colleges in Klang
Valley. Thus, it is important to understand the characteristics of leadership towards employee' job
satisfaction since it will affect employees’ morale and performance.
HülyaGündüzÇekmecelioi et.al (2012)The aim of this research was to empirically investigate,

the impact of emotional intelligence (El) on job satisfaction. This study considers emotional
intelligence as a multidimensional construct and compares the effects of these dimensions on job
satisfaction and job performance. Data obtained from 147 call center employees in Istanbul we
used to examine the hypothesized relationships among study variables. The results of the study
show significant positive relationship emotional intelligence and internal satisfaction. Specifically
these findings indicate that employees with high emotional recognition are more likely to have
higher levels of internal job satisfaction.
Yuan-Ho Chen (2012)Research study on Employee's satisfaction and happiness of companies

with different cultural managements had revealed many interesting and significant outcome.
Survey questionnaires exquisitely designed and specialized in employee’s satisfaction; happiness
and job commitment were used and focused in this study. Three sets of survey forms with 10
questions each for employee satisfaction, organization commitment, and job involvement were
fabricated respectively. One European invested company and one local Chinese company, and
their basic employees were chosen as the studying object both companies carried the same product
lines are located in proximity at KD province, China, And 290 effective samples had been
obtained from both companies ware statistically analyzed with meaningful results. Tangible
conclusions had shown that the employee in local Chinese invested company had higher positive
feedbacks from all three aspects as in employee satisfaction, regulative commitment, and proactive
job involvement than the employee of the European invested company.
31
Zahariishak et.al (2012)This study examines the predictions on sexual harassment experience
towards job satisfaction and work stress among female employees at three universities in the
Klang Valley, Malaysia. A questionnaire consisting of four sections has been used for this
research. The four sections measured sexual harassment experience, job satisfaction, and work
stress and respondents information. A total of 1423 participants were selected through simple
random sampling technique. Results show that more than half ofthe sample has had sexual
harassment experience. Female employees aged between 26 to 39 years, married, and having
length of service less than 5 years had more sexual harassment experiences.
AlexandruMihalce et.al (2013)Job satisfaction is a frequently used construct studied in the

organizational psychology, being considered to have a direct influence on the working quality of
the employees' of an organization. The leader's personality does not only impact the performance,
but also the job satisfaction of the subordinates. The present study proposes to verify three
hypotheses: 1. showing the connection between different sides of job satisfaction and personality
profile of the subjects with leading positions 2. Evaluating the efficiency of a certain coaching
type addressed to top managers by analyzing the level of satisfaction of their subordinates and 3.
Identifying personality treats specific to leaders who generate satisfaction among their team.
YannisMarkovits et.al (2013) Participants reported their job satisfaction, organizational

commitment and their self-regulatory focus. Results show, as expected, that participants an after
start of the crisis were lower in extrinsic job satisfaction, affective organizational commitment and
were also (unexpectedly) lower in normative commitment, while these attitudinal changes were
explained by decreased promotion orientation and increased prevention focus. Rather
unexpectedly, pre-crisis and crisis samples did not differ in levels of continuance commitment.
GaraziAzanza et.al (2013) The promotion of a flexibility-oriented organizational culture, based

on support and innovation, may provide a great value in today's competitive economy. This type of
organizational culture may be a breeding ground for authentic leadership, which, in turn, has
positive effects on employees' attitudes. This study examines how flexibility-oriented organization
cultures facilitate positive outcomes at the employee level through its impact on authentic
Leadership. Multiple regression amylases was used analyze the data from 571 employees
belonging to several Spanish private organizations. The results show that authentic leadership
partially mediates the positive relationship between flexibility-oriented organizational cultures and
employees' job satisfaction.
32
Isaiah O. Ugboro (2013)Top management leadership and employee empowerment considered

