1.

1 INTRODUC`TION:

Job satisfaction is one of the major interests to the field of organization behavior and the
practice of HRM. It reflects employee’s attitude towards their job and commitment to an
organization job satisfaction refers to one’s feelings or state of mind regarding the nature of their
work. It describes how content an individual is with his or her job. Job satisfaction refers to a
person’s feeling of satisfaction on the job, which acts as a motivation to work. It is not self
satisfaction, happiness or self contentment but satisfaction on the job. Job satisfaction is defined
as the pleasurable emotional state resulting from the appraisal of one’s job as achieving or
facilitating the achievement of one’s job values. Job satisfaction is not the same as motivation. It
is linked to productivity, motivation, absenteeism, waste accident, mental health, physical health
and general life satisfaction, there importance dimensions to job satisfaction.

According to Mc Comic & Tiffin “Job satisfaction is total the sentiment related with a job
conducted. If the worker perceives that his/he values are realized with in job, she/he improvise a
positive attitude towards his/he job and acquires job satisfaction.”

The job satisfaction is the condition of establishing an healthy organizational environment in an

organization. Individuals want to maintain statue, high ranks and authority by given their
capabilities such as knowledge, ability education, health etc. The individuals who can’t meet
their expectations, with regards to their jobs become dissatisfied. Thus this dissatisfaction affects
the organization for which she/he works. Job satisfaction is very importance for a person’s
motivation and contribution to production. Job satisfaction may diminish irregular attendance at
work, replacement workers with unicycle or even the rate of accidents.

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1.2 OBJECTIVE OF THE STUDY:

1.2.1 PRIMARY OBJECTIVE:

 To study about employee’s job satisfaction level at “LIETWIND SHRIRAM

MANUFACTURING PVT., LTD.,.”

1.2.2 SECONDARY OBJECTIVE:

 To access the general attitude of the employees towards “LIETWIND SHRIRAM

MANUFACTURING PVT., LTD...”
 To understand the problem of the employees in the working condition.
 To know how employees opinion about place, pay and benefits.
 To study and analyses the various factors affecting the job satisfaction level.

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1.3 SCOPE OF THE STUDY:

The development of any of organization is mainly depending on the satisfaction level of

the employees so that they can perform well in the organization.

 The company can analyze the level of employees satisfaction in their

organization.
 The company can improve the working conditions, environment and other
policies to satisfy the employees based on the result of my survey.
 They can implement my valuable suggestions to overcome many problems
faced by the organization.
 I can understand how actually an organization works and can get more insight
on the concept of job satisfaction.
 It provides me great opportunity to relate theoretical concepts learnt in my
course to the actual happenings in the organization.
 I can get an opportunity to provide suggestions.

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1.4 NEED OF THE STUDY:

 Now a day’s organization showing importance to know the satisfaction level of their
employees.
 Job satisfaction is an instrument to know the problems of the employees, what they want
to do the work & to improve the productivity of the employees.
 The study tells us what are the factors help to achieve the goals of the organization as
well as the individual employees.

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1.5 LIMITATIONS OF THE STUDY:

 This is subjected to the basis and prejudices of the respondents, hence 100% of accuracy
cannot be assured.
 The research was carried out in a short span of time, where in the research could not
widen the study.
 The period of study was too short. So it was not possible to collect the relevant
information with in that period.
 The findings are based on the answers given by the employees, so any error or bias may
be affect the validity of the finding.

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2.1 COMPANY PROFILE & PRODUCT PROFILE:

LEITWIND SHRIRAM is an enterprise with a combination of engineering tradition of

SHRIRAM EPC and LEITWIND BV spirit of innovation. LEITWIND SHRIRAM
Manufacturing Limited’s strength is its knowledge capital, human capital and teamwork. The
core strength of its team of over 200 members-emanates from its vast experience and through
understands of wind electric generator manufacture from ground zero level. Our successful track
record in manufacturing, installing and maintaining of 250 KW WEG’s gives us the competitive
advantage in design, construction, installation and maintenance of the new generation
LEITWIND WEG’s.

 20-acre campus with a state-of-the art fully integrated manufacturing facility including
blades in built up area of 200,000Sq.Feet.
 Located at the SIPCOT Industrial Estate on the Chennai-Kolkata.

LSML provides service support, covering both scheduled and unscheduled maintenance.

 LSML s fleet service team members are among the among the wind industries most
skilled, with decades of experience.
 Our goal is to provide you the highest service value available.

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The LEITWIND turbine is a patented permanent magnet based synchronous generator.

The stator segments are completely modular in construction.

 Compact and modular patented design enables higher efficiency and low-maintenance
costs.
 Low maintenance lading to maximum availability.
 Fewer mechanical losses resulting in greater efficiency.
 Lower rpm of the individual components reduces wear.
 Reduced acoustic emissions resulting in less environmental impact.
 Self-induced for maximum power yield.
 Simple installation allows short erection time.
 Segmented design for high reliability, 4-Q Bi- Directional Operations.
 PLC based, remotely controlled SCADA and GSM connected for 24X7 centralized
monitoring.
 Specification.

2.1.1COMPANY PROFILE:

The Left-wing story starts with ropeways, a core expertise of LEITWIND parent company HTI.
One of the interesting features of ropeways is the electric direct drive. Its construction has
proven its persuasive, safety and reliability even in difficult conditions. With the application of
this technology in a wind turbine Lei wind’s first wind power system was built.

The company combined the direct drive with a synchronous generator and the first prototype
came out, which was installed in 2003 in Milles, South Tyrol (IT). In subsequent test runs the
concept proved to be successful respect from simplified assembly and maintenance to
operational reliability and profitability.

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 In 2007 LEITWIND started serial production of onshore wind turbines. By now there are plants
on three different continents. Backed by intra-group synergies the company can now offer not
only turbines, but also complete wind farm construction as well as operation, maintenance and
service packages. Producing in Italy, Austria and India, lei wind has installed more than 340
wind turbines.

2.1.2 History:

 2003: installation of the first prototype at Milles, Val Vinos, Italy.

 2007: start of serial production.
 2008: opening of the new production site in Tilts, Austria.
 2008: joint venture: LEITWIND and Surinam Group.
 2009: opening of the new production facilities in Chennai, India.
 2010: 100 installed turbines.
 2011: Installation of the prototype LTW86 1.5 MW in India; development of the
prototype LTW101 3.0 MW.
 2011: 200 installed turbines.
 2013: Installation of the prototype LTW101 3.0 MW.
 2015: 320 installed turbines with nominal capacities ranging of 439, 20 MW.

2.1.3 PRODUCTS:

With nominal capacities ranging from 0.8 MW to 3.0 MW and a wide range of rotor
diameters and generators lei wind consults its clients when choosing the best turbine for the
climate, wind and terrain conditions of their particular project.

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2.1.4 TURBINE TYPES:

 LTW77 – 800 / 1.000 / 1.500 KW.

 LTW80 – 1.000 / 1.500 / 1.800 KW.
 LTW86 - 1.000 / 1.500 KW.
 LTW90 – 1.000 / 1.500 / 2.000 KW.
 LTW101 – 2.000 / 2.500 / 3.000 KW.

