a project on job satisfaction of employees at palm fibre india private limited

A Study on Job Satisfaction of employees at Palm Fibre (India) Pvt. Ltd.

Amrita Vishwa Vidyapeetham, Kollam

1.1 INTRODUCTION

"Job satisfaction is defined as "the extent to which people like (satisfaction) or dislike

(dissatisfaction) their jobs". Job Satisfaction describes a positive feeling about a job, resulting

from an evaluation of its characteristics. A person with a high level of job satisfaction holds

positive feelings about his or her job, while a dissatisfied person holds negative feelings.

When people speak of employee attitudes, they usually mean job satisfaction. In fact, the two

are frequently used interchangeably. Because of the high importance OB researchers have

given to job satisfaction

Job satisfaction can simply be defined as the feelings people have about their jobs. It has been

specifically defined as a pleasurable (or unpleasurable) emotional state resulting from the

appraisal of one‟s job, an affective reaction to one‟s job, and an attitude towards one‟s

job. These definitions suggest that job satisfaction takes into account feelings, beliefs, and

behaviours.

A primary influence on job satisfaction is the application of Job design, which aims to

enhance job satisfaction and performance using methods such as job rotation, job

enlargement, job enrichment and job re-engineering. Other influences on satisfaction include

management styles and culture, employee involvement, empowerment, and autonomous work

position. Job satisfaction is a very important attribute and is frequently measured by

organizations. The most common technique for measurement is the use of rating scales where

employees report their thoughts and reactions to their jobs.

Palm fibre (India) Pvt. Ltd is situated in Alleppey, a picturesque town in Kerala fondly

known the world over as “the Venice of the east”. Palm fibre is a household name across

globe by virtue of its skill to weave traditional quality in to the fabric of modern needs. It has

stood undisputed as the world‟s best transact and stable source of fabric products for the past

59 years. In this project a study on employee‟s job satisfaction at palm fibre (India) Pvt. Ltd.

is carried out.

http://en.wikipedia.org/wiki/Job_design

http://en.wikipedia.org/wiki/Job_rotation

http://en.wikipedia.org/wiki/Job_enlargement

http://en.wikipedia.org/wiki/Job_enlargement

http://en.wikipedia.org/wiki/Job_enrichment



1.2 LITERATURE REVIEW:

Author: Brown Frode, Year: 2006: In their study “changes in HRM and job satisfaction”,

1998- 2004 evidence from the work place employment relations survey examined that their

significant increases in satisfaction with the sense of achievement from work between 1998

and 2004; a number of other measures of job quality are found to have increased over this

period as well. It also finds a decline in the incidence of many formal human resource

management practices the paper reports a week association between formal HRM practices

and satisfaction with sense of achievements improvements in perceptions of job security, the

climate of employment relation and managerial responsiveness are the most important factors

in explaining the rise in satisfaction with sense of achievement between 1998-2004.

Author: Harter & Frank L, Year: 2002: From their study they Analysis to examine the

relationship at the business-unit level between employee satisfaction-engagement and the

business-unit outcomes of customer satisfaction, productivity, profit, employee turnover, and

accidents. Generalizable relationships large enough to have substantial practical value were

found between unit-level employee satisfaction-engagement and these business-unit

outcomes. One implication is that changes in management practices that increase employee

satisfaction may increase business-unit outcomes, including profit.

Author: Daniel J. Koys, Year: 2006: This study addresses the issue of whether positive

employee attitudes and behaviours influence business outcomes or whether positive business

outcomes influence positive employee attitudes and behaviours. We hypothesize that

employee satisfaction, organizational citizenship behaviour, and employee turnover influence

profitability and customer satisfaction. Data were gathered from the units of a regional

restaurant chain via employee surveys, manager surveys, customer surveys, and

organizational records. Cross-lagged regression analyses show that employee attitudes and

behaviours at Time 1 are related to organizational effectiveness at Time 2. Additional cross-

lagged regression analyses show no significant relationship between organizational

effectiveness at Time 1 and the employee attitudes and behaviours at Time 2. These results

add to the evidence that HR outcomes influence business outcomes, rather than the other way

around.



Author: Gary W. Loveman, Year: 2004: The service profit chain is a simple conceptual

framework linking employee satisfaction and loyalty, customer satisfaction and loyalty, and

financial performance. Although widely used by practitioners, the service profit chain's series

of hypothesized relationships between employee, customer, and financial outcomes has not

been rigorously tested using data that span all components of the model. Panel data from the

branches of a large regional bank are used to test individually each of the service profit

chain's constituent hypotheses. The results generally support the model, but there are some

exceptions. Further work is needed to refine and simplify several critical measures and to

enhance the analysis to test the service profit chain as a complete system of related

hypotheses.

Author: Philip, Scott & William, Year: 2012: The goal of their study was to examine the

effects of transformational leadership behaviours, within the context of Kerr and Jermier‟s

(1978) substitutes for leadership. Data were collected from 1539 employees across a wide

variety of different industries, organizational settings, and job levels. Hierarchical moderated

regression analysis procedures generally showed that few of the substitutes variables

moderated the effects of the transformational leader behaviours on followers‟ attitudes, role

perceptions, and “in-role” and “citizenship” behaviours in a manner consistent with the

predictions of Howell, Dorfman and Kerr (1986). However, the results did show that:

(a) The transformational leader behaviours and substitutes for leadership each had unique

effects on follower criterion variables;

(b) the total amount of variance accounted for by the substitutes for leadership and the

transformational leader behaviours was substantially greater than that reported in prior

leadership research; and

(c) Several of the transformational behaviours were significantly related to several of the

substitutes for leadership variables. Implications of these findings for our understanding of

the effects of transformational leader behaviours and substitutes for leadership are then

discussed.

http://jsr.sagepub.com/search?author1=Gary+W.+Loveman&sortspec=date&submit=Submit



1.3 STATEMENT OF THE PROBLEM:

Even though Palm Fibre India limited is one the largest coir processing company of south

India. The company is facing a serious problem of shortage of employees recently. The study

explores the reason for the shortage of employees by giving emphasis on employee job

satisfaction at Palm Fibber (India) Pvt. Ltd.

1.4 OBJECTIVES OF THE STUDY:

Primary Objective

To find out the job satisfaction level of employees in palm fibre (India) Pvt. Ltd.

Alappuzha.

Secondary Objective

To study the relationship between the salary and job satisfaction.

To understand the problems between the employees and the management.

To give suggestion to overcome the problems that affect employees job satisfaction

1.5 REASON FOR SELECTION OF THE TOPIC:

Palm Fibre (India) Pvt. Ltd. is one of the largest coir manufacturing companies in south India.

But a large number of employees are resigning from the company; the HR manager feels that

employees are not satisfied with their job. So that the company wanted to identify the reasons

for the employees quitting the job. Moreover, the researcher finds it interesting and

challenging to study the factors affecting the job satisfaction of employees.

1.6 SCOPE OF THE STUDY:

The success and failure of a company is purely based on job satisfaction of employees. The

report is useful to the management of the company to know the satisfaction level of

employees and they can take measure to increase the satisfaction of employees. It is an

important aspect in ensuring employee‟s satisfaction and employees‟ retention. Therefore

there arises the need for PALM FIBRE to find out the employee‟s satisfaction it is this

context the present study is undertaken.



