CHAPTER 1

INTRODUCTION

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1.1 INTRODUCTION
In todays competitive business environment, job satisfaction is one of the most important subjects in the organizations all around the world. In order to have productive operations and make profitable actions with more profit margins and less costs with a good-quality services or products, companies need to have satisfied workers and personnel. Without a doubt, a task or a work done by a well-satisfied employee is satisfactory for his/her manager in the organization. Therefore, job satisfaction has become one of the key tools in managing firms in the business market. Without a doubt, a job satisfaction, determined from the persons emotional, mental and behavioral attitudes to their organization and jobs, is very important to raise individual efficiency. While the job satisfaction level of personnel supports the success of the organization, job dissatisfaction gives rise to corruption of the image of the institution in the long term.

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DEFINITION "Job satisfaction is defined as "the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs" This definition suggests job satisfaction is a general or global affective reaction that individuals hold about their job. While researchers and practitioners most often measure global job satisfaction, there is also interest in measuring different "facets" or dimensions" of satisfaction. Examination of these facet conditions is often useful for a more careful examination of employee satisfaction with critical job factors. Traditional job satisfaction facets include: co-workers, pay, job conditions, supervision, nature of the work and benefits." Job satisfaction, a worker's sense of achievement and success, is generally perceived to be directly linked to productivity as well as to personal wellbeing. Job satisfaction implies doing a job one enjoys, doing it well, and being suitably rewarded for one's efforts. Job satisfaction further implies enthusiasm and happiness with one's work. The Harvard Professional Group (1998) sees job satisfaction as the keying radiant that leads to recognition, income, promotion, and the achievement of other goals that lead to a general feeling of fulfillment. The father of scientific management Taylor's (1911) approach to job satisfaction was based on a most pragmatic & essentially pessimistic philosophy that man is motivation by money alone. That the workers are essentially 'stupid & phlegmatic' & that they would be satisfied with work if they get higher economic benefit from it. But with the passage of time Taylor's solely monetary approach has been changed to a more humanistic approach. It has come a long way from a simple explanation based on money to a more realistic but complex approach to job satisfaction. New dimensions of knowledge are added every day & with increasing understanding of new variables & their inter play, the field of job satisfaction has become difficult to comprehend.

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The term job satisfaction was brought to limelight by Hoppock (1935). He reviewed 32 studies on job satisfaction conducted prior to 1933 & observed that job satisfaction is a combination of psychological, physiological & environmental circumstances that cause a person to say. 'I am satisfied with my job'. Locke defines job satisfaction as a "pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences". To the extent that a person's job fulfils his dominant need & is consistent with his expectations & values, the job will be satisfying. THEORIES OF JOB - SATISFACTION : There are 3 major theories of job satisfaction. Herzberg's Motivation - Hygiene theory. Need fulfillment theory. Social reference - group theory.

1) Herzbergs Motivation - Hygiene Theory: This theory was proposed by Herzberg & his assistants in 1969. On the basis of his study of 200 engineers and accountants of the Pittsburgh area in the USA, he established that there are two separate sets of conditions (and not one) which are responsible for the motivation & dissatisfaction of workers. When one set of conditions (called 'motivator') is present in the organization, workers feel motivated but its absence does not dissatisfy them. Similarly, when another set of conditions (called hygiene factors) is absent in the organization, the workers feel dissatisfied but its presence does not motivate them. The two sets are unidirectional, that is, their effect can be seen in one direction only. According to Herzberg following factors acts as motivators: Achievement,

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 Recognition, Advancement, Work itself, Possibility of growth, & Responsibility. Hygiene factors are : Company policy & administration, Technical supervision, Inter-personal relations with supervisors, peers & Subordinates, Salary. Job security, Personal life, Working Conditions, & status Herzberg used semi-structured interviews (the method is called critical incident method). In this technique subjects were asked to describe those events on the job which had made them extremely satisfied or dissatisfied. Herzberg found that events which led people to extreme satisfaction were generally characterized by 'motivators' & those which led people to extreme dissatisfaction were generally characterized by a totally different set of factors which were called 'hygiene factors'.

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Hygiene factors are those factors which remove pain from the environment. Hence, they are also known as job - environment or job - context factors. Motivators are factors which result in psychological growth. They are mostly job - centered. Hence they are also known as job - content factors. The theory postulated that motivators and hygiene factors are independent & absence of one does not mean presence of the other. In pleasant situations motivators appear more frequently than hygiene factors while their predominance is reversed in unpleasant situations.

