job satisfaction of employees.docx
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mms 4th sem final projectTRANSCRIPT
A Project Report On
STUDY ON JOB SATISFACTION OF EMPLOYEES IN
PENTAIR THERMAL PVT LTD.
IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF
MASTER OF MANAGEMENT STUDIES
PROJECT GUIDE
PROF: SAHER B KAPDI
SUBMITTED BY
FATIMA KHAN
MMS - 1390
(HUMAN RESOURCES)
ORIENTAL INSTITUTE OF MANAGEMENT
PLOT NO - 12, SECTOR 28, VASHI, NAVI MUMBAI -
400703
UNIVERSITY OF MUMBAI
2013-2015
1
DECLARATION
I, FATIMA KHAN, studying in MMS of ORIENTAL INSTITUTE OF
MANAGEMENT, hereby declare that I have completed this project on “STUDY ON
JOB SATISFACTION OF EMPLOYEES” IN PENTAIR THERMAL PVT LTD. in
the year 2014-2015 as per the requirement of Mumbai University as part of MMS
program.
The information presented in this project is true and original to the best of my
knowledge.
DATE:
PLACE: NAVI MUMBAI
2
CERTIFICATE
This is to certify that Ms Fatima Khan student of second year
Masters of Management Studies (MMS) (1390) of Oriental Institute of Management
Studies has successfully completed the project work titled “STUDY ON JOB
SATISFACTION OF AN EMPLOYEES” IN PAINTAIR THERMAL PVT LTD. under
the guidance of “Saher B Kapdi ” during the academic year 2014-2015. This report is
submitted towards the partial fulfilment of Master of Management Studies,
Oriental Institute of Management, Mumbai University.
The information in the project is Unique, true and fair to the best of my knowledge.
Signature
Project Guide
(Prof: Saher B Kapdi)
3
ACKNOWLEDGEMENT
With immense please I am presenting “STUDY ON JOB SATISFACTION OF
AN EMPLOYEES” IN PENTAIR THAERMAL PVT LTD. Project report as part of
the curriculum of ‘Master of Management Studies’. I wish to thank all the people who
gave us unending support.
I express my profound thanks to Director and Prof. Saher B Kapdi, project guide and all those who have indirectly guided and helped us in preparation of this project.
I also like to extend our gratitude to all staff and our colleagues of College of Management, who provided moral support, a conductive work environment and the much-needed inspiration to conclude the project in time and a special thanks to my parents who are integral part of the project.
Thanking you
4
TABLE OF CONTENTS
Sr.No. Contents Pg. No
1 Executive Summary 6-7
2 Introduction 8-28
3 Literature review 29-32
4 Methodology 33
Research problem 34
Objectives 39
Scope of study 41
Method of data collection 35
Sampling method 35
Tools and techniques used 37
Limitations of the study 42
5 Data analysis interpretation 43-64
6 Findings 65
7 Suggestion 67
8 conclusions 69
9 Bibliography 70
10 Annexure 71
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Executive Summary
Job satisfaction in regards to one’s feeling or state of mind regarding nature of their work.
Job can be influenced by variety of factors like quality of one’s relationship with their
supervisor, quality of physical environment in which they work, degree of fulfilment in their
work, etc.
Positive attitude towards job are equivalent to job satisfaction whereas negative attitude
towards job has been defined variously from time to time. In short job satisfaction is a
person’s attitude towards job.
Job satisfaction is an attitude which results from balancing & summation of many specific
likes and dislikes experienced in connection with the job- their evaluation may rest largely
upon one’s success or failure in the achievement of personal objective and upon perceived
combination of the job and combination towards these ends.
According to pestonejee, Job satisfaction can be taken as a summation of employee’s
feelings in four important areas. These are:
1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,
opportunities on the job for promotion and advancement (prospects), overtime
regulations, interest in work, physical environment, and machines and tools.
2. Management- supervisory treatment, participation, rewards and punishments,
praises and blames, leaves policy and favouritism.
3. Social relations- friends and associates, neighbours, attitudes towards people in
community, participation in social activity sociability and caste barrier.
4. Personal adjustment-health and emotionality.
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Job satisfaction is an important indicator of how employees feel about their job and a
predictor of work behaviour such as organizational citizenship, Absenteeism, Turnover.
Job satisfaction benefits the organization includes reduction in complaints and grievances,
absenteeism, turnover, and termination; as well as improved punctuality and worker morale.
Job satisfaction is also linked with a healthier work force and has been found to be a good
indicator of longevity.
Job satisfaction is not synonyms with organizational morale, which the possessions of
feeling have being accepted by and belonging to a group of employees through adherence
to common goals and confidence in desirability of these goals.
Morale is the by-product of the group, while job satisfaction is more an individual state of
mind.
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INTRODUCTION OF SUBJECT
HUMAN RESOURCE MANAGEMNT
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INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
Definition -
Edwin Flippo defies HRM as “planning, organizing, directing, controlling ofprocurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and social objectives are achieved.”
Features of HRM or characteristics or nature
1. HRM involves management functions like planning, organizing, directing and controlling
2. It involves procurement, development, maintenance of human resource
3. It helps to achieve individual, organizational and social objectives
4. HRM is a mighty disciplinary subject. It includes the study of management psychology communication, economics and sociology.
5. It involves team spirit and team work.
Evolution of HRM
The evolution of HRM can be traced back to Kautilya Artha Shastra where he recommends that government must take active interest in public and private enterprise. He says that government must provide a proper procedure for regulating employee and employee relation
In the medieval times there were examples of kings like Allaudin Khilji who regulated the market and charged fixed prices and provided fixed salaries to their people. This was done to fight inflation and provide a decent standard of living
During the pre-independence period of 1920 the trade union emerged. Many authors who have given the history of HRM say that HRM started because of trade union and the First World War.
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The Royal commission in 1931 recommended the appointment of a labour welfare officer to look into the grievances of workers. The factory act of 1942 made it compulsory to appoint a labour welfare officer if the factory had 500 or more than 500 workers.
The international institute of personnel management and national institute of labour management were set up to look into problems faced by workers to provide solutions to them. The Second World War created awareness regarding workers’ rights and 1940’s to 1960’s saw the introduction of new technology to help workers.
The 1960’s extended the scope of human resource beyond welfare. Now it was a combination of welfare, industrial relation, administration together it was called personnel management.
With the second 5 year plan, heavy industries started and professional management became important. In the 70’s the focus was on efficiency of labour wile in the 80’s the focus was on new technology, making it necessary for new rules and regulations. In the 90’s the emphasis was on human values and development of people and with liberalization and changing type of working people became more and more important there by leading to HR M which is an advancement of personnel management.
Scope of HRM/functions of HRM
The scope of HRM refers to all the activities that come under the banner of HRM. These activities are as follows
1. Human resources planning :-
Human resource planning or HRP refers to a process by which the company to identify the number of jobs vacant, whether the company has excess staff or shortage of staff and to deal with this excess or shortage.
2. Job analysis design :-
Another important area of HRM is job analysis. Job analysis gives a detailed explanation about each and every job in the company. Based on this job analysis the
company prepares advertisements.
3. Recruitment and selection :-
Based on information collected from job analysis the company prepares advertisements and publishes them in the newspapers. This
is recruitment. A number of applications are received after the advertisement is published, interviews are conducted and the right employee is selected thus recruitment and selection are yet another important area of HRM.
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4. Orientation and induction :-
Once the employees have been selected an induction or orientation program is conducted. This is another important area of HRM. The employees are informed about the background of the company, explain about the organizational culture and values and work ethics and introduce to the other employees.
