A STUDY ON JOB SATISFICATION IN

FERRO CASTINGS
COIMBATORE

CHAPTER NO CONTENTS PAGE NO

List of tables

List of charts

1 Introduction 1

1.1 Introduction to the Industry 1

1.2 Introduction to the company 3

1.3 Introduction to the Study 5

2 Main theme of the Study 12

2.1 Objectives of the study 12

2.2 Limitations of the study 13

3 Review of Literature 14

4 Research Methodology 17

5 Data analysis and Interpretation 20

6 Findings and Suggestions 49

6.1 Findings 49

6.2 Suggestions 51

7 Conclusion 52

Bibliography 53

Appendix 54

1
 LIST OF TABLES

CHART NO TITLE PAGE NO

5.1 Age wise classification 21

5.2 Income wise classification 23

5.3 Educational qualification wise classification 24

5.4 Working level wise classification 25

5.5 Experience wise classification 26

5.6 Opinion about working condition 27

5.7 Relationship with supervisor 29

5.8 Satisfaction on target related incentives 30

5.9 Opinion about promotional opportunities 31

5.10 Grievance handling system 33

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 5.11 Relationship with co-workers 35

5.12 Satisfaction on working hours 37

5.13 Satisfaction on accident compensation plan 38

5.14 Availability of welfare measures 39

5.15 Satisfaction level with pay package 40

5.16 Participation in decision making 42

5.17 Availability of employee suggestion scheme 44

5.18 Satisfaction on rest room facilities 45

5.19 Satisfaction on promotional policy 46

5.20 Satisfaction with job security 48

LIST OF CHARTS

CHART NO TITLE PAGE NO

5.1 Age wise classification 21

5.2 Income wise classification 23

5.3 Educational qualification wise classification 24

5.4 Working level wise classification 25

5.5 Experience wise classification 26

3
 5.6 Opinion about working condition 27

5.7 Relationship with supervisor 29

5.8 Satisfaction on target related incentives 30

5.9 Opinion about promotional opportunities 31

5.10 Grievance handling system 33

5.11 Relationship with co-workers 35

5.12 Satisfaction on working hours 37

5.13 Satisfaction on accident compensation plan 38

5.14 Availability of welfare measures 39

5.15 Satisfaction level with pay package 40

5.16 Participation in decision making 42

5.17 Availability of employee suggestion scheme 44

5.18 Satisfaction on rest room facilities 45

5.19 Satisfaction on promotional policy 46

5.20 Satisfaction with job security 48

CHAPTER-I
INTRODUCTION
1.1 INTRODUCTION ABOUT THE INDUSTRY

The Indian Metal castings ( Foundry Industry ) is well established. According to

the recent World Census of Castings by Modern Castings, USA India Ranks as 2nd
largest casting producer producing estimated 7.44 Million MT of various grades of
castings.

4
 The various types of castings which are produced are ferrous, non
ferrous,Aluminium Alloy, graded cast iron, ductile iron, Steel etc for application in
Automobiles, Railways, Pumps Compressors & Valves, Diesel
Engines,Cement/Electrical/Textile Machinery, Aero & Sanitary pipes & Fittings etc &
Castings for special applications.

There are approx 4500 units out of which 80% can be classified as Small Scale
units & 10% each as Medium & Large Scale units.Approx 500 units are having
International Quality Accreditation.The large foundries are modern & globally
competitive & are working at nearly full capacity. Most foundries use cupolas using
LAM Coke.There is growing awareness about environment & many foundries are
switching over to induction furnaces & some units in Agra are changing over to
cokeless

Exports

The Exports are showing Healthy trends approx 25-30% YOY as can be seen
from the charts below. The current exports for FY 2005-06 are approx USD 800
Million.

Employment

The industry directly employs about 5,00, 000 people & indirectly about 1,50,000
people & is labour intensive. The small units are mainly dependant on manual labour
However, the medium & Large units are semi/ largely mechanized.

Investments

India would need approx. $ 3 Billion in investment to meet the demand of

growingdomesticindustryandstrongexportdrive.

Following the economic reforms the Govt. of India has reduced tariffs on
imported capital goods as a result the annual average amount of FDI is reported to
have increased but is still one tenth of the annual FDI in China..

5
Rawmaterial&Energy

Since 2003 the steep increase in cost of raw materials and energy have resulted
in the closure of approx. 500 units, Overall India is exporter of Pig Iron but must
import Scrap metals and Coke etc. Cost recovery for material and energy is very
difficult as most contracts are long term contracts without any clause for price
adjustment. India has to import coke & scrap.Moulding sand is locally available &
Indiahasanadvantageonthisaccount.

Labour

India has major competitive advantage over the foundry industries in the developed
countries.

Technology

Govt. of India (GOI ) has encouraged technology transfer through JV with foreign
Companies and GOI has cooperated with UNIDO with many foundry clusters. Indian
foundry industry has an edge over China for producing complex machined and
precision castings as per international quality standards. The GOI also helps upgrade
foundry clusters. The clusters in Belgaum, Coimbatore and Howrah are undergoing
modernization under the industrial infrastructure up gradation scheme.

The Institute of Indian Foundry man has plans to strengthen and develop various
foundry clusters.

1.2 INTRODUCTION ABOUT THE STUDY

Job satisfaction is the most widely investigated job attitude as well as one of
the most extensively researched subjects in Industrial/Organizational Psychology
(Judge & Church, 2000). Many work motivation theories have represented the
implied role of job satisfaction. In addition, many work satisfaction theories have tried
to explain job satisfaction and its influence, such as: Maslow’s (1943) Hierarchy of
Needs, Hertzberg’s (1968) Two-Factor (Motivator-Hygiene) Theory, Adam’s (1965)

6
Equity Theory, Porter and Lawler’s (1968) modified version of Vroom’s (1964) VIE
Model, Locke’s (1969) Discrepancy Theory, Hack man and Oldham’s (1976) Job
Characteristics Model, Locke’s (1976) Range of Affect Theory, Bandura’s (1977)
Social Learning Theory, and Landy’s (1978) Opponent Process Theory.

