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A STUDY ON EMPLOYEES JOB SATISFACTION WITH SPECIAL REFERENCE TO
KANDAGIRI SPINNING MILLS LIMITED, SALEM
Dr. P. AYYAPPAN 1 R.VENKATESH KUMAR
2
Associate Professor & Head, Department of Management Studies, Nandha Arts & Science College
Erode, TN
M.Phil Research Scholar (Part Time), Department of Management Studies, Nandha Arts &
Science College, Erode, TN
ABSTRACT
The research entitled “A Study on Employees Job Satisfaction with Special Reference to
Kandagiri Spinning Mills Limited, Salem”. Undergone by the researcher to find out the employees
job satisfaction level in the kandagiri spinning mills limited. The main objective of the study is to
analyze the satisfaction level of the employee on their job .The researcher has done the study with a
descriptive research design using probability sampling method. This study is conducted through
structured questionnaire with various scaleing methods. The research had been conduct two months
period of time. The overall population is four hunderd in the organisation, but researcher have
selected for hundred and twenty samples and also using various statistical tools like weighted average,
chi-square test, and percentage analysis. The Findings, Suggestions and Limitations are also
highlighted in this study.
Key words: Satisfaction, Job, Employee, Promotions, Challenges.
INTRODUCTION
Job satisfaction, its causal factors and its effect upon organizational health are all part of the
various factors under study for this assignment. Job satisfaction for an individual can be influenced by
a number of factors that include first the job itself, the salary, the promotion policy of the company,
the attitudes of the co workers, the physical and mental stress levels involved, the working conditions,
the interest and challenge levels. These various factors are just indicative of the many factors that
contribute or take away from job satisfaction. Sometimes, even changing the color of the furniture
fabric can lead to higher levels of job satisfaction. While job satisfaction is not quite the same as
motivation the two are closely linked and many times motivating actions also increase satisfaction
levels. Most organizations periodically measure job satisfaction among employees through mainly
quantitative techniques using rating scales.
Numerous research studies on job satisfaction and reasons thereof have, as the following
excerpts shows, ended in a number of very interesting findings, We view job satisfaction as emerging
from a variety of factors, including characteristics of the organizational environment, specific features
of the job, and the personal characteristics of the worker.
INDUSTRY PROFILE
India textile industry is one of the leading textile industries in the world. Though was
predominantly unorganized industry even a few years back, but the scenario started changing after the
economic liberalization of Indian economy in 1991 , the opening up of economy gave the much-
needed thrust to the Indian textile industry, which has now successfully become one of the largest in
the world.
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Indian textile industry largely depends upon the textile manufacturing and export. It also
plays a major role in the economy of the country. India earns about 27% of its total foreign exchange
through textile export. Future, the textile industry of India also contributes nearly14% of the total
industrial production of the country. It is also contributes around 3% to the GDP of the country. India
textile industry is also the largest in the country in terms of employment generation. It is not only
generates jobs in its own industry, but also opens up scopes for the other ancillary sectors. Indian
textile industry currently generates employment to more than 35 million people.
Present condition of the cotton spinning industry
An Indian textiles industry has an overwhelming presence in the economic life of the country
apart from providing one of the basic necessities of life, the textile industry also plays a vital role
through its contribution to industrial output, employment generation, and the export earning of the
country.
The sector contributes about 14 percent to industrial production, 4 percent to the gross
domestic product (GDP), and 27 percent to the country‟s export earnings; it provides direct
Employees to over 35 million people. The textile sector is the second largest provider of employment
after agriculture. Thus, the growth and all round development of this industry has a direct bearing on
the improvement of the economy of the nation. India has the potential to increase is textiles and
apparel share in the world trade from the current level of 4.5 percent to 8 percent and reach us$ 80
billion by 2020.
Technical textile segment
Technical textiles are an important part of the textile industry. The working group for the
eleventh five year plan has estimated the market size of technical textiles to increase from US$5.29
billion in 2006-07 to US$ billion in 2011-2012, without any regulatory frame work and US$15.6
billion with regulatory frame work. The scheme for growth and development of technical cotton
textiles aims to promote indigenous manufacture of technical textile to leverage global opportunities
and cater to the domestic demand.
