siraj. (job satisfaction among employees)
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JOB SATISFACTION AMONG EMPLOYEES IN
BRAMCO ALUMINIUM
PROJECT REPORT
Submitted by
By
SIRAJ.K
Register No: 098001655050
in partial fulfillment for the award of the degree
ofMASTER OF BUSINESS ADMINISTRATION
in
DEPARTMENT OF MANAGEMENT STUDIES
GNANAMANI INSTITUTE OF MANAGEMENT STUDIES
NAMAKKAL Dist, TAMIL NADU.
637018
JUNE 2011
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GNANAMANI INSTITUTE OF MANAGEMENT
STUDIES
NAMAKKAL, TAMILNADU 637018
DEPARTMENT OF MANAGEMENT STUDIES
PROJECT WORK
PHASE II
JUNE 2011
This is to certify that the project entitled
JOB SATISFACTION AMONG EMPLOYEES IN BRAMCO
ALUMINIUM
is the bonafide record of the project work done by
SIRAJ .K
Register No: 098001655050
of Master of Business Administration during the year 2010-2011
K. RAMESH KUMAR S. SURESH KUMAR
Project Guide Head of the Department
Submitted for the project Viva-Voce examination held on ___________________
.
Internal Examiner External Examiner
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DECLARATION
I affirm that the project w/ork titled Job Satisfaction Among Employees in BramcoAluminium is being submitted in the partial fulfillment for the award of MASTER OF BUSINESS
ADMINISTRATION is the original carried out by me. It has not formed the part of any other
project work submitted for the award of any degree or diploma, either in this or any other
University.
Siraj .K
Reg no: 098001655050
I certify that the declaration made above by the candidate is true
K. Ramesh Kumar
Asst. Professor.
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ACKNOWLEDGEMENT
At the very outset I am very much grateful to the God almighty for his
blessing showered upon me to complete my training.
I express my gratitude to Dr. T.ARANGANNAL, Chairman, and
Smt. P.MALALEENA Chairperson ofGNANAMANI EDUCATIONAL INSTITUTION, for
giving me an opportunity to study MBA course during the year of 2010-2011.
I also express my sincere gratitude to our Chief executive officer Mr.
K. VIVEKANANDAN for his valuable support.
I am extremely thankful to S.SURESH KUMAR, HOD of GNANAMANI
INSTITUTE OF MANAGEMENT STUDIES for encouragement and continuous
support throughout my study. I place my special debt of gratitude to him.
I endow my grateful deep sense of gratitude and indebtedness to my
project guide K. RAMESH KUMAR, GNANAMANI INSTITUTE OF
MANAGEMENT STUDIES, who gave me valuable suggestions through the
completion of the project.
I express my deep sense gratitude to the Mr. ABDUL RAHMAN,
Managing Partner of BRAMCO ALUMINIUM, Wandoor, Malappuram for the
opportunity offered to me to undertake the study on organization structure
and functions of various sections of the company.
I would also like to express my gratitude for the support and encouragement received from
the entire staff ofBRAMCO ALUMINIUM especially who has indirectly helped me to make
this project a successful one.
Finally I am grateful to all my family and friends whose love and blessings have been a
source of inspiration, courage & strength to undertake studies in pursuit of knowledge and to face
the real corporate world.
SIRAJ.K
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CONTENTS
5
CHAPTER NO. DESCRIPTION PAGE NO.
I INTRODUCTION 1 18
1.0 INTRODUCTION 1
1.1 INDUSTRY PROFILE 2
1.2 COMPANY PROFILE 6
1.3 PRODUCT PROFILE 8
1.4 STATEMENT OF THE PROBLEM 15
1.5 OBJECTIVES OF THE STUDY 18
1.6 SCOPE OF THE STUDY 18
II REVIEW OF LITTERATURE 19 22
2.1 JOB SATISFACTION 19
2.2 FACTORS INFLUENCING JOB SATISFACTION 21
III RESEARCH METHADOLOGY 23 24
3.1 RESEARCH DESIGN 23
3.2 SAMPLING UNIT 23
3.3 METHODS OF DATA COLLECTION 24
3.4 STATISTICAL TOOLS 24
3.5 LIMITATIONS OF THE STUDY 24
IV DATA ANALYSIS AND INTERPRETATION 25 49
V CONCLUSION 5052
5.1 FINDING 50
5.2 SUGGESTION 51
5.3 CONCLUSION 52
VI BIBILIOGRAPHY 53
APPENDICES 54
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LIST OF TABLES
LIST OF CHARTS
6
TABLE
NUMBER
TABLE NAME PAGE
NUMBER
1 Table showing gender of employees. 25
2 Table showing job satisfaction of employees. 26
3 Table showing the respondents opinion regarding facilities provided. 27
4 Table showing respondents opinion regarding statutory welfare
measures.
28
5 Table showing nature of response of factory and job. 29
6 Table showing opinion about upward communication. 30
7 Table showing grievance settling participation by top management. 31
8 Table showing opinion about grievance settling. 32
9 Table showing awareness of rules regarding discipline. 33
10 Table showing the application of disciplinary rules. 34
11 Table showing opinion regarding punishment for violation of rules. 3512 Table showing opportunities for upgradation of skill in training
program.
36
13 Table showing opinion regarding identification of training needs. 37
14 Table showing opinion regarding trainees communication. 38
15 Table showing response regarding arrangement of training. 39
16 Table showing response showing job performance through training. 40
17 Table showing participation of employees in training program. 41
18 Table showing changes occurred after the training program. 42
19 Table showing the assessment of training needs. 43
20 Table showing the relationship colleagues. 44
21 Table showing opinion regarding appreciation from superiors. 4522 Table showing opinion regarding participation of superiors in self
development program.46
23 Table showing response regarding job security. 47
24 Table showing satisfaction level regarding departmental meetings. 48
25 Table showing opinion regarding enquiry by impartial person. 49
CHART
NUMBER
CHART NAME PAGE
NUMBER
1 Chart showing gender of employees. 25
2 Chart showing job satisfaction of employees. 26
3 Chart showing the respondents opinion regarding facilities provided. 27
4 Chart showing respondents opinion regarding statutory welfare
measures.
28
5 Chart showing nature of response of factory and job. 29
6 Chart showing opinion about upward communication. 30
7 Chart showing grievance settling participation by top management. 31
8 Chart showing opinion about grievance settling. 32
9 Chart showing awareness of rules regarding discipline. 33
10 Chart showing the application of disciplinary rules. 34
11 Chart showing opinion regarding punishment for violation of rules. 3512 Chart showing opportunities for upgradation of skill in trainingprogram.
