A STUDY ON THE

JOB SATISFACTION OF WORKERS AT

“LOKANATH WEAVERS CO-OPERATIVE SOCIETY LTD.”

MELE CHOVVA, KANNUR

PROJECT REPORT

Submitted in Partial Fulfilment of the Requirement for the

Award of the Degree of

MASTER OF BUSINESS ADMINISTRATION

2013 – 2015

Of
KANNUR UNIVERSITY

Submitted by:

SANA AZEEZ

Register number: B3GMBA3124

Under the guidance of

Mrs. Komal Anand

CENTRE FOR MANAGEMENT STUDIES, MANGATTUPARAMBA,

KANNUR
 2013 - 2015

DECLARATION

I, SANA AZEEZ, IIIrd Semester MBA student of Centre For Management Studies, Mangattuparamba,
Kannur, hereby declare that this project entitled “A STUDY ON THE JOB SATISFACTION OF WORKERS
AT LOKANATH WEAVERS CO-OPERATIVE SOCIETY LTD.” is based on the original study conducted
by me under the guidance and supervision of Mrs. Komal Anand and is submitted in partial fulfilment of the
requirement of the award of the degree of Master of Business Administration of Kannur University.

Place: Mangattuparamba SANA AZEEZ

Date: Reg. No. : B3GMBA3124

 ACKNOWLEDGMENT

First and foremost, from the depth of my heart I would thank my Almighty God for blessings.

I am deeply indebted to Shri. Vidhushekhar (Assistant Director) of Centre for Management

Studies, Mangattuparamba for providing his valuable guidance and assistance to me

I express my sincere and heartfelt gratitude to my faculty guide Mrs. Komal Anand for her kind
support and inspiration as internal guide to complete my project work successfully.

I would like to acknowledge my deep sense of gratitude to Mr. P. Vinod Kumar, Secretary of Lokanath
Weavers Society for giving me permission to undertake the project work in their esteemed organization and who
offered valuable opportunity for entire period of project.

I would also like to express sincere thanks to all staff members of Lokanath Weavers Society for their
valuable supervision, guidance & advice during the time of study.

I owe my deep sense of gratitude a profound thanks to my faculty guide Mrs. Komal Anand, for her
valuable guidance, untiring patience and constant help in successfully carrying out this work.

I would also like to express sincere thanks to all faculty members for their valuable supervision,
guidance & advice during the time of study.

I would also like to thanks my parents and friends for their benevolence and blessing all through the
completion of this project work.

SANA AZEEZ
 INDEX
CHAPTER TITLE OF THE CONTENT PAGE NO:
1 INTRODUCTION OF THE STUDY
i. Introduction
ii. Objectives Of The Study
iii. Scope Of The Study
iv. Limitations Of The Study
2 RESEARCH DESIGN AND METHODOLOGY
i. Research Design & Sampling Design
ii. Method Of Data Collection
iii. Tools Of Analysis
iv. Hypothesis
3 LITERATURE REVIEW & THEORETICAL
ROUND-UP

4 INDUSTRY & COMPANY PROFILE

i. Industry Profile
ii. Company Profile
5 ANALYSIS & INTERPRETATION OF DATA

6 FINDINGS, SUGGESTIONS & CONCLUSION

BIBLIOGRAPHY

ANNEXURE
 CHAPTER: 1
INTRODUCTION
INRODUCTION

The handloom industry is one of the largest segements in the unorganized sector. It plays an important
role in the country’s economy. It is the oldest cottage industries in India, diffused widely throughout the country.
Handloom assumes important because it not only meet clothing needs of the people but als gives expression to
Indian art and culture, craftsmanship andheritage.

The Lokanath Weavers Industrial Co-operative Society Ltd. is famous firm in Kerala from its inception
in 1955 for production ofthe superior quality of handloom textiles both for export and indigenous sales. In fact
this society was a model society to register many of the other industrial type of handloom weavers society in
different parts of India. This reputed factory type handloom society is situated in Kannur, the city of looms and
lore.

The society is working with all modern facility for dyeing, processing, testing, weaving, stitching and
packing. The society was registeed on 18-04-1955 with 88 members and 52 looms. At present 126 looms with
155 members engaged for its production process.

A study report based on the topic Job Satisfaction of Workers as a part of the fulfillment of my Masters Of
Business Administration.To relate the theoretical studies with that of the practical knowledge from the company,
I have done my project at Lokanath Weavers Ltd.

OBJECTIVES OF THE STUDY

1) To understand the level of job satisfaction among employees of the organization.

2) To study the various factors affecting job satisfaction in the organization.

3) To identify the factors causing job dissatisfaction.

4) To give suitable suggestions based on the findings of the study.

SCOPE OF THE STUDY

A study on job satisfaction aims at determining whether there is job satisfaction in LOKANATH WEAVERS. If
the employees are not satisfied with their jobs, it will affect the smooth running of organization. It also aims at
giving constructive suggestions to improve the satisfaction of employees

LIMITATIONS OF THE STUDY:

1. Finding and suggestions are based only on the information given by the respondents.

2. The result of the study is applicable for this company and not suited for other companies.

3. The survey is subjected to the bias and prejudices of the respondents. Hence 100% accuracy can’t be
assured.

4. The study was carried out in a short span of time.

 CHAPTER: 2
RESEARCH DESIGN AND
METHODOLOGY
RESEARCH DESIGN & SAMPLING DESIGN

Research methodology is a way to systematically solve the research problems. Convenience sampling
method is used for selecting samples.

Population: It represents the employees of Lokanath Weavers Co-operative Society Ltd.

Sample: The unit of population under study.
Sample size: The sample taken for study is 50.

METHOD OF DATA COLLECTION

1) Primary data collection:

Primary data is collected as follows:

_ Questionnaire

_ Interview and Discussion with employees

2) Secondary data collection:

Secondary data was collected from

_ Reference Books

_ Internet
TOOL FOR ANALYSIS

(i) Percentage Analysis:

Percentage is obtained when ratio are multiplied by 100. The percentage of respondents coming under
the same category was found out as it helped to know the option of respondents clearly.

Percentage Analysis = (No. of respondents/frequency of respondents)*100

(ii)Co-efficient of Correlation:

Karl Pearson's coefficient of correlation between the variable X and Y is given by;

r= n*ΣXY-ΣX*ΣY

(n*ΣX²-(ΣX)²)*(n*ΣY²-(ΣY)²)

Karl Pearson's coefficient of correlation is not affected by change in scale or by change in location. It
can be used to compare the relationships between two pairs of variable. It is a unit free measure of relationship
between two variables and take values in [-1, +1], where 'r' is close to +1(-1), there is a strong positive
(negative) relationship.

