Profile of Indian Readymade Garment Industry

2.1. Introduction

The cotton textile industry is the first major industry to develop among
the modern Indian industries. It is the base on which the pyramid of the
industrial sector of the country has been built. In India, until the mid-17th
century, most tailors were skilled both in the cutting and in the sewing of
garments, however, the practice of master tailor’s in allocating only the sewing
to apprentices and journeyman created a class of sewers. By the 18th century
the master tailors tended to be recruited from those journeymen who possessed
special cutting skills and business acumen. In addition this tendency, the high
cost of starting a business in the best quarters of the cities, gave rise to a
permanent group of wage earners. However, these skills among them declined
at the end of the 19th century when competition from the readymade clothing
industry led to the division of labour among hand tailors. Production was
cheapened further when it became the practice to make portions of
custom-made garments by machine.

The homework system existed on a small scale before the industrial

revolution, for the lady of manor sometimes employed a seamstress who
worked in her own home rather than in the manor house. This system spread at
the turn of the 18th century when more journeymen tailors started to work at
home and to hire female home-workers to do part of the sewing during busy
seasons. Later, when the ready-made clothing industry developed, the
homework system became a serious social problem for clothing manufacturers
who employed a large number of female home workers to sew garments that
had been cut by the manufacturer.

In India, the Readymade Garment Industry is considered an offshoot of

our textile industry, which dates back to the middle of the 19th century. There
was no ready-made garment industry worth the name till the dawn of
independence, despite the fact that this particular industry called for no
extraordinary skills or huge capital investments. India’s Readymade Garment
Industry is very small in relation to what might be expected in the context of
the needed basic raw material for that industry.

The trend of readymade garments picked up only in the early decades of

the 20th century, and extended to the higher strata of society. In India, the
garment industry had to wail till after the Second World War to get over its
teething troubles. With the expansion of the sphere of industrialization, better
paid job alternatives became available to the relatively more skilled workers.
This affected clothing sector by way of shortage of labour where returns to the
workers were not commensurate with the degree of skill required to work.
Another important factor besides income levels of the consumers and
climatic conditions prevalent in the country is the emergence of man-made
fibre. Its lasting qualities and the facilities it affords for washing and easy wear
have made both the fabric and the garments made out of it extremely popular.
This has given a fillip to that segment of the garment industry that caters to the
domestic market. The other factor, which will work towards the same end, is
that, unstitched fabric is going out of fashion among the younger generation in
the urban as well as in the rural areas. These aspects will have to be considered
for establishing and consolidating the garment industry.

Job satisfaction

Introduction

Job satisfaction in regards to one’s feeling or state of mind regarding nature of their work. Job can be
influenced by variety of factors like quality of one’s relationship with their supervisor, qualityof physical
environment in which they work, degree of fulfillment in their work, etc.Positive attitude towards job
are equivalent to job satisfaction where as negative attitude towards job has been defined variously
from time to time. In short job satisfaction is a person’s attitude towards job.

Job satisfaction is an attitude which results from balancing & summation of many specific likesand
dislikes experienced in connection with the job- their evaluation may rest largely upon one’s success or
failure in the achievement of personal objective and upon perceived combination of the job and
combination towards these ends.According to pestonejee, Job satisfaction can be taken as a summation
of employee’s feelings infour important areas. These are:

1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,opportunities

on the job for promotion and advancement (prospects), overtime regulations,interest in work,
physical environment, and machines and tools.
2. Management- supervisory treatment, participation, rewards and punishments, praises
and blames, leaves policy and favoritism.
3. Social relations- friends and associates, neighbors, attitudes towards people in
community, participation in social activity socialibility and caste barrier.
4. Personal adjustment-health and emotionality.

Job satisfaction is an important indicator of how employees feel about their job and a predictor of work
behavior such as organizational citizenship, Absenteeism, Turnover.

Job satisfaction benefits the organization includes reduction in complaints and grievances,absenteeism,
turnover, and termination; as well as improved punctuality and worker morale. Jobsatisfaction is also
linked with a healthier work force and has been found to be a good indicator of longevity.Job
satisfaction is not synonyms with organizational morale, which the possessions of feeling have being
accepted by and belonging to a group of employees through adherence to common goals andconfidence
in desirability of these goals.Morale is the by-product of the group, while job satisfaction is more an
individual state of mind.