2) Need Fulfillment Theory : Under the need-fulfillment theory it is believed that a person is satisfied if he gets what he wants & the more he wants something or the more important it is to him, the more satisfied he is when he gets it & the more dissatisfied he is when he does not get it. Needs may be need for personal achievement, social achievement & for influence. a) Need for personal achievement: Desires for personal career development, improvement in one's own life standards, better education & prospects for children & desire for improving one's own work performance. b) Need for social achievement: [6]

A drive for some kind of collective success is relation to some standards of excellence. It is indexed in terms of desires to increase overall productivity, increased national prosperity, better life community & safety for everyone.

c) Need for influence: A desire to influence other people & surroundings environment. In the works situation, it means to have power status & being important as reflected in initiative taking and participation in decision making. In summary, this theory tell us that job satisfaction is a function of, or is positively related to the degree to which one's personal & social needs are fulfilled in the job situation. 3) Social References - Group Theory : It takes into account the point of view & opinions of the group to whom the individual looks for the guidance. Such groups are defined as the 'reference-group' for the individual in that they define the way in which he should look at the world and evaluate various phenomena in the environment (including himself). It would be predicted, according to this theory that if a job meets the interest, desires and requirements of a person's reference group, he will like it & if it does not, he will not like it. A good example of this theory has been given by C.L. Hulin. He measures the effects of community characteristics on job satisfaction of female clerical workers employed in 300 different catalogue order offices. He found that with job conditions held constant job satisfaction was less among persons living in a well-to-do neighborhood than among those whose neighborhood was poor. Hulin thus provides strong evidence that such frames of reference for evaluation may be provided by one's social groups and general social environment. To sum up, we can say, Job satisfaction is a function of or is positively related to the degree to which the characteristics of the job meet with [7]

approved & the desires of the group to which the individual looks for guidance in evaluating the world & defining social reality.

JOB SATISFACTION MODEL

Low turnover Job satisfaction

Low

Absenteeism High Turnover

Job dissatisfaction

High Absenteeism

Relationship among motivation, attitude and job satisfaction:

Motivation implies the willingness to work or produce. A person may be talented and equipped with all kinds of abilities & skills but may have no will to work. Satisfaction, on the other hand, implies a positive emotional state which may be totally unrelated to [8]

productivity. Similarly in the literature the terms job attitude and job satisfaction are used interchangeably. However a closer analysis may reveal that perhaps, they measure two different anchor points. Attitudes are predispositions that make the individual behave in a characteristic way across the situations. They are precursors to behaviour & determine its intensity and direction. Job satisfaction, on the other hand is an end state of feeling which may influence subsequent behaviour. In this respect, job attitude and job satisfaction may have something in common. But if we freeze behaviour, attitude would initiate it which job satisfaction would result from it.

Relationship Between Morale & Job Satisfaction :

According to Seashore (1959), morale is a condition which exists in a context where people are: a) Motivated towards high productivity. b) Want to remain with organization. c) Act effectively in crisis. d) Accept necessary changes without resentment or resistance. e) Actually promote the interest of the organization and f) Are satisfied with their job. According to this description of morale, job satisfaction is an important dimension of morale itself. Morale is a general attitude of the worker and relates to group while job satisfaction is an individual feeling which could be caused by a variety of factors including group. This point has been summarized by Sinha (1974) when he suggests that industrial morale is a [9]

collective phenomenon and job satisfaction is a distributed one. In other words, job satisfaction refers to a general attitude towards work by an individual works. On the other hand, morale is group phenomenon which emerges as a result of adherence to group goals and confidence in the desirability of these goals.

Relationship Between job satisfaction and work behaviour :

Generally, the level of job satisfaction seems to have some relation with various aspects of work behaviour like absenteeism, adjustments, accidents, productivity and union recognition. Although several studies have shown varying degrees of relationship between them and job satisfaction, it is not quite clear whether these relationships are correlative or casual. In other words, whether work behaviour make him more positively inclined to his job and there would be a lesser probability of getting to an unexpected, incorrect or uncontrolled event in which either his action or the reaction of an object or person may result in personal injury. He will naturally feel more satisfied.

