A Study on assertive behavior and job satisfaction among employees of Minda

Stoneridge Instruments Limited

Undergone at

MINDA STONERIDGE INSTRUMENTS LIMITED

Submitted to

ETHIRAJ COLLEGE FOR WOMEN

(AUTONOMOUS)

Affiliated to

UNIVERSITY OF MADRAS

In fulfilment for the degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted

By

MONIKA T.D

(Reg. No: 1813323036034)

Under the guidance of

MRS.Dr.J.SRILEKHA, M.B.A., MHRM., M.Phil., Ph.D

ETHIRAJ COLLEGE FOR WOMEN (AUTONOMOUS)

ETHIRAJ SALAI, CHENNAI-600008

APRIL 2020

I
MRS.Dr.D.GOMATHY, B.Sc., MBA., PGDLA, M.Phil, Ph.D

MBA Department

Ethiraj College For Women

Chennai

__________________________________________________________________________________

CERTIFICATE

This is to certify that MONIKA T.D (Register no: 1813323036034) of II year MASTER OF
BUSINESS ADMINISTRATION has done her Main Project in MINDA STONERIDGE
INSTRUMENTS LIMITED entitled “A Study on assertive behavior and job satisfaction
among employees” in fulfilment of the requirements for the degree of MASTER OF
BUSINESS ADMINISTRATION in ETHIRAJ COLLEGE FOR WOMEN
(AUTONOMOUS) affiliated to University of Madras.

Head of the Department

Date:

Station:

II
MRS.Dr.J.SRILEKHA, M.B.A., MHRM., M.Phil., Ph.D

MBA Department

Ethiraj College For Women

Chennai

__________________________________________________________________________________

CERTIFICATE

This is to certify that MONIKA T.D (Register no: 1813323036034) of II year MASTER OF
BUSINESS ADMINISTRATION has done her Main Project in MINDA STONERIDGE
INSTRUMENTS LIMITED entitled “A Study on assertive behavior and job satisfaction
among employees” in fulfilment of the requirements for the degree of MASTER OF
BUSINESS ADMINISTRATION in ETHIRAJ COLLEGE FOR WOMEN
(AUTONOMOUS) affiliated to University of Madras.

Guide-in-charge

Date:

Station:

III
 DECLARATION

I, MONIKA T.D, student of II year Master of Business Administration, ETHIRAJ

COLLEGE FOR WOMEN (AUTONOMOUS) would like to declare that the project titled A
STUDY ON ASSERTIVE BEHAVIOR AND JOB SATISFACTION AMONG
EMPLOYEES in fulfilment of MASTER OF BUSINESS ADMINISTRATION degree
course is my original work.

Date:

Place:

MONIKA T.D

IV
 ACKNOWLEDGEMENT

I express my sincere thanks to Mrs. Dr S. KOTHAI, M.Sc., M.Phil., Ph.D., principal of

Ethiraj College For Women (Autonomous) for having given me this valuable opportunity to
undergo this project work.

I take this opportunity to express my deep sense of gratitude to Mrs.Dr. D. GOMATHY,

B.Sc., M.B.A., M.Phil., PGDLA., Ph.D., the Head of the Department of Master of Business
Administration, for her invaluable help in this endeavour.

I express my deep sense of gratitude to my guide Mrs. Dr .J. SRILEKHA, M.B.A., MHRM.,
M.Phil., Ph.D for giving me invaluable suggestions and helping in the successful completion
of my project report.

I extend my thanks to Mr. (Head- Human Resource) of Minda Stoneridge Instruments

Limited, Chennai.

MONIKA T.D

V
 CONTENTS

CHAPTER TITLE PAGE NO

1 INTRODUCTION 1

2 INDUSTRY PROFILE 2

3 COMPANY PROFILE 7

4 THEORETICAL FRAMEWORK 13

5 OBJECTIVES OF THE STUDY 32

6.1 RESEARCH DESIGN 33

6.2 NEED FOR THE STUDY 37

6.3 SCOPE OF THE STUDY 38

6.4 LIMITATIONS OF THE STUDY 39

7 DATA INTERPRETATION 40

8 FINDINGS 76

9 SUGGESTIONS 80

10 CONCLUSION 81

BIBLIOGRAPHY 82

ANNEXURE 83

VI
 LIST OF TABLES

S.NO TITLE PAGE NO

7.01 TABLE SHOWING THE AGE OF RESPONDENTS 40
7.02 TABLE SHOWING THE EDUCATIONAL 41
QUALIFICATION OF RESPONDENTS
7.03 TABLE SHOWING THE GENDER OF THE 42
RESPONDENTS
7.04 TABLE SHOWING THE DESIGNATION OF THE 43
RESPONDENTS
7.05 TABLE SHOWING THE ANNUAL INCOME OF THE 44
RESPONDENTS
7.06 TABLE SHOWING THE WORK EXPERIENCE OF THE 45
RESPONDENTS
7.07 TABLE SHOWING WHETHER THE EMPLOYEES FEEL 46
MOST OF THE PEOPLE ARE MORE ASSERTIVE AND
AGRESSIVE THAN THEY ARE
7.08 TABLE SHOWING HESTITATION TO MAKE OR 47
ACCEPT TASKS DUE TO SHYNESS
7.09 TABLE SHOWING THE CAREFULLNESS TO AVOID 48
HURTING OTHER PEOPLE FEELINGS
7.10 TABLE SHOWING THE INSISTENCE UPON KNOWING 49
WHY A TASK HAS BEEN ASSIGNED BEFORE DOING IT
7.11 TABLE SHOWING WHETHER THE RESPONDENTS ARE 50
STRIVING TO GET AHEAD OF MOST PEOPLE IN THEIR
POSITION
7.12 TABLE SHOWING WHETHER THE RESPONDENTS 51
ENJOY STARTING CONVERSATIONS WITH
STRANGERS OR NEW ACQUAINTANCES
7.13 TABLE SHOWING THE RESPONDENTS ABILITY TO 52
SHARE IMPORTANT THINGS WITH OTHERS
7.14 TABLE SHOWING THE ABILITY TO CONNECT WITH 53
ACQUAINTANCES TO RESOLVE CONFLICTS

VII
7.15 TABLE SHOWING WHETHER THE RESPONDENTS 54
HAVE A HARD TIME SAYING NO

7.16 TABLE SHOWING IF THE RESPONDENTS TEND TO 55

BOTTLE UP THEIR EMOTIONS RATHER THAN
MAKING IT AN ISSUE
7.17 TABLE SHOWING THE RESPONDENTS ABILITY TO 56
RESPOND TO A COMPLAINT
7.18 TABLE SHOWING WHETHER THE EMPLOYEES 57
EXPRESS THEIR OPINIONS QUICKLY
7.19 TABLE SHOWING WHETHER THE EMPLOYEES ARE 58
GETTING PROMOTION AS PER THEIR
QUALIFICATION AND EXPERIENCE
7.20 TABLE SHOWING THE EMPLOYEES CONFIDENCE 59
OVER THE MANAGEMENT OF THE ORGANIZATION
7.21 FIGURE SHOWING THE WORKING CONDITIONS OF 60
THE ORGANIZATION BEING RATED ON 10 AS THE
HIGHEST
7.22 TABLE SHOWING THE SUPERIORS INTIATIVE IN 61
KEEPING THE EMPLOYEES INFORMED ABOUT ALL
THE HAPPENINGS OF THE ORGANIZATION
7.23 TABLE SHOWING WHETHER THE EMPLOYEES HAVE 62
THE OPPORTUNITY TO PRESENT THEIR PROBLEMS
TO THE MANAGEMENT
7.24 TABLE SHOWING THE EMPLOYEES PRIVILEDGE TO 63
WORK IN THE ORGANIZATION
7.25 TABLE SHOWING THE EMPLOYEES PAY IS FAIR AS 64
PER WORK REQUIREMENT
7.26 TABLE SHOWING WHETHER THE JOB HAS HELPED 65
THE EMPLOYEES TO LEARN MORE SKILLS
7.27 TABLE SHOWING WHETHER THE EMPLOYEE IS 66
SATISFIED WITH WELFARE FACILITIES PROVIDED IN
THE ORGANIZATION

VIII
7.28 TABLE SHOWING WHETHER THE EMPLOYEES FEEL 67
THAT THEY HAVE GOOD ADVANCEMENT IN THEIR
JOB
7.29 TABLE SHOWING WHETHER THE EMPLOYEES ARE 68
FORCED TO DO THEIR JOB DUE TO CIRCUMSTANCES

7.30 TABLE SHOWING WHETHER FAVORITISM DOES NOT 69

HAVE ANY ROLE TO PLAY IN THE ORGANIZATION

IX
 LIST OF CHARTS

S.NO TITLE PAGE NO

7.01 FIGURE SHOWING THE AGE OF RESPONDENTS 40

7.02 FIGURE SHOWING THE EDUCATIONAL 41
QUALIFICATION OF RESPONDENTS
7.03 FIGURE SHOWING THE GENDER OF THE 42
RESPONDENTS
7.04 FIGURE SHOWING THE DESIGNATION OF THE 43
RESPONDENTS
7.05 FIGURE SHOWING THE ANNUAL INCOME OF THE 44
RESPONDENTS
7.06 FIGURE SHOWING THE WORK EXPERIENCE OF THE 45
RESPONDENTS

7.07 FIGURE SHOWING WHETHER THE EMPLOYEES 46

FEEL MOST OF THE PEOPLE ARE MORE ASSERTIVE
AND AGRESSIVE THAN THEY ARE
7.08 FIGURE SHOWING HESTITATION TO MAKE OR 47
ACCEPT TASKS DUE TO SHYNESS
7.09 FIGURE SHOWING THE CAREFULLNESS TO AVOID 48
HURTING OTHER PEOPLE FEELINGS
7.10 FIGURE SHOWING THE INSISTENCE UPON 49
KNOWING WHY A TASK HAS BEEN ASSIGNED
BEFORE DOING IT
7.11 FIGURE SHOWING WHETHER THE RESPONDENTS 50
ARE STRIVING TO GET AHEAD OF MOST PEOPLE IN
THEIR POSITION
7.12 FIGURE SHOWING WHETHER THE RESPONDENTS 51
ENJOY STARTING CONVERSATIONS WITH
STRANGERS OR NEW ACQUAINTANCES
7.13 FIGURE SHOWING THE RESPONDENTS ABILITY TO 52
SHARE IMPORTANT THINGS WITH OTHERS

X
7.14 FIGURE SHOWING THE ABILITY TO CONNECT WITH 53
ACQUAINTANCES TO RESOLVE CONFLICTS
7.15 FIGURE SHOWING WHETHER THE RESPONDENTS 54
HAVE A HARD TIME SAYING NO

7.16 FIGURE SHOWING IF THE RESPONDENTS TEND TO 55

BOTTLE UP THEIR EMOTIONS RATHER THAN
MAKING IT AN ISSUE
7.17 FIGURE SHOWING THE RESPONDENTS ABILITY TO 56
RESPOND TO A COMPLAINT

7.18 FIGURE SHOWING WHETHER THE EMPLOYEES 57

EXPRESS THEIR OPINIONS QUICKLY

7.19 FIGURE SHOWING WHETHER THE EMPLOYEES ARE 58

GETTING PROMOTION AS PER THEIR
QUALIFICATION AND EXPERIENCE
7.20 FIGURE SHOWING THE EMPLOYEES CONFIDENCE 59
OVER THE MANAGEMENT OF THE ORGANIZATION

7.21 FIGURE SHOWING THE WORKING CONDITIONS OF 60

THE ORGANIZATION BEING RATED ON 10 AS THE
HIGHEST
7.22 FIGURE SHOWING THE SUPERIORS INTIATIVE IN 61
KEEPING THE EMPLOYEES INFORMED ABOUT ALL
THE HAPPENINGS OF THE ORGANIZATION
7.23 FIGURE SHOWING WHETHER THE EMPLOYEES 62
HAVE THE OPPORTUNITY TO PRESENT THEIR
PROBLEMS TO THE MANAGEMENT
7.24 FIGURE SHOWING THE EMPLOYEES PRIVILEDGE 63
TO WORK IN THE ORGANIZATION
7.25 FIGURE SHOWING THE EMPLOYEES PAY IS FAIR AS 64
PER WORK REQUIREMENT
7.26 FIGURE SHOWING WHETHER THE JOB HAS HELPED 65
THE EMPLOYEES TO LEARN MORE SKILLS

XI
7.27 FIGURE SHOWING WHETHER THE EMPLOYEE IS 66
SATISFIED WITH WELFARE FACILITIES PROVIDED
IN THE ORGANIZATION
7.28 FIGURE SHOWING WHETHER THE EMPLOYEES 67
FEEL THAT THEY HAVE GOOD ADVANCEMENT IN
THEIR JOB
7.29 FIGURE SHOWING WHETHER THE EMPLOYEES ARE 68
FORCED TO DO THEIR JOB DUE TO
CIRCUMSTANCES
7.30 FIGURE SHOWING WHETHER FAVORITISM DOES 69
NOT HAVE ANY ROLE TO PLAY IN THE
ORGANIZATION

XII
 ABSTRACT

The concept of job satisfaction came into existence since 1976, when the term was used for
the first time. Assertive behaviour is emerging as a new dimension in job satisfaction; it is
relatively a new term in HR literature. A great deal of interest has been shown in Employee
Job Satisfaction in recent years. Assertive behaviour is a behavior which enables a person to
act in his own best interests, to stand up for himself without undue anxiety, to express his
honest feeling comfortably, or to exercise his own rights without denying the rights of others.
As a matter of fact, job satisfaction has emerged as a notable need for businesses. Enhancing
job satisfaction is important for any employer which to retain their valued employees as an
employer’s capability to manage employees satisfaction is related to its ability to achieve
enhanced business gains and high level of performance. Job Satisfaction is the employee's
emotional state regarding the job, considering what they expected and what they actually got
out of it. Satisfied employee is aware of the business context, and works with Colleagues for
the benefit of the organization to improve performance within the job. This is a positive
attitude towards the organization and its values held by employees. This research study is an
effort to understand how assertive behaviour is associated with employee job satisfaction and
how on employee loyalty leads to better work force and has impacts on career path
advancement. The results shown that majority of employees are satisfied with the
organizations welfare measures, working conditions, promotion and recognition process and
stated that they do enjoy the workplace.

XIII
 CHAPTER 01

INTRODUCTION

Assertiveness is the ability to express one's feelings, opinions, beliefs, and needs directly,
openly and honestly, while also not violating the personal rights of others. Practicing
assertiveness can help a person gain more job satisfaction. Job satisfaction is the widely
accepted psychological aspect of functioning in any profession. Job satisfaction is a
favourableness with which the employees view their job. Job satisfaction occurs as a result
when there is a fit between job requirements and the wants and expectations of employees. In
other words, it expresses the extent of match between employee’s expectations (also
aspirations) and the rewards the job provides and the values it creates and gets cherished.

