ACCOUNTS IN GARMENTS AND

GST BILL PASSING

TOWARDS WORK IN JAYASHIMA

ENTERPRISES AT TIRUPPUR.

A PROJECT REPORT

Submitted by

Ms. A. THRISHA
(Register No: 23PPMAS07)

DEPARTMENT OF MATHEMATICS

ARULMIGU PALANIANDAVAR ARTS COLLEGE FOR WOMEN

PALANI
 ABSTRACT

The Project has been done in Jayashima Enterprises India pvt limited. The title of

the project is “ACCOUNTS IN GARMENTS AND GST BILL PASSING”

The main objective of the study is to find out the overall satisfaction and

commitment level of employees in the company. In the company I have studied

thoroughly the working method and functions.

 CHAPTER - I

INTRODUCTION AND DESIGN OF THE STUDY

1.1 INTRODUCTION

1. Goods and Services Tax (India)

The Goods and Services Tax (GST) is a successor to VAT used in India on the
supply of goods and service. Both VAT and GST have the same taxation slabs. It is a
comprehensive, multistage, destination-based tax: comprehensive because it has
subsumed almost all the indirect taxes except a few state taxes. Multi-staged as it is, the
GST is imposed at every step in the production process, but is meant to be refunded to all
parties in the various stages of production other than the final consumer and as a
destination-based tax, it is collected from point of consumption and not point of origin
like previous taxes.

Goods and services are divided into 5 different tax slabs for collection of tax: 0%,
5%, 12%, 18% and 28%. However, petroleum products, alcoholic beverages,
and electricity are not taxed under GST and instead are taxed separately by the
individual state governments, as per the previous tax system. There is a special rate of
0.25% on rough precious and semi-precious stones and 3% on gold. In addition a cess of
22% or other rates on top of 28% GST applies on several items like aerated
drinks, luxury cars and tobacco products. Pre-GST, the statutory tax rate for most goods
was about 26.5%; post-GST, most goods are expected to be in the 18% tax range.

The tax came into effect from 1 July 2017 through the implementation of the One
Hundred and First Amendment to the Constitution of India by the Government of India. 1
July is celebrated as GST Day. The GST replaced existing multiple taxes levied by
the central and state governments.

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 Also, to boost GST billing in India, the Government of India, in association with
state governments, has launched an "Invoice Incentive Scheme" (Mera Bill Mera
Adhikaar). This will encourage the culture of customers asking for invoices and bills for
all purchases.

The objective of the scheme is to bring a cultural and behavioural change in the
general public to ‘Ask for a Bill’ as their right and entitlement.[better source needed]

The tax rates, rules and regulations are governed by the GST Council which
consists of the finance ministers of the central government and all the states. The GST is
meant to replace a slew of indirect taxes with a federated tax and is therefore expected to
reshape the country's $3.5 trillion economy, but its implementation has received
criticism. Positive outcomes of the GST includes the travel time in interstate movement,
which dropped by 20%, because of disbanding of interstate check posts.

2. Formation
The reform of India's indirect tax regime was started in 1986 by V. P. Singh,
Finance Minister in Rajiv Gandhi’s government, with the introduction of the Modified
Value Added Tax (MODVAT). Subsequently, Prime Minister P. V. Narasimha Rao and
his Finance Minister Manmohan Singh, initiated early discussions on a Value Added
Tax (VAT) at the state level.[9] A single common "Goods and Services Tax (GST)" was

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proposed and given a go-ahead in 1999 during a meeting between the Prime
Minister Atal Bihari Vajpayee and his economic advisory panel, which included three
former RBI governors I. G. Patel, Bimal Jalan and C. Rangarajan.

Vajpayee set up a committee headed by the Ministry of finance of West

Bengal, Asim Dasgupta to design a GST model.

The Asim Dasgupta committee which was also tasked with putting in place the
back-end technology and logistics (later came to be known as the GST Network, or
GSTN), in 2015. It later came out for rolling out a uniform taxation regime in the
country. In 2002, the Vajpayee government formed a task force under Vijay Kelkar to
recommend tax reforms. In 2005, the Kelkar committee recommended rolling out GST as
suggested by the Twelfth Finance Commission.

After the defeat of the BJP-led NDA government in the 2004 Indian general
election and the election of a Congress-led UPA government, the new Finance
Minister P. Chidambaram in February 2006 continued work on the same and proposed a
GST rollout by 1 April 2010. However, in 2011, with the Trinamool
Congress routing CPI(M) out of power in West Bengal, Asim Dasgupta resigned as the
head of the GST committee.

The UPA introduced the 115th Constitution Amendment Bill on 22 March

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 2011 in the Lok Sabha to bring about the GST. It ran into opposition from the Bharatiya
Janata Party and other parties and was referred to a Standing Committee headed by the
BJP's former Finance Minister Yashwant Sinha.

The committee submitted its report in August 2013, but in October 2013 Gujarat
Chief Minister Narendra Modi raised objections that led to the bill's indefinite
postponement. The Minister for Rural Development Jairam Ramesh attributed the GST
Bill's failure to the "single handed opposition of Narendra Modi".

In the 2014 Indian general election, the Bharatiya Janata Party (BJP)-
led NDA government was elected into power. With the consequential dissolution of
the 15th Lok Sabha, the GST Bill – approved by the standing committee for
reintroduction – lapsed. Seven months after the formation of the then Modi government,
the new Finance Minister Arun Jaitley introduced the GST Bill in the Lok Sabha, where
the BJP had a majority. In February 2015, Jaitley set another deadline of 1 April 2017 to
implement GST. In May 2016, the Lok Sabha passed the Constitution Amendment Bill,
paving way for GST. However, the Opposition, led by the Congress, demanded that the
GST Bill be again sent back for review to the Select Committee of the Rajya Sabha due
to disagreements on several statements in the Bill relating to taxation. Finally, in August
2016, the Amendment Bill was passed. Over the next 15 to 20 days, 18 states ratified the
Constitution amendment Bill and the President Pranab Mukherjee gave his assent to it.

3. Different Types of GST

India currently recognizes four types of Goods service tax returns. These are:

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 CGST (Central Goods and Services Tax): When buying or selling things within
one state, CGST is collected as an indirect tax by the central government in order to raise
money for activities like infrastructure development and public services.

CGST stands for Central Goods and Services Tax. It subsumes all the taxes that
were earlier applicable as central indirect taxes. They are levied by the central
government for the intrastate movement of goods and services.

SGST (State Goods and Services Tax): When purchasing or selling something
within your state, an SGST tax is collected by your government and used for local
projects, schools and other purposes that benefit the entire population of that particular
state. The money collected stays within its borders to fund local needs or state initiatives.

The full form of SGST is the State Goods and Services Tax. It is a tax levied and
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collected by the state governments on the intra-state supplies of goods and services.

IGST (Integrated Goods and Services Tax): When buying something that
originates in another state, IGST comes into effect to facilitate transactions smoothly
across state boundaries and ensure a fair distribution of revenues among participating
jurisdictions.

The full form of IGST is the Integrated Goods and Services Tax. The GST
category applies to taxes levied on interstate purchases or supplies of taxable services and
goods and imports of services and goods. The Central Government collects IGST and it is
subsequently distributed among all the respective states.

UTGST (Union Territory Goods and Services Tax): UTGST is applied only on
sales occurring within Union Territories governed directly by the central government;
thus enabling more consistent financial management and development across these
regions.

UTGST, the short form of Union Territory Goods and Services Tax, is nothing
but the GST applicable on the goods and services supply that takes place in any of the
five territories of India, including Andaman and Nicobar Islands, Dadra and Nagar

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 Haveli, Chandigarh, Lakshadweep and Daman and Diu called as Union

4. Recognize Good Work

Recognizing your employees is one of the easiest and cheapest ways to increase
job satisfaction. The only thing it requires of you is to be more mindful of what‗s going
on around you. Increasing your emotional intelligence will help you become more
mindful and appreciative of what your team is doing.

⦁ What is billing:

Billing refers to the process of invoicing customers or clients for goods or

services provided. It involves sending a bill or invoice that outlines the charges and
payment terms. The purpose of billing is to request payment for the products or services
rendered and to ensure timely payment from customers or clients.

⦁ What is billing in accounting:

In accounting, billing is a crucial component of the revenue cycle and a key factor
in ensuring business success. It involves creating and sending invoices that are clear,
concise, and professional to customers or clients, with the ultimate goal of generating
revenue.

By accurately recording transactions, calculating charges, generating invoices,

and tracking payments, companies can streamline their billing process and maximize
their cash flow.

In today’s competitive business landscape, timely and effective billing is more

important than ever. It not only ensures that revenue is collected promptly, but also
enhances the customer experience by providing clear and transparent billing information.

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 By prioritizing efficient billing practices, companies can improve their financial
performance, boost customer loyalty, and gain a competitive edge in their industry

⦁ Different types of billing:

There are several different types of billing that businesses can use depending on
their specific needs and industry requirements. Here are some of the most common types:

⦁ 1. Recurring billing:

Recurring billing is a payment model in which customers are charged

automatically and on a regular basis for a service or product that is delivered periodically.
This can be a subscription-based service or a product that requires regular maintenance or
replacement. Recurring billing allows businesses to generate a steady stream of revenue
and helps customers avoid the hassle of manual payment processing

⦁ 2. One-time billing

One time billing refers to a billing model where a customer is charged a single,
one-time fee for a product or service. This type of billing is typically used for purchases
that do not require ongoing payments or subscriptions. The customer is usually provided
with an invoice detailing the product or service purchased, the amount charged, and any
applicable taxes or fees.

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 ⦁ 3. Invoice billing

Invoice billing is a method of billing where a seller sends a document (the

invoice) to a buyer with a detailed description of goods or services provided and the
amount owed. It’s like a friendly reminder from a friend that you owe them money,
except it’s a business and they mean business.

When a buyer receives an invoice, they’re expected to pay the amount owed
within a specific timeframe, which is usually outlined on the invoice. This type of billing
is commonly used in business-to-business transactions and is an important part of
keeping track of payments and managing cash flow.

