CHAPTER- I

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, quality of 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 likes and 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 in four 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 scalability and caste barrier.

1
 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.

Job satisfaction 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 and confidence 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, Job satisfaction 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 to one’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 organizational citizenship, absenteeism, and turnover.

DEFINITIONS:

2
Job satisfaction is defined as the extent to which an employee feels self-motivated,

content & satisfied with his/her job. Job satisfaction happens when an employee feels he

or she is having job stability, career growth and a comfortable work life balance. This

implies that the employee is having satisfaction at job as the work meets the expectations

of the individual.

Weiss (2002) has “argued that job satisfaction is an attitude but points out that

researchers should clearly distinguish the objects of cognitive evaluation which are

affect (emotion), beliefs and behaviors”.

Pareek (1981) in his integrated model of work motivation states, “The final

psychological outcome of the person’s working in an organization is the satisfaction

he/she derives from his/her work and role”.

Locke (1976) has given a comprehensive and universally popular definition of job

satisfaction which runs as follows- “A pleasurable or positive emotional state resulting

from the appraisal of one’s job experience”. It is an end state of feeling and consists of

an employee’s cognitive, affective, and evaluative reactions to his/her job.

IMPORTANCE OF JOB SATISFACTION

A satisfied employee is always important for an organization as he/she aims to deliver the

best of their capability. Every employee wants a strong career growth and work life

balance at workplace. If an employee feels happy with their company & work, they look

to give back to the company with all their efforts. Importance of job satisfaction can be

seen from two perspectives i.e. from employee and employer perspective:

3
For Employees: Job satisfaction from an employee perspective is to earn a good gross

salary, have job stability, have a steady career growth, get rewards & recognition and

constantly have new opportunities.

For Employers: For an employer, job satisfaction for an employee is an important aspect

to get the best out of them. A satisfied employee always contributes more to the company,

helps control attrition & helps the company grow. Employers need to ensure a good job

description to attract employees and constantly give opportunities to individuals to learn

and grow.

The positive effects of job satisfaction include:

1. More efficiency of employees of workplace if they are satisfied with their job.

2. Higher employee loyalty leading to more commitment.

3. Job satisfaction of employees eventually results in higher profits for companies.

4. High employee retention is possible if employees are happy.

JOB SATISFACTION FACTORS

Job satisfaction is related to the psychology of an employee. A happy & content

employee at a job is always motivated to contribute more. On the other hand, a

dissatisfied employee is lethargic, makes mistakes & becomes a burden to the company.

The elements & factors which contribute to job satisfaction are:

4
1. Compensation & Working conditions: One of the biggest factors of job satisfaction

are the compensation and benefits given to an employee. An employee with a good

salary, incentives, bonuses, healthcare options etc is happier with their job as compared to

someone who doesn’t have the same. A healthy workplace environment also adds value

to an employee.

2. Work life balance: Every individual wants to have good workplaces which allow

them time to spend with their family & friends. Job satisfaction for employees is often

due a good work life balance policy, which ensures that an employee spends quality time

with their family along with doing their work. This improves the employee's quality of

work life.

3. Respect & Recognition: Any individual appreciates and feels motivated if they are

respected at their workplace. Also, if they are awarded for their hard work, it further

motivates employees. Hence recognition is one of the job satisfaction factors.

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4. Job security: If an employee is assured that the company would retain them even if

the market is turbulent, it gives them immense confidence. Job security is one of the

main reasons for job satisfaction for employees.

5. Challenges: Monotonous work activities can lead to dissatisfied employees. Hence,

things like job rotation, job enrichment etc can help in job satisfaction of employees as

well.

6. Career Growth: Employees always keep their career growth part as a high priority in

their life. Hence, if a company helps groom employees and gives them newer job roles, it

enhances the job satisfaction as they know they would get a boost in their career.

Job Satisfaction Examples

There can be several examples of job satisfaction as it is related to the psychology of an

individual. A particular job can be satisfying for one employee based on the salary,

location, workplace, responsibilities, job level etc and the same be lead to dissatisfaction

to some another employee. Consider an employee who has joined an organization 1 year

back and has been awarded for his good work with bonuses and incentives. Also, the

company has chosen him for an exclusive training program which would help in boosting

his career. Also, the employee is entitled for a sabbatical leave as well to pursue his own

dream. Hence, all these factors and HR policies would lead to job satisfaction.

MEASURING JOB SATISFACTION

Job satisfaction cannot be measured easily .It has been a challenging process to

social scientists. It cannot be directly observed nor accurately inferred. However several
6
useful techniques have been developed to measure job satisfaction so far. They are much

importance to employers since they provide critical data concerning what is and is not

being done correctly at the workplace. Generally, reactions to work have been assessed

with the following techniques.

`It is critical for any company to measure job satisfaction as the efficiency,

productivity and loyalty of an employee depends on it. Companies can conduct surveys

with questionnaires asking the employees about their feedback and understand if they are

satisfied or dissatisfied with their job. Companies can ask the following questions to

measure job satisfaction and can give multiple options like Satisfied, somewhat satisfied,

neutral, somewhat dissatisfied, dissatisfied:

1. Are you happy with your salary/incentives?

2. Is your contribution to the company recognized with awards?

3. Do you find your workplace conditions good, hygienic, competitive?

4. Do you have a good work life balance?

5. Are you happy with company policies for your career growth & training and

development?

Apart from the above questions, specific open-ended questions about job satisfaction can

also help in understanding employee pain-points and how the company can improve to

ensure a happy employee. Hence, this concludes the definition of Job Satisfaction along

with its overview.

7
 1. Paper Pencil Test: The paper pencil test is the most frequently used approach

to measure employee job satisfaction. Here scales, which are standardized and tested with

norms, are used for collection of data. The norms provide information for specific groups

or industries for comparison purposes. One of the widely used measures is the job

Descriptive Index i.e. JDI, which was developed by smithetal in 1969.

2. The critical Incident Method: The critical incident method is one where

individuals are asked to recall the incidents that are satisfying or dissatisfying them. Then

the replies collected are examined to find out the underlying themes.

3. Interview: Interview is considered as the most important one because here

interviewee can be interviewed in an elaborate manner. It allows in-dept questioning so

that it facilitates the understanding the causes and nature of satisfaction or dissatisfaction.

4. Confrontation Meeting: Confrontation meeting is one where small groups of

employees are brought together and encouraged to openly share their feelings regarding

their jobs. The basic assumption in this technique is that in a group setting sometimes

people feel free to talk about things they may hold back if interviewed alone.

