Employee Satisfaction at Workplace

A Study on Employee Satisfaction
Acharya Institute Of Graduate Studies Page 1
CHAPTER 1
INTRODUCTION
INTRODUCTION AND MEANING:
Human resource management is concerned with the human being in an
organization. It reflects a new outlook which views organization's manpower as its
resources and assets. Human resource is the total knowledge, abilities, skills, talents and
aptitudes of an organization's workforce. The values, ethics, beliefs of the individuals
working in an organization also form a part of human resource.
Human resource management is that process of management which develops
and manages the human elements of enterprise. It is not only management of skills but
also the attitude and aspirations of the people. When individuals come to work place,
they come with not only technical skills, knowledge, experience etc., but also with their
personal feelings, perception, desires, motives, attitude, values etc. So HRM means
management of varies aspects of human resources.
DEFINITION:
Human resource management may be defined as a set of policies, practices and
programs designed to maximize both personal and organizational goals. It is such a
process by which the people and organizations are bound together in such a way that
both of them are able to achieve their objects.
According to Edwin Flippo,Human resource management is the planning,
organizing, directing and controlling of the procurement, development, compensation,
integration, maintenance and reproduction of human resources to the end that
individual, organizational, individual and societal goals.

According to Leon C. Megginson the term Human Resource defined as “the
total knowledge, skills, creative abilities, talents and aptitudes of an organization
workforce, as well as the values, attitudes and beliefs of individual involved.
NATURE OF HRM:
 HRM is concerned with employees both as individuals and as group in attaining
goals.
 HRM is concerned with development of human resources.
 HRM is continuous and never ending process.
 It applies to all types of organization such as industry , trade, services, government,
social and commerce department.
 HRM covers both organized and unorganized employees
HRP RECRUITMENT SELECTION
T & D
SOCIALIZATION
P.A
PROMOTION, TRANSFER
DEMOTION & SEPERATIONS

SCOPE OF HRM:
 Setting general and specific management policy for organizational relationships and
establishing and maintaining a suitable organization for leaders and co-operation.
 Collective bargaining, contract negotiation, contract administration and grievance
handling.
 Staffing the organization, finding, getting and holding prescribed types and number
of workers.
 Aiding in the self-development of employees at all levels providing opportunities
personal development and growth as well as for acquiring requisite skill and
experience.
 Developing and maintaining motivation for workers by providing incentives.
 Reviewing and auditing manpower management in the organization.
 Industrial relations-carrying out studies designed to explain employee behavior and
thereby effecting improvement in manpower management.
FUNCTIONS OF HUMAN RESOURCE MANAGEMENT:
The functions of human resource management can be broadly classified into two
categories, viz.
1 Managerial Functions
2. Operative Functions

Functions of HRM
Operative
Functions
Managerial
Functions
Planning Employment
Organizing
Direction
Controlling
Human Resource
Development
Compensation
Human Relations
Industrial
Relations
Recent Trends in
HRM

A. MANAGERIAL FUNCTIONS
1. Planning:
It is a pre determined course of action .Planning pertains to formulating strategy of
personnel programs and changes in advance that will contribute to the
organizational goal. In other word it involves planning of human resources,
requirement, recruitment, selection, training etc. It also involves the forecasting of
personnel needs, Changing values, attitudes, and behaviour of employees.
2. Organizing:
An organization is a mean to an end .it s essential to carry out the determined
course of action. In the words of J.C Massie an organization is a Structure and a
process by which cooperative group of human being allocated its task to its
members ,identify the relationship and integrates the activity towards a common
objectives. Complex relation exists between specialized departments and general
departments as many top managers are seeking the help of personnel managers.
Thus an organization establishes the relationship among the employees and they
can collectively contribute to the attainment of the company goals.
3. Direction:
The next logical function after completing planning and organizing is the
execution of the plan. The basic function of personnel management at any level
is motivating, commanding, leading and activating people. The willing and
effective cooperation of employees for the attainment of organizational goals is
possible through motivation and command .Co-ordination deals with the task of
blending efforts in order to ensure successful attainment of an objectives.
4. Controlling:
After planning, organizing and directing various activities of personnel
management, the performance is to be verified in order to know that the
personnel functions are performed in conformity with the plans, identification of
deviation if any and correcting the identified deviations.

B. OPERATIVE FUNCTIONS
The operative functions of human resources management are related to specific
activities of personnel management such as follows
1. EMPLOYMENT:
It is the first operative function of human resource management. It includes
i. Job analysis:
It is the process of study and collection of information relating to the operations
and responsibilities of specific job.
ii. Human resource Planning
It is a process of determining and assuring that the organization will have an
adequate number of qualified persons, available at proper times, performing job
which will meet the needs of the organization and which provides satisfaction of
individuals
iii. Recruitment:
It is the process of searching for prospective employees and stimulates them for
applying for the job.
iv. Selection:
It is the process of ascertaining the qualification, experience, skills, knowledge
etc, of an applicant with a view to appraising his or her job
v. Placement:
It is the process of assigning the selected candidates with most suitable job in
terms of job requirement. It is matching of employee’s specification with job
requirement.
vi. Induction and Orientation:
Induction and orientation are the techniques by which a new employee is
rehabilitated in the changed surroundings and introduced to the practices,
policies, purposes and people etc.

2. HUMAN RESOURCE DEVELOPMENT:
It is the process of improving, moulding, and changing the skills, , creative
ability, aptitude, attitude, values, commitment etc. Based on present and future
job and organizational requirement .this includes
i. Performance appraisal:
It is the systematic evaluation of individual with respect of their performance on
the job and their potential for development.
ii. Training:
It is the process of imparting to the employees technical and operating skills and
knowledge
iii. Management Development:
It is the process of designing and conducting suitable executive development
program so as to develop the managerial and human relation skill of the
employee
iv. Career Planning and Development:
It is the planning of one’s career and implication of career plan in means of
education, training, job search, and acquisition of work experience.
v. Internal Mobility:
It includes vertical and horizontal movement of an employee within the
organization.
vi. Transfer:
It is the process of placing the employee in the same level of jobs where they
can be utilized more effectively in consistence with their potentialities and need
of employee and the organization.
vii. Promotion:
It deals with upward reassignment given to an employee in the organization to
occupy higher position which commands better status and pay keeping the
human resources of the employees and job requirement

viii. Demotion:
It deals with downward reassignment to an employee in the organization
ix. Change and Organization Development:
Change implies the creation of imbalance in the existence pattern of situations.
Organization development is a planned process designed to improve
organizational effectiveness and health through modification in individual and
group behaviour culture and system of the organization using the knowledge and
technology of applied behaviour science.
3. COMPENSATION:
It is the process of providing adequate, equitable and fair remuneration to the
employees it includes.
i. Job Evaluation:
Process of evaluating relative worth of the job
ii. Wage and salary administration:
It is the process of developing and operating suitable wage and salary program.
iii. Incentives:
It is the process of formulating, Administrating and reviewing the scheme of
financial incentives in addition to regular payment of wage and salary.
iv. Bonus:
It includes the payment of statutory bonus according to the payment of payment
act1965.
v. Fringe Benefits:
There are various benefits at the fringe of the wage. The management provides
these benefits to motivate the employees and to meet life’s contingencies.
vi. Social Security’s Measures:
Management provides social security to their employees in addition to the fringe
benefits.

