The document contains survey results from 100 respondents on their demographics, education, occupation, work experience, and perceptions of their job and benefits. Some key findings:
- The majority of respondents were male (86%), ages 22-30 (67%), with a diploma education (54%) and working in operations (67%).
- Most had 0-3 years of work experience (79%) and were married (64%).
- Over half agreed their salary was satisfactory (55%) and that financial motivation was more important than non-financial motivation (73%).
- Respondents were strongly satisfied with breaks (83%) but had mixed views on recognition (73% disagreed their work was recognized) and benefits
I was born on February 5th 1991 in Jharkhand, India. He completed class 10 in 2008 with 75%, class 12 in 2010 with 65% and BBA in 2013 with 64%. He is currently pursuing a PGPM and has a 5.7 CGPA. His hobbies include swimming, cycling and traveling.
Accelerate Project Management Visibility and Control in the Public SectorInnovative-e
Mike Taylor, President of Innovative-e, and Scott Chapman, President of Project Hosts, presented a 1-hour webinar on Project Management On Your Terms (PMOYT) for the Public Sector, a complete public sector solution created specifically for agencies that are struggling with managing projects effectively. Our approach will illustrate how to accelerate agility, adoption and control with a three-step approach that will help customers:
Increase business agility
Shorten deployment times
Lower security and downtime risks
Lower operational and support costs
I was born on February 5th 1991 in Jharkhand, India. He completed class 10 in 2008 with 75%, class 12 in 2010 with 65% and BBA in 2013 with 64%. He is currently pursuing a PGPM and has a 5.7 CGPA. His hobbies include swimming, cycling and traveling.
Accelerate Project Management Visibility and Control in the Public SectorInnovative-e
Mike Taylor, President of Innovative-e, and Scott Chapman, President of Project Hosts, presented a 1-hour webinar on Project Management On Your Terms (PMOYT) for the Public Sector, a complete public sector solution created specifically for agencies that are struggling with managing projects effectively. Our approach will illustrate how to accelerate agility, adoption and control with a three-step approach that will help customers:
Increase business agility
Shorten deployment times
Lower security and downtime risks
Lower operational and support costs
This document provides 10 tips for successful project management. It emphasizes that project management is a core skill that must be possessed by professionals and managers to deliver projects on time and on budget. The tips include having complete project details upfront, documenting all agreements in writing, identifying risks early, leveraging technology, avoiding scope creep, testing deliverables, and clear communication.
The document discusses nutrition considerations for a pediatric patient undergoing bone marrow transplantation for sickle cell disease. It outlines the patient's diagnosis and treatment plan, including high calorie and protein needs due to increased metabolic demands. Due to chemotherapy side effects like mucositis and nausea, optimal oral intake is difficult and nutrition support is important. Enteral nutrition is preferred over total parenteral nutrition when possible due to gut health benefits. The case study focuses on a 3-year old male patient admitted for umbilical cord blood transplantation and his nutrition care plan.
E healthcare. Medical Cross-Enterprise Collaborative Platform.Vassily Buzuyev
Medical Cross-Enterprise Collaborative Platform is a modern solution enabling independent physicians to become more efficient and competitive. The platform enhances quality of the medical services rendered by the independent physicians and small medical clinics by reducing their operating expenses.
The document discusses ethical hacking, which involves identifying security vulnerabilities in computer systems and networks by simulating the actions of malicious hackers, but without criminal intent. It describes ethical hackers as security experts who test systems with the organization's authorization. The document outlines what ethical hacking entails, how it differs from unethical hacking, how to become an ethical hacker through certifications, and career opportunities in the field such as security analyst or consultant.
Germany has a population of over 80 million people and a GDP of over $3 trillion. Some key points about Germany's economy include:
- Germany has a GDP growth rate averaging around 1-2% annually for the past decade.
- The industrial and services sectors make up around 70% of Germany's economy each, with agriculture at 1%.
- Germany's top trading partners are France, the United States, the United Kingdom, and China, with over $100 billion annually in trade with each.
- Foreign direct investment in Germany has averaged around $50-60 billion annually in recent years.