(iii) Chi-square Analysis:

 It is a statistical test which tests the significance of difference between observed frequenciesand
corresponding theoretical frequencies of a distribution without any assumption about thedistribution of the
population. Chi-square test one of the simplest and most widely used non parametric tests in statistical work.

Chi-square test is calculated as;

ᵡ² = Σ (Oᵢ-Eј) ² / Eј
Where Oᵢ = Observed frequency

Eј = Expected frequency and

Eј = (Row total*Column Total)/no. of respondents

In the case of a contingency table degrees of freedom is worked out as follows;

df = (c-1)*(r-1)

Where “c” means the number of columns and “r” means the number of rows.
 CHAPTER: 3
REVIEW OF LITERATURE
&THEORETICAL ROUND-UP
REVIEW OF LITERATURE AND THEORETICAL FRAME WORK

A literature review can be just a simple summary of the sources, but usually has an organizational
pattern and combines both summary and synthesis. A summary is a recap of the important information of the
sources, but a synthesis is a re-organization, or a re-shuffling, of that information.

The study of job satisfaction is a topic of wide interest to both people who work in organizations and
people who study them. Job satisfaction has been closely related with many organizational phenomena such as
motivation, performance, leadership, attitude, conflict, moral etc. Researchers have attempted to identify the
various components of job satisfaction, measure the relative importance of each component of job satisfaction
and examine what effects these components have on employees’ productivity.

Job satisfaction and dissatisfaction not only depends on the nature of the job, it also depend on the
expectation what’s the job supply to an employee (Hussami, 2008). Lower convenience costs, higher
organizational and social and intrinsic reward will increase job satisfaction (Mulinge and Mullier, 1998;
Willem et al., 2007). Job satisfaction is complex phenomenon with multi facets (Fisher and Locke, 1992; Xie
and Johns, 2000); it is influenced by the factors like salary, working environment, autonomy, communication,
and organizational commitment (Lane, Esser, Holte and Anne, 2010; Vidal, Valle and Aragón, 2007; Fisher
and Locke, 1992; Xie and Johns, 2000).

Different people interpret compensation differently. In this paper compensation, reward, recognition, and
wages are terms used in different situations (Zobal, 1998). The compensation is defined by American
Association is “cash and non-cash remuneration provided by the employer for services rendered” (ACA, p. 9).
Salary was found to be the prime factor for the motivation and job satisfaction of salaried employees of the
automobile industry from the results of the survey by Kathawala, Moore and Elmuti (1990). The survey tried
to assess the various job characteristics and the way the employees ranked them as motivators and satisfiers.
The results showed that compensation was ranked as the number one job element for job satisfaction and
increase in salary for performance was ranked as the number one job element for motivation. Compensation is
very valuable tool for retention and turnover. It is also a motivator for an employee in commitment with the
organization which in result enhances attraction and retention (Zobal, 1998; Moncarz et al., 2009; Chiu et al.,
2002). It also works as communicator when it is given to employee against his services which shows how much
an employee is valuable for its organization (Zobal, 1998).

The mentoring is used for development-orientation (Scandura and Williams, 2004). When a supervisor
provides mentoring, the relationship affects the protégés skill development and intentions to remain with the
employer (McManus and Russell, 1997). On the other hand non-supervisory mentor may increase mentee’s
confidence by providing access to outside organization (Scanduraa and Williams, 2004). The immediate
supervisor support is very important in organizational change. Although the support of supervisor is not very
crucial in satisfaction but it has positive impact on satisfaction (Griffin, Patterson and West, 2001). According
to Chakrabarty, Oubre, and Brown (2008) “perhaps the finest way in which supervisors can portray himself
as a role model is to personally demonstrate proper techniques so that employee could understand how job
should be done.” J.D. Politis (2001) has examined the roles played by leadership in the process of knowledge
acquisition and a survey was carried out on 227 persons who have been engaged in knowledge acquisition
activities to examine the relationship between leadership styles and knowledge acquisition attributes. The
results showed that the leadership styles that involve human interaction and encourage participative decision-
making are related positively to the skills essential knowledge acquisition.

According to the study conducted by Friedlander and Margulies (1969), it was discovered that
management & friendly staff relationships contribute to the level of job satisfaction. However, this result
contradicts with view of Herzberg (1966) who supported the view that supervision is irrelevant to the level of
job satisfaction.

According to Frame (2004) work conditions are defined as an employee’s work place, work instruments,
the work itself, organization policy, and organizational rules. Arnold and Feldman (1996), promoted factors
such as temperature, lighting, ventilation, hygiene, noise, working hours, and resources as part of working
conditions.

The worker would rather desire working conditions that will result in greater physical comfort and
convenience. The absence of such working conditions, amongst other things, can impact poorly on the worker’s
mental and physical well-being (Baron and Greenberg, 2003). Robbins (2001) advocates that working
conditions will influence job satisfaction, as employees are concerned with a comfortable physical work
environment. In turn this will render a more positive level of job satisfaction. Arnold and Feldman (1996)
shows that factors such as temperature, lighting, ventilation, hygiene, noise, working hours, and resources are
all part of working conditions. Employees may feel that poor working conditions will only provoke negative
performance, since their jobs are mentally and physically demanding.

INTRODUCTION TO THE TOPIC:

The study of Job satisfaction is one of most important factors in the study of human behaviour in the
organization. Job satisfaction focuses on employee attitude towards his job. It has three important dimensions:

(a) Job satisfaction can be measured by the emotional response to a job situation, hence it cannot be seen, and it
can only be inferred.

(b) Job satisfaction is related to what you actually get as reward and what you expect to get. If the difference
between the actual reward and expectation is minimum or negligible them a person will display a positive
attitude and if there is wide difference between the two, a person will display a negative attitude towards his job
and therefore the satisfaction level will be low.

(c) Job satisfaction is related to job dimensions. These can be expressed in terms of job content, remuneration,
attitude of co-workers, and opportunity of growth that job is able to provide in terms of promotion and last but
not the least the expert loyal and experienced leadership is available in terms of supervision.

DEFINITIONS:

Spector (1997) refers to job satisfaction in terms of how people feel about their jobs and different aspects of
their jobs.

Ellickson and Logsdon (2002) support this view by defining job satisfaction as the extent to which employees
like their work.