5. Training and development :-
Every employee goes under training program which helps him to put up a better performance on the job. Training program is also conducted for existing staff that have a lot of experience. This is called refresher training. Training and development is one area where the company spends a huge amount.
6. Performance appraisal :-
Once the employee has put in around 1 year of service, performance appraisal is conducted that is the HR department checks the performance of the employee. Based on these appraisal future promotions, incentives, increments in salary are decided.
7. Compensation planning and remuneration :-
There are various rules regarding compensation and other benefits. It is the job of the HR department to look into remuneration and compensation planning.
8. Motivation, welfare, health and safety :-
Motivation becomes important to sustain the number of employees in the company. It is the job of the HR department to look into the different methods of motivation. Apart from this certain health and safety regulations have to be followed for the benefits of the employees. This is also handled by the HR department.
9. Industrial relations :-
Another important area of HRM is maintaining co-ordinal relations with the union members. This will help the organization to prevent strikes lockouts and ensure smooth working in the company.
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Challenges before the HR manager/before modern
personnel management
Personnel management which is known as human resource management has adapted itself to the changing work environment, however these changes are still taking place and will continue in the future therefore the challenges before the HR manager are
1. Retention of the employees :-One of the most important challenge the HR manager faces is retention of
labour force. Many companies have a very high rate of labour turnover therefore HR manager are required to take some action to reduce the turnover
2. Multicultural work force :-With the number of multi-cultural companies are increasing operations in
different nations. The work force consists of people from different cultures. Dealing with each of the needs which are different the challenge before the HR manager is integration of multicultural labour work force.
3. Women in the work force :-The number of women who have joined the work force has drastically
increased over a few years. Women employees face totally different problems. They also have responsibility towards the family. The organization needs to consider this aspect also. The challenge before the HR manager lies in creating gender sensitivity and in providing a good working environment to the women employees.
4. Handicapped employees :-This section of the population normally faces a lot of problems on the job,
very few organization have jobs and facilities specially designed for handicapped workers. Therefore the challenge before the HR manager lies in creating atmosphere suitable for such employees and encouraging them to work better.
5. Retrenchment for employees :-In many places companies have reduced the work force due to changing
economic situations, labourers or workers who are displaced face severe problems. It also leads to a negative atmosphere and attitude among the employees. There is fear and increasing resentment against the management. The challenge before the HR manager lies in implementing the retrenchment policy without hurting the sentiments of the workers, without antagonizing the labour union and by creating positive attitude in the existing employees.
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6. Change in demand of government :-Most of the time government rules keep changing. While a lot of freedom is
given to companies some strict rules and regulations have also been passed. The government has also undertaken the disinvestment in certain companies due to which there is fear among the employees regarding their job. The challenge before the HR manager lies in convincing employees that their interest will not be sacrificed.
7. Initiating the process of change :-Changing the method of working, changing the attitude of people and
changing the perception and values of organization have become necessary today. Although the company may want to change it is actually very difficult to make the workers accept the change. The challenge before the HR manager is to make people accept change.
Significance/importance/need of HRM
HRM becomes significant for business organization due to the following reasons.
1. Objective :-
HRM helps a company to achieve its objective from time to time by creating a positive attitude among workers. Reducing wastage and making maximum use of resources etc.
2. Facilitates professional growth :-
Due to proper HR policies employees are trained well and this makes them ready for future promotions. Their talent can be utilized not only in the company in which they are currently working but also in other companies which the employees may join in the future.
3. Better relations between union and management :-
Healthy HRM practices can help the organization to maintain co-ordinal relationship with the unions. Union members start realizing that the company is also interested in the workers and will not go against them therefore chances of going on strike are greatly reduced.
4. Helps an individual to work in a team/group :-
Effective HR practices teach individuals team work and adjustment. The individuals are now very comfortable while working in team thus team work improves.
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5. Identifies person for the future :-
Since employees are constantly trained, they are ready to meet the job requirements. The company is also able to identify potential employees who can be promoted in the future for the top level jobs. Thus one of the advantages of HRM is preparing people for the future.
6. Allocating the jobs to the right person :-
If proper recruitment and selection methods are followed, the company will be able to select the right people for the right job. When this happens the number of people leaving the job will reduce as the will be satisfied with their job leading to decrease in labour turnover.
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THEORY OF JOB SATISFACTION
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DEFINITIONS OF JOB SATISFACTION
Different authors give various definitions of job satisfaction. Some of them are taken from the
book of D.M. Pestonejee “Motivation and Job Satisfaction” which are given below:
Weiss
Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of
one’s job. An effective reaction to one’s job.
Blum and Naylor
Job satisfaction is general attitude, which is the result of many specific attitudes in three
areas namely:
Specific job factors.
Individual characteristics.
Group relationship outside the job
Glimmer
Job satisfaction is defined, as it is result of various attitudes the person hold towards the job,
towards the related factors and towards the life in general.
Mr Smith
Job satisfaction is defined as “any contribution, psychological, physical, and environmental
circumstances that cause a person truthfully say, ‘I am satisfied with my job.”
Job satisfaction is defined, as employee’s judgment of how well his job on a whole is
satisfying his various needs
Locke
Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal
of one’s job or job experiences.
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HISTORY OF JOB SATISFACTION
The term job satisfaction was brought to lime light by hoppock (1935). He revived 35 studies
on job satisfaction conducted prior to 1933 and observes that Job satisfaction is combination
of psychological, physiological and environmental circumstances. That causes a person to
say. “I’m satisfied with my job”. Such a description indicate the variety of variables that
influence the satisfaction of the individual but tell us nothing about the nature of Job
satisfaction.
Job satisfaction has been most aptly defined by pestonejee (1973) as a job, management,
personal adjustment & social requirement. Morse (1953) considers Job satisfaction as
dependent upon job content, identification with the co., financial & job status & priding group
cohesiveness
One of the biggest preludes to the study of job satisfaction was the Hawthorne study. These
studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School,
sought to find the effects of various conditions (most notably illumination) on workers’
productivity.
These studies ultimately showed that novel changes in work conditions temporarily increase
productivity (called the Hawthorne Effect). It was later found that this increase resulted, not
from the new conditions, but from the knowledge of being observed.
This finding provided strong evidence that people work for purposes other than pay, which
paved the way for researchers to investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study of job
satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management,
argued that there was a single best way to perform any given work task. This book
contributed to a change in industrial production philosophies, causing a shift from skilled
labour and piecework towards the more modern approach of assembly lines and hourly
wages.
The initial use of scientific management by industries greatly increased productivity because
workers were forced to work at a faster pace. However, workers became exhausted and
dissatisfied, thus leaving researchers with new questions to answer regarding job
satisfaction.
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It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo
Munsterberg set the tone for Taylor’s work.
Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the
foundation for job satisfaction theory. This theory explains that people seek to satisfy five
specific needs in life - physiological needs, safety needs, social needs, self-esteem needs,
and self-actualization. This model served as a good basis from which early researchers
could develop job satisfaction theories.
Importance of Job Satisfaction
Job Dissatisfaction is revealed by a number of factors. Bargraim, Potgieter, Schultz, Viede
and Werner (2003) offered that when employees are dissatisfied, they display the following
responses, amongst others:
Exit: Terminating the contract of employment with the current employer or actively seeking
alternative employment by applying for a job.
Voice: Employees unhappy about their jobs may put forward alternative suggestions or
demand attention to their work problems. To this end, employees have been known to toyi-
toyi in South Africa.
Loyalty: A state of inactivity may be shown by dissatisfied employees. They would,
however, remain positive to resolution of problems encountered.