Employees in the industrial sector are facing an uncertain future even as the industry gears up
to adapt itself to the changes brought by automation and newer technologies. An increasing
number of employees have been finding it difficult to handle emotional stress, according to
experts. Handling stress that arises due to fear of losing job or to cope with the increasing
competition, affects the performance of employees. Hence with such situations prevailing in
the industry, the employees are not able to behave assertively which in turn leads to less job
satisfaction. There are many reasons why otherwise capable people show non-assertive
behavior. Their behavior could also be the result of past experience, and this can even be
boundaries set in childhood or adolescence.

In this effect, if someone is happy with their job they will perform better, but in order to be
satisfied, they have to be assertive in their job to get that satisfaction. If employees are highly
satisfied it may lead to improving productivity, decreased turnover, and less job stress. And
when employees feel that their jobs are interesting and satisfying, they will be more willing to
give extra effort to work for the benefit of whole organization.

1
 CHAPTER 02

INDUSTRY PROFILE

Chairman &

Group CEO : Mr. Ashok Minda

Director : Mr. Naresh Kumar Modi

COO : Mr. Nitin Saxena

AVP MKT : Mr. Rajeev Khanna

HR Head & Admin : Mr. Ravalnath Patil

CFO : Mr. Ajay Kumar Choudhary

Head - SBU Operations Chennai : Mr. M Rajendran

Head - SBU Operations Pune : Mr. Balasubramani M

Head Engineering : Mr. Vinay Pawar

Head Office & Plant : Gut No. 287, 291-295, 298

Registered Office : Plot No.: 68, Echelon Institutional Area,

Sector-32, Gurgaon-122001,

Haryana, India

Unit Address : Plot No. B7-B8, Sipcot Industrial Area,

Vengadu Village, Pillaipakkam,

Sriperumbudur, Kanchipuram,

Chennai, Tamil Nadu 602105

Collaboration : Joint Venture with M/s Stoneridge USA

2
Founded in 1965, Stoneridge, Inc. is a global designer and manufacturer of highly engineered
electrical and electronic components, modules and systems for the commercial vehicle,
automotive, off-highway and agricultural vehicle markets. Our products and systems are
critical elements in the management of mechanical and electrical systems to improve overall
vehicle performance, convenience and monitoring in areas such as emissions control, fuel
efficiency, safety and security. Our extensive footprint, including our joint ventures,
encompasses more than 20 locations in 15 countries and enables us to supply to global and
regional commercial vehicle, automotive, off-highway and agricultural vehicle manufacturers
around the world. Our custom-engineered products and systems are used to activate
equipment and accessories, monitor and display vehicle performance and control, and
provide vehicle security and convenience.

HISTORY

MINDA STONERIDGE INSTRUMENTS LIMITED

First electronic instruments were in existence in the 19th century. F.R. Simms' 1902 Motor
Car, the first car to be built. The first car was the Simms' Motor Car, designed by F.R.
Simms and built by Vickers, Sons & Maxim of Barrow on a special Coventry-built Daimler
chassis with a German-built Daimler motor in 1899 and a single prototype was ordered in
April 1899 The prototype was finished in 1902, too late to be used during the Boer War. And
many electronic instruments were required.

In March 1995 the company was registered. During December 1995 the Production was
started. The company was certified by ISO 9001 / 2000 in October 2002. They also obtained
certification from TS 16949 / 2002 in February 2003. In august 2004 they began Joint
Venturing with Stoneridge, USA. In the period of 2005 April & July they obtained the
following certifications EMS 1400, OHSAS 18001 Certification + 100% TEI in Kaizen.

Minda Stoneridge Instruments Limited was floated on 18 March 2008. Stoneridge, USA
Company holds 26 percent in the newly formed company. Minda Stoneridge Instruments
Limited has been involved in the design, development and manufacture of Electronic
instruments for Cars and Bikes. Minda Stoneridge Instruments Limited is ranked among the
world’s largest leading electronic instruments manufacturing company today.

3
Minda’s products are exclusively manufactured and marketed in India and 17 Asian
countries, namely Malaysia, Indonesia, Philippines, Singapore, Thailand, Vietnam, Pakistan,
Bangladesh, Brunei, Burma, Cambodia, Laos, Mauritius, Maldives, Nepal and Sri Lanka.

Minda has supported the modernization of the Indian Army by developing a host of upgraded
electronic instruments for military payloads ranging from 1.5 to 16 tonnes for Light Specialty
Vehicles (LSV), Mine Protected Vehicles (MPV), General Services Role, Light Recovery
Vehicles, High Mobility Vehicles, Fire Fighting Trucks, Field Artillery Tractors and other
special applications.

Operation in India

Minda has extended its electronics production from manual to the automotive, for over a
decade, and has been a pioneer in the design, development and manufacture of special
electronic instruments.

AWARDS & ACHIEVEMENTS

• Minda Cluster for Business Excellence (July 2003)

• Frost & Sullivan Manufacturing Excellence Award (November 2005)
• Award in National Quality Circle Competition (January 2006)
• Bajaj Q Award, Tata, M&M, Frost & Sullivan Gold Category (December 2008)
• Golden Peacock National Training Award (2010)
• BAL TPM Award (March 2011)
• Bajaj Q - Gold Sustenance Award & Green Manufacturing Excellence Award (April
2012)
• MBEM Bronze Award (August 2012)
• Bajaj Q - Gold Sustenance Award (June 2013)
• MBEM Silver Award (August 2013)
• BAL TPM Excellence Award (April 2014)
• Honda Best Quality & Delivery Award (May 2014)

4
• Bajaj Q - Gold Sustenance Award (June 2014)
• Certification for Achieving Delivery Targets from Honda (February 2015)
• Bronze Award - ACMA Case Study Competition (TEI) (February 2015)
• Best LCA Award - ACMA Case Study Competition (March 2015)
• Ashok Leyland Best Delivery & Ramp-up Award (2015)
• Gold Merit Certificate received in Frost & Sullivan Manufacturing Excellence Award
for year 2015-16
• Mentor Graphics - Silicon India Leadership Award in Innovation received by MSIL
for year 2015-16
• Appreciation Certificate by TATA CUMMINS for Achieving Zero PPM
• The Excellence Quality Performance Award for 2014 From Kawasaki, Indonesia - to
PT MINDA AUTOMOTIVE TRADING
• Vendor Performance Award in Price Competitiveness for 2014-15 by SUZUKI
• Bronze Award Received in Spark Minda Manufacturing Engineering Conference
Competition on 8th May 2015
• First Award Received in TAFE Kaizen Competition on 28th Dec 2015
• 1st Award for Aakarshan Center for Most Innovative Idea by Group Corporate (April
2016)
• 2nd Award for Aakarshan Learners Target Achievement by Group Corporate (April
2016)
• GPTW - Great Place to Work - 4th Rank in Auto Components Sector (December
2016)
• Received Escorts New Development Award for 2016-17
• Received Suzuki - Cost Competitiveness Award for 2016-17 on Apr 2017
• Achieved Mahindra MSES Rank-Up - C42 Rank (May 2017)
• Achieved Volvo Eicher 'A' Grade in KATA Program (November 2017)
• Achieved Maruti Suzuki MACE Green Zone Supplier (January 2018)
• Achieved MSES ‘B 62’ Rank from Mahindra & Mahindra (April 2018)
• Mahindra & Mahindra - Achieved Mahindra & Mahindra SBCB (April 2018)
• Received ‘Maruti Suzuki Certificate of Appreciation’ in recognition of our Superior
Performance in the Field of 2Wheeler Engine Development (June 2018)
• Received M & M Annual Commodity Award for Consistent Excellent Performance –
Farm Division on 9th Jun 2018
5
• Appreciation Certificate from HMSI – Satisfactory Performance from last 7 Months
in Quality, Delivery & Management Targets (Novemeber 2018)
• Minda Stoneridge Instrument Ltd Received Dun & Bradstreet SME Business
Excellence Awards 2018 for Most Socially Responsible Company (CSR) (December
2018)

6
 CHAPTER 03

COMPANY PROFILE

Minda Stoneridge Instruments Limited (MSIL), a group company of the Spark Minda entered
into a joint venture with Stoneridge Inc, a leading manufacturer of Electronic instruments. As
a part of this agreement the $752 mn Stoneridge Inc, USA (NYSE: SRI) has 49% stake in
MSIL. With this development, MSIL has exclusive manufacturing and marketing rights for
India and 17 Asian countries, namely Malaysia, Indonesia, Philippines, Singapore, Thailand,
Vietnam, Pakistan, Bangladesh, Brunei, Burma, Cambodia, Laos, Mauritius, Maldives, Nepal
and Sri Lanka.

Our plant is located at Chakan, Pune giving us the proximity to most of the automotive
OEM’s in India. Our plant has all the state-of-the-art machinery, testing and support facilities
required for making all types of instruments as per our customer’s requirement.

Satellite Plant is now Operational at Chennai to cater the requirements of all the OEM’s in
Southern Region.

Minda’s Business Philosophy is Customer First, Focus on Technology to create world class
products, Value for money and Continuous Improvement. Minda has constantly worked with
the technology and hence they have a list of First innovations in India which comprises of
Mechanical and Electronic Instrumentation, Development of Clusters from Black box
concept, Engineering Design Facilities, Actively lit pointers, Low cost and low hysteresis x-
coil fuel gauges, Electronic RPM cum Hour meter, 1st time introduction of electronic
instruments for commercial vehicles in India.

The manufacturing facilities are located at Chakan, Pune giving it proximity to the leading
automotive OEM’s in India. Production is carried out on State-of-the-Art machineries backed
by excellent testing and support facilities. This enables us to manufacture all types of
instruments as per the customer’s requirements. In house Plastic Moulding Facility, Eco
friendly Screen Printing Facility, State-of-the-Art fully Automative SMT PCB assembly.

7
The Total Production Capacity is as follows Installed Capacity – 9.5 Million Clusters, Spare
Capacity – 5 Million Clusters, Present Assembly Set-Up- Four Lines for 4 Wheelers & 2
Wheelers Clusters separately. Can be increased up to 6 Assembly Lines, Testing &
Calibration Facilities – For each product separate calibration & testing facilities.

The cornerstone of their growth is their research capabilities and our competence in
innovations in development. The highlights are: Embedded System Development & test
capabilities, Styling Studio, Optical Designs & Mechatronic capabilities, Segmented, dot-
matrix, TFT colour LCD driving capabilities, Real Time Operating system capability,
Independent Software test group.

Minda also has In-house Testing & Validation Facilities. For testing the products as per IS.
DIN, JIS, SAE and Customer Specific Standards. They use Vibration & Shock Testing, UV
Testers (As per ASTM G 53), Environmental Chambers, Water Spray Chamber, Salt Spray
Chamber, Dust Chambers, Spike and Electrical Noise immunity testers, Endurance test rigs,
Standard room for In House Calibration, Combined Endurance, Temperature and Vibration
test Chambers, Hot, Cold & Thermal Shock Chamber, Vehicle level Water Vibration Test.

Minda’s Engineering Design Facility includes Product Engineering: Cluster Instruments

Development from Black Box Concept, Rapid Prototype (RPT), Electronics & PCB design,
Software Development Systems, In house tool design & manufacturing. And Process
Engineering : In house facility to build custom made mechanical, electronic equipments,
Early involvement during product development, Industrial engineering activities, PFMEA
and process capability exercises, Process validation and PPAP, Vision based automated end
of the line product testing. Assembly lines with semi automatic and fully automatic assembly
lines.

8
VISION

‘To be a Dynamic, Innovative and Profitable Global Automotive Organization for emerging
market as the Preferred Supplier and Employer, to create value for all Stakeholders’.

Philosophy of the Vision Statement:

Dynamic

As a player, the group is sensitive to the rapidly changing business environment. The actions
of all Group Companies are and will be geared towards meeting stringent benchmarks and
norms that are required and will be required.

Innovative

As a Group, we have been at the forefront of innovation. We intend to increase our focus on
innovation in products and technologies, organizational structure, and optimizing efficiencies.
We are also committed to change management as a way of life to enable us to meet the
emerging challenges of the Industry.

Profitable

We want to emerge in the global arena as a leading automotive player and realize profitability
in business so as to sustain and enhance our efforts towards emerging as a leader in the
industry.

Global

We are already global and will continue to expand to meet the requirements of global OEMs
and be a significant player globally, in our own domain. In spreading globally, we will not
focus on any specific country or region but take decisions based on our core interests in the
automotive sector.

Automotive

We will stick to being a significant player in the automotive domain and emerge as a systems
supplier. We will not deviate from our core sector but will expand to include different
components and systems that align and have synergy with our products and technologies.

9
Emerge as Preferred Supplier and Employer

We will be focused towards meeting the two essential areas of endeavor : become a preferred
supplier to global OEMs, and also emerge as the preferred employer in our industry. For this,
we plan to undertake several initiatives such as closely monitoring every aspect of our move
to offer world-class products to our ever-increasing clientele. On the employee front, we
intend to continue with our people-sensitive initiatives so as to realize a rich and vibrant
work-culture and also, continue to nurture employees towards greater efficiency, through
training and development. As a Group, we consider that our employees are equal owners and
stakeholders and this group belongs to them all. We will continue to offer participation in the
growth of our group, to all our employees.

Create Value for all Stakeholders

As an organization, we are sensitive towards all stakeholders including our esteemed clients,
our employees and their families, our suppliers and the society within which we operate. Our
core focus is on developing confidence, generating greater thrust towards undertaking active
role in building customer trust and confidence, generating greater returns and conviction for
our investors, undertaking Corporate Social Responsibility for wider interests of the society
and the needs of our suppliers, as well as addressing the holistic needs and concerns of our
employees and their families

MISSION
‘To be an Automotive System Solution provider and Build a Brand recognized by vehicle
manufacturers progressively all over the world, as an organization providing products and
systems, unparalleled in Quality and Price’.

Philosophy of the Mission Statement:

Customers

We will make customers for lifetime and always strive to exceed their expectations.

Partners

We will develop long term relationships with our partners based on mutual benefit, trust,
support & transparency.

10
Employees

We will treat our employees as family members and would provide them a safe, healthy,
stimulating and rewarding work environment.

Society

We will always be conscious of our responsibilities towards the society at large and
undertake welfare activities for the community.

VALUES

‘Commitment to Stakeholders, Passion for Excellence, Open Communication, Integrity &

Fairness, Nurture Talent, Competency & Willingness, Respect & Humility’.

Philosophy of the Values:

Commitment to Stakeholders

Demonstrate loyalty and dedication to the organization.

Passion for Excellence

Relentlessly improving and continuously raising the bar in everything we do.

Open Communication

Reasoning, knowledge, experience sharing, confronting fearlessly for the good of the
organization.

Integrity & Fairness

Fair and upright in intention and actions - always complying with conscience.

Nurture Talent, Competency & Willingness

Create challenging opportunities and provide support for development of self and team
members. Encourage experimentation & willingness to accept challenges.

11
Respect & Humility

Must be Courteous, Compassionate, Caring, Humane and Humble in all our interpersonal
exchanges.