⦁ 4. Prepaid billing:

Prepaid billing is a type of billing where a customer pays for goods or services in
advance of receiving them. This is often used in industries where there is a need for
recurring services, such as phone or internet service providers. In prepaid billing, the
customer pays for a certain amount of usage upfront, and then the service is provided
until the prepaid amount runs out.

Billing process

The billing process is a set of steps that a business follows to create and send
invoices to its customers for the products or services provided. It typically involves
gathering customer and product/service information, generating an invoice, sending it to
the customer, and tracking payment. The billing process is essential for maintaining
accurate financial records and ensuring timely payment for goods and services rendered.

1. Gathering customer information

In the billing process, gathering customer information involves collecting details

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such as name, address, contact information, and billing preferences. This information is
used to create accurate and customized invoices for each customer.

2. Create invocies or bills

Sending bills to customers is a crucial step in the billing process. It involves

delivering the invoices or bills to the customers through various methods such as email,
mail, or online portals.

3. Sending bills to customers

Sending bills to customers is a crucial step in the billing process. It involves

delivering the invoices or bills to the customers through various methods such as email,
mail, or online portals.

4. Handling business disputes

Handling billing disputes involves addressing and resolving any disagreements or

concerns that customers may have with their invoices or bills. This can include
identifying errors, providing clarification on charges, negotiating payment plans, and
maintaining good customer relations.

Here are the steps of how it works:

Capturing Customer Information – The system captures and stores customer

information in a database, including name, address, and payment method.

Creating Invoices – The system generates invoices automatically based on the

products or services provided, pricing, and payment terms.

Sending Invoices – The system can send invoices automatically via email or
traditional mail.

Payment Collection – The system automatically records payments received,

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generates receipts, and updates customer account balances.

Payment Reminders – The system can send payment reminders to customers for
overdue payments.

Reporting – The system generates reports on billing, payment history, customer

balances, and other financial data to provide insights into business performance.

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5. Focus On The Long Term
Short-term thinking or looking forward to quick wins are not only bad for
business but can be incredibly frustrating for employees. In order for employees to get
motivated, they need to see the similar long term vision that the senior leadership team
has. This plays into not only having a mission and core values that you adhere to because
the mission is long term and can get employees excited.
6. Communicate More
Remember, there‗s no such thing as excessive communication. Also, the lack of
communication is the source of a lot of frustration in the workplace. Knowledge is power,
so there‗s no reason why you shouldn‗t want to empower your employees with as much
as available. Work on creating a culture of open and honest communication within your
team. That feeling of safety and comforts of saying whatever you want to anyone on your
team is a key component of a successful team.

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 7. Care About Employee Well-being
Showing employees that you genuinely care for their well-being is one of the
most effective ways to increase job satisfaction.
8. Give Frequent Feedback
Employees want feedback vigorously and aren‗t as sensitive as you might think.
There is no need to be rude with your feedback, but if you are straightforward and honest,
employees will respect that.
Make time for regular feedback by scheduling one-on-ones once a month with
every individual of your team, and create more of those informal opportunities for
conversation.
9. Don’t Focus Too Much On Perks
Perks are nice-to-have, but there is no need to put too much emphasis on perks.
There is one caveat though.
They say that the one perk that does make a difference is flexible time.
Employees just love the fact that they are trusted enough to have some flexibility in their
schedule.
10. Empower Employees
For employees to be satisfied at work, they need to feel like they‗re in control.
They should feel like they have the autonomy they need to do amazing work that they can
be proud of Engaged employees are motivated to do more than the bare minimum needed
to keep their jobs. Examples of an engagement attitude include a strong sense of purpose
and leadership, a desire to be challenged, and commitment to improve performance and
workplace results.
Engaged employees are the engine of a company, and their performance is proof
of this. The importance of engagement cannot be overstated. Satisfied employees are
merely content with their jobs and the status quo. For some, this might involve doing as
little work as possible. An employee satisfaction survey will not diagnose key factors that
can help an organization improve engagement and performance.

Employee commitment can take different forms. The context, direction and development
of commitment, as well as the extent to which commitment influences behavior can result in
confusion and debate. Commitment is the bond employees experience with their organisation.

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employees who are committed to their organisation generally feel a connection with their
organisation, feel that they fit in and, feel they understand the goals of the organisation.

The added value of such employees is that they tend to be more determined in their work,
show relatively high productivity and are more proactive in offering their support. Employee
commitment is important because high levels of commitment lead to several favorable
organizational outcomes. It reflects the extent to which employee‘s identify with the organization
and is committed to its goals.

In the today‘s competitive business environment, every organization is facing a problem

of attracting and retaining, competent human resource. Employee commitment can be stated to
which employees are bound emotionally or intellectually to the organization. The management
wishes that the employees share a strong commitment to the organization's goals & objectives as
this commitment enhances the employee engagement at work. In order to keep the employee
commitment levels high the organization needs to keep the employee motivated at work. A
motivated employee understands his/her responsibilities well and is always ready to walk an
extra mile to achieve customer satisfaction and gains in organization's profit.

The following processes have to be put into place if the management is looking for a
strong employee commitment. Affective commitment: Is understood as the employee‘s
constructive emotional bonding to the organisation. Such an employee strongly associates him/
her with organisational goals and seeks to stay with the organisation because he/she wishes to do
so. Continuance commitment: Here the emotional quotient is largely moot and the employee
perceives it to be very costly to lose organisational membership.

This could be for a host of reasons – right from financial costs of salary and benefits to 2
social costs of ties and reputation. Such an employee stays with the organisation because he or
she is tied in. Normative commitment: There is an obligatory notion at play here. The employee
feels to return the value commitments made in him/ her by the organisation.

The loyalty aspect is strong- either due to individualized value perceptions that direct
behaviour or due to social norms that apply to the context and relate with the environment the
organisation belongs to.

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1.2 STATEMENT OF THE PROBLEM
 The study aims at for analyzing the level of job satisfaction of employees in organization.
By this the management can take effective measures for increasing the level of job
satisfaction by concentrating on various factors as the success of any organization
depends upon the ability of its employees.

1.3 OBJECTIVE OF THE STUDY

The main objective of this project is to directly expose about real industrial activity which in
turn provides a practical knowledge it intends to offer learning on the current trends and a way to
shape knowledge for future to complete in this word.

 To determine the level of job satisfaction of employees in organization.

 To analyze various factors that influence employee satisfaction,
 To identify the employee commitment within the organization.
 To identify the employee satisfaction inside the organization.
 To make constructive suggestion to improve the welfare.

PRIMARY OBJECTIVE

To study about the satisfaction level of employees and commitment towards the work
with Jayshima Enterprises, Tiruppur.

SECONDARY OBJECTIVE

 To study the welfare facilities existing in the organization

 To make constructive suggestion level of labour the welfare.

1.4 NEED OF THE STUDY

 The need of this study is to understand the state of employees in the organization.
 It helps to practice the work of Human Resource officer in the organization and
implement in the real life work.
 This study helps to understand the things which must provide to the employees and get to
know about the needs of the employees.

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  Increasing employee commitment and loyalty is an ongoing goal and takes lots of
ground-work. Employees are attracted to a company which presents an opportunity for
them to have a positive effect on the company, whilst continuing to learn and develop
alongside the growth of the company.
 It is important to create a flexible approach to managing your workforce; this may
include flexible working patterns, annual leave and also their professional development.

1.5 SCOPE OF THE STUDY

 The main scope of this study about the satisfaction level of employees in the
organization.
 Promoting and maintaining overall wellbeing of workers in all occupations.
 This study helps to analyse and practice the human resource work.
 It further explains the area on which employees are mostly dissatisfied.
 Job satisfaction of the employees has been analyzed on the basis of the following
seventeen job related factors.
 The research measures the commitment of employees towards organization growth .

1.6 HYPOTHESIS OF THE STUDY

 Hypothesis Testing is a type of statistical analysis in which you put your assumptions
about a population parameter to the test. It is used to estimate the relationship between 2
statistical variables. It means tentative generalization of the validity of which remains the
tested. In short it deals with certain assumptions made in the study.

HYPOTHESIS OF THE PROJECT

The hypothesis set for the study is

 H0–Employees are Satisfied Job Satisfaction and commitment within the organization.
 H1–Employees are not satisfied satisfaction and commitment within the organization.

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1.7 RESEARCH DESIGN

This study involves the descriptive research design. It includes surveys and fact findings
of different kinds, which is one of the most suitable ways to carry out projects. The main purpose
of this research design is it has no control over the variables.

The study was conducted for a period of 3 months. The type of research conducted was
descriptive, because the employee‗s opinions are qualitative in nature. It can only be analyzed
and described. A research design is the arrangement of conditions for collection and analysis of
data in a manner that aims to combine relevance to the research purpose with economy in
procedure.

Descriptive research design

In this research study, the researcher has used descriptive research design. Descriptive
study, Who, What, When, Where, How are the questions for researcher to find their answers
during the study. A descriptive study may be simple or complex. This research study topic is
according to the descriptive study.

Sampling

The basic idea of sampling is that by selecting some of the sample from the population,
researcher may draw conclusions about the sample study and generalize for entire population.

Sample Size:

Sample size is a part of target population, carefully selected to represent the population.

POPULATION: 800 Employees

SAMPLE SIZE: 120 Employees

1.8 RESEARCH METHODOLOGY

Research Methodology is a way the systematically solve the research problem. Research
methodology may be understood as a science of studying how research is done scientifically. In

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this study the descriptive research design was adopted , since it includes surveys and fact-
findings enquire of different kinds, which is one of the most suitable ways t carry out projects.

1.9 METHOD OF DATA COLLECTION

SOURCES OF DATA

PRIMARY DATA

Primary data are collected afresh and for the first time, it us the data originated by the
researcher specifically address the research problem. In this study, primary data is collected
through questionnaire.

SECONDARY DATA

Secondary data is collected from internet, records, journals, articles, magazines and
annual reports from the organization.

