CHAPTER I

1.1 INTRODUCTION

Job satisfaction refers to an employee’s general attitude towards his job. Locke defines
Job satisfaction as a “Pleasurable or positive emotional state resulting from the appraisal of one’s
job or job experiences”.

According to Vroom,” Job satisfaction as the positive orientation of an individual

towards the work role which he is presently occupying”.

According to Stephen P. Robbins,” Job satisfaction is an individual’s general attitude

towards his or her job”.

According to P.C. Smith,” Job satisfaction is the persistence of feeling towards

discriminable aspect of the job “.

According to Keith Davis,” Job satisfaction is the favorableness or unfavorableness with

which employees view their work if results when there is a fit between job characteristics and the
wants of employees “

The measure of workers' contentedness with their job, whether or not they like the job or
individual aspects or facets of jobs, such as nature of work or supervision.

Job satisfaction can be measured in cognitive (evaluative), affective (or emotional), and
behavioral components Researchers have also noted that job satisfaction measures vary in the
extent to which they measure feelings about the job (affective job satisfaction). or cognitions
about the job cognitive job satisfaction.

Job satisfaction can also be seen within the broader context of the range of issues which
affect an individual's experience of work, or their quality of work life. Job satisfaction can be
understood in terms of its relationships with other key factors, such as general well-being, stress
at work, control at work, home-work interface, and working conditions.

A qualitative and quantitative review of the relationship between job satisfaction and job
performance is provided.

1
 The qualitative review is organized around 7 models that characterize past research on
the relationship between job satisfaction and job performance.

The models have received more support than have others, research has not provided conclusive
confirmation or discontinuation of any model, partly because of a lack of assimilation and
integration in the literature.

Research devoted to testing these models waned following 2 meta-analyses of the job
satisfaction–job performance relationship. Because of limitations in these prior analyses and the
misinterpretation of their findings,

The mean true correlation between overall job satisfaction and job performance was
estimated to be In light of these results and the qualitative review, an agenda for future research
on the satisfaction–performance relationship is provided.

2
EVALUATING JOB SATISFACTION

Before management can develop policies and practices to increase employee’s

satisfaction or maintain existing levels if they are found to be acceptable, information must be
obtained from the organization’s work force. Management can informally acquire some insights
into satisfaction level based on impressions obtained from employees.

Unfortunately, sometimes information gathered in this way may be misleading.

Employees are often reluctant to tell supervisors negative things about their jobs. Moreover, such
information will almost certainly be obtained from a no representative sample of all employees.

An accurate assessment of employee’s satisfaction ordinarily requires a more formal

procedure. Satisfaction surveys are often conducted to get systematic information from
employees. Satisfaction survey can provide information regarding how employees feel about
their jobs and the organization. However surveys are not completely neutral information-
gathering devices.

Employee’s expectation may be raised simply because employees are asked to participate
in the survey process. Failure to follow up on the survey with appropriate managerial action may
result in. Job satisfaction survey helps to find out the level of employee satisfaction and to take
collective actions if needed to improve employee satisfaction and performance. Decreased
employee satisfaction.

3
THEORIES OF JOB SATISFACTION

Job satisfaction is determined by the difference between the actual reward level and the
expected reward level.

 Greater the difference lower, is the satisfaction.

 Job satisfaction is the perceived difference between person actually received.
 Level is not measure in this theory.
 The expectations of an individual are the real measure of job satisfaction.

4
RELATIVE FACTORS INVOLVED IN JOB SATISFACTION

1. Nature of work

2. Working Environment

3. Working hours

4. Job security

5. Responsibility given for the job

6. Relationship with colleagues

7. Relationship with supervisors

8. Grievance handling

9. Wage rate system

10. Incentives

11. Bonus schemes

12. Family welfare measures

13. Medical / First Aid facilities

14. Recognition

5
1.2 STATEMENT OF THE PROBLEM

The problem in the research topic is analyzed as a manpower in the job satisfaction
industry. This is only industry in the worlds which as to rely on the human beings for its
functioning.

If we take any department in the job from gardening to role of manpower cannot be
neglected or minimized to be precisely the mood and the personal feelings and problems in
private life of an employee as an considerable impact on the daily performance of the employee
but recently for the last two decades the manpower turnover is very high in the job satisfaction
industry. This causes pain in each department which loses its employees.

6
1.3 SCOPE OF THE STUDY

 Based on this research study the future job satisfaction

 employees can be improved.
 It will help the organization to understand the employee’s feelings.S
 The determinant factor of job satisfaction can be identified

 To give suggestions for the growth To identify the factors that motivates the employees.
To study the attitude of the employees towards their Work. To study the employees
perception towards organization
 This report may be useful to the management students for reading, and may be useful in
preparing their report on the job satisfaction.

7
1.4 OBJECTIVES OF THE STUDY

 To find out the employees satisfaction level towards their job in Swarnambigai Bajaj
for three areas.
a. Related to work.
b. Related to work place.
c. Related to benefits availed.

 To study about the employees interaction, relationship with the co-worker and with
supervisors in the work group.

 To study the employees expectation and their motivation practice of the management.

8
1.5 RESEARCH METHODOLOGY

Research methodology explains the various steps that are generally adopted by the
research in studying research problem along with logic behind them.

RESEARCH DESIGN

The research design adopted for the study is Descriptive Design sample . The researcher has to
describe the present situation in order to know the job Satisfaction of the employees. Hence
descriptive research study is used and includes survey and fact finding Enquirer. Descriptive
research can only report what has happened and what is happening.

SAMPLING DESIGN

Population

The population of the study includes 100 employees in swarnambigaibajaj Pvt. Ltd., salem.

Sampling Technique

The Probability Sampling Technique used for selecting sample elements is simple random
sampling.

Sample Size

The sample size of 100 employees of different sections in the organization was interviewed.

Field work

The field work is the actual data collection process and the respondents are the employees of the
Eureka Forbes Pvt. Ltd., salem.. The respondents were met and told about the objectives of the
study and data were collected through questionnaire form.

DATA COLLECTION METHOD

The collection of data is considered to be one of the important aspects in the research
methodology. There are two types of data that exists one is primary data and another one is
secondary data.

9
Primary data

Well structured questionnaire has been used for the collection of primary data from the
respondents. For the purpose of knowing about job satisfaction among employees.

Secondary data

Secondary data has been collected from the company record, various magazines, journal and
various web sites.

Questionnaire Design

A well structured questionnaire was used for this study. The types of questions used in the
questionnaire were open-ended, multiple-choice and Dichotomous question.

Opened-ended questions are questions, which are entitles to give a free response to their choice.

Multiple-choice questions are question, which contain a list of answer and permit the subject to
select the best answer.