Job Satisfaction is the feeling an employee gets when the job he does fulfils all his expectations.While
morale refers to the attitude of the employees of an organization and is a group concept, Jobsatisfaction
is the feeling of an individual employee. Job satisfaction has been defined as a pleasurable emotional
state resulting from the appraisal of one’s job; and affective reaction toone’s job; and an attitude
towards one’s job. Job Satisfaction can be an important indicator of how employees feel about their jobs
and p predictor of work behaviors such as organizationalcitizenship, absenteeism, and turnover

MEANING

The term job satisfaction refers to an employee’s general attitude towards his job.

Job satisfaction is the favorableness or un-favorableness with which employees viewtheir work.In order
to understand job satisfaction, perhaps the first step should be to demarcate the boundaries among
such terms as attitudes motivation and morale.

A job is an important part of life. Job satisfaction influences one’s general life

satisfaction.The result is that satisfaction arises from a complex set of circumstances in the same waythe
motivation doe

CONCEPTS OF JOB SATISFACTION

There are so many definitions regarding job satisfaction. It is also a fact that jobsatisfaction is nothing
but the favorable attitude orhigh industrial morale. But “jobsatisfaction” is an elaborate composite
concept including individual’s mental disposition,interpersonal relations that exists in the industry.” It
may be defined as “The satisfactionwhere in one derives from doing his which is the composite product
of favorable attitude,high level morale and the positive job related and even social factors.”

Job satisfaction is an important factor in industrial environment.

The satisfied workers produce more; the industrial climate is relatively smooth andconductive. The
satisfied workers are creative and innovative.

The factors that contribute to the positive morale and attitude also result in higherdegree of job
satisfaction

Definition

Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a motivation to work.
It is not the self-satisfaction, happiness or self-contentment but thesatisfaction on the job.
Hoppock describes job satisfaction as “any combination of psychological, physiological and
environmental circumstances that cause and person truthfully to say I am satisfied with my job.

Job satisfaction is defined as the, “pleasurable emotional state resulting from the appraisal of one’s job
as achieving of facilitating the achievement of one’s job values.

Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of one’s job. An
effective reaction to one’s job.

Weiss

Job satisfaction is general attitude, which is the result of many specific attitudes in threeareas namely:

 Specific job factors

 Individual characteristics
 Group relationship outside the job

Blum and Naylor

Job satisfaction is defined, as it is result of various attitudes the person hold towards the job, towards
the related factors and towards the life in general.

Glimmer

Job satisfaction is defined as “any contribution, psychological, physical, andenvironmental circumstances

that cause a person truthfully say, ‘I am satisfied with my job.

”Job satisfaction is defined, as employee’s judgment of how well his job on a whole issatisfying his
various needs

Mr. Smith

Job satisfaction is defined as a pleasurable or positive state of mind resulting fromappraisal of one’s job
or job experiences.

Locke

Job Satisfaction Leads To

 Motivates towards high productivity.

 Want to remain with organization.
 Act effectively in crisis.Accept necessary changes without resentment or resistance.
 Promotes the interest of the workers in the organization
HISTORY OF JOB SATISFACTION

The term job satisfaction was brought to lime light by hoppock (1935). He revived 35studies on job
satisfaction conducted prior to 1933 and observes that Job satisfaction is
combination of psychological, physiological and environmental circumstances. Thatcauses a person to
say. “I m satisfied with my job”. Such a description indicate thevariety of variables that influence the
satisfaction of the individual but tell us nothingabout the nature of Job satisfaction.

job satisfaction has been most aptly defined by pestonjee (1973) as a job, management, personal
adjustment & social requirement. Morse (1953) considers Job satisfaction asdependent upon job
content, identification with the co., financial & job status & pridinggroup cohesiveness.

One of the biggest preludes to the study of job satisfaction was the Hawthorne study.These studies
(1924-1933), primarily credited toElton Mayoof theHarvard Business School, sought to find the effects of
various conditions (most notably illumination) onworkers’ productivity.

These studies ultimately showed that novel changes in work conditions temporarilyincrease productivity
(called theHawthorne Effect). It was later found that this increaseresulted, not from the new conditions,
but from the knowledge of being observed.This finding provided strong evidence that people work for
purposes other than pay,which paved the way for researchers to investigate other factors in job
satisfaction.

