OVERALL JOB SATISFACTION

1
INTRODUCTION
Job satisfaction is an integral component of organizational climate and an
important in management employee relationship. Every individual enters an
organization with an idea to satisfy his needs and every organization takes an
individual with an idea of using his services in achieving the goals.
The individual expects something from the organization and organization
expects some thing from individual. There should not be any gap between the
expectations of both. If there exists any gap, then to results in dissatisfaction on both
sides.
MEANINGS OF JOB SATISFACTION
Job satisfaction is positive emotional state that occurs when a persons job
seems to fulfill important job values, provide these values are compatible with one’s
needs.
According to KEITH DAVIS –“Job Satisfaction is the favorableness or un
favorableness with which employees view their work”.
According to V.H.VROOM –“Job Satisfaction is the positive orientation of
an individual towards all aspects of the work situation”.
WHY JOB SATISFACTION IS VERY IMPORTANT
The following reasons make the concept of job satisfaction very important.
1. JOB SATISFACTION HAS SOME RELATION WITH THE MENTAL
HEALTH OF THE PEOPLE
Dissatisfaction with one’s job may have especially volatile spill over effects.
For instance, people fell bad about many other things such as family life, leisure
activities, some times even life itself. Many unresolved personality problems and
maladjustments arise out of a persons inability to find satisfaction in his work.

2
2. JOB SATISFACTION HAS SOME DEGREE OF POSITIVE CORRELATION
WITH PHYSICAL HEALTH OF INDIVIDUAL
A study by pal more has come to the conclusion that people who like work are
likely to live longer. Here the logic behind such results is that people with greater
satisfaction tend to have greater income and more education. On the other hand
dissatisfaction with work represents stress; in turn eventually takes it toll on the
organization. Therefore job satisfaction is essential to maintain physical health also.
3. SPREADS GOODWILL OF THE ORGANIZATION
From the point of view of an organization, people who fell about their work
life are more apt to voice “favorable sentiments” about the organization to the
community at large. When the goodwill of the company goes up, new qualified and
dynamic entrants show their interest in joining organization. Organization thus will be
in a position to enjoy the talents of people as job satisfaction fosters a pervasive
residue of public towards the organization.
4. INDIVIDUAL CAN ‘LIVE WITH’ THE ORGANIZATION
A happy and satisfied individual can find it easy to live with inside the
organization as well as outside it. One the contrary, a chronically upset individual
makes organizational life vexatious for other with whom he acts.
5. REDUCE ABSENTEEISM AND TURN OVER
These calculable costs employee turn over and absenteeism are sufficient to
accept the importance of the job satisfaction. Higher job satisfaction reduces labor
turn over and absenteeism and the managers are compelled, if they are un convinced
about the merits of job satisfaction, to give priority, adequate weight age to job

3
satisfaction. A serious consequence of job dissatisfaction can be the employee
turnover.
2. FACTORS RELATED TO JOB SATISFACTION
There are various factors, which are related to job satisfaction. These factors
may be classified under two groups.
1 .Characteristics of the individual
2. Characteristics of the job
1. CHARACTERISTICS OF THE INDIVIDUAL
For some people, it appears most jobs will dissatisfying irrespective of the
organizational conditions involved, where as for others most jobs will be satisfying
personal variables like age, educational level, individual differences, intelligence, sex,
etc., are responsible for these differences.
INDIVIDUAL DIFFERENCES
Individual Differences make the study of job satisfaction complicated because
each one is different in his habits, attitudes, nature etc., so each one differs in his
perception about self, his job and the organization he works for. A person may be
fully satisfied with his job and the organization while others may fully dissatisfied,
some others may be quite indifferent in the similar work environment. Thus
individual differences provide the extent of satisfaction.
EDUCATIONAL LEVEL
With occupational level held constant there is a negative relationship between
the educational level and job satisfaction. Dissatisfaction will be more when educated
persons are employed in lower rungs.

4
GENDER
Gender difference in job satisfaction were investigated by Charles N. Wench
who found no significant difference in job satisfaction when males and females.
AGE
Job satisfaction usually tends to be high when people enter the work force and
it decreases after sometime at the age of roughly 30 years, after which there will be
gradual increase in satisfaction.
Before certainly just before retirement, satisfaction may fall due to the fear of
future. A retiring person may feel he is treated like machine and these feelings make
him dissatisfaction at work.

5
OBJECTIVES OF THE STUDY
 To analyze the problems facing by the employees with in the organization.
 To study the job satisfaction level among the employees of the organization.
 To identify and analyze the causes of job satisfaction and job dissatisfaction.
 To study and to suggest the organization, the appropriate measures to improve
the job satisfaction level of employees.
 To study the increased productivity level among the employees.
 To identify the responsibility of the management towards the job satisfaction
of their employees.
 To determine the working conditions of the employees while they are in plant.
SCOPE OF THE STUDY
1. Employee’s satisfaction and their preference is the most important objective
for any manufacturing concern to successfully improve the productivity its
products.
2. Sugars has grown gradually would want to take satisfaction level of
employees and define areas where possible improvement may be made.
3. So the research work has been done in this area to known the employee

6
NEED FOR THE STUDY
1. Now a day’s organization showing importance to know the satisfaction level
of their employees.
2. Job satisfaction is getting more importance, because this study is the
instrument to know the problems of the employees, what they want to do the
work, and to improve the productivity of the employees.
3. The study tells us what are the factors the productivity of the employees. The
study tells us what are the factors help to achieve the goals of the organization
as well as the individual employees.
WHAT IS RESEARCH?
Research is the process of gathering, recording and analyzing of critical and
relevant facts about any problem in any branch of human activity. It indicates critical
and searching study and scientific investigation of a problem a proposed course of
action, a hypothesis or a theory.
RESEARCH METHODOLOGY
Research Methodology is the scientific way to solve the research problem this
involves exploring all possible methods of solving the research problem, examine the
alternative methods one by one and arriving at the best possible method considering
the resources as the disposal of the researcher.
RESEARCH DESIGN
According to Kevlinger “Research design is the plan, structure and strategy of
investigation” conceived so as to obtain answer to research questions and to control
Variance.

7
According to green and tull “A research design is the specification of methods
and procedures for acquiring the information and needed”. It is the over all
operational pattern or framework of the project that stipulates what information is to
be collected from which source by what procedures.
Research design is a master plan or mode for the conduct of formal
investigation. Once the formal investigation is decided the researcher formulates the
formal plan of investigation. A research design is the specification of methods and
procedures for acquiring the information needed for solving the problem.
The forma investigation plan will concentrate on the selection of sources of
information and the selection of methods and procedures for gathering the data . Data
gathering forms are prepared questionnaires and other forms are tested. Samples for
investigation are planned.
Sample Design:-
The precision and according to the survey results are affected by the manner to
which the sample has been chosen.
Sample Unit:-
The sampling unit is the basic unit containing the element of the target
Sample Size:-
The number of samples chosen from the company are 50 employees.
Sources of Data: - The data that is being used in study was collected from two
methods.
 Primary Data
 Secondary Data

8
1. Primary Data: - The primary data is the data which are collected originally at
first time by the researcher. It does not exist already in records and
publications. The primary data useful to gather the present working conditions
of the employees.
Methods of Collecting Primary Data:
The following are the methods to collect primary data.
A. Questionnaire or Survey Method:
The survey technique is intended to secure one or more information from a
sample of respondents or informants representative of employees. The information is
recorded in a form known as questionnaires or a schedule or a blank form of inquiry.
As data is gathered by asking questions to persons who are thought to have desired
information is also called questionnaire technique.
B. Observation Method:
In the observation method we use the services of an observer or interpreter of
things seen or who examines carefully what happens order certain conditions. Events
are recorded as they happen either a person or even by same mechanical device.
C. Experimental Research:
Experimental research method is a method of putting test on job satisfaction
how they are reacting in organizational environment.
D. Panel Research:
When research analyst interviews the same sample group of respondents two
or more times or secure data from them on two or more occasions it is called panel
research.

