A STUDY ON JOB SATISFACTION

IN

DIAMOND ENGINEERING (CHENNAI) PVT LTD

Submitted to

UNIVERSITY OF MADRAS

In partial fulfillment of the requirement for the award of degree of

MASTER OF BUSINESS ADMINISTRATION (M.B.A)

Submitted by

S.SHARMILA

(Reg. no 711800028)

Under the guidance of

Mrs. A. RUTHPRIYA, MBA

SIVET COLLEGE (SELF FINANCE)

(Affiliated to University of Madras)

GOWRIVAKKAM, CHENNAI-600 073

(2018-2020)
 “ A STUDY ON JOB SATISFACTION”

IN

DIAMOND ENGINEERING (CHENNAI) PVT LTD

Submitted to

UNIVERSITY OF MADRAS

In partial fulfillment of the requirement for the award of degree

Of

MASTER OF BUSINESS ADMINISTRATION (M.B.A)

Submitted by

S.SHARMILA
(Regd. no 711800028)

Under the guidance of

Mrs.A.RUTHPRIYA,MBA

SIVET COLLEGE (SELF FINANCE)

(Affiliated to University of Madras)

GOWRIVAKAM CHENNAI-600 073

(2018-2020)
 DEPARTMENT OF MANAGEMENT STUDIES
S.I.V.E.T COLLEGE (SELF FINANCE)
(AFFILIATED TO UNIVERSITY OF MADRAS )

GOWRIVAKKAM CHENNAI-600073

BONAFIDE CERTIFICATE

This is to certify that the project entitled “A Study on Job

Satisfaction in Diamond Engineering (Chennai) Pvt Ltd” is done by
S.SHARMILA (Reg No 711800028) as part of MASTER OF
BUSINESS ADMINISTRATION program during the year 2018-2020,
under my guidance and to best of my knowledge.

SIGNATURE OF GUIDE HEAD OF THE DEPARTMENT

SIGNATURE OF EXTERNAL EXAMINER

 DECLARATION

I, S.Sharmila, a bona fide student of MBA in S.I.V.E.T College, Gowrivakkam,

hereby declare that the project entitled, ““A STUDY ON JOB
SATISFACTION IN DIAMOND ENGINEERING (CHENNAI) PVT
LTD” is submitted for the fulfillment of the requirement of Master of Business
Administration under the guidance of Mrs. A. RUTH PRIYA, MBA, Faculty Guide,
S.I.V.E.T COLLEGE, GOWRIVAKKAM, Chennai -73.

S.I.V.E.T COLLEGE (SELF FINANCE)

Date :

Place:

S.SHARMILA

(711800028)
 ACKNOWLEDGEMENT

I would like to acknowledge some of the people who made significant contribution towards this
project.

I am extremely thankful to our Honourable Principal DR.S.USHA RANI, M.Sc., M.Phil, Ph.D.,
our Director MR.R.PANEER SELVAM, M.Sc. M.Phil, our Head of the Department
Mrs S.SARANYA, M.B.A., M.PHIL, who have been very encouraging and supportive in
completion of this academic requirement.

I express my thanks to my guide MRS.A.RUTH PRIYA for her expert guidance in successful
completion of the project report.My special thanks to all faculty members of the Department of
Management Studies, S.I.V.E.T College, for their valuable support in completion of this project
report.
 TABLE OF CONTENTS

CHAPTER NO TITLE PAGE NO

1 INTRODUCTION

2 INDUSTRY AND COMPANY PROFILE

3 CONCEPTUAL REVIEW

4 REVIEW OF LITERATURE

5 RESEARCH METHODOLOGY

6 DATA ANALYSIS &INTERPRETATION

6 FINDINGS,SUGGESTIONS AND
RECOMMENDATIONS
BIBLIOGRAPHY

ANNEXURES

LIST OF TABLES

S.NO PARTICULARS PAGE

NO
1 Authority to complete assigned task
2 Have the liberty to take decision
3 Have the required training to do the job
4 Have all the tools and equipement needed in workplace
5 Satisfied with the lighting, Ventilation, Working hours, safety
appliances,canteen and sanitary facilities
6 Organization allows the employees to participate in the
discussion of HRM
7 Organization redresses all the grievances at the earliest
8 Superior shows interest in the development and growth of
subordinates
9 Management policies create a conducive work environment
10 Relationship with my colleagues is good
11 Satisfied with the pay for my job
12 Satisfied with the financial and non financial rewards
13 Many opportunity for personal growth and development
14 Many opportunity for feedback and counseling facilities
15 Link between performance and rewards under the existing
system
LIST OF CHARTS

S.NO PARTICULARS PAGE

NO
1 Authority to complete assigned task
2 Have the liberty to take decision
3 Have the required training to do the job
4 Have all the tools and equipement needed in workplace
5 Satisfied with the lighting, Ventilation, Working hours, safety
appliances,canteen and sanitary facilities
6 Organization allows the employees to participate in the discussion
of HRM
7 Organization redresses all the grievances at the earliest
8 Superior shows interest in the development and growth of
subordinates
9 Management policies create a conducive work environment
10 Relationship with my colleagues is good
11 Satisfied with the pay for my job
12 Satisfied with the financial and non financial rewards
13 Many opportunity for personal growth and development
14 Many opportunity for feedback and counseling facilities
15 Link between performance and rewards under the existing system
INTRODUCTION
1.1. Introduction

Human resource is considered to be the most valuable asset in any organization. It

is the sum-total of inherent abilities, acquired knowledge and skills represented by
the talents and aptitude of the employed persons who comprise executives,
supervisors and the rank and file employees. It may be noted here that human
resource should be utilized to the maximum possible extent, in order to achieve
individual and organizational goals. It is the employee’s performance, which
ultimately decides, and attainment of goals. However, the employee performance is
to a large extent, influenced by motivational and job satisfaction.

This term relates to the total relationship between an individual and the employee
for which he / she is paid, satisfaction does mean the simple feeling state
accompanying the attainment by an impulse of its objectives. Job satisfaction does
mean absence of motivation at work. Research workers differently described the
factors contributing of job satisfaction and job dissatisfaction.

1.2 NEED FOR THE STUDY

Obviously job satisfaction plays a key role in organization success.Without
employee satisfaction towards their job none of the employee will perform well and
it is very difficult to reach the organizational goal and Objectives. Hence job
satisfaction helps to yield maximum output from the employees so that this study is
undertaken to measure satisfaction level of employees towards their jobs.

1.3. OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

To understand the level of job satisfaction of employees in Diamond

Engineering Private Limited

SECONDARY OBJECTIVES

1. To assess satisfaction towards nature of work and work environment

2. To understand the satisfaction level towards interpersonal relationship with
management and other employees
3. To assess satisfaction towards pay and allowances, personal growth and
Career development
1.4. HYPOTHESIS FRAMED FOR THE STUDY
1.5. SCOPE OF THE STUDY

The survey made regarding the job satisfaction in Diamond (Engineering) PVT
LTD will facilitate and enables the management to know the perceptions and inner
feelings regarding job they are performing on day to day basis. In this particular
study the researchers tries to identify the causes for satisfaction and dissatisfaction
among the employees.