4. HUMAN RELATION :
Practices various human resources, development, and compensation interaction
among employees create a sense of relationship between the individual worker
and management, among workers and trade unions and the management.
5. INDUSTRIAL RELATION
 Industrial relation refers to the study of relation among employees, employer,
government and trade unions. It includes
 Indian labour market
 Trade unionism
 Collective bargaining
 industrial conflicts
 Workers participation in the management
 Quality circle
6. RECENT TRENDS IN HRM
It includes
 Quality of work life
 Total quality in human resources
 HR Accounting ,Audit and research
OBJECTIVES OF HUMAN RESOURCE MANAGEMENT
Objectives are the pre-determined goals to which individual or group activity in an
organization is directed. Objectives of human resource management are as follows:-

 To create and utilize an able and motivated workforce, to accomplish the basic
organizational goals.
 To establish and maintain sound organizational structure and desirable working
relationships among all the members of the organization
 To secure the integration of the individual and groups within the organization by co-
ordination of the individual and group goals with those of the organization.
 To create facilities and opportunities for the individual or group development so as
to match it with the growth of the organization.
 To attain an effective utilization of human resources in the achievement of
organizational goals.
 To identify and satisfy individual and group needs by adequate and equitable wages,
incentives, employee benefits and social security and measures for challenging work
, prestige, recognition, security, status, etc.
NEED FOR HRM:
1. Better industrial relations.
2. Develop organizational commitment.
3. Coping with changing environment.
4. Change in political philosophy.
5. Increased pressure on employees.
LIMITATIONS
HRM approach is very useful in creating work culture in the organization but
still suffers from certain limitations.

1. Recent origin:
HRM is of origin. So it lacks universally approved academic base. Different people try
to define the term differently. Some thinkers considered it as a new name to personal
management.
2. Lack of top management support:
HRM must have the support of top level management. The change in attitude at the top
can bring good results while implementing HRM. Because of passive attitude at the top,
this work is handled by personal management people. Unless otherwise there is change
in approach and attitude nothing spectacular is going to happen.
3. Improper Implementation:
HRM should be implemented by assessing the training and development needs of the
employees. The needs and aspirations of people should be taken into account while
framing human resources policies.
4.Inadequate development programs:
HRM requires implementation of programs such as career planning, on the job training,
development programs, counselingetc; there is a need to create an atmosphere of
learning in the organization.
5. Inadequate information:
Some organizations do not have requisite information about their employees. In the
absence of adequate information and data base this system cannot be properly
implanted. There is a need to collect, store and retrieval of information before
implementing human resource management

INTRODUCTION TO JOB SATISFACTION
Job Satisfaction refers to a person’s feelings of satisfaction on the job, which
acts as a motivation of work. It is not self satisfaction, happiness or self contentment but
satisfaction on the job.
The term relates to the total relationship between an individual and the employer
for which he is paid. Satisfaction does mean the simple feelings state of accomplishing
the attainment of any goals.
Job satisfaction describes how content an individual is with his or her job. It is a
relatively recent term since in previous centuries the jobs available to a particular person
were often predetermined by the occupation of that person’s parent. There are a variety
of factors that can influence a person’s level of job satisfaction. Some of the factors
include the level of pay and benefits, promotion system within the company, the quality
of the working conditions, leadership and social relationships.
The other influences on satisfaction include the management style and culture,
employee involvement, empowerment and autonomous work groups. Job satisfaction is
a very important attribute which is frequently measured by organizations.
DEFINITIONS:
According to Prof. Smith Job Satisfaction is “the feelings of a worker about his
job”.
According to Prof. Loquats and Prof. Davis Job Satisfaction is “a fulfilment of
the requirements of an individual by the work environment”.
Job satisfaction has been defined as a pleasurable emotional state resulting from
the appraisal of one’s job, an affective reaction to one’s job, and an attitude towards

one’s job. This definition suggests that we form attitudes towards jobs by taking
account our feelings our beliefs and our behaviour.
HISTORY:
One of the biggest preludes to the study of job satisfaction was the Hawthorne
studies. These studies (1924–1933), primarily credited to Elton Mayo of the Harvard
Business School, sought to find the effects of various conditions (most notably
illumination) on workers’ productivity. These studies ultimately showed that novel
changes in work conditions temporarily increase productivity (called the Hawthorne
Effect). It was later found that this increase resulted, not from the new conditions, but
from the knowledge of being observed. This finding provided strong evidence that
people work for purposes other than pay, which paved the way for researchers to
investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the
study of job satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of
Scientific Management, argued that there was a single best way to perform any given
work task. This book contributed to a change in industrial production philosophies,
causing a shift from skilled labor and piecework towards the more modern of assembly
lines and hourly wages. The initial use of scientific management by industries greatly
increased productivity because workers were forced to work at a faster pace. However,
workers became exhausted and dissatisfied, thus leaving researchers with new questions
to answer regarding job satisfaction. It should also be noted that the work of W.L.
Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylor’s work.
Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid
the foundation for job satisfaction theory. This theory explains that people seek to
satisfy five specific needs in life – physiological needs, safety needs, social needs, self-
esteem needs, and self-actualization. This model served as a good basis from which
early researchers could develop job satisfaction theories.

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.
CONCEPT OF JOB SATISFACTION:
Job satisfaction is the end feeling of a person after performing tasks. To the
extent that a person‘s job fulfills his dominant needs and is consistent with his
expectation and values, the job will satisfying. The feeling would be expectation and
values the will be satisfying. The feeing would be positive or negative depending upon
whether need is satisfied or not.
Job satisfaction is different from motivation and morale.Motivation refers to the
willingness to work. Satisfaction on the other hand implies a positive emotional state.
Job satisfaction may be considered as, the dimension of the morale and morale also is
source of satisfaction. Job satisfaction is the end feeling which may influence sub-
sequent behavior. Thus, the job satisfaction is an employees’ general attitude towards
his job.
APPROACHES OF JOB SATISFACTION:
The two main approaches are:
1. Single Global Rating Approach
2. Summation Score Approach

SINGLE GLOBAL RATING APPROACH:
This method is nothing but asking individuals to respond to one question such as
things considered how satisfied you are with your job respondents then reply by circling
a number from one to five that corresponds to answer from “highly satisfied to highly
dissatisfied”.
SUMMATION SCORE APPROACH:
Summation of job is more sophisticated, it identifies key elements in a job and
asks for employees feelings about the job. Typical factors that would be included are
the nature of work. Supervision, presentation pays promotion opportunities with co-
workers. Supervision rated on a standardized scale and up to now overall job
satisfaction score.
NEED FOR JOB SATISFACTION
Seeking information with regard to job satisfaction in an industrial set up is an
important factor because the measurement of job satisfaction is extremely important. By
knowing workers attitudes towards their job, a firm can correct certain areas and
thereby improve the level of job satisfaction of its workers. Moreover, it helps the
management in selecting the better procedures.