As a result of this expansive research, job satisfaction has been linked to

productivity, motivation, absenteeism and tardiness, accidents, mental and physical
health, and general life satisfaction (Landy, 1978). A common idea of the research
has been that, to some extent, the emotional state of an individual is affected by
interactions with their work environment. People identify themselves by their
profession, such as a doctor, lawyer, or teacher. A person’s individual well-being at
work, therefore, is a very significant aspect of research (Judge & Klinger, 2007).

The most widely accepted explanation of job satisfaction was presented by

Locke (1976), who defined job satisfaction as “a pleasurable or positive emotional
state resulting from the appraisal of one’s job or job experiences” (p. 1304).
Additionally, job satisfaction has emotional, cognitive and behavioral components
(Bernstein & Nash, 2008). The emotional component refers to feelings regarding the
job, such as boredom, anxiety, or excitement. The cognitive component of job
satisfaction refers to beliefs regarding one's job, for example, feeling that one's job is
mentally demanding and challenging. Finally, the behavioral component includes
people's actions in relation to their work. These actions may include being tardy,
staying late, or pretending to be ill in order to avoid work (Bernstein & Nash, 2008).

There are two types of job satisfaction which are based on the level of
employees' feelings regarding their jobs. The first, and most studied, is global job
satisfaction, which refers to employees' overall feelings about their jobs (Mueller &
Kim, 2008).

The second is job facet satisfaction, which refers to feelings about specific job
aspects, such as salary, benefits, and the quality of relationships with one's co-workers
(Mueller & Kim, 2008). According to Kerber and Campbell (1987), measurements of
job facet satisfaction may be helpful in identifying which specific aspects of a job
7
require improvements. The results may aid organizations in improving overall job
satisfaction or in explaining organizational issues such as high turnover (Kerber &
Campbell, 1987).

There are several misleading notions that exist about job satisfaction. One such
fallacy is that a happy employee is a productive employee, which is not always the
case (Syptak, Marsland, & Ulmer, 1999). Research has offered little support that a
happy employee is productive; furthermore, some research has suggested that
causality may flow in the opposite direction, from productivity to satisfaction
(Bassett, 1994). Another fallacy is that pay is the most important factor in job
satisfaction; however, employees are more satisfied when they enjoy the environment
in which they work (Berry, 1997).
An individual can have a high paying job and not be satisfied because it is
boring and lacks sufficient stimulation. In fact, a low paying job can be seen as
satisfying if it is adequately challenging or stimulating. There are numerous factors
that must be taken into consideration when determining how satisfied an employee is
with his or her job and it is not always easy to determine which factors are most
important to each employee. Job satisfaction is very circumstantial and subjective for
each employee and situation that is being assessed.

Causes of Job Satisfaction/Dissatisfaction

Since people tend to be evaluative, they look at their work experiences in terms
of liking or disliking and develop feelings of satisfaction or dissatisfaction regarding
their job as well as the organization in which they work (Jex, 2002). There are many
probable influences that affect how favorably an individual appraises his or her job:
specifically, an individual’s attitude toward his or her job. Through years of extensive
research, I/O psychologists have identified numerous variables that seem to contribute
to either job satisfaction or organizational commitment (Glisson & Durick, 1988). To
explain the development of job satisfaction, researchers have taken three common

8
approaches: job characteristics, social information processing (organizational
characteristics), and dispositional (worker characteristics) (Glisson & Durick, 1988;
Jex, 2002).

Job Characteristics
In relation to the job characteristics approach, research has revealed that the
nature of an individual’s job or the characteristics of the organization that the
individual works for predominantly determines job satisfaction (Jex, 2002).
According to Hackman and Oldham (1980) a job characteristic is an aspect of a job
that generates ideal conditions for high levels of motivation, satisfaction, and
performance. Furthermore, Hackman and Oldham (1980) proposed five core job
characteristics that all jobs should contain: skill variety, task identity, task
significance, autonomy, and feedback. Hackman and Oldham (1980) also defined
four personal and work outcomes: internal work motivation, growth satisfaction,
general satisfaction, and work effectiveness. These characteristics have been added to
the more popular dimensions of job satisfaction assessment: the work itself, pay,
promotional opportunities, supervision, and co-worker relations (Smith, Kendall, &
Hulin, 1969).

A common premise in research of the effects of job circumstances on job

satisfaction is that individuals determine job satisfaction by comparing what they are
currently receiving from the job and what they would like to or believe that they
should receive (Jex, 2002). For example, if an employee is receiving an annual salary
of $45,000 and believes that he or she should be receiving a salary of $43,000 than he
or she will feel satisfaction; however, if the employee believes that he or she should
be receiving $53,000 than he or she will feel dissatisfaction. This comparison would
apply to each job facet including: skill level, seniority, promotional opportunities,
supervision, etc. (Jex, 2002).

According to Locke (1976), this process becomes complex since the

importance of work facets differs for each individual. For example, one employee
may feel that pay rate is extremely important while another may feel that social
relationships are more important.