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2.1.5 PRODUCT PROFILE:

Modular Design:

LEITWIND offers its services as a partner due to its ability to adapt products to the customer’s
requirements. LEITWIND proposes the best combinations of generator power and rotor
diameter, tower height, blade lengths and various others options. This manufacturing flexibility
has satisfied the most complex and diverse requirements, while obtaining important global
recognition.

Modular Design:

The patented LEITWIND direct drive is at the heat of the entire system. The direct connection
between the hub and the generator eliminates the gearbox, an essential part of traditional wind
turbines. This concept reduces the number of rotating parts, rotation speed and friction. This
increases reliability and decreases wear and maintenance costs. The reduction of rotating parts
and there for friction leads to greater efficiency, meaning that LEITWIND wind turbines are also
suitable for areas with less wind.

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Modular Design:

LEITWIND wind turbines are designed around a modular concept. It reduces transport costs
and makes the installation of our wind turbines in difficult-to-access places possible. The
LEITWIND direct drive generator is part of the support structure leading to a very stiff and
robust tower head design, what makes our turbines appropriate also sophisticated environments
like mountainous areas. All electronic parts and the transformer station are integrated in the
tower base, rendering external transformer stations obsolete.

Designed to reduce maintenance costs:

The frame’s innovative construction guarantees safety and ease of access to all parts which may
require maintenance. The modular design permits quick replacement of various parts without
dismantling the entire generator, and without using a crane.

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Modular Design:

A generator that optimizes energy production

The multi-pole synchronous generator with permanent magnets makes the most out of the wind.
Everything generated by the induction process is turned into energy. The use of permanent
magnets improves energy generation, eliminating the need for electrical excitation of the
generator coils. This gives LEITWIND generators huge advantages, especially in the partial load
range.

Yaw and pitch control System for top performance

The LEITWIND control system manages all operational procedures on the wind turbine.

Based on the real time measurement of various variables like wind speed, wind direction or
rotational speed the control system ensures highest energy yield and reliability under.

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3.1 INTRODUCTION OF JOB SATISFACTION:

Siegal and Lance (1987) stated that ‘job satisfaction is an emotional response defining the degree
to which people like their job. Work is a central part of almost everyone’s life. Adults devote
almost all of their waking time to work as career development makes up almost 70% of all
human developmental tasks. Hence it is important that the employees feel a sense of satisfaction
with their job or else it might lead to frustration, anger and in some cases even depression.
Perceived satisfaction on the job is reflected by the needs of sense of fulfilment and expectation
for the job to be interesting, challenging and personally satisfying. Job satisfaction is also an
achievement indicator in career developmental tasks. There are numerous studies on job
satisfaction, and the results are often valued for both humanistic and financial benefits. When
employees are satisfied, they tend to care more about the quality of their work, they are more
committed to the organization, they have higher retention rates, and they are generally more
productive. The present times are very competitive and hence there is a lot of pressure for each
organization to be the best for this reason, organizations now demand for the better job
outcomes. In fact, modern times have been called as the “age of anxiety and stress. This pressure
to perform at their best at all times creates a lot of stress to the employees, known as job stress.
Job stress can reduce productivity, increase mistakes and accidents at work, encourage
absenteeism, lower morale, increase conflict with others and cause physical and emotional
problems. High levels of work stress are associated with low levels of job satisfaction. A low
level of job satisfaction ultimately leads to poor life satisfaction.

3.2 MEANING OF JOB SATISFACTION:

Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a motivation
to work. It is not the self-satisfaction, happiness or self-contentment but the satisfaction on the
job. Job satisfaction relates to the total relationship between an individual and the employer for
which he is paid. Satisfaction means the simple feeling of attainment of any goal or objective.
Job dissatisfaction brings an absence of motivation at work. Research workers differently
describe the factors contributing to job satisfaction and job dissatisfaction. Hoppock describes
job satisfaction as, “any combination of psychological, physiological and environmental

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circumstances that cause and person truthfully to say I am satisfied with my job. Job satisfaction
is defined as the, “pleasurable emotional state resulting from the appraisal of one’s job as
achieving or facilitating the achievement of one’s job values.” In contrast job dissatisfaction is
defined as “the un pleasurable emotional state resulting from the appraisal of one’s job as
frustrating or blocking the attainment of one’s job values or as entailing disvalues. However,
both satisfaction and dissatisfaction were seen as, “a function of the perceived relationship
between what one perceives it as offering or entailing.

3.3 DEFINITION BY EMINENT AUTHORS:

HOPPOCK offered one of the earliest definitions of job satisfaction when he described the
construct as being any number of psychological, physiological, and environmental circumstances
which leads a person to express satisfaction with their job. Smith et al. (1969) defined job
satisfaction as the feeling an individual has about his or her job. Locke (1969) suggested that job
satisfaction was a positive or pleasurable reaction resulting from the appraisal of one’s job, job
achievement, or job experiences.

Vroom (1982) defined job satisfaction as workers’ emotional orientation toward their current job
roles. Similarly, Schultz (1982) stated that job satisfaction is essentially the psychological
disposition of people toward their work.

Finally, Lofquist and Davis (1991), defined job satisfaction as “an individual’s positive affective
reaction of the target environment as a result of the individual’s appraisal of the extent to which
his or her needs are fulfilled by the environment”.

The definition of job satisfaction has visibly evolved through the decades, but most versions
share the belief that job satisfaction is a work-related positive affective reaction.

There seems to be less consistency when talking about the causes of job satisfaction. Wexley and
Yukl (1984) stated that job satisfaction is influenced by many factors, including personal traits

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and characteristics of the job. To better understand these employee and job characteristics and
their relationship to job satisfaction, various theories have emerged.

Early traditional theories suggested that a single bipolar continuum, with satisfaction on one end
and dissatisfaction on the other, could be used to conceptualize job satisfaction. Later revisions
of the theory included a two-continuum model that placed job satisfaction on the first scale, and
job dissatisfaction on the second.

3.4 HISTRY OF JOB SATISFACTION:

One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These
studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to
find the effects of various conditions (most notably illumination) on workers’ productivity.
These studies ultimately showed that novel changes in work conditions temporarily increase
productivity (called the Hawthorne Effect).

It was later found that this increase resulted, not from the new conditions, but from the
knowledge of being observed. This finding provided strong evidence that people work for
purposes other than pay, which paved the way for researchers to investigate other factors in job
satisfaction.

Scientific management (as known as Taylorism) also had a significant impact on the study of
job satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management,
argued that there was a single best way to perform any given work task. It contributed to a
change in industrial production philosophies, causing a shift from skilled labor and piecework
towards the more modern approach of assembly lines and hourly wages.

The initial use of scientific management by industries greatly increased productivity because
workers were forced to work at a faster pace. However, workers became exhausted and
dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It
should also be noted that the work of W.L. Bryan, Walter Dill Scott and Hugo Munsterberg set
the tone for Taylor’s work.

Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the foundation for
job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life-

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physiological needs, safety needs, social needs, self-esteem needs and self-actualization. This
model served as a good basis from which early researchers could develop job satisfaction
theories.

