DR. D.Y.

PATIL VIDYA PRATHISHTHAN SOCIETY’S

Dr. D.Y.Patil Arts, Commerce & Science College Sant Tukaram
Nagar Pimpri Pune 411018 (Maharashtra) India
A
PROJECT REPORT
ON
“A STUDY OF EMPLOYEES SATISFACTION”

SUBMITTED BY
Miss. NAINA .K. YADAV

UNDER THE GUIDANCE OF

Dr. KISHOR NIKAM
In partial Fullfillement of the requirement for the Award of Degree
of M.com From University Of Pune, Pune.
(ACADEMIC YEAR 2017-2018)

1
 ACKNOWLEDGEMENT

Any accomplishment required the effort of many people and this work is
not different. I wish to express deep sense to gratitude and profound thanks to
Owner Mr. Mahesh Chipkar for giving me opportunity to work with Manisha
Enterprises on this project.

I would like to express my deep senses of gratitude to my Principal Dr.

Mrs. Snehal Agnihotri for allowing me to carry out this project in this pretigious
college.

I also like to express my heartfelt gratitude to my project guide Dr.Kishor

Nikam without whom this project would not have been a success. From the very
beginning till the end of completion of this report he was the main source of
guidance and motivation for me. Also thanks to Mrs. Leena Madam.

Grateful acknowledgement is made to all the staff of Manisha Enterprises for

supporting me in this project.

Date: Miss. Naina Kamalprasad Yadav

Place:

(M.com – Business Administration.)

2
 DECLARATION

I Miss. Naina Kamalprasad Yadav hereby declare that the Project Report
entitled “A Study of Employees Satisfactions” at “Manisha Enterprises”, under
the guidance of Dr. Kishor Nikam submitted in partial fulfillment of the
requirement for the award the degree of master of commerce to the University of
Pune is my original work carried out during 2017-2018 and not submitted for the
award of other degree/diploma to any other institution/ organization of the
university by any other person.

Date: Miss. Naina Kamalprasad Yadav

Place:

(M.com – Business Administration)

3
 TABLE OF CONTENTS

Chapter Title
Page No.

1. INTRODUCTION 5-12

2. COMPANY PROFILE 13-16

3. REVIEW OF LITERATURE 17-23

RESEARCH METHODOLOGY
a. OBJECTIVES OF THE STUDY
b. SCOPE OF THE STUDY
4. c. HYPOTHESIS OF THE STUDY 24-30
d. RESEARCH DESIGN
e. SAMPLE DESIGN
f. LIMITATIONS OF THE STUDY

DATA COLLECTION
31-45
5. a. SECONDARY DATA
46-53
b. PRIMARY DATA

DATA ANALYSIS AND

6. 54-64
INTERPRETATION

7. CONCLUSIONS AND FINDINGS 65-67

SUGGESTIONS AND
8. 68-69
RECOMMENDATIONS

9. SCOPE FOR FURTHER RESEARCH 70-71

10. BIBLIOGRAPHY / WEBLIOGRAPHY 72-75

4
 CHAPTER 1
INTRODUCTION

5
 INTRODUCTION

Satisfaction refers to the level of fulfillment of one’s needs, wants and desire.
Satisfaction depends basically upon what an individual wants from the world, and
what he gets. Employee satisfaction is a measure of how happy workers are with
their job and working environment. It is sure that there may be many factors
affecting the organizational effectiveness and one of them is the employee
satisfaction. Effective organizations should have a culture that encourages the
employee satisfaction .Employees are more loyal and productive when they are
satisfied and these satisfied employees affect the customer satisfaction and
organizational productivity. There is no limit for the employees to reach the full
satisfaction and it may vary from employee to employee. Sometimes they need to
change their behaviors in order to execute their duties more effectively to gain
greater job satisfaction. Having good relationships with the colleagues, high salary,
good working conditions, training and education opportunities, career
developments or any other benefits may be related with the increasing of employee
satisfaction. Employee satisfaction is the terminology used to describe whether
employees are happy, contended and fulfilling their desires and needs at work.
Many measures support that employee satisfaction is a factor in employee
motivation, employee goal achievement and positive employee morale in the work
place.

6
 Variables on which Employee Satisfaction Depends:

We can classify the variables in mainly 2 broad categories namely:-

1. Organizational Variables

2. Personal Variables Identification of Variables Affecting Employee Satisfaction

and Their Impact on the Organization.

1. Organizational Variables:

The organization determinants of employee satisfaction play a very important role.

The employees spend major part of their time in organization so there are number
of organizational variables that determine employee satisfaction of the employees.
The employee satisfaction in the organization can be increased by organizing and
managing the organizational variables or organizational factors.

Following these 10 variables comes in this category:-

1. Organization Development:
Organizational development is an ongoing, systematic process to
implement effective change in an organization. Its objective is to enable
the organization in adopting-better to the fast-changing external
environment of new markets, regulations, and technologies. It starts with a
careful organization-wide analysis of the current situation and of the
future requirements In other words we can say that Organization
development is the process through which an organization develops the
internal capacity to most efficiently and effectively provide its mission
work and to sustain itself over the long term. This definition highlights the
explicit connection between organizational development work and the
achievement of organizational mission.
Following these points come under this category:
 Brand of organization in business field and their comparison with
leading competitors.
 Potential development of the organization.

7
2. Policies of Compensation and Benefit :
This is the most important variable for employee satisfaction.
Compensation can be described as the amount of reward that a worker
expects from the job. Employees should be satisfied with competitive
salary packages and they should be satisfied with it when comparing their
pay packets with those of the outsiders who are working in he same
industry. A feeling of satisfaction is felt by attaining fair and equitable
rewards.
Following these points come under this category:
 Wage and salary.
 Reward and penalties.

3. Promotion and Career Development:

Promotion can be reciprocated as a significant achievement in the life. It
promises and delivers more pay, responsibility, authority, independence
and status. So, the opportunity for promotion determines the degree of
satisfaction to the employee.
Following these points come under this category:
 Opportunity for promotion.
 Equal opportunity to grow despite being male or female.
 Training program.
 Opportunity for use skills and abilities.

4. Job Satisfaction:
Job satisfaction is the favorableness or un-favorableness with which
employees view their work. As with motivation, it is affected by the
environment. Job satisfaction is impacted by job design. Jobs that are rich
in positive behavioral elements- such as autonomy, task identity, task
significance and feedback contribute to employee‟s satisfaction.
Following these points come under this category:
 Job design.
 Task identity.
 Recognition.

8
  Responsibility.
 Empowerment.
 Quantity of task.
 Difficult level of task.

5. Job Security:
Job security is an employee's assurance or confidence that they will keep
their current job. Employees with a high level of job security have a low
probability of losing their job in the near future. Certain professions or
employment opportunities inherently have better job security than others;
job security is also affected by a worker's performance, success of the
business and the current economic environment.
Following these points come under this category:
 Facility of transfer.
 Accessible / reasonable target.
 Leaves.

6. Working Environment & Condition:

Employees are highly motivated with good working conditions as they
provide a feeling of safety, comfort and motivation. On contrary, poor
working condition brings out a fear of bad health in employees. The more
comfortable the working environment is more productive will be the
employees.
Following these points come under this category:
 Feeling safe and comfort in working environment.
 Tools and equipment.
 Working methods.
 Security guards and parking facility.
 Well ventilated with good light fans and air- conditioning.
 Neat and clean office place, rest area and washrooms.