NATURE OF WORK:
Most of the employees need intellectual challenges on jobs. They tend to prefer being
given opportunities to use their skills and abilities offered a variety of tasks, freedom
and feedback on how well they are doing. These characteristics make jobs mentally
challenging.
PROMOTIONS:
Promotional opportunities affect job satisfaction considerably. The desire of promotion
is generally strong among employees as it involves change in job, responsibility,
independence, status and monetary benefits.
Job
Satisfaction
Wages
Work
Promotion
Supervision
Work Group
Security
Working
Condition

SUPERVISION:
There is a positive relationship between the quality of supervision and job satisfaction.
Supervisors establish a supportive personal relationship with subordinates and take
personal interest to improve employee’s job satisfaction.
WORK GROUP:
The work group serves as a satisfaction to individual employees. It provides group
members with opportunities for interactions with each other.
JOB SECURITY:
It is positive when the executive or employee feels that he has reasonable chance of
working under conditions of the company. Job security makes him to feel the
satisfaction over his job and it gives secured future of employees.
WAGES:
Wages plays a significant role in influencing job satisfaction. This is because of two
reasons. Firstly, money is an important instrument in fulfilling one’s need and secondly,
employees often see pay as a reflection of management’s concern towards employees.
WORKING CONDITIONS:
The condition under which a person has a marked influence on his health, efficiency,
psychology and quality of work.Environment creates an efficient man; if we improve
the working environment we can improve his level of job satisfaction. So, in any
industrial set up working condition, ventilation, illumination and safety should be good
and excellent.

DETERMINANT OF JOB SATISFACTION:
The various factors influencing in job satisfaction may be classified into 2 categories:
Environmental factors related to work environment which are important can classified
as follows.
1. Job content: Herb erg suggested that job content in a term of achievement
Work itself tends to recognition advancement responsibility and the work itself tends to
provide satisfaction but is less reparative and there is a variation in job content job
satisfaction tends to be together
2. Occupational level:Generally the higher level of the job in organization hierarchthe
greater satisfaction of the individual this is because position are higher level are
better paid more challenging and provide greater freedom of operation such job
carry greater prestige. Self control and need satisfaction.
JOB SATISFACTION
Personal factorsEnvironmental factors
AgeJob content
Sex
Marital statusPay and promotion
Occupational level
Experience
Work group supervision

3. Pay and promotion:All other things being equal higher pay and better
opportunity for promotional needs to higher job satisfaction.
4. Work groups: Man is a social animal and likes to be associated with other
interaction in the work group help to satisfy social and psychological needs therefore
isolated workers tends to be dissatisfied.
5. Supervisors: Considerate supervisors tend to improve the job satisfaction of
workers. Employees satisfaction from supervisory behavior depend upon influence
which supervisor exercise on his own power.
Personal factors:
Personal life exercise significant on job satisfaction influence on the job satisfaction.
The main elements of the personal life are given below:
1. Age: some research studies reveal a positive correlation between age job
satisfactions.
A worker in the advanced age tends to be more satisfied probably because they adjusted
with their job conditions.
2. Sex: One study reveal that women are less satisfied than men, due to fever job
opportunities for females. But female workers may be more satisfied due to their
occupational aspirations.
3. Educational qualification: generally more educated employees tend to be less
satisfied with their jobs probably due to their greater responsibilities.
4. Marital status: the general impression is that married employees and employees
having more depended tend to be more dissatisfied due to their greater responsibilities.
5. Experience: job satisfaction tends to increase with increasing years of experience but
it may decrease after 20years of experience particularly among people who have not
realized their expectation.

THEORIES OF JOB SATISFACTION:
The main theoretical to job satisfaction are as follows:
 Need fulfilment theory
 Equity theory
 Two factors theory
 Discrepancy theory
 Equity -discrepancy theory
1. Need fulfilment theory:
According to this theory a person is satisfied when he gets from his job what he wants.
The more he wants something or the more important it is him the more satisfied he is
when he received it in those needs of a individual can be satisfied. Thus job satisfaction
is positively related to the degree to which ones needs are fulfilled.
2. Equity theory:
Under this theory it is believed that a person job satisfaction depends upon his
perceived equity as determined by his input output balance of others. Every individual
compares his rewards with those of a reference group job satisfaction is thus a function
of the degree to which the job characteristics meet the desires of the reference group.
Equity Theory shows how a person views fairness in regard to social
relationships. During a social exchange, a person identifies the amount of input gained
from a relationship compared to the output, as well as how much effort another persons
puts forth. 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 benefits. If one individual gets a pay raise for doing the same or less work than the
other, then the less benefited individual will become distressed in his workplace. If, on

the other hand, one individual gets a pay raise and new responsibilities, then the feeling
of inequality is reduced.
3. Two factor 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 Hertzberg's model has stimulated much research, researchers have been
unable to reliably empirically prove the model, with Hackman & Oldham suggesting
that Hertzberg'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.
4. Discrepancy theory:
According this theory job satisfaction depends upon what a person actually
received from job and what expects to receive. When the rewards actually received are
less than the expected rewards it causes dissatisfaction.

The concept of discrepancy theory explains 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 for a particular function, over a time period, 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.
5. Equity discrepancy theory:
This is a combination of equity and discrepancy theories. Lawler has adopted
the difference approach of discrepancy theory rather than the ratio approach of equity
theory. Under this theory satisfaction is defined as the difference between the outcome
that one per receiver he actually received and outcome that one feels he should receive
in comparison with others.
WAYS OF MEASURING JOB SATISFACTION:
How job satisfaction is measured depends on whether affective or cognitive job
satisfaction is of interest. 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.
CREATING JOB SATISFACTION:
So, how is job satisfaction created? What are the elements of job satisfaction created?
Organization can help to create a job satisfaction by putting systems in place that
worker are challenge and then rewarded for being successful. Organization that as per
to creating a work environment that enhance job satisfaction need to in cooperate the
following.
 Flexible work arrangements possibly including telecommunicating.

