INFLUENCE OF WELFARE MEASURES ON JOB

SATISFACTION OF EMPLOYEES, WITH REFERENCE

TO KERALA ELECTRICAL & ALLIED CO. LTD,
MAMALA PROJECT REPORT
Submitted to Mahatma Gandhi University in partial fulfillment
of the requirements for the award of the Degree of
MASTER OF BUSINESS ADMINISTRATION

Submitted by

ALPHA T JOY
Reg. No: 190031000615

Under the guidance of

Ms. TINTU JOSEPH
Faculty Guide

Accredited by NAAC with ‘A’ Grade

DEPARTMENT OF MANAGEMENT STUDIES
MAR ATHANASIOS COLLEGE FOR ADVANCED STUDIES
TIRUVALLA
2021
 MAR ATHANASIOS COLLEGE
FOR ADVANCED STUDIES
TIRUVALLA
Ph: 0469 2730323 Fax: 0469 2730317 [email protected]
www.macfast.org

CERTIFICATE
This is to certify that the project report entitled “INFLUENCE OF WELFARE
MEASURES ON JOB SATISFACTION OF EMPLOYEES, WITH
REFERENCE TO KERALA ELECTRICAL & ALLIED CO. LTD,
MAMALA” is a bonafide report of the project work undertaken by Ms. ALPHA
T JOY, fourth semester MBA student of our college during the period from 1 st
April to 31st May, 2021.

Asst. Prof. Tintu Joseph Dr. Sudeep B. Chandramana

Faculty Guide Head, Dept. of Management
Studies

Fr. Dr. Cherian J Kottayil

Principal, MACFAST
University Examiner
 DECLARATION

I hereby declare that this project report entitled “INFLUENCE OF

WELFARE MEASURES ON JOB SATISFACTION OF EMPLOYEES
WITH REFERENCE TO KERALA ELECTRICAL & ALLIED
CO.LTD,
MAMALA” is a bonafide report of the study undertaken by me, under the
guidance of Prof. Ms. Tintu Joseph, Department of Management Studies,
MACFAST, Tiruvalla.

I also declare that this project report has not been submitted to any other
University or Institute for the award of any degree or diploma.

PLACE: TIRUVALLA ALPHA T JOY

DATE : 31/05/2021
 ACKNOWLEDGEMENT

The study will not be complete without acknowledging my sincere gratitude to

all persons who have helped me in the preparation of this report.

I express my sincere thanks to God almighty for giving the strength and
presence of mind to complete the work successfully.

Let me express my gratitude to the principal Rev. Fr. Dr. Cherian J Kottayil
and I express my sincere thanks to Dr. Sudeep B Chandramana (HOD,
Department of Management Studies) and also, I express my sincere thanks to
the faculty guide Prof. Ms Tintu Joseph for his valuable guidance, unfailing
support, good suggestions and timely encouragement for the preparation. Let
me also thank all the faculty members of the department for their help in the
successful completion of the project.

I would like to thank all those who have directly or indirectly contributed to the
success of the project. I also take this opportunity to express profound gratitude
to my parents, family members and several people who have contributed for the
successful completion of the project.

ii
 LIST OF TABLES

Table No. Title Page

No.

5.1 Gender of respondents 34

5.2 Age of respondents 35

5.3 Department of respondents 36

5.4 Qualification of respondents 37

5.5 Experience of respondents 38

5.6 Availability of work from home 39

5.7 Availability of recreational facility 40

5.8 Welfare measures on problem solving 41

5.9 Welfare measures being a motivational factor 42

5.10 Flexibility hours 43

5.11 Training programs 44

5.12 Working environment 45

5.13 Medical facility 46

5.14 Canteen facility 47

5.15 Drinking water facility 48

5.16 Washroom facility 49

5.17 Security measures during night shift 50

5.18 Seating arrangement 51

5.19 Leave policy 52

iii
5.20 Overall allowance of welfare 53

5.21 Overall satisfaction of welfare measures 54

5.22 Chi square value 56

iv
 LIST OF FIGURES

Table No. Title Page

No.

5.1 Gender of respondents 34

5.2 Age of respondents 35

5.3 Department of respondents 36

5.4 Qualification of respondents 37

5.5 Experience of respondents 38

5.6 Availability of work from home 39

5.7 Availability of recreational facility 40

5.8 Welfare measures on problem solving 41

5.9 Welfare measures being a motivational factor 42

5.10 Flexibility hours 43

5.11 Training programs 44

5.12 Working environment 45

5.13 Medical facility 46

5.14 Canteen facility 47

5.15 Drinking water facility 48

5.16 Washroom facility 49

5.17 Security measures during night shift 50

5.18 Seating arrangement 51

5.19 Leave policy 52

v
5.20 Overall allowance of welfare 53

5.21 Overall satisfaction of welfare measures 54

vi
 ABBREVIATIONS

GDP : Gross Domestic Product

ISO : International Organization for Standardization
MVA : Mega Volt Ampere
BIS : Business Information System

vii
 CONTENTS
Page No.

ACKNOWLEDGEMENT (iii)

LIST OF TABLES (iv- v)

LIST OF FIGURES (vi-vii)

ABBREVIATIONS (viii)

Sl No. Title Page No.

1 INTRODUCTION 1

1.1 Background of the Study 2

1.2 Statement of the Problem 2

1.3 Relevance & Scope of the Study 3

1.4 Objectives of the Study 3

2 INDUSTRY PROFILE 4

2.1 Business Process of the Industry 5

2.2 Market Demand & Supply – Contribution to GDP – Revenue 6

Generation

2.3 Level and Type of Competition – Firms Operating in the 7

Industry

2.4 Pricing Strategies in the Industry 7

2.5 Prospects and Challenges of the Industry 8
2.6 Key Drivers of the Industry 9

viii
3 REVIEW OF LITERATURE 11

3.1 Brief Theoretical Construct related to the Problem 12

3.2 An Overview of Earlier Studies 18

3.3 Uniqueness of Research Study 30

4 METHODOLOGY OF THE STUDY 31

4.1 Research Approach and design 32

4.2 Sources of Data 32

4.3 Sampling Design 32

4.4 Data Analysis Tools 33

4.5 Report Structure 33

4.6 Limitations of the Study 34

5 DATA ANALYSIS, INTERPRETATION AND 35

INFERENCE

6 FINDINGS AND SUGGESTIONS 62

7 CONCLUSION 65

BIBLIOGRAPHY 67

APPENDIX 69

ix
 Chapter 1

INTRODUCTION

1
1.1 Background of the study

Kerala Electrical & Allied Co. Ltd is one among the largest, most vibrant and productive
public sector undertaking owned by the govt of Kerala. A multi-product engineering
company, consistently catering to an envious client base, ranging from the Indian army and
Indian air force to world-renowned space research organizations, highly competent
engineering companies and to mammoth institutions like the Indian railway.

This study is mainly focused on the influence of safety and welfare measures on job
satisfaction of employees in the company. Employee welfare and safety has seen as one of
the important measures of performance of an organization. The changes in the work life of
employees and changes in the business environment internal as well as external has brought
tremendous transformation in the organizational behavior. Globalization, Technology and
other work design factors have forced organizations to focus on employee safety and welfare.
Organizations have set standard measures to take care of the employee’s professional and
personal careers. Increase in reliance on technology, distributed work arrangements, increase
in pace of work and diversity in the work environment creating several challenges for human
resource management personnel. First, potential new hazards are emerging from the
introduction of new technologies and through the performance of work in a more virtual
organization. Second, businesses are becoming smaller and flatter and are redefining the
content of work and the nature of the employment relationship.

Management is a critical function in any business that is responsible for the utilization of
resources through proper planning, directing and supervision. Training and learning in a class
room will only make an individual knowledgeable in theoretical aspects of the various
functions of a company. But when exposed to a real time scenario of an organization, the
immense knowledge and experience acquired is of no substitute. In such a situation real
experience in the practical functioning and operations of a company can be of very much
useful in management studies.

1.2 Statement of the problem

This study is important to find out how labour welfare facilities significantly influence the
level of employee satisfaction. This study undertaken in order to understand the different
welfare measures provided by the company, gather the opinion of the employees about these
facilities and also to know the reasons for their dissatisfaction if any.

2
1.3 Relevance and scope of study

This study would give an overview of the occupational safety and welfares and its
effectiveness existing at Kerala Electrical and Allied Engineering Co. Ltd. Mamala. Since
safety and welfares are two important essential elements for improving the productivity of an
organization, a study on the existing safety and welfares would help the organization to
perform better. This study would throw light on the perception of the workers regarding
safety and welfares. This study would also help to analyze the satisfaction level of the
workers towards welfares and safety measures and suggest provisions to improve welfares
and safety measures.

1.4 Objectives of study

1. To study the awareness of the workers about welfare measure.

2. To find out the satisfaction level of the respondents towards welfare measures.
3. To identify the implementation of theoretical concepts in real time scenarios.
4. To find the drawbacks in the current welfare measures
5. To find the correlation coefficient between respondent’s awareness level at the time of
joining and the employee participation in implementing welfare measures.
6. To give suggestions and recommendations to improve the satisfaction level of the
employees.

3
Chapter 2

4
2.1 Business process

Kerala Electrical and Allied Engineering Company Ltd., KEL is one among the
largest, most vibrant, and productive Public Sector Undertaking, and is fully owned by the
Government of Kerala. A multi-product engineering company, consistently catering to an
envious client base, ranging from the army and air force of India to world-renowned space
research organizations, highly competent engineering companies to mammoth institutions
likes the Indian Railways. The company with four state-of-the-art manufacturing units spread
across Kerala has a pan India presence with marketing offices in major metros and select
cities.

The KEL was established in 1964 in the state of Kerala, India. It is a multifaceted company
fully owned by the State government. The corporate office of KEL is situated at Panampilly
Nagar, Cochin. Through its five production facilities, located in various districts of the State,
this ISO 9001: 2000 complaint company provides basic engineering services / products
besides executing projects of national significance for high profile clients like the various
defense establishments. The company has a wide range of network of regional offices and
service centers located in most of the major cities and business centers in India for effective
marketing and to provide efficient after sales service for the product. The regional office and
service centers are at New Delhi, Mumbai, Chennai, Bangalore, Hyderabad, Cochin and
Thiruvananthapuram.