Job satisfaction and productivity :

Experiments have shown that there is very little positive relationship between the job satisfaction & job performance of an individual. This is because the two are caused by quite different factors. Job satisfaction is closely affected by the amount of rewards that an individual derives from his job, while his level of performance is closely affected by the basis for attainment of rewards. An individual is satisfied with his job to the extent that his job provides him with what he desires, and he performs effectively in his job to the extent that effective performance leads to the attainment of what he desires. This means that instead of maximizing satisfaction generally an organization should be more concerned about maximizing the positive relationship between performance and reward. It should be ensured that the poor performers do not get more rewards than the good performers. Thus, when a better performer gets more rewards

Job Satisfaction and absenteeism :

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One can find a consistent negative relationship between satisfaction and absenteeism, but the correlation is moderate-usually less than 0.40. While it certainly makes sense that dissatisfied Sales Persons are more likely to miss work, other factors have an impact on the relationship and reduce the correlation coefficient. e.g. Organizations that provide liberal sick leave benefits are encouraging all their Sales Persons, including those who are highly satisfied, to take days off. So, outside factors can act to reduce the correlation.

Job Satisfaction and Turnover :

Satisfaction is also negatively related to turnover, but the correlation is stronger than what we found for absenteeism. Yet, again, other factors such as labour market conditions, expectations about alternative job opportunities, and length of tenure with 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 the Sales Person's level of performance. Specifically, level of satisfaction is less important in predicting turnover for superior performers because the organization typically makes considerable efforts to keep these people. Just the opposite tends to apply to poor performers. Few attempts are made by the organization to retain them. So one could expect, therefore, that job satisfaction is more important in influencing poor performers to stay than superior performers.

Job Satisfaction and Adjustment :

If the Sales Person is facing problems in general adjustment, it is likely to affect his work life. Although it is difficult to define adjustment, most psychologists and organizational behaviorists have been able to narrow it down to what they call neuroticism and anxiety. Generally deviation from socially expected behaviour has come to be identified as neurotic behaviour. Though it may be easy to identify symptoms of neuroticism, it is very difficult to know what causes. Family tensions, job tensions, social isolation, emotional

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stress, fear, anxiety or any such sources could be a source of neuroticism. Anxiety, on the other hand, has a little clearer base. It is generally seen as a mental state of vague fear and apprehension which influences the mode of thinking. Anxiety usually shows itself in such mental state as depression, impulsiveness, excessive worry and nervousness. While everyone aspires for a perfect state of peace and tranquility, the fact is that some anxiety is almost necessary for an individual to be effective because it provides the necessary push for efforts to achieve excellence. Adjustment problems usually show themselves in the level of job satisfaction. For long, both theorists and practitioners have been concerned with Sales Persons' adjustment and have provided vocational guidance and training to them to minimise its impact on work behaviour. Most literature, in this area, generally suggests a positive relationship between adjustment and job satisfaction. People with lower level of anxiety and low neuroticism have been found to be more satisfied with their jobs.

Determinants of Job Satisfaction :

According to Abrahan A. Korman, there are two types of variables which determine the job satisfaction of an individual. These are : 1. Organizational variables ; and 2. Personal Variables.

Organizational Variable :
1) Occupational Level : The higher the level of the job, the greater is the satisfaction of the individual. This is because higher level jobs carry greater prestige and self control. 2) Job Content :

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Greater the variation in job content and the less repetitiveness with which the tasks must be performed, the greater is the satisfaction of the individual involved. 3) Considerate Leadership : People like to be treated with consideration. Hence considerate leadership results in higher job satisfaction than inconsiderate leadership. 4) Pay and Promotional Opportunities : All other things being equal these two variables are positively related to job satisfaction.

5) Interaction in the work group : Here the question is: When is interaction in the work group a source of job satisfaction and when it is not? Interaction is most satisfying when (a) It results in the cognition that other person's attitudes are similar to one's own. Since this permits the ready calculability of the others behavior and constitutes a validation of

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one's self ; (b) It results in being accepted by others ; and (c) It facilitates the achievements of goals.

Personal Variables :
For some people, it appears most jobs will be dissatisfying irrespective of the organizational condition involved, whereas for others, most jobs will be satisfying. Personal variables like age, educational level, sex, etc. are responsible for this difference.