 Training and other professional growth opportunities.
 Interesting work that offer variety and challenging, allow the worker of the
opportunity to put his or her signature on the finished product. Opportunities to
use one talent to be creative is probably the most important point to bear in mind
when considering job satisfaction is that there are many factors that job
satisfaction and that what makes workers happy with their jobs varies from one
worker to another worker and from day to day apart from the factors mentioned
above job satisfaction is also influenced by the employees personal
characteristics. The manager’s personal characteristics and management styles
and nature of job work itself. Manager who wants to maintain a high level of job
satisfaction in the work force must try to understand the needs of each member
of the work force.
For eg; when creating work teams managers can enhance workers satisfaction
by placing people with similar backgrounds, experience or needs in the same
work group. Also managers can enhance job satisfaction by carefully by
matching workers with the type of the work.
For eg: a person who does not a pay attention to detail would hardly make a
inspector and shy worker is unlikely to be a good sales person. As much as
possible manager should match job task to employee’s personalities. manager
who are serious about the job satisfaction workers can also take other deliberate
step to create a stimulating work environment .one such step is job enrichment,
job enrichment is a deliberate upgrading of responsibility scope and challenge
in the work itself job enrichment usually includes increase responsibility,
recognition and opportunities for growth learning and achievement .large
companies that have used job enrichment programme to increase employee
motivation and job satisfaction include AT&T,IBM and general motors .
 Good management has the potential for creating high morale high productivity
and a sense of purpose and meaning for the organization and its employees
empirical findings by ting (1997)shows that job characteristics such as pay
promotional opportunity task clarity significance commitment and relationship
with supervisor and co workers have significant effects on job satisfaction .
These job characteristics can be carefully managed to enhance job satisfaction.

INDUSTRYPROFILE
INTRODUCTIONTO THE INDUSTRY
A machine tool is a machine for shaping or machining metal or other rigid
materials, usually by cutting, boring, grinding, shearing or other forms of deformation.
Machine tools employ some sort of tool that does the cutting or shaping. All machine
tools have some means of constraining the work piece and provide a guided movement
of the parts of the machine. Thus the relative movement between the work piece and
the cutting tool (which is called the tool path) is controlled or constrained by the
machine to at least some extent, rather than being entirely "offhand" or "freehand".
The precise definition of the term machine tools varies among users, as detailed
in the "Nomenclature and key concepts" section. It is safe to say that all machine tools
are "machines that help people to make things", although not all factory machines are
machine tools.
Today machine tools are typically powered other than by human muscle (e.g.,
electrically, hydraulically, or via line shaft), used to make manufactured parts
(components) in various ways that include cutting or certain other kinds of deformation.
With their inherent precision, machine tools enabled the economical production
of interchangeable parts.
HISTORY OF MACHINE TOOLS
Machine tools filled a need created by textile machinery during the industrial
revolution in England in the middle to late 1700s. Until that time machinery was made
mostly from wood, often including gearing and shafts. The increase
in mechanization required more metal parts, which were usually made of cast
iron or wrought iron. Cast iron could be cast in molds for larger parts, such as engine
cylinders and gears, but was difficult to work with a file and could not be hammered.
Red hot wrought iron could be hammered into shapes. Room temperature wrought iron
was worked with a file and chisels and could be made into gears and other complex
parts; however, hand working lacked precision and was a slow and expensive process.

James Watt was unable to have an accurately bored cylinder for his first steam
engine, trying for several years until John Wilkinson invented a suitable boring machine
in 1774, boring Boulton& Watt's first commercial engine in 1776.
The advance in the accuracy of machine tools can be traced to Henry Maudslay
and refined by Joseph Whitworth. That Maudslay had established the manufacture and
use of master plane gages in his shop (Maudslay& Field) located on Westminster Road
south of the Thames River in London about 1809, was attested to by James Nasmyth
who was employed by Maudslay in 1829 and Nasmyth documented their use in his
autobiography.
The process by which the master plane gages were produced dates back to
antiquity but was refined to an unprecedented degree in the Maudslay shop. The process
begins with three plates each given an identification (ex., 1, 2 and 3). The first step is to
rub plates 1 and 2 together with a marking medium (called bluing today) revealing the
high spots which would be removed by hand scraping with a steel scraper, until no
irregularities were visible. This would not produce absolutely true plane surfaces but a
"ball and socket" fit, as this mechanical fit, like two perfect planes, can slide over each
other and reveal no high spots. Next, plate number 3 would be compared and scraped to
conform to plate number 1. In this manner plate’s number 2 and 3 would be identical.
Next plate’s number 2 and 3 would be checked against each other to determine what
condition existed; either both plates were "balls" or "sockets". These would then be
scraped until no high spots existed and then compared to plate number 1. After
repeating this process, comparing and scraping the three plates together, they would
automatically generate exact true plane surfaces accurate to within millionths of an inch.
The traditional method of producing the surface gages used an abrasive powder
rubbed between the plates to remove the high spots, but it was Whitworth who
contributed the refinement of replacing the grinding with hand scraping. Sometime after
1825 Whitworth went to work for Maudslay and it was there that Whitworth perfected
the hand scraping of master surface plane gages. In his paper presented to the British
Association for the Advancement of Science at Glasgow in 1840, Whitworth pointed
out the inherent inaccuracy of grinding due to no control and thus unequal distribution
of the abrasive material between the plates which would produce uneven removal of
material from the plates.

With the creation of master plane gages of such high accuracy, all critical components
of machine tools (i.e., guiding surfaces such as machine ways) could then be compared
against them and scraped to the desired accuracy.
The first machine tools offered for sale (i.e., commercially available) were
constructed by Matthew Murray in England around 1800. Others, such as Henry
Maudslay, James Nasmyth, and Joseph Whitworth, soon followed the path of expanding
their entrepreneurship from manufactured end products and millwright work into the
realm of building machine tools for sale.
Important early machine tools included the slide rest lathe, screw-cutting
lathe, turret lathe, milling machine, pattern tracing lathe (shaper) and metal planer,
which were all in use before 1840. With these machine tools the decades old objective
of interchangeable parts was finally realized. An important early example, which is now
taken for granted was the standardization of screw fasteners such as nuts and bolts.
Before about the beginning of the 19th century, these were used in pairs, and even
screws of the same machine were generally not interchangeable. Methods were
developed to cut screw thread to a greater precision than that of the feed screw in the
lathe being used. This led to the bar length standards of the 19th and early 20th
centuries.
Forerunners of machine tools included bow drills and potter's wheels, which had
existed in ancient Egypt prior to 2500 BC, and lathes are known to have existed in
multiple regions of Europe since at least 1000 to 500 BC. But it was not until the
later Middle Ages and the Age of Enlightenment that the modern concept of a machine
tool—a class of machines used as tools in the making of metal parts, and incorporating
machine-guided tool path—began to evolve. Clock makers of the Middle Ages
and renaissance men such as Leonardo da Vinci helped expand humans' technological
milieu toward the preconditions for industrial machine tools. During the 18th and 19th
centuries, and even in many cases in the 20th, the builders of machine tools tended to be
the same people who would then use them to produce the end products (manufactured
goods). However, from these roots also evolved an industry of machine tool builders as
we define them today, meaning people who specialize in building machine tools for sale
to others.