9
7. Relationship with Supervisor:
A good working relationship with your supervisor is essential since, at
every stage, you need his or her professional input, constructive
criticism, and general understanding.
Following these points come under this category:
 Relationship with immediate supervisor.
 Communication between employees and senior management.
 Treatment to employee.

8. Work Group:
There is a natural desire of human beings to interact with others and so
existence of group in organization is a common observable fact. This
characteristics result in formation of work group at the work place.
Isolated workers dislike their job. The work groups make use of a
remarkable influence on the satisfaction of employees.
Following these points come under this category:
 Relationship with the group members.
 Group dynamics.
 Group cohesiveness.
 Need for affiliation.
 Other factors Leadership Style Work Group Relationship with
supervisor.
 Working environment and condition Job security Job Satisfaction.
 Promotion and career development Policies of compensation and
benefit Organization development Organization Variables.

9. Leadership Styles:
The satisfaction level on the job can be determined by the leadership style.
Employee satisfaction is greatly enhanced by democratic style of
leadership. It is because democratic leaders promote friendship, respect
and warmth relationship among the employees. On contrary, employees
working under authoritarian and dictatorial leaders express low level of
employee satisfaction.
Following these points come under this category:

10
  Prefer democratic style of leadership.
 Friendship, respect and warmth relationship.

10. Other Factors:

There are some other important variables which affect the level of
employee satisfaction in organization.
Following these points come under this category:
 Group outgoing (feel like a part of family).
 Encouragement and feedback.
 Use of internet and other technology for doing job.

2. Personal Variables:

The personal determinants also help a lot in maintaining the motivation and
personal factors of the employees to work effectively and efficiently. Employee
satisfaction can be related to psychological factors and so numbers of personal
variables determine the employee satisfaction of the employees.

Following these 5 variables comes in this category:-

1. Personality:
The personality of an individual can be determined by observing his
individual psychological condition. The factors that determine the
satisfaction of individual and his psychological conditions is perception,
attitude and learning.
Following these points come under this category:
 Competencies and personality of employee are suitable for job.
 Perception, attitudes and learning of employee.

2. Expectation:
The expectation level of employees affects their satisfaction level. If one
receives more outcome than expected then he will be highly satisfied and
vice-versa.
Following these points come under this category:
 Expectation of employee from the job.

11
3. Age:
Age can be described as noteworthy determinants of employee satisfaction.
It is because younger age employees possessing higher energy levels are
likely to be having more employee satisfaction than older age employees.
Following these points come under this category:
 Young employees possessing high energy level so feeling more
satisfied.
 Old employees resist accepting new techniques.
 Gender Education Age Expectation Personality Personal Variables.

4. Education:
Education plays a significant determinant of employee satisfaction as it
provides an opportunity for developing one‟s personality. Education
develops and improvises individual wisdom and evaluation process. The
highly educated employees can understand the situation and assess it
positively as they possess persistence, rationality and thinking power.
Highly educated employees possess rationality and thinking power.
Education develops individual wisdom and evaluation process.

5. Gender Differences:
The gender and race of the employees plays important determinants of
employee satisfaction Women, the fairer sex, are more likely to be satisfied
than their counterpart even if they are employed in same job.

12
 CHAPTER 2
COMPANY PROFILE

13
 COMPANY PROFILE

ABOUT MANISHA ENTERPRISES

Manisha Enterprises is an outcome of the efforts of Mr. Mahesh Chipkar,

who established Manisha Enterprises in 1990. It is a Private Company. Mr.
Mahesh Chipkar is a Sole Proprietor, who started his enterprise on a rented plot.
Manisha Enterprises produce spare parts, wheels, etc. Currently, 12 employees are
working in Manisha Enterprises. In 28 years of Enterprise, the Enterprise has
grown up very well. Currently, Enterprise are supplying its products to Laxmi
Engineering, Om Sai, Shree Guru, etc.

14
 Name of Enterprise: Manisha Enterprises

Sector No.- 7, Plot No.- 89, MIDC

 Address:
Bhosari, Pune- 411026

 Manufacturer
 Nature of Business:
 Trader

 Laxmi Engineering
 Key Customers:  Om Sai
 Shree Guru

 Year of Establishment: 1990

 Total Number of Employees &

15 to 20 Peoples.
Workers:

 Proprietor Name: Mr. Mahesh Chipkar

15
PRODUCT OF THE COMPANY

WHEELS

SPARE PARTS

16
 CHAPTER 3
REVIEW OF LITERATURE

17
 PhD THESIS

According to Bhalla and Sayeed (2013)

A study on 150 executives of organized retail sector and found that the employees
are showing low level of organizational commitment and moderate level of
organizational role stress. They proved that negative significant relationship exists
between organizational role stress and organizational commitment. Bemana et al
(2013) conducted a study on 200 public municipality personnel from Shiraz area in
Iran to investigate the relationship between job stress and job satisfaction. A
significant negative relationship exist between job stress and job satisfaction and
there isn‟t significant difference between two genders in job stress and job
satisfaction and it is suggested that constant appraisal programs and appreciation
should be given to reenergize and motivate employees as they are the main asset of
any organization .

According to Sherman, Snell and Bohlander (1997)

It show that the primary objectives of an employee performance appraisals are:

 To provide employees with the opportunity to discuss their performance

with the Supervisor or manager.
 To identify strenghts and weaknesses of teh employee’s performance.
 To suggest ways the employee can meet performance standards, if tehy have
not been met.
 To provide a basis for future job assignments and salary recommendations.

Research conducted shows that performance appraisls are used primarily for the
decisions concerning compensation. However, employees want feedback about
their performance and employee performance appraisals offer the ability to obtain
such information for them. The following sections will discuss some of the
different aspects of the job that can affect an emoployees’ ability to have a positive
performance appraisal.

18
According to Wayne. F. Cascio (2006)

The turnover (employee attrition) as any permanent departure of an

employee beyond the organizational boundaries. However, transfers within an
organization and temporary layoffs are not considered as Turnover in accordance
with this definition. He is of the view that the term turnover includes both
controllable turnover (controllable by the organization) and uncontrollable
turnover. He opines that Controllable turnover is voluntary whereas uncontrollable
turnover is involuntary. He further opines that turnover may be regarded as
functional when employee‟s departure produces a benefit for the organization or it
may be termed as dysfunctional, when company needs to retain the departing
employees. By this rationale, departure of high performing employees who are
difficult to replace represent dysfunctional turnover whereas exit of low performers
who are easy to replace represent the functional turnovers. As per his viewpoint,
the critical issue in the analysis of employee turnover is not about number of
employees who have departed but it is the performance and replace-ability aspects
of employees who happen to stay on in the organization. From this stand point,
employee turnover amount to a challenge to the smooth functioning of an
organization.

19
 Review Of Research Articles

Are you planning on initiating an employee survey? Great idea! By getting the best
out of your employees, your organisation can become healthier and more
successful. They can make all the difference if they’re in the right place and feel
comfortable at work. What is important to watch out for when setting up an
employee survey and which traps should you avoid falling into? In this article you
will read the most important do’s and don’ts when properly setting up an employee
survey.

THE DO’S

1. Measures more than employee satisfaction.

Employee satisfaction provides you with an insight into how your
employees feel about working at your organisation. In 2013 the average
general satisfaction level in Europe is 6.6. That is a good score but what
does it actuallty tell us? Itis much more interesting if not only your
employees satisfaction but also their employeement engagement employee
commitment, motivation and productivity is mapped. With this you will be
able to see what is going well and what can be improved upon. Engagement
and commitment are particularly interesting aspects to measure. Engaged
and committed employees deliver more but cost the same as those
employees who don’t show these qualities.
Why conduct an employee survey?