Further, the government is set to lanuchUS$44.21 million mission for promotion of technical
textile industry, the global technical industry is estimated at US$ 127 billion and its size in India is
pegged at US$11 billion
Tamilnadu power loom industry
The global market has become an overwhelming incentive for new investments and there has been
then occurred a veritable explosion of capacity in cotton-based complexes, the most important being
the Tamilnadu clusters. This has been a many sided revolution:
1. The 1990s have seen phenomenal growth of cotton spinning in Tamilnadu and, thereafter, the
mushrooming of power looms manufacturing grey cloth.
2. Tamilnadu has been in the forefront in the Indian power loom industry. The state ranks third
only after Maharashtra and Gujarat as regards the number of textile manufacturing units in
organized and decentralized sector of the textile industry. The power loom industry in
Tamilnadu provides direct and indirect employment to over 7 lakhs workers and is reputed for
its power loom weaving.
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3. The state produces large volumes of power loom items that find a market in every nook and
corner of the country and also caters to the fabric needs of the export RMG manufacturing units
located in Delhi, Mumbai, Chennai, Bangalore and other centres. Further, the performance of
the power loom sector in Tamilnadu presents a better picture as there are concentration of 3
industrial enterprises specializing in various stages of textiles manufacture, right from ginning
of cotton followed by spinning to the finishing/ garmenting of the end product
4. The structure of power loom sector in Tamilnadu differs from that observed in other states like
Maharashtra and Gujarat. It is varies in respect of the production pattern, size of the units,
concentration of power loom centres etc. At present, it is estimated that there are 4, 37,325
looms in this sector. The power looms in Tamilnadu are mainly concentrated the three districts
of Salem, Erode and Coimbatore accounting together for 83% of the looms. Keeping the
interest of the power loom Industry as a whole, an effort has been Made to briefly explain the
strengths, weaknesses, opportunities and threats of the present power loom industry in
Tamilnadu
Spinning and Textiles Industries in Tamilnadu
S.No.
Places where industries
situated
Products manufactured
No. of
Power looms
1 Coimbatore, Somanur
Avanashi, Palladam
Grey fabrics
120 108
2 Erode, Komarapalayam
Pallipalayam, Chennimalai
Dyed-Lungi, Bedsheets,
Towels and Grey Fabrics
300 277
3 Karur, Vellakovil,Kangeyam
Mulanur,Muthur
Dyed-Bedsheets, Towels,
Napkins
240 262
4 Salem, Tiruchengode
Edapadi, Jalakantapuram
Dyed-(Export) Shirting,
Sarees
360 337
5 Madurai, Sankarankoil,
Rajapalayam, Virudhunagar
Grey–Bandage, Surgical
Cloth, Dyed –Lungi, Saree
120 116
6 Chennai ,Prodatturpet,
Kancheepuram Dyed- Lungi, Saree, Shirting
60 55
Total 1200 1155
Problems of Indian Textile Industry
1. Lack of Modernization
A number of Mills have worn out and obsolete machinery; modernization is lacking.
2. Shortage of Raw Materials
The partition of India has resulted in shortage of raw cotton especially for long stable
process.
3. Staple Variety
The country is short of cottons, particularly long-stable cotton which is imported from
Foreign countries that type of cottons prices are very high.
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4. High Cost
The cost of our product is comparatively high. Hence, Japan and China have captured many
of our foreign markets in recent years.
5. Competition in foreign market
The Indian cotton textile goods are facing stiff competition in foreign markets from Taiwan,
South Korea and Japan whose goods are cheaper and better in quality. It is really paradoxical that in a
country where wages are low and cotton is internally available, production costs should be so low.
6. Power shortage
Textile mills are facing cute shortage of power. Supplies of coal are difficult to obtain and
frequent cuts in electricity and load shedding affect the industry badly. This leads to loss of man
hours, low production and loss in the mills.
COMPANY PROFILE
KANDAGIRI SPINNING MILLS LIMITED was incorporated on 05-05-1976 by Sarvashri.
S.P.Ratnam, S.P.Sambandam, S.P. Rajendran and K.R. Manicka Mudaliar who had been doyers in
Textile Business at Salem. Due to their strenuous efforts over decades, the company has flowered into
a major industrial concern presently boasting of a total spindles in all three units are 67,388. The
Company manufactures Carded, Combed, Auto coned, TFO, and Ring Doubled Yarn. It is making
large profits and declaring sizable dividends year after year.