1.6. LIMITATIONS OF THE STUDY

 The employees were busy with their work therefore they could not give
enough time for the interview.
  The personal biases of the respondents might have influenced their
response.
 Respondents were reluctant to disclose complete and correct information

INDUSTRY PROFILE AND COMPANY PROFILE

CHAPTER 2

2.1. INDUSTRY PROFILE

THE GLOBAL SCENARIO OF STEEL INDUSTRY:

The current global steel industry is in its best position in comparing to last decades. The price has
been rising continuously. The demand expectations for steel products are rapidly growing for
coming years. The shares of steel industries are also in a high pace. The steel industry is enjoying
its 6th consecutive years of growth in supply and demand. And there is many more merger and
acquisitions which overall buoyed the industry and showed some good results. The supreme crisis
has lead to the recession in economy of different countries, which may lead to have a negative
effect on whole steel industry in coming years. However steel production and consumption will
be supported by continuous economic growth.

DOMESTIC SCENARIO OF STEEL INDUSTRY:-

Steel has been the key material with which the world has reached to a developed position. All the
engineering machines, mechanical tools and most importantly building and construction
structures like bars, rods, channels, wires, angles etc are made of steel for its feature being hard
 and adaptable. Earlier when the alloy of steel was not discovered, iron was used for the said
purposes but iron is usually prone to rust and is not so strong. Steel is a highly wanted alloy over
the world. All the countries need steel for the infrastructural development and overall growth.
Steel has a variety of grades i.e. above 2000 but is mainly categorized in divisions – steel flat and
steel long, depending on the shape of steel manufactured. Steel flat includes steel products in flat,
plate, sheet or strip shapes. The plate shaped steel products are usually 10 to 200 mm and thin
rolled strip products are of 1 to 10 mm in dimension. Steel flat is mostly used in construction,
shipbuilding, pipes and boiler applications. Steel long Category includes steel products in long,
bar or rod shape like reinforced rods made of sponge iron. The steel long products are required to
produce concrete, blocks, bars, tools, gears and engineering products. After independence,
successive governments placed great emphasis on the development of an Indian steel industry. In
Financial Year 1991, the six major plants, of which five were in the public sector, produced 10
million tons. The rest of India steel production, 4.7 million tons, came from 180 small plants,
almost all of which were in the private sector. India's Steel production more than doubled during
the 1980s but still did not meet the demand in the mid-1990s, the government was seeking
private-sector investment in new steel plants. Production was projected to increase substantially
as the result of plans to set up a 1 million ton steel plant and three pig-iron plants totaling 600,000
tons capacity in West Bengal, with Chinese technical assistance and financial investment. The
commissioning of Tata Iron & Steel Company's production unit at Jamshedpur, Bihar in 1911-12
heralded the beginning of modern steel industry in India. At the time of Independence in 1947
India's steel production was only 1.25 Mt of crude steel. Following independence and the
commencement of five year plans, the Government of India decided to set up four integrated steel
plants at Rourkela, Durgapur, Bhilai and Bokhara. The Bokhara plant was commissioned in
1972. The most recent addition is a 3 Mt integrated steel plant with modern technology at
Visakhapatnam. Steel Authority of India (SAIL) accounts for over 40% of India's crude steel
production. SAIL comprises of nine plants, including five integrated and four special steel plants.
Of these one was nationalized and two were acquired; several were set up in collaboration with
foreign companies. SAIL also owns mines and subsidiary companies.

CURRENT STEEL PLANTS IN INDIA:

 Tata steel limited

 Salem steel limited

 JSW steel

 Bokaro steel plant

 Bhilai steel plant

Bhilai steel plant

2.2. COMPANY PROFILE

 Dia
mond Group is one of India's leading and fast growing steel fabrication units, providing
engineering solutions to a host of competent players across the globe. 

The Group's core competency lies in Heavy Steel Fabrication and Supply including Machining
and Assembly of Steel Structures, Material Handling Equipment and Industrial Process
Equipment for domestic and overseas projects in close association with major international EPC
and OEM companies. 

Incorporated in 1978, Diamond Engineering (Chennai) Private Limited (DECPL) was acquired by
Mr. P. Mohanraj in 1987. Then, the company was a sick unit with just 7 employees. But Mr. P.
Mohanraj had the vision to give it a new lease of life, and turn it into one of India’s leading Steel
Fabrication companies. 

'Anything in Steel' was the maxim coined by him, and has been the guiding principle since 1987.
Under his excellent and innovative leadership, Diamond Group is now competing for the World's
No.1 position in the fabrication industry by providing qualitative services to its clients. 
Presently, the Group has state-of-the-art manufacturing facilities spread over 200 acres with 5
workshops, having a monthly production capacity of 5000 tons and permanent workforce of
around 4500 employees. Major expansions are underway with plans to have automated machinery
installed for streamlined production. The production capacity is estimated to ramp up to 10,000
tons per month, shortly. 
Diamond Group caters to various business segments like Cement, Mining, Power (Thermal and
Renewable), Steel, Oil and Gas, Petrochemicals, Ship yards, Automotive Industries, etc. Nearly
50-60%
Diamond Engineering (Chennai) Pvt. Ltd.

Diamond Engineering (Chennai) Private Limited, was established in 1978 and later transformed
to Diamond Group by P.Mohanraj who took the organisation to give it the position of the World’s
No.1 Fabricator. As the first company that was formed under the Diamond Group, ‘Diamond
Engineering’ is the head office for all the other units. In 2013 the head office was shifted from
sholinganallur to Mambakkam with a bigger and better infrastructure to continue our journey to
World No.1

Emerald Engineering

Emerald Engineering is a part of the Diamond group of Companies, located at Pudupakkam

village which is 33 kilometers away from Chennai. We provide steel fabrication solutions to
industrial leaders in the areas of cement plants, process plants and petrochemicals.. The company
was started in the year 2003 with a total area of 5 acres. With the latest and sophisticated
machinery and material handling systems we can confidently claim that we deliver the best
quality products to our customer.
Ruby

Ruby Engineering is the biggest company under the Diamond Group of companies. The factory
stretches to 150 acres and beyond and is designed to meet world standards. The company has the
best of the latest machineries that are mainly used for sand blasting, painting, packing and storing.