2. To get the best results, involve your employees in the survey.

The success of an employee survey is based on the response rate. If only a
small amount of employees fill in the questionnaire you will not have a true
reflection of your organisation , making it difficult to properly interpret the
results. Effectory therefore recommends that you involve your employees
during all stages of the survey. When you are setting up the survey, ask your
employees if they would like to be involved in thinking about the aim of the
survey and which questions need to be asked. This will not only provide you
with interesting input, you will also immediately receive support from within

20
 the organisation. Next, during the response phase, be sure to frequently
communicate the fact that the questionnaire can be filled in. Make enquires
among staff why they are filling it in or not and use this information to
stimulate them. Inform all employees about the results of the survey as soon
as they are know. Next, start working together with them to improve things.

3. Guarantees anonymity.
Guaranteeing anonymity is key to getting a high response rate. Your aim as
an organisation is to find out what is really happening on the work floor and
to not get socially acceptable answers. Anonymity is therefore very
important. When carrying out a digital survey, use a secure server. If you’ve
chosen for paper questionnaires we recommend you set up a freepost address
to which the questionnaries can be sent. Also, make sure you make it
absolutely clear that the survey is really anonymous to convince people to
take part. This is the reason why many organisations use an outside agency.

THE DON’TS

1. Draw up a questionnaire yourself.

If you set a questionnaire yourself you most probably are not using validated
questions. It is then very difficult to analyse the results and create usable
reports. Also, be careful with the way the questions are phrased. The
questions must be objective and not steer people in a certain direction.
Therefore you should always use a set of validated questions for your survey
to be successful.

2. Only look at your own results.

If you only look at your own organization’s results, it is very hard to
evaluate the scores. For example- You might score 6.2 for motivation and
7.3 for employee satisfaction. What do this scores tell us? You must
therefore always put your scores in perspective. Use a brenchmark against
which you can compare your results. If you, for instance, set your motivation
score of 6.2 against the national average of 7.1, you will know that
improvement is possible. Benchmark figures are therefore very useful to use
in your reports.

21
 3. Only share the results with the management.
The employee satisfaction survey will supply you and your management
with ampel management information. However, do not forget to share the
results with your workforce and involve them in the creation of an action
plan. If the results are limited to the management, the workforce will not feel
involved which could in turn lead to resistance. It will also be hard to
stimulate your employees to fill in the questionnaire for the next survey. If
you setup an action plan together with your employees the chance of it
succeeding will be much greater.

International journal of Management Invention:

According to Binoy joseph, April (2009).

 Studies in the article points out that, the structure of welfare states rests on a
social security fabric. Government, employers, trade unions have done a lot
to promote the betterment of workers conditions.

 Discussing the importance of employee welfare David, A Decenzo (2001)

said: Resource Management explained the various benefits and services
provided by the companies to their employees. According to them, the
legally required benefits and services.

 They include social security premiums, unemployment compensation,

workers compensation and state disability programs. They felt that the cost
of the voluntary benefits offered appears to be increasing.

22
 Review Of Research Paper

According to Prof.C. Balaji, Feb (2013)

 Job satisfaction is ganerally recognized as a multifaceted construct that includes

employees feeling about a variety of both intrinsic and extrinsic job elements.

 It encompasses specific aspect of satisfaction related to pay, benefited,

prompotion, work conditions, supervision, organizational practices and
relationship with co-workers (According to Misener et al., 1996).

 Productivity, on the other hand, means goods and services produced in a

specificed period of time in relation to the resources utilized (Singh, 2009).
Thereby, factors like incentives, rewards and welfare are the most preferred
factors for employee motivation programs. This paper is an attempt that focuses
factors for employee motivation programs. This paper is an attempt that focuses
on how incentives, rewards and employee welfare influence employee job
satisfaction and productivity.

 Promotional Opportunities, Work Environment, Operating Procedures,

Recognition, Recreational facilities, Satisfaction with compensation,
Satisfaction with security, Satisfaction with incentives, Satisfaction with growth
and Sense of achievement was measured through promotion satisfaction items
of Job Satisfaction Survey which was developed by Spector (1985) ranging
from the strongly disagree (1) to strongly agree (2) and from Job Diagonostic
Survey by Hackman and Oldham (1974) which were on Likert scale ranged
from 1 (extremely dissatisfied) to 5 (extremely satisfied).

23
 CHAPTER 4
RESEARCH METHODOLOGY

24
 OBJECTIVES OF THE STUDY

 To study the various factors affecting employee’s satisfaction.

 To study the Management – Employee’s relationship.

 To study the various facilities available to the employees.

 To study their satisfactional level.

 To study the various schemes available to the employees.

25
 SCOPE OF THE STUDY

The present study has been undertaken to study and find out employees
satisfaction in Manisha Enterprises. It is helpful to identify the employee level of
satisfaction towards motivation. The study is helpful to the organization for
identifying the area of dissatisfaction of the employee. Through the study,
company would come to know the satisfaction level of employee.

26
 HYPOTHESIS OF THE STUDY

 In my opinion, the success of every organization depends almost on

employee, because employees are the backbone of the organization.

 An organization should provide all facilities and employee welfare scheme

to the employees, so that they are happy with their job and work with more
enthusiasm.

 Employees satisfaction is very important for every organization, majority of

the workers said that they are happy with their job in Manisha Enterprises.

 As Employee is one of the important factors of production, it requires

continuous review of advancement of it future. Land, Labour, Capital and
Entrepreneurship this are the four factors of production, among this each
employee is more sensitive factor as it includes role of human being.
Manisha Enterprises handle their workers with very sensitively.

 Manisha Enterprises helps their workers in their needs or whenever they face
problem relating to work, an enterprises solve it and also explain the solution
to them.

 The practical implementation of payment of Bonus Act also difficult

phenomena.

27
 RESEARCH DESIGN

RESEARCH METHODOLOGY
Research in common parlancde refer to search for knowledge, one can also define
research as a scientific and systematic search for pertinment. Information on a
scientific topic

According to clifford woody research “comprises defining and redefining

problems, formulating hypothesis or suggested solutions, collecting,organizing and
evaluation data, marking deductions and reaching and conclusions, and at last
carefully testing the conclusion of determine whether they fit the formulating
hypothesis.”

RESEARCH DESIGN

For this research study a descriptive research design was used the factors that are
affecting the employees in work environment is studies and the findings were
described in detail. The statistical tools like Chi-square test were applied for data
analysis.

28
SAMPLE DESIGN

SAMPLING

 NON RANDOM SAMPLING

Non-probablity sampling is that sampling procedure which does not afford
any basis for estimating the probability that each
item in the population has of being included in the sample. Non-probability
sampling is also know by different names such as deliberate sampling,
purposive sampling and judgment sampling.

 JUDGEMENT SAMPLING
In judgement sampling the researcher’s judgement is used for selecting
items, which he considers as representative of the population. The researcher
has used judgement-sampling method for selecting 12 respondents from
Manisha Enterprises, judgement sampling is used quite frequently in
qualitative research where the desire happens to be, to develop hypothesis
rather than to generalize to large population.

29
 LIMITATIONS OF THE STUDY

 The present study is limited to Manufacturing Industry.

 A single industry in Bhosari MIDC in Pimpri City.

 Due to time constraints only limited population is taken for the study.

