A Study On Job Satisfaction of Employees in Meenachil Rubber Marketing and Processing Co-Operative Society LTD Karoor Pala

CHAPTER 1
INTRODUCTION
The work place is getting highly complex with the passage of time. It is due to
multitude of reasons. Employee satisfaction towards their job constitutes the success
of societies. It is eventually they who run the machinery. Hence, if they were not
satisfied it would not have a so good reflection in the society.
Job Satisfaction is a part of life satisfaction. It is a pleasurable or positive emotional
state resulting from the appraisal of ones job or experience. A whole lot of factors
contribute to this positive state.
The core of the management function lies in guiding, directing, and controlling the
efforts of employees in the societies. To achieve the basic objectives of a society,
efficient and effective use of human resource is essential. Personal management is a
function of management with the primary objective of ensuring that every employee
makes his fullest contribution to the achievement of the business.
The term Job Satisfaction is the end feeling of the person after performing a task.
According to Hopgock, "Job satisfaction is the combination of psychological and
environmental circumstances that cause a person to truth fully say". The management
may try to motivate the people to work for managements objective. But it is
impossible to understand motivation without considering what people want and expect
from their job.
Since the people spend most of their time at work it is not surprising that they should
expect work to satisfy many type of their needs such as physical, social and egoistic
and that further these needs may be satisfied in wide variety of ways to the job, around
the job and throughout the job.
One of the surest sign of deteriorating conditions in society is low job satisfaction.
The present day relates problems like strike go slow, absenteeism and greater
employee turnover attribute to low job satisfaction, part of grievances low
performance and disciplinary problems are also added to this. So satisfaction of job of
the individual is more important for a society to get more results from the employee.
So the society should see in time whether their employees are satisfied.
Scope of the Study

Job satisfaction is an important output when employees work for the society. It
contains external and internal factors and helps maintain an able and willing work
force. It is an interesting and significant area for conducting research. The study made
on the topic of job satisfaction will reveal the factor of feelings of employees. The
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report is useful to the management of the society know the satisfaction level of
employees and they can take measures to increase productivity, and also this report is
useful to management students for reading and may useful in preparing their report on
job satisfaction in business concerns , public organisations etc.
Statement of the Problem
The problem of study is stated as "A study on job satisfaction of employees in
Meenachil Rubber Marketing and Processing Co-operative Society Ltd Karoor Pala.
Objectives of the Study
This project mainly focuses on the levels of satisfaction among the employees
working in Meenachil Rubber Marketing and Processing Co-operative Society Ltd.
Karoor, Pala.
In India the field of psychology doesnt contribute in the field of motivation and job
satisfaction. This project mainly focuses on the levels of satisfaction among the
employees working in "Meenachil Rubber Marketing and Processing Co-operative
Society Ltd Karoor Pala.
The main objectives of the study are:
1) To find out the degree of satisfaction among the workers in Meenachil Rubber
Marketing and Processing Co-operative Society Ltd Karoor Pala.
2) To find out that whether the family problems affect job satisfaction of employees.
3) To give necessary suggestions for the improvement of welfare measure of
employees to the management.
4) To find out whether the employees are given various benefits such as medical
allowances, accidents benefits etc.
Research Methodology
Sources of data
The types of data used for this study are primary and secondary. Primary data were
collected through discussion with the labour, staff of the Meenachil Rubber Marketing
and Processing Co-operative Society Ltd. Karoor and by conducting a survey using
interview and questionnaire. Secondary data were collected from various text books.
Sampling Method
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For getting samples, simple random was used. Under this method every element in the
population had an equal chance of being selected.
Sampling Size
There are 61 employees working in the society and 45 samples of managers and
administrative staffs and plant level workers of Meenachil Rubber Marketing
Processing Co-operative Society Ltd. were selected.
Tools and Techniques
The method used to collect the data is survey through questionnaire. The primary data
are directly collected from the employees.
Statistical tools like, Percentages, Bar and Pie diagram s are used analysing the data
Limitations of the study
1) The Investigator has to depend mainly on primary data. Since the respondents are
busy with their work it was difficult to collect are the data.
2) Time being a limiting factor so the investigator should not go deep into position of
the factory
3) The information received from the respondents may not be accurate, so investigator
will not give a true and fair view of the actual position.
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Chapter Scheme
This project is summarised into 4 different chapters.
Chapter-1: Introduction
This chapter consists of introduction, statement of the problem, objectives of the
study, , research methodology and limitations of the study, chapter scheme and society
profile.
Chapter 2: Literature Framework
This chapter contains details regarding job satisfaction, factors affecting job
satisfaction effects of job satisfaction.
Chapter 3: Data analysis and Interpretation
In this chapter the data are analysed and interpreted with the help of charts and other
statistical tools
Chapter 4: Findings, Suggestions and Conclusions
This chapter gives summary of findings, and recommendations and conclusion
Society Profile
The Meenachil Rubber Marketing and Processing Co-operative Society Ltd. Karoor is
a rubber manufacture society in Kerala, India. It started its operation in 1975. The
factory is situating at Karoor near Pala. This place enjoys the positional advantages by
plenty availability of water, raw materials, labours etc... The society provide 60 %
Concentrated latex isnr, rss-4 and related aspects services to the customers.
The main aim of the society is to improve the social and economic status of the
farmers, and its function is to acts as a boosting factor for both, the rubber growers
and the industrialists.
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CHAPTER 2
LITERATURE FRAME WORK
JOB SATISFACTION
The father of scientific management Taylor's approach to job satisfaction was based
on a most pragmatic and essentially pessimistic philosophy that man is motivated by
money alone, Workers are essentially stupid and phlegmatic and that they would be
satisfied with work if they get higher economic return from it. Over the years, we have
moved away from Taylors solely monetary approach to a more humanistic
orientation.
The term job satisfaction was brought to lime light by Hopgock (1935). He reviewed
32 studies on job satisfaction, conducted prior to 1933 and observed that job
satisfaction is a combination of Psychological and environmental circumstances that
causes a person to say that I am satisfied with my job such a description indicates
the variety of variables that influence satisfaction of the individual but tells us nothing
about the nature of job satisfaction.
Sinha (1974) defines job satisfaction as a reintegration of affect produced by
individuals perception of fulfilment of his needs in relation to his work and situations
surrounding it. In order t understand job satisfaction perhaps the first step should be to
demarcate the boundaries among such terms as attitude, motivation and morale. These
terms are often used for job satisfaction, perhaps not so rightly.
One way to define job satisfaction may be to say that its the end state of ones feeling.
It emphasizes the fact that the feeling is experienced after a task is accomplished or an
activity has taken place whether its highly individualistic effort of writing a book or a
collective endeavour of construction of a dam. The feeling could be positive or
negative depending upon whether need is satisfied or not and could be a function of
efforts of an individual on one hand and on the other the situational opportunities
available to him.
MEASUREMENT OF JOB SATISFACTION