two of the most important principles of total quality management (TOM) because of their assumed
relationship with customer satisfaction. As a result, many top management leadership and
employee empowerment strategies and practices have been suggested in the management
literature. However, few studies have been done to test this assumed relationship and determine
which of these strategies and practices may be most effective in bringing about the intended
results. This study surveyed organizations that have adopted TQM to determine the relationship
between top management leadership, employee’s empowerment, job satisfaction and customer’s
satisfaction. The results reveal positive correlation between top management employee
empowerment, job satisfaction, and customer satisfaction. Employee empowerment and improved
levels of job satisfaction are facilitated by top management leadership and commitment to the
TQMgoal of customer satisfaction by creating an organizational climate that emphasizes total
quality and customer satisfaction. Effective strategies for achieving employee empowerment and
job satisfaction, together with top management leadership roles in a TQM environment, are
identified and discussed.
Evelyn Tnay (2013) Thisstudy aims to investigate and find out the influences of job satisfaction
and organizational commitment on employee turnover intention in a Tyre industry. There are a
total of 85 questionnaires collected from 100 questionnaires that had been distributed at the
chosen organization. Demographic characteristics were discussed briefly according to the NO OF
RESPONDENTS level and percentage. In addition, both descriptive and inferential statistics were
applied to analyze the data obtained. As for inferential statistics, Pearson Correlation Coefficient
was used to measure the degree between independent variables with dependent variable in this
research. The research findings showed that for the independent variable of job satisfaction with
the factors on satisfaction with pay and supervisory support had a low and negative significant
relationship on employees' turnover intention. However, organizational commitment had no
significant relationship towards turnover intention among the employees within the organization.
KamilErkanKabak(2014) In most situations managing the strategy execution process include the
best practices of Total Quality Management (TQM through increasing employee job satisfaction.
The purpose of this study into measure the impact of TOM activities on the job satisfaction for
small and middle sized Tires industry (SMEs) in the service sector of Turkey with an empirical
analysis. FiveTQM practices chosen to have a significant impact on job satisfaction are employee
training and education, employee relations and teamwork, employee reward and recognition,
quality culture and employee empowerment.
33
The variables are analyze using the Exploratory Factory Analysis (EFA), descriptive statistics
analysis, correlation analysis and an independent sample -test Results show that employee training
and education, and employee relations and teamwork are the most dominant factors on job
satisfaction. However, there are some considerable factors such as facilities, job security, rewards
and there is little impact of education and salary levels on job satisfaction.
Ms. SafiaFarooqui (2014) Human Resource is considered to be a vital source of growth for the
organizations, for best utilization of human resource it is essential to align the knowledge, skills
and abilities possessed by the employees with the assigned roles in the organization. The present
study reveals the relationship between person organization fit, job satisfaction and job
performance. This study indicates that there is a relationship between person organization fit and
job satisfaction and job performance. While the relationship between job satisfaction andjob
performance is also positive. Person organization fit is an important antecedent of performance.
Job performance of employees plays a crucial factor in determining an organization performance.
Logically, the better a person "fits' with his job, the less adjusting he will have to do (Roberts &
Robins, 2004).
Mark A. Jacobs (2015) This study explores from the perceiveof Social Capital Theory. The fact
of internal communication and employee satisfaction on supply chain integration; supply chain
integration being comprised of internal and external integration with trading partners. The date for
this study was from an emerging market context and as such may yield insight in where markets
are evolving rapidly. Structural equation modeling is used to analyze survey data collected from
214 China based manufacturers. The results reveal that internal communication has a significant
positive effect on employee satisfaction and that internal communication and employee
satisfaction significantly influence internal integration, which subsequently affect external
integration. Furthermore the analysis reveals that employee satisfaction partially mediates the
relationship between internal communication and internal integration. The findings also indicate
that internal communication has a direct and positive effect on external integration, while
employee satisfaction only indirectly affects external integration through internal integration.
Specific implications include the following. Managers should not focus on employee satisfaction
exclusively, but rather should work on communicating with employees as these both facilitates
improved satisfaction and integration both internally and with trading partners. Effective
communication in conjunction with satisfied employees is requisite for improving firm
Performance in the coordination of material, information, and money.
34
However, they are cautioned that while employee satisfaction can act as a road block to
integration it cannot act as an accelerator and as such excessive effort or investment toward that
end are not recommended. Lastly, it may be as important to carefully craft communication
campaignsaimedatemployeesasthoseaimedat customers in the former appeartolead to more
effective integration with customers, which elsewhere has been linked to improved financial and
market performance.
Kati KôrbeKaare (2015) In today's economies context the input via productivity of highly skilled
employees are crucial assets in Tires manufacturing. The ageing of skilled workforce and
unconducive work environment are Some e of the challenges that hold back competitive
Employee performance and productivity are influenced by a number of factors include
satisfaction, health, safety, comfort, welfare. This Tires emphasizes the human factor as a critical
asset in the value chain and presents new approaches for motivating and safeguarding the
employees. The collected data enables to design a human centric employee performance
measurement system comprising of various indices. As a result management can make decisions
based on quantitative information towards employee satisfaction, physical /ell being and attract
workforce to stay longer in the labour market. ICT tools are exploited to support the gyration of
different developments forming a framework that combines modules that monitor several health
and well-being parameters and analyzing how they affect employee performance.
Zalina Ibrahim (2016) This research investigates the association between managers' political
interests in performance appraisal system toward employees' feelings of distributive justice and
job satisfaction using self-report questionnaires gathered from employees at a defense oriented
Tires industry in Malaysia. The outcome of Smart PLS path analysis model shows four important
findings: first, motivational motive significantly correlates with feelings of distributive justice.
Second, punishment motive significantly correlates with feelings of distributive justice. Third,
motivational motive significantly correlates with job satisfaction. Fourth, punishment motive
insignificantly correlates with job satisfaction. The result confirms that manager’s political
interest’s act as important determinants of employees' feelings of distributive justice and
motivational motive does act as important determinants of employees' job satisfaction in the
studied organization. Additionally, this research offers discussion, implications and conclusion.
34
CHAPTER-III
RESEARCH METHODOLOGY
35
CHAPTER-IlI
RESEARCH METHODOLY
3.1 Research Design
It is the design of study connected with technique for collection of data

and analysis of data in a manner that aims to have relevance purpose.
Type of research design Descriptive research
Descriptive research designs include surveys and fault finding enquires of

different kinds. It deals with the state of affairs and is an exposit-facto research.
3.2 Source of data
3.2.1PrimaryData
Primary data is collected through a well-structured questionnaire. The

data is collected by administering, the questionnaire to the consumer directly and
collecting the information immediately.
3.2.2SecondaryData
Secondary Data’s mainly collected from company profile and employees

records and also use the help of internet
36
Collection of data
Data collection through the questionnaire is quite popular. Pilot study has been
conducted to of find the effectiveness of the questionnaire. Then, the
questionnaire has been revised. It is well designed and structured in order to
enable collection of appropriate data. Revised questionnaire consists of
closed ended, multiple choice, dichotomous/multiple rating scale questions.
3.3 Sampling Design
Probability sampling design is the sampling design for this study. The
way of collecting sample is known as the sampling design.
3.3.1 Populations
The aggregate elementary units in the survey are referred to as the

population. Here it covers the Co operative hospital Vatakara. The population
size is 120
3.3.2 Sample Size
Sample size was chosen as 120 employees in different field of the

organization
3.3.3 Sampling Technique
Here the researcher used the simple random sampling method
3.4 Statistical tools used for analysis
Percentage analysis is used for to analyze the data.

