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  • 1. CHAPTER-11.1 INTRODUCTION There are many resources in an organization; human resource is one suchresource, which is highly essential. It is a matter of common knowledge that everybusiness organization depends for its effective functioning not so much on its material orfinancial resources as on its pool of able and willing human resources. Management of every organization should try to improve the morale of itsadvisors, which forms a pre-requisite to productivity and operations of the organization.It is very difficult for an organization to achieve its objective of high productivity andmore profit without the input of best performance of its human resource. An advisor cangive his best performance when he is committed towards his work for the organization. If the advisors are satisfied with their job and if they have high morale only thenthey can be enthusiastic and motivated to attain the goals and long-term objectives of theorganization. An organization can improve the morale of its advisor by formulatingsound HR functions, which stimulate the performance and maintain the commitment ofthe advisors towards the organization. It is also important for an organization to ensure the satisfaction and the morale ofthe advisors in frequent intervals so that the advisors are more satisfied with theirorganization and are willing to put their best performance on their job. It will result inhigh efficiency in their work with effectiveness, high quality of the work, low cost andless time consumption such that the organization can achieve any of their goals and theirlong-term objectives. 1
  • 2. 1.2 PURPOSE OF THE STUDY  The project has been assigned to allow the management of the company stronger insights into the positive and negative effects that their H.R. functions have on advisors.  This project also provides the basis to improve the strategies in order to enhance advisor’s performance.  This project is a part of my MBA curriculum. 2
  • 3. 1.3 SCOPE OF THE STUDY  Scope of the study deals with the effects of the current H.R. procedures on the performance of the advisors.  This project helps the management by giving clear information about the satisfaction and the morale level of the advisors.  It helps the Organization to know the factors, which can help in improving the morale and satisfaction level of the advisors. Thus by knowing the various factors effective strategies can be developed which can help in improving the performance and the productivity of the advisors by fulfilling their needs. 3
  • 4. 1.4 COMPANY PROFILE1.4.1 RELIANCE LIFE INSURANCE Reliance Life Insurance Company Limited is a part of Reliance Capital Ltd. of theReliance - Anil Dhirubhai Ambani Group. The company acquired 100 per centshareholding in AMP Sanmar Life Insurance Company in August 2005. Taking overAMP Sanmar Life provided Reliance Life Insurance a readymade infrastructure and aportfolio. AMP Sanmar Life Insurance was a joint venture between AMP, Australia and theSanmar Group. Headquartered in Chennai, AMP Sanmar had over 90 offices across thecountry, 9,000 agents, and more than 900 advisors. Reliance Capital is one of India’s leading private sector financial servicescompanies, and ranks among the top 3 private sector financial services and bankingcompanies, in terms of net worth. Reliance Capital has interests in asset management andmutual funds, stock broking, life and general insurance, proprietary investments, privateequity and other activities in financial services. Reliance Capital Limited (RCL) is a Non-Banking Financial Company (NBFC)registered with the Reserve Bank of India under section 45-IA of the Reserve Bank ofIndia Act, 1934. Reliance Capital sees immense potential in the rapidly growing financial servicessector in India and aims to become a dominant player in this industry and offer fullyintegrated financial services. Reliance Life Insurance is another step forward for Reliance Capital Limited tooffer need based Life Insurance solutions to individuals and Corporate. 4
  • 5. 1.4.2 ABOUT SH. DHIRUBHAI AMBANI Few men in history have made as dramatic a contribution to their country’seconomic fortunes as did the founder of Reliance, Sh. Dhirubhai H Ambani. Fewer stillhave left behind a legacy that is more enduring and timeless. As with all great pioneers, there is more than one unique way of describing thetrue genius of Dhirubhai: The corporate visionary, the unmatched strategist, the proudpatriot, the leader of men, the architect of India’s capital markets, the champion ofshareholder interest. But the role Dhirubhai cherished most was perhaps that of India’s greatest wealthcreator. In one lifetime, he built, starting from the proverbial scratch, India’s largestprivate sector enterprise. When Dhirubhai embarked on his first business venture, he had a seed capital ofbarely US$ 300 (around Rs 14,000). Over the next three and a half decades, he convertedthis fledgling enterprise into a Rs 60,000 crore colossus—an achievement which earnedReliance a place on the global Fortune 500 list, the first ever Indian private company todo so. Dhirubhai is widely regarded as the father of India’s capital markets. In 1977,when Reliance Textile Industries Limited first went public, the Indian stock market was aplace patronised by a small club of elite investors which dabbled in a handful of stocks. Undaunted, Dhirubhai managed to convince a large number of first-time retailinvestors to participate in the unfolding Reliance story and put their hard-earned moneyin the Reliance Textile IPO, promising them, in exchange for their trust, substantial returnon their investments. It was to be the start of one of great stories of mutual respect andreciprocal gain in the Indian markets. 5
  • 6. Under Dhirubhai’s extraordinary vision and leadership, Reliance scripted one ofthe greatest growth stories in corporate history anywhere in the world, and went on tobecome India’s largest private sector enterprise. Through out this amazing journey, Dhirubhai always kept the interests of theordinary shareholder uppermost in mind, in the process making millionaires out of manyof the initial investors in the Reliance stock, and creating one of the world’s largestshareholder families1.4.3 CHIEF EXECUTIVE OFFICER Mr. P Nandagopal joined Reliance Life Insurance Company Limited as CEO onOctober 4th, 2005 - the day the share holding of AMP Sanmar was transferred toReliance Capital Group. Prior to this, he was with Birla Sun Life Insurance as one of its foundingmembers. Working as Senior Vice-President, he was responsible for driving the AlternateChannels, Group Insurance and Pensions’ businesses. Mr. Nandagopal has over two decades of experience in the financial servicesindustry. Starting from Andhra Bank, he moved on to GIC and its subsidiaries - NewIndia Assurance and GIC Asset Management - managing various assignments in finance,underwriting, claims and mutual fund marketing. Later he shifted to DSP Merrill Lynch as Head of its Retail Sales Channels andthen to Birla Sun Life in 1999. In 1995, he was given the ‘Young Manager of the Year’ award by HyderabadManagement Association in recognition of his all-round excellence in performance andleadership skills and contribution to the performance and growth of his organization. 6
  • 7. He is an MBA with Finance and Marketing majors, an Associate CompanySecretary and a Fellow of the Insurance Institute of India. He has written several articlesfor newspapers and journals and has also authored his first book titled Investor’sHandbook. It is the prescribed reference book for AMFI exams. His hobbies and interests include event management, interior decoration,freelance journalism, poetry, script writing and art direction. 7
