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1. INTRODUCTION
The project entitled “employee satisfaction” is done at MILMA Cattle feed, Cherthala.
The objective is to understand the job satisfaction of the employees in the organization.
The major insights of the project include knowing more about the employee satisfaction
levels. Employees play a vital role in the success of every product.
1.1. 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. The term relates to the total relationship between an individual
and the employer for which he is paid. Satisfaction does mean the simple feeling-state
accompanying the attainment of any goal; the end-state is feeling accompanying the
attainment by an impulse of its objectives. Job satisfaction does mean absence of
motivation at work. Research workers differently described the factors contributing to
job satisfaction and job dissatisfaction.
Hoppock describes job satisfaction as, “Any combination of psychological,
physiological and environmental circumstances that cause any person truthfully to say I
am satisfied with my job”.
The term “job satisfaction” refers to an employee’s general attitudes toward his job.
Locke defines job satisfaction as a “Pleasurable or positive emotional state resulting
from the appraisal of one’s job or job experience”, to the extent that person’s job fulfill
his dominant need and is consistent with his expectations and values. The job will be
satisfying there are three major theories of job satisfaction viz.,
Smith Kendall and Hulinhave suggested that there are five job dimensions that
represent the most important characteristics of a job about which people have affective
responses, these are:
The work itself: The extent to which the job provides the individual with the
interesting task, opportunities for learning and the chance of accept responsibility.
Pay: The amount of financial remuneration that is received and the degree to
which this is viewed as equitable vis-avis that of others in the organization.
Promotion opportunities: The chance for advancement in the hierarchy.
Supervision: The ability is on the supervision to provide technical assistance and
behavioral support.
Co-workers: The degree to which follow workers are technically proficient and
socially aware.
However, a comprehensive approach requires that may additional factors be included
before a complete understanding of job satisfaction can be obtained. Such factors as the
employee’s are, health, temperament, desires and levels of aspiration should be
considered. Further, his family relationship, social status, recreational or purely social-
contribute ultimately to job satisfaction.
1.2. Effect of Job Satisfaction
Job satisfaction has a variety of effects. These effects may be seen in the context of an
Individual’s physical and mental health, productivity, absenteeism, and turnover
Physical and Mental Health:
The degree of job satisfaction affects an individual’s physical and mental health. Since
job satisfaction is a type of mental feeling, its favorableness or unfavourablesness affects
the individual psychologically which ultimately affects his physical health. For example,
Lawler has pointed out that drug abuse, alcoholism and mental and physical health result
from psychologically harmful jobs. Further, since a job is an important part of life, job
satisfaction influences general life satisfaction. The result is that there is spillover effect
which occurs in both directions between job and life satisfaction.
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2. OBJECTIVES OF THE STUDY
1. To determine the level of satisfaction of the respondents regarding their job.
2 To study and understand the job satisfaction among the employees of the
Milma Cattle feeds.
3. To study the various factors which influence job satisfaction.
4. To offer suggestions to the company to improve their employee’s satisfactory
level.
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2. STATEMENT OF THE PROBLEM
Employee satisfaction and retention has always been an important issue. After all, high
level of absenteeism and staff turn over can affect the organization adversely. The study
on employee satisfaction helps to know employee preferences and their problems.
Satisfied employees tend to be more productive, creative and committed to their
employers, and recent studies have shown that there is a direct correlation between
employee satisfaction and customer satisfaction. Managers or leaders who can create
work environments that attract , motivate and retain hard working individuals will be
better positioned to succeed in a competitive environment that demand quality and cost
efficiency. Managers may even discover that by creating a positive workplace for their
employees, they have increased their own satisfaction as well.
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3. LIMITATIONS OF THE STUDY
1. The research was conducted within a limited duration. So a detailed and
Comprehensive study could not be made.
2. The sample was confined to 25 respondents. So this study cannot be regarded as “full
Proof” one.
3. Some respondents hesitated to give the actual situation. They feared that
management would take any action against them.
4. There was a fear of reprisal among the employees to reveal their personal feelings
and the result may not reflect the actual situation.