Scientific management(akaTaylorism) also had a significant impact on the study of

jobsatisfaction.Frederick Winslow Taylor ’s 1911 book, Principles of ScientificManagement, argued that
there was a single best way to perform any given work task.This book contributed to a change in
industrial production philosophies, causing a shiftfrom skilled labor and piecework towards the more
modern approach of assembly lines and hourly wages.

The initial use of scientific management by industries greatly increased

productivity because workers were forced to work at a fasterpace. However, workers becameexhausted
and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction.

It should also be noted that the work of W.L. Bryan,Walter Dill Scott, and Hugo Munsterberg set the
tone for Taylor’s work.

Some argue thatMaslow’s hierarchy of needs theory, a motivation theory, laid thefoundation for job
satisfaction theory. This theory explains that people seek to satisfy fivespecific needs in life –
physiological needs, safety needs, social needs, self-esteem needs,and self-actualization. This model
served as a good basis from which early researcherscould develop job satisfaction theories.
IMPORTANCE OF JOB SATISFACTION

 Job satisfaction is an important indicator of how employees feel about their job
and a predictor of work behavior such as organizational, citizenship,Absenteeism, Turnover.

 Job satisfaction can partially mediate the relationship of personality variables anddeviant work
behavior.

 Common research finding is that job satisfaction is correlated with life style.This correlation is
reciprocal meaning the people who are satisfied with the lifetends to be satisfied with their jobs
and the people who are satisfied their jobstends to satisfied with their life.

 This is vital piece of information that is job satisfaction and job performance isdirectly related to
one another. Thus it can be said that, “A happy worker is a productive worker.”

 It gives clear evidence that dissatisfied employees skip work more often and morelike to resign
and satisfied worker likely to work longer with the organization

Determinants of Job satisfaction

Job satisfaction or Employee Satisfaction (also referred to as morale) is one of the most widelyused
variables in organizational behavior. It is an employee's attitudinal response to his or herorganization. As
an attitude, job satisfaction is summarized in the evaluative component andcomposed of cognitive,
affective, behavioral components. As with all attitudes,
therelationship between satisfaction and behavior, most specifically job performance and membership, i
scomplex. The following sections summarize the cognitive and affective components of jobsatisfaction;
their relationship to organizational inducements systems and their impact on performance and
membership

1.Pay

Findings from several studies underline pay as one of the most important factors influencingone's level
of job satisfaction.In a study conducted by Lawler (1971), pay has been identified as adeterminant factor
as most employees rated it as the most influential factor related to jobsatisfaction.Furthermore,
according to Herzberg (1959), employees who are dissatisfied withtheir pay, is likely that they are also
dissatisfied with their work.

2. Job Security
 Job security has attracted a great deal of research interest in recent years. The importance of
jobsecurity comes from the fact that it is vital for influencing work-related outcomes.Job security
appears to be an important determinant of employee health (Kuhnert et al., 1989);for employee
turnover (Arnold and Feldman, 1982); for job satisfaction and for organizationalcommitment (Ashford et
al., 1989).Ashford et al., (1989) examined the impact of job insecurity on organisational commitment
and job satisfaction and found that job insecurity is leads to reduced satisfaction and commitment.There
is also evidence were job insecurity reduces job performance (Rosow & Zager, 1985).

3. Social Simulation

Work and social simulation is another determinant factor of job satisfaction.Employees prefer
positions were they are active rather than bound to a working routine that isfeelings of
boredom.Employees who perceive their job as a way of making a career out of it rather than seeing it
as atemporary position, are more likely to prefer challenges in their working tasks and seek
furtherdevelopmental opportunities in their working role (Greenberg & Baron, 1983).

4. Demographic Factors

Studies have shown that age, race and gender have important effects on job satisfaction.

5. Opportunity For Promotion

Employee perceptions about opportunity for promotion are also another determinant thatinfluences job
satisfaction.

6. Recognition & Appreciation

In a study that was carried out in 23 Romanian organisations, recognition and appreciation werefound
to be motivating factors responsible for increased effectiveness of employees at work andtheir high
levels of job satisfaction (Farhad Analoui, 1999).

7. Interpersonal Relationships

Several studies take a social approach to job satisfaction, examining the influence of
supervision,management, and co-worker social support.workers and supervisors are important.Some
studies have shown that the better the relationship, between fellow workers and between

8. Opportunity To Use One's Abilities

Internal rewards involve job characteristics, or the nature of the task that an employee performs.