37
CHAPTER- IV
DATA ANALYSIS AND INTERPRETATION

38
TABLE NO -4.1.1
GENDER OF THERESPONDENTS
NO OF THE
GENDER PERCENTAGE %
RESPONDENTS
Male 80 66.7
Female 40 33.3
Total 120 100.0

Source: primary data
INTERPRETATION:
From the table 4.1 it shows that, 66.7% respondents are male and
33.3% of the respondents are female.
It is found that majority (66.7%) of respondents are male.

39
CHART NO – 4.1.1
GENDER OF THE RESPONDENTS
80
66.7
60
percentage
40
33.3
20
0
male female
Gender of the Respondents

40
TABLE NO -4.1.2
AGE GROUP OF THE RESPONDENTS
NO OF THE
AGE PERCENTAGE %
RESPONDENTS
Below 25 years 40 33.3
26-35 years 22 18.3
36-45 years 27 22.5
Above 45 years 31 25.8
Total 120 100.0

INTERPRETATION:
From the above table 4.2,itis found that 33.3% of the respondents belong
to the age group of below 25 years and 18.3% of the respondents are in the age
group of 26-35 years and 22.5% of respondents belong to the age group of 36-45
years and 25.8% of the respondents belong to the age group of above 45years.
It is found that majority (33.3%)of the respondent’s age group is below 5

years.
41
CHART NO – 4.1.2
AGE GROUP OF THE RESPONDENTS
40
33.3
30
25.8
percentage
22.6
20
18.3
10
0
Below25years 26-35 years 36-45 years Above45years
Age Group of Respondents

42
TABLE NO -4.1.3
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS
EDUCATIONAL NO OF THE
PERCENTAGE %
QUALIFICATION RESPONDENTS
School level 33 27.5
Diploma 37 30.8
Under graduation 27 22.5
Post graduation 18 15.0
Others 5 4.2
Total 120 100.0

INTERPRETATION:
From the above table 4.3, it is found that 27.5 % of the respondents have
school level education, 30.8% of the respondents have school level
education,22.5% of the respondents are graduate, 15.0% of the respondents are
post graduates and 4.2% of the respondents have other qualification.
It is found that majority (30.8%) of respondents are under the graduate

level education level.
43
CHART NO – 4.1.3
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS
40
30 30.8
27.5
percentage
22.5
20
15
10
4.2
0
School level Diploma Under Post Others
graduation graduation
Educational Qualification of the Respondents
44
TABLE NO -4.1.4
MARITAL STATUS OF THE RESPONDENTS
NO OF THE
MARITAL STATUS PERCENTAGE %
RESPONDENTS
Married 62 51.7
Single 58 48.3
Total 120 100.0

INTERPRETATION:
From the table 4.4, it shows that majority of the respondents are
(51.7%) are married and remaining 48.3% respondents are unmarried.
It is found that majority (51.7%) of respondents are married.

45
CHART NO – 4.1.4
MARITAL STATUS OF THE RESPONDENTS
60
51.7
48.3
40
percentage
20
0
married single
Marital Status of the Respondents
46
TABLE NO -4.1.5
FAMILY SIZE OF THE RESPONDENTS
NO OF THE
FAMILY SIZE PERCENTAGE %
RESPONDENTS
Below 3 members 23 19.2
3-4 members 32 26.7
4-5 members 33 27.5
Above 5 members 32 26.7
Total 120 100.0

INTERPRETATION:
From the above table 4.5,itshows that 19.2% of the respondent’s family
members are below 3 members, 26.7% of the respondent’s family members are
3-4 members ,27.5% of the respondent’s family members are 4-5 members and
26.7% of the respondent’s family members are above 5members.
It is found that majority (27.5%) of the respondent’s family have 4-5

members.
47
CHART NO – 4.1.5
FAMILY SIZE OF THE RESPONDENTS
30
27.5
26.7 26.7
20
percentage
19.2
10
0
Below 3 3-4 members 4-5members Above5
members members
Family Size of the Respondents

48
TABLE NO -4.1.6
DEPARTMENT CLASSIFICATION OF THE RESPONDENTS
DEPARTMENT NO OF THE
PERCENTAGE
CLASSIFICATION RESPONDENTS %
Cleaning 29 24.2
Maintenance 28 23.3
Medical 33 27.5
Others 30 25.0
Total 120 100.0

INTERPRETATION:
From the above table 4.6, it is found that 24..2% of the respondents belong
to the cleaning department, 23.3% of the respondents belong to maintenance
department, and 27.5% of the respondents belong to the medical department and
balance 25% of the respondents work in other departments.
It is found that majority (27.5%) of the respondents belong to medical

department.
49
CHART NO – 4.1.6
DEPARTMENT CLASSIFICATION
30
27.5
25
24.2
23.3
20
percentage
10
0
Cleaning Maintenance Medical Others
Department Classification of the Respondents
50
TABLE NO -4.1.7
NO OF YEARS IN WORKING SERVICE OF THE RESPONDENTS
NO OF THE
WORKING SERVICE PERCENTAGE %
RESPONDENTS
Below 4 years 36 30.0
5-8 years 37 30.8
8-12 years 35 29.2
Above 12 years 12 10.0
Total 120 100.0