36
13 Chart showing opinion regarding identification of training needs. 37
14 Chart showing opinion regarding trainees communication. 38
15 Chart showing response regarding arrangement of training. 39
16 Chart showing response showing job performance through training. 40
17 Chart showing participation of employees in training program. 41
18 Chart showing changes occurred after the training program. 42
19 Chart showing the assessment of training needs. 43
20 Chart showing the relationship colleagues. 44
21 Chart showing opinion regarding appreciation from superiors. 4522 Chart showing opinion regarding participation of superiors in self
development program.
46
23 Chart showing response regarding job security. 47
24 Chart showing satisfaction level regarding departmental meetings. 48
25 Chart showing opinion regarding enquiry by impartial person. 49
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CHAPTER I
INTRODUCTION
INTRODUCTION
Meaning of Job Satisfaction
Job satisfaction has been one of the most extensively discussed and studied concepts in
organizational and personnel management, accounting for more than 5000 published works. The
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information generated by research into this area has practical implications for individuals and
organizations alike, as employees strive for the best quality of life possible and managers are faced
with the ever increasing challenge of operating efficient, effective organizations using the human
and technological resources available to them. Understanding job satisfaction and what it means is
not only a desirable but a critical aspect of life for both organizations and individuals.
Job satisfaction defined as
Job satisfaction as any combination of psychological and environmental circumstances
that causes a person truthfully to say I am satisfied with my job. Then was came more
sophisticated attempts with my job. Then came more sophisticated attempts to correlate certain
characteristics such as age; education; length of employment; performance; salary abilities; marital
status and sex with the satisfied dissatisfied dictionary.
Job satisfaction defined as a pleasurable or positive emotional state resulting from the
appraisal of ones job or job experience.
Locke
Job satisfaction is a general attitude towards ones job. The difference between the amount
of reward workers receive and the amount they believe they should receive.
P. Robbins
INDUSTRY PROFILE
Aluminium is the most modern metal of the common metals, having first isolated in 1855 at
Paris exposition. Its name derived from the Latin word Alumni- a naturally occurring aluminous
sulphate, probably a cued potash alum crude salt of this sort were used as astringes and mordents at
least a early as the 5th century B.C in the 13th century and in the 18th century men began to purring
these crude salts into crystalline alum. The first mention of the production of alum form clay
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occurred in the 17th century. And in the 18th century itsearly base was differentiated from show to
exist in the clay, and given a name. It was suspected that it has a metallic base. But this was
unproved until sir Humphrey Davy showed in the 1809 that an iron Aluminium iron alloy could be
produced by the electrolysis of fused alumina in a hydrogen atmosphere and that on dissolving this
alloy Aluminium oxide could be recovered from solution.
Davy suggested the name Aluminium for this metal a name which has been retained in the
north America but modified to aluminium, in England and in most European countries. It chemical
symbol is A1 atomic weight 26.98 and atomic number 13.
The aluminum industry is highly cyclical, with prices subject to worldwide supply and
demand forces along with other influences. The global economic downturn had a historic, negative
impact on the aluminum industry, leading to an unprecedented decline in LME-based aluminumprices, weak end markets, fall in demand, increased global inventories, and higher costs of
borrowing and diminished credit availability. The economy has however
recovered from the crisis of the economic downturn.
Alcoa, the world leader in the production and management of primary aluminum expects
demand for aluminum to grow 12% this year. China, India, Brazil and Russia are all expected to
register double-digit increases in aluminum demand. Market conditions for aluminum products in
all global markets are expected to improve, particularly in aerospace, automotive and industrial gas
turbine. On the cost side, however, energy prices and currency movements are expected to keep
posting challenges. Overall, Alcoa believes that the long-term prospects for aluminum remain
bright and envisions that
Global demand for aluminum will double by 2020.
The global market for aluminum is projected to cross 51 million tons by 2012. Extensive
applications in end-use sectors such as electric transmission, automotive, packaging, construction
and consumer durable sectors are fuelling growth in the aluminum market.China has emerged as
the largest producer as well as consumer of aluminum, accounting for more than a third of global
aluminum consumption. Moreover China is also growing at the fastest rate, and as such is the main
driver of aluminum demand. Other emerging markets such as India and Brazil are also
experiencing significant growth in demand.
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In the medium-to-long term, aluminum consumption will improve globally with improving
automotive and packaging industries, one of the key consumer markets. Aluminum is widely used
for packaging, beverage cans, food containers and foil products. The automobile market is also
becoming increasingly aluminum intensive, benefiting from the recyclability and the light weight
of the metal.Further, the surge in copper price this year is triggering a switch among manufacturers
aluminum. Automobiles, air conditioners and industrial components. It is expected that aluminum
demand to increase in the long term, outstripping supply growth with the improving end-markets.
China and India are undergoing rapid industrialization. Both these factors are positive for
underlying aluminum demand.
On the other hand, aluminum demand in the US has been on the decline in the recent past,
owing to decline in demand from end-use industries in the market. Automotive and transportationindustry, which is the largest consumer of aluminum in the region, has been on the decline in the
recent past leading to a decline in demand for aluminum. The sub prime credit crisis is also
negatively affecting the construction industry, the other major consumer of aluminum in the US.
Driven by increasing consumption in non-traditional markets such as China and India, the
global market for aluminum is projected to reach nearly 51 million tons by the year 2012,
reflecting a compounded annual growth rate of 7.6% over the period 2008-2012. Asia-Pacific
region, driven by ever increasing Chinese consumption is the largest market for aluminum,
accounting for an estimated 49.5% of global market in 2008. Global demand for rolled extruded
products is projected to reach nearly 31.8 million tons by 2012, registering a CAGR of 8.5% for
the period 2008-2012.
ALUMINIUM INDUSTRY IN INDIA
Aluminums industry in India is a highly concentrated industry with the top 5 companies
constituting the majority of the country's production. With the growing demand of aluminum in
India, the Indian aluminum industry is also growing at an enviable pace. In fact, the production of
aluminum in India is currently outpacing the demand.
Though India's per capita consumption of aluminums stands too low (under 1 kg)
comparing to the per capita consumptions of other countries like US & Europe (range from 25 to
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30 kgs), Japan (15 kgs), Taiwan (10 kgs) and China (3 kgs), the demand is growing gradually. In
India, the industries that require aluminium most include power (44%), consumer durables,
transportation (10-12%), construction (17%) and packaging etc.
PRODUCTION
India lies at the eighth position in the list of leading primary aluminium producers in the
world. India saw a significant growth in aluminium production in the past five years. In 2006-07,
the production target of aluminium in India laid by the Ministry of Mines, Government of India
was 1,153 KT, which was augmented to 1,237 KT in the next year (2007-08).