9. Working Hours & Physical Conditions

Two elements related to job satisfaction are the working hours and the physical conditions underwhich
workers spend their working days.

10. Adequate Authority & Sense of Control

 Another important component of job satisfaction is the worker's attitude toward the job. Theintrinsic
rewards of a job, such as a sense of control over one's work and a feeling ofaccomplishment are
important determinants of job satisfaction. Employees are more satisfiedwhen they have adequate
freedom and authority to do their jobs and to choose their own methodof working. When workers have
various autonomous tasks in their jobs, they tend to have moreof a sense of control. Previous studies
have shown that job satisfaction is negatively related tothe performance of routine tasks, and
alsothat job satisfaction is positively related to the performance of more complex and autonomous
tasks.

REASONS OF LOW JOB SATISFACTIONReasons

1. why employees may not be completely satisfied with their jobs:.Conflict between co-workers.
2. Conflict between supervisors.
3. Not being opportunity paid for what they do.
4. Have little or no say in decision making that affect employees.
5. Fear of loosing their job.

EFFECTS OF LOW JOB SATISFACTION

1.HIGH ABSENTEEISM

Absenteeism means it is a habitual pattern of absence from duty or obligation.If there will be low job
satisfaction among the employees the rate of absenteeismwill definitely increase and it also affects on
productivity of organization.

J
B
o High
A
b
A
s
A
a
A
ti
A
s
A
f
A
a
a
c
a
ti Low A
a
o A
A
n A
A
Low High A
A
Rate of turn over and absences
A
A
A
a
a
a
A
 Fig.no. 1 Curve showing relationship between job satisfaction and
rate of turn over and absenteeism

In the above diagram line AB shows inverse relationship between job satisfaction andrate of turn over
and rate of absenteesm.As th job satisfaction is high the rate of both turn over and absentiseesm is low
and vise a versa.

2.HIGH TURNOVER

In human resource refers to characteristics of a given company or industry relative to therate at which
an employer gains and losses the staff.If the employer is said to be have a high turnover of employees of
that companyhave shorter tenure than those of other companies.

3.TRAINING COST INCREASES

As employees leaves organization due to lack of job satisfaction. Then Human resourcemanager has to
recruit new employees. So that the training expenditure will increases.

OBJECTIVES OF THE STUDY

The main aim of the study is to analyze and examine level of job satisfaction among the choudhary
fashion employees and to know the problems faced by the employees of the various categories.The
specific objectives are as follows

 To present a profile of choudhary fashion and organizational structure etc.

 To observe the level of satisfaction among of employees relating to the nature of the job and
other factors.

 To identify the extent of job satisfaction in the choudhary fashion employees and its impact on
the job performance of the employees.

 To evaluate the working environment in choudhary fashion.

 To examine satisfaction regarding the salary and other benefits of its employees.
  To suggest suitable measures to improve the overall satisfaction of the employees in the
organization.

 To find out whether experience have an effect on Job Factors

 To find the significance difference among age groups with respectto job Factors.

 To find the significance difference among male and femaleemployees with respect to job
Factors

Scope of the study:

 Job Satisfaction is an important output that employees work for Organization.

 It comprises of extrinsic and intrinsic factors and helps Maintain an able and willing work forces.
 It is an interesting and significant area for conducting research.
 The study made on the topic of Job Satisfaction will reveal the factor of feelings of employees
 This report is useful to the management of the company to know the satisfaction levels of
employees and they can take measures to increase productivity.
 This report may be useful to the management students for reading, and may be useful in
preparing their report on the job satisfaction” In business concerns, public organization etc.

FACTORS INFLUENCING JOB SATISFACTION

The major factors influencing job satisfaction are presented below:

SUPERVISION

To a worker, Supervision is equally a strong contributor to the jobsatisfaction as well as to the job
dissatisfaction. The feelings of workerstowards his supervisors are usually similar to his feeling towards
thecompany. The role of supervisor is a focal point for attitude formation.Bad supervision results in
absenteeism and labor turnover. Goodsupervision results in higher production and good industrial
relations.

CO-WORKERS

Various studies had traced this factor as a factor of intermediateimportance. One’s associates with
others had frequently been motivatedas a factor in job satisfaction. Certainly, this seems reasonable
becausepeople like to be near their friends. The workers derive satisfaction whenthe co-workers are
helpful, friendly and co-operative.

