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Project in Textile Industry PDF
Project in Textile Industry PDF
Abstract The main objective of the exploratory study reported in this paper on employee satisfaction was to examine the level of satisfaction
of the respondent regarding their job. The survey focuses on employee satisfaction and dissatisfaction. Employee satisfaction has a major
influence on human performance through its impact on individual motivation and job satisfaction. Individual in the organization have certain
expectations and fulfillment of these expectations depends upon their perceptions as to how the employee satisfactions suits to the satisfaction
of their needs. Structured questionnaires were given to employees of organization. A total of 80 questionnaires were analyzed and the findings
indicate that employee satisfaction can lead to the overall growth of organization.
Keywords: Employee Satisfaction; Employee Retention; Employee Attrition; Job Satisfaction; Employee Turnover; Employee
Engagement..
for example academics or specialized maintenance trades of factors, example the quality of one’s relationship with their
operating in large organizations. In these situations, the supervisor, the quality of the physical environment in which
employee feels the organization does not value the job they do, they work, degree of fulfillment in their work, etc. Numerous
but they, personally, take great pride in their work, regardless research results show that there are many factors affecting
of the company culture and working environment. the employee job satisfaction. Employee satisfaction and
devotion to the job, affect each other reciprocally, and they
Penna’s model (2007) adopted a similar position. This
have great impact upon performance.
model indicates that employees seek to find “meaning” at
work. Penna defines “meaning” as fulfillment from the job. In this environment for employee satisfaction, it is vitally
Fulfillment comes from the employee being valued and important to know which factors most affect employee
appreciated, having a sense of belonging to the organization, satisfaction. You want to spend your time, money, and
and feeling as though they are making a contribution, and energy on programs, processes, and factors that will have
is congruent with the underlying theoretical framework of a positive impact on employee satisfaction. Satisfying
Robinson. Penna’s model is similar to Maslow’s Hierarchy factors motivate workers while dissatisfying ones prevent.
of Needs and Herzberg’s theory, with “hygiene” factors at Employee satisfaction varies a lot. The common factors in
the base of the triangle and “satisfiers” towards the top. As employee satisfaction that an employee looks for himself are
an organization successfully meets each of these engagement as follows:
factors, Penna states that the organization becomes more • Work Profile: Both job content and job security are
attractive to new potential employees and becomes more found to affect the overall job satisfaction of employees,
engaging to its existing staff. Green and Tsitsianis, 2005; Benz and Frey (2008).
Several researches have studied the relationship between • Relationship with immediate supervisor: It is often
organizational culture and employee satisfaction. said “people leave managers and not companies”.
Organizational culture has been defined by Schwartz and Cordial supervisor-subordinate relationships contribute
Davis (1981) as a pattern of beliefs and an expectation shared to job satisfaction and employee retention. Participative
by the organization’s members and is work-related values, and consultative leadership styles have been found
ideologies, philosophies and beliefs. Behery and Paton’s to be positively and significantly correlated to job
(2008) studied selected 200 UAE middle level managers, satisfaction and indirectly related to organizational
from banking, insurance and real estate industries. The study commitment (Ismail et. al., 2010).
revealed that employee satisfaction reinforces employee • Provide the tools and training an employee needs
commitment and reduces turnover rates. Employees like to to succeed: Bradley, Petrescu and Simmons (2004)
continue with an organization, if they are satisfied with the explain that creating on-going learning as well as
job. Thus the satisfaction depends on organizational control training in workplace has a highly significant effect on
mechanisms. job satisfaction.
There are considerable theory and research link of job • Offer a competitive compensation/pay package:
satisfaction to turnover intentions. Mobley’s (1982) theory Pay satisfaction is defined as the amount of overall
of turnover suggests that the job satisfaction level is as a positive affect (or feelings) individuals have toward
function of evaluation (or re-evaluation) of current job pay (Miceliand Lane, 1991)
conditions and characteristics. Lee et al., (1996, 1999) • Management recognition of employee job
indicates that job satisfaction can change with any kind of performance: Rewards, as a process of employee
shocks employees experience at work (example, termination involvement correlate to higher recognition of
of close friends) and that decline in job satisfaction can lead achievement, thereby increasing employee satisfaction
to turnover. However, these researches do not explain why (Bushe et. al., 1996).
job satisfaction change might influence turnover decisions.
• Supportive management style: Employee
Many of job satisfaction and turnover research also reflects
empowerment practices positively affect employee
a static approach that fails to capture the dynamic nature of
satisfaction (Voisard, 2008; Dewettinck et. al., 2003;
job satisfaction and the turnover process, Holtom, Mitchell,
Halvorsen, 2005; Kirkmanand Rosen, 1999).
