INTRODUCTION AND DESIGN OF THE STUDY

1.1 INTRODUCTION

Human resources are a term in which many organizations describe the

combination of traditionally administrative personnel functions with performance

management, employee relations and resource planning. The field draws upon

concepts developed in Industrial/Organizational Psychology. Human resources have at

least two related interpretations depending on context. The original usage derives

from political economy and economics, where it was traditionally called labour, one

of the four factors of production. The more common usage within corporations refers

to the individuals within the firm, and to the portion of the firm's organization that

deals with hiring, training, and other personnel issues.

Human resource management (HRM) is the strategic and coherent approach to

the management of an organization's most valued asset - the people working there

who individually and collectively contribute to the achievement of the objectives of

the business. The terms "human resource management" and "human resources" (HR)

have largely replaced the term "personnel management" as a description of the

processes involved in managing people in organizations, universities offer bachelor

and master degrees in Human Resources Management.

George.T.Mikovich and Jobri.w.Boudreau defines human resource

management as “a series of integrated decisions that form the employment

relationship; their quality contributes to the ability of the organizations and the

employees to achieve their objectives.”

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Job satisfaction describes how content an individual is with his or her

job. It is a relatively recent term since in previous centuries the jobs available to a

particular person were often predetermined by the occupation of that person’s parent.

There are a variety of factors that can influence a person’s level of satisfaction; some

of these factors include the level of pay and benefits, the perceived fairness of the

promotion system within a company, the quality of the working condition, leadership

and social relationships and the job itself.

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 organisations.

The project was undertaken at AMBADI Enterprises is a leading

manufacturer and exporter of Home Textile and Garments. The handloom unit was

started in 1992 to cater to the Indian market. The unique feature of this organization is

its ability to deliver goods with high quality standards on time because increased

commitment from the employees leads to improvement in their productivity.

Sustaining their commitment levels is a function of employee satisfaction. Hence it is

important to focus on the employee satisfaction levels and the study was undertaken to

understand the satisfaction level of workers of AMBADI Enterprises Limited,

Kannur.

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1.2 STATEMENT OF THE PROBLEM

Job satisfaction, a worker's sense of achievement and success, is generally

perceived to be directly linked to productivity as well as to personal wellbeing. It

implies doing a job one enjoys, doing it well, and being suitably rewarded for one's

efforts. A satisfied employee is a person who is fully involved in and enthusiastic

about his or her work. Hiring talented employees is tough .Retaining them is

tougher .Organization is fast realizing that employees satisfaction is gradually on the

decline employee attrition is an HR manager’s worst nightmare and there are constant

efforts to retain them. The HR manager’s challenges today include recruiting the right

employees, training them and most importantly retaining them. Hence, this study has

been conducted to focus on the employees Job Satisfaction at Ambadi Enterprises.

1.3 OBJECTIVES OF THE STUDY

To study the aspects of employees job satisfaction at Ambadi Enterprises Ltd,

Kannur.

To highlight the profile of handloom industries in general and Ambadi Enterprises

Ltd, Kannur in particular.

To analyse the extent of employees job satisfaction at Ambadi Enterprises Ltd,

Kannur.

To bring out the suggestions based on the findings and inferences derived.

1.4 SAMPLE DESIGN

Out of the total of 100 employees, 50 respondents were selected for the study. This

includes 30 workers in the production department. The remaining 20 are supervisors,

managers and staffs from the various departments in the organization.

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1.5 METHODOLOGY AND DATA COLLECTION

Both primary and secondary data were used for the study.

The primary data was collected from the workers, supervisors and managers of

Ambadi Enterprises Ltd, Kannur.

The secondary data were collected from the company records, magazines, journals

and websites.

TOOLS FOR DATA COLLECTION

The data has been collected by way of administering structured interview

schedule by the researcher.

1.8 TOOLS OF ANALYSIS

Mathematical tools were used for analyzing the data collected. Percentage was

calculated for analyzing the data. The data collected was tabulated and the percentage

was calculated. The values were then plotted using pie charts, cylindrical and bar

charts.

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1.9 CHAPTER SCHEME

The project report has been presented in the following format:

The first chapter deals with the introduction and design of the study which consists

of; introduction, statement of the problem, objectives of the study, sample design,

methodology and data collection, tools of analysis and chapter scheme.

The second chapter gives an abstract on the literature of job satisfaction.

The third chapter gives the brief description of the industrial profile and company

profile.

The fourth chapter states the analysis and interpretation.

The fifth chapter gives the findings, suggestions and conclusions.

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Literature Survey

Job Satisfaction

The term job satisfaction refers to an employee’s general attitude towards his

job. Lock defines job satisfaction as a “pleasurable or positive emotional state

resulting from the appraisal of ones job or job experience.” To the extent that a

person’s job fulfils his dominant need and is consistent with his expectations and

values, the job will be satisfying.

There are three major theories of job satisfaction:

(1) Hertzberg’s Motivation–Hygiene theory,

(2) Need- fulfillment theory

(3) Social reference group.