1.7 RESEARCH METHODOLOGY:

1.7. 1 Types of data

The study is being conducted by depending on two important kinds of data sources:

Primary Data: Around 50 questionnaires are distributed to employees whom selected

randomly and this is used for further analysis. The details are collected through the

direct interaction with the employees.

Secondary Data: This is obtained from the company brochures, existing company

records, company websites and other common websites.

1.7. 2 Sample Design

Population: The entire staffs constitute the population. The staffs were in 275 in

strength. They are from different department which include Production, HR, and

Marketing & Finance.

Sample Size: Primary data is collected from the employees out of 50 of the staffs

from various departments. As they are from different departments the study can be

made more effective.

Methods of Sampling: Random sampling is used as the method of sampling.

1.7. 3 Tools used for the study

Data collection tools: The study is conducted with the help of a questionnaire of 23

questions related to check the effectiveness of employees‟ job satisfaction.

Analysis tools: Tables are formed and corresponding pie charts are plotted based on

the responses in the questionnaire. Percentage analysis is preferred for the data

analysis.

Percentage Analysis

× 100



1.8 LIMITATIONS OF THE STUDY:

Some of the respondents were not co operative, so it was difficult to collect data.

Time was the major constrain to collect the data.

The study was not able to cover the abnormal factors which were likely to influence

the study.

1.9 CHAPTERISATION:

This study consists of seven major chapters they are:

Chapter 1: Introduction

This chapter includes the introduction to the study, literature reviews on various aspects of

the study, statement of the problem, objectives of the study, reasons for the selection of the

topic, scope of the study, research methodology, and limitations of the study.

Chapter 2: Profile of the study

2.1 Industry profile: This includes the theory about the Coir industry from international

scenario to the state scenario

2.2 Company profile: Palm Fibre (India) Pvt. Ltd.

Chapter 3: Theoretical Perspective

The chapter theoretical perceptive includes the theory about, Human resource management,

job satisfaction- factors affecting job satisfaction, Herzberg's theory

Chapter 4: Analysis and interpretation of data

For analysis and interpretation, bar, pie and Percentage analysis method are used.

Chapter 5: Findings

Chapter 6: Suggestions & Recommendations

Chapter 7: Conclusion



2.1 Industry Profile (Coir Industry) The history explains different stories on the birth of the golden fibre. The first recorded

history of coconut in the country dates back to Ramayana period. In the Valmiki Ramayana

there are references of coconut in the Kishkindha Kanda and Aranya Kanda. It is reported

that Ramayana was written by Valmiki sometimes in 3rd Century BC. Generally it is

believed that coconut was introduced in India during the post-Vedic period.

In the Valmiki Ramayana there are references of coconut in the Kishkindha Kanda and

Aranya Kanda. It is reported that Ramayana was written by Valmiki sometimes in 3rd

Century BC. Generally it is believed that coconut was introduced in India during the post-

Vedic period.

References have been made on coconut in Raghuvamsa of Kalidasa and Sangam literatures,

which proves the antiquity of the coconut in India. But its origin in India remains disputed.

But Marco Polo, the famous Arab traveller who visited India in the 13th Century called

coconut "Indian Nut" and the logic for such a reference needs investigation by historians.

Shri. P. K. Balakrishnan, a Kerala historian argues that organized coconut cultivation started

in Kerala only after the arrival of the Portuguese.

Ropes and cordage, made out of coconut fibre have been in use from ancient times. Indian

navigators, who sailed the seas to Malaya, Java, China and to the Gulf of Arabia centuries

ago, had been using coir as their ship's cables. Arab writers of the 11th Century AD referred

to the extensive use of coir as ship's cables, fenders and for rigging. Facts record that there

was coir industry in UK before the 2nd half of the 19th Century. During the year 1840,

Captain Widely, in co-operation with Captain Logan and Mr. Thomas Treloar, founded the

well-known carpet firms of Treloar and Sons in Ludgate Hill, England for the manufacture of

coir into various fabrics suitable for floor coverings.

The coir manufacturing industry producing coir mats, matting and other floor coverings, was

started in India on a factory basis, over a hundred years ago when the first factory was set up

in Alleppey in 1859 by the Late Mr. James Darragh, an adventurous Irish born American

national. Enterprising Indians followed the trail blazed by this foreigner.



2.1. 1 PLACES OF ORIGIN

Countries like India, Sri Lanka, Mexico, Vietnam, and certain Caribbean Countries produce

Coir. Coir‟s global production amounts to about 3,50,000 tonnes. India and Sri Lanka being

major producers of coir account for around 90% of the world production.

“The Indian coir industry is now making a comeback, keeping pace with the change in

technology and imbibing the latest developments in production techniques and designs”

2.1. 2 COIR BOARD OF INDIA

Coir Board of India is a Statutory body established by the Government of India under a

legislation enacted by the Parliament namely 'Coir Industry Act 1953 (45 of 1953)' for

promotion and development of Coir Industry in India and Upgradation of looms to increase

productivity. Its official web site is http;//coirboard.gov.in

The Head Office of the Coir Board is at Ernakulam. Board works for the promotion, research,

education and training of the coir industry. The Coir Board also participated in 11

international trade fairs and exhibitions during 2005-06 and displayed the range of products

available for exports from India.

2.1. 3 COIR INDUSTRY IN INDIA

Indian coir industry is an important cottage industry is an important cottage industry

contributing significantly to the economy of the major coconut growing states and territories

i.e.; Kerala, Tamilnadu, Andhra Pradesh, Karnataka, Goa, Orissa, Andaman & Nicobar,

Lakshadweep etc:. About 55 lakhs persons get employment mostly part-time in the industry.

This export from this industry is consist 70 crores.

India is the major exporter of coir and coir products. Latest statistics released for the financial

year 2009-10 reveal that coir exports grew by 47% in volume terms and 26% in Rupee value

terms, over the year-ago level.



The release from Ministry of Micro, Small & Medium Enterprises on February 3, 2011 states:

One of the major traditional industries of India, coir provides livelihood to lakhs of artisans in

rural areas. The Government set up the Coir Board under the provisions of Coir Industry

Act, 1953 for the overall development of the coir industry. With a view to making the

traditional industries more productive and competitive and facilitating their sustainable

development the Ministry of Micro, Small & Medium Enterprises has two schemes: Scheme

of Fund for Regeneration of Traditional Industries (SFURTI), Rejuvenation Modernisation &

Technology Upgradation of the Coir Industry (REMOT).

2.1. 4 COIR INDUSTRY IN KERALA

The history of Coir and its association with the state of Kerala dates back to the 19th

Century.

Sandwiched between the Western Ghats on the east and the Arabian Sea on the west, Kerala

is one of the most beautiful States in India. A tropical paradise of waving coconut palms and

wide sandy beaches, this thin strip of coastal territory slopes down from the mountain Ghats

in a cascade of lush green vegetation and varied fauna. One of the most commonly seen

tropical trees in Kerala is the Coconut tree. In fact, even the name Kerala (Kerlam in

Malayalam) is derived from this tree (“Kera” in Malayalam language means Coconut and

“Alam” means Land, thus Kerlam = Land of Coconut). Everything from Kerala's culture to

its dishes is evolved around the Coconut tree.