Innovation & Improvement Orientation

Challenge status quo. Demonstrate creativity for improvement and breakthrough.

Partnering

Leverages interdependence, cooperative, readily provides support and assistance to others.

Responsibility

Take ownership for the consequences of ones decisions and actions.

Cross Cultural Diversity

Build a vibrant workforce with different ethnicity, cultural orientation with no prejudice due
to sex / caste / creed / color and to cherish our diversity.

ORGANIZATIONAL STRUCTURE:

CEO/DMC

Manager

PIP

RFM PIP
Quality HR Materials SFM Engg. Flexible

P;P

CPP/Blown Flim &

Cartoon Grvure Painting
Printing

Secondary Operations Secondary operation

Flexibles Secondary Operations

Packaging

Testing

12
 CHAPTER 04

REVIEW OF LITERATURE

It is essential for a researcher to do a review on related literature of the study which in turn
will provide a deep knowledge about the subject. It is only through review, the researcher
takes initial step in fixing a problem on which the study is to be done. The review of literature
chapter gives an outlook on the background and situation under which the study has been
conducted and it also helps to formulate the research problem.

4.1 Assertive Behavior

Qadir (2013) carried out a “Study on Assertiveness among Adolescents”. The study was
conducted with an aim to study the assertiveness level of adolescents with reference to their
gender and locality. The samples were taken from schools in Chennai city for urban sample
and schools in Cumbum, Madurai District, and Tamil Nadu for rural samples. A random
sample of 100 adolescents was chosen for the study. They were divided as 50 boys and 50
girls. The 50 boys were further divided as 25 from urban area and 25 from rural area. The
same division was followed for the 50 g irls also. The Rathus Assertiveness Schedule
(1967) was used to study the assertiveness of the selected adolescents. The data was
subjected to statistical analysis and the following results were revealed. The result of the
study showed no significant difference in assertiveness level between the adolescents based
on gender. But when assertiveness was studied based on locality it was found that the urban
adolescents had better assertiveness scores than the rural adolescents both among boys and
girls.

Renjith Kumar R (2017) assessed “An Empirical Study of Assertiveness Among

Business Students”. The aim of this study is to assess the types of assertiveness and to
measure the degree among the higher education students through a case study. A sample of
102 advanced diploma students in business department from Nizwa College of Technology,
Sultanate of Oman is taken for the study. The analysis revealed that 52% of the advanced
diploma students exhibit assertive behavior and 19.6% are in the aggressive level. HR
specialization students show more of assertive behavior than others. There is no significant
relationship or association between stages of assertiveness behavior across specialization of
students and gender. Marketing specialization students have high level of assertiveness than

13
other specialization students. Male students also have high level of assertiveness than female
students.

Venkoba Narayanappa (2016) made a Study on “Assessing the Assertiveness of

Secondary School Students in relation to their Academic Achievement”. To assess the
assertiveness of secondary school students in relation to their academic achievement the
sampling technique stratified random sampling is adopted. The sample size is 240 and Rathus
Assertiveness scale is used to collect the data. The total percentage marks of previous year is
considered as the academic achievement of secondary school students. The secondary school
students are having high assertiveness. There is significant difference between boys and girls,
rural and urban students, and kannada medium and English medium students in their
assertiveness. There is significant relation between assertiveness and academic achievement
of boys, girls, rural students, urban students, kannada medium and English medium students.

N Asgharipour et al. (2016) studied the “Effect of Assertiveness among the Nurse’s in the
Workplace” and this study was conducted through convineant sampling method and
randomly assigned to form control groups. Finally they found that there was no significant
difference found before intervention and the significant differences were seen after the
intervention of the control groups. The results showed that holding assertiveness skills affects
the level of nurse’s assertiveness in the workplace.

W M Parray (2016) conducted a study on “Assertiveness among undergraduate Students

in the University” with reference to their residence, gender and stream of study. The sample
of the present study is comprised of 100 undergraduate students. The results of the study
revealed no significant difference between students in their level of assertiveness with respect
to gender, residence and Stream of study. Based on the findings of the study it is
recommended that a programme regarding assertiveness training should be conducted in the
future.

Sun et al. (2015) made a study on “Academic Stress, Parental Pressure, Anxiety and
Mental Health among Indian High School Students”. This work investigates the academic
stress and mental health of Indian high school students and the associations between various
psychosocial factors and academic stress. A total of 190 students from grades 11 and 12 from
three government-aided and three private schools in Kolkata India were surveyed in the
study. Data collection involved using a specially designed structured questionnaire as well as
the General Health Questionnaire. Nearly two-thirds of the students reported stress due to

14
academic pressure – with no significant differences across gender, age, grade, and several
other personal factors. About two-thirds of the students reported feeling pressure from their
parents for better academic performance. The degree of parental pressure experienced
differed significantly across the educational levels of the parents, mother’s occupation,
number of private tutors, and academic performance. In particular, children of fathers
possessing a lower education level (nongraduates) were found to be more likely to perceive
pressure for better academic performance. About one-thirds of the students were symptomatic
of psychiatric caseness and two-thirds reported examination-related anxiety. Academic stress
was positively correlated with parental pressure and psychiatric problems, while
examination-related anxiety also was positively related to psychiatric problems. Academic
stress is a serious issue which affects nearly two thirds of senior high school students in
Kolkata. Potential methods for combating the challenges of academic pressure are suggested.

Devanesam & Saral (2016) made a “Study on Assertiveness of Women in India”. The
present study was conducted to find out the self-assertiveness of women in India. Stratified
random sampling technique was used in this research and the sample consisted of 156 women
who were chosen. Scale of measuring assertiveness validated by Rathus (1967) was used to
collect the relevant data. Mean. S.D, t-test and f-test were used in this study. Results revealed
that there is a significant difference in the selfassertiveness of women who had studied arts,
science and language as their major subjects. Women who have studied science subjects are
highly assertive when compared to the other women. It is suggested that science subject
develops in a person open mindedness, problem solving skills and personality traits.

Hani Khairunnisa & Ade Ayu Harisdiane Putri (2018) studied the “Relationship of
Assertive Behaviors and Social Media Addiction among Adolescents”. The design used in
this study is quantitative, with there search design used is correlation. The population of this
study is junior high school upto senior high school students with an age range of 12-19 years.
Assertive behavior plays one of the roles in the emergence of social media addiction behavior
in adolescents. this study is that there is influence and a relationship between the assertive
behavior and social media addiction behavior. The implications of this study is, assertive
behavior and selfresilience are important to all individuals, especially for adolescents. It
happens when the adolescents who do not have assertive behavior use social media as a
means to vent their emotions, and eventually cause new problems for themselves.

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Richa N Agarwal evaluated a study on “Assertive Leadership and Employee Engagement
And its Impact on Retention” and this study is based on the secondary data available in
various Business magazines, journals related to leadership. There is definitely an impact of
leadership on the employee engagement and also it proves that there is a relation between
leadership style and attrition. In today’s time finally, Assertive Leadership appears to be one
key contributor to the development of a psychologically healthy workplace. Leaders can
directly influence morale, satisfaction and perceptions of stress which engages employees in
happy manner and stops him or her in leaving the organization.

B.V. Kathyayini (2017) carried out a study on “Assertiveness and Self-Esteem in Indian
Adolescents”. Assertiveness and self-esteem in adolescents are the instruments for
expressing themselves without any psychological disturbances in different situations. A
descriptive correlation survey research design was adopted for the collecting data from sixty
adolescents from a selected children hospital, OPD, Bangalore using simple random sampling
technique. Rathus Assertiveness Schedule and Rosenberg Self-Esteem Scale were used to
assess the assertiveness and self-esteem in adolescents. The data were analysed using
descriptive and inferential statistics. Majority of the adolescents were moderately assertive,
75% and 53.33% had high self-esteem. A significant positive correlation was found between
the assertive behaviour and self-esteem of the adolescents. Significant association were found
between the assertive scores with the age & education level of the adolescents. Education
level of the adolescents was the only variable significantly associated between the assertive
and self-esteem.

Kethsiyal P (2016) conducted a study to evaluate “The effectiveness of Assertiveness

training on low self esteem among early adolescent girls at selected schools in Dindigul
district”. A Quasi Experimental Study was conducted. Non probability convenience
sampling technique was used to select the samples. Total number of sample was 160 early
adolescent girls. The instrument used for data collection was a check list which consists of
two sections. Section one was demographic data and section two was questionnaire to assess
the self esteem. The result shows in experimental group as Majority of early adolescent girls
69(86%) belonged to 14-15 years, 67(84%) samples were Hindu religion, 36(45%) were very
good in performances of school activities, 63 (79%) belonged to nuclear family, Majority of
the student’ s parents are getting the monthly income as Rs. 3000 37(47%), most of the
adolescent girls 41(51%) were 2nd birth in the family. 48 (60%) girls belonged to urban
area,64(80%) are participating in extracurricular activities. 36(45%) of their parents have

16
studied till secondary school,79(99%) early adolescent girls in their pretest had severe low
self esteem and only one girl had moderately low self esteem where as in the post test only
2(3%) girls had severe low self esteem and 39(48.75%)adolescent girls had moderately low
self esteem. In the control group 79(99%) adolescent girls had severe low self esteem and
only 1 (1%) girls had moderate self esteem. This finding reveals that, in experimental group
after the administration of assertiveness training, the level of self esteem among early
adolescent girls were increased in post test than the pre test. There is significant association
between the order of birth in the family and the level of self esteem among early adolescent
girls in control group. There is significant association between the order of birth in the family
and there is significant association between the age and the monthly income of the parents
and the level of self esteem among early adolescent girls in experimental group. Continuing
education and in service education can be given to nurses regarding assertiveness training, its
identification, diagnosis and interventions.

Ghodrati et al. (2016) investigated a study on the “Relationship between SelfEsteem,

Assertiveness and Academic Achievement in Female High School Students”. This is a
descriptive study which was conducted on 701 female high school students aged between 14-
17 years. Data collection was done by applying Demographic information form, Coppersmith
Self-Esteem scale, and Gambrill and Ritchie's assertiveness questionnaire. T-test was used to
investigate the relationship between the students assertiveness and demographic variables
such as students and parents’ age. ANOVA test was applied to examine the relationship
between the students’ assertiveness and academic achievement. Chi-square examined the
association between the number of children and self-esteem, in addition to the relationship
between academic achievement, the number of children, and finally the students assertiveness
and selfesteem. Data analysis showed that the prevalence of low self-esteem and
assertiveness was 16% and 13.8% respectively. A significant correlation was found between
assertiveness and academic achievement, assertiveness and birth order, and finally self
esteem with assertiveness. There is a correlation between self-esteem, assertiveness, and
academic achievement. Therefore, it is crucially important to gain and promote the level of
assertiveness amongst adolescents to protect them against the factors threatening the health.

Kumar & Ahirwar (2018) conducted “A study on Assertiveness among rural

Adolescents”. The purpose of this study is to investigate the assertiveness level of
adolescents with reference to gender. A total sample of 60 students in the age group of 12-18
years selected for the study. They were equally distributed based on gender i.e. 30 boys and

17
30 girls selected from higher secondary school Dhana Sagar (M.P). The tool used by the
researcher for this study is Rathus Assertiveness Schedule (RAS, 1978). The findings of the
study revealed that there is significant difference in the score of assertiveness among rural
students. In addition to that, results showed no significant difference in their assertiveness
with respect to gender. it clearly indicates that there is a greater need of assertiveness training
for adolescents, so that they can able to express their feelings, opinions in the right way
because assertiveness is much important for the students to achieve more in their education as
well as in personality development.

Tankamani & Jalali (2017) have made “A comparative aggressiveness and assertiveness
in coping style students in Imam Khomeini International University”. The purpose of this
study was to compare the coping styles with assertiveness and aggressiveness in students.
The number of samples in this research includes 200 university students (121 females and 79
males) were selected using random cluster sampling and completed the coping styles (CISS)
and interpersonal responsibility models (IRM). The difference between the behavior
aggression and the coping style was 55.31 and the difference between the behavior
assertiveness and coping style was 7.03. Also, data indicated there was a relationship between
assertiveness and aggressiveness students who have variety coping styles. On the other hand,
students who have problem focused coping style, were more assertive and students who have
emotion focused coping style, were more aggressive. Also, there was no relationship between
females and males assertiveness. However, there was a significant relationship between
female and male aggression. Male students were more aggressive than females. Considering
the positive relationship between assertiveness and aggressiveness with coping style students,
and attention to problem focused coping style can reduce aggression and improve
assertiveness in students.

Laura Kirst (2011) investigated “The Relationship Between Assertiveness And

Personality Characteristics”. The purpose of this study was to explore the relationship
between assertiveness and the five factors of personality (extraversion, neuroticism, openness
to experience, agreeableness, and conscientiousness), self-esteem, social anxiety, and shyness
to update past research findings. The sample consisted of 84 undergraduate students (65
females, 17 males, and 2 no gender reported) enrolled at the University of Central Florida.
The participants ranged in age from 18 to 61 years old. Participants completed the College
Self-Expression Scale, the IPIP representation of the NEO PI-R, the Rosenberg Self-Esteem
Scale, the Brief Fear of Negative Evaluation Scale, and the Revised Cheek and Buss Shyness

18
Scale. It was hypothesized that assertiveness would correlate positively with extraversion,
openness to experience, conscientiousness, agreeableness, and self-esteem. Assertiveness was
further hypothesized to correlate negatively with neuroticism, social anxiety, and shyness.
Results revealed direct relationships between assertiveness and self-esteem, extraversion,
openness to experience, and conscientiousness, as well as inverse relationships to
neuroticism, shyness, and fear of disapproval. No significant relationship was found between
assertiveness and agreeableness. This study aimed to advance the understanding of the
complex personality structure of low assertive individuals.

4.2 Job Satisfaction

Manju Malik (2013) made a “Comparative Study On Job Satisfaction Between Ad Hoc
Basis Teacher And Regular Teachers” - With Reference To Degree Colleges Of
Kurukshetra. A study was undertaken to identify the factors which impact the level of
satisfaction of college teachers in Kurukshetra. The data used is primary in nature and
collected through personal interviews in the form of questionnaire from a sample of 50
college teachers selected from the degree colleges of Kurukshetra. Person’s correlation test
and ANOVA test is used for analysis of data. The study shows that ad-hoc basis faculties are
highly dissatisfied regarding salary/leave benefit, job security, research support and facilities,
career advancement. This study found a significant dissatisfaction among ad-hoc faculty in
this regard. Teachers feel that they are cheated, underpaid and made to work in insecure
condition. Ad-hoc faculty are also human being with various needs to be satisfied and failure
to have such needs satisfied leads to frustration, nonchalant attitude towards work and
rebellion. It is suggested that there should be adequate educational policies and
administration in term of reasonable payment and fringe benefits commensurate with the job
ad-hoc faculty do for them to be able to satisfy their basic needs in life. At least they should
get basic pay which their regular counterparts are getting paid, to satisfy their basic needs.