Job satisfaction is a complex and multifaceted concept, which can mean different

things to different people. Job satisfaction is usually linked with motivation, but the

nature of this relationship is not clear. Satisfaction is not the same as motivation. "Job

satisfaction is more an attitude, an internal state. It could, for example, be associated

with a personal feeling of achievement, either quantitative or qualitative." In recent

years attention to job satisfaction has become more closely associated with broader

approaches to improved job design and work organization, and the quality of working

life movement.

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The relationship between job satisfaction and performance is an issue of

continuing debate and controversy. One view, associated with the early human

relation's approach, is that satisfaction leads to performance. An alternative view is

that performance leads to satisfaction. However, a variety of studies suggest that

research has found only a limited relationship between satisfaction and work output

and offer scant comfort to those seeking to confirm that a satisfied worker is also a

productive one. Labour turnover and absenteeism are commonly associated with

dissatisfaction, but although there may be some correlation, there are many other

possible factors. No universal generalizations about worker dissatisfaction exist, to

offer easy management solutions to problems of turnover and absenteeism. The study

suggests that it is primarily in the realm of job design, where opportunity resides for a

constructive improvement of the worker's satisfaction level.

Job satisfaction, a worker's sense of achievement and success, is generally

perceived to be directly linked to productivity as well as to personal wellbeing. Job

satisfaction implies doing a job one enjoys, doing it well, and being suitably rewarded

for one's efforts. The literature on job satisfaction has been said by different authors

and in journals. In 1999 The Gallup Organization published a research that showed the

satisfactions among employees are more productive, more profitable, more customer-

focused, safer, and less likely to leave their employer. The review stated that "job

satisfaction among employees within a firm has shown to motivate the employee to

work beyond personal factors and work more for the success of the firm.

In a study of professional service firms, the Hay Group found that offices

with satisfied employees were up to 43% more productive. The most striking finding

is that, there are almost 52% gaps in operating incomes between companies with

highly satisfied employees and companies whose employees have low-engagement

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scores. High-engagement companies improved 19.2% while low-engagement

companies declined 32.7% in operating income during the study period.

The study done by the Gallup Management Journal has shown that only

29% of employees are actively satisfied in their jobs. Those "satisfied" employees

work with passion and feel a strong connection to their company. About ⅔ of the

business units scoring above the median on employee satisfaction also scored above

the median on performance .Only about ⅓ of companies below the median on

employee satisfaction scored above the median on performance.

When there are too many workers and too few jobs, it seems that an

investigation into job satisfaction is relatively without merit; when people are simply

happy to have a job at all, they are unlikely to leave that job simply because some

parts of the job itself, or the company, or their co-workers or the pay doesn't suit them

perfectly. Although that is the situation at the moment, however, it will not always be

so. While there are currently abundant older workers, notably the Baby Boom

members born between 1946 and 1966, behind that generation-the generation of

people born in the 1960s-there is a very small generation. No one at the moment is

thinking about Baby Boomers and job satisfaction; mainly, at least from reading the

consumer media, one would get the idea that companies' main desire is to simply get

rid of the Baby Boomers, preferably without having to continue to pay their high

salaries or pensions. Their lack of satisfaction would seem to be a bigger boon to

businesses today than is keeping them happy. However, as noted, that will change.

Before it does, it would be interesting to know not only if older workers in general are

more satisfied with their jobs, but, if not, what is it that a company could do to help

them in that respect."

"One of the most studied and discussed issues in the field of human

resource management is job satisfaction or the degree to which workers in various

occupations or work roles find the conditions of their employment their compensation

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opportunities for advancement and workplace environment to be sufficiently

satisfying. Although variations in national cultures tend to predominate as

explanations for the belief that universal approaches to management do not exist, there

is some evidence that workers in all cultures countries and geographic regions share

It seems that men and women have little in common (Rosenberg, 2003). They do

not think the same, they enjoy different types of movies, they do not even have the

same amount of ribs. However, when it comes to job satisfaction, it is unclear as to

whether or not men and women share similar attitudes. While many people say that

women getting paid less that men is blatant sexism, the real reasons for the

discrepancy are much more complex, some argue (Bort, 2003). According to Bort

(2003), survey respondents say these issues are at heart.

The relationship between Job satisfaction and value congruence within four

organizational value areas was studied among nurses at surgery wards. Congruence

between perceived and desired human relations values and social climate

independently determined attitudes toward the nurse's ward. Social climate was

operational zed as the habit of chatting with colleagues, and was inversely related to

time pressure. Ward attitudes predicted  Job satisfaction, although structural equation

modeling suggested that human relations value congruence also predicted Job

satisfaction directly, in addition to its effect through ward attitudes. Human relations

value congruence thus appeared as an important ingredient of person-organization fit

in nursing.