INTERPRETATION:
From the above table 4.7, it is found that 30% of the respondents are work for
below 4 years in service, 30.8% of the respondents are work for 5-8 years in
service,29.2% of the respondents are work for 8-12 years in service and 10% of
the respondents are work for above 12 years in service.
It is found that majority (30.8%) of the respondents are work for 5-8 years
in service.
51
CHART NO – 4.1.7
NO OF YEARS WORKING SERVICE OF THE RESPONDENTS
40
30 30
30.8
29.2
percentage
20
10 10
0
Below4years 5-8years 8-12years Above12years
No of Years in Working Service of the Respondents
52
TABLE NO -4.1.8
WORK SHIFT OF THE RESPONDENTS
NO OF THE
WORKING SHIFT PERCENTAGE %
RESPONDENTS
Dayshift 24 20.0
Half shift 29 24.2
Day& Night 35 29.2
Full night 32 26.6
Total 120 100.0

INTERPRETATION:
From the above table 4.8 , it is found that 20% of the respondents are
working as a day shift workers , 24.2% of the respondents are working as a half
shift workers, 29.2% of the respondents are working as a day & night workers
and 26.6% of the respondents are working as a full night workers.
It is found that majority (29.2%) of the respondents are working as a Day

shift workers.
53
CHART NO – 4.1.8
WORK SHIFT OF THE RESPONDENTS
40
30
29.2
26.6
percentage
24.2
20 20
10
0
Dayshift Half shift Day Night Full night
Work Shift of the Respondents
54
TABLE NO -4.1.9
SATISFACTION LEVEL WITH THE SUPERVISION OF THE SUPERIOR
NO OF THE
SATISFACTION LEVEL PERCENTAGE %
RESPONDENTS
Highly satisfied 33 27.5
Satisfied 40 33.3
Dissatisfied 29 24.2
Highly dissatisfied 10 8.3
Neutral 8 6.7
TOTAL 120 100.0

INTERPRETATION:
From the above table 4.9, it is found that 27.5% of the respondents are
highly satisfied with the supervision of the superior, 33.3% of the respondents are
satisfied with the supervision of the superior, 24.2% of the respondents are
dissatisfied with the supervision of the superior and 8.3% of the respondents
Highly dissatisfied with supervision of superior and 6.7% have Neutral about the
supervision of the superior. It is found that majority (33.3%) of the respondents
are satisfied with the supervision of the superior.
55
CHART NO – 4.1.9
SATISFACTION LEVEL WITH SUPERVISION OF THE SUPERIOR
40
33.3
30
percentage
27.5
24.2
20
10
8.3
6.7
0
Highly satisfied Dissatisfied Highly Neutral
satisfied dissatisfied
Satisfaction Level with the Supervision of Superior
56
TABLE NO -4.1.10
RELATIONSHIP BETWEEN WORKERS
NO OF THE
RELATIONSHIP PERCENTAGE %
RESPONDENTS
Excellent 62 51.7
Good 29 24.2
Average 14 11.7
Adequate 15 12.5
Total 120 100.0
INTERPRETATION:
feel the relationship with the coworkers are excellent, 24.2% of the respondents
are feel the relationship with the coworkers are good, 11.7% of the respondents
are feel the relationship with the coworkers are average and 12.5% of the
respondents feel about the adequate.
It is found that the majority (51.7%) of the respondents are having the
excellent relationship with the co workers.
57
CHART NO – 4.1.10
RELATIONSHIP BETWEEN WORKERS
60
51.7
40
percentage
24.2
20
11.7 12.5
0
Excellent Good Average Adequate
Relationship Between Co-worker of the Respondents

58
TABLE NO -4.1.11
CLASSIFICATION OF RESPONDENTS BY EFFICIENCY IN JOB
NO OF THE
RELATIONSHIP PERCENTAGE %
RESPONDENTS
Excellent 28 23.3
Good 59 49.2
Average 13 10.8
Adequate 20 16.7
Total 120 100.0

INTERPRETATION:
From the above table 4.11 it is found that 23.3% of the respondents have
Excellent efficient in their job, 49.2% of the respondents have good efficient in
their job, 10.8% of the respondents have average efficient in their job and 16.7%
of the respondents have Adequate efficient in their job.
It is found that majority (49.2%) of the respondents have Good efficient

in their job.
59
CHART NO – 4.1.11
CLASSIFICATION OF THE RESPONDENTS BY EFFICIENCY IN JOB
60
49.2
40
percentage
23.3
20
16.7
10.8
0
Excellent Good Average Adequate
Classification of Respondents by Efficiency in Job
60
TABLE NO -4.1.12
CLASSIFICATION OF THE RESPONENTS BY SATISFACTION WORKLOAD
SATISFACTION NO OF THE
PERCENTAGE %
LEVEL RESPONDENTS
Satisfied 59 49.2
Dissatisfied 11 9.2
Highly dissatisfied 6 5
Neutral 5 4.1
TOTAL 120 100.0

