Project on the topic working environment of employees in steel company(minar ispat pvt ltd)

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CHAPTER ONE
INTRODUCTION
1.1 Introduction
Work place is a location where a task is completed. When pertaining to a place
of employment, the work environment involves the physical geographical location as
well as the immediate surroundings of the workplace, such as a construction site or
office building. Typically involves other factors relating to the place of employment,
such as the quality of the air, noise level, and additional perks and benefits of
employment such as free child care or unlimited coffee, or adequate parking.
Working environment plays an important role towards the employees
‘performance. Working environment is argued to impact immensely on employees’
performance either towards negative or the positive outcomes.In the world, there are
international organizations who debate the rights of employee. Most people spend
fifty percent of their lives within indoor environments, which greatly influence their
mental status, actions, abilities and performance. Better outcomes and increased
productivity is assumed to be the result of better workplace environment. Better
physical environment of office will boosts the employees and ultimately improve their
productivity. From the findings, the study concluded that work environmental factors
that influenced employee performance were physical environment factors, reward,
management or leadership style, training and development and work-life balance. The
working conditions of employees should also be improved to motivate employees to
work.
When employees are physically and emotionally fit will have the desire to
work and their performance outcomes shall be increased. Moreover, a proper
workplace environment helps in reducing the number of absenteeism and thus can
increase the employees’ performance which leads to increased productivity at the
workplace. Employees in many organizations are encountering with working
problems related to workplace environmental and physical factors that employee
disengagement is increasing and it has become important to make workplaces that

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positively influence workforce. Employees’ comfort on the job, determined by
workplace conditions and environment, has been recognized as an important factor for
measuring their productivity. In today’s dynamic and competitive business world, a
healthy workplace environment makes good business sense. Managers should not just
focus on the employees’ pay packet with the assumption that it is proportionate to
performance. Organizations deemed as a positive place to work will have a
competitive edge over the others.
1.2 Significance of study
This study is about working environment of employees at minar ispat private
limited kuttikkattoor calicut. it helps to get clear knowledge about the job satisfaction
of employees and the promotion strategies which the company provides its employees
to make better working environment. The employees face some difficulties and
problems which is affect to the working environment. So a study about working
environment is more relevant.
1.3 objectives of study
1. To understand the importance of work environment on employee performance in
minar ispat private limited kuttikkattoor calicut.
2. To find out the activities and programs conducted by minar ispat private limited
kuttikkattoor calicut to provide good working environment to its employees.
1.4 Problem formulation
The changes in social economic and technological conditions are already
affecting business and will have an even greater impact in future. these changes pose
major challenges to human resource management. Due to the rise in cost and fall in
productivity, more and more organizations has started giving a serious look into the

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man power policies. it has been commonly observed that most of employees on
contract labour status or temporary status show excellent performance but just after
being regularized their performance decreases, and it has become a vicious circle. The
study helps to know job satisfaction of employees towards work place environment at
minar ispat private limited kuttikkattoor calicut.
1.5 Definition of concepts
Work place
A workplace is a location where someone works for his or her employer, a place
of employment. Such a place can range from a home office to a large office building
or factory.
Working
The action of doing work or the act of a person or thing that works.
Environment
The natural world, as a whole or in a particular geographical area, especially
as affected by human activity. The surroundings or conditions in which a person,
animal, or plant lives or operates.
Working environment
The term work environment is used to describe the surrounding conditions in
which an employee operates. The work environment can be composed of physical
conditions, such as office temperature, or equipment, such as personal computers. It
can also be related to factors such as work processes or procedures.
1.6 Identification of variables
A variable is a named unit of data that may be assigned a value. If the value is
modified, the name does not change.

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1.6.1 Independent variable
A dependent variable is the variable being tested and measured in a scientific
experiment. a variable whose variation does not depend on that of another. An
independent variable is a variable that is manipulated to determine the value of a
dependent variable. In this study the working environment is the independent
variable.
1.6.2 Dependent variable
A variable whose value depends on that of another. It is called dependent
because it "depends" on the independent variable. An independent variable is a
variable believed to affect the dependent variable. In this study the employees are the
dependent variable.
1.6.3 Intervening variable
An intervening variable is a hypothetical variable used to explain causal links
between other variables. Intervening variables cannot be observed in an experiment.
Intervening variables, also known as mediating variables, explain the relationship
between two other variables. Good working machines, lights in the hall, air
conditioning are all are the intervening variable in this study.
1.7 Research methodology
The study of the work environment at minar ispat was fone from the data
collected by giving questionnaire the sample of 30 employees. The purpose of study
was made clear to each respondent before giving questionnaire and they were
requested to give correct information and were assured of the confidentiality of their

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information. Research design give the information on the type of research, survey,
procedure, technique of data gathering sample size and techniques used, sample
description in the profile instrumentation techniques scope and time. In this study uses
descriptive research methodology.
1.7.1 Research design
A research design is the set of methods and procedures used in collecting and
analyzing measures of the variables specified in the problem research. The descriptive
research methodology is uses in this study.
1.7.2 Universe of the study
The total elements of universe from which sample are selected for the purpose
of study is known as universe. The universe of my study is employees of minar ispat
private limited kuttikkattoor calicut.
1.7.3 Sample design
A sample design is the framework, or road map, that serves as the basis for the
selection of a survey sample and affects many other important aspects of a survey as
well. Probability sampling method is used for this study.
1.7.4 Sample size
Sample size determination is the act of choosing the number of observations or
replicates to include in a statistical sample. In this study only a few items can be
selected from the population by using simple random sampling method for research
purpose. For this study 30 samples are selected.

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1.7.5 Selection procedure
In this study simple random sampling method is used for collecting data.
Samples are randomly selected from a population by using simple random sampling
method. The goal is to obtain a sample that is representative of the larger population.
Random sampling method was adopted in getting respondents to answer the
questionnaire.
1.7.6 Tools for data collection
The data for the study collected from both primary and secondary source. The
tools that use for collecting primary data, is questionnaire and secondary are office
records, journals, and internet.
1.7.7 Data analysis and interpretation
Data collected for the study is analyzed by simple percentage method and
interpreted with the help of tables and graphs.
1.8 Limitations of the study
1. There may be errors due to bias of the respondents.
2. Unwillingness of the respondents to give actual information.
3. Some of the employees are reluctant to fill up the questionnaire.
1.9 Conclusion
Working environment has a positive impact on the Job satisfaction of
employees. Bad working conditions restrict employees to portray their capabilities
and attain full potential, so it is imperative that the businesses realize the importance

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of good working environment. This research paper contributes good working
environment for employee job satisfaction. The study impacts upon the future
performance of businesses by taking working environment more seriously within their
organizations to increase the motivation and commitment level of their employees.
Through this way their work force can achieve better results. It also ensures that the
employees of the organization will have the ease of working in a relaxed and free
environment without burden or pressure that would cause their performance to
decline.

