A STUDY ON EMPLOYEES JOB SATISFACTION IN SALEM STEEL PLANT, SALEM.

PROJECT REPORT Submitted by J. NAGAMANICKAGUPTHA

Register. No: 088001201021

in partial fulfillment for the award of the degree of MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES JAYAM COLLEGE OF ENGINEERING & TECHNOLOGY NALLANUR DHARMAPURI - 636813

MAY -2010

JAYAM COLLEGE OF ENGINEERING & TECHNOLOGY NALLANUR DHARMAPURI -636 813 Department of Management Studies
PROJECT WORK PHASE II MAY 2010

This is to certify that the project entitled

A STUDY ON EMPLOYEES JOB SATISFACTION IN SALEM STEEL PLANT, SALEM

is the bonafide record of project work done by J.NAGAMANICKA GUPTHA Register No: 088001201021 of M.B.A (Master of Business Administration) during the year 2008-2010.
------------------------------------------------------

Project Guide

Head of the Department

Submitted for the Project Viva-Voce examination held on _________

------------------------------------------------------Internal Examiner External Examiner

DECLARATION I affirm that the project work titled "A STUDY ON EMPLOYEES JOB SATISFACTION IN SALEM STEEL PLANT, SALEM" being submitted in partial fulfillment for the award of MASTER OF BUSINESS ADMINISTRATION is the original work carried out by me. It has not formed the part of any other project work submitted for award of any degree or diploma, either in this or any other University.

(Signature of the Candidate) J.NAGAMANICKA GUPTHA (Register No. 088001201021)

I certify that the declaration made above by the candidate is true.

Signature of the Guide,

ACKNOWLEDGEMENT The ultimate result of any research work depends upon the help and guidance of many persons. The help and guidance of such people cannot be left unnoticed. I take this opportunity to thank them for providing the relevant and necessary inputs for successful completion of this project I thank ANNA UNIVERSITY, COIMBATORE for this academic vision in integrating the class room learning with real lifes situational experience, by making the project work, a part of curriculum. I would like to express my deepest gratitude to Dr. R. PARTHIBAN. Our Principal and Mr.B.ADHINARAYANAN, M.B.A., M.Phil. (Ph.D.) our Head Of The Department of Management Studies for bring the inspiration and motivation force which encourage to work towards excellence in the challenging task. I words cannot adequately express my gratitude to my guide Mr.B.ADHINARAYANAN, M.B.A., M.Phil., (Ph.D.) for invaluable guidance, constant encouragement and supervision, motivation especially in times of difficulty and stress. My special thanks Mrs. SHIMANI MAHABATHRA, Personal Manager. HRD Dept, Salem Steel Plant, Salem for his consent and permission to undertake a project in the organization concerned and Mr. R. RAMANI., Assistant Manager, HRD Department, Salem Steel Plant for his valuable guidance and direction through out the project. I extended my thanks to my beloved Parents, Friends, who gave us encouragement and helped us at different stages of this project with warm gestures. (J. NAGAMANICKAGUPTHA)

CONTENTS

Description List of Tables List of Figures Abstract 1. Introduction 1.1.About the study 1.2.About the Industry 1.3.About the Company 2. Main theme of the project 2.1 Objectives of the study 2.2 Scope and Limitations 2.3 Methodology 2.4 Review of literature 3. Analysis and Interpretation 4.Findings, Recommendations and Conclusion 4.1.Findings 4.2.Recommendations 4.3.Conclusion Appendices Bibliography

Page No. i iii v 1 4 7

11 12 14 18 20 82 84 85 86 90

i LIST OF TABLES TABLE. NO 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 3.11 3.12 3.13 3.14 CONTENTS CLASSIFICATION OF RESPONDENTS BY AGE CLASSIFICATION OF RESPONDENT BY GENDER CLASSIFICATION OF RESPONDENTS BY EDUCATIONAL QUALIFICATION CLASSIFICATION OF RESPONDENTS BY EXPERIENCE CLASSIFICATION OF RESPONDENTS BY THEIR INCOME LEVEL CLASSIFICATION OF RESPONDENT BY MARTIAL STATUS NATURE OF WORK WORKING HOURS WOKING ENVIRONMENT PROMOTION OPPOURTUNITY EQUITABLE PROMOTION SALARY SYSTEM INCENTIVE POLICY BONUS SYSTEM PAGE. NO 20 22 24 26 28 30 32 34 36 38 40 42 44 46

ii TABLE. NO 3.15 3.16 3.17 3.18 3.19 3.20 3.21 3.22 3.23 3.24 3.25 CONTENTS FAIR TREATMENT BY THE SUPERIORS RELATIONSHIP BETWEEN THEIR COLLEAGUES TRAINING PROGRAM OFFERED BY THE COMPANY FREQUENCY AND PERIOD OF TRAINING PROGRAM MANAGERS CLEAR SENSE OF DIRECTION COMMUNICATION OF INFORMATION ABOUT CHANGE LEAVE POLICY OF THE COMPANY SAFETY POLICY OF THE COMPANY EMPLOYEES INSURANCE POLICY PROVIDED BY THE COMPANY CANTEEN FACILITY OFFERED BY THE COMPANY RECREATION FACILITY OFFERED BY THE COMPANY RELATION SHIP BETWEEN THE EDUCATIONAL QUALIFICATION OF RESPONDENT AND FAIRNESS AND EQUITABLE OF PROMOTIONS RELATION SHIP BETWEEN THE INCOME 3.2.2 LEVEL AND SALARY SYSTEM PROVIDED BY THE COMPANY 73 PAGE. NO 48 50 52 54 56 58 60 62 64 66 68

3.2.1

70

iii LIST OF CHARTS TABLE. NO CONTENTS PAGE. NO

3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 3.11 3.12 3.13 3.14

CLASSIFICATION OF RESPONDENTS BY AGE CLASSIFICATION OF RESPONDENT BY GENDER CLASSIFICATION OF RESPONDENTS BY EDUCATIONAL QUALIFICATION CLASSIFICATION OF RESPONDENTS BY EXPERIENCE CLASSIFICATION OF RESPONDENTS BY THEIR INCOME LEVEL CLASSIFICATION OF RESPONDENT BY MARTIAL STATUS NATURE OF WORK WORKING HOURS WOKING ENVIRONMENT PROMOTION OPPOURTUNITY EQUITABLE PROMOTION SALARY SYSTEM INCENTIVE POLICY BONUS SYSTEM

21 23 25 27 29 31 33 35 37 39 41 43 45 47

iv TABLE. NO 3.15 3.16 3.17 3.18 3.19 3.20 3.21 3.22 3.23 3.24 3.25 CONTENTS FAIR TREATMENT BY THE SUPERIORS RELATIONSHIP BETWEEN THEIR COLLEAGUES TRAINING PROGRAM OFFERED BY THE COMPANY FREQUENCY AND PERIOD OF TRAINING PROGRAM MANAGERS CLEAR SENSE OF DIRECTION COMMUNICATION OF INFORMATION ABOUT CHANGE LEAVE POLICY OF THE COMPANY SAFETY POLICY OF THE COMPANY EMPLOYEES INSURANCE POLICY PROVIDED BY THE COMPANY CANTEEN FACILITY OFFERED BY THE COMPANY RECREATION FACILITY OFFERED BY THE COMPANY PAGE. NO 49 51 53 55 57 59 61 63 65 67 69

v ABSTRACT The project work entitled A STUDY ON EMPLOYEES JOB SATISFACTION IN SALEM STEEL PLANT, SALEM is to study the various factors that are concerned with attitude of the employees. The study focused on analyzing job satisfaction in level in the organization. The analysis is mainly based on the primary data, through the survey method. For the study has taken a sample size 110 respondents at convenience sampling method from the total population. The Study gives Employees opinion about job satisfaction, opportunity, attitude, stress, leadership, working environment, nature of work, incentive policy, bonus system, promotional opportunities and increments. The study has used simple percentage analysis, chi-square And ANOVA used. The study has given suggestions to improve the motivational factors. In order to increase productivity. Through this organizational objectives can be easily achieved. Overall company is satisfactory in job.