Measurement of job satisfaction has come to acquire the same rate as the
measurement of intelligence. Since, there is no agreement on a specific definition.
Generally questionnaires are developed to measure satisfaction with various aspects of
work and the resultant behaviour or score is called job satisfaction.
Most studies of job satisfaction have been concerned with operation rather than
defining it. Here it includes certain question that deals with factors that directly or
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indirectly connects with jobs. These responses are usually measured on a variety of
scales ranging from simple Yes or No to agree or disagree, the type of scale. Its only
direct measurement of job satisfaction.
Another attempt to measure job satisfaction has been through need of job satisfaction.
Porter: (1961) developed a questionnaire consisting of 13 items classified into Maslow
type need hierarchy system. Each item of the scale measures not only the Existing
degree of need fulfilment but also the expected levels of fulfilment and its Importance
to the respondents.
Katzell (1964) Kunin (1955) Donham and Hennam (1975) were developed rather
unique way of measuring job satisfaction. So from the above we can understand that
there was an importance for the job satisfaction of employees from the beginning of
the century itself. It plays a vital role in the organization, absenteeism, adjustment,
unionism and productivity.
Job Satisfaction and work Behaviour
Generally the level of job satisfaction seems to have some relation with various
aspects of work behaviour like absenteeism , adjustment, accidents, productivity, and
union affiliation, although several studies has shown varying degree of relationship
between them and job satisfaction.
Its not quite clear whether these relationships are correlative or casual. In other words
job satisfaction or dissatisfaction is a cause of these aspects of work behaviour or
whether work behaviour causes satisfaction or dissatisfaction most studies have used a
correlative design to examine the relationship between them and have found the nature
of relationship varying depending upon the nature of the aspect of job behaviour.
Job Satisfaction and productivity

Its generally assumed that a satisfied employee will also be productive employee. Job
satisfaction is a complex attitude that is determined by a large number and often
conflicting variables. So its difficult to expect any relationship between satisfaction
and productivity.
FACTORS AFFECTING JOB SATISFACTION
It may be defined as a set of favourable and unfavourable feeling and emotions with
which the employees view their work. The job satisfaction depends on the following
factors namely feeling, thoughts, and intentions. Feelings are a relative likes or
dislikes towards something. Those are the belief of a person, which may be
intellectual response to his work.
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The next factor, which affects job satisfaction, is the behaviour intentions. These
intentions make a person to act. Job satisfaction is based on the attitudes of the
employee, which again consists of feelings, thoughts and intentions to act. Job
satisfaction when arranged across all members of an organization gives group
satisfaction. This group satisfaction is generally known as morale. Job satisfaction is
not an independent factor, but its actually a part of lifes satisfaction , which consists
of other related elements such as family, Leisure, religion, politics etc. the nature of
the workers environment away from the job also influences the performance of an
individual at work.
Similarly with job satisfaction an individual also influences his satisfaction level other
than elements of life. Thus we can see that the satisfaction in job and life of a person
affects mutually and hence there is what is called a spill over effect. Job satisfaction is
dynamic i.e. .its not stable. Job satisfaction may vary with time; a person who is
satisfied at present need not be satisfied the next day. Hence managers cannot
establish the conditions leading in high satisfaction now and later neglect it.
Effects of job satisfaction