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4. ORGANIZATION PROFILE
4.1Cattle Feed Manufacturers
This section refers to Feed Manufacturers region wise and is further classified state wise
within their respective regions. The manufacturers listed usually have a network of
distributors, dealers and agents. The address, phone and fax numbers, installed capacity
and other details of these companies can be obtained from DAIRY INDIA 1997. The list
has been broken down into four parts categorized according to the region, of India, they
lie in: There are 86 cattle feed manufactures in south India. Kerala has only 8 industries
Higashimaru Feeds (India) LtdKerala Cooperative Milk Marketing Federation LtdKSE LtdKerala Trading CorporationKoyenco Feeds Pvt LtdPrima Agro Products LtdVijay Feeds & Farm Touns Pvt Ltd
Formed in June 1967 as The Compound Feed Manufacturers Association, CLFMA now
has around 200 members, including all sectors of the livestock industry. CLFMA OF
INDIA is recognized not only by livestock farmers, Central and State Governments,
Government Departments, Agricultural Universities, Veterinary Colleges and National
Research Institutes in the country, but also by related sectors outside the country.
CLFMA's views are solicited and reckoned with by our Central and
State Governments while formulating policies governing not
only animal feed industry but also the entire gamut of animal production.
4.2 Company profile
Kerala Co-operative Milk Marketing Federation (KCMMF), popularly called milma was
established in April, 1980 with its Head Office at Thiruvananthapuram for the successful
implementation of the Operation Flood ( a dairy programme launched in 1970 under the
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aegis of National Dairy Development Board(NDDB).
The name milma represents:-
2678 Primary milk co-operative societies now functioning as on 31.03.2010
8.31 lakhs farmer members
Three Regional Co-operative Milk Producers' Union
Thirteen Dairies capable of handling 12lakhs
litres of milk per day
Ten Milk Chilling Centres
Two Cattle Feed Plants with cumulative capacity of 600MT per day
One Milk Powder Plant of 10MT per day capacity
A well established Training Centre
5,200 retail outlets
Over 32,000 people working either directly or indirectly for the functioning of
milma .
Apart from these they serve millions of consumers day-in and day-out.
Mission
The Objectives To channelise marketable surplus milk from the rural areas to urban deficit areas
to maximize the returns to the producer and provide quality milk and milk products to
the consumers .
To carryout activities for promoting Production, Procurement, Processing and
Marketing of milk and milk products for economic development of the farming
community.
To build up a viable dairy industry in the State.
To provide constant market and stable price to the dairy farmers for their produce.
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Network
The Motto of Co-operation of "of the people, by the people and for the people" is the
foundation of the "three tier system" followed by the organization. At the village level we
have the Village Milk Co-operative Societies which have the local milk producers as its
members. These Village Co-operatives unite at the Regional level and form Regional Co-
operative Milk Producers' Unions. These Unions are federated at the State level to form
State Federation namely Kerala Co-operative Milk Marketing Federation (KCMMF).
Provides Staff Management functions to support its Units & Regional Milk Unions.
KCMMF Head Office has well established Marketing, Purchase, Quality Control,
Finance, Project, Systems and HRD departments.
Marketing Brand Management
Lean Flush Management
Bulk trading of surplus products
Institutional supply contracts
Co-ordinated promotional activities
Packaging & Product Development
Procurement & Consumer Pricing
Purchase Centralised purchase of Dairy consumables
Purchase of Raw Materials for Cattle Feed Plants
Purchase functions of KCMMF Head Office
Quality Control Render technical & legal assistance to primary dairy co-operatives and Regional
Milk Unions .
Liaison and maintain quality of milk and milk products as per the standards.
Liaison with statutory authorities for bringing in suitable amendments in statutes.
Attend to consumer complaints on quality problems
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Balanced cattle feed is the major input provided to the dairy farmers of the State from the
Federation. There is a high level of acceptability for this product in the market. Milma is
now producing 600MT cattle feed a day. It produces both mash and pellet form of cattle
feed. In addition to augment the balanced feed and to support vitamin level in milch
animal, milma has come out with milma mineral mixture - "milma min". The cattle feed
is distributed to farmers at reasonable rate through Apcos, Dealers and Government
agencies.
5. REVIEW OF LITERATURE
9
Job satisfaction represents the constellations of person’s attitude towards or about the job.