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

3.5 SIGNIFICATION/IMPORTANCE OF JOB SATISFACTION:

 Job satisfaction is a frequently studied subject in work and organizational literature.
 This is mainly due to the fact that many experts believe that job satisfaction trends can
affect labour market behaviour and influence work productivity, work effort, employee
absenteeism and staff turnover.
 Moreover, job satisfaction is considered a strong predictor of overall individual well-
being, as well as a good predictor of intentions or decisions of employees to leave a job.
 Job satisfaction is also important in everyday life. Organizations have significant effects
on the people who work for them and some of those effects are reflected in how people
feel about their work.
 This makes job satisfaction an issue of substantial importance for both employers and
employees. As many studies suggest, employers benefit from satisfied employees as they
are more likely to profit from lower staff turnover and higher productivity if their
employees experience a high level of job satisfaction.
 However, employees should also ‘be happy in their work, given the amount of time they
have to devote to it throughout their working lives’.
 There are different factors on which job satisfaction depends. Holidays given on festivals
and on occasions of general celebration are in addition to this. Female workers are
allowed fairly long leaves during pregnancy.
 It is generally seen that workers feel satisfied if the management in any organisation
follows a liberal policy towards leaves to workers.
 It is evident from this description of factors influencing job satisfaction that it
necessitates the creation of certain conditions of work.

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3.6 PRODUCTIVITY– RELATIONSHIP OF JOB SATISFACTION:
For a number of years both social scientists and managers believed that high job satisfaction led
to high performance. Not only did this belief fit into the value system of the human relations
movement but there also appeared to be some research data to support this point. In the Western
Electric studies, the evidence from the Relay Assembly Test Room showed a dynamitic tendency
for increased employee productivity to be associated with an increase in job satisfaction. But
many later studies have now established that the above belief is not correct. According to Victor
Vroom, job satisfaction rather than causing performance is caused by it. He points out that good
performance leads to various kinds of intrinsic and extrinsic rewards which in turn lead to
satisfaction. As shown in the above figure performance may lead to two types of rewards
intrinsic and extrinsic. Intrinsic rewards are subject to fewer disturbing influences and thus are
likely to be more directly related to good performance. This connection is indicated in the figure
by a semi-wavy line. Extrinsic rewards are subject to a number of disturbing influences and thus
are imperfectly related to good performance. This is indicated in the figure by a wavy line. The
rewards do not directly lead to satisfaction but moderated by the individual’s perception of what
he considers to be a fair level reward. Job satisfaction is closely affected by the amount of
rewards an individual derives from his job as well as what he, considers to be a fair level of
rewards. Job performance is closely affected by the basis of attainment of rewards. Job
satisfaction describes how content an individual is with his or her job. The happier people are
within their job, the more satisfied they are said to be. Job satisfaction is not the same as
motivation, although it is clearly linked. Job design aims to enhance job satisfaction and
performance methods include job rotation, job enlargement and job enrichment. Other influences
on satisfaction include the management style and culture, employee involvement, empowerment
and autonomous work groups. Job satisfaction is a very important attribute which is frequently
measured by organizations. The most common way of measurement is the use of rating scales
where employees report their reactions to their jobs. Questions relate to rate of pay, work
responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Some
questioners ask yes or no questions while others ask to rate satisfaction on 1 -5 scale (where 1
represents “not at all satisfied” and 5 represents “extremely satisfied

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3.7 THEORIES OF JOB SATISFACTION:
There are numerous theories attempting to explain job satisfaction, but three conceptual
frameworks seem to be more prominent. The first is content theory, which suggests that job
satisfaction occurs when one’s need for growth and self-actualization are met by the individual’s
job. The second conceptual framework is often referred to as process theory, which attempts to
explain job satisfaction by looking at how well the job meets one’s expectations and values. The
third conceptual group includes situational theories, which proposes that job satisfaction is a
product of how well an individual’s personal characteristics interact or mesh with the
organizational characteristics.

1. Content Theories:

The earliest content theory was Abraham Maslow’s “hierarchy of needs”. Maslow’s (1954)
traditionalist views of job satisfaction were based on his five-tier model of human needs. At the
lowest tier, basic life sustaining needs such as water, food, and shelter were identified. The next
level consisted of physical and financial security, while the third tier included needs of social
acceptance, belonging, and love.

The fourth tier incorporated self-esteem needs and recognition by one’s peers and at the top of
the pyramid was reserved for self-actualization needs such as personal autonomy and self-
direction. According to Maslow, the needs of an individual exist in a logical order and that the
basic lower level needs must be satisfied before those at higher levels. Then, once the basic
needs are fulfilled, they no longer serve as motivators for the individual.

The more a job allows for growth and acquisition of higher level needs, the more likely the
individual is to report satisfaction with his or her job. Furthermore, the success of motivating
people depends on recognizing the needs that are unsatisfied and helping the individual to meet
those needs.

Building on the theories of Maslow, Frederick Hertzberg (1974) suggested that the work itself
could serve as a principal source of job satisfaction. His approach led to the two- continuum
model of job satisfaction where job satisfaction was placed on one continuum and job
dissatisfaction was placed on a second. Hertzberg’s theory recognized that work characteristics
generated by dissatisfaction were quite different from those created by satisfaction.

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He identified the factors that contribute to each dimension as “motivators” and “hygiene”. The
motivators are intrinsic factors that influence satisfaction based on fulfilment of higher level
needs such as achievement, recognition, and opportunity for growth. The hygiene factors are
extrinsic variables that such as work conditions, pay, and interpersonal relationships that must be
met to prevent dissatisfaction. When hygiene factors are poor, work will be dissatisfying.

However, simply removing the poor hygiene does not equate to satisfaction. Similarly, when
people are satisfied with their job, motivators are present, but removing the motivators does not
automatically lead to dissatisfaction. Essentially, job satisfaction depends on the extrinsic
characteristics of the job, in relation to the job’s ability to fulfil ones higher level needs of self-
actualization. Hence the two continuum model of Hertzberg’s Motivator - Hygiene theory.

2. Process Theories:

Process theories attempt to explain job satisfaction by looking at expectancies and values. This
theory of job satisfaction suggests that workers’ select their behaviours in order to meet their
needs. Within this framework, Adams’ (1963) and Vroom (1982) have become the most
prominent theorists. J. Stacy Adams’ suggested that people perceive their job as a series of
inputs and outcomes.

Inputs are factors such as experience, ability, and effort, while outcomes include things like
salary, recognition, and opportunity. The theory is based on the premise that job satisfaction is a
direct result of individuals’ perceptions of how fairly they are treated in comparison to others.
This “equity theory” proposes that people seek social equity in the rewards they expect for
performance. In other words, people feel satisfied at work when the input or contribution to a job
and the resulting outcome are commensurate to that of their co-workers.

According to Milkovich and Newman (1990), this social equity is not limited to others within
the same workplace, and the equity comparisons often reach into other organizations that are
viewed as similar places of employment.

Vroom’s (1964) theory of job satisfaction was similar in that it looked at the interaction between
personal and workplace variables; however, he also incorporated the element of workers’
expectations into his theory. The essence of this theory is that if workers put forth more effort

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and perform better at work, then they will be compensated accordingly. Discrepancies that occur
between expected compensation and actual outcome lead to dissatisfaction.