KEL offers to its customer a worldwide comprehensive array of goods and services
through its various division, with manpower base of over 1200, which includes over 250
highly qualified and well-trained professional engineers. This one of the biggest public sector
unit companies in Kerala state. KEL has a vital share in manufacturing and distribution of
transformers in the market since 1964. All the manufacturing units of KEL have ISO
9001:2000 standards.

The products are marked through an all-India network and after sales service offices.
It provides all support services to the sales and marketing team to guarantee complete
customer satisfaction. The company's all-India marketing network with regional offices in all
metro cities cater to major institutional clients like the State Electricity Boards, Indian
Railways and various defense establishments besides the general market clients. The
company manufactures and markets products like general purpose brushless alternators,
brushless alternators for lighting and air-conditioning of rail coaches, medium power and
distribution transformers as well as structural steel fabrications.
5
 The primary interest of the company is in the field electrical equipment and
machinery encompassing areas such as generation, transmission, distribution and utilization
of electric power. In the generating equipment side KEL is a leading manufacturer of
inducted type brushless alternators used for train lighting and air conditioning. In the field of
transmission and distribution of transformers and switch gear, transmission line towers,
substitution equipment and accessories.

The product categories for defense applications include high frequency alternators,
frequency convertors, special alternators and power packs designed and supplied by the
company for missile projects like Falcon, Prithvi, Trishul, Akash have been pioneering
efforts. The company has also supplied special alternators to the Army (Military Power Cars)
and Air Force (Radar Applications). KEL is a leading manufacturer and supplier of the item
to the various state electricity boards in India. Electricity boards of several states, railways,
industries, hospitals etc. are the major clients of KEL. The company has annual turnover of
about 21 Crores and monthly target of about 175 lakhs.

The KEL is also experienced competent in the erection, commissioning, and

maintenance of electrical power transmission and distribution networks which includes H.T,
L.T substations both indoor and outdoor type, package/unitized substations, overhead
transmission lines and pylons, booster stations and street lights etc.

The company has adopted modern technology in association with reputed overseas
manufactures, who are expected in this field. The technical collaboration with EVR of France
(now amalgamated with ALSTHOM ATLANTIQUE) for the manufacture of inductor type
brushless alternators, UNELEC of France for the manufacture of HRC fuses and MOTEURS
LEROY SOMER of France for the manufacture of brushless A/C generators.

2.2 Market demand and supply- contribution to GDP- Revenue generation

The Indian transformer industry will benefit from the strong demand expected from
reforms in the power sector. We expect the industry to witness a CAGR of 30% plus in value
terms over the next five years against approximately 17% CAGR in the past three years.
Improved realizations and higher volumes will largely drive this growth. The government
intends to add massive capacity to the generation side and create a National Grid for
distribution of this power, both of which should boost demand for transformers. The funding
issues for the same have been taken care by the World Bank (WB) and Asian Development
Bank (ADB).

6
 India’s transformer industry is predominantly unorganized with many small players
catering to the smaller distribution transformers market. However, with times changing, many
of them have graduated to the medium size category, thereby expanding the organized
player’s base. In order to take advantage of oncoming demand, a number of companies have
initiated capacity addition programs and many new players are venturing into this space.

Annual demand of about 122,679MVA expected for the next five years The country’s
installed base for transformers stands at 759,240MVA per annum (till 2004 – Source: CMIE).
There are about 20 players in the organized segment with nine of them controlling about 60%
of it. Installed annual capacity of these nine players will stand at approximately 105,154MVA
by end of FY07. Demand for the equipment is expected to remain robust with the XIth Five
Year Plan targeting an addition of about 68,000MW to the existing generating capacity.
Assuming the historical achievement rate of 60%, we expect 61,050MW of additional
generating capacity coming up over the next five years.

Coupled with this, demand will also stem from the replacement market where
transformers installed 25-30 years ago will have exceeded the expected life span. In addition,
exports to countries where power reforms are underway i.e., Africa and Middle East provide
growth opportunity. Also, huge industrial capex lined up in power intensive industries i.e., oil
and gas, metals and cement act as a booster. Based on the above demand factors, we expect a
strong annual demand of 122,679MVA for the next five years.

2.3 Level and type of competition

1. National Level 2. State Level

1. Kirloskar, Bangalore 1.Intrans, Ernakulam

2. InfoTech, Chennai and 2.TELK, Angamaly

3. Crompton Greaves, Chennai

2.4 Price strategies in industry

According to the cost comparison study KEL would charge 2.6 crore per MW in
comparison to 1.6 crore demanded by Chinese manufacturer. But KEL provides high quality
equipment unlike Chinese competitors. KEL secured orders worth Rs.43000 crores during
2015-16 in which Rs 38000 crore came from the power sector. Recognition of sales revenue

7
is

8
done on technical estimates in respect of long production cycle items. Income from project
management services is recognized on work done based on percentage of completion. This
gives an insight in the pricing strategy in its marketing strategy.

2.5 Prospects and challenges of the industry

India’s transformer market is predominantly unorganized with many small participants

catering to the smaller distribution transformer markets. However, many are slowly
graduating to the medium-sized category, thus expanding the organized participants’ base.
This makes the market more competitive and price sensitive rather than quality. If an
organization focuses on quality manufacturing of transformers, they can sustain the
competition and have incremental growth.

Pointing out the challenges, Patel says, “The supply of CRGO is one of the major
challenges in this industry as it needs to be imported and there is less supply. This challenge
needs to be overcome by forecasting material planning properly. The failure rate of
transformers is also a concern.”

He adds, “There are wide variety of products and different star ratings requirement
from customers/clients. So, certifications of each and every product become an expensive
process due to a smaller number of testing facilities. Testing infrastructure available at India’s
premium agency, the CPRI is proving short of demand as they are not in pace with the
production both quantitatively and qualitatively. So, large power transformers are sometimes
sent to overseas facilities for testing. It takes around 2-3 months for BEE certification. Dual
certification from both BIS and BEE is required in India which is even more challenging.”

Even Ganji believes, new BIS efficiency standards were introduced last year: the
transition to meet these new standards has led to a few hiccups on the distribution
transformers market. Most of the manufacturers were not ready with mandatory BIS
certification and has a result the supply to DISCOMs was affected resulting in low demand.
The stringent efficiency levels are also expected to consolidate the market; currently only
250-300 manufacturers have applied or obtained BIS certification out of the total industry
size of 500 plus manufacturers. This is mainly because of unorganized manufacturers who
were highly price competitive and majorly rely on use sub-standard raw materials.

9
 The demand from the manufacturing segment is still a major concern for the industry,
the manufacturing sector is yet to see an investment uptick due to low-capacity utilization and
this has led to slowdown in new as well as expansion projects.

“The slowdown in the manufacturing segment has a ‘Domino’ effect on the overall
transformer industry – low power demand from the manufacturing segment is one of the
major reasons for reducing peak power deficit in the country, excess power from the
manufacturing sector is diverted to residential and agricultural sectors shortening power
outages in these sectors. Unless power demand from manufacturing segment increases the
utilities will be not be very enthusiastic to spend on improving power availability or
expanding the network. Hence, demand expansion in the core manufacturing sectors is very
critical for the transformer industry,” says Ganji.

Renewable energy sector projects, especially in the solar segment have witnessed a
serious slowdown in projects after showing significant growth in 2015 and 2016. This has
hampered spending on transmission projects resulting in delay in project approvals and
project cancellations. In a recent move, Indian government imposed 70 per cent safeguard
duty on imported solar cells; this could increase the overall project cost and is further
expected to impact growth in solar projects and will cause low spending in associated
transmission projects.

“Challenges remain always for quality manufacturers because MKT Realization

versus cost always will race with each other. The cost of manufacturing of quality
transformers as per Level 3 is quite high (IS 1180 transformer almost costs double of IS
2026) so few competitors are finding nook and corners to sacrifice on materials to bag orders
which ultimately does not serve the basic purpose that is to reduce distribution losses by
supply highly efficient transformer. Government has to come forward and promote quality
suppliers to permanently raise the health level of electrical network. It is worth to mention
that more and more inefficient transformers in distribution circuit actually make the total
T&D system paralyzed because there is huge line losses on 24×7 basis totaling millions of
rupees. Wastage which otherwise could have helped the country to progress.

2.6 Key drivers of the industry

1. Intrans Electro Components Pvt Ltd is an electrical manufacturing private limited

10
company, providing the entire range of High Tension 11KV equipment for the industries and

11
other commercial establishments. The products manufactured are Cast Resin Transformers,
United Sub Stations, Load break switch Metering panels, Epoxy Current Transformers,
Potential Transformers and epoxy molded components. The company has a rich heritage of
25 years and is a leading brand in the Kerala market. The products are manufactured under
stringent quality control standards. To diversity the product range, the promoters are putting
up the second manufacturing unit at Aluva, Cochin, Kerala, India. To cater to the ever-
growing demand in other markets an additional Greenfield plant is being established in
Tumkur, Karnataka. All the leading construction groups and factories are the esteemed clients
of Intrans.

2. Resin Tech has been in the activity of manufacturing Epoxy resin cast switch gear
components, Hi-tension current transformer and potential transformers for more than 20 years
and has been enjoying a good reputation among the electrical consultancy, contractors, and
industrial establishments. The products manufactured are of high standards and quality and
well accepted in the market. The factory is well equipped with the latest machineries vacuum
oven material handling facilities to manufacture the above products.

12
Chapter 3

13
3.1 Theoretical construct related to the problem

Industrialization is necessary for prosperity and at times for the survival of a nation.
The production is the real wealth of a nation. The most successful economies have
demonstrated that workplace designed according to good design principles of occupational
safety and welfares are most sustainable and productive.