9
The Importance of Job Satisfaction
As mentioned in the overview, job satisfaction has been linked to many
variables, including performance, absenteeism, and turnover, which will be discussed
further in this section.
Job satisfaction is significant because a person's attitude and beliefs may affect
his or her behavior. Attitudes and beliefs may cause a person to work harder, or, the
opposite may occur, and he or she may work less. Job satisfaction also affects a
person's general well being for the reason that people spend a good part of the day at
work. Consequently, if a person is dissatisfied with their work, this could lead to
dissatisfaction in other areas of their life.
Employee performance
The link between job satisfaction and job performance has a long and
controversial history. Researchers were first made aware of the link between
satisfaction and performance through the 1924-1933 Hawthorne studies (Naidu,
1996). Since the Hawthorne studies, numerous researchers have critically examined
the idea that "a happy worker is a productive worker". Research results of Iaffaldano
and Muchinsky (1985) have found a weak connection, approximately .17, between job
satisfaction and job performance. On the other hand, research conducted by Organ
(1988) discovered that a stronger connection between performance and satisfaction
was not found because of the narrow definition of job performance. Organ (1988)
believes that when the definition of job performance includes behaviors such as
organizational citizenship (the extent to which one's voluntary support contributes to
the success of an organization) the relationship between satisfaction and performance
will improve
A link does exist between job satisfaction and job performance; however, it is
not as strong as one would initially believe. The weak link may be attributed to
factors such as job structure or economic conditions. For example, some jobs are
designed so that a minimum level of performance is required which does not allow for
high satisfaction. Additionally, in times of high unemployment, dissatisfied
employees will perform well, choosing unsatisfying work over unemployment.

"In 2006, researcher Michelle Jones analyzed three studies pulling together 74
separate investigations of job satisfaction and job performance in 12,000 workers. She
wrote: 'The conclusions drawn by these researchers, and many others, indicate the

10
presence of a positive, but very weak, relationship between job satisfaction and job
performance.' Jones argues we have been measuring the wrong kind of satisfaction.
Instead of job satisfaction, we should be looking at the link between overall
satisfaction with life and output at work" (Bright, 2008). In this study, Jones implies
that the more satisfied someone is with their life in general, the more productive we
will be in our jobs.

Employee turnover
According to a meta-analysis of 42 studies, the correlation between job
satisfaction and turnover is .24 (Carsten & Spector, 1987). One obvious
factoraffecting turnover would be an economic downturn, in which unsatisfied
workers may not have other employment opportunities. On the other hand, a satisfied
worker may be forced to resign his or her position for personal reasons such as illness
or relocation. This holds true for our men and women of the US Armed Forces, who
might fit well in a job but are often made to relocate regardless. In this case, it would
be next to impossible to measure any correlation of job satisfaction. Furthermore, a
person is more likely to be actively searching for another job if they have low
satisfaction; whereas, a person who is satisfied with their job is less likely to be job
seeking.

Correlation vs. causation

While one may wish to understand which variables increase or decrease job
satisfaction, it is important to remember that correlation is not equivalent to causation
(Steinberg, 2008). Research has shown that there is a correlation between job
satisfaction and performance, turnover, and absenteeism. A correlation indicates that
there is a relationship between these variables; however, it does not explain "which
variable, if either, caused the relationship" (Steinberg, 2008, p. 419). It is entirely
possible that an outside variable is responsible for the correlation (Steinberg, 2008).
For example, job satisfaction and job performance are positively correlated (when job
satisfaction increases, job performance increases). However, for one person,
satisfaction may increase because performance increases, whereas, for another,
performance may increase because satisfaction increases.

11
Measures of Job Satisfaction
The following are measures of job satisfaction as outlined by Fields (2002):
• Overall Job Satisfaction - Cammann, Fichman, Jenkins, and Klesh (1983)
developed this measure as part of the Michigan Organizational Assessment
Questionnaire (OAQ). In this measure three items are used to describe an
employee’s subjective response to working in the specific job and organization
(Fields, 2002, p. 20)
• Job Descriptive Index (JDI) - This was originally developed by Smith,
Kendall, and Hulin (1969). There are 72 items on this index which assess five
facets of job satisfaction which includes: the work, pay, promotions,
supervision, and coworkers. Through the combination of ratings of
satisfaction with the faces, a composite measure of job satisfaction is
determined. Roznowski (1989) updated the JDI to include work atmosphere,
job content and work technology. A shorter, 30-item version, was developed
by Gregson (1990) based on 6 items which included work, pay, promotions,
supervision and co-workers (Fields, 2002, p. 23).
• Global Job Satisfaction - Warr, Cook, and Wall (1979) developed this
measure which includes 15 items to determine overall job satisfaction. Two
subscales are used for extrinsic and intrinsic aspects of the job. The extrinsic
section has eight items and the intrinsic has seven items (Fields, 2002, p. 27).
• Job Satisfaction Relative to Expectations - Bacharach, Bamberger, and
Conley (1991) developed this measure. It assesses the degree “of agreement
between the perceived quality of broad aspects of a job and employee
expectations” (Fields, 2002, p. 6).
• Minnesota Satisfaction Questionnaire - The long form of this survey is
made up of 100 questions based on 20 sub scales which measure satisfaction
with “ability, utilization, achievement, activity, advancement, authority,
company policies and practices, compensation, co-workers, creativity,
independence, moral values, recognition, responsibility, security, social
service, social status, supervision-human relations, supervision-technical
variety, and working conditions” (Fields, 2002, p.7). There is a short version
of the MSQ which consists of 20 items. This can also be separated into two
subscales for intrinsic and extrinsic satisfaction.