  • 8. CHAPTER-2 REVIEW OF LITERATURE2.1 INTRODUCTION: Human resource management involves people, acquiring their services,developing their skills, motivating them to high levels of performance and ensuring thatthey continue to maintain their commitment to their organisation, which is essential toachieve their organization objectives. HRM is required in all types of organization – government, business, health,recreation or social action. Getting and keeping good people is critical to the success ofevery organization whether profit or non-profit, public or private. Manager of everyorganization tries to improve the morale of its advisors, which forms a pre requisite toproductivity, and operations of the organization. The productivity of an organization depends on the performance of the advisors.the performance of the advisors depend on their morale and job satisfaction and moraleof the advisor depends on the HR functions of the organization. Thus to have highproductivity the organization should have sound HR functions. In order to improve theproductivity of the advisors it is very organization to boost up their morale and toincrease their job satisfaction.2.2 DEFINITIONS OF JOB SATISFACTION: “Job satisfaction is the favorableness or unfavorable ness with which employeesview their work”. Keith Davis & Werther “Is the degree to which a individual feels positively or negatively about thevarious facts of the job tasks the work setting and relationship with co-workers”. John. R. Schermerhorn & j.r. James 8
  • 9. 2.3 MORALE: Morale is a very widely used term. It refers to a feeling of enthusiasm, zeal,confidence in individuals or groups that they will be able to cope with the tasks assignedto them. A person’s enthusiasm for his job reflects his attitude of mind to work,environment and to his employer, and his feelings to strive for the goals set for him bythe organization in which he is employed. Morale is a synthesis of an advisor’s diverse reactions to and feelings for his job,his working, his superiors, his organization, his fellow workers, his pay, and so on.Feelings, emotions, sentiments, attributes and motives- all these combine and lead to aparticular type of behavior on the part of an individual or his group; and that is what isreferred to as advisor morale. Morale is a feeling, somewhat related to enthusiasm or zeal. For a group ofworkers, morale, according to a popular usage of the word, refers to over all tone; climateor atmosphere of work, perhaps vaguely sensed the members. If workers appear to feel enthusiastic and optimistic about group activities, if theyhave a sense of mission about their job, if they are friendly with each other, they aredescribed as having a good or high morale. If they seem to be dissatisfied, cranky,critical, restless and pessimistic they are described as having a poor or low morale. Advisor’s enthusiasm, voluntary conformance with regulations and orders, and awillingness to co-operate with others in the accomplishments of organization objectivesevidence good morale. Poor morale is evidenced by surliness, insubordination, a feelingof discouragement and dislike of the job, company and the associates. 9
  • 10. 2.3.1 CRITERIA WHICH ARE IMPORTANT FOR THE DETERMINATION OFTHE LEVEL OF ADVISOR’S MORALE:(a) The organization: The organization influences a workers attitude to his job. Example organizationalgoals would seem to be distant and unreal when he has little opportunity for establishingorganizational objectives. The public reputation of an organization may build up, for better or worse, hisattitude towards it.(b) Nature of work: Many jobs are routine or of a specialized nature may cause the boredom of theadvisor, for obsessive thinking and alienation.(c) Level of satisfaction: If the job factor and the satisfaction they bring is perceived to be favourable to theworker, morale tends to be higher.(d) Supervision received: The actions of the management exercise a tremendous influence on the morale ofthe advisors. High rates of turn over for example indicate that the leadership isineffective.(e) Concept of self: How advisors perceive themselves influences their attitudes to the organizationalenvironment. For example the morale of advisors who lack self-confidence or who sufferfrom a poor physical or mental health is generally low.(f) Advisor’s age: Today’s belief is that age and morale is directly related. Older advisors seem tohave higher morale because perhaps younger workers are more dissatisfied “New breedwith higher expectation with the elders”. 10
  • 11. (g) Advisor educational level: Higher the educational level of an advisor, the lower his job satisfaction becausehe compares his own attainments with those of others. The higher he thinks he should bethe more dissatisfied he is.(i) Morale and Performance There are some who assert that high satisfaction leads to high performance.Others say that satisfaction results from high performance because most peopleexperience by accomplishing some job.(j) Job Satisfaction Job satisfaction is a function of, or is positively related to the degree to which thecharacteristics of the job meet with approval and the desires of the group to which theindividual looks for guidance in evaluating the world and defining social reality or jobsatisfaction is a function of, or is positively related to the degree to which one’s personalneeds are fulfilled in the job situation. 11
  • 12. 2.4 SOURCES OF JOB SATISFACTION: WORKING WAGES WORK CONDITION JOB SATISFACTION WORK GROUP SUPERVISION PROMOTION2.4.1 Wages: It plays a significant role in influencing job satisfaction. Employees want a pay systemwhich is simple, fair and in line with their expectations, when it is so satisfaction is likelyto result.2.4.2 Nature of work: Jobs that have too little challenges create boredom, but too much challenge createsfrustration.2.4.3 Promotion: Promotional opportunities affect job satisfaction considerably.2.4.4 Supervision: There is a positive relationship between the quality of supervision and jobsatisfaction. 12
  • 13. 2.4.5 Work group: It does serve as a source of satisfaction to individual employees.2.4.6 Working condition: Working condition that are compatible with an employee’s physical comfort & thatfacilitate doing a good job contribute to job satisfaction.2.5 STUDIES ON JOB SATISFACTION: Understanding what motivated advisors and how they were motivated was thefocus of many researchers following the publication of the Hawthorne Study results(Terpstra, 1979).Five major approaches that have led to our understanding of motivation are:  Maslows need-hierarchy theory,  Herzbergs two- factor theory,  Vrooms expectancy theory,  Adams equity theory, and  Skinners reinforcement theory2.5.1 Maslow’s theory states that advisors have five levels of needs (Maslow’s, 1943):physiological, safety, social, ego, and self- actualizing. Maslow’s argued that lower levelneeds had to be satisfied before the next higher level need would motivate advisors.2.5.2 Hertzberg’s theory categorized motivation into two factors: motivators andhygienes (Hertzberg, Mausner, & Snyderman, 1959). Motivator or intrinsic factors, suchas achievement and recognition, produce job satisfaction. Hygiene or extrinsic factors,such as pay and job security, produce job dissatisfaction. 13
  • 14. 2.5.3 Vroom’s theory is based on the belief that advisor effort will lead to performanceand performance will lead to rewards (Vroom, 1964). Rewards may be either positive ornegative. The more positive the reward the more likely the advisor will be highlymotivated. Conversely, the more negative the reward the less likely the advisor will bemotivated.2.5.4 Adams theory states that advisors strive for equity between themselves and otherworkers. Equity is achieved when the ratio of advisor outcomes over inputs is equal toother advisor outcomes over inputs (Adams, 1965).2.5.5 Skinner’s theory simply states those advisors behaviors that lead to positiveoutcomes will be repeated and behaviors that lead to negative outcomes will not berepeated (Skinner, 1953). Managers should positively reinforce advisor behaviors thatlead to positive outcomes. Managers should negatively reinforce advisor behavior thatleads to negative outcomes.2.6 CORRELATES OF JOB SATISFACTIONJob satisfaction is related to two types of variables:  Organizational  Personal2.6.1 ORGANISATIONAL VARIABLES(a) Occupational level: The higher the level of the job, the greater the satisfaction of the individual. This isbecause higher-level job carry greater prestige and self control.(b) Job content: Greater the variation in job content and the less the repetitiveness with which thetask must be performed, the greater the satisfaction of the individuals involved. 14