The document contains 25 tables that provide data on respondents' opinions related to various aspects of their jobs. Each table includes the number (N) and percentage of respondents who selected different options or levels of satisfaction. For most tables, the largest group of respondents reported being satisfied or agreeing with the aspect, followed by neutral, with fewer reporting dissatisfaction or disagreement. The tables cover topics such as work hours, salary, benefits, work environment, responsibilities, stress, training and career development.
This study aimed to identify factors that influence employee job satisfaction and performance in Jordan's industrial sector. A survey of 147 employees found that the most significant factors affecting job satisfaction were salary and benefits. The top factors influencing an employee's decision to leave a job were low salary and a negative work environment. Statistical analysis revealed a significant relationship between these factors and employees' gender and age profiles. Specifically, salary and stress levels had a stronger influence on job satisfaction and intention to leave for female and younger employees.
The document discusses stress management and defines stress management as tools, strategies or techniques that reduce stress and its negative impacts on mental or physical well-being. It provides background on stress research over the last 100 years and definitions of stress from researchers like Hans Selye. The document also includes a case study that analyzed stress levels and causes among 100 employees at a company, finding that workload, long hours and meeting targets were top stressors and over 70% of employees felt frustrated due to excessive stress. Suggestions to address stress included redesigning jobs, offering yoga/meditation, and better work scheduling.
The document summarizes survey results from 50 employees of Nepal Bank Limited. It analyzes responses related to gender composition (30% male, 20% female), satisfaction with management/coworkers (majority neutral), career growth opportunities (76% yes), participation in decision making (20 respondents at 40-50%), salary satisfaction (28 agreed, 12 neutral), need for improved working conditions (84% yes), salary/allowances (30 strongly agreed), performance appraisals (20 strongly agreed/agreed), promotions (20 neutral), and health benefits (25 strongly agreed).
The document discusses stress management in the workplace. It provides definitions of stress from researchers like Hans Selye who saw stress as not entirely negative. The document then outlines a study conducted among 100 employees at a company to understand sources of stress. The study found that over 50% of employees experienced work-related stress due to high workload. It was also found that over 70% of employees felt frustrated due to excessive stress. The document provides recommendations to help reduce stress through measures like yoga, scheduling work appropriately, and creating more awareness about stress management.
The document contains survey results from 100 respondents on their work experiences. Key findings include:
- 69% of respondents were female, and between ages 20-30.
- 81% were satisfied with their position, and felt they received sufficient job performance recognition.
- 75% felt motivated to help their department meet objectives.
- 91% felt their current workload was adequate.
- 81% said their company offered better health benefits than other companies.
The document is a survey report on the causes of divorce in Pakistan. It analyzes survey data from 70 respondents using univariate and bivariate analyses in SPSS. The univariate analysis finds that most respondents were aged 15-25 years old, male, single, and agreed that early marriage, clashes between families, joint families, misunderstandings are causes of divorce. The bivariate analysis finds associations between respondent age and marital status and between age and misunderstandings being a cause. The conclusion is that 89% of respondents agreed with the identified major causes of divorce in Pakistan.
This document provides 10 tips for successful project management. It emphasizes that project management is a core skill that must be possessed by professionals and managers to deliver projects on time and on budget. The tips include having complete project details upfront, documenting all agreements in writing, identifying risks early, leveraging technology, avoiding scope creep, testing deliverables, and clear communication.
The document discusses nutrition considerations for a pediatric patient undergoing bone marrow transplantation for sickle cell disease. It outlines the patient's diagnosis and treatment plan, including high calorie and protein needs due to increased metabolic demands. Due to chemotherapy side effects like mucositis and nausea, optimal oral intake is difficult and nutrition support is important. Enteral nutrition is preferred over total parenteral nutrition when possible due to gut health benefits. The case study focuses on a 3-year old male patient admitted for umbilical cord blood transplantation and his nutrition care plan.
E healthcare. Medical Cross-Enterprise Collaborative Platform.Vassily Buzuyev
Medical Cross-Enterprise Collaborative Platform is a modern solution enabling independent physicians to become more efficient and competitive. The platform enhances quality of the medical services rendered by the independent physicians and small medical clinics by reducing their operating expenses.
The document discusses ethical hacking, which involves identifying security vulnerabilities in computer systems and networks by simulating the actions of malicious hackers, but without criminal intent. It describes ethical hackers as security experts who test systems with the organization's authorization. The document outlines what ethical hacking entails, how it differs from unethical hacking, how to become an ethical hacker through certifications, and career opportunities in the field such as security analyst or consultant.