Neglect: Intentionally letting the work conditions deteriorate without taking the necessary
steps to rectify, absenteeism, less effort and making more mistakes.
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Theories of Job Satisfaction
Lawler (1994) identified four approaches in the theoretical work on satisfaction; viz.
1. Fulfilment Theory: this theory proposes that employees will be satisfied in a direct
proportion to the extent to which their needs are satisfied (Schafer, 1953). That people’s
satisfaction is a function of how much they receive and of how much they feel they should
and / or want to receive (Locke, 1969).
2. Discrepancy theory: states that dissatisfaction is determined by the difference
between the actual outcome and either the felt or the expected outcome. The bigger the
discrepancy the bigger the dissatisfaction (Porter, 1961).
3. Equity theory: Adams (1965) argued that satisfaction is determined by a person’s
perceived equity, which is determined by his / her input / outcome balance compared to
some other’s perceived input / output balance.
4. Two-factor theory: Herzberg, et al’s (1959) study revealed that satisfaction and
dissatisfaction do not exist in a continuum running from satisfaction to neutral to
dissatisfaction, but rather in two independent continua; satisfied to neutral and dissatisfied to
neutral. 5. Dispositional theory: Crow and Hartmann (1995:36) offered that job satisfaction
“is a result of a multiplicity of factors, most of which cannot be influenced by the employer”.
They further explained that “enhancing job satisfaction for chronically dissatisfied employees
may be impossible”, suggesting that some employees will be dissatisfied wherever they will
find themselves given their inborn disposition towards life and work, by extension. Staw and
Ross (1985) suggested that job satisfaction is influenced by an employee’s genetics, which
might be a determinant of personality.
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FACTORS OF JOB SATISFACTION
Hop pock, the earliest investigator in this field, in 1935 suggested that there are six major
components of job satisfaction. These are as under:
The way the individual reacts to unpleasant situations,
The facility with which he adjusted himself with other person
The relative status in the social and economic group with which he identifies
himself
The nature of work in relation to abilities, interest and preparation of worker
Security
Loyalty
1. Intrinsic aspect of job
It includes all of the many aspects of the work, which would tend to be constant for the
work regardless of where the work was performed.
2. Supervision
This aspect of job satisfaction pertains to relationship of worker with his immediate
superiors. Supervision, as a factor, generally influences job satisfaction.
3. Working conditions
This includes those physical aspects of environment which are not necessary a part of
the work. Hours are included this factor because it is primarily a function of organization,
affecting the individuals comfort and convenience in much the same way as other
physical working conditions.
4. Wage and salaries
This factor includes all aspect of job involving present monitory remuneration for work
done.
5. Opportunities for advancement
It includes all aspect of job which individual sees as potential sources of betterment of
economic position, organizational status or professional experience.
6. Security
It is defined to include that feature of job situation, which leads to assurance for
continued employment, either within the same company or within same type of work
profession.
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7. Company & management
It includes the aspect of worker’s immediate situation, which is a function of
organizational administration and policy. It also involves the relationship of employee
with all company superiors above level of immediate supervision.
8. Social aspect of job
It includes relationship of worker with the employees specially those employees at same
or nearly same level within the organization.
9. Communication
It includes job situation, which involves spreading the information in any direction within
the organization. Terms such as information of employee’s status, information on new
developments, information on company line of authority, suggestion system, etc, are
used in literature to represent this factor.
10. Benefits
It includes those special phases of company policy, which attempts to prepare the
worker for emergencies, illness, old age, also. Company allowances for holidays, leaves
and vacations are included within this factor.
REASONS OF LOW JOB SATISFACTION
Reasons why employees may not be completely satisfied with their jobs:
1. Conflict between co-workers.
2. Conflict between supervisors.
3. Not being opportunity paid for what they do.
4. Have little or no say in decision making that affect employees.
5. Fear of losing their job.
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EFFECTS OF LOW JOB SATISFACTION
1. HIGH ABSENTEEISM
Absenteeism means it is a habitual pattern of absence from duty or obligation.
If there will be low job satisfaction among the employees the rate of absenteeism will
definitely increase and it also effects on productivity of organization.
Job
satisfact
i
High B
lowA
low High
Rate of turnover and absences
In the above diagram line AB shows inverse relationship between job satisfaction and rate of
turnover and rate of absenteeism.
As th job satisfaction is high the rate of both turn over and absenteeism is low and vise a
versa.
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2. HIGH TURNOVER
In human resource refers to characteristics of a given company or industry relative to the
rate at which an employer gains and losses the staff.
If the employer is said to be have a high turnover of employees of that company have
shorter tenure than those of other companies.
3. TRAINING COST INCREASES
As employees leaves organization due to lack of job satisfaction. Then Human resource
manager has to recruit new employees. So that the training expenditure will increases.
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COMPANY INTRODUCTION
PentairMeeting the needs of our customers is at the core of the Pentair Thermal Management mission. For over 50 years, we have recognized that innovation and customer satisfaction are the keys to our
success.That is why we place a heavy emphasis on knowing our customers and anticipating the needs of the
marketplace. With over 300 patents to our name, you could say we are very committed to this end. We know that by investing in research and development, we can help our customers stay ahead of the
curve and at the top of their respective industries.As a full service designer and integrator of optimized heat management systems, Pentair Thermal
Management is a unique company. We work directly with our customers to understand their challenges and needs in order to design and construct heat trace management systems which ensure success. By pairing the industry leading technologies of product brands such as Raychem, Pyrotenax and DigiTrace with our Tracer brand of services, we can deliver the highest quality electric heat
tracing systems found anywhere.We also offer quality products and service solutions for floor heating, fire and performance wiring, leak detection, sensing, and snow melting & de-icing for industrial, commercial and residential
applications.But Pentair Thermal Management is more than products and services. Our employees are among the
most dedicated in the world and our dedication doesn’t stop with customer service. We are committed to making a difference not only for our customers and in our industries, but in the world. Whether working to design more energy-efficient products and solutions that lessen impact on the environmentor giving back to the community by participating in charitable events, the people of Pentair Thermal
Management strive to make a positive difference.
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Brands
The Raychem brand is synonymous with self-regulating electric heat trace cables and components for industrial,
commercial, and residential applications.In 1973, Raychem revolutionized the heat tracing industry by developing the first self-regulating electric heattrace cable. Self-regulating heating cables were revolutionary at the time and remain unique today because they automatically adjust their power output to compensate for pipe temperature changes. An additional benefit is that Raychem self-regulating heating cables are cut-to-length and can be field terminated, making them easy to design with, install and maintain.
Founded in 1983, Tracer Industries existed for the sole purpose of designing, supplying, constructing andmaintaining high quality electric heat tracing systems in North America. Today, Tracer is a global solutions expert in electric and steam heat tracing with the ability to provide engineering design services, procurement and fabrication, site services and post installation services anywhere in the world.Acquired by Pentair Thermal Management in 2001, the Tracer brand is a unique provider of optimized heattracing systems and solutions. Being an expert in the field means that Tracer will work to understand the specific needs of your project and your business and will design an optimized heat management system focusing on the value-added capabilities of the highest quality heat tracing product manufacturers and is the pre-eminent service organization in existence today, providing safe, reliable, and cost effective heat tracing installations. Most importantly, Pentair Thermal Management’ Tracer services group considers safety to be their number one core value, as demonstrated by an impeccable safety record. All systems are designed to operate safely and all installations are constructed using proven safety methods, equipment, and procedures.