2.1. 5 COIR INDUSTRY IN ALLAPUZHA

Alleppey (Allapuzha in Malayalam) is the nerve centre of Kerala's famous Coir industry.

Here, one can see coconut husks being beaten into fibre for making beautiful mats and other

coir products. Both men and women are actively involved in the production of Coir. The

women are mainly involved in the yarn spinning sector and the men in the product-weaving

sector. Coir Industry enjoys the status as the largest Cottage Industry in the State of Kerala,

giving employment to over a million people. Kerala also has a very fine natural harbour

located at Cochin (Kochi). From the ancient times itself Cochin had found a place in the

minds of Europeans as a trading centre because of its port and spices.



2.1. 6 VARIOUS COIR PRODUCTS

Following are the different types of coir products and bi-products

1. Coir Fibre

2. Coir Yarn

3. Floor Mats

3. Curled Coir

4. Mattresses

5. Coir Ropes

6. Anti-weed blankets

7. Erosion Control Blankets

6. Fishing Nets

7. Coir Pith – A bi-product



2.2 Company Profile (Palm Fibre (India) Pvt. Ltd.)

It was during the last decade of the 19th

century that V.O Ouseph & Sons was established as a

family business, to primarily carter to the European exporters. In 1945, the father son duo of

V.O Ouseph senior and V.O Ouseph junior founded „Palm Fibre Yarns & Trading Company‟.

The main objective of the company was to produce and export coir yarn, and a range of value

added products that included Entrance Doormats and Area Rugs.

In the year 1965, an association was forged with M/s Gover Horowitz & Blunt in UK and a

new venture was born – Palm Fibre Gover Horowitz Pvt. Ltd. The alliance strengthened the

company‟s worldwide operations. And in no time at all, Palm Fibre became a familiar name

in the international market.

The holding company was restructured in 2003 and subsequently metamorphosed into a

corporate entity with the name: „PALM FIBRE (INDIA) PRIVATE LIMITED‟. From the

19th

century until now, it has steadfastly remained a closely held family business, currently by

the fourth generation of the family.

2.2. 1 Key Personnel

Mathew Joseph

(Chairman)

Eugene George

(G.M-Merchandising)

S. Sasidharan Nair

(Asst. GM- HR)

Mrs. Maggie Mathew

(M D)

Ouseph Pious

(G M-Production)

Sreehari R

(Asst. GM- A/c)

J.P Mathew

(MD)

Sumesh .G

(Manager Merchandising)

Varghese T.F

(Manager Logistics)

Ms. Anu Jospaul

(Asst. GM Logi.)

Tomé Eapen

(Asst. GM- MR)

Ms. Sophie Sebastian

(Ex Dir Delhi)



2.2. 2 Location

Palm fibre (India) Pvt. Ltd is situated in Alleppey, a picturesque town in Kerala fondly

known the world over as “the Venice of the east”. Palm fibre is a household name across

globe by virtue of its skill to weave traditional quality in to the fabric of modern needs. It has

stood undisputed as the world‟s best transact and stable source of fabric products for the past

59 years.

2.2. 3 ASSOCIATION MEMBERSHIP

The coir association , London

Cochin chamber of commerce & industry , kochi

Indian chamber & industry, kochi

Travancore chamber of commerce, Alleppey

Coir shippers council cherthala, Alleppey

Jute shippers council, Alleppey

Rubber shippers council cherthala, Alleppey

Travancore coir mats & matting manufactures association, Alleppey

Federation of Indian export organization, Delhi

Indo - German chamber of commerce, Mumbai

Indo – American chamber of commerce

Indo – Indian chamber of commerce

2.2. 4 VISION

A company with world class quality, cost & technology.

2.2. 5 MISSION

To provide product and service that fulfills customer satisfaction in quality cost delivery and

working with customers as partners in progress.

2.2. 6 QUALITY POLICY

“Our motto is to provide consistent quality products to the international customers through

team work continuous improvement and ensuring maximum market share to become the

market leader”



2.2. 7 CORPORATE OFFICE

Opposite All India Radio station

Pathirapally PO Allapuzha 688521

Kerala State, India

TEL: 91-477-2258172

FAX: 91-477-2258171

E-MAIL: [email protected]

WEBSITE: www.palmfibreindia.com

2.2. 8 REGISTERED OFFICE

Calvethy, Cochin 682001

Kerala state, India

TEL: 91-484-2217091

FAX: 91-484-2217546

2.2. 9 DIVISIONAL OFFICE

Plot no 860 phase v

Udyog vihar, Gurgon, Haryana

TEL: 91-124-4005972,73

FAX: 91-124-4005971

mailto:[email protected]

http://www.palmfibreindia.com/



2.2. 10 HUMAN RESOURCE DEPARTMENT

Palm Fibre is a company, which is utilizing nature‟s gift “Coir” to its maximum capacity and

makes eco- friendly products. The company is mainly concentrating on the export aspect and

has a reputation of being provider of employment to a bunch of people.

The human resource is considered as the strength of our country especially when we consider

our state Kerala which is called as „God‟s own country‟ is blessed with able qualified and

skilled work force our state is having raw materials in abundance for production in Palm

Fibre so we can say that our state is the meeting place of excellence and availability of raw

materials which is required for the industry.

Palm Fibre is gaining importance to the work force and they know that the success of every

organization depends on the human resource which the company possesses. Discipline

strictly followed in the company workers having freedom at the same time they are not

allowed to violate the standing order.

2.2. 10.1 Working Hours

The company follows four shift work schedule. They are as follows:

General shift - 8:30am to 5:30pm

1st shift - 6:00am to 2:00pm

2nd

shift - 2:00pm to 10:00pm

3rd

shift - 10:00pm to 6:00pm

Lunch break - 1:00pm to 2:00pm

Two breaks are provided:

Morning: - 10:00am to 10:30am

Afternoon: - 3:00pm to 3:30pm

2.2. 10.2 Attendance

In palm fibre, the attendances of the employees are registered by SWIP card System it is

connected to the payroll.



2.2. 10.3 Wages

Wages to the employees are payed on the basis of wages act. All the employees in the palm

fibre will come under the employee provident fund scheme in which both the employees and

the employer have to contribute.

Employee contribution – 10% of salary or wages drawn by them.

Employer contribution– 10% of salary drawn by them, but the employer‟s

contribution limited up to the salary of Rs. 65,000.

2.2. 10.4 Employee State Insurance Scheme (ESI)

Towards employee state insurance scheme both the employers and the employee needs to

contribute. The percentage of contribution by each party are fixed as

1.75% of salary by the employees

4.75% of salary by employer

In ESI scheme employees drawing a monthly salary above Rs.7500 are not cared under the

ESI scheme for such employees, company has provided with personal accidents and medical

insurance.

2.2. 10.5 Gratuity

At the time of termination all employees are given gratuity. Gratuity is being paid in

accordance with the gratuity act 1972. All employees are covered under the group Gratuity

Insurance Scheme.

2.2. 10.6 Labour Welfare Fund

All employees of palm fibre are members of labour welfare fund, towards which contribution

from the employers and employees are collected.

