Performance Appraisal

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CHAPTER-I
INTRODUCTION
1.1 JOB SATISFACTION:
Job satisfaction is the most important and frequently studied attitudes. It is very
important criteria that must be taken care of when it comes to employees working in a particular
organization. Not every employee may have the same level of satisfaction with respect to the job
they are doing.
Job satisfaction is one of the most crucial but controversial issues in industrial
psychology and behavioral management in organization. It ultimately decides the extent of
employee motivation through the development of organizational climate of environment.
Another driving factor in analyzing the job satisfaction of the employees is that it helps in
better understanding of the organization culture, both its pros and cons; in turn it helps in making
changes and draw plans with respect to employee’s satisfaction level.
The doctrine of modern management laid its emphasis on effective human resource
management. The modern school of management laid its stress on the need for human resource
management and human resource development as it is the fulcrum of management. Hence chose
the topic Job Satisfaction in Muthoot Capital Services Limited as my project work.
Job satisfaction is in a way of feeling of fulfillment that one gets on performing or doing
one’s job. Some of the factors, which influence job satisfaction, are like.
 Specific work environment.
 Specific individual targets.
 Capacity of an individual.
 Targets or other types of yardstick to measure one’s performance.
 Compensation package.
This also has relevant to the cultural economical, ecological environment. It won’t be
extravagant to state that a sound and successful management is the result of job satisfaction of
the cross section of its employees.

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Eventually management policy should be in consonance with deriving maximum job
satisfaction.
1.2 OBJECTIVES OF THE STUDY:
The following are the objectives of the study
 To study the satisfaction level of the employees.
 To identify the important factor that determines job satisfaction among the employees.
 To find the attributes which are associated with job satisfaction
 To identify the area of dissatisfaction of jobs of the employees.
 To give suggestions for the improving of job satisfaction among employees
1.3 RESEARCH METHODOLOGY:
TYPE OF RESEARCH SURVEY
The research method used is survey method and the type of research is descriptive
research.
PLACE OF THE STUDY
The target respondents of the study are the employees of Muthoot Capital Services
Limited, Ernakulam. The total population for the study is 110.
SURVEY METHOD
The target respondents of the study are the employees of junior, middle and senior level
management of Muthoot Capital Services Limited, Ernakulam. The employees are from different
department with different designation. Department of MCSL includes Operations, Collections,
Credit, Risk, Sales, and Finance etc. The total population for the study is 110.
DATA SOURCES: The data needed for the study was collected from two sources.
 Primary Data
 Secondary Data

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Primary Data:
The primary data were collected through questionnaire followed by the discussions with
management and employees of the Muthoot Capital Services Limited, Ernakulam.
Secondary Data:
Secondary data includes both external and internal organization data. Internal data collected
through organization manuals, reports, text books etc. External data was collected from books,
magazines, journals and internet etc
RESEARCH INSTRUMENT:
The data has been collected through questionnaire and by interacting with the
respondents. The free interaction which took 15-20 min with every respondent facilitated a better
understanding of the issues and also helps verify the responses recorded by the respondents.
30 questions were formulated which includes their satisfaction level on their medical facility,
safety and health, current job, earned leave, salary package, bonus, allowances, job security,
promotion policies, quality of work life, communication, cordial relationship, training methods,
performance appraisal, rewards, career development, own project, and overall satisfaction.
DATA COLLECTION PROCEDURE
Both the Primary and Secondary data collection method were used in the project. First
time collected data are referred to as primary data. In this research the primary data was collected
by means of a Structured Questionnaire. The questionnaire consisted of a number of questions
in printed form. It had both open-end closed end questions in it. Data which has already gone
through the process of analysis or were used by someone else earlier is referred to secondary
data. This type of data was collected from the books, journals, company records etc.
TOOLS FOR ANALYSIS
The various statistical tools used for the analysis of data are as follows:
 Percentage analysis
 Chi-square
 ANOVA

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 Regression
RELIABILITY AND VALIDITY OF THE QUESTIONNAIRE:
The reliability of the schedule was tested using the SPSS and the value of reliability was
found to be 92.9% in respect of the variables regarding the opinion of the respondents about their
level of satisfaction about certain issues.
SCOPE OF THE STUDY
The study is confined to MCSL. The development of any of the organization is mainly
depending on the satisfaction level of the employees so that they can perform well in the
organization. The scope of the study is to identify the levels of employee satisfaction in their
organization. The company can improve the working conditions, environment and the other
policies to satisfy the employees based on the results of my survey. They can implement the
suggestion from the survey to overcome many problems faced by the organization.
1.4 RESEARCH PROBLEM:
STATEMENT OF PROBLEM
It is said that satisfied employee is productive employees, any kind of grievance relating
to organizational or personal to a greater extent influence on the job. So every organization is
giving higher priority to keep their employees with satisfaction by providing several facilities
which satisfaction and which reduces dissatisfaction. Job satisfaction is considered as a key issue
by entrepreneur where efforts are taken and programs are initiated. If an employee is not satisfied
with the job there are chances for absenteeism, low turnover, lower productivity, committing of
mistakes, diverting energy for different types of conflicts keeping thing in view all organizations
are trying to identify the areas where satisfaction to be improved to get out of the above dangers
In this connection a survey was conducted on behalf of Lucas-TVS limited to identify the level
of satisfaction in terms of strongly disagree on various job related factors.
NEED FOR THE STUDY
As the organization becomes more complex, the potential expected and the amount of
satisfaction increases. Although a lot of studies have been conducted on job satisfaction, it has
hardly made any difference in the satisfaction levels of the employees. Thus it is necessary to

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gain a clear picture of the sources of job satisfaction so that it can be addressed effectively. This
study identifies various levels of job satisfaction which are classified into different categories.
1.5 REVIEW OF LITERATURE:
Brikend AZIRI (1990) Faculty of Business and Economics, South East European
University, Ilindenska 1200, Tetovo, Makedonia discussed that Job satisfaction represents one of
the most complex areas facing today’s managers when it comes to managing their employees.
Many studies have demonstrated an unusually large impact on the job satisfaction on the
motivation of workers, while the level of motivation has an impact on productivity, and hence
also on performance of business organizations. Unfortunately, in our region, job satisfaction has
not still received the proper attention from neither scholars nor managers of various business
organizations.
Reamonn Lydon and Arnaud Chevalier, ( January 2002) Empirical studies on job
satisfaction have relied on two hypotheses: firstly, that wages are exogenous in a job satisfaction
regression and secondly, that appropriate measures of relative wage can be inferred. In this
paper we test both assumptions using two cohorts of UK university graduates. We find that
controlling for endogeneity, the direct wage effect on job satisfaction doubles. Several variables
relating to job match quality also impact on job satisfaction. Graduates who get good degrees
report higher levels of job satisfaction, as do graduates who spend a significant amount of time in
job search. Finally we show that future wage expectations and career aspirations have a
significant effect on job satisfaction and provide better fit than some ad-hoc measures of relative
wage.
Thomas K. Bauer (August 2004) RWI Essen, Ruhr University of Bochum, CEPR and
IZA BonnUsing individual data from the European Survey on Working Conditions (ESWC)
covering all EU member states, this study aimed at contributing to our understanding of the
effects of High Performance Workplace Organizations (HPWOs) on worker's job satisfaction.
The estimation results show that a higher involvement of workers in HPWOs is associated with
higher job satisfaction. This positive effect is dominated by the involvement of workers in
flexible work systems, indicating that workers particularly value the opportunities associated
with these systems, such as an increased autonomy over how to perform their tasks, and
increased communication with co-workers. Being involved in team work and job rotations as