Established in 1949, Pyrotenax quickly became a global leader in the manufacturing of mineral insulated (MI) cables & accessories for a wide variety of industrial and commercial heat tracing, fire & performance wiring and temperature measurement applications.Today, Pyrotenax remains an integral part of Pentair Thermal Management’ suite of brands. Pyrotenax products provide the ideal solutions for many difficult and demanding installations. Suitable for use in hazardous, fire -radioactive and/or high temperature environments, their electric heating cables and wiring systems are available for a wide variety of industrial, commercial and residential applications including: process temperature maintenance; pipe freeze protection; snow melting and deicing; critical life-safety circuits; and temperature sensing.
DigiTrace was initially launched in 1985 to offer a much-needed control and monitoring system for the heattracing industry. The norm at the time was to use bulb and capillary thermostats to provide crude on/off setpoint control. The DigiTrace 720 was developed to deliver industrial users a solid-state controller with state of the art monitoring, excellent reliability, lower energy and maintenance costs, and a tighter window of control for their electric heat tracing applications.
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For more than 25 years, TraceTek Liquid Leak Detection Systems have been used to detect water leaks incomputer facilities by monitoring concealed piping and valves beneath raised computer room floors. A trulyinnovative system, the TraceTek sensor cable is able to locate a spill quickly and alert appropriate parties to help avoid or mitigate damage that can be caused by unreported leaks.The history of development for the TraceTek Liquid Leak Detection System dates back to the mid 1980’s in California. It was created in Raychem Corporation’s central R&D facility as an outgrowth of work related to distributed anode systems for the cathodic protection of pipelines.More recently, as the global business community has become more focused on environmental concerns, othermarkets for Pentair Thermal Management’ TraceTek leak detection system heave emerged and continue to grow at steady pace. TraceTek liquid leak detection systems can be employed to monitor hydrocarbon fuel leaks in tank farms, pipelines and hydrant systems; aqueous chemical spill detection in semiconductor fabs and pharmaceutical plants, and strong acid leak detection in fertilizer manufacturing, mineral processing and oil refining applications. TraceTek systems not only can provide early detection but can also monitor a pipeline with accuracy of +/- 1 meter.
PetroTrace Heating Systems were developed over 20 years ago by the Raychem Engineers. These specialized heating cables and PetroTrace components have been used by some of the largest oil companies in the world as an enhanced oil recovery tool to improve production, eliminate downtime and prolong the life of the well. By utilizing electro-thermal heating technologies to raise the temperature of an oil to reduce its viscosity, PetroTrace cables are a great solution for flow assurance applications such as bottom hole heating. Similarly, by placing heat into the production tube, PetroTrace cables can mitigate the risk of wax or hydrate formation thus serving as a great solution for flow assurance applications.
The lineage of T2 floor heating systems can be traced as far back as the 1930´s and 40´s when Thorin & Thorin in Sweden began developing heating cable applications.The company’s early activities included the use of heating cables for de-icing ships. In 1958, when Swedenhosted the football World Cup Finals, it was Thorin & Thorin that was entrusted with providing the heating cable systems for under soil heating at Gothenburg’s then new Ullevi Arena.Around this time, the company started developing floor heating applications for buildings. In Sweden - a country where temperature can drop to minus 35ºC, these systems which gained immediate popularity and by the early 1960’s most Swedish homes and an increasing number of historic buildings, hotels etc. were enjoying the comfort benefit of warming tiled floors in areas like bathrooms, kitchens and entrance halls. With self-regulating heating cable technology this benefit has subsequently been available for installation under laminate and wooden floors.In the 1990’s, Thorin and Thorin was acquired by Pentair Thermal Management and the floor heating systems were ultimately rebranded as T2 in honour of the former company. Today, T2 floor heating systems still hold a leadership position in the Swedish market through its continuous development of safe, easy to use and long-lasting floor heating systems. This is supported by T2’s ability to offer a unique 12 year triple warranty -guaranteeing the products installed for quality and being PVC-free and without EMF. This documented quality and safety assurance enables T2 to continue to grow its market share with systems which are the product of choice for more than 50% of Swedish installers and customers. T2 Red, T2 QuickNet, T2 Reflecta and T2 Blue are the core floor heating systems that make up today’s stable of T2 floor heating systems with each offering its special set of benefits to meet the even the most specific customer needs.
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CapaciSense sensors were developed in the 1980’s by BICC Thermoheat (later Pyrotenax) in Europe as part of a business unit making final assemblies from mineral insulated cable. The CapaciSense brand was created in 2006.The original “sensors only” product has developed into a fuller offer including electronics, training and installation. CapaciSense systems are used worldwide within the power generation and aerospace industries for monitoring blade tip clearance and vibration in gas turbines. CapaciSense sensors survive extreme temperatures for several years and allow the whole engine to be monitored continuously, not only the lower temperature compressor areas
Why work with us
Pentair Thermal Management, a part of Pentair, is a leader in providing electric heat tracing, floor heating, fire-rated and specialty wiring, and sensing solutions to vital industries including energy, power, water, mining, chemical & pharmaceutical, food & beverage, and building & construction. Pentair Thermal Management has a strong history, an extensive global presence and more than 3,000 employs in more than 50 countries. We are passionate about our people, growing our business and driving operational excellence while making a positive impact on the global community. If you are equally passionate about the work you do, we encourage you to explore the world of opportunities with Pentair.The Strength of ManyPentair aims to grow and manage its business on a strong foundation of diversity and inclusion.We believe in an environment of diversity and inclusion that supports all employees to reach their full potential, feel respected, be valued and appreciated for who they are so they individually and collectively can do their best work.Diversity, in a simple form, means differences not only in age, gender and race, but also thought, style, culture, religion, background etc. Differences within the workforce can foster creativity, innovation, new ideas, and outside-the-box thinking.However, difference in itself guarantees nothing. How we handle difference makes all the difference. To do s o, we must create a culture of inclusion that fosters a workforce reflective of the diversity of our customers, empowers innovation and creative thinking, and supports our employees' pursuit of excellence in everything we do. We believe that, through diversity, we access the best people, and through inclusion, we inspire the best in our people.
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Organization structure of HRD department
CHAIRMAN
MANAGING DIRECTOR
DY.GENERAL MGR
MGR [HRD]
ASST.GEN.MGR
OFFICER LABOUR WEL OFFICER
HR DEPT STAFF JR.OFFICER
FIRST AID TIME OFFICE CANTEEN
In Paintair Thermal Chembur office Total employees are 120
And they follow Line Function and Staff Function as in their organisation chart.
28
LITRATURE REVIEW
Job satisfaction relates to the “pleasurable or positive emotional state resulting from one’s job or job experiences” Locke (1976)
Concepts of job satisfaction
Maslow (1954 cited in Huber, 2006) arranged human needs along a five- level hierarchy from physiological needs, safety and security, belonging, esteem to self-actualization. In Maslow’s pyramid, needs at the lower levels must be fulfilled before those rise to a higher level. According to Maslow’s theory, some researchers have approached on job satisfaction from the perspective of need fulfillment (Regis & Porto, 2006; Worf, 1970). Job satisfaction as a match between what individuals perceive they need and what rewards they perceive they receive from their jobs (Huber, 2006). However, overtime, Maslow’s theory has diminished in value. In the current trend, the approach of job satisfaction focuses on cognitive process rather than on basic needs in the studies (Huber, 2006; Spector, 1997).
Job stress
Concepts of job stress People spend most of their time on their work because they need to earn money to serve the basic needs of life, as well as to meet some other needs, and the job helps them expand the relationships with community, create the link with society. Thus, they always face with stressors in environment.