If employees receive less than they expect or otherwise feel as if they have been treated unfairly,
then dissatisfaction may occur. Conversely, overcompensation may also lead to dissatisfaction
and the employee may experience feelings of guilt. The compensation does not have to be
monetary, but pay is typically the most visible and most easily modified element of outcome.
Salary also has significance beyond monetary value and the potential to acquire material items,
and Gruenberg (1979) notes that it is also an indication of personal achievement, organizational
status, and recognition.

Vroom’s theory also goes one step further to incorporate an individual’s personal decision
making within the work-place. Vroom (1982) explained that employees would choose to do or
not do job tasks based on their perceived ability to carry out the task and earn fair compensation.
To illustrate and clarify his ideas, Vroom generated a three- variable equation for scientifically
determining job satisfaction.

Expectancy is the first variable, and this is the individual’s perception of how well he or she can
carry out the given task. Instrumentality is the second variable of the equation, and this refers to
the individual’s confidence that he or she will be compensated fairly for performing the task.
Valence is the third variable, which considers the value of the expected reward to the employee.

In Vroom’s formula each variable is given a probability value, and when all three factors are
high, workers will be more satisfied and have more motivation. If any of the factors are low,
work performance and employee motivation will decline.

3. Situational Theories

The situational occurrences theory emerged in 1992, when Quarstein, McAfee, and Glassman
stated that job satisfaction is determined by two factors: situational characteristics and situational
occurrences. Situational characteristics are things such as pay, supervision, working conditions,
promotional opportunities, and company policies that typically are considered by the employee
before accepting the job.

The situational occurrences are things that occur after taking a job that may be tangible or
intangible, positive or negative. Positive occurrences might include extra vacation time, while

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negative occurrences might entail faulty equipment or strained co-worker relationships. Within
this theoretical framework, job satisfaction is a product of both situational factors and situational
occurrence.

3.8 OBJECTIVES OF JOB SATISFACTION:

The main objective of improving employee satisfaction is to have great workers who stay
long-term, reducing turnover and ultimately helping your business to grow.

1) Boost Productivity

 The most satisfied employees will have a sense of personal investment in the business
they work for. They’ll be motivated by more than just a paycheck, which means they
will always be striving for the best possible results.
 They’re invested in your business because you have invested in them.
 They are also less likely to need time off due to stress or to call in sick because they’re
just plain miserable at work.
 All this means better outcomes – and, most likely, profits – for you.
 Years of research have shown that that happy employees can improve sales
productivity by 37 percent, productivity by 31 percent and accuracy by 19 percent.

2) Reduce Turnover

 Advertising for, interviewing and sorting out all the paperwork for new employees is
both expensive and time-consuming.
 .Not to mention the training involved to get new workers up to speed, and the risk that
the new hire might not work out. So anything that keeps employees from seeking out
other jobs is a plus.

3) Nurture Brand Ambassadors

 In the worst cases of employee dissatisfaction, there’s a high risk that miserable
employees could be moaning to friends and anyone who’ll listen outside of work.
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  And that could create an impression, rightly or wrongly, that your company isn’t a great
place to work.
 Even one disgruntled worker could be enough to damage your brand. On the flipside,
staff who have only nice things to say about the place they work will effectively
become brand ambassadors for your business.

4) Make People Happy

Let’s face it – no one wants to be around colleagues or staff who mumble and grumble around
the water cooler all day long. Smiley, happy people are just much more pleasant to be around.
And a negative attitude can quickly spread, potentially creating a toxic environment in the
workplace. Those who feel happy and motivated in their work will be more likely to gel well
with colleagues and, therefore, work better as a team – without office politics and complaints
about who took the last of the coffee getting in the way.

3.9 NEEDS OF JOB SATISFACTION:

 My client, Megan, was facing a major customer challenge at her company. She and her
department heads held a meeting to strategize how to address it.
 Once they had finished outlining an ambitious plan, her colleague exhaled, “We need to
be careful about how we communicate this to our teams. We’re asking them to do a lot of
extra work.
 Everyone is going to be unhappy about that.” The company’s engagement scores had
taken a hit earlier that year, and her colleague feared this change would only make things
worse.
 Though Megan kept her cool during the meeting, she vented to me shortly after. “I’m
trying to help weather a crisis here,” she said, “and he wants me to worry about people
being happy?”Megan’s question brings up a dilemma that is common for most
executives.
 Senior employees often have the power to make decisions that will significantly impact
the collective work experience of the people below them, but at the same time, they are
removed from those people. This is largely because, as employees rise within their

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 organization, their responsibilities shift from considering how their team feels to shaping
organizational ethos.
 Doing what is right for their company and doing what will make their employees
happiest are not always mutually exclusive. This paradox can make seemingly obvious
choices difficult to make. People at the top often get exaggerated, anecdotal opinions
about how people at the bottom are feeling about any given issue.
 “Everyone is going to be unhappy” for example, is likely not true. Further complicating
the issue employee engagement surveys aggregate feedback into large clusters, making it
challenging for executives to weigh accurate data into their decisions.
 Many senior leaders, as a consequence, have a fear of being viewed as cold or uncaring.
When this fear takes over, they can become over-sensitive and start to personalize the
unhappiness of others.
 To move past this fear and become better leaders, people in positions of power need to
find a balance between making decisions that serve the greater good of their
organizations while still remaining appropriately concerned about the emotional
wellbeing of those below them. In my experience consulting with executives on how to
find this balance, I’ve found that making the following shifts in mindset are particularly
important.

From individual happiness to collective purpose. Many senior leaders take it personally when
they learn people in their organization are unhappy. They forget that supervisors and middle
managers have more direct influence over the factors that impact employee satisfaction and are
best equipped to address it. As leaders move up and become further removed from these
responsibilities, using their power to foster a deeper sense of purpose throughout their division or
department is the greatest contribution they can make. Plenty of research shows that when people
are able to connect the purpose of their organization to their purpose as individuals, they are
happier and more engaged at work. Senior leaders are in a unique position to help them do this.

Microsoft CEO, Satya Nadella, serves as an example. He and his leadership team held an
intimate discussion in which they each spoke about what they want to achieve through their
work. The goal of the conversation was to help them figure out how the Microsoft platform

24
could help them realize their senses of purpose. The company’s Chief People Officer, Kathleen
Hogan, told me:

“The ability to connect our own purpose to the mission sustains us. When you can zoom out and
see how we are making a difference, that’s energizing in the face of the day-to-day challenges.
While strategy will evolve, your culture and sense of purpose should be long-lasting. Culture
paired with a purpose-driven mission allows your employees to use your company platform to
realize their own aspirations and passions.”

From engagement to ownership Many companies have resorted to things like free lunches,
onsite fitness and daycare centers, or meditation rooms to express care for their employees.
While some of these benefits certainly improve the employee experience, they do little to up
employee engagement, and therefore, happiness.

Rather than relying on perks, senior leaders should prioritize creating inclusive work
environments in which everyone is given a chance to contribute to their fullest potential.
Ensuring that governance systems allow employees to solve the problems they directly touch is
the first step. When people are able to participate in making decisions that directly impact their
work, their sense of ownership, and therefore, engagement increases.