DETERMINANTS OF JOB SATISFACTION:

There are various personal and organizational factors that influence job satisfaction. The

age of a person does have its influence on his level of job satisfaction. People that are

young usually have a higher level of job satisfaction provided they rightly choose their
8
career. Those in their twenties or thirties are energetic and have the stamina to work hard

and derive pleasure out of their work. As a person gets older, he gets tired physically and

mentally. Further, he reaches the saturation point at this stage and the work, usually, does

not give him the pleasure it gave earlier.

STEPS TO IMPROVE EMPLOYEE SATISFACTION

The following measures are necessary to improve the satisfaction employees:

 Selection of right man for the right job:

Proper care must take while recruiting persons for various jobs. Persons without

attitude and aptitude for work should not be selected. When it comes to placement of

workers, they should be given jobs in tune with their educational qualification, skills,

attitudes and abilities.

 Satisfactory conditions of service:

All those who have been appointed in the organization should be provided with job

security. They should be given decent pay. Social security benefits like provident fund

insurance etc. should be provided to employees as per the rules.

 Conducive working environment:

The working environmental should be made informal. Undue important need not be

given to hierarchy. The organization should make use of both formal and informal

channels of communication. The bureaucratic approach of the management should go.

 Conducive physical conditions:

The place of work should be neat and tidy. There should be free flow of natural light

9
and air in any workroom. There should be proper provision for canteen. Lunchroom, etc

 Better work methods:

Conventional work methods and age-old practices should be given up. The enterprise

should come forward to adopt the latest technology. The employees may be trained to

make use of the various electronic devices in their day-to-day work. This not only

simplifies their work but also makes it more interesting.

 Proper superior-subordinate relationship:

The relationship between the superior and the subordinates should always be

cordial. The superior’s style of functioning must be democratic. He should not make an

attempt to impose his ideas on his subordinates. Whenever necessary and possible, he can

seek his subordinate’s viewpoints. Likewise, the subordinates, on their part, must repose

faith in their superiors and come forward to accept responsibilities.

 Good inter-personal relationship:

The relationship between the employees should also be proper. The work done in any

organization is teamwork. In the absence of proper understanding between the

employees, teamwork is not possible. The employees should not give scope for their

personal interest to clash with those of the organization.

 Job rotation:

If certain jobs are, by nature, dull and monotonous, job rotation may help to break the

monotony of workers, i.e., such jobs may be assigned to operation at a certain level by

rotation.

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 Provision of suitable incentives:

Only human resources can be induced to work. Inanimate objects like machines cannot

be motivated to work. The management therefore, should offer suitable incentives to

motivate employees to perform better. Incentives need not be in the forms of money

payment. There are also non-monetary incentives. Further, these incentives may be gives

for individual performance or group performance.

 Valuation of employee performance:

The performance of employees needs to be assessed regular intervals. Such an

assessment will level their level of efficiency. Such of those Employees who are found to

be highly efficient may be given suitable rewards. Those employees who are less efficient

may be made to undergo training to acquire better skills. If some employees are found to

be highly inefficiency, such people need not be retained. It is only these people who spoil

the work atmosphere in any organization.

EMPLOYEE’S ROLE IN JOB SATISFACTION

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his

or her own satisfaction and well being on the job. The following suggestions can help a

worker find personal job satisfaction: Seek opportunities to demonstrate skills and talents.

This often leads to more challenging work and greater responsibilities, with attendant

increases in pay and other recognition.

 Develop excellent communication skills. Employer’s value and rewards excellent

reading, listening, writing and speaking skills.

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  Know more. Acquire new job related knowledge that helps you to perform tasks

more efficiently and effectively. This will relive boredom and often gets one

noticed.

 Demonstrate creativity and initiative. Qualities like these are valued by most

organizations and often results in recognition as well as in increased

responsibilities and rewards.

 Develop teamwork and people skills. A large part of job success is the ability to

work well with others to get the job done.

 Accept the diversity in people. Accept people with their differences and their

imperfections and learn how to give and receive criticism constructively.

 See the value in your work. Appreciating the significance of what one does can

lead to satisfaction with the work itself. This help to give meaning to one’s

existence, thus playing a vital role in job satisfaction.

 Learn to de-stress. Plan to avoid burn out by developing healthy stress

management techniques.

FACTORS OF JOB SATISFACTION

Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major

components of job satisfaction. These are as under:

 The way the individual reacts to unpleasant situations,

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 The facility with which he adjusted himself with other person

 The relative status in the social and economic group with which he identifies himself

 The nature of work in relation to abilities, interest and preparation of worker

 Security

 Loyalty

Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and

listed various job factors of job satisfaction. These are briefly defined one by one as

follows:

1. Intrinsic aspect of job: It includes all of the many aspects of the work, which would

tend to be constant for the work regardless of where the work was performed.

2. Supervision: This aspect of job satisfaction pertains to relationship of worker with his

immediate superiors. Supervision, as a factor, generally influences job satisfaction.

3. Working conditions: This includes those physical aspects of environment which are

not necessary a part of the work. Hours are included this factor because it is primarily

a function of organization, affecting the individuals comfort and convenience in much

the same way as other physical working conditions.

4. Wage and salaries: This factor includes all aspect of job involving present monitory

remuneration for work done.

5. Opportunities for advancement: It includes all aspect of job which individual sees as

potential sources of betterment of economic position, organizational status or

professional experience.

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6. Security: It is defined to include that feature of job situation, which leads to assurance

for continued employment, either within the same company or within same type of

work profession.

7. Company & management: It includes the aspect of worker’s immediate situation,

which is a function of organizational administration and policy. It also involves the

relationship of employee with all company superiors above level of immediate

supervision.

8. Social aspect of job: It includes relationship of worker with the employees specially

those employees at same or nearly same level within the organization.

9. Communication: It includes job situation, which involves spreading the information in

any direction within the organization. Terms such as information of employee’s status,

information on new developments, information on company line of authority,

suggestion system, etc, are used in literature to represent this factor.

J
10. Benefits: It includes those special phases of company policy, which attempts to
o Hig B
h
b the worker for emergencies, illness, old age, also. Company allowances for
prepare
s
holidays, leaves and vacations are included within this factor.
a
t
i
s
EFFECTS
f OF LOW JOB SATISFACTION
a
c
t Lo
i w A
n
Lo Rate of turnover and High
w absences
Fig.No. 1 Curve showing relationship between job satisfaction
and rate of turnover and absenteeism.
14
In the above diagram line AB shows inverse relationship between job satisfaction and

rate of turnover and rate of absenteeism.

As the job satisfaction is high, rate of both turn over and absenteeism is low and vise a

versa.