Theoretical Framework

i) Employee Welfare

Employee welfare is a term including various services, benefits and facilities offered to
employees by the employers. The welfare measures need not be monetary but in any
kind/forms. This includes items such as allowances, housing, transportation, medical
insurance and food. Employee welfare also includes monitoring of working conditions,
creation of industrial harmony through infrastructure for health, industrial relations and
insurance against disease, accident and unemployment for the workers and their families.
Through such generous benefits the employer makes life worth living for employees. Welfare
includes anything that is done for the comfort and improvement of employees and is provided
over and above the wages. Welfare helps in keeping the morale and motivation of the
employees high so as to retain the employees for longer duration. The welfare measures need
not be in monetary terms only but in any kind/forms. Employee welfare includes monitoring
of working. Conditions, creation of industrial harmony through infrastructure for health,
industrial relations and insurance against disease, accident and unemployment for the workers
and their families.

a) Meaning
In broader sense employee welfare means the adoption of measures to promote
the physical, social, psychological and general well-being of the working population.Welfare
work in any industry aims at improving the working and living conditions of workers
b) Definition
Welfare means faring or doing well. It is a comprehensive term, and refers to the
physical, mental, moral, and emotional well-being of an individual. Employee welfare refers
to taking care of the well-being of workers by employers, trade unions and governmental and
non- governmental agencies.
The oxford dictionary defines welfare as “Efforts to make life worth living for workers”

14
In the words of R.Rhokins “welfare is fundamentally an attitude of the mind on the part of
management activities is undertaken”.
In the words of Prof. H.S. Kirkaldy. “The whole field of welfare is one in which
much can be done to combat the sense of frustration of the industrial workers, to relieve them
of the personal and family worries, to improve their health, to offer them some sphere in
which they can excel others and to help them to a wider conception of life.”
In the second Asian Regional Conference of ILO, it was stated that workers’
welfare may be understood to mean “such services, facilities and amenities which may be
established in or in the vicinity of undertakings to enable the persons employed in them to
perform their work in healthy and peaceful surroundings and to avail of facilities which
improve their health and high morale.”
According to Balfour committee, “Labour welfare refers to the efforts made by the
employers to improve the working and living conditions over and above the wages paid to
them. In its widest sense it comprises all matters affecting the health, safety, comfort and
general welfare of the workmen, and includes provision for education, recreation, thrift
schemes, convalescent homes”. It covers almost fields of activities of workers e.g., social,
economic, industrial and educational.
According to Labour Investigation Committee. “Anything done for the intellectual,
physical, moral and economic betterment of the workers, whether by the employers, by the
government or by other agencies over and above what is laid down by law or what is
normally expected on the part of the contractual benefits for which worker may have
bargained.
According to N.M. Joshi, “welfare work covers all the efforts which employers take for
the benefit of their employees over and above the minimum standards of working conditions
fixed by the Factories Act and over and above the provisions of the social legislation
providing against accident, old age, unemployment and sickness”.

c) Features of Employee Welfare

The basic features of labour welfare measures are as follows:
 Labour welfare includes various facilities, services and amenities provided to
workers for improving their health, efficiency, economic betterment and social status.
 Welfare measures are in addition to regular wages and other economic
benefits available to workers due to legal provisions and collective bargaining.

15
  Labour welfare schemes are flexible and ever-changing. New welfare measures
are added to the existing ones from time to time.
 Welfare measures may be introduced by the employers, government, employees or
by any social or charitable agency.
 The basic purpose of employee welfare is to improve the lot of the working class and
thereby make a worker a good employee and a happy citizen.
 Employee welfare is an essential part of social welfare. It involves adjustment of
an employee's work life and family life to the community or social life.
 Welfare measures may be both voluntary and statutory

d) THEORIES OF EMPLOYEE WELFARE

Functional Theory of labour welfare

Functional theory of labour is also called the Efficiency Theory. This theory states
that fully mentally and physically satisfied worker is the most efficient. Employee welfare is
a means to keep industrial workers content so they may work effectively. In this theory,
welfare work is used as a means to secure, preserve and develop the efficiency and
productivity of labour. The theory is helpful in understanding the characteristics of labour
force as reflected on the contemporary support for labour and it worked well if the employer
and employees have the same goal of achieving higher production through better welfare.
The theory is adopted in the study since welfare services affect performance of any labour
force. It is obvious that if an employer takes good care of his workers, they will tend to
become more efficient. According to this theory, the employer has an obligation or duty
towards its employees to look after their welfare.
The constitution of India also emphasizes this aspect of labour welfare. Impact on
Efficiency plays an important role in welfare services, and is based on the
relationship between welfare and efficiency, though it is difficult to measure this relationship.
Programs for housing, education and training, the provision of balanced diet and family
planning measures are some of the important programs of labour welfare which increases the
efficiency of the workers, especially in underdeveloped or developing countries. Totality of
Welfare emphasizes that the concept of labour welfare must spread throughout the hierarchy
of an organization. Employees at all levels must accept this total concept of labour welfare
program will never really get off the ground.

16
Social Exchange Theory
The theory proposes that employees exhibit positive or negative behavior as a
response to the treatment they receive from their employers. According to Greenbergand
Scott (1996), the central aspect of this theory is the norm of reciprocity. A strong social
exchange relationship between the employer and employee will help maintain positive
working relationships and would elicit positive sentiments such as satisfaction commitment
and trust in employees, which in turn will move employees to engage themselves in employee
productivity. Social exchange theory proposes that the relationships we choose to create and
maintain are the ones that maximize our rewards and minimize our costs. According to this,
we are more self- cantered and not necessarily concerned with equality. The basic idea is that
relationships that give us the most benefits for the least amount of effort are the ones we
value the most and are likely to keep long term. Social exchange theory may provide insight
into what variables might mediate the distinct effects of procedural and interactional justice
on Employees’ reactions to the organization versus the supervisor.
Expectancy Theory
The theory holds that individuals choose between alternatives which involve uncertain
Outcomes. The individual’s behavior is not only affected by his preferences amongst
These outcomes but also by the degree to which the individual believes the outcomes to be
possible. Armstrong (2006) defines expectancy as a monitory belief concerning the likelihood
that a particular act will be followed by a particular outcome. According to Armstrong (2006)
expectancies may be described in terms of their strength. Maximum strength is indicated by
subjective certainty that the act will be followed by the outcome while minimal strength is
indicated by subjective certainty that the act will not be followed by the outcome. The
strength of expectations may be based on past experiences for example the idea that
employees who go beyond the call of duty are rewarded. In these circumstances motivation to
perform will be increased
ii) Job Satisfaction
a) Meaning
Job satisfaction or employee satisfaction is a measure of workers' contentedness with
their job, whether or not they like the job or individual aspects or facets of jobs, such as
nature of work or supervision. Job satisfaction can be measured in cognitive, affective, and
behavioral components a satisfied employee is always important for an organization as he/she
aims to deliver the best of their capability. Every employee wants a strong career growth and
work life

17
balance at workplace. If an employee feels happy with their company & work, they look to
give back to the company with all their efforts.

b) Definitions
Hoppock defined job satisfaction as any combination of psychological, physiological
and environmental circumstances that cause a person truthfully to say I am satisfied with my
job (Hoppock, 1935). According to this approach although job satisfaction is under the
influence of many external factors, it remains something internal that has to do with the way
how the employee feels. That is job satisfaction presents a set of factors that cause a feeling
of satisfaction.
Vroom in his definition on job satisfaction focuses on the role of the employee in the
workplace. Thus, he defines job satisfaction as affective orientations on the part of
individuals toward work roles which they are presently occupying (Vroom, 1964).
Spector (1997) refers to job satisfaction in terms of how people feel about their jobs and
different aspects of their jobs.
Ellickson and Logsdon (2002) support this view by defining job satisfaction as the extent to
which employees like their work.
Schermerhorn (1993) defines job satisfaction as an affective or emotional response towards
various aspects of an employee’s work.
C.R. Reilly (1991) defines job satisfaction as the feeling that a worker has about his job or a
general attitude towards work or a job and it is influenced by the perception of one’s job.
J.P. Wanous and E.E. Lawler (1972) refers to job satisfaction as the sum of job facet
satisfaction across all facets of a job.
Abraham Maslow (1954) suggested human need from a five-level hierarchy ranging from
physiological needs, safety, belongingness and love, esteem to self-actualization. Based on
Maslow’s theory, job satisfaction has been approached by some researchers from the
perspective of need fulfillment.

c) Job Satisfaction Theories

Job satisfaction theories have a strong overlap with theories explaining human
motivation. The most common and prominent theories in this area include: Maslow’s needs
hierarchy theory; Herzberg’s motivator-hygiene theory; the Job Characteristics.

18
Hierarchy of needs

Although commonly known in the human motivation literature, Maslow’s needs

hierarchy theory was one of the first theories to examine the important contributors to job
satisfaction. The theory suggests that human needs form a five-level hierarchy consisting of:
physiological needs, safety, belongingness/love, esteem, and self-actualization. Maslow’s
hierarchy of needs postulates that there are essential needs that need to be met first (such as,
physiological needs and safety), before more complex needs can be met (such as, belonging
and esteem).

Fig 4.1 Need Hierarchy Theory

Motivator-Hygiene Theory

Herzberg’s motivator-hygiene theory suggests that job satisfaction and dissatisfaction

are not two opposite ends of the same continuum, but instead are two separate and, at times,
even unrelated concepts. ‘Motivating’ factors like pay and benefits, recognition and
achievement need to be met in order for an employee to be satisfied with work. On the other
hand, ‘hygiene’ factors (such as, working conditions, company policies and structure, job
security, interaction with colleagues and quality of management) are associated with job
dissatisfaction

19
 Fig 4.2 Motivator Hygiene Theory

Job Characteristics Model

The Job Characteristics Model (JCM) explains that job satisfaction occurs when the
work environment encourages intrinsically motivating characteristics. Five key job
characteristics: skill variety, task identity, task significance, autonomy and feedback,
influence three psychological states. Subsequently, the three psychosocial states then lead to a
number of potential outcomes, including: job satisfaction. Therefore, from an organizations’
point of view, it is thought that by improving the five core job dimensions this will
subsequently lead to a better work environment and increased job satisfaction.

Fig 4.3 Job Characteristics Model

3.2 An overview of earlier studies

Sharan (1980) conducted a study on working conditions and job satisfaction. Six
aspects of conditions studied were wages, job security, benefits, promotional prospects,
physical atmosphere at work, and social relationship with immediate bosses.

20
 The researcher found that the accumulative effects of these adverse workingcondition
s have rendered work unpleasant for the respondents. Further it was found that if these
working conditions show any marked improvement particularly in wages, then the
respondent's satisfaction with their job is likely to improve considerably.