Take the example of one organization I worked with. A company-wide assessment revealed that
the majority of their employees felt ambivalent, disempowered, and cynical about their work.
The senior leader I was consulting proposed a solution. She wanted to schedule a series of town
hall meetings and luncheons to re-energize her people. However, I warned her this plan would
fail. Her employees didn’t need to hear a motivational speech. They needed her leadership team
to align on major initiatives and deliver consistent messages. In order to accomplish this, she had
to stop micromanaging and give more ownership to the people below her.

Instead of resorting to her initial quick-fix solution, she did what only senior leaders have the
power to do she reshaped the organization to improve the experiences, and performance, of her
people. She developed “live hack sessions” facilitated by middle managers in which workers
could discuss real issues and brainstorm ways to resolve them. Next, she overhauled governance
systems. Decision-making processes were pushed lower in the organization and supervisors were
25
provided with the resources they needed to carry out solutions. Finally, she initiated customer
panel groups that allowed employees to hear about the successes and failures within their
specific markets. This helped dramatically restore a sense of pride and personal ownership
throughout her division.

From promote ability to visibility. A dead-end job, or feeling like you are in one, is a
significant source of employee unhappiness. When people sense that their career has stalled, they
often assume senior leadership has the power to fix it. In fact, the mere opportunity to express
their concerns to a senior leader can result in an unrealistic expectation that things will change.
Solutions like skip-level meetings where senior leaders meet with employees many levels below
them tend to exaggerate the problem. Executives often hear about frustrations that they are
unable to fix without disempowering or sidestepping the leaders between them and the
employees with whom they are talking.

This is not to say that meeting employees where they are at is not valuable. Efforts like skip-level
meeting and visits to manufacturing plants can lead to important mentorships and learning
opportunities for junior workers. But when it comes to career development issues, senior leaders
often cannot realistically address them.

They are, however, in a unique position to create visibility for those employees who might not
otherwise get noticed. That’s why leaders should focus instead on giving individual contributors
a chance to showcase their accomplishments to the people above them. One powerful solution is
to invite lower level talent into higher level meetings. This is a great way for executives at the
top to meet and enjoy the perspectives and contributions of people they would never know
otherwise.

One CEO I’ve worked has done just this. He has a standing talent showcase on his executive
team agenda. Each month, two members of his team invite someone from their respective
departments to an informal conversation with the senior team during which they talk about the
projects they are most proud of, as well as their day-to-day challenges. The junior employees
leave feeling highly regarded by the company’s top leaders. The ritual began after the company’s
annual talent review process a few years ago, when the CEO said, “If we’re going to talk about

26
these people, we should extend the courtesy of meeting them to learn about their work, so they
can hear first-hand why they matter to us.”

Leaders naturally want to see those in their organization happy and thriving. As you rise higher,
how you’re able to act on that desire must shift. While you can attend to the needs of your direct
reports, you must leave the individual experiences of everyone else to them. Instead, learn to
enjoy the unique opportunity you have to shape the collective wellbeing of your organization
through fostering purpose, deepening ownership, and enhancing visibility.

3.10 LIMITATIONS OF STUDY:

However I shall try best in collection the relevant information for my research report, yet there
are always some problems faced by the research. The prime difficulties which I face in collection
of information are discussed below.

 Time is the real factor the affects the study the times durations of eight week for the
project work is very short span of time to conduct effective study.
 Most the department id remaining untouched to this exercise. Hence it does not bring the
complete picture of organization’s competence level.
 Employee needs expectation and behaviors vary from one person to another person.
During survey some employee show keen interest in the topic and give their views and on
other hand, some employee does not interest and help wholeheartedly in my survey.
 Scarcity of needful printed document on the topic.
 All the employee and officers were found very busy in their working hours.
 Many a time my guide and other executive were not available in their seats because they
were busy in their allied work so as researcher I have to visit many to meet them and
discuss on my topic.
 The questionnaire is objective type could have provided opportunity for ideas and
suggestion.
 The sample was selected from the employee those were in the post of engineer and
assistant manager only so other executive are not included in this study.

27
3.11 ADVANTEGES OF JOB SATISFACTION:

 Your keep tow valued employees who might otherwise quit to pursue work family
balance issues.
 You gain two brains, two sets of enthusiasm and creativity, and two employees
committed to your success.
 Employees who are comfortable balancing life responsibilities experience less stress and
more work satisfaction. This pays you back in increased motivation, positive customer
service, and effective coworker relationship.
 Successful job share partners are accountable to each other.
This increases their accountability for accomplishments to the employer.
They must plan, set goals, communicate effectively, measure
Accomplishment, and share the glory for successes comfortably.
 Coverage for ill children and other family matters is easier when the job share partner is
available to fill in. Job share partners also provide coverage for each other for scheduled
vacations.

3.12 DISADVANTAGES OF JOB SATISFACTION:

 You are dealing with two employees in a job share. If the employees are not compatible,
fail to share a work style, keep co-workers and customers uniformed and uncomfortable
with two approaches, you are ultimately responsible for dealing with the job share
partners
 You may be asked to pay for a cross-over day, which increases your employment cost but
ensures another level of success for a job share.
 Your cost of benefits may rise if you decide to provide each job share partner with full
benefits.

28
3.13 COMPONENTS OF JOB SATISFACTION:

According to Abraham A. korhan, there are two types of variables that determine the job
satisfaction of an individual. The individual variables are occupational level, job content,
considerate leadership, pay, promotional opportunities. Interaction and work group. The personal
variables are age, education level, sex and family size and services with the company. The
following are some of the job factor that is taken into consideration in developing job satisfaction
job satisfaction scales.

3.14 Organizational variables

When the level of the job is higher then satisfaction of an individual is greater because higher
level jobs carry greater prestige and self-control.This relate his between occupational level and
job satisfaction stems from social reference people in non-valued jobs. According to need
fulfillment theory, people in higher level jobs find most of their needs satisfied than when they
are in lower level jobs.

3.15 Personal variables

Some people, irrespective of their organizational conditions involved, feel dissatisfied with most of the
jobs whereas for some other people, most of the jobs will be satisfying. This difference is due to personal
variables like age, education level, gender ect.

29
 4.1 RESEARCH METHODOLOGY

4.1.1 Research Design Descriptive Research

4.1.2 Sampling Technique 1. Probability
2. Non-probability

Convenience sampling

4.1.3 Sample Size - 90

4.1.4 Data collection method Primary data

Secondary data

4.1.5 Research Instrument Questionnaire

4.1.6 Sampling Area Leitwind Shriram Manufacturing Pvt., Ltd.,

4.1.7 Tools of Analysis Simple percentage test

Chi-square test

30
4.1.1 RESEARCH DESIGN

A research design is the arrangement of conditions for collection and analysis of data in
manner that aims to combine relevance to the research purpose with economy in producer. In this
study descriptive research has been used.