(1) Age : Most of the evidence on the relation between age and job satisfaction, holding such factors as occupational level constant, seems to indicate that there is generally a positive relationship between the two variables up to the pre-retirement years and then there is a sharp decrease in satisfaction. An individual aspires for better and more prestigious jobs in later years of his life. Finding his channels for advancement blocked his satisfaction declines. (2) Educational Level : With occupational level held constant there is a negative relationship between the educational level and job satisfaction. The higher the education, the higher the reference group which the individual looks to for guidance to evaluate his job rewards. (3) Role Perception : Different individuals hold different perceptions about their role, i.e. the kind of activities and behaviors they should engage in to perform their job successfully. Job satisfaction is determined by this factor also. The more accurate the role perception of an individual, the [14]

greater his satisfaction. (4) Sex : There is as yet no consistent evidence as to whether women are more satisfied with their jobs than men, holding such factors as job and occupational level constant. One might predict this to be the case, considering the generally low occupational aspiration of women. Some other determines of job satisfaction are as follows: (i) General Working Conditions. (ii) Grievance handling procedure. (iii) Fair evaluation of work done. (iv) Job security. (v) Company prestige. (vi) Working hours etc.

Measuring Job Satisfaction There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other less common methods of for gauging job satisfaction include: Yes/No questions, True/False questions, point systems, checklist, forced choice answers. The Job Descriptive Index (JDI), created by smith, Kendall, & Hulin (1969), job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and opportunities, coworkers, supervision, and the work itself. The scale is simple; participants answer either yes, no, or decide in response to whether given [15]

statements accurately describe one job. The Job in General Index is an overall measurement of job satisfaction. It was an improvement to the job Descriptive Index because the JDI focused too much on individual facets and not enough on work satisfaction in general.

1.2 OBJECTIVES OF THE STUDY

Every project report is carried out with some specific OBJECTIVE in the mind. Objective is basically the purpose behind conducting a project and unless the objective is certain or specifically defined it is not understood what data has to be collected. Objectives of the project are nothing but what is to be learned out of this project report.

Specific objectives of this Project Report To find that whether the employees are satisfied or not. To analyze the companys working environment. To identify the factors which influence the job satisfaction of employees. To know the employee satisfaction towards the facilities. To find that they are satisfied with their job profile or not.

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To find that employees are working with their full capabilities or not. To offer valuable suggestions to improve the satisfaction level of employees.

1.3 SCOPE OF STUDY

This study emphasis in the following scope: To identify the employees level of satisfaction upon that job. This study is helpful to that organization for conducting further research. It is helpful to identify the employers level of satisfaction towards welfare measure. This study is helpful to the organization for identifying the area of dissatisfaction of job of the employees. This study helps to make a managerial decision to the company.

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CHAPTER II

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CONCEPT & METHODOLOGY

RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the problem. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that all generally adopted by a researcher in studying his research problem along with the logic behind them. It gives an idea about various steps adopted by the researcher in a systematic manner with an objective to determine various manners.

MEANING OF RESEARCH

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Research is defined as a scientific & systematic search for pertinent information on a specific topic. Research is an art of scientific investigation. Research is a systemized effort to gain new knowledge. It is a careful inquiry especially through search for new facts in any branch of knowledge. The search for knowledge through objective and systematic method of finding solution to a problem is a research.

RESEARCH DESIGN
A research design is considered as the framework or plan for a study that guides as well as helps the data collection and analysis of data. The research is design is the conceptual structure within which research is conducted; it constitutes the blue print of the collection, measurement and analysis of the data. As search the design includes an outline of what the researcher will do from writing the hypothesis and its operational implication to the final analysis of data. The research design may be exploratory, descriptive and experimental for the present study.

RESEARCH DESIGN

EXPLORATORY

DESCRIPTIVE

EXPERIMENTAL

QUESTIONNAIRE DESIGN AND DEVLOPMENT

The questionnaire has been developed to directly address the goal of the study. As a general, we have kept the questionnaire get less response than a shorter one. Higher response and the accuracy of the data were the prime factor of such an approach. Special care was taken to make it easy to understand.

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Questions relate to relate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1 5 scale where 1 represents not all satisfied and 5 represents extremely satisfied).

DATA COLLECTION
For any study there must be data for analysis purpose. Without data there is no means of study. Data collection plays an important role in any study. It can be collected from various sources. I have collected the data from two sources which are given below:

Primary Data Personal Investigation Observation Method Information from correspondents Information from superiors of the organization

Secondary Data Published Sources such as Journals, and Magazines etc.