This exploratory study investigated the relationship among staff nurses’

assessment of organizational culture, Job satisfaction , inpatient satisfaction  with

information about home care and follow-up, and general inpatient satisfaction  with

nursing care. A conceptual path model was tested using a secondary data analysis

research design. Staff nurses and inpatients were sampled from inpatient units. The

9

unit of analysis was patient care units. Pearson correlation and regression analyses

were used. We found that strength of organizational culture predicted Job

satisfaction  well and positively; Job satisfaction predicted inpatient satisfaction

significantly and positively; Job satisfaction and inpatient  predicted general

inpatient satisfaction well and positively. Methodological challenges of this study are

discussed.

Source: HRM Review Osmania University Press - July 2007; A study on job

satisfaction to job delight a challenge for HR Managers: A study by M Bhaskara Rao

and K Gayatri Reddy.

1

INDUSTRY PROFILE

TEXTILE INDUSTRY – A PROFILE

Handloom industry is the largest cottage industry in the State. The

State was ranked the fourth position in terms of the number of looms according to

Handloom census. The State Government has made full efforts for overall

development of handloom industry. Manipur handloom and Handicraft Development

Corporation and Manipur Development societies are the two Agencies of State taking

concerted efforts for production and marketing of handloom products. Manipur State

Handloom Weavers Co-operative Society is the apex co-operative society taking

pivotal role for development of handlooms. There is also, a departmentally run raw

material bank in the commerce and Industries Department to meet the requirements of

various types and qualities of yarns of weavers.

It is said that weaving in Kannur started 400 years ago. During the

period of chirakkal Rajas, Handloom industry was introduced for preparing the Royal

attire. Since then weaving was done which included other activities like dyeing,

winding, warping, joining etc, where a group of workers were needed for the whole

process. Such groups settled in various areas in the District and these settlements were

called Therus. The weaving communities in these Therus were called “Saliyas”. A

major turning point into the transformation of the activities into an organized weaving

industry was with the arrival of the Christian Missionaries in 1833.The Bassal Mission

was active in the entire North Malabar area and up to Mangalore. A small scale

weaving factory was set up in 1844 by the mission at Mangalore.

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The first loom was imported from Germany. Later, as per the guidance of German

technicians, “maggams” were manufactured.

In 1851, the visit of weaving expert Mr. Heller from Germany to the Mangalore

factory led to the introduction of the “fly wheel fitted shuttle”. In 1844 at Calicut and

in 1852 at Kannur, Bassal Mission started Frame loom weaving factories. “Mundu”

was the initial product from these factories and it was known as “Mission Mundu”.

Later shirting checks and bed sheets were added. Innovation led to multi treadle and

jacquard designed fabric production. The success of these units motivated private

entrepreneurs to estabilish new weaving sheds in the district. The first handloom

factory was set up in Kannur in 1852 was later converted into a power loom factory by

“Commonwealth Trust” and later “Thiruvepathy Pvt Ltd” was estabilished. Handloom

export activities started in Kannur during 1950’s.The huge employment opportunity

that this sector provided helped lakhs of workers to earn their livelihood. It is

only second to agriculture for employing the largest workforce.The one single product

that made waves in the international market was the “crepe” fabric from Kannur, in

the early 70’s.

In 2002, the Union Ministry introduced the “Town of Export Excellence”

recognition. This was to acknowledge the substantial Contribution of towns that grew

on its own strength to the national exports. Tirupur, Ludhiana and Panipath were the 3

towns that got the approval in 2002.The efforts of the exporters from Kannur to get

into this prestigious list proved successful in 2004

When the new Exim policy was announced, Kannur became the only town in Kerala

to be recognized as a Town Of Export Excellence for handloom exports.

In Textiles, Kannur has a better position in Home Textiles. It is equipped with

more old generation shuttle looms and more ring spring machines. It had to face a big

blow during Eighties due to Bombay Textile strike under the leadership of Sri.Dutta

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Samanath. The vaccum created in the textile manufacturing has been compensated by

unorganized power loom sector mainly in the mixed fibre. Lot of innovations was

done in textiles like Calisynth and Cotton Crepe. Even today with China’s stiff

competiton, domestic and international consumers consider Indian textiles are reliable

as it meets high quality standards for its functional requirements. Composite textile

unit has got lot of opportunities due to their composite structure, comprehensive

control systems and professional approach.

Handloom Textiles in India

Handloom textile’s in India has a very long cherished tradition. Asian weavers

were also considered the skilled weavers in world. Hand spinning and handloom

weaving were the important non-violent weapons during our freedom struggle. Today

there are a lot of brands in hand-woven textiles like Kancheepuram, Dharmavaram

etc. All are the premium brand sarees and dress material for women in silk, cotton and

mixed. Each brand has its own specialities, which reflect the skill of weaving and

ornamentation. In the carpet and other floor coverings, there are Kashmiri Carpets,

Panipat and Warangal Dhurries that has become the big name in floor covering.

Southern states are now the major manufacturing hub for furnishings, made-ups and

home textiles. Garment segments are limited due to its high costs and functional

limitations.