Tools used for Analysis

The data collected from the respondents were converted into readable format for processing,
classification and arrangements. The data was tabulated and analyzed using Statistical Methods
like.

 Percentage analysis
 Chi-Square Test
 Correlation

10
PERCENTAGE METHOD

Percentage refers to a kind of ratio. Percentage is used to compare the relative terms, the
distribution of two or more series of data. Percentages are used to describe the relationship. Since
percentage everything to a common base and thereby meaningful comparison can be made

%of Respondents = No. of Respondent / Total Respondents x 100

CHI-SQUARE TEST

The chi-square test is one of the simplest and most widely used nonparametric tests in statistical
work. The chi-square describes the magnitude of the discrepancy between theory and
observation. It is defined as

Observed frequency

Expected frequency

Degrees of freedom = (R-1) (C-1)

(Table Value) =5%

CORRELATION:

Correlation is a statistical measure that indicates the extent to which two or more variables
fluctuate together. A positive correlation indicates the extent to which those variables increase or
decrease in parallel.

11
1.6 LIMITATIONS OF THE STUDY

 The time period of survey is limited.

 The study is limited to swarnambigai bajaj private limited only.

 Due to time constraint the sample size is limited to 100 only.

 Lack of interaction of the employee during the period of study.

 The size of the sample of present investigation is limited in its nature, which puts a
limitation on the generalization of results of the present study.

 This limitation of the study again brings limitation of the generalizations of results.

 This study was limited to only The present investigation was confined with only few
Psychological satisfaction.

 Job Satisfaction while other important psychological variables could also have been
included, such as job commitment, job involvement, job motivation, interest and others.
Demographic variables like age, locality, experience and grades of teachers have

12
 CHAPTER II

2.1 INDUSTRY PROFILE

The automobile sector is a key player in the global and Indian economy. The global motor
vehicle industry (four-wheelers) contributes 5 per cent directly to the total manufacturing
employment, 12.9 per cent to the total manufacturing production value and 8.3 per cent to the
total industrial investment. It also contributes US$560 billion to the public revenue of different
countries, in terms of taxes on fuel, circulation, sales and registration. The annual turnover of the
global auto industry is around US$5.09 trillion, which is equivalent to the sixth largest economy
in the world (Organisation International des Constructeursd'Automobiles, 2006). In addition, the
auto industry is linked with several other sectors in the economy and hence its indirect
contribution is much higher than this. All over the world it has been treated as a leading
economic sector because of its extensive economic linkages.

India’s manufacture of 7.9 million vehicles, including 1.3 million passenger cars, amounted to
2.4 per cent and 7 per cent, respectively, of global production in number. The auto-components
manufacturing sector is another key player in the Indian automotive industry. Exports from India
in this sector rose from US$1.0 billion in 2003-04 to US$1.8 billion in 2005-06, contributing 1
per cent to the world trade in auto components in current USD.

In India, the automobile industry provides direct employment to about 5 lakh persons. It
contributes 4.7 per cent to India’s GDP and 19 per cent to India’s indirect tax revenue. Till early
1980s, there were very few players in the Indian auto sector, which was suffering from low
volumes of production, obsolete and substandard technologies. With de-licensing in the 1980s
and opening up of this sector to FDI in 1993, the sector has grown rapidly due to the entry of
global players.

A rapidly growing middle class, rising per capita incomes and relatively easier availability of
finance have been driving the 57 vehicle demand in India,which in turn, has prompted the
government to invest at unprecedented levels in roads infrastructure, including projects such as
Golden Quadrilateral and North-East-South-West Corridor with feeder roads.2 The Reserve
Bank of India’s (RBI) Annual Policy Statement documents an annual growth of 37.9 per cent in
credit flow to vehicles industry in 2006. Given that passenger car penetration.

13
 There are two distinct sets of players in the Indian auto industry: Automobile component
manufacturers and the vehicle manufacturers, which are also referred to as Original Equipment
Manufacturers (OEMs). While the former set is engaged in manufacturing parts, components,
bodies and chassis involved in automobile manufacturing, the latter is engaged in assembling of
all these components into an automobile.

The Indian automotive component manufacturing sector consists of 500 firms in the
organised sector and around 31,000 enterprises in the unorganised sector. In the domestic
market, the firms in this sector supply components to vehicle manufacturers, other component
suppliers, state transport undertakings, defence establishments, railways and even replacement
market. A variety of components are exported to OEMs abroad and after-markets worldwide.

The automobile manufacturing sector, which involves assembling the automobile

components, comprises two-wheelers, three-wheelers, four-wheelers, passenger cars, light
commercial vehicles (LCVs), heavy trucks and buses/coaches.

In India, mopeds, scooters and motorcycles constitute the twowheeler industry, in the
increasing order of market share. In 2005-06, the Indian auto sector had produced over 7.6
million two wheelers and 1.3 million passenger cars and utility vehicles. India is a global major
in the two-wheeler industry producing motorcycles, scooters and mopeds principally of engine
capacities 58 below 200 cc. It is the second largest producer of two-wheelers and 13th largest
producer of passenger cars in the world. Tata figures among the ten largest global manufacturers
of LCVs, heavy trucks, buses and coaches, while it is among the top 25 in passenger car
manufacturing.

The two-wheeler industry in India has grown at a compounded annual growth rate of more
than 10 per cent (in number) during the last five years and has also witnessed a shift in the
demand mix, with sales of motorcycles showing an increasing trend. Indian twowheelers comply
with some of the most stringent emission and fuel efficiency standards worldwide. The passenger
car segment has been growing at a rapid pace -- from over 6,50,000 vehicles sold during 2001 to
over a million vehicles sold during 2004-05, showing an annual growth rate of 17.36 per cent.

14
 Swarnambigai bajaj is a consumer goods company based in Mumbai, India. It was
founded in 1982 and is a part of the ShapoorjiPallonji Group Its product portfolio consists of
water purification, vacuum cleaning, air purification and home security solutions. The company
has a current base of 15 million consumers with more than 450 locations and 18,000 dealers in
India. It also has a global footprint across 35 countries

The company has been recognized for supporting social initiatives such as Euro able

The company delivers customized solutions to multiple institutions operating in different

industrial spaces.

Product

Swarnambigai bajaj products include water purifiers, vacuum cleaners, air purifiers, security
solutions, lifestyle automation system & packaged drinking water solutions. The company is
known for its Aqua guard Water Purifiers range.