INDUSTRY INFRASTRUCTURE:

AREA COVERED DISTANCE CAPACITY NO OF

IN AREA FROM / PRODUCTION
PRODUCTION YEARS
SQM (SQM) HQ MTH IN GROUPS
UNIT
MT

DIAMOND(HQ) 1987 9000 4500 ------ 1000 4

EMERALD – 1 2003 20235 8000 12KM 2000 6

EMERALD – 2 2005 10117 27910 18KM 5000 15

5

RUBY 2007 67582 20100 20KM 2000 10

 5

PRODUCT PROFILE

Material handling and individual process equipment for:

 Cement plant
 Power plant
 Mining
 Oil and gas petrochemicals
 Automotive industry

Structural steel:

 Beams and columns

 Structure
 Conveyor structure
 Rafter
 Column assembly
 Conveyor gallery

Heavy fabrication:

 Travel carriage
 Rake car
 Cold stack
 Jib steel
 Main girder
 Mill housing
 Kiln hood
 Riser duct

Samples of Product Manufactured in Diamond Engineering Pvt. Ltd

 Equipment Brief:

CASING

DISCHARGE ARM

 Fabrication:
 Heavy Fabrication
 Steel Fabrication
 Structural Fabrication

Heavy fabrication:

200 CUM SILO – TOP & BOTTOM TRIAL ASSEMBLY

 BHUSHAN – BARREL RECLAIMER
Steel Fabrication:
CRUDE GAS MAIN ASSEMBLY
 THREADING PINS FOR RING SEGMENTS

Structural Fabrication:
STRUCTURALS
 PRESSURE RING – UNDER FABRICATION

 Machining:
Heavy Machining Brief:

DYNAMO METER
 EMICO-KCP-DEWAXING FILTER

CONCEPTUAL REVIEW
CHAPTER 3

CONCEPTUAL REVIEW

MEANING AND DEFINITION OF JOB SATISFACTION

Employee satisfaction is a function of perceived performance and
expectations. It is a person’s feeling of pleasure or disappointment
resulting from comparing a product’s outcome to his/her expectations. If
the performance falls short of expectations, the employee is dissatisfied
and if it matches the expectations, the employee is satisfied.
A. Job satisfaction is defined as “a pleasurable or positive emotional
state resulting from the appraisal of one’s job or job experience”.
B. “....job satisfaction is defined as the amount of overall positive effect
(or feelings) that individuals have towards their jobs”.
C. “Job satisfaction is the amount of pleasure or contentment
associated with a job. If you like your job intensely you will
 experience high job satisfaction. If you dislike your job intensely,
you will experience job dissatisfaction”.
D. “Job satisfaction is the favourableness or unfavourableness with which
employees view their work”10.
E. Job satisfaction can be measured based on morale, opinion, attitude,
work climate, and quality of work life.

DIMENSION OF JOB SATISFACTION

There are three important dimensions to job satisfaction:

 Job satisfaction refers to one’s feeling towards one’s job. It can only
be inferred but not seen.
 Job-Satisfaction is often determined by how well out-comes meet or
exceeds expectations. Satisfaction in one’s job means increased
commitment in the fulfilment of formal requirements. There is
greater willingness to invest personal energy and time in job
performance.

The terms job satisfaction and job attitudes are typically used
interchangeably. Both refer to effective orientations on the part of
individuals towards their work roles which they are presently occupying.
Positive attitudes towards the job are conceptually equivalent to job
satisfaction and negative attitudes towards the job indicate job
dissatisfaction.

THE NATURE AND SCOPE OF JOB SATISFACTION

Job satisfaction is often thought to be synonymous with job attitudes, but
is important to recognise that those with different theoretical orientations
may use the term somewhat differently. Some measure job satisfaction in
terms of the gratification of strong needs in the work place. Others see it
as the degree of discrepancy between what a person expects to receive
from work and what that person perceives is actually relieved. It can also
be defined as the extent to which work is seen as providing those things
that one considers conducive to one’s welfare. In yet another view, job
satisfaction is considered a purely emotional response to job situation.
During the 1980s, however, it became apparent that, although one’s job
situation is important to that person’s job satisfaction level, people who
exhibit considerable job satisfaction at one point of time are likely to be
happy with their job several years later, even if they have changed
occupation or employer or both. Others, apparently remain dissatisfied
across numerous work situations12. It may be that some people continue to
seek out situations where they will be satisfied, while others drawn
towards situations where they will not. Or people’s attitudes about facets
of their environment unrelated to their work situation may be manifested
in ways that affect job satisfaction.
Closely linked to the psychological approach to motivation is the job
satisfaction. The need and importance of fitting job to individual is
highlighted. The characteristics of job which give the job satisfaction to
the employees are the dependent variables of job satisfaction; some of
them are listed by Locke and others. Important among them are given
below.
 Challenging Job: Job must have scope for application of skill,
knowledge and initiative. Herzberg’s Satisfiers and Characteristic
Theory are relevant here.
 Equitable Rewards: More than the rewards, equity and fairness of
reward is equally important. Equity theory of motivation is relevant.
 Supportive Working Conditions: Supportive working conditions are
equally important as the condition of work itself improves job
satisfaction. Persons are interested to accept even a lower pay if the
work place is near to their home.
 Organisational Factors: There are six major organisational factors
which contribute to an employee’s attitude towards his or her job: pay,
opportunities for promotion, the nature of work, policies of the
organisation and 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 one’s needs. Secondly, employees often see pay as a
reflection of management’s concern for them.Employees want a pay
system which is simple, fair, and in line with their expectations. When
pay is seen as fair, based on job demands, individual skill level, and
community pay standards, satisfaction is likely to result. What need
emphasis is that it is not the absolute amount paid that matters, rather it
is one’s perception of fairness.
 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 the like. An average employee in a typical
government organisation can hope to get two or three promotions in his
entire service, though chances of promotion are better in the private
sector. It is no surprise that the employee takes promotion as the
ultimate achievement in his career and when it is realised, he feels
extremely satisfied.
 Nature of work: Most employees crave intellectual challenges on
jobs. They tend to prefer being given opportunities to use 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 too little challenge create
boredom. But too much challenge creates frustration and a feeling of
failure. Under condition of moderate challenge, employees experience
pleasure and satisfaction.
 Organisational policies and procedures: Organisational policies
include the basis for effecting promotions (seniority versus merit),
transfer of people, foreign assignments, lay-off and retrenchment,
appraisal and reward systems, motivational methods, skill based versus
job based pay, and the like.
 Working Conditions: Working conditions that are compatible with an
employee’s physical comfort facilitates doing a good job which
contributes in turn to job satisfaction. Temperature, humidity,
ventilation, lighting and noise, hours of work, cleanliness of the work
place, and adequate tools and equipment are the features which affect
job satisfaction.
 Reward System: Individual can be motivated for good performance
by proper design of the rewards for good performance, which itself
depends on design of their work environment and praise for their
performance. Punishment for poor performance can also reduce the
negative performance. Only thing, which is required, is the analysis of
work situation to determine what causes workers to act the way they do
and then initiate changes required eliminating troublesome areas and
obstructions to performance. Specific goals are to set with workers
participation and assistance. Prompt and regular feedback of results
 should be made available and performance improvements should be
rewarded with recognition and prise. Even when performance does not
equal goals, ways should be founded to help people and prise them for
the good things they do. The psychologist B.F Skinner of Harvard
developed theory called reinforcement Theory having positive and
negative reinforcement. Perhaps the strength of the Skinner approach is
that it is closely akin to requirements of good managing. It emphasizes
removal of obstructions to performance, careful planning and
organizing, control through feedback and the communication.Clear
contingencies betweenperformance and rewards are
describable in the resent scenario.
 GROUP FACTORS

Group factors wielding influence on job satisfaction include group size

and supervision.
Size: The size of the group, larger the size of the group, lower the
level of satisfaction. As size increases, opportunities for participation and
social interaction decrease, so the ability of members to identify with the
group’s performance. More members mean dissension, conflict, and
groups and within groups. All these don not augur well for satisfaction of
members.
Supervision: Perceived quality of supervision is another determinant
of job satisfaction. Satisfaction tends to be high when people believe that
their supervisors are more competent, have their best interests in mind,
and treat them with dignity and respect. Communication is another aspect
of supervision. Satisfaction of members tends to be high when they are
able to communicate easily with their supervisor.
 INDIVIDUAL FACTORS
 Respect: When it’s lacking the respect level varies widely throughout
the organisation. Rules and policies have a patronizing tone. Employees
are often told what to do—instead of being free to figure things out for
themselves. When it’s thriving Employees show respect for one another
regardless of rank and title. When decision are made, there’s a thoughtful
assessment of how each option may affect people are treated like adults.
The golden rule is an implicit working principle throughout the
organisation.