Gani (1993) stressed upon the importance of non-wage incentives, which comes
under the purview of non-statutory labour welfare facilities. Moreover, the various aspects of
the job in which majority of the workers were highly dissatisfied are part of labour welfare
facilities. It determined the level of job satisfaction experienced by workers. However, the
research did not study the influence of the dimensions of quality of work life or in other
words the labour welfare facilities on job satisfaction, nor did it study the influence of
personal variables, hierarchy, and that of statutory and non-statutory welfare facilities on job
satisfaction.

Goyal (1995) who studied the awareness of labour welfare facilities and brought out the
relationship between labour welfare facilities and job satisfaction in her work titled Labour
Welfare and Job Satisfaction. The study analyzed the impact of labour welfare measures on
job satisfaction in the textile industries in Punjab, the extent of awareness and implementation
of labour welfare measures among workers and the extent to which these measures have been
successful to improve the workers' lot. Further the study critically assessed the problems and
suggested ways to improve the implementation of labour welfare measure workers satisfied
with these welfare facilities was from the private sectors. Moreover, the percentage of
workers who felt the absence of adequate quality of working conditions, and that the
supervisors and co-workers did not help them in the hour of need were very low. The study
further revealed that satisfaction with the implementation of the Factories Act (1948)
increased job satisfaction among workers. There was a positive correlation between
the level of awareness Act and the level of job satisfaction but this relationship is not
statistically significant. A posit ive correlation was found between the level of satisfaction in
the implementation of the provi sions of the Provident Fund and Miscellaneous Provisions
Act (1952) and job satisfaction. The same results were found with the Employees State
Insurance Act (1948). Education and job satisfaction were negatively related but the
correlation was not statistically significant. A negative correlation existed between status
of employment and job satisfaction among the textile workers. 21.42 percent of workers
reported that they would not like to continue with their present job. The findings of the study
also revealed the percentage of workers in the textile industries studied, who were satisfied

21
with their jobs due to the provision of various statutory labour welfare facilities. Majority of
the workers were satisfied with their jobs with respect to

22
retirement benefits like gratuity and provident fund. The number of such satisfied workers wa
s the highest in the private sectors and the minimum in the public sectors. But only a few
workers were found to be highly satisfied and highly dissatisfied with their jobs in this
regard. A small percentage of workers were dissatisfied with their jobs with respect to
recreational facilities. The percentage of satisfied workers was the highest in the private
sectors and minimum in the public sectors. A fairly large percentage of workers were
satisfied with their jobs with respect to medical benefits and housing facilities. The private
sectors had the maximum number of satisfied workers while in the public sectors minimum
number of the workers was satisfied in this regard. Some workers felt that it is perfectly right
that their job increased their standard of living (20.57 percent). The maximum number of the
workers in flavour of this was from private sectors and minimum from public sectors. The
small percentage of workers felt the absence of adequate quality of working conditions. The
private sectors had the minimum number of workers who are dissatisfied with their job in this
regard, while the cooperative sectors had the maximum number of such workers. A small
number of workers were highly satisfied, majority of them were satisfied and a few of them
were dissatisfied with the quality of working conditions. To conclude, the study suggested the
statutory welfare facilities should be well implemented and so should labour welfare
measures so that the level of job satisfaction increases among textile workers in Punjab,
which in turn may help in increasing productivity of workers.

In this study, Goyal determined the extent of job satisfaction experienced by

textile workers due to primarily the statutory labour welfare facilities provided inthe private,
public and co-operative textile sectors in Punjab, the awareness and implementation of these
labour welfare facilities and their correlation with job satisfaction, including the relationship
between labour welfare and job satisfaction. However, the researcher did not investigate the
influence of personal factors (gender, age and experience) and hierarchy on the level of job
satisfaction of the textile workers studied, compare the level of job satisfaction experienced
by these workers in the different sectors of the textile industry, the influence of the non-
statutory labour welfare facilities on job satisfaction and the differential influence in the
dimensions of labour welfare facilities on the level of job satisfaction.

Kumar and Yadav (2002) titled Satisfaction Level from Labour Welfare Schemes in Sugar
Factories in Gorakhpur Division, examined the labour welfare schemes in the eight State
government and private sector sugar factories of the Gorakhpur Division in Uttar Pradesh.
Based on stratified random sampling, 240 workers were interviewed from these sugar

23
factories,

24
using a well-structured interview schedule. The results revealed that, overall the satisfaction
level of workers from labour welfare schemes was low in both the private and State sugar
factories. Further, the workers in both sectors ranked the four labour welfare schemes
according to their importance, which fell in the 105 following order housing scheme, medical
scheme, followed by education and recreation schemes. However, when a comparison was
made between the respondents in the private and State sugar factories it was observed that
worker's satisfaction level from welfare measures which affects work environment, is higher
in the private sector sugar factories than in the State government sugar factories. Moreover,
satisfaction of workers from social security schemes, housing, medical schemes, education
scheme, was higher for workers in the private sector sugar factories than the State
government sugar factories. The study concluded that workers in State government sugar
factories have less satisfaction from welfare schemes compared to those in the private sector
sugar factories. The study made a comparative analysis of labour welfare schemes in the
private and public sector sugar factories. Butt did not include the study of job satisfaction,
hierarchy and labour welfare. From there view of literature it can be realized that only a few
researchers have shown interest in analyzing labour welfare facilities and its influence on job
satisfaction.

Kumar (2003) titled Labour Welfare and Social Security: Awareness, Utilization and
Satisfaction of Labour Laws. The study was on workers in selected medium scale and large-
scale units equally drawn from public and private sectors in Haryana. A representative
sample of 12 units was selected from these industries in Haryana. The objective of the study
was to ascertain the level of awareness, the extent of implementation and utility of selected
labour laws among the workers in the selected units. A comparison was made of the
awareness, implementation and utility of selected labour laws in the public and private
sectors chosen for the study.

Srivastava (2004) titled Impact of Labour Welfare on Employees Attitudes and Job
Satisfaction, a comparative study was conducted on workers in the private and public sectors
of Kanpur city. The researcher attempted to assess the quality of labour welfare activities,
measure the degree of job satisfaction of workers provided with labour welfare facilities in
private and public sectors and evaluate the attitudes of workers towards management in both
the sectors. With the help of three standardized instruments, data was collected for the
purpose of the study. These included Labour Welfare Inventory by Srivastava (2002), which
had a total of 47 items and measured eight dimensions of labour welfare facilities, Job

25
Satisfaction Scale constructed and standardized by Srivastava (1996) consisting of 38 items
and measuring nine

26
dimensions of job satisfaction and Attitudes of Workers towards Management constructed
and standardized by Kapoor (1972) consisting of 20 items. 95 Incidental sampling technique
was used to determine the sample of 100 workers each from the private and public sectors of
Kanpur city. Thus, the total sample of the study constituted 200 workers from the private and
public sectors. The results of the study showed that better labour welfare facilities have a
deep impact on worker’s psyche. If the conditions of workers are improved and they are
provided with good labour welfare facilities they will be more satisfied in their jobs. Welfare
facilities work as incentives for workers. The study also found that there was a significant
difference in the labour welfare facilities provided in the private and public sector. The public
sector provides better facilities to their workers than the private sector. However, welfare
facilities like subsidized loan, canteen and safety of workers scored significantly higher in
private sector than the public sector. Significant difference was also found in the job
satisfaction experienced between private and public sector workers. The public sector
workers were more satisfied with their jobs than private sector workers. Public sector workers
experiment, job security and get promotion on the basis of kindness from authority, while
private sector workers feel job insecurity and get promotion on the basis of hard work and
performance. Moreover, the private sector workers also received very good salaries and
incentives than public sector workers. A significant difference was also found in the attitudes
of workers towards management in the two sectors. Public sector workers had a favorable
(pro) attitude towards management while the private sector workers had an unfavorable
(anti)attitude towards management. Furthermore, workers who perceived better welfare in
their organizations had a favorable attitude towards management as compared to the workers
who perceived poor welfare facilities in their organizations. Workers who perceived better
welfare activities experienced higher degree of job satisfaction compared to those who
perceived poor welfare facilities in private as well as public the sample of 100 workers each
from sectors. According to this better welfare facilities influence job satisfaction.

In a research study by Srivastava (2004) titled Impact of Labour Welfare on

Employees Attitudes and Job Satisfaction, a comparative study was conducted on workers in
the private and public sectors of Kanpur city. The researcher attempted to assess the quality
of labour welfare activities, measure the degree of job satisfaction of workers provided with
labour welfare facilities in private and public sectors and evaluate the attitudes of workers
towards management in both the sectors. The results of the study showed that better labour
welfare facilities have a deep impact on worker’s psyche. If the conditions of workers are

27
improved and they are provided with good labour welfare facilities they will be more
satisfied in their jobs. Welfare facilities work as incentives for workers. The study also found
that there was a significant difference in the labour welfare facilities provided in the private
and public sector. The public sector provides better facilities to their workers than the private
sector. However, welfare facilities like subsidized loan, canteen and safety of workers scored
significantly higher in private sector than the public sector. Significant difference was also
found in the job satisfaction experienced between private and public sector workers. The
public sector workers were more satisfied with their jobs than private sector workers. Public
sector workers experience, job security and get promotion on the basis of kindness from
authority, while private sector workers feel job insecurity and get promotion on the basis of
hard work and performance. Moreover, the private sector workers also received very good
salaries and incentives than public sector workers.

R Santana Krishnan (2015) in this study the labour welfare activities are for
the most part impacted by compassionate standards and enactment in any country. In India,
before the presentation of welfare and another enactment the states of the work were
hopeless, misuse of kid work, work of long hours, terrible cleanliness and nonappearance of
wellbeing measures are the consistent elements of industrial facility life in India. This article
highlights the labour welfare measures and programmers.

Meenakshi Yadav (2013), in his paper ‘welfare measures’-A study on analysis of

workers reveals the welfare measures in the corporate sector. The factor analysis model has
various issues for labour welfare into eight factors. These are: loans and compensation
facilities, education, housing, subsidized food, better working environment, stability of work
force and provision of cooperative societies. In order to maintain good industrial relations in
the organizations, these types of welfare facilities can maintain a long way efficiency in the
organizations. The corporate sector should maintain a good provision of welfare measures for
the workers.