Due to the growing demand from the construction, electrical, automobiles and packaging
industry, the production of aluminium also hiked up. In FY 09, the total aluminium production in
India was around 1.35 tones.
The Major Players
The Indian aluminum industry is dominated by four or five companies that constitute the majority
of India's aluminum production. Following are the major players in the Indian aluminum industry:
Hindalco
Hindustan Zinc
Jindal Stainless
Kennametal India Nalco
The Consumption
After a stagnant consumption of primary aluminium in India from the end of 1990s to
2002 (when the consumptions were between 500 600 KT), it started rising sharply since 2002.
The consumption reached at 1,080 KT in 2006. The consumption of aluminium in India is
dominated by the industries like power, infrastructure, and transportation etc.
RAW MATERIALS
The main raw materials of the firm are aluminium ingot and aluminium scrap. Other
than the above raw materials the following consumable are also used for production, such as
furnace oil, lubricating oil, firewood, castic soda, cover flux, degasser etc
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http://business.mapsofindia.com/india-company/h/hindalco-industries.htmlhttp://business.mapsofindia.com/india-company/h/hindustan-zinc.htmlhttp://business.mapsofindia.com/india-company/j/jindal-stainless.htmlhttp://business.mapsofindia.com/india-company/k/kennametal-india.htmlhttp://business.mapsofindia.com/sectors/public/national-aluminum-company-limited.htmlhttp://business.mapsofindia.com/india-company/h/hindustan-zinc.htmlhttp://business.mapsofindia.com/india-company/j/jindal-stainless.htmlhttp://business.mapsofindia.com/india-company/k/kennametal-india.htmlhttp://business.mapsofindia.com/sectors/public/national-aluminum-company-limited.htmlhttp://business.mapsofindia.com/india-company/h/hindalco-industries.html -
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COMPANY PROFILE
Bramco Aluminium manufactures of quality Aluminium products like Kitchen-wear,
Sheets,Circles and Dishes to cater the needs and wants of rural households in the Malappuram district
in Kerala.
The chief raw material for the production of aluminum called Bauxite is imported by the
company from Bihar, Goa, Tamil Nadu, Jammu & Kashmir etc. Promising reserves of material kept
in Kerala, Andhra Pradesh and Uttar Pradesh. So the unit wont have any shortage of raw material.
The unit is a partnership firm having four partners. The management of the firm is vested in the hands
of partners.
The proposed unit is registered small scale industry having a provisional registration no
09/ER/06/04325/SSI/prov. This is named and styled as BRAMCO ALUMINIUM, an aluminium
rolling mill for production of aluminium sheets, circles and aluminium vessels. Aluminium is a
versatile material. It is used for the production of house hold utensils in packing and transport
industry. The chief raw material is bauxite which is known as the wonder material .this is available
in Bihar, Goa Gujarat, Tamilnadu, Kashmir etc...Promising reserves are having been located in
Andhra Pradesh, Kerala and Uttra Pradesh. The reserves of all grades of bauxite have been
estimated at 265.37crore tones. This clearly indicates that there will not be any shortage of
aluminium which is the main raw material for the proposed unit in the near future. The use of
aluminium for the manufacture of utensils and other components is on the increase .taking intoaccount the vast potential of the product the promoters have decided to set up a modern facility
(factory) for its production at Wandoor which is situated in Malappuram
Administration department
The entire firm is controlled by this department. Managing partner is the head of this
department. Besides him the following officers are also in his department.
1. Accounting officer
2. Cashier
3. Clerk
ORGANIZATION STRUCTURE
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Chairman
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PROCUREMENT OF RAW MATERIAL
Aluminum Scrap
It is available the local market. The finished goods are sold to the market through it and bring
scrap in its return trip. Besides consumer sell their old aluminium articles directly to the firm.
Aluminium Ingot
It is available in old transformer that is used to setup the power. It is purchased from outside
Kerala. It is available from Madras, Bangalore and Mumbai.
PRODUCTION PROFILE
13
General Manager
Finance managerSales and marketing
manager
Production manager
Packing workers
Store keepers
Workers for
transporting.
Asst manager
Accounts officer
Clerk
Supervisor
Workers
Spinning CleaningCasting
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The entire firm can be divided into two sections according to production process. Casting and
Spinning sections. In casting section raw materials are converted into Aluminium sheets and circles.
In spinning section, a part of these circles are converted into vessels.
The basic of business firm is to make maximum possible profit. Production is done to make
profit. Production is the process of transforming input into output. BRAMCO is a small
manufacturing unit for the production of aluminium sheets, aluminium circles and aluminium vessels.
The required raw materials, machinery and equipments used in the production process are discussed
below.
Processing with casting section
Aluminium scraps and injects are mixed up in certain proportion and fed in to the clean pan.
Which is placed on a oil fired furnaces. It is heated all 72o oC after adding some chemicals. The molten
aluminum is transferred to a tray using spoon. Then collect billet. While transfer to molding tray some
part will be left over which is waste containing, about 27 % of aluminum that is sold outside.
Billets are then fed to rolling machines for 6-8 times to convert into sheets. This d be rough
and brittle. After cutting uneven edges, these sheets are transferred to annealing , furnace, where these
sheets are annealed at a temperature of 350oC using fire wood, so that the sheets become soft and
flexible.
This again fed into the rolling mill at a normal temperature , then to circle cutting machine to
draw circles of required size, then to spinning section and rest is sold to outside customers.
Spinning section
In this section, the circle transferred from casting section is converted into different types of
vessels. Then these are moved to the washing section, where vessels are got cleaned and dried. Then
these are transferred to the company store.
MACHINES USEDThe machineries and equipments used for production process ca be of the following.
Melting furnace to melt scrap and ingot
CI pan
Annealing furnace- to anneal aluminum sheet
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Aluminum sheet rolling machine
Circle cutting machine
Spoons to transfer molten aluminum to molding plate
Oil fired burner Blower
DEPARTMENTS
For the regular and uninterrupted business different functions are to be performed, so that
different departments operate in Bramco. How the finance is acquired for the business firm is relevant
as how its allocated in business, so finance department make all that study to make finance an easy
and effective work.
PRODUCTION DEPARTMENT
FINANCE DEPARTMENT
SALES AND MARKETING DEPARTMENT
ADMINISTRATION DEPARTMENT
FACTORY DEPARTMENT
FACTORY DEPARTMENT
Factory department is concerned with production. Production manager is the head of
this department. This department has three sections viz.
Casting Section
Spinning Section
Cleaning Section
Manufacturing department
This department is also known as factory department. Production manager is the head of this
department. This department has three sections.
Casting section Spinning section
Cleaning section
Store department
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This department deals with purchase and issue of raw materials, storing finished goods sales
and marketing. Sales and marketing manager is the head of this department Even though the firm is
divided into several departments headed by separated persons.