The demand for machine tools has been driven by various manufacturing
industries over the centuries. The human desire for firearms (from small
arms through artillery) was the earliest, and it has lasted as a top driver through the
present. Lathes and boring machines for boring cannon barrels led the way. The next
major impetus of machine tool development was the building of textile machinery
during the Industrial Revolution in England. Historians of machine tools often focus on
a handful of major industries that most spurred machine tool development. In order of
historical emergence, they have been firearms (small arms and artillery); clocks; textile
machinery; steam engines (stationary, marine, rail, and otherwise; the story of
how Watt's need for an accurate cylinder spurred Boulton's boring machine is discussed
by Roe (1916); sewing machines; bicycles; automobiles; and aircraft. Others could be
included in this list as well, but they tend to be connected with the root causes already
listed. For example, rolling-element bearings are an industry of themselves, but this
industry's main drivers of development were the vehicles already listed—trains,
bicycles, automobiles, and aircraft; and other industries, such as tractors, farm
implements, and tanks, borrowed heavily from those same parent industries.
HOW MACHINE TOOLS RUN?
Machine tools can be powered from a variety of sources. Human and animal
power was used in the past, as was water power; however, following the development
of high pressure steam engines in the mid 19th century, factories increasingly used
steam power. Factories also used hydraulic and pneumatic power. Many small
workshops continued to use water, human and animal power until electrification after
1900.
Today most machine tools are powered by electricity; however, hydraulic and
pneumatic powers are sometimes used, but this is uncommon.
AUTOMATIC CONTROL OR EVOLUTION OF THE INDUSTRY
Machine tools can be operated manually, or under automatic control. Early
machines used flywheels to stabilize their motion and had complex systems of gears
and levers to control the machine and the piece being worked on. Soon after World War

II, the numerical control (NC) machine was developed. NC machines used a series of
numbers punched on paper tape or punched cards to control their motion. In the 1960s,
computers were added to give even more flexibility to the process. Such machines
became known as computerized numerical control (CNC) machines. NC and CNC
machines could precisely repeat sequences over and over, and could produce much
more complex pieces than even the most skilled tool operators.
Before long, the machines could automatically change the specific cutting and
shaping tools that were being used. For example, a drill machine might contain a
magazine with a variety of drill bits for producing holes of various sizes. Previously,
either machine operators would usually have to manually change the bit or move the
work piece to another station to perform these different operations. The next logical step
was to combine several different machine tools together, all under computer control.
These are known as machining centres, and have dramatically changed the way parts
are made.
From the simplest to the most complex, most machine tools are capable of at
least partial self-replication, and produce machine parts as their primary function.
Examples of machine tools are:
 Broaching machine
 Drill press
 Gear shaper
 Hobbing machine
 Hone
 Lathe
 Screw machines
 Milling machine
 Shear (sheet metal)
 Shaper
 Saws
 Planer
 Stewart platform mills
 Grinding machine

CURRENT TRENDS:
Now India stands 17th in production and 12th in consumption of machine tool in the
world. The country is set to become a key player in the global machine tool industry
and is likely to see substantial high end machine tool manufacturing, even as china
keeps its lead in lower end volume.

CHAPTER-2
RESEARCH DESIGN
A Research design is the arrangement of conditions for collection and analysis of data
in a manner that aims to combine relevance to the research purpose with economy in
procedure.
2.1 TITLE OF THE STUDY
A study on “EMPLOYEE SATISFACTION IN RELATION TO THEIR JOB” at
VJ INDUSTRIES PVT LTD
2.2 STATEMENTOF THE PROBLEM
Organizations in the modern era want employees to be with them permanently. So they
are giving them lot of facilities. But employees have lot of demands to be met. In order
to analyze their demands this study is carried out to understand the job satisfaction
levels which in turn help company in achieving profits at a faster rate.
2.3 OBJECTIVES OF THE PROBLEM:
o To study the various factors which influence job satisfaction
o To study the difference in level of satisfaction of employees
o To study the various facilities provided to employees by the organization.
o In further, to study what the employees are expecting from the company.

2.4 SCPOE OF THE STUDY:
o The scope of the study is confined to “VJ Industries Pvt Ltd”
o The scope of the study focus on evaluation of only employee’s job satisfaction
in “VJ Industries Pvt Ltd”.
2.5 RESEARCH METHODOLOGY:
The methodology adopted for the study is empirical research. Empirical research relies
on experience or observation alone, often without due regard for system and theory. It is
a data based research, coming up with the conclusions which are capable of being
verified by observation or experiment. We can also call it experimental research.
2.6 SAMPLE DESIGN:
The study is conducted by simple-random convenient sampling technique for the
purpose of assuring the sample size.
2.7 SAMPLE SIZE:
The sample size consists of 60 respondents.
2.8 SOURCES OF DATA
 PRIMARY SOURCE OF DATA:
Primary data have been collected through interviewing the employees personally by
using the method of questionnaire
1. Personal interview
2. questionnaire

 SECONDARY SOURCE OF DATA
Secondary data has been collected from different sources. They are as follows:
1. Monthly magazines issued by the company
2. Data collected through websites.
2.9 PLAN OF ANALYSIS:
 The information from the questionnaire is classified and analyzed
 Results are calculated in percentages
 Results are analyzed
 Sub-divided bar diagrams and pie-charts are used for depicting the available
information.
2.10 LIMITATION OF THE STUDY:
 This study is limited to employees working in “VJ Industries Pvt Ltd”
 Time is another limited factor
 Lack of interest among the respondent is another limiting factor for collecting
the data.