Schermerhorn (1993) defines job satisfaction as an affective or emotional response towards various aspects of
an employee’s work.
C.R.Reilly(1991) defines job satisfaction as the feeling that a worker has about his job or a general attitude
towards work or a job and it is influenced by the perception of one’s job.

J.P. Wanous and E.E. Lawler (1972) refers job satisfaction is the sum of job facet satisfaction across all facets
of a job.

Factors determining job Satisfaction

There are number of dimensions which effect job satisfaction. Value system possessed by an individual
and the culture supporting the value system in the organization can be called as an important and basic for job
satisfaction. However some of the important factors that determine job satisfaction of the employees in the
organization are as under: -

1. Work Content:

Content of the work itself is a major source of satisfaction. The work must be challenging. It should lend
itself opportunities to use employee skills, ability and experience. The content of the work should be
encouraging and interesting and have variety inbuilt in it so that it is not boring.

2. Pay and promotion policy:

Salary and wages play decisive part in the study of job satisfaction. Equitable rewards are
multidimensional in nature. The benefits are of varied nature namely pay, perks and rewards are associated with
motivation of employees.

3. Supportive working condition:

Working conditions have a modest but lasting effect on job satisfaction. Due to fast development of
technology, it is necessary that the organizations are operating on upgraded technology, latest systems and
procedures. The layout of work place must be ideally suited from operational point of view and the employees
should display great degree of satisfaction.

4. Work group:

The concept of work group and work teams is more prevalent today. Work group of multi skilled persons
with one goal will be able to function effectively if they are friendly and co-operative. The work group serves as
a source of support, comfort, advice and assistance to individual worker.
5. Supervision:

Supervision is one of the moderate factors, which affect job satisfaction. Qualified supervisors should
be available for advice, guidance and problem solving. Supervisors should be placed close to the place of work
and should be available.

6. Personality job fit:

Individuals should be assigned the job that suits their interest. Recently it has been seen that MBA
graduates are satisfied with their job if they get the job related to the “specialisation” they have chosen during
the MBA degree. Persons having analytical approach should be assigned job in R&D department so that their
level of job satisfaction increases

EFFECT OF JOB SATISFACTION ON PERFORMANCE

1. Satisfaction and productivity

Based on research carried out in Hawthorne studies, further research to prove that “happy workers are
productive” was carried out, which has been proved negative. Based on the conclusion of Hawthorne studies,
managers began their efforts to make their employees happier by improving work conditions, providing
Laissez-faire type of leadership, expanding various facilities to the workers, but it has been found that there is
no direct relationship between happiness and productivity. Robins concluded that productive workers are likely
to be happy workers. Further research on the subject suggests that organization having happy workers might
have increased productivity. On individual level it may not be true due to complexity of environment, work
processes, various systems and sub systems having impact on the individual employee. But it can be said from
organizational point of view that organization that are able to evolve such policies that make employees happy
bound to have improved productivity. V.H.Vroom. Productivity is considered as reward for hard work which is
due to high level of satisfaction. However globalisation, speed of machines and knowledge explosion, impact of
media on workers, social awareness and high expectations of employees to meet social obligations are
important factors to ensure high satisfaction level of employees. While evolving industrial practices, above
factors should be considered favourably and employee growth achieved so that organizations grow
automatically.

2. Satisfaction and absenteeism

 There is an inverse relationship between satisfaction and absenteeism. When workers are more satisfied
the absenteeism is low. When satisfaction level is low absenteeism tends to be high. There are certain
moderating variables like sick leave and degree to which people feel that their jobs are important. Where there
is a provision for sick leave, employees would take the benefit and absent themselves. As far as the importance
of work is concerned, it has been observed that people attend to their work when it is important to accomplish.

Employees having high satisfaction would not necessarily result in to low absenteeism but those having
low satisfaction level would definitely have high absenteeism.

3. Satisfaction and turnover

It has been found that employees who are not satisfied with their jobs will have high turnover.
Employees who are satisfied will not have high turnover. Satisfaction is also negatively related to turnover but
the co-relation is stronger than what we found in absenteeism. Employee performance is a moderating factor of
the satisfaction—Turnover relationship. In recent times a phenomenon amongst the software engineers whose
performance is high; their turnover has been noticed as high because of competition for personal growth.
Organization lures the competent person for their organizational growth.
Organization cares for such high performers and their retention. Poor performers do not leave the organization
for fear of lack of job opportunity outside.
 CHAPTER: 4
INDUSTRY, COMPANY &
PRODUCT
PROFILE
 CHAPTER-4.1

INDUSTRY PROFILE
INTRODUCTION

The handloom industry is a part of the Indian culture and tradition. The area under cotton cultivation is
the largest spinning capacity after China in hand weaving sector and a long tradition of producing a sum of the
finest and costiest fabrics in the world. India is the biggest yarn exporter with a 28% of the world’s market and
is known for quality of its fine count cotton yarns.

Kannur is the main handloom concentrated District in Kerala for the production of exportable items
and also known as the “city of looms and lures”,80% of the total handloom production is being normally
exported through various organizations workings for handloom export.Handloom industry is the most important
and the largest industry in the Kannur district. The handloom cloths of Kannur hae won international reputation.
Kannur is called as the ‘Manchester of Kerala’. The famous Kannur sports shirting, varities like Crepe are the
donation of this dictrict. The weavers are mainly

The reputed factory type handloom society situated 3 kilometers away from the Kannur town.
Handloom industries generate production of low capital cost, mostly use indigenous raw materials, utilize local
skills, widers the entrepreneurial base, facilitated balanced regional growth and prevent the migration of labor to
the metropolitan areas.

HANDLOOM SOCIETIES IN KERALA

The history of Indian handloom textiles is mentioned in our epics and puranas nearly five million
years ago, a piece of cotton stick to a silver vase and some spindles were found in excavations. This
revealed that the spining and the weaving of cotton was known to the Harappa’s.

Handloom Co-operations in India are mainly evoved through governmental initiatives, as the
artisans in the rural and semi-urban India felt is to be the vulnerable groups. Voluntary Co-operative actions
are rarely with some kind observed interest groups.

Thehandloom Co-operative of Kerala are largely differentiated from the handloom co-operative of
other states so far as the history, structure and level of operation concerned. The formation of co-operatives
in Malabar region was greatly introduced by the crisis of the late 30 s and the advent grade characteristics of
 the industrial labor. The Chirackal Handloom Weavers Co-operative Society in KAnnur has claimed to
have been started in 1946 at the initiative of the trade unions. In the post independent period, the co-
operative movements gained tremendous movements in Kerala.

