CHAPTER I

INTRODUCTION

1.1 ABOUT THE STUDY

INTRODUCTION
It creates a contended labor force which in turn enhances productivity and loyalty the concept has been
evolves through generations.
DEFINITION:

Job satisfaction or employee satisfaction is a measure of workers' contentedness with their job, whether
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 (evaluative), affective (or emotional), and behavioral components. Researchers
have also noted that job satisfaction measures vary in the extent to which they measure feelings about the
job (affective job satisfaction) or cognitions about the job (cognitive job satisfaction).

One of the most widely used definitions in organizational research is that of Edwin A. Locke (1976), who
defines job satisfaction as "a pleasurable or positive emotional state resulting from the appraisal of one's job
or job experiences" (p. 1304). Others have defined it as simply how content an individual is with his or her
job; whether he or she likes the job.
It is assessed at both the global level (whether the individual is satisfied with the job overall), or at the facet
level (whether the individual is satisfied with different aspects of the job). Spector (1997 lists 14 common
facets: appreciation, communication, co-workers, fringe benefits, Job conditions, nature of the work,
organization, personal growth, policies and procedures, promotion opportunities, recognition, security, and
supervision.

MEANING:

Job satisfaction is defined as the level of contentment employees feel with their job. This goes beyond their
daily duties to cover satisfaction with team members/managers, satisfaction with organizational policies,
and the impact of their job on employees’ personal lives.

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 It is a general attitude which is the result of many specific attitudes on three areas, namely job factors,
individual characteristics and group relationships outside the job, job satisfaction is designed as a plausible
(or) positive emotional state resulting from the appraisal of one’s job (or) job experience. This definition
gives importance to the state of mind of workers.

EVOLUTION:

It has been a subject of great interest to researcher, academics and managers for several decades now.

Systematic studies began only in 1430s, prior to that F.W.Taylor the father of scientific management was
also concerned with employees attitude and their influence on performance.

F.W. Taylor

He was the one who considered man as mortal being and wanted mental revolution through satisfaction of
job.

• In 1920s the how throne studies conducted by Elton may and his colleagues, marked an entirely different

approach to the subject of satisfaction. • Report stop cock (1935) published the first major study on job

satisfaction.

• He developed an attitude scale to measure employee's attitude towards their job.

• He sound multiplicity factors like fatigue, monotony working conditions, supervision and ceiling of
achievements contributed to JS, either + or.

The Studies of Herzberg, mouser & Sideman (1959) marked yet another milestone in the field of Job
satisfaction studies.

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THEORIES:

Three important theories of Job satisfaction.

1. The Physical Economical Theory

Here the emphasis was on physical arrangements of satisfaction. F.W. Taylor oriented his research in
this approach.

2. The Human Relations Theory

This school stressed the importance of informal work groups, employee centered supervisor styles and
practices as well as feelings & emotions of individuals in determining role satisfaction.

3. The Work Itself Growth Theory

This school tells the nature of work was the primary source of Job satisfaction.

The Theories Are

• V Room (1964).
• Porter & Lawler (1968).
• MC edge land needs theory (1953).
• Mas clown ’s need hierarchy theory an:

• Herberzherg’s two factor theory.

The five needs or Maslow’s theory (Basic needs)

• Physiological needs : Food, Air, Water.

• Safety needs : Shelter freedom from physical theory.
• Belonging needs : Social needs.
• Esteem needs : approval from others .
• Self-actualization needs : the desire to become more and more what one is.

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Herzberg’s two factor theory.

Hygiene: Physical factors like working conditions, company policies &

salary etc.

Motivators:

Psychological factors, Achievement, Responsibility etc.

While the absence of hygiene leads to dissatisfaction.

FACTORS:

Organizational Factors:

• Work and its attributes

• Pay, wages & salaries.
• Promotion as career progression.
• Recognition & appreciation.
• Working condition.
• Human relations at work.
• Organ climate (or) culture.

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PERSONAL & SOCIO ECONOMIC FACTORS:

Age, Sex, Education, Self or Personality trait, Income status of worker.

A Concept Model of Employee Satisfaction

Working Condition Human Relation

Facilities Service Condition

Nature of Work Work Culture

Job Satisfaction

Need Fulfillment Potential (NFP)

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IMPORTANCE OF JOB SATISFACTION:

Employee satisfaction is of utmost importance for employees to remain happy and also deliver their level
best. Satisfied employees are the ones who are extremely loyal towards their organization and stick to it
even in the worst scenario.

• The first benefit of employee satisfaction is that individuals hardly think of leaving
their current jobs.
• Employee satisfaction is essential to ensure higher revenues for the organization.
• Satisfied employees tend to adjust more and handle pressure with ease as compared
to frustrated ones.

ADVANTAGES OF JOB SATISFACTION:

Job satisfaction has many benefits to an organization. Some of the most notable are:

• Lowers voluntary turnover • Reduces Employee Absenteeism • Reduces long-term

HR costs.