Stress has been defined in many ways. Selye’s general stress Theory (Selye, 1976; cited in Huber, 2006) described stress as a non-specific response that appears inside human biological system as a reaction to the stimuli of a stressor. When the person interacts with a stressor, a characteristic syndrome of physical reactions will occur. Selye (1976) describes effort or non-specific response as the essence of the stress, the demand as stressor. He proposed that failure to adapt adequately may lead to prolonged stress and eventually to exhaustion and morbidity.
Role conflict and role ambiguity
1. Concepts of role conflict and role ambiguity Role is defined as a set of expectations about behaviour corresponding to a particular position in society (Sullivan, & Decker, 2009). Role stress will be occurred when incompatibility exists between a person’s perception of the characteristics of a specific role and what the role expectations. Role stress is conceptually and empirically different from job stress (Lambert et al., 2004). In fact, research has indicated that role stress is a salient antecedent of job stress for many correctional workers (Lambert, Hogan, & Tucker, 2009). Role stress includes many kinds, there are: role ambiguity, role conflict, role overload, role incongruity, role under load (Hardy, 1978 cited in Yoder-Wise, 2007). In consequence, the role stress may create the role strain, which is subjective feeling of discomfort experienced as the result of role stress. Clear, realistic role expectations can reduce the role stress for nurses and increase productivity. Among role stress, role conflict and role ambiguity the first two stressors have received much attention from organizational psychologists because they influence psychological work climate and the organizational behaviour (PiKo, 2006; Kalliath & Morris, 2002).
29
Lack of congruent expectations and demands from other people in the workplace arepsychologically uncomfortable and may induce negative emotional reactions, diminisheffectiveness and job satisfaction, and decrease the employee’s intent to remain a member of the organization (O’Driscoll & Beehr, 1994).
Relationships between job stress, role conflict, role ambiguity, and job satisfaction
The relationships between stressors and job satisfaction are the focii of some theories and researchers. Firstly, there are several theories which indicate relationship among job stress, role stress and job satisfaction, such as Cooper’s Dynamics of Work stress model (Cooper & Marshall, 1976 cited in Sadri & Marcoulides, 1994), Lazarus’s stress and coping model (Lazarus & Folkman, 1984). However, Cohen- Mansfield’s Model is developed specifically for nursing, the concept of the model has been explained very clearly and it is easy to apply.
Christen, Iyer and Soberman (2006) provide a model of job satisfaction presented in Figure1 in which the following elements are included:
Job related factors, Role perceptions, Job performance and Firm performance.
30
Lawler and Porter (1967) give their model of job satisfaction wich unlike the previous model places a special importance on the impact of rewards on job satisfaction, Figure 2.
According to this model the intrinsic and extrinsic rewards are not directly connected with job satisfaction, because of the employees perceptions regarding the deserved level of pay.
Locke and Latham (1990) provide a somewhat different model of job satisfaction. They proceed from the assumption that the objectives set at the highest level and high expectations for success in work provides achievement and success in performing tasks. Success is analysed as a factor that creates job satisfaction. This model is presented in Figure 3.
31
FACTORS OF JOB SATISFACTION
Job satisfaction is under the influence of a series of factors such as: The nature of work, Salary, Advancement opportunities, Management, Work groups and Work conditions.
A somewhat different approach regarding the factors of job satisfaction is provided by Rue and Byars, Figure 4.
When talking about factors of job satisfaction the fact that they can alo couse jobdissatisfaction must be kept in mind. Therefore the issue weather job satisfaction and job dissatisfaction are two opposite and excludable phenomena? There is no consensus regarding this issue among authors. Herzberg’s Two Factor Theory is
Probably the most often cited point of view. In fact the main idea is that employees in their work environment are under the influence of factors that cause job satisfaction and factors that cause job dissatisfaction.
32
RESEARCH
METHODOLOGY
33
RESEARCH METHODOLOGY
INTRODUCTION
Research refers to a search for knowledge. It is a systematic method of collecting and
recording the facts in the form of numerical data relevant to the formulated problem and
arriving at certain conclusions over the problem based on collected data.
Thus formulation of the problem is the first and foremost step in the research process
followed by the collection, recording, tabulation and analysis and drawing the conclusions.
The problem formulation starts with defining the problem or number of problems in the
functional area. To detect the functional area and locate the exact problem is most important
part of any research as the whole research is based on the problem.
According to Clifford W oody research comprises defining and redefining problems,
formulating hypothesis or suggested solutions: collecting, organizing and evaluating data:
making deductions and reaching conclusions: and at last carefully testing the conclusions to
determine whether they fit the formulating hypothesis.
Research can be defined as “the manipulation of things, concepts or symbols for the
purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids
in construction of theory or in the practice of an art”
In short, the search for knowledge through objective and systematic method of
finding solution to a problem is research.
DRAFTING QUESTIONNAIRE
The questionnaire is considered as the most important thing in a survey operation. Hence it
should be carefully constructed. Structured questionnaire consist of only fixed alternative
questions. Such type of questionnaire is inexpensive to analysis and easy to administer. All
questions are closed ended.
34
SAMPLING
It was divided into following parts:
Sampling universe
All the employees are the sampling universe for the research.
Sampling technique
Judgmental sampling
Sample was taken on judgmental basis. The advantage of sampling are that it is much less
costly, quicker and analysis will become easier. Sample size taken was 100 employees.
RESEARCH OBJECTIVES
The research has been undertaken with following objectives.
To study the level of job satisfaction among the employees of Pentair Thermal
Management.
To study the methods of measuring job satisfaction of Pentair Thermal
Management.
Method of Data Collection
All Research Studies consist of series of actions or steps necessary to effectively carry out
research and these steps should be properly sequenced. . The various steps involved in the
research process are not mutually exclusive nor are they separate.
The various steps involved in a research process are
Define the research problem , establish objectives Determine the concept of the research Determine data collection technique and sampling plan Collect the necessary data for the research Analyse and interpret the research data Report the findings and recommendations
35
Two general approaches are widely recognized in conducting the research study:
Quantitative research and Qualitative research.
Quantitative research is an inquiry into an identified problem, based on testing a theory,
Measured with numbers, and analysed using statistical techniques. The goal of quantitative
A method is to determine whether the predictive generalizations of a theory hold true.
The objective of quantitative research is to develop and employ mathematical model,
theories and /or hypotheses pertaining to natural phenomena”. It can also be used to correct
and incorporate previous knowledge.
Qualitative Research By contrast, a study based upon a qualitative process of inquiry has
the goal of understanding a social or human problem from multiple perspectives.
Qualitative research is conducted in a natural setting and involves a process of building a
complex and holistic picture of the phenomenon of interest.
The selection of which research approach is appropriate in a given study should be based
upon the problem of interest, resources available, the skills and training of the researcher,
and the audience for the research.
This study employs quantitative analysis of the data collected.
DATA SOURCE
The task of data collection begins after the research problem has been defined and
research design chalked out. While deciding the method of data collection to be used for the
study, the researcher should keep in mind two types of data viz. Primary and secondary
data.
Primary Data: -
The primary data are those, which are collected afresh and for the first time and thus
happen to be original in character. The primary data were collected through well-designed
and structured questionnaires based on the objectives.
36
Secondary Data:
The secondary data are those, which have already been collected by someone else
and passed through statistical process. The secondary data required of the research was
collected through various newspapers, and Internet etc.
Sampling method
There are two types of sampling i.e. probability sampling and non-probability sampling.