The industry in Kerala is more organized. Even through the Weaver,s Co-operative Societies were in
existence in Kerala before independence, the shar of the co-operative sector in the total member of looms
was not significant till 80s. By the end of 1998, the share of the co-operative sector has raise to about 11% of
the total looms in the state and by the year 2003, about 86% of the looms of the state.

In the former type, the loms are owned by the weavers and carry out the weaving activities in their
household premises and supply the finished product to the co-operative society. In later case, the production
activities are carried out in the loom shed of the society premises. One of the important feature of the co-
operative organization in Kerala is the good presence of woman co-operator.

The Government of Kerala set up an apex co-operative society. “ The Kerala State Handloom
Weaver’s Co-operative Society Ltd.” known as “HANTEX”come into formation in 1961.

The main objectives of HANTEX are :-

1. Making provision for easy availability of credit supply.

2. Supply of raw materials at a reasonable cost.

3. Provision of technical support for the societies.

4. Helping the societies to produce as per the market demand.

5. And to successfully market their products.

In 1968 a different form of co-operativeor “Hanveev” was set up in Kannur as the “Kerala Handloom
Finance Corporation” to promote the private handloom sector by providing finance for working capital as well
as for investment.Later in 1975 the name of the corporation was changed to “The Kerala Handloom Finance and
Trading Corporation” and it started buying fabrics from members for selling in the open market in addition to
providing loans.
 The product decision completly rests on Hanvees and Hanveec supplies yarn to the registered weavers to
produce as per the product specification at Hanveev. The product is weaved at the loom shed of weaver’s
premises and is supplied to the Hanveev. The weavers receive the conversion charges/wages.

NATIONAL HANDLOOM DEVELOPMENT CORPORATION

National Handloom Development Corporation Ltd. (NHDC) was formed in 1983 as a public sector
undertaking by the Government of India, as an autonomous body under the Companied Act of 1956, acting as
an agency to assist the speedy development of the handloom sector covering procurement and supply of their
Yarn Dyer and Chemicals and the other inputs to the handloom weaver bysupplementing the effort and
increasing the marketing efforts to the state level handloom agencies and initiating the development activities of
upgrading generation for sustenance.

NHDC has extended its service and support in the state of Kerala through hand weavers and HANTEX
co-operative societies, HEPC members units, Kerala Handloom Association members unit. With the approval of
directors of handloom they are making avail the required inputs. NHDC has opened one regional office at
Coimbatore and branch at Kannur.
 CHAPTER- 4.2
COMPANY PROFILE
 COMPANY PROFILE

Lokanath Weavers Industrial Co-operative Society Ltd. NO LL99, P/O Choova, Kannur- 670006
was registered in 18-4-1995 and started production on 7-5-1995. It was registered as a Co-operative
Society under the Act VI of 1932(Madras).

The firm is mainly producing exportable handloom products like bed sheets, pillow cover, mat,
table cover, bag, mundu, furnishing fabrics etc. based on the order obtained from reputed handloom
exporters in Kannur, Chennai, Bangalore, and Mumbai. Here the decisions are taken by the Board of
Directors., consists of President, Directors and members.

Secretary is the head of the organization where he acts as a link between organization and Board of
Directors. There are 68 workers and 7 staff in Lokanath Weaving Company. The workers in the company
are also the members of the Board of Directors. Several training programs are arranged to workers to
improve their skill and knowledge in the work. The company is going in a loss, even then the workers are
paid 8.33% bonus.

The promotion of handloom helps to improve the standard of living of the Weavers belonging to all
communities and as such Lokanath Weavers Industrial Co-operative Society is implemented the
development of products and market.

The company is widening its horizon by exporting their products since they produce export quality
products. This will increase their profits and change the current downward trend they are experiencing.
This step is getting them closer to their aim of expansion of the firm.

OBJECTIVES OF LOKANATH WEAVING COMPANY

 To improve the handloom industry and to promote economic condition of the members of the
industry.
 To create a demand among the customers.
  To improve the quality of the products and to increas the earnings of the workers.
 To develop the marketing of different handloom fabrics in national and international level.
 To create changes in the existing product with good design pattern and textures.
 To skill up graduation training to weavers including women workers, to make efficiency with quality
for export products.
 To raise funds required for the industry.
 To create better opportunities and innovations in the handloom industry.

MISSION AND VISION OF COMPANY

MISSION
 Provide quality product to the customers.
 Promote customers for using the handloom products.
 Providing employement opportunities to local people.

VISION
 Make good will through customers satisfaction.
 Increase quality of exporting.
 Create a good brand name among handloom industries.
 New product development.

HIGHLIGHTS OF THE COMPANY

 Pioneer in the weaving industry with 55 years of experience.

 ‘Eco-friendly’ and ‘social commitment’.
 Engaged in the production of wide range of products.
 Highly experienced management team with good knowledge about market and its products.
 Located in the “city of looms and lore” and has rich tradition in the production of 100% handloom
furnishing fabrics and made –ups for export.

MANAGEMENT OF THE SOCIETY

According to the Byelaws of the society the members of the Board of Directors be elected as per Rule
35 of Keraka Co-operative Societies Rule for a period of 3 years. The Board of Directors consist of 7 elected
members as per Byelaws and they have elected President and Vice President. At present there are 6 elected
members in the Board of Directors. ( one is vacant)

The Board shall appoint a fulltime paid Secretary from among the suitable persons approved by the
District Industries Office, Kannur. The Secretary shall not be a member of the Board. The Board of Directors
shall meet once in fornight to conduct the affairs of the society. President shall preside over the meeting of the
society.All questions before the Board of Directors shall be decided by a majority of vote.

The details of Board of Directors are;

 President :K P PRASAD
 Director : K SHOBA
 Director : P SARASWATHY
 Director : A PAVITHRAN
 Director : K V KAMALA
 Director: T P RAJEEVAN

Time Schedule of Company

Type of workers Starting Time Lunch Break Departing Time

Staff 9.30 A.M 1 P.M to 2 P.M 5.30 P.M

Workers 8.30 A.M 1 PM to 2 P.M 5.30 P.M

There is no specific time for tea break in the morning as well as in the evening. There is no specific shift time
work.