• Contributes positive results towards Employee Referral Programs. • Boosts

Employee Productivity.

• Increases Employee Retention.

Understanding its benefits, having satisfaction in the job for the employess is very essential for every
business.

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DISADVANTAGES OF JOB SATISFACTION:

The following are a few top disadvantages of job satisfaction at the workplace. They are

1. You never want to leave your comfort zone:

Though having job satisfaction is vital in order to help you have a happy professional life, one of the chief
limitations of job satisfaction is that you are so content with what you do, that you will eventually refuse
to leave your comfort zone.

You will begin to accept only those tasks which you have been doing since you joined the company and you
will not be willing to try your hand at something new.

As opposed to this, people who have low job satisfaction constantly want to try their hand at something
new; in the event of trying to find something they like doing.

2. You refuse to challenge yourself:

People who have immense job satisfaction will never be willing to challenge themselves with a daunting
task.

This is because they are afraid that if they challenge themselves then the job will not remain as satisfying as
it was.

This having been stated, job satisfaction does not mean that you only take on tasks which are easy for you
and which you are used to doing, on the contrary, job satisfaction means that you do your job irrespective
of the challenges which are thrown your way, as you know these challenges will only help you better
yourself.

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1.2 ABOUT THE INDUSTRY

History

The electric power industry began in the 19th century, which led to the development of inventions
such as gramaphones, radio transmitters, receivers and television. The vacuum tube was used for early
electronic devices, before later being largely supplanted by semiconductor components as the fundamental
technology of the industry.
The first working transistor, a point-contact transistor, was invented by John Bardeen and Walter Houser
Brattain at Bell Laboratories in 1947, which led to significant research in the field of solid- state
semiconductors during the 1950s. This led to the emergence of the home entertainment consumer electronics
industry starting in the 1950s, largely due to the efforts of Tokyo Tsushin Kogyo (now Sony) in successfully
commercializing transistor technology for a mass market, with affordable transistor radios and then
transistorized television sets.
The most widely manufactured electronic device is the metal-oxide-semiconductor field-effect transistor
(MOSFET), invented by Mohamed M. Atalla and DawonKahng at Bell Laboratories in 1959. It is the
"workhorse" of the electronics industry, with MOSFET scaling and miniaturization being the primary
reason for the rapid exponential growth of electronic semiconductor technology since the 1960s. The
MOSFET, which accounts for 99.9% of all transistors, is the most widely manufactured device in history,
with an estimated total of 13 sextillion (1.3 × 1022) MOSFETs having been manufactured between 1960 and
2018.[8] The industry employs large numbers of electronics engineers and electronics technicians to design,
develop, test, manufacture, install, and repair electrical and electronic equipment such as communication
equipment, medical monitoring devices, navigational equipment, and computers. Common parts
manufactured are connectors, system components, cell systems, computer accessories, and these are made
of alloy steel, copper, brass, stainless steel, plastic, steel tubing and other materials.

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PROGRESS OF THE INDUSTRY:

The Indian electronics industry saw growth in the early years of the 21st century, encouraged both
by government policies and incentives and by international investment. Its key and most resource-intensive
segment, the semiconductor industry benefitted from domestic demand growing briskly. Semiconductors
were required by a large number of industries, including telecommunications, information technology,
industrial machinery and automation, medical electronics, automobile, engineering, power and solar
photovoltaic, defence and aerospace, consumer electronics, and appliances. As of 2015, however, the skill
gap in Indian industry threatened progress, with 65 to 70 per cent of the market relying on imports.

PRESENT STATUS

The electronics industry has seen sweeping changes over the last two decades. These have primarily
been in the product domain (across technologies, formats and design), the evolution of the retail environment
(from traditional to large-format specialised stores and e-commerce), and an evolving regulatory landscape.
The requirements of both the consumers and businesses have evolved, leading to a demand for more
innovative products.
The industry’s ecosystem has undergone drastic changes to keep pace with the changing demand patterns.
The supply chains are now far more complex, diverse, and optimised to meet the new industry structure.
Currently, a significant share of Indian demand is met by imports. But the Indian electronics industry is
being ushered into an era wherein the manufacture of several components will be indigenised through
regulatory support and incentivised production from the government of India.

The long-term growth potential for the industry is optimistic, primarily because the market
penetration is still low, currently standing at single digits for some categories like LED products and
industrial electronics. Besides, the positive outlook of higher GDP growth rate, rising disposable incomes,
improving physical and social infrastructure (availability of electricity and water), better logistics (facilitated
by improved road connectivity), the Digital India programme, and the expansion of retail will provide
additional impetus.