Each employees has to contribute Rs. 4/half year

Each employers has to contribute Rs. 8/half year

This fund is utilized only for the welfare activities of the employees not for any other

purpose.



2.2. 10.7 Bonus

Every year the company is giving bonus to its employees. A percentage of total earnings is

given to the employers. Last year the company had given 29.39% of total earnings as bonus

which shows the extent to which company is considering to its employers.

2.2. 10.8 Loans

Providing loans and advances to its employers is a great act towards the welfare of the

employees of the company. The company provides financial assistance to its employees

whenever there arise many kind of need. As uncertainty exists every where the employees

may need fund to meet various unforeseen events that may occur in life. During such time

too, company is ready to give hands to the employees by the financial assistance the financial

assistance is given on the basis of merit evaluated by the top management.

Company is also providing financial assistance for higher school study of employee‟s

children who deliver outstanding performance in their studies.

2.2. 10.9 Medical Benefits

A part from the statutory medical facility provided to the employees the company is

providing free medical checkups for employees. If any health problem is identified during the

checkups, company will give the medicines to that employee to recover from the problem or

diseases.

Company also provides compensation benefits to those workers who are injured due to the

occupational accident. In the case, wage or the salary is given to those workers for the leave

period.

2.2. 10.10 Grievances Handling

The company does not have any particular written procedure related to the handling of

employee‟s grievance. The company does not have a separate grievances handling cell.

Any worker can communicate the problem to his or her immediate supervisor if the issue is

not that much serious, the superiors will solve it. If the problem is serious and the supervisor

cannot solve it, It is informed to the HR department. The HR manager in discussion with the

concerned people tries to solve the problem serious problems are otherwise solved by

discussion between company representatives and trade union representatives.



2.2. 10.11 Leave Benefits

Workers are getting earned leave or privilege leave as prescribed in factories act and factory

rules. They also get medical leave, which is governed by ESI rules. Staff members are

eligible for 10 days casual leave and 15 days privilege leave. Those executives, who are

beyond the limit of ESI schemes, are eligible for 12 days medical leave.

2.2. 10.12 Labour Management Participation

The management of the company participate their labours in their decision making process

for the labour management participation they have various committee like safety committee,

canteen committee, pre production meeting etc. Through this committee and meeting the

labours can contribute their ideas to the decision making process. This committee which has

representatives from workers, staffs and management are held in every month. It helps the

company to create a good attitude about the management among the labours. It will motivate

them to do the work.

2.2. 10.13 Promotion

There are some chances for promotion of employees. There are instances where workers will

graduate level of education promoted to office assistance, clerks, supervisors etc. Though

promotion is not based on seniority wise, competent employees are generally promoted to

higher grade after valuation of their overall performance. There are employees who joined as

ordinary staff now in the position of managers.The management is the sole judge in all such

matters or the ultimate responsibility is rested with the management. Since the promotion is

given on the basis of their overall performance, the employees always try to improve their

performance.



THEORETICAL PERSPECTIVE

3.1. 1 HUMAN RESOURCE MANAGEMENT

Human resource management is the management of an organization's workforce, or human

resources. It is responsible for the attraction, selection, training, assessment, and rewarding of

employees, while also overseeing organizational leadership and culture, and ensuring

compliance with employment and labor laws. In circumstances where employees desire and

are legally authorized to hold a collective bargaining agreement, HR will typically also serve

as the company's primary liaison with the employees' representatives (usually a labor union).

HR is a product of the human relations movement of the early 20th century, when researchers

began documenting ways of creating business value through the strategic management of the

workforce. The function was initially dominated by transactional work such

as payroll and benefits administration, but due to globalization, company consolidation,

technological advancement, and further research, HR now focuses on strategic initiatives

like mergers and acquisitions, talent management, succession planning, industrial and labour,

and diversity and inclusion.

In startup companies, HR's duties may be performed by a handful of trained professionals or

even by non-HR personnel. In larger companies, an entire functional group is typically

dedicated to the discipline, with staff specializing in various HR tasks and functional

leadership engaging in strategic decision making across the business. To train practitioners

for the profession, institutions of higher education, professional associations, and companies

themselves have created programs of study dedicated explicitly to the duties of the function.

Academic and practitioner organizations likewise seek to engage and further the field of HR,

as evidenced by several field-specific publications.

3.1. 2 what is Job Satisfaction?

Employee satisfaction and retention have always been important issues for physicians. After

all, high levels of absenteeism and staff turnover can affect your bottom line, as temps,

recruitment and retraining take their toll. But few practices (in fact, few organizations) have

made job satisfaction a top priority, perhaps because they have failed to understand the

significant opportunity that lies in front of them. Satisfied employees tend to be more

productive, creative and committed to their employers, and recent studies have shown a direct

http://en.wikipedia.org/wiki/Management

http://en.wikipedia.org/wiki/Organization

http://en.wikipedia.org/wiki/Workforce

http://en.wikipedia.org/wiki/Human_resources

http://en.wikipedia.org/wiki/Human_resources

http://en.wikipedia.org/wiki/Employer_branding

http://en.wikipedia.org/wiki/Recruitment

http://en.wikipedia.org/wiki/Training_and_development

http://en.wikipedia.org/wiki/Performance_appraisal

http://en.wikipedia.org/wiki/Remuneration

http://en.wikipedia.org/wiki/Leadership

http://en.wikipedia.org/wiki/Organizational_culture

http://en.wikipedia.org/wiki/Labour_law

http://en.wikipedia.org/wiki/Collective_agreement

http://en.wikipedia.org/wiki/Trade_union

http://en.wikipedia.org/wiki/Human_relations_movement

http://en.wikipedia.org/wiki/Payroll

http://en.wikipedia.org/wiki/Employee_benefits

http://en.wikipedia.org/wiki/Globalization

http://en.wikipedia.org/wiki/Mergers_and_acquisitions

http://en.wikipedia.org/wiki/Talent_management

http://en.wikipedia.org/wiki/Succession_planning

http://en.wikipedia.org/wiki/Industrial_relations

http://en.wikipedia.org/wiki/Multiculturalism

http://en.wikipedia.org/wiki/Inclusion_(value_and_practice)

http://en.wikipedia.org/wiki/Startup_company

http://en.wikipedia.org/wiki/Business



correlation between staff satisfaction and patient satisfaction. Family physicians that can

create work environments that attract, motivate and retain hard-working individuals will be

better positioned to succeed in a competitive health care environment that demands quality

and cost-efficiency. What's more, physicians may even discover that by creating a positive

workplace for their employees, they've increased their own job satisfaction as well.

3.1. 3 FACTORS INFLUENCE JOB SATISFACTINON

Environmental factors

1. Communication overload and communication underload:

One of the most important aspects of an individual‟s work in a modern organization concerns

the management of communication demands that he or she encounters on the job. Demands

can be characterized as a communication load, which refers to “the rate and complexity of

communication inputs an individual must process in a particular time frame.” Individuals in

an organization can experience communication over-load and communication underload

which can affect their level of job satisfaction. Communication overload can occur when “an

individual receives too many messages in a short period of time which can result in

unprocessed information or when an individual faces more complex messages that are more

difficult to process.” Due to this process, “given an individual‟s style of work and motivation

to complete a task, when more inputs exist than outputs, the individual perceives a condition

of overload which can be positively or negatively related to job satisfaction. In comparison,

communication under load can occur when messages or inputs are sent below the individual‟s

ability to process them.” According to the ideas of communication over-load and under-load,

if an individual does not receive enough input on the job or is unsuccessful in processing

these inputs, the individual is more likely to become dissatisfied, aggravated, and unhappy

with their work which leads to a low level of job satisfaction.