INTERPRETATION:
From the above table 4,12, it is found that 32.5% of the respondents are
highly satisfied, 49.2% of the respondents are satisfied, 9.2% of the respondents
are dissatisfied and 5% are Highly dissatisfied and 4.1% of the respondents
Neutral.
It is found that majority (49.2%) of the respondents are satisfied with the
workload.
61
CHART NO – 4.1.12
CLASSIFICATION OF THE RESPONDENTS BY SATISFACTION OF WORK LOAD
60
50
49.2
40
percentage
32.5
30
20
10
9.2
5 4.1
0
Classification of the Respondents by Satisfaction of Workload
62
TABLE NO -4.1.13
SAFETY MEASURES IN THE ORGANISATION
NO OF THE
SAFETY MEASURES PERCENTAGE %
RESPONDENTS
Satisfied 38 31.7
Dissatisfied 8 6.7
Neutral 3 2.4
TOTAL 120 100.0

INTERPRETATION:
From the above table 4,13, it is found that 52.5% of the respondents are
are dissatisfied and 6.7% are Highly dissatisfied and 2,4% of the respondents
Neutral.
It is found that majority (52.5%) of the respondents are Highly satisfied

with the workload.
63
CHART NO – 4.1.13
SAFETY MEASURES IN THE ORGANIZATION
60
52.5
50
40
percentage
30
27.7
20
10
8.4
6.7 6.7
0
Safety Measures in the Organization
64
TABLE NO -4.1.14
PHYSICAL WORKING ENVIRONMENT
NO OF THE
PHYSICAL WORKING PERCENTAGE %
RESPONDENTS
Satisfied 58 48.3
Neutral 5 4.1
TOTAL 120 100.0

INTERPRETATION:
From the above table 4,.14, , it is found that 31.7% of the respondents are
Neutral.
physical working environment in the organization.
65
CHART NO – 4.1.14
PHYSICAL WORKING ENVIRONMENT
50
48.3
40
31.7
percentage
30
20
10 10.8
5 4.1
0
Physical Work in Environment
66
TABLE NO -4.1.15
SATISFACTION OF LOAN FACILITIES
NO OF THE
LOAN FACILITIES PERCENTAGE %
RESPONDENTS
Satisfied 28 23.3
Dissatisfied 60 50
Neutral 10 8.3
TOTAL 120 100.0

INTERPRETATION:
From the above table 4.15, , it is found that 16.4%% of the respondents
are highly satisfied, 23.3% of the respondents are satisfied, 50% of the
respondents are dissatisfied and 10% are Highly dissatisfied and 8.3% of the
respondents Neutral.
It is found that majority (50%) of the respondents are not satisfied with
the loan facilities in the organization
67
CHART NO – 4.1.15
SATISFIED WITH THELOANFACILITIES
60
50
40
percentage
23.3
20
16.4
10
8.3
0
Satisfaction of Loan Facilities
68
TABLE NO -4.1.16
CLASSIFICATION OF THE RESPONDENTS BY THE KIND OF LOAN TAKEN
KIND OF LOAN NO OF THE

PERCENTAGE %
TAKEN RESPONDENTS
Educational 28 23.3
Medical 59 49.2
House loan 13 10.8
Other loan 20 16.7
Total 120 100.0

INTERPRETATION:
From the above table 4.16, it is found that 23.3% of the respondents had
got benefit of Educational loans, 49.9% of the respondents had got benefit of
Medical, 10.8% of the respondents had got benefit of house loan and 16.7% of
the respondents had got benefit of other loan.
It is found that the majority (49.2%) of the respondents had got benefits of
medical.
69
CHART NO – 4.16
CLASSIFICATION OF THE RESPONDENTS BY THE KIND OF LOAN TAKEN
60
49.2
40
percentage
23.3
20
16.7
10.8
0
Educational Medical House loan Other loan
Classification of Respondents by the Kind of Loan Taken
70
TABLE NO -4.1.17
SATISFIED WITH THE WATER FACILITIES
NO OF THE
WATER FACILITIES PERCENTAGE %
RESPONDENTS
Satisfied 65 54.3
Neutral 6 5
TOTAL 120 100.0

INTERPRETATION:
From the above table 4.17 , it is found that 18.3% of the respondents are
are dissatisfied and 8.2% are Highly dissatisfied and 5% of the respondents
Neutral.
water facilities in the organization
71
CHART NO – 4.1.17
SATISFIED WITH THE WATER FACILITIES
60
54.3
40
percentage
20
18.3
14.2
8.2
0
Satisfaction of Water Facilities
72
TABLE NO -4.1.18
OPINION ABOUT YOUR JOB SECURITY
NO OF THE
JOB SECURITY PERCENTAGE %
RESPONDENTS
Excellent 10 8.3
Good 79 65.8
Average 14 11.7
No idea 17 14.2
Total 120 100.0

INTERPRETATION:
From the above 4.18 table, it is found that, 8.3% of the respondent’s
opinion is excellent,65.8% of the respondent’s opinion is good, 11.7% of the
respondents are satisfied and 14.2% of the respondents have noidea.
Most of the respondent’s opinion is good for their job security (65.8).
73
CHART NO – 4.1.18
OPINION ABOUT YOUR JOB SECURITY
70
65.8
60
50
percentage
40
30
20
16.7
10 11.7
8.3
0
Excellent Good Average No idea
Opinion About your Job Security
74
TABLE NO -4.1.19
SATISFACTION OF ENTERTAINMENT ACTIVITIES
NO OF THE
ENTERTAINMENT PERCENTAGE %
RESPONDENTS
Satisfied 60 50
Dissatisfied 12 10
Neutral 5 5.1
TOTAL 120 100.0

