Study of QWL

CHAPTER - I
INTRODUCTION
OF THE STUDY
1
CHAPTER – I
INTRODUCTION OF THE STUDY
1.1 INTRODUCTION
The Indian Textiles Industry has a phenomenal presence in the economic life of the
country. Apart from providing one of the basic necessities of life, the textiles industry also plays
a pivotal role through its contribution to industrial output, employment generation, and the
export earnings of the country. Currently, it contributes about 14% to industrial production, 4%
to the GDP, and 17% to the country’s export earnings.
The Indian Textile Industry is basically depending on Agricultural sector for their major
raw material of Cotton. Cotton plays a vital role in the survival of this Industry. So also the
Indian Power loom Industry contributes for the major role in the economy of the country. This
industry is basically an unorganized sector, the Government is trying had to boost this industry,
by announcing various Up gradation fund schemes, but this sector is taking the fullest benefit of
the scheme due to major problem which exists in this industry from years together, being a
family runnel business, up gradation of technology is not happening in this sector as expected.
This industry contributes to the major exports in the country and for employment to more
labors in the region. Depending upon the climatic situation and power loom are divided in
various clusters around the country manufacturing various products, but the problems faced by
this industry are all common, due to lack of education, working capital and Marketing
management. This industry has got lot of potentials and opportunities which this industry should
grab
Unorganized sector in India is broadly defined as units consisting in production of goods

and services with the primary objectives of generating employment and income to the people
concerned to the sector. These units typically operate at a Low level of organization with little or
no division between Labour and Capital as factors of production and on a small scale; Labour
relations where they exists are based mostly on casual employment. Kinship or personal or social
relations rather than contractual arrangements with formal guarantees.
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Thus units in un-organized sector are not constituted as separate legal entity,
independently of house hold or house hold members than own them and for which no complete
sets of accounts are available which could permit a clear distinction of the production activities
of the enterprises from the other activities. Expenditure of production is often indistinguishable
from house hold expenditure.
1.2 HISTORY
A loom from the 1890s with a dobby head. Illustration from the Textile Mercury.
Edmund Cartwright patented a power loom in 1785. This used water as power instead of
human power which sped up the weaving process. Weavers were able to use all the thread that
spinners could produce.[1] It was to be forty years before his ideas were modified into a reliable
automatic loom. Cartwright was not the first man to design an automatic loom, this had been
done in 1678 by M. de Gennes in Paris, and again by Vaucanson In 1745, but these never
developed and were forgotten.
Those designs preceded John Kay's invention of the flying shuttle and they passed the
shuttle through the shed using levers. It was not a commercially successful machine. His ideas
were licensed first by Grimshaw, of Manchester who built a small steam-powered weaving
factory in Manchester in 1790. The looms had to be stopped to dress the warp, but the factory
burnt down before anything could be learned.
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1.2.1 Decline and reinvention
Originally, power looms used a shuttle to throw the weft across, but in 1927 the faster and
more efficient shuttle less loom came into use. Sulzer Brothers, a Swiss company had the
exclusive rights to shuttle less looms in 1942, and licensed the American production to Warner &
Swasey. Draper licensed the slower rapier loom. Today, advances in technology have produced a
variety of looms designed to maximize production for specific types of material. The most
common of these are Sulzer shuttle less weaving machines, rapier looms, air-jet looms and
water-jet looms.
1.3 INDUSTRY PROFILE
1.3.1 INDIAN TEXTILE INDUSTRY
The Indian textile industry is one of the major sectors of Indian economy largely
contributing towards the growth of the country's industrial sector. Textiles sector contributes to
14 per cent of industrial production, 4 per cent of National GDP and 10.63 per cent of country's
export earnings. The opening up of the sector through liberalization polices set up by the Indian
Government have given the much-needed thrust to the Indian textile industry, which has now
successfully become one of the largest in the world.
Textile sector in India provides direct employment to over 35 million people and holds
the second position after the agriculture sector in providing employment to the masses. Growing
at a rapid pace, the Indian Market is being flocked by foreign investors exploring investment
purposes and with an increasing trend in the demand for the textile products in the country, a
number of new companies and joint ventures are being set up in the country to capture new
opportunities in the market.
1.3.2 GROWTH IN INDIAN TEXTILE INDUSTRY
Indian Textile Industry is going through a major change in its outlook after the expiry of
Multi-Fiber Agreement. Multi Fiber Agreement was introduced in the year 1974 as a short term
measure directed towards providing a limited time period to the developed countries for
adjusting their textile industries in accordance with that of the developing countries.
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The textile industries are characterized by their labor intensive nature of commodity
production. Availability of surplus labor is abundant in the developing countries. These countries
have comparative advantage in the production of textile related products and hence are able to
supply goods at a very low price. The basic idea behind this policy was to eradicate all sorts of
quota system from the apparel and textile industry all over the world so that a level playing field
could be established. This whole process of dismantlement of quota system was completed on
01.01.2005.
Now, this era after MFA is being looked upon by the experts as a means through which
the Indian textile and apparel industry is going to grow a much faster pace and would
consequently be able to leave a mark on the whole world.Integration of this Indian industry with
that of the whole world started from the last period of 1980s. It came up to the top ten leagues of
countries involved in export of textile as well as apparel products after 1998.
According to the statistics of United Nations Statistical Division, 2005 it was clear that
during the entire 1990s, the average compounded growth rate of clothing item export was more
or less 13%. This report has also highlighted the fact that the entire textile industry along with
the apparel one has seen a jump in its export from US$ 0.9 billion to US$ 13.5 billion during the
period 1985-2003 which accounts to 15 times increase from the base period.
1.3.3 POWERLOOM SECTOR IN INDIA EVOLUTION OF WEAVING LOOMS
History of weaving looms can be traced back to 17th century. The first power loom was
invented by Edmund Cartwright in 1785. Originally Power looms were with shuttle, and they
were very slow. But as the industrial demands for faster production accelerate, faster looms
without shuttle came in use in early part of 20th century. As developments and innovations take
place, various types of looms were developed for faster production. Today, Air-jet, Water-jet,
Rapier and other computer operated looms are used to maximize production of special materials.
1.3.4INDIAN SCENARIO OF WEAVING LOOMS
Though weaving is one of the important sector for Indian textile industry, it has not been
given due attention like spinning sector. Moreover structure of the industry plays a major role in
making it competitive. Nature of this sector is mainly unorganized. The sector consists of
fragmented, small and often, unregistered units that invest low amount in technology and
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practices especially in the power loom, processing, handloom and knits. India has world’s largest
installed base for looms. There are approximately 5mn looms in the country. India has 1.8mn
Shuttle looms which is 45% of world capacity, and 3.90mn handlooms which is 85% of world
capacity.
1.3.5 POWER LOOM
The power loom sector produces more than 60% of cloth in India and textile ministry’s
estimation says that more than 60% of the country’s cloth exports originated from that sector.
With its employment of 4.86mn workers, the power looms sector comprised approximately 60%
of total textile industry employment. As per textile ministry of India up till March 31, 2006, the
power looms sector — which produces various cloth products, including greige and processed
fabrics — consisted of 430,000 units with 1.94mn power looms. The ministry projected the
number of power looms to rise to 1.95mn in 2006-07. But modernization in looms is less and
Indian industry still lags significantly behind US, China, Europe, Taiwan etc. (Texmin, 2005).
1.3.6 GROWTH IN THE POWERLOOM SECTOR
The estimated number of power looms in the decentralized sector in the country till 31st
October 2010 were 22, 69,469. The year-wise growth in the number of looms installed is given at
table.
YEAR NO OF Power looms Growth Percentage