12
 • Job in General Scale - This measure was developed by Ironson, Smith,
Brannick, Gibson, and Paul (1989). It consists of 18 items which describe
global job satisfaction and can be used in conjunction with the JDI, which
assesses satisfaction with five job facets. This was developed to “assess global
satisfaction independent from satisfaction with facets” (Fields, 2002, p.9).
• Job Satisfaction Survey - This was developed by Spector (1985) and contains
36 items based on nine job facets. The job facets include pay, promotion,
supervision, benefits, contingent rewards, operating procedures, co-workers,
nature of work and communication. When it was initially developed, it was
specific to job satisfaction in human service, nonprofit and public
organizations (Fields, 2002, p.14).
• Job Satisfaction Index - Schriescheim and Tsue, (1980) developed this
measure. It consists of six items that form and index which determines overall
job satisfaction. The items are the work, supervision, co-workers, pay,
promotion opportunities, and the job in general (Fields, 2002, p. 16).
• Job Diagnostic Survey - Hackman and Oldham (1974) developed this survey
which measures both overall and specific facets of job satisfaction. There are
three dimensions of overall job satisfaction which includes general
satisfaction, internal work motivation, and growth satisfaction, which are
combined into a single measure. The facets which are measured on the survey
include security, compensation, co-workers, and supervision (Fields, 2002, p.
20).

1.3 INTRODUCTION ABOUT THE COMPANY

Ferro castings are started in the year 2003 as a valve component manufacturing
unit. The company eventually started producing industrial valves basis for overseas
markets. To control the quality of materials produced and to commitments. The
company started the foundry division in the year 2006-2007, which is continued to
expand the present level.

Other accreditations in process are

Indian Boiler regulations (IBR)
European CE Standards.

13
 The Managing Director has an experience in the industrial field. He had an
experience in foundry selection and look after the company.

FACILITIES AVAILABLE
1. Production facility molding.
2. Cores preparations.
This is done with maximum single casting / valves with piece weight of 650kg.
The maximum capacity of the firm is 100MT/ month for valve castings in carbon
Steel and 150MT/ month for valve castings in Stainless Steel.

ANNUAL PRODUCTION CAPACITY

Foundry can produces up to 500 tonne to 600 tonne per annum steel grades of the
different weight and chemistry.

AREA OF BUSINESS
It is a manufacturer of steel, steel casting and valves for chemical, petrol chemical,
paper and petrol chemical industry to DIN and ANSI standard.

QUALITY
Ferro castings desire to increase the volume of production, to improve quality
products, timing delivery and continual improvement of the quality management
system.

LABORATORY AND TESTING FACILITIES

 Spectrometer and wet analysis.
 Physical and mechanical testing like U.T.M..,Hardness testing
machine and tensometer check machines.
 Metallography checks arrangements.

14
  Standards room for calibration of equipment and measuring.
 Standards room for calibration of equipment and measuring
instruments.
 Well equipped sand Laboratory for checking various parameters of
moulding sand during production.
 Digital equipment, predicting liquid metal chemistry on the melt
platform.

CHAPTER -II

MAIN THEME OF THE PROJECT

3.1 OBJECTIVES OF THE STUDY

1. To find out the employees satisfaction level towards their job in Ferro
castings .
2. To study about the employees interaction, relationship with his worker in the
work group.
3. To study the workers expectation and their motivation practice of the
management
4. To study about the motivation schemes offered by the management for the
employees.
5. To provide some suggestions for improving the satisfaction level of
employees.

15
2.2 LIMITATIONS

1. The satisfaction level of the employees of this organization may differ

from those of other. In Industry the overall satisfaction of workers may differ from
company to company, from industry to industry. Hence the level of satisfaction of the
workers cannot be generalized to other industries.
2. Fear of the workers will have an effect on the results obtained.
3. There are chances of biased response on the part of the respondents, as
the researcher is viewed as the representative of the management.
4. The survey purely based on opinion of workers, which may be biased
at time.
5. The factory functions in shift system so all shift workers did not take
part in the sample.

16
CHAPTER-III
3.1 REVIEW OF LITERATURE

Job satisfaction is a result of employee’s perception of how well their job

provides these things which are viewed as important. It is generally recognized in the
organizational behavior field that Job satisfaction is the most important and frequently
studied attitude.

Defining and measuring job satisfaction has been a challenging process which has
been refined through decades of research and which is still occurring. According to
Cranny, Smith & Stone (1992), job satisfaction is generally agreed upon by
researchers to be an affective reaction to a job that results from the employee’s
comparison of actual outcomes with those that are desired.

The study of job satisfaction grew out of several schools management theory dating
back to Frederck Taylor’s early applications of scientific method to factory problems
in the first part of this century. Vroom’s (1964) Expectancy Theory of human
motivation is a significant contributor to the field which goes beyond the simple
behavioral concept of stimulus-response and reinforcement of behavioral psychology;
it explains motivation as the perceived value of probably outcomes of actions, and the
probability that actions will bring about outcomes which are highly desired. The
theory thus takes into account the intrinsic values that affect satisfaction and work

17
which research has often found to be at least equally important or more so to job
satisfaction than arte the extrinsic values.

According to Plunkett and Attner (1994) an unmet need an frustrate an

employee and will continue to influence his or her behavior until it is satisfied;
managers can therefore effectively work with an employee by identifying the level of
need which he or she is trying to satisfy and by attempting to build into the work
environment opportunities that will allow the individual to satisfy his or her needs.

Frederck Herzberg’s (1975) Motivation – Hygiene Theory directly addresses the

issues of satisfaction and dissatisfaction on the job. His theory and research suggests
that job dissatisfaction is caused by the absence of or deficits in “hygiene” factors
such as salary, job security, working conditions, status, company policies, quality of
supervision and quality of interpersonal relationships. These factors, although they
can cause job dissatisfaction if deficient, do into result in job satisfaction if present.
Rather, according to Herzberg, it is the “motivation” factors intrinsic to a job and
related to job content that have the power to increase job satisfaction. Motivation
factors include achievement, recognition, responsibility, advancement, the work itself,
and possibility of growth.