Product and service

Swarnambigai bajaj sells products for household and institutional use. Its core products are
consumer durable products which include water purifiers, security systems, air purifiers, vacuum
cleaners and ancillary services. Forbes facility services and Forbes Pro Railway Solutions are
two of the services offered under the ambit of Industrial services. Their product Aqua guard
purifiers are most selling water purifiers in India.
Corporate and social responsibility

In 2000, the Eureka Forbes Institute of Environment (EFIE) was founded. It is a registered
public charitable organization that creates and supports various social initiatives.

Swarnambigai bajaj in association with National Society for Equal Opportunities for the
Handicapped NASEOH launched Euro Able, a call center manned by people with special needs.

15
 Swarnambigai bajaj Able is India’s first state-of-the-art call center manned and operated
entirely by people with special needs. This initiative facilitates their integration into the value
chain and mainstream of society. Other efforts include ‘Nana Nain Parks for senior citizens to
relax, free drinking water kiosk in public places and a partnership with World Vision to provide
water filter units owned and run by women self-help groups during emergencies. They also have
initiated the Jag rutMumbaikarJagrutMumbaikarprogramme, with the Police and Fire Brigade, an
initiative that teaches citizens how to safeguard themselves

Awards and recognition

1. UNESCO Water Digest Award

In 2010, swarnambigai bajaj received six prestigious recognitions at the UNESCO Water
Digest Awards, namely Best Complete Domestic Water Solutions Provider, Best Domestic Non-
electric Water Purifier for Aqua Sure Storage Water Purifiers, Distinguished
R&D/Technological Breakthrough for Aqua guard Total Sense SMP+, Distinguished Domestic
Water Purifier Ultra Violet/Ultra Filtration/Nano Filtration for Aqua guard Total Infiniti, Best
Domestic Water Purifier RO for Aqua guard Total Protect+ and Upcoming Water Company for
Forbes Water.

In 2012, swarnambigai bajaj received three awards at the 6th Water Digest Awards for Best
Domestic Water Purifier RO for Aqua guard Enhance Green RO, Best Domestic Water Purifier
UV for Aqua guard Enhance UV and Best Water Purifier Award in the Storage Non-Electric
category’ for Aqua SureAmrita.[12]

2. India's 18th Best Place to Work

In 2015, swarnambigai bajaj was listed as India's 18th 'Best Places to Work For'.[13]

3. A Case Study at Harvard Business School

Inducted as a case study in the curriculums of the prestigious Harvard Business School.[14]

16
COMPANY PROFILE

Swarnambigai bajaj Auto Limited is an Indian two-wheeler and three-wheeler

manufacturing company. Bajaj Auto manufactures and sells motorcycles scooters and auto
rickshaws. Bajaj Auto is a part of the Bajaj Group. It was founded by Jamnalal Bajaj
in Rajasthan in the 1940s. It is based in Pune, Mumbai, with plants in Chakan (Pune), Waluj
(near Aurangabad) and Pantnagar in Uttarakhand. The oldest plant at Akurdi (Pune) now houses
the R&D centre 'Ahead'.

Swarnambigai bajaj Auto is the world's sixth-largest manufacturer of motorcycles and the
second-largest in India. It is the world's largest three-wheeler manufacturer.

On May 2015, its market capitalisation was ₹640 billion (US$9.5 billion), making it India's 23rd
largest publicly traded company by market value.[7] The Forbes Global 2000 list for the year
2012 ranked Bajaj Auto at 1,416.

HISTORY

Swarnambigai Bajaj Auto came into existence on 29 November 1944 as M/s Bachraj
Trading Corporation Private Limited. It started off by selling imported two- and three-wheelers
in India. In 1959, it obtained a licence from the Government of India to manufacture two-
wheelers and three-wheelers and it became a public limited company in 1960. In 1970, it rolled
out its 100,000th vehicle. In 1977, it sold 100,000 vehicles in a financial year. In 1985, it started
producing at Waluj near Aurangabad. In 1986, it sold 500,000 vehicles in a financial year. In
1995, it rolled out its ten millionth vehicle and produced and sold one million vehicles in a year.
With the launch of motorcycles in 1986, the company has changed its image from a scooter
manufacturer to a two-wheeler manufacturer.

According to the authors of Globality: Competing with Everyone from Everywhere for
Everything, swarnambigai bajaj has operations in 50 countries creating a line of bikes targeted to
the preferences of entry-level buyers.

17
CURRENT PRODUCTS

Swarnambigai bajaj manufactures and sells motorcycles, scooters, auto-rickshaws and

most recently, cars. Swarnambigai bajaj Auto is India's largest exporter of motorcycles and
three-wheelers. swarnambigai bajaj Auto's exports accounted for approx. 35% of its total sales.
47% of its exports are made to Africa. Boxer motorcycle is the largest selling single brand in
Africa.

Motorycle

Avenger 220 Cruise

Avenger 220 Street
Avenger 150 Street
CT100
CT100B
Dominar 400
Discover 125
Discover 150S
Discover 150F
Platina Comfortec
Pulsar 135LS
Pulsar 150
Pulsar 180
Pulsar 220F
Pulsar AS150
Pulsar NS200
Pulsar AS200
Pulsar RS200
V15
V12

18
Motorcycles in production are the Dominar 400, V, Platina, Discover, Pulsar and Avenger
and CT 100. In FY 2012-13, it sold approximately 3.76 million motorcycles which accounted for
31% of the market share in India. Of these, approximately 2.46 million motorcycles (66%) were
sold in India and remaining 34% were exported.

Three wheelers

RE Compact

RE Compact 4S

RE Optima

RE Maxima

It is the world's largest manufacturer of 3-wheelers and accounts for almost 84% of India's three-
wheeler exports. During the FY 2012-13, it sold approx. 480,000 three-wheelers which was 57%
of the total market share in India. Out of these 480,000 three-wheelers, 53% were exported and
remaining 47% were sold in India.

Low cost cars

Swarnambigai bajaj Qute

In 2010, Swarnambigai bajaj Auto announced cooperation with Renault and Nissan Motor to
develop a US$2,500 car, aiming at a fuel efficiency of 30 kilometres per litre (85 mpg-imp;
71 mpg-US) (3.3 L/100 km), or twice an average small car, and carbon dioxide emissions of
100 g/km

On 3 January 2012, Bajaj auto unveiled the swarnambigai bajaj RE60, a mini car for intra-city
urban transportation. The target customer group will be swarnambigai bajaj's three-wheeler
customers. According to its Managing Director Rajiv Bajaj, the RE60 powered by a new 200 cc
rear mounted petrol engine will have a top speed of 70 kilometres per hour (43 mph), a mileage
of 35 kilometres per litre (99 mpg-imp; 82 mpg-US) and carbon dioxide emissions of 60 g/km.