2. Superior-subordinate communication

Superior-subordinate communication is an important influence on job satisfaction in the

workplace. The way in which subordinates perceive a supervisor's behaviour can positively

or negatively influence job satisfaction. Communication behaviour such as facial expression,

eye contact, vocal expression, and body movement is crucial to the superior-subordinate

relationship. Nonverbal messages play a central role in interpersonal interactions with respect

to impression formation, deception, attraction, social influence, and emotional. Nonverbal



immediacy from the supervisor helps to increase interpersonal involvement with their

subordinates impacting job satisfaction. Individuals who dislike and think negatively about

their supervisor are less willing to communicate or have motivation to work whereas

individuals who like and think positively of their supervisor are more likely to communicate

and are satisfied with their job and work environment. A supervisor who uses nonverbal

immediacy, friendliness, and open communication lines is more likely to receive positive

feedback and high job satisfaction from a subordinate. Conversely, a supervisor who is

antisocial, unfriendly, and unwilling to communicate will naturally receive negative feedback

and create low job satisfaction in their subordinates in the workplace.

Individual factors

1. EMOTION

Mood and emotions form the affective element of job satisfaction. Moods tend to be longer

lasting but often weaker states of uncertain origin, while emotions are often more intense,

short-lived and have a clear object or cause.

Some research suggests moods are related to overall job satisfaction. Positive and negative

emotions were also found to be significantly related to overall job satisfaction.

Frequency of experiencing net positive emotion will be a better predictor of overall job

satisfaction than will intensity of positive emotion when it is experienced.

Emotion work (or emotion management) refers to various types of efforts to manage

emotional states and displays. Emotion management includes all of the conscious and

unconscious efforts to increase, maintain, or decrease one or more components of an emotion.

Although early studies of the consequences of emotional work emphasized its harmful effects

on workers, studies of workers in a variety of occupations suggest that the consequences of

emotional work are not uniformly negative.

2. GENETICS

It has been well documented that genetics influence a variety of individual differences. Some

research suggests genetics also play a role in the intrinsic, direct experiences of job

satisfaction like challenge or achievement (as opposed to extrinsic, environmental factors like

working conditions). One experiment used sets of monozygotic twins, reared apart, to test for

http://en.wikipedia.org/wiki/Mood_(psychology)

http://en.wikipedia.org/wiki/Emotion

http://en.wikipedia.org/wiki/Emotion_work



the existence of genetic influence on job satisfaction. While the results indicate the majority

of the variance in job satisfaction was due to environmental factors (70%), genetic influence

is still a minor factor. Genetic heritability was also suggested for several of the job

characteristics measured in the experiment, such as complexity level, motor skill

requirements, and physical demands.

3. PERSONALITY

Some research suggests an association between personality and job satisfaction. Specifically,

this research describes the role of negative affectivity and positive affectivity. Negative

affectivity is related strongly to the personality trait of neuroticism. Individuals high in

negative affectivity are more prone to experience less job satisfaction. Positive affectivity is

related strongly to the personality trait of extraversion. Those high in positive affectivity are

more prone to be satisfied in most dimensions of their life, including their job. Differences in

affectivity likely impact how individuals will perceive objective job circumstances like pay

and working conditions, thus affecting their satisfaction in that job.

According to Herzberg's theory so first of all want to know what is the theory actually

means, In the late 1950s, Frederick Herzberg, considered by many to be a pioneer in

motivation theory, interviewed a group of employees to find out what made them satisfied

and dissatisfied on the job. Herzberg asked the employees essentially two sets of questions:

Think of a time when an employee felt good about his job. Why did he feel that way?

Think of a time when an employee felt bad about his job. Why did he feel that way?

From these interviews Herzberg went on to develop his theory that there are two dimensions

to job satisfaction: motivation and “hygiene”. Hygiene issues, according to Herzberg, cannot

motivate employees but can minimize dissatisfaction, if handled properly. In other words,

they can only dissatisfy if they are absent or mishandled. Hygiene topics include company

policies, supervision, salary, interpersonal relations and working conditions. They are issues

related to the employee's environment. Motivators, on the other hand, create satisfaction by

fulfilling individuals' needs for meaning and personal growth. They are issues such as

achievement, recognition, the work itself, responsibility and advancement. Once the hygiene

areas are addressed, said Herzberg, the motivators will promote job satisfaction and

encourage production.

http://en.wikipedia.org/wiki/Negative_affectivity

http://en.wikipedia.org/wiki/Positive_affectivity

http://en.wikipedia.org/wiki/Neuroticism

http://en.wikipedia.org/wiki/Extraversion



The following table presents the top seven factors causing dissatisfaction and the top six

factors causing satisfaction, listed in the order of higher to lower importance.

Leading to satisfaction

Achievement

Recognition

Work itself

Responsibility

Advancement

Growth

Leading to dissatisfaction

Company policy

Supervision

Relationship with boss

Work conditions

Salary

Relationship with peers

Security

Company and administrative policies: An organization's policies can be a great source of

frustration for employees if the policies are unclear or unnecessary or if not everyone is

required to follow them. Although employees will never feel a great sense of motivation or

satisfaction due to your policies, you can decrease dissatisfaction in this area by making sure

your policies are fair and apply equally to all. Also, make printed copies of your policies-and-

procedures manual easily accessible to all members of your staff. If you do not have a written

manual, create one, soliciting staff input along the way. If you already have a manual,

consider updating it (again, with staff input). You might also compare your policies to those

of similar practices and ask yourself whether particular policies are unreasonably strict or

whether some penalties are too harsh.

Supervision: To decrease dissatisfaction in this area, you must begin by making wise

decisions when you appoint someone to the role of supervisor. Be aware that good employees

do not always make good supervisors. The role of supervisor is extremely difficult. It requires

leadership skills and the ability to treat all employees fairly. You should teach your

supervisors to use positive feedback whenever possible and should establish a set means of

employee evaluation and feedback so that no one feels singled out.

Salary: The old adage “you get what you pay for” tends to be true when it comes to staff

members. Salary is not a motivator for employees, but they do want to be paid fairly. If

individuals believe they are not compensated well, they will be unhappy working for you.

Consult salary surveys or even your local help-wanted ads to see whether the salaries and



benefits you're offering are comparable to those of other offices in your area. In addition,

make sure you have clear policies related to salaries, raises and bonuses.

Interpersonal relations: Remember that part of the satisfaction of being employed is the

social contact it brings, so allow employees a reasonable amount of time for socialization

(e.g., over lunch, during breaks, between patients). This will help them develop a sense of

camaraderie and teamwork. At the same time, you should crack down on rudeness,

inappropriate behaviour and offensive comments. If an individual continues to be disruptive,

take charge of the situation, perhaps by dismissing him or her from the practice.