Human Resource Management
Human resources of a firm determine the success or failure of the concern. In
BRAMCO the management gives more consideration for its human resources and treats them as a
vital factor in functioning of the firm. If any complaint received from the workers, the management
tries to solve that within the shot span of the time investigation. BRAMCO keeps good relation
between management and employees. So it ensures harmonious environment in the firm
Personnel Management
For every firm the requirement and selection and control of working is very
essential. Workers selected should be to the position where they place. In this unit no scientific
method is followed in selection and control. The workers are selected and placed by the managing
partners and when necessary. The overall control of workers is vested in this hands, besides this every
department head has control over subordinates.
Division of Labour
The workers are divided into several groups. those different categories are;
Skilled labour
Semi skilled labour
Helper
Female workers
Foremen
CHART SHOWING PRODUCTION PROCESS
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Production process
Melting furnace
scrap+logot
Moulding plates.
Billet
Waste due
to cutting
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Location of the firm
The unit was started on plot of land of 20 cents in survey number 212 of Waniyambalamward no 5 Wandoor town Wandoor panchayath Nilambur Taluk ,Malappuram district in Kerala. The
unit is located at about 1 km away from wandoor town on Wandoor Manjeri road and has a definite
advantage in respect of required power and labour force. The water required for the firm is available
from the well within the premises.
Objective of the firm
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Aluminum sheet rolling machine
.Rough sheet
Annealing furnace 350oC
.
smothered sheet
Aluminum sheet rolling machine
.
smothered sheet
Circle cutting machine
.circle
Spinning section
Vessels
Washing section
.Cleaning vessels
Waste dueto cutting
Finished products
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to carry on business of the production and sales
to maximize profit and minimize cost
to render services to the society by offering employment opportunities
to make product, according to the interest of the customers
to sell the product in reasonable prices
to ensure welfare of employees by providing better working condition and other facilities
RIGHT OF PARTNERS
Every partner has the right to take part in the conduct of business.
Every partner has right to access and inspect the books of the firm.
Every partner entitled to interest 6% per annum on any money advance over and above his
capital.
Every partner has right to prevent and change in the nature of business, administration of a
new partner and change in the prevention of the deed.
Every partner is entitled to be identifies for indemnifies of losses incurred by him on behalf
of the firm.
Each partner has a right to express his opinion.
Classification of the Employees
Permanent
Seasonal
Probationers
Apprentices
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Causal
Trainees
Competition
The main problem faced by the firm is competition from other units, which produces same
products in Kerala; there are 39 such units in which two units are located in Malappuram district.
SCOPE OF THE FIRM
Aluminium is an important material for the production of the house hold article and othercomponents. The use of house hold articles are increasing day by day taking into account, the vast
potential of the product , the promoters decided to setup a modern unit situated in Malappuram
district which is an industrially backward area
STATEMENT OF THE PROBLEM
The nature is being different for each category of employees depending upon their needs.
In India almost all the organization interested to provide a good satisfaction in the company since
the study on job satisfaction is useful to improve production, organization effectiveness, morale
and economic development , the study will go long way to improve the prosperity of the country.
The various theories of motivation help us to identify the organisational factors which influence
the attitude and in turn job satisfaction. They are job factors; work environment superior sub
ordinate relationship; participative style of management; wage; recognition; morale; motivation;
identification with company and welfare facilities.
The gap between what the employee experience about the particular factor in this actual
condition and what he thinks should be there to give a clear understanding of the extent and nature
of job satisfaction of an employee.
Job satisfaction is a result of employees perception of how well their job provides these
things which are viewed as important. It is generally recognized in the organizational behaviour
field that Job satisfaction is the most important and frequently studied attitude.
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Aims of Job satisfaction studies
The basic aims for the earlier job attitudes researches (a) economic aim (b) humanistic
aim and (c) theoretical aim. The economic aim of job attitudes research is that, a satisfied
employee will be more productive than a dissatisfied employee. The humanistic aim of the job
attitude research is to make the work hours as pleasurable and as meaningful as possible. The
theoretical aim of job attitude research is to increase our understanding of man.
The theory of economic man postulated that the workers is essentially a rational creature;
who uses his reason primarily to calculate exactly how much satisfaction he may obtain from the
smallest amount of effort or when necessary how much discomfort he can avoid. Job attitudes are
influenced by the total job environment or at least by its various aspects.
As a behavior of an individual within the organization is a result of interaction between the
situation and personality; the attitude of the worker is influenced by the total job environment and
personality related factors.
Accordingly job satisfaction would seem to be an important focus of organizations which
wish to reduce absenteeism and turnover. The second reason for job satisfaction items from its low
but consist association with job performance.
On speculation as to why this relationship exists one possibility appears that satisfaction
causes performance whereas there is no theoretical reasons to believe that satisfaction can cancel
performance.
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Skill
Experience
Training
Effort
Age
Seniority
Education
Company Loyalty
Past Performance
Present Performance
Perceived
Personal job
inputs
Perceived inputsand outcomes of
referent other
Perceived
amountthat should
be received
a = b satisfactiona > b Dissatisfaction
a < b Unit, inequity
discomfort
Leveldifficulty
time span
amount of
responsibility
Perceived job
characteristics
Perceived outcomes
of referent others
Actual outcomes
received
Perceived
amount
Received
Model of determinants of facts of job satisfaction
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Motivation and Job Satisfaction
In the literature on industrial psychology the term job satisfaction is quite frequently used
for individual attitudes towards the specific aspects of the total work situation. The word "job" isused in a restricted sense and refers to a specific task. Whereas the term job satisfaction covers
the satisfaction derived from being engaged in work or in any pursuit of a higher order; it is
essentially related to human needs and their fulfillment through work job satisfaction with
reference to the group. They differ from each other on at least two important dimensions. The first
may be designed as the individual Vs group dimensions. The second as the contest dimension. Job
satisfaction includes a feeling of satisfaction or dissatisfaction with the various segments of one's
job life.
OBJECTIVE OF THE STUDY
1. To find the level of satisfaction of both the worker and the managerial staff towards
performance of the job.
2. To find out the exiting relationship between the management and the workers.
3. To find out the relationship among the workers.
4. To find out the promotional opportunities and their effectiveness.
5. To find out socio-economic condition and characteristics of working class.
SCOPE OF STUDY
The study helps us to find out level of satisfaction of both the workers and the management
staff towards performance of the job. This study also helps to analyse smooth relationship existing
between the management and the workers.