Poongavanam (2011), in his paper ‘labour welfare measures’-He studied on labour

welfare measures in Anglo French Textiles. He finalized that welfare work in any industry
should improve the working and living conditions of workers and their families. The concept
of labour welfare varies from time to time, region to region, industry to industry and country
to country, depending upon various factors 77such as educational level, social customs, and
degree of industrialization and general standard of socioeconomic development.

28
 Sindhu (2012) stated the employee welfare measures increase the productivity of
organization and promote healthy industrial relations there by maintaining industrial peace.
Organizations provide welfare facilities to their employees to keep their motivation levels
high. Business houses provide many such statutory and non-statutory things policies to
maintain satisfactory level of their employee. When they get better canteen facilities, good
water to drink, clean restrooms, clean and hygiene wash rooms and bathrooms, regular
medical checkups, health insurances, Employee assistance program, grievance handling
department, better facilities to sit or good work place gives employee a high level of
satisfactory level. This gives an organization to grow much faster.

Raziqa & Maulabakhsha (2015) conducted a study on the impact of Working Environment on
Job Satisfaction. The target population consisted of educational institutes, banking sector and
telecommunication industry operating in the city of Quetta, Pakistan. Simple random sampling
was used for collection of data from 210 employees. The results indicated a positive relationship
between working environment and employee job satisfaction. The study concluded that the
businesses need to realize the importance of good working environment for maximizing the
level of job satisfaction.

Manzini and Gwandure (2011) studied that the concept of employee welfare has
been used by many organizations as a strategy of improving productivity of employees;
especially in the mobile industry since work related problems can lead to poor quality of life
for employees and a decline in performance. It is argued that, welfare services can be used to
secure the labour force by providing proper human conditions of work and living through
minimizing the hazardous effect on the life of the workers and their family members.

Brikend (2011) in a study observed that job satisfaction is under the influence of a
series of factors such as: The nature of work, Salary, Advancement opportunities,
Management, Work groups and Work conditions. It is one of the major challenges for today’s
organization. Job satisfaction represents a combination of positive or negative feelings that
workers have towards their work. Meanwhile, when a worker employed in a business
organization, brings with it the needs, desires and experiences which determinates
expectations that he has dismissed. Job satisfaction represents the extent to which
expectations are and match the real awards.

Kaliyamurthy K., Devi shyamala J. A labour welfare measure is adopted in

any organization to improve the health, security, growth, and performance and motivation
29
level

30
of an employee. Labour welfare facilities are provided to the employees by government, trade
union, non-government organizations apart from the employers. This study has been
conducted to evaluate the satisfaction level of employees after getting the labour welfare
measures in the organizations, the study also provides with the suggestion to be given to the
organization to improve the standard of labour welfare measures.

Shantamani .C (1999) conducted “A Study on the Attitude of Workers towards

Labour Welfare Facilities” undertaken by Lakshmi mills company ltd., Coimbatore. The
objectives of this study were to have an idea about the extent utilization of the existing labour
welfare facilities by the owned the attitude of the workers towards various welfare facilities.
The tools used for collection of primary data were questionnaire. The no of respondents was
80. The data was analyzed using percentage method. It was found that the majority of the
employees were satisfied with heat, dust and noise control provisions provided by their
company and canteen was regularly used only by 68 percent of the workers. It was suggested
to adopt better housing facilities and to the improvement and betterment for the members of
the voluntary arrangements

P. Swapna and N. Samuyelu (2011): India being a welfare state wedded to the
philosophy of socialistic pattern of society, it is imperative to have a contended workforce,
enjoying a reasonable standard of living with adequate facilities and provisions for the
wellbeing of them. The absence of any comprehensive study in the area of welfare and social
protection of workers in the study area of Andhra Pradesh and the growing employment
opportunities thrown by the fast-expanding private corporations in this region have been
encouraged the present study by me. It is evident for the literature that many efforts have
been made to study to the various aspects of welfare and social security of employee
indifferent wings of Singareni Collieries Company limited. The present study tries to make a
comparison on the provisions and implementation of the overall benefits of the workers
indifferent wings of the same company and by giving the overall welfare activities of the
company.

DeepaliS.Kadam and H.M.Thakar (2014): If workers health is good, they can work
with full capacity &efficiency. Industrial health depends upon the worker health& workers
health depends upon safety measures provided by organization. An employee spends about 8
hours at the place of work during any working day. He must be provided with 80 such types
of facilities which will maintain his health his wealth & keep him interested in his work.

31
 According to the Dr.K.Lalitha and T.Priyank (2014): The basic purpose of employee
welfare is to enrich the life of employees and keep them happy. Employees spend at least half
their time at work or getting to it or leaving it. They know that they contribute to the
organization when they are reasonably free from worry and they feel that when they are in
trouble/ problems, they are due to get something back from the organization.

According to B.Rajkuar (2014): In this article the author states that Labour
welfare is an important fact of Industrial relations. These give satisfaction to the worker and
ensure that proper remuneration is achieved. With the growth of Industrialization,
Mechanization and Computerization, labour welfare measures has got fillip. The workers In
the Industries cannot cope up with pace of modern life with minimum sustenance amenities.
The workers are in need of added stimulus to keep body and mind together. Labour welfare,
though it has been provided to contribute to efficiency in production, is expensive. Each
employer provides welfare measures of varying degrees of importance for Labour force.

According to Dr.T.priyanga (2016):The author writes that the relationship between

labour welfare facilities provided and job satisfaction experienced by workers in organized
sectors in India. It will also draw a comparison of the labour welfare facilities provided and
the extent of job satisfaction experienced between the Indian and organized sectors. The
welfare measures influence the sentiment of the workers and contribute to the maintenance of
industrial peace. Labour welfare is, thus, one of the major determinants of industrial relations.
Apart from improved morale and loyalty welfare measures are of significance to reduce
absenteeism and labour turnover in industries. This article paper highlights labour welfare
programmers towards organized sectors-a conceptual overview.

According to k. Logasakthi1 & k. Rajagopal (2013): In this paper the author tells
about the Labour health, safety and welfare are the measures of promoting the efficiency of
labour. The various welfare measures provided by the employer will have immediate impact
on the health, physical and mental efficiency alertness, morale and overall efficiency of the
worker and thereby contributing to the higher productivity. Some of the facilities and services
which fall within the preview of labour welfare includes adequate canteen facilities,
accommodation arrangements, and recreational facilities, medical facilities transportation
facilities for traveling from & to the place of work. This paper highlights the welfare
measures taken in the chemical industry, the employees’ satisfaction level, and to identify the
overall quality of work life of the employees.

32
 According to Poonam Salaria, Sumit Salaria (2013): From the above article the
author says about the Employee welfare “the efforts to make life worth living for workmen”.
Employee welfare means anything done for the comfort and improvement, Intellectual or
social, of the employees over and above the wages paid which is not a necessity of the
industry. The basic purpose of employee’s welfare is to enrich the life of employees and keep
them happy and contended. No statutory benefits are the result of employer’s generosity,
enlightenment and philanthropic feelings. It is one of many ways for people to feel heard,
cared for, to be informed and to be involved.

Simpson, (2003), discussed about “employee satisfaction affect an employee’s health “but
it also affects a company’s productivity. If the employees are happy then the company will have
good productive workers. If employees like their job, they will have no problem doing it. If on
the other hand employees hate their job, they will try anything to avoid it. Unhappy employees
waste a lot of time and valuable work hours by standing around complaining, taking long
lunches and breaks, leaving early, coming to work late, and dragging out work to avoid doing it
or getting more work.

The study of Reddy and Rajendran (1993) on Organizational Commitment and

Work satisfaction among Industrial Workers, attempted to determine the organizational
commitment and work satisfaction of 200 workers in two public and private sectors. The
findings of the study revealed that majority of the workers experienced high level of job
satisfaction, while others experienced moderate and low level of job satisfaction.

A study by Sharma and Jyoti (2006) titled Job Satisfaction Among School Teachers
conducted on a random sample of 120 equally represented government and private school
teachers in Jammu city (at primary and secondary school levels) revealed that the degree of
job satisfaction secured by teachers is not high and the reason lies in insufficient pay. Unless
the physical needs, which require money, are satisfied, an employee will not be tempted to
achieve higher order needs.

Panda (2001) in the paper titled Job Satisfaction of Dotcom Employees - An Indian
Experiment studied job satisfaction among a sample of 150 executives at various levels (from
Managers to Vice Presidents) of dotcom companies, spread over six cities in India - New
Delhi, Mumbai, Calcutta, Bangalore, Hyderabad and Chennai. A majority of the respondents
were satisfied with the job they were doing (73 percent), and a majority was also found to be
dissatisfied with the company in which they are working (75 percent). The researcher further

33
explained that the nature and content of the job is the driving force behind satisfaction,
whereas

34
apprehensions and operational problems leading to doubts about long-term survival of the
company are indicators of dissatisfaction.

A study exploring the relationship between organizational climate and job satisfaction
was done by Prabhu and Rodrigues (2003) in their study titled Organizational Climate and
Its Influence upon Job Satisfaction: A Study in a Public Sector Organization in 127 India.
The objectives of the study were to assess the nature and state of organizational climate,
explore the relationship between the organizational climate and employee job satisfaction,
and to suggest workable organizational climate, and improving strategies to enhance the
employees' job satisfaction. The stratified sampling technique was used for drawing the
sample of 100 executives and non-executives from a public sector. A self-administrated
questionnaire consisting of personal attributes and professional demographic information,
including items on organizational climate, and items pertaining to job satisfaction were used.
The study adopted job satisfaction survey questionnaire by Spector (1985) combined with job
satisfaction questionnaire that was simplified and modified to suit Indian working conditions
as per the requirements of the study. The organizational climate questionnaire by Balder R.
Sharma (1989) was also used. The findings revealed that a majority of employees were highly
satisfied with their jobs and the organizational climate. The dimension wise analysis revealed
that employees perceived different dimensions of job satisfaction differently. Co-workers,
resources, compensation and recognition were the dimensions which most of the employees
reported high satisfaction. Training, supervision and management are the variables where
they experienced low satisfaction.