2.11 CHAPTER SCHEME:
Chapter 1: Introduction
This chapter gives a brief introduction about the concept ofEMPLOYEE
SATISFACTION IN RELATION TO THEIR JOB a study conducted atVJ
INDUSTRIES PVT LTDBangalore.
Chapter 2: Research Design
This chapter deals with the concepts of research design such as title of the study,
statement of the problem, objectives of the study, scope of the study, concepts,
methodology and limitations of the study.
Chapter 3: Company profile
This chapter gives a brief insight VJ INDUSTRIES PVT LTD in terms of its
founding principles, composition, business growth, performance appraisal methods,
achievements and future Prospects of the corporation.
Chapter 4: Analysis & Interpretation
This chapter includes tabulation, analysis and inference of the data collected
represented in graphical form
Chapter 5: Summary of Findings, Suggestions & Conclusions
This chapter concludes the project report. It comprises of the findings and
conclusion, justification of the objectives of the study and the various
recommendations and suggestions that can be made.
Annexure
Bibliography

CHAPTER-3
COMPANY PROFILE
VJ INDUSTRIES
INDUSTRYOVERVIEW
 The company is an ISO 9001-2008 Certified Company operating on a 22,000 sq. ft.
manufacturing facility in Peenya Industrial Area, Bangalore. Each part is sent
through various stages of documented in-process and final inspection quality control
to guarantee that every detail of your part has been checked and approved.
 Their components are exported to the United States of America. They meet the
stringent quality requirements of the Automotive and Material Handling Industry
 The company maintain a comprehensive, versatile, state-of-the-art production
facility capable of manufacturing the most critical and sophisticated sheet metal
components and assemblies. Their capabilities will meet the range of your
production needs, from prototype modelling through low and mid volume

production, to high volume runs requiring manufacturing ceIls and continuous flow
production.
 Product configurations from small mounting brackets to large frames, panels and
complete cabinet assemblies are readily produced. As a vendor in your supply chain
the company can produce, procure components, assemble and deliver partial or full
product builds that can be a strong competitive advantage.
 Their precision sheet metal fabrication services include CNC Laser Cutting, CNC
Punching, CNC Turning, Shearing, Bending, Rolling, Welding, Surface finishing,
Painting, Powder Coating, Anodizing, Chromating etc., for all types of Metal
Fabrication.
 The company employ their own engineers. They know fabrication and can help your
designers reduce cost through improved manufacturability.
 The company design and build our own fixtures, which reduces your development
time and cost.
Techniques used in fabrication:
When fabricating or shaping parts, several techniques are used to remove unwanted
metal, among these are:
 Electrical discharge machining
 Grinding (abrasive cutting)
 Multiple edge cutting tools
 Single edge cutting tools
Other techniques are used to add desired material.
Devices that fabricate components by selective addition of material are called rapid
prototyping machines.

PRODUCTS:
Variety of products supplied by V J Industries
• AUTOMOTIVE
• ENCLOSURES & PANELS
• RACKINGS
• PRESSED COMPONENTS
• MATERIAL HANDLING ASSEMBLIES
AUTOMOTIVE:
Production of auto components demands a high degree of accuracy to achieve class-A
standard finish. The company offer a wide range of products and services specifically
designed to meet the requirements of the automotive industry. Our components are
exported to the United States of America and used by GM (General Motors) and
Freightliner.
Some of the automotive products produced by them are:
 Chassis components
 Chassis brackets
 Rain tray

ENCLOSURES AND PANELS
The company fabricate custom sheet metal panels for Factory Automation, Electrical
Distribution and for the Telecommunication Industry as per I P Standards. They also
design and produce intricate electrical enclosures for the electrical drives manufacturers
and power and hydraulic systems producers.
The company have the space and capacity to do large assemblies.
The company is one of the reputed organization engaged in providing superior quality
control panel for rolling mills and steel mills. These control panels are made from high
quality of raw material which ensure durability at its user end. These products are
available in market at competitive rates

RACKINGS:
Not only can VJ industries supply competitively priced storage equipment, they can
assist you by laying it out accurately on paper first. Racking Systems can be custom
engineered to meet out specific application requirements. The company has ideas and
solutions to help your storage system to continue to contribute to the efficiency of your
company as it grows and changes.
PRESSED COMPONENTS:

The company understand the art of pressed metal. Whether its tooling or volume
production, it have all that you will need to take great products to market. VJ industries
can provide high volume production as well as low volume pre-production and
prototype samples.
QUALITY CHECK:
At VJ Industries, they consistently upgrade equipment and skills from a quality
perspective. From planning to part packaging, the company always looks for new and
better opportunities to enhance the quality of our product. Each job is well researched
and appropriate measuring systems are put in place with consideration to form, fit and
function of the part. Verification is carried out using CMM or vision systems, surface
finish instruments and other metrology equipment. VJ industry employ traditional
quality tools with every order from contract review, process FMEA, control plans to in-
process inspections. Additionally, they regularly monitor our instrument and operator
effectiveness through MSA.

QUALITY POLICY:
 To manufacture and supply of engineering components, meeting customer’s
quality and delivery requirements by continuously improving our quality
management system with employee involvement.
 To provide value added products and services, to customers by continually
upgrading technology, quality and reliability
 To identify and utilise all opportunities to inculcate quality consciousness by
providing continuous learning facilities to their employee’s towards
achievement of total customer satisfaction
QUALITY OBJECTIVES:
 Customer satisfaction: By identifying customer requirements and taking
appropriate actions to fulfil the customer satisfaction
 Delivery adherence: By identifying the failures in fulfilling the delivery
requirements and taking appropriate actions to fulfil the delivery adherence
 Increase in sales: By identification of new customers, increase in existing
product sales, introduction of new products, new territories.
 Reduction in purchase: By bulk purchases and alternate sourcing.
 ISO awareness: By identifying training needs and providing necessary training
and assessment of training effectiveness.
 Rejection: By identification of repeated problems, analysing the same and taking
corrective and preventive actions.
 Rework: By identification of repeated problems, analysing the same and taking
corrective and preventive actions.
 Customer complaint: By identification of repeated problems, analysing the same
and taking corrective and preventive actions.

VISION:
The VJ industries pvt ltd vision is:
 To maintain zero ppm
 To maintain zero customer complaint and produce good products
MISSION STATEMENT:
The VJ industries pvt ltd missions are:
 Company recognizes the responsibilities as corporate citizens to foster progress
and to promote the general welfare of the society.
 Company will exceed customer expectations through reliable products, on time
delivery, cost-effective solutions with the added assurance of prompt service.
VALUE STATEMENT:
 Customer Delight
 Cost –effective working
 Passionately ensuring Quality
 Empowering people
 Business ethics and transparency.
CORPORATE STRATEGIES:
 Effective utilization of Man power
 Technology up gradation
 Capacity building
 Effective utilization of resources
 Increased employee morale
 Method study for reducing Lead time
 Aggressive Marketing