DESCRIPTIVE RESEARCH

4.1.2 Sampling Techniques

1. Probability Sampling

Probability sampling involves random selection, allowing you to make strong statistical
inferences about the whole group.

a) Simple random sampling

b) Systematic sampling
c) Stratified sampling
d) Cluster sampling

2. Non-probability Sampling

Non-probability sampling involves non-random selection based on convenience or other

criteria, allowing you to easily collect data.

a) Convenience sampling
b) Voluntary response sampling
c) Purposive sampling
d) Snowball sampling

31
Convenience sampling

In this study convenience sampling was used. In this method sample ware collected
based on the convenience of both the researchers and the respondent. This is an easy and
inexpensive way to gather initial data, but there is no way to tell if the sample is representative of
the population, so it can’t produce.

4.1.3 SAMPLE SIZE

Total population of the organization is 1350. The general shift of employees are 100.
The number of respondent in 90 employees were taken for the study.

4.1.4 DATA COLLECTION METHOD

1. Primary data
2. Secondary data

A. PRIMARY DATA
The primary data are those which are collected afresh & for the first time and this
happen to be original in character. Method used of collection primary data is
questionnaire.
B. SECONDERY DATA
Secondary data are those which have already been collected by someone and also
which has undergone statistical process. Methods used for collecting secondary data are:

1. Books
2. Company’s past records
3. Web site
4. Journal etc

32
4.1.5 RESEARCH INSTRUMENT

Questionnaire

4.1.6 SAMPLING AREA

LEITWIND SHRIRAM MANUFACTURING PVT., LTD.,

4.1.7 TOOLS OF ANANLYSIS

The total used for analysis of the collected data are:

 Simple percentage
 Chi-square test

SIMPLE PERCENTAGE
The method is used to simplify the numbers through the use of percentage. The date
is reduced in a standard from with base equal to 45, which facilitates relative comparison.
CHI-SQUARE TEST

This is a statistical measure used in the context of sampling analysis. Comparing a variance
to a theoretical variance. This can be calculated by using formula.

TABLE 4.2
33
4.2.1 Table showing opinion of respondent of the categories for age

OPINION NO OF RESPONDENT PERCENTAGE%

BELOE 25 50 56%

25 TO 35 20 22%

ABOVE 35 20 22%

TOTAL 90 100%

INTERPRETATION:
From the above table revels that majority 56% of below 25 year old employees in organization.

CHART 4.3
4.3.1 Chart showing of opinion for respondent of the categories for age

34
 60%
56%

50%

40%

30%

22%
20% 22%

10%

0%
BELOW 25
25 TO 35
ABOVE 35

INTERPRETATION:
From the above table revels that majority 56% of below 25 year old employees in organization.

TABLE 4.2

4.2.2 Table showing opinion of respondent of types of gender in this organization.

35
 GENDER NO OF PERCENTAGE%
RESPONDENT

50 56%

MALE

40 44%

FEMALE

90 100%

TOTAL

INTERPRETATION:
From the above table revels that majority of 56% of male workers in this organization.

CHART 4.3
4.3.2 Chart showing of opinion for respondent of types of gender in this organization.

36
 Chart Title
MALE FEMALE

44%

56%

INTERPRETATION:
From the above table revels that majority 56% of male workers in this organization.

TABLE 4.3
4.2.3 Table showing respondent of education.

37
 NO OF RESPONDENT PERCENTAGE %
OPINION

SSLC 15 17%

HSC 15 17%

DIPLOMA 35 38%

25 28%
ENGINEERING

100%
TOTAL 90

INTERPRETATION:
From the above table revels that majority of 38% of diploma qualification in organization.

CHART 4.3
4.3.3 Chart showing of opinion for respondent of education.

38
 17%

28%

SSLC
HSC
17% DIPLOMA
ENGINEERING

38%

INTERPRETATION:
From the above chart revels that majority of 38% of diploma qualification in organization.

TABLE 4.2

4.2.4 Table showing opinion of respondent towards family size.

39
 OPINION NO OF PERCENTAGE%
RESPONDENT

UP TO 2 30 33%

3 TO 6 40 45%

ABOVE 45 20 22%

TPOTAL 90 100%

INTERPRETATION:
From the above table revels that majority 45% of the respondent belong to the group of up to 3-6
members in the family.

CHART 4.3
4.3.4 Chart showing of opinion for respondent towards family size

40
 22%
ABOVE 35

22%
25 TO 35

56%
BELOW 25

0% 10% 20% 30% 40% 50% 60%

INTERPRETATION:
From the above chart revels that majority 45% of the respondent belong to the group of up to 3-6
members in the family.

CHART 4.2

4.2.5 Table showing of opinion for respondent about nature job.

41
OPINION NO OF RESPONDENT PERCENTAGE%

GOOD 30 34%

FAIR 10 11%

ECXCELLENT 20 22%

POOR 10 11%

UNDECIDED 20 22%

INTERPRETATION:
From the above table revels that majority 34% of the respondent feel that the nature of the job is
good.

CHART 4.3
4.3.5 Chart showing of opinion for respondent about nature job.

42
 35%

30%

25%

20%

34%
15% Series1

10%
22%
22%
5%
11%
11%
0%
GOOD
FAIR
EXCELLENT
POOR
UNCIDED

INTERPRETATION:
From the above chart revels that majority 34% of the respondent feel that the nature of the job is
good.

TABLE 4.2

4.2.6 Table showing of opinion for respondent toward monthly salary.

43
 OPINION NO OF RESPONDENT PERCENTAGE%

BELOW RS. 35 39%

10,000

Rs 10,001 to Rs 25 28%
25,000

Rs 25,001 to Rs 20 22%
40,000

Above Rs 10 11%
50,000

Total 90 100%

INTERPRETATION:
From the above table revels that majority 39% of the respondent belong to the group of below Rs
10,000.

CHART 4.3
4.3.7 Chart showing of opinion for respondent toward monthly salary.

44
 45%

40%

35%

30%

25%

20%39%

15%
28%

22%
10%

5% 11%

0%
BELOW RS.10,000 RS. 10,000 TO RS. 25,000 RS.25,000 TO RS. 40,000 ABOVE RS. 50,000

INTERPRETATION:
From the above chart revels that majority 39% of the respondent belong to the group of below Rs
10,000.

TABLE 4.2

4.2.7 Table showing of opinion for respondent towards experience.

45
 OPINION NO OF PERCENTAGE%
RESPONDENT

LESS THEN 5 YEARS 40 45%

6 TO 10 YEARS 30 33%

ABOVE 15 YEARS 20 22%

TOTAL 90 100%

INTERPRETATION:
From the above table revels that majority 45% of the respondent belong to the group of less then
5 years.

CHART 4.3

4.3.7 Chart showing of opinion for respondent towards experience.

46
 45%

40%

35%

30%

25%
45%
Series1

20%
33%

15%

22%

10%

5%

0%
LESS THEN 5 YEARS 6 TO 10 YEARS ABOVE 15 YEARS

INTERPRETATION:
From the above chart revels that majority 45% of the respondent belong to the group of less then
5 years.

TABLE NO.4.2
47
4.2.8 Table showing respondent opinion about getting fair amount of salary for the work
they do.