2002 – 2003 16,92,737 -
2003 – 2004 18,36,856 8.5%
2004 - 2005 19,02,953 3.6%
2005 – 2006 19,43,892 2.2 %
2006 – 2007 19,90,308 2.4 %
2007 - 2008 21,06,370 5.8%
2008 – 2009 21,06,370 4.7 %
2009 - 2010 22,05,352 1.9 %
2010 - 2011(Upto 31.10.2010) 22,46,474 1.02 %
1.3.7 COTTON TEXTILE INDUSTRY IN INDIA
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The first cotton textile mill in India was mode in 1818, under the name of Bowcarah
cotton mill near Calcutta by an English enterprise. Later Mr.C.H.Dares, a Paris business man
established the first Indian textile mill in Bombay spinning mill in the year 1854. The period
from 1856 to 1860 was a good period for the enterprise in the field of textiles. In the 19 th century,
there were 178 cotton textile mills in India and the city of Bombay was most prominent textile
center. But during the year 1900, the textile industry was in bad state in western India on account
of the greater famine number of mills on Bombay and Ahmadabad has to close down for a long
period. During the five year plans (1951 to1975), the installed capacity of spindles had increased
from 11 million to 18.6 million and of that of 100ms from 195 Lakhs to 2.67 Lakhs. The year
production has almost trawled from 591 million kg to 687 million kg.
Today the Indian textile industry is one of the largest segments of the Indian economy
accounting for over one fifth of the total industrial production units. India is the 3 rd largest of
cotton in the world an also have a strong production base for synthetic fibers. The Indian
spinning industry is dominated by cotton year which also account for 80% of total value of yean
exports with on installed capacity of 37 million spindles. India account for about 20% of the
world spindle capacity. The Indian textile industry is growing a very fast rate. Exports of textile
constitute on important section of Indian exports. Spindle capacity.
The Indian textile industry is growing a very fast rate. Exports of textile constitute on
important section of Indian exports. At present textile industry in India comprises of 698 mills
out of which 409 all spinning mills 289 are composite mills. Quite a large number of spinning
mills (190) all located in Tamil Nadu while the appreciable number of composite mills (169) is
located in the states of Maharashtra and Gujarat. The major production textile centers are
Maharashtra, Gujarat, West Bengal, Tamil Nadu and Uttar Pradesh. They include big textile
mills, handloom sectors and power looms sectors.
1.3.8 TEXTILE INDUSTRY IN KERALA
The position of textile industry in Kerala was very poor out of about 161lakhs power
looms in India; the state has only 5600 looms. Kerala state is a consume state for cloths also. The
per capita consumption of cloth is about 16.35 meters. The cloth production in Kerala is less than
20% of the total requirements of its people. During festival seasons, a lion share of the financial
resources is flown out of the state by way of people purchasing cloth which is imported from the
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other state. It is estimated that clothes and garments valuing RS.1200 to RS.1400 cores are
imported to the state every year
Recently Indian Govt. had rejected the proposal to the implementation of Textile Park in
Kerala. At the first week of July 2006 Indian Govt. indented to start 26 textile park all of the
country, including Maharashtra, Gujarat, Andhra Pradesh and Tamil Nadu for the implementation
of these 26 textile parks. Of late, The Govt. of Kerala has identified textile industry as one of the
important trust area to generate large scale employment opportunities and to improve its GDP
and PCI to a reasonable extent. If these sector is properly organized in Kerala state, if could be
possible to increase employment opportunities and reduces clothes rates.
1.3.9 TEXTILE INDUSTRY AND CO – OPERATIVE SECTOR
The Govt. of India has been thinking of restructuring the textile industry to save the men
behind the industry from the exploitation by the cloth dealers. The Govt. have therefore decided
to organize new textile units preferable under co-operative sector, giving mole protection for
workman in areas of sustained lab our and income, social welfare, marketing, etc. It was on this
ground that the Govt. of India have authorized the central financial agencies such as NCDS,
NABARD, IDBI, IFCI, etc. to give instructional support for the textile units under to co-
operative sector. It is a fact that for export market the fabrics have to be produced in
sophisticated and most modern loom to get the desired quantity and quality in products.
The domestic market and also for export to developing and developed countries ordinary
looms with modern equipment’s and accessories to increase the production, quality, productivity
etc. can be used. In addition to that the low cost looms are financially for feasible for co-
operative societies.
1.3.10 STRENGTH OF TEXTILE INDUSTRY
 Labor oriented industry
 Wide domestic market
 Multi fiber raw materials
1.3.11 WEAK NESS OF TEXTILE INDUSTRY
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Textile industry occupies a premier position in our economy. An in providing employment it is
the next to agriculture. But the industry has been facing with problems and bottleneck for the last
several years. The weakness include
 Lack of technological up gradation
 Low investment level
 increasing power cost
 high capital price
 poor logic support
 Low productivity
 Unorganized nature
1.4 COMPANY PROFILE
Calicut integrated power loom co-operative society Ltd (CIPCO TEXTILE MILLS) was
registered on 13 March 1998 keeping Vadakara and Koyilandy taluks of Kozhikode dist. As its
area of operation. The plant location is at Mannankavu 10km away from Koyilandy railway
station. The Koyilandy taluk is one of the major weaver concentrated place in the state. The
textile project of Rs 33 cores was approved by the Govt. of Kerala and NCDs, New Delhi with
their financial assistance. The state Govt. authorized M S Kerala state co-operative textile
federation (TEXFED) as project implementing agency and the first place of the project was
commissioned during 2001. Now the mill has considered as a unique establishment in the textile
sector site with a turnover of Rs 21 corers.
In Kerala there are 29 textile units both in public sector. The total number of workers in
sector in 2500. The power loom and hand loom in the state are mainly concentrated in the
northern districts of Kerala like Kannur, Palakkad, Calicut, and Malappuram. The CIPCO LTD
was established by expecting substantial relief to the power loom weaver with regards to the
availability of yean of required quality and reasonable price. In the initial state capacity of the
mill were 10000 spindles with two shifts. Later, it extended the capacity to 21000 spindled with
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three shifts. The first shift is from 08.30am to 04.30pm, the second shift is from 04.30 pm to
12.30am and the last shift is from 12.30am to 06.30am the total number of employees are 184
1.4.1 LOCATION
The CIPCO Ltd is situated in the Kozhikode district. The climate condition of area is
suitable for a textile industry Parambinkadu, Mannankavu in Naduvannur village in Koyilandy
taluk. The company located in the industry backward area of district.
1.4.2 VISION
Vision is the visualization of what a company wants to do. It was sum material
parameters like time period, class definition of what to achieve. The vision of CIPCO Ltd is to
become a best textile unit compared to other two units of Kozhikode district.
1.4.3 MISSION
Mission is the constituents of company. It not change with times, rather all the operations
of the company for the fulfilment of the mission, it is the contribution of the company to the
society. The mission of the CIPCO Ltd is to improve the quality of the product. The mission is to
develop and manufacture the product according to the demand in the market.
1.4.4 PRESENT PERFOMANCE
At present the society doing mainly “job work” than “own production” or fabrics. Society
gets order mainly from private exporters and firms. Private firms’ sends their model clothes they
want and appropriate quality of yean for production to the society and the society after weaving
and packaging sent at back to them. The society preferred “job conversion” mainly due to
insufficiency of working capital. The society set up stalls during festival seasons with a brand
name “CIPCO Ltd”. Their own products like bed sheets, towels, sarees and dothy etc. are
available here on cash credit.
The quality of worth and product has improved considerably to cater the requirements of
export oriented units 1 buyers. But still the factory incurs losses, as it could not reach break-even
point. In all this years the average production was much less than the minimum economic level,
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mainly because of the non-availability of working capital and subsequent problems. There are 40
semi-automatic power looms installed in units. Among them only 29 are in working condition
and the remaining is all idle for wants spares.
1.4.5 ORGANIZATIONAL SETUP
The society is being administrated by a board or directors consisting of chairman and

eight directors. The general manager of district industries Centre and MD of TEXFED are the
Ex-officio directors in the society other six directors all elected members. There are 15 weavers
are working in the society. Weavers are mainly women’s.
1.4.6 ORGANIZATION STRUCTURE
CHAIRMAN
Board of directors
Weaver Fitter
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1.5 SCOPE OF STUDY
This study tends to give a brief idea of the organization, its structure, and the level of of
job satisfaction among the workers of the organization. The main scope of the study is to identify
the employee satisfaction with regard to human resource practices. The study helps the personnel
manager to identify the satisfaction level of HRM practices among the employees.
On the basis of the study, management can understand which area has to give more
importance while providing various human resource practices to the employees and also can
formulate new policies and decision. This will help the company to maintain productive and
increase satisfaction level of their employees. It also highlighting the major dissatisfied areas in
the HRM practices and which help the management as well as to the personnel management to
give more attention.
1.6 OBJECTIVES OF STUDY
 To study the attitude of the employee towards the organization.

 To study about relationship between employees and management.
 To study about employee satisfaction in CIPCO Ltd.
 To study socio demographic variables on various factors affecting employee satisfaction.
 To study the satisfaction level of employees working condition, and welfare measures.
 To provide suitable suggestions.
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CHAPTER - II
REVIW OF LITERATURE
OF THE STUDY
13
CHAPTER– II
LITERATURE REVIEW OF THE STUDY
A literature review is a text of a scholarly paper, which includes the current knowledge
including substantive findings, as well as theoretical and methodological contributions to a
particular topic. Literature reviews use secondary sources, and do not report new or original
experimental work. Most often associated with academic-oriented literature, such as
a thesis, dissertation or a peer-reviewed journal article, a literature review usually precedes the
methodology and results section although this is not always the case. Literature reviews are also
common in a research proposal or prospectus (the document that is approved before a student
formally begins a dissertation or thesis). Its main goals are to situate the current study within the
body of literature and to provide context for the particular reader. Literature reviews are a basis
for research in nearly every academic field.
Centres and Cantril (1946)1 have conducted their studies on job Satisfaction in relation
to the marital status of workers and found that married Workers like their jobs more than
unmarried workers do.
Inflow (1951)2 has stated that employees are dissatisfied in the early Phase of their
service and that the first two years of service have the greatest Depressing influence on job
satisfaction.
Gannon and Hendrickson (1967)3 conducted an exploratory study of the career
orientation and job satisfaction of wives employed in retailing businesses as either clerks or
officer workers. The findings showed that the women were more satisfied with their jobs when
job involvement was high.
Centres, R., & Cantril, H. (1946). Income satisfaction and income aspiration. Journal of Abnormal and
Social Psychology, 41, 64-69.
2
Inflow, J.M. (1951). Job satisfaction of liberal arts graduates. Journal of Applied Psychology, 35, 175-
181.
3
Gannon, M.J., & Hendrickson, D.H. (1967). Career orientation and job satisfaction among working
wives. Journal of Applied Psychology, 57 (3), 339-340.
14
Blum and Naylor (1968)4 have indicated that the level of job satisfaction and
commitment to work are the results of various attitudes an employee holds towards his job,
towards factors related to his job and towards life in general.
Locke, et al (1969)5in his study describes job satisfaction a pleasurable or positive
emotional state resulting from the appraisal of one's job and job experiences. According to this,
employee satisfaction is a “function of the perceived relationship between what one wants from
one’s job and what one perceives it as offering”.
Ronan (1970)6 has studied the relative importance of eighteen job characteristics in
relation to job satisfaction and found that job security is not important to salaried workers but it
is important to both managerial and hourly workers.
Starcevich (1972)7 has identified certain job related factors such as feelings of
achievement, use of best abilities, challenging assignments, growth on the job and recognition
and ranked them among the most important factors for both job satisfaction and job
dissatisfaction regardless of the respondents’ occupational level.
Orpen and Pinshaw (1975)8 involved a sample of 100 insurance clerks. An individual’s
hierarchy of needs influences the relationship between job factors and job satisfaction. The
findings indicated that the correlation between job content factors and overall job satisfaction
were not significant.
4
Blum, M.L. and Naylor, J.C. (1968). Industrial psychology: Its theoretical and social foundation. New
York: Harper and Row.
5
Locke, E.A., (1969), “What is job satisfaction”, Organizational Behaviour and Human Performance, Vol.
4, Iss. 4, pp. 309-336.
6
Ronan, W.W. (1970). Relative importance of job characteristics. Journal of Applied Psychology, 54 (2),
192-200.
7
Starcevich Matt M., (1972). Job factor importance for job satisfaction and dissatisfaction across different
occupational levels. Journal of Applied Psychology, 56 (6), 467 – 471.
8
Orpen, C., & Pinshaw, J. (1975). An empirical examination of the need gratification theory of job
satisfaction. Journal of Social Psychology, 96 (1), 139-140.
15
Prakasam (1976)9 has found that occupational level has some influence over the
satisfiers and dissatisfies of employees. In higher level occupations, motivator factors act as
satisfiers but in lower level occupations both motivators and hygienic factors seem to act as
satisfiers and dissatisfies.
Seybolt (1976)10 explored the relationship between three characteristics of the work
environment (pay, job variety and task complexity) and job satisfaction and the moderating effect
of level of education on these relationships. The results showed that individuals with grade
school education in jobs with low variety were significantly more satisfied with their work than
those with high school or college education in low variety jobs.
Snyder and Ferguson (1976)11 investigated the empirical relationship between self-
concept and job satisfaction. The sample consisted of 600employees of Ohio University and of
business establishments located in or near Athens, Ohio. The authors concluded that in job
satisfaction research, self-concept can serve as an independent variables only to a limited degree.
Pathak (1977)12 has found that the most important job characteristics sought by the high
job satisfied group belonging to both the higher and the lower hierarchies and the low job
satisfied group belonging to the lower hierarchy is the opportunity for advancement.
Ali (1978)13 has revealed that management levels are fertile grounds for job satisfaction
and work motivation.
9
Prakasam, (1976).Human factors in industrial productivity. Unpublished Ph.D Thesis, University of

