A study on level of job satisfaction amongst quality dept employees in go go international

A Study On Level Of Job Satisfaction Amongst Quality Dept Employees

INTRODUCTION

Job satisfaction describes how content an individual is with his or her job. It is a relatively
recent term since in previous centuries the jobs available to a particular person were often
predetermined by the occupation of the person’s parent. There are a variety of factors that
can influence a person’s level of job satisfaction. Some of these factors include the level of
pay and benefits, the perceived fairness of the promotion system within a company, the
quality of the working conditions, leadership and social relationships, the job itself (the
variety of tasks involved, the interest and challenge the job generates, and clarity of the job
description/ requirements)

TITLE OF THE PROJECT:

A study on “Level of JOB SATISFACTION amongst quality dept employees” with
special reference to GO GO International Pvt. Ltd., HASSAN.

OBJECTIVES OF THE STUDY:

The objective of the study is classified into primary and secondary objectives as they are
follows,

Primary objective

The primary objective of this study is to study the job satisfaction level of employees and to
suggest measures, which might be help the organization in improving the “job satisfaction
level” among the employees.

HR Institute of Higher Education , Hassan
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Secondary objectives

• To understand the level of employee SATISFACTION and factors which make the
employees desirable in the Indian textile industry with respect to company policies,
working conditions and other factors.
• To find out the satisfaction level regarding the compensation plans, transparency and
leadership.
• To analyze employee loyalty towards company and to understand the commitment of
management towards employees, in terms of trust empowerment etc.
• To evaluate the alternative preferences of employees.
• To analyse the performance of GO GO INTERNATIONAL PVT. LTD employees.
• To study the areas of improvement & give suggestions for future improvement of
GO GO INTERNATIONAL PVT. LTD.

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SCOPE OF THE STUDY:
The development of any of the organization is mainly depending on the satisfaction level of
the employees so that they can perform well in the organization.

• The company can analyze the level of employee satisfaction in their organization.
• The company can improve the working conditions, environment and other policies to
satisfy the employees based on the results of my survey.
• They can implement my valuable suggestions to overcome many problems faced by
the organization.
• I can understand how actually an organization works and can get more insight on the
concept of job satisfaction.
• It provides me a great opportunity to relate theoretical concepts learnt in my course to
the actual happenings in the organization.
• I can get an opportunity to provide suggestions.

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PROBLEM STATEMENT:
The selected Topic was ‘A STUDY ON LEVEL OF JOB SATISFACTION
AMONGST QUALITY DEPT EMPLOYEES”

 It is said that satisfied employee is a productive employee, any kind of grievance
relating to organizational or personal to a greater extent influence on the job.
 So every organization is giving higher priority to keep their employees with
satisfaction by providing several facilities which improves satisfaction and which
reduces dissatisfaction.
 Job Satisfaction is considered as a key issue by the entrepreneur where efforts are
taken and programs are initiated.
 If an employee is not satisfied with the job there are chances for absenteeism, lob
turnover, lower productivity. committing of mistakes, diverting energy for different
types of conflicts keeping this thing in view all organizations are trying to identify the
areas where satisfaction to be improved to get out of the above dangers
 In this connection a survey was conducted on behalf of Go Go international
Limited to identify the level of satisfaction in terms of strongly agree to strongly
disagree on various job related factors.

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RESEARCH METHODOLOGY
There are 3 types, they are:
1. Explorative
2. Descriptive
3. Experimental
Descriptive methodology is used in the present study.

Data Sources:
Primary Data:
The Primary data was collected from the respondents by administering a structured
questionnaire and also through observations, interviews & discussion with Management
team.
Secondary Data:
Apart from Primary data, the secondary data is being collected through Text books,
records of GO GO International Pvt. Limited, Journals from Library, Academic Reports, and
Internet , used for this study.

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Sampling design:

Sample Population:
There are total 1115 employees working in the organization.

Sample Size:
Out of the total population, the sample taken among respondents from the quality
department is 40.

Sampling Area:
The research was conducted at Quality Department of GO GO International Pvt.
Limited Hassan.

Sample Method:
The research was made by the survey in accordance to the convenience of the
employees. So the sample type is convenience sampling.

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TOOLS USED FOR ANALYSIS

Instrument:
A structured Questionnaire is used, and the type of questionnaire is target questions.

Method:
The research was conducted by using contact methods through Questionnaire,
Interview and Observation. The information was collected from the employees of quality
department only.

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TECHNIQUES FOR DATA ANALYSIS
The data is analyzed with” Simple analysis technique”. The data tool is percentage
method.

Percentage method is used in making comparison between two or more criteria. This
method is used to describe relationship.
Percentage of Respondents = No. of Respondents/ Total no of Respondents X 100

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LIMITATIONS OF THE STUDY:

• The study is conducted only in HASSAN branch of Go Go international pvt.
Ltd.
• Due to the limitation of the time the research could not be made more
detailed.
• Due to confidentiality of some information accurate response was not revealed
by some of the respondents.
• Some of the replies of the respondents may be biased.
• Respondents had marked the answers in questionnaires which may be socially
incorrect irrespective of their actual feelings.

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2.1 INDUSTRY PROFILE

Indian textile industry can be compared to a pyramid of ice floating in water. “Only one
tenth of the pyramid is visible, in the form of large textile mills in the organized sector. The
body of the textile pyramid consists of the decentralized power loom and handloom sectors,
which account for the bulk of India’s production. The base of the pyramid is the downstream
apparel and household textile sectors. The entire pyramid employs about fifteen million (as
in 2007, it was estimated 20 million) workers-most of whom work in small firms in the
decentralized sector”. Indeed, the structure of the Indian textile industry is as varied and
deep-rooted as is its reform, challenging and daunting Indian textile and clothing industry is
the largest foreign exchange earner for the country, and employs over 20 million people,
second only to agriculture. India cannot afford to let this industry grow sick. That would be
nothing short of a human tragedy. Until the era of globalization liberalization was launched
at the opening of the current decade, the domestic market was a protected turf, and a seller’s
market.

However, with the forces of globalization having been unleashed, and accentuated by
the coming into force of the WTO in 1995, there is no looking back. The world has changed
and is changing. In the borderless world, only the fittest would survive. Indian textile and
clothing industry is beset with several shortcomings, in no small measure due to the lop-sided
govt. policy in the post-1947 India.

But now it must change. It must change if it is not be blows away by the global
market forces, both in the international market as well as by imports in the domestic territory.

And contrary to the common refrain of the industrialists in textile industry, the onus of
infusing a refreshing change lies more on the industry (firms) than on the government. This
is not to be little the significant role of a facilitator that govt alone can provide. But
competitive strategy originates at the level of the firm.

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No amount of macroeconomic change can make the firms in the industry competitive. The
govt. must evolve a national policy, which can act as a general guideline for the firms to
define their unique positioning strategy. Given the national environment, the firms must
control their own destiny, or someone else will.