It is this promise of sustainable longterm growth that has attracted several international brands to
India, many of whom have set up manufacturing facilities here.
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 Specific to the electronics sector, several policies such as Make in India, National Policy of
Electronics, Net Zero Imports in Electronics, and Zero Defect Zero Effect, augur well for the industry, as
they signal a commitment to growth in domestic manufacturing, lowering import dependence, energising
exports, and environmentally-conscious manufacturing. Incentives to attract capital and measures to
develop the component supply base (applying the Phased Manufacturing Plan for mobiles to other
categories) will have to be sustained at the supply side, while also correcting aberrations in GST on the
demand side. Furthermore, despite the lockdown, the government of India has been consistently expanding
incentives through the three major schemes it launched in April 2020 with an outlay of ₹ 500 billion.

The electronics industry is one of the fastest growing across the world, set to reach US$ 7.3 trillion
by 2025. The Indian market is expected to be second only to China’s, followed by Vietnam, South Korea
and Taiwan.

The government of India is focusing on manufacturing electronics hardware within India, which
seems to be the conceptual origin for both the Make in India and the Digital India programmes. These
initiatives encourage domestic manufacturing and exports across the electronics system design and
manufacturing (ESDM) value chain, aiming to achieve a market size of US$ 251 billion by 2023. The Indian
electronics industry consists of seven main segments, including consumer electronics, industrial electronics,
communications and broadcasting electronics, strategic electronics, computer hardware, electronic
components, and LED products.

SIGNIFICANCE

The electronics industry is the economic sector that produces electronic devices. It emerged in the
20th century and is today one of the largest global industries. Contemporary society uses a vast array of
electronic devices built in automated or semi-automated factories operated by the industry.
Products are primarily assembled from metal-oxidesemiconductor (MOS) transistors and integrated
circuits, the latter principally by photolithography and often on printed circuit boards.

The size of the industry and the use of toxic materials, as well as the difficulty of recycling has led
to a series of problems with electronic waste. International regulation and environmental legislation has
been developed in an attempt to address the issues.
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 The electronics industry consists of various sectors. The central driving force behind the entire
electronics industry is the semiconductor industry sector,[1] which has annual sales of over $481 billion as
of 2018.[2] The largest industry sector is e-commerce, which generated over $29 trillion in 2017.[3] The
most widely manufactured electronic device is the metal-oxidesemi conductor field-effect transistor
(MOSFET), invented in 1959, which is the "workhorse" of the electronics industry.

CHALLENGES FACED BY ELECTRONICS MANUFACTURERS:

The global marketplace is constantly evolving. No other industry experiences more change than
electronics. New technology becomes available at an alarming rate. In order to remain competitive in the
electronics industry, electronics manufacturers must be able to keep up. Electronics companies of all shapes
and sizes face the following challenges.

Short Product Life Cycles

Technology evolves to meet the wants and needs of consumers. It’s crucial for electronics
manufacturers to have the right processes in place for new product introduction. Teaming up with a qualified
contract manufacturer ensures new products meet all quality, volume and release requirements.

Meeting Demand

Demand for technology is rapidly changing. Because technology is so closely intertwined with
demand, it is extremely vulnerable to changes in local conditions. Production capabilities should be kept
lean and able to shift to meet changing demand.

Environmental Impact

New standards and regulations require electronics manufacturers to consider the environmental
impact of a product’s entire life cycle. Every aspect must be considered, from the manufacturing process
and the chemicals used, to consumer energy use and disposal of the product.

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Managing Service and Warranty

Having good quality control measures in place ensures that only high quality products are produced.
However, sometimes things go wrong. Being able to service faulty parts as opposed to replacing products
under warranty saves both time and money. It also allows electronics manufacturers to provide a greater
level of customer service and increase trust in their brand.

Power Consumption

It’s becoming more and more important for electronics manufacturers to produce smaller products
that last longer and consume less power. This can be a challenge for manufacturers without the equipment
or technology necessary to create new products. Contract manufacturers stay up-to-date with the latest
technology and practices. They help companies produce new products without spending the cost and time
involved with training and equipment.

Quality Control

With so many electronics companies competing in the marketplace, it’s more important than ever to
produce good quality products. Consumers want electronic products that operate the way they should. Strict
quality control measures ensure consistent quality of all products produced.

Means Engineering, Inc. offers electronic manufacturing services to a wide range of industries. We
are an ISO 9001, AS 9100 and ISO 13485 certified contract manufacturer. We work directly with you from
concept to completion.

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 1.3 ABOUT THE COMPANY

GT Electronic (India) Private Limited our standard line of products is supplemented by custom
made products in such fields as instrument process measurement and CONTROL household appliances and
communication.