INTERPRETATION:
highly satisfied, 50% of the respondents are satisfied, 10% of the respondents are
dissatisfied and 4.1% are Highly dissatisfied and 4.1% of the respondents
Neutral.
It is found that majority (50%) of the respondents are satisfied with

company entertainment activities
75
CHART NO – 4.1.19
SATISFACTION OF ENTERTINMENT ACTIVITIES
60
50
40
percentage
29.8
20
10
5.1 5.1
0
Satisfaction of entertainment activities
76
TABLE NO -4.1.20
SATISFACTION OF TRANSPOTATIONFACILES
NO OF THE
TRANSPORTATION PERCENTAGE %
RESPONDENTS
Satisfied 45 37.6
Neutral 5 5.1
TOTAL 120 100.0

INTERPRETATION:
From the above table 4.20 , it is found that 40% of the respondents are
Neutral.
It is found that majority (40%) of the respondents are highly satisfied with
company transportation facilities.
77
CHART NO – 4.1.20
SATISFACTION OF TRANSPORTATIONFACILIS
50
40 40
37.6
percentage
30
20
13.3
10
5 5.1
0
Satisfaction of transportation Facilities

78
TABLE NO -4.1.21
SATISFACTION OF TRAINING ACTIVITIES
NO OF THE
TRAINING
PERCENTAGE %
ACTIVITIES RESPONDENTS
Satisfied 34 28.3
Neutral 8 6.7
TOTAL 120 100.0

INTERPRETATION:
are dissatisfied and 8.3% are Highly dissatisfied and 6.7% of the respondents
Neutral.
It is found that majority (39.2%) of the respondents are highly satisfied

with company training activities.
79
CHART NO – 4.1.21
SATISFACTION OF TRAINING ACTIVITIES
50
40
39.2
percentage
30
28.3
20
17.5
10
8.3
6.7
0
Satisfaction of training activities

80
TABLE NO -4.1.22
SATISFACTION OF JOB PROMOTION
NO OF THE
JOB PROMOTION PERCENTAGE %
RESPONDENTS
Satisfied 40 33.3
Neutral 10 8.4
TOTAL 120 100.0

INTERPRETATION:
Neutral.
It is found that majority (33.3%) of the respondents are satisfied with

company job promotion
81
CHART NO – 4.1.22
SATISFACTION OF JOB PROMOTION
40
33.3
30
percentage
25.8
22.5
20
10 10
8.4
0
Satisfaction of job promotion

82
TABLE NO -4.1.23
SATISFACTION OF CANTEENFACILITIES
CANTEEN NO OF THE
PERCENTAGE %
FACILITIES RESPONDENTS
Satisfied 75 62.5
Dissatisfied 8 6.7
Neutral 4 3.3
TOTAL 120 100.0

INTERPRETATION:
Neutral.
It is found that majority (62.5%) of the respondents are satisfied with

Canteen facilities.
83
CHART NO – 4.1.23
SATISFACTION OF CANTEEN FACILIS
70
60 62.5
50
percentage
40
30
20
18.8
10
6.7 6.7
5.3
0
Highly Satisfied Dissatisfied Highly Neutral
Satisfaction of Canteen Facilities

84
TABLE NO -4.1.24
SATISFACTION OF INSURANCE FACILIES
INSURANCE NO OF THE
PERCENTAGE %
FACILITIES RESPONDENTS
Satisfied 36 30
Neutral 7 5.7
TOTAL 120 100.0

INTERPRETATION:
highly satisfied, 30% of the respondents are satisfied, 17.5% of the respondents
Neutral.
It is found that majority (37.5%) of the respondents are highly satisfied

about insurance facilities.
85
CHART NO – 4.1.24
SATISFACTION OF INSURANC FACILITIES
40
37.5
30 30
percentage
20
17.5
10
8.3
5.7
0
Satisfaction of Insurance Facilities

CHAPTER-V
FINDINGS AND SUGGESTIONS, CONCLUSION

91
CHAPTER-V
5.1 FINDINGS
1. It is found that most (66.7%) of respondents are male.

2. It is found that majority (33.3%) of the respondent’s age group is Below 25years.
3. It is found that most (51.7%) of the respondents are married.
4. It is found that majority (27.5%) of the respondent's family have 3-5members level.
5. It is found that majority (30.8%) of the respondents are under the graduate educational
level.
6. It is found that majority (27%) of the respondents belong to medical department

7. It is found that majority (30.8%) of the respondents are work for 4- 8 years in service.
8. It is found that Majority (29.2%) of the respondents are working as a Day shift workers.
9. It is found that majority (33.3%) of the respondents are satisfied with the supervision of
the Superior.
10. It is found(51.7%)of the respondents are having theexcellent relationship with the
coworkers.
11. It is found that majority (49.2%) of the respondents have Excellent efficient in their job.
12. It is found that majority (49%) of the respondents are satisfied with theworkload.
92
13. It is found that the most (52.5%) of the respondents are highly satisfied with safety
measures in the organization.
14. It is found that the majority (48.3%) of the respondents are satisfied with the physical
working environment in the organization.
15. It is found that the most (50%) of the respondents are not satisfied with the loan facilities
in the organization.
16. It is found that the most (59%) of the respondents had got benefits of educational loan.
17. Most of the respondents are satisfied of water facility(54.3%).