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well as supporting human resource practices appear to contribute relatively little to the increased
job satisfaction from being involved in HPWOs.
Josse Delfgaauw( February 2006) Using survey data of public sector employees in the
Netherlands, this paper shows that worker dissatisfaction with various job domains not only
aspects whether but also where workers search for another job. An intuitive pattern emerges.
Workers try to leave their current employer when their job search is instigated by dissatisfaction
with an organisation-specific job domain, like management. Conversely, more job-specific
problems, like a lack of autonomy, lead workers to opt for another position within their current
organisation. Dissatisfaction with job domains which may have an industry-specific component,
such as job duties, drives workers out of their industry. These Öndings suggest that on-the-job
experience provides workers with information about the quality of their own job as well as of
other jobs in their organisation and industry.
K.K.Jain, Fauzia Jabeen, Vinita Mishra and Naveen Gupta (November 7 2007)
Made a study aims to explore the influence of occupational stress and organizational climate on
job satisfaction of managers and engineers working in Indian Oil Corporation Limited, Mathura,
India. Data were collected from 158 employees of managers and engineers category with the
help of Job Satisfaction scale, occupational stress and organizational climate scale. The
occupational stress and organizational climate are independent variables whereas the job
satisfaction is dependent variable. To find out the significance of difference between the means
of both groups, 11 null hypotheses were formulated and for verification of the null hypotheses,
the t-test was used
Justina A.V. Fischer,Alfonso Sousa-Poza (December 2007),Institute for the Study of
Labour evaluates the relationship between job satisfaction and measures of health of workers
using the German Socio-Economic Panel (GSOEP). Methodologically, it addresses two
important design problems encountered frequently in the literature: (a) cross-sectional causality
problems and (b) absence of objective measures of physical health that complement self-reported
measures of health status. Not only does using the panel structure with individual fixed effects
mitigate the bias from omitting unobservable personal psychosocial characteristics, but
employing more objective health measures such as health-system contacts and disability
addresses such measurement problems relating to self-report assessments of health status. We
find a positive link between job satisfaction (and changes over time therein) and subjective

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health measures (and changes therein); that is, employees with higher or improved job
satisfaction levels feel healthier and are more satisfied with their health. This observation also
holds true for more objective measures of health. Particularly, improvements in job satisfaction
over time appear to prevent workers from (further) health decoration.
Nadia Ayub(July 2011) Department of Business Psychology Shagufta Rafif Department
of Management College of Business Management, Karachi, Discussed between work motivation
and job satisfaction. Based on the literature review two hypotheses were formulated 1) There
will be positive relationship between work motivation and job satisfaction, and 2) There would
be a gender difference on the variable of work motivation and job satisfaction. To asses job
satisfaction, “Job Satisfaction Survey (JSS; Spector, 1997)”, and for motivation, “Motivation at
Work Scale (MAWS, Gagné, M., et.al, 2010)”, were used.
The sample of the study consists of 80 middle managers (46 males; 34 females) from different
banks of Karachi, Pakistan. A Pearson Product Moment Correlation Coefficient was calculated
for the correlation between the work motivation and job satisfaction. In order to find out gender
differences t test was computed. In conclusion, the findings of the study suggest that there was a
positive correlation between work motivation and job satisfaction. Furthermore, there was a
significant gender difference on the variable of work motivation and job satisfaction.
1.6 LIMITATIONS OF THE STUDY:
The present study is limited to many aspects. Providing information about job satisfaction is
the outcome of various variables. It is not possible to take in to consideration each and every
criteria in this study.
`Some of the information given by the respondents may be bias and could not able to collect
information from all the employees of organization because of their unavailability. Their
unavailability is due to external working condition, other branches, on leave and on tour.

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1.7 CHAPTER SCHEME:
The first chapter entitled “INTRODUCTION,” shall consist of the following:
 Objectives of the Study
 Methodology
 Review of literature
 Limitations of the Study
 Chapter Scheme
The second chapter entitled, “PROFILE OF MUTHOOT CAPITAL SERVICES LIMITED”,
shall consist of the following:
 Preamble
 History
 Products and services
 Departments in the organization
 Organizational structure of MCSL
The third chapter entitled, “JOB SATISFACTION” A conceptual Framework shall consist of the
following:
 About job satisfaction
 Factors affecting job satisfaction
 Determinants of job satisfaction:
 Effect of Job Satisfaction.
 Conclusion
The fourth chapter shall throw light on representation of the collected data and the inferences
drawn from the data analyzed, while the fifth chapter shall highlight the findings and conclusion
drawn from the study and the suggestions made to improve the employee’s job satisfaction.

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CHAPTER-II
PROFILE OF INDUSTRY AND COMPANY
2.1 ABOUT THE INDUSTRY:
A Non-Banking Financial Company (NBFC) is a company registered under the
Companies Act, 1956 engaged in the business of loans and advances, acquisition of
shares/stocks/bonds/debentures/securities issued by Government or local authority or other
marketable securities of a like nature, leasing, hire-purchase, insurance business, chit business
but does not include any institution whose principal business is that of agriculture activity,
industrial activity, purchase or sale of any goods (other than securities) or providing any services
and sale/purchase/construction of immovable property. A non-banking institution which is a
company and has principal business of receiving deposits under any scheme or arrangement in
one lump sum or in installments by way of contributions or in any other manner, is also a non-
banking financial company (Residuary non-banking company).
2.2 DIFFERENCE BETWEEN BANK AND NBFCs:
NBFCs lend and make investments and hence their activities are akin to that of banks;
however there are a few differences as given below:
I. NBFC cannot accept demand deposits;
II. NBFCs do not form part of the payment and settlement system and cannot issue cheques
drawn on itself.
III. Deposit insurance facility of Deposit Insurance and Credit Guarantee Corporation is not
available to depositors of NBFCs, unlike in case of banks.
2.3 DIFFERENT TYPES OF NBFCs:
 Asset Finance Company (AFC)
 Investment Company (IC)
 Loan Company (LC)
 Infrastructure Finance Company (IFC)
 Systemically Important Core Investment Company (CIC-ND-SI)
 Infrastructure Debt Fund

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 Non-Banking Financial Company - Micro Finance Institution (NBFC-MFI)
 Non-Banking Financial Company – Factors (NBFC-Factors)
2.4 ABOUT MUTHOOT CAPITAL SERVICES LTD. promoted by the Muthoot Pappachan
Group is a Non Banking Finance Company (NBFC) registered with the Reserve Bank of India
and listed on the Bombay Stock Exchange.
Established in 1994, Muthoot Capital Services Ltd offers fund and non fund based
financial services to retail, corporate and institutional customers through the wide network of
branches of Muthoot Fincorp Ltd. Its portfolio includes commercial and consumer finance
products like vehicle loans, gold loans, loans against property, bonds, deposits, investment
products and advisory services among others. Apart from these, the company also disburses
loans against property, shares, gold ETF’s, SME loans, mortgage loans, leasing & hire purchase
loans and bill discounting.
The Muthoot Pappachan Group, a Rs 20,000 crore, is a professionally managed
enterprise that has financial services as its core activity with a significant presence in other
businesses such as hospitality, infrastructure, automotive and renewable energy.
To augment its fund base, MCSL came out with a public issue in February 1995. The issue was
oversubscribed by 8.5 times -- at a time when the Indian capital market was sluggish. Almost the
entire subscription was received from the state of Kerala.
MCSL has also diversified into fund and non-fund based activities laying equal emphasis
on the corporate and non-corporate sectors of Kerala. Promoted by the Muthoot Pappachan
Group, MCSL has today emerged as one of the leading financial institutions in the capital market
operations, with its foundations dating back to the year 1939, with a stronghold in the banking
and finance sector especially in the rural and semi-urban areas in South India.
Over the last decade, MCSL has established itself as the clear service leader in the capital
market. The MCSL team comprises seasoned business professionals and we have recruited
management and support staff with years of experience in the relevant disciplines and markets in
order to provide our customers with informed, competent and responsive service and advice.
MCSL leverages the extensive branch network of the Muthoot Pappachan Group to
deliver financial services and products to several locations in Kerala, Tamil Nadu, Karnataka,
Maharashtra, Gujarat, Goa and Andhra Pradesh.
MCSL is listed on the Bombay Stock Exchange with revenue of INR 670 Mio and a
profit of INR 155 Mio for FY 2011-12.