PLANT AND FACILITY:
The success of VJ industries pvt limited is in the manufacture of most critical
and most sophisticated sheet metal components, assemblies and machined components
has led to a sustained effort to enhance production capacity over the years. The
manufacturing facilities are located on campus at Peenya; an industrial suburb of
Bangalore.
With a built-up area of over 22,000 square meters, the plant is equipped with
state-of-the-art production, assembly, painting, metrology and testing facilities.
Advanced machines of exceptional precision standards, made by some of the most
renowned manufacturers in the world, have been installed for the production of critical
components. These include high-tech CNC machines for various operations calling for
close tolerances, and welding robots. Thereby VJ industries pvt ltd has the infrastructure
to ensure the high quality of machines bearing its name
CUSTOMERS:
VJ industries value added customers are:
NAME COUNTRY
Artek group LLC USA
RAV international inc USA
Emerson industrial automation ITALY
Electric power generation pvt ltd INDIA
SRV Telecom INDIA
BEML INDIA
KPTCL INDIA
Olaer Fawcett Christie hydraulics SWEDEN
Jacob Mueller FRANCE
TATA marcopolo motors ltd INDIA
TD power system ltd INDIA

COMPETITORS:
• LMW – LAKSHMI MAIL LINE WORKERS
• PMT
• LOKESH
• HASS
• DGM
• JYOTHI
EXPORTS:
 Sweden
 France
 Italy
 U S A

CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
TABLE - 1
Table showing the opinion of respondents the superior’s co-operation
OPINION NO. OF
RESPONDENTS
PERCENTAGE
Fully Co-
operative
54 90
Some Extent 6 10
Not at all 0 0
TOTAL 60 100
ANALYSIS:
This table depicts that 90% of the respondents says that the superiors are
fully co-operative with their work & 10% of the respondents says to some
extent

GRAPH - 1
Graph showing the opinion of respondents the superior’s co-operation
INTERPRETRATION
From the above analysis, it can be inferred that majority ofthe respondents
are fully satisfied regarding the superiors co-operation.
0
10
20
30
40
50
60
70
80
90
100
Fully co operative Some extent Not at all
90
10
0
%ofrespondents
opinion of respondents
GRAPH 1

TABLE - 2
Table showing the opinion of respondents regarding the heavy demand
of work by the superiors
Opinion No. of respondents Percentage
Yes 12 20
No 30 50
Sometimes 18 30
Total 60 100
ANALYSIS:
This table depicts that 20% of the respondents say yes, 50% of workers
says no and 30% of respondents says sometimes they are facing the heavy
demand of work by the superiors.

GRAPH – 2
Graph showing the opinion of respondents regarding the heavy demand of
work by the superiors.
INTERPRETATION
By this above analysis, it can be inferred that respondents are facing heavy
demand of work by the superiors.
0
10
20
30
40
50
60
70
80
90
100
Yes No Sometimes
20
50
30
%OfRespondents
opinionof respondents
GRAPH 2

TABLE – 3
Table showing the opinion of respondents regarding job security
Yes 55 95
No 5 5
Total 60 100
ANALYSIS:
This table depicts that 95% of respondents says that they have a secured
job but 5 % of respondents says that they don’t have secured job.

GRAPH – 3
Graph showing the opinion of respondents regarding job security.
INTERPRETATION
From the above analysis, it can be defined that the majority of the
respondents feel that they have secured job.
0
10
20
30
40
50
60
70
80
90
100
Yes No
%ofrespondents
opinion of respondents
CHART 3

TABLE - 4
Table showing the opinion of respondents regarding general working
conditions
Strongly
satisfied
41 81
Satisfied 19 19
Dissatisfied 0 0
Total 60 100
ANALYSIS:
This table depicts that 81% of the respondents says that they are absolutely
satisfied with the general working condition and 19% of the respondents
says that they are satisfied with their general working conditions of the
company.

GRAPH – 4
Graph showing the opinion of respondents regarding general working
conditions.
INTERPRETATION
From the above analysis, it can be inferred that majority of them are
absolutely satisfied with the general working condition of the company.
But still company should concentrate on this.
0
10
20
30
40
50
60
70
80
90
100
Strongly satisfied Satisfied Dissatisfied
%ofrespondents
CHART 4

TABLE - 5
Table showing the opinion of respondents regarding safety and
security measures
Excellent 39 65
Satisfactory 6 10
Good 15 25
Need to
improve
0 0
Total 60 100
ANALYSIS:
This table depicts that 65% of the respondents says that the safety &
Security measures are excellent and 10% of the respondents says that the
safety & security measures are satisfactory and 25% of the respondents
says that safety & security measures are good.

GRAPH - 5
Graph showing the opinion of respondents regarding safety and security
measures.
INTERPRETATION
From the above analysis, it can be inferred that safety & security measures
given by the organization is satisfied.
0
10
20
30
40
50
60
70
80
90
100
Excellent Satisfactory Good Need to improve
65
10
25
0
%ofRespondents
CHART 5

TABLE – 6
Table showing the opinion of respondents regarding the recreational
facilities
Excellent 30 60
Very good 15 20
Good 15 20
Poor 0 0
Total 60 100
ANALYSIS:
This table depicts that 60% of the respondents says that recreational
facilities are excellent and 20% of the respondents says very good and 20%
of the respondents says good.

GRAPH – 6
Graph showing the opinion of respondents regarding the recreational
facilities.
INTERPRETATION
From the above analysis, it can be inferred that recreational facilities
provided by the organization are satisfied.
Company should concentrate on this.
60
20
20
0
0
10
20
30
40
50
60
70
80
90
100
Excellent Very good Good Poor
%OfRespondents
Opinionof respondents
GRAPH 6

TABLE – 7
Table showing the opinion of respondents regarding the pay pakage.
Satisfied 48 80
Not satisfied 12 20
Total 60 100
ANALYSIS:
This table depicts that 80% of the respondents says they are satisfied with
their pay package and 20% says not satisfied

GRAPH - 7
Graph showing the opinion of respondents regarding the pay package.
INTERPRETATION
From the above analysis, it can be inferred that the pay package giving in
the organization are satisfied by the respondents.
0
10
20
30
40
50
60
70
80
90
100
Satisfied Not satisfied
80
20
%OfRespondents
GRAPH 7

TABLE – 8
Table showing opinion of respondents regarding performance
appraisal system
Strongly
satisfied
39 65
Satisfied 21 35
Dissatisfied 0 0
Total 60 100
ANALYSIS:
This table depicts that 65% of the respondents says that they are absolutely
satisfied with the performance appraisal system and 35% of the
respondents says that they are satisfied with their performance.

GRAPH - 8
Graph showing the opinion of respondents regarding the performance
appraisal system.
INTERPRETATION
From the above analysis, it can be inferred that majority of them are
absolutely satisfied with their performance appraisal system.
0
10
20
30
40
50
60
70
80
90
100
65
35
0
%OfRespondents
GRAPH 8

TABLE – 9
Table showing the opinion of respondents regarding medical facility
Excellent 30 50
Very Good 30 50
Good 0 0
Poor 0 0
Total 60 100
ANALYSIS:
This table depicts that 50% of the respondents says that the medical facility
provided by the company is excellent and 50% says very good.