19
Scooters

Bajaj 150
Bajaj Bravo
Bajaj Chetak
Bajaj Chetak 99
Bajaj Chetak 4s
Bajaj Cub
Bajaj Classic
Bajaj Kristal
Bajaj Legend
Bajaj M50
Bajaj M80
Bajaj Priya
Bajaj Rave
Bajaj Sunny
Bajaj Stride
Bajaj Saffire
Bajaj Spirit
Bajaj Super
Bajaj Super Excel
Bajaj Super 99
Bajaj Wave

20
Motorcycles
Bajaj Kawasaki 4S Champaion 100
Bajaj Kawasaki Aspire 110
Bajaj Kawasaki Boxer 100
Bajaj Kawasaki Boxer AT 100
Bajaj Kawasaki Boxer AR 100
Bajaj Kawasaki Boxer CT 100
Bajaj kawasaki Caliber 110
Bajaj Kawasaki Caliber 115
Bajaj Kawasaki Caliber Croma 110
Bajaj kawasaki Eliminator 175
Bajaj Kawasaki KB100
Bajaj Kawasaki KB125
Bajaj Kawasaki Wind 125
Bajaj Avenger 180
Bajaj Avenger 200
Bajaj Byk 100
Bajaj Boxer BM150
Bajaj Discover 100
Bajaj Discover 110
Bajaj Discover 135
Bajaj Discover 150
Bajaj Discover 100M
Bajaj Discover 100T
Bajaj Discover 125M
Bajaj Discover 125T
Bajaj Discover 125ST
Bajaj Platina 100
Bajaj Platina 125
Bajaj Pulsar 200
21
 Bajaj Pulsar 220
Bajaj Pulsar 220S
Bajaj Prowler RR125
Bajaj SX Enduro 100
Bajaj XCD 125
Bajaj XCD 135

KTM Power Sports AG

In November 2007, swarnambigai bajaj Auto acquired 14.5% stake in KTM Power
Sports AG (holding company of KTM Sportmotorcycles AG). The two companies have signed a
cooperation deal, by which KTM will provide the know-how for joint development of the water-
cooled four-stroke 125 and 250 cc engines, and swarnambigai bajaj will take over the
distribution of KTM products in India and some other Southeast Asian nations. As on 31 March
2013, Bajaj Auto held 47.96% stake in the company.

Bajaj -Kawasaki end tie up in April 2017

Swarnambigai bajaj and Kawasaki have ended their 33 year alliance in India following
deepening of ties between the latter and its Austrian partner KTM. swarnambigai bajaj Auto had
an alliance with Kawasaki for the sale and after sales service of Kawasaki motorcycles through
its Probiking, a premium bike dealership network, since 2009. These Probiking dealerships were
later converted to KTM dealerships. swarnambigai bajaj Auto Ltd. made a technical assistance
agreement with Kawasaki japan in 1984, and since then it had cooperated to expand production
and sales of motorcycles in India.

Listing and Shareholding

Listing

Swarnambigai bajaj Auto's equity shares are listed on Bambay Stock Exchange where it
is a constituent of the BSE SENSEX index, and the National Stock Exchange In India where it is
a constituent of the CNX Nifty

22
Shareholding

On 30 Sep 2015, 49.29% of the equity shares of the company were owned by the
promoters swarnambigai bajaj Group and the remaining were owned by others.

Shareholders (as on 30-Sep-2015) Shareholding %

Promoters:priya Group 49.29%

Mutual Funds, FI's and Insurance Companies 08.13%

Foreign Institutional Investors 14.25%

Individual shareholders 15.12%

Bodies Corporate 08.25%

Foreign Portfolio Investments Corporation 03.51%

GDRs 00.02%

Others 01.43%

Total 100.0%

23
Employees

Swarnambigai bajaj Auto had a total of 8,036 employees as of 31 March 2013, of which
51 were women (0.63%) and 25 were differently-abled (0.31%).It spent ₹6.5
billion (US$97 million) on employee benefit expenses during the FY 2012–13. The company is
headed by Rahul Bajaj, whose net worth was around US$2 billion in March 2013.

Awards and Recognitions

Swarnambigai bajaj Pulsar 135 LS received Bike of the Year 2010 award from BBC -
TopGear and Bike India.
Pulsar 220 DTS-Fi received the Bike of the Year 2008 award by all major Indian
automobile magazines like Overdrive, AutoCar, Business Standard Motoring and Bike
Top Gear.
In 2006, swarnambigai bajaj Auto won the Frost & Sullivan Super Platinum Award for
manufacturing excellence in its Chakan Plant.
It received award for The Most Customer Responsive Company in Automobiles
category in a survey conducted by Economic Times for the years 2004, 2006 and 2008.
Swarnambigai bajaj Auto received the Bike Maker of the Year award in ICICI Bank
Overdrive Awards 2004.
Swarnambigai bajaj Pulsar 180 DTS-i won the BBC World Wheels Viewers Choice
Two Wheeler of the Year 2003 award.

24
2.3 REVIEW OF LITERATURE

Various studies have been conducted in the field of job satisfaction under Human
Resource Management. A few of them have been stated below as review of related literature for
the present study.

Costello and Lee (1973) investigated the relationship between need fulfillment and job
satisfaction among professional employees. Findings indicate an overall job satisfaction level of
eighty percent and that most subjects are satisfied with their social and security needs and that
their greatest deficiency is among higher order needs. Results imply that management must
provide incentives to satisfy self-esteem, autonomy and self-actualization needs in order to
motivate professional employees

Cummings and Bigelow(1975) have made an extension of Lawler and Halls (1970)
factor analysis of the measure of satisfaction, job involvement and intrinsic motivation. Subjects
were 96 male blue-collar workers. They found that the job attitudes of satisfaction, involvement
and intrinsic satisfaction are independent factorials. They point that satisfaction; involvement and
intrinsic motivation are independent job attitudes for both blue and white-collar workers.

Sharma (1980) found a significant positive correlation between salary and job
satisfaction. However, when subjected to a more rigorous multivariate analysis, salary only
marginally predicted job satisfaction.

Cynthia D. Fisher (1989) – Moment to moment affect is more strongly related to a faces
measure of satisfaction that to more verbal measures of satisfaction. Positive and negative
emotions both make unique contributions to predicting overall satisfaction, and affect accounts
for variance in overall satisfaction above and beyond face satisfactions. Frequency of net positive
emotion is a stronger predictor of overall satisfaction than is intensity of positive emotion. It is
concluded that affect while working is a missing piece of overall job attitude, as well as a
phenomenon worthy of investigation in its own right.

Menon and Sharmanna (1990) have indicated that the interpersonal relationships can
affect productivity and this can modify the satisfaction an employee derives from the job.