Germany has a population of over 80 million people and a GDP of over $3 trillion. Some key points about Germany's economy include:
- Germany has a GDP growth rate averaging around 1-2% annually for the past decade.
- The industrial and services sectors make up around 70% of Germany's economy each, with agriculture at 1%.
- Germany's top trading partners are France, the United States, the United Kingdom, and China, with over $100 billion annually in trade with each.
- Foreign direct investment in Germany has averaged around $50-60 billion annually in recent years.
The document contains 25 tables that provide data on respondents' opinions related to various aspects of their jobs. Each table includes the number (N) and percentage of respondents who selected different options or levels of satisfaction. For most tables, the largest group of respondents reported being satisfied or agreeing with the aspect, followed by neutral, with fewer reporting dissatisfaction or disagreement. The tables cover topics such as work hours, salary, benefits, work environment, responsibilities, stress, training and career development.
This study aimed to identify factors that influence employee job satisfaction and performance in Jordan's industrial sector. A survey of 147 employees found that the most significant factors affecting job satisfaction were salary and benefits. The top factors influencing an employee's decision to leave a job were low salary and a negative work environment. Statistical analysis revealed a significant relationship between these factors and employees' gender and age profiles. Specifically, salary and stress levels had a stronger influence on job satisfaction and intention to leave for female and younger employees.
The document discusses stress management and defines stress management as tools, strategies or techniques that reduce stress and its negative impacts on mental or physical well-being. It provides background on stress research over the last 100 years and definitions of stress from researchers like Hans Selye. The document also includes a case study that analyzed stress levels and causes among 100 employees at a company, finding that workload, long hours and meeting targets were top stressors and over 70% of employees felt frustrated due to excessive stress. Suggestions to address stress included redesigning jobs, offering yoga/meditation, and better work scheduling.
The document summarizes survey results from 50 employees of Nepal Bank Limited. It analyzes responses related to gender composition (30% male, 20% female), satisfaction with management/coworkers (majority neutral), career growth opportunities (76% yes), participation in decision making (20 respondents at 40-50%), salary satisfaction (28 agreed, 12 neutral), need for improved working conditions (84% yes), salary/allowances (30 strongly agreed), performance appraisals (20 strongly agreed/agreed), promotions (20 neutral), and health benefits (25 strongly agreed).
The document discusses stress management in the workplace. It provides definitions of stress from researchers like Hans Selye who saw stress as not entirely negative. The document then outlines a study conducted among 100 employees at a company to understand sources of stress. The study found that over 50% of employees experienced work-related stress due to high workload. It was also found that over 70% of employees felt frustrated due to excessive stress. The document provides recommendations to help reduce stress through measures like yoga, scheduling work appropriately, and creating more awareness about stress management.
The document contains survey results from 100 respondents on their work experiences. Key findings include:
- 69% of respondents were female, and between ages 20-30.
- 81% were satisfied with their position, and felt they received sufficient job performance recognition.
- 75% felt motivated to help their department meet objectives.
- 91% felt their current workload was adequate.
- 81% said their company offered better health benefits than other companies.
The document is a survey report on the causes of divorce in Pakistan. It analyzes survey data from 70 respondents using univariate and bivariate analyses in SPSS. The univariate analysis finds that most respondents were aged 15-25 years old, male, single, and agreed that early marriage, clashes between families, joint families, misunderstandings are causes of divorce. The bivariate analysis finds associations between respondent age and marital status and between age and misunderstandings being a cause. The conclusion is that 89% of respondents agreed with the identified major causes of divorce in Pakistan.
presentation on Employee Satisfaction.pptxPreetySharma60
The document provides details from a presentation on employee satisfaction at Hero E-Cycles Pvt. Ltd. It includes:
- An introduction defining employee satisfaction and its importance.
- Research methodology describing a survey of 100 employees to measure satisfaction.
- Key findings from the survey showing most employees are satisfied with work conditions and compensation but some factors like stress, refreshments, and work-life balance could be improved.
- Suggestions including enhancing communication, improving refreshments, reducing stress, and increasing motivational activities.
- A conclusion that most employees are satisfied overall but some areas need further improvement.