Kerala, Thiruvananthapuram.
10
Seybolt, .W. (1976). Work satisfaction as a function of the person environment interaction.
Organisational behaviour and human performance, 17 (1), 66-75.
11
Snyder, C.D., & Ferguson, L.W. (1976). Self-concept and job satisfaction. Psychological Reports, 38 (2),
603-610.
12
Pathak. R.D. (1977). A Study of certain variables related to job satisfaction among public sector bank
employees in Simla. Prajnan, .6 (2), .205-217.
13
16
Pleitner (1982)14 has pointed out that job satisfaction results from the degree of
correspondence between the individual’s expectations on the one hand and the circumstances of
his job situation on the other, as compared by the individual employee (1984) have revealed that
higher the age and the greater the number of dependents, the lesser will be the job satisfaction.
Mendhi (1985)15 has examined the need satisfaction and job attitudes of managers and
observed that job dissatisfaction is highest for those public sector managers who have never
changed their jobs.
Dattuar and Prasad (1986)16 have found that the personnel in private organization with
the exception of those at the middle level are more satisfied than those working in public
organizations.
Irene and Albert (1989)17 have indicated that sex and educational level cannot
significantly account for differences in job satisfaction levels, whereas occupation, age and
length of service have a significant impact as some of the satisfaction dimensions.
Mira and Pestonjee (1990)18 in their study of bank employees have observed that middle
managers expressed the greatest degree of satisfaction followed by foremen and chiefs and then
by workers.
Ali, Mohammed Abbas (1978). Job satisfaction and work motivation among workers in select industrial
undertakings in Hyderabad. Unpublished Ph.D Thesis, Osmania University
14
Pleitner, H.J. (1982). Job satisfaction as a managerial concern. Productivity, 22 (4), 43-50.
15
Mendhi, (1985). A study of job satisfaction of managers in public and private sector organization.
Unpublished Ph.D. Thesis, Tata Institute of Social Science, Bombay
16
Dattuar, N., & Prasad, H.N. (1986). Job enrichment and job satisfaction. Productivity, 27 (2) 169-173.
17
Irene, C., & Albert, T. (1989). Organizational climate and job satisfaction: An empirical study in
Singapore. International Journal of Management, 6 (2), 183-195.
18
Mira, S., & Pestonjee, D.M. (1990). Job satisfaction, job involvement and participation amongst
different categories of bank employees. Unpublished Working Paper, IIMA.
17
Douglas, Stephen, Michael and Richard (1991)19 have observed in their study that the
least satisfied workers would be those who experienced autonomous work in the past, and are
frustrated by the lack of autonomy in their current positions.
Cranny, et al, (1992)20, in his study suggests that employee satisfaction encompasses a
lot of different facets. Hence overall employee satisfaction describes a person’s overall affective
reaction to the set of work and work-related factors whereas the facets of job satisfaction involve
workers’ feelings toward different dimensions of the work and work environment.
Thoomkuzhy (1993)21 has emphasized that complete job satisfaction of the managers
and workers in Kerala cannot be taken at its face value; it must be related to rotation of jobs and
different unfamiliar places of work. Rahman (1994) in his study of job satisfaction of supervisors
in the garment industry suggest that open communication, job security, supervisory status,
recognition for good work and overtime are considered more important for job satisfaction than
job status, working environment and autonomy in work.
Lakshminarayan and Prabhakaran (1994)22 states that textile workers with less job
satisfaction have more job stress and who have more job satisfaction have less job stress. Job
satisfaction and job stress are inversely related, i.e., the more job satisfied individual will have
less job stress. They suggested that employee counselling should aim at coping strategies to
reduce job stress.
Judge, et al, (1993)23, in his study mentions that employee satisfaction is positively
correlated with motivation, job involvement, organizational citizenship behavior, organizational
19
Douglas, E.M., Stephan, N., Michael, B.E., & Richard, F.H. (1991). The job satisfaction of
older workers. Journal of Organizational Behavior, 12 (7), .609-620.
20
Cranny, C.J., Smith, P.C., and Stone, E.F. (1992), Job satisfaction: How people feel about their jobs and
how it affects their performance, Lexington Books, New York
21
Thoomkuzhy. (1993). Personal management in apex cooperatives in Kerala: An empirical study
on employee’s perspective. Ph.D Thesis, University of Kerala, Thiruvananthapuram.
22
Lakshminarayanan,T.R., & Prabhakaran, P. (1994). A study on job satisfaction among the textile workers
as related to their job stress. Indian Journal of Applied Psychology, 31 (2), 43-46.
23
18
commitment, life satisfaction, mental health, and job performance, and negatively related to
absenteeism, turnover, and perceived stress and identify it as the degree to which a person feels
satisfied by his/her job.
Rothausen (1994)24 argued that depending upon one’s parental status the factors that
influence or determine job satisfaction would differ.Rothausen reported unique factors do appear
to determine overall job satisfaction for parent workers.
Thomas and Ganster (1995)25 examined the effects of two contextual elements, family
supportive policies and family supportive supervisors’on work family conflict and individual
level strain variables. They found direct and indirect support for the effect of family supportive
supervisors on job satisfaction. Their findings indicate work family conflict and control partially
mediated the relationship between the contextual elements and job satisfaction.
Dayanandan (1997)26 in his study of Human Resource Management inco-operative
banks found that satisfaction with co-employees was favorableamong both the senior and junior
level employees. He also states thatincreased satisfaction was noticeable among the senior level
employees with regard to environment and working conditions of banks in comparison
withjunior level employees.
Isaiah O. Ugboro, Kofi Obeng., (2000)27 Employee empowerment is also an effective
way of satisfying them. When employees are given employee empowerment, then it leads to job
satisfaction. Employee empowerment also causes customer satisfaction. Similarly job
satisfaction also leads to customer satisfaction which leads to organizational success.
Judge, T.A., Hulin, C.L. (1993), “Job satisfaction as a reflection of a disposition : a multiple source
causal analysis”, Organizational Behaviour and Human Decisions Processes, Vol. 56, pp. 388-421
24
Rothausen, T.J. (1994). Job satisfaction and the parent worker: The role of flexibility and rewards.
Journal of Vocational Behaviour, 44, 317-336.
25
Thomas, L.T., Ganster. D.C. (1995). Impact of family supportive work variables on work family conflict
and strain: A control perspective. Journal of Applied Psychology, 80, 6-15.
26
Dayanandan, R. (1997). Human resource management in co-operative banks. Ph.D. Thesis, University of
Kerala, Thiruvananthapuram.
27
Isaiah O. Ugboro, Kofi Obeng., (2000). Top management leadership, employee empowerment, job
satisfaction, and customer satisfaction in TQM organizations: an empirical study. Journal of Quality
Management 5 (2000) 247-272.
19
Thomas (2001)28 in his study found that job satisfaction level is much higher in managers
of non-credit co-operatives. They also found that majority of managers in co-operatives are
unsatisfied with the present salary structure.
Thomas and Sasikumar (2002)29 in their study reveals that factors which are important
in deciding job satisfaction of mangers inco-operative sector, the following were found to be
important – job security, opportunity to use knowledge and skill, opportunity to participate in
decision-making connected with job, variety in job and challenge in job.
Bruck (2002)30 examined whether there would be differential relationship across the job
satisfaction facets. These tests revealed no significant differences across facets for any of the
conflict measures. These results provide important implications for practitioners who are
implementing organizational interventions designed to combat work family conflict
Jha and Pathak (2003)31 in their study of the nature of differences in the levels of job
satisfaction among executives of four public and private sector organizations of Eastern and
Northern part of India found the differences indifferent aspects of job satisfaction, viz., job itself,
pay and security were felt by the executives. These aspects were found to be significantly higher
in the case of private sector organizations as compared to public sector
Organizations.
Yoon and Suh (2003)32 showed that satisfied employees are more likely to work harder
and provide better services via organizational citizenship behaviors. Employees who are
28
Thomas (2001). Human resource management and organizational commitment: A study of managers in
co-operatives. Ph.D. Thesis, University of Kerala, Thiruvananthapuram.
29
Thomas, .J. & Sasikumar, K. (2002). Job satisfactions of managers in apex co-operatives in Kerala.
Management Researcher, 9 (1 & 2), 43-47.
30
Bruck, (2002). The relationship betweenwork family conflict and job satisfaction A friar-greunied
analysis.Journal of Vocational Behavior, 60, 336-353.
31
Jha, P., & Pathak, G.S. (2003). A Comparative study of job satisfaction in the post liberalization of
private and public sector organizations. Indian Management Studies Journal, 7, 21-31.
32
20
satisfied with their jobs tend to be more involved in their employing organizations, and more
dedicated to delivering services with a high level of quality. Previous research has also
suggested that loyal employees are more eager to and more capable of delivering a higher level
of service quality
Ilies and Judge (2003)33 attempted to identify personality traits that might mediate the
relationship between genetics and job satisfaction. They found that personality traits only
partially mediated this relationship and suggested that perhaps other heritable traits, such as
intelligence, may better explain this relationship.
Yadav (2004)34 states that nature of work or the job content also influences the level of
job satisfaction of employees in the organization.
Rao (2004)35 in his article stated that reward systems have undergone area change since
globalization. In today’s talent market place, one can retain one’s best people only by
differentiating in their favor and by offering a mix of monetary and non-monetary rewards. The
key though is not to reward high, but to reward the right people in the right way.
Robbins (2004)36 observed that persons with high level of job satisfaction hold positive
attitudes about their jobs while persons who are dissatisfied hold negative attitudes about their
jobs.
Yoon, M. H., J. Suh. 2003. Organizational citizenship behaviours and service quality as external
effectiveness of contact employees. Journal of Business Research 56 (8) 597-611.
33
Lies, R., & Judge, T.A. (2003). On the heritability of job satisfaction: The mediating role of personality.
Journal of Applied Psychology, 88,750-759.
34
Yadav M. (2004). Job satisfaction vis-à-vis working conditions and job content, A Study of women civil
servants in Rajasthan Secretariat. ISDA Journal, 14 (1), 179-212.
35
Rao, K.R. (2004). Are you rewarding right? Indian Management, 43, (1), 47-51.
36
Robbins,S.P. (2004) Organizational Behavior (10th edn.). New Delhi: Prentice Hall of India, Pvt. Ltd.
21
Shyam (2004)37states that among health professionals working in public sector, there are
enough reasons to experience dissatisfaction. There is disparity in income/salary, between those
working in public sector and private sector.
Sharma and Kumari (2004)38 found that public sector employees are in apposition in
terms of their job satisfaction than the employees of private sectororganizations. Top
management employees are more satisfied than the middle and lower level employees. It was
also revealed that the public sector employees are more dissatisfied with their working
conditions and incentives than the employees of the private sector.
Chakraborty (2004)39 in a case study on job satisfaction among teachers in educational

