CHAPTER- I

INTRODUCTION

1.1 INTRODUCTION OF THE STUDY

Job Satisfaction is the favorableness or unfavorableness with which the employee views his/her work. Job satisfaction can
simply be defined as the feelings people have about their jobs. It has been specifically defined as a pleasurable or non pleasurable
emotional state resulting from the appraisal of one’s job, an affective reaction to one’s job, and an attitude towards one’s job.
These definitions suggest that job satisfaction takes into account feelings, beliefs, and behaviors. Job satisfaction expresses the
amount of agreement between one’s expectation of the job and the rewards that the job provides.
Job Satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more
satisfied they are said to be. Logic would dictate that the most satisfied (‘‘happy’’) workers should be the best performers and
vice versa. This is called the ‘‘Happy worker’’ hypothesis. However, this hypothesis is not well supported, as job satisfaction is
not the same as motivation or aptitude, although they may be clearly linked. A primary influence on job satisfaction is the
application of job design, which aims to enhance job satisfaction and performance using methods such as job rotation, job
enlargement, job enrichment and job engineering. Other influences on satisfaction include management styles and culture,
employee involvement, empowerment, and autonomous work position. Job Satisfaction is a very important attribute and is
frequently measured by organizations. The most common technique for measurement is the use of rating scales where employees
report their thoughts and reactions to their jobs. Questions can relate to rates of pay, work responsibilities, variety of tasks,
promotional opportunities, the work itself, and co-workers. Some examinations present yes-or-no questions while others ask to
rate satisfaction using a 1-to-5 scale, where 1 represents ‘‘not at all satisfied’’ and 5 represents ‘‘extremely satisfied.

1
 Job Satisfaction is a part of life satisfaction. There are varieties of factors that can influence a person’s level of job
satisfaction. The nature of one’s environment of job is an important part of life as job satisfaction influences one’s general life
satisfaction. Job Satisfaction, thus, is the attitudes are related to the job under condition with such specific factors such as wages.
Supervisors of employment, conditions of work, social relation on the job, prompt settlement of grievances and fair treatment by
employer. However, more comprehensive approach requires that many factors are to be included before a complete
understanding of job satisfaction can be obtained. Such factors as employee’s age, health temperature, desire and level of
aspiration should be considered. Further his family relationship, social status, recreational outlets, activity in the organizations
etc. contribute to job satisfaction.

Job satisfaction as “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience. “

Locke

Job satisfaction is a general attitude towards one’s job. The difference between the amount of reward workers receive and
the amount they believe they should receive.

P. Robbins

Job satisfaction is a result of employee’s perception of how well their job provides these things which are viewed as
important. It is generally recognized in the organizational behavior field that Job satisfaction is the most important and frequently
studied attitude.

Factors influencing Job satisfaction

There are a number of factors that influence Job satisfaction.

2
1. Pay

Wages are a significant factor in Job satisfaction. Money not only helps people attain their basic 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.

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 worker’s satisfaction than does participation in a specific decision.

5. Work group

3
 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.

OUTCOMES OF JOB SATISFACTION

Intrinsic reward

Performance
(accomplishment Satisfaction
)

Hence performance leads satisfaction rather than vice versa.

Extrinsic reward

4
 To society as a whole as well as from an individual employee’s standpoint, Job satisfaction in and of itself is a desirable
outcome. In examining the outcomes of Job satisfaction it is important to break down the analysis into a series of specific sub
topics. The following examines the most important of these.

Satisfaction and Productivity

Are satisfied workers more productive than their less satisfied counterparts. This satisfaction performance controversy has
raged over the years. Although most people assume a positive relationship, the preponderance of research evidence indicates that
there is not strong linkage between satisfaction and productivity.

Satisfaction and Turnover

Research has uncovered a moderate relationship between satisfaction and turnover. High Job satisfaction will not in and of
itself keep turnover low, but it does seem to help. On the other hand, if there is considerable job dissatisfaction there is likely to
be high turnover.

Satisfaction and Absenteeism

Research has pretty well demonstrated an inverse relationship between satisfaction and absenteeism. When satisfaction is
high, absenteeism tends to be low; when satisfaction is low, absenteeism tends to be high. However, as with the other
relationships with satisfaction there are moderating variables such as the degree to which people feel that their jobs are
important.

5
 1.3 SCOPE OF THE STUDY

 Job satisfaction should be major determinants of an employee organizational behavior.

 A satisfied employee will be having positive attitude towards his or her job and would go beyond the normal expectation
in his or her job.
 A person who places high importance on imagination, independence and freedom is likely to be poorly matched with an
organization that seeks conformity from its employees.

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 1.4 OBJECTIVES OF THE STUDY

1.4.1 Primary Objective

 To study and understand the job satisfaction among the employees of TAFE MADURAI.

1.4.2 Secondary Objective

 To study the opinion of the employees about the job satisfaction and factors relating to working conditions in TAFE MADURAI.

 To study the various factors which influencing job satisfaction

 To study the difference if any, between the opinion expressed by employees belonging to difference in age group, education and
income.

 To offer suggestions to the company to improve employees satisfactory level.

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 1.5 LIMITATIONS OF THE STUDY

 The research exercise was conducted within a limited duration. So a detailed study could not be made.

 The number of employees in TAFE MADURAI is 1000. But sample size is limited by 100.

 The Study is some extent based on the opinions expressed by the employees. So there may be chances for bias.

 study was conducted only among the employees of the general shift.

 The study is confined to a single organization. Hence the findings of the study will be applicable to this organization only.

8
 1.6 REVIEW OF LITERATURE

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 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.

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 employee’s 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 Taylor’s early
applications of scientific method to factory problems in the first part of this century. Vroom’s (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

9
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 Maslow’s (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.

At the lowest level of Maslow’s 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 one’s potential, independence,
creativity and self-expression).

According to Plunkett and Attner (1994) an unmet need an frustrate an employee and will continue to influence his or her
behavior until it is satisfied; managers can therefore effectively work with an employee by identifying the level of need which he
or she is trying to satisfy and by attempting to build into the work environment opportunities that will allow the individual to
satisfy his or her needs.