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 absenteeism wall definitely increase and it also affects on productivity of

organization.

2. HIGH TURNOVER - In human resource refers to characteristics of a given company

or industry relative to the rate at which an employer gains and losses the staff. If the

employer is said to be have a high turnover of employees of that company have shorter

tenure than those of other companies.

15
3. TRAINING COST INCREASES - As employees leave organization due to lack of

job satisfaction. Then Human resource manager has to recruit new employees. So that the

training expenditure will increases.

INFLUENCES ON JOB SATISFACTION

There is no. of factors that influence job satisfaction. For example, one recent study even

found that if college students majors coincided with their job, this relationship will

predict subsequent job satisfaction. However, the main influences can be summarized

along with the dimensions identified above.

The work itself

The concept of work itself is a major source of satisfaction. For example, research related

to the job characteristics approach to job design, shows that feedback from job itself and

autonomy are two of the major job related motivational factors. Some of the most

important ingredients of a satisfying job uncovered by survey include interesting and

challenging work, work that is not boring, and the job that provides status.

Pay

Wages and salaries are recognized to be a significant, but complex, multidimensional

factor in job satisfaction. Money not only helps people attain their basic needs but also

needs satisfaction. Employees often see pay as a reflection of how management views

their contribution to the organization.

Fringe benefits are also important. If the employees are allowed some flexibility in

choosing the type of benefits they prefer within a total package, called a flexible benefit

16
plan, there is a significant increase in both benefit satisfaction and overall job

satisfaction.

Promotions - Promotional opportunities are seem to be having a varying effect on job

satisfaction. This is because of promotion take number of different forms.

17
 ABOUT THE COMPANY

ARIHANT DURAPLAST MOLDING SPARE PARTS DHAN

 Basic Information
 Arihant Duraplast Private Limited is a Private incorporated on 25 March 2009. It

is classified as Non-govt company and is registered at Registrar of Companies,

Chennai. Its authorized share capital is Rs. 80,000,000 and its paid up capital is

Rs. 80,000,000. It is inolved in Manufacture of furniture

 Arihant Duraplast Private Limited's Annual General Meeting (AGM) was last held

on 29 September 2018 and as per records from Ministry of Corporate Affairs

(MCA), its balance sheet was last filed on 31 March 2018.

 Directors of Arihant Duraplast Private Limited are Damodaran Pandurangan,

Rajarajan Kaliyaperumal, Krishnamurthy Ramadass, Lenin.

 Arihant Duraplast Private Limited's Corporate Identification Number is (CIN)

U36100TN2009PTC071124 and its registration number is 71124.Its Email address

is accounts@arihantduraplast.com and its registered address is Plot No. C-19,

SIPCOT INDUSTRIAL PARK, IRUNGATTUKOTTAI KANCHIPURAM

Kancheepuram TN 602117 in Current status of Arihant Duraplast Private Limited

is - Active.

COMPANY DETAILS

CIN U36100TN2009PTC071124

Company Name ARIHANT DURAPLAST MOLDING SPARE

PARTS DHAN LIMITED

18
 CIN U36100TN2009PTC071124

Company Status Active

ROC ROC-Chennai

Registration Number 71124

Company Category Company limited by Shares

Company Sub Category Non-govt company

Class of Company Private

Date of Incorporation 25 March 2009

Age of Company 10 years, 5 month, 11 days

Activity Manufacture of furniture, Molding Spare Parts

Dhan
Click here to see other companies involved in same
activity.

Number of Members -

Share Capital & Number of Employees

Authorized Capital ₹80,000,000

Paid up capital ₹80,000,000
Number of Employees 350

COMPANY PROFILE

Our company is regarded as one of the most prominent manufacturers and traders of

Seating Systems, Automotive Seating System, SWM Products and Material Handling.

19
The consistent supply of our range has earned us a reputable position in this huge

domain. Our products have been appreciated by our clients for its long life, design,

reliability and many more qualities. We are backed by a team of professionals, who

possess immense experience in this domain. It is through their outstanding skills and

dedication towards their that has enabled us to touch the sky of success. Our products like

Seating Systems and other products are offered at an affordable price.

Business Type Molding Spare Parts Manufacturer , Trader

Primary Competitive Advantages Innovative design products

Timely delivery of consignments

Excellent infrastructure

Superior technology involved

PRODUCT RANGE

Seating Systems
Bases Shells
Handles Wheels Molding
Key Boards
Automotive Seating
Blow Moulded Seaters Blow Moulded Seaters Back
City Bus Seaters City Bus Seater Back
Mofussil Three Seaters Mofussil Three Seater Back
Mofussil Three Seaters Back AD Moffusil Two Seaters
Moffusil Two Seater Back Moffusil Two Seater Back AD
SWM Products
Broom Sticks Dust Bins
Dust Bins With Lid Dust Bins With Stand
Material Handling
Big Jolly Industrial Big

20
Industrial Small Milk Crate
Small Jolly
An ISO/TS 16949:2002 & ISO 9001:2000 certified company, offering Seating

Systems, Automotive Seating, SWM Products, Material Handling, etc.

Owing to in-depth knowledge of the industry, we, Arihant Duraplast Pvt. Ltd., have

propelled our designing skills and developing new designs that are in conformity to the

international quality standards. We are the part of renowned Arihant Group, who are

engaged in developing & manufacturing Chair Parts, Bus Seats (Injection Molded) &

Automobile Components using high performance engineering thermo plastic & thermo

set material on injection system. With the help of our group we have embarked our

presence as a renowned manufacturer and trader of Seating Systems, Automotive

Seating, SWM Products, Material Handling, etc.

Our products are the perfect blend of design and finish. These are designed and crafted as

per the market trend and keeping in mind the rich Indian tradition. We firmly believe in

patronage of art and artists and our entire team of designer and craftsmen are assisted in

every possible way, so that they offer their best. Our latest facilities assure us to offer

premium quality products and impeccable services. Further, we have participated in

various events, such as inauguration of bus seats by honorable CM, Kaizen function held

on May 2009 and inauguration of bus seats by honorable CM.