CHAPTER-I 1. INTRODUCTION 1.1 ABOUT THE STUDY JOB SATISFACTION Job satisfaction is a set of unfavorable feeling with employees view their jobs, were specifically the nature of job they do. The quality of supervision, they receive co-workers pay and perfect promotional avenues. Job satisfaction affects job performance and absenteeism. Highs job satisfaction in to high work performance, less employee turnover and less absenteeism. DETERMINANTS OF JOB SATISFACTION All individuals do not drive the same degree of satisfaction through they perform the same job in the same environment and at the same time individuals variable which affects job satisfaction let us see the what there factors are

INDIVIDUAL FACTORS: Individuals have certain expectation from their job. If the expectations are need from the job. They feel satisfied. There expectations are based on. Level of education Age Other factors

NATURE OF JOB: Nature of job determinants of job satisfaction which is the form. Occupational level and Job content

SITUATIONAL FACTORS: Some of factors of situational variable, Working conditions Supervisions Equitable rewards Opportunity for promotion and work group

EFFECTS OF JOB SATISFACTION Job satisfaction has a variety of effects. These may be seen in the context of an Individual physical or mental health Productivity Absenteeism

THE VARIOUS OTHER FACTORS ALSO WILL DETERMINE THE JOB SATISFACTION, Age Time Intelligence Education Personality Skills Responsibility Employees attitude Ventilation Hours of work

1.2 ABOUT THE INDUSTRY STEEL AUTHORITY OF INDIA LIMITED is the largest producer with a turnover of 45,556Cr.during 2007-08. It operates and owns five integrated steel plants at Bhili, Bokaro, Rourkela and Burnpur and three specialty steel plants at Salem, Durgapur and Bhadravati. A subsidiary at Chandrapur produces Ferro alloys. STEEL AUTHORITY produces 14.6MT of hot melt, 13.5MT of saleable steel in 2006-07.SAIL planned to produce 25MT of crude steel and saleable steel by 2010. Ranked amongst the top ten public sector companies in India in terms of turnover, the company is the most amongst the leading producer of iron ore. The company's captive mines fulfill its entire iron ore requirements. STEEL AUTHORITY countrywide marketing network comprises 37 branches sales office, 55 stockyards and over 1200 authorized dealers. this helps in marketing the products in all most all districts of the country, sail manufactures and sells a broad range of steel products of including HOT and COLD rolled steel and coils galvanized sheets , electric sheets , structural, railway products plates, bars and rods, stainless steel and other alloy steels. STEEL AUTHORITY wide ranges of long and flat steel products are much in demand in the domestic as well the international market. This vital responsibility is carried out by STEEL AUTHORITY own Central Marketing organization (CMO) and the international trade division STEEL AUTHORITY the integrated company comprises the following units / subsidiaries:

Bhilai steel plant, Bhilai, Chhattisgarh Bokaro steel plant, Bokaro, Jharkhand Durgapur steel plant, Durgapur, west Bengal Rourkela steel plant, Rourkela, Orissa Alloy Steel Plant, Durgapur, West Bengal SALEM STEEL PLANT, Salem, Tamilnadu Visveswarayya iron and steel plant, Bhadravathi, Karnataka IISCO steel plant, Burnpur, west Bengal Central marketing organization, Kolkata, west Bengal Research & Development centre for iron and steel, Ranchi

A RICH HERITAGE The Precursor STEEL AUTHORITY traces its origin to the formative years of an emerging nation - India. After independence the builders of modern India worked with a vision - to lay the infrastructure for rapid industrialization of the country. The steel sector was to propel the economic growth. Hindustan Steel Private Limited was set up on January19, 1954. Expanding Horizon (1959-1973) Hindustan Steel (HSL) was initially designed to manage only one plant that was coming up at Rourkela. For Bhilai and Durgapur Steel Plants, the preliminary work was done by the Iron and Steel Ministry. From April 1957, the supervision and control of these two steel plants were also transferred to

Hindustan Steel. The registered office was originally in New Delhi. It moved to Calcutta in July 1956, and ultimately to Ranchi in December 1959.

The 1 MT phases of Bhilai and Rourkela Steel Plants were completed by the end of December 1961. The 1 MT phase of Durgapur Steel Plant was completed in January 1962 after commissioning of the Wheel and Axle plant. The crude steel production of HSL went up from .158 MT (1959-60) to 1.6 MT. A new steel company, Bokaro Steel Limited, was incorporated in January 1964 to construct and operate the steel plant at Bokaro. The second phase of Bhilai Steel Plant was completed in September 1967 after commissioning of the Wire Rod Mill. The last unit of the 1.8 MT phase of Rourkela - the Tandem Mill - was commissioned in February 1968, and the 1.6 MT stage of Durgapur Steel Plant was completed in August 1969 after commissioning of the Furnace in SMS. Thus, with the completion of the 2.5 MT stage at Bhilai, 1.8 MT at Rourkela and 1.6 MT at Durgapur, the total crude steel production capacity of HSL was raised to 3.7 MT in 1968-69 and subsequently to 4MT in 1972-73. CREDO
We build lasting relationships with customer based on trust and mutual benefit We uphold highest ethical standards in conduct of our business We create and nurture a culture that supports flexibility, learning and is proactive

to change We chart a challenge career for employees with opportunity for advancement and

rewards. lives. We value the opportunity and responsibility to meaningful difference in people's

1.3 ABOUT THE COMPANY PROFILE OF SALEM STEEL PLANT Salem steel plant was a long cherished dream by the government of India to setup an integrated special steel plant at Salem in the state of Tamilnadu for production of sheets and strips of electronically. Stainless and mild steel on the basis of sound techno-economic considerations The construction of the plant was inaugurated in June 13, 1972 by the Late shri Mohan Kumaramangalam the minister of the steels & mines. It took its shape in the foothills of kanjamalai. The company "SALEM STEEL LIMITED" was registered on Oct 25th 1972. It is a government of India undertaking and independent unit of SAIL. The plant was designed to roll out 32,000 tones of cold rolled stainless steel strips and white sheets per annum in the first phase. Situated in tamilnadu, the plant brings to India the latest sophistication in cold rolling technology. In the second phase the production capacity was increased to 70,000tonnes per annum by installing the second sendzimir mill. Stainless steel form the Salem finds application in industries-nuclear, petroleum, chemicals, fertilizer, food processing, pharmaceuticals, diary, house hold appliance and cutlery. The plant is actively pursuing development activities to promote use of stainless steel in new areas such as coinage, railway, coaches, building, furniture, automobiles, etc. the mill is capable of rolling both stainless and non- stainless steel. The mill has a hot rolling steckel mill. SSP is producing cold roll stainless steel coils and sheets of thickness ranging from 0.3mm to 6.0mm with width up to 1250mmin austenitic ferrite and martens tic grades.