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CHAPTER TWO
COMPANY AND INDUSTRY PROFILE

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CHAPTER TWO
COMPANY AND INDUSTRY PROFILE
2.1 Introduction
India was the world’s second-largest steel producer@ with production
standing at 106.5 MT in 2018. The growth in the Indian steel sector has been driven
by domestic availability of raw materials such as iron ore and cost-effective labour.
Consequently, the steel sector has been a major contributor to India’s manufacturing
output. India’s steel production capacity has expanded to 137.975 million tones in
FY19. As of 2018, India is the world’s second largest producer of crude steel (up
from eighth spot in 2003).
The Indian steel industry is very modern with state-of-the-art steel mills. It has
always strived for continuous modernisation and up-gradation of older plants and
higher energy efficiency levels. Indian steel industries are classified into three
categories such as major producers, main producers and secondary producers. Steel
industry and its associated mining and metallurgy sectors have seen a number of
major investments and developments in the recent past. According to the data released
by Department for Promotion of Industry and Internal Trade (DPIIT), the Indian
metallurgical industries attracted Foreign Direct Investments (FDI) to the tune of US$
11.38 billion in the period April 2000–June 2019.
Some of the major investments in the Indian steel industry are For FY2019-20,
JSW Steel set a target of supplying around 1.5 lakh tonne of TMT Rebars to metro
rail projects across the country. In October 2019, Kamdhenu Ltd added new
production capacity of 60,000 tonne per annum in Dadri, Uttar Pradesh to
manufacture Kamdhenu Structural Steel. As of December 2018, Vedanta Group is
going to set up a one million tonne capacity steel plant in Jharkhand with an
investment of Rs 22,000 crore (US$ 3.13 billion). JSW Steel will be looking to further
enhance the capacity of its Vijayanagar plant from 13 MTPA to 18 MTPA. In June
2018, the company had announced plans to expand the plant’s production capacity to
13 MTPA by 2020 with an investment of Rs 7,500 crore (US$ 1.12 billion). Vedanta

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Star Ltd has outbid other companies to acquire Electro steel Steels for US$ 825.45
million. Tata Steel won the bid to acquire Bhushan Steel by offering a consideration
of US$ 5,461.60 million. JSW Steel has planned a US$ 4.14 billion capital
expenditure programme to increase its overall steel output capacity from 18 million
tonnes to 23 million tonnes by 2020. In March 2019, ArcelorMittal was declared as
the winning bidder to acquire Essar Steel for a consideration of Rs 42,000 crore (US$
5.82 billion). Tata Steel has decided to increase the capacity of its Kalinganagar
integrated steel plant from 3 million tonnes to 8 million tonnes at an investment of
US$ 3.64 billion.
2.2 Growth of Steel Industry in India
Steel reforms in India, particularly in 1991-1992 have led to strong and
sustainable growth in India’s steel industry. Since independence, India has
experienced steady growth in the steel industry.
In 1991, a substantial number of economic reforms were introduced by the
Indian government. These reforms boosted the development process of number of
industries, the steel industry particularly in India which has subsequently developed
rapidly. The 1991 reforms allowed on license to be required for a capacity creation,
expert for some location. Also once India’s steel industry was moved from the listing
of the industries that were reserved exclusively for the public sector, huge foreign
investment were made in this industry. Yet another reform of Indian steel industry
came in 1992,when every type of control over the pricing and distribution system was
removed, making the modern Indian steel industry extremely efficient as well as
competitive.
Additionally, a number of government measures have stimulated the growth of
the steel industry. In 1992, India has produced 14.33 million tonnes of finished carbon
steel and 1.59 million tonnes of pig iron. Furthermore, the steel production capacity of
the country has increased rapidly. India is the fifth largest steel producer and has a
capacity to produce 95 million tonnes of steel annually.

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2.3 Steel Industry in Kerala
Steel industry in Kerala, which is providing direct employment to 15000
people is generating to revenue to the tune of 75 cores to the state ex-chequer towards
the excise duty, sales tax, and power changes.
The steel manufacturers association of Kerala has demanded the state
government to provide uninterrupted power supply as promised in the industry policy
1992 for the smooth functioning of several steel industries unit in India. The policy
has enthused industrialists to set up production unit in the state on account of the
government promise of nonstop power supply for the first five years along with other
concession such as pre 1992 power tariff, exception of electricity duty and sales tax.
However, the government introduced power cut during the period from 1996-
1998 affecting the smooth running of the industry. Highlighting the problems faced
by the sector, the president of the association said that the government assurance of
continuous power supply for new units in initial five years was broken with the
introduction of power cut. He pointed out that Kerala requires about nearly 60000
tonnes of steel per month, of which nearly 35000 tonnes are manufactured in the state.
Currently there are about 60 manufacturing units in Kerala.
2.4 Company Profiles
MINAR ISPAT PVT LTD, an ISO 9001-2008,14001-2004 certified company
was established in the year 2006 at Anakuzhikkara, Kuttikkattoor P.O Kozhikode,
Kerala is engaged in manufacturing and marketing of high quality cold twisted
deformed(CTD)bars and rods and thermo mechanical treated(TMT)bars quality M.S
ingots. MINAR group, headed by Mr K.P Alavi Haji, Chairman and NRI, and Mr. A.
Mohammed Shafi, Managing Director, is a business group mainly of NRI’s whose
business magnet in their respective field are in and abroad. Over the past fifteen years,
MINAR steel factories have undergone massive restructuring and modernization to
significantly improve its productivity, energy efficiency, environmental performance
and competitiveness. Company is professionally managed by a team of experts with

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adequate support from a committed board of directors. The group is mainly engaged
in manufacture and supply of various steels and allied products. It has a very wide
dealer network throughout the country. The group impeccably enhances its domain as
a leading TMT steel manufacturer and are in the face of diversification into other
sectors such as renewable energy, construction, education and healthcare. MINAR
group is substantially engaged in manufacturing and supply of superior quality steel
and allied products in the country for more than a decade and a half. Their
quintessential determination, esoteric knowledge about the industry and amicable
working environment has helped in transforming the steel manufacturing process.
MINAR TMT is south India’s one and only steel manufacturer accredited for
TEMPCORE license from the centre for Research in Metallurgy, Belgium.
The iron and steel industry uses millions of tonnes of material each year,
chiefly iron ore and limestone about 250 million tonnes of these materials are required
to produce 100 million tonnes of steel. In addition, a supply of alloying elements is
needed as well as enormous qualities of fuel, gas, oxygen, water, air and refractor’s or
material for lining furnaces.
Steel is crucial to the development of any modern economy and it is
considered to be the backbone of human civilization. The level of per capita
consumption of steel is treated as the important index of the level of socio economic
development and living standard of the people in any country. It is a product of a
large and technologically complex industry having strong forward and backward
linkage in terms of material flows and income generation.
Steel industry was in the vanguard in the liberalization of the industrial sector
and has made rapid strides since then. The new green held plants represent the latest
technology output has increased, the industry has moved up in the value chain and
exports have also brought about regional dispersion easing the domestic supply
position notably in the western region.