Probability sampling: In probability sampling, every item of the universe has an equal
chance of being included in the sample. It could be simple random sampling, systematic
sampling, stratified random sampling, cluster sampling
Non probability sampling: Here there is no assurance that each item of the universe has
an
equal chance of being included. Selection of the sample is based on the choice of the
researcher. It includes Deliberate sampling (judgment sampling), convenience sampling, Quota
sampling,
In view of the time constraints, the data for the present study was collected using
convenience sampling. 150 prospects were randomly selected from personal contacts and
acquaintance
The survey covered young males and females in the age group of 20-40 both students and
employed
Tools and Techniques used
If primary data is to be collected, the technique of collecting data should be decided taking into
consideration the nature of investigation, objective and scope of the inquiry, financial
resources, available time and the desired degree of accuracy.- e.g. whether to use
questionnaire, interview, case study, observation method etc.
A no. of scales are available to the researcher for data collection such as Ranking order of
preference, rating, Likert Scale, Sematic Differential scale etc.
Primary data collection for the present study was done through a survey using a structured
Questionnaire.
37
The questionnaire was prepared in the google.doc format to facilitate prompt response. The
questionnaire was sent to 150 respondents through Facebook and email.
The respondents were asked to fill the questionnaire consisting of questions related to
buying behaviour, influencers, store/brand choice and level of satisfaction at 3 retail outlets.
Seven -point Likert Scale was used to record and measure the satisfaction level. Primary
data was analysed using percentages and inferences were drawn.
38
OBJECTIVES OF STUDY
39
To find that whether the employees are satisfied or not.
To analyse the company’s working environment.
To check the Degree of satisfaction of employees.
To find that they are satisfied with their job profile or not.
To find that employees are working with their full capabilities or not.
40
Scope of the Study
The scope of the study is very vital. Not only the Human Resource department can use the facts and figures of the study but also the marketing and sales department can take benefits from the findings of the study.
Scope for the sales department
The sales department can have fairly good idea about their employees, that they are
satisfied or not.
Scope for the marketing department
The marketing department can use the figures indicating that they are putting their efforts to
plan their marketing strategies to achieve their targets or not.
Scope for personnel department
Some customers have the complaints or facing problems regarding the job. So the
personnel department can use the information to make efforts to avoid such complaints.
41
LIMITATIONS OF STUDY
However I shall try my best in collecting the relevant information for my research report, yet
there are always some problems faced by the researcher. The prime difficulties which I face
in collection of information are discussed below:-
1. Short time period: The time period for carrying out the research was short as a
result of which many facts have been left unexplored.
2. Lack of resources: Lack of time and other resources as it was not possible to
conduct survey at large level.
3. Small no. of respondents: Only 20 employees have been chosen which is a
small
number, to represent whole of the population.
4. Unwillingness of respondents: While collection of the data many consumers were
unwilling to fill the questionnaire. Respondents were having a feeling of wastage of
time for them.
5. Small area for research: small office, employees were busy or some of them
not on
place.
42
DATA ANALYSIS AND INTERPRETATION
43
Data Collected from 60 employees from 120 as sample
ANALYSIS AND INTERPRETAION
Table and chart showing the tenure of respondets in Paintair
Thermal
Tenure of respondents Percentage
Less than 3 years 12
3-5 years 18
5-7 years 20
More than 7 years 10
Total 60
Tenure of respondents
17% 20%
Less than 3 years
3-5 years
5-7 years
33% 30% More than 7 years
Analysis : In Paintair Thermal management 120 employees are there but this is the data of 60 employess , where it is shown that 20% employess are working from less then 3 years, 30% - 3-5 years, 33% - 5-7 Years and 17% employees working more then 7 years.
Interpretation: From the above table, it is evident that most of the employees working in Paintair Thermal have 5-7 years of experience in the company.
44
Table and chart showing opinion about work environment
Table: 2
Opinion about Work environment Percentage
Highly satisfied 7
Satisfactory 26
Neutral 19
Not satisfactory 8
Highly dissatisfied -
Total 60
Source: Primary Data
Opinion about Work environment
13% 12%Highly satisfied
Satisfactory
32% Neutral43% Not satisfactory
Analysis:
From the above analysis it is clear that 12% of the employees have a highly satisfied opinion regarding working environment, 43% of the employees are satisfactory, 32% of them are neutral, 13% of them are not satisfactory and none of the employees are highly dissatisfied
Interpretation:
Most of the respondents are satisfied with the work environment in PT, There are very few employees (13 %) who are unsatisfied.
45
Table and chart showing Availability of required resources to perform the job
Table: 2
Availability of required resources to perform the job
Percentage
Highly satisfied 6
Satisfactory 25
Neutral 29
Not satisfactory -
Highly dissatisfied -
Total 60
Source: Primary Data
Availability of required resources to
perform the job
10%
Highly satisfied48%
42%
Satisfactory
Neutral
Analysis:
From the above analysis it is clear that 10% of the employees highly satisfied with
Availability of required resources to perform the job , 42% of the
employees are satisfactory, 48% of them are neutral.
Interpretation: Almost all the employees have an opinion that they have sufficient resources to perform the job assigned to them.
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Table and chart showing Satisfaction level of benefits given by the firm
Table: 3
Satisfaction level of benefits given by the firm Percentage
Highly satisfied 12
Satisfactory 33
Neutral 14
Not satisfactory 1
Highly dissatisfied -
Total 60
Source: Primary Data
Satisfaction level of benefits given by the firm2%
23%20% Highly satisfied
Satisfactory
Neutral
Not satisfactory 55%
Analysis:
From the above analysis it is clear that 20% of the employees have a highly satisfied on the level of benefits given by the firm 55% of the employees are satisfactory, 23% of them are neutral, & 2% of them are not satisfactory and none of the employees are highly dissatisfied.
Interpretation: Almost all the employees have satisfied with benefits given by the firm.
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Table and chart showing Satisfaction level with company’s policy and practices
Table: 4
Satisfaction level with company’s policy and practices
Percentage
Highly satisfied 1
Satisfactory 15
Neutral 34
Not satisfactory 10
Highly dissatisfied -
Total 60
Source: Primary Data
Satisfaction level with company’s policyand practices2%
17%25%
56%
Highly satisfied
Satisfactory
Neutral
Not satisfactory
Analysis: From the above analysis it is clear that 2% of the employees have a highlysatisfied with company’s policy and practices, 25% of the employees are satisfactory, 56% of them are neutral, 17% of them are not satisfactory and none of the employees are highly dissatisfied.
Interpretation: Most of the respondents are Neutral with the company’s policy and practices, in PT. There are very few employees (17 %) who are unsatisfied
48
Table and chart showing Opportunities to learn and grow
Table: 5
Opportunities to learn and grow Percentage
Highly satisfied -
Satisfactory 25
Neutral 23
Not satisfactory 8
Highly dissatisfied 4
Total 60
Source: Primary Data
Opportunities to learn and grow
7%13% Satisfactory
42% Neutral
Not satisfactory
38% Highly dissatisfied
Analysis: From the above analysis it is clear that 42% of the employees have an highly satisfied opinion regarding Opportunities to learn and grow, 38% of the employees are Neutral, 7% employees are highly dissatisfied with the opportunities.
Interpretation: Employees have neutral opinion of 38% employee’s feels that there is opportunity to grow. And 7% are highly dissatisfied.