Company made a public issue of 11, 36,500 equity shares of Rs.10/- each at a premium of
Rs.40/- per share aggregating to Rs.568.25 lakhs in the year 1995. The issue was oversubscribed and
the shares were fully allotted. At present the paid up capital of the Company is Rs.3, 84, 92,500
against the Authorised Capital of Rs.5 crores. The Companys shares are listed in the Bombay Stock
Exchange.
The Company presently is headed by Sri. R. Selvarajan, S/o. Sri. S.P. Ratnam, Founder. He
has four decades of experience in yarn trade/manufacture. The Joint Managing Director Sri. S.
Vijayshankar, a management graduate, son of Sri. R.Selvarajan. They are very much involved in
running the Company successfully with a closely knit team of qualified, youthful and skilful team of
technical and other managers and workforce. Importance is given to adherence to quality systems and
schedules. Customer requirements awareness is indicated to the good root level workers.
The Company has four Independent Directors, viz. Sri.P.S.Ananthanarayanan, Engineer and
Financial Consultant, Sri.V.Mahadevan, former Chairman of State Bank of India, Dr.V.Gopalan,
Financial Consultant and Sri.N.Asoka, Engineer and Industrialist. These four independent directors
are in the Audit Committee of the Company which reviews and recommends all financial proposals,
quarterly and annual accounts before submission to the Board of Directors of the Company. Present
strength of the Board is Eight directors.
As stated earlier, Kandagiri Spinning Mills Limited is a significant member of the
Sambandam Group of Companies. It strives for excellence in every sphere of its activities. Quality,
best services, customer friendly and steady development are its policies. The Company is committed
to Corporate Governance in fulfilling its quest for achieving significant growth with profits.
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Training methods followed in Kandagiri Spinning Mills Limited (KSM)
1. Quality management system training 2. on the job training
3. Discipline practices 4. Safety training
5. Material handling equipment training 6. Environmental system training
7. Humidification plant training 8. Machine maintenance training
9. HR development training
Awards got by Kandagiri Spinning Mills Limited (KSM) for their achievement
1. Productivity Award (2002)
2. Small Medium Business (2005-06)
3. ISO 9001-2000 Quality Management System Company
4. ISO 14001-2004 Certified through DNV agency
Integrated Management System Policy (QMS and EMS)
We are committed to become a complete textile solution company from crop to finished
product with complete adherence to the principles of Quality. Health, Safety environment and Social
accountability. We strive to achieve this by –
1. Ensuring the total customer satisfaction.
2. Increasing the value of stake holders
3. Development of process and product
4. Compliance with relevant legal & other req.
5. Prevention of pollution and Health hazards.
6. Continual improvement of performance
7. Involvement of employees and Management at the all levels.
OBJECTIVES OF THE STUDY
To study on Employees‟ Job Satisfaction in KANDAGIRI SPINNING MILLS.
To identifying the various factors influencing the Employees‟ Job Satisfaction in KSM.
To find out the expectation and level of Job satisfaction of the Employees‟ in KSM.
To give a valuable suggestions to improve the Job Satisfaction of Employees‟ in KSM.
STATEMENT OF THE PROBLEM
The study states that the problems of employees‟ with their concerned job and dissatisfaction
of the same in Kandagiri spinning mills, Ltd, Salem.
NEED FOR THE STUDY
Job Satisfaction has important on quality of work, experience, employees‟ mental health and
physical adjustments. Ultimately it may have a direct or indirect effect on organizational effectiveness
influencing productivity, absenteeism, turnover and other aspects of employee behaviors.
The study of job satisfaction is replete with valuable concepts. But these concepts have been
updated in the passage of time.
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SCOPE OF THE STUDY
The study provides considerate supervision, which tends to improve job satisfaction of
towards the working environment.
This study will be useful to the company to take necessary change and to fulfill the
employees‟ expectations.
It will be helpful to find out the factors, which encourage the employees to work with high
involvement.
LIMITATIONS OF THE STUDY
1. In – depth study was not possible because the time limit was the main constraint.
2. Some of the employees not gave their opinion, since the study deals with the sensitive area of
organization. Therefore, it is difficult to extract accurate information from the employees.