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2.5 Missions of the Company
“To be among the India’s most admired steel companies in our products, in the
manner in which we services our client, in our ethics in our culture of societal
integration”
1. Intension and commitment to health and safety.
2. Compliance with all relevant statutory requirements.
3. Organizational setup to carry out the policies.
4. Arrangement to make the policy effective.
2. 6 Vision of the Company
“To be organization that continuously achieve economic value by optimizing
resource through operational excellence, powered by technology, driven by
innovation creating customer delight and also providing quality products.”
2.7 Conclusion
In recent time steel industry is one of the fastest growing industry in India and
as well as in the world. The purpose of the study is to evaluate the actual condition
and trend of steel industry in India. Result of the study found that India has all
potential to become top producer of steel in near future. The steady growth of
production and consumption indicates that India has set a higher growth path by the
end of the decade. The CAGR of production, consumption and foreign trade shows
an impressive picture of the development of the industry for the study period. All the
major steel producers in world like Arcelor and Mittal, POSCO come to India to
establish the steel plants which facilitate the growth of Indian steel industry.
According to Ministry of Steel, India is expected to become second largest producer
of steel in world by 2015-16.

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The performance of Indian steel industry registered an impressive growth over
the recent few years. The industry got all the essential ingredients required for
dynamic growth like strong domestic demand, infrastructural development, demand
from automotive sector, etc. Industrial reform also extended its help for development
of the industry. Indian steel industry was contributing around 2 percent to Gross
Domestic Product (GDP) and its weight in the Index of Industrial Production (IIP) is
6.2 percent. With an impressive track record India became a reputed name in the
world steel industry. Even during the tough times of recession, the industry was
succeeded of recoding the positive growth rate. Global giants from all over the world
has shown their interest in the industry because of its phenomenal performance. The
present study was an attempt to examine the performance of the industry in terms of
production, consumption and foreign trade and to exhibit the trend of the industry for
a period of twenty years since 1991-92 to 2010-11.

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CHAPTER THREE
REVIEW OF LITERATURE

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CHAPTER THREE
REVIEW OF LITERATURE
3.1 Introduction
The followings review is important to understand the relevance of working
environment in service sector in respect to job satisfaction of employees and to
delivery of qualitative services to customer’s satisfaction, customer’s retention and
overall growth of organization. It shows that success of the project depends on
favourable work environment. It was found that work environment has direct bearing
on the job satisfactions of the employees in the construction industries in respect to
the managers. Most of the managers perceive remuneration, job security, working
hours and information in time is important to get effective result. (S.Kavita,
jan.2013)It was revealed that the there is a strong relationship between job
characteristic, working conditions with job satisfaction such as job grade, bad adores
dirt and humidity, noise, lighting, sufficient space for work , cooperation with others
to solve problems, observing rules and procedures as well as abiding with duties.
These factors directly impact on organizational performance. (Kahya, 2007)Working
environmental factors such as pay, decision-making authority, and promotional
policies, enjoyable co-workers and advancement, job security, support from superior
and reward system etc. are the main sources to enhance job satisfaction and morale of
the employees. (Jamal Nazrul Islam, 2012)It was found that there is strong
relationship between working environment and stress. Lack of team work, insufficient
ventilation and lighting facilities, unhygienic conditions, ineffective communication
system etc. increases employees stress. (Radha, Jan.-March 2012)A study has shown
that there is strong relationship between working environment and job satisfaction of
employees. ItIt was found that there is positive relationship between working
conditions and job satisfaction of employees. It was clear that if organization has
favorable working conditions it results in job satisfaction of employee and ultimately
high performance of the organization. (Alamdar Hussain Khan, 22 feb20 12) it was
examined that if working environment is favorable it improves employee loyalty, as
employees perceive that the respect and importance to them, job security, training and

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development, superior support, effective communication, teamwork etc. result into
high employee satisfaction. (Jadhav, July-Sept. 2012) Above review of literature
shows that there is positive correlation between working environment and job
satisfaction of employees. Similarly, it has brought in light that job satisfaction is
dependent on favorable or conducive working environment of organization
3.2 Theoretical Review
In the Theory of Work Adjustment (TWA) developed by Dawes and Lofquist
in the University of Minnesota in 1984, the goal was to provide theoretical framework
that will describe or explain the relationship among individuals at work and their
work environment. Work is therefore perceived and conceptualized as an interaction
between an individual and a work environment. This work environment requires that
certain tasks are performed, and the individual brings up the needed skills to perform
the tasks. As an exchange relationship (between the individual and the environment),
the individual also requires certain compensation or rewards for work performance
and certain preferred conditions, such as a safe and comfortable place to work. For the
interaction to be maintained and job to continue, the workplace environment and the
individual must continue to meet each other's requirements (Dawes &Lofquist, 1984).
The degree to which the requirements of both are met is called correspondence. This
iswhy TWA is also known as Person–Environment Correspondence Theory.
This was put in other words by Winter (2009) as the more closely a worker’s
abilities (such as skills, knowledge, experience, attitude, behaviours, etc.) correspond
with the requirements of the role, or the job or the organisation, the more likely it is
that the worker will perform the job well. The better he performs the job is perceived
as satisfactory by the employer. In exchange, the more closely the reinforcers
(rewards) of the role or organisation correspond to the values that a person seeks to
satisfy through their work, the more likely it is that the person will perceive the job as
satisfying. And Satisfying indicates the work adjustment of the individual with the
work environment and of the work environment with the individual. Work adjustment
is the process of achieving and maintaining correspondence (where correspondence is