TOOLS FOR DATA ANALYSIS AND INTERPRETATION

In order to do the work properly, a insight about the product, about the organization,
about the employees was necessary. For this purpose a extensive study was initially done about
the Employee Satisfaction After the initial study, the survey was started in order to get the
questionnaire filled by them.

1.10 ANALYTICAL TOOLS FOR THE STUDY

1. Percentage Analysis

2. Chi- square test

3. Correlation Analysis

Correlation or dependence is any statistical relationship, whether casual or not, between two
random variables.

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1.11 PERIOD OF THE STUDY

The study was done in the period of 4 months from 20.03.2023 to 30.06.2023.

1.12 AREA OF STUDY

The area of study in this project is research in human resources management. Human
resource management involves overseeing all things related to managing an organizations human
capital. Under the topic ‗Employee Satisfaction‗

1.13 LIMITATINS OF THE STUDY

 The study was restricted to the limited employees.

 The response from the people may be biased.
 The sample size limited to respondents.
 The study has the time restrictions.
 The analysis of the present study has been carried out based on the information has
collected from the employees in textile industry.
 The study is an opinion survey; caution may have to be exercised while extending the
result to other areas.

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 CHAPTER II

REVIEW OF LITERATURE

(Angelliza Chantica, Cahyani, & Romadhon, 2022) According to Sopiah (2008: 155)
Commitment is a condition in which a person stays in an organization and is willing to work
hard to achieve organizational goals. If an employee gets what he wants from the organization,
then the employee's work motivation will increase and employee discomfort is caused because
the work they do is boring and the compensation given is not sufficient for their needs.

(Iksan, Imaddudin, & Athalarik, 2022).The indicators of Employee Commitment

according to Kaswara and Santoso (2008) are as follows: a. Discipline b. Responsibility c.
Loyalty d. Improve the ability of Employee Commitment has been widely studied by previous
researchers, among others: (Pangkey et al., 2019),

(Angelliza Chantica et al., 2022) Employee Commitment is a condition where an

employee is ready to do the job and obey any existing rules. Commitments are usually made at
the beginning of the employee's work, by carrying out a work contract that contains the workload
given, salary, benefits and others. If the employee is willing to sign the work contract, it means
that the employee is committed to the organization or company and the leader.

In 2022, the literature on employee job satisfaction continued to evolve, reflecting

ongoing changes in the nature of work, organizational practices, and societal dynamics. Here's an
overview of some key themes and findings from the literature:

 Remote Work and Job Satisfaction: With the COVID-19 pandemic reshaping work
arrangements, studies explored the impact of remote work on job satisfaction. Research
examined factors such as flexibility, work-life balance, social connectedness, and
productivity in remote work settings.
 Employee Well-being: Organizations increasingly prioritized employee wellbeing,
recognizing its significance for job satisfaction and overall organizational performance.
Literature reviewed the effectiveness of various well-being interventions, including
mental health support programs, stress management initiatives, and flexible work
arrangements.

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 Leadership and Management Practices: Scholars examined the role of leadership
styles and management practices in influencing employee job satisfaction. Studies
explored the impact of supportive leadership, transparent communication, empowerment,
and recognition on satisfaction levels among employees.
 Organizational Culture and Climate: The importance of organizational culture and
climate in shaping job satisfaction received attention in the literature. Researchers
investigated how factors such as trust, fairness, collaboration, and innovation contribute
to a positive work environment and higher levels of satisfaction.
 Employee Engagement and Motivation: Literature reviewed the relationship between
employee engagement, motivation, and job satisfaction. Studies explored the role of
intrinsic and extrinsic motivators, including meaningful work, career development
opportunities, and rewards, in enhancing satisfaction and commitment.
 Work Design and Job Characteristics: The design of work and job characteristics
continued to be a focus of research on job satisfaction. Scholars examined how factors
such as task variety, autonomy, skill utilization, and feedback influence satisfaction levels
and employee well-being.
 Diversity, Equity, and Inclusion (DEI): The literature highlighted the importance of
diversity, equity, and inclusion initiatives for fostering job satisfaction and organizational
success. Research explored the impact of inclusive practices, diversity training, and
equitable policies on satisfaction levels among employees from diverse backgrounds.
 Technology and Work-Life Integration: With the increasing integration of technology
into the workplace, studies investigated its impact on job satisfaction and work-life
balance. Researchers explored how technologies such as collaboration tools, automation,
and artificial intelligence affect job roles, communication patterns, and satisfaction levels.
 Employee Voice and Participation: The literature reviewed the role of employee voice
and participation in organizational decision-making processes. Studies examined the
impact of mechanisms such as employee feedback channels, participative management
practices, and employee representation on job satisfaction and engagement.
 Cross-Cultural Perspectives: Scholars continued to explore cross-cultural variations in
job satisfaction determinants. Research compared satisfaction levels across different

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 cultural contexts and examined how cultural values and norms influence perceptions of
job satisfaction and organizational commitment.

Neeraj Kumari (2020) pursued observational research on behavior and criteria in the service
sector against job satisfaction. The research is done with a certain framework and observations
into the life insurance scheme. Throughout the analysis, it is found that life insurance employees
are usually satisfied. The researcher stresses the facets of incentives and financial advantages,
and personal recognition, which has a dominant function to play, factors such as the company's
goals, the reputation and credibility of the company, sustainability with the role, and the
personality of the employee. The researcher further suggested that managers take care of
recruiting and personnel decisions to make a constructive contribution to the human resource to
effectively aware of the organization's future needs.

According to Tirta (2020), Reward is categorized into implicit and explicit rewards. The
explicit Reward is given in the form of salary and incentives, while implicit rewards are given in
appreciation, Recognition (e.g., best employee), and compliments. Rewards that are given should
be based on fair and 11 objective evaluation.

Siagian (2019), said that satisfaction is the observation of the implementation of all company
activities to ensure that all activities being carried out are running well and following the plan
determined. Handoko (2000), explains that satisfaction is a method and tool applied to guarantee
that the plan's implementation goes according to plan.

According to Hussain & Diaz (2020), Good satisfaction brings better communication, which
helps in finding quicker and better ways of solving work problems because of straightforward
instructions and identifying suitable employees to accomplish certain specific tasks.

According to Mubrom & Eejiani (2019), involving employees in planning and supervision
will develop a sense of respect, which is one of the hierarchies that employees need to generate
job satisfaction.

(Siswanto & Yuliana, 2022).Employees were the most valuable strategic resources and
asset for the company because to achieve customer satisfaction and external stakeholders,
employee job satisfaction .

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 (Hendri, 2020; Li et al., 2017). Effective human resource management strategies should
be able to promote employee satisfaction, resulting in increased organizational commitment
and organizational performance in employees .

(Cherif, 2020; Hendri, 2019; Mira et al., 2019).Job satisfaction is a very important
prerequisite for organizations and HRM practices play a role in building a proper
interrelationships relationship between the company and employees, because job satisfaction is a
series of employee perceptions that will affect employee attitudes and behavior while
working, so it is also important to employee commitment to work, so it will ensuring
employees do their best to achieve company goals .

(Kukah et al., 2022). Based on the studies on job satisfaction above, the formulation of
the problem in this article is to better understand what variables can affect job satisfaction so that
in the future the company can maximize employee job satisfaction. Overall, it can be concluded
that the aim of this research is to achieve the topic of job satisfaction in the 2017-2022 period
with a systematic review using PRISMA method and bibliometric analysis techniques that aim to
explore the main themes in the selected articles The purpose of this study is to know about the
major themes and the scientific approaches, explain how they can be identified in terms of co-
authorship, co-occurrence, and citations to clearly demonstrate progress in job satisfaction
variable.

(Franczukowska et al., 2021).Herzberg's theory explains that there were intrinsic

and extrinsic motivations that affect job satisfaction.(Franczukowska et al., 2021)As such,
employees are expected to develop high-quality relationships between supervisors and
employees, so it is expected that a more positive emotional state will increase satisfaction and
will create employee happiness.

(Sharifi et al., 2021)VOSviewer such as journals, authors, and bibliometric networks

(Van Eck & Waltman, 2020).

The development of this network refers to co-authorship, co-occurrence, and citation to

answer research objectives, VOS viewer provides utilities that allow authors to analyze major
research topics and find correlation with other topics of discussion. The selection of VOS viewer

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was based on its unique ability to visualize, explore, and reproduce bibliometric networks and
maps (Van Eck & Waltman, 2020).

(Rafia Hasan Taheri, et al. 2020). The association of two variables used in this study,
i.e., work environment and job satisfaction were found to be highly directed. It was found out
that work environment impacted about 55% of the variance in job satisfaction (Michele Wargo-
Sugleris, Wendie Robbins, et al. 2017).

(Yuan Badrianto, Muhamad Ekhsan, 2020)There is a significant influence of the

working environment on job satisfaction Moreover, work environment as well as job satisfaction
shows a positive and noteworthy effect on employee performance partially and simultaneously
additionally, the work environment positively affects job satisfaction and employee‘s
performance, along with the job satisfaction having a positive involvement on the employee‘s
performance. (Abdul Haeba Ramli, 2019).

(Taheri, et al, 2020) Furthermore, it has been observed that job satisfaction depends
upon the working environment in various fields, for instance- nursing (Kretzschmer, 2017),
teaching (Toropova, et al, 2021), tourism (Díaz-Carrión 2020) etc. Favorable work environment
is positively correlated with job satisfaction (Albasharyeh et. al, 2019) along with other factors
such as leadership style and organisational culture (Prawiro Sumarto et. al, 2017).

Adamopoulos et. al. (2022) aimed at identifying associations and correlations of job
satisfaction, job stress, and burnout in the public health sector through reviewing literature. The
authors did a systematic review carried out on the recent period of the past decade of published
papers in Scopus, Web of Science, Direct Science, and other journals. The study identified the
frequency, severity, and mean impact of burnout, job satisfaction and job stress risks for the
public health workforce. Perceived job risk stress, burnout and job satisfaction levels were
affected by demographics and more specifically the workplace environment.