Handloom Textiles of Kerala

Kerala has centuries of old tradition in handloom and the epic centre is North

Malabar. Manufacturers of handloom fabrics started their export. About 50 years back

and Govt recognized Kannur as a City of Export Excellence. Major items

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manufactured here are Thorth, Mundu, Set Mundu, Sarees, Lungies etc. Malabar is the

main centre for manufacturing textiles in Kerala.

Europeans could not implement the policy of forcing Indians to use imported

clothings from their countries. Handloom weavers played an important role for the

success of non-co-operative movement during freedom struggle. At the beginning of

twentieth century, many private Entrepreneurs started handloom factories in North

Malabar.

There were a lot of innovations in the man-made fibre, which changed the

cotton clothing industry to blended clothing. Blended and man-made clothings are

more durable and easy caring. In the recent years, some societies are doing their own

exports and many are suppliers for the leading exporters of Kannur. Hantex is a

marketing and Kerala Handloom Finance Corporation for financing. Textiles

Committee has taken an important role for the promotion of handlooms in the

international market as a agency help in implementing Quality Control.

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Company Profile

Ambadi Enterprise Limited, Kannur - A Profile

Parry Murray, incorporated in 1937, with its registered office at EID

Parry India was until then a trading firm that dealt with sugar and machinery before it

ventured into textiles in 1962. They sourced their fabric from the commonwealth mill

in Calicut. It was 1979 when the general decline of EID parry eventually led to the

liquidation of parry Murray. The Murragappa group took it over in 1982 when a

vellayan along with Ajit kumar met with common agenda of building it back to its

past glory .In 1984 the company realized the risk of depending on single vendor and

started a small production unit through TI & M in Cannanore and began an

association with a family in Bangalore that supplied silk. In 1989 a dyeing unit was

set up in Cannanore and an office in Delhi which dealt entirely with carpets and in

today Ambadi Enterprises. In 1994 the Group decided to buy the company out of EID

Parry and make it wholly owned subsidiary of Ambadi Enterprises, but with an

independent board with a vellayan as the Chairman and Venkatachalam as the

Executive Directories;

Ajit Kumar is the CEO of the company and heads as 14 member team

that is responsible for the company’s operation. The company’s progress under Ajit

could be divided into two phases, an initial thrust to establish a stronger foothold in

the UK, and then advancing to the rest of Europe and the US. The company sources

from a strong manufacturing base in Cannanore and Delhi. A recently opened

registered office in New York operates with design & marketing executives whose

efforts are supplemented by freelance designers who come onboard for specific

projects. The company has also opened its own subsidiary in India with an office in

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Bangalore. This office will market to the Middle East and Australia and be supported

by a new high tech factory in Mysore.

The company today deals with home furnishing and supplies to the very top

end of UK, EU and US markets .Parry Murray has around 40 clients, most of who are

in the top draw like Calvin Klein and Ralph Lauren. You will also find Parry

Murray’s products adorning the inner sanctums of White House in Washing DC.

Ambadi Enterprises is a 100% export company that deals with innovative

upholstery and carpets. They have been in business for many years and have grown

from humble beginnings to become one of the most trusted and respected names in the

textile exports industry today. Ambadi’s approach is very different from its

competitors. Most companies in this industry depend on volumes, while Ambadi

caters exclusively to top draw clients who demand the highest quality in design and

production. Ambadi’s products have become the benchmark for the rest of the

industry for quality and design over the years.

Products

For easy understanding, Ambadi’s products can be differentiated into:

On the floor , and

Above the floor

The Global Showrooms of Ambadi Customers

On the floor deals with a wide range of carpets and above the door deals with

pillows covers, curtains bedspreads and cushion covers. Ambadi’s products adorn

numerous houses across the across the world and bring a spot of colour and cheer into

the lives of millions .

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Production

Ambadi Enterprises combines traditional skills with modern technology to

create novel products that can demand a premium in the world market. With production

centers in prominent handloom weaving centers across the country Ambadi helps keep

alive the ancient art of Indian handlooms and promotes it across the world .Full-fledged

production centers have been set up in almost all of India’s textile hubs that are diverse in

their skills and their art.

The various locations Cannanore, Erode, Varanasi, Panipat, Delhi ,Tirupur and

Karur . Apart from these, Ambadi also uses the skills of weavers at Agra , Sitapur ,

Jaipur, Kanpur, and Warangal through a vast network of vendors.

Scenario, with decreasing product life cycles lead times, puts demands on the team’s

creativity and project handling skills .The team works closely with clients with clients

across the borders to understand their lifestyles and tastes.

VISION

To be preferred vendors, by satisfying the customer’s stated and implied needs,

delivering design-led home furnishing and textiles of predominately natural fibres.

MISSION

To achieve a turn over of Rs.1000 million by 2010, with consistent quality and on

time delivery, 40% turnover from new design and one new product every year.

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QUALITY POLICIES

A – Achieving mutual growth with our sayer’s through innovative products.