  • 15. (c) Considerate leadership: People like to be treated with consideration. Hence considerate leadership results inhigher job satisfaction than inconsiderate leadership.(d) Pay and Promotional opportunities: All other things being equal these two variables are positively related to jobsatisfaction.(e) Interaction in the work group: Good interaction among the colleagues results in being accepted by others and it evenfacilitates the achievement of goals and thus helps them to achieve satisfaction in theirjob.2.6.2 PERSONAL VARIABLES(a) Age: Studies indicate that there is generally a positive relationship between the twovariables up to the pre retirement years and then there is a sharp decrease in satisfaction.A individual aspires for jobs in later years of his life. Findings his channels blocked, hissatisfaction declines.(b) Educational Level: With occupational level held constant there is negative relationship between theeducational level and job satisfaction. The higher the education, the higher the referencegroup which the individual looks to for guidance to evaluate his job rewards.(c) Gender: There is as yet no evidence as to whether women are more satisfied with theirjobs than men, holding such factors as job and occupational level constant.(d) Relationship between Job Satisfaction and Productivity 15
  • 16. Earlier it was believed that Job Satisfaction leads to increased productivity.But many later studies have now established that the above belief is not correct. Jobsatisfaction rather than causing performance is caused by it. Good performance leads tovarious kinds of rewards, which in turn lead to satisfaction.2.7 CONCEPT OF JOB SATISFACTION Job satisfaction is a derived from the Latin words ‘satisfaction’ meaning,“enough and to do respectively”, job satisfaction denotes “a process of gaming desiredthings at desired amount at the job just as an imbalance in the organism causesrestlessness, dissatisfaction may have detrimental effect upon the time of an employee atthe place of work”. Since work is a vital part of once life a work related factors contribute tothe individual’s happiness and pleasure. Job satisfaction the results various attitude of theemployee hold towards. The job towards job related butch and towards life in general. Itis a general attitude. An attitude which is the result of many specific attitudes in threemajor ways. Such as situational factor or specific job factor individual characteristic atgroup and social relationship outside the job. Job satisfaction is the ultimate function of so many individual attitudetogether. Many thinkers consider job satisfaction as a collection force and not a unitaryphenomenon. A number of material and non-material factors contribute to jobsatisfaction. Some of these variables play important role while others play secondary rolein giving satisfaction in job. It is quite difficult to determine the relative importancevaries with time and person. Historically speaking, the term ‘Job Satisfaction’ came into vogue in1935.When Hppock published his classic work job satisfaction. He defined job satisfaction as“any combination of physiological, psychological and environmental circumstances thatcauses a person truthfully to say, “I am satisfied with my job”. 16
  • 17. CHAPTER-33.1 RESEARCH METHODOLOGY 17Research is a process of systematic and in depth study of any particular topic orsubject backed by collection, compilation, presentation and interpretation of relevantdata. A research design is the specification of the methods and procedures for acquiringthe information needed to structure what information is to be collected from whichsources and by what procedures. Research design is needed because it facilitates thesmooth sailing of various research operations, there by making as efficient as possible. Insimple words it refers to the process of research.3.2 RESEARCH DESIGN: Descriptive research design is used in this study. A descriptive research design isundertaken in order to ascertain and be able to describe the characteristic of the variablesof interest in this study.3.3 POPULATION: It is the advisors of Reliance Life Insurance who are in executive level.3.4 SAMPLING: It is the process of collecting the data from the population3.5 SAMPLING TECHNIQUE: Simple random sampling technique is adopted in this study for collecting thesample, which is a probabilistic sampling method.3.6 SAMPLING SIZE: The sampling size of the study is 200 17
  • 18. 3.7 PILOT STUDY: In researches where questionnaire is used as a tool for data collection, it is alwaysadvisable to conduct a pilot study in order to increase the response rate of therespondents. Here, the researcher has taken 20 samples to do the pilot study.3.8 DATA SOURCES: Data is collected from both primary and secondary sources.3.8.1 PRIMARY DATA Primary data is collected through face to face conversation, Interviews, Informaltalks and Questionnaires3.8.2 SECONDARY DATA Secondary data is collected through textbooks, journals, brochures, office recordsand internet.3.9 DATA COLLECTION TOOLS: Structured questionnaire is used here as the instrument to collect the data. Bothopen ended and closed ended questions are included in this.3.10 OBJECTIVE OF THE STUDY3.10.1 Primary objective: To ascertain the morale and job satisfaction level of the advisors with respect tothe various HR functions implemented in the company. 18
  • 19. 3.10.2 Secondary objective:  To find out the factors which has impact on the individual’s morale and satisfaction in their job?  To identify the key areas and the strategies to improve advisor morale and satisfaction.  To suggest the immediate measures which can be used based on positively imparting H.R. procedures.3.11 LIMITATIONS OF THE STUDY  The findings of the study are restricted to the advisors of Reliance Life Insurance Company (P) Ltd.  This study is based on the assumption that the respondents are giving honest views.  The views are based on the individual’s understanding of his job profile and his own perception.  The findings of the study are based on the information provided by the respondents.  The study is restricted to the executive level advisors only. 19
  • 20. CHAPTER- 4 Table: 4.1 Classification of the respondents based on their age group: AGE GROUP (in years) NO. OF RESPONDENTS PERCENTAGE Between 20-25 60 30 Between 25-30 70 35 Between 31-40 60 30 40 and above 10 05 Total 200 100 CHART 4.1 Chart showing the age group of the respondents 35 30 40 30 percentage 30 5 20 10 0 between between between 40 and 20-25 25-30 31-40 above AGEINFERENCE: From the above table it is inferred that, out of 200 respondents, 35% fall betweenthe age group of 25-30 years, 30% fall between the age group of 20-25years, 30% fallbetween the age group of 31-40 and 5% fall under the age group of 40 years and above. 20
  • 21. Table: 4.2 Classification of the respondents based on their gender: GENDER NO. OF RESPONDENTS PERCENTAGE Male 150 75 Female 50 25 Total 200 100 CHART 4.2 chart showing the gender in the organization 100 75 Percentage 50 25 0 Male Female GenderINFERENCE: From the above table it is inferred that, out of 200 respondents, 75% of them aremale and 25% of them are female. 21
  • 22. Table: 4.3 Classification of the respondents based on their educational qualification: QUALIFICATION NO. OF RESPONDENTS PERCENTAGE U.G 40 20 P.G 160 80 Total 200 100 CHART 4.3 Chart showing the educational Qualification of the respondents 80 80 60 Percentage 40 20 20 0 U.G P.G QualificationINFERENCE: From the above table it is inferred that, out of 200 respondents, 80% of them areU.G and 20% of them are P.G. 22
  • 23. Table: 4.4 Classification of the respondents based on their marital status: MARITAL STATUS NO. OF RESPONDENTS PERCENTAGE Married 60 30 Unmarried 140 70 Total 200 100 CHART 4.4 Chart showing the marital status of The respondents 70 80 60 30 Percetage 40 20 0 Married Unmarried Marital statusINFERENCE: From the above table it is inferred that, out of 200 respondents, 70% of them areunmarried and 30% of them are married. 23