In general, job satisfaction is the attitude towards the job as a whole. Job satisfaction is a
function of satisfaction with different aspects of job, i.e. supervision, pay, works itself,
co-workers, promotion, etc., and of the particular weighting or importance one attaches to
these respective components( Locke, 1976)
Cranny, Smith and Stone cited that the study of job satisfaction is a relatively recent
phenomenon. It can perhaps be said to have begun in earnest with the famous Hawthorne
studies conducted by Elton Mayo at the western Electronic Company in 1920s during the
course of investigations. However they become convinced that factors of a social nature
were affecting satisfaction with the job and productivity. Since the Hawthorne studies
there has been an enormous output of work on the nature, causes and correlates of job
satisfaction. The traditional model of job satisfaction is that it consists of the total body of
feelings that an individual has about his job.
This total body of feelings involves, in effect, weighting up the sum total of influences of
the job, the nature of job itself, the pay, the promotion. The promotion prospects, the
nature of supervision and so on. Where the sum total of influences gives rise to feelings
of satisfactions the individual is job satisfied. Where in total they give rise
to feelings of job dissatisfaction the individual is job dissatisfied(Brief,1998). Improving
any one of these influences will lead in the direction of job satisfaction, making less
satisfactory any one of the influences will lead in the direction of the job dissatisfaction.
However, what makes a job satisfying does not depends only on the nature of the job, but
on the job expectations that individuals have of what their job should provide(Weiss
H.M,2002). Expectancy theory points to the importance of the individual’s expectations
of his job in determining job satisfaction. For individuals who have expectations that their
job should give them opportunities for pay, challenge, a failure of the job to meet this
expectation will lead to dissatisfaction compared to a situation where no such expectation
is involved. What expect expectation of individuals will have of a job may vary. For a
large number of reasons, some deriving from social others from individual causes.
These proposing an expectancy theory usually regarded over all job satisfaction as a
function of satisfaction with various elements of the job. Another theory that has
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dominated the study of the nature of job satisfaction is Herzberg’s famous “Two factory
Theory’s of job satisfaction. In this he claims that the factors which cause job satisfaction
are separate and distinct from the factors which job dissatisfaction (J.R.Heckman, 1976).
According to Fischer.A.D in 2007 the factors causing job satisfaction, which level
factors such as their relating to satisfaction with the job itself. The factors which cause
job dissatisfaction called hygiene are more concerned with conditions of work such as
pay and supervision. At no time does Herzberg argue a job satisfactory, except may be
for a short run.
Philip apple while has listed five major components of job satisfaction as, 1. Attitude towards work group.
2. General workings conditions.3. Attitude towards company.4. Monetary benefits and5. Attitude towards supervision
Other components that should be added to these five are the individual’s state of mind
about the work itself and about life in general. The individual’s health, age, level of
aspiration, social status and political and social activities can all contribute to job
satisfaction. A person attitude toward the job may be positive or negative (Pugliesi K.
1999).
Job satisfaction is not synonymous with organizational morale, which is the possession of
felling of being accepted by and belonging to a group of employees through adherence to
common goals and confidence in desirability of these goals. Morale is the byproduct of a
group, while job satisfaction is more of an individual stage of mind. However the two
concepts are interrelated in that job satisfaction can contribute to morale and morale can
contribute to job satisfaction. For many years managers generally have believed that a
satisfied worker is necessarily a good worker (Ashforth, B. E., & Humphrey, R. H. 1993).
Greene’s thesis is that if a performance problem exists, increasing an employee’s
happiness is for more pleasant than discussing with the worker his or her failure to meet
standards. Although happiness eventually results from satisfaction, this feeling goes
much deeper and is far less tenuous than happiness. Recent research evidence generally
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rejects the more popular view that satisfaction causes performance. The evidence does,
however, provide moderate support for the view that job effort causes satisfaction. The
evidence also strongly indicates that rewards constitute a more direct cause of satisfaction
that performance does and that rewards based on current effort causes subsequent
performance.
Abraham, R. (1999) states that research also indicates that a high level of job satisfaction
does have a positive impact is reducing turnover, absenteeism, tardiness accidents,
grievances and strikes. In addition, recruitment efforts by current employees generally are
more successful if these employees are well satisfied. Satisfied employees are preferred
simply because they affect the work environment positively. Thus even through a well
satisfied employee is not necessarily an outstanding performer; there are numerous
reasons for taking steps to encourage employee satisfaction.