Most of the data collected by the researcher is primary data through personal interview, where the researcher and the respondent operate face to face. Sample Size The study sample constitutes 20 respondents constituting in the research area. The questionnaire was filled in the office and vital information was collected. Sampling Area

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The study is conducted in employees of Fourtech Computers. Research Instrument A structured questionnaire is used as a research instrument tool which consists of open ended questions, multiple choice and dichotomous questions in order to get data. Thus, Questionnaire is the data collection instrument used in the study. All the questions in the questionnaire are organized in such a way that elicits all the relevant information that is needed for the study. Statistical Tools The statistical tools used for analyzing the data collected are percentage method and pie diagrams.

CHAPTER III
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ORGANIZATIONL PROFILE

ABOUT COMPANY
Fourtech Computers was founded in the year 1997 under the vision of Mr. Vikas Bhalerao and Mr. Vishwas Yelnoorkar in the view to serve the emerging IT needs of the industry from various sectors and to cater all types of customers such as MNC, SOHO, SME, Corporate, Manufacturing, Education, Government organizations, Banking, Insurance, Pharma, Biotech etc. Since then [23]

company have been continuously evolving their selves into a complete solution provider for their customers. Company has their setup at ShivajiNagar Pune and also a branch office at Aurangabad. What was started as a 4-employee venture in the late 90s by Vishwas Yelnoorkar, along with his partner, Vikas Bhalerao, is now a 65-member strong company. Pune-based Fourtech Computers came into being at a time when solution providing was the most promising profession. Both partners had a clear focus on systems integration and cautiously stayed away from the boxpushing trade. The decade-old firm has had an interesting journey so far, and caters to various industry verticals, ranging from government to education. We always focused on providing solutions and not just trading. Very early on, we had set our eyes on providing end-to-end solutions to customers, recollects Vishwas Yelnoorkar, CEO Fourtech Computers. A precise understanding of the customer and project requirements is imperative in successfully completing a difficult project, points out Yelnoorkar. A quick run through their clientele list indicates repetitive orders. Upon inquiring the secret of repeat orders from customers, Yelnoorkar explains, We are an ethical company and we honor our commitments. This has helped us gain new customers and win the trust of the old ones. Underlining the importance of post-sales service, Yelnoorkar says, Having an excellent and sound post-sales service support is absolutely critical for customers. We always ensure that we do not compromise on the quality of services offered.

COMPANYS SET UP
Head Office-3,000 sq. ft., Shivajinagar, Pune05 Branches-Pune, Thane, Solapur, Aurangabad Godown-Wagholi + Tathewade + Aurangabad Departments[24]

Sales, Service, Dispatch, Accounts, Replacement, Logistics. Total Staff-65+

WHAT COMPANY DO
Fourtech Computers is corporate partner for : Hewlett Packard India Sales Pvt. Ltd. - For Servers, Desktop, Notebooks, Workstations, Servers, Thin Clients etc.

Elitecore Technologies Ltd. - For Cyberoam Firewalls. Emerson Network Power Pvt Ltd. - For Online UPS Systems.

Microsoft India Pvt. Ltd. - For Entire Microsoft Solutions. [OEM/OLPNL]

All products include Supply and Configuration of Windows2000, 2003 Server, MsExchange Server, Symantec Products-Norton, SQL Server, Networking products etc. Company also deals in 3rd Party Maintenance Contract Business. Fourtech Computers is specialized in Supply and Installation of Data Server, DHCP Server, Mail Server, Anti Virus Server, Web based application servers,. Firewalls, Branded Desktops, Branded Servers, Notebooks and into Network Solutions [Cabling/Racks/Switches] Company have In- House Repair center. Company also offer Complete Wireless networking solutionsCompany also offer wireless networking solutions for customers business. Their systematic managed service approach guarantees optimal performance, 24-7 network security and support for innovative new wireless applications. This includes installation, designing, maintenance, and security service for wireless LAN networks.

Technical Capacity [25]

Senior level Engineer : Diagnosis and repairs of all types of systems [local as well as MNC brand, Desktops, Laptops, Servers etc.], peripherals such as dot matrix printers, inkjet printers, plotters, scanners, high speed dot matrix printers. Maintenance of operating systems like Novell, Win NT, Linux Win95/98, Win 2000, Win2003, application such as Msoffice, Internet, Mailing software etc.Through knowledge of designing large network, installation of routers, switches, cabling, Network Audit etc. Junior level Engineer : Diagnosis and repairs of all types of systems [local as well as MNC brand, Desktops, Laptops, Servers etc.], peripherals such as dot matrix printers, inkjet printers, maintenance of operating systems like Win95/98, Win 2000, Application such as Ms-office etc. Fourtech Computers has got an expertise in Leased Line and ISDN connectivity, which covers point to point, or Multi Point DATA, Voice connectivity.