Job satisfaction may lead to improved productivity, decreased turnover, improved
attendance and reduced accidents, less job stress and lower unionization. The effects
of job satisfaction in each of these areas are detailed below:
1. Productivity
Job satisfaction the long run leads to increased productivity. However this may
sometimes go wrong. This is because job satisfaction of an employee may not always
result from the same motivators. If the employee perceives that the intrinsic and
extrinsic rewards are depended on their productivity, there is a higher chance of the
employee becoming production oriented. Another condition, where higher
productivity leads to high job satisfaction which is the equitable distribution of
extrinsic reward.
Lowlier portlier model suggests that performance of an individual at his work leads to
job satisfaction and not in the reverse order. When an employee performs he may be
adequately rewarded with extrinsic and intrinsic rewards. The perceived equity leads
to job satisfaction.
2. Job satisfaction and employee turnover
Employee turnover refers to the number of employees coming into and going out of an
organization. High employee turnover is harmful for a society. It may badly affect the
normal operations of the society and may increase the cost involved in selecting and
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training employees. Its seen making the employees feel satisfied on their jobs can
minimize the employee turnover.
If the job satisfaction level is less then there will be higher chance of the employees
leaving the organization and hence high employee turnover rate.
3. Satisfactions and Absenteeism
It has been proved conclusively that high job satisfaction leads to lower level of
absenteeism and vice versa. The degree to which an employee is satisfied with his job
has a moderating influence on absenteeism.
4. Satisfaction and Safety
If an employee is satisfied with his present job, he may take utmost care in doing the
job. If a person is dissatisfied he may be disinterested in doing the job and he may be
paying less attention in his attention in his work. This in attentiveness may lead to
accidents.
5. Job satisfaction and job stress
The lack of job satisfaction may lead to job stress. The job stress may be because of
excessive pressure from the superiors and the inability of an employee to perform in a
particular job, job stress is mutually complimenting.
6. Unionization
If an employee is satisfied with his present job there are only less chance of
Unionization. Dissatisfaction of an employee with such factors is wages, job security,
fringe benefits, chance of promotion and treatment by superiors can be a reason for
unionization.
Factors affecting Job Satisfaction
The main factors affecting job satisfaction are:
1. Wages
Wages play an important role in influencing job satisfaction; this is because of two
reasons.
a. Money is an important instrument in fulfilling ones needs.
b. Employees often see wages as a reflection of the management concerned for them.
The employees want a pay structure, which is simple, fair and ease in line with their
expectation. In order that a wage system if fair, the following factors should be taken
into account.
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a. It should be based on the payment capacity of the organization

b. The employees individual skill should be taken into account
c. It should be according to industry pay standards.
d. It must be revised from time to time.
If the wages system is based on the above factors, there is possibility of job
satisfaction.
2. Nature of work
The nature of work of an employee perfoffils is an important factor, which affects the
job satisfaction. Most employees like variety in the job they perform and they like to
have intellectual challenges. The employees prefer being given opportunities to use
their skills and abilities. But too much challenge on the job may create frustration in
an employee when he cannot perform the assigned tasks. So we have to keep an
optimum level while assigning job to employees.
3. Promotions
The promotional opportunities truly affects strongly among employees as it involves
the job satisfaction of the employees. The desire for promotion changes in job content,
job context pay, responsibility, authority independence, status etc... The higher chance
of promotion it positively motivates all employee and it may ultimately result in job
satisfaction
4. Supervision
Supervision has a positive effect on job satisfaction. The quality of supervision affects
the performance of an employee at his work. Superiors establish a supportive personal
relation with subordinates and take a personal interest in them which contributes to
job satisfaction.
5. Work Group
The work group relations affect the performance of an employee at his work. If the
work group members are co-operative, friendly and sociable there are more chance of
the employee being satisfied. The work group becomes stranger when the members of
the workgroup have similar attitudes and values have more chances of the employee
being satisfied.
6. Working conditions
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The working conditions of an employee and the job satisfaction are interrelated. The
factors such as temperature, humidity, ventilation, lightings, hours of work and
cleanliness of workplace, etc. affect job satisfaction.
Measuring Job Satisfaction