Sharma & Naz (2017) made a study on “Job satisfaction among different working
organizations: A literature review”. This literature review shows that a large number of
factors influence employee performance such as satisfaction from the profession, work
environment, compensation policies and demographic variables, educational qualification and
many more factors influencing. This research examines the rising literature relating to
workplace satisfaction amid different working organizations and concludes that further

19
investigation is required to be aware of the relative significance of the many recognized
factors to workplace satisfaction in different working organizations. Findings revealed on the
basis of literature review, female professionals facing the problem of job dissatisfaction
among healthcare organizations. Other researchers showed that job satisfaction is significant
for each and every level of employee in every organization and in both private and
government sector. Job satisfaction is may be dependent on the some of the job aspects not
on all and it also differs on gender too. Job satisfaction is an indication of psychological
overall wellness. Female employees were also observed along the dimensions of reward and
interpersonal relations and altruistic behaviour for organizational climate. Job satisfaction is
the key to success for an employee and for the organization productivity.

Sabarinathan & Nandha Kumar made a study on “Job Satisfaction among The College
Faculty in Erode”. This study was conducted to the overall job satisfaction of college faculty
and adopted the descriptive research method for the study.. A wellstructured questionnaire
based on job study about satisfaction index was applied to obtain required data from job
satisfaction of college faculty. To study relationship of faculty with other 100 faculty
members were participated in the survey, majority of the respondents was female, M.Phil, 20-
30 years of age, single and had job experience of 3- 5 years. The simple percentage analysis
and chi-square was applied to find out the underlying variance among the variables. The
analysis has found five new components of the job satisfaction. The results showed that
overall job satisfaction among the college faculty members was neutral. The response of the
male and female faculty was more or less similar for the professional progress, relationship.
A considerable number of female faculty members has remained undecided regarding various
factors of job satisfaction and understandably so that in our society the female faculty does
not always show their true opinion about the level of job satisfaction. The male faculty was
more concerned about the professional development. They satisfied with the superior and
colleagues and management and improve the satisfaction level.

Masooma Javed & Rifat Balouch (2014) examined the “Determinants of Job Satisfaction
and its Impact on Employee Performance and Turnover Intentions”. The aim of this
research is to examine the satisfaction level of employees and helps organizations to know
about the elements that influence job satisfaction. Precisely, we acquired employee
empowerment and workplace environment as the antecedents to understand their effect on
job satisfaction, and further the impact of job satisfaction on job loyalty, job performance and
turnover intention. We conducted this research by taking the sample of 200 employees from

20
target population. 150 of the employees responded to our questionnaire. Our research consists
of two parts; in the first part we collect the personal information from employees of different
organizations about gender, age, income, education and status. In the second part once we use
employee empowerment and workplace environment as independent variables and job
satisfaction as a dependent variable, after that we took job satisfaction as independent
variable and turnover intention, job loyalty and job performance as dependent variables. We
conducted analysis on the data collected from the samples. A self-administered questionnaire
was used for data collection from several organizations. SPSS is used for data analysis
statistically. The results showed significant positive association of employee empowerment,
workplace environment, job loyalty and job performance with job satisfaction. Furthermore,
there is a significant negative relationship between job satisfaction and turnover intention.
The findings also demonstrate that there is no significant relation of turnover intention with
employee empowerment and job performance.

Mayuri Chaturvedi & Sumedha Raavi conducted a “Study on Employee Job Satisfaction
in Different Sectors”. A study on employee job satisfaction helps the organization in
knowing employee opinion about the company. The level of satisfaction changes from sector
to sector depending on the work load and working conditions and job security. Hence, the
study on employee job satisfaction belonging to different sectors helps to understand the
overall job satisfaction of the employees. In this study only four sectors are considered they
are Education Sector, Public Sector, Private Sector and IT Sector. Though job satisfaction in
each sector individually is not considered, the study gives the overall rate of job satisfaction,
the reasons for job satisfaction and also the extent of satisfaction with various factors of
employees belonging to different sectors. The primary data of the study is collected through a
questionnaire. The relevant secondary data was collected through journals, magazines,
newspapers, research articles, published information. The study is based on sample size of
fifty five. The sampling methods used are convenience sampling and snowball sampling
which are nonprobabilistic sampling methods. The analysis shows that 80% of the
respondents are found to be satisfied with the working conditions and also 85% are found to
be satisfied with the respect from the co-workers and only 54.5% are satisfied with the
opportunities for advancement in further growth. The common factors effecting the
satisfaction are working conditions and the financial rewards. Only few employees are
motivated by the less supervision, hence proper supervision is required to evaluate the

21
performance of the employee. The overall rate of job satisfaction of the employees in Public,
Private, Education and IT Sector is found to be satisfied.

Rajendran M (2016) made a “Study On Overall Job Satisfaction Among The Employees
Of Chennai Port Trust”. This research evaluates the employees’ overall job satisfaction at
Chennai Port Trust. The ultimate aim is to measure the determinants of job satisfaction, to
cross-verify the job satisfaction across these determinants with respect to some select
demographic factors and to evaluate the overall job satisfaction. This study also aims to
identifying the influential character and the degree of influence of these determinants. This
study has adopted both descriptive and analytical methodologies. The data was collected
through a structured questionnaire. Out of 864 respondents in Chennai port Trust, only 840
respondents have answered the questionnaire. The results reveal that transfer and promotion
policy, fringe benefits, and the existing communication system are emerged as the dominant
factors in the determination of employee job satisfaction and welfare measures and
motivational factors are found to be the moderately influential factors in the determination
overall job satisfaction of employees at Chennai Port Trust. Interpersonal relationship,
attitude of management and training and development are identified as lagging factors.

Navdeep Kaur Gill (2017) made “A Comparative Study Job Satisfaction Among Female
Teachers”. The aim of this paper is to compare the job satisfaction of female teachers
between private and government colleges regarding the facilities provided them and find out
the factors which affect the job satisfaction. The area of research is Ferozepur, Moga and
faridkot districts. It is exploratory cum descriptive study. There are total 200 respondents
(female teachers) and out of them 100 from private colleges and 100 from Government
colleges at Ferozepur, Moga and faridkot districts in Punjab. A self structured questionnaire
has been used for data collection. To carry out the research, primary as well as secondary data
has been used. The findings revealed significant differences is found in satisfaction level of
female teachers in relation to facilities provided by Government and private colleges . On the
basis of response received from female teachers it can be said that overall environment of
schools is close to good whether it is Government or private.

Shaju & Subhashini Durai (2017) have made “A study on the impact of Job Satisfaction
on Job Performance of Employees working in Automobile Industry, Punjab, India”.
This is an exploratory research, attempting to discover how the dimensions of job satisfaction
are significantly related to the job performance of an employee. A convenience sampling

22
method followed due to large population. Thus the respondents were selected on the basis of
availability and willingness to participate in the survey. The data were collected from
employees working in Automobile industry, Punjab having experience of above or below 10
years, so as to ensure relatively accurate responses on performance evaluation at different
groups of employees in the Automobile industry. The result shows the existence of a positive
correlation between the dimensions of job satisfaction and performance of employees at both
supervisors and workers levels working in the Automobile industry. Job satisfaction was
observed higher in the supervisors’ level rather than that of the Employees in workers level. It
also indicates that employees with more job experience possess a higher degree of
satisfaction than those with less job experience in the Automobile Industry in Punjab. The
idea behind this study is to give organizations an insight about the significance of job
satisfaction with respect to the performance of its employees and how they can be leveraged
to obtain the desirable results.

Jeyaseelan & Bridget (2015) made a “Study on Job Satisfaction of IT Sector Employees
in Chennai”. To examine the relationship among the various parameters and find the job
satisfaction of IT sectors employees in Chennai city. In this study descriptive cum diagnostic
design was used. A probability sampling design was used, based on the method of Simple
random sampling. The population of the study is composed of locating four IT sectors and
sample of the study is 200 employees and fifty from each IT sectors. The questionnaire
consists of two parts. The first part consists of items related to socio- demographic
information and the second part is about the various parameters and a five point Likert Scale
was used that is for each statement respondents have five options to express their level of
satisfaction. Finally the study reveals that both developer and manager are equally satisfied in
their job and it is observed that most of the IT sector employees are females. It was found out
that most IT employees have a favourable attitude to their work. A very negligible number of
them have an unfavourable attitude to their work and also identified the satisfaction of work
relationship of employees in the company.

Anju K J (2011) evaluated a “Study On Job Satisfaction Of Employees In Bpcl – Kochi

Refinery Limited, Ambalamugal”. The study tries to evaluate how human resource factors
affect the satisfaction level of employees in BPCL – Kochi Refinery Limited. It assesses how
far welfare and financial factors motivate the employees in the company. The study also
attempts to analyze the opinion of employees towards the working life in the company. Both
primary and secondary data are used for the study. The primary data are collected by using

23
questionnaire method. Secondary data are collected from books, journals, company manuals,
company website, company magazines and informal talk with the officers and the employees.
Convenience sampling was used for the survey. Out of the total 148 employees, 50
employees were selected as sample. This study proves that the employees are satisfied with
the medical facilities, pension packages, club facilities and canteen facilities provided by the
BPCL – Kochi Refinery Limited. It helped management, both to get a better handle on why
employees are lagging and to plan better solutions to problems and to assess training needs.
Thus, the priceless value of human resources is revealed and there lies the need to satisfy
them.

Suhalia Parveen & Azeem Ahmad Khan (2015) conducted “A Study of Dynamics
Influencing Job Satisfaction of Employees- Indian Banking Sector”. This study attempts
to evaluate job satisfaction of bank employees in Western UP. It focuses on the relative
importance of job satisfaction factors and their impacts on the overall job satisfaction of
employees. It also investigates the impacts of bank type, work experience, age, and sex
differences on the attitudes toward job Satisfaction. A questionnaire has been prepared
including different reasons of low job satisfaction and various measures to make an
increment in the satisfaction level which would have been practiced in the Organization of
banking sector. The investigation is based on the sample of 425 employees. The study is the
outcome of the primary data only. The requisite primary data namely, opinions on the
determinants of job satisfaction, their importance and impact were collected through the help
of a structured questionnaire using direct interview and also observation methods. The main
objective of study was to critically assess job satisfaction of selected banks’ top level and
junior level executives. The study clearly indicates that the employees employed in Banking
Sector in Uttar Pradesh are satisfied with their jobs. The factors which are considered for the
study are Interpersonal Relations and Working Conditions intrinsic to the job and motivated
them which were the recognition, work itself, advance opportunities and possibility of
growth.

Subramani et al. (2016) carried out “An Empirical Study on Employees' Job Satisfaction
in Information Technology Organizations in Chennai City”. In this study the stratified
random sampling technique has been used to select the employees from the selected IT
companies for the study. The primary data was collected from the 500 employees who are
working in IT companies at Chennai. The designed questionnaire was circulated by the
researcher through the HR managers of the selected five IT companies in Chennai city. 100

24
sample respondents were selected from each company and where (n) 500 samples were
collected for conducting the study. The researcher has developed the new survey instrument
for measuring job satisfaction on the basis of Frederick Hertzberg’s two factor theory and
also verified the reliability, validity and content validity of the designed questionnaire. The
present study has divided the employees job satisfaction into five categories. The employees
were grouped into five categories like “Training and development activities”, “Financial
rewards and opportunities for promotion”, “Suitable incentives and welfare measures”,
“Challenges towards the working environment”, “Appropriate timing and growth for
personnel talent”. The five factor solution is accounted for 61.920% of the explained
variance, which is higher than 50%. The five-factor solution may also be suggested as factors
that influence employees‟ towards job satisfaction in IT companies at Chennai.

Lalitamishra (2018) made a “Study of Employee Satisfaction and Organizational

Commitment of the Teaching and Non Teaching Staff”. The purpose of the research paper
is to study the employee satisfaction and organizational commitment and to examine the
satisfaction level of teaching and non teaching staff and its impact on Commitment. This
research paper is descriptive and empirical in nature and purposive sampling technique is
used select management colleges . The study is based on primary data, which has been
collected through structural questionnaire , filled by teaching and non teaching staff members
take 150 respondents of teaching and non teaching staff of different colleges (10 management
college) of Gwalior has been selected on random sampling basis .Percentage method is used
for data analysis. According to findings of this research the employee satisfaction effects
commitment of teaching and non teaching staff. Factors affecting employee satisfaction and
commitment are rewards ,stress, leave, benefits and compensation given to the staff by the
management which are important to improve the motivation level and employee satisfaction.
This study shows that employee satisfaction and organizational commitment are closely
connected (For Business School of Management of Gwalior), in both cases of teaching and
non-teaching staff, Organization would only need to increase and maintain the variables
(organizational commitment and employee satisfaction) to achieve a positive effect on
organizational commitment.

Ashu Bhola (2015) conducted a “Study on Job Satisfaction among Bank Employees in
District Kathua (Jammu & Kashmir)”. This paper investigates the level of job satisfaction
of Public Sector Bank employees in District Kathua (J&K.) identifying the satisfaction level
of employees, various factors influencing satisfaction of employees and to study the

25
relationship between personal factors of employees. This research contains both the primary
and secondary data and more than 350 employees in 63 bank branches are selected and the
data were collected stage by stage. Based on a survey, it attempts to gain insights into the
satisfaction level from the perspective of Bank employees. Most of the officers were not
highly satisfied but seem to be satisfied in general. None of the respondents were highly
satisfied with their job. Factors including salary of employees, performance appraisal system,
promotional strategies, employee’s relationship with management and other co- employees,
training and development program, work burden and working hours are found important for
improving job satisfaction of bank employees in banks. Increase in level of these factors
improves overall satisfaction of employees.

Akbar et al. (2013) carried out a study on “Effect of Salary and Stress on Job Satisfaction
of Teachers in District Sialkot, Pakistan”. The objective of this research paper is to
determine which factors affect job satisfaction of teachers more or less in a college setting in
Pakistan. To get the data on job satisfaction 100 questionnaires were sent to different teachers
in different public and private colleges of Sub-Division (Daska) of District Sialkot. 87
questionnaires were returned with a response rate of 87 %. 5- Likert Scale was used in the
questionnaire for independent and dependent variables .This study shows that Financial
rewards (salary) significantly affect job satisfaction. It means that if employees are not given
proper salary in time, they would be highly dissatisfied with their jobs and may ultimately
start thinking leaving the profession at all. Stress is not significantly affecting the job
satisfaction of teachers in this research. That may be due to the fact that teachers are new in
the profession and most of the teachers were having less than 5 years’ experience. It is
concluded that management of these colleges should pay high attention to financial rewards
of teachers. It has been observed in this area that teachers in private sector colleges quickly
move from one college to the other due to salary and supervision of the management.