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2.2 COMPANY PROFILE

2.2 1 PROMOTORS AND MANAGEMENT:
GO GO International Pvt .Ltd., a privately owned company being managed by the
promoters. The company was started in 1983 by Mr.S.S.Goenka who hails from a family of
entrepreneurs. Mr.Goenka alone managed his business for many years and strived to put Go
Go International amongst well established exporters.

Some years later, Mr.Rajeev Goenka, the elder son joined hands in the business with
his father. Mr.Rajeev Goenka a Mechanical Engineer gave a whole new outlook to the
business. His engineering background helped him look at new and better technology for
improving quality of products, improving design and reducing time. He personally
supervises the production processes and ensures a smooth and unbroken flow.

Mr. Achal Goenka, a Doctor by profession and the second son of Mr.S.S.Goenka also joined
hands in the business in 1992. He is conversant with the latest international trends and tastes.
Quality control is an obsession with him. In the process to maintain quality of fabrics, a
process house for dyeing and printing of different kinds of fabric was incorporated in 1995.

A company that started off modestly started increasing its business across the globe and is
presently doing a turnover of over 6 million garments every year and increasing constantly.
In the increasing and thriving business, Ms.Nirmal and Ms.Lalita the daughter-in-laws of
Mr.S.S.Goenka have also joined hands in running the ever expanding demand.

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Company with a Difference…..!
Company with a Difference…..!

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2.2 2 MARKETS AND CLIENTS:

GO GO exports garments to EU countries like Italy, France, Spain, Belgium,
Norway, Holland, Germany, Austria and also Switzerland, Scandinavia and Hungary.
Outside Europe GO GO exports to the United States of America, Canada, Mexico and
Australia. In America they are supplying to firms like Vanity Fair, Steven Berry, and Blake
Hollister etc.. In Europe their main customers are Coop, Bestseller, Replay, Adler, Guru,
Makro Stores and SCA Textiles etc.

GO GO International customers span a wide spectrum- order sizes vary from 5,000
units to 1 million units. All receive the same care and attention that Go Go is known for.

When GO GO International decides to accept a client, a complete team is assigned to
the task at hands. Each team comprises of a Sr. Merchandiser, Merchandiser, sampling team
and production controller for both sales and production.

2.2 3 VISION:

“Begin with a vision Build with resources that are dynamically matched with a strong
commitment to excellence in products and processes, through a team of dedicated people,
while ensuring a clean environment for our plant, the Earth. All to serve the customer better.”

2.2 4 MISSION:
“To truly partner with our customers to deliver business solutions which rest on
product differentiation?”

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Export Oriented Company

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2.2 5 QUALITY POLICY

GOGO INTERNATIONAL COMMITTED TO:

1. Supplying products of consistent quality to satisfy the customer’s requirement.
2. Delivering the goods at the right place at the right time and at the right price.
3. Responding quickly and effectively in all communication with customers.
4. Training of all employees in achieving the products of high quality.
5. Ensuring good quality raw material supply from suppliers.
6. Having effective communication with suppliers.

This will be achieved through the implementation and maintenance of a well-
documented system to meet the requirement of buyer’s standard.

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Production Unit

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2.3 PRODUCT PROFILE:

GO GO Intentional Company’s commitment to specialization extents to the fabric
used to manufacture garments. The main range is of garments made from knitted fabric.

The company caters to Men’s, Ladies and Children knitted garments. The range
includes outerwear, sportswear, party wear, Nightwear and active wear.

Recently GO GO International has also ventured into ladies fashion garments in
Woven fabrics. This was mainly to consistent insistence from their existing buyers. Now,
they are in the verge of expanding their dimensions in woven garments also.

The fabric for manufacture is mostly acquired locally. At times it is sourced from
Taiwan, Hong Kong, Singapore or Korea to meet individual requirements.

Go Go has computerized embroidery machines which are capable of producing
10,000 pieces per day. Go Go also has in house facilities for hand embroidery.

2.3 1 COMPETITORS:
The main competitors of GOGO International are Gokul Das Exports, Gokul Das
Images, Shahi Exports, and Bombay Rayon etc.

2.3 2 INFRASTRUCTURE:

GO GO has invested heavily in infrastructure, not only for manufacturing of
garments but also to streamline the entire production and marketing process. GO GO has
made Hassan it’s hub for manufacturing facilities as well as its support department: Shipping,
Quality control, Designing, Sampling, Embroidery, Computer Systems and Accounts. It also
has sourcing, marketing and manufacturing offices at Delhi, Ludhiana, Tuticorin and
Tirupur. Three Showrooms are maintained for fashion and high fashion garments. Overall
GO GO International employs around 2000 employees which include over 300
administrative staff.

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Work in progress

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2.3 3 DEPARTMENT OF HUMAN RESOURCE MANAGEMENT:

Mr.Vasudeva P V, Hr manager heads the HR department. The staffs of HR Dept.
include the junior Hr executives, a welfare officer, a nurse, a crèche in charge, house keeping
staff.

HR VISION:

“Build with resources that are dynamically matched with a strong commitment to
excellence in products and processes, through a team of dedicated people, while ensuring a
clean environment for our planet, the Earth. All to serve the customer better”.

FUNCTIONS PERFORMED BY THE HR DEPARTMENT
 Recruitment
 Induction
 Time office
 Wages & salary administration
 Industrial relations
 Safety& welfare
 Security

RECRUITMENT AND SELECTION PROCEDURE:

In GO GO International Pvt. Ltd recruitment procedure is as follows. First, Department
Heads will do the manpower planning. After identifying the manpower need they send a
report as per qualification and required number of candidate, to HR Department? From there
the issue would be discussed with the management and if it is really required then the HR
department will take proper steps for recruitment.

After that they will take proper steps like advisement, are placed in papers,
approaching consultancies for recruitment and also recruit employee through referrals.
Recruitment is a centralized process in GO GO International Pvt.Ltd both external& internal
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sources of recruitment are carried out on to recruit applicants. The management will conduct
a medical test, so as to know whether they are fit to work. Training is given to selected
candidates.

INDUCTION
The induction programme will be conducted for newly appointed candidates. The
selected candidates are introduced to their colleagues, their workplace etc. They are
appraised to the nature of duties, leave benefits, salary, position in hierarchy etc.

2.3 4 TRAINING:

IDENTIFICATION OF THE TRAINING NEEDS:
Training needs may be new training needs or retraining needs. These are identified
once in a year. Department heads identify the training needs of their employee through
appraisal system. New employee is assigned a new job and is trained for the same.
Training needs are considered at 3 levels
1) Individual level
2) Department level
3) Organization level

Kinds of training provide
 On the job training
 In house training

Annually Training Dept. prepares its own training calendar. It also prepares monthly
training schedule& all the employees are given the required training.

Wages and salary administration:
Wages and salary administration is computerized and it is calculated on the basis of
attendance. .In case of unpaid wages & salary reconciliation is made .When an employee
resigns full and final settlement of his account is made.