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CHAPTER II
REVIEW OFLITTERATURE
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REVIEW OF LITERATURE
JOB SATISFACTION
Work related satisfaction has in fact been shown to be related to, and to be a major
component of, satisfaction with life, including recently by Howard and Frink (1996). Stewart and
Barling (1996) found in studying fathers that job satisfaction, work related mood and work
tension affect the behavior of their children (acting out, shyness, and school competence). Job/life
satisfaction is important for organizations to address for humanitarian as well as for practical
reasons.
Defining and measuring job satisfaction has been a challenging process which has been
refined through decades of research and which is still occurring. According to Cranny, Smith &
Stone (1992), job satisfaction is generally agreed upon by researchers to be an affective reaction to
a job that results from the employees comparison of actual outcomes with those that are desired.
The study of job satisfaction grew out of several schools management theory dating back to
Frederck Taylors early applications of scientific method to factory problems in the first part of
this century. Vrooms (1964) Expectancy Theory of human motivation is a significant contributor
to the field which goes beyond the simple behavioral concept of stimulus-response and
reinforcement of behavioral psychology; it explains motivation as the perceived value of probably
outcomes of actions, and the probability that actions will bring about outcomes which are highly
desired. The theory thus takes into account the intrinsic values that affect satisfaction and work
which research has often found to be at least equally important or more so to job satisfaction than
arte the extrinsic values.
Abraham Maslows (1943) theory of a Hierarchy of Needs examines human motivation in
terms of levels of met or unmet needs. His premises include that only an unsatisfied need can
influence behavior, that a person will minimally satisfy each level of need before feeling the need
at the next level, and that if need-satisfaction is not maintained at any level it will become a
priority again.
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At the lowest level of Maslows Hierachy of Needs are physical Needs (food, clothing,
Shelter and comfort), followed by safety needs (security for self and possessions and avoidance of
risk, harm and pain). Social needs comprise the level, and include companionship, acceptance, love
and affection and group membership. Higher levels include Esteem Needs (responsibility, self-
respect, recognition and sense of accomplishment) and Self-Actualization Needs (reaching ones
potential, independence, creativity and self-expression).
Mounting health care costs, absenteeism, and lost productivity make health issues a pressing
concern for managers. Research indicated that there is a relationship between stressors on the job
and physical or emotional changed in individuals, and that psychological stressors produce
changes in levels of various hormones, body chemicals, organic function, and anxiety (McLeen,,
1979).
Nerker. Mcgrath, & MacMillam (1996) found in studying innovation projects that social job
satisfaction mediates the relationship between team deftness and performance, and that
instrumental job satisfaction mediates the relationship between team comprehension and project
performance.
The fight or flight physiological arousal, developed as an evolutionarily adaptive
response to real physical threat, leaves modern men and women who experience psychological
stress with physical threat, leaves modern men and women who experience psychological stress
with physiological changes such as increased levels of adremaline and cortisol which can cause
serious health problems if not alleviated, gastrointestinal disease (such as ulcers and irritable,
Factors influencing Job satisfaction
There are a number of factors that influence Job satisfaction.
1. Pay
Wages are a significant factor in Job satisfaction. Money not only helps people attain theirbasic needs but is instrumental in providing upper level need satisfaction. Employees often see pay
as a reflection of how management views their contribution to the organization.
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Expectations about job
Pay
Work itself
Promotion
Supervision
Co-workers
Working condition
Actual job conditions
Pay
Work itself
Promotion
Supervision
Co-workers
Working conditionEmployee job satisfaction
Discrepancies
Expectations about job
Pay
Work itself
Promotion
Supervision
Co-workers
Working condition
Actual job conditions
Pay
Work itself
Promotion
Supervision
Co-workers
Working conditionEmployee job satisfaction
Discrepancies
2. Work itself
The content of the work itself is another major source of satisfaction. Some of the most
important ingredients of a satisfying job uncovered by surveys include interesting and challenging
work, work that is not boring and a job that provides status.
3. Promotions
Promotional opportunities seem to have a varying effect on Job satisfaction. This is
because promotions take a number of different forms and have variety of accompanying rewards.
4. Supervision
Supervision is another moderately important source of Job satisfaction. The other
dimension is participation or influence as illustrated by managers who allow their people to
participate in decisions that effect their own jobs. A participative climate created by the supervisor
has a more substantial effect or workers satisfaction than does participation in a specific decision.
5. Work group
The nature of the work group will have an effect on Job satisfaction. Friendly, cooperative
coworkers are a modest source of Job satisfaction to individual employees. The work group serves
as a source of support, comfort, advice and assistance to the individual worker.
6. Working condition
Working condition are another factor that have a modest effect on Job satisfaction. If the
working conditions are good (clean, attractive, surroundings, for instance) the personnel will find it
is easier to carry out their jobs.
Models of Job satisfaction
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CHAPTER III
RESERCH
METHEDOLOGY
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RESEARCH METHODOLOGY
RESEARCH
Research is a scientific and systematic search for pertinent information on a specific topic.
In fact research is an art of scientific investigation.
Research comprises defining and redefining problems, formulating hypothesis or suggested
solutions; collecting, organizing and evaluating data; make deductions and reaching conclusions;
and at last carefully testing the conclusions to determine whether they fit the formulating
hypothesis.
Research methodology is a way of systematically solve the research problem.
RESEARCH DESIGN
Research Design is a plan that specifies the sources and types of information
relevant to the research problem. The Research design is the arrangement of conditions for which
collection and analysis of data in a manner that aims to combine relevant to research purpose with
economy in procedure.
SAMPLING UNIT
Sampling unit for the study constitute the non-managerial employees of Bramco Aluminium
Industry.
Aim of the study
The aim of the study is to study the job satisfaction in various units in Bramco Aluminium
Industry.
METHODS OF DATA COLLECTION
In this survey in order to meet the objectives of the study both primary data and secondary
data were collected.
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a) 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 through structured
questionnaire. Questionnaires were distributed to employees directly. From the answered
questionnaire the opinion of employees were ascertained.
b) Secondary data
The secondary data are those which have already been collected by some one else. In
this study facts were collected from company records and project textbooks.
STATISTICAL TOOL
Tools using for this method is simple percentage method, chi-square test and
weighted average analysis. Diagrams used are Pie diagram and bar diagrams.
LIMITATION OF THE STUDY
The major limitations of the study are the following:-
Some of the respondents are not willing to give the correct information.
A detailed survey of the problem would not be possible because of the time
limitations.
The study was conducted only for 50 workers; but there are more than 100
workers.
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CHAPTER IV
DATA ANALYSISAND
INTERPRETATION
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DATA ANALYSIS AND INTERPRETATION
After the data have been collected, they are tabulated properly. Data analysis has been
carried out to know the employees attitude. Percentage analysis is used.