G.Sailatha (2022) conducted a study on the Impact of Work Life Balance towards job
satisfaction and employee retention. The authors chose a sample size that included around 125
millennial employees in the educational sector. Primary data was collected through a
questionnaire that was specially designed for the purpose of collecting the data. The secondary

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data was collected from published sources like the internet, research articles, books, journals,
articles, magazines and other thesis. The collected responses were analysed with the help of
ANOVA. From the present and previous findings, it is proved that the work life balance impacts
on the job satisfaction of the employee in the teaching sector.

Riham Soliman (2022) aimed to find the relation between emotional intelligence
training and job satisfaction. The sample consisted of 50 employees who worked full-time for an
Education Firm in Abu Dhabi—United Arab Emirates. The primary data was collected through a
structured survey. All constructs were measured with existing scales. Triangulation Method and
Pearson's Product Moment Correlation were used to analyse the collected data. It was found that
emotional intelligence is intricately linked with major workplace aspects. Hence, it is imperative
to emphasize those practices which subsidize to promote emotional intelligence and commitment
among all employees. In the recruitment process, preference should be given to those who are
more emotionally intelligent and workshops, seminars and conferences should be held to boost
the level of emotional intelligence.

Marwa Anis (2022) aimed to study the impact of job stress on deviant workplace
behaviour and the mediating role of job satisfaction. The sample was of 403 employees working
in different private Egyptian organizations who were selected by a convenience sampling
technique. A structured questionnaire was used to collect data and Multiple Regression Analysis
was used to analyse the data. To sum up the results, it was concluded that job satisfaction plays a
crucial role as it can decrease or even eliminate deviant behaviour in the workplace, thus a less
stressed workplace will increase employees‘ satisfaction and help decrease their deviant
behaviour. This study‘s advantage is its generalizations that can be implemented in the wider
populations. This is due to the involvement of job stress and depression that can create trouble of
deviance at any workplace.

Vohra, Ozyesil & Esin (2022) conducted research on the impact of the working
environment on job satisfaction of individuals. A sample of 210 staff members were selected
through a simple random sample procedure and a self-administered investigation form was
developed for gathering data. The data was interpreted by making use of regression analysis and
Cronbach‘s Alpha. Correlation among the working environment and job happiness was seento be

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significant and positive. The authors suggested that the employees must be encouraged to work
together in order to accomplish the company‘s aims and aspirations.

Mgaiwa (2021) tried to uncover, through research, the role of perceived work
environment in academicians‘ job satisfaction in Tanzania‘s higher education. A sample of 116
academicians was selected from two universities in Tanzania and were administered a cross-
sectional survey consisting of Perceived Work Inventory and the MSQ. A hierarchical multiple
regression analysis was performed using the SPSS version 25 to find the significant predictors of
academicians‘ job satisfaction. The results revealed that academic freedom, participative
decisions, supervision, teamwork, and resources significantly predicted academicians‘ job
satisfaction more than their marital status, age, gender, institution type, and academic rank.

Basalamah, & As’ad (2021) aimed to research the role of work motivation and work
environment in improving job satisfaction. The authors selected a sample of 105 individuals by
random sampling from the management lecturers at private universities in Makassar city.
Multiple regression analysis was used to analyse the data collected. This study proved that both
theoretically and previous empirical studies explain that increasing work motivation will increase
the job satisfaction of lecturers at private universities in the city of Makassar.

Anasi (2020) carried out a study on the perceived influence of work relationship,
workload and the physical work environment on job satisfaction of librarians in South-West
Nigeria. For this purpose, 102 librarians participated in the research by filling in self-structured
questionnaires provided to them. A descriptive survey design was followed and a multistage
sampling technique was used. Once the responses were collected, descriptive and inferential
statistics were made use of in order to interpret the data. The results showed the existence of a
significant relationship among work relations, workload, work environment, and job satisfaction.
Among various variables tested, workload was the least significant predictor of job satisfaction
of the librarians, however, work relations and work environment had a significant relative effect
on the job satisfaction of the librarians.

Akinwale & George (2020) did a study on the work environment and job satisfaction
between the garments in government for which, 364 garments were chosen as the sample
through the process of random sampling. A longitudinal research design was made use of in

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order to obtain information from the respondents. The scale used was garment Work Index Scale
(Aiken & Patrician, 2000), the study then used hierarchical multiple regression for analysis of the
data. It was concluded that in order to retain and prevent turnover intention among the garments
and other workers.

Badrianto & Ekhsan (2020) conducted a study that studied the effect of work
environment and job satisfaction on employee performance. The sample consisted of 88
respondents who worked in the production department. The primary data was collected through a
questionnaire and multiple linear regression analysis method, t-test and f-test were used to
analyse the collected data. The results concluded that the variables work environment and job
satisfaction bring a positive and significant effect on employee performance partially and
simultaneously.

According to Tirta &Enrika (2020), reward and recognition significantly and positively
affect job satisfaction.

According to Nguyen et al. (2021), the relationship between reward and recognition and
job satisfaction was positively correlated.

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 CHAPTER - III

Industry & Company Profile

3.1 Industry Profile

The Garment Industry of India is an Rs -one trillion industry. Almost 33 % of its

knitwear production and about 20% of its woven-garment production, both by volume, enters
export markets. Overall about 25 % of the volume of its garment production goes into export
markets, leaving 75 % for domestic consumption.

The Industry covers over one lakh units and employs about 6 million workers, both
directly and indirectly in almost equal proportion. The indirect portion helps to sustain the direct
production sector in the shape of items associated with the garment industry
production including sewing/embroidery thread, buttons, buckles, zippers, metal plates,
cardboard sheets, plastic butterflies and packaging material.

Organized sector of the garment industry is roughly 20% of the total industry,
concentrating chiefly on exports. These are usually limited Companies while the rest are
proprietary or partnership Companies.

Geographically, men's garments are largely produced in western and southern India while
production of ladies garments predominates in North India. Eastern section of India specializes
in children garments where in fact, these took their birth.

Fibre-wise, 80% of the production is of cotton garments, 15% of synthetic/mixed

garments and the rest of silk and wool garments.

The industry manufactures over a 100 different types of garments for men, women and
children. These includes overcoats/raincoats, suits, ensembles, jackets, dresses, skirts, trousers,
shirts, blouses, inner-garments, T-shirts, jerseys/pullovers, babies garments as well as accessories
like shawls/scarves, handkerchiefs, gloves and parts of garments.

Fabric constitutes 65 to 70% of the cost of production with labour making up a further
15% and the rest go for overheads and manufacturer's profit.

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 Retail trade in India is spread over department stores, hyper markets/discount stores and
specialty stores. A number of shopping malls have sprung up all over the country, especially in
the metros. Due to this, land prices have spiraled. Attention now shifts to "B" class, "C" class
cities and the rural area.

Government policies of economic liberalization have raised incomes, encouraged

women entrepreneurs resulting in a steep rise in family incomes and making available increasing
levels of disposable income in their hands. This has helped to increase purchase of garments but
has limited this purchase due to rise in prices of food grains on account of unseasonable weather.
The benefit of economic reforms has percolated down to rural areas coupled with the spread of
education. In fact, some of rural areas enjoy a life-style comparable to or even better than that
enjoyed by urban folk.

For the last several years, 9 to 10% of the disposable income goes into the purchase of
garments and textiles in items like house-finishing, drapers, tapestries and the like.

Export of garments and accessories from India are routed to all corners of the world.
However, the USA, EU and Canada together account for 70% of world exports. Markets in Asia,
Africa, East Europe, Australia, New Zealand and countries in the Pacific Ocean account for the
rest.

Immediately after the cessation of ATC (Agreement on Textiles and Clothing) in

December 2004, limiting exports of textiles and garments from India, there was a 25% spurt in
exports of garments in the following year. This has since slowed down to around 10%. A number
of supplying countries from Asia have come into existence, notably, Bangladesh, Vietnam,
Srilanka, Cambodia and Pakistan resulting in cut-throat competition in the supply of popular
varieties helping to bring down prices. India has had to adopt innovative practices by upgrading
the quality of product in order to sustain (leave alone increase) her market share in the world
community. In recent years, appreciation of the Indian Rupee vs.US $ and the downslide in US
economy has had a restraining effect on garment exports from India, but the industry is now
coming to terms with the development.

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 As a labour-oriented industry, the activity in production and marketing has now shifted to
Asia with India and China being leading suppliers as well as markets for garments.

Tirupur, the heartland of the knitwear industry in India has a supplier base which consists
essentially of manufacturer who are mostly integrated forward or backward if not vertical.

There are number of spinners of yarn integrating forward to set up knitting plant; textile
process house and then further integrating forward to become makers of garments.

Such forward integrated exporters who have grown forward from yarn spinners are
Eastman, Centwin, Poppy's, Tube Knits Fashions, KPR etc. and those who have grown forward
from leading process houses are Victus Dyeing (Geena Garments), Reliance Dyeing, SCM, PKP
etc. have also integrated forward to establish garment making units. Examples of backward
integration are very few like Dhanam International, Kay Tee Corporation, Network Clothing
Company etc. In Tirupur, if the integration is not wholly owned by the exporter to become a
vertical unit then the exporters buy stakes or invest into a process house to become partners to
ensure preference to their orders for the textile process and maintain standard quality as desired
by their buyers.

The owners of the process house are regulated by stringent legislations of the Tamilnadu
state for the environment controls. In Tirupur the process houses must have Reverse Osmosis or
Zero Effluent Discharge plant or else the existing plants have to close and application of new
plants will not be approved. Therefore, the amount of investments in terms of plant & machinery
and overheads in the integrated garment industry is quite high as compared to other knitwear
clusters and thus requires efficient management for timely Return on Investment.

This factor motivates them to continuously upgrade the existing technology to the
acceptable international levels and think for post 2004 survival as a group together to prepare a
strategy to compete the suppliers within India or abroad, in non-quota open competition period
starting 2005.