Working conditions: The environment in which people work has a tremendous effect on

their level of pride for themselves and for the work they are doing. Do everything you can to

keep your equipment and facilities up to date. Even a nice chair can make a world of

difference to an individual's psyche. Also, if possible, avoid overcrowding and allow each

employee his or her own personal space, whether it be a desk, a locker, or even just a drawer.

If you've placed your employees in close quarters with little or no personal space, don't be

surprised that there is tension among them.

Before you move on to the motivators, remember that you cannot neglect the hygiene factors

discussed above. To do so would be asking for trouble in more than one way. First, your

employees would be generally unhappy, and this would be apparent to your patients. Second,

your hardworking employees, who can find jobs elsewhere, would leave, while your

mediocre employees would stay and compromise your practice's success. So deal with

hygiene issues first, then move on to the motivators:

Work itself: Perhaps most important to employee motivation is helping individuals believe

that the work they are doing is important and that their tasks are meaningful. Emphasize that

their contributions to the practice result in positive outcomes and good health care for your

patients. Share stories of success about how an employee's actions made a real difference in

the life of a patient, or in making a process better. Make a big deal out of meaningful tasks

that may have become ordinary, such as new-baby visits. Of course employees may not find

all their tasks interesting or rewarding, but you should show the employee how those tasks

are essential to the overall processes that make the practice succeed. You may find certain

tasks that are truly unnecessary and can be eliminated or streamlined, resulting in greater

efficiency and satisfaction.



Achievement: One premise inherent in Herzberg's theory is that most individuals sincerely

want to do a good job. To help them, make sure you've placed them in positions that use their

talents and are not set up for failure. Set clear, achievable goals and standards for each

position, and make sure employees know what those goals and standards are. Individuals

should also receive regular, timely feedback on how they are doing and should feel they are

being adequately challenged in their jobs. Be careful, however, not to overload individuals

with challenges that are too difficult or impossible, as that can be paralyzing.

Recognition: Individuals at all levels of the organization want to be recognized for their

achievements on the job. Their successes don't have to be monumental before they deserve

recognition, but your praise should be sincere. If you notice employees doing something well,

take the time to acknowledge their good work immediately. Publicly thank them for handling

a situation particularly well. Write them a kind note of praise. Or give them a bonus, if

appropriate. You may even want to establish a formal recognition program, such as

“employee of the month.”

Herzberg reasoned that because the factors causing satisfaction are different from those

causing dissatisfaction, the two feelings cannot simply be treated as opposites of one another.

The opposite of satisfaction is not dissatisfaction, but rather, no satisfaction. Similarly, the

opposite of dissatisfaction is no dissatisfaction.

According to Herzberg:

The job should have sufficient challenge to utilize the full ability of the employee.

Employees who demonstrate increasing levels of ability should be given increasing levels

of responsibility.



ANALYSIS AND INTERPRETATION OF DATA

By classification and tabulation the unwieldy data can be considered in too few manageable

and purposeful groups and tables so that further analysis and interpretation becomes simple.

Analysis of data means critical examination of data for studying the characteristics of object

under study for determining the pattern of relationship among the variables relating to it using

both quantitative and qualitative methods. An interpretation is the outcome of the analysis in

terms of suggestion.

Tabulation

Tabulation means a systematic presentation of numerical data in columns and rows in accordance

with some salient features or characteristics.

The important statistical tools used in this study are: Percentage Analysis, Bar Diagram & Pie

Chart.

Percentage Analysis

Percentage analysis is used to find out the percentage of respondents from the total number

of respondents, responded to each question.

Percentage =

x 100

Diagrams: Diagrams are the pictorial representation of collected data. The two diagrams used in

the study are Bar Diagram and Pie Chart.

Pie chart: A pie chart shows percentage values as a slice of a pie. It is a circular chart in

which the circle is divided into sectors. Each sector visually represents an item in a data set to

match the amount of the item as a percentage or fraction of the total data set.

Bar chart: A bar chart is a chart with rectangular bars with lengths proportional to the values

that they represent.



Table: 4.1

Educational qualification of employees

Category No of Employees Percentage (%)

Up to 10th

22 44%

Up to 12th

8 16%

THSLC 4 8%

Bachelor Degree 14 28%

Masters Degree 2 4%

Total 50 100%

Source: Primary Data

Figure 4.1 shows the educational qualification of employees

INFERENCE

From the figure it can be concluded that 44% completed SSLC, 16% completed pre degree,

8% passed THSLC, 28% are undergraduate and 4% are postgraduates

44%

16%

8%

28%

4%

0

5

10

15

20

25

30

35

40

45

50

Up to 10th Up to 12th Technical

School

Bachelor

Degree

Masters

Degree

Educational Qualification

Educational Qualification



Table: 4.2

Experience of employees working in the company


Below 1 Year 3 6%

1-3 Year

5 10%

3-5 Year 8 16%

Above 5 Years 34 68%

Total 50 100%


Figure 4.2 shows the experience of employees working in the company

INFERENCE

From the figure it can be concluded that 6% are having experience below one year, 10% have

experience between 1-3years, 16% have it for 3-5years and 68% have more than 5years

experience.

6% 10%

16%

68%

Experience

Below One Year

1-3 Years

3-5 Years

Above 5 Years



Table: 4.3

Employees’ satisfaction regarding the working condition.


Satisfied 8 16%

Highly Satisfied 10 20%

Not much satisfied 28 56%

Dissatisfied 4 8%

Total 50 100%


Figure: 4.3 show the employees’ satisfaction regarding the working condition.

INFERENCE

From the figure it can be found out that 16% are satisfied with the working condition, 20%

are highly satisfied, 56% are not much satisfied and 8% are dissatisfied with the working

condition.

20%

16%

56%

8%

Highly Satisfied

Satisfied

Not much Satisfied

Dissatisfied

Satisfaction regarding the work Condition



Table: 4.4

Employee receiving appropriate recognition


Yes 43 86%

No 7 14%

Total 50 100%


Figure: 4.4 shows the employee receiving appropriate recognition

INFERENCE

From the figure it is found that the employees are getting enough recognition from the

managers.

86%

14%

Employees receiving appropriate recognition

Yes

No



Table: 4.5

Satisfaction of employee in receiving the salary


Yes 12 24%

No 38 76%

Total 50 100%


Figure: 4.5 show the satisfaction of employee in receiving the salary.

INFERENCE

From the figure we can conclude that 24% of the employees are satisfied with their salaries

and 76% are not satisfied with their salaries.

24%

76%

Satisfaction of employee in receiving the salary

Yes

No



Table: 4.6

Promotional policy in the company


Often 24 48%

Very Often 12 24%

Sometimes 4 8%

Rarely 10 20%

Total 50 100%


Figure: 4.6 shows the promotional policy in the company

INFERENCE

After analysing the figure it can be concluded that 48% of the employee say the company

often adopts promotional policy, 24% say it‟s very often, 8% say it‟s sometimes and 20%say

it‟s rare.