PAY
Studies also show that most of the workers felt satisfied when they arepaid more adequately to the
work performed by them. The relativeimportant of pay would probably changing factor in job
satisfaction ordissatisfaction.

AGE

Age has also been found to have a direct relationship to level job of satisfaction of employees. In
some groups job satisfaction is higher withincreasing age, in other groups job satisfaction is lower and in
otherthere is no difference at all.

MARITAL STATUS

Marital status has an important role in deciding the job satisfaction.Most of the studies have revealed
that the married person findsdissatisfaction in his job than his unmarried counterpart. The
reasonsstated to be are that wages were insufficient due to increased cost of living, educations to
children etc.

EDUCATION

Studies conducted among various workers revealed that most of workers who had not completed their
school education showed higher satisfactionlevel. However, educated workers felt less satisfied in their
job.

WORKING CONDITION

The result of various studies shows that working condition is animportant factor. Good working
atmosphere and pleasant surroundingshelp increasing the production of industry. Working conditions
are moreimportant to women workers than men workers.

MODELS OF JOB SATISFACTION

There are various methods and theories of measuring job satisfaction level of employeesin the
orgnization given by different authers.List of all the theorise and methods measuring job satisfaction
level is given below:

A MODEL OF FACET SATISFACTION

 Affect theory(Edwin A. Locke 1976)

  Dispositional Theory( Timothy A. Judge 1988)

 Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzberg’s)

 Job Characteristics Model (Hackman & Oldham)

 Rating scale

 Personal interviews

 action tendencies

 Job enlargement

 Job rotation

 Change of pace

 Scheduled rest periods

MODEL OF FACET OF JOB SATISFACTION

Skill
Experience Perceived personal job
Training Efforts input
Age Seniority Perceived amount
Education that should be
Co loyalty received (a)
Past Perceived inputs&
performance outcomes
of referent others
 Level Difficulty
Time span
Amount
of responsibility a=b
Perceived job satisfaction
characteristics
a>b

dissatisfaction

a<b guilt

Inequity Discomfort
Perceived
outcome
of referent others

Perceived
amount
received(b)
Actual outcome
received

Fig. no. 2 Model of determinant of facet of job satisfaction

Edward E.lawler in 1973 propoed a model of facet satisfaction. This model is applicableto understand
what determines a person’s satisfaction with any facet of job.

According to this model actual outcome level plays a key role in a person’s perception of what
rewards he recieves. His perception influenced by his perception of what hisreferent others recieves.
The higher outcome level of his referent other the lower hisoutcome level will appear. This model also
focus on his perception on reward level.

3.2 AFFECT THEORY

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous jobsatisfaction model. The
main premise of this theory is that satisfaction is determined by adiscrepancy between what one wants
in a job and what one has in a job. Further, thetheory states that how much one values a given facet of
work (e.g. the degree
of autonomy in a position) moderates how satisfied/dissatisfied one becomes whenexpectations are/are
n’t met. When a person values a particular facet of a job, hissatisfaction is more greatly impacted both
positively (when expectations are met) andnegatively (when expectations are not met), compared to
one who doesn’t value thatfacet. To illustrate, if Employee A values autonomy in the workplace and
Employee B isindifferent about autonomy, then Employee A would be more satisfied in a position
thatoffers a high degree of autonomy and less satisfied in a position with little or noautonomy
compared to Employee B. This theory also states that too much of a particular facet will produce
stronger feelings of dissatisfaction the more a worker values that facet.

DISPOSITIONAL THEORY

Another well-known job satisfaction theory is the Dispositional Theory it is a verygeneral theory that
suggests that people have innate dispositions that cause them to havetendencies toward a certain level
of satisfaction, regardless of one’s job. This approach became a notable explanation of job satisfaction in
light of evidence that job satisfactiontends to be stable over time and across careers and jobs. Research
also indicates thatidentical twins have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the CoreSelf-evaluations
Model, proposed by Timothy A. Judge in 1998. Judge argued that thereare four Core Self-evaluations
that determine one’s disposition towards job satisfaction:self-esteem, generalself-efficacy, locus of
control, andneuroticism.This model statesthat higher levels of self-esteem (the value one places on his
self) and general self-efficacy (the belief in one’s own competence) lead to higher work satisfaction.
Having aninternal locus of control (believing one has control over her\his own life, as opposed tooutside
forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticismlead to higher
job satisfaction

TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

Frederick Hertzberg’sTwo-factor theory(also known as Motivator Hygiene Theory)attempts

to explain satisfaction and motivation in the workplace. This theory states thatsatisfaction and
dissatisfaction are driven by different factors – motivation and hygienefactors, respectively. Motivating
factors are those aspects of the job that make peoplewant to perform, and provide people with
satisfaction. These motivating factors areconsidered to be intrinsic to the job, or the work carried
out.Motivating factors includeaspects of the working environment such as pay, company policies,
supervisory practices,and other working conditions.