OUR COMPANY'S' BRIEF HISTORY:

1987 Trading Steel Chairs

1988 Production of Steel Chairs
1989 Started Production of Revolving Chairs / Office Chairs

21
1995 Started PU Plant Manufacturing Semi – Rigid and Flexible PU Foam Products for

Furniture and Molding Automobile Industry

1996 Import trading of Furniture and Hardware
2000 Started Production of Injection Molding Plastic parts for Furniture industry
2006 Bus Seat Production supplying all major Government and Private Transports in

India
2007 Expansion with New Plant with Modern facilities
2009 Changed to a Private Limited Company–Arihant Duraplast Pvt Ltd

OUR MISSION

We are committed towards total customer satisfaction; hence, we develop qualitative

range of products to build strong relationship with them. We conduct extensive training

program to ensure that our team of professionals are constantly oriented towards rapidly

changing technology and business environment. Our motto is to become a preferred

supplier in the field of Chairs, Chair Molding Components & Automobile

Components. This all can be achieved by

Satisfying the customers and develop the relationships.

 Zero defect in the product quality

 Continually improving all our activities
 Employee involvement and their satisfaction
 Improving the relationship and assisting the suppliers
 Creating environmental awareness
 Improving the living conditions of the society.

OUR VISION FOR QUALITY

In our ultra connected world, successful business development relies on

smart information.

The value of that information rests upon 4 criteria

22
  Simplicity : accessible, structured and ready-to-use solutions

 Reliability : Verified, enhanced and regularly updated data

 Trust : Information labeled by a world-renewed brand, shared by a community of

authorized users

 Collaborative: Checked and monitored by the company itself.

SUPPORTING YOUR BUSINESS DEVELOPMENT

Globalization in today’s digital society and changes in buying behavior have led to great

opportunities as well as more competition for every commercial business. Compass offers

4 business solutions which support all aspects of your sales, marketing & lead generation

activities.

23
 CHAPTER - II

REVIEW OF LITERATURE

Chetopa Ngamkroeckjoti1, Supannachart Phanitchrattana2 and Phattarapon

Ounprechavanit3 (2016) examine that employees are satisfied with the promotion

procedures for career opportunity. They also feel satisfied with the company’s evaluation

regarding employee’s performance. Based on the reverse association between job

satisfaction and turnover intention. They studied job was challenging to employee, job

gave employee has a feeling of personal accomplishment. Also, an employee has

opportunities to use their ability to apply for work and employees have freedom to state

opinions in order to take independent action when needed. The researcher showed result

to prove that employee intention to leave company due to job satisfaction is low. In

contrast, employee worked with company showed high satisfaction with company

services to reduce turnover rate.

Usmani Saniya, Kumari Kalpana, and Hussain Javed (2015) examined that customer

satisfaction can be measured using different tools to find any possible relationship

between diversity, employee morale and customer satisfaction. Employee loyalty and

customer loyalty strengthens each other, increasing job satisfaction and customer value.

Concisely, if employees are more satisfied then so will be customers. HR practices are

revealed in employee behaviors, attitudes and feelings, and customer satisfaction.

Diversity, employee morale and customer satisfaction gained prominence in

organizational literature in the past century, all differently; through this study this new

association was tested but unfortunately found no evidence of such an incidence.

24
However, the results of this study provided significant insights into the underlying effect

between diversity and employee morale.

Rashida Banu (2015) the study establishes the importance of including the constructs of

work and family demand in theoretical models and measuring them directly in empirical

model tests. The measurement model provides strong support for the separation of work

family and family-work dimensions regarding positive spill over, as well as the outcomes

explored. Similarly, the prediction model yielded an acceptable degree of fit to the data

providing strong support for the effects tested. The positive spill over literature is still in

its early stages and no studies have utilized this approach for both measurement and

prediction models in the targeted context of study. The study testified the mediating role

of work-life balance construct adapted from the newly developed measures of satisfaction

with work-family balance (Valcour, 2007) and contributed to our understanding of the

association of SWLB’s relationship between Improved Effectiveness at Work and work

life balance which is new. The study will contribute to the knowledge of work-life studies

by identifying and assessing the impact of factors that lead to

Work-life balance of individuals.

Veronica Tarigan1 and Dorothea Wahyu Ariani (2015) concluded that the results of

this study support the basic assumption underlying that, when employees are satisfied

with their work and feel committed to the organization, they tend not to terminate their

employment voluntarily. We also noted that the relationship between job satisfaction and

turnover intention is mediated by organizational commitment. The findings of this study

indicate that research on organizational commitment has increased and continues to

25
become increasingly important for the researchers. This is because employees who have

committed will be able to ensure that they will keep working and stay within their

organization. Committed employees will feel that they have the organization and in turn,

they will tend to not leave the organization.

Joseph F. Hair Jr.1, Marcelo L. D. S. Gabriel2 and Vijay K. Patel3 (2014) in this

study has modeled four first-order components of stakeholder orientation and confirmed

that together they make up a second-order construct of combined customer and employee

stakeholder orientation. This higher-order modeling approach leads to more theoretical

parsimony and reduces model complexity. It can also be useful in obtaining more

accurate solutions in situations where there is

high multi-co linearity between exogenous constructs.

Osibanjo Adewale Omotayo1, Salau, Odunayo Paul2 and Falola& Hezekiah O3

(2014)

The examined the relationship between motivating factors (salary, promotion, incentives,

award, relationship, and benefits); employee retention; and job satisfaction. This study

tends to assist managers and decision makers in choosing the right motivating factors in

retaining and satisfying their employees. However, the results from the survey indicate

that salary and promotion have positive significant implications on employee retention.

C. Swarnalatha (2013) examined that ethnic harassment and gender harassment

independently predicted organizational commitment, job satisfaction and turnover

26
intentions. The results evidenced the strong support for the inurnment effect, which

emerged for the two or three outcomes.

Badria Abdallah Al-Hummadi (2013) studied that leadership styles and it affected on

employees job satisfaction and turnover intention have been the subject of several studies

(Bass, 1985) and (Vroom and Iago, 1988). This study makes an attempt to examine the

nature of correlation between leadership styles and employee’s job satisfaction and

turnover intention. The study tested several hypotheses that reflecting the relationship

between these three global variables and their factors. As explained and illustrated

through the methodology section and the data analyses sections. The study was able to

prove the existence of positive and significant relationship between leadership styles

(Transformational- Transactional) and job satisfaction. As well as, strong negative and

significant relationship found between leadership styles (Transformational-

Transactional) and turnover intention.

R.Gayathiri1and Dr. Lalitha Ramakrishnan2 (2013) have concluded in their study

that the identification of the measures of quality of life is indeed a difficult task, though

there is a sort of common agreement on its concept of employee wellbeing. Evidently

there are objective (physical and structural design) factors that provide work place setting

and intervening policy factors that affect work processes of employees. As regards the

outcome factors the immediate effects on psychology of employees (positive attitudes,

commitment, and satisfaction) and ultimate effects on performance of organization are

being considered by researchers.