This document contains 20 tables that analyze data from a survey of 60 respondents about their online shopping habits and preferences. The tables examine demographic information about the respondents as well as their views on various aspects of online shopping such as convenience, product selection, payment security, delivery speed and customer satisfaction. For each table, the document provides a short analysis of the key findings and percentages. The overall purpose is to understand customer behavior and perceptions related to online shopping.
Study about the jio sim on erode districtsksuku352
The document contains 17 tables that provide data on customer satisfaction of Jio SIM users. The majority of respondents were female (56%), between 21-30 years old (51%), had a college degree (63%), earned 15,000-30,000 monthly (35%), were students (55%), unmarried (77%), preferred Jio for unlimited data (38%), used the 1.5GB package (44%), were referred by friends (49%), had used Jio for over 2 years (45%), had a prepaid connection (66%), chose prepaid for unlimited talk time (61%), typically made local calls (49%), were happy with pricing (72%), waited less than 2 minutes for customer care (40%), and had
The document analyzes employee wellness and satisfaction levels at a company through several surveys. It shows the percentage of employees who reported being very satisfied, satisfied, neither satisfied nor dissatisfied, somewhat dissatisfied, or not at all satisfied with various factors such as clarity on job responsibilities, career growth opportunities, compensation, benefits, and health and wellness programs. The data is broken down by gender, and by length of tenure for various job satisfaction factors. In general, employees reported the highest satisfaction levels with clarity on job responsibilities and listening to concerns, and lower satisfaction with compensation revision and policies/procedures.
This document presents a statistical analysis of survey data from 65 respondents. The analysis includes descriptive statistics on respondent demographics like age, gender, work category, education level, and more. Inferential statistics like t-tests, ANOVA, correlation, and regression are used to compare motivation scores across these demographic groups and examine the relationship between motivation and experience. The results show no significant differences in motivation between groups defined by gender, organization type, marital status, age, or work category. Regression analysis finds that demographic variables together explain only 9% of variance in motivation.
The document analyzes survey responses from 120 teachers regarding sources of stress. It includes 20 statements about stressors rated on a 5-point Likert scale. For each statement, a table shows the response distribution and a chart displays the results. The interpretation section incorrectly states that 45% of respondents consistently strongly agreed to ensure jobs are done properly, agreed, disagreed, etc., regardless of the actual response patterns. The document examines teacher stress levels from various sources like workload, student outcomes, mood interference, and reforms.
This document summarizes a study analyzing survey data from 60 respondents at Delphi-TVS, an automotive manufacturing company. It finds that:
1) The majority of respondents were between 18-25 years old, male, and graduate apprentice trainees with an undergraduate education.
2) Most respondents felt Delphi-TVS complied with laws regarding wages, workplace conditions, welfare services, medical assistance, and equal pay.
3) However, around half were unaware of children protection laws, so more awareness is needed. Most also felt these laws could be strengthened to better support at-risk children.
stress level of coal mine workers of dhanbadPallavi Singh
This document presents a study on the stress levels of coal mine workers in Dhanbad, India. The study had several objectives: to identify the causes of work stress, examine the impact of demographic factors on stress, and analyze the relationship between stress and job outcomes. Several hypotheses were tested. The results identified seven key factors causing stress: time management, compensation, intrinsic factors, empowerment, role overload, and work-life balance. Age was found to impact stress levels, but other demographics did not. High stress was linked to lower job satisfaction, work-life balance, and commitment. The study concludes that work stress negatively impacts workers' efficiency and productivity, and recommends improving working conditions and stress management.
Understanding Workplace Stress by Buddha TravelJames Brodie
This document summarizes the results of a survey about workplace stress conducted with 51 respondents. Key findings include:
- 35% of respondents did not feel that management values employees as the most important asset.
- Almost a third of respondents did not support the idea that management should encourage quality time away from work.
- 30% of workers did not feel valued by their team.
- Many respondents reported regularly working more hours than they should and feeling pressure to do so.
- Over half of respondents felt they had unclear goals and responsibilities.
- Many struggled to separate work and personal time due to working long hours and using personal devices for work.
- Over 40% did not feel comfortable discussing challenges with management.