9
2. Secondary Data:
It is compiled by someone other than the researcher for purpose not directly
related to the research currently under consideration. It is already exits. It must be
relevant to the research under study. In simple word secondary data is the data which
is collected from the published records.
Method of collection secondary data:-
 General library research sources.
 Government publications and reports.
 News Papers
 Magazines
 Trade Journals
Percentage method:-
Percentage (%) method is used in making comparison between two or more
services of data. This method is used to describe relationship.
BAR DIAGRAM
Bars are the most commonly type of diagrams used in practice. A bar is thick
line whose width is shown merely for attention. They are called one-dimensional
because it is only the length of the bar that matters and not the width when the number
of items is large, lines may be drawn instead of bars to economize space.

10
LIMITATIONS OF THE STUDY
1. The respondents feel fear of management to reveal the actual facts, so there
may arise a bias.
2. The study is limited for 70 employees, which is the sample size of the study,
there may also arise bias.
3. The duration of the project is only 45 days.
4. The information given by the respondent is assumed to be true and un biased.
5. The project is carried out Nayersoft, Hyderabad region hence the assumption
is made that the findings in the project are taking as the subject of the whole.
6. The recommendations given at the end of the project report is made only
through the information collected.
HYPOTHESIS
It is known fact to all that keeping employee happy is managements responsibility as
to get the work done perfectly but to feel happy is employee’s perception. So a
satisfied employee is essential element for improving efficiency effectiveness
 Job satisfaction is great motivator, which keep the employees always in high
remark
 Job satisfaction among the employee in resulting in increasing the perception
of the organization job satisfaction reduces the resistance among employees
for the new implementations

11
REVIEW OF LITERATURE
The concept of job satisfaction has been developed in many ways by many
different researchers and practitioners. One of the most widely used definitions in
organizational research is that of Locke (1976), who defines job satisfaction as "a
pleasurable or positive emotional state resulting from the appraisal of one's job or job
experiences" (p. 1304).Others have defined it as simply how content an individual is
with his or her job; whether he or she likes the job or not. It is assessed at both the
global level (whether or not the individual is satisfied with the job overall), or at the
facet level (whether or not the individual is satisfied with different aspects of the job).
Spector (1997) lists 14 common facets: Appreciation, Communication, Coworkers,
Fringe benefits, Job conditions, Nature of the work, Organization, Personal growth,
Policies and procedures, Promotion opportunities, Recognition, Security, and
Supervision.
A more recent definition of the concept of job satisfaction is from Hulin and
Judge (2003), who have noted that job satisfaction includes multidimensional
psychological responses to an individual's job, and that these personal responses have
cognitive (evaluative), affective (or emotional), and behavioral components. Job
satisfaction scales vary in the extent to which they assess the affective feelings about
the job or the cognitive assessment of the job. Affective job satisfaction is a subjective
construct representing an emotional feeling individuals have about their job. Hence,
affective job satisfaction for individuals reflects the degree of pleasure or happiness
their job in general induces. Cognitive job satisfaction is a more objective and logical
evaluation of various facets of a job. Cognitive job satisfaction can be unidimensional
if it comprises evaluation of just one facet of a job, such as pay or maternity leave, or
multidimensional if two or more facets of a job are simultaneously evaluated.

12
Cognitive job satisfaction does not assess the degree of pleasure or happiness that
arises from specific job facets, but rather gauges the extent to which those job facets
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
Job satisfaction can also be seen within the broader context of the range of
issues which affect an individual's experience of work, or their quality of working life.
Job satisfaction can be understood in terms of its relationships with other key factors,
such as general well-being, stress at work, control at work, home-work interface, and
working conditions.
A study title "Analysis of Factors Affecting Job Satisfaction of the Employees
in Public and Private Sector", in India concluded that in India Employees tend to love
their job if they get what they believe is an important attribute of a good job.
Weightage factor of each such attribute based on exhaustive survey has been
calculated. Region, sector and gender wise study of job satisfaction has provided
consistent picture with respect to distribution of data set analyzed showed that most of
the employees in Indian industry are not satisfied with their job except for a few like
male in commerce sector and female in education sector. Total job satisfaction level
of males is found to be higher than that of woman. Total job satisfaction level in
manufacturing sector is found to be very low.
Affect theory
Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is determined
by a discrepancy between what one wants in a job and what one has in a job. Further,

13
the theory states that how much one values a given facet of work (e.g. the degree of
autonomy in a position) moderates how satisfied/dissatisfied one becomes when
expectations are/aren’t met. When a person values a particular facet of a job, his
satisfaction is more greatly impacted both positively (when expectations are met) and
negatively (when expectations are not met), compared to one who doesn’t value that
facet. To illustrate, if Employee A values autonomy in the workplace and Employee B
is indifferent about autonomy, then Employee A would be more satisfied in a position
that offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a
particular facet will produce stronger feelings of dissatisfaction the more a worker
values that facet.
Dispositional approach
The dispositional approach suggests that individuals vary in their tendency to
be satisfied with their jobs, in other words, job satisfaction is to some extent an
individual trait.[14] This approach became a notable explanation of job satisfaction in
light of evidence that job satisfaction tends to be stable over time and across careers
and jobs. Research also indicates that identical twins raised apart have similar levels
of job satisfaction.
A significant model that narrowed the scope of the dispositional approach was
the Core Self-evaluations Model, proposed by Timothy A. Judge, Edwin A. Locke,
and Cathy C. Durham in 1997. Judge et al. argued that there are four Core Self-
evaluations that determine one’s disposition towards job satisfaction: self-esteem,
general self-efficacy, locus of control, and neuroticism. This model states that higher
levels of self-esteem (the value one places on his/her self) and general self-efficacy
(the belief in one’s own competence) lead to higher work satisfaction. Having an
internal locus of control (believing one has control over herhis own life, as opposed

14
to outside forces having control) leads to higher job satisfaction. Finally, lower levels
of neuroticism lead to higher job satisfaction.
Equity theory
Equity Theory shows how a person views fairness in regard to social
relationships such as with an employer. A person identifies the amount of input
(things gained) from a relationship compared to the output (things given) to produce
an input/output ratio. They then compare this ratio to the ratio of other people in
deciding whether or not they have an equitable relationship. Equity Theory suggests
that if an individual thinks there is an inequality between two social groups or
individuals, the person is likely to be distressed because the ratio between the input
and the output are not equal.
For example, consider two employees who work the same job and receive the
same pay and benefits. If one individual gets a pay raise for doing the same work as
the other, then the less benefited individual will become distressed in his workplace.
If, on the other hand, both individuals get pay raises and new responsibilities, then the
feeling of equity will be maintained.
Other psychologists have extended the equity theory, suggesting three
behavioral response patterns to situations of perceived equity or inequity (Huseman,
Hatfield, & Mile, 1987; O'Neil & Mone 1998). These three types are benevolent,
equity sensitive, and entitled. The level by each type affects motivation, job
satisfaction, and job performance.