  • 24. Table: 4.5 Classification of the respondents based on their experience: EXPERIENCE NO. OF RESPONDENTS PERCENTAGE Less than 2 years 90 45 2-5 years 60 30 5-8 years 50 25 More than 8 years 00 00 Total 200 100 CHART 4.5 Chart showing the experience of the respondents 45 50 35 40 25 30 Percentage 20 0 10 0 less than 2 2-5 years 5-8 years more than 8 years years ExperienceINFERENCE: From the above table it is inferred that out of 200 respondents, 45% of therespondents have an experience of less than 2 years, 30% have an experience of 2-5 yearsand 25% of the respondents have an experience of 5-8 years. 24
  • 25. Table: 4.6.1 Classification of the respondents based on their relationship with co- workers: SATISFACTION NO. OF PERCENTAGE LEVEL RESPONDENTS Highly satisfied 40 20 Satisfied 110 55 Neutral 10 05 Dissatisfied 40 20 Highly dissatisfied 00 00 Total 200 100 CHART 4.6.1 Chart showing the relationship with co- Workers among respondents 60 55 40 Percentage 20 20 20 5 0 0 N HS S DS HDS Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 55% of therespondents are satisfied , 20% of the respondents are highly satisfied , 20% of therespondents are dissatisfied and 05% of the respondents are neither satisfied nordissatisfied. 25
  • 26. Table: 4.6.2 Classification of the respondents based on their relationship with sub- ordinates: SATISFACTION NO. OF RESPONDENTS LEVEL RESPONDENTS Highly satisfied 30 15 Satisfied 130 65 Neutral 10 05 Dissatisfied 30 15 Highly dissatisfied 00 00 Total 200 100 CHART 4.6.2 Chart showing the relationship with sub-ordinates Among respondents 80 65 60 Percentage 40 20 15 5 15 0 0 N HS S DS HDS Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 65% of therespondents are satisfied , 15% of the respondents are highly satisfied , 15% of therespondents are dissatisfied and 05% of the respondents are neither satisfied nordissatisfied. Table: 4.6.3 26
  • 27. Classification of the respondents based on their organizational climate: SATISFACTION NO. OF PERCENTAGE LEVEL RESPONDENTS Highly satisfied 30 15 Satisfied 130 65 Neutral 10 05 Dissatisfied 30 15 Highly dissatisfied 00 00 Total 200 100 CHART 4.6.3 Chart showing the organizational climate 80 65 60 Percentage 40 20 15 5 15 0 0 N HS S DS HDS Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 65% of therespondents are satisfied , 15% of the respondents are highly satisfied , 15% of therespondents are dissatisfied and 05% of the respondents are neither satisfied nordissatisfied. 27
  • 28. Table: 4.6.4 Classification of the respondents based on their organizational culture: SATISFACTION NO. OF PERCENTAGE LEVEL RESPONDENTS Highly satisfied 40 20 Satisfied 110 55 Neutral 10 05 Dissatisfied 40 20 Highly dissatisfied 00 00 Total 200 100 CHART 4.6.4 Chart showing the organizational culture 55 60 40 20 20 Percentage 5 0 20 0 N HS S DS HDS Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 55% of therespondents are satisfied , 20% of the respondents are highly satisfied , 20% of therespondents are dissatisfied and 05% of the respondents are neither satisfied nordissatisfied. 28
  • 29. Table: 4.7.1 Classification of the respondents based on their safety measures: SATISFACTION NO. OF % OF LEVEL RESPONDENTS RESPONDENTS Highly satisfied 30 15 Satisfied 130 65 Neutral 10 05 Dissatisfied 30 15 Highly dissatisfied 00 00 Total 200 100 CHART 4.7.1 Chart showing the safety measures of the Organization 60 50 55 40 Percentage 30 25 15 20 5 10 0 0 highly satisfied neutral dissatisfied highly satisfied dissatisfied Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 65% of therespondents are satisfied , 15% of the respondents are highly satisfied , 15% of therespondents are dissatisfied and 05% of the respondents are neither satisfied nordissatisfied. 29
  • 30. Table: 4.7.2 Classification of the respondents based on their welfare measures: SATISFACTION NO. OF PERCENTAGE LEVEL RESPONDENTS Highly satisfied 40 20 Satisfied 120 60 Neutral 10 05 Dissatisfied 30 15 Highly dissatisfied 00 00 Total 200 100 CHART 4.7.2 Chart showing the welfare measures of the Organization 80 Percentage 60 60 40 20 5 15 0 20 0 N HS S DS HDS Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 60% of therespondents are satisfied , 20% of the respondents are highly satisfied , 15% of therespondents are dissatisfied and 05% of the respondents are neither satisfied nordissatisfied. Table: 4.7.3 30
  • 31. Classification of the respondents based on their health measures: SATISFACTION NO. OF PERCENTAGE LEVEL RESPONDENTS Highly satisfied 40 20 Satisfied 120 60 Neutral 10 05 Dissatisfied 30 15 Highly dissatisfied 00 00 Total 200 100 CHART 4.7.3 Chart showing the health measures of The organization 60 60 40 Percentage 20 20 5 15 0 0 N HS S DS HDS Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 60% of therespondents are satisfied , 20% of the respondents are highly satisfied , 15% of therespondents are dissatisfied and 05% of the respondents are neither satisfied nordissatisfied. 31
  • 32. Table: 4.8.1 Classification of the respondents based on their timing factor for job schedule: SATISFACTION NO. OF PERCENTAGE LEVEL RESPONDENTS Highly satisfied 40 20 Satisfied 120 60 Neutral 10 05 Dissatisfied 30 15 Highly dissatisfied 00 00 Total 200 100 CHART 4.8.1 Chart showing the timing factor for job schedule 60 60 50 40 Percentage 30 20 15 20 5 0 10 0 N HS S DS HDS Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 60% of therespondents are satisfied , 20% of the respondents are highly satisfied , 15% of therespondents are dissatisfied and 05% of the respondents are neither satisfied nordissatisfied. 32
  • 33. Table: 4.8.2 Classification of the respondents based on their interval factor for job schedule: SATISFACTION NO. OF PERCENTAGE LEVEL RESPONDENTS Highly satisfied 30 15 Satisfied 130 65 Neutral 10 05 Dissatisfied 30 15 Highly dissatisfied 00 00 Total 200 100 CHART 4.8.2 Chart showing the interval factor for job Schedule 80 65 60 Percentage 40 5 15 0 15 20 0 N HS S DS HDS Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 65% of therespondents are satisfied , 15% of the respondents are highly satisfied , 15% of therespondents are dissatisfied and 05% of the respondents are neither satisfied nordissatisfied. 33
  • 34. Table:4.9.1 Classification of the respondents based on their induction and orientation program: SATISFACTION NO.OF PERCENTAGE LEVEL RESPONDENTS Highly satisfied 40 20 Satisfied 120 60 Neutral 10 05 Dissatisfied 30 15 Highly dissatisfied 00 00 Total 200 100 CHART 4.9.1 chart showing the induction and orientation program 60 60 40 percentage 20 20 15 5 0 0 HS S N DS HDS satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 60% of therespondents are satisfied , 20% of the respondents are highly satisfied , 15% of therespondents are dissatisfied and 05% of the respondents are neither satisfied nordissatisfied. 34
  • 35. Table: 4.9.2 Classification of the respondents based on their training program: SATISFACTION NO. OF PERCENTAGE LEVEL RESPONDENTS Highly satisfied 30 15 Satisfied 130 65 Neutral 10 05 Dissatisfied 30 15 Highly dissatisfied 00 00 Total 200 100 CHART 4.9.2 Chart showing the training program In the organization 80 65 60 percentage 40 5 15 20 15 0 0 N HS S DS HDS Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 65% of therespondents are satisfied , 15% of the respondents are highly satisfied , 15% of therespondents are dissatisfied and 05% of the respondents are neither satisfied nordissatisfied. 35
  • 36. Table: 4.10.1 Classification of the respondents based on their salary plan: SATISFACTION NO. OF PERCENTAGE LEVEL RESPONDENTS Highly satisfied 40 20 Satisfied 120 60 Neutral 10 05 Dissatisfied 30 15 Highly dissatisfied 00 00 Total 200 100 CHART 4.10.1 Chart showing the salary plan of the Organization 60 40 Percentage 60 5 15 20 0 20 0 S N HS DS HDS Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 60% of therespondents are satisfied , 20% of the respondents are highly satisfied , 15% of therespondents are dissatisfied and 05% of the respondents are neither satisfied nordissatisfied. 36