About GT Electronic (India) Private Limited:-

GT Electronic India Pvt. Ltd., is a Subsidiary of GT electronic GmbH & Co.KG having more than 30 years
of experience in providing standard and customized solution for Inductive Components, Coils, Chokes, HF
Transformers and Current Transformers in small, medium and large scale production, from handmade to
fully automated production. GT Electronic India Pvt. Ltd. started its business operation in India since 2002
as an EOU unit for designing and manufacturing magnetic components. In 2012 got DTA approval to
expand our market in India. Which has been granted with certification according to ISO 9001:2015, ISO
14001:2015 & OHSAS 18001:2007. Additionally they own a UL insulation system class F and VDE
approval for several transformer series. Some of their current transformer series are certified by
CPRI/ERDA. They ensure RoHS Compliance for all their products. Their in-house design and development
team extends to support customized solutions by working together with their customers and also enables
them to support the customer requirements at optimum costs.

Tailor made solutions due to more than 30 years of experience and most modern production equipment
Qualified development support from experienced industry connoisseurs Innovative, effective and high-
quality products at competitive prices Real customer service day-to-day Optimum synergies by strong group
of companies.
Mission:

Alignment of processes towards customer-oriented and market-Oriented actions o High quality at

competitive prices because of innovation and continuous improvement of own actions o Acting as one
motivated and targeted team o Profitable and sustainable company.

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Vision:

Leading medium-sized group for inductive components and measurement technology with global
R&D and production plants Drive of Success: We are supported by a high qualified and experienced
management-team who helps us to execute a perfect fitting product range to almost all customer
requirements. Our success is based on our highly qualified employees. They realize individual project
solutions at the highest technical level and ensure a future-proof and trustful partnership to all of our
customers. Furthermore our wide range of products are of interest to both SMEs and large companies. We
translate customer individual needs into tangible solutions, which we then present as functioning prototypes.
The most valued asset, our employees, will also ensure our mutual future success.

• BUSINESS TYPE - Exporter, Manufacturer, Supplier

• EMPLOYEE COUNT - 200
• ESTABLISHMENT - 2002
• ANNUAL TURNOVER - Rs 46 Crores
• CERTIFICATION - ISO 9001:2015, ISO 14001:2015 & ISO 45001:2016
• GST No - 33AABCG6665R1Z0
• CIN No. - U31909TN2002PTC049275
• NATURE OF BUSINESS - Exporter and Manufacturer
• ADDITIONAL BUSINESS - Distributor
• COMPANY TYPE - Unlisted Private
• CATEGORY - Company limited by Shares
• PAID UP CAPITAL - ₹ 1.05 Cr
• ADDRESS - NO.21/2, TIRUCHITRAMBALAMPANJAYAT
THIRICHITRAMBALAM VILLAGE, TINDEVANAM TN 605111 IN
• CONTACT - +91 – 0413-2671145
• MAIL - [email protected]

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BOARD OF DIRECTORS ( MANAGEMENT TEAM )

1. MANAGING DIRECTOR S. SENTHILKUMAR

2. PRODUCTION DIRECTOR S. SYED MUSTHAFA
3. MANAGER K. MUSTHAK
(PRODUCT DEVELOPMENT )
4. MANAGER RAJESHKANNA
(PRODUCTION TECHNOLOGY )
5. MANAGER KK. MURUGESAN
(FINANCE & ADMIN
6. MANAGER- R. ANANTH
(PURCHASE & LOGISTICS)
7. MANAGER S. MUTHUSELVAM
(QUALITY ASSURANCE )
8. MANAGER D. KRISHNAMOORTHY (HR & IR)
9. CUSTOMER RELATIONSHIP K. MANIKANDAN
MANAGEMENT

PRODUCTS:

Inductor and chokes

GT Electronic India is a well experienced manufacturer of customized toroidal chokes, high current
chokes, output chokes, EMI filters, power inductors and power supply filtering chokes for various
applications.

Features and Versions (based on customer`s application):

Iron powder and Si-Fe ferrites.

Mounting can be horizontal or vertical.

Manufacturing with mounting/base plate or encapsulated with potting/vacuum potting.

15
 Manufacturing in customized terminals like SMD PIN, through hole PIN or flying leads with
crimp/connectors

Construction according to EN 61558-1, UL insulation system for class F (GT owned), RoHS and
REACH conformity.

Common Mode Choke

The CMC chokes (two /more coils are wound on a single core) are used for prevention of
electromagnetic interference (EMI) and radio frequency interference (RFI) from power supply lines and for
prevention of malfunctioning of electronic equipment.

Current Compensated Suppression Choke

These chokes are based on high-permeability toroid core (ferrite) with two symmetrical windings,
so the magnetic fields are cancelling each other. They are mainly used in devices with switched mode power
supplies.

Rod Core / Drum Core Inductor

For rod core/drum core inductors, the wire is wound directly on the core. The core shape is typically
cylindrical or cylindrical with end caps.

Power Factor Correction Chokes (PFC)

GT Electronic India optimizes a Power Factor Correction (PFC) solution for any specific application.
PFC chokes are made of core with one main winding and an auxiliary winding, if needed.

PFC chokes are used to reduce significantly harmonic distortions – generally in line with the main
supply in SMPS components.