27
Abdullah Aldhuwaihi (2013) studied has several practical implications for Saudi banks

in particular and private-sector firms in general. By empirically testing the applicability

of the CVF, Saudi banks can use it to assess their organizational culture. The literature

emphasizes the influence of organizational culture on crucial organizational elements

related to employees, such as job satisfaction, organizational commitment, and turnover

intention (Cameron & Freeman, 1991, Cameron, Kim, & Quinn, 2011, Peters &

Waterman, 2004). Schein (1992) suggests that organizational culture is even more

important today than it was in the past. Globalizations, increased competition, various

workforce developments and technological change have created a greater need for

strategy innovation, coordination and integration across organizational units in order to

improve efficiency and effectively manage workforce. In their forecast for the state of

organizational culture in 2018, the American Management Association (2008) suggests

that organizational culture will become even more important and critical for future

organizations. They argue that organizational culture will become a major component of

the talent management process. Without a reliable tool to diagnose organizational culture,

it would be difficult to identify the invisible aspects of organizational culture.

Peter Zbranek (2013) examined that the length of service has statistically positive

impact on employee performance. This increases their commitment to the organization

and they are willing to do more. The performance of the employees who work for the

company for more than 10 years, however, is worsening probably due to reduced work

motivation. That is why the management of the organization should motivate them more.

28
Because of distinct advantages of DEA method over traditional systems of employee

performance evaluation we recommend to apply it in the future, particularly in companies

whose management has exact data on inputs and outputs of individual employees.

G. Arumugasamy and R. Sam Renu (2013) examined that the present study is confined

to the job satisfaction of higher secondary school teachers working in Kanyakumari

district. The study elicited many factors responsible for job satisfaction and for the

changes in the attitude of teachers. The study concludes that among all the categories of

teachers the aided school teachers in Kanyakumari district have better job satisfaction in

many aspects. The study reveals self – finance school teachers are facing a lot of

problems when comparing to the Government and aided higher secondary school

teachers. The researcher has also made many suggestions for the redresses of the

problems faced by the higher secondary school teachers. If the Government authorities

and the managements of the higher secondary schools have come forward to implement

the suggestions made in this study with a strong will, certainly there will be great

betterment in the job satisfaction among the higher secondary school teachers.

Sorab Sadri1 and Conrad Goveas2 (2013) examined the existence of QWL in select

freight forwarding companies. It revealed that QWL is highly prevalent as per the views

of employees. Taking into consideration the importance of QWL for people in the

organization, these employers should continue to take consistent and steadfast measures

to sustain improve the QWL of employees. Such measures will surely benefit these

employers in retaining and sustaining their employees.

29
Daisy Ofosuhene Kwenin1, Stephen Muathe2 and Robert Nzulwa3 (2013) analyzed

the influence of employee rewards, job satisfaction and human resource policies on

employee retention in Vodafone Ghana Limited. Reviewed literature provided a strong

evidence of the relationship between the variables tested and employee retention.

Empirical review showed that in order for organizations to do a better work in retaining

employees they should understand the factors that motivate employees to stay and to

facilitate measures in keeping valuable employees because of the huge cost associated

with employee turnover. The implication of the study is that employee rewards, job

satisfaction and human resource policies significantly influence employee retention in

Vodafone Ghana Limited. Moreover, the study also identified that employee job

satisfaction also indicated a strong signal for retention. Consequently, the study

recommends that

management of the organization provide intrinsic values in the jobs to make them more

satisfying for the employees to stay. Human resources policies was also identified to

connect directly with retention and is thus recommended that the company takes a second

look at its policies to promote growth and opportunities for employees.

Danica Bakotić (2013) studied that job satisfaction is a phenomenon does not totally

clarified. This paper is focused on the observation of the importance of working

conditions to overall job satisfaction. Empirical research of this paper showed that there

is no significant difference in overall job satisfaction between workers who work in

normal working conditions and workers who work in difficult working conditions.

Furthermore, it was found out that the satisfaction with working conditions is higher in

30
the case of workers who work in the administration than in the case of workers who work

in difficult working conditions. And finally, it is discovered that in the case of workers

who work under difficult working conditions, the working conditions are important factor

of their overall job satisfaction. So, working conditions as a factor of job satisfaction, do

not considerably determine overall job satisfaction to make significantly difference

between workers who work in normal working conditions and workers who work in

difficult conditions. However, given that it was discovered that the working conditions

are an important factor of the overall job satisfaction of workers who work in the difficult

working conditions, and given that these workers are less satisfied with this factor in

relation to employees who work in normal working conditions, it could be concluded that

it is necessary to improve the working conditions of workers who work in difficult

working conditions

Aarti chahal, Seema chahal, Bhawna Chowdhary and Jyoti chahal (2013) examined

that job satisfaction is a very big concept as it includes various factors associated with job

satisfaction of employees. Satisfaction varies from employee to employee. The overall

satisfaction of bank employees is associated with different factors of job satisfaction

which includes nature of job, working environment, salary and incentives linked job,

promotional methods, performance appraisal, relationship with other employees and

management, and grievance handling etc., While concluding, it could be said that with

the change of satisfaction determinants, level of job satisfaction also varies. This study

mainly investigated the relation between of job satisfaction with employee’s performance

and organizational commitment. Organizational commitment is likely to be strongly

31
associated with employee retention. To ensure organizational commitment, companies

must promote job satisfaction. The organizations lack the relationship between workers

and supervisors, it should be given due consideration. The organizations also lack on

certain factors such as working conditions, training development facilities and long

working hours. Employee’s welfare measures and job security should be given utmost

importance, so that the employee’s turnover may be restricted. If these factors are given

little more care, the company can maintain good workers with high level of satisfaction,

organizational commitment and involvement. This will in turn lead to effectiveness and

efficiency in their work which leads to increased productivity.

We concluded that overall the job satisfaction of bank officers though is not very high but

still satisfactory. But there is still considerable room for improvements. An organization

should try to take every possible step to enhance job satisfaction among employees

because if employees are satisfied then customers associated with it will also be satisfied.

R. Lakshmi Devi1, R. Amalraj2 and S. Prasanna Devi3 (2013) studied the factors of

turnover intention are different from organization to organization to some extent. In this

paper, all factors were divided into two clusters using hierarchical clustering technique

namely push and pull factors. This paper concludes that the most significant factor is pull

factor with a mean value of 3.3. The push factor also contributes to the turnover with a

mean value of 2.61, but not significantly.