 The biased view of the respondent is another cause of the limitation.

30
 CHAPTER 5
DATA COLLECTION

31
SECONDARY DATA

32
 SECONDARY DATA

DEFINITION OF JOB SATISFACTION:

A more recent definition of the concept of job satisfaction is from Hulin and Judge
(2003), who have noted that job satisfaction includes
multidimensional psychological responses to an individual's job, and that these
personal responses have cognitive (evaluative), affective (or emotional), and
behavioral components. Job satisfaction scales vary in the extent to which they
assess the affective feelings about the job or the cognitive assessment of the job.
Affective job satisfaction is a subjective construct representing an emotional
feeling individuals have about their job. Hence, affective job satisfaction for
individuals reflects the degree of pleasure or happiness their job in general induces.
Cognitive job satisfaction is a more objective and logical evaluation of various
facets of a job. Cognitive job satisfaction can be unidimensional if it comprises
evaluation of just one facet of a job, such as pay or maternity leave, or
multidimensional if two or more facets of a job are simultaneously evaluated.
Cognitive job satisfaction does not assess the degree of pleasure or happiness that
arises from specific job facets, but rather gauges the extent to which those job
facets are judged by the job holder to be satisfactory in comparison with objectives
they themselves set or with other jobs. While cognitive job satisfaction might help
to bring about affective job satisfaction, the two constructs are distinct, not
necessarily directly related, and have different antecedents and consequences.

Job satisfaction can also be seen within the broader context of the range of issues
which affect an individual's experience of work, or their quality of working life.
Job satisfaction can be understood in terms of its relationships with other key
factors, such as general well-being, stress at work, control at work, home-work
interface, and working conditions.

33
HISTORY
The assessment of job satisfaction through employee anonymous surveys became
commonplace in the 1930s. Although prior to that time there was the beginning of
interest in employee attitudes, there were only a handful of studies
published. Latham and Budworth note that Uhrbrock in 1934 was one of the first
psychologists to use the newly developed attitude measurement techniques to
assess factory worker attitudes. They also note that in 1935 Hoppock conducted a
study that focused explicitly on job satisfaction that is affected by both the nature
of the job and relationships with coworkers and supervisors.

MODELS (METHODS) OF JOB SATISFACTION:

Affect theory:
Edwin A. Locke‟s Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is
determined by a discrepancy between what one wants in a job and what one has in
a job. Further, the theory states that how much one values a given facet of work
(e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one
becomes when expectations are/aren‟t met. When a person values a particular facet
of a job, his satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not met), compared to
one who doesn‟t value that facet. To illustrate, if Employee A values autonomy in
the workplace and Employee B is indifferent about autonomy, then Employee A
would be more satisfied in a position that offers a high degree of autonomy and
less satisfied in a position with little or no autonomy compared to Employee B.
This theory also states that too much of a particular facet will produce stronger
feelings of dissatisfaction the more a worker values that facet.

Dispositional approach:
The dispositional approach suggests that individuals vary in their tendency to be
satisfied with their jobs, in other words, job satisfaction is to some extent an
individual trait. This approach became a notable explanation of job satisfaction in
light of evidence that job satisfaction tends to be stable over time and across
careers and jobs. Research also indicates that identical twins raised apart have
similar levels of job satisfaction.

34
A significant model that narrowed the scope of the dispositional approach was
the Core Self-evaluations Model, proposed by Timothy A. Judge, Edwin A. Locke,
and Cathy C. Durham in 1997. Judge et al. argued that there are four Core Self-
evaluations that determine one‟s disposition towards job satisfaction: self-esteem,
general self-efficacy, locus of control, and neuroticism. This model states that
higher levels of self-esteem (the value one places on his/her self) and general self-
efficacy (the belief in one‟s own competence) lead to higher work satisfaction.
Having an internal locus of control (believing one has control over her\his own
life, as opposed to outside forces having control) leads to higher job satisfaction.
Finally, lower levels of neuroticism lead to higher job satisfaction.

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

1. Benevolent-Satisfied when they are under-rewarded compared with co-

workers
2. Equity sensitive-Believe everyone should be fairly rewarded
3. Entitled-People believe that everything they receive is their just due

35
Discrepancy theory:
The concept of discrepancy theory is to explain the ultimate source of anxiety and
dejection. An individual who has not fulfilled his responsibility feels the sense of
anxiety and regret for not performing well. They will also feel dejection due to not
being able to achieve their hopes and aspirations. According to this theory, all
individuals will learn what their obligations and responsibilities are for a particular
function, and if they fail to fulfill those obligations then they are punished. Over
time, these duties and obligations consolidate to form an abstracted set of
principles, designated as a self-guide. Agitation and anxiety are the main responses
when an individual fails to achieve the obligation or responsibility. This theory
also explains that if achievement of the obligations is obtained then the reward can
be praise, approval, or love. These achievements and aspirations also form an
abstracted set of principles, referred to as the ideal self guide. When the individual
fails to obtain these rewards, they begin to have feelings of dejection,
disappointment, or even depression.

Two-factor theory (motivator-hygiene theory):

Frederick Herzberg‟s two-factor theory (also known as motivator-hygiene theory)
attempts to explain satisfaction and motivation in the workplace. This theory states
that satisfaction and dissatisfaction are driven by different factors – motivation and
hygiene factors, respectively. An employee‟s motivation to work is continually
related to job satisfaction of a subordinate. Motivation can be seen as an inner
force that drives individuals to attain personal and organizational goals
(Hoskinson, Porter, & Wrench, p. 133). Motivating factors are those aspects of the
job that make people want to perform, and provide people with satisfaction, for
example achievement in work, recognition, promotion opportunities. These
motivating factors are considered to be intrinsic to the job, or the work carried
out. Hygiene factors include aspects of the working environment such as pay,
company policies, supervisory practices, and other working conditions.
While Herzberg's model has stimulated much research, researchers have been
unable to reliably empirically prove the model, with Hackman & Oldham
suggesting that Herzberg's original formulation of the model may have been a
methodological artifact. Furthermore, the theory does not consider individual
differences, conversely predicting all employees will react in an identical manner
to changes in motivating/hygiene factors. Finally, the model has been criticised in
that it does not specify how motivating/hygiene factors are to be measured.

36
Job Characteristics Model:
Hackman & Oldham proposed the job characteristics model, which is widely used
as a framework to study how particular job characteristics impact job outcomes,
including job satisfaction. The five core job characteristics can be combined to
form a motivating potential score (MPS) for a job, which can be used as an index
of how likely a job is to affect an employee's attitudes and behaviors. Not everyone
is equally affected by the MPS of a job. People who are high in growth need
strength (the desire for autonomy, challenge and development of new skills on the
job) are particularly affected by job characteristics. A meta-analysis of studies that
assess the framework of the model provides some support for the validity of the
JCM.

37
FACTORS THAT INFLUENCE JOB SATISFACTION:

A. Environmental Factors:
Communication overload and underload:
One of the most important aspects of an individual‟s work in a
modern organization concerns the management of communication demands that he
or she encounters on the job. Demands can be characterized as a communication
load, which refers to “the rate and complexity of communication inputs an
individual must process in a particular time frame.” Individuals in an organization
can experience communication over-load and communication under- load which
can affect their level of job satisfaction. Communication overload can occur when
“an individual receives too many messages in a short period of time which can
result in unprocessed information or when an individual faces more complex
messages that are more difficult to process.” Due to this process, “given an
individual‟s style of work and motivation to complete a task, when more inputs
exist than outputs, the individual perceives a condition of overload which can be
positively or negatively related to job satisfaction. In comparison, communication
under load can occur when messages or inputs are sent below the
individual‟s ability to process them.” According to the ideas of communication
over-load and under-load, if an individual does not receive enough input on the job
or is unsuccessful in processing these inputs, the individual is more likely to
become dissatisfied, aggravated, and unhappy with their work which leads to a low
level of job satisfaction.