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Table: 2.4.1 Key Events and Milestones
YEAR EVENTS
1994 Incorporation
1995 Initial Public Offering & Started Auto loan Business
1998 Category A – Deposit accepting NBFC License was obtained
2002 Started disbursing loans based on Demand Promissory Notes
2007 License from IRDA to act as a Corporate Agent was obtained
2007 Entered into agreement with HDFC Standard Life Insurance Company Limited to
act as
Corporate Agent
2009 Entered into agreement with Birla SunLife Insurance Company Limited for Data
Sharing
VISION of MCSL :
“He (Muthoot Pappachan – Founder Chairman) envisioned a world of prosperity and
happiness for all. He dreamt of financial freedom for all. We are committed to transform his
dreams into reality by empowering the poorest of poor, with financial freedom and
confidence.”
2.5 HISTORY OF MUTHOOT CAPITAL SERVICE LIMITED:
Muthoot Capital Services Ltd., (MCSL) was incorporated on 18th February 1994 and
obtained its Certificate of Commencement of Business on 23rd March 1994. MCSL was initially
registered with an authorised capital of Rs.100.00 lacs which was subsequently increased to
Rs.700.00 lacs.
MCSL is presently into fund and non fund based activities, with particular focus on the
State of Kerala.
Since its incorporation, MCSL has been actively involved in secondary and primary
market operations. In the secondary market, MCSL through its offices, which are situated at
strategic locations in Kerala, has been executing large number of orders for investors of Kerala
through Cochin, Coimbatore, Madras and Bombay Stock Exchanges. This in turn has helped the
Company to develop a large portfolio of investors who have availed of the Share Discounting
and Advance against Shares schemes.

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The Advance against Shares scheme offered by MCSL enables the investors to take
advance against the securities held by them on relatively nominal terms than what is offered by
other upcountry finance companies and even many banks. The Share Discounting scheme offers
an unique facility of faster pay out on securities sold at Bombay and Madras Stock Exchanges.
MCSL offers to purchase the said securities at a discount and gives the payment to the client
across the counter.
2008
- Muthoot Capital Services Ltd has informed that Mr. K Parameswaran Nair has resigned
from the post of Chief Executive Officer (CEO) w.e.f. February 29, 2008 and Mr. R
Manomohanan, has taken charge thereof effectively from March 01, 2008.
2010
- Muthoot Group buys 1% in CSB, to take it to 5%.
2011
- Mr. Anil Kumar R has been appointed as the Chief Financial Officer (CFO) of the
Company.
- Muthoot Capital Services Ltd Issues Rights in the Ratio of 1:1
Board of Directors
Mr. Thomas John Muthoot - Chairman
Mr. Thomas George Muthoot - Managing Director
Mr. Thomas Muthoot - Director
Mr. A. P. Kurian - Director
Mr. Philip Thomas - Director
Mr. R. K. Nair - Director
Chief Executive Officer: Mr. R. Manomohanan
2.6 PRODUCTS & SERVICES:
 Three Wheeler Loan
Drive home your dream in just 24 hours. Our flexible repayment options, easy
installments and hassle free documentation make us your banker of choice.

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Salient features:
1. Flexible repayment options, ranging from 12 to 36 months.
2. Attractive interest rates.
3. Loan approvals in 24 Hrs
4. Repayment through any of Muthoot Fincorp branches across the country.
5. Installment can be paid daily/weekly/fortnightly/monthly according to the customer's
convenience
6. Hassle free loans - no post dated cheques required
7. Easy and simple documentation.
8. Special schemes to suit your needs.
 Two Wheeler Loan
Owning a two wheeler has never been this easy. Our two wheeler loans provide 90% of
the on-road price of the vehicle, simple interest rates and easy EMI's. You can pay at your
own time bound manner at any of the Muthoot Fincorp branches across the country.
Salient features
1. Flexible repayment options, ranging from 12 to 36 months.
2. Attractive interest rates.
3. Loan approvals in 30 minutes
4. Repayment through any of Muthoot Fincorp branches across the country.
5. Installment can be paid daily/weekly/fortnightly/monthly according to the customer's
convenience
6. Hassle free loans - no post dated cheques required
7. Easy and simple documentation.
8. Spot approval for Muthoot Pappachan Group debenture holders.
9. Special schemes to suit your needs.
10. Spot approval for Honda / Hero Honda models.
11. No income proof based programs also available

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2.7 DEPARTMENTS IN THE ORGANISATION:
In Muthoot Capital Services Limited, there are in and around 7 departments and they are
as namely Operations, Sales, Credit, Collections, Risk, HR and Accounts & Finance. All these
departments have their own team of hardworking employees along with their team leaders and
head managers to whom the low level employees have to report.
In MCSL there is different work space for each department and they are very supportive
and cooperative with other departments.
2.8 ORGANISATIONAL STRUCTURE:

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CHAPTER-III
JOB SATISFACTION-ACONCEPTUAL FRAMEWORK
3.1 JOB SATISFACTION:
Job satisfaction is in regard to one's feelings or state-of-mind regarding the nature of their
work. Job satisfaction can be influenced by a variety of factors, e.g, the quality of one's
relationship with their supervisor, the quality of the physical environment in which they work,
degree of fulfillment in their work, etc.
There is no strong acceptance among researchers, consultants, etc., that increased job
satisfaction produces improve job performance, in fact, and improved job satisfaction can
sometimes decrease job performance. For example, you could let sometime sit around all day
and do nothing. That may make them more satisfied with their "work" in the short run, but their
performance certainly didn't improve.
Personality type, coping skills, procedural justice, locus of control, and organizational
involvement are all factors that affect job satisfaction. This study looks at other factors such as
age, education level, sex, shift, and part or full-time status to see how they affect job satisfaction.
Employees of the Wal-Mart Supercenter in St. Joseph, Missouri filled out surveys intended to
gather information about what makes people satisfied with their jobs, and what types of people
are more likely to be satisfied with their jobs.
Results showed that there were three major predictors of job satisfaction: thinking all
employees are treated equally by their boss, sex (females were more satisfied than males), and
employees seeing themselves having a future in their present job. Factors hypothesized to b
significant predictors of job satisfaction, such as education level and age, did not turn out to be
significant at all. Shift was significant, however, in that first shift workers were more satisfied
with pay than were second or various shift workers.
There have been many studies performed to determine variables that affect job
satisfaction. Some have looked at factors such as organizational involvement, locus of control,
age, identification with role, dual career families, and commitment to organization. Others have
examined stress, Type a behavior, coping strategies, Participation in decision making, procedural
justice, emotional exhaustion, race, And education. Prause and Dooley found that a larger
percentage of intermittently unemployed and non full-year poverty wage workers expressed
dissatisfaction with their jobs when compared to the employed and full-year poverty wage

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workers. This suggests superiors and subordinates may tend to accentuate their differences and
be more prone to stereotype one another. These are at the functional core of many jobs. The
study by labor economists of job satisfaction is still in its infancy. This may be, in part, because
economists are suspicious of the usefulness of data on reported well-being. However, it is known
that satisfaction levels are correlated with observable phenomena (such as quit behavior).
3.2 FACTORS AFFECTING JOB SATISFACTION
1. Work Itself is a combination of skill variety, task identity, task significance, autonomy and
feedback. The work has an exposure to learn the job and identify their importance and in the
mean process will help you understand the pros and cons of the job and its significant impact on
the organization’s objectives.
2. Pay Structure: - It should be more attractive & lucrative. Some people get Satisfaction only
because of the salary and Compensation and they stick to the organization for a long time.
3. Advancement Opportunities:-There should be good scope and opportunity to
grow. Opportunity should be given to employees at regular interval.
4. Supervision:-Proper supervision should be there in every organization. It helps the employee
not to deviate from their path. And Employee works in a proper way.
5. Co-Workers:- It is an important factor. Employee feels comfortable when their colleagues are
good. They feel happy, because they can gain knowledge, culture, & so many things.
6. Environment: - Company should be free from dispute, politics. Employees like to work in
friendly environment.
7. Compensation & Benefits:-Employee wants more compensation & benefits. Benefits attract
employees like perquisites, fringe benefits, and club memberships etc.
8. Training:-What kind of training is given to employees. Employees are gaining how many
benefits out of it.