Job satisfaction is usually measured using job satisfaction survey. Where the
employees report their feelings towards their job and work environment. The
responses are then combined and analyzed. Importance of job satisfaction studies are:
1. It gives the management an indication of general levels of job satisfaction in
society. They also indicate specific areas of satisfaction or dissatisfaction.
2. Job satisfaction surveys helps in improving the communication.
3. It helps a safety value by giving a chance for the employees to shed their emotions.
4. Job satisfaction survey helps in understanding the problems such as absenteeism,
employee turnover, low productivity and poor quality of work.
5. It helps the management to assess the needs of the employees.
6Job satisfaction survey is an indication of the effectiveness of organizational reward
system.
7. It helps in studying the impact of organizational changes on employee attitudes.
There are several methods for measuring job satisfaction. The most popular ways are
the rating scales, critical incidents, interviews and action tendencies.
1. Rating Scales
The most common method for measuring job satisfaction is rating scales. The rating
scales are of two types namely Tailor made and Standardized scales. The tailor made
scales are constructed for particular setting up of a project. The standardized scales
have been developed to establish the rating norms, which may ensure the reliability
and validity of rating scales.
One of the most popular standardized scales is the job descriptive index. It has
separate scales for satisfaction with each of the different factors such as pay,
promotion, supervision, work and co-workers. This test requires ten to fifteen minutes
to administer. It has been used with a large variety of employee samples and is used
according to their age, sex, education, income and type of community. The norms used
for evaluation, the above said factors will also be different.
2. Critical incidence
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Herzberg and his associates in their research developed the critical incident approach
to the measurement of job satisfaction on the two-factor theory of motivation. The
employees were asked to describe incidents on their job when they were particularly
satisfied or dissatisfied. According to their response these incidents were critically
analyzed and were classified as hygiene factors and motivators.
3. Interviews
Job satisfaction can also be measured by conducting personal interviews. For this the
employees are interviewed individually, and the responses reveal their satisfaction or
dissatisfaction.
4. Action Tendencies
The action tendencies represents the inclination of people to avoid or approach certain
things, by gathering information about the factors which are connected with work and
job satisfaction which can be measured. The action tendency of an individual is
measured through questionnaire, which comprises of the action tendencies of a person
in job related factors. The responses of the individual are then analyzed and the
satisfaction level of the employee and his job is measured.
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CHAPTER III
ANALYSIS AND INTERPRETATION OF DATA
In this chapter the researcher is made an attempt to analyse the job satisfaction of the
employees in the Meenachil Rubber Marketing and Processing Co-operative Society
Ltd Karoor, Pala. The data were collected directly from the people who are working in
Meenachil Rubber Marketing and Processing Co-operative Society Ltd Karoor, Pala.
Most of the data were arranged in tabular form and whenever it is possible shown in
diagrammatic form also. For the purpose of analysis simple statistical tool percentage
analysis were used.
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TABLE 3.1
TABLE SHOWING THE RESPONDENTS LEVEL OF
SATISFACTION ABOUT THE REMUNERATION PACKAGE
LEVELS OF
NO. OF RESPONDENTS
PERCENTAGE
HIGHLY SATISFIED
0%
SATISFIED
40
88%
DISSATISFIED
0%
HIGHLY DISSATISFIED
12%
TOTAL
45
100%
SATISFACTION
SOURCE: PRIMARY DATA
FIGURE 3.1
THE RESPONDENTS LEVEL OF SATISFACTION ABOUT THE
REMUNERATION PACKAGE
H
IG
H
LY
D
IS
S
AT
IS
FI
ED
AT
IS
FI
ED
SA
TI
SF
IE
D
D
IS
S
H
IG
H
LY
SA
TI
SF
IE
D
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
SOURCE: TABLE NO 3.1
INTERPRETATION
From the table no. 3.1, it is clearly known that 88% of the employees are satisfied
with the present salary scale. Only 12% are highly dissatisfied with the present scale
of pay.
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LEVELS OF
SATISFACTION
HIGHLY SATISFIED
SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED
TOTAL
NO. OF RESPONDENTS
PERCENTAGE
0
41
1
3
45
0%
91%
2%
7%
100%
TABLE 3.2
SATISFACTION ABOUT INCREMENT
FIGURE 3.2
FIGURE SHOWING THE RESPONDENTS LEVEL OF SATISFACTION
ABOUT INCREMENT
DISSATISFIED; 2%
HIGHLY DISSATISFIED; 7%
SATISFIED; 91%
INTERPRETATION
The above table shows that 91% of the respondents are satisfied with the increment.
2% of the respondents are dissatisfied, and 7% of the respondents are highly
dissatisfied with the increment.
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TABLE 3.3
SATISFACTION ABOUT PROMOTION CRITERIA
LEVELS OF
SATISFACTION
HIGHLY SATISFIED
SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED
TOTAL
NO. OF RESPONDENTS
PERCENTAGE
0
38
0
7
45
0%
84%
0%
16%
100%
FIGURE 3.3
ABOUT PROMOTION CRITERIA
H
IG
H
LY
D
IS
S
AT
IS
FI
ED
AT
IS
FI
ED
SA
TI
SF
IE
D
D
IS
S
H
IG
H
LY
SA
TI
SF
IE
D
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
INTERPRETATION
The table indicates that 84% of the employees are satisfied with the suggestion of
getting promotions. Only 16% are highly dissatisfied.
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TABLE 3.4
SATISFACTION ABOUT THE ALLOWANCES
LEVELS OF
SATISFACTION
HIGHLY SATISFIED
SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED
TOTAL
NO. OF RESPONDENTS
PERCENTAGE
0
35
9
1
45
0%
78%
20%
2%
100%
FIGURE 3.4
FIGURE THE RESPONDENTS LEVEL OF SATISFACTION ABOUT
THE ALLOWANCES
DISSATISFIED; 20%
SATISFIED; 78%
INTERPRETATION
From the table it is clear that 78% of them are satisfied about the allowances provided.
20% are dissatisfied and 2% are highly dissatisfied.
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TABLE 3.5
SATISFACTION REGARDING ACCOMMODATION
LEVELS OF
SATISFACTION
HIGHLY SATISFIED
SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED
TOTAL
NO. OF RESPONDENTS
PERCENTAGE
0
38
4
3
45
0%
84%
9%
7%
100%
FIGURE 3.5
REGARDING ACCOMMODATION
AT
IS
FI
ED
H
IG
H
LY
D
IS
S
AT
IS
FI
ED
SA
TI
SF
IE
D
D
IS
S
H
IG
H
LY
SA
TI
SF
IE
D
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
INTERPRETATION
Table No.3.5 reveals that 84% of the respondents are satisfied with the