Compensation Package and Employee Job Satisfaction of First Security Islami B...Sakhawat Hossain
The document provides information about a presentation on compensation packages and employee job satisfaction at First Security Islami Bank Ltd. The presentation includes:
- An introduction of the presenter and the student conducting the study.
- The objectives of the study are to evaluate compensation policies, satisfaction levels, factors influencing satisfaction, and ways to improve satisfaction at First Security Islami Bank Ltd.
- The methodology includes primary data collection through interviews and questionnaires, and secondary data collection from sources like the bank's website and journals.
The document summarizes a study on job satisfaction and related factors among hospital nurses in XYZ Hospital. A questionnaire was distributed to 30 nurses across different departments to collect data on job satisfaction, organizational commitment, occupational stress, and professional commitment. Key findings include: 40% of nurses were dissatisfied or unsure about physical work conditions; 60% were dissatisfied or unsure about their immediate manager; only 6.7% were satisfied with pay; 73% were dissatisfied with attention to their suggestions; and 50% lacked job security. Overall job satisfaction was 3.6 and stress was 2.5. Nurses identified strongly with their profession but had concerns about manager support, workload, and staff shortages.
Statistical Analysis is complex part but reporting of data in proper manner with proper selective graphs & interpretations is also necessary part of data analysis !!!
Practical eLearning Makeovers for EveryoneBianca Woods
Welcome to Practical eLearning Makeovers for Everyone. In this presentation, we’ll take a look at a bunch of easy-to-use visual design tips and tricks. And we’ll do this by using them to spruce up some eLearning screens that are in dire need of a new look.
2. TABLE -3.2
AGE
S.NO Particulars No. of respondents Percentage
1 Less than 22 21 21
2 22 to 30 67 67
3 30 to 40 9 9
4 More then 40 3 3
Interpretation
This Table show that 67% of the respondents age is 22 to 30, 21% of the respondents age is less
than 22 years, and 9% of the respondents age is 30 to 40 & 3% of the respondents are age is more than
40 years.
4. TABLE - 3.3
STUDY
S.NO Particulars No. of respondents Percentage
1 High school 13 13
2 Diploma 54 54
3 Bachelors degree 29 29
4 Master degree 04 4
Interpretation
This Table shows that 54% of the respondents are studied diploma, 29% of the respondents
studied Bachelors degree, 13% of the respondents studied high school & 4% of the respondents studied
master degree.
CHART - 3.3
STUDY
0
10
20
30
40
50
60
High school Diploma Bachelors
degree
Master degree
13
54
29
4
STUDY
High school
Diploma
Bachelors degree
Master degree
5. TABLE - 3.4
OCCUPATION
S.NO Particulars No. of respondents Percentage
1 Operational emp 67 67
2 Supervisors 21 21
3 Staff 8 8
4 Managers 4 4
Interpretation
This Table shows that 67% of the respondents occupation is Operational employees, 21% of the
respondents occupation is supervisors, 8% of the respondents occupation is staff 4% of the respondents
occupation is Managers.
CHART - 3.4
OCCUPATION
0
10
20
30
40
50
60
70
Operational
emp
Supervisors Staff Managers
67
21
8 4
OCCUPATION
Operational emp
Supervisors
Staff
Managers
6. TABLE - 3.5
DEPARTMENT
S.NO Particulars No. of respondents Percentage
1 Finance 76 76
2 Human resource 18 18
3 Marketing 6 6
Interpretation
This Table shows that 76% of the respondents department is finance, 18% of the respondents
department is human resource & 6% of the respondents department is marketing
CHART -3.5
DEPARTMENT
0
10
20
30
40
50
60
70
80
76
18
6
DEPARTMENT
7. Table - 3.6
WORK EXPERIENCE
S.NO Particulars No. of respondents Percentage
1 0 to 3 years 79 79
2 4 to 7 years 19 19
3 8 to 11 years 2 2
4 12 and more years 0 0
Interpretation
This Table shows that 76% of the respondents work experience is 0-3 years, 19% of the
respondents work experience is 4 to 7 years of experience and 2% of the respondents work experience
is 8 to 11 years
CHART - 3.6
WORK EXPERIENCE
0
10
20
30
40
50
60
70
80
0 to 3 years 4 to 7 years 8 to 11 years 12 and more
years
79
19
2 0
WORK EXPERIENCE
0 to 3 years
4 to 7 years
8 to 11 years
12 and more years
8. TABLE - 3.7
MARITAL STATUES
S.NO Particulars No. of respondents Percentage
1 Married 64 64
2 Unmarried 36 36
Interpretation
This Table shows that 64% of the respondents are married and 36% are Unmarried.