Frederck Herzberg’s (1975) Motivation – Hygiene Theory directly addresses the issues of satisfaction and dissatisfaction
on the job. His theory and research suggests that job dissatisfaction is caused by the absence of or deficits in “hygiene” factors
such as salary, job security, working conditions, status, company policies, quality of supervision and quality of interpersonal

10
relationships. These factors, although they can cause job dissatisfaction if deficient, do into result in job satisfaction if present.
Rather, according to Herzberg, it is the “motivation” factors intrinsic to a job and related to job content that have the power to
increase job satisfaction. Motivation factors include achievement, recognition, responsibility, advancement, the work itself, and
possibility of growth.

Extensive research has been conducted about the relationship between job satisfactions and other work-related behaviors
or attitudes such as job performance, stress and health, general life satisfaction, turnover commitment to the organization, and
pro-organizational behaviours. Over time the findings of research have been inconsistent; this very well may be due, however, to
wide variation in definitions of job satisfaction and in the validity of methods used to measure it (Cranny, Smith, & stone, 1992).

According to Silberstand (1996), satisfied workers have been found to be more committed to organizations, to have more
favourable attitudes towards work and the organization, to be more conscientious, to be more likely to help co-workers, to have
greater willingness to report unethical behaviours, and to be less likely to leave their jobs that are dissatisfied workers. Cranny,
smith, & stone (1992) note that job satisfaction has been shown to influence attendance at work, pro-organizational behaviors,
voting for or against union representation, decisions to leave the organization or to retire, and psychological withdrawal
bahaviours.

Following is a review of recent literature on the relationship between job satisfaction and several behaviours or attitudes.

According to cranny, smith, & (1992) the methods researchers use to study performance and satisfaction influence the
conclusion reached about their relationship. They suggest that corelational studies have suggests a stronger relationship. Katzell &

11
Guzzo (1983), for example reviewed 207 studies of the effects of psychologically – based interventions on productivity (as well
as job satisfaction).

Intervention studies, which are experimental or quasi – experimental, assess the effects of manipulated independent
variable (such as changes into account better then corelational studies the various mediating factors (such as goal-setting, extrinsic
and intrinsic rewards, and perceived equity) which also affect both performance and satisfaction (Cranny, Smith, & stone, 1992).

A path analysis of Cranny, smith, & stone’s study suggests that job satisfaction significantly influences job performance as
rated by supervisors (though not as self – reported), which is believed to be due to increased alertness and focused attention.
Interestingly, efforts expenditure was found to positively affect self – rated job performance, but had an inverse relationship with
supervisor – rated job performance (in other ratings of job performance). It is suggested that this could be due to a efforts on the
part of the employees. Neiter self – reported nor supervisor- reported job performance was found to substantially influence job
satisfaction, suggesting that relationship is not bi-directional. Factors found in this study to influence job satisfaction discussed in
a later section.

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 CHAPTER-II

2.1 PROFILE OF TRACTOR INDUSTRY

The first engine-powered farm tractors used steam and were introduced in 1868. These engines were built as small road
locomotives and were operated by one man if the engine weighed less than 5 tons. They were used for general road haulage and
in particular by the timber trade. The most popular steam tractor was the Garrett 4CD.
According to Vintage Farm Tractors by Ralph W. Sanders (ISBN1-55192-031-X) "Credit goes to the Charter Gasoline Engine
Company of Sterling, Illinois, for first successfully using gasoline as fuel. Charter's creation of a gasoline fueled engine in 1887
soon led to early gasoline traction engines before the term "tractor" was coined by others. Charter adapted its engine to a Rumley
steam-traction-engine chassis, and in 1889 produced six of the machines to become one of the first working gasoline traction
engines."

John Froelich

Vintage Farm Tractors discusses several other early gas-powered tractors, "John Froelich, a custom thresher man from Iowa,
decided to try gasoline power for threshing. He mounted a Van Duzen gasoline engine on a Robinson chassis and rigged his own
gearing for propulsion. Froelich used the machine successfully to power a threshing machine by belt during his fifty-two day
harvest season of 1892 in South Dakota. The Froelich tractor, forerunner of the later Waterloo Boy tractor, is considered by many
to be the first successful gasoline tractor known. Froelich's machine fathered a long line of stationary gasoline engines and,
eventually, the famous John Deere two cylinder tractor

13
William Paterson
J.I. Case's first pioneering efforts at producing a gas traction engine date to 1894, or maybe earlier, when William Paterson of
Stockton, California, came to Racine to make an experimental engine for Case. Case ads in the 1940s, harking back to the firm's
history in the gas tractor field, claimed 1892 as the date for Paterson's gas traction engine: patent dates suggest 1894. The early
machine ran, but not well enough to be produced.

Charles Hart and Charles Parr

Charles W. Hart and Charles H. Parr began their pioneering work on gas engines in the late 1800s while studying mechanical
engineering at the University of Wisconsin at Madison. In 1897, the two men formed the Hart-Parr Gasoline Engine Company of
Madison. In 1900, they moved their operation to Hart's hometown of Charles City, Iowa, where they found financing to make gas
traction engines based on their innovative ideas.

Their efforts led them to erect the first factory in the United States dedicated to the production of gas traction engines. Hart-Parr is
also credited with coining the word "tractor" for machines that had previously been called gas traction engines. The firm's first
tractor effort, Hart-Parr No.1, was made in 1901."

Ford Tractors

Henry Ford produced his first experimental gasoline powered tractor in 1907, under the direction of chief engineer Joseph
Galamb. It was referred to as an "automobile plow" and the name tractor was not used. After 1910, gasoline powered tractors
were used extensively in farming.

14
Frick Tractors

The Frick Company was located in Waynesboro, Pennsylvania. George Frick started his business in 1853 and built steam engines
into the 1940's. The Frick Company was also well known for sawmills and refrigeration units.