institutions of Katwa Municipality in the district of Burdwan, in West Bengal found that
teachers’ job satisfaction not only depends on nature of job but also on institutional scenario,
facilities, salaries and standard of the students.
Saari and Judge2004)40 found that job dissatisfaction appears to be related to other
withdrawalbehavior’s including lateness, unionization, grievances, drug abuse and decision to
retire.
Wayne, Musisca and Fleeson (2004)41 found that work to family conflict was negatively
related to job satisfaction, while work family facilitation was positively related to job
satisfaction.
37
Robbins,S.P. (2004). OrganizationalBehavior(10th edn.). New Delhi: Prentice Hall of India, Pvt. Ltd.
38
Sharma,S.K., & Kumari, A. (2004).Job satisfaction of the employees. Sajosps, 4 (2), 64-67.
39
Chakraborty, A.K. (2004). Job satisfaction does not solely depend on the nature of job’ A case study. The
Management Accountant, 39 (1), 51-55.
40
Saari,L.M., & Judge, T. A. (2004), Employee attitudes and job satisfaction. Human Resource
Management, 43, 395-407.
41
Wayne,J.H., Musisca, N., & Fleeson. W.(2004)Considering the role of personality in the work-family
conflict and facilitation.Journal of vocational behaviour, 64, 108-130.
22
Huang and Evert (2004)42 state that job level is positively related to job satisfaction in
individualistic countries but not in collectivist countries. Moreover, the positive relationship
between job level and job satisfaction holds only for jobs with much opportunity to use one’s
skills and abilities especially in individualistic countries. Job level is even negatively related to
job satisfaction in jobs with little opportunity to use one’s skills and abilities in collectivist
countries.
Srivastava (2005)43 found from his study involving senior and middle managers in two
public sector companies that the changes in work and service conditions are largely positive,
resulting in greater job satisfaction.
Sharma and Jyothi (2006)44state that level of job satisfaction derived by government
school teachers is modest. The maximum satisfaction is derived from the dimension of
principals’ behavior and the minimum from pay and rewards, indicating high dissatisfaction with
the pay and rewards packages provided to them. Private School teachers are more satisfied than
government school teachers despite the poor package due to congenial atmosphere in the private
school.
Harouna Saibou45 (2006) in his study reveals that number of organizational, individual,
and psychological factors has been identified to enhance satisfaction level. However, these
factors have been revisited time and again and job satisfaction determinants information is still
inconclusive. This has led to develop a conceptual model and test it in developing country to
assess the magnitude of different factors that might enhance job satisfaction of employee in
public sector work setting
42
Huang & Evert(2004).Job level and national culture as joint roots of job satisfaction. Journal of Applied
Psychology, 53 (3), 329-348.
43
Srivasthava.(2005).Job satisfaction in public sector. Indian Management, 44 (4), 62-69.

44
Sharma,R.D., & Jyothi, J. (2006).Job satisfaction among school teachers. IIMB Management Review,
18 (4), 349-361.
45
Harouna Saibou “Employee Job Satisfaction in Public Sector: A Study Based on the Case of Niger”
Proceedings of the 7th International Conference on Innovation & Management, pp 777-780
23
Jeremy Gabe et al,(2006)46 in his study reveals that the multi-method analysis
techniques of using both a series of occupant satisfaction surveys and a video voice project was
helpful not only to describe relative degrees of satisfaction, but also to describe some of the
reasons behind what occupants found dissatisfying and satisfying. Nearly all of the sustainable
features of the Landcare Research building (passive space conditioning, daylighting, and
composting toilets) currently show higher degrees of occupant satisfaction compared with the
areas that were designed and built using conventional strategies
Ter Laura, Winfred, Gebhandt and Koelewin (2006) 47 concluded that personal goal
facilitation through work offers a promising source of insight into job attitudes and wellbeing,
complementing more traditional job characteristics models. Personal goal facilitation through
work refers to perception of the extent to which one’s job facilitates the attainment of one’s
personal goals.
Kurt Matzler, Birgit Renzl., (2007)48 in his study reveals It is factual that employee
satisfaction is an innermost concern in service industry. It is a multi-factorial construct.
Employee satisfaction contains basic factors, excitement factors and performance factors. Basic
factors are the minimum requirements that cause dissatisfaction. Excitement factors increase
customer satisfaction and performance factors result in satisfaction only when performance is
high.
Anseel and Lievens (2007)49 examined (i) the relationship between the feedback
environment and job satisfaction and (ii) the mediating role of leader-member exchange in a
46
Jeremy Gabe et al,() “employee satisfaction and attitudes within a more sustainable commercial
laboratory and office building” Landcare Researce, New Zealand, pp 462-472
47
Ter Laurra, Winfred, A. Gebhadnt & Koelewin, H. (2006). Personal goal facilitation through work:
Implication for employee satisfaction and wellbeing. Journal of Applied Psychology, 55 (2), 192-219.
48
Kurt Matzler, Birgit Renzl., (2007). Assessing asymmetric effects in the formation of employee
satisfaction. Tourism Management 28 (2007) 1093–1103.
49
Anseel, F., & Lievens, F. (2007). The long term impact of the feedback environment on job satisfaction.
A field study in Belgian context. Journal of Applied Psychology, 56 (2), 254-266.
24
Belgian context. The findings highlight the usefulness of diagnosing and assessing the feedback
environment for a better understanding of feedback processes and for enhancing feedback
interventions in organization.
Jacqueline A-M. Coyle-Shapiro, Lynn M. Shore., (2007) 50 in his study reveals that an
imperative relationship exists between employee and organization. This employee organization
relationship plays an important role in success of any organization. There is a need of
developments in it. Managers are believed to develop a role relationship in which actions and
decisions should promote the interest of organization. Employee involvement and contributions
in organization is outcome of the interest
Ivy Philip (2007)51 has made a study on the HRM practices in the public sector and
private sector hospitals in Kerala. She identified the extent of satisfaction of employees in
hospitals and remarked that organizationwith more satisfied employees find to be more effective
than organization’swith fewer satisfied employees.
Slugoski (2008)52 stated that overall organizational commitment had the greatesteffect on
intent to say, followed by job satisfaction, job alternatives and job embededness added to the
employee retention equation, explaining a small but significant amount of intent to stay variance.
50
Jacqueline A-M. Coyle-Shapiro, Lynn M. Shore., (2007). The employee–organization relationship: Where
do we go from here? Human Resource Management Review 17 (2007) 166– 179.
Ivy Philip (2007).HRM practices in hospitals in the public sector and private sector in Kerala.
51
Ph.D. Thesis, University of Kerala, Thiruvananthapuram

52
Slugoski, E.V. (2008).Employee retention: Demographic comparison of job embeddedness, job

alternatives, job satisfaction and organizational commitment. Ph.D. Thesis, University of Phoenix.
25
Rachel W.Y. Yee etal (2008)53in her study reveals that Employee satisfaction is closely
related to service quality and customer satisfaction which is then related to firm profitability.
Service quality has a positive persuade on customer satisfaction. Besides this, firm profitability
has a reasonable non-recursive effect on employee satisfaction. Employee satisfaction plays a
considerable role in enhancing the firm profitability and improving operational performance of
organizations and quality of goods and services
Sizer (2008)54 examined the effect of mentoring relationship on job satisfaction and
examined faculty members’ perceptions of the effectiveness of the mentoring relationship.
Findings suggest that faculty members with mentors have higher levels of job satisfaction than
faculty members without mentors.
Salie (2008)55 studied the extent to which job satisfaction was correlated with perceptions
of servant leadership in Muslim centers and schools in South-east Michigan and Toledo, Ohio.
Judge, Heller and Klingir (2008)56 indicated that the traits from all three taxonomies
generally were significantly related to job satisfaction, even when the traits and job satisfaction
were measured with independent sources. However when all three typologies were examined
concurrently the core self-evaluation typology was the only typology that was significantly
related to job satisfaction.
53
Rachel W.Y. Yee, Andy C.L. Yeung, T.C. Edwin Cheng., (2008).The impact of employee
satisfaction on quality and profitability in high-contact service industries. Journal of Operations
Management 26 (2008) 651–668.
54
Sizer, C.U.(2008).The effects of mentioning on job satisfaction among military academicians.Ph.D.