  • 37. Table: 4.10.2 Classification of the respondents based on their incentive plan: SATISFACTION NO. OF PERCENTAGE LEVEL RESPONDENTS Highly satisfied 30 15 Satisfied 130 65 Neutral 10 05 Dissatisfied 30 15 Highly dissatisfied 00 00 Total 200 100 CHART 4.10.2 Chart showing the incentive plan of the Organization 80 65 60 Percentage 40 15 5 15 0 20 0 N HS S DS HDS Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 65% of therespondents are satisfied ,15% of the respondents are highly satisfied , 15% of therespondents are dissatisfied and 05% of the respondents are neither satisfied nordissatisfied. 37
  • 38. Table: 4.11 Classification of the respondents based on their payment period: SATISFACTION NO. OF PERCENTAGE LEVEL RESPONDENTS Highly satisfied 30 15 Satisfied 130 65 Neutral 10 05 Dissatisfied 30 15 Highly dissatisfied 00 00 Total 200 100 CHART 4..11 Chart showing the payment period in the Organization 80 65 60 Percentage 40 15 5 15 0 20 0 N HS S DS HDS Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 65% of therespondents are satisfied ,15% of the respondents are highly satisfied , 15% of therespondents are dissatisfied and 05% of the respondents are neither satisfied nordissatisfied. 38
  • 39. Table: 4.12.1 Classification of the respondents based on their stress: OPINION NO. OF RESPONDENTS PERCENTAGE Yes 170 85 No 30 15 Total 200 100 CHART 4.12.1 Chart showing the stress in the Organization 100 80 85 60 Percentage 15 40 20 0 Yes no OpinionINFERENCE: From the above table it is inferred that out of 200 respondents, 85% of therespondents are comes under the category of ‘YES’ and 15% of the respondents arecomes under the category of ‘NO’. 39
  • 40. Table: 4.12.2 Classification of the respondents based on their types of stress: OPINION NO. OF RESPONDENTS PERCENTAGE Mental stress 140 70 Physical stress 60 30 Total 200 100 CHART 4.12.2 Chart showing the types of stress in the Organization 100 70 Percentage 50 30 0 Mental stress Physical stress OpinionINFERENCE: From the above table it is inferred that out of 200 respondents, 70% of therespondents are comes under the category of mental stress and 30% of the respondentsare comes under the category of physical stress. 40
  • 41. Table: 4.13 Classification of the respondents based on their stress management activity: OPINION NO. OF RESPONDENTS PERCENTAGE Yes 00 00 No 200 100 Total 200 100 CHART 4.13 Chart showing the stress management Activity in the organization 100 100 Percentage 50 0 0 Yes No OpinionINFERENCE: From the above table it is inferred that out of 200 respondents, 100% of therespondents are comes under the category of ‘NO’. 41
  • 42. Table: 4.14.1 Classification of the respondents based on their rules and regulations: SATISFACION NO. OF PERCENTAGE LEVEL RESPONDENTS Highly satisfied 40 20 Satisfied 110 55 Neutral 10 05 Dissatisfied 40 20 Highly dissatisfied 00 00 Total 200 100 CHART 4.14.1 Chart showing the rules end regulations Of the organization 55 60 40 20 20 Percentage 5 0 20 0 S N HS DS HDS Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 55% of therespondents are satisfied ,20% of the respondents are highly satisfied , 20% of therespondents are dissatisfied and 05% of the respondents are neither satisfied nordissatisfied. 42
  • 43. Table: 4.14.2Classification of the respondents based on their policies and procedures: SATISFACTION NO. OF PERCENTAGE LEVEL RESPONDENTS Highly satisfied 30 15 Satisfied 130 65 Neutral 10 05 Dissatisfied 30 15 Highly dissatisfied 00 00 Total 200 100 CHART 4.14.2 Chart showing the policies and procedures in The organization 80 65 60 Percentage 40 5 15 0 15 20 0 N HS S DS HDS Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 65% of therespondents are satisfied ,15% of the respondents are highly satisfied , 15% of therespondents are dissatisfied and 05% of the respondents are neither satisfied nordissatisfied. 43
  • 44. Table: 4.14.3 Classification of the respondents based on their communication procedure: SATISFACTION NO. OF PERCENTAGE LEVEL RESPONDENTS Highly satisfied 30 15 Satisfied 130 65 Neutral 10 05 Dissatisfied 30 15 Highly dissatisfied 00 00 Total 200 100 CHART 4.14.3 Chart showing the communication Procedure in the organization 80 65 60 Percentage 40 15 15 5 0 20 0 N HS S DS HDS Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 65% of therespondents are satisfied ,15% of the respondents are highly satisfied , 15% of therespondents are dissatisfied and 05% of the respondents are neither satisfied nordissatisfied. 44
  • 45. Table: 4.14.4 Classification of the respondents based on their grievance redressal system: SATISFACTION NO. OF PERCENTAGE LEVEL RESPONDENTS Highly satisfied 40 20 Satisfied 110 55 Neutral 10 05 Dissatisfied 40 20 Highly dissatisfied 00 00 Total 200 100 CHART 4.14.4 Chart showing the grievance redressal System in the organization 60 55 50 40 Percentage 30 20 20 20 10 5 0 0 S N HS DS HDS Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 55% of therespondents are satisfied ,20% of the respondents are highly satisfied , 20% of therespondents are dissatisfied and 05% of the respondents are neither satisfied nordissatisfied. 45
  • 46. Table: 4.15 Classification of the respondents based on their leave facility: SATISFACTION NO. OF PERCENTAGE LEVEL RESPONDENTS Extremely satisfied 30 15 Satisfied 130 65 Neutral 10 05 Dissatisfied 30 15 Extremely dissatisfied 00 00 Total 200 100 CHART 4.15 Chart showing the leave facility in the Organization 80 65 60 Percentage 40 20 15 5 15 0 0 N HS S DS HDS Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 55% of therespondents are satisfied ,20% of the respondents are highly satisfied , 20% of therespondents are dissatisfied and 05% of the respondents are neither satisfied nordissatisfied. 46
  • 47. Table: 4.16 Classification of the respondents based on their performance appraisal: SATISFACTION NO.OF RESPONDENTS PERCENTAGE LEVEL Extremely satisfied 30 15 Satisfied 130 65 Neutral 10 05 Dissatisfied 30 15 Extremely dissatisfied 00 00 Total 200 100 CHART 4.16 Chart showing the performance appraisal In the organization 60 40 Percentage 60 20 20 5 15 0 0 S N HS DS HDS Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 65% of therespondents are satisfied ,15% of the respondents are extremely satisfied , 15% of therespondents are dissatisfied and 05% of the respondents are neither satisfied nordissatisfied. 47
  • 48. Table: 4.17 Classification of the respondents based on their job performance: SATISFACTION NO. OF PERCENTAGE LEVEL RESPONDENTS Satisfactory 110 55 Excellent 20 10 Competent 40 20 Poor 30 15 Total 200 100 CHART 4.17 chart showing the job performance in the organization 60 40 Percentage 55 20 20 10 15 0 S E C P Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 55% of therespondents are comes under the category of satisfactory level, 10% of the respondentsare comes under the category of excellent level, 20% of the respondents are comes underthe category of competent level and 15% of the respondents are comes under the categoryof poor level. Table: 4.18 48
  • 49. Classification of the respondents based on their job security: SATISFACTION NO. OF PERCENTAGE LEVEL RESPONDENTS Extremely good 40 20 Good 120 60 Neutral 10 05 Poor 30 15 Extremely poor 00 00 Total 200 100 CHART 4.18 Chart showing the job security in the Organization 80 60 60 Percentage 40 20 20 5 15 0 0 M P EG G EP Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 60% of therespondents are comes under satisfaction level of good, 20% of the respondents arecomes under the satisfaction level of extremely good, 15% of the respondents are comesunder the satisfaction level of poor and 05% of the respondents are comes under thesatisfaction level of neither satisfied nor dissatisfied. Table: 4.19 49