Sadegh Rast and Azadeh Tourani (2012) determined the level of job satisfaction of

employees at three private airlines in Iran, majority of employees surveyed reported that

they were moderately satisfied with their job. The employee’s most satisfactory factors

32
from high to low are: supervision, relationship with co-worker, nature of work,

opportunities for promotion, and present pay. Based on the result, although employees are

moderately satisfied with present pay, this factor got low rank among employees of these

three companies. So, it can be concluded that employees are not sufficiently satisfied with

their present pay. On the other hand, satisfaction with supervision was placed in top rank

factors in all three companies. It can be concluded that supervisors play their role

relatively good.

Jamal Nazrul Islam (2012) examined that job satisfaction can affect employee morale,

turnover, absenteeism, and pro-social behaviour, which can be crucial for organizational

success. This not only applies to traditional business but also the financial institutions like

bank. The job satisfaction of employees of the commercial banks is critical for the

success. Overall the employees are quite satisfied and view the bank as a good place to

work. The bank’s missions as well as motivation and hygiene factors are important for

their job satisfaction. As shown in the results section satisfaction with career

advancement had a strong association with job satisfaction. Working in an environment

of co-operation and mutual respect was also important to the employees’ job satisfaction.

Topics such as talking with senior management about problems with and simple open

communication throughout the workforce were among some others associated. Feeling

motivated at work is just as important as having work assignments

delegated fairly. Finally the employees believe they are providing a valuable service to

their clients and make contribution to the overall development of the bank. The in-charge

of different department also enjoys its job autonomy.

33
M.L.Meena and G.S.Dangayach (2012) examined conditions or factors that foster

greater employee satisfaction. The interest is to be believed that the behaviours of

satisfied employees made positive contributions to the organizational effectiveness and

performance. The current study intended to reveal the relationships between employees’

satisfaction and office environmental. Employee is one of the key factors of the

organization success. No organization can succeed without a certain level of satisfaction

and effort from its employees. Organizations often attempt to satisfy its employees to

gain their needs and loyalty. The elements identified in the theoretical foundation was

reviewed and compared to the findings of the empirical research. Their satisfaction was

reviewed from a strategic point of view. Finally, the relation to employee loyalty and

profitability was illuminated. On the basis of survey, it is found that important of need are

improvements in employee’ satisfaction, employee productivity health well-being and

growth of organization

Ruzina binti Jusoh (2012) studied that on new teachers‟ job satisfaction and its effects

on leaving the profession. Three themes were found to be related to job satisfaction of

teachers that caused new teachers to leave the profession. Based on the results,

recommendations are provided on how to implement the results into a real setting to

enhance new teachers‟ job satisfaction. One of the purposes of this study is to prevent the

next generation of new teachers from leaving the

profession. The interview sessions carried out provided a platform for them to voice their

challenges and experiences during their probationary periods.

34
 CHAPTER - III

RESEARCH METHODOLOGY

Research, according to Redman and Mory is as a “Systematized effort to gain

new Knowledge”.

In the words of Slesinger and Stephenson, “research is, the manipulation of things,

concept or symbols for the purpose of generalizing to extend, correct or verify knowledge

whether that knowledge aids in construction of a theory or in the practice of an art”.

The search for knowledge through objective and systematic method of finding a

proper and feasible solution to a problem is popularly known as research.

In this chapter, the methodology followed in conducting the research has been

described. Details regarding the research design, data collection, questionnaire, sampling

plan, area of the study and statistical tools used have also been given. Finally the

Limitations of the study have also been briefed.

Research Design:

“A research design is the arrangement of the conditions for collection and analysis

of data in a manner that aims to combine relevance to the research purpose with economy

in procedure”

Research design is purely and simply the framework or plan for a study that guides

the collection and analysis of the data. The research design indicates the methods of

35
research i.e. the method of gathering information and the method of sampling. The design

decisions happen to be in respect of:

 What is the study about?

 Why is the study being made?

 Where will the study be carried out?

 What type of data required?

 Where can the required data are found?

 What period of time will the study include?

 What will be the s ample design?

 What techniques of data collection will be used?

 How will the data be analyzed?

 In what style will the report be prepared?

OBJECTIVE OF THE STUDY

 To analyze the various dimension of job satisfaction.

 To identify the factors which influencing job satisfaction among employees in

Arihant.

 To Study the level of job satisfaction among the employees in Arihant Duraplast

molding spare parts Kancheepuram.

 To identify the factors which improve the satisfaction level employees.

 To offer valuable suggestion to improve the satisfaction level employees.

36
LIMITATIONS OF THE STUDY

Though the research has been properly planned and well executed, there are

certain limitations, which are inherent in nature and are out of control. The

following are the limitations.

 The survey is subjected to the bias and prejudices of the respondents hence 100%

accuracy can’t be assured.

 The researcher was carried out in a short span of time, where in the researcher

could not widen the study.

 The study could not be generalized due to the fact that researcher adapted

personal interview method.

 The respondents’ responses are causal in nature but in some times the difficulty

faced by the investigator where some workers, hesitated to give their opinion.

 The correctness of information provided by the respondents in the personal data

could not be established.

 Some of the employees were having little difficulty in answering the

questionnaire.

 Getting opinion from respondent is difficult task, because of their busy schedules.

SCOPE OF THE STUDY

This study identifies the satisfaction level for employees and identifies the factors

which are to be changed and improve which make the organization to adopt better

method and there by improves its performance and achieve its objectives effectively and

37
efficiently. The respondents are taken for analysis to arrive at the finding and suggestion,

which can be beneficial for the organization to increase the Job satisfaction level.

 To identify the employees level of satisfaction upon that job.

 This study is helpful to that organization for conducting further research.
 It is helpful to identify the employer’s level of satisfaction towards welfare

measure.
 This study is helpful to the organization for identifying the area of

dissatisfaction of
job of the employees.
 This study helps to make a managerial decision to the company
 To identify the employees level of satisfaction upon that job.
 This study is helpful to that organization for conducting further research
 It is helpful to identify the employer’s level of satisfaction towards welfare

measure.
 This study is helpful to the organization for identifying the area of

dissatisfaction of job of the employees.

 This study helps to make a managerial decision to the company.

DATA COLLECTION

Data refer to the facts, figures, or information collected for a specific purpose. There

are two types of data, namely

 Primary Data and

 Secondary Data
Information Research

Primary data Secondary data

Collection Collection

Personal
interview
38 Internet Literature study
Primary Data:

Primary data are those which are new and original in nature. These data are the

first hand information generated to achieve the purpose of the research.

Secondary Data:

Secondary data are those data which are not new and original in nature. These data

are obtained from published or unpublished sources.