15
1. Benevolent-Satisfied when they are under-rewarded compared with co-
workers
2. Equity sensitive-Believe everyone should be fairly rewarded
3. Entitled-People believe that everything they receive is their just due
4. Discrepancy theory
The concept of discrepancy theory is to explain the ultimate source of anxiety
and dejection. An individual who has not fulfilled his responsibility feels the sense of
anxiety and regret for not performing well. They will also feel dejection due to not
being able to achieve their hopes and aspirations. According to this theory, all
individuals will learn what their obligations and responsibilities are for a particular
function, and if they fail to fulfill those obligations then they are punished. Over time,
these duties and obligations consolidate to form an abstracted set of principles,
designated as a self-guide. Agitation and anxiety are the main responses when an
individual fails to achieve the obligation or responsibility. This theory also explains
that if achievement of the obligations is obtained then the reward can be praise,
approval, or love. These achievements and aspirations also form an abstracted set of
principles, referred to as the ideal self guide. When the individual fails to obtain these
rewards, they begin to have feelings of dejection, disappointment, or even depression.
Two-factor theory (motivator-hygiene theory)
Frederick Herzberg’s two-factor theory (also known as motivator-hygiene
theory) attempts to explain satisfaction and motivation in the workplace. This theory
states that satisfaction and dissatisfaction are driven by different factors – motivation
and hygiene factors, respectively. An employee’s motivation to work is continually
related to job satisfaction of a subordinate. Motivation can be seen as an inner force
that drives individuals to attain personal and organizational goals (Hoskinson, Porter,

16
& Wrench, p. 133). Motivating factors are those aspects of the job that make people
want to perform, and provide people with satisfaction, for example achievement in
work, recognition, promotion opportunities. These motivating factors are considered
to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of
the working environment such as pay, company policies, supervisory practices, and
other working conditions.
While Herzberg's model has stimulated much research, researchers have been
unable to reliably empirically prove the model, with Hackman & Oldham suggesting
that Herzberg's original formulation of the model may have been a methodological
artifact. Furthermore, the theory does not consider individual differences, conversely
predicting all employees will react in an identical manner to changes in
motivating/hygiene factors. Finally, the model has been criticised in that it does not
specify how motivating/hygiene factors are to be measured.
Job characteristics model
Hackman & Oldham proposed the job characteristics model, which is widely
used as a framework to study how particular job characteristics impact job outcomes,
including job satisfaction. The five core job characteristics can be combined to form a
motivating potential score (MPS) for a job, which can be used as an index of how
likely a job is to affect an employee's attitudes and behaviors. Not everyone is equally
affected by the MPS of a job. People who are high in growth need strength (the desire
for autonomy, challenge and development of new skills on the job) are particularly
affected by job characteristics. A meta-analysis of studies that assess the framework
of the model provides some support for the validity of the JCM.

17
Communication overload and underload
One of the most important aspects of an individual’s work in a modern
organization concerns the management of communication demands that he or she
encounters on the job. Demands can be characterized as a communication load, which
refers to “the rate and complexity of communication inputs an individual must process
in a particular time frame.” Individuals in an organization can experience
communication over-load and communication underload which can affect their level
of job satisfaction. Communication overload can occur when “an individual receives
too many messages in a short period of time which can result in unprocessed
information or when an individual faces more complex messages that are more
difficult to process.” Due to this process, “given an individual’s style of work and
motivation to complete a task, when more inputs exist than outputs, the individual
perceives a condition of overload which can be positively or negatively related to job
satisfaction. In comparison, communication under load can occur when messages or
inputs are sent below the individual’s ability to process them.” According to the ideas
of communication over-load and under-load, if an individual does not receive enough
input on the job or is unsuccessful in processing these inputs, the individual is more
likely to become dissatisfied, aggravated, and unhappy with their work which leads to
a low level of job satisfaction.
Superior-subordinate communication is an important influence on job
satisfaction in the workplace. The way in which subordinates perceive a supervisor's
behavior can positively or negatively influence job satisfaction. Communication
behavior such as facial expression, eye contact, vocal expression, and body movement
is crucial to the superior-subordinate relationship (Teven, p. 156). Nonverbal
messages play a central role in interpersonal interactions with respect to impression

18
formation, deception, attraction, social influence, and emotional. Nonverbal
immediacy from the supervisor helps to increase interpersonal involvement with their
subordinates impacting job satisfaction. The manner in which supervisors
communicate with their subordinates non-verbally may be more important than the
verbal content (Teven, p. 156). Individuals who dislike and think negatively about
their supervisor are less willing to communicate or have motivation to work whereas
individuals who like and think positively of their supervisor are more likely to
communicate and are satisfied with their job and work environment. A supervisor
who uses nonverbal immediacy, friendliness, and open communication lines is more
likely to receive positive feedback and high job satisfaction from a subordinate.
Conversely, a supervisor who is antisocial, unfriendly, and unwilling to communicate
will naturally receive negative feedback and create low job satisfaction in their
subordinates in the workplace.
Genetics
It has been well documented that genetics influence a variety of individual
differences. Some research suggests genetics also play a role in the intrinsic, direct
experiences of job satisfaction like challenge or achievement (as opposed to extrinsic,
environmental factors like working conditions). One experiment used sets of
monozygotic twins, reared apart, to test for the existence of genetic influence on job
satisfaction. While the results indicate the majority of the variance in job satisfaction
was due to environmental factors (70%), genetic influence is still a minor factor.
Genetic heritability was also suggested for several of the job characteristics measured
in the experiment, such as complexity level, motor skill requirements, and physical
demands.

19
An important finding for organizations to note is that job satisfaction has a
rather tenuous correlation to productivity on the job. This is a vital piece of
information to researchers and businesses, as the idea that satisfaction and job
performance are directly related to one another is often cited in the media and in some
non-academic management literature. A recent meta-analysis found surprisingly low
correlations between job satisfaction and performance. Further, the meta-analysis
found that the relationship between satisfaction and performance can be moderated by
job complexity, such that for high-complexity jobs the correlation between
satisfaction and performance is higher than for jobs of low to moderate complexity.
Additionally, one longitudinal study indicated that among work attitudes, job
satisfaction is a strong predictor of absenteeism, suggesting that increasing job
satisfaction and organizational commitment are potentially good strategies for
reducing absenteeism and turnover intentions. Recent research has also shown that
intention to quit alone can have negative effects on performance, organizational
deviance, and organizational citizenship behaviours. In short, the relationship of
satisfaction to productivity is not as straightforward as often assumed and can be
influenced by a number of different work-related constructs, and the notion that "a
happy worker is a productive worker" should not be the foundation of organizational
decision-making. For example, employee personality may even be more important
than job satisfaction in regards to performance.
JOB CONTENT
Greater the variation in job contents and the less the repetitiveness with task
must be performed the greater the satisfaction of the individual involved. Job content
refers to the factors such as recognition, responsibility advancement, achievement etc.

20
In the job employees perform Herzberg Mausner and Snyderman contend that job
content factors like achievement and responsibility.
CONSIDERATE LEADERSHIP
Considerate leadership results in higher job satisfaction than inconsiderate
leadership. In an individual receives autocratic styles of supervision from his superior
he expresses dissatisfaction towards the job. The way the activities of subordinate
being supervised must be positive.
INTRINSIC ASPECTS OF JOB
The intrinsic value of job differs for man, so job satisfaction also differs. A
person is satisfied with his job because he is especially trained for the job. A more
skilled worker may feel dissatisfied if there is low job requirement.