M- Managing enterprises to endeavor for continual growth

B - Blending traditional skills with modern technology.

A- Adopting effective system and practices

D - Developing Vendor Capabilities

I - Inspiring employees to strive for professional excellence

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Analysis and Intrepretation

In this chapter the researcher has tried to analyse the job satisfaction level of the

employees at Ambadi Enterprises in the organization.

TABLE NO:4.1GENDER COMPOSITION

PARTICULARS RESPONDENTS PERCENTAGESMale 22 44

Female 28 56Total 50 100

Source: Primary Data

Inference:

From the above table it can be observed that 56% of the respondents are female while

the remaining are male members.

Hence it can be inferred that majority of the workers in the organization are female. At

the same time it is relevant that there is more or less an equal representation of both.

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CHART NO:4.1GENEDER COMPOSITION

GENDER

44%

56%

Male

Female

Source: Primary Data

2

TABLE NO:4.2

AGE PROFILE

PARTICULARS NO OF RESPONDENTS

PERCENTAGES

20-30 10 2031-40 15 3041-50 18 3651-60 7 14Total 50 100

Source: Primary Data

Inferences:

From the above table it can be observed that 36% of the respondents fall in the age

group of 41-50, while 30% of the respondents come under the age category of 31- 40.

20% of the respondents are in the age group of 20-30 and the rest of the respondents

comes under the age group of 51-60.

Hence it can be inferred that majority of the workers in the organisation are aged

between 41-50. On an average most of the workforce are middle aged.

2

CHART NO:4.2

AGE PROFILE

AGE

20

3036

14

0

5

10

15

20

25

30

35

40

20-30 31-40 41-50 51-60

Age

No of

Res

pond

ents

(%)

Source:Primary Data

2

TABLE NO:4.3

INCOME LEVEL

Particulars No Of Respondents Percentages

1000-2000 15 30

2000-3000 18 34

3000-4000 17 36

Total 50 100

Source: Primary Data

Inferences:

From the above table it can be observed that 30% of the respondents receive income

within the range of Rs.1000-2000 while 34% of the respondents have their monthly

earnings in the range of Rs.2000-3000. 36% of the respondents earn between Rs.3000-

4000.

Hence it can be inferred that majority of the workers in the organisation receive

income within the range of 3000-4000. Wages paid to the workers vary as per the

years of experience.

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CHART NO:4.3INCOME LEVEL

INCOME

30%

36%

34%

1000-2000

2000-3000

3000-4000

Source: Primary Data

2

TABLE NO:4.4

EXPERIENCE

Particulars Respondents Percentages

5-10 30 60

11-15 20 40

Total 50 100

Source: Primary Data

Inferences:

From the above table it can be observed that 60% of the respondents have 5-10 years

of experience, while 40% of the respondents have 11-15 years of experience.

Hence it can be inferred that majority of the workers in the organisation have 5 -

10 years of experience. Attrition rate is found to be low in the concern. The number of

experienced employees retained within the company is a good indication to the

company regarding the satisfaction of the employees.

2

CHART NO:4.4EXPERIENCE

2

EXPERIENCE

60%

40%

Source: Primary Data

2

TABLE NO:4.5

JOB ENRICHMENT

PARTICULARS RESPONDENTS PERCENTAGESOffered 30 60

Not offered 5 10Very rarely 10 20Very often 5 10

Total 50 100Source: Primary Data

Inferences:

From the above table it can be observed that 60% of the respondents were given

opportunity for enriching their jobs based on opportunity available in the organization,

where as 20% of the respondents feel that they are rarely provided with opportunities,

and 10% of the respondents feel tat they are very often provided with opportunities.

Hence it can be inferred that organization does provide opportunity to the workers

to enhance and enrich their performance.

2

Chart No:4.5

JOB ENRICHMENT

Job Enrichment

30, 60%5, 10%

10, 20%

5, 10%

Offered

Not offered

Very rarely

Very often

2

TABLE NO: 4.6RECOGNITION AT WORK

PARTICULARS RESPONDENTS PERCENTAGESRecognized 35 70

Unrecognized 15 30Total 50 100

Source of Primary Data

Inferences:

From the above table it can be observed that 70% of the respondents received

recognition for the good work done by them of the respondents were 30% of the

opinion that the organization is indifferent towards the work done by them.

Hence it can be inferred from the opinion of the majority of the employees, that

the organization appreciates the good work done by the workers. Appropriate and

timely appreciation of the work of the employees, improves employee satisfaction and

their commitment towards the job.

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CHART NO: 4.6

RECOGNITION AT WORK

Recognition At work

35, 33%

70, 67%

Source: Primary Data

3

TABLE NO:4.7

NATURE OF PEER SUPPORT

PARTICULARS No Of RESPONDENTS

PERCENTAGES

Professional support 10 20Social support 5 10

Personal support 30 60Any other 5 10

Total 50 100Source: Primary Data

Inferences:

From the above table it is observed that only 20% of the respondents get professional

support from their colleagues, while 60% of the respondents are of the opinion that

they get personal support from their friends and co-workers ,10% of the respondents

are of the opinion that they get social support from there colleagues

Hence it can be inferred that the workers at Ambadi maintain a personal and

healthy relationship. Co-workers do extend professional and social support and less

when compared to the personal support extended.