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2.3 5 LABOUR WELFARE FACILITIES
GO GO International Pvt.Ltd provides many labour facilities some of them are as
mentioned below;

Canteen:
The canteen at the company is well maintained and is under contractual basis.
Employees are provided with subsidized food during the working hours. The objective of this
facility is to provide clean, hygienic and nutritious food for the workers at cheaper cost,
providing neat hygienic place for workers to consume food. Canteen provides a meeting
place for all the workers.

First Aid facility:

First Aid boxes at cupboards well equipped with the prescribed medicine are provided
in all the departments. Each box is in charge of responsibility of the person who holds a
certificate in the first aid treatment. Ambulance room service is also provided during the
working hours. An ambulance van is maintained in the company to take employee to the
hospital in case of accident.

Maternity benefit:

ML is payable for a maximum of 12 weeks in case of confinement and minimum of 6
weeks.

Disablement benefit:

If there were any temporary disablement due to employment injury then if the person
were insured he would be compensated with about 70% of daily average wage. If
disablement is permanent, then periodical payment is paid for the person who is insured or to
the dependent of the injured person.

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Reward for best service:

Every employee is rewarded for outstanding performance in the factory. Cash prize
and other benefits are given. This implies to workmen to the grade up to the junior
managers..

2.3 6 LEAVE ADMINISTRATION

Earned leave:

Permanent workmen who have actually worked in a particular leave year for 240 days
would be entitled for 12 days EL. For the days worked in excess of 240 days, concerned
workmen would be entitled to 1 EL for every 20 days actually worked.

Crèche:

The factory has a special facility for the employees of the organization .The crèche
looks after the children of the employees during their working hours. Children between the
age group of 1 year to 4 year will be taken in. Every child birthday will be celebrated by
cutting cake & the child would be given a birthday gift from the company.

Employee welfare:

The welfare officer will look after employee welfare. They will be having many
important responsibilities to be taken care of. Welfare officer is in charge for the induction of
the new employees. He/ she have to guide the employees by educating them about the
welfare benefits, like PF, Insurance, etc.

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He/she arranges regular workshops, demos, lectures, seminars, etc for the employee.
For example
• Monthly awareness programme for new employees.
• Safety measures taught to the employees
• Personnel hygiene
• Extinguishing fire
• Women’s day celebration etc…

2.3 7 DIFFERENT COMMITIES:
• Canteen committee
• Prevention of Sexual Harassment committee
• Health & Safety committee
• Works committee

Canteen committee:

This committee looks after the canteen issues in the factory. The committee consists
of 10 members. They organize a meeting at the end of the month and discuss various issues
about the canteen facilities. They also collect feedbacks from the employees regarding the
food provided. Hygiene, one among priorities suggestion if any given are work out.

Committee against sexual harassment:

As 70% of the employees in the factory are women. A committee is set up to take
care of the subtle issues revolving around the women employees. Any behaviour, which
would lead to embarrassment of the women employees, would be taken note of. Any person
who tries to misbehave with the women workers would be taken from a work. Such situation
would be dealt with, at most dignity. And such kind of issues would be kept as confidential
as possible.
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Health & Safety committee:

A group of workers form a committee to look after the safety of the co workers. Such
as the protection gadgets provided are good or not. While working the employee is using
those gadgets or not. What are the extra measures to be taken for the safety of workers?
Etc .are dealt in detail.

Working hours:

The working hour’s intervals & name and particulars of factory management, date of
disbursement of wages is prominently displayed in Form No.10 in factory premises.

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Attendance:

i. Every employee shall register his attendance by Bio-Metric and his punch
ii. Card -once before commencing work very day and once at the end of the day.
iii. Day (close of work hours).
iv. This facility does not enforce on employees who have not completed 18 years of age,
child labour is strictly prohibited.
v. Every employee shall therefore commence his/ her work at his / her assign end place
and at the time fixed for commencement of work in accordance with the notified
work hours.
vi. The starting & closing of the work period , the starting & closing of interval period
shall be notified from time to time & shall be signalled by the sound of an a siren.
vii. Employees in completion of working / shift hours leave the factory premises
immediately with in 15 min from the close of shift hours.
viii. If any employees is late to work whether at commencement of shift/ working hours or
after lunch interval for more than 3 min in the month during two successive or for
more than 5 times in month shall be declared as habitually late & shall be liable for
disciplinary action.

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Entry, exit and search:
I. All employees shall enter or leave factory premises by the gate or gates specified
for the purpose.
II. No employee shall enter the established factory premises except when on duty,
without the permission of the security or any other officer authorized by the
Management in this behalf.
III. No employee shall take with him, inside the factory, any outside person / friend
/relative without the permission of the officer authorized on behalf.
IV. The entire employee shall be searched at the factory main gate or such other
specified entrances by the security staff on duty or by others appointed by the
manager for the purpose.
V. Any employee, who is off duty, has been granted or has resigned or is not working
for any reason, shall immediately leave the factory premises and shall not enter any
part to it except with permission of the officer authorized in this behalf.
VI. No employees shall leave factory premises during duty hours except after obtaining
written permission of the authorized officer and with a gate pass. If any employee
desires to leave the factory premises during the hours of work notified for him/ her,
he/she shall obtain the prior consent of and a gate pass from the manager, and in the
absence of manager, from the in charge manager or any other officer authorized in
this behalf.

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2.4 SWOT ANALYSIS

2.4 1 STRENGTHS
• Wide opportunity for textile industry
• Updated technology
• Location benefits
• Low cost labour
• SEZ- for tax benefits and government support
• Huge labour
• Only exporting so that they can avoids the risks of local market
• Good Infrastructural facilities
• Dedicated top level management
• Conducive working environment
• Workers participation in management
• Good Industrial relations

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2.4 2 WEAKNESS
• less availability of skilled workers
• Entry of political parties
• Availability of raw materials
• Transportation
• So far from harbours and Airways
• Unattractive salary for unskilled employees
• Inflexible working hours

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2.4 3 OPPORTUNITIES
• There is a scope for expansion
• Can export to many other countries
• Support from government
• Can cater domestic customers
• Can diversify business as the set up cost is comparatively low at Hassan

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2.4 4 THREATS
• Currency value fluctuation
• Entry of Chinese manufacturers
• Local competitors
• Political interference
• Heavy rainfall would slowdown the progress of work
• Situated in outskirts
• Changes in technology

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3.1 REVIEW OF LETERATURE
METHODOLOGY OF LITERATURE REVIEW

The review of literature is conducted to analyze various factors for job satisfaction at
GO GO INTERNATIONAL PVT. LTD.HASSAN. the books and articles of various
authors are referred to find out the kind of methods which are suited for rating in job
satisfaction level.

The research has searched many books on job satisfaction to collect the literature
about the Job Satisfaction. To analyze the Job Satisfaction amongst quality department
employees Hassan. The information collected was confined to the journals published about
the human resource management.

The review of literature helped the research to conduct the survey in better and
extensive manner. It should also help the research for finding and getting deeper into the
topic. For this purpose the abstracting and indexing journals and published biographies and
unpublished biographies are first to go.