Thesis,University of Phoenix.
55
Salie, A. (2008). Servant minded leadership and work satisfaction in Islamic organization: A concluded
mixed study. Ph.D.Thesis, University of Phoenix.
56
Judge, A. T, Heller, D., & Klingir, R. (2008).A dispositional sources of job satisfaction a comparative
test. Journal of Applied Psychology, 57 (3), 361-372.
26
Edwards, Bell and Arthur (2008)57 indicate that the relationship between overall job
satisfaction and task and contextual performance were the same. There was a stronger
relationship between satisfaction with supervision and contextual performance compared to task
performance. This also states the importance of considering different facts with job satisfaction
and job performance relationship, as well as the importance of matching predictors and criteria in
terms of their levels of specificity.
Steven P. Brown, Son K. Lam., (2008)58in his study reveals that a positive relationship
exists between customer satisfaction, employee satisfaction and perceived service quality.
Customer perceived service quality completely intercedes between job satisfaction of employees
and customer satisfaction. Service-profit chain framework shows that employees who are
satisfied can be more productive than those employees who are less satisfied.
Clark and Tamara (2008)59 have revealed that there was strong correlation between
opportunities for promotions and job satisfaction. The results indicate that external needs,
opportunities for promotions, and pay contribute to job satisfaction and reduction of turnover
among employees within insurance organizations. The problem with job satisfaction and
turnover is a concern within insurance industry.
Bennet (2009)60 examined the relationship between the subordinates ‘perception of the
leadership style of IT managers and one of three dependent measures predicting subordinate
extra effort, manager effectiveness and satisfaction with management.
57
Edwards,D.B., Bell, T.S., Arthur, W., & Decuir, D, A. (2008).Relationship between facts of job
satisfaction and task and contextual performance. Journal of Applied Psychology, 57 (3), 441-465.
58
P. Brown, Son K. Lam., (2008).A Meta-Analysis of Relationships Linking Employee Satisfaction to

Customer Responses.Journal of Retailing 84 (3, 2008) 243–255.
59
Clark, & Tamara(2008).The relationship between job satisfaction and turnover in large insurance
companies; a survey analysis. Dissertation Abstracts International, 68 (7), 3018-3019.
60
Bennet. (2009).the relationship between the subordinate’s perception of the leadership style of IT
manager’s ability to inspire extra effort to be effective and to enhance satisfaction with management
Ph.D. Thesis,Nova South-eastern University, 2009.
27
S.Z. Dawal, Z. Taha, Z. Ismail., (2009)61Employee satisfaction is in fact job satisfaction.
Job satisfaction is an important job organization factor. Both of them are significantly related.
Therefore, it is necessary to maintain job satisfaction so that employees can be motivated in
studying job satisfaction, job rotation, work method, problem solving and goal setting are
important factors to consider and job satisfaction is also influenced by employee’s age, marital
status and work experience.
Bulent Aydin et al, (2009)62, spiritual leadership does not have as much considerable
effect as the cultural dimensions on employee satisfaction in metalworking area. There may be
many factors causing this. This is an important discussion area. Future studies may analyze the
reasons why spiritual leadership is less important than organizational culture in this sector. We
believe that the results of this study may be useful for metalworking firms as well as other
globally acting organizations in planning their strategic maps and increasing their effectiveness..
Kim Soonhee (2009)63 in his study on IT employees job satisfaction in the public sector
indicated that job clarity, effective communication with management, a participatory
management approach, organizational support of career development, opportunity for
advancement and family friendly policies are all significant variables affecting job satisfaction of
IT employees.
Leung and Olivia (2009)64 indicated negative correlation with job satisfaction across
societies. Results showed that social cynicism correlated negatively with job satisfaction
measurement concurrently, as was predictive of job satisfaction measured subsequently.
61
S.Z. Dawal, Z. Taha, Z. Ismail(2009).Effect of job organization on job satisfaction among shop floor
employees in automotive industries in Malaysia. International Journal of Industrial Ergonomics 39 (2009)
1–6.
Bulent Aydin et al, (2009) “A Research Analysis on Employee Satisfaction in terms of Organizational
62
Culture and Spiritual Leadership”, International Journal of Business and Management, Vol. 4, No. 3
63
Kim, Soon Hee (2009)IT employee job satisfaction in the public sector. International Journal of Public
Administration, 32 (12), 1070-1097.
64
Leung, Kwok, & Olivia, K.M. (2009) Social cynicism and job satisfaction: A longitudinal analysis.
Journal of Applied Psychology, March 2009.
28
Vijaya Krishnan (2009)65 states that the likelihood of individuals seeking redress for
alleged injustices through external mechanisms could reduce if it perceived that there are
genuine internal attempts at the level of their individual manager to address personal concerns.
Every action taken by the HRM will be held irresponsible if they do not comply with the ethical
standards. As it is important for employees to adhere to ethics, it is equally important for the
HRM to build the standards for ethics.
Christina G. Chi, Dogan Gursoy (2009) 66 in her study reveals that financial
performance depends on customer satisfaction. There is a direct relation of financial performance
and customer satisfaction and indirect relation with employee satisfaction which is intervened by
customer satisfaction. But there is a direct relation between customer satisfaction and employee
satisfaction. The relation between employee satisfaction and financial performance may not be
found because it is mediated by customer satisfaction.
Pillai (2010)67 indicated the willingness of IT employees to exert high levels of

discretionary effort – put in extra hours to solve a problem, make suggestions for improving
processes and generally seek to play a key role in an organization has plummeted to its lowest
levels. Tech workers are under constant pressure to keep up and want to be in jobs where they
can learn and grow.
Kaur (2010)68 in her study aimed at finding the level of job satisfaction of college
teachers of Punjab with respect to area, gender and type of institution. The study revealed that
rural college teachers were more satisfied as compared to urban college teachers, because of their
low expectations. Furthermore, government owned college teachers were more satisfied than
Government aided and self-financed college teachers. She also states that higher socio economic
status and level of life satisfaction too encourage the college teacher for higher level of job
satisfaction.
65
Vijaya Krishnan, T.(2009) Ethics in HRM. Asian Journal of Professional Ethics & Management, 1 (3),
20-25.
66
Christina G. Chi, Dogan Gursoy., (2009). Employee satisfaction, customer satisfaction, and financial
performance: An empirical examination. International Journal of Hospitality Management 28 (2009) 245–
253.
67
Pillai (2010) IT job satisfaction goes down to all time low. Management, January 2010.
68
Kaur, G. (2010) Level of job satisfaction of college teachers of Punjab with respect to area, gender and
type of institution. SAJOSPS, 11 (1), 57-64.
29
Austin (2010)69 have investigated and presented the findings of twenty working
professionals to determine how workplace friendships influence career advancement and job
satisfaction. The data suggested that vita friendship is important, friendship matters in the
workplace, and vital friends influence job satisfaction and career advancement.
Wu and Wang (2010)70 suggest the importance of taking personality variables into
consideration during the process of evaluating job satisfaction. Job satisfaction should not only
be related to extrinsic factors but also associated with individual differences of dispositional
tendency. Nurses with positive evaluation and expectation towards self and others tend to report
higher job satisfaction.
Jain (2010)71analyzed the impact of liberalization on HRM practices in public sector
banks over a period of almost two decades. Variables were measured and conclusions were
drawn striking a blend between micro level changes and their consequent impact on banking
operations. Majority of the respondents agreed that the primary reasons for improved
productivity post liberalization were use of IT, Infrastructure, competition in the market place
and outsourcing back office functions.
Chopra and Khan (2010)72 states that job satisfaction is a complex and multifaceted
concept, which can mean different things to different people. The Link between job satisfaction
and performance may prove to be aspurious relationship, instead, both satisfaction and
performance are the result of personality. Hence the behavioral aspect of HRM has to be kept in
mind by the organizational decision makers’
Afshan Naseem et al (2011)73 in his study reveals that local public enterprises such as
investigated in this study is not independent and tied with factors indirectly related to each other.
69
Austin (2010). An investigation of workplace friendships and how it influences career advancement and
job satisfaction; A qualitative study’. Dissertation Abstracts International, 71 (1), 239-240.
70
Wu. C.M., & Wang, P.C. (2010)The influence of personality traits on nurses job satisfaction in Taiwan.
International Nursing Review, 57 (4), 478-484.
71
Jain, S. (2010) Management of HR in Public Sector Banks’ 1999-08. Journal of Commerce and
Management Thought, I (I), 58-68.
72
Chopra, M.N. & Khan, A.M. (2010)Job satisfaction. Third Concept, 23 (275), 36-40.
73
Afshan Naseem etal (2011), “Impact of Employee Satisfaction on Success of Organization: Relation
between Customer Experience and Employee Satisfaction”, international journal of multidisciplinary
sciences and engineering, vol. 2, no. 5, august 2011
30
The findings of this research suggested that impact of employee satisfaction on the success of
organization is undeniable. Moreover, sustaining the satisfaction level of customers is a
continuous process whose basics are intricately linked with the employees whose performance
reflects through customer satisfaction and organization progress.
Md. Tofael Hossain Majumder(2012)74in his study considered nine major factors which
represented most of the human resources management practices followed by different private
banks. The study reveals that all HRM dimensions exercised in the private banking sector of
Bangladesh does not satisfied to the employees equally. Most of the employees are dissatisfied
with compensation package followed by reward and motivation, career growth, training and
development, management style, and job design and responsibilities.
Xiaoxia Zhang and Bing Li75 (2013)in his study reveals that specific relationships
between organizational culture and employee satisfaction were found, the research results are not
ready to be generalized or reach a general conclusion. But as the previous part of discussions
explained, it can still provide a way to empirically diagnose organizational culture and to make
some suggestions for managers to improve effectiveness by changing organizational culture.
74
Md. Tofael Hossain Majumder(2012), “Human Resource Management Practices and Employeesφ
Satisfaction Towards Private Banking Sector in Bangladesh” International Review of Management and
Marketing Vol. 2, No. 1, 2012, pp.52-58
75
Xiaoxia Zhang and Bing Li, “Organizational Culture and Employee Satisfaction: An Exploratory
Study”, International Journal of Trade, Economics and Finance, Vol. 4, No. 1, February 2013
31
CHAPTER - III
RESEARCH
METHODOLOGY OF THE
STUDY
CHAPTER – III
RESEARCH METHODOLOGY OF THE STUDY
3.1 Introduction
32
Chapter three describes the research methodology used in this study. It addresses the
target population, sampling techniques, size and data collection and validity of the instrument
used in the study.
3.2 Research design
Research design is important primarily because of the increased complexity in the

market as well as HR approaches available to the researchers. In fact, it is the key to the
evolution of successful HR strategies and programmers.
It is an important tool to study employee behavior, salary pattern, motivation, and

focus changes. A research design specifies the methods and procedures for conducting a
particular study. Research Design is a plan, conceptual structure, and strategy of investigation
conceived as to obtain answers to research questions and to control variance.
There are generally three types of research:
1. Exploratory research
2. Descriptive research
3. Casual research
Among them Descriptive Research is used in this research.
3.3 Hypothesis Testing:

H0: there is no association between gender and Training provided to respondents
H0: there is no association between Experience and Satisfaction with prevailing benefits to
respondents.
H0: there is no association between Experience and Satisfaction with existing compensation to
respondents.
H0: there is no association between Experience and Satisfaction with promotion procedure to
respondents.
H0: there is no association between Experience and company offer good career growth to
respondents.
33
H0: there is no association between age and Implement changes and innovation in job to
respondents
H0: there is no association between Experience and Satisfaction with grievance redresal to
respondents
H0: there is no association between Experience and Good relationship between management and
respondents
H0: there is no association between Monthly salary and helps to achieve aspiration and ambition
to respondents
H0: there is no association between Experience and Provide enough safety measures to
respondents
H0: There is no significant relation between age and employee satisfaction

H0: There is no significant relation between salary and employee satisfaction
H0: There is no significant relation between experience and employee satisfaction
3.4 Data sources and data collection method

Data collection: The customer of lulu mall is taken as the respondents in the study area
have been considered for collecting data. Necessary data has been collected through
Questionnaire survey.
Two types of data have been collected for this study which is briefly discussed below:
(A) Primary data:
It is a first time collected data which is original in character. It is collected when the
secondary data are not sufficient for research. It is collected by the researcher.Personal interview,
for primary data – filling questionnaire.
(B) Secondary data:
In any study secondary data plays a crucial role from the inception to destination
which on the one hand strengthens knowledge base and saves time and resources on the other
Secondary data have been collected for this study from different published and unpublished
34
documents such as research reports, different institutions, journals, articles, internet, books,
magazine, newspaper etc.
3.5 Statistical Test Used
 Simple Percentage Analysis

 Cross Tabulation Analysis
 Chi-Square Analysis
 One Way ANOVA
3.6 Sampling Methodology

3.6.1 Target population
It refers to the entire group of individuals or objects to which researchers are interested
in generalizing the conclusion. The target population is employees in CIPCO TEXTILE PARK
3.6.2 Sampling method
There are generally two types of sampling methods
 Probability sampling method

 Non-probability sampling method
In this research Random Sampling Method is used which is a part of probability sampling
method.
 3.6.3 Sample size
The sample size of the study is 100
3.7 LIMITATIONS OF STUDY
 The study is conducted only 45 days.

 There is a chance of giving wrong information by the respondents due to their busy
nature of jobs, as the data collected from their work place.
 The data given by the respondents limited to their own perception, knowledge, feelings
and awareness.
 It has been identified at many time points that respondents appeared uninterested in
filling up the questionnaire.
35
 The lack of interest of the respondents is partially biased responses which cannot be over
ruled.
36
CHAPTER – IV
DATA ANALYSIS AND

INTERPRETATION OF THE STUDY
37
CHAPTER – IV
DATA ANALYSIS AND INTERPRETATION OF THE STUDY
4.1 SIMPLE PERCENTAGE ANALYSIS
Table No - 1
Table showing Respondents opinion towards Gender
SL No. Particulars No. of respondents Percentage of the

respondents
1 Male 12 12.0
2
Female 88 88.0
Total 100 100.0
Inference
From the above table shows that 88% respondents are Female and 12 % were male.
It is concluded that the majority of the respondents were Female.
Chart No - 1
Chart showing Respondents opinion towards Gender
Table No.2
Table showing Respondents
opinion towards
marital status

respondents
1 Married 82 82.0
38
2
Unmarried 18 18.0
Total 100 100.0
Inference
From the above table shows that 82% respondents were married and 18% were
unmarried. It concludes that the majority of respondents were married.
Chart No - 2
Chart showing Respondents opinion towards Marital status
TableNo.3
Table showing Respondents opinion towards Age

respondents
39
1 Below 20 years 1 1.0
2 21-30 Years 44 44.0
3 31-40 Years 40 40.0
4 41-50 Years 15 15.0
Total 100 100.0
Inference
From the above table shows that 1% respondents were below 20 years, 44% respondents
were 21 year to 30 year, 40% respondents were 31 to 40 years and 15% respondents were 41 to
50 years. It concludes that majority of respondents were 21 to 40 years.
Chart No - 3
Chart showing Respondents opinion towards Age
Table No.4
Table showing Respondents opinion towards Monthly salary

respondents
1 Below 6000 40 40.0
2 6001-12000 48 48.0
40
3 12001-18000 11 11.0
4 18001-24000 1 1.0
Total 100 100.0
Inference
From the above table shows that 40% respondents were monthly earning Rs. 6000 and
48% respondents are earn Rs. 6001 to 12000 and 11% person earn Rs.12001 to Rs.18000 and 1%
person earn Rs. 18001 to 24000. It concludes that the majority of them earn Rs 6000 to 12000.
Chart No - 4
Chart showing Respondents opinion towards Monthly salary
Table No.5
Table showing Respondents opinion towards Experience

respondents
1 Below 1 year 1 1.0
2 1-3 years 32 32.0
41
3 3-5 years 38 38.0
4 Above 5 years 29 29.0
Total 100 100.0
Inference
From the above table shows that 1% respondents were 1 year experience, 32%
respondents were 1 to 3 year experience, 38% respondents were 3 to 5 year experience and 29%
respondents were above 5 year. It concludes that the majority were 3 to 5 year experience.
Chart No - 5
Chart showing Respondents opinion towards Experience
Table No.6
Table showing Respondents opinion towards Educational qualification

respondents
1 School 69 69.0
42
2 UG 22 22.0
3 PG 7 7.0
4 Professional 2 2.0
Total 100 100.0
Inference
From the above table shows that 69% respondents were did primary education, 22% respondents
undergraduate, 7% respondents are postgraduate and 2% respondents are professional. It
concludes that the majority of respondents
Chart No - 6
Chart showing Respondents opinion towards Educational Qualification
4.2 CROSS TABULATION ANALYSIS

Table No 7
Table showing Cross tabulation on Gender with respect to Training provided to

respondents.
Training provided to employees Total

Gender
Neutral Agree Strongly Agree
43
Male 3 7 2 12
Female 24 53 11 88
Total 27 60 13 100
Inference
The above cross tabulation states that 9% male and 64% female are satisfied with training
provided by the company, others are neither agree nor disagree. It concludes that the majority of
satisfied with training.
Chart No - 7
Chart showing Cross tabulation on Gender with respect to Training provided to
respondents.
Table No 8
Table showing Cross tabulation on Experience with respect to Satisfaction with prevailing
benefits of respondents.
Experience Satisfied with prevailing benefits Total

Disagree Neutral Agree Strongly Agree
Below 1 year 0 0 1 0 1
1-3 years 1 17 14 0 32
44
3-5 years 0 23 14 1 38
Above 5 years 1 15 11 2 29
Total 2 55 40 3 100
Inference
The above cross tabulation states that one of them belongs in below 20 years are satisfied
with prevailing benefits ,14 belongs in one to three years, 15 belongs to three to five years and 13
belongs in above five years’ experience are also satisfied with prevailing benefits provided by the
company. It concludes that majority of them neither dissatisfied nor satisfied with prevailing
benefits provided by the company.
Chart No - 8
Chart showing Cross tabulation on Experience with respect to Satisfaction with prevailing
benefits of respondents.
Table No 9
Table showing Cross tabulation on Experience with respect to Satisfaction with existing
compensation of respondents.
Experience Satisfied with existing compensation Total

Strongly disagree Disagree Neutral Agree
Below 1 year 0 0 1 0 1
1-3 years 0 11 19 2 32
45
3-5 years 1 5 24 8 38
Above 5 years 0 5 19 5 29
Total 1 21 63 15 100
Inference
The above cross tabulation shows that out of 100 respondents 11 of them belongs to 1-3
year are dissatisfied with compensation and 6 of them belongs to 3-5year are dissatisfied with
compensation and five of them belongs in above five year also dissatisfied compensation. The 63
of them belongs in four categories are neither satisfied nor dissatisfied with existing
compensation. It concludes that majority of them neither dissatisfied nor satisfied with existing
compensation.
Chart No - 9
Chart showing Cross tabulation on Experience with respect to Satisfaction with existing
compensation of respondents.
Table No 10
Table showing Cross tabulation on Experience with respect to promotion procedure of
respondents.
Experience Satisfied with promotion procedure Total