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the degree to which individual’s needs and environment’s needs for the job are both
met).
On the part of the individual, as in the case of this study, work adjustment may
also be categorised as either committed adjustment or non-committed adjustment.
Since satisfying indicates adjustment and satisfying comes from the ability of the
environment to meet up with individual requirement (in terms of needs or rewards),
then satisfying may be seen as a predictor of job commitment. It may therefore follow
that if individual workers are unsatisfied with the ability of the environment to meet
up (orcorrespond) with his or her need, he or she is likely to exhibit a low or no job
commitment. After all, empirical studies (such as Danish & Usman, 2010; Odunlade,
2012) have demonstrated that rewards and recognition offer more job satisfaction to
employees.
However, Dawes (1994) acknowledged that the correspondence between
person and environment may not be perfect, perhaps because the person chose the
wrong career or the employer chose the wrong candidate. Even a good
correspondence may change over time. The person’s skills might develop so that they
outgrow their role or their priorities may change because of non-work commitments.
The nature of the job or the nature of the rewards an employer is able to offer may
also change (Winter, 2009).
The forgoing has implication for this study. Where employees perceive some
factors in workplace environment as unsatisfying, then such environment may be
construed as being toxic. Hence, for an environment to be perceived as satisfying
(conducive), the Person-Environment relationship must be corresponding (i.e. the
requirement of P and E must be met). Where there is a lack of correspondence means
that job commitment may be affected. Since all organisations, even in the same
industry and same HRM 2 2015 25 10 oprava:HRM 25.10.2015 16:04 Page 36 line of
operations or business, are not all the same in structure, culture, vision, mission, etc.;
while no individuals are of same character, attitudes and personality; job commitment
undoubtedly will vary from individual to individual and from environment to

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environment. These further shows the need for empirical probing into the various
gaps identified in this review
3.2.1 Maslow’s need hierarchy theory
Maslow (1943, 1954) stated that people are motivated to achieve certain needs
and that some needs take precedence over others. Our most basic need is for physical
survival, and this will be the first thing that motivates our behaviour. Once that level
is fulfilled the next level up is what motivates us, and so on.
1. Physiological needs - these are biological requirements for human survival, e.g.
air, food, drink, shelter, clothing, warmth, sex, sleep. If these needs are not satisfied
the human body cannot function optimally. Maslow considered physiological needs
the most important as all the other needs become secondary until these needs are met.
2. Safety needs - protection from elements, security, order, law, stability, freedom
from fear.
3. Love and belongingness needs - after physiological and safety needs have been
fulfilled, the third level of human needs is social and involves feelings of
belongingness. The need for interpersonal relationships motivates behaviour.
Examples include friendship, intimacy, trust, and acceptance, receiving and giving
affection and love. Affiliating, being part of a group (family, friends, work).
4. Esteem needs - which Maslow classified into two categories: (i) esteem for oneself
(dignity, achievement, mastery, independence) and (ii) the desire for reputation or
respect from others (e.g., status, prestige). Maslow indicated that the need for respect
or reputation is most important for children and adolescents and precedes real self-
esteem or dignity.
5. Self-actualization needs - realizing personal potential, self-fulfillment, seeking
personal growth and peak experiences. A desire “to become everything one is capable
of becoming”(Maslow, 1987, p. 64).

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3.2.2 Herzberg’s motivation theory (two factor theory)
The two factors identified by Herzberg are motivators and hygiene factors.
1. Motivating Factors
The presence of motivators causes employees to work harder. They are found
within the actual job itself. Achievement means a job must give an employee a sense
of achievement. This will provide a proud feeling of having done something difficult
but worthwhile. Recognition means a job must provide an employee with praise and
recognition of their successes. This recognition should come from both their superiors
and their peers. The work itself means The job itself must be interesting, varied, and
provide enough of a challenge to keep employees motivated. Responsibility means
Employees should “own” their work. They should hold themselves responsible for
this completion and not feel as though they are being micromanaged. Advancement
means promotion opportunities should exist for the employee. Growth means the job
should give employees the opportunity to learn new skills. This can happen either on
the job or through more formal training.
2. Hygiene Factors
The absence of hygiene factors will cause employees to work less hard.
Hygiene factors are not present in the actual job itself but surround the job.
The impact of motivating and hygiene factors is summarized in the following
diagram. Note that you will often see motivators referred to as factors for satisfaction,
and hygiene factors referred to as factors for dissatisfaction. Company policies should
be fair and clear to every employee. They must also be equivalent to those of
competitors. Supervision must be fair and appropriate. The employee should be given
as much autonomy as is reasonable. Relationships should be no tolerance for bullying
or cliques. A healthy, amiable, and appropriate relationship should exist between
peers, superiors, and subordinates. In work conditions Equipment and the working
environment should be safe, fit for purpose, and hygienic. Salary pay structure should
be fair and reasonable. It should also be competitive with other organizations in the
same industry. The organization status should maintain the status of all employees

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within the organization. Performing meaningful work can provide a sense of status.
Security is important that employees feel that their job is secure and they are not
under the constant threat of being laid-off.
3.2.3 Vroom expectancy motivation theory
Whereas Maslow and Herzberg look at the relationship between internal needs
and the resulting effort expended to fulfil them, Vroom's expectancy theory separates
effort (which arises from motivation), performance, and outcomes.
Vroom's expectancy theory assumes that behavior results from conscious
choices among alternatives whose purpose it is to maximize pleasure and to minimize
pain. Vroom realized that an employee's performance is based on individual factors
such as personality, skills, knowledge, experience and abilities. He stated that effort,
performance and motivation are linked in a person's motivation. He uses the variables
Expectancy, Instrumentality and Valence to account for this. Expectancy is the belief
that increased effort will lead to increased performance i.e. if I work harder then this
will be better. This is affected by such things as:
1. Having the right resources available (e.g. raw materials, time)
2. Having the right skills to do the job
3. Having the necessary support to get the job done (e.g. supervisor support, or
correct information on the job)
Instrumentality is the belief that if you perform well that a valued outcome will be
received. The degree to which a first level outcome will lead to the second level
outcome. i.e. if I do a good job, there is something in it for me. This is affected by
such things as:
1. Clear understanding of the relationship between performance and outcomes –
e.g. the rules of the reward 'game'
2. Trust in the people who will take the decisions on who gets what outcome
3. Transparency of the process that decides who gets what outcome

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Valence is the importance that the individual places upon the expected outcome.
For the valence to be positive, the person must prefer attaining the outcome to not
attaining it. For example, if someone is mainly motivated by money, he or she might
not value offers of additional time off.
3.2.4 Equity theory
Adams’ Equity Theory Balancing Employee Inputs and Outputs
Adams' Equity Theory calls for a fair balance to be struck between an
employee's inputs (hard work, skill level, acceptance, enthusiasm, and so on) and an
employee's outputs (salary, benefits, intangibles such as recognition, and so on).
According to the theory, finding this fair balance serves to ensure a strong and
productive relationship is achieved with the employee, with the overall result being
contented, motivated employees. Adams' Equity Theory is named for John Stacey
Adams, a workplace and behavioral psychologist, who developed his job motivation
theory in 1963. Much like many of the more prevalent theories of motivation (such as
Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory), Adams' Equity
Theory acknowledges that subtle and variable factors affect an employee's assessment
and perception of their relationship with their work and their employer.
The theory is built-on the belief that employees become de-motivated, both in
relation to their job and their employer, if they feel as though their inputs are greater
than the outputs. Employees can be expected to respond to this is different ways,
including de-motivation (generally to the extent the employee perceives the disparity
between the inputs and the outputs exist), reduced effort, becoming disgruntled, or, in
more extreme cases, perhaps even disruptive.
3.3 Previous Study
3.3.1 Studies Related to working environment
In this part an extensive review is made on the working environment of each
category of occupants associated with their professions.