Relevance: When it’s lacking people often find themselves going

through the motions of meetings, protocol, and tradition. The organisation
is infested with valueless rules and policies. There’s a constant struggle
between employees and the organisational bureaucracy. When it’s
thriving the system allows employees to use their time efficiently; they
can spend it on any activities that are relevant to the mission. Rules and
red tape are kept to absolute minimum.
Self Identity: when it’s lacking great importance is placed on fitting in
sameness rules. Requests for an “away” space are routinely turned down,
even when the request is well justified. Differences are viewed as
something to “deal with” – as opposed to something to value and
“capitalize on”. When it’s thriving thriving individuality isencouraged.
People are comfortable being themselves. The organisation respects the
fact that people sometimes need their own space (even in this era of
teams).

In addition to organisational factors, there are certain personal variables

that have a bearing on job satisfaction.
 First, several personality variables have been linked to job satisfaction
among these are self-esteem, TYPE A behaviour pattern and the
 ability to withstand job stress. Stronger an individual is on these traits.
More satisfied employee tends to be on his or her job.
 Secondly, status tends to influence one’s job satisfaction. Generally
speaking, the higher the position of an individual is in an
organisational hierarchy, the more satisfied the individual tends to be.
Dissatisfied employee may not stay at one place to reach higher
positions in organisational hierarchy.
 Thirdly, job satisfaction is related to the extent to which people
perform jobs congruent with their interests.
 Finally, job satisfaction has been found to be related to one’s general
life satisfaction. The more the people are satisfied with aspects of their
lives unrelated to their jobs, the more they also tend to be satisfied with
their jobs. This effect has been explained in part, in terms of tendency
for one type of satisfaction to “spill over” into other. For example, an
individual experiencing happy family life tends to be satisfied in his or
her job at work place too.
Work itself: By and large, the work itself plays a major role in
determining the level of job satisfaction. The job content has two aspects.
One is the “job scope” that involves the amount of responsibility, work
pace and the feedback provided. The higher the level of these factors, is
the higher the job scope and thus higher the level of satisfaction. The
second aspect is variety. It has been found that a moderate amount of
variety is most effective. Excessive variety produces confusion and stress
and too little variety causes monotony and fatigue that are dissatisfied.
Additionally, lack of autonomy and freedom over work methods and work
Supportive Colleagues/Supervisors: This is yet another aspect which
satisfy an employee. Herzberg’s absence of dissatisfiers, Mc Clellands
affiliation needs theory and Social Information Processing Model, etc.
are relevant.
THE IMPORTANCE OF JOB SATISFACTION

When employees are allowed tooperate freely, job satisfaction can

contribute substantially to the organisational effectiveness. It can
contribute to productive output in the form of high quantity and
quality of products or services, as well as to organizational
maintenance as represented by low absenteeism and turnover. Yet in
a great many instances, aspects of the individual, the organization, or
the environment constrain the satisfaction-productivity relationship
to the point where its practical importance is minimal. Ultimately
stress may catch up with such a person and signs of poor corporate
citizenship may appear, but such denials of natural satisfaction-
output patterns can maintain themselves for long periods.
Hence, job satisfaction is often much more important to the
individual than to the employing organisation. Individuals can
change jobs, thereby obtaining more satisfying work. Organisation
can shift people from job to job within the firm, but their capacity to
move people from organisation to organisation is very limited. The
obvious exception is when a firm provides outplacement assistance
to its laid-off workers.
REVIEW OF LITERATURE
 CHAPTER-4

REVIEW OF LITERATURE

Job satisfaction is a very important attribute which is frequently

measured by organizations. Organizational scholars have long been
interested in why some people reports being very satisfied with their
jobs, while others express much lower levels of satisfaction. (Locke,
1976). The drive to understand and explain job satisfaction has been
motivated by useful and practical reasons, as it could increase
productivity, enhance organizational commitment, lower absenteeism
and turnover, and ultimately, increase organizational effectiveness.
Essentially, this facet is critically important among Air-Defence
operators as their roles and tasks involved maintaining national security
that demands highly skilled manpower with correct attitude, knowledge
and skill. In this respect, it requires time, effort and high cost to train and
retrain an airman to the level required to perform a specific task.
Job satisfaction also affects humanitarian interests as employees deserve
to be treated with respect and have their psychological and physical well-
being maximized. Schnake (1991) stated that a satisfied worker usually
meets or exceeds the fulfillment of their formal job requirements. While
a dissatisfied workers displays a tendency for counterproductive
behaviors such as withdrawal, burnout, and workplace aggression
(Spector, 1997) that is undesirable in well discipline establishment in
RMAF.
CC, and advancement. There are five hygiene factors: monetary rewards,
competent supervision, policy and administration, working conditions
and peer relationship. The implication of the theory is that satisfaction
and dissatisfaction are not opposite ends of the same scale and that job
satisfaction may merely be an absence of job dissatisfaction (Robbins
and Judge, 2007). Herzberg argues that it is necessary to have hygiene
factors at an acceptable level simply to reach a neutral feeling about the
job. The theory is simple and supports the argument that manager should
take effort on improving hygiene factor from the workplace and also
emphasize on motivation factor to develop the right people on the job.
The Locke’s Range Affect Theory was developed in 1976, it is
considered as one the most famous job satisfaction models and is used by
many researchers. The main premise of this theory is that satisfaction is
determined by a discrepancy between what one wants in a job and what
one has in a job. This theory also states that how much one values a
given facet of work moderates the satisfaction one achieves when
expectations are met. Conversly, dissatisfaction occurs when
expectations are not met.
Adam theory is concerned on social comparison in which, people will
gauge the fairness of their work outcomes as compare to others.
Perceived inequity occurs when one compares their rewards received for
their work contribution which may appear less than the rewards that
other people are getting for their work. The theory states when inequity
exists, people will be motivated to function less at their work place to
balance up the sense of reward that they received.