accommodation and the rest 9% are dissatisfied while 7% are highly dissatisfied.
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TABLE 3.6
SATISFACTION ABOUT RETIREMENT PACKAGE
LEVELS OF
SATISFACTION
HIGHLY SATISFIED
SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED
TOTAL
NO. OF RESPONDENTS
PERCENTAGE
0
43
2
0
45
0%
96%
4%
0%
100%
FIGURE 3.6
ABOUT RETIREMENT PACKAGE
120%
100%
80%
60%
40%
20%
H
IG
H
LY
D
IS
S
AT
IS
FI
ED
AT
IS
FI
ED
SA
TI
SF
IE
D
D
IS
S
H
IG
H
LY
SA
TI
SF
IE
D
0%
INTERPRETATION
The table above shows that 96% of the respondents are satisfied with retirement
package while only 4% are dissatisfied.
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TABLE 3.7
SATISFACTION ABOUT WAITING ROOM
LEVELS OF
SATISFACTION
HIGHLY SATISFIED
SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED
TOTAL
NO. OF RESPONDENTS
PERCENTAGE
0
41
4
0
45
0%
91%
9%
0%
100%
FIGURE 3.7
ABOUT WAITING ROOM
AT
IS
FI
ED
H
IG
H
LY
D
IS
S
AT
IS
FI
ED
SA
TI
SF
IE
D
D
IS
S
H
IG
H
LY
SA
TI
SF
IE
D
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
INTERPRETATION
It is inferred that 91% of the respondents are satisfied with Waiting room facility
while only 9% are dissatisfied.
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TABLE 3.8
SATISFACTION REGARDING CANTEEN FACILITY
LEVELS OF
SATISFACTION
HIGHLY SATISFIED
SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED
TOTAL
NO. OF RESPONDENTS
PERCENTAGE
0
28
10
7
45
0%
62%
22%
16%
100%
FIGURE 3.8
REGARDING CANTEEN FACILITY-
DISSATISFIED; 22%
SATISFIED; 62%
INTERPRETATION
The table above reveals that 62% of the respondents are satisfied with the canteen
facility, 22% are dissatisfied and 16% are highly dissatisfied.
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TABLE 3.9
SATISFACTION REGARDING THE MEDICAL FACILITY
LEVELS OF
SATISFACTION
HIGHLY SATISFIED
SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED
TOTAL
NO. OF RESPONDENTS
PERCENTAGE
0
34
10
1
45
0%
76%
22%
2%
100%
FIGURE 3.9
REGARDING THE MEDICAL FACILITY
AT
IS
FI
ED
H
IG
H
LY
D
IS
S
AT
IS
FI
ED
SA
TI
SF
IE
D
D
IS
S
H
IG
H
LY
SA
TI
SF
IE
D
80%
70%
60%
50%
40%
30%
20%
10%
0%
INTERPRETATION
The above table reveals that 76% are satisfied, 22% are dissatisfied and 2% are highly
dissatisfied.
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TABLE 3.10
SATISFACTION ABOUT RECREATION FACILITY
LEVELS OF
SATISFACTION
HIGHLY SATISFIED
SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED
TOTAL
NO. OF RESPONDENTS
PERCENTAGE
0
37
6
2
45
0%
83%
13%
4%
100%
FIGURE 3.10
FIGURE SHOWING THE RESPONDENTS LEVEL OF
SATISFACTION ABOUT RECREATION FACILITY
H
IG
H
LY
D
IS
S
AT
IS
FI
ED
AT
IS
FI
ED
SA
TI
SF
IE
D
D
IS
S
H
IG
H
LY
SA
TI
SF
IE
D
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
INTERPRETATION
Table shows that 83% are satisfied with the Recreation facility and 13% employees
are dissatisfied while 4% are highly dissatisfied.
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TABLE 3.11
SATISFACTION ABOUT TOILET FACILITY
LEVELS OF
SATISFACTION
HIGHLY SATISFIED
SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED
TOTAL
NO. OF
RESPONDENTS
0
41
3
1
45
PERCENTAGE
0%
91%
7%
2%
100%
FIGURE 3.11
SATISFACTION ABOUT TOILET FACILITY
AT
IS
FI
ED
H
IG
H
LY
D
IS
S
AT
IS
FI
ED
SA
TI
SF
IE
D
D
IS
S
H
IG
H
LY
SA
TI
SF
IE
D
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
INTERPRETATION
The above table shows that 91% of the employees are satisfied with the toilet facility,
7% are dissatisfied and 2% are highly dissatisfied.
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TABLE 3.12
SATISFACTION ABOUT ACCIDENT BENEFIT
LEVELS OF
SATISFACTION
HIGHLY SATISFIED
SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED
TOTAL
NO. OF
RESPONDENTS
0
41
4
0
45
PERCENTAGE
0%
91%
9%
0%
100%
FIGURE 3.12
ABOUT ACCIDENT BENEFIT
AT
IS
FI
ED
H
IG
H
LY
D
IS
S
AT
IS
FI
ED
SA
TI
SF
IE
D
D
IS
S
H
IG
H
LY
SA
TI
SF
IE
D
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
INTERPRETATION
91% of the employees are satisfied with the accident benefits and 9% are dissatisfied.
24 | P a g e
TABLE 3.13
SATISFACTION ABOUT WORKING HOURS
LEVELS OF
SATISFACTION
HIGHLY SATISFIED
SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED
TOTAL
NO. OF
RESPONDENTS
0
26
10
9
45
PERCENTAGE
0%
58%
22%
20%
100%
FIGURE 3.13
SATISFACTION ABOUT WORKING HOURS
70%
60%
50%
40%
30%
20%
10%
AT
IS
FI
ED
H
IG
H
LY
D
IS
S
AT
IS
FI
ED
SA
TI
SF
IE
D
D
IS
S
H
IG
H
LY
SA
TI
SF
IE
D
0%
INTERPRETATION
The above table shows that only 58% of the employees are satisfied with the working
hours, 22% are dissatisfied and 20% are highly dissatisfied.
25 | P a g e
TABLE 3.14
SATISFACTION ABOUT WORK LOAD
LEVELS OF
SATISFACTION
HIGHLY SATISFIED
SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED
TOTAL
NO. OF RESPONDENTS
PERCENTAGE
0
44
1
0
45
0%
98%
2%
0%
100%
FIGURE 3.14
ABOUT WORK LOAD
DISSATISFIED; 2%
SATISFIED; 98%
INTERPRETATION
The table above shows that 98% are satisfied in the work. Only 2% are dissatisfied.
26 | P a g e
TABLE 3.15
SATISFACTION ABOUT FREEDOM OF WORK
LEVELS OF
SATISFACTION
HIGHLY SATISFIED
SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED
TOTAL
NO. OF RESPONDENTS
PERCENTAGE
0
41
4
0
45
0%
91%
9%
0%
100%
FIGURE 3.15
ABOUT FREEDOM OF WORK
H
IG
H
LY
D
IS
S
AT
IS
FI
ED
AT
IS
FI
ED
SA
TI
SF
IE
D
D
IS
S
H
IG
H
LY
SA
TI
SF
IE
D
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
INTERPRETATION
91% of the employees are satisfied with the freedom of work and 9% are dissatisfied.
27 | P a g e
TABLE 3.16
SATISFACTION ABOUT JOB SECURITY
LEVELS OF
SATISFACTION
HIGHLY SATISFIED
SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED
TOTAL
NO. OF RESPONDENTS
PERCENTAGE
0
42
3
0
45
0%
93%
7%
0%
100%
FIGURE 3.16
SATISFACTION ABOUT JOB SECURITY
DISSATISFIED; 7%
SATISFIED; 93%
INTERPRETATION
The above table shows that 93% of the respondents are satisfied with Job Security.
Only 7% are dissatisfied.
28 | P a g e
TABLE 3.17
SATISFACTION ABOUT INCENTIVES
LEVELS OF
SATISFACTION
HIGHLY SATISFIED
SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED
TOTAL
NO. OF RESPONDENTS
PERCENTAGE
0
38
7
0
45
0%
84%
16%
0%
100%
FIGURE 3.17
ABOUT INCENTIVES
AT
IS
FI
ED
H
IG
H
LY
D
IS
S
AT
IS
FI
ED
SA
TI
SF
IE
D
D
IS
S
H
IG
H
LY
SA
TI
SF
IE
D
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
INTERPRETATION
The data above reveals that 84% of the respondents are satisfied with the incentives,
and16% are dissatisfied.
29 | P a g e
TABLE 3.18
SATISFACTION ABOUT WORKING ATMOSPHERE
LEVELS OF
SATISFACTION
HIGHLY SATISFIED
SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED
TOTAL
NO. OF RESPONDENTS
PERCENTAGE
0
42
3
0
45
0%
93%
7%
0%
100%
FIGURE 3.18
ABOUT WORKING ATMOSPHERE
DISSATISFIED; 7%
SATISFIED; 93%
SOURCE: TABLE 3.18
INTERPRETATION
The above table shows that 93% of the respondents are satisfied with the working
atmosphere. Only 7% are dissatisfied.