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Ganguli and Joseph (1976) studied Quality of Working Life among young
workers in Air India with special reference to life and job satisfaction issues. Findings
indicate that, of the various physical and psychological working conditions, pride in
organisation, job earned community respect, reasonable working hours, etc. are some
variables positively correlated with job satisfaction than friendship with colleagues,
good work location, physical
In an endeavor to analyse the conceptual aspect of improving quality of life in
working environment and the experiments done in Rashtriya Sanyal and Singh
(1982) ascertained that the term improving the quality of working life is basically
concerned with improving the work satisfaction of employees as an effective
corporate motivational strategy. It is sought to be achieved through re-orientation and
restructuring of job content.
With an interest in Job Satisfaction, within the work setting, Lynch and
Verdin (1983) studied the Job Satisfaction differences among library units and among
occupational groups within libraries. The relationships of sex, age and tenure to the
Job Satisfaction of library employees also were explored.
National seminar on improving of quality of work life Was convened to
enquire into the direction of Quality of Work Life activities in India and prepare an
action plan for implementing the Quality of Work Life concepts. The
recommendation from the National seminar published in the Journal of Productivity
(1982) states that at the enterprise level, improvement of quality of work life should
be through the co-operative endeavor between management and unions. The
conference pointed out that the Government could help in improving Quality of Work
Life through legislation, executive policy and action through its entrepreneurial role in

25
the public sector. It recommended the need for engaging and involving shop-floor
level staff in the management and policy decisions for improvement in Quality of
Work Life.
Walton (1974) attributes the evolution of Quality of Work Life to various
phases in history. Legislations enacted in early twentieth century to protect employees
from job-injury and to eliminate hazardous working conditions, followed by the
unionisation movement in the 1930’s and 1940’s were the initial steps in this
direction. Emphasis was given to job security, due process at the work place and
economic gains for the worker. The 1950’s and the 1960’s saw the development of
different theories by psychologists proposing a positive relationship between morale
and productivity that improved human relations. Attempts at reform to acquire equal
employment opportunity and job enrichment schemes also were introduced. Finally in
the 1970’s the idea of Quality of Work Life was conceived which according to
Walton, is broader than these earlier developments and is something that must include
‘the values that were at the heart of these earlier reform movements and human needs
and aspirations’.
3.3.2 Organisational Climate
Organisational climate is a very popular concept for research in the domain of
industry and organisation. The origin and the use of the specific term are found to be
as old as the original concept of management itself.
Organisational climate may be defined as the shared perceptions of and the
meaning attached to the policies, practices, and procedures employees experience and
the behaviours they observe getting rewarded and that are supported and expected
(Ostroff et al. 2003, Schneider & Reichers 1983, Schneider et al. 2011).

26
Saha & Kulkarny (2012) in their study made an attempt to examine how the
quality of employee’s workplace environment impacts on the level of employee’s
motivation and subsequent productivity. This study mainly focused on selected IT
companies in Pune region. They also assessed the key factors in the employee’s
workplace environment that impact greatly on their level of motivation and
productivity. The results of this study indicate that the productivity of people in their
workplace can be greatly influenced by the environment and physical work space they
occupy on a daily base.
In a study conducted by Gani & Shah (1998) entitled “Relationship between
Perceived Organisational Climate and Job Stress”, examined the nature and extent of
relationship between organisational climate and stress at work in the banking industry
in Kashmir. The study reveals not only that there is an overall negative relationship
between perceived organisational climate and level of job stress but also that each
dimension of organisational climate is inversely correlated with each dimension of job
stress.
Melvin(1993)stated that the environmental design of an organisation plays a
very important role job satisfaction at the same time it is also plays an important role
in employees high job involvement. A good environmental design of an helps in
resolving the conflicts and confusion. The author even cites that it is the responsibility
of the management to design the environment in such a manner that it reduces the
dissatisfaction where in the work tasks, working patterns are properly mentioned.
3.4 Working environment
Working environment is a broad term and means all your surroundings when
working. Your physical working environment is, for example, your work tools as well

27
as air, noise and light. But your working environment also includes the psychological
aspects of how your work is organised and your wellbeing at work.
A good working environment is one of the most important elements in making
you feel good and for our activities to function and develop. The management, staff
and students at Umea University therefore all have a responsibility to participate in
our efforts to develop and continuously improve our working environment.
3.5 Characteristics of good working environment
1. Transparent & Open Communication
In essence, a transparent and open form of communication addresses the
employee’s need to feel that what they have to say has value. It is what makes
employees feel that they belong in the organization. Work then becomes meaningful
because the employees know that what they contribute affects the organization that
they are affiliated with.
2. Work-Life Balance
There has to be some sort of balance between work and personal life. In
general, having that sense of balance will improve job satisfaction among employees
because they will feel that they’re not overlooking the other areas of their lives that
are, if not more, important to them than work.
3. Training & Development-Focused
In a time when change is more rampant than ever before, it is necessary for
organizations to be keep abreast with the changes and train their employees
accordingly. For instance, technology is evolving so rapidly that what organizations
commonly used ten years ago could be made obsolete today (e.g. Zip drives, dial-up
modems, etc).