OPINION NO OF RESPONDENT PERCENTAGE%

AGREE SLIGHTLY 30 33%

DIS AGREE 20 22%

SLIGHTLY

AGREE 40 45%
MODERATELY

TOTAL 90 100%

INTERPRETATION:
From the above table revels that majority 45% of the respondent are agree moderately with the
payment of salary for their job

CHART NO.4.3
48
 4.3.8 Chart showing respondent opinion about getting fair amount of salary for the
work they do.

50%

45%

40%

35%

30%

25%
45%
20%

33%
15%

22%
10%

5%

0%
AGREE SLIGHTLY DISAGREE SLIGHTLY AGREE MODERATELY

INTRPRETATION:
From the above chart revels that majority 45% of the respondent are agree moderately with the
payment of salary for their job.

TABLE NO.4.2

4.2.9 Table showing opinion of respondent for promotion on my job.

49
 OPINION NO OF RESPONDENT PERCENTAGE%

AGREE SLIGHTLY 20 20%

DIS AGREE 25 30%

SLIGHTLY

AGREE 45 50%
MODERATELY

TOTAL 90 100%

INTERPRETATION:
From the table reveals that majority 50% of respondent are agree moderately for promotion of
their job.

CHAT NO.4.3
4.3.9 Chart showing of respondent for promotion on my job.

50
 AGREE SLIGHTLY

20%

30%

AGREE MODERATELY DISAGREE SLIGHTLY

50%

INTERPRETATION:
From the above chart reveals that majority 50% of the respondent are agree moderately for
promotion of their job.

TABLE 4.2

4.2.10 Table showing opinion of respondent for supervisor components for doing the job.

51
 OPINION NO OF RESPONDENT PERCENTAGE%

AGREE SLIGHTLY 20 20%

DIS AGREE 30 35%

SLIGHTLY

AGREE 40 45%
MODERATELY

TOTAL 90 100%

INTERPRETATION:
From the above table reveals that majority 45% of respondent for agree moderately in supervisor
components for doing the job.

CHART 4.3
4.3.10 Chart showing respondent for supervisor components for doing the job.

52
 50%

45%

40%

35%

30%

25%
Series1

20%

15%

10%

5%

0%
agree slightly disagree slightly agree moderately

INTERPRETATION:
From the above chart reveals that majority 45% of respondent for agree moderately in supervisor
components for doing the job.

TABLE 4.2

4.2.11 The table showing of opinion for respondent the benefits facilities.

53
 OPINION NO OF RESPONDENT PERCENTAGE%

AGREE SLIGHTLY 25 27%

DISAGREE 45 50%
SLIGHTLY

AGREE 20 23%
MODERATELY

TOTAL 90 100%

INTERPRETATION:
From the above table reveals that majority 50% of respondent in disagree slightly for the benefit
facilities.

CHART 4.3
4.3.11 Chart showing of opinion for respondent the benefits facilities.

54
 23% 27%

AGREE SLIGHTLY
DISAGREE SLIGHTLY
AGREE MODERATELY
50%

INTERPRETATION:
From the above chart reveals that majority 50% of respondent in disagree slightly for the benefit
facilities.

TABLE 4.2

4.2.12 Table showing respondent of receive the recognition.

55
 OPINION NO OF RESPONDENT PERCENTAGE%

AGREE SLIGHTLY 30 34%

DIS AGREE 20 22%

SLIGHTLY

AGREE 40 44%
MODERATELY

TOTAL 90 100%

INTERPRETATION:
From the above table reveals that majority of 44% for agree moderately for receive the
recognition.

CHART 4.3
4.3.12Chart showing respondent of receive the recognition.

56
 44%
AGREE MODERATELY

22% Series1
DISAGREE SLIGHTLY

34%
AGREE SLIGHTLY

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

INTERPRETATION:
From the above chart reveals that majority of 44% for agree moderately for receive the
recognition.

TABLE 4.2

57
 4.2.13 Table showing respondent of rules and procedures.

OPINION NO OF RESPONDENT PERCENTAGE%

AGREE SLIGHTLY 45 50%

DIS AGREE SLIGHTLY 35 40%

AGREE MODERATELY 10 10%

TOTAL 90 100%

INTERPRETATION:
From the above table reveals that majority of 50% for agree slightly for the rules and procedures.

CHART 4.3

58
 4.3.13 Chart showing respondent of rules and procedures.

60%

50% 50%

40% 40%

30%
Series1

20%

10% 10%

0%
AGREE SLIGHTLY DISAGREE SLIGHTLY AGREE MODERATELY

INTERPRETATION:
From the above chart reveals that majority of 50% for agree slightly for the rules and procedures.

TABLE 4.2

59
 4.2.14 Table showing respondent of supervisor is unfair.

OPINION NO OF RESPONDENT PERCENTAGE%

AGREE SLIGHTLY 25 27%

DIS AGREE 55 61%

SLIGHTLY

AGREE 10 12%
MODERATELY

TOTAL 90 100%

INTERPRETATION: From the above table reveals that majority of 61% for disagree
slightly for the supervisor is unfair.

CHART 4.3

60
 4.3.14Chart showing respondent of supervisor is unfair.

12%
AGREE MODERATELY

61%
Series1
DISAGREE SLIGHTLY

27%
AGREE SLIGHTLY

0% 10% 20% 30% 40% 50% 60% 70%

INTERPRETATION:
From the above chart reveals that majority of 61% for disagree slightly for the supervisor is
unfair.

TABLE 4.2

61
 4.2.15 Table showing respondent of promotion.

OPINION NO OF RESPONDENT PERCENTAGE%

AGREE SLIGHTLY 65 72%

DIS AGREE 10 12%

SLIGHTLY

AGREE 15 16%
MODERATELY

TOTAL 90 100%

INTERPRETATION:
From the above table reveals that majority of 72% for agree slightly for the promotion

CHART 4.3

62
 4.3.15 Chart showing respondent of promotion.

80%

72%
70%

60%

50%

40%
Series1

30%

20%

16%

12%
10%

0%
AGREE SLIGHTLY DISAGREE SLIGHTLY AGREE MODERATELY

INTERPRETATION:
From the above chart reveals that majority of 72% for agree slightly for the promotion.

TABLE 4.2

63
4.2.16 Table showing respondent of benefits receive from organization.

OPINION NO OF RESPONDENT PERCENTAGE%

AGREE SLIGHTLY 15 16%

DISAGREE 15 16%
SLIGHTLY

AGREE 60 68%
MODERATELY

TOTAL 90 100%

INTERPRETATION:
From the above table reveals that majority of 68% of agree moderately for benefits receive from
organization.

CHART 4.3

64
 4.3.16 Chart showing respondent of benefits receive from organization.

70%

60%

50%

40%

68% Series1

30%

20%

10% 16% 16%

0%
AGREE SLIGHTLY DISAGREE SLIGHTLY AGREE MODERATELY

INTERPRETATION:
From the above chart reveals that majority of 68% of agree moderately for benefits receive from
organization.

TABLE 4.2

65
 4.2.17 Table showing respondent of like doing thinks at doing work.