Strongly Disagree Neutral Agree Strongly
disagree Agree
46
Below 1 year 0 0 1 0 0 1
1-3 years 9 20 2 1 0 32
3-5 years 20 16 3 0 1 40
Above 5 years 10 12 5 0 0 27
Total 39 48 11 1 1 100
Inference
The above cross tabulation shows that 29 of them are belongs to 1-3years experience are
dissatisfied with promotion procedure, 36 of belongs 3-5 years and 22 belongs above five year
also dissatisfied with promotion procedure. It concludes that majority of them dissatisfied with
promotion procedure.
Chart No - 10
Chart showing Cross tabulation on Experience with respect to promotion procedure of
respondents.
Table No 11
Table showing Cross tabulation on Experience with respect to career growth of
respondents.
Experience Company offer good career growth Total
47
Strongly Disagree Neutral Agree Strongly
disagree Agree
Below 1 year 0 0 1 0 0 1
1-3 years 8 16 7 1 0 32
3-5 years 7 22 8 0 1 38
Above 5 years 4 19 6 0 0 29
Total 19 57 22 1 1 100
Inference
The above cross tabulation shows that 24 belongs to 1-3years experience are dissatisfied
with career growth, 29 of belongs 3-5 years and 23 belongs above five year also dissatisfied with
career growth of the company provided. It concludes that majority of them dissatisfied with
career growth of the company provided.
Chart No - 11
Chart showing Cross tabulation on Experience with respect to career growth of
respondents.
Table No 12
Table showing Cross tabulation on Age with respect to changes and innovation in job of
respondents.
48
Age Implement changes and innovation in job Total
Strongly disagree Disagree Neutral Agree Strongly Agree
Below 20 years 0 0 0 1 0 1
21-30 Years 7 22 13 2 0 44
31-40 Years 5 18 13 2 2 40
41-50 Years 4 6 2 3 0 15
Total 16 46 28 8 2 100
Inference
The above cross tabulation shows that 29 belongs to age between 21 to30 are dissatisfied
with implement changes and innovation in job 23 of belongs 31-40 years and 10 belongs 41-50
years are also dissatisfied with implement changes and innovation in job. It concludes that
majority of them dissatisfied with implement changes and innovation in job.
Chart No - 12
Chart showing Cross tabulation on Age with respect to changes and innovation in job of
respondents.
Table No 13
Table showing Cross tabulation on Experience with respect to satisfaction with grievance of
respondents.
49
Experience Satisfied with grievance redresal Total
Below 1 year 0 1 0 1
1-3 years 16 16 0 32
3-5 years 18 18 2 38
Above 5 years 9 18 2 29
Total 43 53 4 100
Inference
The above cross tabulation shows that 32 belongs to 1-3years experience are satisfied
with grievance handling, 36 of belongs 3-5 years and 27 belongs above five year also satisfied
with grievance handling. It concludes that majority of them satisfied with grievance handling.
Chart No - 13
Chart showing Cross tabulation on Experience with respect to satisfaction with grievance
of respondents.
Table No 14
Table showing Cross tabulation on Experience with respect to Good relationship between
management and respondents.
50
Experience Good relationship between management and Total
employees
1-3 years 2 19 11 32
3-5 years 3 26 9 38
Total 8 59 33 100
Inference
The above cross tabulation shows that 30 belongs to 1-3years experience are satisfied
with relationship with management, 35 of belongs 3-5 years and 26 belongs above five year also
satisfied with relationship with management. It concludes that majority of them satisfied with
relationship with management.
Chart No - 14
Chart showing Cross tabulation on Experience with respect to Good relationship between
management and respondents.
Table No 15
Table showing Cross tabulation on Monthly salary with respect to achieve aspiration and
ambition of respondents.
51
Monthly salary Help to achieve employees aspiration and Total
ambition
Disagree Neutral Agree Strongly Agree
Below 6000 2 22 16 0 40
6001-12000 1 33 14 0 48
12001-18000 1 5 4 1 11
18001-24000 0 1 0 0 1
Total 4 61 34 1 100
Inference
The above cross tabulation shows that 16 belongs to below Rs.6000 salary are satisfied
with their salary, 14 of belongs Rs.6001-Rs.12000 and 5belongs above Rs.12001-Rs.18000 also
satisfied with their salary and 61 of them neither dissatisfied nor satisfied with their salary. It
concludes that majority of them neither satisfied nor dissatisfied with their salary.
Chart No - 15
Chart showing Cross tabulation on Monthly salary with respect to achieve aspiration and
ambition of respondents.
Table No 16
Table showing Cross tabulation on Experience with respect to Provide enough safety
measures of respondents
52
Experience Provide enough safety measures Total
Disagree Neutral Agree
1-3 years 4 20 8 32
3-5 years 1 26 11 38
Total 5 61 34 100
Inference
The above cross tabulation shows that 8 belongs to 1-3years experience are satisfied with
safety measures provided, 11 of belongs 3-5 years and 14 belongs above five year also satisfied
with safety measures provided, and 61 neither satisfied nor dissatisfied with safety measures
provided. It concludes that majority of them neither satisfied nor dissatisfied with safety
measures provided.
Chart No - 16
Chart showing Cross tabulation on Experience with respect to Provide enough safety
measures of respondents
4.3 CHI-SQUARE TESTS ANALYSIS
Table No 17
Table showing Chi-square analysis on Gender with Training provided to respondents
53
Particulars Value Df Asymp. Sig. (2-sided)
Pearson Chi-Square .168a 2 .920

Likelihood Ratio .158 2 .924
Linear-by-Linear Association .114 1 .736
N of Valid Cases 100
a. 2 cells (33.3%) have expected count less than 5. The minimum expected count is 1.56.
Hypothesis
H0: there is no association between gender and Training provided to respondents
H1: there is association between gender and Training provided to respondents
Inference
From the above chi square table it’s inferred that the significant value is .920, hence that
value is greater than.05 we accept null hypothesis .there for there is no association between
gender and Training provided to respondents.
Table No 18
Table showing Chi-square test on Experience and Satisfaction with prevailing benefits to
respondents
54
Value df Asymp. Sig. (2-sided)
Pearson Chi-Square 9.089a 12 .695

Likelihood Ratio 11.581 12 .480
a. 14 cells (70.0%) have expected count less than 5. The minimum expected count is .02.
Hypothesis
H0: there is no association between Experience and Satisfaction with prevailing benefits to
respondents.
H1: there is association between Experience and Satisfaction with prevailing benefits to
respondents.
Inference
From the above chi square table its inferred that the significant value is .695, hence that
Experience and Satisfaction with prevailing benefits to respondents.
Table No 19
Table showing Chi-square test on Experience and Satisfaction with existing compensation
to respondents
55

Linear-by-Linear Association 5.158 1 .023
Hypothesis
H0: there is no association between Experience and Satisfaction with existing compensation to
respondents.
H1: there is association between Experience and Satisfaction with existing compensation to
respondents.
Inference
Experience and Satisfaction with existing compensation to respondents.
Table No 20
Table showing Chi-square test on Experience and Satisfaction with promotion procedure to
respondents
56

Hypothesis
H0: there is no association between Experience and Satisfaction with promotion procedure to
respondents.
H1: there is association between Experience and Satisfaction with promotion procedure to
respondents.
Inference
Experience and Satisfaction with promotion procedure to respondents.
Table No 21
Table showing Chi-square test on Experience And Company offer good career growth to
respondents
57
Value Df Asymp. Sig. (2-sided)

Hypothesis
H0: there is no association between Experience and company offer good career growth to
respondents.
H1: there is association between Experience and company offer good career growth to
respondents.
Inference
Experience and company offer good career growth to respondents.
Table No 22
Table showing Chi-square test on age and Implement changes and innovation in job to
respondents
58

Hypothesis
H0: there is no association between age and Implement changes and innovation in job to
respondents
H1: there is association between age and Implement changes and innovation in job to
respondents
Inference
value is greater than.05 we accept null hypothesis .there for there is no association between age
and Implement changes and innovation in job to respondents.
Table No 23
Table showing Chi-square test on Experience and Satisfaction with grievance redresal to
respondent.
59

Hypothesis
H0: there is no association between Experience and Satisfaction with grievance redresalto
respondents
H1: there is association between Experience and Satisfaction with grievance redresal to
respondents
Inference
Experience and Satisfaction with grievance redresal to respondents.
Table No 24
Table showing Chi-square test on Experience and Good relationship between management
and respondent.
60

Hypothesis
H0: there is no association between Experience and Good relationship between management and
respondents
H1: there is association between Experience and Good relationship between management and
respondents
Inference
Experience and Good relationship between management and respondents.
Table No 25
Chi-square test on Monthly salary and helps to achieve aspiration and ambition to
respondent
61

Hypothesis
H0: there is no association between Monthly salary and helps to achieve aspiration and ambition
to respondents
H1: there is association between Monthly salary and helps to achieve aspiration and ambition to
respondents.
Inference
From the above chi square table itsthe significant value is .372, hence that value is greater
than.05 we accept null hypothesis .there for there is no association between Experience and
Good relationship between management and respondents.
Table No 26
Table showing Chi-square test on Experience and Provide enough safety measures to respondent
Value df Asymp. Sig. (2-

sided)
a
Pearson Chi-Square 11.024 8 .200
62
Hypothesis
H0: there is no association between Experience and Provide enough safety measures to
respondents
H1: there is association between Experience and Provide enough safety measures to respondents
Inference
Experiences and provide enough safety measures to respondents.
4.4 ONE WAY ANOVA

Table No 27
Table showing One way ANOVA analysis based on age of the respondent and dependent
variables
Sum of Squares Df Mean Square F Sig.