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9. Climate:-City & Neighbors:-Employees wants to work in a good climate. Sometimes city also
matters that it is affordable to him a comparison of salary.
10. Ethics & Principle: - The ways a firm is doing business. Some people are very ethical. They
will never compromise with their values & principles.
Creating Job Satisfaction
Job satisfaction is what we get as an output.
"Find a job you like, and you add five days to every week."
H. Jackson Brown, Jr.
For many of us, the idea of having a job that is truly satisfying - the kind where work
doesn't feel like work anymore - is pure fantasy. Sure, professional athletes, ski patrollers, and
golf pros may have found a way of doing what they love and getting paid for it. But is there
actually anyone out there who dreams of sitting at a desk and processing paper, or watching
products fly by them on conveyor belts, or working to solve other people's problems?
Career dreams are one thing; practical reality is often another. When they happily
coincide, seize the opportunity and enjoy it! Luckily, when they do not, it's good to know that it
is possible to get job satisfaction from a practical choice of career. Job satisfaction doesn't have
to mean pursuing the ultra-glamorous or making money from your hobby. You can work at job
satisfaction, and find it in the most unexpected places.
The heart of job satisfaction is in your attitude and expectations; it's more about how you
approach your job than the actual duties you perform. Whether you work on the farm, a
production line, in the corner office or on the basketball court, the secret is to understand the key
ingredients of your unique recipe for job satisfaction.
3.3 DETERMINANTS OF JOB SATISFACTION:
While analyzing the various determinants of job satisfaction, we have to keep in mind
that: all individuals do no derive the same degree of satisfaction though they perform the same
job in the same job environment and at the same time. Therefore, it appears that besides the
nature of job and job environment, there are individual variables which affect job satisfaction.
Thus, all those factors which provide a fit among individual variables, nature of job, and
situational variables determine the degree of job satisfaction. Let us see what these factors are.

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Individual factors:
Individuals have certain expectations from their jobs. If their expectations are met from
the jobs, they feel satisfied. These expectations are based on an individual’s level of education,
age and other factors.
Level of education:
Level of education of an individual is a factor which determines the degree of job
satisfaction. For example, several studies have found negative correlation between the level of
education, particularly higher level of education, and job satisfaction. The possible reason for
this phenomenon may be that highly educated persons have very high expectations from their
jobs which remain unsatisfied. In their case, Peter’s principle which suggests that every
individual tries to reach his level of incompetence, applies more quickly.
Age:
Individuals experience different degree of job satisfaction at different stages of their life.
Job satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain stage,
and finally dips to a low degree. The possible reasons for this phenomenon are like this. When
individuals join an organization, they may have some unrealistic assumptions about what they
are going to drive from their work. These assumptions make them more satisfied. However,
when these assumptions fall short of reality, job satisfaction goes down. It starts rising again as
the people start to assess the jobs in right perspective and correct their assumptions. At the last,
particularly at the fag end of the career, job satisfaction goes down because of fear of retirement
and future outcome.
Other factors:
Besides the above two factors, there are other individual factors which affect job
satisfaction. If an individual does not have favorable social and family life, he may not feel
happy at the workplace. Similarly, other personal problems associated with him may affect his
level of job satisfaction. Personal problems associated with him may affect his level of job
satisfaction.
Nature of job:

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Nature of job determines job satisfaction which is in the form of occupation level and job
content.
Occupation level:
Higher level jobs provide more satisfaction as compared to lower levels. This happens
because high level jobs carry prestige and status in the society which itself becomes source of
satisfaction for the job holders.
For example, professionals derive more satisfaction as compared to salaried people:
factory workers are least satisfied.
Job content:
Job content refers to the intrinsic value of the job which depends on the requirement of
skills for performing it, and the degree of responsibility and growth it offers. A higher content of
these factors provides higher satisfaction. For example, a routine and repetitive lesser
satisfaction; the degree of satisfaction progressively increases in job rotation, job enlargement,
and job enrichment.
Situational variables:
Situational variables related to job satisfaction lie in organizational context – formal and
informal. Formal organization emerges out of the interaction of individuals in the organization.
Some of the important factors which affect job important factors which affect job satisfaction are
given below:
1. Working conditions:
Working conditions, particularly physical work environment, like conditions of workplace and
associated facilities for performing the job determine job satisfaction. These work in two ways.
First, these provide means job performance. Second, provision of these conditions affects the
individual’s perception about the organization. If these factors are favourable, individuals
experience higher level of job satisfaction.
2. Supervision:
The type of supervision affects job satisfaction as in each type of supervision; the degree
of importance attached to individuals varies. In employee-oriented supervision, there is more

20
concern for people which is perceived favorably by them and provides them more satisfaction. In
job oriented supervision, there is more emphasis on the performance of the job and people
become secondary. This situation decreases job satisfaction.
3. Equitable rewards:
The type of linkage that is provided between job performance and rewards determines the
degree of job satisfaction. If the reward is perceived to be based on the job performance and
equitable, it offers higher satisfaction. If the reward is perceived to be based on considerations
other than the job performance, it affects job satisfaction adversely.
4. Opportunity:
It is true that individuals seek satisfaction in their jobs in the context of job nature and
work environment by they also attach importance to opportunities for promotion that these job
offer. If the present job offers opportunity of promotion is lacking, it reduces satisfaction.
5. Work group:
Individuals work in group either created formally of they develop on their own to seek
emotional satisfaction at the workplace. To the extent such groups are cohesive; the degree of
satisfaction is high. If the group is not cohesive, job satisfaction is low. In a cohesive group,
people derive satisfaction out of their interpersonal interaction and workplace becomes satisfying
leading to job satisfaction.
3.4 THEORIES OF JOB SATISFACTION MASLOWS’ THEORY
According to this theory, there is hierarchy of five needs they are.
1. PHYSIOLOGICAL: Includes security and Protection from physical and emotional needs.
2. SAFETY: Includes security and Protection from physical and emotional harm.
3. SOCIAL: Includes affection, belongingness, acceptance and friendship.
4. ESTEEM: Includes internal esteem factors such as self-respect autonomy and achievement
and external factors such as status, recognition and attention.
5. SELF-ACTUALISATION: The drive to become hat one is capable of becoming includes
growth, achieving one’s potential and self-fulfillment.

21
HERZBERG’S TWO FACTOR THEORY
In 1950, Herzberg conducted a study with 200 engineers and accountants employed in a
firm. He asked people to describe, in detail, situations in which they felt exceptionally good or
bad about their jobs. This response were then tabulated and categorized. From the categorized
responses, Herzberg concluded a theory.
In this theory, Herzberg divides the factor contributing to job satisfaction in to two sets,
one called intrinsic factors and other called as extrinsic factor. Intrinsic factors are related to job
satisfaction, while extrinsic factors are associated with job dissatisfaction. Intrinsic factors such
as the work itself, responsibility and the achievement, seem to be related to job satisfaction.
Extrinsic factors such as supervision, pay, company policies and working conditions, seem to be
related to job dissatisfaction.
According to Herzberg, the factors leading to job satisfactions are separate and distinct
from those that lead to job dissatisfaction. As a result, conditions surrounding the job such as
quality of supervision, pay, company policies, physical working condition, relationship with
others and job security were characterized by Herzberg as “Hygiene Factors”. When these
factors are adequate, people will not be dissatisfied. Those factors, which are contributing to job
satisfaction, are also called as “Motivation Factors”. Finally, Herzberg suggested that the
opposite of “Satisfaction” is “No satisfaction”, and opposite of “Dissatisfaction” is “ No
dissatisfaction”.
3.5 EFFECT OF JOB SATISFACTION
Job satisfaction has a variety of effects. These effects may be seen in the context of an
individual’s physical and mental health, productivity, absenteeism, and turnover.
Physical and Mental Health:
The degree of job satisfaction affects an individual’s physical and mental health. Since
job satisfaction is a type of mental feeling, its favourableness or unfavourablesness affects the
individual psychologically which ultimately affects his physical health.
For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical
health result from psychologically harmful jobs. Further, since a job is an important part of life,