This theory examines motives through the perception of what a

person believes will happen based on anticipated rewards and costs. The
theory uses three factors which are expectancy, instrumentality and
valence that influence motivation. He argues that work motivation is
determined by individual beliefs regarding effort / performance
relationships and work outcomes.
In short, the expectancy theory is the perceived value of a reward for
accomplishing a goal. If the person expects the reward to be good / high,
then maximum effort would be given. Likewise if the expected reward is
poor / low, then minimal effort would be shown. Therefore, when the
reward seemed undesirable, it may lead to job dissatisfaction.
Tahir (2000) examined the overall job satisfaction among RMAF air
traffic controller. The aim of the research was to gauge the level of job
satisfaction among military air traffic controller with major objectives of
analyzing the main factors that affect their job satisfaction and to
determine the overall ranking of the factor, in term of importance and
contribution to the level of job satisfaction. This exploratory study was
based on analytical framework and model of Barnowe, Mangione and
Quinn (1972). The study used a non experimental and quantitative
design using survey questionnaire. of 93 military air traffic controller as
well as interviews with policy makers in the RMAF. The independent
variables based on work environment were relationship with the job,
superior-subordinate relationship, relationship with peer, economic
rewards, organization climate and off-the-job rewards. The demographic
characteristics were also used as independent variable. The dependent
variable was overall job satisfaction.
Tahir found that majority (92.4%) of the air traffic controllers were
satisfied with their job. Economic rewards and relationship with peer
were significantly related to job satisfaction. In demographic expects,
those controllers who are relatively younger, lower rank, holding junior
appointments, less qualified and newer in service have low satisfaction
level in their relationship with peers. Similarly, older controllers with
higher rank, holding senior appointment with better qualification and
longer job tenure have low satisfaction on economic rewards. He also
found poor promotion prospect has contributed significantly to lower
satisfaction among the air traffic controllers. Based on the results of the
study, he suggested that more sports and social activities could be
conducted to improve the peer relationship among the junior controller.
As for the senior controllers, he suggested that RMAF should review the
promotion system to enhance job satisfaction among them.
Another study by Ellickson (2002) examined the determinants of job
satisfaction of municipal government of employees in USA. The aim of
the research was to enhance the knowledge of the determinants of job
satisfaction among municipal government employees as this organization
has long been neglected in the job satisfaction literature. This
exploratory study was based on environmental factors and personal
characteristics associated with job satisfaction. In the environment
factors they included 11 variables: equipment and resources, physical
work space, safe work environment, training, workload, departmental
esprit de corps, pay, benefits, promotional opportunities, performance
appraisal, and supervision. Whereby, in the personality’s characteristics
the demographic information regarding employee gender, age, and job
level to reflect whether respondent is supervisory or non- supervisory
position.
The study used a non experimental and quantitative design survey
questionnaire. The questionnaire was designed to assess employee
perceptions about 11 different aspects of the workplace and 3 personal
attributes on overall job satisfaction. The research participants were
asked to respond to survey questions on workplace using a 5 point
Likert-type scale that ranged from 1 = "strongly agree" to 5 = "strongly
disagree" or 1 = "very satisfied" to 5 = "very dissatisfied," The measure
of overall job satisfaction was using single item construct on the
following question "What is your level of overall satisfaction with your
job?" The data were collected from 1,227 full- time municipal
employees representing 18 departments and serving an area population
of approximately 200,000 in the mid-west region of the United States,
The survey was conducted in 1999, and the overall response rate was 91
percent.
The reliability of the questionnaire was assessed by Cronbach's alpha,
which yielded a reliability coefficient of .81. The analysis revealed that 9
out of the 11 environmental variables tested were statistically significant
factors of job satisfaction. The factors on adequate physical work space
and a safe work environment did not reach a level of statistical
significance
RESEARCH METHODOLOGY
CHAPTER 5

RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problems.

It may be understood as a science of studying how research is done scientifically.

5.1. Research Design

S.N KEY ISSUE OPTIONS SELECTED

O
1. Data Source Primary Data and Secondary Data
2. Research Approach Descriptive Research-Survey method
3. Instrument used Questionnaire
4. Area of Survey With in the organization
5. Sampling plan
(a) Sampling size 100 Respondents
(b) Sampling method Convenience Sampling
(c) Method to collect Direct Contact Method
Questionnaire

6. Tool for analysis 1.Percentage Method

2. Chi-Square Test

5.2. Data Collection

Primary data and Secondary data were used for this study.
Primary Data

The primary data are those, which are collected a fresh and for the first time, and

thus happen to be original in character. Primary data was collected in the form of

direct contact method with the employees of the organization. A questionnaire was

provided to the employees in order to record the response for analyzing the

organizational climatic among the employees.

Secondary Data

The secondary data are those which have already been collected by someone else

and which have already been passed through the statistical process. Secondary data

was collected from various books, project books, websites etc.

Research Instrument Used

Questionnaire

The questionnaire framed for the research study is a structured questionnaire in

which all question are pre- determined before conducting the survey. The form of

questionnaire used Likert-point scale ( Highly Satisfied, Satisfied, Neutral,

Dissatisfied,Highly Dissatisfied)
5.3. Sampling Design

A sample design is a definite plan for obtaining a sample from a given population

/sampling frame. It refers to the the technique or the procedure the researcher
would adopt in selecting items for the sample.

Sampling Size

This refers to the number of items to be selected from the universe to constitute a

sample. The sample size is 100 respondents. They were interviewed for the

purpose of this study.

Sampling Techniques

When population elements are selected for inclusion in the sample based on the

case of access, it can be called convenience sampling. Convenience sampling was

used to complete this survey.It is the selection of sample units and it is based on

the convenience of the research.

5.4 FRAMEWORK OF ANALYSIS

The Hypothesis framed for the study was tested using chi-square test.

Percentage analysis was used for analyzing the data collected.

DATA ANALYSIS AND INTERPRETATION

CHAPTER 6

DATA ANALYSIS AND INTERPRETATION

 TABLE 6.1

TABLE SHOWING THE AUTHORITY GIVEN TO COMPLETE

ASSIGNED TASK

Response No.of respondents Percentage of

respondents
Strongly agree 25 25%
Agree 35 35%
Neither agree nor disagree 15 15%
Disagree 5 5%
Strongly disagree 20 20%
Total 100 100%

Source: Primary Data

Analysis: The above table shows that,

 25% of respondents strongly agreed that they have authority to complete

assigned task.
 35% of respondents agreed.
 15% of respondents replied that they neither agree nor disagree.
 5% of respondents disagreed that they have authority to complete the
assigned task.
 20% of respondents replied that they strongly disagreed to the statement.

GRAPH 6.1.

GRAPH SHOWING THE AUTHORITY GIVEN TO COMPLETE

ASSIGNED TASK
 40%

35%

30%

25%

20%

15%

10%

5%

0%
Strongly agree Agree Neither agree nor Disagree disagree strongly disagree

INTERPRETATION

Majority of the respondents agreed that they have authority to complete assigned
task.

TABLE 6.2

TABLE SHOWING THE LIBERTY TO TAKE DECISIONS

Response No.of respondents Percentage of

respondents
Strongly agree 12 12%
Agree 23 23%
Neither agree nor 7 7%
Disagree
Disagree 32 32%
Strongly disagree 26 26%
Total 100 100%
Source: Primary data

Analysis: The above table shows that,

 12% of respondents strongly agreed that they have the liberty to take
decision.
 23% of respondents agreed.
 7% of respondents neither agreed nor disagreed
 32% of respondents disagreed that they have the liberty to take decisions.
 26% of respondents strongly disagreed to the statement.

GRAPH 6.2

GRAPH SHOWING THE LIBERTY TO TAKE DECISIONS

35%

30%

25%

20%

15%

10%

5%

0%
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

INTERPRETATION

Majority of the respondents disagreed that they have the liberty to take
decision.