GRAPH - 9
Graph showing the opinion of respondents regarding medical facility.
INTERPRETATION
From this above analysis, it can be inferred that the medical facility
provided by the company is satisfied by the respondents
0
10
20
30
40
50
60
70
80
90
100
Excellent Very Good Good Poor
%ofrespondents
GRAPH 9

TABLE – 10
Table showing the opinion of respondents regarding the promotion
system
Strongly
satisfied
40 75
Satisfied 20 25
Dissatisfied 0 0
Total 60 100
ANALYSIS:
This table depicts that the 75% of the respondents says they are absoultely
satisfied with the promotion system of the company and 25% of the
respondents says they are just satisfied .

GRAPH - 10
Graph showing the opinion of respondents regarding the promotion system.
INTERPRETATION
From the above analysis, it can be inferred that majority of the respondents
are satisfied with the promotion system of the company
0
10
20
30
40
50
60
70
80
90
100
75
25
0
%ofrespondents
GRAPH 10

TABLE – 11
Table showing the opinion of respondents regarding the relationship
with the superiors
Excellent 33 55
Very Good 15 25
Good 12 20
Poor 0 0
Total 60 100
ANALYSIS:
This table dpicts that 55% of the respondents says that the relationship with
superiors is excellent and 25% respondents says very good and 20% of the
respondents says good.

GRAPH - 11
Graph showing the opinion of respondents regarding the relationship with
the superiors.
INTERPRETATION
From the above analysis, it can be inferred that the respondent’s
relationship with superiors is satisfied. Company should concentrate on
this.
0
10
20
30
40
50
60
70
80
90
100
Excellent Very Good Good Poor
%ofrespondents
GRAPH 11

TABLE - 12
Table showing the opinion of respondents towards experience of
unreasonable stress attached to their job.
Never 30 50
Sometimes 15 25
Almost all the
times
15 25
Every time 0 0
Total 60 100
ANALYSIS:
This table depicts that the 50% of the respondents feel that they never
experience of unreasonable stress attached to their job, 25% of respondents
feel sometimes they experience of unreasonable attached to their job and
25% of respondents feel that they almost all the times experience of
unreasonable stress attached to their job.

GRAPH - 12
Graph showing the opinion of respondents regarding the opportunity given
to utilize their skills and efficiency.
INTERPRETATION
From the above analysis, it can be inferred that the respondents has mixed
opinion towards unreasonable stress attached to their job.
0
10
20
30
40
50
60
70
80
90
100
Never Sometimes Almost all the
times
Every time
50
25 25
0
%ofrespondents
GRAPH 12

TABLE – 13
Table showing the opinion of respondents regarding leave package
Strongly satisfied 27 45
Satisfied 33 35
Dissatisfied 0 0
Total 60 100
ANALYSIS:
This table depicts that the 45% of the respondents says they are absolutely
satisfied with the leave package and 35% says they are just satisfied.

GRAPH – 13
Graph showing the opinion of respondents regarding leave package
INTERPRETATION
From the above analysis, it can be inferred that the leave package provided
by the company is partially satisfied.
0
10
20
30
40
50
60
70
80
90
100
%ofrespondents
GRAPH 13

TABLE – 14
Table showing the opinion of respondents regarding the relationship
with colleague
ANALYSIS:
This table depicts that the 75% of the respondents says that the relationship
with colleagues is friendly and co-operative and 15% says their relationship
with colleagues is feeling at home and 10% of the respondents says that the
relationship with colleagues is in narrow contact.
Friendly & Co-
operative
45 75
Feeling at home 9 15
Very cold
relationship
0 0
Narrow contact 6 10
Total 60 100

GRAPH – 14
Graph showing the opinion of respondents regarding the relationship with
colleagues.
INTERPRETATION
From the above analysis it can be inferred that the colleagues are friendly
and co-operative in the organization.
0
10
20
30
40
50
60
70
80
90
100
Friendly & Co-
operative
Feeling at home Very cold
relationship
Narrow contact
%ofrespondents
Opinion of respondents
GRAPH 14

TABLE - 15
Table showing the opinion of respondents regarding the job
satisfaction
Yes 60 100
No 0 0
Total 60 100
ANALYSIS:
This table depicts that 100% of the respondents are satisfied with their job.

GRAPH – 15
Graph showing the opinion of respondents regarding the job satisfaction.
INTERPRETATION
From the above analysis, it can be inferred that the respondents are
satisfied with their job.
0
10
20
30
40
50
60
70
80
90
100
Yes Not
100
0
%ofrespondents
GRAPH 15

CHAPTER 5
FINDINGS, SUGGESTIONS & CONCLUSIONS
SUMMARY OF FINDINGS
 Most of the employees are facing work pressure by their superiors
 Most of the employees are not satisfied with the working hours
and working condition
 Most of the employees are happy with job security
 Performance Appraisal system is fair and transparent
 Majority of the employees feels that they have an opportunity to
utilize their skill and knowledge for the growth of the organization of
the company and the individual growth
 Relationship between superiors and subordinators is good
 The medical facility provided by the company to the employees and
their family members is good it shows the concern of the company on
employees
 Safety measures undertaken by the company is good
 Most of the employees are satisfied with the leave package provided
by the company
 Majority of the employees are satisfied with their job.

SUGGESTIONS
Employees are the key asset to any organizations. Their involvement and
commitment towards the work is very important. To gain the involvement
of the employees there is a need for motivation and this motivation should
lead to job satisfaction. The suggestions given below are based on the
analysis and observation. It can be taken into consideration to improve and
enhance job satisfaction of employees in “VJ INDUSTRIES PVT LTD”.
 Majority of the employees are satisfied with the pay package
provided by the management, but some of the employees were not
satisfied so the company has to increase the salary to satisfy the
employees in respect of salary.
 Company should provide the facilities to the employees for higher
education and improve their qualification.
 Company should include the yoga classes, gym, entertainment
programmes in the recreational facilities.
 Company should set up the grievance cell to solve the employee’s
problem.
 Counselling centre should be set up to solve the employee’s
problem.

CONCLUSION
The entire project was planned with a view to study the level of
“EMPLOYEE SATISFACTION IN RELATION TO THEIR JOB” in VJ
Industries Pvt Ltd.
Employees play a crucial role in any organization as they have always
contributed their share in the form of services for the betterment of the
organization. So, it is very important and the duty of the organization to
provide welfare facilities to the employees. The research has proved that
the motivation and job satisfaction is the key component for any
organization.
By this I conclude that the employee’s job satisfaction level is very
important and generally depends on facilities provided to the employees. If
the recreational facilities and leave packages are provided to the
employees, it motivates them to work hard, resulting in better industrial
relations between the employees and the employer and increase job
satisfaction.

Employee Satisfaction at Workplace

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