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CHART NO: 4.7NATURE OF PEER SUPPORT

Nature of Peer support

2010

60

100

10

20

30

40

50

60

70

Professional support Social support Personal support Any other

Response

No of

Res

pond

ents

(%)

Source: Primary Data

3

TABLE NO: 4.8

NON-MONETARY BENEFITS

PARTICULARS RESPONDENTS PERCENTAGESTransportation 30 60

Canteen 20 40Total 50 100

Inferences:

From the above table can be observed that 30% of the respondents are provided with

medical Transportation, where as 20% of the respondents were given canteen facilities

Hence it can be inferred that the organization does not provide much of non-

monetary benefits to the workers in the organization

CHART NO: 4.8

3

NON MONETARY BENEFITS

Non Monitary Benefits

30, 33%

60, 67%

Source: Primary Data

3

TABLE NO: 4.9MOST ATTRACTIVE MONETARY BENEFIT

PARTICULARS RESPONDENTS PERCENTAGESBonus 20 40

Leave allowance 12 24Medical insurance 10 20

Travel allowance 8 16Total 50 100

Source: Primary Data

Inferences:

From the above chart it is observed that 40% of the respondents prefer bonus facility

over the others, where as 24% of the respondents prefer leave allowance. 20% of the

respondents find medical insurance as the most attractive monetary benefit. Travel

allowance is the most attractive monetary benefit to 16% of the respondents.

Hence it can be inferred that bonus is considered as the most attractive monetary

benefit provided at Ambadi Mainly festival bonus is provided to the workers, which

tends to make their festival celebrations more colorful.

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CHART NO: 4.9MONETARY BENEFITS

Monetary Benefits

40

24 2016

0

5

10

15

20

25

30

35

40

45

Bonus Leave allowance Medical insurance Travel allowance

Response

No o

f Res

pond

ents

(%)

Source: Primary Data

3

TABLE NO: 4.10RELATIONSHIP WITH MANAGEMENT

PARTICULARS No Of RESPONDENTS

PERCENTAGES

Highly satisfied 5 10Satisfied 10 20Neural 5 10

Dissatisfied 30 60Total 50 100

Source: Primary Data

InferencesFrom the above table it can be observed that 60% of the respondents are dissatisfied

with their relationship with management while 20% of the respondents express their

satisfaction with the same while 10% of the respondents are highly satisfied. 10% of

the respondents have not put forth a clear cut opinion on their relationship with

management.

Hence it can be inferred that majority of the workers in the organisation do not

find their relationship with the management as healthy. A cordial relationship is to be

maintained between the management and workers so as to create a good work

atmosphere.

CHART NO: 4.10

3

RELATIONSHIP WITH MANAGEMENT

Relationship With Management

5, 10%

10, 20%

5, 10%30, 60%

Highly satisfied

Satisfied

Neutral

Dissatisfied

Source: Primary Data

TABLE NO: 4.11

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REMUNERATION PAID

PARTICULARS No OfRESPONDENTS

PERCENTAGES

Highly satisfied 5 10Satisfied 35 70Neutral 5 10

Dissatisfied 5 10Total 50 100

Source: Primary Data

Inferences:

From the above table it can be observed that 70% of the respondents are satisfied with

the remuneration received. 10% of the respondents have an indifferent attitude

towards their remuneration. A group of 10%, have expressed their dissatisfaction

regarding the same.

Hence it can be inferred that majority of the workers in the organisation have a

positive attitude towards the remuneration paid. Better remuneration gives a sense of

job satisfaction to the workers.

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CHART NO: 4.11REMUNERATION PAID

Remuneration Paid

10

70

10 100

10

20

30

40

50

60

70

80

Highly satisfied Satisfied Neutral Dissatisfied

Response

No of

Resp

onde

nts (%

)

Source: Primary Data

TABLE4.12

4

MAJOR COMPONENTS FOR EMPLOYEES SATISFACTION

PARTICULARS RESPONDENTS PERCENTAGESWages 10 20

Relationship with colleagues

20 40

Working condition 10 20Professional growth 10 20

Total 50 100Source of Primary Data

Inferences:

From the above table it can be observed that 40% of the respondents find their

relationship with colleagues providing better satisfaction to them, while 20% of the

respondents are given importance to wages. 20% of the respondents find working

condition as the most satisfying factor and the rest of them gives importance to

professional growth.

Hence it can be inferred that most of the workers in the organisation feels

relationship with superior as the major component of employee satisfaction. Better

interpersonal relationship help in enhancing job satisfaction.