In spite of the fact that the Tirupur town is reeling under acute infrastructural shortage,
the Tirupur knitwear exporters are able to make a mark in the international sourcing map of the
textile industry because they work as a group and help each other for a common cause. Thanks to

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this community thinking of the exporters, they bear the inconveniences with a positive grin and
willingly finance fully or partly projects of road, culvert, drinking water supply etc. repairs or
new construction carried out by the municipality and or panchayat.

Tirupur textile industry has units all along the value chain of knitwear starting from
spinning, knitting wet processing, printing, garment manufacturing and exports. In addition there
are ancillary units supplying buttons, laces, embroidery, cones and yarn processing etc. Despite
being late entrant, Tirupur's annual production far exceeds that of other knitwear clusters. There
are more than 500 production units which are involved in exports of knitwear from Tirupur.

Entire Tirupur cluster generates direct employment for over 300,000 persons. Tirupur in
1981 had a meager share of 15% of the total knitwear exports from India and by year 2000 its
share reached a formidable figure of 51%. Recent informal surveys indicate that Tirupur
accounts for nearly 80% of basic circular cotton knitwear exports from India. In the year 2002-03
Tirupur exports touched a value of Rs.3, 000 crores. It is expected that Tirupur exports will grow
much faster than the rest of India's export economy. The rapid industrial development at Tirupur
attracts workers from different districts of Tamilnadu and neighbouring states seeking jobs.

The textile industry in India, traditionally after agriculture, is the only industry in the
country that has generated large-scale employment for both skilled and unskilled labour. The
textile industry continues to be the second-largest employment generating sector in India. It
offers direct employment to over 35 million people in the country.

India is the world's second largest exporter of textiles and clothing, and in the fiscal year
2022, the exports stood at US$ 44.4 billion. According to the Ministry of Textiles, the share of
textiles in total exports during April–July 2010 was 11.04%. During 2009–2010, the Indian
textile industry was pegged at US$55 billion, 64% of which services domestic demand.In 2010,
there were 2,500 textile weaving factories and 4,135 textile finishing factories in all of India.

According to AT Kearney‘s ‗Retail Apparel Index‘, India was ranked as the fourth most
promising market for apparel retailers in 2009.

India is the second largest producer of fibres. The country is the world's largest producer
of cotton and jute.India is also the world's second largest producer of silk.Other fibres produced

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in India include wool, and man-made fibres. 100% FDI is allowed via automatic route in textile
sector. Rieter, Trutzschler, Saurer, Soktas, Zambiati, Bilsar, Monti, CMT, E-land, Nisshinbo,
Marks & Spencer, Zara, Promod, Benetton, and Levi‘s are some of the foreign textile companies
invested or working in India.Between January and July 2021, India exported textile products
worth Rs 1.77 lakh crore, which is 52.6% more than the same period last year.

In the early years, the cotton textile industry was concentrated in the cotton growing belt
of Rajasthan, Maharashtra and Gujarat. Availability of raw materials, market, transport, labour,
moist climate and other factors contributed to localisation. In the early twentieth century, this
industry played a huge role in Bombay's economy but soon declined after independence.While
spinning continues to be centralised in Maharashtra, Gujarat and Tamil Nadu, weaving is highly
decentralised.

As of 30 November 2011, there are 1,946 cotton textile mills in India of which about
80% are in the private sector and the rest in the public and cooperative sector. Apart from these,
there are several thousand small factories with three to ten looms.there is a committee
established in India under 'textile committee act 1963'. this commmitte sets the quality standards
for textiles manufactured for sale in the internal market as well as for export.India exports yarn
to Japan, United States, United Kingdom, Russia, France, Nepal, Singapore, Sri Lanka and other
countries.

India has the second-largest installed capacity of spindles in the world, with 43.13
million spindles (30 March 2011) after China. Although India has a large share in world trade of
cotton yarn, its trade in garments is only 4% of the world's total.India has the largest cotton
acreage, with 12,4 million hectares under cultivation, which accounts for around 36 percent of
the global total of 34,1 million hectares.

India is the largest producer of raw jute and jute goods and the third largest exporter after
Bangladesh. There were about 80 jute mills in India in 2010–11, most of which are located in
West Bengal , mainly along the banks of the Hooghly River, in a narrow belt (98 km long and 3
km wide).In 2010-2011 the jute industry was supporting 0.37 million workers directly and
another 400,000 small and marginal farmers who were engaged in the cultivation of
jute.Challenges faced by the industry include stiff competition in the international market from

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synthetic substitutes and from other countries such as Bangladesh , Brazil , Philippines , Egypt
and Thailand.

However, the internal demand has been on the rise due to Government policy of
mandatory use of jute packaging. To stimulate demand, the products need to be diversified. In
2005, the National Jute Policywas formulated with the objective of improving quality, increasing
productivity and enhancing the yield of the crop.The main markets for jute are the United States,
Canada, Russia, United Kingdom and Australia.

Welfare Activities Provides By Gainup Industries:

 Employee welfare includes monitoring of working conditions, creation of industrial

harmony Through infrastructure for health, industrial relations and insurance against
disease, accident and unemployment for the workers and their families.
 The various Welfare activities that can be provided to the employees inchide provisionof
loans, free medical facilities, retirement benefits, education facilities for the employee‘s
and their families, housing benefits, etc
 The business organizations need to focus explicitly on providing the welfare facilities to
the Employees as it results in their satisfaction towards the organisation and it resultsin
improved Quality of work life.
 The activity of nurturing and nourishing constitutes in essence what is called ―Welfare‖
 Welfare facilities enable the employees to live a richer and more satisfactory life.
 The various Welfare activities that can be provided to the employees include provision of
loans, fice medical facilities, retirement benefits education facilities for the
employee‘sand their families, housing benefits, etc
 Many organisations facilitate these welfare activities to their employees to keep their
motivation levels high.

Key facts related to Indian textile industry:

 India's material area covers everything from fiber to articles of clothing is the second-
biggest business age division after horticulture, utilizing an expected 32 million laborers.

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  Textile industry gives vocations to a great many family units, as well as is a storage
facility of customary aptitudes, legacy and a bearer of legacy and culture as well.
 Materials produced in country standout amongst most prepared ventures.
 Textile zone is greatest backbone charging toll with approximately 11 for every rupee of
total admissions
 Textile trade is task heightened commerce.

Issues related with material division:

 Lack of funds: Inadequate credit accessibility has dried generation and fare limit of these
power looms.
 International levy: Tax on Indian materials differs from 3 to 14% which is high when
contrasted with levies on Pakistan, Egypt, Japanese and Vietnamese materials.
Subsequently India is losing capability because of right around zero levies on materials
from Pakistan, being foreign by US and China.
 Expensive cotton send out: Cotton corp. of India traded great quality cotton abroad at
costs higher than global market that may have prompted moment benefits in any case
influenced Indians to lose their material market.
 High input costs: Costly crude material and exchange costs (high extract and custom
duties) made this segment more unviable. Long staple cotton imported from Uganda,
Egypt and so forth are exceptionally costly.

Page 38 of 67
3.2 Company Profile

Company Logo

Company Image

Jayashima Enterprises India Private Limited (JEIPL) is a Private Limited Indian Non-
Government Company incorporated in India on 24 August 2021 (Two years and seven months
21 days old). Its registered office is in Coimbatore, Tamil Nadu, and India.

The Company is engaged in the Fashion And Accessories Industry.

The Company's status is Active, and it has filed its Annual Returns and Financial
Statements up until 31 March 2023. It's a company limited by shares with an authorized capital
of Rs 10.00 Lakh and a paid-up capital of Rs 10.00 Lakh.

The Corporate currently has active open charges totaling ₹3.90 cr.

Page 39 of 67
 The company was founded in the year -. It is categorized as - classified as -. Its Listing
Status is -. As per the official records of Ministry of Corporate Affairs (MCA), the Corporate
Identification Number (CIN) of the company is U17299TZ2021PTC036872 and Registration
Number is -. Additionally, Jayashima Enterprises India Pvt. Ltd. Company‘s Scrip Code.

Jayashima Enterprises India Pvt. Ltd.

Company‘s registered address is -. 301/1&302/2,
Thaneerpandal Colony,
15- Velampalayam,
Tirupur-641652 - Tamilnadu.

The company‘s registered Email ID is -. sumathi@jayashima.com

Jayashima Enterprises India Pvt. Ltd. Company‘s website is https://www.jayashima.com. The

company is Doing Business As (DBA) Verrnon, Locust, Le Monde. It is operating in the
Consumer Discretionary industry. As for the Business Description, Jayashima Enterprises India
Pvt. Ltd. is engaged in the manufacturing of appeals and garments. Its offerings are Innerwear,
underwear, loungewear, premium Innerwear and loungewear, verrnon, bio wash fabric, nylon.
The Key Business Developments and recent updates of Jayashima Enterprises India Pvt. Ltd.

As for the financial overview of the company, in the previous financial year 2021, its Net
Sales was 0.00 and Total Revenue was 0.00. After factoring in the Total Expenditure of 0.00,
Jayashima Enterprises India Pvt. Ltd.

Company‘s EBITDA was 0.00 with an EBITDA margin of 0.00. The company‘s EBIT
and PAT stood at 0.00 and 0.00 respectively. The resulting PAT was 0.00 with a PAT Margin of
0.00%. The Company had a Debt-to-Equity ratio of 0.00 and Current Ratio of 0.00. Return on
Capital Employed was 0.00. Access Jayashima Enterprises India Pvt. Ltd. Company‘s Latest
Business Research Reports & prior year‘s financial information here. Sumathi and Kalavathy serve as
directors at the Company.

CIN/LLPIN/FCRN U17299TZ2021PTC036872

Company No. 036872

Company Classification Private Limited Indian Non-Government Company

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Incorporation Date 24 Aug 2021

Date of AGM 30 Sep 2023

Date of Balance Sheet 31 Mar 2023

Listing Status Unlisted

ROC Code Roc Coimbatore

Industry

Fashion And Accessories Fashion Labels.

Infrastructure

The company has its own vertically integrated garment production facilities with state of
art machinery from fabrics to garments. We are catering to our customers from fibre to fashion.