Nazir (1998) made an attempt to study the overall job satisfaction of bank clerks,
identify the determinants of job satisfaction including the perceived importance of some job
and background factors on the overall job satisfaction. The study titled Perceived Importance
of Job Facets and Overall Job Satisfaction of Bank Employees was conducted on a randomly
selected sample of 193 clerks in various branches of a private bank in Srinagar district of
Jammu and Kashmir. The instruments used to collect data from the respondents included the
Brayfield-Rothe scale (1958) to measure overall job satisfaction, scale for rating perceived
importance job facets by Khaleque and Rehman (1987), and the job facets and life
satisfaction questionnaire. The results of the study revealed that majority of the clerks (76
percent) were satisfied with their job, while few of them (24 percent) were dissatisfied.
Moreover, the overall job satisfaction was significantly higher for those respondents who are
satisfied with job components and job facets than those who were not satisfied with them.

35
Further there were five

36
factors that were conceived as the most important causes of job dissatisfaction namely hours
of work, adequate earnings, management policy, ability utilization, and recognition. The
relationship between job satisfaction and personal variables showed that except for income
and level of education no other variable such as age, marital status and number of dependents
showed any association with overall job satisfaction.

In a study by Katuwal and Randhawa (2007) titled A Study of Job Satisfaction of

Public and Private Sector Nepalese Textile Workers, an investigation was made in comparing
the job satisfaction of 372 workers in the public and private textile sectors in Nepal. The
sample was selected on the basis of stratified random sampling. The results of the study
determined that the workers in the public and private textile sectors experienced high
dissatisfaction towards job facets, especially the facets of monetary expenditure of the
organization, behavioral aspects of management, and employment policy of the organization.
While comparing the workers in the public and private textile sectors, it was found that public
sector textile workers were statistically more satisfied than their private sector counterparts
with personnel policies, style of management, and welfare facilities. The private sector textile
workers were statistically more satisfied with the duration of work, wages, job security, and
training and development than those in the public sector. Both groups of workers had similar
attitudes on the job facets such as autonomy in work, 141 job interest, promotion, ability
utilization, recognition, supervision style, colleagues, and physical facilities available in the
work place. The study was a comparative analysis of job satisfaction and job factors in the
private and public sectors. It determined the job facets that influenced the job satisfaction of
workers in the two sectors, as well as those job facets in which the two groups experienced
similar satisfaction. The study however left out the personal variables, labour welfare and
their impact on job satisfaction.

Agbozo, Owusu, Hoedoafia & Atakorah (2017) analysed the effect of work environment
on job satisfaction in a merchant bank in Ghana. The study was conducted to ascertain the
impact of physical and mental environment on employees’ performance and to know the
overall satisfaction level of employees. It also studied whether physical, social and
psychological work environment affect job satisfaction. Findings of the study indicated that
most of the staff at the bank is satisfied with their work environment especially the physical
ambiance.

37
3.3 Uniqueness research study

For any organization to survive, human resources are important one. The success of
any organization to a great extend depends upon the quality of work efforts of the personnel.
For that the employees should have good welfare facilities. Then only they get job
satisfaction. Satisfied employees are the real worth of the organization. Through this study
there is possibility for improving the welfare of employees.

38
Chapter 4

39
4.1 Research approach and design

Research is an art of scientific investigation. According to Redmen and Mary defines

research as a “systematic effort to gain knowledge”. Research methodology is way to
systematically solve the research problem. It is a plan of action for a research project and
explains in detail how data are collected and analyzed. This research study is a descriptive
research study. A research design is a plan that specifies the objectives of the study, method
to be adopted in the data collection, tools in data analysis and hypothesis to be framed. “A
research design is an arrangement of condition for collection and analysis of data in a manner
that aims to combine relevance to research purpose with economy in procedure”.

4.2 Sources of online data

Data are those data which already prepared by someone else. The secondary data is
historical in nature. Secondary data are collected from:

a) Annual reports
b) Records
c) The company site Kerala electrical and allied engineering company

4.3 Sampling design

The sampling technique used in this study is Convenience sampling. Convenience

sampling is a type of non-probability sampling that involves the sample being drawn from
that part of the population that is close to hand. It is a type of sampling where the first
available primary data source will be used for the research without additional requirements.
In other words, this sampling method involves getting participants wherever you can find
them and typically wherever is convenient. In convenience sampling no inclusion criteria
identified prior to the selection of subjects.

POPULATION
The group of individuals under study is known as population or universe. Population
is the aggregate of all units in any field of enquiry. It is the collection of individuals or of
their values which can be numerically specified. A population may be definite or infinite. The
population of the study includes the factory employees of KEL, Mamala.

40
SAMPLE SIZE
Sample size refers to the number of items to be selected from the universe to
constitute a sample. The sample size used for the study is 80 factory employees of KEL,
Mamala.

DATA COLLECTION
In this Covid-19 situation, the data is collected from the factory employees using
Google Forms and it is the primary data. The employee feedback on job satisfaction as well
as work environment has been obtained by the use of questionnaire. The findings of the study
depend purely on the responses given by the factory employees. However adequate care has
been taken to collect unbiased data.

In this study, Secondary data is collected from published source. For identifying the
various factors related to job satisfaction and work environment, the secondary data is
obtained from text books, internet, journals etc.

4.4 Data analysis tools

PERCENTAGE ANALYSIS: Percentage analysis shows the entire population on term of

percentage. It reveals the number of belongings in a particular category or the number of
people preferring a particular manner in interpreted in forms of percentage. It refers to special
kind of rates percentage are used in making comparisons between two or more series of data.
A percentage is used to determine relationship between the series.

CORRELATION: A correlation is a statistical measure of the relationship between two

variables. The measure is best used in variables that demonstrate a linear relationship
between each other. The variables tend to move in opposite directions (i.e., when one variable
increases, the other variable decreases). 0: No correlation. Correlation is used for finding
whether there is any relationship between age and job satisfaction.

4.5 Report structure

 CHAPTER 1: INTRODUCTION

Introduction chapter includes background of the study, statement of the problem,

relevance and scope of the study also the objectives of the study

41
  CHAPTER 2: INDUSTRY PROFILE

This chapter includes industrial profile, business process of industry, market

demand and supply, contribution to GDP, revenue generation, pricing strategies in the
industries, prospects and challenges of the industries, key drivers of the industries and
product profile.

 CHAPTER 3: REVIEW OF LITERATURE

A detailed review of literature has been done by reviewing the previous studies
relating the core area of the research. This chapter includes brief theoretical, construct
related to the problem. An overview of earlier studies and uniqueness of research study.

 CHAPTER 4: METHODOLOGY OF STUDY

This chapter deals with the research approach and design, sources of online data,
sampling design, data analysis tools, report structure and limitations of study.

 CHAPTER 5: DISCUSSION
 CHAPTER 6: FINDINGS OF THE STUDY
 CHAPTER 7: CONCLUSION

4.6 Limitations of study

i. The respondents were limited and cannot be treated as the whole population
ii. Some of the respondents were not ready to respond due to their busy schedule.
iii. The interviews conducted with the personnel were cut short due to lack of time

42
Chapter 5

43
Data analysis, interpretation and inference

Gender of Respondents

Table 5.1 Frequency distribution based on the gender of respondents

Gender Size Percentage

Male 42 52

Female 38 48

Total 80 100

GENDER

female, 48%
male, 52%

male female

Fig. 5.1 Frequency distribution based on the gender of respondents

Interpretation

From the sample taken for the study, 52% of respondents are male whereas 48 % of
respondents are female.

44
Age of respondents

Table 5.2 Frequency distribution based on the age of respondents

Age Size Percentage

21-24 23 28.75

25-28 38 47.5

29-32 13 16.25

33-36 6 7.5

Above 36 0 0

Total 80 100

AGE

50
45
40
35
30
25
20
15
10
5
0
21-24 25-28 29-32 33-36 Above 36

Fig 5.2 Frequency distribution based on age of respondents

Interpretation

It is understood from the table that 28.75% respondents belong to the age group of 21-
24, 47.5% belongs to the age group 25-28, 16.25% belongs to age group 29-32 and the
remaining 7.5% belong to the age group 33-36.

45
Department of respondents

Table 5.3 Frequency distribution based on the department of respondents

Departments No. of Respondents Percentage

Personnel& 8 10
Administration
Finance 10 12.5

Marketing 12 15

Design 5 6.25

Store 8 10

Production 20 25

Security 2 2.5

quality 15 18.75

Total 80 100

DEPARTMENT

30
25
25

20 18.75
15
15 12.5
10 10
10 6.25
5 2.5

Fig. 5.3 Frequency distribution based on the department of respondents

46
Interpretation

From the above data, most of the respondents are from production department i.e., 20%.
Rest of the respondents are from different departments such as;

Personnel & Administration – 10

Finance – 12.5

Marketing – 15

Design – 6.25

Store – 10

Production - 25

Security – 2.5

Quality – 18.75

Qualification of respondents

Table 5.4 frequency distribution based on the qualification of respondents

Course No. of Respondents Percentage

ITI 30 37.5

Diploma 24 30

Graduate 18 22.5

PG 8 10

Total 80 100

47
 COURSE
40 37.5

35
30
30

25 22.5

20

15
10
10

0
ITI Diploma Graduate PG

Fig. 5.4 Frequency distribution based on qualification of respondents

Interpretation

According to the graph, 37.5% of the respondents are from ITI background whereas
30% are from Diploma. Graduate and PG holders are 22.5% and 10%.

Experience of respondents

Table 5.5 Frequency distribution based on the experience of respondents

Years Size Percentage

<1 15 18.75

1-3 49 61.25

3-5 16 20

5-7 0 0

>7 0 0

Total 80 100

48
 EXPERIENCE
0
0

20 18.75

61.25

<1 1 to 3 3 to 5 5 to 7 >7

Fig 5.5 Frequency distribution based on the experience of respondents

Interpretation

It is the clear from the table that 18.75% of respondents were part of the organization
for the less than 1 year, 61.25% have been working in organization for the 1 to 3 years and
remaining 20% were part of organization for 3 to 5 years.

Availability of work from home

Table 5.6 Frequency distribution based on the availability of work from home

Work from home Size Percentage

Yes 45 56.25

No 35 43.75

Total 80 100

49
 WORK FROM HOME

60

50

40

30
56.25

20 43.75

10

0
Yes No

Fig.5.6 frequency distribution based on the availability of work from home.

Interpretation

It is understood from the table that 56.25% of respondents receive ‘work from home
option and remaining 43.75% of respondents does not have work from home option.