Superior-subordinate communication:
Superior-subordinate communication is an important influence on job satisfaction
in the workplace. The way in which subordinates perceive a supervisor's behavior
can positively or negatively influence job satisfaction. Communication behavior
such as facial expression, eye contact, vocal expression, and body movement is
crucial to the superior-subordinate relationship (Teven, p. 156). Nonverbal
messages play a central role in interpersonal interactions with respect to impression
formation, deception, attraction, social influence, and emotional. Nonverbal
immediacy from the supervisor helps to increase interpersonal involvement with
their subordinates impacting job satisfaction. The manner in which supervisors
communicate with their subordinates non-verbally may be more important than the
verbal content (Teven, p. 156). Individuals who dislike and think negatively about

38
their supervisor are less willing to communicate or have motivation to work
whereas individuals who like and think positively of their supervisor are more
likely to communicate and are satisfied with their job and work environment. A
supervisor who uses nonverbal immediacy, friendliness, and open communication
lines is more likely to receive positive feedback and high job satisfaction from a
subordinate. Conversely, a supervisor who is antisocial, unfriendly, and unwilling
to communicate will naturally receive negative feedback and create low job
satisfaction in their subordinates in the workplace.

Strategic employee recognition:

A Watson Wyatt Worldwide study identified a positive outcome between a
collegical and flexible work environment and an increase in shareholder value.
Suggesting that employee satisfaction is directly related to financial gain. Over 40
percent of the companies listed in the top 100 of Fortune magazine‟s, “America‟s
Best Companies to Work For” also appear on the Fortune 500. It is possible that
successful workers enjoy working at successful companies, however, the Watson
Wyatt Worldwide Human Capital Index study claims that effective human
resources practices, such as employee recognition programs, lead to positive
financial outcomes more often than positive financial outcomes lead to good
practices.
Employee recognition is not only about gifts and points. It's about changing
the corporate culture in order to meet goals and initiatives and most importantly to
connect employees to the company's core values and beliefs. Strategic employee
recognition is seen as the most important program not only to improve employee
retention and motivation but also to positively influence the financial situation. The
difference between the traditional approach (gifts and points) and strategic
recognition is the ability to serve as a serious business influencer that can advance
a company‟s strategic objectives in a measurable way. "The vast majority of
companies want to be innovative, coming up with new products, business models
and better ways of doing things. However, innovation is not so easy to achieve. A
CEO cannot just order it, and so it will be. You have to carefully manage an
organization so that, over time, innovations will emerge.

39
B. Individual factors:
Emotion:
Mood and emotions at work are related to job satisfaction. Moods tend to be longer
lasting but often weaker states of uncertain origin, while emotions are often more
intense, short-lived and have a clear object or cause.
Some research suggests moods are related to overall job satisfaction. Positive and
negative emotions were also found to be significantly related to overall job
satisfaction.
Frequency of experiencing net positive emotion will be a better predictor of
overall job satisfaction than will intensity of positive emotion when it is
experienced.
Emotion work (or emotion management) refers to various types of efforts to
manage emotional states and displays. Emotion management includes all of the
conscious and unconscious efforts to increase, maintain, or decrease one or more
components of an emotion. Although early studies of the consequences of
emotional work emphasized its harmful effects on workers, studies of workers in a
variety of occupations suggest that the consequences of emotional work are not
uniformly negative.
It was found that suppression of unpleasant emotions decreases job satisfaction
and the amplification of pleasant emotions increases job satisfaction.
The understanding of how emotion regulation relates to job satisfaction concerns
two models:

1. Emotional dissonance:-
Emotional dissonance is a state of discrepancy between public displays of
emotions and internal experiences of emotions, that often follows the
process of emotion regulation. Emotional dissonance is associated with high
emotional exhaustion, low organizational commitment, and low job
satisfaction.

2. Social interaction model:-

Taking the social interaction perspective, workers‟ emotion regulation might
beget responses from others during interpersonal encounters that
subsequently impact their own job satisfaction. For example: The
accumulation of favorable responses to displays of pleasant emotions might
positively affect job satisfaction.

40
Genetics:
It has been well documented that genetics influence a variety of individual
differences.[45] Some research suggests genetics also play a role in the intrinsic,
direct experiences of job satisfaction like challenge or achievement (as opposed to
extrinsic, environmental factors like working conditions). One experiment used
sets of monozygotic twins, reared apart, to test for the existence of genetic
influence on job satisfaction. While the results indicate the majority of the variance
in job satisfaction was due to environmental factors (70%), genetic influence is still
a minor factor. Genetic heritability was also suggested for several of the job
characteristics measured in the experiment, such as complexity level, motor skill
requirements, and physical demands.

Personality:
Some research suggests an association between personality and job
satisfaction. Specifically, this research describes the role of negative
affectivity and positive affectivity. Negative affectivity is related strongly to the
personality trait of neuroticism. Individuals high in negative affectivity are more
prone to experience less job satisfaction. Positive affectivity is related strongly to
the personality trait of extraversion. Those high in positive affectivity are more
prone to be satisfied in most dimensions of their life, including their job.
Differences in affectivity likely impact how individuals will perceive objective job
circumstances like pay and working conditions, thus affecting their satisfaction in
that job.
There are two personality factors related to job satisfaction, alienation and locus of
control. Employees who have an internal locus of control and feel less alienated
are more likely to experience job satisfaction, job involvement and organizational
commitment. A meta-analysis of 187 studies of job satisfaction concluded that
high satisfaction was positively associated with internal locus of control. The study
also showed characteristics like high machiavellianism, narcissism, trait
anger, type A personality dimensions of achievement striving and
impatience/irritability, are also related to job satisfaction.

Psychological well-being:
Psychological well-being (PWB) is defined as “the overall effectiveness of an
individual‟s psychological functioning” as related to primary facets of one‟s life:
41
work, family, community, etc. There are three defining characteristics of PWB.
First, it is a phenomenological event, meaning that people are happy when they
subjectively believe themselves to be so. Second, well-being involves some
emotional conditions. Particularly, psychologically well people are more prone to
experience positive emotions and less prone to experience negative emotions.
Third, well-being refers to one's life as a whole. It is a global evaluation. PWB is
primarily measured using the eight-item Index of Psychological Well-Being
developed by Berkman (IPWB). IPWB asks respondents to reply to a series a
questions on how often they felt “pleased about accomplishing something,”
“bored,” “depressed or unhappy,” etc.
PWB in the workplace plays an important role in determining job satisfaction and
has attracted much research attention in recent years. These studies have focused
on the effects of PWB on job satisfaction as well as job performance. One study
noted that because job satisfaction is specific to one‟s job, the research that
examined job satisfaction had not taken into account aspects of one‟s life external
to the job. Prior studies had focused only on the work environment as the main
determinant of job satisfaction. Ultimately, to better understand job satisfaction
(and its close relative, job performance), it is important to take into account an
individual‟s PWB. Research published in 2000 showed a significant
correlation between PWB and job satisfaction (r = .35, p < .01). A follow-up study
by the same authors in 2007 revealed similar results (r = .30, p < .01). In addition,
these studies show that PWB is a better predictor of job performance than job
satisfaction alone.