Storage Chokes

Storage chokes are used for energy storage in SMPS components. They are usually made of iron or
metal powder cores with one winding. When the inductance decreases with increasing load current, the load
current is typically selected at 60% to 75% of the non-load inductance.

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Coils
GT Electronic India designs and manufactures various types of magnetic coils for multiple
applications, depending on the requirements of our customers. An electromagnetic coil is an electrical
conductor, such as a wire in the shape of a coil, spiral or helix.

Electromagnetic coils are used in electrical engineering, in applications where current interacts with

magnetic fields in devices such as inductors, electromagnets, transformers and sensor coils. Air Core Coils

An air core coil is an inductor that does not depend upon ferromagnetic materials to achieve its
specific inductance. Its inductance is quite low and the magnetization characteristic curve is linear. Air core
coils show no magnetic saturation compared to coils with magnetic cores.

Auxiliary Coil

GT Electronic India offers all types of customized auxiliary coils, depending on the requirements of
our customers. Regularly auxiliary coils are used in relays.

Solenoid Coils

Solenoid coils just look like a simple coil of wire, but when current passes through it, it becomes an
electromagnet. Electromagnets are particularly useful besides regular magnets, because they can be
switched on and off and strengthened by increasing the passed current.

Solenoid coils are used in relays, water pressure valve, hard disk drive, speakers, MRI machine, cars
etc

Rogowski Coils

Rogowski coils are “air-coated” toroidal coils located around the conductor. The alternating
magnetic field, produced by the current, induces a voltage in the coil, which is proportional to the rate of
change. They are used for measuring AC current or high speed current pulse. For Rogowski coils, the
winding must be as evenly as possible.

Uneven windings cause susceptibility at magnetic pickup in adjacent conductors or other sources of
magnetic fields. To avoid such errors, GT Electronic India uses a special machine for accurate windings.

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High Frequency Transformer

GT Electronic India designs and manufactures all kind of customized high frequency switching
transformers in various geometry like EE, EF, ETD, EFD, RM, PQ, EI, ER,EP and toroidal. The operation
frequency range is up to 200KHz. Features and Versions (based on customer`s application):

Producing geometry like EE, EF, ETD, EFD, RM, PQ, EI, ER, EP and toroidal

Using iron powder, Si-Fe, Nano crystalline and amorphous ferrites

Manufacturing with mounting/base plate or encapsulated with potting/vacuum potting

Mounting can be horizontal or vertical

Manufacturing in customized terminals like SMD PIN, through hole PIN or flying leads with
crimp/connectors

Construction according to EN 61558-1, UL insulation system for class F (GT owned), RoHS and
REACH conformity

SMPS Transformer

GT Electronic India offers a wide range of customized SMPS transformers. These transformers are
used extensively in electronic applications, usually within a switch mode power supply. Fly Back
Transformer

Fly Back transformers (also called Line Output Transformers or LOPT) are designed to generate
high voltage saw tooth signals with relatively high frequency. They are used in SMPS.

Push-Pull Transformer

Push-Pull transformers (also called Buck-Boost transformer) are widely used in converting direct
current (DC) voltage into another value of DC voltage.

Push-Pull transformers are usually the preferred choice in high power switching transformer
applications up to one kilowatt.

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Forward Transformer

Forward transformers are also popular switched mode power supply (SMPS) circuits, used for
producing isolated and controlled DC voltage from unregulated DC input supply.

Forward transformers are used in ranges from 100W to 500W, whereas Flyback transmitters are
particularly suited for low power applications.

Special Customized Transformer

GT Electronic India is your professional partner for all special applications and customized
transformers.

Current Transformer

Current transformers are devices that transform higher current value to lower current value (e.g. 50A
to 5A). Current transformers provide galvanic isolation from the voltage on the primary winding while
simultaneously creating a power signal that has been converted to a standard level (1A or 5A), which in turn
permits the use of standard measurement instruments and relays.

Encapsulated Current Transformer

GT Electronic India is one of the leading manufacturer in encapsulated low tension current
transformers as per IS2705/IEC61869-2.

Features

Provide with busbar window suitable for many size of busbars

Robust housing with a nickel plated secondary terminal

Providing with mounting clamps and screws

Various mounting options like wall mounting, cable mounting, busbar mounting, DIN rail mounting

Safety locks for secondary terminals.

50/60Hz PCB Mountable Current Transformer

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TYPES AND FEATURES:

Economic PCB Current Transformer (L01-62XX Series)

Current Range upto 200A

Fully encapsulated and resin filled

Primary- Secondary insulation of 2500Vac

Economic PCB Current Transformer (L01-620X Series)

Current Range upto 100A

Fully encapsulated and resin filled

Primary- Secondary insulation of 2500Vac

High Output PCB Current Transformer (L01-650X Series)

Current Range from 5A to 15A

Higher Output voltage and saturation current

Primary- Secondary insulation of 2500Vac

High Precision PCB Current Transformer (L01-651X Series)

Current Range 10A and 15A

Accuracy: 0.2 class

Primary- Secondary insulation of 2500Vac

High Accuracy PCB Current Transformer (L01-651X Series)

Current Range 50A and 150A Accuracy:

1 class

Primary- Secondary insulation of 4KVrms

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HF PCB Mountable Current Transformer

GT Electronic India offers standard HF PCB mountable current transformers in various current range
with different sizes and accuracy. Frequency range from 20kHz to 200kHz.