18. Most of the respondent's opinion is good for their job security(65.8%).
19. Majority 50% of the respondents are satisfied with company entertainment activities.
20. Majority 40% of the respondents are highly satisfied with company transportation
facility.
21. Majority 39.2% of the respondents are highly satisfied about job promotion
22. Majority 62.5% of the respondents are highly satisfied about canteen facility.
23. Majority 37.5% of the respondents are Highly Satisfied about Insurance facility.
93
5.2SUGGESTIONS
The researcher wish to bring the following suggestion to the management

of Co operative hospital Vatakara
 The organization should improve the benefit and services provided to the employees interest
would be stimulated.
 The hospital should plan out the welfare activities in an effective way to improve the
organization image in the eyes of the public.
 The organization should make all the employees aware of the rules and regulations of the
company.
 The hospital should be provide safety measures to employees.
 Majority of the employees feel that their workload is heavy. So the necessary steps to be
taken to reduce the workload.
 The hospital should take steps to retain the experience employees
95
5.3 CONCLUSION
From the study is found that majority of the employees are not highly satisfied
Satisfied the satisfaction level of employees are average. The employer employee relation
Is worse. The employees are not satisfied in there salay.The satisfaction of the employees can
Increased by giving more wage by increasing the basic amenities like canteen and hygiene toilet
Etc……..and also one of the most important problem is centralization power. All authority
Under control of president. It making problem for to take correct decision.so the organization
Should give importance to decentralization.
By implementing all these the company can satisfaction level of employees and can
attract more workers to the company as mouth to mouth publicity. Finally I would like to
conclude that the employee satisfaction level of co-operative hospital vatakara is average
BIBLIOGRAPHY
96
BIBLIOGRAPHY
BOOKS
1. "Training and development" Edited by V.V. Ramani, ICFAI Publications, 2005.
2. Training in organization fourth edition by Irwin I.Goldstein, J. Kevin ford,wads worth group
2005.
3. Hand book of training evaluation & measurement methods by jack J. P hillir Gulf Publication
Company, Third Edition.
4 Training for development by rolfplynton, udaipareek, vistarpublilcation, second edition.
5 Human resource management by Joharivancevich, Tata mc graw hill,2003.
Reference
1. Hiro Lee (1997) - Journal of Development Economics, Volume 52, Issue I, February 1997, Pages
65-82.
2. James A Schmitz Jr' (2001) - Journal of Monetary Economics, Volume 47, Issue I,nFebruary
2001, Pages163-187.
3. Eric V. Edmonds (2006)-J Journal of International Economics, Volume 69, Issue 2, July 2006,
Pages272-295
4. Gabriele Cardullo (2011) - Labour Economics, Volume 18, Issue 2, April 2011 Pages 205-217
5. William C. Terry (2011) _ Geoforum. 'Geographic limits to global labor market flexibility,
Volume 42, Issue 6, November 2011, Pages60-670
6. OanaAdâscälitei 2014)-Procedia- Social and BehavioralSciences,
7. The eMariimeLabourCovention 2006,Voume 149, 5 September 2014, Pages 8- 13
8 .Talan B. lsean (2014)-Bnemice Modeling, Volume 43, December 2014, Pages305- 320
Journals:
I. Human Resource Management
2. Employee welfare.
APPENDIX
99
A STUDY ON EMPLOYEE JOB SATISFACTION

TOWARDS VATAKARA SAHAKARANA HOSPITAL
Note :
1. Please fill in the following questionnaire on the basis of the facts of your
Management.
2. Please answer all the questions.
3. Please make tick mark in check boxes for selection of options.
4. Please furnish the details as required in the respective questionnaire to
enable the correct evaluation of the research.
Demographic behavior
1. Gender
a) Male [ ] b) Female [ ]
c) Others [ ]
2.Age
a) Below 25 years [ ] b) 26-35 years [ ]
c)36-45years [ ] d) Above 45years [ ]
3. Educational Qualification
a) School [ ] b) Diploma [ ]
c) Under graduate [ ] d) Post graduate [ ]
e) Others [ ]
100
4. Marital status
a) Married [ ] b) Single [ ]
5. Size of the family
a) Below3members [ ] b)3-4members [ ]
c)4-5members [ ] d) Above 5members [ ]
6. Department
a) Medical [ ] b)Maintenance [ ]
c) Cleaning [ ] d)Others [ ]
7. No of years in working service
a) Below 4 years [ ] b) 5-8 years [ ]
c) 9-12 years [ ] d) Above 12 years [ ]
8. Work shift method

a) Day shift [ ] b) Half shift [ ]
c) Day & night [ ] d) Full night [ ]
9. Satisfaction level with supervision of the superior
a)Highly satisfied [ ] b)Satisfied [ ]
c)Dissatisfied [ ] d) Highly dissatisfied [ ]
e) Neutral [ ]
10. Relationship With co-workers
a)Excellent [ ]b)Good [ ]
c) Average [ ] d)Adequate [ ]
101
11. How efficient are you in job
a)Excellent [ ] b)Good [ ]
c) Average [ ] d)Adequate [ ]
12. Satisfaction with workload
e) Neutral [ ]
13. How do you satisfied in safety measures in the organization
e) Neutral [ ]
14. How satisfied are you with the physical working environment
e) Neutral [ ]
15. Satisfaction level on loan facilities providing by the organization
e) Neutral [ ]
16. What kind of loan is offered to you for your concern
a)Educational [ ] b)Medical [ ]
c) House loan [ ] d) Other loan [ ]