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CHART NO: 4.12

COMPONENTS FOR EMPLOYEES SATISFACTION

Major Components For Employees Satisfaction

20

40

20 20

05

1015202530354045

Wages Relationship withcolleages

Working condition Professionalgrowth

Response

No of

Res

pond

ents

(%)

Source of Primary Data

4

TABLE NO: 4.13

SATISFACTION WITH PRESENT JOB

PARTICULARS RESPONDENTS PERCENTAGESHighly satisfied 5 10

Satisfied 30 60Neutral 5 10

Dissatisfied 10 20Total 50 100

Source: Primary Data

Inferences:

From the above table it can be observed that 60% of the respondents are satisfied with

the present job , 20% of the respondents feels that the job provides dissatisfaction,

and 10% of the respondents feel that the job provides neutral

Hence it can be inferred that majority of workers in the organisation are

satisfied with their present job.

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CHART4.15

SATISFACTION WITH PRESENT JOB

Satisfaction with Present Job

5, 10%

30, 60%

5, 10%

10, 20%

Highly satisfied

Satisfied

Neutral

Dissatisfied

Source: Primary Data

TABLE NO: 4.16

4

EMPLOYEE REFERENCE

PARTICULARS RESPONDENTS PERCENTAGESEncourage 40 80Discourage 5 10

Not sure 5 10Total 50 100

Source: Primary Data

.

Inferences:

From the above table and chart it can be observed that 80% of the respondents would

encourage their friends and relatives to join the organization and 10% of the

respondents are of the opinion that they would not. Another group of 10% stated that

they are not sure with the same.

Hence it can be inferred that majority of the workers in the organisation will

encourage their friends and relatives to join the organization. Only a satisfied

employee will act as an effective word of mouth for the organization. The attitude of

the employee speaks about ter satisfaction.

4

CHART4.16

EMPLOYEES REFRENCE

Employees Refrence

40, 80%

5, 10%

5, 10%

Encourage

Discourage

Not sure

Source: Primary Data

4

TABLE NO: 4.17SAFETY MEASURES

PARTICULARS REPONDENTS PERCENTAGESHighly satisfied 25 50

Satisfied 10 10Dissatisfied 5 10

Highly Dissatisfied 5 10Total 50 100

Source: Primary Data.

Inferences:

From the above table and chart it can be observed that 50% of the respondents feel

that they are highly satisfied with the safety measures given to them and 10% of the

respondents feels that they are satisfied with the safety measures at Annn….!0 % have

expressed their disa….on the same.

Hence it can be inferred that majority of the workers in the organisation are

satisfied with the safety measures given to them by the organization.Better safety

measures gives a sense of satisfaction to the workers.

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CHART NO: 4.17SAFETY MEASURES

Safety Measures

25, 56%

10, 22%

5, 11%

5, 11%

Highly satisfied

Satisfied

Dissatisfied

Highly Dissatisfied

Source: Primary Data.

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TABLE NO: 4.18CHANNEL OF COMMUNICATION

PARTICULARS RESPONDENTS PERCENTAGESHighly satisfied 5 10

Satisfied 30 60Neutral 10 20

Dissatisfied 5 10Total 50 100

Source: Primary Data

Inference

From the above table and chart it can be observed that 60% of the respondents are

satisfied with their present channel of communication and 40% of the respondents are

dissatisfied with the channel of communication at…A. 10%...........

Hence it can be inferred that majority of the workers in the organisation are

satisfied with the proper channel of communication adopted atA….

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CHART4.18CHANNELS OF COMMUNICATION

5

Channels Of Communication

10

60

2010

0

10

20

30

40

50

60

70

Highly satisfied Satisfied Neutral Dissatisfied

Response

No Of

Resp

onde

nts (%

)

Source: Primary Data

TABLE NO: 4.19OPINION REGARDING BONUS

PARTICULARS No Of RESPONDENTS PERCENTAGES

5

Highly Satisfied 25 50

Satisfied 10 20

Dissatisfied 5 10

Highly Dissatisfied 10 20

Total 50 100

Source: Primary Data

Inference: From the above table and Chart is observed that 50% of the respondents are

Highly Satisfied with there Bonus, 20% of the respondents are satisfied with there

Bonus and 10% are Dissatisfied with there bonus.

Hence it can be inferred that majority of the workers are Highly Satisfied with

there Bonus

CHART4.19OPINION REGARDING BONUS

5

Opinion Regarding Bonus

25, 50%

10, 20%

5, 10%

10, 20% Highly Satisfied

Satisfied

Dissatisfied

Highly Dissatisfied

Source: Primary Data

FINDINGS

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1) there are more number of females employees in an organization.

2) majority of the respondents comes under the age

category of 41-50

3) majority of the respondents have an experience of 5-

10 years.

4) . It is found that organization does provide opportunities that makes the

employees feel comfortable to do the work.

5) The survey reveals that the organization appreciates the good work

done by employees.

6) The survey shows that majority of them are given the opportunity to

learn and grow.

7) It is found that personal kind of relationship exist among the

employees more than the professional support.