28
4. Recognition for Hard Work
Rewards are necessary to encourage certain behaviors in persons. This is
known as positive reinforcement under operant conditioning in the field of
psychology. It is used in organizational behavior management as well: by rewarding
employees who put in effort for their work, this will promote similar behaviors in the
future.
5. Strong Team Spirit
As social beings, we naturally seek support from our peers and seek to belong
to a group. Come tough times, the team should come together to deal with whatever
problems are out there. This is where a sense of unity is evoked in the team and
employees will no longer just feel that they’re working for themselves. They are now
working towards something bigger than themselves, and as a team.
3.7 Factors affecting working environment
1. Noise
Noise is element of the work environment, which has an important role in
affecting employee productivity. Too much noise, such as sound from equipment,
tools, and people’s conversation, may prevent workers concentrating on their jobs,
consequently decreasing their productivity. However, according to Keeling and
Kallaus (1996) people cannot achieve good performance in a silent environment,
because at some level, sound may generate a healthy background and can also assist
employees accomplish their work. In general, noise can influence employees while
doing their work and the impact can be both positive and negative. If there is soft
background sound, which is coming from instrumental music, and there is an
employee who has to tackle claims from some inpatient customers, the background
sound in turn, will assist him/her to become more relaxed in solving the customer s
problems. In contrast, if the sound background is quite hard, which may develop from
the telephone ringing and loud conversation among people in the same room, this

29
situation can hamper both the employee and customers. There are several methods for
controlling the noise in the office proper contraction, sound-absorbing materials,
sound-absorbing devices, and masking.
2. Lighting
Working in dim or over bright work environments can result in eyestrain,
headaches, irritability and, inevitably, reduced productivity. Light sources, including
the sun, can create unwanted reflections, glare and shadows in the workplace that can
cause discomfort and distraction, and can interfere with the performance of visual
tasks. Low levels of lighting can cause depression, which for some people may be
severe. There are two kinds of light that are available to office: natural light and
artificial light. Natural light is a free resource that enters the office through window or
skylight, whereas artificial light is the kind of light which is produced and designed
by manufacturing.
3. Colour
Another element of the work environment, which has impact on employee
productivity, is color. The majority of workers are only concerned about the physical
effect of color, while many of them do not pay more attention to its psychological
impact. In fact, color plays a very important role on the human body, mind, and spirit,
because it can impact both productivity and wellness.
4. Air Quality
The last element of the work environment, which has impact on employee
productivity, is air quality. Poor air quality can raise a negative impact on employee
health in the form of respiratory problems, headaches, and, fatigue, which in the long
periods will reduce productivity. The air quality contains four factors that are:
temperature, humidity, ventilation, and cleanliness.
5. Office Furniture
Office furniture comprises of desks chairs, the filing system, shelves, drawers,
etc. All these components have a specific role to play in the proper functioning of any

30
office and the productivity and the efficiency of the employees. And one of the most
important thing to be considered while buying office furniture is to ensure whether it
is ergonomic or not. Ergonomics of office furniture is important because an employee
has to work with them for the entire time that he is on office, and if they are
uncomfortable and not user friendly, their working style and efficiency gets hampered
considerably, in turn affecting the overall organizations.
3.4 Conclusion
Effort has been taken to review current literature related to the concept of
workplace environment and job commitment with a view to identify areas where
further research may be necessary, especially in the citadels of learning. The essence
is to expand our knowledge framework about workplace environmental factors and
job commitments especially among staff in the ivory towers. It is important to do this
because human behaviour is, on the first instance, associated with major problems
across the globe and on the second note, has a maladjusted behaviour that can only be
reformed in learning institutions. In Skinner’s “Beyond Freedom and Dignity”, the
place of human behaviour was shown to be connected to global problems: crime,
poverty, pollution, war, overpopulation, even health-related problems such as cancer,
sexually transmitted diseases, polio, malaria, and so forth. Better contraceptives will
control population only if people use them; new methods of agriculture and medicine
will not help if they are not practiced, and housing is a matter not only of buildings
and cities but also of how people live. We need to make vast changes in human
behaviour and it is not enough to use technology with a deeper understanding of
human issues or dedicate technology to man’s spiritual needs or to encourage
technologists to look at human problems. What we need is a technology of behaviour”
(B.F. Skinner, cited in Oludeyi, 2013a), a technology that will reshape behaviour and
commitment towards advancement of mankind. This is better achieved in the ivory
towers

31
CHAPTER FOUR
DATA ANALYSIS AND INTERPRETATION

32
CHAPTER FOUR
DATA ANALYSIS AND INTERPRETATION
The earlier chapter were devoted to review the background of the earlier
literature on the present study and also examined profiles of both industry and
organisation. In this chapter an attempt is to made to present research methods and
sample of the study including collection of data, interpretive guidelines and statistical
treatments. Data analysis is a systematic presentation of the information collected
through research study. Data analysis is an important element of any research as the
data is analysed as per the requirement of the research and valuable findings can be
traced out from the analysis.
The analysis of the data is the most skilled task in the research process. It is
the critical examination of the assembled and grouped data for studying the
characteristics of the factors under study and for determining the patterns of the
relationship among the variables relating to the research. Statistical analysis of the
data serves several purposes. Primarily it summarise large mass of the data into
understandable and meaningful formats. The reduction of the data facilities further
analysis and make exact description possible.
The present chapter discussing about the data analysis and interpretation of the
working environment of the employees in minar ispat private limited kuttikkattoor
Calicut. Working environment shows that facilities provided by the organisation to do
the job and personal factors such as an individual needs and aspirations determine his
or her attitude, along with group and organisational factors such as relationship with
co-workers and supervisors and working conditions, work policies and compensation.
A satisfied employee tends to absent less often, to make positive contributions, and to
stay with the organisation.

33
Table No: 4.1
Year of experience
Chart No: 4.1
Year of experience
According to above chart we can identify that most of the number of
respondents have experience between 5 to 10 years with the percentage of 30. In
below 1 year there are 3 respondents with 10 percentages. In between 5 to 10 years
has 30 percentage, 10 to 15 has 27, and finally 20 percentage 20 percentage as above
15 years.
0
20
40
60
80
100
120
140
1 2 3 4 5 6
7
Series3
Series2
Series1
Category Number of respondent Percentage
Below 1 year 3 10
1 to 5 year 4 13
5 to 10 year 9 30
10 to 15 year 8 27
15 years and above 6 20
total 30 100

34
Table No: 4.2
Organisational opportunity that brings out best potential for the job
Opinion Number of respondent Percentage
Strongly agree 17 57
Agree 6 20
Neutral 2 7
Disagree 4 13
Strongly disagree 1 3
total 30 100
Chart No: 4.2
Organisational opportunity that brings out best potential for the job
The above chart describe about the organisational opportunities that brings out
the best potential for the job. The respondent with 57 percentages would strongly
agree with it, while 20 percentages of the respondents would agree. Hence we can
assume that the most of the respondents have proper organisational opportunities.
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
total

35
Table No: 4.3
Opinion for the promotional policy
Responses Number of respondents percentages
Excellent 4 13
Good 8 27
Neutral 4 13
Average 9 30
poor 5 17
total 30 100
Chart No: 4.3
Opinion for the promotional policy
It can be understand from the tables about the opinion of the transfer and
promotional policies taken by the organisation. 13 percentage of the respondents
opted as excellent, 27 percentages is good, 13 percentage is neutral basis, 30
percentage is average and 17 percentage as poor. It can be find majority of employees
are not well satisfied the promotional policies.
Excellent
Good
Neutral
Average
poor
total