48%

24%

8%

20%

Promotional policy in the company

Often

Very Often

Sometimes

Rarely



Table: 4.7

Employee job security


Excellent 21 42%

Good 14 28%

Average 10 20%

Poor 5 10%

Total 50 100%


Figure: 4.7 shows the employee job security

INFERENCE

From the figure it can be concluded that 42% say the job security is excellent, 28% say it is

good, 20% say it is average and 10% say it is poor.

42%

28%

20%

10%

Employee jobsecurity

Excellent

Good

Average

Poor



Table: 4.8

Employee work shift


Often 2 4%

Very Often 7 14%

Sometimes 10 20%

Rarely 31 62%

Total 50 100%


Figure: 4.8 shows the Employee work shift

INFERENCE

From the figure it can be concluded that 62% of the respondents say work shift is given rarely, 20%

say it is given sometimes, 14% say it is given very often and 4 % say it is often.

4% 14%

20% 62%

Employee Work shift

Often

Very Often

Sometimes

Rarely



Table: 4.9

Employee overtime payment


Yes 28 56%

No 22 44%

Total 50 100%


Figure: 4.9 shows the employee overtime payment

INFERENCE

After analysing the figure we can conclude that 56% of the employees are satisfied with the

overtime payment and 44% are not satisfied.

56%

44%

Employee overtime Payment

Yes

No



Table 4.10

Supervision of the employee by the company


Excellent 2 4%

Good 5 10%

Average 9 18%

Poor 34 68%

Total 50 100%


Figure: 4.10 shows the supervision of the employee by the company

INFERENCE

68% of the employees responded that the supervision on them by the company is poor, 18%

responded it as average, 10% responded it as good and 4% responded it as excellent

4% 10%

18%

68%

Supervision of the employee by the

company

Excellent

Good

Average

Poor



Table: 4.11

Opportunity of the employee to express views and opinion


Yes 7 14%

No 43 86%

Total 50 100%


Figure 4.11

INFERENCE

86% of the employee responded that they cannot express their views and opinions and 14%

responded that they can.

14%

86%

0

10

20

30

40

50

60

70

80

90

100

Yes No

opportunity of the employee to express

views & opinion

Employees Voicing their

views & opinions



Table: 4.12

Employees’ co operation


Excellent 28 56%

Good 10 20%

Average 7 14%

Poor 5 10%

Total 50 100%


Figure: 4.12 show the employees’ co operation.

INFERENCE

From the figure it can be concluded that 56% responded that the employees‟ co operation is

excellent, 20% responded it as good, 14% as average and 10% as poor.

.

56%

20%

14%

10%

Employees' co-operation

Excellent

Good

Average

Poor



Table: 4.13

Training facilities provided by the organization


Satisfied 18 36%


Not Much Satisfied 7 14%

Dissatisfied 3 6%

Total 50 100%


Figure: 4.13 shows the Training facilities provided by the organization.

INFERENCE

From the analysis it is found that 36% are satisfied with the training facilities provided by the

organization, 44% are highly satisfied, 14% are not much satisfied and 6% are dissatisfied.

36%

44%

14%

6%

Training facilities provided by the organizaton

Satisfied

Highly satisfied

Not much satisfied

Dissatisfied



Table: 4.14

Employee views about their job


Challenging 14 28%

Motivating 24 48%

Responsible 4 8%

Secured 8 16%

Total 50 100%

Figure: 4.14 Shows the employee views about their job

INFERENCE

From the figure it is found that 28% of the employee responded as their job challenging, 48%

responded as motivating, 8% responded as Responsible and 16% responded as Secured.

28%

48%

8%

16%

Employee Views about their job

Challenging

Motivating

Responsible

Secured



Table: 4.15

Freedom of employees

Scale No of Employees Percentage (%)

Yes 7 14%

No 43 86%

Total 50 100%


Figure 4.15 Shows the Freedom of employees.

INFERENCE

About 86% of the employees are telling that they are getting enough freedom to their job in a

well manner, and only 14% says no.

14%

86%

Freedom of the employees to do their Job

Efficiently

Yes

No



Table: 4.16

Employees’ relationship with the top superiors


Excellent 3 6%

Good 7 14%

Average 13 26%

Poor 27 54%

Total 50 100%


Figure: 4.16 show the Employees’ relationship with the top superiors.

INFERENCE

From the figure it can be concluded that 54% of the employees have poor relation with the

top management, 26% responded as average, 14% responded as good and 6% responded as

excellent.

6% 14%

26% 54%

Employees relationship with the

Superiors

Excellent

Good

Average

Poor



Table: 4.17

Medical facilities provided by the organization


Satisfied 16 32%



Less satisfied 7 14%

Total 50 100%


Figure: 4.17 shows the medical facilities provided by the organization.

INFERENCE

About 32% of the employees are highly satisfied with the medical facilities provided by the

organization, 26% satisfied with medical facilities and 28% telling that they are not much

satisfied, and 14% are less satisfied.

32%

26%

28%

14%

Medical Facilities provided by the

organization

Highly Satisfied

Satisfied

Not much Satisfied

Less Satisfied



Table: 4.18

Allowances and bonuses provided by the organization


Yes 32 64%

No 18 36%

Total 50 100%


Figure: 4.18 shows the allowances and bonuses provided by the organization.

INFERENCE

From the figure it can be concluded that 64% say that the organization provide allowances

and bonuses. 36% say no.

64%

36%

Employees About Allowances and

Bonuses

Yes

No



Table: 4.18 (A)

Satisfaction of employees in getting the allowances & bonuses


Satisfied 19 38%



Less Satisfied 6 12%

Total 50 100%


Figure: 4.18 (A) shows the satisfaction of employees in getting the allowances & bonuses

INFERENCE

About 38% employees are highly satisfied in getting the allowances and bonuses, 26% are

satisfied and 24% are not much satisfied and about 12% of the employees are telling that they

are highly satisfied with the allowances and bonuses that the company is giving.

38%

26%

24%

12%

Satisfaction of employees in receiving the

allowance and Bonuses

Highly Satisfied

Satisfied

Not much Satisfied

Less Satisfied



Table: 4.19

Employee satisfaction


Satisfied 6 12%



Dissatisfied 28 56%

Total 50 100%


Figure: 4.19 shows the employee satisfaction

INFERENCE

As from the figure we can see that about 56% are dissatisfied and 24% are satisfied, 8% are

not much satisfied and only12% are highly satisfied.

12%

24%

8%

56%

Employeee satisfaction

Highly Satisfied

Satisfied

Not much Satisfied

Dissatisfied



FINDINGS

1. From the figure it can be concluded that 44% completed SSLC, 16% completed pre

degree, 8% passed THSLC, 28% are undergraduate and 4% are postgraduates

2. From the figure it can be concluded that 6% are having experience below one year,

10% have experience between 1-3years, 16% have it for 3-5years and 68% have more

than 5years experience.

3. From the figure it can be found out that 16% are satisfied with the working condition,

20% are highly satisfied, 56% are not much satisfied and 8% are dissatisfied with the

working condition.

4. From the figure it is found that the employees are getting enough recognition from the

managers.

5. From the figure we can conclude that 24% of the employees are satisfied with their

salaries and 76% are not satisfied with their salaries.