22
job satisfaction influences general life satisfaction. The result is that there is spillover effect
which occurs in both directions between job and life satisfaction.
Building Job Satisfaction
Once you have identified the blend of status, power, or intrinsic enjoyment that need to be
present in your work for you to feel satisfied, you then need to work on some of our seven
'ingredients' for a satisfying job. These ingredients are:
 Self-awareness
 Challenge
 Variety
 Positive attitude
 Knowing your options
 Balanced lifestyle
 A sense of purpose
Self-Awareness
The first step in the search for job satisfaction is to know yourself. If you're to be happy
and successful, you need to understand your strengths and weaknesses. This will help you
identify what types of profession will allow you to build on those strengths, and minimize those
weaknesses. A useful framework for conducting this type of analysis is a Personal SWOT
analysis.
It is difficult to feel satisfied with something you aren't very good at, so rather than spend
time beating yourself up about it, take a long hard look at the things at which you excel, and try
to find a position that uses some of those skills too.
The greater the match between your preferences and the requirements of the job, the
more potential for job satisfaction you have. The remaining six 'ingredients' determine how much
of that potential you actually achieve.
Challenge
Even if the job itself is not all that challenging, you can make it challenging. Some great
ideas here include:

23
 Set performance standards for yourself - aim to beat your previous record, or set up a
friendly competition among co-workers.
 Teach others your skills - nothing is more challenging, or rewarding, than passing your
skills and knowledge on to others.
 Ask for new responsibilities - these will give you opportunities to stretch yourself.
 Start or take on a project that uses skills you would like to use, or want to improve.
 Commit to professional development - take courses, read books or trade magazines and
attend seminars. However you do it, keep your skills fresh and current.
Variety
Closely related to the need for challenge is the need to minimize boredom. Boredom is a
common culprit when it comes to job dissatisfaction. When your mind is bored you lack interest
and enthusiasm and even a well-matched job becomes dissatisfying. Some common methods to
alleviate boredom at work include:
 Cross train and learn new skills.
 Ask to be moved to a new assignment or department requiring the same skills.
 Ask to work a different shift.
 Volunteer to take on new tasks.
 Get involved with committee work.
 Go on an extended leave, or take a sabbatical.
Positive Attitude
Attitude plays a huge role in how you perceive your job and your life in general. If you are
depressed, angry or frustrated, you're much less likely to be satisfied with anything. Making a
change to a positive attitude is a complex process that requires a lot of work and a strong
commitment. However, over time, you can turn your internal dialogues around and start to see
most events in your life as positive and worthwhile. Here are some tips:
 Stop negative thoughts from entering your brain.
 Reframe your thoughts to the positive.
 Put the events of the day in the correct context.
 Don't dwell on setbacks.
 Commit to viewing obstacles as challenges.
 Accept that mistakes are simply opportunities to learn.

24
 Become an optimist.
To help you with your quest to become positive, Mind Tools has a useful article titled Rational
Positive Thinking, which helps you to identify and change negative and unhappy thinking
patterns
Know Your Options
When you feel trapped, you can start to get anxious. At first you wonder what else is out
there for you. This progresses to the point where you become convinced that anything other than
the job you're doing has got to be more satisfying. To combat this, continuously scan your
environment for opportunities. When you feel you have options, you have more control. When
you make a positive choice to stay with a job, that job has much more appeal than if you feel
forced to stay because you feel you have no alternative.
 Keep a list of your accomplishments.
 Update your resume on a regular basis.
 Keep up to date on employment trends.
 Research other jobs that interest you.
 Adopt an 'I'm keeping my options open' approach.
Maintain a Balanced Lifestyle
You will have heard many times that you need to keep your life and work in balance.
When you focus too much on one at the expense of the other you risk putting your whole system
in distress. When work takes over your life, it is easy to resent it and lose your sense of
perspective: Suddenly everything about your life is clouded with negativity.
The Life Career Rainbow and The Wheel of Life are two great tools to use when seeking to
attain and maintain an appropriate work life balance.
Find a Sense of Purpose
Last, but certainly not least (for many people) is the need to find a sense of purpose in the
things you do. Even if you have a boring job, it helps a lot if you can see the real benefit you're
providing for people.
Even the most mundane job usually has purpose if you dig deep enough. And if it doesn't, should
you be wasting your life doing it?

25
3.6 CONCLUSION
In all cases there is evidence of large perceived increases in strain over time. Roughly
half of all Worlds’ workers believe that there has been in their workplace a significant rise in
effort, responsibility and stress. Approximately a quarter believe that the tightness of supervision
has gone up significantly.
The overall distributions, weighted to be representative of the World are as follows:
a) Sleep
b) Unhappiness
c) Lost confidence
d) Difficulties
e) Strain
f) Worthless
It is not easy to know what to make of the numbers. Taken at face value, they Seem
remarkable, and perhaps worrying for the Western democracies. A natural response is to wonder
if human beings accidentally or deliberately exaggerate their difficulties. Therefore, Work plays
a significant role in our lives. In our quest to be happy and productive, having a strong sense of
job satisfaction is important. When you are dissatisfied with your job, this tends to have an
influence on your overall outlook on life. While you may not be in the career of your dreams
right now, it is still your responsibility to make sure that what you are doing is satisfying to you.
By knowing the key elements that go into job satisfaction, you can choose to take control
and make the changes you need to feel really satisfied and motivated by what you do. Make one
small change at work today that makes you feel good or different - build on that change and
create a satisfying environment for yourself.

26
CHAPTER-IV
DATA ANALYSIS AND INTERPRETATION
Data analysis is done after the collection of responses from the participants i.e. the
employees of the MCSL. Totally 113 responses have been received and in that 3 responses are
incomplete, so they have been kept aside and the remaining 110 responses are taken into
analysis.
All the information/data collected through questionnaires' were first transferred into
master table which facilitated the tabulation of data in the desired form.
PROFILE OF THE RESPONDENTS:
The following table illustrates classification of various demographic details of the
respondents with respect to respective parameters who has taken the survey. Demographic
details include gender, department, working period and working status of the employees.
Table: 4.1
Genders and Department Wise Classification
Departments GENDER
Male Female
21
4
10
10
11
10
20
4
0
6
5
9
Operations
Sales
Credit
Collections and Risk
Others
Accounts
Total 66 44

27
This table shows that respondents with their departments on gender, operations
department has almost equal number of male and female employees, credit has only male
employees, collections & risk has more male employees than female, accounts and sales
department has almost equal in number of male and female employees, and other department has
more male employees than female.
Table: 4.2
WORKING PERIOD WISE CLASSIFICATION:
The following table shows the percentage of employee’s period of working
Particulars
Number of
Respondents
Percentage of
Respondents
Less Than 6 Months 35 31.8
6 Months- 11 Months 21 19.1
1-2 Years 26 23.6
More Than 2 Years 28 25.5
Total 110 100.0
The table shows that the respondents who have worked the period of less than 6 months
has 31.8%, the respondents who have worked more than 2 years has 25.5%, 23.6% of the
respondents worked for the period of 1-2 years, and the respondents who have worked 6 months-
11 months has 19.1%.

28
Table: 4.3
EMPLOYEE STATUS WISE CLASSIFICATION:
The following table shows the percentage result of employee’s status in the organization.
Particulars
Number of
Respondents
Percentage of
Respondents
Trainee 28 25.6
Probation 21 19.0
Permanent 58 52.7
Contract 3 2.7
Total 110 100
The table shows that the respondents of employee status, the respondents of Permanent
status has 52.7%, 25.6% has the respondents of trainee status, the respondents of probation status
has 19%, and only 2.7% of the respondents are with the contract status. The result shows that the
respondent of permanent status has more employee than comparing to others.