Availability of recreational facility

Table 5.7 frequency distribution based on the availability of recreational facility

Recreational facility Size Percentage

Yes 54 67.5

No 26 32.5

Total 80 100

50
 Recreational facility

32.5

67.5

Yes No

Fig.5.7 Frequency distribution based on the availability of recreational facility

Interpretation

It is clear from the table that 67.5% of respondents are getting recreational facility and
remaining 32.5 % is not getting recreational facility.

Degree of welfare measure in problem solving

Table 5.8 frequency distribution based on the welfare measure in solving problem

Solving problems Size Percentage

Always 25 31.25

Sometimes 49 61.25

Rarely 6 7.5

Never 0 0

No opinion 0 0

Total 80 100

51
 Problem solving
70
61.25
60

50

40
31.25
30

20

10 7.5

0
Always Sometimes Rarely

Fig. 5.8 frequency distribution based on the welfare measure in solving problem

Interpretation

This table shows that for 31.25% of the respondent’s welfare measures always help in
solving problems. For 61.25 % of the respondent’s welfare measures sometimes help in
solving

Welfare measures being a motivational factor

Table 5.9 Frequency distribution based on the motivational factor

Motivational factor Size Percentage

Always 15 18.75

Sometimes 41 51.25

Rarely 22 27.5

Never 0 0

No opinion 2 2.5

Total 80 100

52
 motivational factor
60
51.25
50

40

30 27.5

18.75
20

10
2.5
0
0
Always Sometimes Rarely Never No opinion

Fig.5.9 Frequency distribution based on the motivational factor

Interpretation

It is clear from the above the table that for 18.75% of the respondent’s welfare
measure always plays a motivational factor. For 51.25% of the respondent’s welfare measure
sometimes plays a motivational factor. For 27.5% of the respondent’s welfare measure rarely
plays a motivational factor and the remaining 2.5% of the respondents has no opinion.

FLEXIBILITY OF HOURS

Table 5.10 Frequency distribution based on the flexibility of hours

Flexibility of hours Size Percentage

Highly satisfied 7 8.75
Satisfied 57 71.25
Neutral 14 17.5
Dissatisfied 2 2.5
Highly dissatisfied 0 0
Total 80 100

53
 80
71.25
70

60

50

40

30

20 17.5

10 8.75
2.5
0
0
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

Table 5.10 Frequency distribution based on the flexibility of hours

Interpretation

This table shows that 8.75% of the respondents are highly satisfied, 71.25% of the
respondents are satisfied, 2.5% of the respondents are dissatisfied and remaining 17.5% of the
respondents have no opinion regarding flexibility of hours.

TRAINING PROGRAMS

Table 5.11 frequency distribution based on the training programs

Training Programs Size Percentage

Highly satisfied 5 6.25

Satisfied 38 47.5

Neutral 32 40

Dissatisfied 5 6.25

Highly dissatisfied 0 0

Total 80 100

54
 50 47.5
45
40
40
35
30
25
20
15
10 6.25 6.25
5
0
0
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

Table 5.11 frequency distribution based on the training programs

Interpretation

It is clear from the above table that 6.25% of the respondents are highly satisfied,
47.5% of the respondents are satisfied, 6.25% of the respondents are dissatisfied and balance
40% of the respondents has no opinion regarding training programs.

WORKING ENVIRONMENT

Table 5.12 Frequency distribution based on the working environment

Working Environment Size Percentage

Highly satisfied 21 26.25
Satisfied 40 50
Neutral 18 22.5
Dissatisfied 1 1.25
Highly dissatisfied 0 0
Total 80 100

55
 60

50
50

40

30
26.25
22.5
20

10
1.25
0
0
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

Table 5.12 Frequency distribution based on the working environment

Interpretation

The above table depicts that 26.25% of the respondents are highly satisfied, 50% of
the respondents are satisfied, 1.25% of the respondents are dissatisfied and remaining 22.5%
of the respondents have no opinion regarding working environment

MEDICAL FACILITIES

Table 5.13 Frequency distribution based on the medical facility

Medical Facilities Size Percentage

Highly satisfied 11 13.75

Satisfied 36 45

Neutral 26 32.5

Dissatisfied 5 6.25

Highly dissatisfied 2 2.5

Total 80 100

56
 50
45
45
40
35 32.5
30
25
20
15 13.75

10
6.25
5 2.5
0
Highly satisfied Satisfied Neutral Dissatisfied Highly
dissatisfied

Fig. 5.13 Frequency distribution based on the medical facility

Interpretation

It is clear from the above table that 13.75% of the respondents are highly satisfied,
45% of the respondents are satisfied, 6.25% of the respondents are dissatisfied, 2.5% of the
respondents are highly dissatisfied and remaining 32.5% of respondents have no opinion
regarding medical facilities.

CANTEEN FACILITIES

Table 5.14 Frequency distribution based on the canteen facility

Canteen facilities Size Percentage

Highly satisfied 8 10

Satisfied 38 47.5

Neutral 29 36.25

Dissatisfied 5 6.25

Highly dissatisfied 0 0

Total 80 100

57
 50 47.5
45
40
36.25
35
30

25

20

15
10
10
6.25
5
0
0
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

Table 5.14 Frequency distribution based on the canteen facility

Interpretation

It is clear from the above table that 10% of the respondents are highly satisfied,47.5%
of the respondents are satisfied,6.25% of the respondents are dissatisfied and remaining
36.25% of the respondents have no opinion regarding canteen facilities.

DRINKING WATER FACILITY

Table 5.15 Frequency distribution based on the drinking facility

Drinking water facility Size Percentage

Highly satisfied 25 31.25

Satisfied 55 68.75

Neutral 0 0

Dissatisfied 0 0

Highly dissatisfied 0 0

Total 80 100

58
 80
68.75
70

60

50

40
31.25
30

20

10
0 0 0
0
Highly satisfied Satisfied Neutral Dissatisfied Highly
dissatisfied

Table 5.15 Frequency distribution based on the drinking facility

Interpretation

It is clear from the above table that 31.25% of the respondents are highly satisfied and
68.75% of the respondents are satisfied regarding drinking water facility.

WASHROOM FACILITY

Table 5.16 Frequency distribution based on the washroom facility

Washroom facility Size Percentage

Highly satisfied 21 26.25

Satisfied 54 67.5

Neutral 5 6.25

Dissatisfied 0 0

Highly dissatisfied 0 0

Total 80 100

59
 80

70 67.5

60

50

40

30 26.25

20

10 6.25
0 0
0
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

Table 5.16 Frequency distribution based on the washroom facility

Interpretation

The above table depicts that 26.25% of the respondents are highly satisfied, 67.5% of
the respondents are satisfied and remaining 6.25% of the respondents have no opinion
regarding washroom facility.

SECURITY MEASURES DURING NIGHT SHIFT

Table 5.17 Frequency distribution based on the night shift

Security measures during night shift Size Percentage

Highly satisfied 19 23.75
Satisfied 37 46.25
Neutral 22 27.5
Dissatisfied 2 2.5
Highly dissatisfied 0 0
Total 80 100

60
 50 46.25
45
40
35
30 27.5
25 23.75

20
15
10
5 2.5
0
0
Highly Satisfied Neutral Dissatisfied Highly
satisfied dissatisfied

Fig 5.17 Frequency distribution based on the night shift

Interpretation

It is clear from the above table that 23.75% of the respondents are highly
satisfied,46.25% of the respondents are satisfied,2.5% of the respondents are dissatisfied and
remaining 27.5% of the respondents have no opinion regarding security measures during
night shift.

SEATING ARRANGMENT

Table 5.18 Frequency distribution based on the seating arrangement

Seating Arrangement Size Percentage

Highly satisfied 19 23.75

Satisfied 39 48.75

Neutral 21 26.25

61
 Dissatisfied 1 1.25

Highly dissatisfied 0 0

Total 80 100

62
 60

50 48.75

40

30 26.25
23.75
20

10
1.25
0
0
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

Fig 5.18 Frequency distribution based on the seating arrangement

Interpretation

It is clear from the above table that 23.75% of the respondents are highly
satisfied,48.75% of the respondents are satisfied,1.25% of the respondents are dissatisfied
and remaining 26.25% of the respondents have no opinion regarding seating arrangement.

LEAVE POLICY

Table 5.19 Frequency distribution based on the leave policy

Leave Policy Size Percentage

Highly satisfied 9 11.25

Satisfied 51 63.75

Neutral 20 25

Dissatisfied 0 0

Highly dissatisfied 0 0

Total 80 100

63
 70
63.75

60

50

40

30 25

20
11.25
10

0 0 0
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

Table 5.19 Frequency distribution based on the leave policy

Interpretation

The above table depicts that 11.25% of the respondents are highly satisfied, 63.75%
of the respondents are satisfied and remaining 25% of the respondents have no opinion
regarding leave policy.

OVERTIME ALLOWANCE

Table 5.20 Frequency distribution based on the overtime allowance

Overtime allowance Size Percentage

Highly satisfied 8 10

Satisfied 35 43.75

Neutral 21 26.25

Dissatisfied 16 20

Highly dissatisfied 0 0

Total 80 100

64
 50
45 43.75
40
35

30
26.25
25
20
20
15
10
10
5
0
0
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

Table 5.20 Frequency distribution based on the medical overtime allowance

Interpretation

It is clear from the above table that 10% of the respondents are highly
satisfied,43.75% of the respondents are satisfied,20% of the respondents are dissatisfied and
remaining 26.25% of the respondents have no opinion regarding overtime allowance.

OVERALL SATISFACITON OF WELFARE MEASURES

Table 5.21 Frequency distribution based on the overall satisfaction

Overall Satisfaction Size Percentage

Highly satisfied 9 11.25

Satisfied 60 75

Neutral 10 12.5

Dissatisfied 0 0

Highly dissatisfied 0 0

Total 80 100

65
 80
75
70

60

50

40

30

20
11.25 12.5
10
0 0
0
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

Table 5.21 Frequency distribution based on the overall satisfaction

Interpretation

The above table shows that 11.25% of the respondents are highly satisfied, 75% of the
respondents are satisfied, and 12.5% of the respondents have no opinion with overall
satisfaction of welfare measures provided by the company.