21
CONSUMER SATISFACTION PROCESS
The paramount goal of marketing is to understand the consumer and to
influence buying behaviour. One of the main perspectives of the consume r behaviour
research analyses buying behaviour from the so-called “information processing
perspective" (Holbrook and Hirschman 1982). According to the model, customer
decision-making process comprises a needsatisfying behaviour and a wide range of
motivating and influencing factors. The process can be depicted in the following steps
(Engel, Blackwell et al. 1995): Need recognition – realisation of the difference
between desired situation and the current situation that serves as a trigger for the
entire consumption process. Search for information - search for data relevant for the
purchasing decision, both from internal sources (one's memory) and/or external
sources.
DIFFERENT LEVELS OF COMPLEXITY
When evaluating satisfaction with a product, customers initially assess
tangible features of the product. In the service context, the features, though
observable, are considerably less tangible and are thus more difficult to assess. A
product service system comprises four components (products, services,
infrastructures, and networks), rendering the evaluation process of consumer
satisfaction even more complex (Mont 2000). Here the part of the system, with which
the customer comes into direct contact, is larger than in the case of a pure product or
service, which has implications for customer evaluation process. In the case of PSS or
eco-services, customers are exposed to both dimensions: product and service. In
addition, due to closer relations with the service provider, customers can even become
exposed to infrastructure and networks that support PSS delivery. Therefore, in the
PSS context, an evaluation of all four PSS components becomes relevant: · Product

22
evaluation is conducted by assessment of products or technologies. Person-based or
other types of services (technical, information and knowledge services) that are
included into PSS may be evaluated.
Infrastructure can be evaluated when the customer comes into contact with
enabling supporting technology, or by evaluation of ambient conditions, spatial layout
or by evaluating signs and artefacts of the PSS.
Networks, are not usually exposed to the customer, but in some cases may be
evaluated when they come into contact with customers.
RESEARCH FRAMEWORKS AND METHODS
A great variety of methods and frameworks for understanding and evaluating
consumer acceptance and satisfaction are used in different disciplines. The study has
discussed the following frameworks: Kano model of customer satisfaction, the
Innovation diffusion of Rogers, the service quality model of Grönsroos, and
SERVQUAL model by Parasuraman.
The study has also surveyed a range of tools used for evaluating and
measuring consumer satisfaction. These included surveys, in-depth interviews, focus
group interviews, observations, mystery shopping, and psychographic portrait of
customers. A number of drawbacks and benefits pertaining to the tools have been
pointed out and discussed. Both the research models and the tools, while diverse to a
different extent, were found to be useful fo application in the PSS research area.
The environmental impacts of ever increasing consumption throughout the
world have been recently recognised. Many solutions have been proposed to combat
the rising levels of consumption. One of the concepts suggested as a potential solution
to reduce consumption levels is the concept of product-service systems (PSS).

23
The concept proved to be viable in the business-to-business context. However,
in the private consumer markets, it has been less successful, both in terms of
economic viability and environmental impact reduction. User behaviour has been
named as the primary reason for this situation To address this problem, either
behavioural or service system design changes are needed.
Changing human behaviour and existing lifestyles contribute to the vision of
sustainable development, but it proves to be an insurmountable task over a short
period of time. Alternatively, changing the design of product-service system to reduce
the behavioural pitfalls could be a potentially easier way towards sustainable
development. Changing system design requires understanding how consumer
acceptance of more sustainable solutions is formed, influenced or changed, what are
the influencing factors and what are the leverage points for the best results with
lowest costs. Understanding consumer perceptions and behaviour in this context is
crucial.
However, the consumer decision-making process is much more complex and
intricate than just a simple decision about shifting from owning a product towards
paying per use of it.
Throughout this study we demonstrated that products are not seen purely for their
functional features, but rather products are complex combinations of various
attributes, which, together with functionality, also bring status, serve as a key to a
certain social class, reinforce selfesteem, and much-much more.
Therefore, the goal of this study was to take a step towards a better
understanding of the complexity of the phenomena we are aiming to change. We did
that by looking at how different disciplines perceive the consumption process in
general and the consumer decisionmaking process in particular. We saw the wealth of

24
theories and frameworks being developed trying to solve this puzzle. We then looked
closer at the potentially most promising models, which could prove useful in
understanding the consumer decision-making process in the context of ownerless
consumption.
We also found some useful tools, which can be employed for collecting
information about and from consumers. Ident ified frameworks and tools were then
evaluated for suitability in the PSS context. We also provided some suggestions and
examples for how several presented models could be operationalised in the PSS
context.
Some important lessons were learned from this study:
The consumer is a moody creature – swinging between rationality and emotional
behaviour. All disciplines we looked at addressed consumption from some
perspective. This perspective may be unique to this discipline, or may share common
premises with other disciplines. Cross- fertilisation and learning is the key to success.
The challenge is not in the availability of analysis tools, but in analysis
frameworks, which would allow us to speak the same language as our system and
understand it better. We can probably employ just one tool to measure customer
satisfaction with our system.
But it is multifaceted and thus a combination of tools is more promising.
PSS is a system, comprised of products, services, infrastructures, and
networks. The criteria we want to evaluate this system against should include
attributes of each dimension. PSS is a multi-disciplinary area and initiating system
level change will require system level effort. Researchers with various backgrounds
need to be involved in developing ideas and methods for measuring customer

25
satisfaction with PSS. “Non-social” PSS practitioners should learn methods of social
sciences.
RELATIONSHIP OF JOB SATISFACTION AND SOME OTHER
VARIABLES
Job satisfaction tends to correlate with a number of other variables in the
organization. Relation with some variables is given below.
JOB-SATISFACTION AND TURNOVER
Job satisfaction consistently correlates with turnover. It might have been seen
that employees having low job satisfaction leave their employer as early as possible.
So,low job satisfaction increases the turnover and high job satisfaction decreases it.
Thus it has a negative correlation with labour turnover.
JOB-SATISFACTION AND ABSENTEEISM
Absenteeism has the same relationship with job satisfaction as the turnover.
Both are negatively correlated. Employees who have low job satisfaction tend to
remain absent off and on form their job.
JOB-SATISFACTION AND COMMUNITY CONDITIONS
Job satisfaction is influenced by community condition. It is generally
advocated that poor community conditions pull down job satisfaction and better
community conditions push it up. It is not always true. What usually happens is that
employees compare their community conditions. If job conditions are better than the
of community conditions job satisfaction is higher.
ADVANTAGES OF JOB SATISFACTION STUDY
Several benefits are derived from the study satisfaction by the management.

26
INDICATION OF GENERAL SATISFACTION LEVEL
A study of job satisfaction gives the management an indication of general
level of satisfaction among the workers of the company. The study tells how
employees feel about their job and about the organization, what for to their feelings
need attention and whose feelings are involved etc.
DETERMINING TRAINING NEEDS
It determines the training needs of the employees and the supervisors. During
the course of survey, it can be well established in what areas, the employees are
dissatisfied.
2.3. TYPES OF JOB SATISFACTION SURVEY
Job satisfaction data are collected through surveys. There are three types of
survey are used for data collection.
1.Objective survey
2.Descriptive survey
OBJECTIVE SURVEY
In this type of questionnaire is prepared with questions and their multiple
choice answers. The respondents read all the answers of each question and mark the
answers, which is nearest to their feelings.
DESCRIPTIVE SURVEY
In this type, employees are given the opportunity to express their opinions in
details about the questions set by the management in descriptive surveys.
JOB-SATISFACTION AND TURNOVER
Job satisfaction consistently correlates with turnover. It might have been seen
that employees having low job satisfaction leave their employer as early as possible.