DISTINCTION SSP has a distinction of being one among the few projects of this magnitude in the recent years which completed right on schedule. The magnifies the attributes of human resource and the effectiveness towards the attainment of this organizations goal. The plant production exceeded the rated capacity The products marketed by SSP have won the customer appreciation for their quality and mechanical characteristics. The plant has the unique distinction of bagging the international awards for its safety records. The British council conferred on Salem steel plant the "sword of honor" for the years 1984 and 1986 in recognition of the safety standards and the performance. Apart from this a number of other state and national awards have been received SSP has bagged the ISO-18001 of the occupational health and safety policy certification. SSP, a unit of SAIL is committed to provide safe, healthy and socially accountable work culture in the organization by: Adhering to internationally recognized SA-8000:2001 standard of social Accountability Management System. SSP has bagged ISO-14001 certification for producing quality steel with a closely linked clean and sustainable environment through a sound environment management system. Salem steel plant continues to excel both in sugestions scheme end in quality circle. SSPs QC team have won par excellence award SSP has bagged the 3rd price at the INSAAN suggestion competition held in kodaikanal. SSP has also bagged "ISPAT SURAKSHA PURASKAR" award received in Nov 2007 for "no fatal accident". SSP has also won the "NATIONAL SUSTAINABILITY AWARD" During Nov 2007 for best among secondary steel plant for 11th time. EXPANSION PROJECT

Towards the goal of backward integration, a steel melting stop (SMS) with an annual capacity of 1,80,000 T of sibs and cold rolling mill (CRM) increasing the present 65,000 T to 1,46,000 T of CRSS (cold rolled stainless steel) is underway with an estimate cost of 1902cr. The project is expected to be commissioned by March 2010. The production capacity of hot rolled coils will be 3, 70,000 T from the present capacity of 1,86,000 T. The Foundation For This Expansion Project Was Laid By Honorable Prime Minister DR. MANMOHAN SING HEADED BY OTHER CONGRESS LEADERS ON 5TH SEP 2008. OBJECTIVES HR POLICY RECRUITMENT POLICY In SSP, employees are labeled into two categories only

Executive's The recruitment of executives Non

non-executives executives are recruited through

(managerial cadre) is done through employment exchange when not available corporate office of SAIL at New Delhi. through paper advertisement

DEPARTMENTS IN SALEM STEEL PLANT There are about 20-25 departments operating inside the Salem steel plant to carry out specific activities in and out of the plant the list are given below Administration Secretariat Gen admn. Public relation Finance & Accounts Medical dept Personnel & administration .

CHAPTER II 2.1 OBJECTIVES OF THE STUDY To study and analyze the job satisfaction level among the employees of Salem Steel Plant. To identify influence level of positive attitude and negative attitude affects the company. To know about the relationship level between management and the employees in the Salem Steel Plant. To measures the impact of current programs, policies and procedures of the company and to provide suggestions for further improvement.

2.2 SCOPE AND LIMITATION SCOPE OF THE STUDY The study has been confined to the employees in Salem steel plant at Salem. The study has been under taken in order to highlight the job satisfaction of the employees, the company can enhance the working condition and the over all function of the organization by eliminating dissatisfaction and providing a good work atmosphere for the employees which will results in increased satisfaction

LIMITATIONS OF THE STUDY The study was done only at the Salem steel plant Salem so the findings and interpretations can not be extended to some other organization Some of the respondents were not willing to give the correct and full information. Due to the short duration, I can able to collect the datas from the respondents of 110 which I took as sample size.

2.3 RESEARCH METHODOLOGY To procedures by which researchers go about their work of describing explaining and prediction phenomena are called methodology. Methods comprise the procedures used for generating, collecting and evaluation data. Methods are ways of obtaining information useful for assessing explanations. RESEARCH DESIGN: A research design is the arrangements of condition for collection and analysis of data. This speaks about the decision recording what, where, when, how much by what means concerning on inquiry or a research studies. constitutes the blue print for the collection measurements and analysis of data. The type of research used in this project is descriptive in nature. Descriptive studies aim at portraying accurately the characteristics of a particular group or situation. GEOGRAPHICAL AREA COVERED The survey was conducted in Salem Steel Plant in Salem. METHODS OF DATA COLLECTION: Primary Data Secondary Data In

PRIMARY DATA: The primary data was collected from the respondents through the questionnaire, observation & direct interview. SECONDARY DATA: The secondary data was collected from the

Company Records Publications Magazine Journals Internet Sources

SAMPLE SIZE: The Target population of employees is 1328 of Salem Steel Plant. Among which 110 were taken as a sample size. SAMPLE DESIGN: The sampling technique used in the study was 'Non-probability convenience sampling' method was adopted and used for the study.

TOOLS USED FOR ANALYSIS: SIMPLE PERCENTAGE ANALYSIS The expression of data in terms of percentage is of the simplest statistical services used in the interpretation of business and economic statistic. Percentages are useful chiefly for the purpose of aiding comparison. A percent is the number o\f hundredth parts on numbers is of another. Formula: No. of respondents Percentage = ---------------------------- x 100 Total No. of respondents

CHI-SQUARE TEST The chi square test is used to test whether there is a significant difference between the observed number of responses in each category and the expected number of responses for such category under the assumptions of null hypothesis. It is one of the simplest and most widely used non parametric tests in statistical work. Where, Formula:
(i Ei ) 2 2 = Ei i =1
n

Where, Oi = Observed frequency Ei = Expected frequency

The calculated value is compared with table value given degrees of freedom a specified level of significance. If the observed value is greater than the table value then there exists a significant relationship between the factors and if the observed value is lesser than it is not considered significant.

2.4 REVIEW OF LITERATURE According to the U.S. Department of Education, National Center for, Education Statistics (NCES), (1999), the more job stress, the lower group cohesion, the lower work satisfaction and the higher the anticipated turnover. The higher the work satisfaction, the higher group cohesion and the lower anticipated turnover. The more stable the work schedule, the less work related stress, the lower anticipated turnover, the higher group cohesion, and the higher work satisfaction. Job stress, work satisfaction, group cohesion, and weekend overtime were all predictors of anticipated turnover. These are difference in the factors predicting anticipated turnover for different age groups. Maslach (1996) Job Satisfaction and burnout are important areas of study because of the financial and social effects of job satisfaction and the damaging physical / psychological impacts of burnout. Two hundred family / children and psychiatric workers of seven social service organizations were surveyed. Instruments used were the Minnesota Satisfaction Questionnaire, the Maslach Burnout Inventory, and the staff Burnout Scale for Health Professionals. NCES (1999) and Thomas (2000) reported an increase from 29 percent in 1986, to 45 percent in 1994. This study addressed the factors that nursing staff perceived as creating job satisfaction in their working environment in addition to addressing the ethical dilemmas that staff experienced within an acute psychiatric care setting. It also addressed how clinical supervision contributed to job satisfaction among staff as well as the differences between staff who attended and staff who did not attend to clinical supervision. Data were analyzed using descriptive statistics. Chubon (1992) the result of this study showed that the factors influencing nurses are related to areas of dissatisfaction, for example, stress and experiences with shortcomings. Factors that contribute to job satisfaction or dissatisfaction were found to be related to the nurses value systems. The ethical dilemmas that

were specifically addressed involved how to care for patients and handle work in relation to patients autonomy, how to approach the patient, how to provide care against the will of the patient, and what action was ethically right for each particular patient. Lefranois (1994) the current nursing shortage and high turnover is of great concern in many countries because of its impact upon the efficiency and effectiveness of any health care delivery system. Recruitment and retention of nurses are persistent problems associated with job satisfaction. This paper analyses the growing literature relating to job satisfaction among nurses and concludes that more research is required to understand the relative importance of the many identified factors to job satisfaction. Wilzinki (1991) the satisfaction refers to an individuals general attitude towards his / her job. A person with a high level of job satisfaction holds positive attitudes about the job, while a person who is dissatisfied with his / her job holds negative attitudes about the job. When people speak of employees attitudes, more often than not they mean job satisfaction.