Eicher tractor

In the small village, Forstern near Munich, in Bavaria, Germany, the first Eicher tractor was made, in the 1930s, by Joseph and
Albert Eicher. It was the beginning of considerable development of Eicher's Forstern and Dingolfing factories. These pioneers
made several tests and carried out a patient work of clarification. The first evolution was marked by the construction of an
automatic mower and a three-wheeled tractor. The brothers Joseph and Albert Eicher were born and grew up in an agricultural
part of Germany. Their personal taste for agriculture favored the development of ideas which led to the manufacturing of
machines and modern devices. In 1949, their manufacture of the first farm tractor with an engine with air cooling allowed Eicher
to rank among the most important manufacturers of tractors.

In 1959, Eicher set up the Eicher Tractor Corporation of India Private Ltd., along with the Goodearth Company of New Delhi,
India, and began production in 1960 of Indian-built Eicher tractors. That company sold the tractor business to TAFE, also of
India, which still produces Eicher tractors.[1][2]

In the 1960s Eicher started the production of a light truck, which was also produced for Magirus-Deutz at a later date.

15
In 1973, Massey Ferguson purchased Eicher, and many Massey-licensed Eichers were built.[3] They later sold their interest, and
Dromson now owns the company. They now build specialized tractors for vineyards

TAFE 30 DI Orchard plus

This is a special application tractor suited for use in vineyards and orchards. Its low profile and narrow wheel base make it easy to
use under the overhanging vines in vineyards while ensuring that the delicate roots are not affected. The horizontal exhaust
ensures protection of the fruit.

Massey Ferguson Tractors

AFE started its production of the popular tractor model, Massey Ferguson 1035 in 1961. Now they manufacture tractors under
three brand names, TAFE, Eicher and Massey Ferguson. TAFE has a five decade old collaboration with Massey Ferguson (now a
part of AGCO Corporation, USA), which is one of the leading manufacturer of tractors in the world, . The company'sa greenfield
project at Manisa Industrial Estate in Turkey with a capacity to manufacture about 15000 tractors went on stream in September
2010.In India, TAFE has four tractor plants located at Sembium (Chennai), Doddabalapur (Bangalore), Kalladipatti (Dindigul)
and the Eicher tractors plant at Mandidheep near Bhopal apart from other plants that manufacture diesel engines at Alwar in
Rajasthan and Transmission components plants at Parwanoo and Near Chennai, as well as batteries plants near Chennai, hydraulic
pumps and panel instruments plant near Chennai and Engineering plastics plants at Doddabalapur near Bengaluru and Maraimalai
Nagar near Chennai.

16
TAFE acquired Eicher tractors in 2005 through a special purpose vehicle, TAFE Motors and Tractors Limited (TMTL), which is
a wholly owned subsidiary. It has major presence in a number of Indian states like Rajasthan, Gujarat, Andhra Pradesh,
Karnataka, Madhya pradesh and Uttar pradesh. TAFE's tractor group is the second largest manufacturer of tractors in the world by
volume in the sub-100 HP category and is the third largest tractor manufacturer in the world by volume.

Product Range TAFE and its wholly owned subsidiary TAFE Motors and Tractors Limited offer a range of tractors in the sub 100
HP segment in both aircooled and water cooled platforms to meet the varied needs of its customers. The diesel engines
manufactured at the Engines plant at Alwar provide captive and mobile power to a number of applications. The transmissions
plant at Parwanoo produces a number of transmission components for both internal consumption and for supply to other
automobile manufacturers.TAFE's Engineering Plastics Division produces high quality plastic molded components that supply to
major automobile manufacturers in India. It has the distinction of being recognised year after year for its impeccable quality by
Toyota, the sole recipient of this recognition in Asia outside Japan.TAFE's Power Source Division produces a range of batteries
for supply to leading auto makers as well as for the trade.

TAFE's wholly owned subsidiary, TAFE Access Limited produces hydraulic pumps and cylinders and is the only facility licensed
to manufacture the scotch yoke pump for Massey ferguson tractors. TAFE Access Limited additionally produces a range of panel
instruments for two and four wheelers

17
 2.2 COMPANY PROFILE

Tractors and Farm Equipment Limited (TAFE) is an Indian manufacturer of tractors and other farm
equipment with its corporate headquarters in Chennai. The company was established in 1960 and has reported annual revenue of
$ 1 billion and a sales volume of over 100,000 tractors annually. Tractors and Farm Equipment Limited (TAFE) is a member of
the $1.6 billion Amalgamations Group. TAFE has collaboration with Massey Ferguson (now owned by AGCO Corporation,
USA). TAFE is a renowned manufacturer of tractors and a variety of farm equipment under the TAFE Massey Ferguson and
Eicher brands. TAFE acquired Eicher tractors in 2005 through a special purpose vehicle, TAFE Motors and Tractors Limited. It is
a unit company of the Amalgamations Group, which is a wholly owned subsidiary. It has major presence in a number of Indian
states like Rajasthan, Gujarat, Andhra Pradesh, Karnataka, Madhya Pradesh and Uttar Pradesh. It is one of India's largest Light
Engineering Groups with diverse interests in Diesel Engines , Automobile components Tractors and related farm machinery,
lubricants, panel instruments, hydraulic pumps, Engineering Tools, Storage Batteries, Paints , Engineering Plastics , Automobile
franchises and Printing apart from interests in Agribusiness , book selling and publishing

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 CHAPTER – III

RESEARCH METHODOLOGY

3.1 RESEARCH DESIGN

“A research design is the arrangement of conditions for collection and analysis data in a manner that aims to combine
relevance to the researcher purpose with economy in procedure”.

It constitutes the blueprint for the collection, measurement and analysis of data. As such the design includes an outline of
what the researcher will do form writing the hypothesis and its operational implication to the final analysis of data.

More explicitly, the design decisions happen to be in respect of;

 What is the study about?

 Why is the study being made?

 Where will the study be carried out?

 What type of data is required?

 Where can the data are found?

 What periods of time will the study include?

19
  What will be the sample design?

 How will the data be analyzed?

 In what style will the report be prepared?