  • 50. Classification of the respondents based on their over all job satisfaction: SATISFACTION NO. OF PERCENTAGE LEVEL RESPONDENTS Extremely satisfied 40 20 Satisfied 130 65 Neutral 10 05 Dissatisfied 20 10 Extremely dissatisfied 00 00 Total 200 100 CHART 4.19 Chart showing the overall job Satisfaction in the organization 80 65 60 Percentage 40 15 5 15 20 0 0 S N ES DS EDS Satisfaction levelINFERENCE: From the above table it is inferred that out of 200 respondents, 65% of therespondents are satisfied, 20% of the respondents are extremely satisfied, 10% of therespondents are dissatisfied and 05% of the respondents are neither satisfied nordissatisfied.STATISTICAL TOOLS USED 50
  • 51. To analyze and interpret the collected data, the following statistical tools are used.  Chi square method  Percentage method  ANOVA method  KARL PEARSON’S coefficient of correlationCHI-SQUARE METHOD: The chi square test is one of the simplest and most widely used non-parametric tests in statistical work. As a non-parametric test it can be used to determine ifcategorical data shows dependency or the two classifications are independent. It can alsobe used to make comparisons between theoretical population and actual data whencategories are used. n Chi square, χ²= ∑ (O-E) ² / E i =1Where, O= observed frequency E= expected frequencyPERCENTAGE METHOD: Percentage refers to a special kind of ratio. It is used to make comparison betweentwo or more series of data. They can be used to compare the relative items, thedistribution of two or more series of data, since the percentages reduces every thing to acommon base and there by allow meaningful comparisons to be made. NO OF RESPONDENTS PERCENTAGE = ------------------------------------- x 100 TOTAL RESPONDENTSANOVA METHOD: 51
  • 52. The ANOVA technique is important in the context of all situations wherewe want to compare more than two populations such as in comparing the yield of cropfrom several varsities of seeds. The basic principle of ANOVA is to test the differenceamong the means of the population by examining the amount of variations within thesamples. Estimate of population variance based on between sample variance F= Estimate of population variance based on within sample varianceOne way ANOVA: Under the one way ANOVA, we consider only one factor and then observe thatthe reason for said factor to be important is that several possible types of samples canoccur within that factor. We then determine if there are differences within that factor.KARL PEARSON’S CO-EFFICIENT OF CORRELATION: This method is to be applied only where deviations of items are taken from actualmean and not from the assumed mean. The Pearson’s correlation method is denoted by, r. r = ∑(x*y) / √ (∑x²*∑ y²) Where, x = (X – X) , y = (Y – Y) TEST NO -1 52
  • 53. The table shows that classification based on working environment of therespondents: EXTREMELY SATISFIED NEUTRAL DIS- HIGHLY TOTAL SATISFIED SATISFIED DIS- SATISFIED X1 X2 X3 X4 X5 40 110 10 40 00 200 30 130 10 30 00 200 30 130 10 30 00 200 40 110 10 40 00 200 ∑X1=140 ∑X2=480 ∑X3=40 ∑X4=140 ∑X5=00 800FORMULATION OF HYPOTHESIS:NULL HYPOTHESIS: H0 There is no significant level of difference in the working environment by therespondents.ALTERNATE HYPOTHESIS: H1 There is a significant level of difference in the working environment bythe respondents.Calculation table: X1² X2² X3² X4² X5² 1600 12100 100 40 00 53
  • 54. 900 16900 100 30 00 900 16900 100 30 00 1600 12100 100 40 00 ∑X1²=5000 ∑X2²=5800 ∑X3²=400 ∑X4²=500 ∑X5²= 00 0 0 Correction factor=T²/n = 800²/20 CF = 32000Total sum of squares SST = ∑X1²+∑X2²+∑X3²+∑X4² + ∑X5² - T²/n = (5000 + 58000 + 400 + 5000) – 32000 SST = 36400Sum of squares between samples SSB = (∑X1)²/n1 + (∑X2)²/n2 + (∑X3)²/n3 + (∑X4²)/n4 + ∑X5²/n5 - T²/n = 140²/4 + 480²/4 + 40²/4 + 140²/4 – 32000 SSB = 35800 Sum of squares within samples = SST – SSB = 36400−35800 SSW = 600One way ANOVA Table:SOURCE OF SUM OF DEGREE OF MEAN SQUAREVARIATION SQUARES FREEDOM 54
  • 55. BETWEENSAMPLES SSB=35800 C-1=4 MMB=8950WITHINSAMPLES SSW=600 (C-1)(R-1)=12 MMW=50 Fcal = 8950 / 50 Fcal = 179At 5% level of significance, for degree of freedom (4, 12), the Ftab value Ftab (4, 12) = 3.25 Since Fcal > Ftab reject null hypothesis and accept alternate hypothesis.INFERENCE: There is a significant level of difference in the working environment by therespondents. TEST NO -2The table shows that classification based on health and safety of therespondents: 55
  • 56. EXTREMELY SATISFIED NEUTRAL DIS- HIGHLY TOTAL SATISFIED SATISFIED DIS- SATISFIED X1 X2 X3 X4 X5 50 110 10 30 00 200 40 120 10 30 00 200 40 120 10 30 00 200 ∑X1=130 ∑X2=350 ∑X3=30 ∑X4=90 ∑X5= 00 600FORMULATION OF HYPOTHESIS:NULL HYPOTHESIS: H0 There is no significant level of difference in the respondent’s view on the healthand safety.ALTERNATE HYPOTHESIS: H1 There is a significant level of difference in the respondent’s view on the healthand safety.Calculation table: X1² X2² X3² X4² X5² 2500 12100 100 900 00 1600 14400 100 900 00 1600 14400 100 900 00 ∑X1²=5700 ∑X2²=4090 ∑X3²=300 ∑X4²=270 ∑X5² = 00 0 0Correction factor=T²/n = 600²/15 CF = 24000Total sum of squares SST = ∑X1²+∑X2²+∑X3²+∑X4² + ∑X5² - T²/n 56
  • 57. = (5700+ 40900 + 300 + 2700) – 24000 SST = 25600Sum of squares between samples SSB = (∑X1)²/n1 + (∑X2)²/n2 + (∑X3)²/n3 + (∑X4²)/n4 + ∑X5²/n5 - T²/n = (130²/3 + 350²/3 + 30²/3 + 90²/3) – 24000 SSB = 25466.66Sum of squares within samples = SST – SSB = 25600 – 25466.66 SSW = 133.33One way ANOVA table:SOURCE OF SUM OF DEGREE OF MEAN SQUAREVARIATION SQUARES FREEDOMBETWEENSAMPLES SSB=25466.66 C-1=4 MMB=6366.66WITHINSAMPLES SSW=133.33 (C-1)(R-1)=8 MMW=16.66Fcal = 6366.66 / 16.66Fcal = 8.00At 5% level of significance, for degree of freedom (4, 8), the Ftab valueFtab ( 4,8 ) = 3.83 57
  • 58. Since Fcal >Ftab, reject null hypothesis and accept alternate hypothesis.INFERENCE: There is a significant level of difference in the respondent’s view on the healthand safety. TEST NO -3 The table shows that classification based on induction and training of the respondents 58
  • 59. EXTREMELY SATISFIED NEUTRAL DIS- HIGHLY TOTAL SATISFIED SATISFIED DIS- SATISFIED X1 X2 X3 X4 X5 40 120 10 30 00 200 30 130 10 30 00 200 ∑X1=70 ∑X2=250 ∑X3=20 ∑X4=60 ∑X5= 00 400FORMULATION OF HYPOTHESIS:NULL HYPOTHESIS: H0 There is no significant level of difference in the satisfaction level of therespondents’ view with respect to induction and training.ALTERNATE HYPOTHESIS: H1 There is a significant level of difference in the satisfaction level of therespondents’ view with respect to induction and training.Calculation table: X1² X2² X3² X4² X5² 1600 14400 100 900 00 900 16900 100 900 00 ∑X1²=2500 ∑X2²=3130 ∑X3²=200 ∑X4²=180 ∑X5² = 00 0 0 59
  • 60. Correction factor=T²/n = 400²/10 CF =16000Total sum of squares SST = ∑X1²+∑X2²+∑X3²+∑X4² + ∑X5² - T²/n = (2500+ 31300 +200+1800) – 16000 SST = 22466.67Sum of squares between samples SSB = (∑X1)²/n1 + (∑X2)²/n2 + (∑X3)²/n3 + (∑X4²)/n4 + ∑X5²/n5 - T²/n SSB = 22366.67 Sum of squares within samples = SST – SSB = 22466.67 – 22366.67 SSW = 100One way ANOVA table:SOURCE OF SUM OF DEGREE OF MEAN SQUAREVARIATION SQUARES FREEDOMBETWEENSAMPLES 22366.67 (C-1)=4 5591.66WITHINSAMPLES 100 (C-1)( R-1)=4 25 60
  • 61. Fcal = 5591.66 / 25Fcal = 223.66At 5% level of significance, for degree of freedom (4, 4), the Ftab valueFtab ( 4,4 ) = 6.38Since Fcal > Ftab, reject null hypothesis and accept alternate hypothesisINFERENCE: There is a significant level of difference in the satisfaction level of therespondents’ view with respect to induction and training.. 61
  • 62. TEST NO -4The table shows that classification based on age group and stress of therespondents USER CATEGORY 20-25 25-30 31-40 40&ABOVE TOTAL YES 50 50 60 10 ∑R1= 170 NO 10 20 00 00 ∑R2= 30 TOTAL ∑C1=60 ∑C2=70 ∑C3=60 ∑C4=10 200FORMULATION OF HYPOTHESIS:NULL HYPOTHESIS (H0): There is no significant level of difference between the age group and the stress ofthe respondents.ALTERNATE HYPOTHESIS (Ha): There is a significant level of difference between the age group and the stress ofthe respondents.CALCULATION: EXPECTED FREQUENCY, E1= ∑R1*∑C1/T = 170*60/200 = 51 E2 = ∑R1*∑C2/T = 170*70/200 = 59.5 E3 = ∑R1*∑C3/T = 170*60/200 = 51 62