Barton and Smith made a “Study on Effective Organizational Communication Affects

Employee Attitude, Happiness, and Job Satisfaction”. This paper contributes to the
literature by demonstrating that effective bi-directional communication between employees,
supervisors, and management improves attitude and happiness thereby affecting job
satisfaction in one division at a small university. A survey was conducted to gather
information about the degree of two way communication in the Enrollment Management
Division of Southern Utah University and individual perceptions of the positive or negative
environment in which he or she works; as well as the trait affect of the individual, co

26
workers, and supervisor. The majority was found to be satisfied with their jobs and consider
themselves to be positive in nature and happy in their work.

Brikend Aziri (2011) analysed “Job Satisfaction: A Literature Review”. Job satisfaction
represents one of the most complex areas facing today’s managers when it comes to
managing their employees. Many studies have demonstrated an unusually large impact on the
job satisfaction on the motivation of workers, while the level of motivation has an impact on
productivity, and hence also on performance of business organizations. Unfortunately, in our
region, job satisfaction has not still received the proper attention from neither scholars nor
managers of various business organizations.

Jyothi & Ravindran (2012) made “An Empirical study on Employee Job Satisfaction in
Software and ITeS units in Bangalore”. This research seeks to address this knowledge gap
by exploring the relationship between HR practices in IT companies and job satisfaction from
the perspective of employees of IT units located at Bangalore. The population for this study
was the entire software and Information Technology Enabled Services (ITeS) industry
employees at Bangalore. Data for the study was collected via a structured generic
Questionnaire from 264 individuals using random sampling method as sampling design,
within the population. Samples were obtained from respondents across 13 different
organizations (7 Software and 5 ITeS companies). Samples were obtained from respondents
across 13 different organizations and were spread across different levels of within these
organizations. Responses on the 7-point likert scale were obtained and the hypotheses tested
using multiple regression analysis. Findings reveal that the employees of both the sub-sectors
demonstrated only a moderate level of job satisfaction. The findings of this study have also
pointed out that the key items in HR practices (performance appraisal and remuneration) have
lesser impact on job satisfaction in the IT sector. Further regression analysis revealed that job
satisfaction had a significant impact on HR practices (or should this read HR practices had a
significant impact on job satisfaction). The study also confirms the relationship between job
satisfaction and organizational commitment of the employees. The findings of this study lead
to a conclusion that it is imperative for Software and ITeS companies to address the needs of
their employees to strengthen their motivation, satisfaction, and commitment leading to
minimizing employee turnover.

Spencer & Byrne (2016) made a study on “Relationship between the Extent of
Psychopathic Features among Corporate Managers and Subsequent Employee Job

27
Satisfaction” and suggested that senior level managers are having high job satisfaction than
junior level managers. Darrat et al. (2016) suggested that amid salespeople with lower
workplace satisfaction, organizational work embeddedness is optimistically connected with
organizational deviance, interpersonal deviance and customer direct deviance. Nevertheless,
amid salespeople with higher job satisfaction, job embeddedness is negatively connected with
organizational deviance and not importantly connected with either interpersonal or customer
directed deviance.

Robertson & Kee (2016) studied “Workplace Satisfaction in a computermediated

context, particularly with the use of Social media”. Results showed that workers
satisfaction at work is optimistically connected by the quantity of moment they spend on
facebook interacting by colleague. Also showed that part time workers reported having spent
the greater quantity of moment on Facebook with their colleagues, and agreement workers
reported the greater degree of work satisfaction at the place.

4.3 Assertiveness and Job Satisfaction

Sannet Thomas (2018) made a study on “Assertiveness and Job Satisfaction among
Psychologists in Kerala”. This study was done on 120 psychologists out of which 60 males
and 60 females (40 Clinical psychologist, 40 Counselling psychologist, 40 educational
Psychologist) through purposive sampling technique. The Rathus Assertiveness Schedule,
Job Satisfaction Scale were used to collect data. Data were analysed by using Mean, S.D,
two-way ANOVA, and Pearson product moment correlation. The Result proves that, there is
a significant difference in the assertiveness among psychologists in Kerala across gender.
There is no significant difference in the assertiveness among psychologists in Kerala across
their area of speciality and no difference in correlation between assertiveness and job
satisfaction among Psychologists in Kerala.. Males have high assertiveness and job
satisfaction compared to females in each area of speciality. There is a significant difference in
the job satisfaction among psychologists in Kerala across gender and area of speciality.

Swathi (2013) made a study on the “Impact Of Leadership On Employee Engagement”.

This is a conceptual paper, the data collection optioned is from secondary data from articles,
journals, books, websites etc. To find the Role and the importance of leader in employee
engagement. It is found out that the leader in the organization makes or breaks the employee

28
motivation level that leads to employee engagement and it is found that the people are
quoting the leaders (managers) not the organization. The employee in the organization mainly
depend on the managers and the foundation of the employee engagement is led by leader.
Some suggestions related to the study are The leader must be change after stipulated time and
The employee must be given freedom for expression of view. The leader must be like a
mother to all employee that leads to employee engagement. Employees in the organization
much focus on the leaders and the peers support. But it is more important to have a good
leader who can create the good ,healthy ,friendly, supportive and developing environment.

Ahmed Mousa et al. (2013) conducted a study on “Relationship between Assertiveness,

Self-efficacy, and Job Satisfaction among Faculty Members at Faculty of Nursing,
Alexandria University”. To assess assertiveness, level of selfefficacy and job satisfaction
among faculty member, and to shed light on the relationships between these variables s at the
Faculty of Nursing, Alexandria University. The study was conducted at the Faculty of
Nursing, Alexandria University. 159 faculty members of the Faculty of Nursing, Alexandria
University, were participated. Three tools were used Assertiveness Scale (AS), The General
Self-efficacy Scale (GSE), Woods' Faculty Job Satisfaction/ Dissatisfaction Scale, in addition
to socio-academic data sheet was developed. The findings resulted that most of faculty
members at the Faculty of Nursing, Alexandria University were assertive, self-efficacious,
and generally satisfied with their job. There were also significant positive correlations
between assertiveness and self-efficacy, and between self-efficacy and job satisfaction,
whereas there was no correlation between assertiveness and job satisfaction. The suggestion
is Implementing developmental and educational programs are needed to maximize
assertiveness skills, especially for junior faculty members. Faculty managers should consider
the factors that contribute to faculty members' job satisfaction .Further researches are needed
to examine those factors that could impact on the levels of assertiveness, self-efficacy and job
satisfaction of nursing faculty members.

Widarsih et al. (2018) studied “The Effect of Organizational Culture, Personality, and
Job Satisfaction toward Employees Performance In Directorate General Of Industrial
Resilience and International Access Development”. The purpose of this study was to
determine the effect of organizational culture, personality, and job satisfaction towards
employee’s performance in the Directorate General of Industrial Resilience and International
Access Development. This research tried to answer problems about the performance issues
with increasing evidence of a decreased of organizational performance backed by its

29
employee’s performance assessment data. The research was conducted on performance
involving 79 employees that had been selected from a target Populations of 99 employees by
using the quantitative approach with path analysis methods. The research of hypothesis
testing shows that organizational culture had a direct positive effect on performance,
personality had a direct positive effect on performance, job satisfaction had a direct positive
effect on performance, (4) organizational culture had a direct positive effect on job
satisfaction, personality had a direct positive effect on job satisfaction. Therefore, to improve
the employee performance in the Directorate General of Industrial Resilience and
International Access Development an increase is organizational culture, personality and job
satisfaction need to be done.

Martin et al. (2016) studied “Employee perceptions of manager humor orientation,

assertiveness, responsiveness, approach/avoidance strategies and satisfaction”. This
study examined relationships among employees, perceptions of managers, humor orientation,
assertiveness, responsiveness, avoidance strategies, approach strategies, and overall manager
satisfaction. There were 164 participants in the study. For inclusion in the study, people had
to work at least 30 hours a week and be supervised by a manager. The sample was made up
of 65 men and 97 women, with two people not reporting their sex. Respondents reported on a
total of 95 male managers and 66 female managers. Employee’s perception of manager
humor orientation (HO) was positively and significantly correlated with perceptions of
manager responsiveness, satisfaction, and approach strategies. Manager HO was also
negatively and significantly associated with avoidance strategies. Findings from this study
were, for the most part, consistent with those from previous humor research in the corporate
and educational contexts.

Danica Bakotic (2016) analysed the “Relationship between job satisfaction and
organizational performance”. The purpose of this study is to explore the link between job
satisfaction and organizational performance and to determine if there is an empirically
provable relationship between these two variables, and the direction and the intensity of this
relationship. Empirical research was conducted on a research sample of 40 large- and
medium-sized Croatian companies, with 5806 employees surveyed. The results of this study
show the existence of a clear link between employees’ job satisfaction and organizational
performance in both directions, but with pretty weak intensity. Detailed analysis showed that
the connection between job satisfaction and organizational performance is stronger than the
connection between organizational performance and job satisfaction. It could be stated that

30
job satisfaction determines organizational performance, rather than organizational
performance determining job satisfaction.

Mohamed Eid & Alla Saleh (2018) investigated the “Relationship between Assertiveness
and Job satisfaction among Nursing Personnel at Benha University Hospital” The study
aimed to assess the relationship between assertiveness and job satisfaction among nursing
personnel. Descriptive correlational design was used in this study. This study was conducted
at Medical and Surgical departments Benha University Hospital. This study were composed
of (225) of nursing personnel working at the previously mentioned departments. Two tools
were used for data collection assertive behavior questionnaire and job satisfaction
questionnaire. The findings of the present study revealed that the majority of the nursing
personnel had highly assertive and they were satisfied with their job. The findings concluded
that there was a positive correlation between nurses' assertiveness and their job satisfaction
and this relation was statistical significant difference. Periodical assessment for nursing staff
work environment to reduce prediction and passivity, maintaining continuous staff
development activities for nurses to improve their attitude, knowledge and skills in order to
improve their assertiveness level. Encouraging excellent nurses by recognition and incentives
are very important.

31
 CHAPTER 05

OBJECTIVE OF THE STUDY

PRIMARY OBJECTIVE:

• To study the assertive behavior and job satisfaction among employees of Minda
Stoneridge Instruments Limited.

SECONDARY OBJECTIVE:

• To study the demographic factors on assertive behavior and job satisfaction.

• To determine the effectiveness of assertiveness and job satisfaction of the employees.
• To identify whether the assertiveness leads to job satisfaction of the employees.
• To analyze the relationship between assertiveness and job satisfaction of the
employees.
• To measure the level of assertiveness of the employees in the organization.

32
 CHAPTER 06

6.1 RESEARCH DESIGN

The research design points to the overall technique that combines the different components of
the study in a cohesive and logical way thereby making ensuring it will effectively focus on
the research problem.

This study on assertive behavior and job satisfaction is descriptive in nature. Descriptive
research is usually formal and requires the sophistication of who, what, when, where, why,
and how aspects of the research. A research design is purely and simply the framework and
plan for study that guides the collection and analysis of data.

DESCRIPTIVE RESEARCH DESIGN:

Descriptive research includes surveys and facts, findings, enquires. It is a descriptive of

affairs existing at present. The important characteristics of this method are that the researcher
has no control over the variables. The reporter can only make report about what is happening
and what has happened.

The term descriptive research refers to the type of research question, design, and data analysis
that will be applied to a given topic. Descriptive statistics tells what is, while inferential
statistics tries to determine the cause and effect.

6.2 DATA COLLECTION:

The data collection is usually done in various methods like interview, observations, articles
etc. In this survey conducted the primary data and secondary data collection is as follows:

6.2.1 PRIMARY 1DATA COLLECTION:

The primary collection is collected in three various methods:

• The first primary data collection is the direct interview with the company employees.

33
 • The second primary data collection is obtained through a tailored-made survey which
will be 4’ implemented by Employee’s.
• The third primary data collection is through design of questionnaire accordingly to the
study, also to the company needs and circulated it through the sample employee’s.

6.3 SAMPLING TECHNIQUE:

Sampling is the selection of a subset (a statistical sample) of individuals from within a

statistical population to estimate characteristics of the whole employee’s.

Sampling is processes of obtaining the information about the entire population by examining
a part of it.

6.3.1 SAMPLE SIZE:

The sample size is 120 respondents.

6.3.2 SAMPLING TYPE:

Convenience sampling has been used for defining the sample in this survey and this sampling
type is of non-probability sampling technique.

6.4 STATISTICAL TOOLS USED:

CORRELATION:

Correlation is a statistical tool measure that indicates the degree to which two or more
variables are related. A positive correlation indicates the extent to which those variables are
closely related.

34
T-TEST:

A t-test is most commonly applied when the test statistic would follow a normal distribution
if the value of a scaling term in the test statistic were known. When the scaling term is
unknown and is replaced by an estimate based on the data, the test statistics (under certain
conditions) follow a Student's t distribution. The t-test can be used, for example, to determine
if the means of two sets of data are significantly different from each other.

ANOVA:

Analysis of Variance (ANOVA) is a statistical method in which each of the sample is drawn
from the normal employee’s and that each of these employee’s has the same variance. In two
way ANOVA , null and alternate hypothesis needs to be set up, the null hypothesis implies
that there is no significant difference between specified employee’s, any observed difference
being due to sampling whereas the alternate hypothesis implies that there is a significant
difference between specified employee’s, any observed difference being due to sampling.

CHI-SQUARE:

Chi-square test is a statistical test commonly used for testing independence and goodness of
fit. It is used to determine whether there is a significant difference between the expected
frequencies and the observed frequencies in one or more categories. The result of a chi-
square analysis, along with the degrees of freedom, is compared with a previously calculated
table of chi-square distributions to find a p-value.

35
DESCRIPTIVE ANALYSIS:

Descriptive analysis provides simple summaries about the sample and about the observations
that have been made. Such summaries may be either quantitative, i.e. summary analysis, or
visual, i.e. simple-to-understand graphs. These summaries may either form the basis of the
initial description of the data as part of a more extensive statistical analysis, or they may be
sufficient in and of themselves for a particular investigation.

REGRESSION:

A technique for determining the statistical relationship between two or more variables where
a change in a dependent variable is associated with, and depends on, a change in one or more
independent variables.

36
 6.5 NEED FOR THE STUDY

The success of any organization depends largely on the workers, thus the employees are
considered as the backbone of any company. The study was mainly undertaken to identify the
level of assertive behavior. And to find out whether the employee’s are satisfied with the
facilities provided by the organization. Since the employees are considered as the backbone
of the company, their satisfaction in the organization will lead to success, thus it is required to
identify their work place problems and sort them out. This study can be helpful to the
management to improve its practices by the suggestions and recommendations prescribed in
the research. This study can serve as a basis for measuring the organizations practices. The
need of this study can be recognized when the result of the related study need suggestions and
recommendations to the similar situations.

37
 6.6 SCOPE OF THE STUDY

Present study on assertiveness and Job satisfaction among employee is a significant study as
it tries to explore the relationship between the psychological capacities and Occupational life
of the employees. This study is conducted to understand whether there is significant
relationship between assertiveness and Job Satisfaction among employees. From the present
social situations we can understand that employees are facing many problems in decision
making and communication in their field. Problems like these lead to physical and mental
biases in many occasions. The employees being assertive can reduce many problems.
Assertiveness is the way of expressing one’s emotions without violating the right of others.
Job problems among employees being increased day by day they face much difficulty in
managing their job. So the main aim of this study is focused on understanding the level of
assertiveness and job satisfaction among employees.