29
EMPLOYEES SATISFACTION OF OVERALL JOB SATISFACTION:
Employee’s satisfaction is essential for the success of any organization. A high rate of
employee’s discontentedness leads to poor turnover. Thus, keeping employee’s satisfied with
their careers is very important.
The following table shows the recent job satisfaction level of employees:
Table: 4.4
Employees Satisfaction of Overall Job Satisfaction:
Particulars
Number of Respondents Percentage of Respondents
Highly Satisfied 10 9.2
Satisfied 64 58.7
Dissatisfied 17 15.6
Highly Dissatisfied 8 7.3
Confused 10 9.2
Total 109 100.0
It leads to the conclusion that 58.7 % of the employees are satisfied and 9.2% of the respondents
are highly satisfied with the job satisfaction.

30
EMPLOYEES SATISFACTION OF PRESENT POSITION
The employee’s of the company largely determines the success of the company.
Organization’s success depends on right set of employees. This is the reason why companies put
extensive effort for recruiting employees for their organization. Thus, the company should take
the responsibility of employee’s satisfaction over the job.
The following table shows the employees satisfaction level of their present position
Table: 4.5
Employees Satisfaction of Present Position:
Particulars Number of
Respondents
Percentage of
Respondents
Highly Satisfied 10 9.2
Satisfied 69 62.4
Dissatisfied 23 21.1
Highly Dissatisfied 3 2.8
Confused 5 4.6
Total 110 100.0
From the table it indicates that 21.1% of the respondents are dissatisfied with their
present position, 9.2% of the respondents are highly satisfied with their present position, 2.8% of
the respondents are highly dissatisfied, and only 4.6% are in confused state.
It leads to the conclusion that 62.4 % of employees are satisfied with their present position.

31
EMPLOYEES SATISFACTION OF JOB AND WORKING ENVIRONMENT IN
FUTURE PROSPECTIVE:
Positive work environments are essential for workers. Good working condition arise the
value of the company. It is the responsibility of organization to give good, peaceful and safety
working condition to employees.
The following table shows the employees satisfaction level of job and working
environment in future prospective.
Table: 4.6
Employees Satisfaction of Job and Working Environment In Future Prospective.
Particulars
Number of Respondents
Percentage of
Respondents
More Positive 85 77.1
More Negative 25 22.9
Total 110 100.0
The table shows that the respondent’s satisfaction level on job and working environment
in future prospective, the result concluded that 77.1% of the respondent’s thoughts are more
positive.

32
ASSOCIATION BETWEEN PERIOD OF WORKING AND GENDER
The following table shows the relation between the gender of the employees and their
working period in the organization.
Table: 4.7
Chi Square Table for period of working and gender:
Working
Total
Particulars
Less than 6
months
6 months- 11
months 1-2 years
More than 2
years
Gender Male 20 13 15 18 66
Female 15 8 11 10 44
Total 35 21 26 28 110
This table shows that the respondents of working period with their gender, the
respondents who have worked less than 6 months has majority of male than female, the period of
6 months -11 months also has more male employees than female, the respondents who have
worked 1-2 years and more than 2 years has more male employees.
The chi square value is 0.000 (less than 0.05) Hence there is significant relationship
between the respondents with their period of working and gender.

33
ASSOCIATION BETWEEN EMPLOYEE STATUS AND GENDER
The following table and chart shows the relation between the gender wise employee
statuses of the respondents in the organization.
Table: 4.8
Chi Square Table for employee status and gender:
Status
Total
Particulars
Trainee Probation Permanent Contract
Gender Male 16 11 36 3 66
Female 12 10 22 0 44
Total 28 21 58 3 110
This table shows that the respondents of employee status with their gender, the
respondents of trainee has more male employees than female, almost equal number of employees
for probation period, the respondents of permanent status has more male employees than female,
and contract has least number of male employees.

34
ASSOCIATION BETWEEN JOB SATISFACTION AND GENDER
Table: 4.9
Chi Square Table for job satisfaction and gender:
Job Satisfaction
Total
Particulars Highly
Satisfied Satisfied Dissatisfied
Highly
Dissatisfied Confused
Gender Male 8 39 13 3 3 66
Female 2 26 4 5 7 44
Total 10 65 17 8 10 110
This table shows that the respondents of job satisfaction on gender, the respondent those
who highly satisfied has more male employees than female, the respondents those who just
satisfied with job satisfaction has also more male employees than female, the respondents of
dissatisfied state in their job satisfaction has more male employees than female, and the highly
dissatisfied and confused state has least number of respondents.
between the respondents with their job satisfaction and gender.

35
From this table shows the respondents satisfaction level for present job position on
gender, the respondents of male employees are highly satisfied with their present job position
than female, the respondents of more male employees are satisfied with present position than
female, more male employees are also dissatisfied with their present position than female, and
only least number of employees are highly dissatisfied and confused with present position.
between the respondents with their present position and gender
ASSOCIATION BETWEEN SATISFACTION OF PRESENT POSITION AND GENDER
Table: 4.10
Chi Square Table for present position and gender:
Job Satisfaction
Total
Particulars Highly
Satisfied Satisfied Dissatisfied
Highly
Dissatisfied Confused
Gender Male 9 38 15 2 2 66
Female 1 30 8 2 3 44
Total 10 68 23 4 5 110

36
ASSOCIATION BETWEEN JOB AND WORKING ENVIRONMENT IN FUTURE
PROSPECTIVE AND GENDER
Table: 4.11
Chi Square Table for job and working environment in future prospective and gender:
Job and working environment in future
prospective
TotalParticulars More positive More negative
Gender Male 51 15 66
Female 34 10 44
Total 85 25 110
The table shows that the respondent’s confident level of job and working environment on
gender, the result shows that more male employees have more positive in their job and working
environment in future prospective than female.
between the respondents with their job and working environment in future prospective and
gender.

37
RELATIONSHIP BETWEEN GENDERS WITH INFLUENCING FACTOR
Table: 4.12
ANOVA Table for gender vs. influencing factor
Respondents Mean F SIG
Training and development Male 1.5939
Female 2.6000 92.539 .000
Total 1.9852
Performance and feedback Male 1.7222
Female 2.9487 208.134 .000
Total 2.1778
Compensation and benefit Male 1.8763 175.369 .000
Female 3.1944
Total 2.3889
Working Conditions &
Communication with other
employees:
Male 1.5714
Female 2.6478 148.838 .000
Total
1.9961
About the Company and Work Male 1.5303
Female 2.6791 146.998 .000
Total 1.9835
The value of significance is 0.000 (less than 0.05). This implies that there is significant
difference amongst the different categories of gender of the respondents with the training and
development.
difference amongst the different categories of gender of the respondents with the performance
and feedback.
difference amongst the different categories of gender of the respondents with the Compensation
and benefit.
34

38
difference amongst the different categories of gender of the respondents with the Working
Conditions & Communication with other employees.
difference amongst the different categories of gender of the respondents with the About the
Company and Work.

39
RELATIONSHIP BETWEEN DEPARTMENTS WITH INFLUENCING FACTOR
Table: 4.13
ANOVA Table for departments vs. influencing factor
Respondents Mean F SIG
Training and development Operations 1.3463
Sales 2.0000 93.447
Credit 2.0000 .000
Collections & Risk 2.0000
Others 2.2250
Accounts 3.2706
Total 1.9852
Performance and feedback Operations 1.5203
Sales 2.0000 101.058
Credit 2.0000 .000
Others 2.8438
Accounts 3.3810
Total 2.1778
Compensation and benefit Operations 1.5650
Sales 2.1042
Credit 2.4167 202.037 .000
Others 2.9167
Accounts 3.7353
Total 2.3889
employees
Operations 1.3136
Sales 1.9821
Credit 2.0000
Collections & Risk 2.0268 139.622 .000
Others 2.4554
Accounts 3.1190
Total 1.9961
About the Company and Work Operations 1.2341
Sales 1.9500
Credit 2.0000 263.112 .000
Others 2.2750
Accounts 3.2778
Total 1.9835

40
difference amongst the different categories of departments of the respondents with the training
and development.
difference amongst the different categories of departments of the respondents with the
performance and feedback.
difference amongst the different categories of departments of the respondents with the
Compensation and benefit.
difference amongst the different categories of departments of the respondents with the Working
Conditions & Communication with other employees.
difference amongst the different categories of departments of the respondents with the About the
Company and Work.