49
Table and chart showing sufficient responsibility provided in the job
Table: 6
Sufficient responsibility provided in the job Percentage
Highly satisfied 12
Satisfactory 17
Neutral 25
Not satisfactory 6
Highly dissatisfied -
Total 60
Source: Primary Data
Sufficient responsibility provided in the job
10%
42%
20%
28%
Highly satisfied
Satisfactory
Neutral
Not satisfactory
Analysis: From the above analysis it is clear that 20% of the employees have a highlysatisfied opinion regarding Sufficient responsibility provided in the job, 28% of the employees are satisfactory, 42% of them are neutral, 10% of them are not satisfactory and none of the employees are highly dissatisfied
Interpretation: Most of the respondents are Neutral with the sufficient responsibility provided in the job .There is very few employees (10 %) who are unsatisfied
50
Table and chart showing Rewards and recognition programme
Table: 7
Rewards and recognition programme Percentage
Highly satisfied 10
Satisfactory 30
Neutral 20
Not satisfactory -
Highly dissatisfied -
Total 60
Source: Primary Data
Rewards and recognition programme
17%
33%
Highly satisfied
Satisfactory
Neutral
50%
Analysis: From the above analysis it is clear that 17% of the employees have a highlysatisfied opinion regarding Rewards and recognition programme ,50% of the employees are satisfactory, 33% of them are neutral.
Interpretation: Almost half of the employees are satisfied with rewards & recognition program in PT.
51
Table and chart showing Satisfaction level of Pay scale (salary)
Table: 8
Satisfaction level of Pay scale (salary) Percentage
Highly satisfied -
Satisfactory 26
Neutral 17
Not satisfactory 17
Highly dissatisfied -
Total
Source: Primary Data
Satisfaction level of Pay scale (salary)
28%
44%
28%
Satisfactory
Neutral
Not satisfactory
Analysis: From the above analysis it is clear that 44% of the employees satisfied opinion regarding level of Pay scale (salary), 28% of them are neutral, 28% of them are not satisfactory.
Interpretation: it has been clear that no one is dissatisfied with their pay scale but nor the satisfied totally.
52
Table and chart showing Work life balance
Table: 9
Worklife balance
Percentage
Highly satisfied -
Satisfactory 29
Neutral 24
Not satisfactory 7
Highly dissatisfied -
Total 60
Source: Primary Data
Work life balance
12%
Satisfactory48%
40%
Neutral
Not satisfactory
Analysis: From the above analysis it is clear that 48% of the employees have satisfied opinion regarding Work life balance, 40% of them is neutral, 12% of them are not satisfactory and none of the employees are highly dissatisfied.
Interpretation: Employees are satisfied with work life balance management. But some of the (12%) are not satisfied.
53
Table and chart showing Frequency and amount of bonuses
Table: 10
Frequency and amount of bonuses Percentage
Highly satisfied -
Satisfactory 17
Neutral 16
Not satisfactory 25
Highly dissatisfied 2
Total 60
Source: Primary Data
Frequency and amount of bonuses3%
28%
42%
27%
Satisfactory
Neutral
Not satisfactory
Highly dissatisfied
Analysis: From the above analysis it is clear that 28% of the employees have satisfied opinion regarding Frequency and amount of bonuses, 27% of the employees are neutral, 42% of them are not satisfactory and 3% are highly dissatisfied.
Interpretation: where 42% are neutral on the opinion on bonus provided to them and few 3% are highly dissatisfied.
54
Table and chart showing Connection between pay and performance
Table: 11
Connection between pay and performance
Percentage
Highly satisfied -
Satisfactory 22
Neutral 17
Not satisfactory 21
Highly dissatisfied -
Total 60
Source: Primary Data
Connection between pay and performance
35% 37% Satisfactory
Neutral
Not satisfactory
28%
Analysis: From the above analysis it is clear that 37% of the employee’s satisfied opinion regarding Connection between pay and performance, 28% of the employees are neutral, 35% of them are not satisfactory and none of the employees are highly dissatisfied.
Interpretation: most of them are agree on pay and performance where 35% are almost not satisfied.
55
Table and chart showing Workload
Table: 12
Workload Percentage
Highly satisfied -
Satisfactory 21
Neutral 29
Not satisfactory 10
Highly dissatisfied -
Total 60
Source: Primary Data
Workload
17%
35%
48%
Satisfactory
Neutral
Not satisfactory
Analysis: From the above analysis it is clear that 35% of the employee’s satisfied opinion regarding Workload, 48% of the employees are neutral, 17% of them are not satisfactory and none of the employees are highly dissatisfied
Interpretation: Where almost half of the employees feels that they have work load .
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Table and chart showing Flexibility of work hours
Table: 13
Flexibility of work hours Percentage
Highly satisfied -
Satisfactory 25
Neutral 13
Not satisfactory 22
Highly dissatisfied -
Total 60
Source: Primary Data
Flexibility of work hours
37%
22%
41% Satisfactory
Neutral
Not satisfactory
Analysis: From the above analysis it is clear that 41% of the employee’s satisfied opinion regarding Flexibility of work hours, 22% of the employees are neutral, 37% of them are not satisfactory and none of the employees are highly dissatisfied.
Interpretation: Where 41% are satisfied with their flexibility hours, n none of them are not dissatisfied with this.
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Table and chart showing Opportunity for advancement
Table: 14
Opportunity for advancement Percentage
Highly satisfied -
Satisfactory 10
Neutral 35
Not satisfactory 15
Highly dissatisfied -
Total 60
Source: Primary Data
Opportunity for advancement
17%25%
Satisfactory
Neutral
Not satisfactory
58%
Analysis: From the above analysis it is clear that 17% of the employee’s satisfied opinion regarding Opportunity for advancement, 58% of the employees are neutral, 25% of them are not satisfactory and none of the employees are highly dissatisfied.
Interpretation: where half of the employees 58% are neutral with the decision of Opportunity for advancement none of them dissatisfied.
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Table and chart showing Ability to influence decisions that affects you
Table: 15
Ability to influence decisions that affect you
Percentage
Highly satisfied -
Satisfactory 20
Neutral 25
Not satisfactory 15
Highly dissatisfied -
Total 60
Source: Primary Data
Ability to influence decisions that affect you
25%33%
Satisfactory
NeutralNot satisfactory
42%
Analysis: From the above analysis it is clear that 33% of the employee’s satisfied opinion regarding Ability to influence decisions that affect them, 42% of the employees are neutral, 25% of them are not satisfactory and none of the employees are highly dissatisfied.
Interpretation: Where 42 % are almost satisfied with the decision of the management which they takes, none of them are dissatisfied.
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Table and chart showing Communication with your supervisor
Table: 16
Communication with your supervisor Percentage
Highly satisfied -
Satisfactory 27
Neutral 23
Not satisfactory 10
Highly dissatisfied -
Total 60
Source: Primary Data
Communication with your supervisor
17%
45%
38%
Satisfactory
Neutral
Not satisfactory
Analysis: From the above analysis it is clear that 45% of the employee’s satisfied opinion regarding Communication with supervisor, 38% of the employees are neutral, 17% of them are not satisfactory and none of the employees are highly dissatisfied.
Interpretation: Almost half of them are satisfied that they have a good communication with their supervisor which means they have healthy atmosphere.
60
Table and chart showing your relationship with your peers
Table: 17
Your relationship with your peers Percentage
Highly satisfied 25
Satisfactory 30
Neutral -
Not satisfactory 5
Highly dissatisfied -
Total 60
Source: Primary Data
Your relationship with your peers
8%
42% Highly satisfied
Satisfactory
Not satisfactory50%
Analysis: From the above analysis it is clear that 45% of the employees have highlysatisfied opinion regarding relationship with peers, 50% of the employees are neutral, 8% of them are not satisfactory and none of the employees are highly dissatisfied.
Interpretation: it means they have the good n close relation with there friends in office. And very few 8% are not satisfied with their peers.