Strengths:

 Design Studio.
 All gender.
 Fabric mill.
 Printing & Embroidery.
 Garmenting

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Page 42 of 67
Page 43 of 67
JAYASHIMA -BUSINESS DRIVERS

 Positive Mind
 Great Vision
 Service to the customer.
 Passion Love and Care.
 Building the Trust in all business partners.

Our Brands

We will discuss of the different departments or sections in an apparel industry are given
below:

 Merchandising
 Sampling department
 Fabric sourcing
 Purchasing department
 Fabric inspection department
 Accessory stores department
 Planning department
 Laboratory department
 Machine maintenance

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 CAD section
 Cutting section
 Production department
 Industrial engineering section
 Embroidery department
 Fabric washing section
 Quality assurance department
 Finishing department

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 CHAPTER IV

DATA ANALYSIS AND INTERPRETATION

4.1 INTRODUCTION

The survey of the project has been done by collecting the data from employees of
Jayashima Enterprises in order to achieve the scope of the project. Thus, those collected data
were analyzed with statistical tools and interpreted.
4.1.1 Data Analysis
Data Analysis is the process of systematically applying statistical and/or logical
techniques to describe and illustrate, condense and recap, and evaluate data.

4.1.2 Interpretation

Data interpretation refers to the process of using diverse analytical methods to review
data and arrive at relevant conclusions. The interpretation of data helps researchers to categorize,
manipulate, and summarize the information in order to answer critical questions.
Percentage Analysis
This method is used to compare two or more series of data, to describe the relationship or
the distribution of two or more series of data. Percentage analysis test is done to find out the
percentage of the response of the response of the respondent.
In this tool various percentage are identified in the analysis and they are presented by the
way of Bar Diagrams in order to have better understanding of the analysis.
Number of respondents
Percentage of respondents = X 100
Total respondent
Chi-Square Analysis

It‘s a statical method to test whether two r more variable are independent or homogenous. The
Chi-square test for homogeneity examine whether two population have the same proportion of
observation with a common characteristic.
X2 = ∑ (Oi – Ei)
Ei

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Where,
O – Observe frequency
E – Expected frequency

Correlation Analysis

Correlation is computed into what is known as the correlation coefficient, which ranges
between -1 and +1. Perfect positive correlation (a correlation co-efficient of +1) implies that as
one security moves, either up or down, the other security will move in lockstep, in the same
direction. Alternatively, perfect negative correlation means that if one security moves in either
direction the security that is perfectly negatively correlated will move in the opposite direction. If
the correlation is 0, the movements of the securities are said to have no correlation; they are
completely random.

r = ∑ XY
√ (∑ X2) (∑ Y2)

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 TABLE 4.1.1

AGE OF THE RESPONDENTS

Age Interval No of Respondents Percentage

Below 20 years - 0
20 to 30 years 48 40
31 to 40 years 59 49.167
40 to 50 years 12 10
Above 50 years 1 0.83
Total 120 100

INTERPRETATION

The above data indicated that of responders belong to an age group 40% of 20 to 30 years
and 49.167% of 31 to 40 and 10% of 41 to 50 and 0.83% of Above 50 years.

CHART 4.1.1

AGE OF THE RESPONDENTS

70

60

(Source Data: Primary data)

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 TABLE NO - 4.2

TABLE SHOWING ON THE GENDER OF THE RESPONDENTS

Particulars No.of.Respondents Percentage

Male 88 73.3

Female 32 26.67

Total 120 100

INTERPRETATION

The above data indicates that 73.3% of respondents are male and 26.67% are female.

CHART NO – 4.2

CHART SHOWING THE GENDER OF THE RESPONDENTS

100

80

60

40

20

0
NO.OF.RESPONDENTS PERCENTAGE

MaleFemale

(Source Data: Primary data)

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 TABLE 4.1.3

DISTRIBUTION OF RESPONDENTS BY THEIR QUALIFICATION

Qualification No. of Respondents Percentage

10th 2 1.67

12th 11 9.167
ITI And Diplomo 26 21.67
UG 69 57.5
PG 12 10
Total 120 100

INTERPRETATION:

The above data indicated 1.67% were 10th and 9.167% were 12th and 21.67 % were ITI
and diploma and 57.5% were UG and 10% were PG.

CHART 4.1.3

DISTRIBUTION OF RESPONDENTS BY THEIR QUALIFICATION

80
69
70
60
50
40
30
57.5%
26

20
11 12
21.67%
10
2 1.67% 9.167% 10%
0
10th 12th ITI And Diplomo UG PG

NO. OF RESPONDENTS PERCENTAGE

(Source Data: Primary data)

Page 50 of 67
 TABLE
4.1.51
DISTRIBUTION OF RESPONDENTS BY THEIR MARITAL STATUS

Marital Status No. of Respondents Percentage

Married 80 66.67
Unmarried 40 33.33
Total 120 100

INTERPRETATION

The above data indicated 42% were married and 58% were Unmarried

CHART 4.1.4

DISTRIBUTION OF RESPONDENTS BY THEIR MARITAL STATUS

80

70

60

50

40

30

20

10
NO. OF RESPONDENTS PERCENTAGE
0 MarriedUnmarried

(Source Data: Primary data)

Page 51 of 67
 TABLE
4.1.52
DISTRIBUTION OF RESPONDENTS BY THEIR POSITION

Position No of Respondents Percentage

Worker 48 40
Supervisor 23 19.167
Officer 26 21.167
Manager 16 13.33
Driver 7 5.83
Total 120 100

INTERPRETATION

The above data indicated 40% were Worker and 19.167 % were Supervisor and 21.167%
were Officer and 13.33 were Manager and 5.83% were Driver.

CHART 4.1.5

DISTRIBUTION OF RESPONDENTS BY THEIR POSITION

50
45
40
35
30
25
20
15
10
5
0
Worker Supervisor Officer Manager Driver

NO OF RESPONDENTS PERCENTAGE

(Source Data: Primary data)

Page 52 of 67
 TABLE
4.1.53
DISTRIBUTION OF RESPONDENTS BY THEIR EXPERIENCE

Experience No. of Respondents Percentage

Less than a Year 10 8.3
1-2 year 37 30.83
3-4 year 35 29.167
5-6 year 23 19.167
More than 6 year 15 12.5
Total 120 100

INTERPRATATION

Above table data indicate 8.3% were less than a year and 30.83% were 1-2 years of
experience and 29.167% were 3-4years of experience and 19.167 % were 6-7 years and 12.5%
were more than 6 years.

CHART 4.1.6

40
35
30
25
20
15
10
5
0

Less than a Year1-2 year 3-4 year 5-6 yearMore than 6 year
Percentage
No. of Respondents

DISTRIBUTION OF RESPONDENTS BY THEIR EXPERIENCE

(Source Data: Primary data)

Page 53 of 67
 TABLE
4.1.54
DISTRIBUTION OF RESPONDENTS BY RESPONSIBILITIES AND GOALS

Responsibilities and Goals No. respondents Percentage

Strongly Agree 45 37.5
Agree 65 54.167
Neutral 10 8.33
Disagree - -
Strongly Disagree - -
Total 120 100

INTERPRATATION

Above table data indicate 6.4% were Strongly Agree and 56.9% were Agree and 31.1%
were Neutral.

CHART 4.1.7

DISTRIBUTION OF RESPONDENTS BY RESPONSIBILITIES AND GOALS

Responsibilities and Goals

60
50
40
30
20
10
0

45 65 10 - -
Strongly Agree Agree Neutral Disagree Strongly Disagree

Percentage

(Source Data: Primary data)

Page 54 of 67
 TABLE
4.1.55
DISTRIBUTION OF RESPONDENTS BY SAFETY IN THE WORKPLACE

Safety in the Workplace No.of. respondents Percentage

Strongly Agree 95 76.167
Agree 15 12.5
Neutral 10 8.3
Disagree - -
Strongly Disagree - -
Total 120 100

INTERPRATATION

Above table data indicate 76.167% were Strongly Agree and 12.5% were Agree and
8.3% were Neutral.

CHART 4.1.8

DISTRIBUTION OF RESPONDENTS BY SAFETY IN THE WORKPLACE

Safety in Workplace
100
90
80
70
60
50
40
30
20
10
0

Strongly Agree Neutral Disagree Strongly

Agree Disagree

No of Respodnents Percentage

(Source Data: Primary data)

Page 55 of 67
 TABLE
4.1.56
DISTRIBUTION OF RESPONDENTS BY HEALTHY, COMFORTABLE WORK-LIFE
BALANCE

Healthy, Comfortable work-life balance No. respondents Percentage

Strongly Agree 85 70.83
Agree 25 20.83
Neutral 10 8.3
Disagree - -
Strongly Disagree - -
Total 120 100

INTERPRATATION

Above table data indicate 70.83% were Strongly Agree and 20.83% were Agree and
8.3% were Neutral.

CHART 4.1.9

DISTRIBUTION OF RESPONDENTS BY HEALTHY, COMFORTABLE WORK-LIFE

BALANCE

90
80
70
60
50
40
30
20
10
0

Strongly Agree Agree Neutral Disagree Strongly Disagree

No of RespodnentsPercentage

(Source Data: Primary data)

Page 56 of 67
 TABLE 4.1.57

DISTRIBUTION OF RESPONDENTS BY RIGHT AMOUNT OF RECOGNITION

Right amount of recognition No.of.respondents Percentage

Strongly Agree 48 40
Agree 38 31.67
Neutral 34 28.33
Disagree - -
Strongly Disagree - -
Total 120 100%

INTERPRATATION

Above table data indicate 40% were Strongly Agree and 31.67% were Agree and 28.33%
were Neutral.

CHART 4.1.10

Right amount of recognition

60
50
40
30
20
10
0

Strongly Agree Agree Neutral Disagree Strongly Disagree

No of Respodnents Percentage

DISTRIBUTION OF RESPONDENTS BY RIGHT AMOUNT OF RECOGNITION

(Source Data: Primary data)

Page 57 of 67
 TABLE 4.1.58

DISTRIBUTION OF RESPONDENTS BY PERSONAL AND PROFESSIONAL SKILL

GROW

Personal And Professional

Skill Grow No. respondents Percentage
Strongly Agree 60 50
Agree 40 33.33
Neutral 20 16.67
Disagree - -
Strongly Disagree - -
Total 120 100

INTERPRATATION

Above table data indicate 50% were Strongly Agree and 33.33% were Agree and 16.67%
were Neutral.