Lee, and Eberly, 2008; Steel (2002).
• Offers career development opportunities: To
improve retention, companies should adopt career
3. F actors Affecting Employee development policies in alignment with the needs of
Satisfaction the employees (Wetprasit, 2006).
• Honest communication: Communication helps create
Employee satisfaction is often an important goal for many shared meaning, the norms, values and culture of the
organizations. Job satisfaction can be influenced by a variety organization (Wiesenfeld et. al., 1998).
An Empirical Study of Employee Satisfaction in Textile Industries 41
• Organization Culture: In a study of organizational 4.1. Questionnaire Schedule
culture and climate, Johnson and McIntye (1998) found
that the measures of culture most strongly related to Questions are framed in a way that the answers reflect the
job Satisfactions were empowerment, involvement, ideas and thoughts of the respondents with regard to level
and recognition. of satisfaction of various factors of employee satisfaction.
• Work Profile
3.1. Importance of Employee Satisfaction • Relationship with immediate supervisor,
• Provide the tools and training an employee needs to
3.1.1. For Organization
succeed.
• More energetic employees. • Offer a competitive compensation/pay package
• Higher quality products and/or services due to more • Management recognition of employee job performance
competent, energized employees. • Supportive management style
• Improve teamwork. • Offers career development opportunities
• Increase productivity. • Honest communication
• Increase customer satisfaction and loyalty. • Organization Culture
• Enhance employee retention.
The scaling techniques used for designing the questions
• Reduce turnover, recruiting, and training costs. in the interview schedule are Likert method and Semantic
Employee satisfaction is supremely important in an differential scale.
organization because satisfied employee add value to the
company. If your employees are satisfied they would produce
superior quality performance in optimal time and lead to
4.2. Data Collection and Sample Size
growing profits. Satisfied employees are also more likely to
The data was collected by distributing the questionnaires to
be creative and innovative and come up with breakthroughs
the employees. The sampling frame is the pool from which
that allow a company to grow and change positively with
the interviewees are chosen. All the items consideration in
time and changing market conditions.
any field of inquiry constitutes a universe of population.
In this research only a few items can be selected form
3.1.2. For Employee the population for our study purpose. The items selected
constitute what is technically called a sample. Here our
• Employee is more committed to the organization.
sample size is 80 employees from the total population of
• They will care about the quality of their work. the employees. The samples are selected on the basis of
• Their works are more productive. simple random sampling technique.
• They will create and deliver superior value to the
customer. 5. Result and Discussion
• Employee will believe that the organization will be
satisfying in the long run. The analysis is done with the help of software SPSS 11.5.
5.2. Correlation
The correlation is one of the most common and most useful there is a correlation between two variables, we can make
statistics. A correlation is a single number that describes the a prediction. If we know a group’s income, we can predict
degree of relationship between two variables. For example, their years of education.
there is a correlation between income and education. We In order to test the association of employee satisfaction and
find that people with higher income have more years of its factors a detailed set of statistical analysis was conducted
education. (You can also phrase it that people with more first being a confirmatory Pearson’s Correlation as seen in
years of education have higher income.) When we know Table 5.1
Table 5.1 Correlations of Employee Satisfaction and its factors
Correlations
Total W Total S Total T Total B Total P Total TS Total G Total CP Total CC Final Total
Total W 1 .572(**) .178 .364(**) .182 .340(**) .353(**) .302(**) .447(**) .584(**)
Total S 1 .251(*) .392(**) .415(**) .431(**) .547(**) .459(**) .490(**) .711(**)
Total T 1 .000 .392(**) .449(**) .478(**) .414(**) .397(**) .617(**)
Total B 1 .378(**) .362(**) .287(**) .146 .258(*) .518(**)
Total P 1 .517(**) .398(**) .514(**) .503(**) .715(**)
Total TS 1 .489(**) .544(**) .499(**) .756(**)
Total G 1 .539(**) .552(**) .744(**)
Total CP 1 .678(**) .736(**)
. .000 .000
80 80
Total CC 1 .774(**)
. .000
80
Final Total 1
• Total W - Work Profile The degree of association between overall opinion and work
• Total S - Relationship with immediate supervisor, is 0.584, which is moderate.
• Total T - Provide the tools and training an employee The degree of association between overall opinion and
needs to succeed. relation with immediate supervisor is 0.711, which is high.
• Total B - Offer a competitive compensation/pay
The degree of association between overall opinion and
package
training and development is 0.617.
• Total P - Management recognition of employee job
performance The degree of association between overall opinion and pay
and benefits is 0.518.