25
 Ayesha Tabassum (2011) The study entitled that, “The Process Of Recruitment And
1

Selection In A Developing Country: Case Study Of A Bank In Bangladesh”. The objectives of

the study are to assess and evaluate its existing recruitment and selection methods and provide
some suggestions that can help Basic Bank in future for utilizing human resources as a
distinctive competency. The statistical tool used in this study is correlation analysis. It concludes
that, any mismatch in this regard can cost an organization a great deal of money, time and
energy, which will ultimately affect the employee retention and organizational performance.

GeetaKumari, JyotiBhat and K. M. Pandey (2010)2The study entitled that,

“Recruitment and Selection Process: A Case Study of Hindustan Coca-Cola Beverage Pvt.Ltd,
Gangyal, Jammu, India”. The main objective was to support Coca-Cola and its partners in
modeling different scenarios which combine Coca-Cola’s distribution network with local health
initiatives in order to achieve our aims. The statistical tool used in this study is percentage
analysis. This is concluded from the above mentioned studies that the performance of the
company is nice and this company is doing very well in the area of soft drinks if it is compared
with the other competitors

NeerajKumari (2012)The study entitled that, “A Study of the Recruitment and Selection
process: SMC Global”. The objective of this study is to identify general practices that
organizations use to recruit and select employees and to determine which recruitment and
selection practices are most effective. Statistical tools used in this study are correlation and
regression. As per my study, out of the various methods of sourcing candidates, the best one is –
getting references via references and networking. It found that the company is following an
effective Recruitment and Selection process to maximum extent.

26
 Sudhamsetti.Naveen and Dr.D.N.MRaju (2014) The study entitled that, “A Study On
4

Recruitment & Selection Process With Reference To Three Industries, Cement Industry,
Electronics Industry, Sugar Industry In Krishna DtAp,India”. The objective of this study is to is
to analyze the process of Recruitment and Selection in three selected industries viz Cement
industry, Electronics industry& sugar industry. The statistical tool used in this study is
percentage analysis. The study reveals that the recruitment and selection process offered in three
selected industries is effective. The HR manager of the selected industries have to focus on
selecting the right persons through other sources like campus placements, job.com, data banks
etc. The selection is done by evaluating the candidate’s skills, knowledge and abilities which are
highly required to the vacancies in selected industries.

ShilpaGoel (2010) , The study entitled that, “Recruitment and selection in Icici bank ltd”.
5

The main objective is to know the recruitment and selection procedure and to critically analyze
the functioning of recruitment and selection procedure. The collection of data from the sample
was subjected with statistical analysis of chi-square test and percentage analysis method. The
study was concluded that the managers are fully satisfied with the existing recruitment and
selection procedure and the recruitment and selection procedure should be impartial.

Gomathi (2014) The study entitled that, “Identification of Recruitment pool at service
6,

industries in Chennai”. The main objective was to identify the present system of recruiting and
skills required for employees. She has well structured questionnaire. The collection of data from
the sample was subjected with statistical analysis and trend line for forecasting the trends. It can
be concluded that the existing system of recruitment can be followed with few modifications.
Selection procedures can be strengthened and completely study about the candidate has to be
made by conducting various psychological tests to know his attitude towards the service industry
this could help in reducing the turn over.

27
 KarthikKannan (2014) The study entitled that, “A study on e- recruitment and its
7

effective in software industries in Chennai”. The main objective is to analyze comparatively the
advantages of e- recruitment with conventional recruitment method adopted in software
industries. He had well- structured questionnaire with 26 items. The collection of data from the
sample was calculated by percentage method. The study was concluded as remarking that though
there are other recruitment methods adopted in software industries it is evident from the study
that when compared to those conventional recruitment methods, the e-recruitment seems to be
the most effective tool with respect to time cost and speed.

Ganesh Prabhu (2012) The study entitled that,” A study on effectiveness of external
8

sources of recruitment in software industries in Chennai”. The main objective is to find out the
effectiveness of external sources industries. The collection of data from the sample was subjected
with statistical analysis of chi-square test and percentage analysis method. The study was
concluded that software industries are most successful in filling up the vacancies by recruiting
employees through external sources.

28
 TABLE:3.1.1
CHAPTER III
DATA ANALYSIS & INTERPRETATION

3.1RESPONDENTS GENDER GROUP

PARTICULAR NO OF RESPONDENTS PERCENTAGE

Female 51 51

Male 49 49

Total 100 100

No of responds percentage

51
49

51% 49%

female male

SOURCES: Primary data

INTERPRETATION:

The above table shows majority female 51% male 49% of the respondents.

29
 TABLE:3.1.2

RESPONDENTS OF MARITAL STATUS

PARTICULAR NO OF RESPONDENTS PERCENTAGE

Married 60 60

Unmarried 40 40

Total 100 100

60

40

60% 40%

married unmarried

SOURCES: Primary data

INTERPRETATION:

The above table shows majority 60% of the respondents are married and 40% of the
respondents are unmarried.

30
 TABLE 3.1.3

RESPONDENTS OF AGE GROUP OF EMPLOYEES

PARTICULAR NO OF RESPONDENTS PERCENTAGE

18-21 17 17

21-30 49 49

31-40 21 21

41-50 12 12

Above 50 1 1

Total 100 100

49

21
17
12

17% 49% 21% 12% 1 1%

18-21 21-30 31-40 41-50 Above 50

.

SOURCES: primary data

INTERPRETATION:

The above table shows that in 17% of the respondents are in the age group between 18-21
to 49% of the respondents are in the age group between 21-30 to 21% of the respondents are in
the age group between 31-40 to 12% of the respondents are in the age group between 41-50 of
the respondents are in the age group between 1% of the respondents are above 50 years of age.

31
 TABLE 3.1.4

RESPONDENTS OF EDUCATIONAL QUALIFICATION OF

THE EMPLOYEES

PARTICULAR NO OF RESPONDENTS PERCENTAGE

SSLC 14 14
ITI 11 11
DIPLOMA 34 34
DEGREE 40 40
OTHER 1 1
TOTAL 100 100

No of respondents Percentage

100

40
34

14 11
14% 11% 34% 40% 1 1% 100%

SSLC ITI DIPLOMA DEGREE OTHER TOTAL

SOURCES: primary data

INTERPRETATION:

The above table shows 11% of the respondents SSLC qualified and 14% of them are
ITI holders 34% of the respondents are DIPLOMA holders and 40% of the respondents
DEGREE 1% of the respondents OTHER holders.