ORGANISATIONAL STRUCTURE OFLOKANATH WEAVERS

BOARD OF
DIRECTORS

SECRETARY
 CUTTING AND CLERK FINANCE
STITCHING AUDITOR

STORE TECHNICAL
KEEPING STAFF

CLERK 1 CLERK 2 CLERK 3

PACKAGING STORING DYEING

WEAVING
MASTER MASTER

DYEING
SECTION
WEAVING WINDING WRAPING WRAP
JOINING
 CHAPTER – 4.3
PRODUCT PROFILE

PRODUCT PROFILE

A product is anything that can be offered to a market for attention, acquisition, use or consumption that
might satisfy the needs and wants. Anything that possesses utility is described as a product. A product is both
what a seller has to sell and what a buyer has to buy. A product is one which satisfies the needs of the customers.
 According to Jobber, “a product is anything that has the ability to stisfy a customer need.” A product
represents a bundle of expectations of the consumer. A successful product ensures its own promotion if it
satisfies the need of consumers.

Product is an essential factor of a business. Lokanath Weaving Industry produces variety of products
according to the preference of the customer. Products are only manufactured as per the order of the customers.

The company offers following products to the customers :-

1. BED SHEET

It includes Stain bed sheet, cotton bed sheet, mixed bed sheet, border bed sheet. Bed sheet’s of different
types are available in different size and quantity.

2. MAT

It includes Shabari mat, runner mat, bath mat, and thin mat.

3. TOWEL

Different types of towels produced are terry towel, home comb and variety of printed and plain thorth.
Printed thorth are imported from Madrs.

4. CUSHION COVER

It includes tastle, border, box and rounded cushion covers.

5. PILLOW COVER AND TABLE COVER

Pillow cover includes mixed pillow cover, cotton pillow cover and stain pillow cover. Table covers are
available in different size and in different varieties at various prices.
6. BAG AND PURSE

Bags includes ordinary bag, gent’s bag and lady’s bag. Purse includes lady’s purse and gent’s purse.

7. MUNDU AND LUNGI

Mundu includes white mundu and kavi mundu. And lungi’s of different varieties.

8. FURNISHING FABRICS

Different kinds of fabrics are made, mainly with jute, yarn and cotton.

9. OTHER PRODUCTS

Other items produced are readymade shirts, sarees and blouse, aporn, bloster, consortium paint piece,
consortium shirting, old napkin, mixed and printed fabrics of different quantity and quality, shirting etc.

PRODUCT PROFILE

PRODUCTS AMOUNT (Rs)

STAIN BED SHEET
 48 x 90 Stain Bed Sheet 850
 60 x 90 Stain Bed Sheet 975
700
 72 x 90 Stain Bed Sheet
 90 x 90 Stain Bed Sheet 1450
COTTON BED SHEET
 48 X 90 Cotton Bed Sheet 425
 60 x 90 Cotton Bed Sheet 525
 72 x 90 Cotton Bed Sheet 625
 90 x 100 Cotton Bed Sheet 900
 90 x 108 Cotton Bed Sheet 1250
PILLOW COVER
  Cotton Pillow Cover 90
 Stain Pillow Cover 125
TERRY TOWEL
 12 x 12 Terry Towel 50
 16 x 24 Terry Towel 110
 24 x 48 Terry Towel 275
 30 x 60 Terry Towel 425
 27 x 54 Terry Towel 650
 36 x 72 Terry Towel 725

LUNGI / KAVI / MUNDU

 Lungi 26s 287
 Kavi 26s 287
 Mundu 26s
287

BATH MAT

 30 x 20 Bath Mat 275

 24 x 14 Bath Mat 200

BAGS
 Ordinary Bag 30
 Jute Bag 270
 Gents Bag
 Ladies Bag 210
 Side Bag 275
 Vanity Bag
165
 Ladies Bag
110
110
TABLE COVER
  Wash Basin Towel 140
 Table Runner 200
HONEY COMB TOWEL

 24 x 48 Honey Towel 150

 15 x 24 Honey Towel 50
 CHAPTER: 5
ANALYSIS AND
INTERPRETATION OF DATA

ANALYSIS AND INTREPRETATION OF DATA

PERCENTAGE ANALYSIS

1) GENDER OF THE RESPONDENTS

TABLE NO: 5.1

GENDER NO.OF PERCENTAGE

RESPONDENTS (%)
 Male 20 40

Female 30 60

TOTAL 50 100

Primary Data

GENDER

60

50

40 GENDER
60
30
40
20

10

0
MALE FEMALE

INTREPRETATION:

Out of the total respondents taken for the study 40% are male and 60% of the respondents are female.

2) AGE GROUP OF RESPONDENTS

TABLE NO: 5.2

AGE GROUP NO. OF PERCENTAGE (%)

RESPONDENT
30 – 40 Years 8 16

40 – 50 Years 15 30
 50 Years And Above 27 54

TOTAL 50 100
Primary Data

AGE

60

50

40

30 54

20 30
16
10

0
30-40 Years 40-50 Years 50 Years & ABOVE

INTREPRETATION:

Out of the total respondents 54% of respondents falls in the age group of “50 & ABOVE”, 30% of the
respondents falls in the age group of “40 - 50”, 16% comes under “30 – 40”.

3) EDUCATIONAL QUALIFICATION

TABLE NO: 5.3

EDUCATION NO. OF PERCENTAGE

REPONDENTS (%)
UP 19 38
SSLC 25 50
 HSC 3 6

ITI 1 2
Degree 2 4
TOTAL 50 100

Primary Data

EDUCTIONAL QUALIFICATION
50
50
45
38
40
35
30 EDUCTIONAL QUALIFICATION
25
20
15
6
10 4
2
5
0
UP SSLC HSE ITI DEGREE

INTREPRETATION:

The above chart shows that 50% of the Workers are qualified SSLC, 38% UP qualifications, HSE 6%,
Degree 4% and ITI 2%.

4) MARITAL STATUS

TABLE NO: 5.4

MARITAL NO. OF PERCENTAGE

STATUS REPONDENTS (%)
Married 35 70
 Unmarried 15 30
TOTAL 50 100
Primary Data

MARITAL STATUS

30.00%

Married
Unmarried

70.00%

INTREPRETATION:

The above chart shows that 70% of workers are married and 30% of workers are unmarried.

\
5) WORK EXPERIENCE

TABLE NO: 5.5

WORK NO. OF PERCENTAGE

EXPERIENCE REPONDENTS

Less Than 5 Years 8 16

 5 To 10 Years 12 24

More Than 10 30 60
Years
TOTAL 50 100

Primary Data

YEARS OF WORKING
60

60

50

40
YEARS OF WORKING
24
30
16
20

10

0
LESS THAN 5 YEARS 5 TO 10 YEARS MORE THAN 10 YEARS

INTREPRETATION:

The above chart shows that out of the total respondents 60% respondents are having work experience
more than 10 years, 24% of respondents are having experience 5 to 10 years and 16% of respondents are having
experience less than 5 years.