A high level of satisfaction leads to organizational commitment while a low level or
dissatisfaction results in behaviours detrimental to the organization. It must be
remembered that satisfaction and motivation are not synonymous. Motivation is a drive
to perform, whereas satisfaction reflects situation. The factors that determine whether an
individual is adequately satisfied with the job differ from those that determine whether he
or she is motivated. The level of satisfaction is largely determined by the comforts
offered by the environment and situation (Organ, D. W., & Ryan, K. 1995).
Motivation on the other hand, is largely determined by the value of rewards and their
contingency on performance. Motivation results is added effort that is turn leads to
increased performance if the individual has the ability and result of high satisfaction is
increased commitment to the organized which may or may not result is better
performance (Saari. L. M., & Judge, T. A. 2004)..
A study on job satisfaction among workers in chemical unit (M/S. Shri Veeco chems
corporation, Cbe) Done by Mr. C.M. RAVIKUMAR (MBA project) in the year 1985.
The techniques used by the Researcher for analyzing the data were personal interview.
The Researcher interviewed sixty workers on the basis of sex, age, educational
qualification, experience, monthly income, marital status and family income.
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The tools adopted by the Researcher were percentage method of tabulation to
find job satisfaction.
A study on job satisfaction among bank officers in State Bank of India, Jabalpur
done by Mr.S. NAREND in his MBA project, in the year 1990. The techniques used by
the Researcher for analyzing the data were through questionnaire method. The
Researcher interviewed forty respondents on the basis of sex, age, educational
qualification, experience, monthly income, marital status and family income.
The tools adopted by the Researcher were average scoring and two-way table
method to find out job satisfaction.
A study on job satisfaction of Tea Plantation Workers with special reference to
Sheikalmudi Estate, done by Mr.K.Madhu In the year 1986 (M.Com project). The
techniques used by the Researcher for analyzing the data were through questionnaire and
personal interview method. The Researcher interviewed Sixty respondents on the basis of
sex, age, educational qualification, experience, monthly income, marital status etc.
6. RESEARCH METHODOLOGY
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6.1 RESEARCH DESIGN: Descriptive research design.
In this design, structural information is used to gather information.
6.2 METHODOLOGY
Sampling method: The two major methods are probability and non-probability sampling
technique. The study requires probability because the samples were chosen at random.
Hence, the study was dealt with sample random tool, which is one of the most popular
method sampling.
6.3 SOURCES OF DATA
The methodology this study consists of both primary and secondary data. These
dates collected from the respondents were through questionnaires. The primary data
were collected from the respondents; the secondary data were collected from the books.
6.4. SAMPLE SIZE
All the items consideration in any field of inquiry constitutes a universe of
population. In this research only a few items can be selected form the population for
our study purpose. The items selected constitute what is technically called a sample.
Here out sample size is 25 employees from the total population. The samples are
selected on the basis of convenient.
6.5. QUESTIONNAIRE SCHEDULE
Questions are framed in such a way that the answers reflect the ideas and thoughts of the respondents with regard to level of satisfaction of various factors of job satisfaction.
The following scaling techniques have been used for each question in the interviews schedule. 1. A = Agree
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2. DA = Dis Agree 3. UD = Undecided 4. SA = strongly agree
5. SDA = Strongly Dis agree
7. DATA ANALYSIS AND INTERPRETATION
15
7.1. AGE OF THE RESPONDENTS
Age is an important factor that has an influence of job satisfaction. Hence
according to age levels the respondents are classified into three factors.
SL.NO AGE
NO. OF RESPONDENTS
PERCENTAGE (%)
1 BELOW 30
5
20
2. 30-40 12 48
3. ABOVE 40 8 32
TOTAL 25 100
INTERPRETATION: Majority of the respondents (48%) are in 30 to 40 years age group and 32% of the
respondents are above 40 years age group and 20% of the respondents are below 30 year.
age of the respondents
0
10
20
3040
50
60
AG
E
BE
LOW
30 30-4
0
AB
OV
E40
SL.NO 1 2 3
Series1Series2
Series3
7.2. GENDER
16
There is as yet no consistent evidence as to whether women are more satisfied with
their job than men, bolding such factors as job and occupational level constant. One
might predict this to be the case. Considering the generally lower occupational
aspiration of women.