While Hertzberg's model has stimulated much research, researchers have been unable to
reliably empirically prove the model, with Hackman & Oldham suggesting thatHertzberg's original formu
lation of the model may have been a methodologicalartifactFurthermore, the theory
does not consider individual differences, conversely predicting all employees will react in an identical ma
nner to changes inmotivating/hygiene factors.. Finally, the model has been criticised in that it does
notspecify how motivating/hygiene factors are to be measured]
JOB CHARACTERISTICS MODEL

Hackman & Oldham proposed theJob Characteristics Model, which is widely used as aframework to
study how particular job characteristics impact on job outcomes, including job satisfaction.

The model states that there are five core job characteristics (skill variety, task identity,task significance,
autonomy, and feedback) which impact three critical
jhkpsychologicalstates (experienced meaningfulness, experienced responsibility for outcomes, andknowl
edge of the actual results), in turn influencing work outcomes (job satisfaction,absenteeism, work
motivation, etc.).

The five core job characteristics can be combined to form a motivating potential score(MPS) for a job,
which can be used as an index of how likely a job is to affect anemployee's attitudes and behaviors.

Ameta-analysisof studies that assess the framework of the model provides some supportfor the validity
of the JCM.

DATA ANALYSIS AND INTERPRETATION

After data have been collected, the researcher turns to the task of analyzing them.Theanalysis of data
requires a number of closely related operations such as establishment of categories, the application of
these categories to raw data through tabulation and drawingstatically inferences.

Tabulation is the part of technical procedure where in the classified data are put in theform of tables.

After analyzing the data, the researcher should have to explain the findings on the basisof some theory.
It is known as interpretation.

Table 1.1: Table shows the gender wise classification of employees.

Gender No. of Respondents Percent (%)

Male 27 54

Female 23 46

Total 50 100
 Chart no. 1.1: chart showing gender wise classification of employees.

Female
46%
Male
54%

Interpretation: It is evident from the above table that 46%of the respondents are female
and about 54% of them are male who have responded the questionnaire.

Table 1.2: Table shows the factors that influence employees’ motivation.

Nature No. of Respondents Percent (%)

Good pay 26 52

Promotion 04 12

Less supervision 06 8

Good working 14 28

Total 50 100
 Chart no. 1.2: chart showing the factors that influence employees’ motivation.

0%

Good working
28%

Good pay
52%
Less supervision
12%

Promotion
8%

Interpretation: The above table 1.2 indicates that 52% respondents are motivated from good pay 28%
respondentsare motivated from good working.Maximum number of respondents are given priorities to
pay. So it clearly shows that the choudhary fashion company employees are highly motivated by good
pay for do their work.

Table 1.3: Table shows that work is according to respondents qualification and skills.

Nature No. of Respondents Percent (%)

Agree 38 76
Disagree 04 08

Un- decided 0 0

Strongly Agree 08 16
 Strongly Disagree 0 0

Total 50 100

Chart no. 1.3: chart showing that work is according to respondents qualification and skills.

Strongly Disagree
0%

Un- decided Strongly Agree

0% 16%
Disagree
8%

Agree
76%

Interpretation: The above table 1.3 indicates that 76% of the respondents agree and 16% of the
respondents strongly agree that they are work according to their qualification and skills at choudhary
fashion company. From this it is very much clear that majority of the employees at this organization are
done their work according to their qualification and skills.

Table 1.4: Table shows respondents working hours is satisfactory.

Nature No. of Respondents Percent (%)

Agree 22 44
Disagree 16 32
 Un- decided 0 0

Strongly Agree 02 4

Strongly Disagree 10 20

Total 50 100

Chart no. 1.4: chart showing respondents working hours is satisfactory.