TABLE 6.3.

TABLE SHOWING THE TRAINING GIVEN TO DO THE JOB

Response No.of Respondents Percentage of

respondents
Strongly agree 40 40%
Agree 10 10%
Neither agree nor 18 18%
Disagree
Disagree 12 12%
Strongly disagree 20 20%
Total 100 100%
Source: Primary Data

Analysis: The above table shows that,

 40% of respondents strongly agreed that they have the required training to
do the job.
 10% of respondents agreed.
 18% of respondents neither agreed nor disagreed.
 12% of respondents disagreed that they have the required training to do the
job.
 20% of respondents strongly disagreed to the statement.

GRAPH 6.3.

GRAPH SHOWING THE TRAINING GIVEN TO DO THE JOB

 45%

40%

35%

30%

25%

20%

15%

10%

5%

0%
Strongly agree Agree Neither agree nor disagree Disagreee Strongly disagree

INTERPRETATION

Majority of the respondents strongly agreed that they have the required training
to do the job.

TABLE 6.4

TABLE SHOWING THE TOOLS AND EQUIPMENT NEEDED IN

WORKPLACE

Response No.of respondents Percentage of

respondents
Strongly agree 40 40%
Agree 10 10%
Neither agree nor 30 30%
Disagree
Disagree 15 15%
Strongly disagree 5 5%
Total 100 100%

Source: Primary data

Analysis: The above table shows that,

 40% of respondents strongly agreed that they have all the tools and
equipment needed in workplace.
 10% of respondents agreed.
 30% of respondents neither agreed nor disagreed.
 15% of respondents disagreed that they have all the tools and equipment.
 5% of respondents strongly disagreed.

GRAPH 6.4

GRAPH SHOWING THE TOOLS AND EQUIPMENT NEEDED IN

WORKPLACE
 40%

35%

30%

25%

20%

15%

10%

5%

0%
Strongly agree Agree Neither agree nor Disagree Disagree Strongly disagree

INTERPRETATION

Majority of the respondents strongly agreed that they have all the tools and
equipment needed in workplace.

TABLE 6.5

TABLE SHOWING THE SATISFACTION WITH THE FACILITIES

OFFERED IN THE ORGANISATION

Response No.of respondents Percentage of

respondents
Strongly agree 13 13%
Agree 7 7%
Neither agree nor 30 30%
Disagree
Disagree 37 37%
Strongly disagree 13 13%
Total 100 100%

Source: Primary data

Analysis: The above table shows that,

 13% of respondents strongly agreed with the lighting, ventilation, working

hours, safety appliances, canteen and sanitary facilities offered by the
organisation.
 7% of respondents agreed.
 30% of respondents neither agreed nor disagreed.
 37% of respondents disagreed.
 13% of respondents strongly disagreed to the statement.

GRAPH 6.5

GRAPH SHOWING THE SATISFACTION WITH THE FACILITIES

OFFERED IN THE ORGANISATION
 40%

35%

30%

25%

20%

15%

10%

5%

0%
Strongly agree Agree Neither agree nor Disagree Disagree Strongly disagree

INTERPRETATION

Majority of the disagreed with the lighting, ventilation, working hours, safety
appliances, canteen and sanitary facilities offered by the organisation.

TABLE 6.6.

TABLE SHOWING THE EMPLOYEES PARTICIPATION IN

DISCUSSION OF HR POLICIES

Response No.of Percentage of

 respondents respondents
Strongly agree 9 9%
Agree 10 10%
Neither agree nor Disagree 11 11%
Disagree 32 32%
Strongly disagree 38 38%
Total 100 100%

Source: Primary data

ANALYSIS: The above table shows that,

 9% of respondents strongly agreed that the organization allows the

employees to participate in the discussion of HR policies.
 10% of respondents agreed.
 11% of respondents neither agreed nor disagreed.
 32% of respondents disagreed that the employees are allowed to participate
in the discussion of HR policies.
 38%of respondents strongly disagreed to the statement.

GRAPH 6.6.

GRAPH SHOWING THE EMPLOYEES PARTICIPATION IN

DISCUSSION OF HR POLICIES
 40%

35%

30%

25%

20%

15%

10%

5%

0%
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

INTERPRETATION

Majority of the respondents strongly disagreed that the organization allows the
employees to participate in the discussion of HR policies.

TABLE 6.7.

TABLE SHOWING THE QUICK REDRESSAL OF GRIEVANCES

Response No.of respondents Percentage of

respondents
Strongly agree 50 50%
Agree 10 10%
Neither agree nor 12 12%
Disagree
Disagree 20 20%
Strongly disagree 8 8%
Total 100 100%

Source: Primary data

Analysis: The above table shows that,

 50% of respondents strongly agreed that the organization redresses all the
grievances at the earliest.
 10% of respondents agreed.
 12% of respondents neither agreed nor disagreed.
 20% of respondents disagreed that their grievances are redressed at the
earliest.
 8% of respondents strongly disagreed to the statement.

GRAPH 6.7.

GRAPH SHOWING THE QUICK REDRESSAL OF GRIEVANCES

 50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
ee
agr re
e
gly A g ee
gr ee
r on isa gr ee
St rD sa gr
o Di sa
n di
r ee gly
ag n
er ro
ith St
Ne

INTERPRETATION

Majority of the respondents strongly agreed that the organization redresses all the
grievances at the earliest.

TABLE 6.8

TABLE SHOWING THE SUPERIORS INTEREST IN THE

DEVELOPMENT AND GROWTH OF SUBORDINATES

Response No.of respondents Percentage of

respondents
Strongly agree 60 60%
Agree 10 10%
Neither agree nor 10 10%
Disagree
Disagree 10 10%
Strongly disagree 10 10%
Total 100 100%

Source: Primary data

Analysis: The above table shows that,

 60% of respondents strongly agreed that the superior shows interest in the
development and growth of subordinates.
 10% of respondents agreed.
 10% of respondents neither agree nor disagreed.
 10% of respondents disagreed with the statement..
 10% of respondents strongly disagreed that the superior shows interest in the
growth of subordinates.

GRAPH 6.8

GRAPH SHOWING THE SUPERIORS INTEREST IN THE

DEVELOPMENT AND GROWTH OF SUBORDINATES
 60

50

40

30

20

10

0
ee
agr re
e
ly A g ee
ng agr ee
rt o is agr ee
S
orD Di
s agr
s
n di
r ee gly
ag n
er ro
ith St
Ne

INTERPRETATION

Majority of the respondents strongly agreed that the superior shows interest in
the development and growth of subordinates.

TABLE 6.9

TABLE SHOWING THE MANAGEMENT POLICIES CREATING

A CONDUCIVE ENVIRONMENT

Response No.of respondents Percentage of

respondents
Strongly agree 67 67%
Agree 13 13%
Neither agree nor 8 8%
Disagree
Disagree 2 2%
Strongly disagree 10 10%
Total 100 100%

Source: Primary data

Analysis

The above table shows that,

 67% of respondents strongly agreed that the management policies create a

conducive work environment.
 13% of respondents agreed.
 8% of respondents neither agree nor disagreed.
 2% of respondents disagreed.
 10% of respondents strongly disagreed that the management policies create a
conducive work environment.