In this study, primary data were collected by conducting direct structured

interview using questionnaire. All the employees were asked the same questions in the

same form and they were informed the purpose of study.

Research Instrument:

The data were collected by using questionnaire as a research instrument.

About the Questionnaire:

In order to systematically collect the primary data the questionnaire is used. A

questionnaire is a schedule consisting of a number of coherent questions related to the

assorted aspects of the topic under this study. Therefore, the data required for the study

was collected through a questionnaire. The Data collected through such filled-in

questionnaire have been used for further analysis.

Sampling Plan:

39
 Sampling plan is to be decided about the sampling unit, sample size, sampling

method.

Sampling Unit:

The survey was conducted from the ARIHANT DURAPLAST MOLDING

SPARE PARTS DHAN, NO: C - 19 SIPCOT INDUSTRIAL PARK KANCHEEPURAM.

In this, there are 350 employees are working. For this study 100 employees were been

selected.

Sampling Method: For this study the samples were drawn using random sample method.

Random sampling or probability sampling is based on the theory of probability. This

implies that the sampling items are independent.

Sample size:

Sample size of the study was selected from the sampling unit. Total estimated

sample size is 100.

Analysis:

Analysis was done on data collected and the results were tabulated using

Statistical Package for Social Science (SPSS).

Analysis of the data:

“Analysis of data involves a number of closely related operations that are

performed with the purpose of summarizing the collected data and organizing these in

such a manner that they will yield answer to the research questions or suggest hypothesis

40
had initiated the study. For this study, the data collected through questionnaires have been

tabulated. By using the statistical tools, the data have been analyzed. Interpretations have

been drawn based on the analysis. The findings are observations are the result and

outcome of the interpretations made during the course of analysis.

Presentation of the report:

Tables and figures have been used wherever necessary to facilitate the analysis and

interpretation Explanations for the tables were given for the tables wherever necessary.

The research report contains finding of facts, analysis of the facts, interpretations,

conclusion and recommendations.

CHAPTER - IV

ANALYSIS AND INTERPRETATION

FREQUENCY TABULATION

Table: 1 Distribution of Respondents by Their Age

41
 S.NO AGE FREQUENCY PERCENTAGE
1. BELOW 30 YEARS 24 24.0
2. 30-35 YEARS 41 41.0
3. 36-40 YEARS 21 21.0
4. ABOVE 40 YEARS 14 14.0
TOTAL 100

INTERPRETATION:

From the above table it is cleared that out of 100 respondents, 24 belongs to the

age group below 30 years, 41 belongs to the age group 31-35years, 21 belongs to the age

group 36-40 years and 14 belongs to the age group above 40 years.30-35 years age group

respondents are highly satisfied their work in their organisation.

Figure 1

Table-2: Distributions of Respondents by Their Gender

S.NO GENDER FREQUENCY PERCENTAGE

1. MALE 71 71.0

42
 2. FEMALE 29 29

TOTAL 100

INTERPRETATION:

From the above table it is cleared that out of 100 respondents. 71belongs to the gender

group male respondents and 29 belongs to the age group female respondents.

Male respondents are highly satisfied their job when compare to female respondents in an

organisation.

Figure 2

Table-3: Distribution of Respondents By Their Marital Status

S.NO MARITALSTATUS FREQUENCY PERCENTAGE

1. MARRIED 64 63.4
2. UNMARRIED 36 35.7

43
 TOTAL 100

INTERPRETATION:

From the above table it is cleared that out of 100 respondents. 24 belongs to the

marital status group, 64 belongs to the married group,36 belongs to the unmarried group.

Figure 3

44
 Table-4: Distribution of Respondents by Their Qualification

S.NO QUALIFICATION FREQUENCY PERCENTAGE

1. Below SSLC 28 28.0
2. HSC 31 31.0
3. UG/PG 41 41.0
TOTAL 100

INTERPRETATION:

From the above table it is cleared that out of 100 respondents. 28 belongs to the

below SSLC group, 31 belongs to the HSC group, 41 belongs to the UG/PG group.

Figure 4

TABLE-5: Distribution of Respondents by Their Salary

S.NO SALARY FREQUENCY PERCENTAGE

45
 1. 5000-10000 63 63.0
2. 10001-15000 30 30.0
3. ABOVE 15000 7 7.0
TOTAL 100

INTERPRETATION:

From the above table it is cleared that out of 100 respondents.63 belongs to the

5000-10000 group, 30 belongs to the 10001-15000 group, 7 belongs to the above 15000

group.

Figure 5

46
T- TEST

1. Difference among the respondent with respect to their gender towards job
satisfaction

S.NO GENDER MEAN SD t SIG

1. MALE 2.1233 .13616 .669 .505

2. FEMALE 2.1059 .10557

HYPOTHESIS:

H0: There is no significant difference among the respondents with respect to their gender

and “job satisfaction”.

INTERPRETATION:

In order to find out the significant difference among the respondents with respect

to their gender, t-test was conducted and the result shows that there is no significant

difference existing among the respondent with respect to their gender towards the

statement” job satisfaction” (t=.669, P=.505).Hence we are accepting null hypothesis H0.

47
2. Difference among the Respondent With Respect To Their Marital Status Towards

Job Satisfaction

S.NO MARITAL MEAN SD t Sig

STATUS
1. MARRIED 2.1151 .12236 .312 .756

2. UNMARRIED 2.1233 .13281

HYPOTHESIS:

H0: There is no significant difference among the respondents with respect to their marital

status towards “job satisfaction”.

INTERPRETATION:

In order to find out the significant difference among the respondents with respect

to their marital status, t-test was conducted and the result shows that there is no

significant difference existing among the respondent with respect to their marital status

towards the statement” job satisfaction” (t=.312, P=.756).Hence we are accepting null

hypothesis H0.

ANALYSIS OF VARIANCE (ANNOVA)

48
 1. Difference among the Respondent With Respect To Their Age towards Job

Satisfaction

S.NO AGE MEAN SD F SIG

1. BELOW 30 YEARS 2.0846 .12085 .694 .558
2. 30-35 YEARS 2.0817 .09352
3. 36-40 YEARS 2.0929 .11086
4. ABOVE 40 YEARS 2.1544 .15999

HYPOTHESIS:

H0: There is no significant difference among the respondent with respect to their age

towards the statement. ”job satisfaction”

INTERPRETATION:

In order to find the significant difference among the respondent with respect to

their qualification; F-test was conducted and the result confirm that there is a significant

differences existing among the respondent with respect to their salary towards the

statement .”job satisfaction” (F= 4.258, P= .017). Hence we are accepting NULL

hypothesis H1.