41
RELATIONSHIP BETWEEN PERIODS OF WORKING WITH INFLUENCING
FACTOR
Table: 4.14
ANOVA Table for period of working vs. influencing factor
Respondents
Mean
F SIG
Training and development Less than 6 months 1.2343
6 months- 11 months 2.0000 144.004 .000
1-2 years 2.0000
More than 2 years 2.9692
Total 1.9852
Performance and feedback Less than 6 months 1.4381
6 months- 11 months 2.0000 142.926 .000
1-2 years 2.4295
Total 2.1778
Compensation and benefit Less than 6 months 1.5190
6 months- 11 months 2.0952
1-2 years 2.6987 229.093 .000
Total 2.3889
employees
Less than 6 months 1.2286
6 months- 11 months 1.9388
1-2 years 2.0604 309.747 .000
Total 1.9961
About the Company and
Work
Less than 6 months 1.1829
6 months- 11 months 1.8476 175.114 .000
1-2 years 2.1538
Total 1.9835

42
difference amongst the different categories of working period of the respondents with the
training and development.
difference amongst the different categories of working of the respondents with the performance
and feedback.
Compensation and benefit.
Working Conditions & Communication with other employees.
difference amongst the different categories of working period of the respondents with the About
the Company and Work.

43
GENDER Vs INFLUENCING FACTOR
To further ascertain the attributes among the various levels of satisfaction on gender wise, T-
TEST was done. The results were given in the table 4.15
Table 4.15 Gender Vs Influencing Factors
Gender Mean Std. Deviation F
SIG
Training and development MALE 1.5939 .43954 7.509 .007
Female 2.6000 .64770
Performance and
feedback
MALE 1.7222 .43000 1.270 .262
Female 2.9487 .40493
Compensation and benefit MALE 1.8763 .50409 1.033 .312
Female 3.1944 .50461
Working condition MALE 1.5714 .41555 2.439 .121
Female 2.6478 .49912
About the company MALE 1.5303 .42316 8.739 .004
Female 2.6791 .56423
From the above table the result shows that there is no significant difference at (0.05)
between gender and influencing factor.

44
IMPACT OF WORKING CONDITION ON TRAINING AND DEVELOPMENT,
PERFORMANCE AND FEEDBACK, COMPENSATION AND BENEFITS.
Regression model has been developed to explore the impact of working condition of
MCSL Company on its training and development, performance and feedback and compensation
and benefits. For this purpose, working condition has been taken as dependent variable and other
variable have been considered as independent variables.
TABLE: 4.16 MODEL SUMMARY
Model Summary
Model R R Square
Adjusted R
Square
Std. Error of the
Estimate Durbin-Watson
1 .982a .964 .963 .12173 .347
a. Predictors: (Constant), compensation and benefit, Training and development,
performance and feedback
b. Dependent Variable: working condition
From the table it is inferred that R square value is 96.4% of working condition on training
and development, compensation and benefits, and performance and feedback. The three
dimensions of MCSL is not having any impact on working condition.

45
CHAPTER-V
FINDINGS AND CONCLUSIONS
5.1 FINDINGS:
The data was collected from 110 respondents who are only working in MCSL. Among
the respondents 60% are male and 40% are female. The respondents of 37.3% are belongs to
operations department, 17.3% of the respondents belongs to accounts department, collections &
risk and others has 14.5% of the respondents, 9.1% of the respondents are belongs to credits, and
only 7.3% of the respondents are in sales department.
The respondents who have worked the period of less than 6 months has 31.8%, the
respondents who have worked more than 2 years has 25.5%, 23.6% of the respondents worked
for the period of 1-2 years, and the respondents who have worked 6 months-11 months has
19.1%. The respondents of Permanent status has 52.7%, 25.6% has the respondents of trainee
status, the respondents of probation status has 19%, and only 2.7% of the respondents are with
the contract status.
It leads to the conclusion that 58.7 percent of the employees are satisfied with the job
satisfaction, 62.4 percent of employees are satisfied with their present position, and 77.1% of the
respondent’s thoughts are more positive regarding their Job and Working Environment In Future
Prospective.
between the respondents with their department and gender.
between the respondents with their job satisfaction and gender.
between the respondents with their present position and gender
between the respondents with their job and working environment in future prospective and
gender.

46
The result ANOVA shows that there is significant difference amongst the different
categories of gender of the respondents with the influencing factor includes training and
development, Performance and feedback, Compensation and benefit, Working Conditions &
Communication with other employees, About the Company and Work.
categories of department of the respondents with the influencing factor includes training and
categories of working period of the respondents with the influencing factor includes training and
It is inferred that R square value is 96.4% of working condition on training and
development, compensation and benefits, and performance and feedback. The three dimensions
of MCSL are not having any impact on working condition.
5.2 CONCLUSIONS:
The researcher found that even though the majority of the employees are satisfied with the
job, they feel lot more can be done by the management in order to improve employees’
satisfaction on the job such as
1. Training program
2. Workload reduction
3. Salary boost up
4. Proper incentive structure and appraisal system
5. Better communication and relationship with other employees
Job satisfaction is a positive approach about one’s job resulting from an evaluation of its
characteristics. Job satisfaction represents an attitude rather than behavior. They believe that
satisfied employees are more productive that dissatisfied has been a basic tenet. A person with
high level of job satisfaction holds positive feelings about the job. When people speak of the
employee attitudes more often than not they mean job satisfaction.

47
It is very tough job for HR department to ensure job satisfaction among staff. Employees
will not be just happy with the pay, a good position and prestige..
They also want a constant feeling of well being, demand better work & family life
balance, and look to the organization for fulfilling even their community needs. These
highlighted expectations result in dissatisfaction, and finds true job happiness remains an un
filled dreams all the job hopping not withstand.
Thus the overall job satisfaction of employees at Muthoot Capital Services Limited is
high. The employees at Muthoot Capital Services Limited, even though are having negligible
differences, they have a very high regards and respect towards the company’s image and future
of the organization.
5.3 SUGGESTIONS:
As part of the survey conducted among the employees, it was made it a point to provide
suggestions and remarks which helps in increasing the employee’s job satisfaction. As a result, I
have received varied suggestions from the employees regarding the improvement of employee’s
job satisfaction.
Even though majority of the employees are satisfied with the job in the company, but they
feel that the company can come up with following changes which helps in employee’s
satisfaction. The following are the common suggestions received from the respondents
 Need for training programs for better understanding of the work and increase in
productivity.
 Saturday – ½ working days (9:30 – 1:30).
 Reduce working condition under pressure and workload. Also there are suggestions
for minimizing the number of working hours in weekdays.
 Hike in salary (especially for Trainee & Probationer) is the most recommended
suggestion by the employees, as they feel that the present structure is not meeting
the present standards.
 Requirement of team meeting once in every month and quarterly/annual meeting
with other departments, in order to study more about the team objectives and
company proceedings as well as future planning.
 Change in the dress code – No need of Tie.

48
 Company should declare holiday on the days of Hartal. Leave on such days should
not be treated as LOP.
There seems to be lot more other suggestions of which some of them are as follows:-
 Proper incentive structure and appraisal system. They would like to have clear idea about
ESI and PF, as many of them are still not aware of pros and cons of ESI and PF. Provide
whole hearted support and help from other departments ( specially HR).
 Implementation of more exciting and realistic challenges in the job.
 Implementation of club activities, extracurricular activities and providing canteen
facilities.
There have been suggestions from the employees on their personal note, as they are
feeling quite lost and de-motivated due to various aspects in the company. Some feel that
they are getting required recognition, incentives and support for the job they are doing, some
feels that there is manpower shortage within the company since that extra burden of work are
falling upon them and even though they are performing well they are not being rewarded
well.