38
 6.7 LIMITATIONS

There may be certain limitations, even though the research work is done in a very well-
planned manner. The some are as follows,

• The survey conducted is not comprehensive as the no of respondents contacted during

the research were limited due to time constraint.
• Though the objectives and purpose were explained to the respondents, responses may
be biased.
• Since the data collected is from limited employees, it might not represent the thoughts
of entire employee’s as such.

39
 CHAPTER-07

DATA INTREPRETATION

TABLE 7.01: TABLE SHOWING THE AGE OF RESPONDENTS:

S.NO AGE RESPONDENTS PERCENTAGE

1 Below 20 16 13.33%
2 20-30 102 85%
3 31-40 2 1.67%

AGE OF THE RESPONDENTS

90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Below 20 20-30 31-40
RESPONSES 13.33% 85% 1.67%

FIGURE 7.01: FIGURE SHOWING THE AGE OF RESPONDENTS

INFERENCE:

In this survey, it is identified that majority 85% of the respondents belong to the age group of
20-30 and 13.33% of the respondents lie between below 20 age group and 1.67% of the
respondents fall under the age group of 31-40.

40
TABLE 7.02: TABLE SHOWING THE EDUCATIONAL QUALIFICATION OF
RESPONDENTS:

S.NO EDUCATIONAL RESPONDENTS PERCENTAGE

QUALIFICATION
1 DEEE 26 21.67%
2 DCE 36 30%
3 DME 38 31.67%
4 BE 20 16.66%

EDUCATIONAL QUALIFICATION OF THE

RESPONDENTS
35%
30%
25%
20%
15%
10%
5%
0%
DEEE DCE DME BE
RESPONSES 21.67% 30% 31.67% 16.66%

FIGURE 7.02: FIGURE SHOWING THE EDUCATIONAL QUALIFICATION OF

RESPONDENTS

INFERENCE:

In this survey, it is identified majority 31.67% of the respondents have completed DME, 30%
have completed DCE, 21.67% have completed DEEE and 16.66% of the respondents have
completed BE.

41
TABLE 7.03: TABLE SHOWING THE GENDER OF THE RESPONDENTS:

S.NO GENDER RESPONDENTS PERCENTAGE

1 Male 119 99.17%
2 Female 1 0.83%

GENDER OF THE RESPONDENTS

100%

80%

60%

40%

20%

0%
Male Female
RESPONSES 99.17% 0.83%

FIGURE 7.03: FIGURE SHOWING THE GENDER OF THE RESPONDENTS

INFERENCE:

In this survey, it is identified that majority 99.17% of the respondents are Male and 0.83% of
the respondents are Female.

42
TABLE 7.04: TABLE SHOWING THE DESIGNATION OF THE RESPONDENTS:

S.NO DESIGNATION RESPONDENTS PERCENTAGE

1 Trainee 62 51.67%
2 Graduate Trainee 15 12.5%
3 PE 43 35.83%

DESGINATION OF THE RESPONDENTS

60%
50%
40%
30%
20%
10%
0%
Trainee Graduate PE
Trainee
RESPONSES 51.67% 12.50% 35.83%

FIGURE 7.04: FIGURE SHOWING THE DESIGNATION OF THE RESPONDENTS

INFERENCE:

In this survey, it is identified that 51.67% of the respondents are trainees and 35.83% of the
respondents are PE and the other 12.50% of the respondents are Graduate trainees.

43
TABLE 7.05: TABLE SHOWING THE ANNUAL INCOME OF THE
RESPONDENTS:

S.NO ANNUAL INCOME RESPONDENTS PERCENTAGE

1 1,00,000- 2,50,000 88 73.33%
2 2,50,001- 4,50,000 32 26.67%

RESPONDENTS

80%
70%
60%
50%
40%
30%
20%
10%
0%
1,00,000- 2,50,000 2,50,001- 4,50,000
RESPONSES 73.33% 26.67%

FIGURE 7.05: FIGURE SHOWING THE ANNUAL INCOME OF THE

RESPONDENTS

INFERENCE:

In this survey, it is identified that majority 73.33% of the respondents have their annual
income between 1,00,000- 2,50,000, 26.67% of the respondents have their annual income
between 2,50,001- 4,50,000.

44
TABLE 7.06: TABLE SHOWING THE WORK EXPERIENCE OF THE
RESPONDENTS:

S.NO WORK RESPONDENTS PERCENTAGE

EXPERIENCE
1 Below 1 Year 27 22.5%
2 1-5 Years 80 66.67%
3 6-15 Years 13 10.83%
4 16-25 Years 0 0%
5 Above 25 Years 0 0%

WORK EXPERIENCE OF THE

RESPONDENTS
70%
60%
50%
40%
30%
20%
10%
0%
Below 1 1-5 6-15 16-25 Above
Year Years Years Years 25 Years
RESPONSES 22.50% 66.67% 10.83% 0% 0%

FIGURE 7.06: FIGURE SHOWING THE WORK EXPERIENCE OF THE

RESPONDENTS

INFERENCE:

In this survey, it is identified that majority 66.67% of the respondents have experience of 1-5
years, 22.50% of the respondents have experience below 1 year and 10.83% of the
respondents have 6-15 years experience.

45
TABLE 7.07: TABLE SHOWING WHETHER THE EMPLOYEES FEEL MOST OF
THE PEOPLE ARE MORE ASSERTIVE AND AGRESSIVE THAN THEY ARE:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Strongly Agree 43 35.84%
2 Agree 67 55.83%
3 Neutral 4 3.33%
4 Disagree 6 5%
5 Strongly Disagree 0 0%

RESPONDENTS

60%
50%
40%
30%
20%
10%
0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree
RESPONSES 35.84% 55.83% 3.33% 5% 0%

FIGURE 7.07: FIGURE SHOWING WHETHER THE EMPLOYEES FEEL MOST

OF THE PEOPLE ARE MORE ASSERTIVE AND AGRESSIVE THAN THEY ARE

INFERENCE:

In this survey, it is identified that majority 55.83% of the respondents agree to that most of
the employees are more assertive and aggressive than they are. 35.84% of the respondents
strongly agree to it and 3.33% of the respondents neither agree nor disagree.

46
TABLE 7.08: TABLE SHOWING HESTITATION TO MAKE OR ACCEPT TASKS
DUE TO SHYNESS:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Yes 60 50%
2 No 60 50%

RESPONDENTS

50%

40%

30%

20%

10%

0%
Yes No
RESPONSES 50% 50%

FIGURE 7.08: FIGURE SHOWING HESTITATION TO MAKE OR ACCEPT TASKS

DUE TO SHYNESS

INFERENCE:

In this survey, it is identified that 50% of the respondents agree that they hesitate to make or
accept tasks due to shyness and 50% of the respondents disagree to it.

47
TABLE 7.09: TABLE SHOWING THE CAREFULLNESS TO AVOID HURTING
OTHER PEOPLE FEELINGS:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Strongly Agree 21 17.5%
2 Agree 94 78.34%
3 Neutral 4 3.33%
4 Disagree 1 0.83%
5 Strongly Disagree 0 0%

RESPONDENTS
80%
70%
60%
50%
40%
30%
20%
10%
0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree
RESPONSES 17.50% 78.34% 3.33% 0.83% 0%

FIGURE 7.09: FIGURE SHOWING THE CAREFULLNESS TO AVOID HURTING

OTHER PEOPLE FEELINGS

INFERENCE:

In this survey, it is identified that 78.34% of the respondents agree that they are careful to
hurt avoid hurting other people feelings. 17.50% of the respondents strongly agree to it and
3.33% of the respondents neither agree nor disagree.

48
TABLE 7.10: TABLE SHOWING THE INSISTENCE UPON KNOWING WHY A
TASK HAS BEEN ASSIGNED BEFORE DOING IT:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Strongly Agree 37 30.83%
2 Agree 76 63.34%
3 Neutral 7 5.83%
4 Disagree 0 0%
5 Strongly Disagree 0 0%

RESPONDENTS
70%
60%
50%
40%
30%
20%
10%
0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree
RESPONSES 30.83% 63.34% 5.83% 0% 0%

FIGURE 7.10: FIGURE SHOWING THE INSISTENCE UPON KNOWING WHY A

TASK HAS BEEN ASSIGNED BEFORE DOING IT

INFERENCE:

In this survey, it is identified that majority 63.34% of the respondents agree that they insist
upon knowing why a task has been assigned before doing it. 30.83% of the respondents
strongly agree. And 5.83% neither agree nor disagree to it.

49
TABLE 7.11: TABLE SHOWING WHETHER THE RESPONDENTS ARE
STRIVING TO GET AHEAD OF MOST PEOPLE IN THEIR POSITION:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Strongly Agree 35 29.17%
2 Agree 75 62.5%
3 Neutral 10 8.33%
4 Disagree 0 0%
5 Strongly Disagree 0 0%

RESPONDENTS
70%
60%
50%
40%
30%
20%
10%
0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree
RESPONSES 29.17% 62.50% 8.33% 0% 0%

FIGURE 7.11: FIGURE SHOWING WHETHER THE RESPONDENTS ARE

STRIVING TO GET AHEAD OF MOST PEOPLE IN THEIR POSITION

INFERENCE:

In this survey, it is identified that 62.50% of the respondents agree that the respondents are
striving to get ahead of most people in their position. 29.17% of the respondents strongly
agree to it and 8.33% of the respondents neither agree nor disagree.

50
TABLE 7.12: TABLE SHOWING WHETHER THE RESPONDENTS ENJOY
STARTING CONVERSATIONS WITH STRANGERS OR NEW ACQUAINTANCES:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Yes 73 60.83%
2 No 47 39.17%

RESPONDENTS

70%
60%
50%
40%
30%
20%
10%
0%
Yes No
RESPONSES 60.83% 39.17%

FIGURE 7.12: FIGURE SHOWING WHETHER THE RESPONDENTS ENJOY

STARTING CONVERSATIONS WITH STRANGERS OR NEW ACQUAINTANCES

INFERENCE:

In this survey, it is identified that 60.83% of the respondents agree that they enjoy starting
conversations with strangers or new acquaintances. 39.17% of the respondents disagree to it.

51
TABLE 7.13: TABLE SHOWING THE RESPONDENTS ABILITY TO SHARE
IMPORTANT THINGS WITH OTHERS:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Sometimes 65 54.17%
2 Always 32 26.67%
3 Never 23 19.16%

RESPONDENTS

60%
50%
40%
30%
20%
10%
0%
Sometimes Always Never
RESPONSES 54.17% 26.67% 19.16%

FIGURE 7.13: FIGURE SHOWING THE RESPONDENTS ABILITY TO SHARE

IMPORTANT THINGS WITH OTHERS

INFERENCE:

In this survey, it is identified that majority 54.17% of the respondents state that they do have
ability to share important things with others sometimes. 26.67% of the respondents state that
they do have ability to share important things with others always and 19.16% of the
respondents state that they never share important things with others.

52
TABLE 7.14: TABLE SHOWING THE ABILITY TO CONNECT WITH
ACQUAINTANCES TO RESOLVE CONFLICTS:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Strongly Agree 7 5.83%
2 Agree 40 33.33%
3 Neutral 47 39.17%
4 Disagree 18 15%
5 Strongly Disagree 8 6.67%

RESPONDENTS
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Strongly Strongly
Agree Neutral Disagree
Agree Disagree
RESPONSES 5.83% 33.33% 39.17% 15% 6.67%

FIGURE 7.14: FIGURE SHOWING THE ABILITY TO CONNECT WITH

ACQUAINTANCES TO RESOLVE CONFLICTS

INFERENCE:

In this survey, it is identified that 39.17% of the respondents neither agree nor disagree that
they have the ability to connect with acquaintances to resolve conflicts. 33.33% of the
respondents agree to it. 15% of the respondents disagree. 6.67% of the respondents strongly
disagree and 5.83% of the respondents strongly agree to it.

53
TABLE 7.15: TABLE SHOWING WHETHER THE RESPONDENTS HAVE A HARD
TIME SAYING NO:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Strongly Agree 10 8.33%
2 Agree 53 44.17%
3 Neutral 41 34.17%
4 Disagree 13 10.83%
5 Strongly Disagree 3 2.50%

RESPONDENTS
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Strongly Strongly
Agree Neutral Disagree
Agree Disagree
RESPONSES 8.33% 44.17% 34.17% 10.83% 2.50%

FIGURE 7.15: FIGURE SHOWING WHETHER THE RESPONDENTS HAVE A

HARD TIME SAYING NO

INFERENCE:

In this survey, it is identified that 44.17% of the respondents agree that the respondents have
a hard time saying no. 34.17% of the respondents neither agree nor disagree. 10.83% of the
respondents disagree. 8.33% of the respondents strongly agree. 2.50% of the respondents
strongly disagree.

54
TABLE 7.16: TABLE SHOWING IF THE RESPONDENTS TEND TO BOTTLE UP
THEIR EMOTIONS RATHER THAN MAKING IT AN ISSUE:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Strongly Agree 12 10%
2 Agree 59 49.17%
3 Neutral 35 29.17%
4 Disagree 7 5.83%
5 Strongly Disagree 7 5.83%

RESPONDENTS
60%

50%

40%

30%

20%

10%

0%
Strongly Strongly
Agree Neutral Disagree
Agree Disagree
RESPONSES 10% 49.17% 29.17% 5.83% 5.83%

FIGURE 7.16: FIGURE SHOWING IF THE RESPONDENTS TEND TO BOTTLE UP

THEIR EMOTIONS RATHER THAN MAKING IT AN ISSUE

INFERENCE:

In this survey, it is identified that 49.17% of the respondents agree that they tend to bottle up
their emotions rather than making it an issue. 29.17% of the respondents neither agree nor
disagree. 10% of the respondents strongly agree to it and 5.83% of the respondents disagree
and 5.83% strongly disagree.

55
TABLE 7.17: TABLE SHOWING THE RESPONDENTS ABILITY TO RESPOND TO
A COMPLAINT:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Strongly Agree 9 7.50%
2 Agree 58 48.33%
3 Neutral 36 30%
4 Disagree 11 9.17%
5 Strongly Disagree 6 5%

RESPONSES
60%

50%

40%

30%

20%

10%

0%
Strongly Strongly
Agree Neutral Disagree
Agree Disagree
RESPONSES 7.50% 48.33% 30% 9.17% 5%

FIGURE 7.17: FIGURE SHOWING THE RESPONDENTS ABILITY TO RESPOND

TO A COMPLAINT

INFERENCE:

In this survey, it is identified that 48.33% of the respondents agree that they have ability to
respond to a complaint. 30% of the respondents neither agree nor disagree. 9.17% of the
respondents disagree to it. 7.50% of the respondents strongly agree and 5% strongly disagree.