The review of literature helped the research to conduct the survey in better and
extensive manner. It should also help the research for finding and getting deeper into the
topic. For this purpose and abstracting and indexing journals and published biographies and
unpublished biographies are first to go.

Human Resource Management function concerned with hiring, motivating and
maintaining people in an organization. It focuses on people in organizations. Human
Resource views people as an important source or asset to be used for the benefit of
organization, employees and the society. It is emerging as distinct philosophy of management
aiming at policies that promote mutuality – mutual goals, mutual respects, mutual rewards
and mutual responsibilities. The belief is that policies of mutuality will elicit commitment
which in turn will yield both better economic performance and greater human resource
development.

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3.1 1 Introduction to Human Resource Management:
Modern organizational setting is characterized by constant changes relating to environment
factors and human resources. As regards environmental factors, we find changes in the
operating organizational structure, the networking procedures, customs or norms and the
economic, political and social patterns in which organizations exist. Moreover, there is
constant change in human resources. New individuals are being employed with their new
ideas and expectations while the existing workforce is constantly changing vis-à-vis ideas,
attitudes and values.
Although the changes may provide solution to some problems, it may create several new
ones. There is an urgent need to understand these problems, anticipate them and to find
solutions to them. The responsibility to find out solutions to these problems lies with every
manager who has to be prepared to deal with different changes effectively through
educational and developmental programs. Obviously, every manager is responsible for
management of human resources of course with the advice and help of personnel department.
Management of human resources is the essence of being a manager who has to get things
done through others. Specifically, his task relates to leading, mobilizing and directing the
efforts of people without which he can be a technician but not a manager. Thus, every
manager has to develop and maintain his competence in managing human resources which
have assumed utmost significance in modern organizations.The term Job Satisfaction is of
almost significance from the standpoint of employee morale. It refers to employee’s general
attitude towards his work.Lock defines work Satisfaction as a pleasurable or positive
emotional state resulting from the appraisal of one’s work or work experience. The extent
that a person’s work fulfils his dominant need and is consistent with his expectations and
values, the work will be satisfying.The job satisfaction factors which can have influence on
attitudes, these can be considered as motives. The relationship between man and work has
always attracted the philosophers, scientists and novelists. A major part of man’s life is spent
work. Work is a social reality and social expectation to which men seem to confirm. It not
only provides status to the individual but also binds him, to the society.
Job satisfaction is a persons attitude towards the job. Positive attitude towards the job are
equivalent to job satisfaction where as negative attitude towards the job is equivalent to job
dissatisfaction. Job satisfaction has been define variously from time to time.

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“The term job satisfaction refers to an individual’s general attitude towards his or her job,
while a person who is dissatisfied with his or her works holds negative attitude about the job”
The role of human resource management in organisations has been evolving dramatically in
recent times. The days of Personnel Department performing clerical duties such as record
keeping, paper pushing and file maintenance are over. HR is increasingly receiving attention
as a critical strategic partner, assuming stunningly different, far reaching transformational
roles and responsibilities. Taking the strategic approach to human resource management
involves making the function of managing human assets the most important priority in the
organisations and integrating all human resource policies and programmes the frame-work of
a company’s strategy. Effective utilisation of human resource can assist organisations in
achieving competitive advantage.

3.1 2 Definition:
Human resource management is a management functions that helps manager’s recruit, select
train and develop members for an organization. It focuses on the people in organizations
According to Michael J . Jucius defined as “the field of management
which has to do with planning, organizing, directing and controlling the functions of
procuring ,developing .maintaining and utilizing the labour force .
, such that the –
1. Objectives of the company is established are attained economically and effectively

2. Objectives of all levels of personnel are served to the highest possible degree, and

3. Objectives of society are dually considered and served”.

HRM can be defined as managing (planning, organizing ,directing and controlling )the
function s of employing ,developing and compensating human resource resulting in the
creation and development of human relations with a view to contribute proportionately due to
them) to the organizational ,individual and social goals.

Human Resource Management function concerned with hiring, motivating and maintaining
people in an organization. It focuses on people in organizations. Human Resource views
people as an important source or asset to be used for the benefit of organizations, employees

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and the society. It is emerging as a distinct philosophy of management aiming at policies that
promote mutuality – mutual goals, mutual respects, mutual rewards and mutual
responsibilities. The belief is that policies of mutuality will elicit commitment which in turn
will yield both better economic performance and greater human resource development.

Components of human resource are skills, knowledge, value Creative ability. Human
resource management:

While managing the human resources one has to perform tasks like

a. Employing the people

b. Developing the resources

c. Utilizing the resources and compensating their services in tune with the job and
organizational requirements

Human resource refers to the knowledge skills abilities talents aptitude, values and
beliefs of an organization’s workforce. Knowledge skills, creative abilities and talents play
an important role in deciding the efficiency and effectiveness of an organizations workforce.

Human resource development improves the utilization value of an organization. The
difference in the level of performance of two organizations also depends on utilization value
of human resources.

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3.1 3 IMPORTANCE OF HUMAN RESOURCE MANAGEMENT:

The importance of HRM can be discussed under three standard points:

1. Social significance: Management of personnel enhances their dignity by
satisfying their social needs. This is done by:

i. Providing suitable and most productive employment, which brings
them psychological satisfaction.

ii. Making maximum utilization of the resource in an effective
manner and paying the employees a reasonable compensation in
proportion to the contribution made by him.

2. Professional significance: By providing healthy working environment it promotes
teamwork in the employees. This is done by:

i. Marinating the dignity of the employee as a human being.

ii. Providing maximum opportunities for personal dept.

3. Significance for individual enterprise : It can help the organization in
accomplishing its goal by:

i. Creating right attitude among employees through effective motivation.

ii. Securing willing communication operation for achieving goals fulfilling
their own social and other psychological needs like love, affection,
esteem etc.

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3.1 4 Evolution of Human Resource Management:

Human Resource, a relatively new term emerged during the 1970s.Many people continue to
refer to the discipline by its older, more traditional titles, such as personnel management or
personal administration.

The trend is changing. The term nowadays used in industry circle is Human Resource
management. Coming to the evolution of HRM as a subject, it may be stated that concern for
the welfare of workers in the management of business enterprises has been in existence since
ages. Kutilya’s Arthashastra states that there existed a sound base for systematic management
of resources during as early as the 4th century BC. These processes took momentum only
when government took active measures during resent past by various rules and regulations
under Industrial Dispute Act and related Acts. However the employees will have various
reasons to deviate from this. When the growth of the industry is disturbed due to irregularity
of the employees, government showed interest in the operation of public and private sector
enterprises and provided systematic procedures for regulating employer –employee
relationships.