CHAPTER III ANALYSIS AND INTERPRETATION TABLE- 3.1 CLASSIFICATION OF RESPONDENTS BY AGE

Age Below 25 25 - 30 31 40 41- 50 Above 50 Total

No. of respondents 0 18 45 20 27 110

percentage 0 16.36 40.90 18.18 24.54 100

INFERENCE: The above table shows that 16.36% of the respondents are in the age group of 2530 yrs, 40.90% of the respondents are in the age group of 31- 40 yrs, 18.18% of the respondents are in the age group 41 50 yrs, and 24.54% of the respondents are in the age group Above 50

CHART 3.1

CLASSIFICATION OF RESPONDENTS BY AGE

Classification of respondents by age

50 PERCENTAGE 40 30 20 10 0 Below 25 25 - 30 31 40 AGE no. of respondents 41- 50 Above 50

TABLE 3.2

CLASSIFICATION OF RESPONDENT BY GENDER

Gender Male Female Total

No. of respondent 101 9 110

Percentage 91.81 8.18 100

INFERENCE: The above table shows that 91.81% of respondents are male and 8.18% of respondents are female.

CHART-3.2

CLASSIFICATION OF RESPONDENT BY GENDER

CLASSIFICATION OF RESPONDENT BY GENDER FEMALE 8%

92% MALE

TABLE 3.3 CLASSIFICATION OF RESPONDENTS BY EDUCATIONAL QUALIFICATION

Educational qualification U.G P.G DIPLOMA ITI OTHERS TOTAL

No. of respondents 8 32 29 37 4 110

Percentage 7.27 29.09 26.36 33.63 3.63 100

INFERENCE:
The above table shows that 7.27% of respondent are U.G, 29.02% of respondent are P.G, 26.36% of respondents are diploma holders, 33.63% of respondents are its, and 3.63% are others.

CHART 3.3

CLASSIFICATION OF RESPONDENTS BY EDUCATIONAL QUALIFICATION

CLASSIFICATION OF RESPONDENTS BY EDUCATIONAL QUALIFICATION OTHERS 7% U.G 4% ITI 34%

29% P.G

26% DIPLOMA

TABLE 3.4

CLASSIFICATION OF RESPONDENTS BY EXPERIENCE

Experience 0 2 yrs 2 5 yrs 5 10 yrs Above 10 yrs Total

No. of respondent 2 8 34 66 110

Percentage 1.82 7.28 30.90 60 100

INFERENCE:
The above table shows that 1.82% of respondents have 0-2 yrs experience, 7.28% of respondents have 2 5 yrs experience, 30.90% of respondent have 5 to 10 yrs experience, 60% of respondent have above 10 yrs of experience.

CHART 3.4

CLASSIFICATION OF RESPONDENTS BY EXPERIENCE

Classification of respondents by experience

Above 10 yrs Ezperiance 5 10 yrs 2 5 yrs 0 2 yrs 0 20 40 60 80

No. of respondent Percentage

TABLE 3.5 CLASSIFICATION OF RESPONDENTS BY THEIR INCOME LEVEL

INCOME LEVEL BELOW 10,000/10,000 20,000 20,001 30,000 30,001 40,000 ABOVE 40,000 TOTAL

NO.OF RESPONDENT 15 22 60 0 13 110

PERCENTAGE 13.64 20 54.54 0 11.81 100

INFERENCE:
The above table shows that 13.64% of respondents Have income level of below 10,000, 20 % of respondents have income level of 10,000 20,000, 54.54% of respondent have income level of 20,001 30, 000, 11.81% of respondents have income level of above 40,000.

CHART 3.5 CLASSIFICATION OF RESPONDENTS BY THEIR INCOME LEVEL

13

15 22

BELOW 10,000/10,000 20,000 20,001 30,000 30,001 40,000

60

ABOVE 40,000

TABLE 3.6 CLASSIFICATION OF RESPONDENT BY MATRIAL STATUS

MARITAL STATUS MARRIED UNMARRIED TOTAL

NO. OF RESPONDENT 98 12 110

PERCENTAGE 89.09 10.90 100

INFERENCE:
The above table shows that 89.09% of respondents are married and 10.90% of respondents are unmarried.

CHART 3.6 CLASSIFICATION OF RESPONDENT BY MATRIAL STATUS

CLASSIFICATION OF RESPONDENT BY MATRIAL STATUS

PERCENTAGE 100 80 60 40 20 0 MARRIED UNMARRIED MATRIAL STATUS NO.OF RESPONDENT

TABLE 3.7 NATURE OF WORK

NATURE OF WORK HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL

NO.OF RESPONDENTS 20 70 15 3 2 110

PERCENTGE 18.18 63.63 13.63 2.72 1.81 100

INFERENCE:
The above table shows that 18.18% of respondents are highly satisfied, 63.63% of respondents are satisfied, and 13.63% of respondents are neither satisfied nor dissatisfied, 2.72 % of respondents are dissatisfied, 1.81% of employees is highly dissatisfied towards the nature of work.

CHART 3.7 NATURE OF WORK

NATURE OF WORK
14% 3% 2% 18%

63% HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED

TABLE 3.8 WORKING HOURS

WORKING HOURS HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL

NO.OF RESPONDENTS 20 70 15 3 2 110

PERCENTGE 18.18 63.63 13.63 2.73 1.82 100

INFERENCE:
The above table shows that 18.18% of respondents are highly satisfied, 63.63% of respondents are satisfied, 13.63% of respondents are neither satisfied nor dissatisfied, 2.73 of respondent are dissatisfied, 1.82% of respondents are highly dissatisfied towards working hours.

CHART 3.8 WORKING HOURS

WORKING HOURS
70 60 50 PERCENTAGE 40 30 20 10 0
IS FI ED TH S A TI ER SF SA IE D T DI HI SS ISF G HL AT I.. IS Y F DI SS IED AT I.. . NE I

HI G

HL Y

SA T

WORKING HOURS

TABLE 3.9 WOKING ENVIRONMENT

WORKING ENVIRONMENT HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL

NO.OF RESPONDENT 30 60 15 5 0 110

PERCENTAGE 27.27 54.54 13.63 4.54 0 100

INFERENCE:
The above table shows that 27.27% of respondents are highly satisfied, 54.54% of respondents are satisfied, 13.63% of respondents are neither satisfied nor dissatisfied, and 4.54% of respondents are dissatisfied towards the working environment.