Tape Wound Current Transformer

GT Electronic India offers customized tape wound current transformers in different accuracy and

dimension. Custom Design

GT Electronic India is your specialist for all type of customized current transformers.

Power Transformer

GT Electronic India offers a wide range of power transformers, designed to grant the reliability,
durability and efficiency required in industrial and commercial applications.

PCB Mountable Toroidal Power Transformer

GT Electronic India offers 50/60Hz flat design and high quality PCB mountable toroidal
transformers. These transformers are intended for 115V or 230V @ 50/60Hz applications. Our transformers
meet UL 1950, VDE and EN60950.

Features

Flat design and low weight compared to traditional stacked lamination types

1.6VA to 50VA

Primary winding (115V or 230V @ 50/60Hz) with center taping for parallel or series connection
Operating ambient temperature +60°C

For easy assembly we offer M4 or M5 threads in the center (based on the VA)

Open Version Toroidal Power Transformer

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 GT Electronic India offers 50/60Hz flat design and high quality miniature toroidal transformers.
These transformers are intended for 115V or 230V @ 50/60 Hz applications. Our transformers meet UL
1950, VDE and EN60950.

These transformers are used in various applications like medical equipment, video monitors and
motor control, audio equipment and office machines.

Features

Flat design and low weight compared to traditional stacked lamination types

Double insulated primary wire leads

Primary winding (115V or 230V @ 50/60Hz) with center taping for parallel or series connection

Operating ambient temperature +60°C

Center hole potted for M4 bolt

Custom Design

GT Electronic India is your specialist for customized toroidal power transformers up to 1 KVA with
different input and output voltages.

SMD Components

Surface-Mount Technology (SMT) is a special method of producing electronic circuits where the
components are mounted or placed directly onto the surface of Printed Circuit Boards (PCBs). Such an
electronic device is called Surface-Mount Device (SMD).GT Electronic India offers a blister package
facility for SMD products.

Advantages from SMD compared with through-hole technique

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 • Higher density of connections because routing space on inner or back-side layers is not blocked by
holes.
• Less holes need to be drilled.
• Lower initial costs and less time for production start.
• Better EMC performance. ipsensor – Power metering for energy management

Use ipsensor (intelligent Power Sensor) to measure active power, current, voltage and frequency of
single loads in low voltage systems.

Manage your actions easily within your energy management system to improve the energy efficiency or
to minimize the down times by preventive maintenance / service.

ipsensor – base module for industry 4.0

ipsensor uses the wires in low voltage distribution boards for measuring, for example on the fuses in control
cabinets. The system concept guarantees an optimal cost-value ratio through 1%measuring accuracy, easy
installation in retrofit or new installations and very low internal energy consumption.

The modular system consists of one base unit (ipsensor Base) and one or more sensors (ipsensor 3, 12). The
sensors contain several metering points to measure the active power of the single loads.

You can connect up to 120 metering points by ribbon cable to the base unit with flexible distances. The
very fast bus system supports the individual assignment of the correct phase to each individual current
metering point, to enable the calculation of the power values. The base unit is mounted on a DIN rail, the
sensors are mounted on the fuses or similar devices.

The metered values are read out by mod bus protocol (TCP / RTU). You can integrate ipsensor with the
ipsensor service tool in your system environment fastly and without any programming knowledge.
Preconfigured interface modules are available for a variety of software systems.

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 CHAPTER II
INTRODUCTION OF THE PROBLEM

2.1 TITLE OF THE STUDY

The title of the study is “A STUDY ON JOB SATISFACTION TOWARDS GT ELECTRONICS
(INDIA) PVT LTD TAMIL NADU”.

2.2 STATEMENT OF THE PROBLEM

• The employees need to feel valued, recognized and encouraged.

• They want to do a meaningful work and have some say in how their jobs are designed how
their performance is measure and compensated and how the organization is managed.
• The organization should develop a strong emotional bond with the employees.
• The new Psychological contract should be aimed at developing along lasting relationship
between the employer and the employee.
• The organization should also encourage and provide various avenues to faster relationship
among the employees.
• Hence the study is conducted to find out the job satisfaction of the employees in GT
ELECTRONIC India Pvt. Ltd.

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2.3 OBJECTIVES OF THE STUDY
• To study the level of satisfaction among the employees.
• To analyze the extension of Job among employees in Organization.
• To analyze the contribution of various factors relate to Job Satisfaction.
• To study the areas where the employees are dissatisfied.