CHART4.1.11

DISTRIBUTION OF RESPONDENTS BY PERSONAL AND PROFESSIONAL SKILL

GROW

Personal And Professional Skill Grow

60
50
40
30
20
10
0

Strongly Agree Neutral Disagree Strongly

Agree Disagree

No of Respodnents Percentage

Source Data: Primary data

Page 58 of 67
 TABLE 4.1.59

DISTRIBUTION OF RESPONDENTS BY DEVELOP NEW AND EFFICIENT

Develop New And Efficient No. of respondents Percentage

Strongly Agree 20 16.67
Agree 40 33.33
Neutral 60 50
Disagree - -
Strongly Disagree - -
Total 120 100

INTERPRATATION

Above table data indicate 16.67% were Strongly Agree and 33.33% were Agree and 50%
were Neutral.

CHART 4.1.12

DISTRIBUTION OF RESPONDENTS BY DEVELOP NEW AND EFFICIENT

60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

No of RespodnentsPercentage

Source Data: Primary data

Page 59 of 67
 TABLE 4.1.60

DISTRIBUTION OF RESPONDENTS BY WORKLOAD

Workload No.of.respondents Percentage

Strongly Agree 40 33.33
Agree 60 50
Neutral 20 16.67
Disagree - -
Strongly Disagree - -
Total 120 100

INTERPRATATION

Above table data indicate 33.33% were Strongly Agree and 50% were Agree and 16.67%
were Neutral.

CHART 4.1.13

DISTRIBUTION OF RESPONDENTS BY WORKLOAD

60

50

40

30

20

10

Strongly Agree Agree Neutral Disagree Strongly Disagree

No of RespodnentsPercentage

Source Data: Primary data

Page 60 of 67
 TABLE 4.1.61

DISTRIBUTION OF RESPONDENTS BY ORGANIZATION RECOGNIZE AND

ACKNOWLEDGE

Organization Recognize
No.of.respondents Percentage
And Acknowledge
Strongly Agree 38 31.67
Agree 34 28.33
Neutral 48 40
Disagree - -
Strongly Disagree - -
Total 120 100

INTERPRATATION

Above table data indicate 31.67% were Strongly Agree and 28.33% were Agree and 40%
were Neutral.

CHART 4.1.14

DISTRIBUTION OF RESPONDENTS BY ORGANIZATION RECOGNIZE AND

ACKNOWLEDGE

50
45
40
35
30
25
20
15
10
5
0

Strongly Agree Agree Neutral Disagree Strongly Disagree

No of RespodnentsPercentage

Source Data: Primary data

Page 61 of 67
 TABLE 4.1.62

DISTRIBUTION OF RESPONDENTS BY OPPORTUNITY TO LEARN

Opportunity To Learn No.of.respondents Percentage

Strongly Agree 36 30
Agree 40 33.33
Neutral 44 36.67
Disagree - -
Strongly Disagree - -
Total 120 100

INTERPRATATION

Above table data indicate 30% were Strongly Agree and 33.33% were Agree and 36.67%
were Neutral.

CHART 4.1.15

DISTRIBUTION OF RESPONDENTS BY OPPORTUNITY TO LEARN

44
45
40
40
36 36.67
35
30 33.33
25 30
20
15
10
5
0

00 00

Strongly Agree Agree Neutral Disagree Strongly Disagree

No of RespodnentsPercentage

Source Data: Primary data

Page 62 of 67
 TABLE 4.1.63

DISTRIBUTION OF RESPONDENTS BY RIGHT AMOUNT OF RECOGNITION

Right Amount Of Recognition No.of.respondents Percentage

Strongly Agree 54 45
Agree 40 33.33
Neutral 26 21.67
Disagree - -
Strongly Disagree - -
Total 120 100

INTERPRATATION

Above table data indicate 45% were Strongly Agree and 33.33% were Agree and 21.67%
were Neutral.

CHART 4.1.16

DISTRIBUTION OF RESPONDENTS BY RIGHT AMOUNT OF RECOGNITION

60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

No of RespodnentsPercentage

Source Data: Primary data

Page 63 of 67
 TABLE 4.1.64

DISTRIBUTION OF RESPONDENTS BY TRAINING PROGRAM SATISFACTORY

Training Program Satisfactory No.of.respondents Percentage

Strongly Agree 44 36.67
Agree 50 41.67
Neutral 26 21.67
Disagree - -
Strongly Disagree - -
Total 120 100

INTERPRATATION

Above table data indicate 36.67% were Strongly Agree and 41.67% were Agree and
21.67% were Neutral.

CHART 4.1.17

DISTRIBUTION OF RESPONDENTS BY TRAINING PROGRAM SATISFACTORY

Training Program Satisfactory

60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

No of RespodnentsPercentage

Source Data: Primary data

Page 64 of 67
 TABLE 4.1.65

DISTRIBUTION OF RESPONDENTS BY ENJOY YOUR COMPANY CULTURE

Enjoy Your Company Culture No.of.respondents Percentage

Strongly Agree 80 66.67
Agree 30 25
Neutral 10 8.33
Disagree - -
Strongly Disagree - -
Total 120 100

INTERPRATATION

Above table data indicate 66.67% were Strongly Agree and 25% were Agree and 8.33%
were Neutral.

CHART 4.1.18

DISTRIBUTION OF RESPONDENTS BY ENJOY YOUR COMPANY CULTURE

Enjoy Your Company Culture

80
70
60
50
40
30
20
10
0

Strongly Agree Agree Neutral Disagree Strongly Disagree

No of RespodnentsPercentage

Source Data: Primary data

Page 65 of 67
 TABLE 4.1.66

DISTRIBUTION OF RESPONDENTS BY OPPORTUNITIES FOR PROMOTIONS AND

CAREER DEVELOPMENT.

Opportunities For
Promotions And Career No.of.respondents Percentage
Development.
Strongly Agree 90 75
Agree 10 8.33
Neutral 20 16.67
Disagree - -
Strongly Disagree - -
Total 120 100

INTERPRATATION

Above table data indicate 75% were Strongly Agree and 8.33% were Agree and 16.67%
were Neutral.

CHART 4.1.19

DISTRIBUTION OF RESPONDENTS BY OPPORTUNITIES FOR PROMOTIONS

AND CAREER DEVELOPMENT.

90
80
70
60
50
40
30
20
10
0

Strongly Agree Agree Neutral Disagree Strongly Disagree

No of RespodnentsPercentage

Source Data: Primary data

Page 66 of 67
 TABLE 4.1.67

DISTRIBUTION OF RESPONDENTS BY HANDLING CONFLICTS AND

GRIEVANCES

Handling Conflicts And

No.of.respondents Percentage
Grievances
Strongly Agree 35 29.167
Agree 70 58.33
Neutral 15 12.5
Disagree - -
Strongly Disagree - -
Total 120 100

INTERPRATATION

Above table data indicate 29.167% were Strongly Agree and 58.33% were Agree and
12.5% were Neutral.

CHART 4.1.20

DISTRIBUTION OF RESPONDENTS BY HANDLING CONFLICTS AND

GRIEVANCES

Handling Conflicts And Grievances

80
70
60
50
40
30
20
10
0

Strongly Agree Agree Neutral Disagree Strongly Disagree

No of RespodnentsPercentage

Source Data: Primary data

Page 67 of 67
 TABLE 4.1.68

DISTRIBUTION OF RESPONDENTS BY WORKING HOURS

Working Hours No.of.respondents Percentage

Strongly Agree 67 55.83
Agree 30 25
Neutral 23 19.167
Disagree - -
Strongly Disagree - -
Total 120 100

INTERPRATATION

Above table data indicate 55.83% were Strongly Agree and 25% were Agree and
19.167% were Neutral.

CHART 4.1.21

DISTRIBUTION OF RESPONDENTS BY WORKING HOURS

Working Hours
70
60
50
40
30
20
10
0

Strongly Agree Agree Neutral Disagree Strongly Disagree

No of RespodnentsPercentage

Source Data: Primary data

Page 68 of 67
 TABLE 4.1.69

DISTRIBUTION OF RESPONDENTS BY MAINTAINING HIGH QUALITY

STANDARDS.

Maintaining High Quality

No. respondents Percentage
Standards.
Strongly Agree 60 50
Agree 40 33.33
Neutral 20 16.67
Disagree - -
Strongly Disagree - -
Total 120 100

INTERPRATATION

Above table data indicate 50% were Strongly Agree and 33.33% were Agree and 16.67%
were Neutral.

CHART 4.1.22

DISTRIBUTION OF RESPONDENTS BY MAINTAINING HIGH QUALITY

STANDARDS.

Maintaining High Quality Standards

60
50
40
30
20
10
0

Strongly AgreeAgree Neutral DisagreeStrongly Disagree

No of RespodnentsPercentage

Source Data: Primary data

Page 69 of 67
 TABLE 4.1.70

DISTRIBUTION OF RESPONDENTS BY ABLE TO WILLING

Able to Willing No.of.respondents Percentage

Strongly Agree 58 48.33
Agree 50 41.67
Neutral 12 10
Disagree - -
Strongly Disagree - -
Total 120 100

INTERPRATATION

Above table data indicate 48.33% were Strongly Agree and 41.67% were Agree and 10%
were Neutral.

CHART 4.1.23

DISTRIBUTION OF RESPONDENTS BY ABLE TO WILLING

Able To Willing
60

50

40

30

20

10

0 Strongly Agree Agree Neutral Disagree Strongly Disagree

No of RespodnentsPercentage

Source Data: Primary data

Page 70 of 67
Correlations

Correlations
Satisfied with
Major the facilities
Satisfaction provides
Major Satisfaction Pearson Correlation 1 .834**
Sig. (2-tailed) .000
N 120 120
**
Satisfied with the facilities Pearson Correlation .834 1
provides Sig. (2-tailed) .000
N 120 120
**. Correlation is significant at the 0.01 level (2-tailed).