CHART- 3.10 WORKING ENVIRONMENT

WORKING ENVIRONMENT
60 54.54

PERCENTAGE

50 40 30 20 27.27 13.63

NOR DISSATISFED NEITHER

SATISFIED HIGHLY

SATISFIED

WORK ENVIRONMENT

DISSATISFIED

HIGHLY

10 0

4.54

TABLE 3-10 PROMOTION OPPOURTUNITY

PROMOTION OPPOURTUNITY HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL

NO.OF RESPONDENT 10 60 30 6 4 110

PERCENTAGE 9.09 54.54 27.27 5.46 3.64 100

INFERENCE:
The above table shows that 9.09% of respondent are highly satisfied, 54.54% of respondents are satisfied, 27.27% of respondents are neither satisfied nor dissatisfied, 5.46% dissatisfied, 3.64% of respondent are highly dissatisfied towards promotion opportunity.

PERCENTAGE 60 50 40 30 20 10 0 HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED

ATTRIDUTES DISSATISFIED HIGHLY DISSATISFIED

CHART 3.10

PROMOTION OPPOURTUNITY

PROMOTION OPPOURTUNITY

NO.OF RESPONDENT

TABLE 3.11 EQUITABLE PROMOTION

EQUITABLE PROMOTION Highly Satisfied Satisfied Neither Satisfied Nor Dissatisfied Dissatisfied Highly Dissatisfied TOTAL

NO.OF RESPONDENT 12 58 25 10 5

PERCENTAGE 10.90 52.72 22.72 9.09 4.54

INFERENCE:
The above table shows that 10.90% respondents are Highly Satisfied, 52.72% or respondents are satisfied, 22.72% of respondents are Neither Satisfied or Dissatisfied, 9.09% of respondents are dissatisfied, and 4.54% of respondents are Highly Dissatisfied towards the equitable promotion.

Percentage 10 20 30 40 50 60 70 0 Highly Satisfied

Atributes Highly Dissatisfied NO.OF RESPONDENT

Neither Satisfied Nor Dissatisfied

CHART 3.11

EQUITABLE PROMOTION

TABLE 3.12 SALARY SYSTEM

SALARY SYSTEM HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL

NO.OF RESPONDENT 15 70 15 5 5 110

PERCENTAGE 13.63 63.63 13.65 4.54 4.54 100

INFERENCE:
The above table shows that 1.63% of respondents are Highly Satisfied, 63.63% of respondents are satisfied, 13.65% of respondents are Neither Satisfied or Dissatisfied, 4.54% of respondent are dissatisfied, and 4.54% of respondents are Highly Dissatisfied towards the salary system.

CHART 3.12 SALARY SYSTEM

SALARY SYSTEM
70 60 50 40 30 20 10 0 HIGHLY SATISFIED PERCENTAGE

NO.OF RESPONDENT

ATTRIDUTES

HIGHLY DISSATISFIED

NEITHER SATISFIED NOR

TABLE 3.13 INCENTIVE POLICY

INCENTIVE POLICY HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL

NO.OF RESPONDENT 12 68 20 6 4 110

PERCENTAGE 10.90 61.81 18.18 5.45 3.63 100

INFERENCE:
The above table shows that 10.90% of respondents are Highly Satisfied, 61.81% of respondent are satisfied, 18.18% of respondents are Neither Satisfied or Dissatisfied, 5.45% of respondents are dissatisfied, and 3.63% of respondents are Highly Dissatisfied towards the incentive policy.

CHART 3.13

INCENTIVE POLICY

INCENTIVE POLICY
70 60 50 40 30 20 10 0 HIGHLY SATISFIED

PERCENTAG E

NO.OF RESPONDENT

HIGHLY DISSATISFIED

ATTRIBUTE

TABLE 3.14 BONUS SYSTEM

BONUS SYSTEM HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL NO.OF RESPONDENT 25 45 25 10 5 110 PERCENTAGE 22.74 40.90 22.72 9.09 4.54 100

INFERENCE: The above table shows that 22.74% of respondents are highly satisfied, 40.90% of respondents are satisfied, 22.72% of respondents are neither satisfied nor dissatisfied, 9.09% of respondents are dissatisfied, 4.54% of respondents are highly dissatisfied towards bonus system.

CHART 3.14 BONUS SYSTEM

BONUS SYSTEM
45 40 35 30 25 20 15 10 5 0 HIGHLY SATISFIED NEITHER SATISFIED NOR PERCENTAGE

NO.OF RESPONDENT

ATTRIBUTES

HIGHLY DISSATISFIED

TABLE 3.15 FAIR TREATMENT BY THE SUPERIORS

FAIR TREATMENT BY THE SUPERIORS HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL

NO.OF RESPONDENT 12 58 30 8 2 110

PERCENTAGE 10.92 52.72 27.27 7.27 1.81 100

INFERENCE:
The above table shows that 10.92% of respondents are highly satisfied, 52.72% of respondent are satisfied, 27.27% of respondent are neither satisfied nor dissatisfied, 7.27% of respondent are dissatisfied, and 1.81% of respondents are highly dissatisfied towards fair treatment of employees.

CHART 3.15 FAIR TREATMENT BY THE SUPERIORS

FAIR TREATMENT BY THE SUPERIORS

HIGHLY DISSATISFIED NEITHER SATISFIED HIGHLY SATISFIED 0
NO.OF RESPONDENT

ATTRIBUTES

20

40

60

PERCENTAGE

TABLE 3.16 GOOD RELATIONSHIP BETWEEN THEIR COLLEAGUES

GOOD RELATIONSHIP BETWEEN THEIR COLLEGES HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL 18 52 30 7 3 110 16.38 47.27 27.27 6.36 2.72 100 NO.OF RESPONDENT PERCENTAGE

INFERENCE:
The above table shows that 16.38% of respondent are highly satisfied, 47.27% of respondent are satisfied, 27.27% of respondent are neither satisfied nor dissatisfied, 6.36% of respondent are dissatisfied, 2.72% of respondent are highly dissatisfied towards relationship between colleagues.

CHART 3.16

GOOD RELATIONSHIP BETWEEN THEIR COLLEAGUES

GOOD RELATIONSHIP BETWEEN THEIR COLLEGES

50 45 40 35 30 25 20 15 10 5 0 HIGHLY SATISFIED PERCENTAGE

NO.OF RESPONDENT

ATTRIBUTES

HIGHLY DISSATISFIED

NEITHER SATISFIED NOR

TABLE 3.17 TRAINING PROGRAM OFFERED BY THE COMPANY

TRAINING PROGRAM GIVEN BY THE COMPANY HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL NO.OF RESPONDENT 16 54 30 8 2 110 PERCENTAGE 14.54 49.11 27.27 7.27 1.81 100

INFERENCE:
The above table shows that 14.54% of respondents are highly satisfied, 49.11% of respondent are satisfied, 27.27% of respondents are neither satisfied nor dissatisfied, 7.27% of respondents are dissatisfied, and 1.87% of respondents are highly dissatisfied towards training program offered by the company.