3. Employees have fear to reveal the negative aspects.
4. The study is applicable only to kandagiri spinning mills Ltd. (KSM) Unit-I and not to any
other similar organization.
5. The respondents spend little time to answer the questionnaires.
REVIEW OF LITERATURE
Hoppock (1935) defined job satisfaction as any combination of psychological, physiological
and environmental circumstances that cause a person truthfully to say I am satisfied with my job.
According to this approach although job satisfaction is under the influence of many external factors, it
remains something internal that has to do with the way how the employee feels. That is job
satisfaction presents a set of factors that cause a feeling of satisfaction.
Vroom (1964) in his definition on job satisfaction focuses on the role of the employee in the
workplace. Thus he defines job satisfaction as affective orientations on the part of individuals toward
work roles which they are presently occupying.
One of the most often cited definitions on job satisfaction is the one given by Spector
according to whom job satisfaction has to do with the way how people feel about their job and its
various aspects. It has to do with the extent to which people like or dislike their job. That‟s why job
satisfaction and job dissatisfaction can appear in any grievance work situation.
Davis et al., (1985) Job satisfaction represents a combination of positive or negative feelings
that workers have towards their work. Meanwhile, when a worker employed in a business
organization, brings with it the needs, desires and experiences which determinates expectations that he
has dismissed. Job satisfaction represents the extent to which expectations are and match the real
awards. Job satisfaction is closely linked to that individual's behavior in the work place.
Kaliski (2007) Job satisfaction is a worker‟s sense of achievement and success on the job. It
is generally perceived to be directly linked to productivity as well as to personal well-being. Job
satisfaction implies doing a job one enjoys, doing it well and being rewarded for one‟s efforts. Job
satisfaction further implies enthusiasm and happiness with one‟s work. Job satisfaction is the key
ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead
to a feeling of fulfillment.
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RESEARCH METHODOLOGY
A good research work requires a clear scientific methodology because only through the
application of correct methodology in selection of sampling techniques, appropriate tools of data
collection etc; problem so that well founded conclusion can be drawn on the phenomenon under
consideration.
Nature of data
The study was based on survey method. The theme of the study was to find the training and
development in KSM, Unit-I, Salem. The study is based on primary data.
Sources of Data
Primary Data & Secondary Data
Primary data & Secondary data
Primary data are those data that are collected a fresh for the first time and that original in
nature. The primary data were collected through questionnaire.
Secondary data are those data that have been collected by someone else and which have
already been passed through the statistical process. Secondary data here have been collected from
company profile, product profile of the company, newspapers, magazines and general discussion with
company personnel.
Sample size & Method
Samples were collected from employees and workers in which the total sample size of both is
120. The sample design used for this study is simple random sampling.
STATISTICAL TOOLS
Percentage Method
Percentage analysis refers to a ratio. Percentage should be computed and shown if
appropriate. Frequently figures in tables become more meaningful if they are expressed as
percentages. In constructing a table it is important to decide whether or not it can be improved.
Additional columns should be inserted in the table and the percentages computed and entered. Such
percentage is sometimes called derived statistics.
No. of respondents
Percentage = ×100
Total Number of Respondents
Weighted Average Method
Mean in which each item being averaged is multiplied by a number (weight) based on the
item's relative importance. The result is summed and the total is divided by the sum of the weights.
Weighted averages are used extensively in descriptive statistical analysis such as index numbers. Also
called weighted mean.
FORMULA =
Where; ∑= sum of total, W= weight, x= corresponding number of respondents.
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CHI-SQUARE TEST
The chi-square test is an important test amongst the test of significance developed by
statisticians. Chi-square, symbolically written as x2, statistical measure used in the context of
sampling analysis for comparing a variable to a theoretical variance.
Chi-square as a test of independence enables a researcher to explain whether or not two
attributes are associated.
Chi-square formula
x 2
= ∑ (fo –fe)2 / fe
Here, fo= Observed Frequency, fe= Expected Frequency, Dof =Degrees of freedom =(r-1) (c-1)
The chi-square values obtained as such should be compared with relevant table value of
x2 and the inference can be drawn. If the calculated value is greater than the table value the hypothesis
framed will be rejected, otherwise accepted.