Extensive research has been conducted about the relationship between job
satisfactions and other work-related behaviors or attitudes such as job performance,
stress and health, general life satisfaction, turnover commitment to the organization,
and pro-organizational behaviors. Over time the findings of research have been
inconsistent; this very well may be due, however, to wide variation in definitions of
job satisfaction and in the validity of methods used to measure it (Cranny, Smith, &
stone, 1992).

Following is a review of recent literature on the relationship between job

satisfaction and several behaviors or attitudes.

18
According to cranny, smith, & (1992) the methods researchers use to study
performance and satisfaction influence the conclusion reached about their
relationship. They suggest that co relational studies have suggests a stronger
relationship. Katzell &Guzzo (1983), for example reviewed 207 studies of the effects
of psychologically – based interventions on productivity (as well as job satisfaction).

Intervention studies, which are experimental or quasi – experimental, assess the

effects of manipulated independent variable (such as changes into account better then
corelational studies the various mediating factors (such as goal-setting, extrinsic and
intrinsic rewards, and perceived equity) which also affect both performance and
satisfaction (Cranny, Smith, & stone, 1992).

A path analysis of Cranny, smith, & stone’s study suggests that job satisfaction
significantly influences job performance as rated by supervisors (though not as self –
reported), which is believed to be due to increased alertness and focused attention.
Interestingly, efforts expenditure was found to positively affect self – rated job
performance, but had an inverse relationship with supervisor – rated job performance
(in other ratings of job performance). It is suggested that this could be due to a efforts
on the part of the employees. Neiter self – reported nor supervisor- reported job
performance was found to substantially influence job satisfaction, suggesting that
relationship is not bi-directional. Factors found in this study to influence job
satisfaction discussed in a later section.

Other recent studies have discussed the relationship between job satisfaction and job
performance. Deconinck and Stilwell (1996) found in studying female advertising
executives that job satisfaction is a significant predictor of organizational
commitment; and Becker, billings, Eveleth, & Gilbert (1996) found that
organizational commitment as targeted at supervisors was positively related to
performance. Keller, Julian, & Kidia (1996) found in studying research and

19
development teams related to an increase in patent acquisition, technical quality
ratings, and publication of articles.

CHAPTER -IV

RESEARCH METHODOLOGY

Research methodology explains the various steps that tare generally adopted by the
research in studying research problem along with logic behind them.

4.1 RESEARCH DESIGN

The research design adopted for the study is descriptive in nature. The
researcher has to describe the present situation in order to know the job Satisfaction of
the employees. Hence descriptive research study is used and includes survey and fact
finding questionnarie. Descriptive research can only report what has happened and
what is questionnaire.

4.2SAMPLING DESIGN

4.2.1Population
The population of the study includes 240 in Ferro castings, Coimbatore.

4.2.2Sampling Technique
The sampling technique used for selecting sample elements is non probability
sampling.

4.2.3Sample Size
A sample of 120 employees is selected for my study.

4.2.4Data collection method

The collection of data is considered to be one of the important aspects in the
research methodology. There are two types of data that exists one is primary data and
the other is secondary data.

20
 Primary data
Well structured questionnaire has been used for the collection of primary data from
the respondents. For the purpose of knowing about job satisfaction among workers.

Secondary data
Secondary data has been collected from the company record, various magazines,
journal and various web sites.

4.2.5Questionnaire Design
A well structured questionnaire was used for this study. The types of
questions used in the questionnaire were open-ended, multiple-choice and
Dichotomous question.

Opened-ended questions are questions, which are entitles to give a free

response to their choice.

Multiple-choice questions are question, which contain a list of answer and

permit the subject to select the best answer.

Dichotomous questions are questions that only have two possible answer
that is ‘Yes’ or ‘No’.

4.3 Tools used for analysis

The data collected from the respondents were converted into readable format
for processing, classification and arrangements. The data was tabulated and analyzed
using Statistical Method like,
1.Simple Percentage.

21
SIMPLE PERCENTAGE ANALYSIS

Simple percentage analysis is used for analysis of the data that is collected for
research work, simple percentage are often used in data presentation for the simplify,
numbers, through the use of percentages, the data are reduced in standard form with
base equal to which it facilitates the relative comparisons.

Number of Respondents Simple Percentage Method = ------------------------------- x

100 Total Respondents

CHAPTER- V

DATA ANALYSIS AND INTERPRETATION

AGE WISE CLASSIFICATION

TABLE NO. 5.1

22
 No. of Respondents Percentage
Age

< 30 51 42.5

30 to 40 32 26.6

40 to 50 25 20.9

>= 50 12 10
Total 120 100

Percentage
120

100

80

60
Percentage
40

20

0
< 30 30 to 40 40 to 50 >= 50 Total

Inference
From the above chart 5.1 it is inferred that, out of 120 respondents,

• 42.5% of the respondents are having age Less than 30 years, 26.6% of the

respondents are having age between 30 and 40 years

• 20.9% belong to 40 to 50 years of age.

23
 • 10% of the respondents are belonging to the age group of greater than 50

years.

INCOME WISE CLASSIFICATION TABLE

NO. 5.2.

Income No. of Respondents Percentage

Less than 5000 20 16.7

5000 to 10000 92 76.7

24
 Greater than 10000 8 6.6

Total 120 100

PERCENTAGE
120

100

80

60 Series1
Series2
40 Series3

20

0
Income Less than 5000 to Greater than Total
5000 10000 10000

Inference
From the above chart 5.2 out of 120 respondents,
16.7% of the respondents are getting their salary less than Rs.5000.
76.7% of the respondents are getting their salary between Rs.5000-

10000 6.6% of the respondents are getting their salary

greaterthanRs.10000.