32
 TABLE3.1.5

RESPONDENT OF MONTHLY SALARY

PARTICULAR NO OF RESPONDENT PERECENTAGE

below 10000 6 6

10000-13000 29 29

13000-15000 36 36

15000-20000 21 21

20000-25000 8 8

Total 100 100

Nos of respondent Perecentage

36
29

21

8
6
6% 29% 36% 21% 8%

below 10000 10000-13000 13000-15000 15000-20000 20000-25000

SOURCES: primary data

INTERPRETATION:

The above table shows 6% of the respondents having below 10000 salary.29% of the
respondents having 10000 to 13000 salary. 36% of the respondents 13000 to 15000 salary. 21%
of the respondents having 15000 to 20000 salary. 8% of the respondents having above 25000
salaries.

33
 TABLE 3.1.6

RESPONDENTS OF WORKING HOURS

PARTICULAR NO OF RESPONDENTS PERCENTAGE

Strongly agree 28 28

Agree 22 22

Neutral 15 15

Disagree 19 19

Strongly disagree 16 16

Total 100 100

SOURCES: Primary data

INTERPRETATION:

The above table shows 28% of the respondents are strongly agree and 22% of the
respondents are agree 15% of the respondents are neutral 19% of the respondents are disagree
16% of the respondents are strongly disagree.

34
 TABLE 3.1.7

RESPONDENTS OF WORK EXPERIENCE

PARTICULAR NO OF RESPONDENTS PERCENTAGE

Below 3 Years 32 32

3 – 5 Years 28 28

5 – 7 years 25 25

Above 7 years 15 15

Total 100 100

35%
32%
30% 28%
25%
25%

20%

15% PERCENTAGE
15%

10%

5%

0%
Below 3 Years 3 – 5 Years 5 – 7 years Above 7 years

SOURCES: Primary data

INTERPRETATION:

The above table shows 32% of the respondents having below 3 years work
experience. And 28% of the respondents having 3 to 5 years work experience. 25% of the
respondents having 5 to 7 years work experience and 15% of the respondents having above 7
years work experience

35
 TABLE 3.1.8

RESPONDENTS OF WORK ENVIRONMENT

PARTICULAR NO OF RESPONDENTS PERCENTAGE

Participative 50 50

Autonomy 20 20

Whimsical 16 16

Red tapism 14 14

Total 100 100

SOURCES: Primary data

INTERPRETATION:

The above table shows 50% of the respondents to participative .And 20% of the
respondents of autonomy . 16% of the respondents are whimsical and 14% of the respondents
are red tapes.

36
 TABLE 3.1.9

RESPONDENTS OF QUALIFICATION AND SKILLS

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Strongly agree 25 25
Agree 35 35
Neutral 15 15
Disagree 14 14
Strongly disagree 11 11
TOTAL 100 100

40%

35% 35%

30%

25% 25%

20%
15% PERCENTAGE
15% 14%
11%
10%

5%

0%
Strongly agree Agree Neutral Disagree Strongly
disagree

SOURCES: Primary data

INTERPRETATION:

The above table shows 25% of the respondents are strongly agree. And 35% of the respondents
are agreed. 15% of the respondents are neutral and 14% of the respondents are disagreeing. 11%
of the respondents are strongly disagreeing.

37
 TABLE 3.1.10

RESPONDENTS OF EMPLOYEES ARE SATISFIED WITH THE TOP

MANAGEMENT

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Strongly agree 10 10
Agree 30 30
Neutral 30 30
Disagree 17 17
Strongly disagree 13 13
TOTAL 100 100

30% 30%

17%

13%
10%

Strongly agree Agree Neutral Disagree Strongly disagree

SOURCES: Primary data

INTERPETATION:

The above table shows 10% of the respondents are strongly agree. And 30% of the
respondents are agreed and 30% of the respondents are neutral. 17% of the respondents are
disagree 13% of the respondents are strongly disagree.

38
 TABLE 3.1.11

SATISFACTION WITH YOUR JOB

Particulars No of respondents Percentage

Highly satisfied 28 28

Satisfied 32 32

Average 20 20

Dissatisfied 13 13

Highly dissatisfied 7 7

Total 100 100

32%
35% 28%
30%
25% 20%

20%
13%
PERCENTAGE
15% 7%
10%
5%
0%
Highly Satisfied Average Dissatisfied Highly
satisfied dissatisfied

SOURCE: Primary data

INTERPRETATION:
The above table shows that 28 percent of the respondents are highly satisfied with
the job. 32 percent of the respondents are satisfied with the job. 20 percent of the respondents are
average with the job.13 percent of the respondents are not dissatisfied with the job. 7 percent of
the respondents are not highly dissatisfied with the job.
39
 TABLE 3.1.12

COMPANY SHARE EXPERIENCE TO HELP EACH OTHER

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Strongly agree 10 10

Agree 28 28

Neutral 15 15

Disagree 17 17

Strongly disagree 30 30

Total 100 100

SOURCES: Primary data

INTERPRETATION

The above table shows 10% of the respondents are strongly agree. And 28% of the
respondents are agree 15% of the respondents are neutral 17% of the respondents are disagree
30%of the respondents are strongly disagree.

40
 TABLE 3.1.13

HAVE NECESSARY AUTHORITY TO PERFORM THEIR

DUTIES EFFECTIVELY

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Strongly agree 17 17
Agree 30 30
Neutral 16 16
Disagree 24 24
Strongly disagree 13 13
TOTAL 100 100

30%

25% 30% 24%

Strongly agree
20% 17%
16% Agree
13%
15% Neutral
10% Disagree

5% Strongly disagree

0%
Strongly Agree Neutral Disagree Strongly
agree disagree

SOURCES: Primary data

INTERPRETATION:

The above table shows 17% of the respondents are strongly agree. And 30% of
the respondents are agree 16% of the respondents are neutral 24% of the respondents are
disagree 13%of the respondents are strongly disagree.

41
 TABLE 3.1.14

ORGANIZATION ORGANIZES COUNSELLING PROGRAMS

FOR THE EMPLOYEES REGULARLY

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Strongly agree 25 25

Agree 28 28

Neutral 20 20

Disagree 10 10

Strongly disagree 17 17

TOTAL 100 100

30% 28%
25%
25%
20%
20%
17%

15%
10%
10%

5%

0%
Strongly agree Agree Neutral Disagree Strongly disagree

PERCENTAGE

SOURCES: Primary data

INTERPRETATION:

The above table shows 25% of the respondents are strongly agree. And 28% of
the respondents are agree 20% of the respondents are neutral 10% of the respondents are
disagree 17%of the respondents are strongly disagre
42
 TABLE 3.1.15

SATISFACTION OF WELFARE FACILITIES

PARTICULARS NO OF RESPONDENTS PENCENTAGE

Strongly agree 32 32

Agree 18 18

Neutral 20 20

Disagree 13 13

Strongly disagree 17 17

TOTAL 100 100

35%

32%
30%

25%

20% 20%
18% 17%
15%
13%
10%

5%

0%
Strongly agree Agree Neutral Disagree Strongly disagree

SOURCE: Primary data

INTERPRETATION:

The above table shows 32% of the respondents are strongly agree. And 18% of
the respondents are agree 20% of the respondents are neutral 13% of the respondents are
disagree 17% of the respondents are strongly disagree.