30 | P a g e
TABLE 3.19
TABLE SHOWING THE RESPONDENTS LEVEL OF SATISFACTION
REGARDING THE RELATIONSHIP WITH EMPLOYEES, SUPERVISORS
AND MANAGERS
LEVELS OF
SATISFACTION
HIGHLY SATISFIED
SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED
TOTAL
NO. OF RESPONDENTS
PERCENTAGE
0
43
2
0
45
0%
96%
4%
0%
100%
FIGURE 3.19
REGARDING THE RELATIONSHIP WITH EMPLOYEES, SUPERVISORS
AND MANAGERS
120%
100%
80%
60%
40%
20%
AT
IS
FI
ED
H
IG
H
LY
D
IS
S
AT
IS
FI
ED
SA
TI
SF
IE
D
D
IS
S
H
IG
H
LY
SA
TI
SF
IE
D
0%
SOURCE: TABLE 3.19
INTERPRETATION
From the above table it is clear that 96% of the respondents have good relationship
with Employees, Supervisors and Managers. Only 4% are dissatisfied.
31 | P a g e
TABLE 3.20
SATISFACTION REGARDING GROWTH OPPORTUNITIES
LEVELS OF
SATISFACTION
HIGHLY SATISFIED
SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED
TOTAL
NO. OF RESPONDENTS
PERCENTAGE
0
33
6
6
45
0%
74%
13%
13%
100%
FIGURE 3.20
REGARDING GROWTH OPPORTUNITIES
AT
IS
FI
ED
H
IG
H
LY
D
IS
S
AT
IS
FI
ED
SA
TI
SF
IE
D
D
IS
S
H
IG
H
LY
SA
TI
SF
IE
D
80%
70%
60%
50%
40%
30%
20%
10%
0%
SOURCE: TABLE 3.20
INTERPRETATION
74% of the employees are satisfied with the growth opportunities, 13% of employees
are dissatisfied and 13% of employees are highly dissatisfied.
32 | P a g e
TABLE 3.21
SATISFACTION ABOUT TRAINING PROGRESS
LEVELS OF
SATISFACTION
HIGHLY SATISFIED
SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED
TOTAL
NO. OF RESPONDENTS
PERCENTAGE
0
38
7
0
45
0%
84%
16%
0%
100%
FIGURE 3.21
SHOWING THE RESPONDENTS LEVEL OF SATISFACTION ABOUT
TRAINING PROGRESS
AT
IS
FI
ED
H
IG
H
LY
D
IS
S
AT
IS
FI
ED
SA
TI
SF
IE
D
D
IS
S
H
IG
H
LY
SA
TI
SF
IE
D
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
INTERPRETATION
The above data reveals that 84% of the respondents are satisfied with the Training
Progress, and 16% are dissatisfied.
33 | P a g e
TABLE 3.22
TABLE SHOWING THE INFLUENCE OF FAMILY
PROBLEMS IN THE WORK OF RESPONDENTS
CATEGORY
NO
SOMETIMES
FREQUENTLY
ALWAYS
TOTAL
NO.OF RESPONDENTS
PERCENTAGE
2
18
15
10
45
5%
40%
33%
22%
100%
FIGURE 3.22
FIGURE SHOWING THE INFLUENCE OF FAMILY PROBLEMS IN
THE WORK OF RESPONDENTS
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
NO
SOMETIMES
FREQUENTLY
ALWAYS
INTERPRETATION
Family problems may never affect the work of 5% employees, and 40% of employees
are of the opinion that they are affected by the family problems, 33% of employees are
of opinion that they are frequently affected by family problems and 22% of employees
are of the opinion that they are always facing family problems in their work.
34 | P a g e
CHAPTER IV
FINDINGS, SUGGESTIONS AND CONCLUSION
In the present study, the researcher has already analysed the welfare of employees in
total and it is clearly shown in diagrammatic form. These findings reveal that
employees were satisfied with salary, allowances and other facilities provided. The
following paragraph summarised the main points, which have already analysed in the
proceeding chapter.
The main objectives of the study are,
1) To find the degree of satisfaction among the employees working in Meenachil
Rubber Marketing and Processing Co-operative Society Ltd
2) To find out that whether the family problems affect job satisfaction of employees
3) To give suggestions for the improvement of welfare measures of employees to the
management.
4) To find out whether the employees are given various benefits such as medical
allowances, accidents benefits etc...
35 | P a g e
FINDINGS
1) 88% of respondents are satisfied with the present salary given to them. Only 12%
respondents are highly dissatisfied.
2) 91% of respondents are satisfied with the increment.
3) 84% of employees enjoy promotion benefit. While some of them have different
opinion regarding this.
4) 78% of employees are satisfied with getting allowances.
5) 84% of employees have positive attitude towards accommodation.
6) 96% of respondents enjoy retirement benefits.
7) 91% of respondents demanding waiting room.
8) 62% of employees are satisfied with canteen facility.
9) 76% of respondents satisfied with medical facility.
10) 83% of respondents are satisfied with recreation facility.
11) 91% of employees satisfied with toilet facilities.
12) 91% of employees satisfied about the accidental benefits.
13) 58% of employees satisfied with working time hours.
14) Only 2% of employees have complaints regarding their work load.
15) 91% of employees getting enough freedom to do their work.
16) 93% of respondents are well secured during job.
17) 84% of employees are satisfied with the incentive scheme.
18) 93% of the respondents are of the opinion that they have good working
atmosphere.
19) 96% of the respondents have good relationship with employees, supervisors and
Managers
20) 74% of employees are satisfied with the growth opportunities.
21) 87% of employees are satisfied in training programme.
22) Majority of (around 95%) employees are of the opinion that their works affect
family problems.
36 | P a g e
SUGGESTIONS
1) Provide training to employees for improving their better performance.
2) Maintain a high morale and better human relations within the society.
3) Provide an opportunity for growth and offer enough scope for developing their
employees potential.
4) The Society should provide adequate health and medical facilities to its employees.
5) In order to motivate employees the society can offer various pre-requisite to the
employees
6) Employer-Employee relation should be improved.
7) Maintain a better working time schedule in the society.
8) Provide better canteen facility to the employees.
CONCLUSION
From the study, I have come to know that most of the employees
were satisfied with the welfare measures provided by Meenachil Rubber Marketing
and Processing Co-operative Society Ltd. Karoor, Pala. The management has
taken best efforts to maintain cordial relationship w i t h t h e e m p l o y e e s .
Due to the working conditions pre vailing in this soc iety, job
satisfaction of each respondent seems to be the maximum. But there are
some employees also who are not satisfied with the society. M a n a g e m e n t
should try to convert unsatisfied employees in to satisfied
e m p l o y e e . Because if employee is not satisfied than the he is not able to give his
100% to his work and the productivity of employee decrease. So
management should try to satisfy his employees because employees are the
assets of the society not a liability.
37 | P a g e
BIBILIOGRAPHY
BOOKS
1. Fred Luhans, Organisational Behaviour, Mc. Graw Hills
Publications, 1999.
2. Kothari C.R Research Methodology, Vishwaprakasan, 2nd
edition 1982.
3. Kotler Philip, Marketing Management 2002.
WEBSITES
http://www.dailydelight.com/
http:// www.wikipedia.com/
38 | P a g e
A STYUDY ON JOB SATISFACTION OF