EDUCATIONAL QUALIFICATION WISE CLASSIFICATION

TABLE NO. 5.3

Education No. of Respondents Percentage

10th 72 60

25
12th 28 23.4
Diploma 12 10
Degree 8 6.6
Total 120 100

Percentage
120

100

80

60
Percentage
40

20

0
10th 12th Diploma Degree Total

Inference
From the above chart 5.3,it is inferred that out of 120 respondents,
60% of the respondents have completed their 10th standard.
• 23.4% of the respondents have completed their 12th standard.
• 10% of the respondents are Diploma holders.
• 8% of the respondents are Degree holders
WORKING LEVEL WISE CLASSIFICATION
TABLE 5.4

26
 Working Level No. of Respondents Percentage
Worker 109 90.84

Supervisor 6 5
Staff 2 1.6

Manager 3 2.5

Total 120 100

Percentage
120

100

80

60
Percentage
40

20

0
Worker Supervisor Staff Manager Total

Inference
From the above chart 5.4 it is inferred that out of 120 respondents,
90.84% of the respondents belong to workers.
• 5% of the respondents belong to supervisor level.
• 1.6% of the respondents belong to staff level.
• 2.5% of the respondents are managerial level.

EXPERIENCEWISE CLASSIFICATION TABLE NO. 5. 5

Experience in Year No. of Respondents Percentage

Below 5 years 51 34

27
5 to 10 years 31 20.7

11 to 25 years 47 31.3

Above 25 years 21 14

Total 120 100

Percentage
120

100

80

60
Percentage
40

20

0
Below 5 5 to 10 11 to 25 Above 25 Total
years years years years

Inference
From the above chart 5.5 it is inferred that out of 120 respondents.
34% of the respondents have their experience below 5 years.
• 21% of the respondents have their experience between 5 and 10 years.
• 31% of the respondents have their experience between 11 and 25 years.
• 14% of the respondents have their experience above 25 years.

WORKING CONIDTION
OPINION ABOUT WORKING CONDITION

TABLE NO. 5.6

28
 Description No. of Respondents Percentage

Very Good 38 25.3

Good 89 59.3
Average 12 8.0

Poor 6 4

Need Improvement 5 3.3

Total 120 100

Percentage
120
100
80
60
40
20 Percentage
0

Inference
From the above chart5.6,it is inferred that out of 120 respondents.
• 25% of the respondents have very good opinion about the working condition.
• 60% of the respondents have good opinion about the working condition.
• 8% of the respondents have average opinion about the working condition.
• 4% of the respondents have poor opinion about the working condition.

29
• 3% of the respondents expect improvement in their working condition.

RELATIONSHIP WITH SUPERVISOR TABLE

NO. 5.7

30
 Description No. of Respondents Percentage
Cordial 81 67.5

Moderate 37 30.8

Not cordial 2 1.7

Total 120 100

Percentage
120

100

80

60
Percentage
40

20

0
Cordial Moderate Not cordial Total

Inference
From the above chart 5.7 it is inferred that out of 120 respondents,
• 67.5% of the respondents are cordial with their supervisors.
• 30.8% of the respondents have moderate relationships with their supervisors.
• 1.7% of the respondents are not cordial with their supervisor.
.

SATISFACTION ON TARGET RELATED INCENTIVES TABLE

NO. 5.8

Description No. of Respondents Percentage

Satisfactory 78 65

31
Natural 37 30.8

Not satisfactory 5 4.2

Total 120 100

Percentage
120

100

80

60
Percentage
40

20

0
Satisfactory Natural Not Total
satisfactory

Inference
From the above chart 5.8, it is inferred that, out of 120 respondents,

• 65% of the respondents are satisfied with their incentives.

• 30.8% of the respondents are having neutral opinion with their incentives.
• 4.2% of the respondents are having not satisfactory with their incentives.

ABOUT PROMOTIONAL OPPORTUNITIES TABLE

NO. 5.9

32
 Description No. Of Respondents Percentage
Very Good 21 17.5

Good 63 52.5
Average 32 26.6

Poor 4 3.4

Total 120 100

Percentage
120

100

80

60
Percentage
40

20

0
Very Good Good Average Poor Total

Inference
From the above chart5.9, it is inferred that, out of 120 respondents,

33
• 17.5% of the respondents have very good opinion about promotional
opportunities in the organization.
• 52.5% of the respondents have good opinion about promotional
opportunities.
• 26.6% of the respondents have average opinion about promotional
opportunities.
• 3.4% of the respondents have poor opinion about promotional
opportunities.

34
 GRIEVANCE HANDLING SYSTEM

TABLE NO 5.10

Description No. Of Respondents Percentage

Yes 88 73.3

No 32 26.6

Total 120 100

Solution to Grievance

Description No .ofRespondents Percentage

Immediately 79 89.7

Not Immediately 9 10.3

Total 88 100

Percentage
120

100

80

60
Percentage
40

20

0
Yes No Total

35
Inference

From the above chart 5.10, it is inferred that, out of 120 respondents,

• 73% of the respondents feel that the grievance handling system existing
in the organisation is good.
• 27% of the respondents also feel that their grievance are solved
immediately.

36
 RELATIONSHIP WITH CO-WORKERS

TABLE NO 5.11

Description No .Of Respondents Percentage

Good 61 50.8

Cordial 28 23.3

Cooperative 22 18.3

Not Cooperative 9 7.5

Total 120 100

Percentage
120

100

80

60
Percentage
40

20

0
Good Cordial Cooperative Not Total
Cooperative

37
Inference
From the above chart 5.11, it is inferred that, out of 120 respondents,
50.8% of the respondents have good relationship with their co-workers.
• 23.3% of the respondents have cordial relationship with their co-workers.
• 18.3% of the respondents are co-operative with their co-workers.
• 7.5% of the respondents are not co-operative with their co-workers.