  • 63. E4 = ∑R1*∑C4/T = 170*10/200 = 8.5 E5 =∑R2*∑C1/T = 30*60/200 =9 E6 = ∑R2*∑C2/T = 30*70/200 = 10.50 E7 = ∑R2*∑C3/T = 30*60/200 =9 E8 =∑R2*∑C4/T =30*10/200 = 1.50CHI SQUARE TABLE: OBSERVED EXPECTED (O-E)² χ² =(O-E)² /E FREQUENCY,O FREQUENCY,E 50 51 1.0 0.019 50 59.5 90.25 1.516 60 51 81.0 1.588 10 8.5 2.25 0264 10 9 1.0 0.111 20 10.5 90.25 8.595 00 9 81.0 9.000 00 1.5 2.25 1.500 TOTAL χ²∑=22.593 63
  • 64. DEGREE OF FREEDOM, γ = (C-1) (R-1) = (4-1) *(2-1) =3FOR γ =3, χ² TABLE VALUE =7.81 F cal = 22.593 F tab = 7.81Therefore F cal> F tab, hence accept alternate hypothesis and reject null hypothesis.INFERENCE: There is a significant level of difference between the age group and the stress ofthe respondents.Degree of association test:USER CATEGORY 20-25 25-30 31-40 40&ABOVE TOTAL YES 50 50 60 10 ∑R1= 170 NO 10 20 00 00 ∑R2= 30 TOTAL ∑C1=60 ∑C2=70 ∑C3=60 ∑C4=10 200Since null hypothesis is rejected, the degree of association is used:Degree of association = χ²cal / χ²cal + sample size = 22.593/22.593 + 200 = 0.1014Degree of association = 0.1014 64
  • 65. TEST NO-5The table shows that classification based on age group and the types of USER CATEGORY 20-25 25-30 31-40 40&ABOVE TOTAL YES 00 30 40 70 ∑R1= 140 NO 30 30 00 00 ∑R2= 60 TOTAL ∑C1=30 ∑C2=60 ∑C3=40 ∑C4=70 200stress they affectedFORMULATION OF HYPOTHESIS:NULL HYPOTHESIS (H0): There is no significant level of difference between the age group and the types ofstress of the respondents.ALTERNATE HYPOTHESIS (Ha): There is significant level of difference between the age group and the types ofstress of the respondents.CALCULATION: EXPECTED FREQUENCY, E1= ∑R1*∑C1/T = 140*30/200 = 21 E2 = ∑R1*∑C2/T = 140*60/200 = 42 E3 = ∑R1*∑C3/T 65
  • 66. = 140*40/200 = 28 E4 = ∑R1*∑C4/T = 140*70/200 = 49 E5 =∑R2*∑C1/T = 60*30/200 =9 E6 = ∑R2*∑C2/T = 60*60/200 = 18 E7 = ∑R2*∑C3/T = 60*40/200 = 12 E8 =∑R2*∑C4/T =60*70/200 = 21CHI SQUARE TABLE: OBSERVED EXPECTED (O-E)² χ² =(O-E)² /E FREQUENCY,O FREQUENCY,E 00 21 441 21 30 42 144 3.42 40 28 144 5.14 70 49 441 9.0 30 09 441 49 30 18 144 08 00 12 144 12 00 21 441 21 TOTAL χ²∑=128.56 66
  • 67. DEGREE OF FREEDOM, γ = (C-1) (R-1) = (4-1) *(2-1) =3 FOR γ =3, χ² TABLE VALUE =7.81 F cal = 128.56 F tab = 7.81Therefore F cal> F tab, hence accept alternate hypothesis and reject null hypothesis.INFERENCE: There is a significant level of difference between the age group and the types ofstress of the respondents.USER CATEGORY 20-25 25-30 31-40 40&ABOVE TOTAL YES 00 30 40 70 ∑R1= 140 NO 30 30 00 00 ∑R2= 60 TOTAL ∑C1=30 ∑C2=60 ∑C3=40 ∑C4=70 200Degree of association:Since null hypothesis rejected, the degree of association is used:Degree of association = χ²cal / χ²cal + sample size 67
  • 68. = 128.56/128.56 + 200 = 0.3912Degree of association = 0.3912 TEST NO -6The table shows that classification based on the job scheduleFactors Highly Satisfied Neutral Dissatisfied Highly Satisfied DissatisfiedTiming 40 120 10 30 00Interval 30 130 10 30 00FORMULATION OF HYPOTHESIS:POSITIVE CORRELATION: HO When r = +1, there is a perfect positive correlation between timing and intervalvariables.NEGATIVE CORRELATION: H1 When r = -1, there is a perfect negative correlation between timing and intervalvariables.CORRELATION TABLE: X x=(X-40) x² Y y=(Y-40) y² (x*y) 40 0 0 30 -10 100 0 120 80 6400 130 90 8100 7200 10 -30 900 10 -30 900 900 30 -10 100 30 -10 100 100 00 -40 1600 00 -40 1600 1600∑X=200 ∑x=00 ∑x²=9000 ∑Y=200 ∑y=00 ∑ y²=10700 ∑(x*y)=9800 68
  • 69. CALCULATION: x = (X – X) , y = (Y – Y) X =∑X/N = 200/5 = 40 Y = ∑Y/N = 200/5 = 40 r = ∑(x*y) / √ (∑x²*∑ y²) = 9800/√ (9000*10700) = 9800/9813.25 r = 0.9986Here r = 0.9986, so accept positive correlation and reject negative correlationINFERENCE: There is a perfect positive correlation between timing and interval variables. 69
  • 70. CHAPTER-5 FINDINGS OF THE STUDY1. It is found that out of 200 respondents, 35% fall between the age group of 25-30 years, 30% fall between the age group of 20-25years and between the age group of 31-40 years and 5% fall under the age group of 40 years and above.2. It is found that out of 200 respondents, majority of them are male is 75% and remaining of them are female is 25%.3. It is found that out of 200 respondents, major 80% of them are under graduate and remaining 20% of them are post graduate like M.B.A, M.C.A etc.4. It is found that out of 200 respondents, 70% of them are unmarried and 30% of them are married.5. It is found that out of 200 respondents, 45% of the respondents have an experience of less than 2 years, 30% have an experience of 2-5 years and 25% of the respondents have an experience of 5-8 years.6. It is found that out of 200 respondents, 55% of the respondents are satisfied, 20% of the respondents are highly satisfied, 20% of the respondents are dissatisfied and remaining 05% of the respondents are neither satisfied nor dissatisfied. 70
  • 71. 7. It is found that out of 200 respondents, 65% of the respondents are satisfied, 15% of the respondents are highly satisfied, 15% of the respondents are dissatisfied and 05% of the respondents are neither satisfied nor dissatisfied.8. It is found that out of 200 respondents, 65% of the respondents are satisfied, 15% of the respondents are highly satisfied, 15% of the respondents are dissatisfied and remaining 05% of the respondents are neither satisfied nor dissatisfied.9. It is found that out of 200 respondents, 55% of the respondents are satisfied, 20% of the respondents are highly satisfied, 20% of the respondents are dissatisfied and remaining 05% of the respondents are neither satisfied nor dissatisfied.10. It is found that out of 200 respondents, major 65% of the respondents are satisfied, 15% of the respondents are highly satisfied, 15% of the respondents are dissatisfied and only 05% of the respondents are neither satisfied nor dissatisfied.11. It is found that out of 200 respondents, majority of the respondents are satisfied is 60%, 20% of the respondents are highly satisfied, 15% of the respondents are dissatisfied and 05% of the respondents are neither satisfied nor dissatisfied.12. It is found that out of 200 respondents, majority of the respondents are satisfied 60%, 20% of the respondents are highly satisfied, 15% of the respondents are dissatisfied and remaining 05% of the respondents are neither satisfied nor dissatisfied. 71
  • 72. 13. It is found that out of 200 respondents, majority of the respondents are satisfied is 60%, 20% of the respondents are highly satisfied, 15% of the respondents are dissatisfied and only 05% of the respondents are neither satisfied nor dissatisfied.14. It is found that out of 200 respondents, 65% of the respondents are satisfied, 15% of the respondents are highly satisfied, 15% of the respondents are dissatisfied and 05% of the respondents are neither satisfied nor dissatisfied.15. It is found that out of 200 respondents, 60% of the respondents are satisfied, 20% of the respondents are highly satisfied, 15% of the respondents are dissatisfied and 05% of the respondents are neither satisfied nor dissatisfied.16. It is found that out of 200 respondents, 65% of the respondents are satisfied, 15% of the respondents are highly satisfied, 15% of the respondents are dissatisfied and 05% of the respondents are neither satisfied nor dissatisfied.17. It is found that out of 200 respondents, 60% of the respondents are satisfied, 20% of the respondents are highly satisfied, 15% of the respondents are dissatisfied and 05% of the respondents are neither satisfied nor dissatisfied.18. It is found that out of 200 respondents, 65% of the respondents are satisfied, 15% of the respondents are highly satisfied, 15% of the respondents are dissatisfied and 05% of the respondents are neither satisfied nor dissatisfied.19. It is found that out of 200 respondents, 65% of the respondents are satisfied, 15% of the respondents are highly satisfied, 15% of the respondents are dissatisfied and 05% of the respondents are neither satisfied nor dissatisfied. 72