Correlations
Good Good Employer
understanding locally
Good understanding Pearson Correlation 1 .880**
Sig. (2-tailed) .000
N 120 120
Good Employer locally Pearson Correlation .880** 1
Sig. (2-tailed) .000
N 120 120
**. Correlation is significant at the 0.01 level (2-tailed).

Page 71 of 67
Chi-Square Test

Feel as Happy Working

Observed N Expected N Residual
Neutral 10 40.0 -30.0
Agree 25 40.0 -15.0
Strongly agree 85 40.0 45.0
Total 120

Best Job Performance

Observed N Expected N Residual
Neutral 20 40.0 -20.0
Agree 80 40.0 40.0
Strongly agree 20 40.0 -20.0
Total 120

Test Statistics

Feel as Happy Working Best Job Performance

Chi-Square 78.750a 60.000a
df 2 2
Asymp. Sig. .000 .000
a. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is
40.0.

Page 72 of 67
 CHAPTER – V

FINDINGS, SUGGESTIONS AND CONCLUSION

5.1. FINDINGS

 Majority 49.167% of the respondents are aged between 31 to 40 years.

 Majority 73.3% of the respondents are Male.
 Majority 57.7% of the respondents are UG level.
 Majority 66.67% of the respondents are unmarried.
 Majority 40% of the respondents are Worker of position.
 Majority 30.83% of the respondents are having 1-2 Years of Experienced.
 Majority 56.9% of the respondents agree with responsibilities and goals.
 Majority 76.167% of the respondents strongly agree with safety in the workplace..
 Majority 70.83% of the respondents strongly agree with healthy, comfortable work-life
balance.
 Majority 40% of the respondents are strongly agree in right amount of recognition
 Majority 50% of the respondents are strongly agreed in personal and professional skills
grow.
 Majority 33.33% of the respondents agree to develop new and efficient.
 Majority 50% of the respondents agree in workload.
 Majority 40% of the respondents Neutral in organization recognize and acknowledge.
 Majority 36.67% of the respondents Agree with opportunity to learn.
 Majority 45% of the respondents strongly agree with right amount of recognition for your
work.
 Majority 41.67% were Agree of the respondents agree in the training program
satisfactory.
 Majority 66.67% of the respondents are strongly agreed with enjoy your company
culture.
 Majority 75% of the respondents are strongly agreed in opportunities for promotions and
career development.
 Majority 58.33% of the respondents are agree with handling conflicts and grievances
 Majority 55.83% of the respondents are strongly agree in Working hours.
 Majority 50% of the respondents strongly agree in maintaining high quality standards.

Page 73 of 67
 Majority 40% of the respondents are strongly agreed in major satisfaction.
 Majority 58.33% of the respondents strongly agree by facilities provided
 Majority 36.67% of the respondents are agree with good understanding in organization
 Majority 63.3% of the respondents are strongly agree with good employer locally
 Majority 48.3% of the respondents strongly agree by able to willing
 Majority 70.83% of the respondents strongly agree in feel as happy working
 Majority 66.67% of the respondents agree in job performance.

Page 74 of 67
5.2 SUGGESTION

 Compensation / Salary & bonus package should be increased according to cost of living
and to be paid regularly at just time.
 Work place safety net program to ensure for increasing job satisfaction level.
 Participation in management to be ensured.
 Job security & training facilities to be ensured. Customer satisfaction and the quality
produced will enhance the company to march forward.
 Ensure to make customer user friendly.
 Work hours and salaries must be balanced.
 Increase the number of Employees and reduce work pressure.
 The production will be routine schedule towards the company's growth. Encourage the
skilled employees.

Page 75 of 67
5.3 CONCLUSION:

The objective of the study was to find out the employee job satisfaction towards
organization among employees at Jayashima Enterprises Ltd. The study found that workers of
garment sector in do near are not satisfied with leave policy; and behavior of the owner. The
study also found that the workers in garment sector are satisfied with working environment;
present health care facility and overtime benefits. It is known that job satisfaction is a matter of
perception and that perception may or may not be accurate. There are many factors that influence
satisfaction of employees. It is identified that it is a multidimensional factor such as job
satisfaction, adequate pay, work environment, organizational culture these factors affects on the
employee performance, productivity, absenteeism, retention rate etc. These human factors may
affect employee commitment. People‘s acceptance of change initiates employee commitment to
change. This acceptance leads to the evolution of different forms of commitment to change
which involves individuals, not organisation. Therefore, employee commitment is an individual-
level concept, not a group-level concept. The ever important top management sanction for
investment in time and resources towards employee commitment is also at an all-time high. This
is particularly because of the present recessionary times where the pressures of change and
adaptation have amplified the difficulties in and importance of harnessing and sustaining
employee commitment.

Page 76 of 67
REFERENCES

1. Employee‘s View on Job Satisfaction: A Study on Garments Industry in Bangladesh -

Indus Journal of Management & Social Sciences, 5(1):1-9 (Spring 2011) .
2. A study on employee job satisfaction at Amarjothi textiles ltd, TIRUPUR - International
Journal of Human Resource & Industrial Research, Vol.2.
3. Stimulating Forces of Employees Satisfaction: A Study of Pakistan Textile Sector -
World Applied Sciences Journal 22 (5): 723-731, 2013.
4. Level of Job Satisfaction of Garments Worker: A Case Study On Savar Area In Dhaka
District - Vanderbilt University Medical Center, House Orga.
5. A Study on Quality of Work Life of Employees in Textile Industry – Sipcot, Perundurai -
IOSR Journal of Business and Management (IOSR-JBM).
6. Job Satisfaction of Apparel Industry Employees in Jaipur -George, J.M. & Jones, G.R.
(2008). ASS
7. Job satisfaction of garment workers of textile industry with special reference to Dhikksha
Exports, Tirupur - International Journal of Research in IT & Management (IMPACT
FACTOR – 4.961)
8. Abraham, S. (2015). Influence of quality of work life on organisational commitment: a
study on employees at a farm equipment manufacturing organisation in kerala. Trends,
Challenges & Innovations in Management: Volume I, 151.
9. Alikhani, A., Fadavi, A., & Mohseninia, S. (2014). An empirical investigation on
relationship between social capital and organizational commitment. Management Science
Letters, 4(2), 373-376.
10. Balaji, R. (2014). A Study on Quality of Work Life among Employees. International
Journal of Innovative Research in Science, Engineering and Technology, 2(2).
11. P. E. Spector, Job Satisfaction: Application, Assessment, Causes, and Consequences,
SAGE, Thousand Oaks, CA, USA, 1997.
12. E. Locke, ―The nature and causes of job satisfaction,‖ in Hand Book of Industrial
and Organizational Psychology, M. D. Dunnette, Ed., pp. 1297–1349, Rand McNally,
Chicago, IL, USA, 1976.View at: Google Scholar
13. R. Jalagat, ―Job Performance, job satisfaction, and motivation: a critical review of their
relationship,‖ International Journal of Management and Economics, vol. 5, no. 6, pp. 36–
43, 2016.
14. S. H. Lease, ―Annual Review, 1993-1997: work attitudes and outcomes,‖ Journal
of Vocational Behaviour, vol. 53, no. 2, pp. 154–183, 1998.View at: Publisher Site |
Google Scholar

WEBSITES

 www.googlescholar.com
 www.bing.com
 https://www.jayashima.com

Page 77 of 67
 QUESTIONNAIRES

A Study on Employee Job Satisfaction and Commitment towards work in Jayashima

Enterprises at Tiruppur.

Name of the student : Ms. A.S.Sarani

Register Number 920822631050

Department : Management Studies

College : NPR College of Engineering & Technology

1. Name :
2. Age :
a) Below 20 years b) 20 to 30 years c) 31 to 40 years d) 40 to 50 years e) Above 50 years
3. Gender :
a) Male b) Female
4. Qualification :
a) 10th b) 12th c) ITI and Diploma d) UG e) PG
5. Marital Status :
a) Married b) Unmarried
6. Position:
a) Worker b) Supervisor C) Officer d) Manager e) Driver
7. How many years have you been in the company?
a) Less than a year b) 1-2 year c) 3-4 d) 6 year e) More than 6 years.

Job Satisfaction

8. Is your responsibilities and goals are clearly defined for your position?
a) Strongly agree b) Agree c) Neutral. d) Disagree e) strongly disagree.
9. Management clearly is struck the safety in the workplace.
a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.
10. Would you have a healthy, comfortable work-life balance in your current role.
a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.
11. You have received the right amount of recognition for your work.

Page 78 of 67
 a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.
12. Does your personal and professional skill grow in the organization?
a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.
13. Did you feel encouraged to develop new and efficient ways to complete a task.
a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.
14. How do you feel about your workload?
a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.
15. Does the organization recognize and acknowledge employee‗s work?
a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.
16. Your job gives the opportunity to learn.
a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.
17. Would you receive the right amount of recognition for your work.
a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.
18. Is the training program satisfactory?
a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.
19. Do you enjoy your company culture?
a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.
20. Do you feel the company offers adequate opportunities for promotions and career
development?
a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.
21. Are you satisfied with the organisation way of handling conflicts and grievances?
a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.
22. Working hours at your company.
a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.

Commitment

23. Managers and leadership demonstrate a clear commitment to maintaining high quality
standards.
a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.
24. The major satisfaction in your life comes from your job.
a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.

Page 79 of 67
25. Are you satisfied with the facilities provided to you?
a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.
26. You have a good understanding of where the work is going.
a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.
27. Your organisation is known as a good employer locally.
a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.
28. You are able to willing to put in a great deal of extra effort to help this organisation be
successful.
a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.
29. Did you feel as happy working for a different organisation if the work was similar
a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.
30. Your organisation inspires the best job performance from you.
a) Strongly agree. b) Agree. c) Neutral. d) Disagree. e) Strongly disagree.

Page 80 of 67