36
Table No: 4.4
Team environment for the success of the task
Responses Number of respondent Percentage
Strongly agree 14 46
Agree 8 27
Neutral 2 7
Disagree 4 13
total 30 100
Chart No: 4.4
Team environment for the success of the task
It is clear from the above table and chart it views about the team environment
for the success of achieving certain task. 46 percentages of the respondents would
strongly agree with it, while 27 will agree with the opinion, 7 as neutral, 13 of them
disagrees with their opinion and 7 percentage strongly disagree with it.
0% 20% 40% 60% 80% 100%
1
2
3
4
5
6
7
Series1
Series2
Series3

37
Table No 4.5
Frequency of Work Related Stress
Responses No. of employees Percentage
Very often 4 4
Often 9 9
Rarely 29 29
Not at all 58 58
Total 100 100
Chart No 4.5
Frequency of Work Related Stress
From the above table, 58% of respondents are not at all having work related
stress, while 29% gets rarely and 9% gets often, but on the other hand 4% of
respondents gets work related stress very often.
4%
9%
29%
58%
VERY OFTEN
OFTEN
RARELY
NOT AT ALL

38
Table No 4.6
Satisfaction Level of Rest Hours
Highly satisfied 42 42
Satisfied 46 46
Less satisfied 12 12
Dissatisfied 0 0
Total 100 100
Chart No 4.6
Satisfaction Level of Rest Hours
From the above table, 46% of employees are satisfied with rest hours and 42%
are highly satisfied, but 12% are less satisfied with rest hours.
-20
0
20
40
60
80
100
120
0 1 2 3 4 5 6
Series1
Series2

39
Table No4.7
Feeling Appreciated For Doing Work
Yes 93 93
No 7 7
Total 100 100
Chart No. 7
Feeling Appreciated For Doing Work
From the above table, 93% of respondents feel appreciated for doing work, but
7% does not feel so.
0
10
20
30
40
50
60
70
80
90
100
Yes No Total
Series1
Series2

40
Table No: 4.7
Rating Of Working Relationship with Colleagues
Excellent 91 91
Good 5 5
Fair 4 4
Poor 0 0
Total 100 100
Chart No: 4.7
Rating Of Working Relationship with Colleagues
From the above table, 91% of employees rated as excellent working
relationship with colleagues, while 5% rated as good and 4% of employees rated as
fair.
0
20
40
60
80
100
120
140
160
180
200
Excellent Good Fair Poor Total
Series2
Series1

41
Table No: 4.8
Rating Of Working Relationship with Superiors
Excellent 93 93
Good 5 4
Fair 2 2
Poor 0 0
Total 100 100
Chart No: 4.8
Rating Of Working Relationship with Superiors
From the above table, 93% of employees rated as excellent working
relationship with superiors, while 5% rated as good and 4% of employees rated as
fair.
Series1
Series2
0
20
40
60
80
100
Excellent Good
Fair
Poor
Total
Series1
Series2

42
Table No: 4.9
Management Keeping an Open Communication with Employees
Yes 91 91
No 9 9
Total 100 100
Chart No 4.9
Management Keeping an Open Communication with Employees
From the above table, 91% of employees agree that management keeps open
communication with them and 9% is of the opinion that management is not keeping
an open form of communication with them.
0
50
100
150
200
250
Yes No Total
Series2
Series1

43
Table No: 4.10
Feeling Personally Grown In the Organization
Highly agree 42 42
Agree 49 49
Disagree 9 9
Highly disagree 0 0
Total 100 100
Chart No: 4.10
Feeling Personally Grown In the Organization
From the above table, 49% of the respondents agree to the feeling of
personally grown in the organization, while 42% highly agree and 9% of respondents
disagree to the feeling of personally grown in the organization.
Highly agree
Agree
Disagree
Highly disagree
Total

44
Table No 4.11
Feeling Professionally Grown In the Organization
Highly agree 43 43
Agree 49 49
Disagree 8 8
Highly disagree 0 0
Total 100 100
Chart No 4.11
Feeling Professionally Grown In the Organization
From the above table, 49% of the respondents agree to the feeling of
professionally grown in the organization, while 43% highly agree and 8% of
respondents disagree to the feeling of professionally grown in the organization.
0
50
100
150
200
250
Highly agree Agree Disagree Highly
disagree
Total
Series2
Series1

45
Table No 4.12
Satisfaction on Motivation Level in the Organization
Satisfied 53 53
Less satisfied 6 6
Dissatisfied 0 0
Total 100 100
Chart No 4.12
Satisfaction on Motivation Level in the Organization
From the above table, 53% of the employees are satisfied with motivation
level in the organization, 41% are highly satisfied and 6% of employees are less
satisfied with motivation level in the organization.
0
20
40
60
80
100
120
Highly satisfied Satisfied Less satisfied Dissatisfied Total
Series1
Series2

46
Table No: 4.13
Satisfaction with System of Remuneration in the Organization
No. of employees Percentage
Satisfied 55 55
Less satisfied 3 3
Dissatisfied 0 0
Total 100 100
Chart No 4.13
Satisfaction with System of Remuneration in the Organization
From the above table, 55% of the employees are satisfied with system of
remuneration in the organization, 42% are highly satisfied and 3% of employees are
less satisfied with system of remuneration in the organization.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Highly
satisfied
Satisfied Less
satisfied
Dissatisfied Total
Series2
Series1

47
Table No: 4.14
Freedom for the respondent’s opinion in the organisation
Opinion No. of respondents percentage
Strongly agree 7 23
Agree 9 30
Neutral 8 27
Disagree 4 13
total 30 100
Chart No: 4.15
Freedom for the respondent’s opinion in the organisation
From the above table it is clear that it describe about the freedom of
respondents opinion in their respected organisation. 23 percentage of respondents
strongly agreed with the statement, 30 percentages agrees to it, 27 percentages are
neutral in this case, 13 percentages disagrees to it and 7 percentages strongly
disagrees to it.
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
total

48
Table No: 4.16
Availability of technologies, equipments and other resources
Opinion No. of respondents percentage
Strongly agree 6 20
Agree 7 23
Neutral 4 13
Disagree 8 27
total 30 100
Chart No 4.17
Availability of technologies, equipments and other resources
Above tables and graphs shows about the availability of the technologies,
equipment’s and other resources required for the job. The opinion of the respondents
that 20 percentages are strongly agreed to it while, 23 percentages of the respondents
are agreed to that, 13 percentages are neutral, 27 percentages are disagreed to that and
17 percentages are strongly disagreed to it.
0
20
40
60
80
100
120
140
Strongly
agree
Agree Neutral Disagree Strongly
disagree
total
Series2
Series1