CLIENTS
Name of the Organizations Symbiosis Group of Institutes [16Campus]. Philips India Ltd. Fresenius kabi India Pvt. Ltd. Nilesh Kanade Group. Advinus Therapeutics Pvt. Ltd. [26]

Perkin Elmer (I) Pvt. Ltd. Bioanalitical Technologies (I) Pvt. Ltd. Praj Industries Ltd. MKCL Kinetic Engineering Ltd. Jaya Hind Sciaky Ltd. Dr. D.Y. Patil College. Dr. D.Y. Patil Medical College. Shri Chanakya Education Society Indira Institute Of Management C.P. Vehicles India Pvt. Ltd. Kalyani Netventures Ltd Lab India Instrument Pvt. Ltd. Kalyani Financial Services Pvt. Ltd. Katara Dental Pvt. Ltd. Honap & Saralaya - C. A. Cotmac Electronics Pvt. Ltd Prime controls. Analogic Power Systems. Vikram Printers. Avinash Bhosale Group

LOGISTICS & STOCKING

Fourtech Computers has already bagged high AMC contracts from various customers, which require large inventory control. Fourtech Computers maintains the inventory of the spare equipment itself for many of the critical equipment for which the spares are difficult to arrange, e.g. Laser Printer, laptops, inkjet [27]

printers etc. which helps us in giving an immediate stand by.

FUTURE PLANS
Talking about the companys future plans, Yelnoorkar states, We are now focusing on concept selling. We have always stayed abreast with the latest technology and this has helped us thrive in this competitive industry. We now aim to consolidate our position in the security domain and cash in on solution selling in the datacenter space.Yelnoorkar dreams of raising Fourtech to the level of a being a hundred-core entity soon and is gearing up to achieve this goal option to the customer

CHAPTER IV DATA ANALYSIS AND

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INTERPRETATION

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DATA ANALYSIS
The data after collection is to be processed and analyzed in accordance with the outline and down for the purpose at the time of developing research plan. Technically speaking, processing implies editing, coding, classification and tabulation of collected data so that they are amenable to analysis. The term analysis refers to the computation of certain measures along with searching for pattern groups. Thus in the process of analysis, relationship or difference should be subjected to statistical tests of significance to determine with what validity data can be said to indicate any conclusions. The analysis of data in a general way involves a number of closely related operations, which are performed with the purpose of summarizing the collected data and organizing them in such a manner that they answer the research questions.

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DATA INTERPRETATION
Q.1) Age of the employees Option Below 30 Between 30-40 Above 40 Total Response 8 10 2 20 Table -4.1 Response (In %) 10 50 20 100

30 %

40 %

Below 30 Between 30-40 Above 40

50 %

Fig 4.1-Represents the age group of employees. Inference: From the above figure it is inferred that 40% of employees are below 30yrs, 50% between 30-40yrs, and 30% are above 40yrs. Company has taken a large number of employees between the age of 30-40 to fuel its growth plans.

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Q.2) How long have you worked in this company?

Options Below 1 Between 1-3 yrs Above 4 yrs Total

Response 5 11 4 20

Response (in %) 25 55 20 100

Table -4.2

20%

25%

Below 1yr Between 1-3 yrs Above 4yrs

55%

Fig.4. 2- Represents years of experience within the organization Inference: From the above figure it is inferred that 25% of the employees have worked below 1 yr, 55% between 1-3 yrs, and 20% above 4 yrs. Most of the employees in the Organization are relatively new because a majority of them (i.e. 55%) have between one and three years of experience in the Organization. This is mainly due to the fact that the Organization is in a constant mode of growth and is therefore recruiting in a big way. The expansion plans are done keeping in mind the proposed growth in business in the near future.

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Q.3) Are your working hours flexible? (a) YES

Options Yes No Total

(b) NO
Response 8 12 20 Response (in %) 40 60 100

Table-4.3

Yes

No

40% 60%

Fig. 4.3- Represents whether the working hours are flexible or not. Inference: From the above figure it is inferred that 60% of the employees were feeling that their working hours are not flexible, while 40% were feeling that they have flexible working hours.

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Q.4) Do you enjoy working with your colleagues? (a) YES

Options Yes No Total

(b) NO
Response 17 3 20
Table -4.4

Response (in %) 85 15 100

Yes
15%

NO

85%

Fig. 4.4- Represents the level of employees work enjoyment with their colleagues. Inference: From the above figure it is inferred that 85% of the employees enjoy working with colleagues, while 15% does not enjoy working with colleagues.