Analysis of data:
Response regarding the gender wise classification of the sample respondents
Gender No of respondence % of the respondence
Male 95 73
Female 35 27
130 100
Interpretation:
The above table shows that the 84% of respondence are males. So only 16 of
despondence are females
30
0
50
100
Males
Females
84
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Job Satisfaction
Sample Size 50
S. No Nature of responseNo. of
Respondents%
1 Highly satisfied Nil Nil
2 Satisfied 35 70
3 Normal 12 24
4 Dissatisfied 3 6
5 Highly dissatisfied Nil Nil
Interpretation
From the above table, the researcher has the following inference :
70% of the respondents are satisfied with their job.
24% of the respondents are normally satisfied with their job.
6% of the respondents are dissatisfied with their job.
JOB SATISFACTION
31
70%
24%6%
Satisfied
Normal
Dissatisfied
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Opinion Regarding the Facilities Provided and Non- Statutory Welfare
Measures
Sample size 50
S.Nature of response
No. of
Respondents%
1 Highly satisfied Nil Nil
2 Satisfied 43 86
3 Normal 7 14
4 Dissatisfied Nil Nil
5 Highly dissatisfied Nil Nil
Interpretation
86% of the respondents are satisfied with the facilities provided in the company.
14% of the respondents are normally satisfied with the facilities provided in the
company.
OPINION REGARDING THE FACILITIES PROVIDED AND NON-STATUTORY
WELFARE MEASURES
COMMUNICATION
32
S a ti s f i
8 6 %
N o r m
1 4 %
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Sample size 50
S.Nature of response
No. of
Respondents%
1 Well informed 30 60
2 Sometimes informed 18 36
3 Not informed 2 4
Interpretation
The researcher deciphered the following from the above table :
60% of the respondents are well informed.
36% of the respondents are sometimes informed.
4% of the respondents are not informed.
INFORMATION PERTAINING TO FACTORY AND JOB
Upward Communication
33
0
10
20
30
40
50
60
Nature of response
Well informed
Sometimes informed
Not informed
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Sample size 50
S. No Nature of responseNo. of
Respondents%
1 Well 24 482 Only at times 26 52
3 Not at all Nil Nil
Interpretation
From the above table one can infer the following :
48% of the respondents feel that their views are well communicated upwards.
52% of the respondents feel that their views are communicated only at times.
UPWARD COMMUNICATION
34
0
10
20
30
40
50
60
Well
Only at Times
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GRIEVANCE SETTLING
Sample size 50
S.Nature of response
No. of
Respondents%
1 Always 48 96
2 Sometimes 2 4
3 Not at all Nil Nil
Interpretation
One can elicit the following from the table
96% of the respondents feel that their superiors and top
management always participate to settle grievance.
4% of the respondents feel that their superiors and top
management sometimes participate to settle grievance.
PARTICIPATION OF SUPERIOR AND TOP MANAGEMENT TO SETTLE
GRIEVANCE
Employees Satisfaction Regarding Grievance Settlement
35
0102030405060708090
100
Nature of responseAlw ays 96
Sometimes 4
Not at all 0
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Sample size 50
S. No Nature of responseNo. of
Respondents%
1 Often 23 46
2 Sometimes 17 34
3 Rare 10 20
4 Never Nil Nil
Interpretation
From above table one can infer the following :
46% of the respondents are often satisfied with grievance settlement.
34% of the respondents are sometimes satisfied with grievance settlement.
20% of the respondents are rarely satisfied with grievance settlement.
EMPLOYEES SATISFACTION REGARDING GRIEVANCE SETTLEMENT
36
46%
34%
20%
Often
Sometimes
Rare
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DISCIPLINE
Sample size 50
S. No Nature of responseNo. of
Respondents%
1 Very Well 41 82
2 Sometimes 9 18
3 Not at all Nil Nil
Interpretation
The following inferences can be made from the above table :
82% of the respondents are well aware of the disciplinary rules.
18% of the respondents are sometimes aware of the disciplinary rules.
AWARENESS OF THE RULES REGARDING DISCIPLINE
37
82%
18%
Very well
Sometimes
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Application of the Disciplinary Rules
Sample size 50
S.
Nature of response
No. of
Respondents %
1 Applied on all occasions 50 100
2 Applied at times Nil Nil
3 Not applied at all Nil Nil
Interpretation
From the above table one can infer the following information
All the respondents feel that the disciplinary rules are applied on all occasions.
APPLICATION OF THE DISCIPLINARY RULES
38
0100
Appliedonalloccasions
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Employees Opinion Regarding the Punishment for Violation of Rules
Sample size 50
S. No Nature of response No. of Respondents %
1 Suitably punished 50 100
2 Occasionally punished Nil Nil3 Ignored Nil Nil
Interpretation
The following details are inferred from the above table :
All the respondents feel that the company suitably punish those who hurt/violate rules of
discipline.
EMPLOYEES OPINION REGARDING THE PUNISHMENT FOR
VIOLATION OF RULES
39
100
0 20 40 60 80 100 120
Suitably Punished
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Employees Opinion about the Opportunities to Upgrade Skills in Training
Programs
Sample size 50
S. No Nature of responseNo. of
Respondents%
1 Strongly agree 20 40
2 Agree 8 16
3 Undecided 12 24
4 Disagree 8 16
5 Strongly disagree 2 4
Interpretation
From the above table one can infer the following : 40% of the respondents strongly agree that they have got lot of opportunities to upgrade
skills in training programs.
16% of the respondents agree that they have got opportunities to upgrade skills in training
programs.
24% of the respondents have no idea.
16% of the respondents feel the opportunities to upgrade skills in training programs.
4% of the respondents strongly disagree the view.
EMPLOYEES OPINION ABOUT THE OPPORTUNITIES TO
UPGRADE SKILLS IN TRAINING PROGRAMS
40
0
5
10
15
20
25
30
35
40
Strongly Agree Agree Undecided Dia-agree StronglyDisagree
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Employees Opinion about the Identification of the Training Needs
Sample size 50
S. No Nature of response No. of Respondents %
1 Strongly agree 30 602 Agree 12 24
3 Undecided 8 16
4 Disagree Nil Nil
5 Strongly disagree Nil Employees Opinion about the
Identification of the Training Needs
Nil
Interpretation
From the above table one can infer the following :
60% of the respondents strongly agree that they training needs identified by their superiors
are proper and appropriate.
24% of the respondents agree that they training needs identified by their superiors are
proper and appropriate.
16% of the respondents have no idea.