49
REFERENCES
1) Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of
a theory. Organizational Behavior and Human Performance, 16, 250-279.
2) Krayer, K.J., & Westbrook, L. (1986). The relationship between communication load and
job satisfaction. World Communication, 15, 85-99.
3) Brief AP, Roberson L.(1989). Job attitude organization: an exploratory study. Journal of
Applied Social Psychology 19: 717±727.
4) Weiss HM, Nicholas JP, Daus CS. (1999). An examination of the joint effects of
affective experiences and job beliefs on job satisfaction and variations in affective
experiences over time. Organizational Behavior and Human Decision Processes 78:
5) Fisher D. (2000). Mood and emotions while working: missing pieces of job satisfaction?
Journal of Organizational Behavior 21, 185±202
6) Pugliesi K. (1999).The Consequences of Emotional Labor: Effects on Work Stress, Job
Satisfaction, and Weil-BeinMotivation and Emotion, Vol. 23/2
7) Cote S.,Morgan LM (2002).A longitudinal analysis of the association between emotion
regulation, job satisfaction, and intentions to quit. Journal of Organizational Behavior vol
23, 947–962
8) Rafaeli, A., & Sutton, R. I. (1989). The expression of emotion in organizational life.
Research in Organizational Behavior, 11, 1–42.
9) Saari, L. M., & Judge, T. A. (2004). Employee attitudes and job satisfaction. Human
Resource Management, 43, 395-407
10) Mount, M., Ilies, R., & Johnson, E. (2006). Relationship of personality traits and
counterproductive work behaviors: The mediating effects of job satisfaction. Personnel
Psychology, 59, 591-622.
11) Rain, J.S., Lane, I.M. & Steiner, D.D. (1991) A current look at the job satisfaction/life
satisfaction relationship: Review and future considerations. Human Relations, 44, 287–
307.
12) Rode, J. C. (2004). Job satisfaction and life satisfaction revisited: A longitudinal test of
an integrated model. Human Relations, Vol 57(9), 1205-1230.
13) Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction-
job performance relationship: A qualitative and quantitative review. Psychological
Bulletin, 127(3), 376-407.

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14) Cohen, A., & Golan, R. (2007). Predicting absenteeism and turnover intentions by past
absenteeism and work attitudes. Career Development International, 12(5), 416-432
15) Krishnan, S.K., & Singh, M. (2010). “Outcomes of intention to quit of Indian IT
professionals”, Human Resource Management, 49 (3): 419-435
16) Bowling, N.A. (2007). Is the Job Satisfaction-Job Performance Relationship Spurious: A
Meta-Analytic Examination. Journal of Vocational Behavior, 71, 167-185
17) Bono, J. E., & Judge, T. A. (2003). Core self-evaluations: A review of the trait and its
role in job satisfaction and job performance. European Journal of Personality,
17(Suppl1), S5-S18. doi:10.1002/per.48
18) Erez, A., & Judge, T. A. (2001). Relationship of core self-evaluations to goal setting,
motivation, and performance. Journal of Applied Psychology, 86(6), 1270-1279.
19) Kacmar, K. M.; Harris, K. J.; Collins, B. J. & Judge, T. A. (2009). Core self-evaluations
and job performance: the role of the perceived work environment. Journal of Applied
Psychology, 94 (6), 1572-1580.
20) Judge, T. A., Erez, A., & Bono, J. E. (1998). The power of being positive: The relation
between positive self-concept and job performance. Human Performance, 11(2-3), 167-
187.
21) Judge, T. A., Locke, E. A., & Durham, C. C. (1997). The dispositional causes of job
satisfaction: A core evaluations approach. Research in Organizational Behavior, 19,
151–188.
22) http://www.mindtools.com
23) http://www.wikipedia.com/jobsatisfaction
24) http://www.studentsreview.com/satisfaction_by_major
25) http://unjobs.org/tags/job-satisfaction
26) http://scholar.google.com/scholar?q=job+satisfaction

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Employee SatisfactionQuestionnaire
(This survey will take approximately 5 minutes to complete)
This Questionnaire is anonymous and your responses will be held in the strictest confidence. I thank you for your
thoughtful feedback .Please read through the statements carefully and tick your answers appropriately as per your
views on the respective statements. In case of any doubt regarding the questions, contact me. Please don’t forget to
provide me your suggestions at last. Thank you….!!!
Demographic Details:-
1. Gender: - MALE
FEMALE
2. Mention your Department: -
Auto Loan ( ) HR ( ) Accounts ( ) Legal ( ) Others ( )
If Auto loan: -
Sales ( ) Collections ( ) Credit ( ) Risk ( ) Operations ( )
3. Mention your designation: _______________________________
4. Employee status: Trainee ( ) Probation ( ) Permanent ( ) Contract (
)
5. How long have you been working at Muthoot Capital Services Limited:
a. Less than 6 months ( )
b. 6 months- 11 months ( )
c. 1-2 years ( )
d. More than 2 years ( )
Please tick the appropriate option.
(SA – Strongly Agree; A - Agree; D - Disagree; SD - Strongly Disagree)
S.No Particulars SA A D SD
1. Superior officer clearly define your job descriptions and
responsibilities.
2. Company provides necessary training and development activities in
order to achieve your goals and objectives.
3. You are gaining valuable experience, knowledge by doing the given
job and are helping you in a better way.
4. You are given an opportunity to do innovative things at work so that
it helps in achieving the goals more efficiently.
5. Superior officer is providing you with suggestions and helping you
out at difficult situations.
6. You are happy with the present performance appraisal system
7. You have clear performance goals and objectives defined for your
job.
8. You receive regular feedback about your performance from your
superior officer.
9. Your superior officer helps you in planning your performances.
10. You feel that your superior officer is taking your appraisals very
seriously.
11. In last 6 months, someone (superior) in the company has talked to

52
you about your progress.
12 You are happy with the emoluments received for the amount of
work you are doing.
13. Payroll structure offered by the company is meeting the present
market standards.
14. You are receiving the pay, allowances and incentives every month
without any dues and delay.
15. You are happy with the benefits (HRA, Medical,Etc.) provided by
the company.
16. You are satisfied with the performance based incentives/variable
pay provided to you.
17. You are satisfied with the amount of promotion opportunities
provided by the company.
18. You are happy working in your department as you are getting
required support and guidance from your superiors/colleagues.
19. You are receiving the required recognition for your work, from other
departments too.
20. You have enough freedom to take a decision or express a suggestion
when it is required.
21. You have no difficulty in approaching your superiors when you
need.
22. You are well informed about the company activities in general.
23. You are not exposed to work under pressure.
24. You are happy with your working team and your superiors.
25. You are happy with job you are doing.
26. You are happy with the atmosphere and space provided by the
company for you to job.
27. You are well aware about the company policies, rules and are fully
satisfied with it.
28. You are satisfied with the number of working hours per day and
working days per week of job you are doing in the company.
29. You are happy and feel proud of working in such a prestigious
organization.
At last few questions read carefully and answer them truthfully and frankly after thinking about
it for some time.
- Compared to last few months, tell what your recent job satisfaction level is.
a.) Highly Satisfied ( )
b.) Satisfied ( )
c.) Dissatisfied ( )
d.) Highly Dissatisfied ( )
e.) Confused ( )
- Overall, how satisfied are you with your present position in the company
a.) Highly Satisfied ( )
b.) Satisfied ( )

53
c.) Dissatisfied ( )
d.) Highly Dissatisfied ( )
e.) Confused ( )
- Overall, when you think about your job and the working environment in future,
You see: -
a.) More Positives ( )
b.) More Negatives ( )
Provide your valuable suggestions in order to improve your/others job satisfaction level.
(Very Important)
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
What do you think about this questionnaire?
Very interesting ( ) Helpful ( ) Waste of time ( ) could
have been better ( )

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