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Q.5) Do you get guidance, motivation and performance appreciations from your seniors? (a) YES (b) NO

Options Yes No Total

Response 14 6 20
Table -4.5

Response (in %) 70 30 100

Yes
30%

70%

Fig. 4.5- Represents the facts about employees getting guidance, motivation and performance appreciations from their seniors.

Inference: From the above figure it is inferred that 70% of the employees get guidance, motivation and performance appraisals from their seniors, while 30% did not get guidance, motivation and performance appraisals from their seniors. [35]

Q.6) How would you rate yours seniors support in helping you achieve companys objectives?
Options 1 2 3 4 5 Total Response 1 3 11 2 0 20 Response (in %) 5 15 70 10 0 100

Table -4.6

Verypoor Good

Poor Verygood

Average

0% 5% 70%

15% 10%

Fig. 4.6- Represents the seniors support in helping employees achieving objectives. Inference: From the above figure it is inferred that 70% of the employees get guidance, motivation and performance appraisals from their seniors, while 30% did not get guidance, motivation and performance appraisals from their seniors.

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Q.7) How would you rate your popularity among your colleagues?
Options 1 2 3 4 5 Total Response 0 2 11 6 1 20 Response (in %) 0 10 55 30 5 100

Table -4.7 Very poor Poor Average

5% 0% 10% 30%

Good

Very good

55%

Fig. 4.7- Represents the popularity of employees among their colleagues. Inference: From the above figure it is inferred that 55% of the employees rate their popularity as average, 30% as good, 5% as very good while 10% as poor.

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Q 8. Are you paid with a performance linked salary? (a) YES

Options Yes No Total

(b) NO
Response 13 7 20 Response (in %) 65 35 100

Table-4.8

Yes

No

35%

65%

Fig .4.8- Represents the whether the employees get performance linked salary or not. Inference: From the above figure it is inferred that 65% employees get performance linked salary. While 35% did not get performance linked salary.

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Q9. Are you satisfied with your pay package? (a) Highly satisfied (c) Dissatisfied
Options Highly satisfied Satisfied Dissatisfied Highly Dissatisfied Total

(b) Satisfied (d) Highly dissatisfied

Response 3 14 3 0 20 Response (in %) 15 70 15 0 100

Table -4.9 Highly satisfied dissatisfied

15% 0%

satisfied Highlydis satisfied

15%

70%

Fig. 4.9- Represents the satisfaction of employees with their pay package. Inference: From the above figure it is inferred that 70% of the employees are satisfied with their pay package, 15% are highly satisfied, while 15% are dissatisfied. [39]

Q.10) Have you attended any training program since you joined this organization? (a) YES
Options Yes No Total

(b) NO
Response 14 6 20
Table -4.10

Response (in %) 70 30 100

Yes
30%

70%

Fig. 4.10- Represents the number of employees who have attended training program. Inference: From the above figure it is inferred that 70% of the employees have attended training programs, while 30% have not attended training programs.

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Q.11) Did the training program satisfy your needs and the objective for which you attended the program? (a) YES
Options Yes No Total

(b) NO
Response 11 3 14 Response (in %) 78.57 21.42 100

Table -4.11

Yes No
21%

79%

Fig. 4.11- Represents whether training satisfied the needs of the employees or not.

Inference: From the above figure it is inferred that 79% of the employees are satisfied with the training program, while 21% are not satisfied.

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Q.12) How do you categorized this job? (a) Challenging (c) Motivating (b) Responsible (d) Secured
Options Challenging Responsible Motivating Secured Total Response 8 6 2 4 20 Response (in %) 40 30 10 20 100

Table -4.12

Challenging Motivating

Responsible Secured

20% 10% 30%

40%

Fig. 4.12- Represents the how the employees categorized their job. Inference:

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From the above figure it is inferred that 40% of the employees feels that their job is challenging, 30% feels that their job is responsible, 10% feels their job is motivating, while 20% feels that their job is secured.

Q.13) How do you evaluate the overall satisfaction with your job? (a) Highly satisfied (c) Dissatisfied (b) Satisfied (d) Highly dissatisfied
Options Highly satisfied Satisfied Dissatisfie d Highly Dissatisfie d Total Response 3 16 1 0 20 Response (in %) 15 80 5 0 100

Table -4.13
Highly satisfied Dissatisfied 5% 0% Satisfied Highly dissatisfied 15%

80%

Fig. 4.13- Represents the employees evaluation towards overall job.