Sl.no GENDER
NO. OF RESPONDENTS
PERCENTAGE (%)
1. Male 20 80
2. Female 5 20
Total 25 100
INTERPRETATION: Majority of the respondents (80%) are male and 20% of the respondents are female.
0
20
40
60
80
100
120
Male Female Total
1 2
NO. OF RESPONDENTS
PERCENTAGE (%)
7.3. EDUCATION
17
Education qualification of the respondents may affect the perception of job
satisfaction. Highly educated may expect much better work life than others. According
to educational qualification the respondents are classified into four categories as under.
Sl.no EDUCATIONAL STATUS
NO. OF RESPONDENTS
PERCENTAGE (%)
1 School level 8 32
2 Graduate 12 48
3 Post-graduate 5 20
total 25 100
INTERPRETATION: Majority of the respondents (48%) are graduate level and 32% of the respondents are school level and 20% of the respondents are post graduate.
0
20
40
60
80
100
120
School
level
Gradu
ate
Post-g
raduate tot
al
NO. OF RESPONDENTSPERCENTAGE (%)
18
7.4. MARITAL STATUS The marital status may influence the job satisfaction as a personal factor. Because the
married people have some unavoidable responsibility.
Sl.no MARITAL STATUS
NO. OF RESPONDENTS
PERCENTAGE (%)
1 Married 21 85
2. Un- married 4 15
Total 25 100
INTERPRETATION: Majority of the respondents (85%) are married and 15% of the respondents are unmarried.
marital status
0
20
40
60
80
100
120
Married
Un- marrie
dTota
l
NO. OF RESPONDENTS PERCENTAGE (%)
19
7.5. FAMILY SIZE
The respondents have been classified into three groups. The family number upto three
have been grouped as small size. Member between four to six is been grouped under
medium size family and above six members have been grouped under large size family.
Sl.no FAMILY SIZE NO. OF RESPONDENTS
PERCENTAGE
(%)
1. Upto 3 4 15
2. 4-6 17 70
3. Above 6 4 15
total 25 100
INTERPRETATION: Majority of the respondents (70%) are medium family (i.e., 4-6 members) and 15% of
the respondents are upto 3 members and another 15% of the respondents are above 6
members.
family size
0
20
40
60
80
100
120
FAMILY S
IZE
Upto 36-
Apr
Above
6tot
al
20
7.6. EXPERIENCE
The experience of the employees in their job is another factor affecting the
perception on job satisfaction. Highly experienced may expect better working
atmosphere and having less experienced satisfy with the existing one. The respondents
are classified into three categories according to their level of experience as under:
Sl.noEXPERIENCE NO. OF
RESPONDENTS
PERCENTAGE (%)
1 Below 5 yrs 5 20
2 5-10 yrs 12 48
3 Above 10 yrs 8 32
Total 25 100
INTERPRETATION: Majority of the respondents (48%) have 5-10 years of experience and 32% of the
respondents are above 10 years and 20% of the respondents are below 5 years of
experience.
0
20
40
60
80
100
120
EXPERIENCE
Below 5
yrs
5-10
yrs
Above
10 yr
sTota
l
21
7.7. Monthly Salary
Man work to earn. Every employee in the organization will expect a correct pay to be
paid for the job done by him. The reasonable pay for each job which is performed in the
organization. This scale of pay may help for the job satisfaction to a greater extent.
Sl.no SALARY PER MONTH
NO. OF RESPONDENTS
PERCENTAGE (%)
1 Upto 10,000 10 40
2. 10,000- 15,000 10 40
3. Above 15000 5 20
total 25 100
INTERPRETATION
40% each of the respondents belong to salary group of upto Rs.10, 000 as well as
between 10,000-15,000. The remaining 20% are above Rs.15, 000.