EMPLOYEES IN
MEENACHIL RUBBER MARKETING AND
PROCESSING CO-OPERATIVE SOCIETY
KAROOR
QUESTIONNAIRE
Section A
1) Name
2) Age
3) Sex
4) Marital Status
5) Educational Qualification
SSLC
ITI
Graduate
Specify............................
Other
If
6) Grade
Manager
Officer
Supervisor
Clerical Staff
Worker
7) Section
Maintenance
Store
Production
Finance
Marketing
8) Monthly Salary
Below 15000
35000-45000
15000-25000
25000-35000
45000 Above
9) Experience
Below 3 yrs
3- 6 yrs
6-9 yrs
9-12 yrs
12 yrs Above
Section B
Options
Highly
Satisfied
Satisfied
Dissatisfie
d
Highly
Dissatisfie
d
39 | P a g e
I)Salary allowances
a) Present salary
b) Increment
c) Promotional benefit
d) Allowances
e) Accommodation
f) Retirement benefits
II) Welfare Facility
a) Waiting room
b) Canteen facility
c) Medical facility
d) Conveyance
e) Recreation facility
f) Toilet facility
g) Accident benefit
III) Working Condition
a) Working hours
b) Working load
c) Freedom of work
d) Job security
e) Incentives
f) Working atmosphere
IV) Relationship
a) With employees
b) With Supervisors
c) With managers
V) Personal growth
40 | P a g e
a) Growth opportunities
b) Training progress
VI) Whether your work causes any family problem?