TABLE NO-1
Opinion about the promotional activities
S.No
Satisfaction
Level
(W)
No. of
Respondents
(X)
Percentage
(%) XW
1 Highly
satisfied 5 2 1.67 10
2 Satisfied 4 35 29.17 140
3 Neutral 3 78 65 234
4 Dissatisfied 2 5 4.16 10
5 Highly
Dissatisfied 1 0 0 0
Total 15 120 100 394
26.27
Data Source: Primary Data
Inference
The above table shows that 65% of the respondents are neutral with the promotional
activities, 29.17% of the respondents are the satisfied with the promotional activities, 4.16% of the
respondents are dissatisfied, and 1.67% of the respondents are highly satisfied. The weighted average
for promotion activities regarding satisfaction level is 26.27.
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TABLE NO-2
Opinion about the Training Program
S.No Satisfaction Level (W) No. of
Respondents (X)
Percentage
(%) XW
1 Highly satisfied 5 28 28.33 140
2 Satisfied 4 78 65 312
3 Neutral 3 14 11.67 42
4 Dissatisfied 2 0 0 0
5 Highly Dissatisfied 1 0 0 0
Total 15 120 100 494
32.93
Data Source: Primary Data
Inference
The above table shows that 65% of the respondents are satisfied with the training program,
28.33% of the respondents are highly satisfied with the training program, and 11.67% of the
respondents are neutral. The weighted average for training program regarding satisfaction level is
32.93.
TABLE NO-3
Opinion about the working hours
S.No Satisfaction Level
(W)
No. of
Respondents (X)
Percentage
(%) XW
1 Highly satisfied 5 2 1.67 10
2 Satisfied 4 22 18.33 88
3 Neutral 3 20 16.67 60
4 Dissatisfied 2 60 50 120
5 Highly Dissatisfied 1 16 13.33 16
Total 15 120 100 294
19.6
Data Source: Primary Data
Inference
The above table shows that 50% of the respondents are dissatisfied with the working hours,
18.33% of the respondents are satisfied with the working hours, 18.33% of the respondents are
neutral, 13.33% of the respondents are highly dissatisfied with the working hours, and1.67% of the
respondents are highly satisfied with the working hours. The weighted average for working hours
regarding satisfaction level is 19.60.
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Hypothesis
Ho = There is no relationship between the job influencing factors and satisfaction level of job of the
respondents with KSM Ltd.
H1= There is relationship between the job influencing factors and satisfaction level of job of the
respondents with KSM Ltd.
The significance level is (5%) =0.05 degree of freedom is= (R-1) (C-1)
= (3-1) (4-1)
= 2 x 3
= 6
x2
Calculated
Level of
Significance
Degrees of
Freedom
x2
(Table)
4.81106 0.05 6 12.6
4.8098 < 12.6
S.No
Job satisfaction level
of the respondents
Job influencing
factors
Highly
satisfied Satisfied Neutral Dissatisfied
Row
total
1 Salary 09 09 42 02 62
2 Work load 03 06 12 02 23
3 Working hours 06 03 24 02 35
Column total 18 18 78 6 120
Fo Fe Fo-Fe (Fo-Fe)2 (Fo-Fe)
2/Fe
9 9.3 -0.3 0.09 0.009677
9 9.3 -0.3 0.09 0.009677
42 40.3 1.7 2.89 0.071712
2 3.1 -1.1 1.21 0.390323
3 3.45 -0.45 0.2025 0.058696
6 3.45 2.55 6.5025 1.884783
12 14.95 -2.95 8.7025 0.582107
2 1.15 0.85 0.7225 0.628261
6 5.25 0.75 0.5625 0.107143
3 5.25 -2.25 5.0625 0.964286
24 22.75 1.25 1.5625 0.068681
2 1.75 0.25 0.0625 0.035714
X
2 4.81106
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Result
The calculated value (4.81106) is less than the table value (12.6). Therefore H0 is
accepted.
Ho = There is no significant difference between the job influencing factors and satisfaction level of
job of the respondents with KSM Ltd.