6. After analysing the figure it can be concluded that 48% of the employee say the

company often adopts promotional policy, 24% say it‟s very often, 8% say it‟s

sometimes and 20%say it‟s rare.

7. From the figure it can be concluded that 42% say the job security is excellent, 28%

say it is good, 20% say it is average and 10% say it is poor.

8. From the figure it can be concluded that 62% of the respondents say work shift is given

rarely, 20% say it is given sometimes, 14% say it is given very often and 4 % say it is often.

9. After analysing the figure we can conclude that 56% of the employees are satisfied

with the overtime payment and 44% are not satisfied.



10. 68% of the employees responded that the supervision on them by the company is

poor, 18% responded it as average, 10% responded it as good and 4% responded it as

excellent

11. 86% of the employee responded that they cannot express their views and opinions and

14% responded that they can.

12. From the figure it can be concluded that 56% responded that the employees‟ co

operation is excellent, 20% responded it as good, 14% as average and 10% as poor.

13. From the analysis it is found that 36% are satisfied with the training facilities

provided by the organization, 44% are highly satisfied, 14% are not much satisfied

and 6% are dissatisfied.

14. From the figure it is found that 28% of the employee responded as their job

challenging, 48% responded as motivating, 8% responded as Responsible and 16%

responded as Secured.

15. About 86% of the employees are telling that they are getting enough freedom to their

job in a well manner, and only 14% says no.

16. From the figure it can be concluded that 54% of the employees have poor relation

with the top management, 26% responded as average, 14% responded as good and 6%

responded as excellent.

17. About 32% of the employees are highly satisfied with the medical facilities provided

by the organization, 26% satisfied with medical facilities and 28% telling that they are

not much satisfied, and 14% are less satisfied.

18. From the figure it can be concluded that 64% say that the organization provide

allowances and bonuses. 36% say no.



19. About 38% employees are highly satisfied in getting the allowances and bonuses,

26% are satisfied and 24% are not much satisfied and about 12% of the employees are

telling that they are highly satisfied with the allowances and bonuses that the

company is giving.

20. As from the figure we can see that about 56% are dissatisfied and 24% are satisfied,

8% are not much satisfied and only12% are highly satisfied.



SUGGESTIONS & RECOMMENDATIONS

The employees should be provided with bonuses and increment in their salaries.

Better working environment should be provided to the employees with basic

amenities such as canteen, drinking water etc…

Promotional activities should be adopted frequently.

Proper security measures should be implemented.

Better payment should be given for overtime works.

The company should concentrate more on employee supervision.

Interpersonal relationship with the top management should be improved.

Systematic planning should be adopted inorder to avoid the hurdles at work place.

Extra co-curricular activities should be made inorder to boost the efficiency of the

employees

Frequent feedback should be collected from the employees and should be resolve if

there is any problem faced by them.

Through interview with the employees came to know that company does not provide

any canteen facility, and a nearby hotel is 1 km away from the company. So that

suggesting them to provide canteen facility for the employees which would be most

beneficial for the women‟s.

Company‟s payment scale is not up to the mark, many of the employees are not

satisfied with payment they are getting so that, if possible I recommending them to

increase the salary of the employees.

Company is giving salary through ATM, a nearby ATM is 2 km away which is not

affordable to the people to take money especially for women having a day of tight



schedule within the company so that suggesting them to open an ATM within the

company premises, if the rules & regulations are agreeing.

Safety measures of the company are good, but they can make it better, recommending

the top management to provide the employees with mask when they are working.

The company does not have enough marketing within the home land they are having

exports to other nations, so recommending them to sell their products within the

nearby areas and create some awareness among the people.



CONCLUSION Job satisfaction is defined as the extent to which people like (satisfaction) or dislike

(dissatisfaction) their jobs. From the study it is found that majority of the employees are not

satisfied with their job. The employer employee relationship is worse. Employees are also not

satisfied with the salaries that they receive. The satisfaction of the employees can be

increased by giving them more wages, by increasing the basic amenities like canteen, hygiene

toilet etc; by implementing all these the company can increase the satisfaction level of the

present employees and can attract more workers to the company as mouth to mouth publicity.

Finally I would like to conclude that the employees of Palm Fibre (India) Pvt. Ltd are not

satisfied with their work and organization.



BIBLIOGRAPHY

Journal Articles:

1. Employee Satisfaction, Commitment, Trust, and Organizational Citizenship Behaviours by

Philip M. Podsakoff, Scott B. Mackenzie and William H. Boomer.

2. The effects of employee satisfaction, organizational citizenship behaviours, and turnover on

organizational effectiveness: a unit-level, longitudinal study by daniel j. Koys

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1. Organizational Behaviour

By Stephen P Robbins, Timothy A Judge and Seema Sanghi

13th

Edition

2. Human Resource Manangement

By Garry Dessler and Biju Varkkey

12th

Edition

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http://www.arlt-lectures.com/

http://www.emeraldinsight.com/

http://www.wisegeek.com/what-is-job-satisfaction.htm

http://www.managementstudyguide.com/survey_method.html



APPENDIX

I am Akshay V Kumar 5th

semester BBM student of AMRITA SCHOOL OF ARTS AND

SCIENCE currently doing my project work on the topic “A STUDY ON EMPLOYEES

JOB SATISFACTION AT PALM FIBRE (INDIA) PVT. LTD. Pathirapally, Opp.AIR,

Allapuzha. The following questionnaire is administered by me as a part of my study

requirements and I assure you that the information provided by you will be kept confidential

kindly co-operate with me.

1. Name:

2. Age:

3. Gender: Male Female

4. Educational Qualification

Up to 10th

Up to 12th

Technical school Bachelor Degree

Master Degree

5. What is the level of satisfaction regarding the work condition?

Highly Satisfied Satisfied

Not much Satisfied Dissatisfied

6. Experience

Below 1 Year 1-3 Years

3-5 Years above 5 Years

7. Are you receiving appropriate recognition for your contribution?

Yes No

8. Are you satisfied with the salary?

Yes No



9. Are you satisfied with the promotional policy?



10. What is your opinion about job security?

Excellent Good

Average Poor

11. Is there any shift in your work?

Often Very Often

Sometimes Rarely

12. Does the company pay you well for the overtime work?

Yes No

13. How do you feel about the supervision provided to you by the organization?

Excellent Good

Average Poor

14. Are you given any opportunity to express your views in the decision making of

management?

Yes No

15. What do you feel about your colleague‟s co-operation?

Excellent Good

Average Poor

16. Are you satisfied with training facilities available in organization?





17. How do you view this job?

Challenging Motivating

Responsible Secured

18. Do you get adequate freedom to do your job efficiently?

Yes No

19. What is your opinion regarding the relationship with the superiors?

Excellent Good

Average Poor

20. How do you feel about the medical facilities provided by the organization?



21. Does the organization provide any allowances or bonuses?

Yes No

If yes,

(A) Are you satisfied with the allowances and bonuses you receive?



22. How do you evaluate overall satisfaction of your job?



a project on job satisfaction of employees at palm fibre india private limited

Education

amrita vishwa vidyapeetham

3rd century bc

weave traditional quality

service profit chain

transformational leader behaviours

adopts promotional policy

organizational citizenship behaviours

medical facilities provided