 What techniques of data collection will be used?

The Research Design undertaken for the study is Descriptive one. A study, which wants to portray the characteristics
of a group or individuals or situation, is known as Descriptive study. It is mostly qualitative in nature.

3.2 TYPES OF DATA COLLECTED

 Primary Data

Questionnaires are prepared and personal interview was conducted. Most of the questions are consist of multiple
choices. The structured interview method was undertaken. The interview was conducted in English as well as in Tamil. Proper
care was taken to frame the interview schedule in such a manner it should be easily understood in view of educational level of the
employees. Generally 25 questions are prepared and asked to the employees of the Sumangal Softech chennai.

 Secondary Data

Secondary data was collected from Internets, various books, Journals, and Company Records.

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3.3 QUESTIONNAIRE CONSTRUCTION

Questionnaires were constructed based on the following types

 Open ended questions

 Close ended questions

 Multiple choice questions

3.4 DEFINING THE POPULATIONS

The Population or Universe can be Finite or infinite. The population is said to be finite if it consist of a fixed number of
elements so that it is possible to enumerate it in its totality. So In this projects consist of finite population.

3.5 SAMPLING PLAN

A sampling plan is a definite design for obtaining a sample from the sampling frame. It refers to the technique or the
procedure the researcher would adopt in selecting some sampling units from which inferences about the population is drawn.
Sampling design is determined before any data are collected.

Selective Sampling technique was adopted. In this method the researcher select those units of the population in the
sample, which appear convenient to him or the management of the organization where he is conducting research.

3.6 SAMPLE SIZE

21
 Nearly 50 samples are taken in Sumangal Softech Chennai.

3.7 PILOT STUDY

As soon as the topic was approved, the researcher has done an intensive study. The researcher has made a preliminary
study among the top level executives. After having a preliminary discussion with them the researcher has proceeded further.

A questionnaire has been constructed by the researcher and tested with the executives. Afterwards the necessary changes has
made in questionnaire.

3.8 DESCRIPTION OF STATISTICAL TOOLS USED

 Percentage method

 Chi-square test

 Correlation

 Analysis of variance (TWO-WAY ANOVA)

22
3.8.1 Percentage Method

In this project Percentage method test was used. The percentage method is used to know the accurate percentages of the
data we took, it is easy to graph out through the percentages. The following are the formula

No of Respondent
Percentage of Respondent = x 100
Total no. of Respondents

From the above formula, we can get percentages of the data given by the respondents.

3.8.2 Chi-Square Test

In this project chi-square test was used. This is an analysis of technique which analyzed the stated data in the project. It
analysis the assumed data and calculated in the study. The Chi-square test is an important test amongst the several tests of
significant developed by statistical. Chi-square, symbolically written as x 2 (Pronounce as Ki-Spare), is a statistical measure used
in the context of sampling analysis for comparing a variance to a theoretical variance.

Formula

23
(O-E)2

2 =

O = Observed frequency

E = Expected frequency

3.8.3 Correlation

Correlation analysis deals with the association between two or more variables. It does not tell anything about cause and
effect relationship. Correlation is classified in two types as

 Positive and

 Negative Correlation.

SPEARMAN Correlation method, it also can be said as Rank Correlation. It is defined by the symbol ‘r’

6 ∑ di²

FORMULA r = 1- ______________

n (n²-1)

24
 Correlation value shall always lie between +1 and-1. When r =1, it shows there is perfect positive correlation between
variables. When r = 0, There is no correlation.

3.8.5 Analysis Of Variance (Anova)

Analysis of variance is an extremely useful technique concerning research. This is used when multi sample are involved.

Anova is extremely a procedure for testing the difference among different groups of data for homogeneity. “The essence
of Anova is that the total amount of variation in a set of data is broken down into two types such as

 ONE-WAY ANOVA

 TWO-WAY ANOVA

If we take only one factor and investigate the differences amongst its various categories having numerous possible values
one-way anova can be used. When we investigate two factors at the same time then we can use two-way anova.

Steps involved in Two-way Anova are

1. Name of the Row samples as x1, x2, x3, x4……

2. Name of the Column samples as y1, y2, y3, y4……

3. Calculate the sum of all items by T = ∑ x1 + ∑ x2 + ∑ x3….

25
4. Correction factor CF = T²

5. Calculate Total sum of squares SST = ∑ x1² + ∑ x2² + ∑ x3²….

6. Sum of squares between column samples SSC = (∑ y1) ² + (∑ y2) ² + (∑ y3) ² T²

nnnN

7. Sum of squares between column samples SSR = (∑ x1) ² + (∑ x2) ² + (∑ x3) ² T²

nnnN

8. Calculating Residual or Error SSE = [ SST- (SSC+SSR) ]

The basic principle of the Anova is to test for differences amongst the means of the population by examing the amount of
variation within the samples, relation to the amount of variation between the samples.

26
Two-Way Anova Table

Degrees of
SOURCE OF Sum of Squares Mean Square (MS) F-ratio
Freedom (d.f)
VARIATION

Between SSC MSC

SSC V1
Columns MSC = F1 =
Treatment K-1 MSE

Between SSR
SSR V2
Rows MSR =
Treatment R-1

SSE MSR
Residual or SSE (K-1) (R-1) MSE = F2 =
Error (K-1) (R-1) MSE

 If the calculated value (C.V) of F1 < tabulated value (T.V) of F1 then H0 is ACCEPTED.
 If the calculated value (C.V) of F1 > tabulated value (T.V) of F1 then H0 is REJECTED.

27
 CHAPTER– IV
DATA ANALYSIS AND INTERPRETATION

TABLE - 1

RESPONDENTS BASED ON AGE GROUP

Percentage
S. No. Age group No. of respondents
of respondents

1 Below 25 22 29.30

2 26 – 35 6 8.00

3 36 – 50 5 6.67

4 Above 50 42 56.00

Total 75 100

Source : Primary data Sample Size : 75

Inference
From the above table, it is founded that 56% of the respondents belongs to the age of above 50, 29.3% of the respondents belongs to the age below
25, 8% of the respondents belongs to the age group between 26-35 and 6.67% of the respondents belongs to the age group between 36-50.