43
 TABLE 3.1.16

COMPANY HAS GOOD CAREER PROSPECT

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Strongly agree 17 17
Agree 18 18
Neutral 22 22
Disagree 22 22
Strongly disagree 21 21
TOTAL 100 100

25%
22% 22%
21%
20% 18%
17%

15%

10%

5%

0%
Strongly agree Agree Neutral Disagree Strongly disagree

SOURCE: Primary data

INTERPRETATION:

The above table shows 17% of the respondents are strongly agree. And 18% of
the respondents are agree 22% of the respondents are neutral 22% of the respondents are
disagree 21%of the respondents are strongly disagree.

44
 TABLE 3.1.17

PHYSICAL WORKING CONDITION IN THE COMPANY

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Strongly agree 28 28

Agree 20 20

Neutral 19 19

Disagree 17 17

Strongly disagree 16 16

TOTAL 100 100

30% 28%

25%
20%
19%
20%
17%
16%
15%

10%

5%

0%
Strongly agree Agree Neutral Disagree Strongly disagree

SOURCES: primary data

INTERPRETATION:

The above table shows 28% of the respondents are strongly agree. And 20% of
the respondents are agree 19% of the respondents are neutral 17% of the respondents are
disagree 16% of the respondents are strongly disagree.

45
 TABLE 3.1.18

MOTIVATION

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Salary increase 20 20

Promotion 27 27

Leave 13 13

Motivational talks 24 24

Recognition 16 16

TOTAL 100 100

27%
30% 24%
25% 20%
20% 16%
13%
15%
10%
5%
0%
Salary Promotion Leave Motivational Recognition
increase talks

SOURCES: Primary data

INTERPRETATION:

The above table shows 20% of the respondents are salary increase .And 27%
of the respondents are promotion 13% of the respondents are leave 24% of the respondents are
motivational talks 17% of the respondents are recognition.

46
 TABLE 3.1.19

RECOGNIZES AND ACKNOWLEDGE

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Strongly agree 19 19
Agree 21 21
Neutral 24 24
Disagree 19 19
Strongly disagree 17 17

TOTAL 100 100

24%
21%
19% 19%
17%

Strongly agree Agree Neutral Disagree Strongly disagree

.

SOURCES: Primary data

INTERPRETATION:

The above table shows 19% of the respondents are strongly agree. And 21% of
the respondents are agree 24% of the respondents are neutral 19% of the respondents are
disagree 17% of the respondents are strongly disagree.

47
 TABLE 3.1.20

SATISFACTION OF SALARY TO THE WORK

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Strongly agree 16 16
Agree 28 28
Neutral 30 30
Disagree 14 14
Strongly disagree 12 12
TOTAL 100 100

35%
30%
30% 28%

25%

20%
16%
14%
15% 12% PERCENTAGE

10%

5%

0%
Strongly agree Agree Neutral Disagree Strongly
disagree

SOURCES: Primary data

INTERPRETATION:

The above table shows 16% of the respondents are strongly agree. And 28% of
the respondents are agree 30% of the respondents are neutral 14% of the respondents are
disagree 12% of the respondents are strongly disagree.

48
 CHAPTER IV

CHI – SQUARE ANALYSIS TEST

RELATIONSHIP BETWEEN THE SALARY AND THE OVERALL

SATISFACTION WITH THEIR JOB

Null Hypothesis (Ho)

There is no significant relationship between the salary and the overall satisfaction with
their job

Alternative Hypothesis (Hα)

There is significant relationship between the salary and the overall satisfaction with their
job.

49
 OVERALL SATISFACTION WITH THEIR JOB

SALARY Highly Satisfied Average Dissatisfied Highly Total

Satisfied Dissatisfied
Below 5 1 0 0 0 6
10000

13000 18 7 0 2 2 29

15000 4 18 8 6 0 36

20000 1 4 9 5 5 24

Above 0 2 3 0 0 5
25000

Total 28 32 20 13 7 100

50
CHI – SQUARE ANALYSIS

Oi Ei (Oi-Ei) (Oi-Ei)2 (Oi-Ei)2/Ei

5 1.68 3.32 11.02 6.56
1 1.92 -0.92 0.85 0.44
0 1.2 -1.2 1.44 1.2
0 0.78 -0.78 0.06 0.08
0 0.42 -0.42 0.18 0.43
18 8.12 9.88 97.61 12.02
7 9.28 -2.28 5.2 0.56
0 5.8 -5.8 33.64 5.8
2 3.77 -1.77 3.13 0.83
2 2.03 -0.03 0.0009 0.0004
4 10.08 -6.08 36.97 3.67
18 11.52 6.48 41.99 3.64
8 7.2 0.8 0.64 0.09
6 4.68 1.32 1.74 0.37
0 2.52 -2.52 6.35 2.52
1 6.72 -5.72 32.72 4.87
4 7.68 -3.68 13.54 1.76
9 4.8 4.2 17.64 3.68
5 3.12 1.88 3.53 1.13
5 1.68 3.32 11.02 6.56
0 1.4 -1.4 1.96 1.4
2 1.6 0.4 0.16 0.1
3 1 2 4 4
0 0.65 -0.65 0.42 0.65
0 0.35 -0.35 0.12 0.34
Total 62.7004

Calculated value = 62.7004

Degree of freedom= (5-1) (5-1)= (4) (4)= 16

Table value of degree of freedom 16 with 5% Level of significance =26.296.

51
By comparing the table value and calculated value of X2 we found that the table value is lower
than the calculated value. So we can reject the hypothesis.

So, there is significant relationship between the salary and the overall satisfaction with
their job.