• Total TS - Supportive management style
• Total G - Offers career development opportunities The degree of association between overall opinion and
performance management is 0.715.
• Total CP - Honest communication
• Total CC - Organization Culture The degree of association between overall opinion and team
spirit is 0.756.
• Final Total – Employee Satisfaction
An Empirical Study of Employee Satisfaction in Textile Industries 43
The degree of association between overall opinion and CLUSTER 2:
growth and career is 0.744.
The degree of association between overall opinion and Employees belonging to this cluster of executive level with
communication and planning is 0.736. age group 21-34, which are male and are single with 1 year to
less than 2 years of experience have high satisfaction level.
The degree of association between overall opinion and
corporate culture is 0.774, which is the highest among all.
CLUSTER 3:
5.3. Cluster Analysis of Employee Satisfaction Employees belonging to this cluster of executive level with
age group 21-34, which are male and are married with 1
Cluster Analysis is a multi-variant procedure (Nargundkar, year to less than 2 years of experience have high satisfaction
2002) on a group of similar objects. Cluster analysis is an level.
exploratory data analysis tool for solving classification
problems. Its object is to sort cases (people, things, events, 5.4. T-Test
etc.) into groups, or clusters, so that the degree of association
is strong between members of the same cluster and weak The t-test assesses whether the means of two groups are
between members of different clusters. Each cluster thus statistically different from each other. This analysis is
describes, in terms of the data collected, the class to which appropriate whenever you want to compare the means of
its members belong; and this description may be abstracted two groups, and especially appropriate as the analysis for
through use from the particular to the general class or type. the design. The T-test is used to determine whether there’s a
Cooper and Schindler (2007) have identified five basic significant difference between two group means.
steps: Hypothesis Statement 1: There is a significant difference of
a. Selection of sample to be clustered. employee satisfaction levels between male and female.
b. Definition of the variables on which to measure the Table 5.3 Group Statistics
objects.
c. Computation of the similarities through correlation. GENDER N Mean Std. De- Std. Er-
viation ror Mean
d. Selection of mutually exclusive clusters.
Male 51 15.63 2.020 .283
e. Cluster comparison Total W
Female 29 13.00 2.632 .489
Male 51 16.02 1.954 .274
Table 5.2 Final Cluster Centers Total S
Female 29 14.24 2.182 .405
Male 51 12.27 3.753 .525
Cluster Total T
Female 29 12.62 3.821 .710
1 2 3
Male 51 12.69 2.943 .412
LEVEL 2 2 2 Total B
AGE 2 2 2 Female 29 9.93 2.492 .463
GENDER 2 1 1 Male 51 12.94 2.611 .366
Total P
MS 1 1 2 Female 29 11.28 3.663 .680
EXP 2 2 2 Male 51 14.96 2.332 .327
Total TS
Final Total 92 118 138 Female 29 13.03 2.897 .538
Male 51 14.69 2.510 .351
With reference to table 5.2, the findings are given below: Total G
Female 29 13.31 2.189 .407
Male 51 14.29 2.500 .350
CLUSTER 1: Total CP
Female 29 13.31 2.392 .444
Male 51 15.06 2.284 .320
Employees belonging to this cluster of executive level with Total CC
age group 21-34, which are female and are single with 1year Female 29 13.45 2.959 .549
to less than 2 years of experience have medium satisfaction Final To- Male 51 128.55 14.719 2.061
level. tal Female 29 114.17 17.021 3.161
44 Journal of Strategic Human Resource Management Volume 1 Issue 1 January 2012
As per our T-Test result in Table 5.3 and 5.4 there was MS N Mean Std. De- Std. Error
no significant difference of employee satisfaction levels viation Mean
between male and female. However, it was found that the Single 37 12.68 3.496 .575
total performance management was significant, where male’s Total T
Married 43 12.16 3.994 .609
satisfaction level was higher than females. It was also found
Single 37 11.08 2.702 .444
that the total corporate culture was significant, where male’s Total B
satisfaction level was higher than females. Married 43 12.21 3.306 .504
Single 37 11.84 3.354 .551
Hypothesis Statement 2: There is a significant difference of Total P
Married 43 12.77 2.869 .437
employee satisfaction levels between male and female.