OPINION NO OF RESPONDENT PERCENTAGE%

AGREE SLIGHTLY 50 55%

DIS AGREE 20 23%

SLIGHTLY

AGREE 20 22%
MODERATELY

TOTAL 90 100%

INTERPRETATION:
From the above table reveals that majority 55% of respondent in agree slightly in like doing
thinks at doing work.

CHART 4.3
4.3.17 Chart showing respondent of like doing thinks at doing work.
66
 60%

50%

40%

30% Series1
55%

20%

23% 22%
10%

0%
AGREE SLIGHTLY DISAGREE SLIGHTLY AGREE MODERATELY

INTERPRETATION:
From the above chart reveals that majority 55% of respondent in agree slightly in like doing
thinks at doing work.

TABLE 4.2

4.2.18 Table showing respondent of communication in this organization.

67
 OPINION NO OF RESPONDENT PERCENTAGE%

YES 68 75%

NO 22 25%

TOTAL 90 100%

INTERPRETATION:
From the above table reveals that majority of 75% for yes in communication in this organization.

CHART 4.3
4.3.18 Chart showing respondent of communication in this organization.

68
 25%

YES
NO

75%

INTERPRETATION:
From the above chart reveals that majority of 75% for yes in communication in this organization.

TABLE 4.2

4.2.19 Table showing respondent in enjoy my co-workers.

69
 OPINION NO OF RESPONDENT PERCENTAGE%

YES 50 55%

NO 40 45%

TOTAL 90 100%

INTERPRETATION:
From the above table reveals that majority 55% for yes in enjoy my co-workers.

CHART 4.3
4.3.19 Chart showing respondent in enjoy my co-workers.

70
 45%
yes
no
55%

INTERPRETATION:
From the above chart reveals that majority 55% for yes in enjoy my co-workers.

TABLE 4.2

71
 OPINION NO OF RESPONDENT PERCENTAGE%

YES 70 77%

NO 20 23%

TOTAL 90 100%

4.2.20 Table showing respondent of enjoyable in job.

INTERPRETATION:

From the above table reveals that majority 70% of yes in enjoyable in job.

72
 CHART 4.3
4.3.20 Chart showing respondent of enjoyable in job.

23%

YES
NO

77%

INTERPRETATION:
From the above chart reveals that majority 70% of yes in enjoyable in job.

73
 CHI SQUARE

PARTICULA
OPINION     R    
NOT
TO LESSER TO SOME TO GREAT AT
SALARY EXTENT EXTENT EXTENT ALL TOTAL

BELOW
Rs.10,000 6 9 14 6 35

Rs.10,001 to Rs
25,0000 5 6 11 3 25

Rs.25,001 to
Rs.40,000 4 5 7 4 20

ABOVE
Rs.50,000 1 2 5 2 10

TOTAL 16 22 37 15 90

Degree of freedom

DOF = (C-1) (R-1)

= (4-1) (4-1)

= 3x3

DOF= 9

74
 O E O-E (O-E)2
6 6.2 -0.2 0.04
9 8.6 0.4 0.16
14 14.4 -0.4 0.16
6 5.8 0.2 0.04
5 4 1 1
6 6 2 05
11 10.3 0.7 0.49
3 4.7 -1.7 2.89
4 3.6 0.4 0.16
5 4.9 0.1 0.01
7 8.2 1.2 1.44
4 3.3 0.7 0.49
1 1.8 -0.8 0.64
2 2.4 -0.4 0.16
5 4.1 -0.9 0.81
2 1.7 0.3 0.09
Total ƩE= 90 Ʃ(O-E)2 =34.55

χ2= (Oi-Ei)2

χ2= 34.55
90

χ2=0.38

χ2=0.4level of signification 5% (0.05)

75
5% SIGNIFICANCE IS 16.919

TABULATED VALUE>CALCULATATED VALUE=16.919>0.10

RESULT: THE NULLN HYPOTHESIS IS ACCEPTED. THERE IS AN

SIGNIFICANCE DIFFERENCE BETWEEN THE TWO VARIABLES

HO( hypothesis)

WEIGHTED AVERAGE

76
 PROMOTION NO.OF.RESPONDENT RANK WxX
(W) (X)

Agree
Slightly 65 1 65

Disagree
Slightly 10 2 20

Agree Moderately 15 3 45

Total 90 130

WACC= (W1×X1)+(W2×X2)+(W3×X3)…….+(Wn×Xn)

ƩW

WACC = (65 x 1) + (10 x 2) + (15x 3)

90

= 130
90
WACC = 1.44

5.1 FINDINGS

77
 In the organization reveals that majority 56% of below 25 year age old employees in this
company.
 In the organization revels that majority 56% of male workers in this company.
 In the organization revels that majority of 38% of diploma qualification in the company.
 In the organization revels that majority 45% of the respondent belong to the group of up
to 3-6 members in the family.
 In the organization revels that majority 34% of the respondent feel that the nature of the
job is good.
 In the organization revels that majority 39% of the respondent belong to the group of
below Rs 10,000.
 In the organization revels that majority 45% of the respondent belong to the group of less
then 5 years.
 In the organization revels that majority 45% of the respondent are agree moderately with
the payment of salary for their job.
 In the organization reveals that majority 50% of the respondent are agree moderately for
promotion of their job.
 In the organization reveals that majority 45% of respondent for agree moderately in
supervisor components for doing the job.
 In the organization reveals that majority 50% of respondent in disagree slightly for the
benefit facilities.
 In the organization reveals that majority of 44% for agree moderately for receive the
recognition.
 In the organization reveals that majority of 50% for agree slightly for the rules and
procedures.
 In the organization reveals that majority of 61% for disagree slightly for the supervisor is
unfair.
 In the organization reveals that majority of 72% for agree slightly for the promotion.
 In the organization reveals that majority of 68% of agree moderately for benefits receive
from organization.

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 In the organization reveals that majority 55% of respondent in agree slightly in like
doing thinks at doing work.
 In the organization reveals that majority of 75% for yes in communication in this
organization.
 In the organization reveals that majority 55% for yes in enjoy my co-workers.

 In the organization reveals that majority 70% of yes in enjoyable in job.

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5.2 SUGGESTION
Through majority of the employees are highly satisfied with the job. The following
suggestion has been made for the benefit of those, who are moderate, satisfied with their job

 clean & hygienic canteen, restroom facilities can be provided with the proper seating and
arrangement and good water supply.
 The promotional policies have to be little modified all level of employees.
 The company can be organize for skills & knowledge developing programs to our all
level of employees.
 The organization should be open to suggestion and complain from the all level of
employees at the lower level also.
 They can have rest in work place 10-20 minutes interval during morning & evening tea
time. than refresh to employees working process fact and energetic in our organization.
 The organization can have provided adequate training facilities for its employees,
especially non-technical cadre in order to get clarity on the scope and nature of the task
which they perform.

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5.3 CONCLUSION
From the study, the researcher has come to know that most of the respondents have job
satisfaction: the management has take the best effective to maintain cordial relationship with
employees. That most of the employees were satisfied with the welfare measure provided
company. The employees of get more benefits compare to other companies. The main problem
of some old machinery & equipment in the LEIDWIND SHREE RAM MANUFATURING PVT
LTD” compare to the others companies.

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