6) DEPARTMENTS

TABLE NO: 5.6

DEPARTMENTS NO OF RESPONDENTS PERCENTAGE (%)

Weaving 27 54
Winding 10 20
Dyeing 4 8
 Packaging 2 4
Store 2 4
Joining 2 4
Clerk 3 6
TOTAL 50 100
Primary Data

DEPARTMENTS
60
54

50

40
DEPARTMENTS
30

20
20

10 8
6
4 4 4

0
WEAVING WINDING DYEING PACKAGING STORE JOINING CLEARK

INTREPRETATION:

The above chart shows that 54% of respondents are working in weaving section, 20% in winding, 8% in
dyeing, 6% as clerk, 4% each for packaging store and joining.

7) SALARY SATISFACTION

TABLE NO: 5.7

OPTIONS NO.OF RESPONDENTS PERCENTAGE (%)

Yes 15 30
No 35 70
Total 50 100
Primary Data

70
60
YES
50
30 NO
40
30 NO
70
20
10
0 YES

SALARY SATISFACTION

INTREPRETATION:

The above chart shows that 70% of workers are not satisfied with their salary and 30% are satisfied with
their salary.

8) WORK ENVIRONMENT

TABLE NO: 5.8

WORK ENVIRONMENT NO. OF RESPONDENTS PERCENTAGE (%)

Relaxed 10 20
Tensed 17 34
Neither Tensed nor Relaxed 23 46
TOTAL 50 100
Primary Data

WORK ENVIRONMENT
50
45
40
35
30
WORK ENVIRONMENT
25
46
20
34
15
10 20
5
0
RELAXED TENSED NEITHER TENSED NOR RELAXED

INTREPRETATION:

The above chart shows that 46% of respondents are normal in their working environment, 34% are
tensed and 20% are relaxed.

9) JOB SATISFACTION

TABLE NO: 5.9

OPTIONS NO. OF RESPONDENTS PERCENTAGE (%)

Highly Satisfied 10 20
Satisfied 20 40
Neutral 15 30
Dissatisfied 4 8
Highly Dissatisfied 1 2
TOTAL 50 100
Primary Data

JOB SATISFACTION
40
35
30
25
40
20
30 JOB SATISFACTION
15
20
10
5 8
2
0
ed ed l ed ed
ra
tsf tsf eut tsf tsf
yS
a Sa N
s sa s sa
gh
l Di Di
Hi ly
i gh
H

INTREPRETATION:

The above chart shows that 40% of respondents are satisfied with their job, 30% are neutral, 20% highly
satisfied, 8% dissatisfied and 2% highly dissatisfied.

10) WORKTIME

TABLE NO: 5.10

WORK TIME NO. OF RESPONDENTS PERCENTAGE (%)

Comfortable 28 56
Average 14 28
Less Comfortable 8 16
TOTAL 50 100
Primary Data

WORK TIME

60

50

40 WORK TIME
56
30

20 28
16
10

0
COMFORTABLE AVERAGE LESS COMFORTABLE

INTREPRETATION:

The above chart shows that 56% of respondents are comfortable with their work time, 28% are average
comfortable and 16% are less comfortable.

CO-EFFICIENT OF CORRELATION

1) CO-EFFICIENT OF CORRELATION BETWEEN AGE AND MANAGEMENT TREATING.

Let

X= Age of Workers
Y= Management Treating
TABLE NO: 5.11
X Y X2 Y2 XY
8 6 64 36 48
15 15 225 225 225
27 29 729 841 783
∑X= 50 ∑Y= 50 ∑X2=1018 ∑Y2= 1102 ∑XY= 1056

r= n*ΣXY-ΣX*ΣY

(n*ΣX²-(ΣX)²)*(n*ΣY²-(ΣY) ²)

r= 3*1056-50*50

(3*1018-(50) 2) * (3*1102-(50)2
r= 668/668.22

r= + 0.99

INTREPRETATION:

We can conclude that there is a positive correlation between Age and Management Treating.

2) CO-EFFICIENT OF CORRELATION BETWEEN WORK TIME AND AGE.

Let

X= Work Time
Y= Age

TABLE NO: 5.12

X Y X2 Y2 XY
28 8 784 64 224
14 15 196 225 210
8 27 64 729 216
∑X= 50 ∑Y= 50 ∑X2=1044 ∑Y2= 1018 ∑XY= 650

r= 3*650-50*50

(3*1044-(50) 2) * (3*1018-(50)2

r= -550/591.71

r= -0.92

INTREPRETATION:

We can conclude that there is a negative correlation between Work Time and Age.

3. CO-EFFICIENT OF CORRELATION BETWEEN JOB SATISFACTION AND INVOLVEMENT

OF SUPERIORS.

Let

X= Job Satisfaction
Y= Involvement of Superiors

TABLE NO: 5.13

X Y X2 Y2 XY
10 15 100 225 150
20 25 400 625 500
15 6 225 36 90
4 2 16 4 8
1 2 1 4 2
∑X= 50 ∑Y= 50 ∑X2=742 ∑Y2= 894 ∑XY= 750

r= 5*750-50*50

(5*742-(50) 2) * (5*894-(50)2

r= 1250/1543.92

r= +0.809

INTREPRETATION:

We can conclude that there is a positive correlation between job satisfaction and involvement of
superiors.

4. CO-EFFICIENT OF CORRELATION BETWEEN REDRESSAL OF GRIEVANCE AND

COMMUNICATION CHANNEL.

Let

X= Redressal of Grievance
Y= Communication Channel

TABLE NO: 5.15

X Y X2 Y2 XY
9 28 81 784 252
22 16 484 256 198
1 4 225 16 60
4 2 16 4 8
0 0 0 0 0
∑X= 50 ∑Y= 50 ∑X2=806 ∑Y2= 1060 ∑XY= 518

r= 5*518-50*50

(5*806-(50) 2) * (5*1060-(50)2

r= 90/2069.78

r= +0.0434

INTREPRETATION:

We can conclude that there is a positive correlation between redressal of grievance and communication
channel.