Strongly Agree
4% Strongly Disagree
20% Agree
Un- decided 44%
0%

Disagree
32%

Interpretation: From the above table 1.4 indicates that 32% of the respondents disagree and 20% of
the respondents strongly disagree that they are unhappy with their working hours at choudhary fashion
company. From this it is very much clear that majority of the employees at this organization are
unhappy with their working hours.

Table 1.5: Table showing the way employees came to the present position.
 Nature No. of Respondents Percent (%)

Promotion 14 62

Direct appointment 31 28

Transfer 5 10

Total 50 100

Chart no. 1.5: chart showing the way employees came to the present position.

Transfer
10% Promotion
28%

Direct appointment
62%

Interpretation: From the above table 1.5 it is clear that employees were placed in the company through
i.e. 28% of the employees through promotion, 62% of the employees through direct appointment , and
10% of the employees through transfer. Maximum numbers of employees were placed through direct
appointment. So this shows that maximum numbers of employees of company are got in to present
position through direct appointment.
Table 1.6: Table shows employees have necessary authority to perform their duties effectively.

Nature No. of Respondents Percent (%)

Agree 31 62
Disagree 12 24

Un- decided 3 6

Strongly Agree 4 8

Strongly Disagree 0 0

Total 50 100

Chart no. 1.6: chart showing employees have necessary authority to perform their duties
effectively.
 Strongly Agree Strongly Disagree
8% 0%
Un- decided
6%

Disagree
24%
Agree
62%

Interpretation: According to the survey, data tabulated in table 1.6 shows that 62% of the respondents
agree that they have necessary authority to perform their duties effectively. About 24% of the
respondents disagree to the statement and 6% of them do not want to make any comments. And 8% of
them are strongly agreeing with the statement.

Table 1.7: Table shows respondents opinion about whether the physical conditions are good in the
company.

Nature No. of Respondents Percent (%)

Agree 31 62
Disagree 3 6

Un- decided 2 4

Strongly Agree 13 26
 Strongly Disagree 1 2

Total 50 100

Chart no. 1.7: chart showing s respondents opinion about whether the physical conditions are good
in the company.

Strongly
Disagree
2%

Strongly Agree
26%

Agree
Disagree 62%
6%
Un- decided
4%

Interpretation: By observing the table 1.7 we can get clear picture that there is good working condition
at choudhary fashion company. Out of 50 respondent 62% of them agreed and 26% of them strongly
agree that there is good working condition at company . While 2% strongly disagree that there is good
working condition at choudhary fashion company.

Table 1.8: Table showing employees level of satisfaction towards relation existing between subordinates
and superiors.
 Nature No. of Respondents Percent (%)

Yes 43 86

No 7 14

Total 50 100

Chart no. 1.8: chart showings employees level of satisfaction towards relation existing between
subordinates and superiors.

No
14%

Yes
86%

interpretation: From the above table 1.8, it is clear that the relation existing between subordinates and
superiors prevailing in the company from the respondent’s i.e. 86% of the respondents are highly
satisfied , 14% of respondents are not satisfied. Maximum numbers of respondents are satisfied with
relation between subordinates and superiors. This shows that in choudhary fashion company, their will
be good relationship exists btween the subordinates and superiors.

Table 1.9: Table shows whether the employees can count on being promoted if they do good work.
 Nature No. of Respondents Percent (%)

Agree 33 66
Disagree 4 8

Un- decided 6 12

Strongly Agree 7 14

Strongly Disagree 0 0

Total 50 100

Chart no. 1.9: chart showings whether the employees can count on being promoted if they do good
work.

Strongly Disagree
0%

Strongly Agree
14%
Un- decided
12%

Disagree
8%
Agree
66%
Interpretation: The above table 1.9 indicates that 66% of the respondents agree that they can count on
being promoted if they do good work while 12% of them do not know whether they will be promoted if
they do good work and 8% of the respondents disagree with the statement.

Table 1.10: Table shows whether the employees feel part of a team working towards shared goals of the
organization.

Nature No. of Respondents Percent (%)

Agree 37 74
Disagree 2 4

Un- decided 0 0

Strongly Agree 10 20

Strongly Disagree 1 2

Total 50 100

Chart no. 1.10: chart showings whether the employees feel part of a team working towards shared
goals of the organization.
 Strongly
Disagree
2%

Strongly Agree
Un- decided 20%
0%
Disagree
4%

Agree
74%

Interpretation: From the above table 1.10 we can infer that 74% of the respondents agree that they feel
part of a team working towards shared goals. 20% of the respondents strongly agree and 4% of the
respondents disagree, while 2% strongly disagree with the statement.