CHART- 3.7
MARITAL STATUES
0
10
20
30
40
50
60
70
Married Unmarried
64
36
MARITAL STATUES
Married
Unmarried
9. Table - 3.8
SALARY
S.NO Particulars No. of respondents Percentage
1 Above 7000 27 27
2 7000 to 12000 39 39
3 12000 to 17000 ……. …….
4 17000 and above …….. ………
5 They don’t tel 34 34
Interpretation
This Table shows that 39% of the respondent’s salary is 7000 to 12000, 24% of the respondent’s
salary they are not told, 27% of the respondents salary is above 7000.
CHART - 3.8
SALARY
0
5
10
15
20
25
30
35
40
Above 7000 7000 to 12000 12000 to
17000
17000 and
above
27
39
0 0
SALARY
Above 7000
7000 to 12000
12000 to 17000
17000 and above
10. TABLE - 3.9
SALARY MOTIVATE THE JOB
S.NO Particulars No. of respondents Percentage
1 Strongly agree 14 14
2 Agree 67 67
3 Neither agree nor disagree 19 19
4 Disagree 0 0
5 Strongly disagree 0 0
Interpretation
This Table shows that 67% of the respondents agree that there salary motivate the job, 19% are
of the respondents neither agree nor disagree that there salary motivate the job, and 14% of the
respondents strongly agree that there salary motivate the job
12. TABLE - 3.10
FINANCIAL MOTIVATION MOTIVATE MORE THAN NONFINANCIAL MOTIVATION
S.NO Particulars No. of respondents Percentage
1 Strongly agree 73 73
2 Agree 27 27
3 Neither agree nor disagree 0 0
4 Disagree 0 0
5 Strongly disagree 0 0
Interpretation
This above table shove that 73% of the strongly agree that financial motivation motivate more
than non financial motivation 27 % of them agree that financial motivation motivate more than non
financial motivation
CHART - 3.10
FINANCIAL MOTIVATION MOTIVATE MORE THAN NONFINANCIAL MOTIVATION
0
10
20
30
40
50
60
70
80
Strongly
agree
Agree Neither
agree nor
disagree
Disagree Strongly
disagree
73
27
0 0 0
FINANCIAL MOTIVATION MOTIVATE MORE THAN NONFINANCIAL
MOTIVATION
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
13. TABLE -3.11
SATISFACTION ABOUT THE SALARY
S.NO Particulars No. of respondents Percentage
1 Strongly agree 19 19
2 Agree 55 55
3 Neither agree nor disagree 26 26
4 Disagree 0 0
5 Strongly disagree 0 0
Interpretation
This above table shove 55% of the respondents agree that they are satisfied about their salary
26% of the respondents neither agree nor disagree about satisfaction of salary & 19% of the
respondents strongly agree that they are satisfied about their salary
CHART-3.11
SATISFACTION ABOUT THE SALARY
0
10
20
30
40
50
60
Strongly
agree
Agree Neither
agree nor
disagree
Disagree Strongly
disagree
19
55
26
0 0
SATISFACTION ABOUT THE SALARY
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
14. TABLE -3.12
SATISFACTION ABOUT LUNCH BREAK & REST BREAK
S.NO Particulars No. of respondents Percentage
1 Strongly agree 83 83
2 Agree 17 17
3 Neither agree nor disagree 0 0
4 Disagree 0 0
5 Strongly disagree 0 0
Interpretation
This above table shove that 83 % of the respondents strongly agree they are satisfied about
lunch break & rest break, 17% of the respondents agree they are satisfied about lunch break & rest
break
CHART -3.12
SATISFACTION ABOUT LUNCH BREAK & REST BREAK
0
10
20
30
40
50
60
70
80
90
Strongly
agree
Agree Neither
agree nor
disagree
Disagree Strongly
disagree
83
17
0 0 0
SATISFACTION ABOUT LUNCH BREAK & REST BREAK
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
15. TABLE -3.13
GOOD WORKING CONDITION
S.NO Particulars No. of respondents Percentage
1 Strongly agree 72 72
2 Agree 17 17
3 Neither agree nor disagree 11 11
4 Disagree 0 0
5 Strongly disagree 0 0
Interpretation
This table show that 72% of the respondents strongly agree that there is a good working
condition, 17% of the respondents agree that there is a good working condition & 11% of the
respondents neither agree nor disagree
CHART - 3.13
GOOD WORKING CONDITION
0
10
20
30
40
50
60
70
80
Strongly
agree
Agree Neither
agree nor
disagree
Disagree Strongly
disagree
72
17
11
0 0
GOOD WORKING CONDITION
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
16. TABLE - 3.14
JOB SECURED
S.NO Particulars No. of respondents Percentage
1 Strongly agree 77 71
2 Agree 21 21
3 Neither agree nor disagree 2 2
4 Disagree 0 0
5 Strongly disagree 0 0
Interpretation
This table show that 77% of the respondents strongly agree that there is job secured & 21% of
the respondents agree about there is job secured.