5. CO-EFFICIENT OF CORRELATION BETWEEN INVOLVEMENT OF SUPERIORS AND

REDRESSAL OF GRIEVANCE

Let

X= Involvement of Superiors
Y= Redressal of Grievance

TABLE NO: 5.16

X Y X2 Y2 XY
15 9 225 81 135
25 22 625 484 550
6 15 36 225 90
2 4 4 16 8
2 0 4 0 0
∑X= 50 ∑Y= 50 ∑X2= 894 ∑Y2= 806 ∑XY= 783

r= 5*783-50*50

(5*894-(50) 2) * (5*806-(50)2

r= 1415/1736.11

r= +0.8150

INTREPRETATION:

We can conclude that there is a positive correlation between involvement of superiors and redressal of
grievance.

6. CO-EFFICIENT OF CORRELATION BETWEEN JOB SATISFACTION AND

REDRESSAL OF GRIEVANCE

Let

X= Job Satisfaction
Y= Redressal of Grievance

TABLE NO: 5.17

X Y X2 Y2 XY
10 9 100 81 90
20 22 400 484 440
15 15 225 225 225
4 4 16 16 16
1 0 1 0 0
∑X= 50 ∑Y= 50 ∑X2= 742 ∑Y2= 806 ∑XY= 771

r= 5*771-50*50

(5*742-(50) 2) * (5*806-(50)2

r= 1350/1360.62

r= +0.992

INTREPRETATION:

We can conclude that there is a positive correlation between job satisfaction and redressal of grievance.

CHI-SQUARE ANALYSIS

1. COMPARISON OF JOB SATISFACTION AND SALARY OF EMPLOYEES.

Ho: There is a relationship between Job satisfaction and Salary

Ha: There is no relationship between Job satisfaction and Salary

Table no: 5.18

Factors/ Highly Satisfied Neutral Dissatisfied Highly Total

Variables Satisfied Dissatisfied
YES 7 2 3 2 1 15
NO 3 18 12 2 0 35
Total 10 20 15 4 1 50

ᵡ² = Σ (Oᵢ-Eј) ² / Eј
O = observed frequency
E = Expected frequency

ᵡ² = 14.1523
Degree of freedom = (c-1)*(r-1)
= (5-1)*(2-1)
=4
Table value of ᵡ² for 4 degree of freedom at 5% significant level is 9.488.

INTREPRETATION:

The calculated value for ᵡ² is greater than the table value. So we reject the Null hypothesis.Therefore,
there is no relationship between job satisfaction and salary of employees.

2. COMPARISON OF GENDER AND WORKTIME.

Ho: There is a relationship between gender and work time

Ha: There is no relationship between gender and work time

Table no: 5.19

Factors/Variables Comfortable Average Less Comfortable Total

MALE 12 5 3 20
FEMALE 16 9 5 30
Total 28 14 8 50

ᵡ² = Σ (Oᵢ-Eј) ² / Eј
O = observed frequency
E = Expected frequency
 ᵡ² = 0.2215
Degree of freedom = (c-1)*(r-1)
= (3-1)*(2-1)= 2
Table value of ᵡ² for 2 degree of freedom at 5% significant level is 5.991.

INTREPRETATION:

The calculated value for ᵡ² is less than the table value. So we accept the Null hypothesis. Therefore there
is a relationship between gender and work time.

3. RELATIONSHIP BETWEEN GENDER AND TREATING OF MANAGEMENT.

Ho: There is a relationship between gender and treating of management

Ha: there is no relationship between gender and treating of management

Table no: 5.20

Factors/Variables Strict Friendly On Humanistic Total

Basis
30-40 1 1 6 8
40-50 3 4 8 15
50 and above 2 10 15 27
Total 6 15 29 50

ᵡ² = Σ (Oᵢ-Eј) ² / Eј
O = observed frequency
E = Expected frequency
 ᵡ² = 3.0726
Degree of freedom = (c-1)*(r-1)
= (3-1)*(3-1)
=4
Table value of ᵡ² for 2 degree of freedom at 5% significant level is 9.488.

INTREPRETATION:

The calculated value for ᵡ² is less than the table value. So we accept the Null hypothesis. Therefore there
is a relationship between gender and treating of management.

4. COMPARISON OF WORK ENVIRONMENT AND JOB SATISFACTION.

Ho: There is a relationship between gender and treating of management

Ha: there is no relationship between gender and treating of management

Table no: 5.21

Factors/ Highly Satisfied Neutral Dissatisfied Highly Total

variables satisfied dissatisfied
RELAXED 4 4 1 0 1 10
TENSED 3 3 8 3 0 17
NORMAL 3 13 6 1 0 23
TOTAL 10 20 15 4 1 50

ᵡ² = Σ (Oᵢ-Eј) ² / Eј
O = observed frequency
E = Expected frequency

ᵡ² = 15.301
Degree of freedom = (c-1)*(r-1)
= (5-1)*(3-1)
=8
Table value of ᵡ² for 8 degree of freedom at 5% significant level is 15.507.

INTREPRETATION:

The calculated value for ᵡ² is less than the table value. So we accept the Null hypothesis. Therefore there
is a relationship between work environment and job satisfaction.
 CHAPTER: 6
FINDINGS, SUGGESTIONS
AND CONCLUSION

FINDINGS

 The production of Lokanath Weavers Industrial Co-operative Society is “Eco-friendly and social
commited products”.

 Dye house is situated apart from the plant in order to control the pollution.

 Frequent changes in the price of raw material are affecting the production and cost.

 Delay in fund passed by Government.

 90% of the workers are old citizen and are irregular in their work.

 Company is facing the human resource problem.

 Non availability of adequate number of workers and raw material causes production delay.
  Company does not have much advertisements.

 The company have wholesale and retail trade including from foreign customers.

 Improper utilization of equipments and machinery.

 Absence of canteen facilities for workers and other staff members.

 Lots of time and efforts are required to do the job.

 During rainy season it is very difficult to dry the yarn.

 Lack of plant maintenance.

 Delay in payment of pension to retired employees.

 The workers are satisfied with their job even though the wages is less.

SUGGESTIONS

 Fund should be maintained to buy raw materials inorderto safeguard the production.
  The Government should take more effort to improvise the condition of company, both internally
and externally.
 More energetic and young hand should be employed, so measures should be taken to attract
young people in this field by conducting seminars and make aware about the various Government
offers provided to the weavers.
 Take strict rules aganist irregularity of workers, and adoption of time rate system will help to
solve this problem.
 A strong advertisement effort is needed to attract more customers.
 Make proper utilization of machines and equipments.
 Canteen facilities should be provided to workers and staff members.
 The company has to implement new method to reduce loss.
 Keep the dye house neat and clean.
 Plant should be maintained well inorder to get good working environment.
 Better measures should be adopted to improve sales promotion.
 Measures should be taken to give pension as early as possible inorder to satisfy the employees.