42
 Measuring Of Job Satisfaction

The majority of job satisfaction measures are self-reports and based on multi-item
scales. Several measures have been developed over the years, although they vary in
terms of how carefully and distinctively they are conceptualized with respect to
affective or cognitive job satisfaction. They also vary in terms of the extent and
rigour of their psychometric validation.
The Brief Index of Affective Job Satisfaction (BIAJS) is a 4-item, overtly
affective as opposed to cognitive, measure of overall affective job satisfaction. The
BIAJS differs from other job satisfaction measures in being comprehensively
validated not just for internal consistency reliability, temporal stability, convergent
and criterion-related validities, but also for cross-population invariance by
nationality, job level, and job type. Reported internal consistency reliabilities range
between .81 and .87.
The Job Descriptive Index (JDI), is a specifically cognitive job satisfaction
measure. It measures one‟s satisfaction in five facets: pay, promotions and
promotion opportunities, coworkers, supervision, and the work itself. The scale is
simple, participants answer either yes, no, or can‟t decide (indicated by „?‟)
in response to whether given statements accurately describe one‟s job.
Other job satisfaction questionnaires include: the Minnesota Satisfaction
Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The
MSQ measures job satisfaction in 20 facets and has a long form with 100 questions
(five items from each facet) and a short form with 20 questions (one item from
each facet). The JSS is a 36 item questionnaire that measures nine facets of job
satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used
widely, measured overall job satisfaction with just one item which participants
respond to by choosing a face.

43
 Relationships and Practical Implications

Job satisfaction can be indicative of work behaviors such as organizational

citizenship, and withdrawal behaviors such as absenteeism, and turnover. Further,
job satisfaction can partially mediate the relationship of personality variables and
deviant work behaviors.
One common research finding is that job satisfaction is correlated with life
satisfaction. This correlation is reciprocal, meaning people who are satisfied with
life tend to be satisfied with their job and people who are satisfied with their job
tend to be satisfied with life. In fact, a 2016 Flex Jobs survey revealed 97% of
respondents believe a job that offered flexibility would positively impact their
lives, 87% think it would help lower stress and 79% think the flexibility would
help them live healthier. Additionally, a second survey of 650 working parents
revealed that flexible work arrangements can positively affect people‟s personal
health, as well as improve their romantic relationships and 99% of respondents
believe a flexible job would make them a happier person in general. However,
some research has found that job satisfaction is not significantly related to life
satisfaction when other variables such as nonwork satisfaction and core self-
evaluations are taken into account.
An important finding for organizations to note is that job satisfaction has a rather
tenuous correlation to productivity on the job. This is a vital piece of information
to researchers and businesses, as the idea that satisfaction and job performance are
directly related to one another is often cited in the media and in some non-
academic management literature. A recent meta-analysis found surprisingly low
correlations between job satisfaction and performance. Further, the meta-analysis
found that the relationship between satisfaction and performance can be moderated
by job complexity, such that for high-complexity jobs the correlation between
satisfaction and performance is higher than for jobs of low to moderate complexity.
Additionally, one longitudinal study indicated that among work attitudes, job
satisfaction is a strong predictor of absenteeism, suggesting that increasing job
satisfaction and organizational commitment are potentially good strategies for
reducing absenteeism and turnover intentions. Recent research has also shown that
intention to quit alone can have negative effects on performance, organizational
deviance, and organizational citizenship behaviours. In short, the relationship of
satisfaction to productivity is not as straightforward as often assumed and can be
influenced by a number of different work-related constructs, and the notion that "a
happy worker is a productive worker" should not be the foundation of

44
organizational decision-making. For example, employee personality may even be
more important than job satisfaction in regards to performance.

Absenteeism

Numerous studies have been done to show the correlation of job satisfaction and
absenteeism. For example, Goldberg and Waldman looked at absenteeism in two
dimensions as total time lost (number of missed days) and the frequency of time
lost. Self-reported data and records-based data were collected and compared.
Following absenteeism measures were evaluated according to absenteeism
predictors.

1. Self-report time lost

2. self-reported frequency
3. records-based time lost
Only three categories of predictors had a significant relationship ratio and were
taken in account further:

 Health
 Wages
 Position level
This research results revealed that absenteeism cannot be predicted by job
satisfaction, although other studies have found significant relationships.

45
PRIMARY DATA

46
 QUESTIONNAIRE

Q1. When Manisha Enterprises was Established?

Ans. In 1990

Q2. What are the products of Manisha Enterprises?

Ans. Machining job work, Spare Part, Enginering Work and Wheels.

Q3. How many Employees are in Manisha Enterprises?

Ans. There are 12 employees working in Manisha Enterprises.

Q4. What is the Type of Business?

Ans. It is a Manfacturing Company.

Q5. Where the Products of Manisha Enterprises Supply?

Ans. The Products of Manisha Enterprises are Supply to Laxmi Engineering, Om

Sai, and Shri Guru.

Q6. Which Type of Company is Manisha Enterprises?

Ans. It is a Private company.

Q7. Which Facilities are provided by Manisha Enterprises?

Ans. Medical Facility, Yearly Bonus are the facilities provided by Manisha
Enterprises.

Q8. What is the length of the standard working week?

Ans. 6 Working Days.

Q9. What Manisha Enterprises do for Employee Welfare?

Ans. Their provide Bonus to their Workers and Employee.

Q10. Does Manisha Enterprises provides any scheme for employee welfare?

47
Ans. They provide us Health Camp and Yearly Tour.

Q11. Does your organization have a Non - Contributory Scheme?

Ans. Most of them said yes but few of employees said that Non – Contributory
Schemes are not well implemented.

Q12. Does your organization have a Pension Scheme?

Ans. No.

Q13. What is annual holiday entitled for employees in your organization?

Ans. 15 Casual leave and 2 a sick leave.

Q.14. Does your organization pay bonus every year?

Ans. All the Employees who have worked at the organization continuously for
more than 6 months are entitled for the bonus.

Q.15. Does these Schemes reduce your mental as well as financial

burden? Ans. Yes, too a extent these scheme reduce our financial problem.

Q.16. Are the schemes well managed by the management?

Ans. Mostly schemes are well managed.

Q.17. Does your organization provide canteen

facility? Ans. No.

Q.18. Are you happy with sickness benefit you

get? Ans. Yes.