  • 73. 20. It is found that out of 200 respondents, 85% of the respondents are comes under the category of ‘YES’ and 15% of the respondents are comes under the category of ‘NO’.21. It is found that out of 200 respondents, 70% of the respondents are comes under the category of mental stress and 30% of the respondents are comes under the category of physical stress.22. It is found that out of 200 respondents, 100% of the respondents are comes under the category of ‘NO’.23. It is found that out of 200 respondents, 55% of the respondents are satisfied, 20% of the respondents are highly satisfied, 20% of the respondents are dissatisfied and 05% of the respondents are neither satisfied nor dissatisfied.24. It is found that out of 200 respondents, 65% of the respondents are satisfied, 15% of the respondents are highly satisfied, 15% of the respondents are dissatisfied and 05% of the respondents are neither satisfied nor dissatisfied.25. It is found that out of 200 respondents, 65% of the respondents are satisfied, 15% of the respondents are highly satisfied, 15% of the respondents are dissatisfied and 05% of the respondents are neither satisfied nor dissatisfied. 73
  • 74. 26. It is found that out of 200 respondents, 55% of the respondents are satisfied, 20% of the respondents are highly satisfied, 20% of the respondents are dissatisfied and 05% of the respondents are neither satisfied nor dissatisfied.27. It is found that out of 200 respondents, 55% of the respondents are satisfied, 20% of the respondents are highly satisfied, 20% of the respondents are dissatisfied and 05% of the respondents are neither satisfied nor dissatisfied.28. It is found that out of 200 respondents, 65% of the respondents are satisfied, 15% of the respondents are extremely satisfied, 15% of the respondents are dissatisfied and 05% of the respondents are neither satisfied nor dissatisfied.29. It is found that out of 200 respondents, 55% of the respondents are comes under the category of satisfactory level, 10% of the respondents are comes under the category of excellent level, 20% of the respondents are comes under the category of competent level and 15% of the respondents are comes under the category of poor level.30. It is found that out of 200 respondents, 60% of the respondents are comes under satisfaction level of good, 20% of the respondents are comes under the satisfaction level of extremely good, 15% of the respondents are comes under the satisfaction level of poor and 05% of the respondents are comes under the satisfaction level of neither satisfied nor dissatisfied.31. It is found that out of 200 respondents, 65% of the respondents are satisfied, 20% of the respondents are extremely satisfied, 10% of the respondents are dissatisfied and 05% of the respondents are neither satisfied nor dissatisfied. 74
  • 75. CHAPTER-6 SUGGESTIONS OF THE STUDY6.1 PHYSICAL WORKING ENVIRONMENT: Among 200 respondents, 16% of the respondents were not satisfied with theexisting working environment in the organization. So the company can improve the betterworking environment like organizational culture, organizational climate to increase thesatisfaction level of the respondents than the existing system.6.2 INDUCTION AND TRAINING PROGRAM: Among 200 respondents, 19% of the respondents were not satisfied with theinduction and training program in the organization. So the company can improve thestandard of those programs with the help of training need identification method liketraining need survey method, report analysis and task analysis to increase the satisfactionlevel of employees in the organization.6.3 MONETARY BENEFITS: Among 200 respondents, 15% of the respondents were not satisfied with themonetary benefits. So the company can improve the satisfaction level of the respondentsby providing good monetary benefits like fringe benefits to motivate the employees togive their best to the organization and to meet the employee demands rather than payhike.6.4 STRESS MANAGEMENT ACTIVITY: Among 200 respondents, 85% of the respondents were affected by stress. So thecompany can conduct stress management activity to increase the satisfaction level of the 75
  • 76. respondents in the organization because there is no stress management programsconducted. CHAPTER-7 CONCLUSION The success of an organization depends not only on the planning and controllingof the firm’s financial resources, but also on the maintenance of a satisfied work force. Asatisfied work force is the foundation on which the structure of a successful organizationis built upon. The result and findings of this research study clearly exemplifies the fact that anin depth study has been conducted and all the objectives set for this research study hasbeen fully accomplished. From the analysis, it is found that the overall employees ofReliance Life Insurance seem to be proving good. Further in order to improve thesatisfaction level of the company and to enhance further growth of the organization,various suggestions and recommendations have also been further put forth in researchstudy. 76
  • 77. REFERENCES  P.C. Tripathi “Human Resources Development” of Sultan chand & Sons.  C.B. Mamoria “Personnel management” of Himalaya Publication;  C.R.Kothari “Research methods in business” of Wishwa Prakashan,.  Dr. S.P.GUPTA, statistical methods, Sultan Chand & sons, New Delhi,  Uma Sekaran “Research methods for business” of John Wiley & Sons (ASIA) Pte. Ltd  www.google.co.in  www.reliancelife.com 77
  • 78. QUESTIONNAIREI. DEMOGRAPHIC FACTORS: 1. Name: 2. Age group: (in years) a) Between 20-25 b) Between 25-30 c) Between 35-45 d) 45 and above 3. Gender: a) Male b) Female 4. Qualification: a) U.G b) P.G 5. Marital status: a) Married b) UnmarriedII. RESPONDENT’S DETAILS: 1. How long are you working in this organization? a) Less than 2 years b) 2-5 years c) 5-8 years d) more than 8 years 2. Rate the following factors for working environment in your concern?Factors Highly Satisfied Neutral Dissatisfied Highly satisfied Dissatisfieda) Relationship withco-workersb) Relationship withsub- ordinates 78
  • 79. c)Organizational climate d) Organizational Culture3. Rate the following facilities in your organization? Facilities Highly Satisfied Neutral Dissatisfied Highly Satisfied Dissatisfied a) Safety measures b) Welfare measures c) Health measures 4 How will you rate the satisfaction level regarding the job schedule? Factors Highly Satisfied Neutral Dissatisfied Highly Satisfied Dissatisfied a)Timing b)Interval 5. Rate the following factors for satisfaction level regarding programs provided in your organization? Factors Highly Satisfied Neutral Dissatisfied Highly Satisfied Dissatisfied a)Induction and orientation b)Training program 79
  • 80. 6. What do you think about following factors provided in your organization?Factors Highly Satisfied Neutral Dissatisfied Highly satisfied dissatisfieda) Salary planb) Incentive Plan7. Are you satisfied with payment period of your organization? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied8. Are you suffering from any stress at your work? a) Yes b) No a) If yes, from what type of stress do you suffer at your work? a) Mental stress b) physical stress9. Does your organization conduct any activities to reduce stress? a) Yes b) No10. Are you satisfied with the following attributes of your organization?Attributes Highly Satisfied Neutral Dissatisfied Highly satisfied dissatisfieda) Rules and regulationsb) Policies and proceduresc) Communication procedure 80
  • 81. d) Grievance redressal system11 How will you rate the satisfaction level regarding the leave facility? a) Extremely satisfied b) Satisfied c) Neutral d) Dissatisfied e) Extremely dissatisfied12. Are you satisfied with performance appraisal in your organization? a) Extremely satisfied b) Satisfied c) Neutral d) Dissatisfied e) Extremely dissatisfied13. Is the approach from management enough for successful job performance? a) Satisfactory b) Excellent c) Competent d) Poor14. How do you feel about job security in your organization? a) Extremely good b) Good c) Moderate d) Poor e) Extremely poor15. Express your over all job satisfaction in your organization? a) Extremely satisfied b) Satisfied c) Neutral d) dissatisfied e) Extremely dissatisfied16. Any aspect which you feel specially important to improve your morale and satisfaction level--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- 81
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