25
2.4 SCOPE OF THE STUDY
• It helps the organization to know the views of the employee regarding their Job Satisfaction
changescan be made according to their suggestions because satisfied employee will be an
asset to any organization.

• The researcher can get a wide practical knowledge about the working environment, IR,
performanceappraisal and so on.

26
2.5 LIMITATIONS OF THE STUDY

• The study will not be applicable to other companies.

• Because of biased information the measures cannot be predicted.

• The data have been collected from the present employees only. So it may vary in future.

• The duration of the study is limited. So it may not be able to cover the entire scope.

27
 CHAPTER - III

REVIEW OF LITERATURE

• Relationship between employee satisfaction and customer satisfaction, Hoseong Jeon, Beomjoon
Choi, Volume. 26 Issue: ( 2012 ).

This study aims to examine whether the relationship between employee satisfaction (ES) and customer
satisfaction (CS) is bilateral or unilateral based on dyadic data. In addition, it seeks to examine the role of
moderating variables which have incremental impacts on this link.

Design/methodology/approach — The authors conducted an empirical test on this relationship in an

educational service context. Structural equation modeling was employed to test the hypotheses.

Findings — Results indicate that employee satisfaction leads to CS but CS did not affect ES, which suggests
that the relationship between ES and CS is unilateral rather than bilateral. The findings also demonstrate
that the dispositional variables (i.e. self efficacy, cooperative.

Research limitations/implications ~ This study provided theoretical implications for the ES-CS relationship.

Practical implications — This finding suggests that top level management in the service industry must take
an active role in recruiting employees who are confident in their abilities and who display pro-social
dispositions.

Originality/value — The linkage between ES and CS has been previously examined but the findings have
been inconsistent. The authors used dyadic data to investigate the relationship between ES and CS and found
the influence of ES on CS but not vice versa.

• Cooperative orientation, Customer satisfaction, Customers, Employee satisfaction, Employees,

Perceived fairness, Self efficacy, Supervisory support. Employee satisfaction, entrepreneurship and
firm growth: a model, Jasna Auer (2013).

Purpose — Organizational performance, growth and development may depend considerably on

entrepreneurship in existing organizations (entrepreneurship) and entrepreneurship employeerelated
antecedents.

28
The purpose of this study is to focus on employee satisfaction (composed of four dimensions: general
satisfaction with work; employee relationships; remuneration, benefits and organizational culture; and
employee loyalty), entrepreneurship and firm growth. The model's underlying hypotheses were
conceptually developed and empirically tested.

Design/methodology/approach — Using data collected via a structured questionnaire sent by email to 149
firms from Slovenia, the model's hypotheses were tested by applying structural equation modeling.

Findings — The findings support the hypothesized relationships between employee satisfaction,
entrepreneurship and growth. The influence of the control variables was also assessed in the model and firm
age was found to be influential.

Research limitations/implications — Firm growth can depend strongly on entrepreneurship and

entrepreneurship employee-related antecedents. The study contributes to entrepreneurship research by
empirically examining the relationship between employee satisfaction and entrepreneurship and testing the
impact of employee satisfaction on firm growth.

Practical implications — Firms need to take a detailed and systematic approach to employee satisfaction in
order to improve entrepreneurship and growth.

Social implications — Activities related to the stimulation of employee satisfaction and entrepreneurship
can have also social implications, since they can increase creation of the new wealth in the society.

• Business development, Employee behavior, Employees, Entrepreneurialism, Job satisfaction,

Slovenia (2014). Purpose — This paper sets out to explore the impact of aesthetics on employee satisfaction

and motivation.

Design/methodology/approach — The paper is based on organizational aesthetics and organizational culture

theory and interviews with employees at Norwegian telecommunications company Teleport — a significant
investor in art, design and architecture.
Findings ~ There are potential connections between artifacts (as an expression of organizational culture)
and employee satisfaction, identity, mood, creativity and motivation.

29
Aesthetics seems to be particularly important to employees working with the business segment because of
the face-toface interaction between employees and customers. It appears that the “visual Teleport”
influences employees’ identification with the organization.

Practical implications -When organization s invest in art, design and architecture, they need to be active in
engaging employees with its meaning and relevance. If employees are not engaged, the aesthetic
environment will not stimulate creativity or influence job satisfaction and motivation.

Originality/value — The findings of this paper have enabled the creation of a matrix with four different
categories defined by the degree of financial investments in art, design and architecture and the extent of
investments im activities engaging employees.. A conceptual model is proposed that identifies possible
connections between aesthetics and employee performance.

• Employee attitudes, Job satisfaction, Motivation (psychology), Norway, Organizational culture,

Telecommunications. Maurya & Kaushik (2013).