GRAPH 6.9

GRAPH SHOWING THE MANAGEMENT POLICIES CREATING A

CONDUCIVE ENVIRONMENT
 Strongly disagree

Disagree

Neither agree nor Disagree

Agree

Strongly agree

0% 10% 20% 30% 40% 50% 60% 70%

INTERPRETATION

Majority of the respondents strongly agreed that the management policies create a
conducive work environment.

TABLE 6.10

TABLE SHOWING THE GOOD RELATIONSHIP WITH COLLEAGUES

Response No.of respondents Percentage of
respondents
Strongly agree 70% 70%
Agree 3% 3%
Neither agree nor 7% 7%
Disagree
Disagree 16% 16%
Strongly disagree 4% 4%
Total 100 100%

Source: Primary data

Analysis: The above table shows that,

 70% of respondents strongly agreed that the relationship with their

colleagues is good.
 3% of respondents agreed.
 16% of respondents neither agree nor disagreed.
 7% of respondents disagreed to the statement.
 4% of respondents strongly disagreed that the relationship with their
colleagues is good.
 GRAPH 6.10

GRAPH SHOWING THE GOOD RELATIONSHIP WITH COLLEAGUES

70%
60%
50%
40%
30%
20%
10%
0%
ee
agr re
e
gly Ag ee
gr ee
r on isa gr ee
St rD si a gr
o D si a
en d
agre
ngly
er r o
ith St
Ne

INTERPRETATION

Majority of the respondents strongly agreed that the relationship with their
colleagues is good.

TABLE 6.11
 TABLE SHOWING SATISFACTION WITH THE PAY

Response No.of respondents Percentage

of respondents
Highly satisfied 43 43%

Satisfied 17 17%

Neither Satisfied nor 14 14%

Dissatisfied
Dissatisfied 18 18%

Highly dissatisfied 8 8%
Total 100 100%

Source: Primary data

Analysis: The above table shows that,

 43% of respondents are highly Satisfied with the pay for their job.
 17% of respondents are satisfied.
 14% of respondents are neither Satisfied nor dissatisfied.
 18% of respondents are dissatisfied with the pay for their job.
 8% of respondents are highly dissatisfied.

GRAPH 6.11
 GRAPH SHOWING SATISFACTION WITH THE PAY

Highly satisfied
Satisfied
Neither satisfied nor Dissatisfied
Dissatisfied
Highly dissatisfied

INTERPRETATION

Majority of the respondents are highly satisfied with the pay for their job.

TABLE 6.12
 TABLE SHOWING SATISFACTION WITH THE FINANCIAL AND NON
FINANCIAL REWARDS

Response No.of respondents Percentage of

respondents
Highly satisfied 45 45%

Satisfied 15 15%

Neither Satisfied nor 28 28%

Dissatisfied
Dissatisfied 6 6%

Highly dissatisfied 6 6%
Total 100 100%

Source: Primary data

Analysis: The above table shows that,

 45% of respondents are highly satisfied with the financial and non- financial
rewards.
 15% of respondents are satisfied.
 28% of respondents are neither Satisfied nor dissatisfied.
 6% of respondents are dissatisfied.
 6% of respondents are highly dissatisfied with the financial and non
financial rewards..
 GRAPH 6.12

GRAPH SHOWING SATISFACTION WITH THE FINANCIAL AND NON

FINANCIAL REWARDS

45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
ed ed ed ed ed
tisfi tisfi tisfi tisfi tisfi
sa Sa iss
a
ss
a
iss
a
hly D Di d
Hi
g r ly
no igh
d H
sfie
ati
ers
ith
Ne

INTERPRETATION

Majority of the respondents are highly satisfied with the financial and non-
financial rewards.
 TABLE 6.13

TABLE SHOWING OPPORTUNITIES FOR PERSONAL GROWTH AND

DEVELOPMENT

Response No.of respondents Percentageof

respondents
Strongly agree 59 59%
Agree 11 11%
Neither agree nor disagree 12 12%
Disagree 8 8%
Strongly disagree 10 10%
Total 100 100%

Source: Primary data

Analysis: The above table shows that,

59% of respondents strongly agreed that there are many opportunities for personal
growth and development.

11% of respondents agreed.

12% of respondents neither agree nor disagreed.

8% of respondents disagreed with the statement.

10% of respondents strongly disagreed that there are opportunities for growth and
development.

GRAPH 6.13
GRAPH SHOWING OPPORTUNITIES FOR PERSONAL GROWTH AND
DEVELOPMENT

Strongly disagree

Disagree

Neither agree nor Disagree

Agree

Strongly agree

0 10 20 30 40 50 60 70

INTERPRETATION

Majority of the respondents strongly agreed that there are many opportunities for
personal growth and development.

TABLE 6.14
 TABLE SHOWING THE OPPORTUNITIES FOR FEEDBACK AND
COUNSELLING FACILITIES

Response No.of respondents Percentage of

respondents
Strongly agree 67 67%
Agree 3 3%
Neither agree nor disagree 10 10%
Disagree 18 18%
Strongly disagree 2 2%
Total 100 100%
Source: Primary data

ANALYSIS: The above table shows that,

 67% of respondents strongly agreed that there are many opportunities for
feedback and counseling facilities.
 3% of respondents agreed.
 10% of respondents neither agreed nor disagreed.
 18% of respondents disagreed.
 2% of respondents strongly disagreed that there are opportunities.

GRAPH 6.14

GRAPH SHOWING THE OPPORTUNITIES FOR FEEDBACK AND

COUNSELLING FACILITIES
 70%
60%
50%
40%
30%
20%
10%
0%
ee
agr re
e
gly Ag ee
gr ee
r on si a gr ee
St rd sa gr
no Di isa
ee d
gr n gly
a ro
er St
eith
N

INTERPRETATION

Majority of the respondents strongly agreed that there are many opportunities for
feedback and counseling facilities.

TABLE 6.15

TABLE SHOWING THE LINK BETWEEN PERFORMANCE AND

REWARDS UNDER THE EXISTING SYSTEM
Response No.of respondents Percentage of
respondents
Strongly agree 45 45%
Agree 5 5%
Neither agree nor disagree 15 15%
Disagree 5 5%
Strongly disagree 30 30%
Total 100 100%

Source: Primary data

Analysis: The above table shows that,

 45% of respondents strongly agreed that there is link between performance

and rewards under the existing system.
 5% of respondents agreed.
 15% of respondents neither agree nor disagreed.
 5% of respondents disagreed.
 30% of respondents strongly disagreed.

GRAPH 6.15

GRAPH SHOWING THE LINK BETWEEN PERFORMANCE AND

REWARDS UNDER THE EXISTING SYSTEM
 45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
ee re
e
re
e ee ee
agr Ag ag gr gr
ly ds si a si a
di D d
ong r gly
r no n
St ro
r ee St
g
era
ith
Ne

INTERPRETATION

Majority of the respondents strongly agreed that there is a link between

performance and rewards under the existing system.
FINDINGS, SUGGESTION S AND RECOMMENDATION

CHAPTER 7

SUMMARY OF FINDINGS

FINDINGS
Most of the 35% 0f respondents they agreed authority to complete assigned
task, 25% of respondents strongly agreed,15% of respondents neither agree nor
disagree,5% they disagreed and 25% they strongly disagreed.