27
Employee’s job satisfaction is pleasure that an employee’s derives from his or her job.
It is an attitudinal variable that describe how people feel about their job. Job
satisfaction is determined by the balance between inputs and outputs.
According to the concept the human has basic and universal needs and that individual
needs are fulfill in their current situation, and then that individual will be happy. The
job satisfaction depends on balance between work role input like education, working
time effort and work output like wages fringe benefits status, task importance,
working conditions, and intrinsic aspect of the job.
He identify hygienic factor like recognition, achievement and growth. According to
him this might be helpful to race job satisfaction level.
The independent effect of hygienic factor is conclusive have been revisited time and
again, skill variety, task identify, task significance, autonomy and task feedback are
the work attributes that result in three psychological states namely meaningfulness of
work, responsibility for work, outcome and knowledge of work activities.
Job satisfaction describes how content and individual is with his or her job. It is
relatively recent term since in previous century the jobs available to a particular
person were of often predetermine by the occupation of persons parents .there are
variety of factors that can influence persons level of job satisfaction. some of their
factors include the level of pay and benefits, the perceive fairness of the promotion
system within accompany, the quality of the working conditions, leadership and social
relationships the job itself.
The happiness people are within their jobs, the more satisfied they are said to be. job
satisfaction is not the same as motivation ,although it is clearly linked. job design
aims to enhance job satisfaction and performance methods include the job rotation,
job enlargement and job enrichment. other influence on satisfaction include the

28
management style and culture the most common way of measurement is to use of
rating scales where employees report their reactions to their jobs. Questions relate of
pay, work responsibilities, variety of tasks, promotional opportunities to the work
itself and co-workers.
The term relates to the total relationship between an individual and the employer for
which he is paid. Satisfaction does mean the simple feelings accompanying the
attainment of any goal: The end state is feeling accompanying the attainment by an
impulse of its objectives; job satisfaction does mean absence of motivation at work.
Research workers differently described the factors contributing a job satisfaction and
dissatisfaction.
The survey made regarding the job satisfaction in will facilitate and enables the
management to know the perception and inner feelings regarding the job they are
performing on the day to day basis. The term job satisfaction reveals and focuses on
the likes and dislikes of the employees of. In the particular study the researchers tries
to identify the causes for satisfaction and dissatisfaction among the employees. So this
is the most effective and selective instrument for diagnosing and peeping into the
employees problems.
Job satisfaction survey can give most valuable information the perception and causes.
For satisfaction or dissatisfaction among the employees attitude towards the job
satisfaction may be either positive or negative. The positive feeling can be reinforced
and negative feeling can be rectified. The Survey can be treated as the most effective
way, which makes the workers to express their inner and real feelings.
For any further course of action development, which involves employee’s
participation is considered. The management will get a picture their employee’s
acceptance and readiness. This survey also enables avoid misinterpretation and helps

29
management in solving problems effectively. It is observed during study some of the
employees accepted the proposal survey research.
A perfectly contentment and satisfaction motivates an employees to be confident with
a high moral, it is an asset to an organization as a whole.
Thus the high motivation and moral of the employee make him remain in the
organization and encourage him to face cut throat competition and give him enough
dynamism to face challenges
Every human being posses him own unique resources, if properly channels it by
supportive and supplement, ultimately for achieving organizational goals.
Researchers have done tremendous work on labour welfare and job satisfaction. Some
studies have determined the influence of labour welfare facilities on job satisfaction.
Other studies have researched the extent of job satisfaction experienced by employees
(managers and workers) and the job facets that are responsible in promoting job
satisfaction. Furthermore investigations have shown that personal variables such as
age, gender and experience influence job satisfaction. The review of literature in this
chapter will highlight all such studies and provide an insight into the variables
influencing labour welfare and job satisfaction. In this chapter, the review of
literature is classified into various sections that are as follows:
 Studies on labour welfare and job satisfaction.
 Studies on job satisfaction.
 Influence of job facets on job satisfaction.
 Influence of personal variables on job satisfaction.
 Age and job satisfaction.
 Experience and job satisfaction.
 Gender and job satisfaction.

30
 Hierarchy and job satisfaction.
The labour welfare measures provided in an organisation affect the attitudes of
employees towards work. Labour welfare facilities satisfy the needs of the employees,
which can improve their working life, family life and overall welfare. Various studies
have explored the labour welfare facilities provided by organizations and determined
its influence on job satisfaction. One such investigation was carried out by Goyal
(1995) who studied the awareness of labour welfare facilities and brought out the
relationship between labour welfare facilities and job satisfaction in her work titled
Labour Welfare and Job Satisfaction. The study analyzed the impact of labour
welfare measures on job satisfaction in the textile industries in Punjab, the extent of
awareness and implementation of labour welfare measures among workers and the
extent to which these measures have been successful to improve the workers' lot.
Further the study critically assessed the problems and suggested ways to improve the
implementation of labour welfare measures. In her research a comparative study was
made between six cotton textile industries in Punjab belonging to the private, public,
and co-operative sectors. Based on random sampling, 350 textile workers in these
sectors in Punjab formed the sample of the study. The results of the study revealed
that majority of textile workers were satisfied with their job. However private sector
units have the maximum number of satisfied workers whereas the cooperative sectors
have maximum number of workers dissatisfied with their jobs. The study highlighted
a positive relationship between the level of satisfaction with the implementation of
various labour welfare measures and job satisfaction. It was also revealed that the
workers were satisfied with the labour welfare measures such as wages, housing
facilities, and retirement benefits like gratuity and provident fund, and medical
benefits. The maximum number of workers satisfied with these welfare facilities was

31
from the private sectors. Moreover the percentage of workers who felt the absence of
adequate quality of working conditions, and that the supervisors and co-workers did
not help them in the hour of need were very low.
The study further revealed that satisfaction with the implementation of the Factories
Act (1948) increased job satisfaction among workers. There was a positive
correlation between the level of awareness of the Factories Act and the level of job
satisfaction but this relationship is not statistically significant. A positive correlation
was found between the level of satisfaction in the implementation of the provisions of
the Provident Fund and Miscellaneous Provisions Act (1952) and job satisfaction.
The same results were found with the Employees State Insurance Act (1948).
Education and job satisfaction were negatively related but the correlation was not
statistically significant. A negative correlation existed between status of employment
and job satisfaction among the textile workers. 21.42 percent of workers reported that
they would not like to continue with their present job. The findings of the study also
revealed the percentage of workers in the textile industries studied, who were
satisfied with their jobs due to the provision of various statutory labour welfare
facilities. Majority of the workers were satisfied with their jobs with respect to
retirement benefits like gratuity and provident fund. The number of such satisfied
workers was the highest in the private sectors and the minimum in the public sectors.
But only a few workers were found to be highly satisfied and highly dissatisfied with
their jobs in this regard.
A small percentage of workers were dissatisfied with their jobs with respect
to recreational facilities. The percentage of satisfied workers was the highest in the
private sectors and minimum in the public sectors. A fairly large percentage of
workers were satisfied with their jobs with respect to medical benefits and housing

32
facilities. The private sectors had the maximum number of satisfied workers while in
the public sectors minimum number of the workers was satisfied in this regard.
Some workers felt that it is perfectly right that their job increased their standard of
living (20.57 percent). The maximum number of the workers in favour of this was
from private sectors and minimum from public sectors. The small percentage of
workers felt the absence of adequate quality of working conditions. The private
sectors had the minimum number of workers who are dissatisfied with their job in this
regard, while the cooperative sectors had the maximum number of such workers. A
small number of workers were highly satisfied, majority of them were satisfied and a
few of them were dissatisfied with the quality of working conditions. To conclude, the
study suggested the statutory welfare facilities should be well implemented and so
should labour welfare measures so that the level of job satisfaction increases among
textile workers in Punjab, which in turn may help in increasing productivity of
workers.