18. TABLE - 3.15
RETIREMENT BENEFIT
S.NO Particulars No. of respondents Percentage
1 Strongly agree 0 0
2 Agree 20 20
3 Neither agree nor disagree 71 71
4 Disagree 9 9
5 Strongly disagree 0 0
Interpretation
This table show that 71% of the respondents neither agree nor disagree about the retirement
benefit & 20% of them agree about their retirement benefit.
CHART - 3.15
RETIREMENT BENEFIT
0
10
20
30
40
50
60
70
80
Strongly
agree
Agree Neither
agree nor
disagree
Disagree Strongly
disagree
0
20
71
9
0
RETIREMENT BENEFIT
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
19. TABLE - 3.16
MEDICAL BENEFITS
S.NO Particulars No. of respondents Percentage
1 Strongly agree 0 0
2 Agree 38 38
3 Neither agree nor disagree 62 62
4 Disagree 0 0
5 Strongly disagree 0 0
Interpretation
This above table show that 62% of the respondents neither agree nor disagree about their
medical benefits 38% of the respondents told that agree about their medical benefits.
CHART - 3.16
MEDICAL BENEFITS
0
10
20
30
40
50
60
70
Strongly
agree
Agree Neither
agree nor
disagree
Disagree Strongly
disagree
0
38
62
0 0
MEDICAL BENEFITS
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
20. TABLE - 3.17
VISIBILITY WITH TOP MANAGEMENT
S.NO Particulars No. of respondents Percentage
1 Strongly agree 7 7
2 Agree 50 50
3 Neither agree nor disagree 22 22
4 Disagree 21 21
5 Strongly disagree 0 0
Interpretation
This table shows that 50% of them agree they have visibility with top management, 22% of them
neither agree nor disagree about visibility about top management, and 21% of them disagree about
their visibility about top management.
CHART - 3.17
VISIBILITY WITH TOP MANAGEMENT
21. TABLE - 3.18
RECOGNIZES THE WORK DONE BY ME
S.NO Particulars No. of respondents Percentage
1 Strongly agree 0 0
2 Agree 8 8
3 Neither agree nor disagree 19 19
4 Disagree 73 73
5 Strongly disagree 0 0
Interpretation
This table show 73% of them disagree about job recognizes by me, 19% of the respondents
neither agree nor disagree & 8% of them agree about job recognizes by me
CHART -3.18
RECOGNIZES THE WORK DONE BY ME
0
5
10
15
20
25
30
35
40
45
50
Strongly
agree
Agree Neither
agree nor
disagree
Disagree Strongly
disagree
7
50
22 21
0
VISIBILITY WITH TOP MANAGEMENT
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
22. TABLE - 3.19
GOOD STATUS
S.NO Particulars No. of respondents Percentage
1 Strongly agree 12 12
2 Agree 68 68
3 Neither agree nor disagree 10 10
4 Disagree 0 0
5 Strongly disagree 0 0
Interpretation
This table show that 68% of the respondents agree that job give good status, 12% of the
respondents Strongly agree that job give good status & 10% of respondents neither agree nor disagree
that job give good status.