0
20
40
60
80
100
120
Upto 10,000
10,00
0- 15
,000
Above
1500
0tot
al
NO. OF RESPONDENTS
PERCENTAGE (%)
22
8. FINDINGS AND SUGGESTIONS
8.1 FINDINGS
Age: The percentage table reveals that the majority of the respondents belong to the age
group of 30-40.
Gender: From the percentage table the majority of the respondents are from the male group.
Educational qualification: From the percentage table the majority of the respondents are in graduate level.
Marital status The percentage table shows that the majority of the respondents are married.
Family size Majority of the respondents are form the 4-6 members family group
Experience From the percentage table majority of the respondents were in 5-10 years .
Monthly income: The percentage table indicates that the majority of the respondents are in upto
Rs.10,000 and Rs.10,000-15,000 salary groups.
8.2. SUGGESTIONS
The efficiency of the organization should be improved more and more measure
must be taken to increase the satisfaction level of the employees.
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9. CONCLUSION
The study done at Milma cattle feeds, Alapuzha helped to understand the employee
satisfaction in the organization. It provides an overall idea about the working of the
various departments. The study gives a practical experience of the complexities in the
working of the company.
Organization is providing the various measures for employee satisfaction. By
analyzing the various data provided by organization and also by employee survey, get
an idea that employee satisfaction in organization is above average.
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10. QUESTIONNAIREPERSONAL DETAILS
1. Name of the respondent:
2. Age:
3. Gender: Male Female 4. Marital status: Married Single
5. Educational Qualification: a) school b) graduation c) post graduation
6. How many years you are working in the organization: 7. Monthly salary: a) up to 10,000 b) 10,000-15,000 c) above 15,000
8. Number of dependents in your family: a) below 3 b) 4-6 c) above 6 9. Working hours:
JOB SATISFACTION SEGMENTS Kindly put tick ( ) mark in only answer from various alternatives given below. A = Agree DA = Disagree UD = Undecided SA = Strongly agree SDA = Strongly Disagree
1. Your salary is satisfied. i)A ii)DA iii)UD iv)SA v)SDA 2. Your job is very interesting. i)A ii)DA iii)UD iv)SA v)SDA
3. Your job description is clear. i)A ii)DA iii)UD iv)SA v)SDA
4. You feel that your job is secured one. i)A ii)DA iii)UD iv)SA v)SDA
5. You are not making many mistakes in your job. i)A ii)DA iii)UD iv)SA v)SDA
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6. You have the capability to achieve the targets in time. i)A ii)DA iii)UD iv)SA v)SDA
7. Your job does not create any physical aliments.i)A ii)DA iii)UD iv)SA v)SDA
8. Management builds and maintains work relationship. i) A ii) DA iii)UD iv)SA v)SDA
9. Grievance redressal. i) A ii) DA iii)UD iv)SA v)SDA
10. Your work is very challenging one. i) A ii) DA iii)UD iv)SA v)SDA
11. You feel over burden in your job. i) A ii)DA iii)UD iv)SA v)SDA
12. You get response form your superiors and subordinates. i)A ii)DA iii)UD iv)SA v)SDA
13. You have enough time to spend with your family. i) A ii)DA iii)UD iv)SA v)SDA
14. You feel that your working hours are convenient. i) A ii) DA iii)UD iv)SA v)SDA
15. You affect your personal problems in between the job. i) A ii)DA iii)UD iv)SA v)SDA
16. You maintain a good relationship with your colleagues. i)A ii)DA iii)UD iv)SA v)SDA
17. Your complaints are settled quickly by the courier. i)A ii)DA iii)UD iv)SA v)SDA
18. You feel your growth through in this courier. i)A ii)DA iii)UD iv)SA v)SDA
19.Facilities available in the courier are satisfactory. i)A ii)DA iii)UD iv)SA v)SDA
20. Classification of various services satisfactory.
26
i)A ii)DA iii)UD iv)SA v)SDAREFERENCES
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2. Cranny, Smith & Stone, 1992 cited in Weiss, H. M. (2002). Deconstructing job satisfaction: separating evaluations, beliefs and affective experiences. Human Resource Management Review, 12, 173-194, p.174
3. Brief, 1998 cited in Weiss, H. M. (2002). Deconstructing job satisfaction: separating evaluations, beliefs and affective experiences. Human Resource Management Review, 12, 173-194, p. 174
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