56
TABLE 7.18: TABLE SHOWING WHETHER THE EMPLOYEES EXPRESS THEIR
OPINIONS QUICKLY:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Yes 31 25.83%
2 No 89 74.17%

RESPONDENTS
80%
70%
60%
50%
40%
30%
20%
10%
0%
Yes No
RESPONSES 25.83% 74.17%

FIGURE 7.18: FIGURE SHOWING WHETHER THE EMPLOYEES EXPRESS

THEIR OPINIONS QUICKLY

INFERENCE:

In this survey, it is identified that majority 74.17% of the employees disagree that they don’t
express their opinions quickly and 25.83% of the employees agree that they express their
opinion quickly.

57
TABLE 7.19: TABLE SHOWING WHETHER THE EMPLOYEES ARE GETTING
PROMOTION AS PER THEIR QUALIFICATION AND EXPERIENCE:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Strongly Agree 6 5%
2 Agree 48 40%
3 Neutral 57 47.5%
4 Disagree 8 6.67%
5 Strongly Disagree 1 0.83%

RESPONDENTS
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Strongly Strongly
Agree Neutral Disagree
Agree Disagree
RESPONSES 5% 40% 47.50% 6.67% 0.83%

FIGURE 7.19: FIGURE SHOWING WHETHER THE EMPLOYEES ARE GETTING

PROMOTION AS PER THEIR QUALIFICATION AND EXPERIENCE

INFERENCE:

In this survey, it is identified that 47.50% of the respondents neither agree nor disagree that
they get promotion as per their qualification and experience. 40% of the respondents agree.
6.67% disagree to it. 5% strongly agree and 0.83% strongly disagree to it.

58
TABLE 7.20: TABLE SHOWING THE EMPLOYEES CONFIDENCE OVER THE
MANAGEMENT OF THE ORGANIZATION:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Strongly Agree 13 10.83%
2 Agree 63 52.5%
3 Neutral 38 31.67%
4 Disagree 6 5%
5 Strongly Disagree 0 0%

RESPONDENTS
60%
50%
40%
30%
20%
10%
0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree
RESPONSES 10.83% 52.50% 31.67% 5% 0%

TABLE 7.20: TABLE SHOWING THE EMPLOYEES CONFIDENCE OVER THE

MANAGEMENT OF THE ORGANIZATION

INFERENCE:

In this survey, it is identified that 52.50% of the respondents agree that they feel confident
over the management of the organization. 31.67% of the respondents neither agree nor
disagree. 10.83% of the respondents strongly agree to it and 5% of the respondents disagree
that they do not feel confident over the management of the organization.

59
TABLE 7.21: TABLE SHOWING THE WORKING CONDITIONS OF THE
ORGANIZATION BEING RATED ON 10 AS THE HIGHEST:

SCALE (1-10) RESPONDENTS PERCENTAGE

One 0 0%
Two 0 0%
Three 0 0%
Four 1 0.83%
Five 2 1.67%
Six 16 13.33%
Seven 51 42.5%
Eight 35 29.17%
Nine 15 12.5%
Ten 0 0%

RESPONSES
50%
40%
30%
20% RESPONSES
10%
0%

FIGURE 7.21: FIGURE SHOWING THE WORKING CONDITIONS OF THE

ORGANIZATION BEING RATED ON 10 AS THE HIGHEST

INFERENCE:

In this survey, it is identified that 42.5% of the respondents and 29.17 state that the working
conditions of the organization is good (7-8). 13.33% of the respondents state the working
conditions are average (6), 12.5% of the respondents feel the working conditions are very
good (9), 1.67% of the respondents are below average (5), 0.83% of the respondents are not
satisfied with the working conditions of the organization (4).

60
TABLE 7.22: TABLE SHOWING THE SUPERIORS INTIATIVE IN KEEPING THE
EMPLOYEES INFORMED ABOUT ALL THE HAPPENINGS OF THE
ORGANIZATION:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Strongly Agree 22 18.33%
2 Agree 88 73.34%
3 Neutral 10 8.33%
4 Disagree 0 0%
5 Strongly Disagree 0 0%

RESPONDENTS
80%
70%
60%
50%
40%
30%
20%
10%
0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree
RESPONSES 18.33% 73.34% 8.33% 0% 0%

FIGURE 7.22: FIGURE SHOWING THE SUPERIORS INTIATIVE IN KEEPING

THE EMPLOYEES INFORMED ABOUT ALL THE HAPPENINGS OF THE
ORGANIZATION

INFERENCE:

In this survey, it is identified that 73.34% of the respondents agree that the superior keeps
them informed about all the happenings of the organization. 18.33% of the respondents
strongly agree and 8.33% of the respondents neither agree nor disagree to it.

61
TABLE 7.23: TABLE SHOWING WHETHER THE EMPLOYEES HAVE THE
OPPORTUNITY TO PRESENT THEIR PROBLEMS TO THE MANAGEMENT:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Strongly Agree 23 19.17%
2 Agree 80 66.67%
3 Neutral 17 14.16%
4 Disagree 0 0%
5 Strongly Disagree 0 0%

RESPONDENTS
70%
60%
50%
40%
30%
20%
10%
0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree
RESPONSES 19.17% 66.67% 14.16% 0% 0%

FIGURE 7.23: FIGURE SHOWING WHETHER THE EMPLOYEES HAVE THE

OPPORTUNITY TO PRESENT THEIR PROBLEMS TO THE MANAGEMENT

INFERENCE:

In this survey, it is identified that majority 66.67% of the respondents agree that they have the
opportunity to present their problems to the management. 19.17% of the respondents strongly
agree and 14.16% of the respondents neither agree nor disagree.

62
TABLE 7.24: TABLE SHOWING THE EMPLOYEES PRIVILEDGE TO WORK IN
THE ORGANIZATION:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Strongly Agree 21 17.5%
2 Agree 79 65.83%
3 Neutral 20 16.67%
4 Disagree 0 0%
5 Strongly Disagree 0 0%

RESPONDENTS
70%
60%
50%
40%
30%
20%
10%
0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree
RESPONSES 17.50% 65.83% 16.67% 0% 0%

FIGURE 7.24: FIGURE SHOWING THE EMPLOYEES PRIVILEDGE TO WORK

IN THE ORGANIZATION

INFERENCE:

In this survey, it is identified that majority 65.83% of the respondents agree that they are
privileged to work in the organization. 17.50% of the respondents strongly agree and 16.67%
of the respondents neither agree nor disagree to it.

63
TABLE 7.25: TABLE SHOWING THE EMPLOYEES PAY IS FAIR AS PER WORK
REQUIREMENT:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Yes 57 47.5%
2 No 63 52.5%

RESPONDENTS

60.00%
50.00%
40.00%
Yes
No
Yes No
RESPONSES 47.50% 52.50%

FIGURE 7.25: FIGURE SHOWING THE EMPLOYEES PAY IS FAIR AS PER

WORK REQUIREMENT

INFERENCE:

In this survey, it is identified that majority 52.50% of the respondents are not satisfied with
their pay. 47.50% of the respondents state their pay is fair as per work requirement.

64
TABLE 7.26: TABLE SHOWING WHETHER THE JOB HAS HELPED THE
EMPLOYEES TO LEARN MORE SKILLS:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Strongly Agree 9 7.5%
2 Agree 98 81.67%
3 Neutral 13 10.83%
4 Disagree 0 0%
5 Strongly Disagree 0 0%

RESPONDENTS
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Strongly Strongly
Agree Neutral Disagree
Agree Disagree
RESPONSES 7.50% 81.67% 10.83% 0% 0%

FIGURE 7.26: FIGURE SHOWING WHETHER THE JOB HAS HELPED THE
EMPLOYEES TO LEARN MORE SKILLS

INFERENCE:

In this survey, it is identified that majority 81.67% of the respondents agree that their job has
helped them to learn more skills. 10.83% of the respondents neither agree nor disagree and
7.50% of the respondents strongly agree that the job has helped them to learn more skills.

65
TABLE 7.27: TABLE SHOWING WHETHER THE EMPLOYEE IS SATISFIED
WITH WELFARE FACILITIES PROVIDED IN THE ORGANIZATION:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Strongly Agree 16 13.33%
2 Agree 86 71.67%
3 Neutral 18 15%
4 Disagree 0 0%
5 Strongly Disagree 0 0%

RESPONDENTS
80%
70%
60%
50%
40%
30%
20%
10%
0%
Strongly Strongly
Agree Neutral Disagree
Agree Disagree
RESPONSES 13.33% 71.67% 15% 0% 0%

FIGURE 7.27: FIGURE SHOWING WHETHER THE EMPLOYEE IS SATISFIED

WITH WELFARE FACILITIES PROVIDED IN THE ORGANIZATION

INFERENCE:

In this survey, it is identified that 71.67% of the employees agree and are satisfied with the
welfare facilities provided by the organization. 15% of the respondents neither agree nor
disagree and 13.33% of the respondents strongly agree that they are satisfied with the welfare
facilities provided by the organization.

66
TABLE 7.28: TABLE SHOWING WHETHER THE EMPLOYEES FEEL THAT
THEY HAVE GOOD ADVANCEMENT IN THEIR JOB:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Strongly Agree 9 7.50%
2 Agree 55 45.83%
3 Neutral 51 42.50%
4 Disagree 5 4.17%
5 Strongly Disagree 0 0%

RESPONDENTS
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Strongly Strongly
Agree Neutral Disagree
Agree Disagree
RESPONSES 7.50% 45.83% 42.50% 4.17% 0%

FIGURE 7.28: FIGURE SHOWING WHETHER THE EMPLOYEES FEEL THAT

THEY HAVE GOOD ADVANCEMENT IN THEIR JOB

INFERENCE:

In this survey, it is identified that 45.83% of the respondents agree that they have good
advancement in their job. 42.50% of the respondents neither agree nor disagree and 7.50% of
the respondents strongly agree that they are satisfied with the welfare facilities provided by
the organization and 4.17% of the respondents disagree.

67
TABLE 7.29: TABLE SHOWING WHETHER THE EMPLOYEES ARE FORCED TO
DO THEIR JOB DUE TO CIRCUMSTANCES:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Strongly Agree 4 3.33%
2 Agree 8 6.67%
3 Neutral 21 17.5%
4 Disagree 35 29.17%
5 Strongly Disagree 52 43.33%

RESPONDENTS
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree
RESPONSES 3.33% 6.67% 17.50% 29.17% 43.33%

FIGURE 7.29: FIGURE SHOWING WHETHER THE EMPLOYEES ARE FORCED

TO DO THEIR JOB DUE TO CIRCUMSTANCES

INFERENCE:

In this survey, it is identified that 43.33% of the respondents strongly disagree that they are
not forced to do their job due to circumstances. 29.17% of the respondents disagree. 17.50%
of the respondents neither agree nor disagree to it. 6.67% of the respondents agree and 3.33%
strongly agree that they are forced to do their job due to circumstances.

68
TABLE 7.30: TABLE SHOWING WHETHER FAVORITISM DOES NOT HAVE
ANY ROLE TO PLAY IN THE ORGANIZATION:

S.NO RESPONSES RESPONDENTS PERCENTAGE

1 Strongly Agree 1 0.83%
2 Agree 17 14.16%
3 Neutral 56 46.67%
4 Disagree 32 26.67%
5 Strongly Disagree 14 11.67%

RESPONDENTS
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Strongly Strongly
Agree Neutral Disagree
Agree Disagree
RESPONSES 0.83% 14.16% 46.67% 26.67% 11.67%

FIGURE 7.30: FIGURE SHOWING WHETHER FAVORITISM DOES NOT HAVE

ANY ROLE TO PLAY IN THE ORGANIZATION

INFERENCE:

In this survey, it is identified that 46.67% of the respondents neither agree nor disagree that
favouritism does not have any role to play in the organization. 26.67% of the respondents
disagree. 14.16% of the respondents agree to it. 11.67% of the respondents strongly disagree
and 0.83% strongly agree that favouritism does play a role in the organization.

69
 ANOVA

RELATIONSHIP BETWEEN QUALIFICATION AND INCOME OF THE

RESPONDENTS

H0 = There is no significant relationship between the qualification and income of respondents

(null hypothesis).

H1 = There is significant relationship between the qualification and income of respondents

(alternative hypothesis).

ANOVA
Qualification
Sum of Squares Df Mean Square F Sig.
Between Groups 1.603 1 1.603 1.578 .212
Within Groups 119.864 118 1.016
Total 121.467 119

INTERPRETATION:

The significant value is >0.050, therefore H0 is accepted at 5% level of significance,

there is a no significant relationship between the qualification and income of respondents
(null hypothesis).

70
 T-TESTING

RELATIONSHIP BETWEEN ASSERTIVE BEHAVIOR AND JOB SATISFACTION

OF THE RESPONDENTS

H0 = There is no significant relationship between assertive behavior and job satisfaction of

the respondents (null hypothesis).

H1 = There is significant relationship between assertive behavior and job satisfaction of the
respondents (alternative hypothesis).

One-Sample Statistics
N Mean Std. Deviation Std. Error Mean
Behavior 120 83.8889 12.34376 1.12683
Job Satisfaction 120 30.4035 2.99897 .27377

One-Sample Test
Test Value = 0
95% Confidence Interval
Sig. (2- Mean of the Difference
T df tailed) Difference Lower Upper
Behavior 74.447 119 .120 83.88889 81.6577 86.1201
Job 111.056 119 .120 30.40347 29.8614 30.9456
Satisfaction

INTERPRETATION:

The significant value is >0.050, therefore H0 is accepted at 5% level of significance, there is a

no significant relationship between assertive behavior and job satisfaction of the respondents
(null hypothesis).

71
 CORRELATION ANALYSIS

RELATIONSHIP BETWEEN ASSERTIVE BEHAVIOR AND JOB SATISFACTION

OF THE RESPONDENTS

H0 = There is no significant relationship between assertive behavior and job satisfaction of

the respondents (null hypothesis).

H1 = There is significant relationship between assertive behavior and job satisfaction of the
respondents (alternative hypothesis).

Correlations
Behavior Job Satisfaction
Behavior Pearson Correlation 1 .150
Sig. (2-tailed) .103
N 120 120
Job Satisfaction Pearson Correlation .150 1
Sig. (2-tailed) .103
N 120 120

INTERPRETATION:

There is significant relationship between assertive behavior and job satisfaction of the
respondents. The two variables are correlated positively.

72
 CHI-SQUARE ANALYSIS

RELATIONSHIP BETWEEN EXPERIENCE AND JOB SATISFACTION OF THE

RESPONDENTS

H0 = There is no significant relationship between experience and job satisfaction of

respondents (null hypothesis).

H1 = There is significant relationship between experience and job satisfaction of respondents

(alternative hypothesis).

Chi-Square Tests
Asymptotic
Significance (2-
Value df sided)
Pearson Chi-Square 78.967a 76 .385
Likelihood Ratio 75.947 76 .480
Linear-by-Linear Association 1.301 1 .254

N of Valid Cases 120

INTERPRETATION:

The significant value is >0.050, therefore H0 is accepted at 5% level of significance, there is a

no significant relationship between experience and job satisfaction of respondents (null
hypothesis).