No
Sometimes Frequently
always
VII) Suggestions if
any.................................................................................................................
.......................
......................................................................................................................
.................................................................
41 | P a g e

A Study On Job Satisfaction of Employees in Meenachil Rubber Marketing and Processing Co-Operative Society LTD Karoor Pala

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A Study On Job Satisfaction of Employees in Meenachil Rubber Marketing and Processing Co-Operative Society LTD Karoor Pala

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CHAPTER 1

Scope of the Study

MEASUREMENT OF JOB SATISFACTION

Job Satisfaction and productivity

Effects of job satisfaction

a. It should be based on the payment capacity of the organization

Measuring Job Satisfaction

SOURCE: PRIMARY DATA

SOURCE: TABLE NO 3.1

SOURCE: TABLE NO 3.2

SOURCE: PRIMARY DATA

SOURCE: TABLE NO 3.3

SOURCE: PRIMARY DATA

SOURCE: TABLE NO 3.4

SOURCE: PRIMARY DATA

SOURCE: TABLE NO 3.5

SOURCE: PRIMARY DATA

SOURCE: TABLE NO 3.6

SOURCE: PRIMARY DATA

SOURCE: TABLE NO 3.7

SOURCE: PRIMARY DATA

HIGHLY DISSATISFIED; 16%

SOURCE: TABLE NO 3.8

SOURCE: PRIMARY DATA

SOURCE: TABLE NO 3.9

SOURCE: PRIMARY DATA

SOURCE: TABLE NO 3.10

SOURCE: PRIMARY DATA

SOURCE: TABLE NO 3.11

SOURCE: PRIMARY DATA

SOURCE: TABLE NO 3.12

SOURCE: PRIMARY DATA

SOURCE: TABLE NO 3.13

SOURCE: PRIMARY DATA

SOURCE: TABLE NO 3.14

SOURCE: PRIMARY DATA

SOURCE: TABLE NO 3.15

SOURCE: PRIMARY DATA

SOURCE: TABLE NO 3.16

SOURCE: PRIMARY DATA

SOURCE: TABLE NO 3.17

SOURCE: PRIMARY DATA

SOURCE: TABLE 3.18

SOURCE: PRIMARY DATA

SOURCE: TABLE 3.19

SOURCE: PRIMARY DATA

SOURCE: TABLE 3.20

SOURCE: PRIMARY DATA

SOURCE: TABLE NO 3.21

SOURCE: PRIMARY DATA

SOURCE: TABLE NO 3.22

A STYUDY ON JOB SATISFACTION OF

VI) Whether your work causes any family problem?

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