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Inference: From the above figure it is inferred that 15% of the employees are highly satisfied, 80% are satisfied, while 5% are dissatisfied.

CHAPTER V SUMMARY AND CONCLUSION

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5.1 FINDINGS

The work culture in the organization is formal as well as friendly.

Most of the employees are satisfied with overall job. While there are some dissatisfied employees also.

Majority of employees get performance linked salary and satisfied with their pay package.

The team spirit in the organization is very satisfying.

Majority of employees feel that the nature of job is challenging for them but very few employees feel that it is secured

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5.2 RECOMMENDATIONS
1. Company should make the working hour flexible for the satisfaction of employees. 2. Employees should be upgrading with the latest training programme, it will help in building the company's qualitative human resource. It should also ensure that all the employees are attending these sessions. 3. Company should conduct an internal research on a regular basis to find out if there are any grievances among the employees. 4. Company should give more stress on creating a positive and helpful work environment by providing equal opportunities to the employee. 5. Company should also ensure the job safety and security to the employees. It motivates them to work fearlessly and comfortably. [46]

6. Company should focus on bonus or incentives to motivate the workforce for better performance. 7. There should be proper communication between the employees and the management. Additionally, it helps employees feel involved by having regular meetings where everyone can voice their opinions and concerns. This has an added benefit in that the company can gain valuable information about products and concerns.

5.3 LIMITATIONS OF STUDY

1. Short time period: The time period for carrying out the research was short as a result of which many facts have been left unexplored. 2. Lack of resources: Lack of time and other resources as it was not possible to conduct survey at large level. 3. Small no. of respondents: Only 20 employees have been chosen which is a small number, to represent whole of the population. 4. Unwillingness of respondents: While collection of the data many respondents were unwilling to fill the questionnaire. Respondents were having a feeling of wastage of time for them.

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5. Small area for research: The area for study was quite a small area to judge job satisfaction

REFERENCE SECTION
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BIBLIOGRAPHY BOOKS 1. Organizational Behaviour- 8rd Edition

-K ASWATHAPPA 2. Research Methodology -C.K.KOTHARI 3. Organizational Behaviour- 11th Edition -FRED LUTHANS 4. Prabandhan: Indian Journal of Management WEBSITES 1. www.google.com 2. www.fourtechcomputers.com

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ANNEXURE
QUESTIONNAIRE
Name of the Company____________________________________
1. Name of the Employee________________________________________ 2. Age________________ Qualification________________________ 3. Designation_________________________________________________ 4. How long have you worked in this company? ____________________________________________________________ 5. Is your working hours flexible? Yes Yes Seniors? Yes Yes No No 8. Would you appreciate if you are given a chance for skill upgradation? No No 6. Do you enjoy working with your colleagues? 7. Do you get guidance, motivation and performance appreciations from your

10. If yes, what are the areas which you feel need attention for upgrading? 1.__________________________ 2._________________________ 3.__________________________ 4._________________________ 11. How would you rate your seniors support in helping you achieve companys objectives? (Rate on the scale of 1 to 5, 1 being the least and 5 being the highest) Rating:

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12. How would you rate your popularity among your colleagues? (Rate on the scale of 1 to 5, 1 being the least and 5 being the highest) Rating: 13. Are you paid with a performance linked salary? Yes (a) Highly satisfied (c) Dissatisfied organization? Yes No 16. If yes, did the training satisfy your needs and the objective for which you attended the program? Yes No 17. Where do you see yourself 5 years from now, in this company? PlsSpecify_________________________________________________ __________________________________________________________ 18. How do you categorized this job? a) Challenging c) Responsible work place enjoyable? __________________________________________________________ __________________________________________________________ 20. Name any 2 most important mistakes of Management. 1)____________________________ 2)__________________________ 21. Name any 2 most important things to make this company a GREAT Company. 1)____________________________ 2)__________________________ 22. How do you evaluate the overall satisfaction with your job? (a) Highly satisfied (b) Satisfied [52] b) Motivating d) Secured No (b) Satisfied (d) Highly dissatisfied 14. Are you satisfied with your pay package?

15. Have you attended any training program since you have joined this

19. What are the changes the company management should bring in to make this

(c) Dissatisfied

(d) Highly dissatisfied

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