49
 2. DIFFERENCE AMONG THE RESPONDENT WITH RESPECT TO THEIR

QUALIFICATION TOWARDS JOB SATISFACTION

S.NO QUALIFICATION MEAN SD F SIG

1. BELOW SSLC 2.0497 .11507 4.258 .017
2. HSC 2.1290 .09288
3. UG/PG 2.0847 .10617

HYPOTHESIS:

H1: There is a significant difference among the respondent with respect to their

qualification towards the statement. ”job satisfaction”

INTERPRETATION:

In order to find the significant difference among the respondent with respect to their

qualification; F-test was conducted and the result confirm that there is a significant

differences existing among the respondent with respect to their salary towards the

statement . “Job satisfaction” (F= 4.258, P= .017). Hence we are accepting alternate

hypothesis H1. Result confirm that BELOW SSLC group of respondents (mean= 2.0497;

SD= .11507) are giving more importance to the statements. HSC group of respondents

(mean= 2.1290; SD= .09288) giving the least importance to the statement when

compared to others”.

50
 3. DIFFERENCE AMONG THE RESPONDENT WITH RESPECT TO THEIR SALARY

TOWARDS JOB SATISFACTION

S.NO SALARY MEAN SD F SIG

1. 5000-10000 2.0586 .10013 8.132 .001
2. 10001-15000 2.1329 .10278
3. ABOVE 15000 2.1758 .10460

HYPOTHESIS:

H1: There is a significant difference among the respondent with respect to their salary

towards the statement. ”job satisfaction”

INTERPRETATION:

In order to find the significant difference among the respondent with respect to

their salary; F-test was conducted and the result confirm that there is a significant

differences existing among the respondent with respect to their salary towards the

statement “job satisfaction” (F= 8.132, P= .001). Hence we are accepting alternate

hypothesis H1. Result confirm that ABOVE 15000 group of respondents (mean= 2.1758;

SD= .10460) are giving more importance to the statements. 5000-10000 group of

respondents (mean= 2.0586; SD= .10013) giving the least importance to the statement

when compared to others”.

51
 CHAPTER - V

FINDINGS, SUGGESTIONS AND CONCLUSION

FINDINGS:

 Majority of the employees are satisfied job and working environment.

 Some employees are dissatisfied with the allowances provided by the company.

 60% of employees are satisfied to get a chance part of decision making.

 40% of employees are satisfied with the good team exist in the organization.

 Most of the employees are satisfied working hours in the organization.

 24% employees are satisfied training program provided by the organization.

 Majority of employees satisfied working relationship with their supervision.

 Only 6% of employees are dissatisfied with their management.

SUGGESTIONS:

 Management has to make effective communication channels in the firm.

 To expand the organization and to minimize the unnecessary atmosphere.

 Proper guidance and counseling should be provided to the employees so that their

mental satisfaction can be improved.

 Management should provide promotional facilities to the employees then only

they will be motivated in their job.

 Management should provide more opportunities to employees in order to

participate in decision making.

52
  In sales there is only partnership firm, so that the organization can sold the firm in

the wholesale shops.

CONCLUSION:

As a part of our project work, I got an opportunity to spend a period of 40 days in

ARIHANT DURAPLAST PVT.LTD. It helped me to analyze the working of the

organization which helped as to convert our theoretical knowledge.

The present study is an earnest attempt to determine employee’s satisfaction in

ARIHANT DURAPLAST. It is indeed necessary for any organization to understand the

need of their employees and fulfill them before they leave the organization. If nothing is

done by the organization then there are chances to loose talented employees from any

organization to its competitors. Hence it is necessary for any organization to ensure

employees satisfaction.

From the study it was identified that the most of the employees are satisfied with

the job. Majority of the employees are satisfied with the salary structure, promotional

programs, working condition, allowance provided by the organization. They are also

satisfied with the employer employee relationship. If the firm concentrates of the findings

and suggestions of their survey we hopefully believe that the organization can further

bring out their labor with full satisfaction and obtain good result.

53
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From Indian Pharmaceutical Companies IJPSR, Vol. 4, Issue 12 pp. 5.

 Sadegh Rast and Azadeh Tourani, 2012: Evaluation of Employees’ Job

Satisfaction and Role of Gender Difference: An Empirical Study at Airline

Industry in Iran International Journal of Business and Social Science Vol. 3 N

 o. 7l, pp. 98.

 Jamal Nazrul Islam, Haradhan Kumar Mohajan and Rajib Datta, 2012: A Study on

Job Satisfaction and Morale of Commercial Banks in Bangladesh. Int. J. Eco. Res.,

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Vol. 1, No. 2, pp.80-81.

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 APPENDIX

EMPLOYEE’S JOB SATISFACTION ARIHANT DURAPLAST MOLDING

SPARE PARTS DHAN, NO: C - 19 SIPCOT INDUSTRIAL PARK

KANCHEEPURAM- 602 117

Name :

1. Gender : (a) Male (b) Female

2. Age : (a) Below 30 (b) 30 to 35

(c) 35 to 45 (d) Above 45

3. Marital status : (a) Married (b) Unmarried

4. Educational Qualification: (a) Schooling (b) Diploma/ ITI

(c) Engineering (d) Degree

5. Department : (a) Electrical (b) Civil

(c) Administrative (d) Labors

6. Monthly Income : (a) Below 5000 (b) 5000 to 10000

(c) 10000 to 15000 (d) Above 15000

57
PART-B

(1- Strongly Agree, 2- Agree, 3- Neutral, 4- Disagree, 5- Strongly Disagree)

S.NO STATEMENT 1 2 3 4 5
7. Are you satisfied with your salary provide by the company
8. Are you satisfied to work overtime
9. Are you satisfied with your overtime compensation is provide

by your company
10. Are you satisfied opinion about the relationship with your

management
11. Are you satisfied opinion about transportation facility
12. Are you satisfied with canteen and water facility
13. Are you satisfied opinion about festival advance facility
14. Are you satisfied with the physical working condition in the

organization
15. Are you satisfied in the training program provided by the

organization
16. Are satisfied with the policies of your organization
17. Are you satisfied with leave and holiday facility
18. Are you satisfied your present roles and responsibilities
19. Are you satisfied feed about first aid and medical facility
20. Are you satisfied with performance appraisal method
21. How do you feel about your present work load
22. Are you satisfied any disciplinary action followed your

company
23. Are you satisfied any bonus given by your company
24. Are you satisfied about promotion and salary increment
25. Are you satisfied your make suggestion will it be accepted by

the management

58