38
 SATISFACTION ON WORKING HOURS

TABLE NO 5.12

Description No. of Respondents Percentage

Yes 115 95.8
No 5 4.2

Total 120 100

Percentage
120

100

80

60
Percentage
40

20

0
Yes No Total

Inference
From the above chart 5.12, it is inferred that, out of 120 respondents,
• 96% of the respondents are satisfied with their working hours in the
organisation.
• 4% of the respondents are not satisfied with their working hours.

SATISFACTION ON ACCIDENT COMPENSATION PLAN

TABLE NO 5.13

39
 Description No. of Respondents Percentage
Yes 108 90

No 12 10
Total 120 100

Percentage
120

100

80

60
Percentage
40

20

0
Yes No Total

Inference
From the above chart 5.13,it is inferred that out 120 respondents,
• 90 % of the respondents are satisfied with their accident compensation
provided by the organization.
• 10% of the respondents are not satisfied with their accident compensation
plan.

WELFARE MEASURES

40
 AVAILABILITY OF WELFARE MEASURES TABLE
NO 5.14

Description No. Of Respondents Percentage

Yes 118 98.3

No 2 1.7

Total 120 100

Satisfaction about welfare measures

Description No. of Respondents Percentage

Satisfied 118 100

Not satisfied 0 0.0

Total 118 100

Percentage
120

100

80

60
Percentage
40

20

0
Satisfied Not satisfied Total

Inference
From the above chart 5.14, it is inferred that, out of 120 respondents
100% of the respondents are satisfied with welfare measures.

SATISFACTION LEVEL WITH PAY PACKAGE

41
 TABLE NO 5.15

Description No of Respondents Percentage

Good 41 34.2
Satisfactory 56 46.6

Adequate 19 15.8

Not adequate 4 3.4

Total 120 100

Percentage
120

100

80

60
Percentage
40

20

0
Good Satisfactory Adequate Not Total
adequate

Inference
From the above chart 5.15, it is inferred that, out of 120 respondents,
42
• 34% of the respondents are feeling good about their salary provided by the
organisation.
• 47% of the respondents are satisfied with their salary provided by the
organisation.
• 16% of the respondents are adequate with their salary provided by the
organization.
• 3% of the respondents feel that not adequate salary is not provided.

PARTICIPATION IN DECISION MAKING

43
 TABLE NO 5.16

Description No .of Respondents Percentage

Yes 108 90
No 12 10

Total 120 100

Decision are asked how often to the employees is tabulated below.

Description No . Of Respondents Percentage

Frequently 38 35.2
Often 15 13.9

Sometimes 55 50.9

Total 108 100

Percentage
120

100

80

60
Percentage
40

20

0
Yes No Total

Inference
It is inferred from table No.5.16, it is inferred that, out 120 respondents,

44
• 90% of the respondents feel that they are participating in the decision making
process in the organization and the table denoted below reveals.
• 10% of the respondents feel that their decisions are being considered and also
implemented some times.

AVAILABILITY OF EMPLOYEE SUGGESTION SCHEME

45
 TABLE NO 5.17

Description No .ofRespondents Percentage

Yes 111 92.5

No 9 7.5
Total 120 100

Percentage
120

100

80

60
Percentage
40

20

0
Yes No Total

Inference
From the above chart 5.17, it is inferred that, out 120 respondents,
• 92% of the respondents feel that there exists a suggestion system that is heard
from the employees.
• 8% of the respondents feel that there exists a suggestion system that is heard
from the employees.

SATISFACTION ON REST ROOM FACILITIES

46
 TABLE NO : 5.18

Description No. of Respondents Percentage

Satisfied 56 46.6

Not satisfied 64 53.4

Total 120 100

Percentage
120

100

80

60
Percentage
40

20

0
Satisfied Not satisfied Total

Inference
From the above chart 5.18, it is inferred that, out of 120 respondents,

• 89% of the respondents are satisfied with their rest room facilities provided by
the organization.
• 11% of the respondents are not satisfied with the rest room facilities.

SATISFACTION ON PROMOTIONAL POLICY

47
 TABLE NO : 5.19

Description No. of Respondents Percentage

Highly Satisfied 21 17.5

Satisfied 74 61.7

Moderate 19 15.8

Dissatisfied 6 5

Highly Dissatisfied 0 0

Total 120 100

Inference
From the above chart 5.19,it is inferred that, out of the 120 respondents,

48
• 17.5% of the respondents are highly satisfied with the promotional policy.
• 61.7% of the respondents are satisfied with the promotional policy.
• 15.8% of the respondents are moderate with the promotional policy.
• 5% of the respondents are dissatisfied with the promotional policy.
• There is no person highly dissatisfied with the promotional policy.

SATISFACTION WITH JOB SECURITY

TABLE NO : 5.20

Description No. of Respondents Percentage

49
Highly Satisfied 40 33.3

Satisfied 75 62.5

Moderate 4 3.4
Dissatisfied 1 0.8

Highly Dissatisfied 0 0

Total 120 100

Inference
From the above chart 5.21, it is inferred that, out of 120 respondents,
• 33.3% of the respondents are highly satisfied about the job security i.e.,
they feel secured.
• 62.5% of the respondents are satisfied the job security.

50
• 3.4% of the respondents are moderate with the job security.
• 1% of the respondents are dissatisfied with the job security.
• There is no person highly dissatisfied with the job security.