33
INTRODUCTION
Rice is the staple food for almost 65% of the population in India. Paddy in
its raw form cannot be consumed by human beings. It needs to be suitably processed
for obtaining rice. Rice milling is the process which helps in removal of hulls and
barns from paddy grains to produce polished rice. Rice forms the basic primary
processed product obtained from paddy and this is further processed for obtaining
various secondary and tertiary products. The basic rice milling processes consist of
the following process.
Process
Pre Cleaning : Removing all impurities and unfilled grains from paddy
De-stoning : Separating small stones from paddy
Parboiling (Optional) : Helps in improving the nutritional quality by
gelatinization of starch inside the rice grain. It improves
the milling recovery percent during deshelling and
polishing / whitening operation
Husking : Removing husk from paddy
Husk Aspiration : Separating the husk from brown rice/ unhusked paddy
Paddy Separation : Separating the unhusked paddy from brown rice
Whitening : Removing all or part of the bran layer and germ from
brown rice
Polishing : Improving the appearance of milled rice by removing
the remaining bran particles and by polishing the exterior
of the milled kernel
Length Grading : Separating small and large brokens from head rice

34
Blending : Mixing head rice with predetermined amount of
brokens, as required by the customer
Weighing and bagging : Preparing the milled rice for transport to the customer
Status of Rice Milling Units in India
Rice milling is the oldest and the largest agro processing industry of the
country. It has a turn over of more than Rs.25,500 crore per annum. It processes about
85 million tonnes of paddy per year and provides staple food grain and other valuable
products required by over 60% of the population. Paddy grain is milled either in raw
condition or after par-boiling, mostly by single hullers of which over 82,000 are
registered in the country. Apart from it there are also a large number of unregistered
single hulling units in the country. A good number (60%) of these are also linked with
par-boiling units and sun -drying yards. Most of the tiny hullers of about 250-300
kg/hr capacities are employed for custom milling of paddy. Apart from it double
hulling units number over 2,600 units, underrun disc shellers cum cone polishers
numbering 5,000 units and rubber roll shellers cum friction polishers numbering over
10,000 units are also present in the country. Further over the years there has been a
steady growth of improved rice mills in the country. Most of these have capacities
ranging from 2 tonnes /hr to 10 tonnes/ hr.
Due to a decrease in production and robust domestic consumption growth,
India's rice surplus will shrink to its lowest level since 2009/10 in 2014/15. In the
longer term, India's exports could pick up again and exceed 10mn tonnes annually
should the government manage to reform, as planned, the Food Corporation of India
and the country's export mechanisms. Regarding prices, we see CBOT rice averaging
higher over the year as the global market records its first production deficit in 10
years in 2014/15.

35
India's rice production in the ongoing 2014/15 season (October-September)
will decline. We have revised down our estimate for output, as the 2014 summer
monsoon performance was subdued. We now see production coming in at 102.8mn
tonnes, down 3.2% year-on-year (y-o-y), compared with a previous estimate of
103.0mn tonnes.
Monsoon rains picked up after a late and low start. June-September rains
came in 12% below the 50-year seasonal average, after amounting to only 59% of
long term averages over June to mid-July. Moreover, some of the largest rice growing
states, including Uttar Pradesh, Punjab and Andhra Pradesh, were among the driest.
Plantings picked up after a slow start with the recovery in rains in July, which will
help area harvested remain at elevated levels. However, we believe the lack of rain
will negatively affect yields, which will decrease from the elevated level recorded
over the past four years, to 3.52 tonne/ha, compared with 3.64 tonne/ha achieved in
2013/14
In the longer term, India's exports could pick up again and exceed 10mn
tonnes annually should the country reform its export mechanisms. Modi's government
will most likely reform the country's Food Corporation of India (FCI), its paramount
agency in charge of the country's stockpiling policy and its public food distribution
programme for the poor. The government's appointed committee in charge of advising
on the reform gave its recommendations in January 2015, pledging for greater private
participation in the storage and distribution of grains in a bid to avoid wastage and
drive greater efficiency. Should the FCI hand over its storage of food grains to state-
run warehouses and private companies, and should the government simplify the
lengthy and inefficient process to export grains as advised by the panel, we believe

36
India's rice and wheat exports could receive a significant boost. Indeed, these changes
would reduce wastage and export costs as well as shorten the procedures
Investment components of an improved rice mill:
The land requirement for establishing an improved rice milling unit will depend upon
1. Whether the unit will be using a parboiling unit for pre-treatment of paddy
before commencement of milling operation or it will be directly milling raw
paddy.
2. Whether a single pass or a multipass milling unit is to be installed.
Generally 2.00 to 2.50 acre of land is required for establishing an improved
rice milling unit having an installed processing capacity of 2 MT/ hr; operating for
single shift / day of 8 hr duration; 300 days per annum; i.e. 4800 MT /annum. The
tentative cost of land and land development charges for the model project has been
considered at Rs. 5.00 Lakh.

37
Civil construction:
The various construction requirement of an improved rice milling unit are as follows:
1. Raw paddy godown
2. Cleaning unit
3. Drier and necessary supporting structures such as, boiler /blower system etc.
4. Milling section
5. Finished product stores
6. Machine rooms
7. Auxiliary structures such as office, watch and ward etc.
Cleaning :
Removing of foreign matter from paddy,sach as stone, pebbles, dirt, dust & husk.
Equipment-vibrating paddy cleaner.
Specification-

38
No. of screen-8.for
(2-paddy,2-stones,2-hask,2-dust).
Screen openings-(0.20mm,0.8mm,0.6mm)
Aspirator-husk.
arboiling of Paddy
Paddy is soaked & wet paddy is heated then dried.
To achieve maximum recovery of head rice & to minimize breakage during milling.
Equipment-vertical 12 tanks.
It is carried out three steps-
soaking-hot water at 800C for 6 hr.
Steaming-7.5 kg/ cm2 for 20 min.

39
Drying
LSU(Lousiana State University ) drying is mechanical hot air dryer.
During the first pass paddy should be dried to mc. of 16-17% & them tempered for 3-
4hr.
Steam-7.5 kg/cm2.for 3-4hr.
Dried paddy at 13% mc.

40
DESTONNER:
Separating paddy from stones & pebbles before milling or dehusking.
Equipment-destoner
Specification-
vartical vibratry screen.
aspirator-suck the husk.
driven motor-2hp.

41
SHELLING :
Separating husk from the paddy grain.
Paddy grain is passed between two resilient surface moving at different speed in the
opposite direction.
Equipment-rubber-roll Sheller.
Specification-
*dia.of roller -220 to 260mm.
speed ratio-1:0.75 to 1:0.80.
thickness of roller -15 to 30.

42
PADDY SEPERATOR
Separating paddy from brown rice.
Equipment-tray separator
Specification-
No. of tray-10 to 15.
Position of tray-mounted one above the other 5cm a part.
Front positions is inclined.
speed-300rpm.
driven motor-2hp.

43
WHITNER:
Removal of bran layers from brown rice.
Equipment- vertical whitening cone.
Specification-
cast iron cylinder with abrasive stone coating.
* A wire screen is fixed around the cone.
Distance between coating & screen- to 6mm.
Bran aspirator- remove the bran layer.
driven motor-5 hp.

44
GRADER
The grader is use for obtain higher quality rice, which contains less broken.
It is cylindrical in shape & intendent on the inner side.
Driven motor-a2hp.
The rice obtained from grater is filled in the jute bags & weigh on the weighing
machine.
* Bags-25kg,50kg.
After that transportation by trucks, tractors to the buyer.
About Organization
VAMSHI KRISHNA RICE INDUSTRIES was established in the year
1990 with a consolidate the fragmented rice industry . In a short span of time it has
risen to be one of leading millers and exporters in the industry under Mr. D.
Narayana Garu located at Sarangapoor Road, Arsapally. A unique business model ,
the goodwill of the customers has enabled the company to consolidate on its
leadership position.