EMPLOYEES OPINION ABOUT THE IDENTIFICATION OF THE
TRAINING NEEDS
41
60%
24%
16%16%
Stronglyagree
Agree
Undecided
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Employees Opinion about the Trainers Communication
Sample size 50
S. No Nature of response No. of Respondents %
1 Strongly agree 36 72
2 Agree 14 283 Undecided Nil Nil
4 Disagree Nil Nil
5 Strongly disagree Nil Nil
Interpretation
From the above table one can infer the following :
72% of the respondents strongly agree with the trainers communication.
28% of the respondents agree with the trainers communication.
EMPLOYEES OPINION ABOUT THE TRAINERS COMMUNICATION
42
Strongly agree72%
Agree28%
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Employees Opinion about the Arrangements Made for Training
Sample size 50
S. No Nature of response No. of Respondents %1 Excellent 9 18
2 Good 41 82
3 Undecided Nil Nil
4 Poor Nil Nil
5 Very poor Nil Nil
Interpretation
From the above table one can infer the following :
18% of the respondents feel that the excellent arrangements are made for trainingprograms.
82% of the respondents feel that the arrangements made for training is good.
EMPLOYEES OPINION ABOUT THE ARRANGEMENTS MADE FOR
TRAINING
43
0
10
20
30
40
50
60
70
80
90
Excellent Good
18 82
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Effectiveness of job Performance through Training Programs
Sample size 50
S. No Nature of response No. of Respondents %
1 Strongly agree 5 10
2 Agree 32 643 Undecided 13 26
4 Disagree Nil Nil
5 Strongly disagree Nil Nil
Interpretation
From the above table one can infer the following :
10% of the respondents strongly agree that the training programs increase the effectiveness
of job performance.
64% of the respondents agree that the training programs increase the job performance.
26% of the respondents have no idea.
EFFECTIVENESS OF JOB PERFORMANCE THROUGH TRAINING PROGRAMS
44
010203040
5060
70
Strongly
agree
Undecided
60-70
50-60
40-50
30-40
20-30
10-20
0-10
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Participation of the Employees in Training Programs
Sample size 50
S. No Nature of response No. of Respondents %
1 Very much participate 9 18
2 Participate 41 823 Undecided Nil Nil
4 Not participate Nil Nil
5 Very much ignoring Nil Nil
Interpretation
From the above table one can infer the following :
18% of the respondents feel that the employees very much participate in the training
programs. 82% of the respondents feel that the employees participate in the training programs.
PARTICIPATION OF THE EMPLOYEES IN TRAINING PROGRAMS
45
14%
86%
Verymuchparticipate
Participates
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Attitude Change in Employees after Attending the Training Programs
Sample size 50
S. No Nature of response No. of Respondents %
1 Strongly agree 9 18
2 Agree 32 643 Undecided 9 18
4 Disagree Nil Nil
5 Strongly disagree Nil Nil
Interpretation
The following details are inferred from the above table :
18% of the respondents strongly agree that they have lot of attitude change after attending
the training programs. 64% of the respondents agree with the view.
18% of the respondents have no idea.
ATTITUDE CHANGE IN EMPLOYEES AFTER ATTENDING THE
TRAINING PROGRAMS
46
1 8
6 4
1 8
0
1 0
2 0
3 0
4 0
5 0
6 0
7 0
trongyagree
gree
nece
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Assessment of Training Needs
Sample size 50S. No Nature of response No. of Respondents %
1 Self assessment 2 4
2 By superior 48 96
3 Performance appraisal Nil Nil
4 Others specify Nil Nil
Interpretation
The researcher extracted the following details from the above table :
4% of the respondents feel that the self assessment is used for the assessment of the
training needs.
96% of the respondents feel that their superiors identifying their training needs.
ASSESSMENT OF TRAINING NEEDS
47
4
9 6
0
2 0
4 0
6 0
8 0
1 0 0
1 2 0
0 2 4
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Relationship with Colleagues
Sample size 50
S. No Nature of response No. of Respondents %
1 Cordial 42 84
2 Normal 8 16
3 Strained Nil Nil
Interpretation
Form the above table one can infer the following :
84% of the respondents have cordial relationship with their colleagues.
16% of the respondents have normal relationship with their colleagues.
RELATIONSHIP WITH COLLEAGUES
48
84
16
Cordial
Normal
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Appreciation from Superiors
Sample size 50
S. No Nature of response No. of Respondents %
1 Adequate appreciation 18 36
2 Less appreciation 32 643 No appreciation Nil Nil
Interpretation
The above table gives following information :
36% of the respondents feel that they are receiving adequate appreciation from their
superiors.
64% of the respondents feel that they are receiving less appreciation from their superiors.
APPRECIATION FROM SUPERIORS
49
0
10
20
30
40
50
60
70
AdequateAppreciation Less
Appreciation
60-70
50-60
40-50
30-40
20-30
10-20
0-10
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Participation of Superiors in self Development of the Employees
Sample size 50
S. No Nature of response No. of Respondents %
1 Very helpful 44 88
2 Not helpful 6 123 Discouraging Nil Nil
Interpretation
Form the above table one can infer the following :
88% of the respondents feel that their superiors are very helpful in their self development.
12% of the respondents feel that their superiors are not helpful in their self-development.
PARTICIPATION OF SUPERIORS IN SELF DEVELOPMENT OF THE
EMPLOYEES
50
8
1
0
5 0
1 0 0V e r y
N o t
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Job Security
Sample size 50
S. No Nature of response No. of Respondents %
1 Totally secured 4 8
2 Partially secured 23 463 Insecure 23 46
Interpretation
From the above table one can infer the following :
8% of the respondents feel that they are totally secured in their job.
46% of the respondents feel that they are partially secured in their job.
46% of the respondents feel that they are insecure.
JOB SECURITY
51
Totallysecured Partiallysecured Insecure
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Suggestion System and Departmental / Section Meetings in Bramco
Sample size 50
S. No Nature of response No. of Respondents %
1 Yes 50 100
2 No Nil Nil
Interpretation
All the respondents answered that the suggestions system and departmental / section
meetings are present in pricol.
Suggestion System and Departmental / Section Meetings in Pricol
52
0%
10%
20%
30%
40%
50%
60%70%
80%
90%
100%
YES
NO
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Enquiry by an Impartial Person
Sample size 50
S. No Nature of response No. of Respondents%
1 Yes 50 100
2 No Nil Nil
Interpretation
All the respondents answered that the enquiry is made by their immediate superior.
Enquiry by an Impartial Person
53
YE S0 %N O0 %
YE S , 5 0 0 0
N O , 0 %0 %
1 0 %
2 0 %
3 0 %
4 0 %
5 0 %
6 0 %
7 0 %
8 0 %
9 0 %
1 0 0 %
Y E S N O
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CHAPTER V
CONCLUSION
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CONCLUSION
FINDINGS
By analyzing the collected data the following findings are arrived.