CHART 3.17 TRAINING PROGRAM OFFERED BY THE COMPANY

TRAINING PROGRAM GIVEN BY THE COMPANY

50 45 40 35 PERCENTAG 30 25 E 20 15 10 5 0 HIGHLY SATISFIED

NO.OF RESPONDENT

HIGHLY DISSATISFIED

ATTRIBUTES

TABLE 3.18 FREQUENCY AND PERIOD OF TRAINING PROGRAM

FREQUANCY AND PERIOD OF TRAINING PROGRAM HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL 8 42 15 35 10 110 7.27 38.20 13.63 31.81 9.09 100 NO.OF RESPONDENT PERCENTAGE

INFERENCE:
The above table shows that 7.27% of respondents are highly satisfied, 38.20% of respondent are satisfied, 13.63% of respondents are neither satisfied nor dissatisfied, 31.81% of respondents are dissatisfied, 9.09% of respondents are highly dissatisfied towards frequency and period of training program.

CHART- 3.18

FREQUENCY AND PERIOD OF TRAINING PROGRAM

FREQUANCY AND PERIOD OF TRAINING PROGRAM

45 40 35 30 25 20 15 10 5 0 HIGHLY SATISFIED NEITHER SATISFIED NOR PERCENTAGE

NO.OF RESPONDENT

ATTRIBUTES

HIGHLY DISSATISFIED

TABLE 3.19 MANAGERS CLEAR SENSE OF DIRECTION

MANAGERS CLEAR SENSE OF DIRECTION HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL

NO.OF RESPONDENT 10 40 30 20 10 110

PERCENTAGE 9.09 36.38 27.27 18.18 9.09 100

INFERENCE:
The above table shows that 9.09% of respondent are highly satisfied, 36.38% of respondent are satisfied, 27.27% of respondents are neither satisfied nor dissatisfied, 18.18% of respondents are dissatisfied, 9.09% of respondents are highly dissatisfied towards the managers clear sense of direction.

CHART- 3.19 MANAGERS CLEAR SENSE OF DIRECTION

MANAGERS CLEAR SENSE OF DIRECTION

DISSATISFIED

ATTRIBUTES

NO.OF RESPONDENT

HIGHLY SATISFIED

10

20 PERCENTAGE

30

40

TABLE 3.20 COMMUNICATION OF INFORMATION ABOUT CHANGE

COMMUNICATION OF INFORMATION ABOUT CHANGE HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL 10 60 20 15 5 110 9.09 54.56 18.18 13.63 4.54 100 NO.OF RESPONDENT PERCENTAGE

INFERENCE:
The above table shows that 9.09% of respondents are highly satisfied, 54.56% of respondents are satisfied, 18.18% of respondents are neither satisfied nor dissatisfied, 13.63% of respondents are dissatisfied, 4.54% of respondents are highly dissatisfied towards the communication of information of change.

CHART- 3.20

COMMUNICATION OF INFORMATION ABOUT CHANGE

COMMUNICATION OF INFORMATION ABOUT CHANGE

60 50 40 30 20 10 0 HIGHLY SATISFIED PERCENTAGE

NO.OF RESPONDENT HIGHLY DISSATISFIED NEITHER SATISFIED ATTRIBUTES

TABLE 3.21 LEAVE POLICY OF THE COMPANY

LEAVE POLICY OF THE COMPANY HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL

NO.OF RESPONDENT 10 70 20 10 0 110

PERCENTAGE 9.09 63.63 18.18 9.09 0 100

INFERENCE:
The above table shows that 9.09% of respondents are highly satisfied, 63.63% of respondents are satisfied, 18.18% of respondents are neither satisfied nor dissatisfied, and 9.09% of respondents are dissatisfied towards the leave policy offered by the company.

CHART- 3.21 LEAVE POLICY OF THE COMPANY

LE
RCENTAGE 70 60 50 40 30 20

TABLE 3.22

SAFETY POLICY OF THE COMPANY

SAFETY POLICY OF THE COMPANY HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL

NO. OF RESPONDENT 25 70 15 0 0 110

PERCENTAGE 22.72 63.63 13.43 0 0 100

INFERENCE:
The above table shows that 22.72% of respondents are highly satisfied, 63.63% of respondents are satisfied, and 13.43% of respondents are neither satisfied nor dissatisfied towards the safety policy offered by the company.

CHART- 3.22 SAFETY POLICY OF THE COMPANY

SAFT

TABLE 3.23

EMPLOYEES INSURANCE POLICY PROVIDED BY THE COMPANY

EMPLOYEES INSURANCE POLICY HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL

NO. OF RESPONDENT 15 70 10 15 0 110

PERCENTAGE 13.65 63.63 9.09 13.63 0 100

INFERENCE:
The above table shows that13.65% of respondents are highly satisfied, 63.63% of respondents are satisfied, 9.09% of respondents are neither satisfied nor dissatisfied, and 13.63% of respondents are dissatisfied towards employees insurance policy provided by the company.

CHART- 3.23 EMPLOYEES INSURANCE POLICY PROVIDED BY THE COMPANY

EMPLOYEES INSURANCE POLICY

70 60 50 40 30 20 10 0 HIGHLY SATISFIED NEITHER SATISFIED NOR PERCENTAGE

NO.OF RESPONDENT

ATTRIBUTES

HIGHLY DISSATISFIED

TABLE 3.24 CANTEEN FACILITY OFFERED BY THE COMPANY

CANTEEN FACILITY OFFERED BY THE COMPANY HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL 25 55 20 10 0 110 22.72 50.00 18.18 9.09 0 100 NO. OF RESPONDENT PERCENTAGE

INFERENCE:
The above table shows that 22.72% of respondents are highly satisfied, 50% of employees are satisfied, 18.18% of respondents are neither satisfied nor dissatisfied, and 9.09% of respondents are dissatisfied towards canteen facility offered by the company.

CHART- 3.24

CANTEEN FACILITY OFFERED BY THE COMPANY

CANTEEN FACILITY OFFERED BY THE COMPANY

60 50 40 30 20 10 0 HIGHLY SATISFIED NEITHER SATISFIED NOR PERCENTAGE

NO. OF RESPONDENT

ATTRIDUTES

HIGHLY DISSATISFIED

TABLE 3.25 RECREATION FACILITY OFFERED BY THE COMPANY

RECREATION FACILITY OFFERED BY THE COMPANY HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL 15 40 20 25 10 110 13.65 36.36 18.18 22.72 9.09 100 NO. OF RESPONDENT PERCENTAGE

INFERENCE:
The above table shows that 13.65% of respondents are highly satisfied, 36.36% of respondents are satisfied, 18.18% of respondents are neither satisfied nor dissatisfied, 22.72% of respondents are dissatisfied, 9.09% of respondents are highly dissatisfied towards recreation facility offered by the company.