Development of HRM in India:
• In 50’s, people were recruited ‘to do and die’

• In 60’s, concept of managing people

• In 70’s, realised that productivity depended on people

• Employees started demanding over and above their salaries

• Personnel department – renamed as Human resources

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• Management theories were introduced

• Concepts of participative management, Kaizen, Total quality management,
empowerment, etc,

• In Indian context, emotions, feelings, empathetic perceptions, and affective
components influence people

• Hierarchy, status, authority, responsibility, and accountability are structural concepts

• Subordinates expect that the superior should have integrity, higher performance skill,
commitment, guidance and leadership qualities, support and patronising tendencies,
accessibility, wider vision, sense of empowerment, and credibility

• Boss expects commitment to job, integrity, competence, reliability, initiative, loyalty
to the organisation, self-discipline, accountability and job involvement

• A good HRM environment ensures balanced interaction between the two set of
expectations and harmony

• HRM strategies in India have to focus on better individual-organisation interface and
greater emphasis on organisational effectiveness than on personal success

38


3.1 5 Scope of HRM

The scope of HRM is indeed vast. All major activities in the working life of a worker from
time of his or her entry into an organization until he or she leaves – come under the purview
of HRM. Specifically, the activities included are HR planning , job analysis and design ,
recruitment and selection, orientation and placement , training and development ,
performance appraisal and job evaluation , employee remuneration , motivation
communication , welfare, safety and health, industrial relations and the like.
For the sake of convenience all these functions into seven sections as shown in the figure

39


Nature of
HRM

Prospects Employe
of HRM e Hiring

Human
Resource
Managem Employee
Industria ent and
Executive
l Remunerat
Relations ion

Employe
Employee
e
Maintena
nce Motivati
on

Figure – representing the scope for HRM

40


3.1 6 HRM Functions:
HRM is the process of acquiring, training, appraising, and compensating employees, and
attending to their labour relations, health and safety, and fairness concerns. ‘People or
Personal aspects’
Human Resource Management must perform certain functions. These functions have been
stated while outlining the scope of HRM.
• Conducting job analysis

• Planning labour needs and recruiting job candidates

• Selecting job candidates

• Orienting and training new employees

• Managing wages and salaries (Compensating)

• Providing incentives and benefits

• Appraising employees

• Communicating (Interviewing, counselling, & Disciplining)

• Training and developing

• Building employee commitment

• Union management

• Assessment

41


3.1 7 Importance of HR management to all managers:

• Hire the wrong person for the job

• Experience high turnover

• Have people not doing the best

• Waste time with useless interviews

• Have your company cited under occupational safety laws for unsafe practices

• Have some employees think their salaries are unfair and inequitable

• Allow a lack of training to undermine effectiveness

• Commit any unfair labour practices

42


3.2 Introduction to Job Satisfaction
The term Job satisfaction is of almost significance from the standpoint of employee
morale. It refers to employees’ general attitude towards his work.

Lock defines work Satisfaction as a pleasurable or positive emotional state resulting
from the appraisal of one’s work or work experience’. The extent that a person’s work fulfils
his dominant need and is consistent with his expectations and values, the work will be
satisfying.

3.2 1 Determinants of Job Satisfaction:
According to Abraham. A there are two types of variables that determine the work
Satisfaction of an individual, they are
1. Organizational variables and
2. Personal variables

3.2 2 Organizational Variables:

Occupational level:

The higher the level of the work, the greater the Satisfaction of the individuals this is because
higher level of work carry greater prestige and self control. People at higher level work find
most of their needs satisfied than when they are in lower level ones.

43


Work content

The extent to which work provides the individual with interesting tasks, opportunities for
learning, and the chance to accept responsibility will increase work satisfaction.

Considerable Leadership:
People like to be treated with consideration. Hence considerable leadership results in
higher work satisfaction than inconsiderable leadership.

Pay & Promotional Opportunities:
All the other things being equal these variables are positively related to work
satisfaction.

Interaction in the Work Group:
Work Satisfaction will result if interaction is most satisfying i. e, when
1. It results in recognition that other person’s attitudes are similar to Ones own.
2. It facilitates the achievement of goals.

3.2 3 Personal Variables:
For some people, it appears most jobs will be dissatisfying irrespective of the
organizational conditions involved, where as for others, most work will satisfying, personal
variables like age, educational level, sex etc., are responsible for this difference.

Age:
Generally there is a positive relation between the two variables upto the pre-retirement
years and then there is a sharp decrease in satisfaction. An individual aspires for better and
more prestigious work in later years of his life. Finding hi channels for advancement blocked
his satisfaction declines.

Educational Level:

44


The higher the education, the higher the reference group which the individual looks for
guidance to educate his job rewards,

45


Role Perception:
Different individuals hold different perceptions about their role that is the kind of
activities and behaviours. They should engage in performing their job successfully.
The more accurate the role perception of an individual the greater is satisfaction.

Gender:
There is yet no consistent evidence as to whether women are most satisfied with their
jobs than men, holding such factors as work and occupational constant. One might predict
this to be the case, considering the generally lower occupational aspirations of women.

3.2 4 SOURCES OF JOB SATISFACTION

Several job elements contribute to job satisfaction. The most important among them are wage
structure, nature of work, promotion chances, quality of supervision, work group, working
conditions.

Wages
Wages play a significant role in influencing job satisfaction. This is because of two reasons.
First, money is an important instrument in fulfilling ones needs and two employees often see
pay as a reflection of management concern for them.

Employees want pay system, which. Is simple, fair and in line with their expectation.

Nature of work
Most employees have intellectual challenges on job. They tend to prefer being, given
opportunities to their skills and abilities and being offered a variety of tasks, freedom and
feedback on how well they are doing. These characteristics make jobs mentally challenging.
Jobs that have little challenges create boredom.

46


Promotions
Promotional opportunities affect job satisfaction considerably. The desire for promotion is
generally strong among employees as it involves change in job content, pay responsibility,
independence status and like.

Supervision
There is a positive relationship between the quality of supervision and job satisfaction.
Supervisors who establish a supportive personal relationship with subordinates and take as
personal interest in them contribute to their employee’s satisfaction.

Work group
The work group does serve as a source of satisfaction to individual, employees. It does so
primarily by providing group members with opportunities for interaction with each other.
The work group is even stronger source of satisfaction when members have similar attitudes
and values.

Working conditions
Work conditions that are comparative with an employees physical comfort and that facilitate
doing a good job contribute to good job.

47


3.4 THEORIES OF JOB SATISFACTION

3.4 1 HERZBERG’S TWO FACTORS THEORY

Two factors theory also known as the motivator hygiene theory, addresses both motivation
and satisfaction and is based on Maslow’s hierarchy of needs. The factor theory is classified
as belonging to the subgroup of content theories; theories that attempt to identify the needs
that must be met for the individual to be satisfied on the job. Locke(1976) evaluated Maslow
needs hierarchy and Herzberg’s theory uses the team motivators to include satisfying
experiences.