1. Regarding wage fixation most of the employees are not satisfied and rated poor.
2. Residential quarter are available really half of the employee and it is noted that
provision of quarters are only to senior employee putting 15 year of service.
3. During emergency medical aid is provided for most of the employees.
4. Group insurance scheme is available in the company and covered a life of all
employees.
5. It is very sorry to note that the company is running a canteen with poor quality and
sometimes with poor quality and sometimes very poor quality of food stuff.
6. It is found that allowance for children education an being provided for eligible
employees,
7. Promotion to higher status is considered by counting the experience is the particular
trade and some time very rarely higher education places a part.
8. It is found out that the co-operative store is functioning effectively and satisfying
all the employee of the organization.
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SUGGESTIONS
The following suggestions offered by researcher
1. Fourty nine percent of the respondents got the promotion opportunities. Hence the
company have to provide the promotion opportunities to other fifty one percent of the
respondent.
2. Zero percent of the employees received financial rewards for their excellent
performance. Hence it is advisable to give financial rewards to all the employee in
order to motivate then.
3. The employees are dissatisfied with financial rewards like bonus. So the company
should provide bonus to ensure them.
4. Thirty two percent of the respondents got the training programme, hence the company
have to provide the training programme to other sixty eight percent of the respondent.
5. Sixty percent of the respondents feel that the canteen, restroom, Lunchroom are not
maintain in a proper way, so the company should maintain the above facilities properly.
6. Employees feel that they did not receive the tools & equipments properly. So the
company should provide tools & equipment properly.
7. It is strongly recommended that the company should remodel the canteen and try to
make available the food stuffs with good quality and reasonable price.
8. It is suggested to relax the norms regarding loans and advance payable to employees
during emergency.
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CONCLUSION
Every person can have thousands of attitudes. Every individual thinks logically to the best
of his ability, in the service of this aims. Employee attitudes are am mental set, that affect how a
person will view something in an organization attitudes are clearly important because they affect
job behaviour.
Work satisfaction of the employees along with high productivity is a hallmark of well
managed organization. Employees increasingly expect to have concern shown for their attitudes
and feelings.
From the study, the researcher has come to know that most of the respondents have job
satisfaction. The management has taken the efforts to maintain cordial relationship with the
workers. This has resulted in increased production of business. And also increasing of profit in
previous years.
From the study, the investigator came to know that there is a good relationship between the
management and the employees. The management give full freedom to their employees to express
their views and ideas.
Effective behavioural management that continuously fully works to build a supportive
human climate in an organization, can help producing favourable attitudes.
The researcher was curious to know about the JOB SATISFACTION AMONG
EMPLOYEES implemented in the BRAMCO ALUMINIUM INDUSTRY, Wandoor, Kerala
Hence this study.
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BIBILIOGRAPHY
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BIBLIOGRAPHY
1. C.R.Kothari - Research Methodology New Delhi,
Wishwaprakashan publishers 14th reprint 1997
2. Dr.C.B.Gupta - Human resource Management New Delhi,
educational publishers, 5th revised edition
3. Fred Luthans - Organizational behaviour MC Graw-Hill
international edition 1992
4. Keith davis - Human behaviour at work organizational
behaviour, Tata MC Graw-Hill company ltd.,
6th edition
5. P.C.Tripathi - Personnel Management & Industrial relations -
New Delhi, Sultan Chand & sons, 11th edition, 1996
6. Richard M.Steers - Introduction to organizational behaviour -
New York, Harper Collins Publishers 4th edition
7. Stephen P.Robbins Organizational behaviour New Delhi,
prentice Hall of India, 9th edition
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APPENDICES
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QUESTIONNAIRE
1. Name :
2. Age :
a. 21 25 b. 26 30 c. 31 35
d. Above 35
3. Sex
a. Male b. Female
4. Job Satisfaction of in the present job.
a. Highly Satisfied b. Satisfied c. Normal
d. Dissatisfied e. Highly Dissatisfied
5. Opinion regarding facilities and non statutory welfare measures inside the firm.
a. Highly Satisfied b. Satisfied c. Normal
d. Dissatisfied e. Highly Dissatisfied
6. How do you feel about the communication pertaining to factory environment and job?
a. Well informed b. Sometimes informed c. Not informed.
7. How to you feel about the upward communication inside the company?
a. Well b. Only at times c. Not at all
8. How do you feel about Participation of top management in grievance settling?
a. Always b. Sometimes c. Not at all
9. How do you feel about the grievance settlement inside the company.
a. Often b. Sometimes c. Rare d. Never
10. Are you aware about the rules regarding discipline set inside the company?
a. Very well b. Sometimes c. Not at all
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11. How the disciplinary rules are applied inside the firm.?
a. Applied on all occasions b. Applied at times c. Not at all applied
12. What is your opinion regarding punishment for violation of rules?
a. Suitably punished b. Occasionally punished
c. Ignored
13. How you grade the opportunities to upgrade skills in training program?
a. Strongly agree b. Agree c. Undecided d. Disagree
e. Strongly disagree
14. What is your opinion regarding identification of training needs ?
a. Strongly agree b. Agree c. Undecided d. Disagree
e. Strongly disagree
15. What is your opinion regarding the trainees communication during the training?
a. Strongly agree b. Agree c. Undecided d. Disagree
e. Strongly disagree
16. How you rate the arrangements for training?
a. Excellent b. Good c. Undecided d. Poor e. Very poor
17. How do you rate the effectiveness of job performance through training program?
a. Strongly agree b. Agree c. Undecided d. Disagree
e. Strongly disagree
18. What is your opinion about the participation of employees in training program?
a. Very much participate b. Participative c. Undecided d. Not Participative
e.Very much ignoring
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18. What change do you feel after attending the training program?
a. Strongly agree b. Agree c. Undecided d. Disagree
e. Strongly disagree
19. How do you assess the training needs?
a. Self assessment b. By superior c. Perfomance appraisal d.Others specify
19. How is the relationship with your colleagues?
a. Cordial b. Normal c. Strained
20. What is the rate of appreciation you get from your superiors for any good workpreformed?
a. Adequate appreciation b. less appreciation
c. No appreciation
22. How is your superiors help in your self development?
a. Very helpful b. Not helpful c. Discouraging
23. How do you feel your involvement in your company activities and decision making?
a. Complete involvement b. little involvement
c. No involvement
24. Do you feel secure in your job?
a. Totally secured b. Partially secured c. In secured
25. Do you feel the departmental meetings in Bramco is up to the standard?
a. Yes b. No
26. Is there any enquiry from impartial person inside the company?
a. Yes b. No
27. Are you satisfied with the preliminary investigation and issue of charge sheet?
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a. Yes b. No
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