48
 EMPLOYEE BENEFITS TEMPLATE

1. How comfortable is your employer’s work environment?

o Extremely Comfortable
 Very Comfortable
o Moderately Comfortable
o Slightly Comfortable
o Not at all Comfortable

2. Are you satisfied with your options for getting to and from work
neither satisfied nor satisfied them or dissatisfied with them?
 Extremely Satisfied
o Moderately Satisfied
o Slightly Satisfied
o Neither Satisfied Nor Dissatisfied
o Slightly Dissatisfied
o Moderately Dissatisfied

3. How fair is your employer’s sick day policy?

o Extremely Fair
 Very Fair
o Moderately Fair
o Slightly Fair
o Not at all Fair

49
 MANAGEMENT PERFORMANCE TEMPLATE

1. How approachable is your supervisor?

o Extremely approachable
 Very approachable
o Moderately approachable
o Slightly approachable
o Not at all approachable

2. How clearly does your supervisor explain the company business plans?
o Extremely clearly
 Very clearly
o Moderately clearly
o Slightly clearly
o Not at all clearly

3. How realistic are the expectation of your supervisor?

o Extremely realistic
o Very realistic
 Moderately realistic
o Slightly realistic
o Not at all realistic

4. How much support the company is management able to get form the
community?
o A great deal
o A lot
 A moderate amount
o A little
o None at all

50
5. How effectively does your supervisor use company resources?
o Extremely effective
 Very effective
o Moderately effective
o Slightly effective
o Not at all effective

51
 EMPLOYEE EXIT TEMPLATE

1. How effectively were your skills put to use at this company?

o Extremely effective
 Very effective
o Moderately effective
o Slightly effective
o Not at all effective

2. How easy was it to get the resources you needed to do your job well at this
company?
o Extremely easy
 Very easy
o Moderately easy
o Slightly easy
o Not at all easy

3. How well were you paid for the work you did at this company?
o A great deal
 A lot
 A moderate amount
o A little
o None at all

4. How well did your supervisor handle employee problems?

o Extremely well
o Very well
 Moderately well
o Slightly well
o Not at all well

52
5. How well did the members of your team work together to reach a common
goal?
o Extremely well
 Very well
o Moderately well
o Slightly well
o Not at all well

53
 CHAPTER 6
DATA ANALYSIS & INTERPRETATION

54
 1. How comfortable is your employer’s work environment?

Analysis:

Comfort Level No. of Respondents Percentage (%)

Extremely Comfortable 3 25
Very Comfortable 5 41.67
Moderately Comfortable 3 25
Slightly Comfortable 1 8.33
Not all Comfortable 0 0
TOTAL 12 100

No. of Respondents Percentage (%)

41.67
45
40
35
30
25 25 25
20
15
10
5
0 8.33
5
3 3
1

Extremely Very Comfortable Moderately Slightly

Comfortable Comfortable Comfortable

 Interpretation:
Out of total respondent, the researcher found that the maximum employees are
very comfortable with work environment. Whereas 25% of the employees are
extremely and moderately comfortable with work environment but
simultaneously, the 8.33% employees are slightly comfort able.

55
 2. How Fair is your employer’s Sick Day Policy?

Analysis:

Comfort Level No. of Respondents Percentage (%)

Extremely Fair 4 33.33
Very Fair 3 25.00
Moderately Fair 3 25.00
Slightly Fair 1 8.33
Not at all Fair 1 8.33
TOTAL 12 100

No. of Respondents Percentage (%)

33.33
35

30
25 25
25

20

15
8.33 8.33
10
4 3 3
5
1 1
0
Extremely Fair Very Fair Moderately FairSlightly Fair Not at all Fair

 Interpretation:
Out of total respondent, the researcher found that maximum respondent said
that the employer‟s sick day policy is extremely fair. Whereas 25% of the
respondent said that it is very and moderately fair. At the same time, 8.33%
said it is slightly fair and remaining respondent said it is not at all fair.

56
3. How approachable is your employer?

Analysis:

Approachable level No. of Respondents Percentage (%)

Extremely
3 25.00
Approachable
Very Approachable 5 41.66
Moderately
2 16.67
Approachable
Slightly Approachable 2 16.67
Not at all Approachable 0 0
TOTAL 12 100

No. of Respondents Percentage (%)

ExtremelyVery ApproachableModerately Slightly Not at all

ApproachableApproachable Approachable Approachable

 Interpretation:
Out of total respondent, the researcher found that 41.66% of the respondents
said that their employer is very approachable. Whereas, 25% said that he is
extremely approachable. 16.67% of the respondents said that their employer is
slightly approachable. At the same time, 16.67% of the respondents said he is
moderately approachable.

57
4. Was your employer’s Health Insurance Plan better, worse or about the same as
those of other employers?

Analysis:

Opinions No. of Respondents Percentage (%)

Much Better 6 50.00
Somewhat Better 3 25.00
Slightly Better 2 16.67
Slighty Worse 0 0
Somewhat Worse 1 8.33
TOTAL 12 100

No. of Respondents Percentage (%)

50

25

16.67

8.33
6
3 2
0 0 1

Much Better Somewhat Slightly BetterSlighty Worse Somewhat

Better Worse

 Interpretation:
The researcher found that 50% of the respondents said that the Employer’s
Health Insurance Plan is Much better. 25% said that it is somewhat better then
other employers. 16.67% said that it is slightly better. The remaining 8.33%
said it is somewhat worse.

58
 5. How well does management handle political issues that affect the company?

Analysis:

Opinions No. of Respondents Percentage (%)

Extremely Well 3 25.00
Very Well 2 16.67
Moderately Well 4 33.33
Slightly Well 2 16.67
Not at all Well 1 8.33
TOTAL 12 100

No. of Respondents Percentage (%)

33.33

25

16.67
16.67

3 8.33
2 4
2
1
Extremely
Well Very Well
Moderately
Well Slightly Well
Not at all
Well

 Interpretation:
The Researcher found that maximum of the respondents said that the
management handles the political isssued Moderately well i.e. 33.33%.
Whereas, 16.67 % of the respondents said that it very well and 25% said it
Extremely well. 16.67% said it as Slightly well. 8.33% respondents said that
the management is not at all well at handling political issues.

59
 6. How effective is management at public relations?

Analysis:

Opinions No. of Respondents Percentage (%)

Extremely Effective 5 41.67
Very Effective 4 33.33
Moderately Effective 1 8.33
Slightly Effective 2 16.67
Not at all Effective 0 0
TOTAL 12 100

No. of Respondents
0

Extremely Effective
5 Very Effective Moderately Effective Slightly Eff
1
Not at all Effective

 Interpretation:
Out of the total respondent, the researcher found that 41.67% of the
respondents said that the management is Extremely effective at public
relations. And 33.33% said that it is very effective. 8.33% said it to be
Moderately effective. Only 16.67% said that the management is Slightly
effective. And none of the respondents said it not at all effective.

60
 7. Does your employer spend too much money to meet short-term goals, too
little money or about the right amount of money?

Analysis:

Opinions No. of Respondents Percentage (%)

Somewhat too much 3 25.00
Slightly too much 2 16.67
About the right amount 5 41.67
Slightly too little 1 8.33
Somewhat too little 1 8.33
TOTAL 12 100

No. of Respondents
Somewhat too little
9% Somewhat too
much 27%
Slightly too little
14%

Slightly too much

About the right 18%
amount 32%

 Interpretation:
Researcher found that the 27% of the respondents said that the management
spends somewhat too much money to meet short-term goals. Maximum of
the respondents said that the management spends about the right amount on
short-term goals. Only 18% said that the management spends Slightly too
much on meeting short-term goals. 9% of the respondents said that the
management spends somewhat too liitle for short-term goals. The remaining
14% said that the management spends slightly too little money fort short-
term goals.

61
 8. Overall, Did you like working with your employer, neither like nor dislike it
or dislike it?

Analysis:

Opinions No. of Respondents Percentage (%)

Liked a great deal 2 16.67
Liked a moderate
6 50.00
amount
Liked a little 1 8.33
Neither liked nor
2 16.67
disliked
Disliked a little 1 8.33

No. of Respondents

8%
17%
Liked a great deal
17% Liked a moderate amount Liked a little
Neither liked nor disliked
Disliked a little
8%

50%

 Interpretation:
Researcher found that 17% of the respondents liked a great deal to work
with their employer. Whereas, 8% respondents liked a little. 17% respond
neither liked nor disliked to work with their employer. 50% liked a
Moderate. Remaining 4% disliked a little to work with their employer.