Because of this, Herzberg’s theory is an excellent example of the conceptual and definitional
overlap between the processes of motivation and atisfaction.
Herzberg, satisfaction and dissatisfaction are based on two different sets of needs. Motivators
originate within the individual; hygiene needs stem from the environment.
To factor theory is based to some extend on maslow’s need hierarchy. Maslow’s
sociological, safety and social needs are assumed to be provided by society, securing them
would lead to a feeling of mentality not having hem would lead to be a feeling of
dissatisfaction

48


3.4 2 MASLOW’S NEED HEIRARCHY THEORY

Maslow separated the five needs into higher and lower orders. Psychological and safety
needs were described as lower order and social, esteem and self actualization as higher- order
needs are satisfied internally(within the person) whereas lower order needs are
predominantly satisfied externally (by such things as pay, union contracts and tenure) in fact,
the natural conclusion to be drawn from Maslow’s classification is that in times of economic
plenty, almost all permanently employed workers have their lower- order needs substantially
met.

Maslow’s need theory has received wide recognition, particularly among practicing
managers. This can be attributed to the theories intuitive logic and ease of understanding.

49


3.4 3 HYGIENE FACTORS MOTIVATORS

Company policy and administration Achievement
Supervision Recognition
Salary Work itself
Interpersonal relations Responsibility
Working conditions Advancement

Satisfaction and dissatisfaction are not opposite processes, they involve two separate sets of
factors. According to Herzberg, fulfilling hygiene needs leads only to a temporary absence of
dissatisfaction, and employee demands for salary increase or will decrease accordingly.
organizations can increase employee motivation by designing jobs that provide opportunities
for personal challenge, responsibility advancement and growth. Herzberg initiated two
concepts by which these new job designs could be accomplished.
Job enlargement - In which employees are given more of the same kinds of activities within
which they can apply existing skills.
Job environment – means that employee are afforded opportunities to increase their
repertoire of skills and are given the chance to more vertically to other jobs within the
organization.

50


3.4 4 THEORY X AND THEORY Y

Douglas McGregor proposed two distinct views of human beings: one basically negative,
labelled theory X and the other basically positive, labelled theory Y. after viewing the way in
which managers dealt with employees McGregor concluded that a manager’s view of the
nature of human being is based on a certain grouping of assumptions he or she tends to
mould his or her behaviour toward subordinates according to these assumptions.

3.4 5 ERG THEORY

Clayton of yale university has reworked Maslow’s need hierarchy to all it more closely with
the empirical research. His revised need hierarchy is labelled ERG theory.
Alderfer argues that there are three group of core needs – existence, relatedness, and growth
hence, the label: ERG theory. The existence group is concerned with providing our basic
material existence requirements. They include the items that Maslow considered to be
psychological and safety needs. The second group of needs are those of relatedness yhe
desire we have for maintaining important interpersonal relationships. These social and status
desires require interaction with others if they are to be satisfied, and they align with
Maslow’s social need and the external component of Maslow esteem classification. finally
Alderfer isolates growth needs – an intrinsic desire for personal development. These include
the intrinsic and extrinsic component form Maslow’s esteem category and the characteristics
included under self actualization. besides substituting three needs for five, how does
Alderfer’s ERG theory differ from Maslow’s. in contrast to the hierarchy of needs theory the
ERG theory demonstrates that:
1. more than one need may be operative at the same time, and
2. if the gratification of higher – level is stifled, the desire to satisfy a lower level needs
increase.

51


3.4 6 MCCLELLAND’S THEORY OF NEEDS
David Mcclelland and his associates developed it. Theory focuses on three needs:
achievement, power and affiliation. Those are defined as follows

Need for achievement
The drive to excel, to achieve in relation to set of standards to strive to succeed.

Need for power
The need to make others behave in. a way that they would not have behaved otherwise.

Need for affiliation
The desire for friendly and close interpersonal relationships.
Some people have compelling drive to succeed. They’re striving for personal achievement
rather than rewards of success per se. They have a desire to do something better or more
efficiently than it has been done before. This drive is the achievement need. From research
McClelland found that high achievers differentiate themselves from others by their desire to
do things better. They seeks where they can attain personal responsibility for finding
solutions to problems, where they can receive rapid feedback on their performance so they
can tell easily whether they are improving or not, and where they can set moderately
challenging goals. High achievers are not gamblers; they dislike succeeding by chance. They
prefer the challenge of working at a problem and accepting the personal responsibility for
success or failure rather than leaving the outcome to chance or the actions of others.
Importantly, they avoid what they perceive to be very easy or very difficult tasks. They want
to overcome obstacles, but they want to feel that their success or failure is due to their own
actions. This means they like tasks of intermediate difficulty.
High achievers perform best when they perceive their probability of success as being 0.5 that
is where they esteem that they have a 50-50 chance of success. They dislike gambling with
high odds because they get no achievement satisfaction.
The need for power is the desire have impact, to be influential and to control others.
Individual high in enjoy being in charge, strive for influence over others, prefer to be placed
into competitive and status oriented situations, and tend to be more concerned with prestige
and gaining influence over others than with effective performance.
52


The third need isolated by McClelland is affiliation. This need has received the least attention
from researchers. Affiliation can be likened to Dade Carnegie’s goals the desire to be liked
and accepted by others. Individuals with a high affiliation motive strive for friendship, prefer
cooperative situations rather than competitive ones, and desire relationship involving a high
degree of mutual understandings.

3.4 5 REINFORCEMENT THEORY
A counterpoint to goal setting theory is reinforcement theory. The former is a cognitive
approach, proposing that individual’s purposes direct his or her action. In reinforcement
theory, we have a behaviourist approach, which argues that reinforcement conditions
behaviour. The two are clearly ay odds philosophically. Reinforcement theories see
behaviour as being environmentally caused. You need not be concerned, they would argue,
with internal cognitive events; what controls behaviour are reinforces any consequence that
when immediately following a response, increases the probability that the behaviour will be
repeated.

53


3.4 6 EQUITY THEORY
Evidence indicates that the referent chosen is an important variable in equity. They are four
referent comparisons that an employee can use;

1.self – inside: an employees experience in a different position inside his or her current
organization.
2. self – outside: an employees experiences in situation or position outside his or her current
organization.
3. other- side: another individual or group of individuals inside the employees organization.
4. other- inside: another individuals or group of individuals outside the employees
organization.

Employees might compare themselves to friends, neighbors, co- workers, colleagues in other
organizations, or past jobs they themselves have had. The referent an employee chooses, will
be influenced by the information the employee holds about referents as well as by the
attractiveness of the referent. This has led to focusing on four moderating variables- gender,
length of tenure, level in the organization, and amount of education or professionalism.
Research shows that both men and women prefer same sex comparisions. The research also
demonstrates that women are typically paid less than same work. So a female that uses
another female as a referent tends to result in a lower comparative standard. This leads us to
conclude that employees in jobs that are not sex segregated which make more cross sex
comparisons than those in jobs that are either made or female dominated.
This also suggests that if women are tolerant of lower pay, it may be due to the comparative
standard they use.

54


Based on equity theory, when employees perceive an inequity, they can be predicted to make
one of six choices.