73
 REGRESSION ANALYSIS

RELATIONSHIP BETWEEN AGE AND ASSERTIVE BEHAVIOR OF THE

RESPONDENTS

H0 = There is no significant relationship between age and assertive behavior of respondents

(null hypothesis).

H1 = There is significant relationship between age and assertive behavior of respondents

(alternative hypothesis).

Model Summary
Std. Error of the
Model R R Square Adjusted R Square Estimate
a
1 .130 .017 .008 12.29149

ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 304.331 1 304.331 2.014 .158b
Residual 17827.521 118 151.081
Total 18131.852 119

Coefficientsa
Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta T Sig.
1 (Constant) 71.398 8.872 8.047 .000
Age .556 .391 .130 1.419 .158

74
INTERPRETATION:

The significant value is >0.050, therefore H0 is accepted at 5% level of significance, there is a

no significant relationship between age and assertive behavior of respondents (null
hypothesis).

75
 CHAPTER – 08

FINDINGS

1) In this survey, it is identified that majority 85% of the respondents belong to the age group
of 20-30 and 13.33% of the respondents lie between below 20 age group and 1.67% of the
respondents fall under the age group of 31-40.

2) In this survey, it is identified majority 31.67% of the respondents have completed DME.
30% have completed DCE. 21.67% have completed DEEE and 16.66% of the respondents
have completed BE.

3) In this survey, it is identified that majority 99.17% of the respondents are Male and 0.83%
of the respondents are Female.

4) In this survey, it is identified that 51.67% of the respondents are trainees and 35.83% of
the respondents are PE and the other 12.50% of the respondents are Graduate trainees.

5) In this survey, it is identified that majority 73.33% of the respondents have their annual
income between 1,00,000- 2,50,000, 26.67% of the respondents have their annual income
between 2,50,001- 4,50,000.

6) In this survey, it is identified that majority 66.67% of the respondents have experience of
1-5 years, 22.50% of the respondents have experience below 1 year and 10.83% of the
respondents have 6-15 years experience.

7) In this survey, it is identified that majority 55.83% of the respondents agree to that most of
the employees are more assertive and aggressive than they are. 35.84% of the respondents
strongly agree to it and 3.33% of the respondents neither agree nor disagree.

8) In this survey, it is identified that 50% of the respondents agree that they hesitate to make
or accept tasks due to shyness and 50% of the respondents disagree to it.

9) In this survey, it is identified that 78.34% of the respondents agree that they are careful to
hurt avoid hurting other people feelings. 17.50% of the respondents strongly agree to it and
3.33% of the respondents neither agree nor disagree.

76
10) In this survey, it is identified that majority 63.34% of the respondents agree that they
insist upon knowing why a task has been assigned before doing it. 30.83% of the respondents
strongly agree. And 5.83% neither agree nor disagree to it.

11) In this survey, it is identified that 62.50% of the respondents agree that the respondents
are striving to get ahead of most people in their position. 29.17% of the respondents strongly
agree to it and 8.33% of the respondents neither agree nor disagree.

12) In this survey, it is identified that 60.83% of the respondents agree that they enjoy starting
conversations with strangers or new acquaintances. 39.17% of the respondents disagree to it.

13) In this survey, it is identified that majority 54.17% of the respondents state that they do
have ability to share important things with others sometimes. 26.67% of the respondents state
that they do have ability to share important things with others always and 19.16% of the
respondents state that they never share important things with others.

14) In this survey, it is identified that 39.17% of the respondents neither agree nor disagree
that they have the ability to connect with acquaintances to resolve conflicts. 33.33% of the
respondents agree to it. 15% of the respondents disagree. 6.67% of the respondents strongly
disagree and 5.83% of the respondents strongly agree to it.

15) In this survey, it is identified that 44.17% of the respondents agree that the respondents
have a hard time saying no. 34.17% of the respondents neither agree nor disagree. 10.83% of
the respondents disagree. 8.33% of the respondents strongly agree. 2.50% of the respondents
strongly disagree.

16) In this survey, it is identified that 49.17% of the respondents agree that they tend to bottle
up their emotions rather than making it an issue. 29.17% of the respondents neither agree nor
disagree. 10% of the respondents strongly agree to it and 5.83% of the respondents disagree
and 5.83% strongly disagree.

17) In this survey, it is identified that 48.33% of the respondents agree that they have ability
to respond to a complaint. 30% of the respondents neither agree nor disagree. 9.17% of the
respondents disagree to it. 7.50% of the respondents strongly agree and 5% strongly disagree.

18) In this survey, it is identified that majority 74.17% of the employees disagree that they
don’t express their opinions quickly and 25.83% of the employees agree that they express
their opinion quickly.

77
19) In this survey, it is identified that 47.50% of the respondents neither agree nor disagree
that they get promotion as per their qualification and experience. 40% of the respondents
agree. 6.67% disagree to it. 5% strongly agree and 0.83% strongly disagree to it.

20) In this survey, it is identified that 52.50% of the respondents agree that they feel
confident over the management of the organization. 31.67% of the respondents neither agree
nor disagree. 10.83% of the respondents strongly agree to it and 5% of the respondents
disagree that they do not feel confident over the management of the organization.

21) In this survey, it is identified that 42.5% of the respondents and 29.17 state that the
working conditions of the organization is good (7-8). 13.33% of the respondents state the
working conditions are average (6), 12.5% of the respondents feel the working conditions are
very good (9), 1.67% of the respondents are below average (5), 0.83% of the respondents are
not satisfied with the working conditions of the organization (4).

22) In this survey, it is identified that 73.34% of the respondents agree that the superior keeps
them informed about all the happenings of the organization. 18.33% of the respondents
strongly agree and 8.33% of the respondents neither agree nor disagree to it.

23) In this survey, it is identified that majority 66.67% of the respondents agree that they
have the opportunity to present their problems to the management. 19.17% of the respondents
strongly agree and 14.16% of the respondents neither agree nor disagree.

24) In this survey, it is identified that majority 65.83% of the respondents agree that they are
privileged to work in the organization. 17.50% of the respondents strongly agree and 16.67%
of the respondents neither agree nor disagree to it.

25) In this survey, it is identified that majority 52.50% of the respondents are not satisfied
with their pay. 47.50% of the respondents state their pay is fair as per work requirement.

26) In this survey, it is identified that majority 81.67% of the respondents agree that their job
has helped them to learn more skills. 10.83% of the respondents neither agree nor disagree
and 7.50% of the respondents strongly agree that the job has helped them to learn more skills.

27) In this survey, it is identified that 71.67% of the employees agree and are satisfied with
the welfare facilities provided by the organization. 15% of the respondents neither agree nor
disagree and 13.33% of the respondents strongly agree that they are satisfied with the welfare
facilities provided by the organization.

78
28) In this survey, it is identified that 45.83% of the respondents agree that they have good
advancement in their job. 42.50% of the respondents neither agree nor disagree and 7.50% of
the respondents strongly agree that they are satisfied with the welfare facilities provided by
the organization and 4.17% of the respondents disagree.

29) In this survey, it is identified that 43.33% of the respondents strongly disagree that they
are not forced to do their job due to circumstances. 29.17% of the respondents disagree.
17.50% of the respondents neither agree nor disagree to it. 6.67% of the respondents agree
and 3.33% strongly agree that they are forced to do their job due to circumstances.

30) In this survey, it is identified that 46.67% of the respondents neither agree nor disagree
that favouritism does not have any role to play in the organization. 26.67% of the respondents
disagree. 14.16% of the respondents agree to it. 11.67% of the respondents strongly disagree
and 0.83% strongly agree that favouritism does play a role in the organization.

31) The significant value is >0.050, therefore H0 is accepted at 5% level of significance, there
is a no significant relationship between the qualification and income of respondents (null
hypothesis).

32) The significant value is >0.050, therefore H0 is accepted at 5% level of significance, there
is a no significant relationship between assertive behavior and job satisfaction of the
respondents (null hypothesis).

33) There is significant relationship between assertive behavior and job satisfaction of the
respondents. The two variables are correlated positively.

34) The significant value is >0.050, therefore H0 is accepted at 5% level of significance, there
is a no significant relationship between experience and job satisfaction of respondents (null
hypothesis).

35) The significant value is >0.050, therefore H0 is accepted at 5% level of significance, there
is a no significant relationship between age and assertive behavior of respondents (null
hypothesis).

79
 CHAPTER 9

SUGGESTIONS

Assertive behavior and Job Satisfaction is one of the main essential component that every
employee should have in their job performance. The following are some of the steps that can
be taken in the organization to improve the assertive behavior and job satisfaction.

• Training and development programs must be provided to the employees at regular

intervals to update their knowledge and skills.
• Salaries to the employees must be given in accordance to their experience in the job.
• The kind of work given to an employee should be according to his/her abilities and
knowledge and their efforts for doing a particular task must be valued by giving
appreciations and rewards to the employees for their hard work so that their level of
motivation increases.
• Along with healthy environment, healthy relationship should also be maintained in an
organization.
• The organization should provide certain benefits to their employees, so that they can
perform well to achieve organizational goals.
• The job should be interesting enough, so that it must create enthusiasm among the
employees.
• Workers participation in management should be increased.
• Enough freedom must be given to the employees to take important decisions.

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 CHAPTER – 10

CONCULSION

Assertive behavior is a behavior which enables a person to act in his own best interests, to
stand up for himself without undue anxiety, to express his honest feeling comfortably, or to
exercise his own rights without denying the rights of others. Assertive behavior is usually
honest, direct, expressive, spontaneous, and self-enhancing. Assertive persons make their
own choices, are confident, and feel good about themselves while being assertive and
afterward.

Job satisfaction on the other hand is the feeling of pleasure and achievement which an
employee experience at their job, when the work is worth doing, or the degree to which their
works gives them satisfaction. Job satisfaction is the collection of feelings and beliefs people
have about their 9 current jobs.

Thus, the employees with more job satisfaction have indicated a higher performance.
Henceforth, developing a higher level of job satisfaction among the employee of an
organization would in turn help them enhance their performance. This research shows that the
employees who are informed about the happening and included in decision making attain a
greater level of job satisfaction, have an higher self-esteem and they feel valued at work.

We would hence conclude that raising assertive behaviour and attaining higher level of job
satisfaction would lead to craft a successful endeavour.

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 BIBLOGRAPHY

The main websites and journals that are referred to,

• Devanesam, J., & Saral, L. (2016, February). A study on Assertiveness of women in India.
Retrieved from www.languageinindia.com.
• http://repository-tnmgrmu.ac.in/id/eprint/10028.
• https://www.humanresource.com
• Kirst, L. K. (2011). Investigating the relationship between assertiveness and personality
characteristics. Retrieved from https://stars.library.ucf.edu/honorstheses1990-2015/1200/.
• Naz, S., & Sharma, H. (2017). Job satisfaction among different working organizations: A
literature review. Research Journal of Social Science and Management, 7(6), 29–37
• Javed, M., Balouch, R., & Hassan, F. (2014). Determinants of Job Satisfaction and its impact
on Employee performance and turnover intentions. International Journal of Learning and
Development, 4(2). DOI: 10.5296/ijld.v4i2.6094 .
• Harvell, Lindsey A, et al. (2014) Study on Effective Organizational Communication Affects
Employee Attitude, Happiness, and Job Satisfaction. Journal of Counselling & Development,
vol. 78, pp. 305–315.

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 ANNEXURES

QUESTIONNAIRE

QUESTIONNAIRE

1. Age (in years) :

2. Educational Qualification :

3. Gender : a) Male b) Female

4. Designation :

5. Annual Income (in Rupees) :

6. Work Experience (in years) :

a)Below 1 year b)1-5years c)6-15 years d)16-25 years e)Above 25 years

Assertive Behavior

7. Most people seem to be more assertive and aggressive than I am.

a) Strongly Agree b)Agree c)Neutral d)Disagree e)Strongly Disagree

8. I have hesitated to make or accept tasks because of “shyness”.

a) Yes b)No

9. I am careful to avoid hurting other people’s feelings, even when I feel that I have been injured.

a) Strongly Agree b)Agree c)Neutral d)Disagree e)Strongly Disagree

10. When I am asked to do something, I insist upon knowing why.

a) Strongly Agree b)Agree c)Neutral d)Disagree e)Strongly Disagree

11. I strive to get ahead as well as most people in my position.

a) Strongly Agree b)Agree c)Neutral d)Disagree e)Strongly Disagree

12. I enjoy starting conversations with new acquaintances and strangers.

a) Yes b)No

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13. When I have done something important or worthwhile, I manage to let others know about it.

a) Sometimes b)Always c)Never

14. If someone has been spreading false and bad stories about me, I see him (her) as soon as possible
to “have a talk” about it.

a) Strongly Agree b)Agree c)Neutral d)Disagree e)Strongly Disagree

15. I often have a hard time saying “No”.

a) Strongly Agree b)Agree c)Neutral d)Disagree e)Strongly Disagree

16. I tend to bottle up my emotions rather than make it an issue.

a) Strongly Agree b)Agree c)Neutral d)Disagree e)Strongly Disagree

17. When I am given a complaint, I sometimes just don’t know what to say.

a) Strongly Agree b)Agree c)Neutral d)Disagree e)Strongly Disagree

18. I am quick to express an opinion.

a) Yes b)No

Job Satisfaction

19. I have been getting promotion as per my qualification and experience.

a) Strongly Agree b)Agree c)Neutral d)Disagree e)Strongly Disagree

20. I have full confidence in the management of this organization.

a) Strongly Agree b)Agree c)Neutral d)Disagree e)Strongly Disagree

21. On a scale of 1-10 how would you rate the working conditions of the organization.10 being the
highest.

___________________

22. My superior keeps me informed about all policies/ happenings of the organization.

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a) Strongly Agree b)Agree c)Neutral d)Disagree e)Strongly Disagree

23. I feel that I have opportunity to present my problems to the management.

a) Strongly Agree b)Agree c)Neutral d)Disagree e)Strongly Disagree

24. I feel proud of working in this organization.

a) Strongly Agree b)Agree c)Neutral d)Disagree e)Strongly Disagree

25. As per work requirement my pay is fair.

a) Yes b)No

26. My job has helped me to learn more skills.

a) Strongly Agree b)Agree c)Neutral d)Disagree e)Strongly Disagree

27. I am satisfied with welfare facilities provided by the organization.

a) Strongly Agree b)Agree c)Neutral d)Disagree e)Strongly Disagree

28. I feel I have good prospects or advancement in my job.

a) Strongly Agree b)Agree c)Neutral d)Disagree e)Strongly Disagree

29. I do not like to do this job but circumstances force me.

a) Strongly Agree b)Agree c)Neutral d)Disagree e)Strongly Disagree

30. Favoritism does not have any role to play in this organization.

a) Strongly Agree b)Agree c)Neutral d)Disagree e)Strongly Disagree

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