52
 APPLYING CORRELATION COEFFICIENT BY COMPARING
AGE AND WORKING HOURS IN ORGANIZATION

Age 18-21 21-30 31-40 41-50 Above 50

No. of 17 49 21 12 1
respondents

Working Strongly Agree Neutral Disagree Strongly

Hours Agree Disagree
No. of 28 22 15 19 16
respondents

CORRELATION CALCULATION

X Y XY X2 Y2
17 28 476 289 784
49 22 1078 2401 484
21 15 315 441 225
12 19 228 144 361
1 16 16 1 256
∑X=100 ∑Y=100 ∑XY=2113 ∑X2=3276 ∑y2=2110

n =5

(∑X)2 =10000

(∑Y)2 = 10000

53
 𝑛(Σ𝑥𝑦) − (Σ𝑥)(Σ𝑦)
R=
√[𝑛Σ𝑥 2 − (Σ𝑥)2 ][𝑛Σ𝑦 2 − (Σ𝑦)2 ]

5(2113)−(100)(100)
R=
√[5(3276)−10000][5(2110)−10000]

10565−10000
R=
√[16380−10000][10550−10000]

565 565
R= =
√3509000 1873.23

R= 0.3

Conclusion:

The variables age and working hours in organization are moderate positive relationship.

54
3.2 FINDINGS

 Most of the respondent (51%) female works

 Majority of the respondents (60%) married
 Majority of the respondents (49%) belong to the age group to 21to 30
 Most of the respondent (40%) are DIPLOMA holders
 Most of the respondent (36%) having 13000 to 15000 salary
 Most of the respondent (28%) strongly agree
 The respondent having (32%) below 3 years work experience
 The respondents are (50%) participative work environment
 Majority of the respondent (32%) are satisfied with the job
 Most of the respondents (30%) strongly disagree
 50% of the respondents to participative
 Majority of the respondents (35%) are agreed.
 30% of the respondents are neutral
 Majority of the respondents (30%)are agreed
 30% of the respondents are agree
 30% of the respondents are neutral
 28% of the respondents are agree
 30%of the respondents are strongly disagreeing.
 20% of the respondents are neutral
 Majority of the respondents (28%) are strongly agreed.
 Most of the respondents (32%) are strongly agree.
 27% of the respondents are promotion
 24% of the respondents are neutral

55
3.3 SUGGESTIONS

As the satisfaction levels of the employees are very low in the following factors,
the Management has to improve upon these factors.

1. Nearly most of the respondents are not satisfied with the rest room facilities, the
Organization can concentrate to improve the quality, neatness, etc
2. The satisfaction level in canteen facilities is very low; the organization should
Concentrate on providing better canteen facilities.
3. The organization may increase the relationship with workers and supervisor
4. The organization may modify the reward system of the employees
5. Promotions are to be considered based on merit, educational qualification and experien

56
3.4 CONCLUSION

The research made in an attempt to find out the job satisfaction level of the
employees in SWARNMABIGAI BAJAJ In the study certain parameters has been defined to
measure. The parameters are set regarding factors related to work satisfaction, pay, promotions,
personal attitude, working environment, etc.

The satisfaction level for each parameter is identified individually from the
employees. This study helps the organization to concentrate on those parameters, which lack the
employees‟ satisfaction

An overall study of the research reveals good satisfaction level of the employees
in their job, but at the same time the organization lacks on certain factors such as canteen,
facilities, rewards, recognition and promotion policy. If these factors are given little more care,
the company can maintain good workers with high level of satisfaction among the employees
with organizational commitment and involvement.

57
BIBLIOGRAPHY

 Personal management and industrial relations P.C.Tripathi, 14th edition, sultan chand
and sons, New Delhi.
 Organizational behavior Stephen Robbins, 8th edition, prentice-hall of India Private Ltd,
New Delhi.
 Research methodology-C.R.Kotharivikash publishing house, New Delhi.
 GRAY DESSLER “Human Resource Management” Prentice Hall of India (1998).
 SUBBA RAO P. “Essentials of human resource Management and industrial relations
Himalaya Publishing house. (1999)

JOURNALS
 Dr.gurpinerkaur. “job satisfaction is an indispensable management tool”
HRD times –volume 5 October, 2002

 Mr. David king “job satisfaction to management HRD times volume 4,

December.

WEBSITE

 http://www.diva-portal.org/smash/get/diva2:392943/FULLTEXT01.pdf

 https://www.google.co.in/?gfe_rd=cr&ei=Lc4QVoesMOzI8Afl8bPYCA&gws_rd
=ssl#q=dimensions+of+retail+service+quality

58
 A STUDY ON JOB SATISFACTION TOWARDS SPECIAL REFERENCE
WITH SWARNAMBIGAI BAJAJ

ANNEXURE

QUESTIONNAIRE

1) Name

2) Age
a) 18-21 b) 21-30 c) 31-40 d) 41-50 e) Above 50
3) Sex
a) Male b) Female c) Transgender
4) Marital status
a) Married b) Un married
5) Educational qualification
a) SSLC b) ITI c) DIPLOMA d) DEGREE e) OTHER
6) Monthly salary
a) Below 10000 b) 13000 c) 15000 d) 20000 e )Above 25000
7) How many years have you been working in the Company?
a) less than 6 month b) 6 - 1 years c) 1 – 3 years d) 3-5 years e) Above 5 years
8) How is the working Environment?
a) Participative b) Autonomy c) Whimsical d) Red Tapism e) unified
9) Your work is according to your qualification and skills?
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
10) How flexible is the company with respect to your family responsibilities?
a) very inflexible b) somewhat flexible c) neither d) very flexible e) somewhat inflexible
11) How often your complaints and grievance being taken care off?
a) mostly b) rarely c) frequently d) not at all
12) What is the main reason employee don’t want to leave the organization?
a) good compensation b) job security c) work times are less d) work pressure is less
e) other reasons

59
13) If yes what is the reason they leave the organization?
a)work pressure b) salary structure c) boss is partial d) family problems e) other reasons
14) Most of your grievance are related to?
a) superior b) mostly c) hardly d) sometimes e) not at all
15) Are you satisfied with information sharing within the organization due to solution
implemented in the organization?
a) great extent b) some extent c) very little extent d) not at all e) no comment
16) How would you rate the HR department’s performance in HR audit & planning process?
a) good b) average c) poor d) others
17) Rate how well human resource finds good candidates from non traditional sources when
necessary?
a) poor b) adequate c) excellent d) others
18) What is the opinion about this organization working hours?
a) comfortable b) uncomfortable c) under pressure d) no comment e) others
19) In which department do you work?
a) human resources b) finance c) marketing d) system e) others
20) Which of the following factors motivates you most?
a) Salary Increase b) Promotion c) Leave d) Motivational talks e) Recognition
21) What is your current position?
a) position 1 b) position 2 c) position 3 d) position 4 e) position 5
22) How motivated are you to see the company succeed?
a) very motivated b) not at all motivated c) somewhat motivated d) not very motivated
e) not sure
23) Rate your Overall Satisfaction with your Job?
a) Highly Satisfied b) Satisfied c) Average d) Dissatisfied e) Highly Dissatisfied

60