45
TABLE-1
About the present job in the organization ? ( )
INTERPRETATION:
. From the above figure it is found that the number 0f respondents of fully satisfied is
16%, and for satisfied is 44%,and for partly satisfied is 40%.
ANALYSIS:
From the study 15% said that they are fully satisfied with their present job in
the CCS. 45% are satisfied, 40% are partly satisfied, I observed that no one has
respond for dissatisfied, because they may fear of management.
16%
44%
40%
0%
Fully Satisfied
Satisfied
Partly Satisfied
Not satisfied
Response No of Respondents % of respondents
Fully satisfied 8 16
Satisfied 22 44
Partly satisfied 20 40
Dissatisfied 0 0
Total 50 100

46
TABLE-2
TITLE: ABOUT THE WORKING CONDITIONS OF THE ORGANISATION
Response No of Respondents % of Respondents
Satisfied 16 32
Dissatisfied 6 12
Total 50 100
INTERPRETATION:
From the above figure it is found that the number of respondents of fully satisfied is
16%, and for satisfied is 32%, and for partly satisfied is 40%,and for not satisfied is
12%
ANALYSIS:
From the above analysis it is found that the majority of the employess of about the
working condititon is partly satisfied.(40).
16%
32%40%
12%
Fully Satisfied
Satisfied
Partly Satisfied
Not satisfied

47
TITLE: 3
ABOUT THE JOB CONTENT / NATURE OF THE JOB
INTERPRETATION:
From the above figure it is found that the number of respondents of fully
satisfied is 36%, and for satisfied is 36%, and for partly satisfied is 24%,and for not
satisfied is 4%.
ANALYSIS:
nature of job is fully satisfied (36%).
36%
36%
24%
4%
Fully Satisfied
Satisfied
Partly Satisfied
Not satisfied
Response No of Respondents % of respondents
Satisfied 16 36
Dissatisfied 2 4
Total 50 100

48
TABLE-4
WORKING HOURS OF THE JOB
INTERPRETATION:
. From the above figure it is found that the number of respondents of fully satisfied is
36%, and for satisfied is 36%, and for partly satisfied is 24%,and for not satisfied is
4%.
ANALYSIS:
nature of job is Partially satisfied (40%).
18%
26%
40%
16%
Fully Satisfied
Satisfied
Partly Satisfied
Not satisfied
Response No of respondents % of respondents
Satisfied 13 26
Dissatisfied 8 16
Total 50 100

49
TABLE-5
TITLE: QUALIFICATION MATCH WITH THE JOB
INTERPRETATION:
. From the above figure it is found that the number of respondents of Great
Extend is 58% to some extent is 28% and for not at all is 16%.
ANALYSIS:
From the above data the majority of the employes to a great extent is (58%)
58%26%
16%
To great extent
To some Extent
Not at all
To great extent 29 58
To some extent 13 26
Not at all 8 16
Total 50 100

50
TABLE-6
TITLE: ABOUT THE PAY PACKAGE
.
INTERPRETATION:
satisfied is 24%.
ANALYSIS:
nature of job is Partally satisfied (36%).
12%
28%
36%
24%
Fully Satisfied
Satisfied
Partly Satisfied
Dis satisfied
Satisfied 14 28
Dissatisfied 12 24
Total 50 100

51
TABLE-7
TITLE: JOB SECURITY AND CONFIDENCE
Satisfied 13 26
Dissatisfied 10 20
Total 50 100
INTERPRETATION:
satisfied is 13%.
ANALYSIS:
22%
28%
37%
13%
Fully Satisfied
Satisfied
Partly Satisfied
DIs satisfied

52
TABLE-8
TITLE: PROMOTIONAL OPPORTUNITIES
INTERPRETATION:
satisfied is 10%, and for satisfied is 24%, and for partly satisfied is 40%,and for
dissatisfied is 26%.
ANALYSIS:
10%
24%
40%
26%
Fully Satisfied
Satisfied
Partly Satisfied
DIs satisfied
Satisfied 12 24
Dissatisfied 13 26
Total 50 100

53
TABLE-9
TITLE: NECESSARY FACILITIES, INFORMATION AND EQUIPMENTS
INTERPRETATION:
satisfied is 40%, and for satisfied is 50%, and for partly satisfied is 6%,and for dis
satisfied is 4%.
ANALYSIS:
nature of job is satisfied (50%).
40%
50%
6%
4%
Fully Satisfied
Satisfied
Partly Satisfied
DIs satisfied
Satisfied 25 50
Dissatisfied 2 4
Total 50 100

54
TABLE-10
TITLE: CO-OPERATION OF CO-WORKERS
INTERPRETATION:
satisfied is 4%.
ANALYSIS:
12%
24%
60%
4%
Fully Satisfied
Satisfied
Partly Satisfied
DIs satisfied
Satisfied 12 24
Dissatisfied 2 4
Total 50 100

55
TABLE-11
TITLE: ABOUT THE AMOUNT OF WORK
INTERPRETATION:
From the above figure it is found that the no of respondents of percentage too
much 28% and for right amount 62% and for too little 10%.
ANALYSIS:
From the above figure it is found that the majority of the employes to right amount is
62%.
28%
62%
10%
Too Much
Right Amount
Too Litle
Too much 14 28
Right amount 31 62
Too little 5 10
Total 50 100

56
TABLE-12
TITLE: GRIEVANCE HANDLING
INTERPRETATION:
From the above figure it is found that the number of respondents of
fully satisfied is 12%, and for satisfied is 34%, and for partly satisfied is 46%,and for
dissatisfied is 8%.
ANALYSIS:
From the above analysis it is found that the majority of the employees of about the
nature of job is Partially satisfied (46%).
12%
34%
46%
8%
Fully Satisfied
Satisfied
Partly Satisfied
DIs satisfied
Satisfied 17 34
Dissatisfied 4 8
Total 50 100

57
TABLE-13
TITLE: QUALITY OF SUPERVISION
INTERPRETATION:
30%, and for satisfied is 42%, and for partly satisfied is 18%,and for dis satisfied is
10%.
ANALYSIS:
30%
42%
18%
10%
Fully Satisfied
Satisfied
Partly Satisfied
DIs satisfied
Satisfied 21 42
Dissatisfied 5 10
Total 50 100

58
TABLE-14
TITLE: TOP MANAGEMENT PROMISES
.
INTERPRETATION:
8%, and for satisfied is 12%, and for partly satisfied is 56%,and for dis satisfied is
24%.
ANALYSIS:
8%
12%
56%
24%
Fully Satisfied
Satisfied
Partly Satisfied
DIs satisfied
Fully satisfied 4 8
Satisfied 6 12
Dissatisfied 12 24
Total 50 100

59
TABLE-15
TITLE: WORKMENSHIP COMPENSATION BENEFITS
INTERPRETATION:
From the above figure it is found that the number of respondents of fully satisfied
is20%, and for satisfied is 62%, and for partly satisfied is 10%,and for dis satisfied is
8%.
ANALYSIS:
20%
62%
10%
8%
Fully Satisfied
Satisfied
Partly Satisfied
DIs satisfied
Satisfied 31 62
Dissatisfied 4 8
Total 50 100

60
TABLE-16
TITLE: HEALTH FACILITIES IN THE ORGANISATION
INTERPRETATION:
From the above figure it is found that the number of respondents of fully satisfied
is20%, and for satisfied is 15%, and for partly satisfied is 16%,and for dis satisfied is
4%.
ANALYSIS:
Sales
Fully Satisfied
Satisfied
Partly Satisfied
DIs satisfied
Satisfied 25 50
Dissatisfied 7 14
Total 50 100

61
TABLE-17
TITLE: SAFETY MEASURES IN THE ORGANISATION
INTERPRETATION:
satisfied is 22%.
ANALYSIS:
nature of job is satisfied (40%)
14%
40%24%
22%
Fully Satisfied
Satisfied
Partly Satisfied
DIs satisfied
Satisfied 20 40
Dissatisfied 11 22
Total 50 100
Satisfied 20 40
Dissatisfied 11 22
Total 50 100