Table 1.11: Tables showing employees satisfaction level towards bonus schemes.

Nature No. of Respondents Percent (%)

Yes 32 94

No 2 6

Total 50 100

Chart no. 1.11: chart showing employees satisfaction level towards bonus schemes.
 No
6%

Yes
94%

Interpretation: Provision of bonus will gives more encouragement to employees for better
utilization of their skills. From the above table 1.11, it is clear that 94% of the respondents are
satisfied with the present bonus facilities and the 6% of them belongs to unsatisfied category.
Maximum numbers of employees are satisfied with the provision of bonus.

Table 1.12: Table shows Organization organizes counseling programs for the employees regularly.

Nature No. of Respondents Percent (%)

Agree 32 64

Disagree 2 4

Un- decided 0 0

Strongly Agree 16 32
 Strongly Disagree 0 0

Total 50 100

Chart no. 1.12: chart showing that Organization organizes counseling programs for the
employees regularly.

Strongly Disagree
0%

Strongly Agree
32%

Agree
64%

Un- decided
0%
Disagree
4%

Interpretation: From the above table 1.12 we can infer that 64% of the respondents agree and 32% of
respondents are strongly agree that the Organization organizes counseling programs for the
employees regularly. And 4% responfents are disagree with the above statement. So it is clear
that the Organization organizes counseling programs for the employees regularly.

Table 1.113: Table showing employees satisfaction level towards extra mural activities.
 Nature No. of Respondents Percent (%)
Education 11 22

Transportation 14 28

Housing 25 50

Total 50 100

Chart no. 1.13: chart employees satisfaction level towards extra mural activities.

Education
22%

Housing
50%

Transportation
28%

Interpretation: Not only the inside organization facilities but outside facilities must also be
provided. From the above table 1.13, it is evident that 50% of the respondents are satisfied with
housing accommodation, 22% of the respondents with education facilities have great
dissatisfaction and with transportation facilities have 28% fair satisfaction. Maximum numbers of
employees are not satisfied with the educational facilities.
 Table 1.14: Table showing the opinion of employees that whether they feel valued at the
company.

Nature No. of Respondents Percent (%)

Agree 35 70

Disagree 2 4

Un- decided 3 6

Strongly Agree 9 18

Strongly Disagree 1 2

Total 50 100

Chart no. 1.14: chart showing the opinion of employees that whether they feel valued at the
company.

Strongly
Disagree
2%
Strongly Agree
18%
Un- decided
6%

Disagree Agree
4% 70%
Interpretation: From the above table 1.14 we can observe that out of the total respondents 70% of them
agree that they are valued at the company and 18% of them strongly agree. Only 4% respondents
disagree and 2% strongly disagree that they are not valued at the company. 6% of the resppondents
didn’t give any opinion.

Table 1.15: Table showing that Top management involves employees in the management
decisions.

Nature No. of Respondents Percent (%)

Agree 31 62
Disagree 10 20

Un- decided 4 8

Strongly Agree 4 8

Strongly Disagree 1 2

Total 50 100

Chart no. 1.15: chart showing that Top management involves employees in the management
decisions.
 Strongly Agree Strongly Disagree
8% 2%
Un- decided
8%

Disagree
20%
Agree
62%

Interpretation: From the above table 1.15 we can observe that out of the total respondents 62% of
them agree that Top management involves employees in the management decisions.and 8% of
them strongly agree. 20% respondents disagree and 2% strongly disagree that that Top management
involves employees in the management decisions.8% of the resppondents didn’t give any opinion.

Table 1.16: Table shows respondents opinion about satisfaction with their work.

Nature No. of Respondents Percent (%)

Agree 38 76

Disagree 0 0

Un- decided 1 2

Strongly Agree 11 22

Strongly Disagree 0 0

Total 50 100
 Chart no. 1.16: chart showing respondents opinion about satisfaction with their work.

Strongly Disagree
0%

Un- decided
2% Strongly Agree
22%

Disagree
0%

Agree
76%

Interpretation: The above table 1.16 indicates that 76% of the respondents agree and 22% of the
respondents strongly agree that they are satisfied with their work at company. From this it is very much
clear that majority of the employees at this organization are satisfied with their work.