CHI-SQUARE ANALYSIS

Chi-square test is an important test among the several tests of significance developed
by statisticians. It is a statistical tool used in the context of Sampling Analysis

In this section the Chi-square analysis is carried out between study factors and
personal factors mainly to identify the factors that have significant influence on the various
factors considered.

The personal factor is:

Age

The study factors considered are:

 Flexibility of hours
 Training programs
 Working environment
 Medical facilities

66
  Canteen facilities
 Drinking water facility
 Washroom facility
 Security measures during night shift
 Seating arrangement
 Leave policy
 Overtime allowance

All the tests are carried at 5% level of significance.

The results are presented in the following table with suitable hypothesis and relevant
interpretations.

SATISFACTION AND AGE

Hypothesis: There is no significant relation between satisfaction of employees on Flexibility

of hours, training program, working environment, Medical facilities, Canteen facilities,
drinking water facility, Washroom facility, Security measures during night shift, Seating
arrangement, Leave policy, Overtime allowance and Age

67
Table 5.22 Chi-square value: Satisfaction and Age

significant
Tabulated
Sl No. Study Factors Chi-square value /not
value
significant

Flexibility of
1. 20.7077 26.296 not significant
hours

Training
2. 13.9611 26.296 not significant
program

Working
3. 14.8896 26.296 not significant
environment

4. medical facilities 12.2066 26.296 not significant

5. Canteen facilities 22.9636 26.296 not significant

Drinking water
6. 1.8416 26.296 not significant
facility

Washroom
7. 14.4236 26.296 not significant
facility

Security
8. measures during 10.8982 26.296 not significant
night shift

Seating
9. 16.94 26.296 not significant
arrangement

10. Leave policy 13.6528 26.296 not significant

Overtime
11. 8.3516 26.296 not significant
allowance

68
 Interpretation

1. It is founded that hypothesis is accepted in this case because calculated value is less than
the table value so it is concluded that flexibility of hours has no influence in satisfaction
of employees.
2. It is founded that hypothesis is accepted in this case because calculated value is less than
the table value so it is concluded that training program has no influence in satisfaction of
employees.
3. It is founded that hypothesis is accepted in this case because calculated value is less than
the table value so it is concluded that working environment has no influence in
satisfaction of employees.
4. It is founded that hypothesis is accepted in this case because calculated value is less than
the table value so it is concluded that medical facility has no influence in satisfaction of
employees.
5. It is founded that hypothesis is accepted in this case because calculated value is less than
the table value so it is concluded that canteen facility has no influence in satisfaction of
employees.
6. It is founded that hypothesis is accepted in this case because calculated value is less than
the table value so it is concluded that drinking water facility has no influence in
satisfaction of employees.
7. It is founded that hypothesis is accepted in this case because calculated value is less than
the table value so it is concluded that washing room facility has no influence in
satisfaction of employees.
8. It is founded that hypothesis is accepted in this case because calculated value is less than
the table value so it is concluded that Security measures during night shift has no
influence in satisfaction of employees.
9. It is founded that hypothesis is accepted in this case because calculated value is less than
the table value so it is concluded that seating arrangement has no influence in satisfaction
of employees.
10. It is founded that hypothesis is accepted in this case because calculated value is less than
the table value so it is concluded that leave policy has no influence in satisfaction of
employees.

69
11. It is founded that hypothesis is accepted in this case because calculated value is less than
the table value so it is concluded that overtime allowances have no influence in
satisfaction of employees.

70
CHAPTER 6

71
Findings

1. It is found that 52% of the respondents are male.

2. It is found that 47.5% of the respondents are in the age group 25-28.
3. It is found that 25% of the respondents are working in the production department.
4. It is found that 37.5% of the respondents are from ITI background.
5. It is found that 61.25% of respondents have been working in the organization for 1 to
3 years.
6. It is found that 56.25% of respondents are receive ‘work from home’ option.
7. It is found that 67.5% of respondents are getting recreational facility.
8. It is found that 61.25% of respondents are of the opinion that welfare measures
sometimes help in solving problems.
9. It is found that 51.25% of respondent’s welfare measures sometimes plays a
motivational factor.
10. It is found that 71.25% of the respondents are satisfied with the welfare measures.
11. It is found that 71.25% of the respondents are satisfied regarding flexibility of hours.
12. It is found that 47.5% of respondents are satisfied regarding training programs.
13. It is found that 26.25% of the respondents are highly satisfied regarding working
environment.
14. It is found that 45% of the respondents are satisfied with medical facilities.
15. It is found that 47.5% of respondents are satisfied with canteen facilities.
16. It is found that 68.75% of respondents are satisfied regarding drinking water facility.
17. It is found that 48.25% of the respondents are satisfied with seating arrangements
18. It is found 67.5% of respondents are satisfied regarding washroom facility.
19. It is found that 46.25% of respondents are satisfied regarding security measures
during night shifts.
20. It is found that 63.75% of respondents are satisfied with leave policy.
21. It is found that 43.75% of respondents are satisfied regarding overtime allowance.
22. It was found that the department of a person has an effect on the welfare measures.

72
Suggestions

1. Management can take necessary steps to improve security measures during night shift.
2. Improve the quality and quantity of food in the canteen.
3. Increase overtime allowance.
4. The training provided by the company should be based on the needs of all workers.
5. Proper training has to be given to avoid frequent accidents.

73
CHAPTER 7

74
Conclusion

From the study it is found that Employee welfare facility has great impact on job
satisfaction. The welfare measures should be made in such a way that it accomplishes the
needs of the employees if the needs of the employees are satisfied it will lead to the
satisfaction of the employees which will automatically leads to increase in productivity of the
company. It gives the feel of care to the employees that result in sincerity and loyalty of the
employees towards the organization. The management required to provide good facilities to
all employees in such way that employees become satisfied about employee welfare facilities.
It increases productivity as well as quality and quantity. So there is some requirement of
making some provisions for improving the welfare activities through that employees will
become happy, employees performance level become increase. It leads to improve favorable
effects of profitability and products of the organization.

75
 BIBLIOGRAPHY

BOOKS:

 Arnold, H. J., & Feldman, D. C. (1986). Organizational behavior. New York, NY:
McGraw Hill Book.

 Spector, P. E. (1997). Job satisfaction: Application, assessment, causes

and consequences. Thousand Oaks, CA: Sage Publications, Inc.

JOURNALS:

 Bojadjiev, M., Petkovska, M. S., Misoska, A. T., & Stojanovska, J. (2015).

Perceived work environment and job satisfaction among public administration
employees. The European Journal of Applied Economics, 12(1), 10-18.

 Raziq, A., & Maulabakhsh, R. (2015). Impact of Working Environment on Job

Satisfaction. Procedia Economics and Finance, 1(1), 717-725.

 Dr. Salunke, G. (2015). Work environment and its effect on job satisfaction in
cooperative sugar factories in Maharashtra, India. Abhinav International Monthly
Refereed Journal of Research in Management & Technology, 4(5), 21-31.

 Dr. Jain, R., & Kaur, S. (2014). Impact of work environment on job satisfaction.
International Journal of Scientific and Research Publications, 4(1), 1-8.

 Pitaloka, E., & Sofia, I. P. (2014). The effect of work environment, job
satisfaction, organization commitment on OCB of internal auditors. International
Journal of Business, Economics and Law, 5(2), 10-18,70

 Bakotic, D., & Babic, T. (2013). Relationship between Working Conditions and
Job Satisfaction: The Case of Croatian Shipbuilding Company. International
Journal of Business and Social Science, 4(2), 206-213.

 Scott, K. D., Vest, J. M., & Markham, S. E. (2000). Factors Influencing Employee
Beliefs That Pay Is Tied to Performance. Journal of Business and Psychology,
14(4), 553-562.

 Haynes, B. P. (2008). An evaluation of the impact of the office environment

on productivity. Journal of Facilities, 26(5/6), 178-195.

76
  Taiwo, A. S. (2010). The influence of work environment on workers’ productivity: A
case of selected oil and gas industry in Lagos, Nigeria. African Journal of Business
Management, 4(3), 299-307.

 Ajala, E. M. (2012). The influence of workplace environment on workers’ welfare,

performance and productivity. The African Symposium Journal, 12(1), 141-149.

 Ayamolowo, S. J., Irinoye, O., & Oladoyin, M. A. (2013). Job Satisfaction and Work
Environment of Primary Health Care Nurses in Ekiti State, Nigeria: An Exploratory
Study. International Journal of Caring Sciences, 6 (3), 531-542.

 Singh, J. K., & Dr. Jain, M. (2013). A study of employees’ job satisfaction and its
impact on their performance. Journal of Indian Research, 1(4), 105-111.

 Agbozo, G. K., Owusu, I. S., Hoedoafia, M. A., & Atakorah, Y. B. (2017). The Effect
of Work Environment on Job Satisfaction: Evidence from the Banking Sector in
Ghana. Journal of Human Resource Management, 5(1), 12-18.

Websites

 http://www.Kel.co.in/divisions.html
 http://www.Kel.co.in

77
 APPENDIX

QUESTIONNAIRE

1. Gender: Male Female

2. Age

□ 21- 24 □ 25- 28 □ 29-32 □ 33-36 □ Above 36

3. Department: Personnel & Administration Marketing

Design Store Production

Quality Assurance Security

4. Qualification: ITI Diploma

Graduate PG

5. How long have you been part of this organization?

□<1 □ 1-3 □ 3-5 □ 5-7 □>7

7. Does the organization provide ‘Work from home’ option?
□ Yes □ No
8. Does the organization offer recreational facilities?

□ Yes □ No

8. Do the welfare measures help in solving the problems?

□ Always □ Sometimes □Rarely □ Never □ No opinion

9. Do the welfare measures provided by the organization play a motivational factor?

□ Always □ Sometimes □Rarely □ Never □ No opinion

78
 A. Rate your level of satisfaction on the following:

Highly Satisfied Neutral Dissatisfied Highly

satisfied Dissatisfied

10. Flexibility of
hours
11. Training programs

12. Working
environment
13. Medical facilities

14. Canteen facilities

15. Drinking water

facility
16. Washroom facility

17. Security measures

during night shift
18. Seating
arrangements
19. Leave policy

20. Overtime
Allowance

21. Rate overall satisfaction of welfare measures provided by the organization.

□Highly Satisfied □ Satisfied □Neutral □Dissatisfied □Highly Dissatisfied

79