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Table and chart showing your relationship with customers/clients/end users
Table: 18
Your relationship with customers/clients/end users
Percentage
Highly satisfied -
Satisfactory 19
Neutral 27
Not satisfactory 14
Highly dissatisfied -
Total 60
Source: Primary Data
Your relationship with customers/clients/endusers
23%
45%
32% Satisfactory
Neutral
Not satisfactory
Analysis: From the above analysis it is clear that 32% of the employees have satisfiedopinion regarding relationship with customers/clients/end users, 45% of the employees are neutral, 23% of them are not satisfactory and none of the employees are highly dissatisfied.
Interpretation: where almost half of the employees happy with their customers. But 23% are not satisfied.
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Table and chart showing your overall satisfaction with your company
Table: 19
Your overall satisfaction with your company Percentage
Highly satisfied -
Satisfactory 10
Neutral 44
Not satisfactory 6
Highly dissatisfied -
Total 60
Source: Primary Data
Your overall satisfaction with your company
10%
73%
17%
Satisfactory
Neutral
Not satisfactory
Analysis: : From the above analysis it is clear that 17% of the employees have satisfied opinion regarding overall satisfaction with company, 73% of the employees are neutral,
10% of them are not satisfactory and none of the employees are highly dissatisfied.
Interpretation: large no of people are almost neutral with the company satisfaction level, few 10% are not happy with the company.
63
Table and chart showing Overall satisfaction with your job
Table: 20
Overall satisfaction with your job Percentage
Highly satisfied 5
Satisfactory 25
Neutral 19
Not satisfactory 11
Highly dissatisfied -
Total 60
Source: Primary Data
Overall satisfaction with your job2%
10%
Highly satisfied
38% Satisfactory
Neutral
50% Not satisfactory
Analysis: From the above analysis it is clear that 10% highly satisfied with their jobsatisfaction,50% of them are satisfied, 38% of them are neutral, 2% of them are not satisfied and none of them are highly unsatisfied.
Interpretation: which means there are some people who highly satisfied with the company and their job and half of the employees are satisfied with thir job n very few 2% are not satisfied.
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FINDINGS1. Most of the employees working in Paintair Thermal have 5-7 years of experience in
the company.
2. Most of the respondents are satisfied with the work environment in PT, There are very few employees (13 %) who are unsatisfied.
3. Almost all the employees have satisfied with benefits given by the firm.
4. Most of the respondents are Neutral with the company’s policy and practices, in PT. There are very few employees (17 %) who are unsatisfied
5. Employees have neutral opinion of 38% employee’s feels that there is opportunity to grow. And 7% are highly dissatisfied.
6. Most of the respondents are Neutral with the sufficient responsibility provided in the job .There is very few employees (10 %) who are unsatisfied
7. Almost half of the employees are satisfied with rewards & recognition program in PT.
8. It has been clear that no one is dissatisfied with their pay scale but nor the satisfied totally.
9. Employees are satisfied with work life balance management. But some of the (12%) are not satisfied.
10. Where 42% are neutral on the opinion on bonus provided to them and few 3% are highly dissatisfied.
11. most of them are agree on pay and performance where 35% are almost not satisfied.
12. Where almost half of the employees feels that they have work load.
13. Where 41% are satisfied with their flexibility hours, n none of them are not dissatisfied with this.
14. Where half of the employees 58% are neutral with the decision of Opportunity for advancement none of them dissatisfied.
65
15. Where 42 % are almost satisfied with the decision of the management which they takes, none of them are dissatisfied.
16. Almost half of them are satisfied that they have a good communication with their supervisor which means they have healthy atmosphere.
17. Employees have the good n close relation with their friends in office. And very few 8% are not satisfied with their peers.
18. Where almost half of the employees happy with their customers. But 23% are not satisfied.
19. Large no of people are almost neutral with the company satisfaction level, few 10% are not happy with the company.
20. There are some people who highly satisfied with the company and their job and half of the employees are satisfied with thir job n very few 2% are not satisfied.
66
SUGGESTIONS
The following suggestions or rather recommendations can be cited as a conclusion to the
project report entitled “A study on Employee Job Satisfaction”
1. Job autonomy
A sense of freedom will have to be given in an employees’ regular course of his/her job so
as to ensure his participation in decision making and management which would further boost
his morale and generate job satisfaction.
2. Challenging jobs
The content of an individual’s job is to be made challenging; if this is not the case, then jobs
would rather seem repetitive and boring to be performed in the same wavelength all the
time.
3. Job rotation
The Company can also think of changing the profile of the worker for some days by using a
job rotation strategy, whereby he would be given an opportunity to experience different kinds
of jobs apart from his usual ones.
4. Promotional opportunities
The careers of the employees in the organizations should be modified so as to include a fast
pace in their career slope and include more rewarding jobs.
5. Training
Amount of discomfort experienced by an individual in his work can be combated by making
use of appropriate training methodologies. If this is not the case, then employees may feel
isolated from their work and job dissatisfaction may be the result.
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Other Suggestions to reduce the impact of overall job dissatisfaction
Efforts are to be made to see through that employees are engaged in work.
Flexible work arrangements, possibly including telecommuting
Training and other professional growth opportunities
Interesting work that offers variety and challenge and allows the worker opportunities
to "put his or her signature" on the finished product
Opportunities to use one's talents and to be creative
Opportunities to take responsibility and direct one's own work
A stable, secure work environment that includes job security/continuity
Up-to-date technology has to be maintained.
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CONCLUSION
From the above study on “Employee Job Satisfaction” at Paintair Thermal , the following
conclusions have been drawn out:
1. In most of the cases, the organizational factors have had little impact on the overall
job satisfaction (that is to say that the organizational factors have caused little
dissatisfaction in the individuals)
2. Job satisfaction of respondents is high in terms of pay, cohesion in work groups,
coordination among other departments and the like.
3. Job satisfaction is also high as far as the interpersonal relationships in the
organization are concerned.
4. Personal factors have a more dent on the overall job satisfaction of the respondents.
5. The company needs to incorporate and implement certain important probabilities in
the areas of feedback, establishing sound human resource policies etc.
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BIBLIOGRAPHY
locke. (1976). job satisfaction. White Paper, 3-4.
(Maslow, 1954),job satisfaction litrarure
Pestonejee D. M. “Motivation and Job Satisfaction”, 1st Edition. Macmillan India
Limited.
Concepts of job satisfaction Huber, 2006; Spector,
1997
Job stress Selye, 1976
Role conflict and role ambiguity PiKo, 2006; Kalliath & Morris, 2002, (O’Driscoll & Beehr,
1994
Kothari C.R., Research Methodology, New Delhi; New Age International
Publication, second edition.
Iyer and Soberman (2006) a model of job satisfaction
www.pentairthermal.com
www.google.com
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Annexure - Survey Questionnaire
Sr No. Questions Highlysatisfied
satisfactory Neutral Notsatisfactory
Highlydissatisfied
1 Opinion about Workenvironment
2 Availability ofrequired resources to
perform the job3 Satisfaction level of
benefits given by thefirm
4 Satisfaction level withcompany’s policy and
practices5 Opportunities to learn
and grow6 Sufficient
responsibilityprovided in the job
7 Rewards andrecognitionprogramme
8 Satisfaction level ofPay scale (salary)
9 Worklife balance
10 Frequency andamount of bonuses
11 Connection betweenpay and performance
12Workload
13 Flexibility of workhours
14 Opportunity foradvancement
15 Ability to influencedecisions that affect
you16 Communication with
your supervisor17 Your relationship with
your peers
18 Your relationship withcustomers/clients/end
users19 Your overall
satisfaction with yourcompany
20 Overall satisfactionwith your job
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