62
TABLE-18
TITLE: WELFARE FACILITIES IN THE ORGANISATION
INTERPRETATION:
satisfied is 28%.
ANALYSIS:
16%
40%16%
28%
Sales
Fully Satisfied
Satisfied
Partly Satisfied
DIs satisfied
Satisfied 20 40
Dissatisfied 14 28
Total 50 100

63
TABLE-19
TITLE: ANNUAL LEAVES AND WAGES IN THE ORGANISATION
INTERPRETATION:
satisfied is 16%.
ANALYSIS:
14%
44%
26%
16%
Fully Satisfied
Satisfied
Partly Satisfied
DIs satisfied
Satisfied 22 44
Dissatisfied 8 16
Total 50 100

64
TABLE-20
TITLE: IMPLEMENTATION OF NEW TECHNOLOGY
INTERPRETATION:
satisfied is 23%.
ANALYSIS:
11%
45%21%
23%
Fully Satisfied
Satisfied
Partly Satisfied
DIs satisfied
Satisfied 25 50
Dissatisfied 7 14
Total 50 100

65
FINDINGS
1. 15% said that they are fully satisfied with their present job in the CCS, 45%
are satisfied, 40% are partly satisfied.
2. 16% of the respondents are fully satisfied with the working conditions of the
organization, 32% are satisfied, 40% are partly satisfied, 12% are dissatisfied.
3. 37% of the respondents are fully satisfied about the nature of work, 35% are
satisfied, 24% are partly satisfied, 4% are dissatisfied.
4. 17% said that they are fully satisfied with the working hours of the job, 26%
feel satisfied, 41% are partly satisfied, 16% are dissatisfied.
5. 57% said that their qualification is matched with their job, 27% said to some
extent only matched, 16% said that their qualification is not at all matched
with their job.
6. 12% are fully satisfied with their pay package, 28% are satisfied, 36% are
partly satisfied, 24% are dissatisfied.
7. 14% of the respondents are fully satisfied about job security, 26% are
8. 11% are fully satisfied with promotional opportunities, 23% are satisfied, 39%
are partly satisfied, 27% are dissatisfied.
9. 40% of the respondents are fully satisfied about tools, equipments information
provided to them to carry out their jobs, 51% are satisfied,6% are partly
satisfied,3% are dissatisfied.
10. 12% of the respondents are fully satisfied about the co-operation with their
peers, 24% are satisfied, 4% are dissatisfied.
11. 32% said that they are doing too much amount of work, 68% said that they are
doing right amount of work.

66
12. 12% of the respondents are fully satisfied about company’s grievance
handling procedure, 33% are satisfied, 47% are partly satisfied, 8% are
dissatisfied.
13. 30% of the respondents are fully satisfied with quality of supervision, 26%
are satisfied, 33% are partly satisfied, 21% are dissatisfied.
14. 32% feel that the top management keeps its promises and are fully satisfied,
56% are satisfied, 8% are partly satisfied, 4% are dissatisfied.
15. 20% said that the company is giving compensation benefits to workers when
an unexpected accidents happens, 62% are satisfied, 10% are partly satisfied,
8% are dissatisfied.
16. 31% are fully satisfied about recognition and reward,50% are satisfied, 13%
are partly satisfied, 6% are dissatisfied.
17. 43% of the respondents are fully satisfied with the leave system, 45% are
18. 13% said that they have fully satisfied welfare measures and schemes, 36%
are satisfied, 40% are partly satisfied, 11% are dissatisfied.
19. 62% of the respondents are fully satisfied about the training programmes
conducted by the organization, 20% are satisfied, 8% are partly satisfied, 10%
are dissatisfied.
20. 32% of the respondents are fully satisfied about authority of the freedom given
to them to discharge their duties, 25% are satisfied, 17% are partly satisfied,
9% are dissatisfied.

67
SUGGESTIONS
1. Increase of the salaries/ wages should match the cost of living standards.
2. Rewards should be given to the employees based on their performance so as to
motive them to work more. Rewards can be either monetary or non- monetary.
3. Suggestion boxes are to be provided, to know the workers problems
suggestions, then the workers feel free to express their opinions.
4. The company should organize job relief programmers like picnics, tours,
cultural activities to make the employees feel positive towards the
organization.
5. The company should computerize all its transactions, in order to decrease the
working hours, to have an effective information and the employees shows
more interest to work with the new technology.
6. The management should conduct the review meetings periodically with its
employees to discuss about the factory’s performance, Due to these review
meeting, every one can interact with each other, the gap between the employer
and the employee is reduced, and the communication system is also improved.

68
CONCLUSION
1. Finally, I would like to conclude that all my suggestions would bring positive
result both to management and to the employees, if the management put in
practice.
2. There the policies of the company is good and it should allocate some time to
know the problems of the employees, then the employees feel positive towards
the organization.
3. The goal of the program is mainly to improve the job related skills.
4. It has been observed during the study that most of the employees expressed
the need for each employee to attend the training program least once in a year.
5. Most of the trainees supported external faculty rather than internal.
6. The job security is not been effected by the program being undergone.
7. The training program is very much relevant to the present nature of work.

69
BIBLIOGRAPHY:
1. “Mitt, Miller Colelin”- Organizational Behavior a Strategic Approach,
Wiley students edition
2. “Luthans Fred”- Organizational behavior, Mcgraw Hill 7th edition.
3. “Newstrom” John W. Davis Keith- Organizational Behavior Human
Resource at work, 9th Edition, Tata Mcgraw Hill Edition.
4. Pestonjee D.M.- Motivational and Job Satisfaction, 1st Edition Macmillan
India Limited.
WEBSITES:
WWW.GOOGLE.COM
WWW.HR.COM
WWW.HRCOUNCIL.COM
WWW.HRJOURNALS.COM

70
QUESTIONNAIRE
Name :
Age :
Designation :
Educational Qualification :
No. of years of service :
1.Are you satisfied with the present job in the organization [ ]
a). Fully satisfied b).Satisfied c).Partly satisfied d).Dissatisfied
2. Up to what level you are satisfied with the working conditions provided by the
organization . [ ]
3.Are you satisfied with the job content ( nature of work ) [ ]
4.How do you feel about the working hours of your job? [ ]
5. Whether your educational qualification suits the work which you are doing now?[]
a).To a great extent b).Moderate c). To a little extent d).Not at all
6.Upto what extent you are satisfied with your pay package. [ ]
7. How would you rate your satisfaction of job security and confidence? [ ]
8. Upto what level you are satisfied with the promotional opportunities provided by
the organization? [ ]

71
9. Whether you are satisfied with the necessary facilities, tools, equipments and
information to carry out your job. [ ]
a).Yes b). No
10. Are you satisfied with the co-operation of co-workers? [ ]
11. How do you feel about the work environment? [ ]
12. Whether you are satisfied with the superiors respond to your suggestions[ ]
a).Yes b). No
13.How do you feel about the quality of supervision you get? [ ]
14. whether the top management keeps their promises? [ ]
a).Yes b). No
15. Are you satisfied with the workmanship compensation benefits offered by the
company when an unexpected accident happened? [ ]
16. Are you satisfied with the health facilities in the organization. [ ]
17. Upto what level you are satisfied with the safety measures in the organization[]
18. Are you satisfied with the welfare facilities in the organization [ ]

72
19.Are you satisfied with the annual leaves and wages in the organization.[ ]
20. How do you feel if the new technology were implemented in the organization?[]

OVERALL JOB SATISFACTION

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

En vedette

En vedette (9)

Similaire à OVERALL JOB SATISFACTION

Similaire à OVERALL JOB SATISFACTION (20)

Plus de saikrishnabachuwar

Plus de saikrishnabachuwar (20)

Dernier

Dernier (11)

OVERALL JOB SATISFACTION