62
 9. Overall, how satisfied are you with your current job at Manisha Enterprises?

Analysis:

Opinions No. of Respondents Percentage (%)

Satisfied 4 33.33
Very Satisfied 5 41.67
Neutral 1 8.33
Dissatisfied 2 16.67
TOTAL 12 100

No. of Respondents
17%
33%
8%
Satisfied Very Satisfied Neutral
Dissatisfied
42%

 Interpretation:
Out of total respondent, the researcher found that the 33% of the respondents
are Satisfied with their current job at Manisha Enterprises. Whereas, 42%
respondents are very satisfied with their current job. 8% of the respondents
said it as a Neutral. 17% are the respondents that are dissatisfied with their
current job.

63
 10. Classification based on Year of Service.

Analysis:

Year of Service No. of Respondents Percentage (%)

Less than 5 7 58.33
5-10 3 25
10-15 2 16.67
TOTAL 12 100

Percentage (%)

25

16.67 Less than 5

05 to10
16.67
10 to 15

58.33

 Interpretation:
The researcher found that 58.33% of the resopondents were in the year of
service Less than 5 years. 25% of the respondents were in the year of service 5-
10 years. 16.67% of the respondents were in the year of service 10-15 years.

64
 CHAPTER 7
CONCLUSIONS AND FINDINGS

65
 CONCLUSIONS

 The recruitment process at Manisha Enterprises to some extent is done

objectively and therefore employees well aware about the organization
recruitment and selection policies.

 Most of the employees agree that environment is neat and cleans. A neat and
clean work place help employees to keep their mind free.

 The organization relies on job consultant for their hiring that reduces their
boundary of talent pool need for recruitment.

 Most of employees feel that the disparity is created by organization in

internal promotion through the external recruitment; this may lead to
employee dissatisfaction.

 Most of the employee agrees with the importance of behaviour based

interview for selection. It helps in selecting the candidate fit organization
culture.

 Most of employee agress that the knowledge based tests are more relevant for
non-technical jobs and less important for technical jobs.

 Researcher found all the workers, employees and employer come together
whenever there is some emergency and in general they are having good
relation between them.

 The relation between management and employees are peaceful and cordial.
In industrial meeting any problem related to workers or the working
condition get solved.

66
 FINDINGS

 Researcher found that majority of the employees i.e. 41% employees comes
under 30-40 of age group.

 58.33% of the employees are in the service for less than 5 years. 25% of the
employees are in the year of service 5-10 years. 16.67% of the employees
are in the year of service 10-15 years.

 75% of the employees are average satisfied with their working condition.

 66% of the employees have cordial relationship between management and

union.

 25% of the employees were Extremely comfortable with the employer’s

work environment. 41.67% of the employees were very comfortable with the
employer’s work environment. Whereas, 25% of the employees were
moderately comfortable. And 8.33% of the employees were slightly
comfortable. None of the employees are not at all comfortable.

 41.67% of the employees said that the management is extremely effective at

public relations. And 33.33% said that it is very effective. 8.33% said it to be
moderately effective. None of the employees said that the management is
not at all effective at public relations. Remaining 16.67% said that it is
slighlty effective.

 33.33% of the employees are satisfied to work with their employer. 8.33% of
the employees Netural to work with their employer. 41.67% of employees
are very satisfied and 16.67% are dissatisfied.

67
 CHAPTER 8
SUGGESTIONS AND RECOMMENDATIONS

68
 SUGGESTIONS AND RECOMMENDATIONS

 Manisha Enterprises should provide a more positive working environment.

So that the employees work more conveniently with peaceful mind.

 An enterprise have to motivate their employees by rewarding them for

achievement of the goal. Because of which the workers get more
encouragement to achieve the another goal.

 Training and Eduaction motivates people and make them more productive
and innovative. An enterprise should organised training programs for
employees for new work.

 There should be a continuous evaluation of the employees satisfaction and

determine what improvement they needs.

 There should be a smooth proper communication with efficient consultation

if any employee face problem with their work.

 An enterprise should always make arrangement for workers feedback.

Because of which an enterprise come to know about their workers
satisfaction and also determine what improvement needs.

 An enterprise should organised motivational seminar for their employees to

motivate them for achieving goals.

 An enterprise should involve employees while goal setting. Because of it,

the workers feel that they are the part of an enterprise.

69
 CHAPTER 9
SCOPE FOR FURTHER RESEARCH

70
 SCOPE FOR FURTHER RESEARCHER

 This study opens up new grounds for further research. Further studies can
address the issues to have more insights on the subjects.

 Studies can be done to find out the effect of Employee Satisfaction on

Organization. The organization grows with the help of employees.

 Further studies can extend to other schemes which can employer provide to
his employees so that their satisfaction level will increase and they can work
with more enthusiastic.

 Researcher found that if employees are satisfied with their job then they
work more efficiently and effectively. But one limitation is that human
wants are unlimited which never satisfied easily. Further studies can be do
for it.

71
 CHAPTER 10
BIBLIOGRAPHY / WEBLIOGRAPHY

72
 REFERENCE

“Organizational culture and leadership”, Schein, E.H., 1992, Jossey-Bass

Publishers, San Francisco, Pg No. 56

“Organizations evolving”, Aldrich, H., 1999, Sage Publications, London, Pg No.

24, 25.

“Commentary on the Workmen‟s Compensation Act 1923”, Choudhary, R.N.,

2003, Orient Publishing Company, New Delhi. Page no.89,90.

“The Industrial Economy of India”, Kuchhal, S.C., 1984, Chaitanaya Publishing

House, Allahabad. Page no.36.

“Leadership: What is it and how it is implicated in strategic change?”, Antonakis,

J., 2006, International Journal of Management Cases, 8(4), 4-20.

“Labour Welfare and Social Security Legislation in India”, Bhatnagar, Deepak,

1985, Deep & Deep Publication, New Delhi. Page no.205,206.

“Labour Problems in Indian Industry”, Giri, V.V., 1971, Asia Publishing House,
New Delhi. Page no.15.

“Organizational behavior. International Series in Industrial Engineering and

Management Science”, Applewhite, P. B., 1965. Engelwood Cliff, New Jersey,
Prentice Hall, Pg No. 46.

“Strategic human resource management: A guide to action”, Armstrong, M.,

2000, Kogan Page Publishers, London, Pg No. 95, 96, 97.

“Impact of employee participation on job satisfaction, employee commitment and

employee productivity. International Review of Business Research Papers, 3(2), 54
– 68.

“Job satisfaction: How people feel about their jobs and how it affects their
performance”, Cranny, C.J., Smith, P.C., & Stone, E.F., 1992, New York:
Lexington, Pg No. 167.

73
"Human Resource and Personnel Management", K. Ashwthappa, 1997, Chaitanaya
Publishing House, Allahabad. Page no. 104.

“The Discipline of Innovation”, Drucker, P., 1985, Harvard Business Review,

USA, Pg No. 63.

OTHER SOURCES:
 Internet.
 Journals.
 Newspapers.
 Company brochure.

74
 WEBLIOGRAPHY

WEBSITES VISITED:

 www.investopedial.com

 www,google.com

 http://www.lawnotes.in

 http://www.epfovadodera.com/human_resources.apex

 http://www.natrss.gov.in/about.html

 http://www.pib.nic.in

 http://www.performance-appraisal .com/intro.htm

 http://www.rsby.in

 http://www.issa.int/airs/about_issa/mission

 www.investopedial.com

 www.wikipedia.com

75