49
CHAPTER FIVE
FINDINGS, SUGGESTIONS AND CONCLUSION

50
CHAPTER FIVE
FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 Introduction
The present study was concerned mainly with problems of satisfaction which
and individual derives from work. Work occupies so much of man’s life span that the
satisfaction or dissatisfaction with it could affect in all walks of life. Besides this, a
man’s job satisfies so many of his or her needs that it become extremely important to
enquire about the factors that are associated with the job in this chapter, an attempt is
made to present the summary, major findings of the analysis, suggestions and
conclusion.
The study is on employee satisfaction in MINAR ISPAT PVT.LTD,
Kozhikode. Working environment has been recognized as an essential part of every
organization. People are the essential ingredients of an organization. It cannot march
forward without soldiers. Human resources are the soldiers of organizations. Thus
employee satisfaction is increasingly becoming important in the workplace. Employee
satisfaction is the terminology used to describe whether employees are happy,
fulfilling their desires and needs at work. It is a factor in employee motivation,
employee goal achievement and positive employee morale in the workplace.
5.2 Findings
1. It can be observed that the most number of the respondent are experienced
between 5 to 10 years. So it is beneficial to the organisation for the better
performance and provides high quality of service to the public. Because
experienced workers can possible for better contribution to their job.
2. The working environment is the important motivation factor for the
employee’s good performance.

51
3. There is only an average satisfaction among the rules and regulations followed
by the organisation.
4. It is found in the study that almost all the respondent has equal and best
organisational opportunities for bringing their career skills and potential
growth for smooth performance of job.
5. It can be understood from the study that most of the employees are not well
satisfied the promotional and transfer policies taken by the organisation and
there is only an average satisfaction. Hence the organisation wants to take
necessary action.
6. Most of the employees are satisfied the working hours and almost all the
employees getting autonomy and independence for doing their job.
7. The MINAR ISPAT PVT. LTD has been working with an efficient
organizational structure.
8. There is fulfilment in the needs and want of the employees.
9. The organization is now showing a profitable position.
10. Majority of the employees are not at all having work related stress.
11. MINAR ISPAT PVT. LTD provides a good working environment.
12. Majority of the employees feel that the organization policies really protect
their interests.
13. The employees are satisfied with the present management setup.
14. Majority of the employees are satisfied with the system of remuneration.
15. The freedom of employee in the organisation they only express 30%as agree.
16. The study shows that an average situation in the organisation for getting
appreciation and rewards if the employees accomplish certain task.
17. The task and duties were distributed fairly. Hence the employees feel the duty
shift as a neutral basis. So it gives the picture that they have no such problems
but they do not much supporting for it.
18. If there is any conflicts, the organisation trying to solve it in fairly.
19. This organisation has good working condition and better collaboration and
cooperation between the employees and better relationship with the higher
superiors.

52
5.3 Suggestions
1. The organization should recruit fresh candidates by imparting necessary
training and development so that fresh ideas can be implemented.
2. The organization should give promotion to the workers on the basis of their
performance.
3. The employees should be aware of the health and safety measures.
4. Management should conduct training programmes more effectively so that
each employee can be given training whenever needed.
5. Systematic planning reduces hurdles at workplace and it ensures smooth flow
of work methods. So, the present method of planning the work should be
maintained as before to attain the goals very efficiently
6. The organisation should want to take necessary initiative for the better
procedure to transfer and promotional policies rather than existed method.
7. Make sure that rules and regulations of the organisation is better or not and
give more guidance and support for the employees.
8. Consider the rewards and given as per the basis of both the positions and
excellence in performance.
9. Provide necessary equipments and other kind of resources for the smooth
conduct of their work.
10. Make sure that to give more appreciation and rewards if they succeed well in
task and duties.
5.4 Conclusion
This project was conducted with an objective to know whether the employees
of MINAR ISPAT PVT.LTD were satisfied or not. For that, the compensation and the
environment provided by the company were analysed. It is necessary for any
organization to understand the need of their employees and fulfil them before they
leave the organization. If nothing is done by the organization, then there are chances
to lose talented employees from any organization to its competitors. Hence it is
necessary for any organization to ensure employees satisfaction. From the study it

53
was identified that most of the employees were satisfied with the job and they feel
appreciated. There also exist a good employee and employer relationship.
With this project report I believe that it will help the organization in bringing
out the full potentials of their employees and thereby increase the productivity. A
satisfied employee is the biggest asset of the organization and it would help the
organization to achieve its objective.
Human resource management is that part of management which is concerned
with people at work and with their relationship within as enterprise. Job satisfaction is
the phenomenon that defines the harmony of employee’s job satisfaction, expectations
and job’s characteristics. This phenomenon is a composition of social security, fair
wages, job and working security, balance between job skills and knowledge job-
related pride, promotion opportunities management policies and the social climate.
One of the most factors behind every successful organisation is employee. Therefore
it is very essential to retain such employees and ensure that they are happy in their
current job.

55
BIBLIOGRAPHY
Books
Bagchi, J (2005), Development of Steel Industry in India, NewDelhi:I.K.
International
Banerjee, D., (2005). Globalisation, Industrial Restructuring and Labour
Standards Where Indian Meets the Global. New Delhi: Sage Publications India Pvt.
Limited.
Bharti Bala, Y. and De, S. Steel Signs of Revival, The Analyst, November,
2009.
Burang, L.G., Yamini, S. (2010), “Competitiveness of the Firms in Indian
Iron and Steel Industry”. Working
Paper UDE 33/2/2010. Department of Economics, University of Mumbai,
India.
Chadha R. (1989), Key Sector of Indian Economy: A System View of
Steel Industry, New Delhi: Concept Publishing Company
D’Costa, A.P., (1999), “The Global Restructuring of the Steel Industry:
Innovations, Institutions and Industrial
Rakesh Chopra, Human Resource Management, V.K Publishing house, 2nd
edition 2004
Websites
Government of India, 2003; Annual Report, Ministry of Steel, Government of
India NewDelhi http://steel.nic.in/Annual%20Report%20(2002 03)/Chapter%20II.pdf
Mazumdar Mitra, S., Ghosal, T. (2003), “Stategies for Sustainable turnaround
of Indian Steel Industry, Journal of the Institutions of Engineers, 84(1):64-78
http://www.ieindia.org/publish/mm/1003/Oct03mm2.pdf
Characteristics of A Positive Work Environment By Michael Poh in Office.
Updated on November 18, 2017. https://www.hongkiat.com/blog/positive-working-
environment/

56
Work Environment Priyanshu Gautam Work Environment Behavioural Science
https://www.slideshare.net/masterkai22/work-environment-by-priyanshu-gautam

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