TABLE - 2

28
 MONTHLY INCOME OF THE RESPONDENTS

Percentage
S.No. Monthly income (Rupees) No. of respondents
of respondents

1 Below 3000 30 40

2 3000-9000 45 60

3 9000-15000 0 0

4 Above 15000 0 0

Total 75 100

Source : Primary data Sample Size : 75

Inference

It can be traced out from the above table 60% of the respondents are earning monthly income Rs.3000 to 9000, and 40% of the respondents are
earning below 3000.

TABLE – 3
EDUCATIONAL QUALIFICATION OF RESPONDENTS

29
 Percentage
S.No. Educational qualification No. of respondents
of respondents

1 Primary 38 50.7

2 Secondary 18 24

3 Diploma holder 14 18.7

4 Post graduate 5 6.6

Total 75 100

Source : Primary data Sample Size : 75

Inference

It can be inferred from the above table 50.7% of the respondents educational qualification are primary education, 24% of the respondents are
secondary education, 18.7% of the respondents are diploma holder and 6.6% of the respondents are post graduate.

TABLE - 4

RESPONDENTS OPINION ABOUT THE PROMOTION OBTAINED

30
 Percentage
S.No. Promotion obtained No. of respondents
of respondents

1 Yes 37 49.3

2 No 38 50.7

Total 75 100

Source : Primary data Sample Size : 75

Inference

From the above table, 50.7% of the respondents did not obtain any promotion and 49.3% of the respondents obtained
promotion.

TABLE – 5

RESPONDENTS BASED ON THEIR EXPERIENCE

31
 Percentage
S.No. Experience (in years) No. of respondents
of respondents

1 Below 5 21 28

2 5 – 20 7 9.3

3 20 – 30 25 33.3

4 Above 30 22 29.4

Total 75 100

Source : Primary data Sample Size : 75

Inference It can be inferred from the above table 33.3% of the respondents have 20-30 years experience, 29.4% of the
respondents have above 30 years experience, 28% of the respondents have below 5 years experience and 9.3% of the respondents
have 5-20 years experience.

32
 TABLE - 6

RESPONDENTS BASED ON DEPARTMENTS

Percentage
S.No. Departments No. of respondents
of respondents

1 Electrical 31 41.3

2 Mechanical 26 34.7

3 Cane 2 2.7

4 Manufacturing 16 21.33

Total 75 100

Source : Primary data Sample Size : 75

Inference

From the above table, 41.3% of the respondents belongs to electrical department, 34.7% of the respondents belongs to
mechanical department, 21.33% of the respondents belongs to the manufacturing department and 2.7% of the respondents belongs
to cane department

33
 TABLE – 7

RESPONDENTS OPINION ABOUT HOW THEY LIKE THEIR JOB

Percentage
S.No. Opinion No. of respondents
of respondents

1 I like it 61 81.3

2 Neutral 9 12.0

3 I don’t like it 5 6.7

Total 75 100

Source : Primary data Sample Size : 75

Inference

From the above table, 81.3% of the respondents are like their job, 12% of the respondents are in neutral and 6.7% of the
respondents are not like their job.

34
CHART - 1

RESPONDENTS OPINION
81.3 ABOUT HOW THEY LIKE
90
THEIR JOB
80
Percentage of Respondents

70

60

50

40

30
12
20 6.7
10

0
I like it Neutral don't like

Opinion

35
 TABLE – 8

RESPONDENTS OPINION ABOUT LOSING THEIR JOB SECURITY

Percentage
S.No. Opinion No. of respondents
of respondents

1 Most of the time 6 8

2 Some time 19 25.3

3 Occasionally 19 25.3

4 No 31 41.4

Total 75 100

Source : Primary data Sample Size : 75

Inference

From the above table it is inferred that 41.4% of the respondents feel that they never losing their job security, 25.3% of the respondents feel
sometimes and 25.3% of the respondents feel occasionally and the 8% of the respondents feel most of the time.

TABLE – 9

36
 RESPONDENTS OPINION ABOUT PROVISION OF TRAINING PROGRAMME

Percentage
S.No. Opinion No. of respondents
of respondents

1 Provided 24 32

2 Not provided 51 68

Total 75 100

Source : Primary data Sample Size : 75

Inference

Regarding training programme 68% of respondents are provided and 32% of respondents are not provided.

37
 TABLE - 10

RESPONDENTS OPINION ABOUT WORKING HOURS

No. of Percentage
S.No. Opinion
respondents of respondents

1 Satisfied 64 85.3

2 Not satisfied 11 14.7

Total 75 100

Source : Primary data Sample Size : 75

Inference

From the above table, 85.3% of the respondents are satisfied with their working hours and 14.7% of the respondents are not satisfied with their
working hours.

38
CHART - 2

RESPONDENTS OPINION ABOUT

85.3 WORKING HOURS

90
Percentage of Respondents

80
70
60
50
40
30
14.7
20
10
0
Satisfied Not satisfied
Opinion

39
 TABLE – 11

RESPONDENTS OPINION ABOUT SALARY

Percentage
S.No. Opinion No. of respondents
of respondents

1 Satisfied 24 32

2 Not satisfied 51 68

Total 75 100

Source : Primary data Sample Size : 75

Inference

From the above table it can be traced that, 68% of the respondents are not satisfied with their salary remaining 32% of the
respondents are satisfied with their salary.

40
CHART - 3

RESPONDENTS OPINION ABOUT

68
70 SALARY

60
Percentage of Respondents

50

40 32
30

20

10

0
Satisfied Not satisfied
Opinion

41
 TABLE – 12

RESPONDENTS OPINION ABOUT REST INTERVAL

Percentage
S.No. Opinion No. of respondents
of respondents

1 Highly satisfied 36 48

2 Less satisfied 26 34.7

3 Need some more time 13 17.3

Total 75 100

Source : Primary data Sample Size : 75

Inference

From the above table, 48% of the respondents are highly satisfied with their rest intervals, 34.7% of the respondents are
less satisfied with their rest intervals and 17.3% of the respondents need some more time.

TABLE – 13

42
 RESPONDENTS OPINION ABOUT SEEKING OTHER JOB

Percentage
S.No. Opinion No. of respondents
of respondents

1 Yes 27 36

2 No 48 64

Total 75 100

Source : Primary data Sample Size : 75

Inference

From the above table, it can be inferred that, 64% of the respondents are not seeking for any other job and 36% of the respondents are seeking for
other jobs.

TABLE – 14

RESPONDENTS OPINION ABOUT THE KINDS OF

43
 SUPERVISION THEY HAVE

Percentage
S.No. Leadership style No. of respondents
of respondents

1 Autocratic 15 20

2 Democratic 43 57.3

3 Free-rein 17 22.7

Total 75 100

Source : Primary data Sample Size : 75

Inference

From the above table, it can be inferred that 57.3% of the respondents says that they have democratic kind of supervision, 22.7% of the
respondents says that they have free-rein kind of supervision and 20% of the respondents says that they have autocratic kind of supervision.

CHART - 4

RESPONDENTS OPINION ABOUT THE KINDS

OF SUPERVISION THEY HAVE

44
 TABLE – 15
57.3
60
RESPONDENTS OPINION
Percentage of Respondents

50 ABOUT KINDS OF
SUPERVISION LIKE
40

22.7
30 20 No. of Percentage
S.No. Leadership style
20 respondents of respondents

10 1 Autocratic 10 13.3

0 2 Democratic 42 56
Autocratic Democratic Free - rein
3 Free-rein 23
Opinion 30.7

Total 75 100

Source : Primary data Sample Size : 75

Inference It can be traced out from the above table 56% of the respondents says that they like democratic style, 30.7% of the
respondents says that they like free - rein and 13.3% of the respondents says that they like autocratic style.

45
 TABLE - 16

RESPONDENTS OPINION ABOUT FINANCIAL REWARD FOR EXCELLENT PERFORMANCE

No. of Percentage
S.No. Opinion
respondents of respondents

1 Yes 0 0

2 No 75 100

Total 75 100

Source : Primary data Sample Size : 75

Inference 100% of the respondents did not get any financial rewards for their excellent performance.

46
 TABLE – 17

RESPONDENTS OPINION ABOUT THEIR JOB

No. of Percentage
S.No. Opinion
respondents of respondents

1 Excellent 20 26.7

2 Good 19 25.3

3 Fair 30 40

4 Poor 6 8

Total 75 100

Source : Primary data Sample Size : 75

Inference

From the above table, 40% of the respondents have fair opinion about their job, 26.7% of the respondents have excellent opinion about their job,
25.3% of the respondents have good opinion about their job and 8% of the respondents have poor opinion about job.

47
 TABLE – 18

RESPONDENTS OPINION ABOUT RELATIONSHIP WITH CO-WORKERS

No. of Percentage
S.No. Opinion
respondents of respondents

1 Excellent 34 45.3

2 Good 34 45.3

3 Fair 7 9.4

4 Poor 0 0

Total 75 100

Source : Primary data Sample Size : 75

Inference

From the above table, 45.3% of the respondent have excellent relationship with their co-workers, 45.3% of the respondents have good relationship
with their co-workers, 9.4% of the respondents have fair relationship with their co-workers and no one have poor opinion regarding relationship with co-
workers.

CHART - 5

48
 RESPONDENTS OPINION ABOUT
RELATIONSHIP
WITH CO-WORKERS

50
45.3 45.3
45
Percentage of Respondents

40

35

30

25

20

15 9.4
10

5 0
0
Excellent Good Fair Poor

Opinion

49
 TABLE - 19

RESPONDENTS OPINION ABOUT WORK ENVIRONMENT

No. of Percentage
S.No. Opinion
respondents of respondents

1 Excellent 15 20

2 Good 45 60

3 Fair 10 13.3

4 Poor 5 6.7

Total 75 100

Source : Primary data Sample Size : 75

Inference

From the above table, it is founded that, 60% of the respondents feel about work environment as good, 20% of the respondents feel about work
environment as excellent, 13.3% of the respondents feel about work environment as fair and 6.7% of the respondents feel about work environment as poor.

50
 CHART-6

60 RESPONDENTS OPINION ABOUT

WORK ENVIRONMENT
60
Percentage of Respondents

50

40

30
20
20 13.3
6.7
10

0
Excellent Good Fair Poor

Opinion

51
 TABLE – 20

RESPONDENTS OPINION ABOUT RELATIONSHIP BETWEEN WORKERS AND MANAGEMENT

No. of Percentage
S.No. Opinion
respondents of respondents

1 Excellent 8 10.7

2 Good 42 56

3 Fair 20 26.7

4 Poor 5 6.7

Total 75 100
Source : Primary data Sample Size : 75
Inference

From the above table, 56% of the respondents feel that there is good relationship between workers and management, 26.7% of the respondent feel
that there is fair relationship between workers and management, 10.7% of the respondents feel that there is excellent relationship between workers and
management and 6.7% of the respondent feel that there is poor relationship between workers and management.

52
TABLE – 21

RESPONDENTS OPINION ABOUT RELATIONSHIP BETWEEN UNION AND MANAGEMENT

No. of Percentage
S.No. Opinion
respondents of respondents

1 Excellent 6 8

2 Good 34 45.3

3 Fair 19 25.3

4 Poor 16 21.4

Total 75 100
Source : Primary data Sample Size : 75

Inference

It can be traced out from the above table that 45.3% of the respondent feel that there is good relationship between union and management, 25.3%
of the respondent feel that there is fair relationship between union and management, 21.4% of the respondent feel that there is poor relationship between
union and management and 8% of the respondent feel that there is excellent relationship between union and management

TABLE – 22

RESPONDENTS OPINION ABOUT THE FREEDOM TO EXPRESS THEIR VIEWS TO MANAGEMENT

53
 No. of Percentage
Opinion
respondents of respondents

1 Excellent 17 22.7

2 Good 37 49.3

3 Fair 13 17.3

4 Poor 8 10.7

Total 75 100

Source : Primary data Sample Size : 75

Inference From the above table, it can be traced out that 49.3% of the respondents says that the freedom to express
their views to management are good, 22.7% of the respondents says that the freedom to express their views to
management are excellent 17.3% of the respondents says that the freedom to express their views to management are fair
and 10.7% of the respondents says that the freedom to express their views to management are poor.

54
 TABLE - 29

RESPONDENT OPINION ABOUT JOB BASED ON

SUPERVISION STYLE

Supervision Style
Autocratic Democratic Free-rein Total
Opinion about job

Excellent 0 15 5 20
Good 0 19 0 19
Fair 9 9 12 30
Poor 6 0 0 6

Total 15 43 17 75

Source : Primary data Sample Size : 75

(Oij – Eij )2
X2 = ------------------
Eij

Row total x Column total

Expected frequency = --------------------------------------
Grand total

Where, O = Observed frequency

E = Expected frequency

55
Ho = There is no significant relationship between opinion about job & supervision style.

Ha = There is a significant relationship between opinion about job & supervision style.

Oij Eij Oij-Eij [Oij-Eij]2 [Oij-Eij] 2/Eij

15 15.46 -0.46 0.2116 0.0136

5 4.5 0.5 0.25 0.0555
19 14.69 4.31 18.5761 1.2645
9 10.3 -1.3 1.69 0.1640
9 17.2 -8.2 67.24 3.9093
12 6.8 5.2 27.04 3.9764
6 6 0 0 0

 (Oij – Eij)2 / Eij = 9.3833

Degree of freedom V = n-1

= 7-1
=6
Table value at 5% Level of significant = 12.592
Calculated Value = 9.3833
9.3833 < 12.592
Inference
Calculated value is lesser then the table value. So, Ho accepted. We conclude that there is
no significant relationship between Job & Supervision style.

CHI-SQUARE TEST

TABLE - 24

56
RESPONDENT OPINION ABOUT THE RELATIONSHIP BETWEEN JOB SECURITY & EXPERIENCE

Seek any other job

Experience Yes No Total

Below 5 years 16 5 21

5Yrs – 20 years 0 7 7

20Yrs – 30 years 5 20 25

Above 30 years 6 16 22

Total 27 48 75

Source : Primary data Sample Size : 75

(Oij – Eij )2
X2 = 
Eij

Row total x Column total

Expected frequency = -------------------------------------
Grand total

Where, O = Observed frequency

E = Expected frequency

Ho = There is no significant relationship between experience & job security

Ha = There is a significant relationship between experience & job security

57
 Oij Eij Oij-Eij [Oij-Eij]2 [Oij-Eij] 2/Eij

16 7.56 8.44 71.2336 9.4224

5 13.44 -8.44 71.2336 5.3001

7 7 0 0 0

5 9 -4 16 1.7778

20 16 4 16 1

6 7.92 -1.92 3.68 0.46

16 14.08 1.92 3.68 0.26

 (Oij – Eij)2 / Eij = 18.2203

Degree of freedom V =n–1

=7-1
=6
Table value at 5% level of significant = 12.592
Calculated value = 18.2203
18.2203 > 12.592

Inference

Calculated value is greater than the table value. So, Ha accepted. We conclude that there is significant
relationship between experience & job security

58
TABLE –32

RESPONDENTS OPINION ABOUT JOB BASED ON MEDICAL FACILITES

Medical facilities
Excellent Good Fair Poor Total
Opinion about job

Excellent 8 10 2 0 20
Good 3 4 12 0 19
Fair 7 16 5 2 30
Poor 2 0 0 4 6

Total 20 30 19 6 75

Ho = There is no significant relationship between opinion about job and medical facilities.
Ha = There is a significant relationship between opinion about job and medical facilities.

STEP 1 : Correction factor = T2/n

T = 75

n = 16

= 351.5625

STEP 2 : SS total =  xij2 – T2/n

Total SS = [64+100+4+9+16+144+49+256+25+4+4+16] – 351.5625

= 339.4375

STEP 3 : SS between column = [20x20/4 + 30x30/4 + 19x19/4 + 6x6/4]- T2/n

= 67.6875

STEP 4 : SS between row = [20x20/4 + 19x19/4 + 30x30/4 + 6x6/4] - T2/n

59
 = 72.6875

STEP 5 : SS residual (or) error

= Total SS – [SS between column + SS between row]

= 339.4375 – [67.6875 + 72.6875]

= 199.0625

Source of Sum of Degree of Mean Square F ratio 5% F

variation Square freedom limit

Between 67.6875 (C-1)=3 67.6875/3 22.5625/22.1180 F(3,9)

column = 22.5625 = 1.0200 = 3.86

Between row 72.6875 (R-1)=3 72.6875/3 24.2291/22.1180 F(3,9)

= 24.2291 = 1.0954 = 3.86

Residual (or) 199.0625 (R-1)x(C-1)=9 199.0625/9

error = 22.1180

Total 339.4375 (Cx r-1) = 15

60
 CHAPTER – V

FINDINGS OF THE STUDY, SUGGESSTION AND RECOMMENDATION

5.1 FINDINGS

An attempt is made to study the job satisfaction among the employees of TAFE,MADURAI,

 The survey is conducted for hundred respondents. In this company there is no female respondents
so hundred percent of the respondents are male. Among hundred respondents fifty six percent of
the respondents belongs to the age group of above fifty and twenty nine percent of the respondents
belongs to the age group of below twenty five.

 About monthly income sixty percent of the respondents are earning three thousand to
nine thousand and remaining fourty percent of the respondents are earning below three
thousand as a monthly income.
 Among hundred respondents thirty three percent of the respondents have twenty to thirty
years experience and twenty nine percent of the respondents have above thirty years
experience. So this company has highly experienced hands.
 About the company’s promotion and training, fifty percent of the respondents did not get
any promotion and sixty eight percent of the respondents did not get any training
programme, because the company does not have enough resource to provide a training
and promotion to their employees.
 Among hundred respondents eighty one percent of the respondents like their job mainly
because of working conditions & relationship between workers. And also because of job
security. Fourty one percent of the respondents feel that there is job security and twenty
five percent of the respondent feel occasionally lose of job security.
 Among hundred respondents eighty five percent of the respondent are satisfied with their
working hours.
 Among hundred respondents sixty eighty percent are not satisfied with their salary
because they expect high salary for their excellent performance. Even then sixty four
percent of the respondent are not seek for any other job mainly because of job security
and retirement benefit like pension are provided by the company.
 About the company supervision style fifty seven percent of the respondents feel that they
have democratic kind of supervision and also fifty six percent of the respondents like the
same kind of supervision style.

61
 In this company they did not provide any financial rewards to their excellent performance
so hundred percent of the respondents did not get any financial rewards mainly because
of lack of funds.
 About the respondents opinion about the job fourty percent of the respondent have fair
opinion and twenty eight percent of the respondent have excellent opinion about job.
 About co-workers relationship fourty five percent of the respondents have excellent
opinion and fourty five percent of the respondents have good opinion about the
relationship between co-workers.
 About the company’s work environment and relationship between workers and
management sixty percent of the respondents opinion regarding work environment are
good because the employees are satisfied with their working hours & other aspects. Fifty
six percent of the respondents have good opinion about the relationship between workers
and management because management is ready to hear the workers problem & take
necessary steps to rectify their problems.
 About the company relationship between union and management fourty five percent of
the respondents have good opinion about the relationship between union and
management & twenty five percent of the respondents have fair opinion about
relationship between union and management.
 Among hundred respondents fourty nine percent of the respondents opinion about
freedom to express their views are good and twenty two percent of the respondents
opinion is excellent because they allow the employees to express their views.
 About the relationship between welfare measures and other related fields, sixty percent of
the respondents agreed that there is relationship between labour welfare measures and
other related fields such as job satisfaction hundred percent of the respondents opinion is
that there is no relationship between labour welfare measures and other related fields
such as absenteeism, production, employee turnover. Because already employees have
enough leave facility, they produce upto the level and there is no employee turnover in
the company.
 About the company’s welfare measures fourty percent of the respondents have good
opinion about lighting & ventilation facilities and fourty percent of the respondents have
fair opinion about education facilities and noise control & dust fumes.
 Fourty six percent of the respondents have poor opinion about canteen facilities because
of not taking proper care about canteen. Thirty eight percent of the respondents have fair

62
 opinion about uniform facilities. Sixty percent of the respondents have fair opinion about
rest room & lunch room because they did not maintain properly.
 In this study we inferred that the employees are satisfied with their job, supervision,
working hours, relationship between co-workers etc.

63
 5.2 SUGGESTIONS AND RECOMMENDATIONS

 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.

 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.

 The employees are dissatisfied with financial rewards like bonus. So the company should
provide bonus to ensure them.

 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.

 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.

 Employees feel that they did not receive the tools & equipments properly. So the
company should provide tools & equipment properly.

64
 CHAPTER – VI
CONCLUSION

 From the study, the researcher has come to know that most of the employees were
satisfied with the welfare measures provided by the management of TAFE MADURAI..

 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.

 Most of the employees were satisfied with their job. Due to good working
condition prevailing in their organization.

 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.

 The major factor which influence the job satisfaction are work itself, pay
promotion, supervision, work group, working condition,.

 In the above factors majority of the respondents are highly satisfied with supervision
system, work group, working conditions and work itself.
 Rest intervals (especially in lunch) have been suggested to extend some more time in
future. This will keep the company further to have very good relationship with the
employees in future.
 The researcher has also suggested few measures to improve the job satisfaction

65
 CHAPTER-VII
APPENDICES
ANNEXURE-1
QUESTIONNAIRE
A STUDY ON EMPLOYEE JOB SATISFACTION IN TAFE,MADURAI

PERSONAL DATA :

STUDY ON JOBSATISFACTION
1.Name :

2. Age :  Below 25  26 – 35

 36 – 45  Above 45

3. Gender :  Female  Male

4. Salary :  Below 3000  3000 – 9000

 9000 – 15000  Above 15000

5. Designation :

6. Educational Qualification :  Primary Education  Postgraduate

 Secondary Education  Diploma holder

7. Marital Status :  Married  Unmarried

8. No of family members :

9. Department :

10. Experience :  Below 5 yrs  5yrs – 20 yrs

 20yrs – 40yrs  Above 40yrs

11.Promotion obtained :

12. How do you like your job?

 I like it  Neutral  I Don’t like it

13. Are you satisfied with your present job?

66
 If Yes why:

If No why:

14. Are you given any promotion opportunities?

 Yes  No

15. Do you feel that there is any danger of losing your job?

 Most of the time Some times  Occasionally

16. Is there any training programme provided by the management to improve your skills?

 Yes  No

17. Are you satisfied with your timings?

 Yes  No

18. Are you satisfied with your salary?

 Yes  No

19. What is your opinion about the rest intervals?

 Highly satisfied  Need some more time  Less satisfied

20.Do you seek any other job?

 Yes  No

21. What kind of supervisor you have?

 Auto cratic  Demo cratic  Free – rein

22. What kind of supervision do you like?

 Auto cratic  Demo cratic  Free – rein

23. Are you received any financial rewards for your performance?

 Yes  No

24. Opinion about your job?

 Excellent  good  fair  poor

25. Your relationship with your co-workers?

67
  Excellent  good  fair  poor

26. What do you feel about work Environment?

 Excellent  good  fair  poor

27. Opinion about the existing relationship between workers and management?

 Excellent  good  fair  poor

28. Opinion about the relationship between union and management?

 Excellent  good  fair  poor

29. Are you able to do free & frank discussions with the management?

 Excellent  good  fair  poor

30. Give your suggestion to improve the performance of the company?

68
 ANNEXURE-2
REFERANCE

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

69