CHI-SQUARE ANALYSIS for Feeling of the Workload & Salary
work load
salary
Highly
satisfied Satisfied Neutral Dissatisfied
Row
total
Highly satisfied 0 0 1 2 3
Satisfied 2 6 8 11 27
Neutral 2 14 27 20 63
Dissatisfied 1 5 4 7 17
Highly Dissatisfied 0 3 3 4 10
COLUMN TOTAL 5 28 43 44 120
Hypothesis
Ho = There is no relationship between the work load and salary of the respondents with KSM Ltd.
H1= There is relationship between the work load and salary of the respondents with KSM Ltd.
Fo Fe Fo-Fe (Fo-Fe)2 (Fo-Fe)
2/Fe
0 0.125 -0.125 0.015625 0.125
0 0.7 -0.7 0.49 0.7
1 1.075 -0.075 0.005625 0.005233
2 1.1 0.9 0.81 0.736364
2 1.125 0.875 0.765625 0.680556
6 6.3 -0.3 0.09 0.014286
8 9.675 -1.675 2.805625 0.289987
11 9.9 1.1 1.21 0.122222
2 2.625 -0.625 0.390625 0.14881
14 14.7 -0.7 0.49 0.033333
27 22.575 4.425 19.58063 0.867359
20 23.1 -3.1 9.61 0.416017
1 0.708 0.292 0.085264 0.120429
5 3.967 1.033 1.067089 0.268991
4 6.092 -2.092 4.376464 0.718395
7 6.233 0.767 0.588289 0.094383
0 0.417 -0.417 0.173889 0.417
3 2.333 0.667 0.444889 0.190694
3 3.583 -0.583 0.339889 0.094862
4 3.667 0.333 0.110889 0.03024
X
2 6.07416
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The significance level is (5%) =0.05 degree of freedom is= (R-1) (C-1)
= (5-1) (4-1)
= 4 x 3
= 12
x2
Calculated
Level of
Significance
Degrees of
Freedom
x2
(Table)
6.07416 0.05 12 21.026
6.07416 < 21.026
Result:
The calculated value (6.07416) is less than the table value (21.026). Therefore H0 is
accepted.
Ho = There is no relationship between the work load and salary of the respondents
with KSM Ltd.
FINDINGS
Majority (49.16%) of the respondents is 21-30 years old and 66.67% of the people
respondents are married.
Parts (40.83%) of the respondents are below SSLC, those people are getting 3-7 years of
experience.
The calculated value (4.81106) is less than the table value (12.6). Therefore H0 is
accepted.
Ho = There is no relationship between the job affecting factors and satisfaction level of job of
the respondents with KSM ltd.
The calculated value (6.07416) is less than the table value (21.026). Therefore H0 is
accepted.
Ho = There is no relationship between the work load and salary of the respondents with KSM
ltd.
SUGGESTIONS
The company should operate in three work shifts as it was done earlier.
The company may organize the work with proper planning with more workforces or
dividing the work equally.
The organization should get feedbacks from employees regarding salary and incentives
to assess their job satisfaction.
The organization may provide personal and rest allowance for their employees.
The organization should have job rotation and job enrichment programmes to enhance
their job performance.
The company should concentrate in amenities such as canteen, transports leaves and rest
room facilities.
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CONCLUSION
Satisfying employees increases their efficiency and motivates them to work by which the
company can reach both its vision and mission within shorter span of time.
As a whole employee welfares measures improve the physical and mental health of the
workers, provide, safety, increase employee‟s loyalty of the work and promote better industrial
relationship. The suggestion provided with this report may improve job satisfaction on their work in
organization.
References
1. Aswathappa.K, “Human Resource and Personnel Management”- Himalaya Publishing House,
Fourth Edition.
2. Khanna.O.P, “Industrial Engineering and Management”- published by Dhanpet Rai, First
Edition
3. Kothari.C.R, “Research Methodology”- published by New Age International, Second Edition
(2004).
4. J. David pincus, Communication Satisfaction, Job Satisfaction, And Job Performance, Mar
2006 DOI: 10.1111/j.1468-2958.1986.tb00084.x
INTERCONTINENTAL JOURNAL OF HUMAN RESOURCE RESEARCH REVIEWISSN: 2320-9704 - ONLINE ISSN:2347-1662 - PRINT IMPACT FACTOR:0.875VOLUME 3, ISSUE 11, NOVEMBER 2015
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