Between Groups .716 3 .239
Training Within Groups 10.471 96 .109 2.189 .094
Total 11.188 99
Motivation Between Groups .297 3 .099 1.196 .315
63
Within Groups 7.953 96 .083
Total 8.250 99
Between Groups 1.905 3 .635
Career
Within Groups 26.198 96 .273 2.327 .079
development
Total 28.103 99
Welfare
Within Groups 19.081 96 .199 .510 .676
measures
Total 19.385 99
Safety Within Groups 13.292 96 .138 2.637 .054
Total 14.387 99
Industry
Within Groups 7.843 96 .082 1.457 .231
relation
Total 8.200 99
Hypothesis
H0: There is no significant relation between age and employee satisfaction
H1: There is significant relation between age and employee satisfaction
Inference
From the one way ANOVA table it’s inferred that the significant value of training is .094
which is greater than .05, hence we accept Null hypothesis and significant value of motivation .
315 which is greater than .05, hence we accept null hypothesis and significant value of career
development is .079 which is greater than .05,hence we accept null hypothesis and significant
value of welfare measures is.676 which is greater than .05, hence we accept null hypothesis and
significant value of safety is .054 which is greater than .05,hence we accept null hypothesis and
significant value of Industry Relation is.231 which is greater than .05,hence we accept null
hypothesis. Therefore there is no significant relation between age and employee satisfaction.
Table No 28
Table showing One way ANOVA analysis based on salary of the respondent and dependent
variables
Between
.488 3 .163
Groups
Training 1.458 .231
Total 11.188 99
Between
.222 3 .074
Groups
Motivation .885 .452
Total 8.250 99
64
Between
.969 3 .323
Career Groups
1.143 .336
development Within Groups 27.133 96 .283
Total 28.103 99
Between
.326 3 .109
Welfare Groups
.547 .652
measures Within Groups 19.059 96 .199
Total 19.385 99
Between
.090 3 .030
Groups
Safety .202 .895
Total 14.387 99
Between
.218 3 .073
Industry Groups
.875 .457
relation Within Groups 7.981 96 .083
Total 8.200 99
Hypothesis
H0: There is no significant relation between salary and employee satisfaction
H1: There is significant relation between salary and employee satisfaction
Inference
value of welfare measures is.652 which is greater than .05, hence we accept null hypothesis and
significant value of safety is .895 which is greater than .05,hence we accept null hypothesis and
hypothesis. Therefore there is no significant relation between age and employee satisfaction.
Table No 29
Table showing One way ANOVA analysis based on experience of the respondent and
dependent variables

Training Within Groups 10.714 96 .112 1.416 .243
Total 11.188 99
1.895
Motivation Within Groups 7.789 96 .081 .136
.
Total 8.250 99
Between Groups 1.878 3 .626 2.291 .083
65
Career Within Groups 26.225 96 .273
development Total 28.103 99
Welfare
Within Groups 17.588 96 .183 3.269 .025
measures
Total 19.385 99
Safety Within Groups 12.001 96 .125 6.362 .001
Total 14.387 99
Industry
Within Groups 7.567 96 .079 2.676 .051
relations
Total 8.200 99
Hypothesis
H0: There is no significant relation between experience and employee satisfaction
H1: There is significant relation between experience and employee satisfaction
Inference
value of welfare measures is.025which is less than .05, hence we reject null hypothesis and
significant value of safety is .001 which is less than .05,hence we reject null hypothesis and
hypothesis. Therefore there is no significant relation between experience and employee
satisfaction.
66
CHAPTER - V
FINDINGS, SUGGESTIONS AND

CONCLUSION OF THE STUDY
CHAPTER IV
FINDINGS
1. It is found that 88% of respondents are females and balance respondents are males.
.
2. It is found that most of the respondents belongs to 20-40 years which is 84 %
3. It is found that the 40% respondents are monthly earning below Rs. 6000 and 48%
respondents are earn Rs. 6001 to 12000.
4. It is found that most of them are experienced employees.
5. It is found that the respondents are satisfied with training provided by the company.
67
6. It is found that 43% of respondents are satisfied with prevailing benefits, 55% of
respondents neither dissatisfied nor satisfied with prevailing benefits.
7. It is found that 63% of respondents are neither dissatisfied nor satisfied with
compensation provided by the company
8. It is found that 87% of respondents are dissatisfied with promotion procedure.
9. It is found that 76% respondents are dissatisfied with career growth of the company
provided.
10. It is found that there is no association between Experience and Satisfaction with
prevailing benefits to respondents.
11. It is found that there is no association between Experience and Satisfaction with existing
compensation to respondents.
promotion procedure to respondents.
13. It is found that there is no association between age and Implement changes and
innovation in job to respondents.
grievance redresal to respondents.
SUGGESTIONS
 Most of the workers are dissatisfied with the wage policy, so the management has take
some quick action in order to rectify those problems.
 Canteen and lunch room facilities can be provided inside the company
 The working condition of the employees should be standardized for ensuring result.
 Better salary retains the talented employees within the organization.
 The company should understand the problems of employees.
 The company could make provision for small kind of promotion in the case of workers,
with in their department. This will increase their interest in work.
68
CONCLUSION
Human resource is the main asset of an organization that can create an output more than
the input and also the most complex to. The employees have lot of expectation from the
organization they work for, and it is the responsibility of every organization that keep their
employees satisfied in whatever way possible.
The survey conducted has helped for in finding out the level of employees satisfaction
with respect to the job and working environment and the factors that affect that the satisfaction of
employee in CIPCO Ltd.
This study helped to get a lot of experience and knowledge about the attitude of the
employees towards their job and various activities that are being carried out by the company to
improve the labor welfare.
69
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70
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ANNEXURE
76
QUESTIONNAIRE
A STUDY ON “EMPLOYEE SATISFACTION IN CIPCO TEXTILE PARK,

NADUVANNUR, KOZHIKODE”
Sir,
The questionnaire comprise of questions relevant for understanding “The employee satisfaction
and welfare activities in Calicut Integrated Power loom Co-operative society Ltd.” assure you
that the data you provide will kept confidential and used only for the project work.
SARATH KUMAR KP
General information
 Name :
 Designation :
 Department :
 Gender : ( ) Male ( ) Female
 Marital Status : ( ) Unmarried ( ) Married
 Age : ( ) Below 20years ( ) 21yeare-30years ( ) 31years-40years
. ( ) 41years-50year ( ) Above 50years
 Monthly Salary : ( ) Below Rs.6000 ( ) Rs.6001-Rs.12000 ( ) Rs.12001-Rs.18000
( ) Rs.18001-Rs.24000 ( ) Above Rs.24000
77
 Experience : ( ) Below 1 year ( ) 1year-3year ( ) 3year-5year ( ) above
5year
 Educational
Qualification: ( ) School ( ) UG ( ) PG ( ) Professional
Mark your opinion under the given abbreviation [(SA) Strongly agree, (A) Agree,(N) Neutral, (DA)
Disagree, (SDA) Strongly disagree] with respect to the question. Rate the statements.
Sl. Particulars SA A N DA SDA

No
1. Management provides proper training to employees.
2. You are satisfied with training provided by the organization.
3. Training improves your skill and knowledge.
4. I need training to do my job.
5. Satisfied regarding prevailing benefits in the organization.
6. Top Management is interested in motivating employees.
7. Incentive motivates you more.
8. You are satisfied with existing compensation system.
9. Company gives promotion to employees.
10. You are satisfied regard on current promotion procedures.
11. Company offer good career growth prospects.
12. You agree with changes and innovation implement in your

job.
13. Companies provide enough canteen facility.
14. You have enough relaxation time.
15. Organizations provide death relief funds.
16. Company provides decent allowances.
17. Company provides enough safety measures.
18. Rate your level of satisfaction with safety equipment.
78
19. Company provides proper safety training.
20. Company have efficient Fire extinguisher.
21. You satisfied with grievance redresal provide by company.
22. Rate statement “Overall relationship between the company

and employees are good”
23. Your job helps you to achieve your aspiration and ambition.
24. You are comfortable with your job.
25. High job security in your present job.
******* THANK YOU *******
79

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CHAPTER - I

INTRODUCTION OF THE STUDY

Unorganized sector in India is broadly defined as units consisting in production of goods

1.3 INDUSTRY PROFILE

1.3.1 INDIAN TEXTILE INDUSTRY

1.3.2 GROWTH IN INDIAN TEXTILE INDUSTRY

1.3.3 POWERLOOM SECTOR IN INDIA EVOLUTION OF WEAVING LOOMS

1.3.4INDIAN SCENARIO OF WEAVING LOOMS

1.3.5 POWER LOOM

1.3.6 GROWTH IN THE POWERLOOM SECTOR

YEAR NO OF Power looms Growth Percentage

1.3.7 COTTON TEXTILE INDUSTRY IN INDIA

1.3.8 TEXTILE INDUSTRY IN KERALA

1.3.9 TEXTILE INDUSTRY AND CO – OPERATIVE SECTOR

1.3.10 STRENGTH OF TEXTILE INDUSTRY

 Labor oriented industry

 Wide domestic market

 Multi fiber raw materials

1.3.11 WEAK NESS OF TEXTILE INDUSTRY

 Lack of technological up gradation

 Low investment level

 increasing power cost

 high capital price

 poor logic support

1.4 COMPANY PROFILE

1.4.4 PRESENT PERFOMANCE

1.4.5 ORGANIZATIONAL SETUP

The society is being administrated by a board or directors consisting of chairman and

1.4.6 ORGANIZATION STRUCTURE

1.6 OBJECTIVES OF STUDY

 To study the attitude of the employee towards the organization.

LITERATURE REVIEW OF THE STUDY

Prakasam, (1976).Human factors in industrial productivity. Unpublished Ph.D Thesis, University of

Chakraborty (2004)39 in a case study on job satisfaction among teachers in educational

Srivasthava.(2005).Job satisfaction in public sector. Indian Management, 44 (4), 62-69.

Ph.D. Thesis, University of Kerala, Thiruvananthapuram

Slugoski, E.V. (2008).Employee retention: Demographic comparison of job embeddedness, job

Sizer, C.U.(2008).The effects of mentioning on job satisfaction among military academicians.Ph.D.

P. Brown, Son K. Lam., (2008).A Meta-Analysis of Relationships Linking Employee Satisfaction to

Pillai (2010)67 indicated the willingness of IT employees to exert high levels of

RESEARCH METHODOLOGY OF THE STUDY

3.2 Research design

Research design is important primarily because of the increased complexity in the

It is an important tool to study employee behavior, salary pattern, motivation, and

There are generally three types of research:

Among them Descriptive Research is used in this research.

3.3 Hypothesis Testing:

H0: There is no significant relation between age and employee satisfaction

3.4 Data sources and data collection method

(A) Primary data:

(B) Secondary data:

3.5 Statistical Test Used

 Simple Percentage Analysis

3.6 Sampling Methodology

3.6.2 Sampling method

There are generally two types of sampling methods

 Probability sampling method

 3.6.3 Sample size

* THANK YOU *