CONCLUSION
 Lokanath is a co-operative firm produces a variety of products to customers. They prefer bulk order
from the customers. The production department is the heart of the society. As the company is going in a loss, the
secretary and the Board of Directors is trying to introduce new methods to improve the production by providing
better working condition and satisfaction of the employees.

Job satisfaction is 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.

The present study was carried out in Lokanath Weavers Co-operative Society Ltd. reveals that, the
workers are satisfied with their job. The level of satisfaction, contributing were incentives, medical facilities,
machinery, tools, system, grievance handling systems, co-operation of co-workers and superiors, etc..

The main areas of dissatisfaction are low wages, lack of plant maintenance, delay in Government
funds etc. So the company should concentrate on these areas of dissatisfaction and should try to improve the
present condition prevailing in the organization. So we can hope that the organization should take necessary
actions for reducing these forms of dissatisfaction of workers and must try to provide maximum job
satisfaction to workers.
BIBLIOGRAPHY
BIBLIOGRAPHY:

BOOKS

 Aswathappa , K, Human Resource Management – Text and cases, 6th Edition, Tata McGraw Hill

Education Private Limited, New Delhi, 2010

 C.R Kothari, “Research Methodology”, 2nd Revised edition , 2006 New age International publishers,

New Delhi.

 SubbaRao, P Personnel and Human Resource Management- Text And cases , 4th Revised and

Enlarged Edition Himalaya Publishing House 2009.

WEBSITE

o www.wikipedia.com

o www.utm.edu/jobsatisfaction .pdf

o www.lokfab.com

o www.ixigo.com
ANNEXURE
 Questionnaire
Respected Sir/Madam

I, an MBA student pursuing my course from CENTRE FOR MANAGEMENT

STUDIES, MANGATTUPARAMBA, KANNUR, as part of my academic purpose I am doing
a project on the topic “A Study on the Job Satisfaction of Workers at LOKANATH
WEAVERS CO-OPERATIVE SOCIETY LTD., KANNUR. I request you to be kind enough
to spare a few minutes to fill up this questionnaire. The details collected will be kept strictly
confidential and will be used only for academic purposes.

Name :

Sex : Male Female

Age : 30 - 40 40 - 50 50 and above

Educational

Qualification : SSLC HSC ITI DEGREE

UP

Marital Status: Married Unmarried

Department : Weaving Dyeing Packaging Store

Winding Clerk Joining

1. How long you have been working in this company?

Less than 5 years 5 to 10 years More than 10 years

2. Do you satisfied about your job?

Highly Satisfied Satisfied Neutral

Dissatisfied Highly Dissatisfied

3. What type of relationship do you maintain with supervisor?

Strict Encouraging Friendly

4. How the management treats you?

Strictly As Per Rules and Regulations Friendly

On Humanistic Basis

5. Are you satisfied with the present salary?

Yes No

6. Do you avail travelling allowance in the company?

Yes No

7. Do the company provide incentives to the employees?

Yes No

8. Is there proper safety provision provided by the company?

Yes No

9. What is your opinion about working environment?

Relaxed Tensed Normal

10. Give your opinion about work time?

Comfortable Average Less Comfortable

11. Do you think canteen facility is essential?

Strongly Agree Agree Neutral

Disagree Strongly Disagree

12. Rate the importance of training program in your company.

 Important Neutral Not Important

13. Are you satisfied with leave provisions?

Yes No

14. How much involvement is taken by your supervisor for improving your skills?

More Moderate Less

Poor Non Responsible

15. What is your opinion about your job?

Challenging Interesting Boring Difficult

16. What do you think about the benefits provided for retired employees?

Excellent Good Fair

Poor Very Poor

17. What do you think about communication channel within the company?

Very Good Good Normal

Poor Bad

18. Do you get fair and quick redressal of Grievance?

Excellent Good Fair

Poor Very Poor

19. Do you get any rewards based on your performance?

Yes No

20. Suggestions……………………………………………………………………
Table no: 5.18A

O E O-E (O-E) ² (O-E) ²/E

7 3 4 16 5.333
2 6 4 16 2.667
3 4.5 -1.5 2.25 0.05
2 1.2 0.8 0.64 0.533
1 0.3 0.7 0.49 1.63
3 7 -4 16 2.285
18 14 4 16 1.142
12 10.5 1.5 2.25 0.214
2 2.8 -0.8 0.64 0.228
0 0.7 -0.7 0.49 0.07
∑O=50 ∑E=50 ∑(O-E) ²/E
=14.1523

Table no: 5.19A

O E O-E (O-E) ² (O-E) ²/E

12 11.2 0.8 0.64 0.057
5 5.6 -0.6 0.36 0.064
3 3.2 -0.2 0.04 0.0125
16 16.8 -0.8 0.64 0.038
9 8.4 0.6 0.36 0.042
5 4.8 0.2 0.04 0.008
∑O=50 ∑E=50 ∑(O-E) ²/E =0.2215
Table no: 5.20A

O E O-E (O-E) ² (O-E) ²/E

1 0.96 0.04 0.0016 0.0016
1 2.4 1.4 1.96 0.816
6 4.64 1.36 1.849 0.398
3 1.8 1.2 1.44 0.8
4 4.5 -0.5 0.25 0.055
8 8.7 -0.7 0.49 0.056
2 3.24 -1.24 1.537 0.474
10 8.1 1.9 3.61 0.445
15 15.66 -0.66 0.435 0.027
∑O=50 ∑E=50 ∑(O-E)
²/E=3.0726
Table no: 5.21A

O E O-E (O-E) ² (O-E) ²/E

4 2 2 4 2
4 4 0 0 0
1 3 -2 4 0.08
0 0.8 -0.8 0.64 0.8
1 0.2 0.8 0.64 3.2
3 3.4 -0.4 0.16 0.047
3 6.8 -3.8 14.44 2.123
8 5.1 2.9 8.41 1.649
3 1.36 1.64 2.689 1.977
0 0.34 -0.34 0.115 0.34
3 4.6 -1.6 2.56 0.556
13 9.2 3.8 14.44 1.569
6 6.9 -0.9 0.81 0.117
1 1.84 -0.84 0.705 0.383
0 0.46 -0.46 0.2116 0.46
∑O=50 ∑E=50 ∑(O-E) ²/E
=15.301