Single 37 14.11 2.503 .412
Total TS
Married 43 14.40 2.880 .439
Table 5.5 Group Statistics Single 37 14.03 2.166 .356
Total G
Married 43 14.33 2.732 .417
MS N Mean Std. De- Std. Error
viation Mean Single 37 13.86 2.299 .378
Total CP
Single 37 14.05 2.828 .465 Married 43 14.00 2.673 .408
Total W
Married 43 15.21 2.242 .342 Single 37 14.14 2.859 .470
Total CC
Single 37 15.05 2.592 .426 Married 43 14.77 2.448 .373
Total S
Married 43 15.65 1.785 .272 Final Single 37 120.84 16.779 2.758
Total Married 43 125.49 17.044 2.599
An Empirical Study of Employee Satisfaction in Textile Industries 45
As per our T-Test result in Table 5.5 and 5.6, there was of the factors of satisfaction showed significant level below
no significant difference of employee satisfaction levels 0.05. So our Hypothesis Statement 2 is rejected.
between the single and married employees. However none
Table 5.6: Independent Samples Test
Levene’s Test t-test for Equality of Means
for Equality of
Variances
F Sig. t df Sig. Mean Dif- Std. Error 95% Confidence Interval
(2-tailed) ference Difference of the Difference
Lower Upper
Total W 1.828 .180 -2.037 78 .045 -1.16 .567 -2.284 -.026
-2.002 68.338 .049 -1.16 .577 -2.307 -.004
Total S 4.679 .034 -1.213 78 .229 -.60 .492 -1.577 .383
-1.181 62.450 .242 -.60 .506 -1.608 .414
Total T 1.129 .291 .606 78 .546 .51 .846 -1.171 2.197
.612 77.971 .542 .51 .837 -1.154 2.180
Total B 3.114 .082 -1.654 78 .102 -1.13 .682 -2.486 .230
-1.679 77.810 .097 -1.13 .672 -2.466 .210
Total P 1.025 .314 -1.336 78 .185 -.93 .696 -2.315 .455
-1.321 71.353 .191 -.93 .704 -2.333 .474
Total TS .871 .354 -.472 78 .638 -.29 .608 -1.498 .924
-.477 77.989 .634 -.29 .602 -1.485 .911
Total G 1.480 .227 -.535 78 .594 -.30 .558 -1.409 .812
-.545 77.519 .588 -.30 .548 -1.390 .793
Total CP .498 .482 -.240 78 .811 -.14 .562 -1.254 .984
-.243 78.000 .809 -.14 .556 -1.242 .972
Total CC 1.239 .269 -1.066 78 .290 -.63 .593 -1.813 .549
-1.053 71.389 .296 -.63 .600 -1.829 .564
Final To- .003 .954 -1.226 78 .224 -4.65 3.795 -12.205 2.904
tal
-1.227 76.569 .224 -4.65 3.790 -12.198 2.897
Significant Level- less than 0.05
6. Conclusion The findings are based on the limited sample size. Some
respondents hesitated to give the actual situation; they
The study on employee’s satisfaction in organization feared that management would take any action against
is result of full co-operation of the employees and them. There was a fear of reprisal among the employees
management. As far as possible within the given limits to reveal their personal feelings and the result may not
the study is completed with the satisfaction of many reflect the actual satisfactions. This research is conducted
peoples. The data collected are analyzed scientifically and on a sample size significantly lesser than actual number of
the results obtained are free to nearly 80%. It is assured that designated office bearers. This is due to inability of the office
the company may get high boosted moral in the organization bearers to respond, less resources available and extremely
provided some of the suggestions made in the report in carried busy schedule of majority of office bearers. The findings and
out. We have identified the significant factors of Employee conclusions are based on knowledge and experience of the
Satisfaction and also tested two hypothesis statements. respondents that sometimes subject to bias.
46 Journal of Strategic Human Resource Management Volume 1 Issue 1 January 2012
ANNEXURE
Questionnaire
In which department do you work?
Departments
1) A- Support Staff 2) S- Executive Level 3) M- Managerial Level
What is your age?
1) Below 21 2) 21 to 34 3) 35 to 44 4) 45 to 54
5) 55 or older
What is your gender?
1) Male 2) Female
What is your marital status?
1) Single 2) Married
Since when you are working for organization?
1) Less than 1 year 2) 1 year to less than 2 years 3) 2 years to less than 5 years
4) 5 year to less than 10 year
Strongly Disagree Neutral Agree Strongly
Disagree Agree
1 2 3 4 5
Work
1) I am interested in the work I do.
2) Does your work give you a feeling of personal accomplishment?
3) I am provided with sufficient authority to perform my duties.
4) I believe my job is secure.
Your relation with your immediate supervisor
1) My supervisor treats me fairly.
2) My supervisor asks me for my input to help make decisions.
3) Recognizes my good work.
4) I am given adequate feedback about my performance.
Training Programs.
1) Alok Industries provided as much initial training as I need.
2) Training and development provided in this organization is valuable.
48 Journal of Strategic Human Resource Management Volume 1 Issue 1 January 2012