1. change their inputs( for example don’t exert as much of power)
2. change their outcomes( for examples individuals paid on piece- rate basis can
increase their pay by producing a higher quantity of units of lower quality)
3. distort perceptions of others(for example “Mikes performance isn’t as desirable as I
previously thought it was”)
4. distort perceptions of self ( for example “ I used to think I worked at a moderate
pasce but no I realize that I work a lot harder than everyone else”.)
5. choose a different referent ( “ I may not make as much as my brother in law, bit I am
doing a lot better than my dad did when he was my age”).
6. leave the field( for example quit the job).

55


3.4 7 EXPECTANCY THEORY
Expectancy theory argues that the strength of tendency to act in a certain way depends on the
strength of an expectation that the act will be followed by a given outcome and on the
attractiveness of that outcome to the individual. In more practical terms, expectancy theory
says that an employee will be motivated to exert a high level of effort when he or she
believes that effort will lead to a good performance appraisal; that a good appraisal will lead
to organizational reward like a bonus, a salary increase, or a promotion ; and that the rewards
will satisfy the employees personal goals. The theory therefore, focuses on three
relationships.

1. effort performance relationship. The probability perceived by the individual that
exerting a given amount of effort will lead to performance.
2. performance- reward relationship the degree to which the individual believes that
performing at a particular level will lead to the attainment of a desired outcome.
3. rewards- personal goals relationship. The degree to which organizational rewards
satisfy an individuals personal goals or needs and the attractiveness of those potential
rewards for the individual.

Expectancy theory helps explain why a lot of workers aren’t motivated on their jobs and
merely do the minimum necessary to get by.

56


4 DATA ANALYSIS AND INTERPRETATION

4.1 Table
Total number of respondents 40

The graph showing “Satisfaction level with salary”

Satisfaction level with salary in the Satisfied Average Not
organization satisfied
%age 70 15 15

70

60

50

40
% age
30

20

10

0
Satisfied Average Not satisfied

Interpretation
The table shows the satisfaction level with the salary received by an employee within the
organization. From the data collected it can be analyzed that 70.00% are satisfied 15.00% are
averagely satisfied & 15.00% are not satisfied respectively towards salary received from the
organization.

57


4.2 Table

The graph showing “Satisfaction level with benefits received from
organization”

Satisfaction level with benefits Satisfied Average Not
received from the organization satisfied
%age 60 20 20

60

50

40

30
% age
20

10

0

Interpretation
This table shows the satisfaction with benefits received by an employee within the
organization. From the data collected it can be analyzed that 60.00% of employees are
satisfied, 20.00% are averagely satisfied and 20.00% are not satisfied respectively in case of
benefits received from the organization.

58


4.3 Table

“Satisfaction level with workload in the organization”

Satisfaction level with workload in the Satisfied Average Not
organization satisfied
%age 40 25 35

40
35
30
25
20
% age
15
10
5
0

Interpretation
This table shows the satisfaction level with workload of an employee within the organization.
From the data collected it can be analyzed that 40.00%are satisfied, 25.00% are average and
35.00% are not satisfied respectively towards workload in the organization.

4.4 Table
59


The graph representing “Satisfaction level with working hours in the
organization”

Satisfaction level with working hours Satisfied Average Not
in the organization satisfied
%age 50 25 25

50

40

30
%age
20

10

0

Interpretation
This table shows the satisfaction level with working hours within the organization. From the
data collected it can be analyzed that 50.00%are satisfied, 25.00% are average and 25.00%
are not satisfied respectively towards working hours within the organization.

60


4.5 Table

The graph showing “Satisfaction level with career opportunity for
advancement within the organization”

Satisfaction level with career Satisfied Average Not
opportunity for advancement in the satisfied
organization
%age 40 20 10

40
35
30
25
20
%age
15
10
5
0

Interpretation
This table shows the satisfaction level of career opportunity for advancement within the
organization. From the data collected it can be analyzed that 40.00%are satisfied 20.00% are
average and 10.00% are not satisfied respectively towards opportunity for advancement
within the organization.

61


4.6 Table

The graph showing “Satisfaction level with communication level with
supervisors”

Satisfaction level with communication Satisfied Average Not
level with supervisors satisfied
%age 60 30 10

60

50

40

30
% age
20

10

0

Interpretation
This table shows the satisfaction level with communication with supervisor within the
organization. From the data collected it can be analyzed that 60.00%are satisfied, 30.00% are
average and 10.00% are not satisfied respectively towards communication level supervisors
within the organization

62


4.7 Table

The graph showing “Satisfaction level with the relation with peers”

Satisfaction level with the relation Satisfied Average Not
with peers satisfied
%age 70 10 20

70
60
50
40
30 % age

20
10
0

Interpretation
This table shows the satisfaction level with the relation with peers within the organization.
20.00% are not satisfied respectively towards with the relation with peers within the
organization

63


4.8 Table

The graph showing “Satisfaction level with recreation provided in the
organization”

Satisfaction level with recreation Satisfied Average Not
provided in the organization satisfied
%age 60 30 10

60

50

40

30
%age
20

10

0

Interpretation
This table shows the satisfaction level with recreation provided in the organization within
the organization. From the data collected it can be analyzed that 60.00%are satisfied, 30.00%
are average and 10.00% are not satisfied respectively towards with recreation provided in the
organization.

64


4.9 Table

The graph showing “Satisfaction level with culture practiced in the
organization”

Satisfaction level with culture Satisfied Average Not
practiced in the organization satisfied
%age 80 20 0

80
70
60
50
40
%age
30
20
10
0

Interpretation
This table shows the satisfaction level with culture practiced within the organization. From
the data collected it can be analyzed that 80.00%are satisfied, 20.00% are average and 0% are
not satisfied respectively towards with culture practiced in the organization.

65


4.10 Table

The graph showing “Satisfaction level with physical environment of the
organization”

Satisfaction level with physical Satisfied Average Not
environment in the organization satisfied
%age 70 25 5

70
60
50
40
30 %age

20
10
0

Interpretation
This table shows the satisfaction level with physical environment within the organization.
5.00% are not satisfied respectively towards physical environment of the organization.

66


4.11 Table

The graph showing “Satisfaction level with the incentives provided by the
organization”

Satisfaction level with the incentives Satisfied Average Not
provided in the organization satisfied
%age 50 30 20

50

40

30
% age
20

10

0

Interpretation
This table shows the satisfaction level with the incentives provided by the organization. From
the data collected it can be analyzed that 50.00%are satisfied, 30.00% are average and
20.00% are not satisfied respectively towards the incentives provided by the organization.

67


4.12 Table

The graph showing “Satisfaction level with the training provided by the
organization”

Satisfaction level with the training Satisfied Average Not
provided satisfied
%age 80 10 10

80
70
60
50
40
%age
30
20
10
0

Interpretation
This table shows the satisfaction level with the training provided by the organization. From
the data collected it can be analyzed that 80.00%are satisfied, 10.00% are average and
10.00% are not satisfied respectively towards the training provided by the organization.

68


4.13 Table

The graph showing “Satisfaction level with the innovative
practices/technology, employed in the organization”

Satisfaction level with innovative Satisfied Average Not
practices/ technology satisfied
%age 40 35 25

40
35
30
25
20
%age
15
10
5
0

Interpretation
This table shows the satisfaction level with the innovative practices/technology, employed
within the organization. From the data collected it can be analyzed that 40.00%are satisfied,
35.00% are average and 25.00% are not satisfied respectively towards the innovative
practices/technology, employed in the organization.