CHART- 3.25 RECREATION FACILITY OFFERED BY THE COMPANY

ATTRIDUTES

HIGHLY DISSATISFIED

RECREATION FACILITY OFFERED BY THE COMPANY

NO. OF RESPONDENT

HIGHLY SATISFIED

10

20

30

40

PERCENTAGE

TABLE NO. 3.2.1. RELATIONSHIP BETWEEN THE EDUCATION QUALIFICATION OF RESPONDENT AND FAIRNESS AND EQUITABLE OF PROMOTIONS Table Showing Observed N Very satisfied Satisfied Neither satisfied or dissatisfied Dissatisfied Very dissatisfied TOTAL UG 1 5 1 0 1 8 PG 3 17 8 4 0 32 DIPLOMA 5 15 8 1 0 29 ITI 2 21 6 5 3 37 OTHER TOTAL 1 12 0 58 2 0 1 4 25 10 5 110

Table Showing Expected N UG 0.87 4.21 PG 3.49 16.8 DIPLOMA 3.16 15.2 ITI 4.03 19.5 OTHER TOTAL 0.43 12 2.10 58

Very satisfied Satisfied Neither satisfied

1.8 7.27 6.59 8.40 0.90 25 or dissatisfied Dissatisfied 0.72 2.90 2.63 3.36 0.36 10 Very dissatisfied 0.36 1.45 1.31 1.68 0.18 5 TOTAL 8 32 29 37 4 110 NULL HYPOTHESIS (Ho) There is no significant relationship between the education qualification of respondent and fairness and equitable of promotions

NULL HYPOTHESIS (Ho) There is no significant relationship between the education qualification of respondent and fairness and equitable of promotions ALTERNATE HYPOTHESIS (H1) There is significant relationship between the education qualification of respondent and fairness and equitable of promotions. O 1 3 5 2 1 5 17 15 21 0 1 8 8 6 2 0 4 1 5 0 1 0 0 3 1 E 0.87 3.49 3.16 4.03 0.43 4.21 16.8 15.2 19.5 2.10 1.8 7.27 6.59 8.40 0.90 0.72 2.90 2.63 3.36 0.36 0.36 1.45 1.31 1.68 0.18 (O-E) 0.13 0.49 1.84 -2.03 0.57 0.79 0.2 -0.2 1.5 -2.1 -0.8 0.73 1.41 -2.4 1.1 -0.72 1.1 -1.63 1.64 -0.36 0.64 -1.45 -1.31 1.32 0.82 (O-E)2 0.0169 0.2401 3.3856 4.1209 0.3249 0.6241 0.04 0.04 2.25 4.41 0.64 0.5329 1.9881 5.76 1.21 0.5184 1.21 2.6569 2.6896 0.1296 0.4096 2.1025 1.7161 1.7424 0.6724 (O-E)2 /E 0.019 0.068 1.071 1.022 0.755 0.148 0.002 0.002 0.117 2.1 0.355 0.073 0.301 0.685 1.344 0.72 0.417 1.010 0.800 0.36 1.137 1.45 1.31 1.037 3.73 20.033

CHISQUARE RESULT: Calculated chi-square value = 20.033 Degree of freedom = 16 Table value = 26.3 Level of significant = Sig. At 5% level

CONCLUSION From the above analysis we conclude that there is no significant relationship between the education qualification of respondent and fairness and equitable of promotions

TABLE NO.3.2.2. RELATIONSHIP BETWEEN THE INCOME LEVEL AND SALARY SYSTEM PROVIDED BY THE COMPANY Table Showing Observed N BELOW10000 Very satisfied Satisfied Neither satisfied or dissatisfied Dissatisfied Very dissatisfied TOTAL 0 12 0 2 1 15 1000120000 0 15 5 0 2 22 2000130000 9 38 9 3 1 60 30001- ABOVE TOTAL 40000 40000 0 0 0 0 0 0 6 5 1 0 1 13 15 70 15 5 5 110

Table Showing Expected N BELOW10000 Very satisfied Satisfied Neither satisfied or dissatisfied Dissatisfied Very dissatisfied TOTAL 2.04 9.54 2.04 0.68 0.68 15 1000120000 3 14 3 1 1 22 2000130000 8.18 38.18 8.18 2.72 2.72 60 30001- ABOVE TOTAL 40000 40000 0 0 0 0 0 0 1.77 8.27 1.77 0.59 0.59 13 15 70 15 5 5 110

NULL HYPOTHESIS (HO) There is no significant relationship between the income level and salary system provided by the company ALTERNATE HYPOTHESIS (H1) There is significant relationship between the income level and salary system provided by the company

O 0 0 9 0 6 12 15 38 0 5 0 5 9 0 1 2 0 3 0 0 1 2 1 0 1

E 2.04 3 8.18 0 1.77 9.54 14 38.18 0 8.27 2.04 3 8.18 0 1.77 0.68 1 2.72 0 0.59 0.68 1 2.72 0 0.59

(O-E) -2.04 -3 0.82 0 4.23 2.46 1 -0.18 0 -3.27 -2.04 2 0.82 0 -0.77 1.32 -1 0.28 0 -0.59 0.32 1 1.72 0 0.41

(O-E)2 4.16 9 0.67 0 17.89 6.05 1 0.03 0 10.69 4.16 4 0.67 0 0.59 1.74 1 0.078 0 0.34 0.102 1 2.95 0 0.168

(O-E)2 /E 2.03 3 0.08 0 10.10 0.63 0.07 0.0007 0 1.29 2.03 1.33 0.08 0 0.33 2.55 1 0.028 0 0.576 0.15 1 1.08 0 0.28 27.63

CHISQUARE RESULT: Calculated chi-square value =27.63 Degree of freedom = 16 Table value = 26.3 Level of significant = Sig. At 5% level CONCLUSION From the above analysis we conclude that there is significant relationship between the income level and salary system provided by the company

3.2 ANOVA 3.3.1 RELATIONSHIP BETWEEN AGE AND THE PROMOTIONAL OPPORTUNITIES STEP: 1 Null Hypothesis H0= 1=2=3=4=5 Alternate Hypothesis H1= 1 2 345 STEP: 2 X1 0 0 2 1 7 10 X2 0 16 30 5 9 60 X3 0 2 13 5 10 30 X4 0 0 0 6 0 6 X5 0 0 0 3 1 4 (X1)2 0 0 4 1 49 54 (X2)2 0 256 900 25 81 1262 (X3)2 0 4 169 25 100 298 (X4)2 (X5)2 0 0 0 0 0 0 36 9 0 1 36 10

No of observation (N) = 25
Total no of observation (T) = 110

STEP: 3 Correction Factors = (T)2\ N= 484

STEP: 4 SST=TOTAL SUM OF SQUARE ((X1)2 + (X2)2 + (X3)2..)- (T)2 \ N SST = 1176 STEP: 5 SSC = ((X1)2 \ N1 + (X2)2 \ N2+ (X3)2 \ N3..)- (T)2 \ N SSC =446.4 STEP: 6 To Find SSE= SST-SSC SSE = 729.6 NEXT TO FIND ANOVA TABLE SOURCES OF VARIABLES Between column Within samples SUM OF SQUARE SSC=446.4 D.O.F V1=C-1 V1=4 V2=N-C V2=20 MEAN SUM OF SQUARE MSC=SSC\C-1 MSC=111.6 MSE=SSE\N-C MSE=36.48 F=MSE\MSC F=0.326 VARIANCE RATIO

SSE=729.6

STEP: 7 The no. of D.O.F is (4,20) The table value of f at 5% level T.V= 4.26 CONCLUSION: Here, C.V < T.V so accept H0 Hence there is no significant relationship between the age and the promotional opportunities.