0
10
20
30
40
50
60
70
80
Strongly
agree
Agree Neither
agree nor
disagree
Disagree Strongly
disagree
0
8
19
73
0
RECOGNIZES THE WORK DONE BY ME
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
23. CHART - 3.19
GOOD STATUS
TABLE - 3.20
SATISFACTION ABOUT THE ROLE
S.NO Particulars No. of respondents Percentage
1 Strongly agree 0 0
2 Agree 27 27
3 Neither agree nor disagree 70 70
4 Disagree 3 3
5 Strongly disagree 0 0
Interpretation
This table show that 70% of the respondents neither agree nor disagree about the role, 27% of
the agree about the role & 3% of the respondents disagree about the role.
0
10
20
30
40
50
60
70
Strongly
agree
Agree Neither
agree nor
disagree
Disagree Strongly
disagree
12
68
10
0 0
GOOD STATUS
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
24. CHART - 3.20
SATISFACTION ABOUT THE ROLE
TABLE -3.21
QUALITY OF THE RELATIONSHIPS IN THE INFORMAL WORKGROUP
S.NO Particulars No. of respondents Percentage
1 Strongly agree 15 15
2 Agree 79 79
3 Neither agree nor disagree 6 6
4 Disagree 0 0
5 Strongly disagree 0 0
Interpretation
0
10
20
30
40
50
60
70
Strongly
agree
Agree Neither
agree nor
disagree
Disagree Strongly
disagree
0
27
70
3 0
SATISFACATION ABOUT THE ROLE
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
25. This table show that 79% of the respondents agree that there is quality of relation with informal
group, 15% of the respondents strongly agree that there is quality of relation with informal group & 6%
of the respondents neither agree nor disagree that there is quality of relation with informal group,
CHART - 3.21
QUALITY OF THE RELATIONSHIPS IN THE INFORMAL WORKGROUP
0
10
20
30
40
50
60
70
80
Strongly
agree
Agree Neither
agree nor
disagree
Disagree Strongly
disagree
15
79
6 0 0
QUALITY OF THE RELATIONSHIPS IN THE INFORMAL
WORKGROUP
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
26. Table - 3.22
SUPPORT FROM THE HR DEPARTMENT
S.NO Particulars No. of respondents Percentage
1 Strongly agree 15 15
2 Agree 75 75
3 Neither agree nor disagree 10 10
4 Disagree 0 0
5 Strongly disagree 0 0
Interpretation
This table shows that 75% of the respondents agree that there is support from the hr
department, 15% of the respondents strongly agree that there is support from the hr department & 10%
of the respondents neither agree nor disagree that there is support from the hr department.
CHART - 3.22
SUPPORT FROM THE HR DEPARTMENT
0
10
20
30
40
50
60
70
80
Strongly
agree
Agree Neither
agree nor
disagree
Disagree Strongly
disagree
15
75
10
0 0
SUPPORT FROM THE HR DEPARTMENT
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
27.
28. TABLE - 3.23
FAIR AMOUNT OF TEAM SPIRIT
S.NO Particulars No. of respondents Percentage
1 Strongly agree 74 74
2 Agree 19 19
3 Neither agree nor disagree 7 7
4 Disagree 0 0
5 Strongly disagree 0 0
Interpretation
This table shows that 74% of the respondents strongly agree that there is a team spirit with
them, 19% of the respondents agree that there is a team spirit with them & 7% of the respondents
Neither agree nor disagree that there is a team spirit with them.
CHART - 3.23
FAIR AMOUNT OF TEAM SPIRIT
0
10
20
30
40
50
60
70
80
Strongly
agree
Agree Neither
agree nor
disagree
Disagree Strongly
disagree
74
19
7
0 0
FAIR AMOUNT OF TEAM SPIRIT
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
29. TABLE -3.24
BEST AT MY OWN JOB.
S.NO Particulars No. of respondents Percentage
1 Strongly agree 75 75
2 Agree 25 25
3 Neither agree nor disagree 0 0
4 Disagree 0 0
5 Strongly disagree 0 0
Interpretation
This table shows that 75% of the respondents strongly agree that they want to best in is work,
25% of the respondents agree that they want to best in is work.
CHART - 3.24
BEST AT MY OWN JOB.
0
10
20
30
40
50
60
70
80
Strongly
agree
Agree Neither
agree nor
disagree
Disagree Strongly
disagree
75
25
0 0 0
BEST AT MY OWN JOB.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree