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TABLE OF CONTENTS

CHAPTER 1) INTRODUCTION CHAPTER - I

TOPICS

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2) COMPANY PROFILE 1) JOB SATISFACTION OF EMPLOYEE

CHAPTER - II

2) REVIEW OF LITERATURE

1) RESEARCH METHODOLOGY a) INTRODUCTION b) SIGNIFICANCE OF JOB SATISFACTION c) SCOPE OF THE STUDY d) OBJECTIVE OF THE STUDY CHAPTER -III e) RESERCH HYPOTHESIS f) DATA COLLECTION g) TOOLS h) SCORING PROCEDURE i) LIMITATION OF THE STUDY
1) DATA ANALYSIS AND INTERPRETATION

CHAPTER - IV

2) CHART 1) FINDINGS, 2) SUGGESTIONS

CHAPTER - V

3) CONCLUSION 4) BIBLIOGRAPHY

LIST OF TABLES

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TITLES FREQUENCY ANALYSIS

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4.1 4.2

Table showing the gender wise classification of respondents Table showing the educational qualification classification of respondents Table showing the marital status classification of respondents Table showing the importance of quality of products classification of respondents Table showing the customer needs classification of respondents Table showing maintenance of high standards in quality classification of respondents Table showing the understanding of senior management classification of respondents Table showing the opinion of respondents towards respecting manager as competent Table showing the opinion of respondents towards respecting senior leaders Table showing the opinion of respondents towards emphasizing the teamwork and cooperation among members by manager Table showing the opinion of respondents towards the communication with employees by senior management Table showing the opinion of respondents towards sharing of information and knowledge among employees in organization Table showing the opinion of respondents towards the amount of work done by the employees are reasonable Table showing the opinion of respondents towards stress that is not caused by work among the employees Table showing the opinion of respondents towards the consideration of opinion of employees in the organization

4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15

TABLE NO 4.16 4.17

TITLES Table showing the opinion of respondents towards the participation of employees in decision making process Table showing the opinion of respondents towards the consideration of employee input before decision or changes are made in organization Table showing the opinion of respondents towards the information provided by the company to employees on job expectations

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LIST OF CHARTS

TABLE NO 4.1 4.2

TITLES Chart showing the gender wise classification of respondents Chart showing the educational qualification classification of respondents Chart showing the marital status classification of respondents Chart showing the importance of quality of products classification of respondents Chart showing the customer needs classification of respondents Chart showing maintenance of high standards in quality classification of respondents Chart showing the understanding of senior management classification of respondents Chart showing the opinion of respondents towards respecting manager as competent Chart showing the opinion of respondents towards respecting senior leaders Chart showing the opinion of respondents towards emphasizing the teamwork and cooperation among members by manager Chart showing the opinion of respondents towards the communication with employees by senior management Chart showing the opinion of respondents towards sharing of information and knowledge among employees in organization

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4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10

4.11 4.12

TABLE NO

TITLES

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4.13 4.14 4.15 4.16 4.17

Chart showing the opinion of respondents towards the amount of work done by the employees are reasonable Chart showing the opinion of respondents towards stress that is not caused by work among the employees Chart showing the opinion of respondents towards the consideration of opinion of employees in the organization Chart showing the opinion of respondents towards the participation of employees in decision making process Chart showing the opinion of respondents towards the consideration of employee input before decision or changes are made in organization Chart showing the opinion of respondents towards the information provided by the company to employees on job expectations

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CHAPTER - I

INTRODUCTION
Job Satisfaction of employee is the favorableness or un-favorableness with which the employee views his work. It expresses the amount of agreement between ones expectation of the job and the rewards that the job provides. Job Satisfaction is a part of life satisfaction. The nature

of ones environment of job is an important part of life as Job Satisfaction influences ones general life satisfaction. Job Satisfaction, thus, is the result of various attitudes possessed by an employee. In a narrow sense, these 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 employees 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 ultimately to job satisfaction. Job satisfaction refers to an employees general attitude towards his job. Locke defines Job satisfaction as a Pleasurable or positive emotional state resulting from the appraisal of ones job or job experiences. According to P.C. Smith, Job satisfaction is the persistence of feeling towards discriminable aspect of the job .

NEED FOR JOB SATISFACTION: To increase productivity To improve quality To fulfill organizations future needs To adjust with organization dimensions To prevent obsolescence To improve health and safety

DETERMINANTS OF JOB SATISFACTION: - Organizational variables

- Personal Variables ORGANISATIONAL VARIABLE: OCCUPATIONAL LEVEL: The higher the level of the job, the greater is the satisfaction of the individual. This is because higher level jobs carry greater prestige and self control. JOB CONTENT: Greater the variation in job content and the less repetitiveness with which the tasks must be performed, the greater is the satisfaction of the individual involved. CONSIDERATE LEADERSHIP: People like to be treated with consideration. Hence considerate leadership results in higher job satisfaction than inconsiderate leadership. PAY AND PROMOTIONAL OPPORTUNITIES: All other things being equal these two variables are positively related to job satisfaction.

INTERACTION IN THE WORK GROUP: Interaction is most satisfying when (a) It results in the cognition that other person's attitudes are similar to one's own. Since this permits the ready calculability of the others behaviour and constitutes a validation of one's self. (b) It results in being accepted by others. (c) It facilitates the achievements of goals.

COMPANY PROFILE

INTRODUCTION The GTS Group was established in 1911 by G T. Sundaram. As one of India's largest industrial entities it epitomizes Trust, Value and Service. There are over thirty companies in the GTS Group, employing more than 40,000 people worldwide and a turnover in excess of USD 4 billion. With steady growth, expansion and diversification, GTS commands a strong presence in manufacturing of two-wheelers, auto components and computer peripherals. We also have vibrant businesses in the distribution of heavy commercial vehicles, passenger cars, finance and insurance. Uniting these multiple businesses is a common ethos of quality, customer service and social responsibility. GTS-GROUP COMPANIES
Delphi-GTS Diesel Systems Limited Harita GTS Technologies Limited GTS software development

India Japan Lighting Private Limited India Motor Parts and Accessories Limited India Nippon Electrical Limited
Irizar GTS Limited

Lucas Indian Service Limited


Lucas-GTS Limited

Sundaram Brake Linings Limited Sundaram Fasteners Limited Tyre Solution division Sundaram Textiles Limited Turbo Energy Limited
GTS Automotive Europe Limited

GTS MISSION GTS is committed to being a highly profitable, socially responsible and leading manufacturer of high value for money, environmentally friendly, lifetime personal transportation products under the GTS brand for customers predominantly in Asian markets and to provide fulfillment and prosperity for employees, dealers and suppliers.

GTS VISION STATEMENT Driven by the customer GTS will be responsive to customer requirements consonant with its core competence and profitability. GTS motor will provide total customer satisfaction by giving the customer the right product, at the right price, at the right time. The Industry Leader GTS will be one among the top two-wheeler manufacturers in India and one among the top five two-wheeler manufacturers in Asia. Global overview GTS will have profitable operations overseas especially in Asian markets, capitalizing on the expertise developed in the areas of manufacturing, technology and marketing. The thrust will be to achieve a significant share for international business in the total turnover. At the cutting edge GTS Motor will own and sustain its cutting edge of technology by constant benchmarking against international leaders.

Committed to Total Quality GTS is committed to achieving a self-reviewing organization in perpetuity by adopting TQM as a way of life. GTS believes in the importance of the process. People and projects will be evaluated both by their end results and the process adopted. Human Factor GTS believes that people make an organization and that its well-being is dependent on the commitment and growth of its people. There will be a sustained effort through systematic training and planning career growth to develop employees talents and enhance job satisfaction. GTS will create an enabling ambience where the maximum self-actualization of every employee is achieved. GTS will support and encourage the process of self-renewal in all its employees and nurture their sense of self worth. Responsible Corporate Citizen GTS firmly believes in the integration of safety. Health and environmental aspects with all business activities and ensure protection of employees and environment including development of surrounding communities.GTS strives for long-term relationships of mutual trust and interdependence with its customers, employees, dealers and suppliers.

DESIGN AND ENGINEERING GTS's culture of continuous learning and improvement practiced for over 4 decades has stocked us with immense knowledge and know how that has enabled us to greatly reduce the product development lead time through in-house design competency ranging from advanced solid modeling and flow analysis software for rapid prototyping. Our association with reputed tool makers in India and abroad ensures timely manufacture of quality dies. DIECASTING GTS's technological competency is reflected in the range of product handled. GTS can produce casting ranging in weight from 0.25Kg to 25Kg in PDC, from 0.25Kg to 24Kg in GDC, and from 2.5Kg to 18Kg in LPDC. This has been made possible with comprehensive infrastructure that includes in-house alloying, 61 pressures die casting machines (of locking force ranging from 250T to 3200T), 40 gravity die casting stations, 17 low die casting machines. All relevant supporting process via core making, fettling, impregnation, aluminum welding, heat treatment and shot blasting are captivated in-house and provide a comprehensive infrastructure under a single roof that few die casting companies can lay climb to.

MACHINING There are 220 CNC machines and 70 machining cells with single piece flow. The sub-assembly stations with fail-safe features. The state-of-the-art automation features assure quality and boost productivity.

Operator training In-process inspection SQC On-line leak testing Online inspection and packing

INSPECTION AND TESTING An effective quality assurance system enabled by visual standards, advanced facilities and trained employees places a strong accent on process control. This quality orientation emanates from the die design stage and follows right through to the alloying, pouring, fettling, machining and assembly processes. Their systems are certified to global standards.

QUALITY EQUIPMENTS CASTING Spectroscope Radiography and Thermography Optical microscope with image analyzer Tensile testing equipment Core sand analyzer

MACHINING CMM Millipore Tester Online SPC

Profile projector Contracted MANUFACTURING PRACTICES TQM TPM Six Sigma Lean

CERTIFICATED AND AWARDS GTS was certified by ISO/TS 16949 certificated in July 2008 by bureau VERITAS certification (India) private limited. AWARDS FROM CUSTOMERS 2009- Excellent performance in "6 sigma initiatives" from Cummins, United States 2008- Best Supplier award for "Cost reduction" from Honda Siel Cars India. 2007- Best supplier award for "Responsiveness" from Cummins ABO 2006- 100% defect free delivery for Q2, Q3 and Q4 from Cummins,

CHAPTER - II

JOB SATISFACTION OF EMPLOYEE


For some people, it appears most jobs will be dissatisfying irrespective of the organizational condition involved, whereas for others, most jobs will be satisfying. Personal variables like age, educational level, sex, etc. are responsible for this difference. (1) AGE: Most of the evidence on the relation between age and job satisfaction, holding such factors as occupational level constant, seems to indicate that there is generally a positive relationship between the two variables up to the pre-retirement years and then there is a sharp decrease in satisfaction. An individual aspires for better and more prestigious jobs in later years of his life. Finding his channels for advancement blocked his satisfaction declines. (2) EDUCATIONAL LEVEL: With occupational level held constant there is a negative relationship between the educational level and job satisfaction. The higher the education, the higher the reference group which the individual looks to for guidance to evaluate his job rewards.

(3) ROLE PERCEPTION: Different individuals hold different perceptions about their role, i.e. the kind of activities and behaviors they should engage in to perform their job successfully. Job satisfaction is determined by this factor also. The more accurate the role perception of an individual, the greater his satisfaction. (4) SEX: There is as yet no consistent evidence as to whether women are more satisfied with their jobs than men, holding such factors as job and occupational level constant. One might predict this to be the case, considering the generally low occupational aspiration of women. Some other determines of job satisfaction are as follows: (i) General Working Conditions. (ii) Grievance handling procedure. (iii) Fair evaluation of work done. (iv) Job security. (v) Company prestige. (vi) Working hours etc. THEORIES OF JOB - SATISFACTION: There are 3 major theories of job satisfaction. (i) Herzberg's Motivation - Hygiene theory. (ii) Need fulfillment theory. (iii) Social reference - group theory. HERZBERG'S MOTIVATION - HYGIENE THEORY: This theory was proposed by Herzberg & his assistants in 1969. On the basis of his study of 200 engineers and accountants of the Pittsburgh area in the USA, he established that there are two separate sets of conditions (and not one) which are responsible for the motivation & dissatisfaction of workers. When one set of conditions (called 'motivator') is present in the organization, workers

feel motivated but its absence does not dissatisfy them. Similarly, when another set of conditions (called hygiene factors) is absent in the organization, the workers feel dissatisfied but its presence does not motivate them. The two sets are unidirectional, that is, their effect can be seen in one direction only. According to Herzberg following factors acts as motivators: Achievement Recognition Advancement Work itself Possibility of growth Responsibility

HYGIENE FACTORS: Company policy & administration Technical supervision Inter-personal relations with supervisors, peers & Subordinates Salary Job security Personal life Working Conditions & Status Herzberg used semi-structured interviews (the method is called critical incident method). In this technique subjects were asked to describe those events on the job which had made them

extremely satisfied or dissatisfied. Herzberg found that events which led people to extreme satisfaction were generally characterized by 'motivators' & those which led people to extreme dissatisfaction were generally characterized by a totally different set of factors which were called 'hygiene factors'. Hygiene factors are those factors which remove pain from the environment. Hence, they are also known as job - environment or job - context factors. Motivators are factors which result in psychological growth. They are mostly job - centered. Hence they are also known as job - content factors. The theory postulated that motivators and hygiene factors are independent & absence of one does not mean presence of the other. In pleasant situations motivators appear more frequently than hygiene factors while their predominance is reversed in unpleasant situations.

NEED FULFILLMENT THEORY: Under the need-fulfillment theory it is believed that a person is satisfied if he gets what he wants & the more he wants something or the more important it is to him, the more satisfied he is when he gets it & the more dissatisfied he is when he does not get it. Needs may be need for personal achievement, social achievement & for influence. a) NEED FOR PERSONAL ACHIEVEMENT: Desires for personal career development, improvement in one's own life standards, better education & prospects for children & desire for improving one's own work performance. b) NEED FOR SOCIAL ACHIEVEMENT: A drive for some kind of collective success is relation to some standards of excellence. It is indexed in terms of desires to increase overall productivity, increased national prosperity, better life community & safety for everyone.

c) NEED FOR INFLUENCE: A desire to influence other people & surroundings environment. In the works situation, it means to have power status & being important as reflected in initiative taking and participation in decision making. In summary, this theory tell us that job satisfaction is a function of, or is positively related to the degree to which one's personal & social needs are fulfilled in the job situation. SOCIAL REFERENCES - GROUP THEORY: It takes into account the point of view & opinions of the group to whom the individual looks for the guidance. Such groups are defined as the 'reference-group' for the individual in that they define the way in which he should look at the world and evaluate various phenomena in the environment (including him). It would be predicted, according to this theory that if a job meets the interest, desires and requirements of a person's reference group, he will like it & if it does not, he will not like it. A good example of this theory has been given by C.L. Hulin. He measures the effects of community characteristics on job satisfaction of female clerical workers employed in 300 different catalogue order offices. He found that with job conditions held constant job satisfaction was less among persons living in a well-to-do neighborhood than among those whose neighborhood was poor. Hulin thus provides strong evidence that such frames of reference for evaluation may be provided by one's social groups and general social environment. Job satisfaction is a function which is positively related to the degree to which the characteristics of the job meet with approved & the desires of the group to which the individual looks for guidance in evaluating the world & defining social reality. RELATIONSHIP AMONG MOTIVATION, ATTITUDE AND JOB SATISFACTION: Motivation implies the willingness to work or produce. A person may be talented and equipped with all kinds of abilities & skills but may have no will to work. Satisfaction, on the other hand, implies a positive emotional state which may be totally unrelated to productivity. Similarly in the literature the terms job attitude and job satisfaction are used interchangeably. However a closer analysis may reveal that perhaps, they measure two different anchor points. Attitudes are predispositions that make the individual behave in a characteristic way across the situations. RELATIONSHIP BETWEEN MORALE & JOB SATISFACTION: Morale is a condition which exists in a context where people are: a) Motivated towards high productivity.

b) Want to remain with organization. c) Act effectively in crisis. d) Accept necessary changes without resentment or resistance. e) actually promote the interest of the organization and f) Are satisfied with their job. Job satisfaction is an important dimension of morale itself. Morale is a general attitude of the worker and relates to group while job satisfaction is an individual feeling which could be caused by a variety of factors including group. In other words, job satisfaction refers to a general attitude towards work by an individual works. On the other hand, morale is group phenomenon which emerges as a result of adherence to group goals and confidence in the desirability of these goals.

RELATIONSHIP BETWEEN JOB SATISFACTION AND WORK BEHAVIOUR : Generally, the level of job satisfaction seems to have some relation with various aspects of work behavior like absenteeism, adjustments, accidents, productivity and union recognition. Although several studies have shown varying degrees of relationship between them and job satisfaction, it is not quite clear whether these relationships are correlative or casual. In other words, whether work behavior make him more positively inclined to his job and there would be a lesser probability of getting to an unexpected, incorrect or uncontrolled event in which either his action or the reaction of an object or person may result in personal injury. JOB SATISFACTION AND PRODUCTIVITY : Experiments have shown that there is very little positive relationship between the job satisfaction & job performance of an individual. This is because the two are caused by quite different factors. Job satisfaction is closely affected by the amount of rewards that an individual derives from his job, while his level of performance is closely affected by the basis for attainment of rewards. An individual is satisfied with his job to the extent that his job provides him with what he desires, and he performs effectively in his job to the extent that effective performance leads to

the attainment of what he desires. This means that instead of maximizing satisfaction generally an organization should be more concerned about maximizing the positive relationship between performance and reward. It should be ensured that the poor performers do not get more rewards than the good performers. Thus, when a better performer gets more rewards he will naturally feel more satisfied. JOB SATISFACTION AND ABSENTEEISM : One can find a consistent negative relationship between satisfaction and absenteeism, but the correlation is moderate-usually less than 0.40. While it certainly makes sense that dissatisfied Sales Persons are more likely to miss work, other factors have an impact on the relationship and reduce the correlation coefficient. E.g. Organizations that provide liberal sick leave benefits are encouraging all their Sales Persons, including those who are highly satisfied, to take days off. So, outside factors can act to reduce the correlation. JOB SATISFACTION AND TURNOVER : Satisfaction is also negatively related to turnover, but the correlation is stronger than what we found for absenteeism. Yet, again, other factors such as labor market conditions, expectations about alternative job opportunities, and length of tenure with the organization are important constraints on the actual decision to leave one's current job. Evidence indicates that an important moderator of the satisfaction-turnover relationship is the Sales Person's level of performance. Specifically, level of satisfaction is less important in predicting turnover for superior performers because the organization typically makes considerable efforts to keep these people. Just the opposite tends to apply to poor performers. Few attempts are made by the organization to retain them. So one could expect, therefore, that job satisfaction is more important in influencing poor performers to stay than superior performers. JOB SATISFACTION AND ADJUSTMENT : If the Sales Person is facing problems in general adjustment, it is likely to affect his work life. Although it is difficult to define adjustment, most psychologists and organizational behaviorists have been able to narrow it down to what they call neuroticism and anxiety. Generally deviation from socially expected behavior has come to be identified as neurotic behavior. Though it may be easy to identify symptoms of neuroticism, it is very difficult to know what causes. Family tensions, job tensions, social isolation, emotional stress, fear, anxiety or any such sources could be a source of neuroticism. Anxiety, on the other hand, has a little clearer base. It is generally seen as a mental state of

vague fear and apprehension which influences the mode of thinking. Anxiety usually shows itself in such mental state as depression, impulsiveness, excessive worry and nervousness. While everyone aspires for a perfect state of peace and tranquility, the fact is that some anxiety is almost necessary for an individual to be effective because it provides the necessary push for efforts to achieve excellence. Adjustment problems usually show themselves in the level of job satisfaction. For long, both theorists and practitioners have been concerned with Sales Persons' adjustment and have provided vocational guidance and training to them to minimize its impact on work behavior. Most literature, in this area, generally suggests a positive relationship between adjustment and job satisfaction. People with lower level of anxiety and low neuroticism have been found to be more satisfied with their jobs.

REVIEW OF LITERATURE

Keith Davis According to Keith Davis Job satisfaction is defined as Favorableness or unfavorableness with which employees view their work if results when there is a fit between job characteristic and the wants of employees. Stephin P. Robbins defines Job satisfaction as the difference between the amount of rewards the workers receive and the amount they believe they should receive. Further he says, Job satisfaction is an individual general attitude towards his or her job. C.B.Mamoria

C.B.Mamoria explains job satisfaction is the collection of tasks and responsibilities regularly assigned to one person while a job is a group of positions, which involves essentially the same duties, responsibility, skill and knowledge. In Locke words, Job satisfaction is defined as a pleasurable or positive emotional state resulting from the appraisal of ones job or job experience. Robert L. Kahn reveals Job satisfaction does seem to reduce absence, turnover and perhaps accident rates Robert A. Baron Robert A. Baron defines Job satisfaction is the positive or negative attitude held by individuals toward their job. Further he says, Job satisfaction is defined as individual cognitive, affective and evaluative reaction towards their job. Wayne F. Cascio defines Job satisfaction is a multidimensional attitude; it is made up of attitude towards pay, promotion, co-workers, supervision, the work itself and so on. Job satisfaction is simply defined as the affective orientation that an employee has towards his or her work (Price, 2001). In other words, it is an affective reaction to a job that results from the comparison of perceived outcomes with those that are desired (Kam, 1998). Shortly, job satisfaction describes the feelings, attitudes or preferences of individuals regarding work (Chen, 2008). Furthermore, it is the degree to which employees enjoy their jobs (McCloskey and McCain, 1987). And also, it is possible to see a number of theories developed to understand its nature in literature. Vroom (1964), need/value fulfillment theory, states that job satisfaction is negatively related to the discrepancy between individual needs and the extent to which the job supplies these needs. On the other hand, Port

Porter and Lawler Porter and Lawler (1968) collect the influences on job satisfaction in two groups of internal and external satisfactory factors. According to them, internal satisfactory factors are related the work itself (such as feeling of independence, feeling of achievement, feeling of victory, selfesteem, feeling of control and other similar feeling obtained from work), whereas external satisfactory factors are not directly related to work itself (such as good relationships with colleagues, high salary, good welfare and utilities). So, the influences on job satisfaction can be also divided into work-related and employee-related factors (Glisson and Durick, 1988). Carr and Kazanowsky Carr and Kazanowsky (1994) successfully showed that inadequate salary was very lelated to employees dissatisfaction. And recent studies showed that a participative (democratic)

management style was mostly preferred by todays managers to increase their employees job satisfaction. Brikend AZIRI Job satisfaction represents one of the most complex areas facing todays managers when it comes to managing their employees. Many studies have demonstrated an unusually large impact on the job satisfaction on the motivation of workers, while the level of motivation has an impact on productivity, and hence also on performance of business organizations. Unfortunately, in our region, job satisfaction has not still received the proper attention from neither scholars nor managers of various business organizations. Ostroff Ostroff (1992), studying a sample of 364 schools, investigated the relationship between employees attitudes and organizational performance. Ostroff found that aggregated teacher attitudes such as job satisfaction and organizational commitment were concurrently related to school performance, as measured by several performance outcomes such as student academic achievement and teacher turnover rates. Across 12 organizational performance indexes, the magnitudes of the correlations between teacher satisfaction and performance ranged from .11 to .54, with a mean of .28. When the unique characteristics of the schools were statistically controlled for, teacher satisfaction and other job-related attitudes continued to predict many of the organizational performance outcomes. Results were strongest for teacher satisfaction; thus, organizations with more satisfied employees tended to be more effective than organizations with dissatisfied employees.

Ryan, Schmitt, and Johnson Ryan, Schmitt, and Johnson (1996) investigated similar relationships between aggregated employee attitudes, firm productivity, and customer satisfaction. The authors measured these relationships at two points in time from 142 branches of an auto finance company. Results indicated employee morale was related to subsequent business performance indicators, customer satisfaction sentiments, and turnover ratios. These researchers attempted to study the causal relations among the variables; however, their attempts lead to mostly inconclusive findings. Interestingly, they did find evidence suggestive of customer satisfaction as a causal influence on morale (a finding that is opposite of the directionality assumed by the literature). Although a tentative finding, Ryan et al. (1996) discussed several possible explanations for it. Harter et al

In a unique study conducted by Harter et al. (2002), the authors conducted a met analysis of studies previously conducted by The Gallup Organization. The study examined aggregated employee job satisfaction sentiments and employee engagement, with the latter variable referring to individuals involvement with as well as enthusiasm for work. Based on 7,939 business units in 36 organizations, the researchers found positive and substantive correlations between employee satisfaction-engagement and the business unit outcomes of productivity, profit, employee turnover, employee accidents, and customer satisfaction. More importantly, these researchers explored the practical utility of the observed relationships. Schneider et al Schneider et al. (2003) report analyses of employee attitude survey data aggregated to the organizational level of analysis. These authors explored the relationships between several facets of employee satisfaction and organizational financial (return on assets; ROA) and market performance (earnings per share; EPS) using data from 35 organizations over a period of eight years. Thus, in contrast to previous studies, Schneider and his colleagues study was able to make some inferences about directional causality (i.e., are employee attitudes a stronger cause of organizational performance than the reverse). Their results showed consistent and statistically significant positive relationships (over varied time lags) between attitudes concerning satisfaction with security, satisfaction with pay, and overall job satisfaction with financial (ROA) and market performance (EPS).

CHAPTER - III

RESEARCH METHODOLOGY
INTRODUCTION Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. The scope of research methodology is wider than that of research methods. When we talk of research methodology we dont only talk of research methods but also consider the logic behind the methods we use in the context of our research study and explain why we are using a particular method or technique. SIGNIFICANCE OF JOB SATISFACTION

Job satisfaction has some relation with the mental health of the people. It spreads goodwill about the organization. Individuals may become more loyal towards the organization. Job satisfaction reduces absenteeism, labor turnover and accidents. Job satisfaction increases employees morale, productivity, etc. Job satisfaction creates innovative ideas among the employees. Employees will be more satisfied if they get what they expected, job satisfaction relates to inner feelings of workers. Naturally it is the satisfied worker who shows the maximum effectiveness and efficiency in his work. Most people generalize that workers are concerned more about pay rather than other factors which also affects their level of satisfaction, such as canteen facilities, bonus, working conditions, etc. these conditions are less significant when compared to pay. SCOPE OF THE STUDY 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. An employees performance and satisfaction are likely to be higher if his or her values fit well with the organization. For instance, Job satisfaction is an individual general attitude towards his or her job. Job satisfaction should be major determinants of an employee organizational citizenship behavior. A satisfied employees will be having positive attitude towards his or her job 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. OBJECTIVES OF THE STUDY PRIMARY OBJECTIVES: To analyses the job satisfaction level of employees in Sundaram Clayton Limited. SECONDARY OBJECTIVES: -To study the employees perception towards the organization

-To study the attitude of the employees towards their work. -To measure the satisfaction level of employees in trust, communication, training, quality and customer focus, teamwork and co-operation etc.

RESEARCH HYPOTHESIS:

There is a relationship between gender and fair treatment at organization There is a relationship between gender and fair policies for promotion and advancement There is a relationship between educational qualification and sharing of information. There is a relationship between educational qualification and employee opinion Association between educational qualification and decision making process Association between educational qualification and employee input Association between educational qualification and job expectation Association between educational qualification and cooperation and teamwork among members Association between educational qualification and fair organizational treatment Association between marital status and job stress or anxiety

RESEARCH DESIGN It is a basic framework, which provides guidelines for the rest of the research process. A research design is purely and simply the framework or plan of a study that guides the collection and analysis of data.

DESCRIPTIVE CUM DIAGNOSTIC Descriptive research studies are those studies which are concerned with describing the characteristic of a particular individual, or a group. Descriptive research includes surveys and fact finding enquiries of different kinds. The major purpose of descriptive research is descriptive of the state of affairs as it exists at present. The main characteristic of this method is that the research has no control over the variables; he can only report what has happened or what is happening. Most descriptive research projects are used for descriptive studies in which the researcher seeks to measure such agreement level of quality of work life of the respondents. Diagnostic study attempts to find out the association between selective socio demographics characteristics. (Gender, Marital status, Educational Qualification) and level of job satisfaction perceived by the respondents. Hence descriptive cum diagnostic research design was adopted. DRAFTING QUESTIONNAIRE

The questionnaire is considered as the most important thing in a survey operation. Hence it should be carefully constructed. Structured questionnaire consist of only fixed alternative questions. Such type of questionnaire is inexpensive to analysis and easy to administer. In this study the questionnaire contains 30 questions with 10 dimensions in it which helps in measuring the job satisfaction of employees. Universe of Study: The set of objects taken for the study is called universe. In this study, staff in SUNDARAM CLAYTON LITMITED, VADAPALANI constitutes the universe of the study. The universe of this study is Finite, where the number of items is certain. Sample Design: It was divided into following parts: Sampling universe All the employees are the sampling universe for the research.

Sampling technique
Simple random sampling technique has been used to select the sample. A simple random sample is a group of subjects (a sample) chosen from a larger group (a population). Each subject from the population is chosen randomly and entirely by chance, such that each subject has the same probability of being chosen at any stage during the sampling process. This process and technique is known as Simple Random Sampling, and should not be confused with Random Sampling. The advantage of sampling are that it is much less costly, quicker and analysis will become easier. Sample size was taken for 50 employees. SAMPLE SIZE: This refers to the number of items to be selected from the universe to constitute a sample. The sample size of the study consists of 50 respondents. Since the labors on daily basis were alone considered for the study the sample size was restricted to 50 out of 200 employees. The task of data collection begins after the research problem has been defined and research design chalked out. While deciding the method of data collection to be used for the study, the researcher should keep in mind two types of data viz. Primary and secondary data. Primary Data The primary data are those data which are collected a fresh and for the first time. It is the first hand data collected from the employees of Sundaram Clayton Limited, padi. The primary data are collected directly from the employees with a designed schedule for the purpose. Secondary Data

The records and documents pertaining to the details of the organization and the employees constitute the secondary sources. TOOLS: Percentage analysis

SCORING PROCEDURE: The researcher used 5 points scale to find the respondents level of satisfaction. The weightages are: Strongly agree - 5 points Agree - 4 points Undecided - 3 points Disagree - 2 points Strongly disagree - 1 points

LIMITATIONS OF THE STUDY:

The project was done only for the employees who work on daily basis of the company; it does not cover all the workers. The time was too short. The respondents hesitated to response and considered it as a waste of time.

CHAPTER - IV

DATA ANALYSIS
TABLE-4.1 TABLE SHOWING THE GENDER WISE CLASSIFICATION OF RESPONDENTS

Valid MALE FEMALE TOTAL

Frequency 42 8 50

Percent 84.0 16.0 100.0

Valid Percent 84.0 16.0 100.0

Cumulative Percent 84.0 100.0

INTERPRETATION: From the table it is clear that the 84% of the employees are of male and the rest 16% alone contributes to the female workers. CHART-4.1 CHART SHOWING THE CLASSIFICATION OF RESPONDENTS BASED ON GENDER

Table-4.2 TABLE SHOWING THE EDUCATIONAL QUALIFICATION WISE CLASSIFICATION OF RESPONDENTS Cumulative Percent 42.0 68.0 98.0 100.0

Valid DIPLOMA UG PG OTHERS TOTAL INTERPRETATION:

Frequency 21 13 15 1 50

Percent 42.0 26.0 30.0 2.0 100.0

Valid Percent 42.0 26.0 30.0 2.0 100.0

From the table it is clear that 42% of the respondents fall under qualification of DIPLOMA, while 26% of respondents come under UG, while 30% of respondents come under PG and the rest 2% comes under others. CHART-4.2 CHART SHOWING THE CLASSIFICATION OF RESPONDENTS BASED ON QUALIFICATION

Table-4.3 TABLE SHOWING THE MARITAL STATUS WISE CLASSIFICATION OF RESPONDENTS Cumulative Percent 12.0 100.0

Valid MARRIED UNMARRIED Total

Frequency 6 44 50

Percent 12.0 88.0 100.0

Valid Percent 12.0 88.0 100.0

INTERPRETATION: From the table it is inferred that 12% of the respondents are married and the rest 89% of the respondents are unmarried.

CHART-4.3 CHART SHOWING THE CLASSIFICATION OF RESPONDENTS BASED ON MARITAL STATUS

TABLE-4.4 TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS QUALITY OF PRODUCTS AND SERVICES cumulative percent 2.0 4.0 8.0 52.0 100.0

Valid STRONGLY DISAGREE DISAGREE UNDECIDED AGREE STRONGLY AGREE TOTAL

frequency 1 1 2 22 24 50

percent 2.0 2.0 4.0 44.0 48.0 100.0

valid percent 2.0 2.0 4.0 44.0 48.0 100.0

INTERPRETATION: From the table it is inferred that only 2% of employees comes under strongly disagree

and disagree criteria, 4% of the respondents comes under undecided, the rest 44% of the respondents agree and 48% of the respondents strongly agree with the quality aspect. CHART-4.4 Chart showing the opinion of respondents based on quality of products and services

TABLE-4.5 TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS CUSTOMER NEEDS Cumulative Percent 2.0 4.0 6.0 44.0 100.0

Valid STRONGLY DISAGREE DISAGREE UNDECIDED AGREE STRONGLY AGREE Total INTERPRETATION:

Frequency 1 1 1 19 28 50

Percent 2.0 2.0 2.0 38.0 56.0 100.0

Valid Percent 2.0 2.0 2.0 38.0 56.0 100.0

From the table it is inferred that only 2% of the respondents come under strongly disagree, disagree and undecided, the rest 38% of the respondents agree and 56% of the respondents strongly agree with the customer needs. CHART-4.5 CHART SHOWING THE OPINION OF RESPONDENTS TOWARDS CUSTOMERNEEDS

TABLE-4.6 TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS HIGH STANDARD OF QUALITY Cumulative Percent 2.0 4.0 10.0 52.0 100.0

Valid STRONGLY DISAGREE DISAGREE UNDECIDED AGREE STRONGLY AGREE Total

Frequency 1 1 3 21 24 50

Percent 2.0 2.0 6.0 42.0 48.0 100.0

Valid Percent 2.0 2.0 6.0 42.0 48.0 100.0

INTERPRETATION: From the table it is inferred that only 2% of the respondents comes under strongly disagree, disagree, 6% of them are of undecided, the rest 42% of the respondents agree and 48% of the respondents strongly agree with the standard of quality. CHART-4.6 CHART SHOWING THE OPINION OF RESPONDENTS TOWARDS HIGH STANDARD OF QUALITY

TABLE-4.7 TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS SENIOR MANAGEMENT Cumulative Percent 2.0 8.0 12.0 72.0 100.0

Valid STRONGLY DISAGREE DISAGREE UNDECIDED AGREE STRONGLY AGREE Total INTERPRETATION:

Frequency 1 3 2 30 14 50

Percent 2.0 6.0 4.0 60.0 28.0 100.0

Valid Percent 2.0 6.0 4.0 60.0 28.0 100.0

From the table it is inferred that only 2% of the respondents comes under strongly disagree, 6% of them disagree and 4% of them are under undecided and the rest 60% of the respondents agree and 28% of the respondents strongly agree with the senior management CHART-4.7 CHART SHOWING THE OPINION OF RESPONDENTS TOWARDS SENIOR MANAGEMENT

TABLE-4.8 TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS RESPECTING MANAGER AS COMPETENT Cumulative Percent 2.0 8.0 62.0 100.0

Valid STRONGLY DISAGREE UNDECIDED AGREE STRONGLY AGREE TOTAL INTERPRETATION:

Frequency 1 3 27 19 50

Percent 2.0 6.0 54.0 38.0 100.0

Valid Percent 2.0 6.0 54.0 38.0 100.0

From the table it is inferred that only 2% of the respondents comes under strongly disagree and 6% of them are under undecided and the rest 54% of the respondents agree and 38% of the respondents strongly agree with the senior management. CHART-4.8 Chart showing the opinion of respondents towards respecting manager as competent

TABLE-4.9 TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS RESPECTING SENIOR LEADERS Cumulative Percent 2.0 4.0 10.0 66.0 100.0

Valid STRONGLY DISAGREE DISAGREE UNDECIDED AGREE STRONGLY AGREE Total INTERPRETATION:

Frequency 1 1 3 28 17 50

Percent 2.0 2.0 6.0 56.0 34.0 100.0

Valid Percent 2.0 2.0 6.0 56.0 34.0 100.0

From the table it is inferred that only 2% of the respondents comes under strongly disagree and disagree criteria, 6% of them are under undecided and the rest 56% of the respondents agree and 34% of the respondents strongly agree with the respect for senior leaders. CHART-4.9 CHART SHOWING THE OPINION OF RESPONDENTS TOWARDS RESPECTING SENIOR LEADERS

TABLE-4.10 TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS EMPHASIZING THE TEAMWORK AND COOPERATION AMONG MEMBERS BY MANAGER Cumulative Percent 2.0 4.0 12.0 70.0 100.0

Valid STRONGLY DISAGREE DISAGREE UNDECIDED AGREE STRONGLY AGREE TOTAL INTERPRETTAION:

Frequency 1 1 4 29 15 50

Percent 2.0 2.0 8.0 58.0 30.0 100.0

Valid Percent 2.0 2.0 8.0 58.0 30.0 100.0

From the above table it is inferred that only 2% of the respondents comes under strongly disagree and disagree criteria and 8% of them are under undecided and the rest 58% of the respondents agree and 30% of the respondents strongly agree with the emphasizing of cooperation and teamwork among members by manager. CHART-4.10 CHART SHOWING THE OPINION OF RESPONDENTS TOWARDS EMPHASIZING THE TEAMWORK AND COOPERATION AMONG MEMBERS BY MANAGER

TABLE-4.11 TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS THE COMMUNICATION WITH EMPLOYEES BY SENIOR MANAGEMENT Cumulative Percent 2.0 6.0 34.0 84.0 100.0

Valid STRONGLY DISAGREE DISAGREE UNDECIDED AGREE STRONGLY AGREE Total INTERPRETATION:

Frequency 1 2 14 25 8 50

Percent 2.0 4.0 28.0 50.0 16.0 100.0

Valid Percent 2.0 4.0 28.0 50.0 16.0 100.0

From the table it is inferred that only 2% of the respondents comes under strongly disagree , 4% of the respondents comes under disagree criteria and 14% of them are under undecided and the rest 60% of the respondents agree and 20% of the respondents strongly agree with the changes that will affect them. CHART-4.11 CHART SHOWING THE OPINION OF RESPONDENTS TOWARDS THE COMMUNICATION WITH EMPLOYEES BY SENIOR MANAGEMENT

TABLE-4.12 TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS SHARING OF INFORMATION AND KNOWLEDGE AMONG EMPLOYEES IN ORGANIZATION Cumulative Percent 4.0 38.0 68.0 90.0 100.0

Valid STRONGLY DISAGREE DISAGREE UNDECIDED AGREE STRONGLY AGREE Total

Frequency 2 17 15 11 5 50

Percent 4.0 34.0 30.0 22.0 10.0 100.0

Valid Percent 4.0 34.0 30.0 22.0 10.0 100.0

INTERPRETATION: From the table it is inferred that only 4% of the respondents comes under strongly disagree

, 34% of the respondents comes under disagree criteria and 30% of them are under undecided and the rest 22% of the respondents agree and 10% of the respondents strongly agree with the sharing of information and knowledge among employees in organization CHART-4.12 CHART SHOWING THE OPINION OF RESPONDENTS TOWARDS SHARING OF INFORMATION AND KNOWLEDGE AMONG EMPLOYEES IN ORGANIZATION

TABLE-4.13 TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS THE AMOUNT OF WORK DONE BY THE EMPLOYEES ARE REASONABLE Cumulative Percent 2.0 6.0 20.0 74.0 100.0

Valid STRONGLY DISAGREE DISAGREE UNDECIDED AGREE STRONGLY AGREE TOTAL

Frequency 1 2 7 27 13 50

Percent 2.0 4.0 14.0 54.0 26.0 100.0

Valid Percent 2.0 4.0 14.0 54.0 26.0 100.0

INTERPRETATION: From the table it is inferred that only 2% of the respondents comes under strongly disagree

, 4% of the respondents comes under disagree criteria and 14% of them are under undecided and the rest 54% of the respondents agree and 26% of the respondents strongly agree with the amount of reasonable work done by employees CHART-4.13 CHART SHOWING THE OPINION OF RESPONDENTS TOWARDS THE AMOUNT OF WORK DONE BY THE EMPLOYEES ARE REASONABLE

TABLE-4.14 TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS STRESS IS NOT CAUSED BY WORK AMONG THE EMPLOYEES Cumulative Percent 18.0 50.0 70.0 90.0 100.0

Valid STRONGLY DISAGREE DISAGREE UNDECIDED AGREE STRONGLY AGREE Total INTERPRETATION:

Frequency 9 16 10 10 5 50

Percent 18.0 32.0 20.0 20.0 10.0 100.0

Valid Percent 18.0 32.0 20.0 20.0 10.0 100.0

From the table it is inferred that only 18% of the respondents comes under strongly disagree , 32% of the respondents comes under disagree criteria and 20% of them are under undecided and the rest 20% of the respondents agree and 10% of the respondents strongly agree with the stress or anxiety caused by the work among employees. CHART-4.14 CHART SHOWING THE OPINION OF RESPONDENTS TOWARDS STRESS IS NOT CAUSED BY WORK AMONG THE EMPLOYEES

TABLE-4.15 TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS THE CONSIDERATION OF OPINION OF EMPLOYEES IN THE ORGANIZATION Cumulative Percent 2.0 28.0 80.0 100.0

Valid STRONGLY DISAGREE UNDECIDED AGREE STRONGLY AGREE Total INTERPRETATION:

Frequency 1 13 26 10 50

Percent 2.0 26.0 52.0 20.0 100.0

Valid Percent 2.0 26.0 52.0 20.0 100.0

From the table it is inferred that only 2% of the respondents comes under strongly disagree, 26% of them are under undecided and the rest 52% of the respondents agree and 20% of the respondents strongly agree with the stress or anxiety caused by the work among employees. CHART-4.15 CHART SHOWING THE OPINION OF RESPONDENTS TOWARDS THE CONSIDERATION OF OPINION OF EMPLOYEES IN THE ORGANIZATION

TABLE-4.16 TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS THE PARTICIPATION OF EMPLOYEES IN DECISION MAKING PROCESS Cumulative Percent 2.0 6.0 28.0 76.0 100.0

Valid STRONGLY DISAGREE DISAGREE UNDECIDED AGREE STRONGLY AGREE Total INTERPRETATION:

Frequency 1 2 11 24 12 50

Percent 2.0 4.0 22.0 48.0 24.0 100.0

Valid Percent 2.0 4.0 22.0 48.0 24.0 100.0

From the table it is inferred that only 2% of the respondents comes under strongly disagree , 4% of the respondents comes under disagree criteria and 22% of them are under undecided and the rest 48% of the respondents agree and 24% of the respondents strongly agree with the participation of employees in decision making process CHART-4.16 CHART SHOWING THE OPINION OF RESPONDENTS TOWARDS THE PARTICIPATION OF EMPLOYEES IN DECISION MAKING PROCESS

TABLE-4.17 TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS THE CONSIDERATION OF EMPLOYEE INPUT BEFORE DECISION OR CHANGES ARE MADE IN ORGANIZATION Cumulative Percent 2.0 10.0 24.0 84.0 100.0

Valid STRONGLY DISAGREE DISAGREE UNDECIDED AGREE STRONGLY AGREE Total

Frequency 1 4 7 30 8 50

Percent 2.0 8.0 14.0 60.0 16.0 100.0

Valid Percent 2.0 8.0 14.0 60.0 16.0 100.0

INTERPRETATION: From the table it is inferred that only 2% of the respondents comes under strongly disagree , 8% of the respondents comes under disagree criteria and 14% of them are under undecided and the rest 60% of the respondents agree and 16% of the respondents strongly agree with the participation of employees in decision making process CHART-4.17 CHART SHOWING THE OPINION OF RESPONDENTS TOWARDS THE CONSIDERATION OF EMPLOYEE INPUT BEFORE DECISION OR CHANGES ARE MADE IN ORGANIZATION

TABLE-4.18 TABLE SHOWING THE OPINION OF RESPONDENTS TOWARDS THE INFORMATION PROVIDED BY THE COMPANY TO EMPLOYEES ON JOB EXPECTATIONS Cumulative Percent 2.0 4.0 14.0 82.0 100.0

Valid STRONGLY DISAGREE DISAGREE UNDECIDED AGREE STRONGLY AGREE Total

Frequency 1 1 5 34 9 50

Percent 2.0 2.0 10.0 68.0 18.0 100.0

Valid Percent 2.0 2.0 10.0 68.0 18.0 100.0

INTERPRETATION: From the table it is inferred that only 2% of the respondents comes under strongly disagree , 2% of the respondents comes under disagree criteria and 10% of them are under undecided and the rest 68% of the respondents agree and 18% of the respondents strongly agree with the information provided by company on job expectation to employees. CHART-4.18 CHART SHOWING THE OPINION OF RESPONDENTS TOWARDS THE INFORMATION PROVIDED BY THE COMPANY TO EMPLOYEES ON JOB EXPECTATIONS

CHAPTER - V

FINDINGS
1. 84% of the respondents are male. 2. 42% of the respondents are having Diploma qualification. 3. 88% of the respondents are unmarried 4. 48% of the respondents strongly agree that they are satisfied with the importance of quality of products and services. 5. 56% of the respondents strongly agree that they are satisfied with the priority for customer needs.

6. 48% of the respondents strongly agree that they are satisfied with the maintenance of high

standards of quality. 7. 60% of the respondents agree that the senior management understands their customer needs.
8. 54% of the respondents agree that the managers are respected as a competent professional.

9. 28% of the respondents agree that there is a great deal of respect for the senior leaders. 10. 52% of the respondents agree that the leaders know what they are doing.
11. 50% of the respondents agree that the employees know the organizations expectation from

them. 12. 48% of the respondents agree that the work which they do makes a difference to the organization. 13. 31% of the respondents agree that the manager clearly defines the organizational goals and expectations. 14. 19% of the respondents agree that the employees could report unethical activities without fear of reprisal.
15. 30% of the respondents agree that there exists an atmosphere of trust.

16. 29% of the respondents agree that the manager emphasizes cooperation and teamwork among members. 17. 18% of the respondents agree that there exists a strong spirit of teamwork and cooperation among employees. 18. 30% of the respondents agree that the manager always make sure that they are informed about the decision or changes that will affect them. 19. 25% of the respondents agree that the senior management communicates well with the rest of the organization. 20. 17% of the respondents disagree that the information and knowledge are shared openly.
21. 27% of the respondents agree that the amounts of work they do are always reasonable.

22. 16% of the respondents disagree that the job does not cause stress or anxiety in their life. 23. 26% of the respondents agree that their opinion counts.