69


4.14 Table

The graph showing “Satisfaction level with the recognition and rewards by
management in the organization

Satisfaction level with the recognition Satisfied Average Not
and rewards satisfied
%age 80 20 0

80
70
60
50
40
%age
30
20
10
0

Interpretation
This table shows the satisfaction level with recognition and rewards by management i within
are average and 0% are not satisfied respectively towards recognition and rewards by
management in the organization.

70


4.15 Table

The graph showing “Satisfaction level with the job security in the
organization”

Satisfaction level with the job security Satisfied Average Not
satisfied
%age 90 10 0

90
80
70
60
50
40 %age
30
20
10
0

Interpretation
This table shows the satisfaction level with the job security within the organization. From
the data collected it can be analyzed that 90.00%are satisfied, 10.00% are average and 0% are
not satisfied respectively towards the job security in the organization.

4.16 Table
71


“The graph representing that whether they are happy with the selection
procedure use to hire employees?”

Satisfaction level with selection Satisfied Average Not
procedure use to hire employees satisfied
%age 70 10 20

70
60
50
40
30 %age
20
10
0

Interpretation
This table shows that satisfaction level with selection procedure use to hire employees within
are average and 20.00%are not satisfied respectively towards the selection procedure use to
hire employees in the organization.

4.17 Table
72


The graph showing “Satisfaction level with the opportunity to utilize skills,
talents & opportunity to learn in the organization”

Satisfaction level with the opportunity Satisfied Average Not
to utilize skills, talents and satisfied
opportunity to learn
%age 50 12.5 37.5

50

40

30
%age
20

10

0

Interpretation
This table shows the satisfaction level with the opportunity to utilize skills, talents &
opportunity to learn within the organization. From the data collected it can be analyzed that
50.00%are satisfied, 12.5% are average and 37.5% are not satisfied respectively towards the
opportunity to utilize skills, talents & opportunity to learn in the organization.

FINDINGS

73


The success of every organization depends on the employee is satisfied the most; the
performance will be up to the satisfactory level. Here most of the employees are having
satisfaction of their work.

Job can be always performed to a satisfactory level, if all the adequate information is
available to the employees. Here most of the employees are satisfied with the channel of the
communication & information low with team work & cooperation, any difficult work can be
done with ease. But there is little ambiguity present in the employees about the
communication to the superiors/ supervisors in the work place.

Authority and delegation are the decentralised process which gives equal responsibility to
each and every employee. In the organization most of the employees are satisfied with their
work load in organization & they are clear about their roles & responsibilities, also the every
department having their own superiors for better guidance.

Training gives the employees more skills to the work effectiveness & efficiency. In the
organization many of the employees i.e 40% felt that knowledge about the technical practices
is much more needed.

The financial package paid to an employee for the service he has rendered remuneration if
considered to be more by an employee may always lead to more productivity. So in short we
can link remuneration with job satisfaction. So in the organization the dissatisfaction level is
less than 35% with the employees, so it leads to effectiveness of the organization.

The training is one of the factor which is related to the satisfaction of the employees. Here
the most of the employees i.e 80% of the employees, are very much satisfied about the
training programmes which is given by the organization.

74


Benefits are the one of the factor, which will leads to the productivity of the employee. in this
organization, the employees are also considerably satisfied with the benefit package.

Recreational facilities rejuvenate the employees working capacity and helps in productivity.
In the organization this recreation is good but not up to very much satisfied level.
Highest number of respondents think that better growth prospects is the most important
factor exiting of the job. Most of the respondents also felt that need for increased
responsibility is the most influential factor for quitting a job.
The highest number of respondents perceives their job related aspects at par with the other
colleague in the company.

SUGGESTIONS

75


After conducting “A study on job satisfaction among the employees at Go Go
International ltd.” I have identified some facts based on questionnaire & interview. This
may help the company to increase the satisfaction level of the employees.
Job satisfaction is an important criterion in textile industry. It is a very important determinant
of the rate the turnover for any given organization. Job satisfaction by itself is a largely
effected by the attitude of employees towards monetary and non monetary rewards. The
study conducted to investigate the interdependence of these variables has led to findings and
conclusions as presented in the preceding chapters. Based on those findings the following
suggestions have been made.
In order to keep employees satisfied and retain them organizations should adopt the
following practices.
• Training programmes should be conducted for both personal as well as technical
development.
• Management should recognize talents and encourage them to grow in the
organization
• Use scientific methods to align jobs this will improve the satisfaction level in case
of work load
• Reduce working hours at least by 30 min to 1hour to motivate the employees
• To provide more currier opportunity promotional policy should be restructured
• Follow more open door communication policy
• Organize trips, family meet and fun games at work
• Use modern machines, sanitation etc to improve the physical environment
• Give more attention for performance linked pay structure
• Adopt modern technology which is highly competitive
• Performance based rewards and recognitions
• Organization can try and increase the level of workers participation in decision
making.
• More attention should be given for overall development of employees welfare
facilities
• Organization can motivate individual through proper counselling and guidance
• Organization may consider for arranging transportation facilities

76


• Majority of the employees feel that wage & salary provided to them may have to be
considered for hike. So the company may consider of increasing it.
• Individual attention to employees regarding health matters may be considered on
priority basis
• Better communication may yield some more results
• Supervisors may be considered for management training
• Make senior management more friendly with subordinates
• Provide transport facilities so that the feel good and they reach office at right time.
• Improve quality of canteen
• Improve working conditions
• Try to give timely incentives to employees to motivate financially

CONCLUSION
77


Job satisfaction is a positive approach about one’s job resulting from an evaluation of its
characteristics. Job satisfaction represents an attitude rather than behaviour. They believe that
satisfied employees are more productive than dissatisfied has been a basic tenet. A person
with a high level of job satisfaction holds positive feelings about the job. When people speak
of the employee attitudes more often than not they mean job satisfaction.
It is very tough job for HR department to ensure job satisfaction among staff. Employees will
not be just happy with pay cheque, a good position and prestige.
They also want a constant feeling of well being, demand better work & family life balance,
and look to the organization for fulfilling even their community needs. These highlighted
expectations result in dissatisfaction, and finds true job happiness remains an unfulfilled
dream all the job hopping not withstand.

Thus the overall job satisfaction of employees at Go Go International Ltd is very high. The
employees at Go Go International Ltd have a very good high regard and respect towards the
company’s image and future of the organization.

From the previous chapter data we can conclude that most of the employees were satisfied
with the under shown areas,
• Salary
• Benefits
• Relation with peers
• Culture practices of the company
• Physical environment
• Job security
• Rewards and recognition

BIBLIOGRAPHY AND REFERENCES
78

A study on level of job satisfaction amongst quality dept employees in go go international

A study on level of job satisfaction amongst quality dept employees in go go international

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