Majority of respondents 32% strongly disagreed have the liberty to take

decision, 12% strongly agreed, 23% agreed,7% neither agree nor disagreed and
26% strongly disagreed.

40% of respondents strongly agreed they need required training to do the

job,10% agreed,12% neither agree nor strongly disagreed,12% s disagreed and
20 % strongly disagreed.

The 40% of respondents strongly agreed all equipement needed in

workplace,10% agreed,30% neither agree nor disagreed,15% disagreed,5%
strongly disagreed.

The 13% of respondent strongly agreed they have satisfied with the lighting
,ventilation, working hours ,safety appliances and sanitary facilities,7%
agreed,30% neither agree nor disagreed,37% disagreed,13% strongly disagreed.

Organization allows the employees to participate in the discussion of HRM

policies strongly agreed by 9% of respondents,10% agreed,11% neither agree
nor disagreed,32% disagreed,38% strongly disagreed.

Most of the 50% of respondents strongly agreed with the organization redresses
all the grievance at the earliest,10% agreed,12% neither agree nor
disasagreed,20% disagreed and 8% strongly disagreed.

60% of respondents strongly agreed the superior show interest in the

development and growth of subordinates,10% agreed,10% neither agree nor
disagree,10% disagreed and 10% strongly disagreed.
Majority of 67% of respondents strongly agreed with the management policies
create conducive work environment,13% agreed,8% neither agree nor
disagreed,2% disagreed,10% strongly disagreed.

70% of respondents strongly agreed a relationship with my colleague is

good,3% agreed,16% neither agree nor disagreed,7% disagree and 4% strongly
disagree.

The 43% of respondents highly satisfied with the pay for their job, 17% stated
satisfied,14% neither satisfied nor dissatisfied,18% dissatisfied and 8% highly
dissatisfied.

45% of respondent stated that satisfied with the financial and nonfinancial
awards,15% satisfied,28% neither satisfied nor dissatisfied,6% dissatisfied
&6% highly dissatisfied.

59% 0f respondents strongly agreed the there is many opportunity for growth
and development,11% agreed,12% neither agree nor disagreed,8% disagreed
and 10% strongly disagreed.

67% of respondents strongly agreed the have many opportunity for feedback
and counseling facilities,3% agreed,10% neither agree nor disagreed,18%
disagreed and 2% strongly disagreed.

45% of respondents stated that they strongly agreed link between performance
and rrewards under the existing system,5% agreed,15% neither agree nor
disagreed,5% disagreed and 30% strongly disagreed.

SUGGESTIONS & RECOMMENDATIONS

  The company should give the necessary authority required to complete the
assigned task.
 The employees or workers must have the liberty to take decision.
 The concern must provide proper lighting, ventilation, ventilation, working
hours, safety appliances and canteen facilities for avoidance of fatigue of
workers.
 The organisation should allow the workers or employees to participate in the
discussion of HR policies. This can help in getting the valuable
information or ideas regarding HR policies from the workers.

CONCLUSION

Human Resources are the most important resources for any organization.
Management is responsible for the effective utilization of all the resources.

DIAMOND ENGINEERING recognizes that people are the most valuable

resource. The employees are satisfied with the working environment, facilities
and pay in the organisation. They are also convinced that there is scope for
personal growth and development. The overall satisfaction of employees is good.
There are certain findings which are given as suggestions to the organisation. If the
suggestions are given due consideration, it will go a long way in developing the
organisation.

BIBLIOGRAPHY

BOOKS AUTHORS
Research methodology in Business R. Prabhu ,T. Raju
Management &V.Krishnapriya

Orgsnisational behaviour K. Aswathapp 7th edition

Websites

www.slideshare.in

www.google.com

www.academia.edu.in

www.wikepedia.in
 ANNEXURES

QUESTIONNAIRE

Dear Respondent,
Iam pursuing my Final Year MBA in S.I.V.E.T.College. Iam required to do a
project on Job Satisfaction in Diamond Engineering Pvt Ltd as part of my
curriculum. Kindly fill this questionnaire. The information collected will be kept
confidential and be used for academic purpose.

Demographic Details

Age 18-26 26-35 35-45

Gender Female Male

Educational Level SSLC HSLC Diploma UG PG

Marital status Married Unmarried

Monthly income 10000-18000 18000-20000 20000-40000

Work experience 1-5yrs 5-10yrs 10-18yrs

1. I have authority to complete the assigned task.

A) Strongly agree

B) Agree

C) Neither Agree nor Disagree

D) Disagree

E) Strongly disagree

2. I have the liberty to take decisions.

A) Strongly agree
 B) Agree

C) Neither Agree nor Disagree

D) Disagree

E) Strongly disagree

3. I have the required training to do the job.

A) Strongly agree

B) Agree

C) Neither Agree nor Disagree

D) Disagree

E) Strongly disagree

4. I have all the tools and equipment needed in workplace.

A) Strongly agree

B) Agree

C) Neither Agree nor Disagree

D) Disagree

E) Strongly disagree

5. I am satisfied with the lighting, ventilation, working hours, safety appliances,

canteen and sanitary facilities.

A) Highly satisfied
 B) Satisfied

C) Neither Satisfied nor Dissatisfied

D) Dissatisfied

E) Highly dissatisfied

6. The organization allows the employees to participate in the discussion of HRM

policies.

A) Strongly agree

B) Agree

C) Neither Agree nor Disagree

D) Disagree

E) Strongly disagree

7. The organization redresses all the grievances at the earliest.

A) Strongly agree

B) Agree

C) Neither Agree nor Disagree

D) Disagree

E) Strongly disagree

8. The superiors show interest in the development and growth of subordinates.

A) Strongly agree
 B) Agree

C) Neither Agree nor Disagree

D) Disagree

E) Strongly disagree

9. The management policies create a conducive work environment.

A) Strongly agree

B) Agree

C) Neither Agree nor Disagree

D) Disagree

E) Strongly disagree

10. The relationship with my colleagues is good.

A) Strongly agree

B) Agree

C) Neither Agree nor Disagree

D) Disagree

E) Strongly disagree

11. I am satisfied with the pay for my job.

A) Highly satisfied
 B) Satisfied

C) Neither Satisfied nor Dissatisfied

D) Dissatisfied

E) Highly dissatisfied

12. I am satisfied with the financial and non- financial rewards.

A) Highly satisfied

B) Satisfied

C) Neither Satisfied nor Dissatisfied

D) Dissatisfied

E) Highly dissatisfied

13. There are many opportunities for personal growth and development.

A) Strongly agree

B) Agree

C) Neither Agree nor Disagree

D) Disagree

E) Strongly disagree

14. There are many opportunity for feedback and counseling facilities

A) Strongly agree
 B) Agree

C) Neither Agree nor Disagree

D) Disagree

E) Strongly disagree

15. There is a link between performance and rewards under the existing system.

A) Strongly agree

B) Agree

C) Neither Agree nor Disagree

D) Disagree

E) Strongly disagree