51
 CHAPTER -VI

FINDINGS, SUGGESTIONS

6.1 FINDINGS
The followings the findings that could enlighten the Ferro castings workers levels
and quantity and quality of job satisfaction level.
1. Most of the respondents belong to the age group below 30 years.
2. Majority of the respondents are getting their salary between 5000 to 10000.
3. Majority of the respondents have completed their 10th standard.
4. Majority of the respondents working in the workers level employees.
5. Majority of the respondents have their experience below 5 years.
6. Most of the respondents have good opinion about the working condition.
7. Majority of the respondents have cordial relationship with their supervisor.
8. Majority of the respondents are satisfied on target related incentives.
9. Majority of the respondents have good opinion about the promotional
opportunities.
10. Most of the respondents feel that the grievance handling system existing in the
organization is good.
11. Majority of the respondents have good relationship with their co-workers.
12. Majority of the respondents have satisfaction on their working hours.
13. Majority of the respondents have satisfaction on the accident compensation plan.
14. All the respondents are satisfied with their welfare measures.
15. Most of the respondents have satisfaction on their level with pay package.
16. Most of the respondents feel that they are participation in the decision making.

52
17. Majority of respondents feel that availability of employee suggestion schemes.
18. Most of the respondents are not satisfaction on rest room facilities.
19. Most of the respondents are satisfied on the promotional policies.
20. Majority of the respondents are satisfaction on job security.

53
6.2 SUGGESTIONS
As employees are dissatisfied with the following factors, the management may have to
improve upon these factors.
• Nearly most of the respondents are not satisfied with rest room facilities. The
organization can concentrate to improve the infrastructure facilities to the employees.
• The organization may increases relationship with supervisor.
• The grievance handling system are to be improve satisfactory level of the employees.
• Majority of people are satisfied with the accident compensation plan.
• The organization may increase the pay package of employees .
• Promotions are to be considered on the basis of merit and educational qualification.

54
 CHAPTER-VII

CONCLUSION

 Job satisfaction has a direct bearing with the mental health of the employee. When
the job satisfaction in an organization is in higher level, it will increase the
production if company whereas when the job satisfaction is low it will adversely
affect the production of the company.

 The study on employee’s satisfaction level revealed that employees were satisfied
on majority of factors. Suitable suggestions are provided to sort their problems.

 The findings and suggestions provided by this analysis will help to increase the
satisfaction level of employees and motivate them suitably in their job.

55
 BIBLIOGRAPHY

 Stephen P. Robbins, (2000), Organizational Behavior, Prentice – Hall of India Private

Limited, Ninth Edition, New Delhi.

 Tripathi, (2000), Personal Management and Industrial Relations, Sultan Chand & sons,

Fifteenth Edition, New Delhi.

 C.B Mamoria, (1993) Personal Management, Himalaya Publishing House, Eleventh Edition,

New Delhi.

 Hugh J. Arnmold Daniel C. Feldman, Organizational Behavior, Hill International Editions.

 Dr. S. P Gupta, Dr.P.K. Gupta, Dr. Manmohan, (1998), “Business Statistics and

Operations Research”, Sultan Chand & Sons, New Delhi – 110 002

56
WEBLIOGRAPHY
 www.google.com
 www.ferrocastings.com

57
APPENDIX
A STUDY ON JOB SATISFACTION IN FERRO CASTINGS

1. Name : 2. Age :
3. Marital Status :
4. Monthly income : 5. Education Level
: 7. Working Level :
8. Working Experience :
a. Below 5 years ( ) b. 6 to 10 years ( )
c. 11 to 25 years ( ) d. above 25 years ( )
9. Your Opinion about working condition
a. Very good ( ) b. Good ( )
c. Average ( ) d. Poor ( )
e. Need Improvement ( )
10. How is your relationship with supervisor?
a. Cordial ( ) b. Moderate ( )
c. Not cordial ( )
11. Your level of satisfaction on target related incentives
a. Satisfactory ( ) b. Neutral( )
c. Not satisfactory ( )
12. Your Opinion about promotional opportunities
a. Very good ( ) b. Good ( )
c. Average ( ) d. Poor ( )
13. Are there any grievance handling system?
a. Yes ( ) b. No ( ) if yes grievance are solved.
a. Immediately ( ) b. Not immediately ( )
14. How are your co – workers ?
a. Good ( ) b. Cordial ( )
c. Co – operative ( ) d. Not- co-operative ( )
15. Are you satisfied with working hours?
a. Yes ( ) b. No ( )

58
16. Are you satisfied with accident compensation paid?
a. Yes ( ) b. No ( )
17. Are there any welfare measures available?
a. Yes ( ) b. No ( )
If yes are you satisfied with it?
a. Satisfied ( ) b. Not satisfied ( )
18. What do you feel about pay package?
a. Good ( ) b. Satisfactory ( )
c. Adequate ( ) d. Not Adequate ( )
19. Are you satisfied with quality of food served in canteens?
a. Yes ( ) b. No ( )
20. Are your views asked in decision making ?
a. Yes ( ) b. No ( )
If yes to what extent you opinion is considered
a. Frequently ( ) b. Often ( )
c. Sometimes ( ) d. Not at all ( )
21. Are there any employees’ suggestion schemes available?
a. Satisfied ( ) b. Not Satisfied ( )
22. Are you satisfied with facilities available at rest rooms?
a. Satisfied ( ) b. Not Satisfied ( )
23. Your level of satisfaction on promotional policy of you company
a. Highly satisfactory ( ) b. Satisfied ( )
c. Moderate ( ) d. Dissatisfied ( )
e. Highly Dissatisfied ( )

24. Mention your level of satisfaction on job security

a. Highly satisfactory ( ) b. Satisfied ( )
c. Moderate () d. Dissatisfied ( )
e. Highly Dissatisfied ()
25. General suggestion if any,

59
60