8) It is found that the organization does not provide much of non-

monetary benefits.

9) It is found that majority of them are satisfied with the job in the work

environment.

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10)The survey shows that majority of the respondents prefer bonus

facility over the rest of the monetary benefits.

11 ) It is observed that majority of the respondents maintains a good

relationship with management.

12)It is found that majority of the respondents have a positive attitude

towards the remuneration paid.

13)It is found that one of the problems faced, is that the respondents are

not satisfied with remuneration.

14) The survey shows that most of the respondents feels relationship as

the major components of employee satisfaction.

15) It is found that majority of the respondents are satisfied with the

present job.

16) It is found that majority of the respondents are satisfied with the

safety measures given to them by the organization.

17 ) It is inferred that majority of the respondents are satisfied with the

proper channel of communication received.

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SUGGESTIONS

1) Improvement in overseas operation is necessary to generate

enough work of the employees in the organization. This can

help to remove the idleness which they face in the

organization. .

2) Better working condition should be provided so that most of them can do

their job effectively.

3) Management should take into consideration to give more support from

professional area, so that workers can be free and can do work effectively

when suggestions for improvement are given.

4) Appraisal method need not only be concentrated in job performance, but

also in personal development.

5) More consideration should be given for the godown facilities so that when

more orders are received, workers can handle and keep the things

properly.

6) Few of the employees emphasized that one of the problems they faced is

less motivation. Though the number of respondents is less, yet it can

become a major problem in long run. Hence the organization can try to

look into this matter with renewed effort.

7) Management should take more effort to undertake welfare measures.

8) Supervisors should take into consideration the workers problem and

should have a feeling of attachment towards workers in congratulating

them in their work.

5

CONCLUSION

As stated by the Institute of Personnel Development the human resource is

increasingly being recognized as an important asset for every organization. Leadership

today is about recognizing just how much of the management task lies in mention and

motivation signifies the level of direction persistence of effort expended in work. The

study was conducted among the employees of Ambadi Enterprises. This reveals the

different levels of job satisfaction factor in the organization. From the study it is

understood that most of them are not satisfied with the working condition. So efforts

must be made to provide them good facilities.Mangement should take into aspect the

monetary and non-monetary benefits.Workers should be satisfied in their job for

reputation of the firm lies in their satisfaction. The management should be keen to

organize and conduct many activities like training programme, discussions etc.This

will ensure good success to the orgnization.

5

5

A STUDY ON JOB SATISFACTION OF EMPLOYEES WITH REFERENCE TO AMBADI ENTERPRISES LTD , KANNUR

INTERVIEW SCHEDULE

Name……………………………….

Native District………………………………………..

Your Designation in Ambadi…………………………………………………

Sex: Male/Female

Marital Status : Single/ Married

1 Age of employees ( ) 20-30 ( ) 31-40 ( ) 41-50 ( ) 51-60

2 Income level of employees ( ) 1000-2000 ( ) 2000-3000 ( ) 3000-4000

3 Experience of employees ( ) 5-10 ( ) 11-15

4) Are you provided any Job opportunities to the organisation

( ) Offered jobs ( ) Not offered jobs ( ) Very rarely ( ) Very often

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4) Are you providing any recognition at work in this organisation ( ) Recognised ( ) Unrecognised

5) Are you satisfied with peer support ( ) Professional support

( ) Social support ( ) Personal support ( ) Any other.

6) How do you feel about Non monetary benefits ( ) Transportation ( ) canteen Facilities ( ) Medical insurance

8) Of the following monetary benefits which one offers you maximum satisfaction ( ) Home rent allowance ( ) Leave allowance ( ) Medical insurance ( ) Travel allowance ( ) Any other

9)Are you satisfied with the relationship between the management

( ) Highly satisfied ( ) Satisfied ( ) Neutral ( ) Dissatisfied

10) Are you satisfied with the remuneration ( ) Highly satisfied ( ) Satisfied ( ) Neutral ( ) Dissatisfied

11) Is there any problem facing by employees

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( ) Conflict ( ) Less motivation ( ) Not satisfied with remuneration ( ) Any other

12) Which is the major component in your organization which satisfies you the most?

( ) Wages ( ) Relationship ( ) Working condition ( ) Professional growth ( ) Any other

13) Are you satisfied with present job

( ) Highly satisfied ( ) Satisfied ( ) Neutral ( ) Dissatisfaction

14) Does your organization encourage their friends and relatives to join the organization

( ) Will encourage ( ) Will not encourage ( ) Will discourage ( ) Not sure

15) Are you satisfied with safety measures ( ) Highly satisfied ( ) satisfied ( ) Neutral ( ) Dissatisfied

6

16) How satisfied are you with your channel of communication ( ) Highly satisfied ( ) satisfied ( ) Neutral ( ) Dissatisfied

17) What is your opinion regarding bonus provided by the company ( ) Highly Satisfied ( ) Satisfied ( ) Dissatisfied ( ) Highly Dissatisfied

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