102
17. Satisfaction level on water facility
a) Highly satisfied [ ] b)Satisfied [ ]
c) Dissatisfied [ ] d) Highly dissatisfied [ ]
e) Neutral [ ]
18. Opinion about your job security
a)Excellent[ ]b)Good [ ]
c) Average [ ] d) Noida[ ]
19.Howdo you feel about satisfaction level of the following facilities provide by the
company
Satisfaction Highly Highly

Satisfied Dissatisfied Neutral
level of satisfied dissatisfied
Entertainment
Transportation
Training
Job promotion
Canteen
Insurance

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“A STUDY ON EMPLOYEE JOB

SATISFACTION TOWARDS CO-

The Department of Management Studies

AVS ENGINEERING COLLEGE

In partial fulfillment of the requirements for

the award of the degree of

CHENNAI 600 025

This is to certify that this project report titled “A STUDY ON

Faculty Guide Director /MBA

Viva-Voce Examination held on

Internal Examiner External Examiner

I hereby declare that this project report entitled “A STUDY ON

EMPLOYEE JOB SATISFACTION TOWARDS CO-OPERATIVE

HOSPITAL VATAKARAin partial fulfillment of the requirement for the award

of the Degree of MASTER OF BUSINESS ADMINISTRATION is a record of

Chennai - 25 under the guidance of Mr.M.BALAJI, M.B.A., , HOD of

Management Studies, AVS Engineering College, and no part of it has been

submitted for any other Degree (or)Diploma.

Place: Signature of the Student

I take this opportunity to express my sincere gratitude to our Correspondent, AVS

making it possible, to pursue this project

A.Srinivasan, to conduct this study.

I express my sincere sense of gratitude to our HOD of Management Studies,

Mr.M.Balaji, who guided us through each stage of this project

I take this opportunity to express my sincere gratitude to my faculty guide Dr.M.Balaji,

for successful completion of this project report.

to complete this project report.

Chapter No Title Page No

V FINDINGS AND SUGGESTIONS

4.1.1 CLASSIFICATION ON THE GENDER OF THE RESPONDENT 38

4.1.2 CLASSIFICATION ON THE BASIS OF AGE GROUP OF RESPONDENTS 40

4.1.3 CLASSIFICATION ON THE BASIS OF EDUCATIONAL QUALIFICATION 42

4.1.4 CLASSIFICATION ON THE BASIS OF MARITAL STATUS 44

4.1.5 CLASSIFICATION ON THE BASIS OF FAMILY SIZE 46

4.1.6 CLASSIFICATION ON THE BASIS OF DEPARTMENT CLASSIFICATION 48

4.1.7 CLASSIFICATION ON THE BASIS OF EXPERIENCE 50

4.1.8 CLASSIFICATION ON THE BASIS OF WORK SHIFT 52

CLASSIFICATION ON THE BASIS OF SATISFACTION LEVEL WITH THE

4.1.10 CLASSIFICATION ON THE BASIS OF RELATIONSHIP BETWEEN COWORKER 56

4.1.11 CLASSIFICATION ON THE BASIS OF EFFICIENCY IN JOB 58

4.1.12 CLASSIFICATION ON THE BASIS OF SATISFACTION OF WORKLOAD 60

4.1.13 CLASSIFICATION ON THE BASIS OF SAFETY MEASURES 62

4.1.14 CLASSIFICATION ON THE BASIS OF PHYSICAL WORKING ENVIRONMENT 64

4.1.15 CLASSIFICATION ON THE BASIS OF SATISFACTION OF LOAN FACILITIES 66

4.1.16 CLASSIFICATION ON THE BASIS OF KIND OF LOAN TAKEN 68

4.1.17 CLASSIFICATION ON THE BASIS OF WATER FACILITIES 70

4.1.18 CLASSIFICATION ON THE BASIS OF OPINION ABOUT JOB SECURITIES 72

4.1.19 CLASSIFICATION ON THE BASIS OF ENERRTANMENT FACILITIES 74

4.1.20 CLASSIFICATION ON THE BASIS OF TRAVALING FACILITIES 76

4.1.21 CLASSIFICATION ON THE BASIS OF TRANING FACILITIES 78

4.1.22 CLASSIFICATION ON THE BASIS OF PROMOTION 80

4.1.23 CLASSIFICATION ON THE BASIS OF CANTEEN FACILITIES 82

4.1.24 CLASSIFICATION ON THE BASIS OF INSURANCE FACILITIES 84

4.1.1 CLASSIFICATION ON THE GENDER OF THE RESPONDENT 39

4.1.2 CLASSIFICATION ON THE BASIS OF AGE GROUP OF RESPONDENTS 41

4.1.3 CLASSIFICATION ON THE BASIS OF EDUCATIONAL QUALIFICATION 43

4.1.4 CLASSIFICATION ON THE BASIS OF MARITAL STATUS 45

4.1.5 CLASSIFICATION ON THE BASIS OF FAMILY SIZE 47

4.1.6 CLASSIFICATION ON THE BASIS OF DEPARTMENT CLASSIFICATION 49