3.3.2. RELATIONSHIP BETWEEN EDUCATIONAL AND THE PROMOTIONAL SYSTEM. STEP: 1 Null Hypothesis H0= 1=2=3=4=5 Alternate Hypothesis H1= 1 2 345 STEP: 2 X1 0 5 14 6 0 25 X2 5 15 10 14 1 45 X3 3 3 4 13 2 25 X4 0 8 0 2 0 10 X5 0 1 1 2 1 5 (X1)2 0 25 196 36 0 257 (X2)2 25 225 100 196 1 547 (X3)2 9 9 16 169 4 207 (X4)2 (X5)2 0 0 64 1 0 1 4 4 0 1 68 7

No of observation (N) = 25
Total no of observation (T) = 110

STEP: 3 Correction Factors = (T)2\ N= 484

STEP: 4 SST=TOTAL SUM OF SQUARE ((X1)2 + (X2)2 + (X3)2..)- (T)2 \ N SST = 602 STEP: 5 SSC = ((X1)2 \ N1 + (X2)2 \ N2+ (X3)2 \ N3..)- (T)2 \ N SSC =196 STEP: 6 To Find SSE= SST-SSC SSE = 406 NEXT TO FIND ANOVA TABLE SOURCES OF VARIABLES Between column Within samples SUM OF SQUARE SSC=196 D.O.F V1=C-1 V1=4 V2=N-C V2=20 MEAN SUM OF SQUARE MSC=SSC\C-1 MSC=49 MSE=SSE\N-C MSE=20.3 F=MSE\MSC F=0.414 VARIANCE RATIO

SSE=406

STEP: 7 The no. of D.O.F is (4,20) The table value of f at 5% level T.V= 4.26 CONCLUSION: Here, C.V < T.V so accept H0 Hence there is no significant relationship between the educational and the promotional system.

CHAPTER IV 4.1 FINDINGS 40.90% of the respondents are in the age group of 31- 40 yrs 91.81% of respondents are male 33.63% of respondents are ITI 60% of respondent have above 10 yrs of experience 54.54% of respondent have income level of 20,001 30,000 89.09% of respondents are married 63.63% of respondents are satisfied towards the nature of work. 63.63% of respondents are satisfied towards working hours. 54.54% of respondents are satisfied dissatisfied towards the working environment. 54.54% of respondents are satisfied towards promotion opportunity. 52.72% or respondents are satisfied towards the equitable promotion. 63.63% of respondents are satisfied towards the salary system. 61.81% of respondent are satisfied towards the incentive policy. 40.90% of respondents are satisfied towards bonus system. 52.72% of respondent are satisfied towards fair treatment of employees. 47.27% of respondent are satisfied towards relationship between colleagues. 49.11% of respondent are satisfied towards training program offered by the company. 36.38% of respondent are satisfied towards the managers clear sense of direction. 38.20% of respondent are satisfied towards frequency and period of training program. 54.56% of respondents are satisfied towards the communication of information of change.

63.63% of respondents are satisfied towards the leave policy offered by the company. 63.63% of respondents are satisfied towards the safety policy offered by the company. 63.63% of respondents are satisfied towards employees insurance policy provided by the company. 50% of employees are satisfied towards canteen facility offered by the company. 36.36% of respondents are satisfied towards recreation facility offered by the company. There is no relationship between education qualification and fairness equitable of promotions There is no significant variation between age and promotional opportunity. There is no significant education qualification and bonus system provided by the company

4.2 SUGGESTIONS The following recommendations may be offered for improving the job satisfaction of employees. This includes the recommendations offered by sample respondents also. The company may take necessary arrangement to make awareness about the promotional opportunities to the employees. The company may take the action to improve the relationship among the supervisors, colleagues and management through programmes. The company may make the employees improve the interest towards the job through the job enrichment, job enlargement etc. The company may also give additional opportunity and training program for the workers if they prefer. The companies bonus and increment policies to be clearly communicate to the employees. The top management and supervisor can handle clear sense of direction for the employees. The company can improve recreation facilities offered to make the employees to feel comfortable.

4.3 CONCLUSION

Job satisfaction plays major role in the company. A person with a high level of job satisfaction holds positive attitudes about the job, while a person who is dissatisfied with his/her job holds negative attitudes about the job. Satisfied employees are producing more and more output in the production view for the satisfaction of employees. Through the study it is found that job satisfaction level of employees in SALEM STEEL PLANT is satisfactory. Still there is a room for improvement in some areas Company has to do conduct some programs like proper training. Company could clearly define the promotional opportunities. Company could motivate the employees with timely incentives and increments. The relationship between superior and subordinates may be improved by conducting some programs and interactive sessions. All there thinks will benefit both employer and employees

QUESTIONNAIRE

Name: 1. Age: a) Below 25 b)25- 30 years

grade:

c)31-40 years

d)41-50 years

e) Above 50 years

2. Gender a)male b)female

3. Educational Qualification a) UG b)PG c)diploma d)ITI e)others

4. Experience a) 0-2 years 5.Income Level a) below 10,000 b)10,001-20,000 c)20,001-30,000 b)2-5yrs c)5-10yrs d) above 10 yrs

d)30,001-40,000

e)above 40,000

6. Marital status a) married b)unmarried

RELATED TO STUDY: Key: HS- HIGHLY SATISFIED SA-SATISFIED NE-NEUTRAL DS-DISSATISFIED HD-HIGHLY DISSATISFIED

Indicate To the Extent to Which You Agree With the Following Statements That Relate To Your Job

7. what is the level of satisfaction about your nature of work ? A)HS B)SA C)NE D)DS E)HD

8.How Do You Feel About Your Working Hrs ? A)HS B)SA C)NE D)DS E)HD

9.How Do You Feel About Your Working Environment ? A)HS B)SA C)NE D)DS E)HD

10.How Do You Feel About Your Promotional Opportunities ? A)HS B)SA C)NE D)DS E)HD

11. At which level you are satisfied with the fairness & equitable of promotions ? A)HS B)SA C)NE D)DS E)HD

12. At which level you are satisfied with the salary system provided by the company ? A)HS B)SA C)NE D)DS E)HD

13. How Do You Feel The Incentives Policy Of The Company ? A)HS B)SA C)NE D)DS E)HD

14.At Which Level You Are Satisfied With The Bonus System Provided By The Company ? A)HS B)SA C)NE D)DS E)HD

15. Fair treatment by the supervisors? A)HS B)SA C)NE D)DS E)HD

16. How do you feel about the good relationship among your colleagues ? A)HS B)SA C)NE D)DS E)HD

17. At which level you are satisfied about the training program provided by the company? A)HS B)SA C)NE D)DS E)HD

18.How Do You Feel About The Frequency And Period Of The Training Program Being Conducted? A)HS B)SA C)NE D)DS E)HD

19.At Which Level You Are Satisfied About Your Manager Communicate A Clear Sense Of Direction ? A)HS B)SA C)NE D)DS E)HD

20. How do you feel about the communication of information about changes in the organization? A)HS B)SA C)NE D)DS E)HD

21. At which level you are satisfied with the leave policy of the company? A)HS B)SA C)NE D)DS E)HD

22. At which level you are satisfied with the safety measures provided by the company? A)HS B)SA C)NE D)DS E)HD

23. How Do You Feel About The Employees Insurance Policy Of The Company? A)HS B)SA C)NE D)DS E)HD

24. How do you feel about the canteen facility offered by the company? A)HS B)SA C)NE D)DS E)HD

25.How Do You Feel About The Relation Facilities Provided By The Company Like Club Facility & Other Program ? A)HS B) SA C) NE D)DS E)HD

BIBLIOGRAPHY

REFERENCES: STPHEN P. ROBBINS Organizational behavior eight edition, prentice hall of India. (Page No.277) KOTHARI C.R - Research methodology, New age international prakasm publishers, second edition. (Page No.328) RAO. V.S.P Human Resource Management. (Page No.117) Performance management by Prem Chand Pub: McMillan India Ltd., Human Resource Management by Khanka (Page No.301)

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