24. 24% of the respondents agree that the employees are encouraged to participate in decisionmaking process. 25. 30% of the respondents agree that the employee input is considered before decisions or changes are made.
26. 34% of the respondents agree that the employees are provided with information about

companies and their job expectations. 27. 26% of the respondents agree that the employees were made comfortable to the new environment. 28. 17% of the respondents agree that everybody were treated fairly at the organization.
29. 18% of the respondents undecided that the companys policies for promotion and

advancement are always fair. 30. 26% of the respondents agree that the overall satisfaction of the employee is good. 31. There is a no significant association between gender and fair organizational treatment. So, we accept the null hypothesis. 32. There is no significant association between gender and fair policies for promotion and advancement. So we accept the null hypothesis. 33. There is no significant association between educational qualification and sharing of information. So we accept the null hypothesis. 34. There is no significant association between educational qualification and employee opinion. So we accept the null hypothesis. 35. There is no significant association between educational qualification and decision making process. So we accept the null hypothesis. 36. There is no significant association between educational qualification and employee input is considered important before changes are made. So we accept the null hypothesis.
37. There is no significant association between educational qualifications and providing of

information to employee about companys and job expectation. So we accept the null hypothesis 38. There is no significant association educational qualification and cooperation and teamwork among employees. So we accept the null hypothesis. 39. There is no significant association educational qualification and fair organizational treatment. So we accept the null hypothesis.

40. There is no significant association between marital status and job does not cause stress among employees. So we accept the null hypothesis. 41. There is no significant difference between educational qualification and organizational expectancy. So we accept the null hypothesis. 42. There is significant difference between marital status and job does not cause stress among employees. So we reject the null hypothesis. 43. There is no significant difference between gender and job does not cause stress among employees. So we accept the null hypothesis. 44. There is significant difference between educational qualification and fair organizational treatment. So we reject the null hypothesis. 45. There is no significant difference between gender and fair policies for promotion and advancement. So we accept the null hypothesis.
46. There is no significant difference between gender and overall satisfaction of employees is

good. So we accept the null hypothesis.


47. There is no significant difference between educational qualification and overall satisfaction

of employees is good. So we accept the null hypothesis

SUGGESTIONS

1. The organization can make improvements in sharing the information and knowledge with all the employees by conducting effective training sessions and evaluate them by collecting feedbacks. 2. There should be no communication gap between the employees and the top management so that the flow of information and knowledge is shared among the members of the company.

3. The employees are indulged in work with stress which does not encourage the

production of the organization. The organization can take necessary steps to reduce the overload of the workers by conducting counselling, mentoring and recreation activities should be scheduled frequently to remove the stress of the employees. 4. Job rotation has to be carried out so that the monotony in the work is reduced and thereby the employees work satisfactorily.
5. The companys policies for promotion and advancement are undecided which does not

make the employees to be satisfied. So the organization can take necessary steps to improve them by providing successive promotions with fairness.

CONCLUSION:

Employees can be satisfied about their work in many different ways. The opportunity to develop their capabilities is one of the most essential factors which influence on satisfaction in career. People will be more satisfied when they have chances to show their abilities as well as to master and improve their talents. Furthermore, salary is also an important factor affecting on satisfaction in work. No matter how high position people are in their organization, they cannot be satisfied if their incomes are not enough for their life and their family. Satisfied material demands is one of the most essential factors contributing to get working satisfaction. Last but

not least, people are more likely to be satisfied about their jobs when they work with passion; because, enjoyment at work comes with satisfaction.

In conclusion, to achieve working satisfaction is an important part of working life time for everyone. However, how to be satisfied depends on each person's view. Nowadays, there are many factors contribute to job satisfaction, and it really hard for all employees to be satisfied about their jobs.

BIBLIOGRAPHY:

WEB SITE http://www.graft.in/ TEXT BOOKS Marketing Research, Test and cases, Richard D. Irwin, Linois

C.R Kothari, Research Methodology NEWS PAPER Times Auto The Economic Times MAGAZINES Auto Sports Business Outlook

EMPLOYEE PERCEPTION TOWARDS ORGANIZATION

1) GENDER

Male

Female

2) QUALIFICATION

Diploma

Ug

Pg

Others

3) MARITAL STATUS

Married

Unmarried

4) QUALITY OF PRODUCTS AND SERVICES ARE CONSIDER GOOD

Strongly Disagree

Disagree

Undecided

Agree

Strongly Agree

5) DO YOUR ORGANIZATION SATISFY THE CUSTOMER NEEDS

Strongly Disagree

Disagree

Undecided

Agree

Strongly Agree

6) HIGH STANDARD OF QUALITY

Strongly Disagree

Disagree

Undecided

Agree

Strongly Agree

7) ARE YOUR SENIOR MANAGEMENT COOPERATE WITH YOU

Strongly Disagree

Disagree

Undecided

Agree

Strongly Agree

8) ARE THEY RESPECTING MANAGER AS COMPETENT

Strongly Disagree

Disagree

Undecided

Agree

Strongly Agree

9) RESPECTING SENIOR LEADERS

Strongly Disagree

Disagree

Undecided

Agree

Strongly Agree

10) EMPHASIZING THE TEAMWORK AND COOPERATION AMONG MEMBERS BY MANAGER

Strongly Disagree

Disagree

Undecided

Agree

Strongly Agree

11)THE COMMUNICATION WITH EMPLOYEES BY SENIOR MANAGEMENT

ARE CORDIAL

Strongly Disagree

Disagree

Undecided

Agree

Strongly Agree

12)SHARING OF INFORMATION AND KNOWLEDGE AMONG EMPLOYEES IN

ORGANIZATION ARE GOOD

Strongly Disagree

Disagree

Undecided

Agree

Strongly Agree

13) THE AMOUNT OF WORK DONE BY THE EMPLOYEES ARE REASONABLE

Strongly Disagree

Disagree

Undecided

Agree

Strongly Agree

14) STRESS IS NOT CAUSED BY WORK AMONG THE EMPLOYEES

Strongly Disagree

Disagree

Undecided

Agree

Strongly Agree

15)THE CONSIDERATION OF OPINION OF EMPLOYEES IN THE

ORGANIZATION ARE APPRICIATED

Strongly Disagree

Disagree

Undecided

Agree

Strongly Agree

16)THE PARTICIPATION OF EMPLOYEES IN DECISION MAKING PROCESS

ARE INDIVIDUAL

Strongly Disagree

Disagree

Undecided

Agree

Strongly Agree

17) THE CONSIDERATION OF EMPLOYEE INPUT BEFORE DECISION OR CHANGES ARE MADE IN ORGANIZATION

Strongly Disagree

Disagree

Undecided

Agree

Strongly Agree

18) THE INFORMATION PROVIDED BY THE COMPANY TO EMPLOYEES ON JOB EXPECTATIONS

Strongly Disagree

Disagree

Undecided

Agree

Strongly Agree

19) ASSOCIATION BETWEEN GENDER AND FAIR TREATMENT AT ORANIZATION

Male

Female

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