Purpose — The aim of this paper is to examine the impact of implementing Six Sigma system on job
satisfaction and employee morale, and how job satisfaction, employee morale and Six Sigma
implementation are to support each other.

Design/methodology/approach — The paper builds a research framework which includes the variables of
Six Sigma, job satisfaction, and employee morale. The research methodology is the use of a field survey
questionnaire of a Taiwanese company.

Findings — The paper finds that the method of Six Sigma implementation in Taiwanese company was by a
top-down approach, where is the managers received the training and then were expected to pass on the
relevant knowledge to their subordinates. It also reveals that one key issue in Six Sigma implementation is
which organizational departments should first receive the Six Sigma training. The field study found that the
first departments related to logistics management, and then onto production line departments. Implementing
Six Sigma training has impact on organizational job satisfaction and employee morale.
The performance of Six Sigma training was able to achieve job satisfaction and employee morale, but the
employees who participated in Six Sigma training were more positive with regard to job Satisfaction and
employee morale.

30
Originality/value - Every organization has their special characteristics in relation to the Six Sigma system,
job satisfaction and employee morale. The organization should aim to better understand the relationship and
content of job satisfaction and employee morale with regard to successful Six Sigma implementation.

• Employee morale, Job satisfaction, Six Sigma, Taiwan Relationships between employee attitudes,
customer satisfaction and departmental performance, Dennis J. Adsit, Manuel (2016).

Describes how relationships were studied between employee attitudes, customer satisfaction, productivity,
and administrative effectiveness at two points in time in a computer-hardware customer-service
organization - 281 employees from 92 departments participating at time 1, and 215 employees from 87
departments participating in a follow-up survey ten months later. Performance and customer satisfaction
were associated with employees believing that they have input in evaluating success and have confidence
in the management team. Employee attitudes accounted for significant and practically meaningful
proportions of variance in performance. The ability of attitudes to predict unit performance and customer
satisfaction increased over time. Discusses the results in terms of the value of upward feedback for
increasing employee sensitivity to managerial and unit performance and for enhancing managers’ attention
to behaviors that influences departmental performance and customer satisfaction.

• Attitude surveys Company performance, Customer satisfaction, Customer service, List et al (2014)

Purpose — This paper aims to highlight the significance of employee satisfaction to creating a successful

Findings — The paper offers eight ways in which leaders can engage employees, increase job satisfaction,
and aid employee retention. They are: keep employees in the loop; be democratic; give credit where it is
due; offer progression; provide training; build your culture around teams; use your imagination; and r
Originality/value — The paper presents the arguments in a condensed and easy-to digest format.

• Employee engagement, Employee Retention, Employees attitudes, Employees involvement, Saari

& Judge (2015)

In the early 1990s, a few organizations in the Netherlands began to experiment with flexible workplaces.
Traditional cellular offices and the open-plan offices or team oriented bullpen spaces in which everyone
had their own fixed workplace were no longer a matter of course.

31
Making use of modern information and communication technology, the pioneers redirected their attention
towards the sharing of activity related workplaces in a combo-office. Economic considerations (e.g. low
occupancy of expensive workplaces), organizational developments (network organizations, teamwork, fast
exchange of knowledge, part-time work) and external developments (globalization, strong competition) are
important drivers for change. The aim is to stimulate new ways of working (dynamic, less closely linked to
place and time), to improve labor productivity and to make major cost savings (fewer workplaces, fewer
square meters), without reducing employee satisfaction. Since then a number of new offices have been
realized. Twelve per cent of organization s that have moved recently use flexible workspaces for the most
part or exclusively. An important question now is whether the aims have been achieved. What are the actual
benefits? What are the risks? How should consultants advise their clients? The field is dominated by the
opinions of those in favor and those against. Statements expressing the successes or failures of flexible
offices contradict each other. Hard data are almost lacking. Due to the scarcity of empirically supported
insights, the Delft University of
Technology in the Netherlands together with the Centre for People and Buildings and the Centre for Facility
Management are carrying out investigations into the costs and benefits of workplace innovation. This paper
reports on progress so far, with a focus On employee satisfaction and labor productivity.

• Employee satisfaction, Flexible working, New offices, Post-occupancy evaluation, Productivity,

Vroom (2016)

Purpose — This paper aims to explore the performance appraisal (PA) aspects that are connected with
organizational justice, and more specifically three kinds of justice, namely distributive, procedural and
interactional justice.

Design/methodology/approach — The research is based on a sample of 170 respondents who answered a

questionnaire giving their perceptions on the purpose and criteria of PA, their satisfaction from PA and
organizational justice.
Findings — The results show that procedural, distributive and interactional justice are related with different
elements of performance appraisal. Elements of satisfaction are strongly related to all aspects of
organizational justice. The PA criteria are related to procedural justice.

32
Research limitations/implications — The main limitation is that the research provides information based
only on one source, that of the appraise. However, it highlights the role of employee satisfaction to
organizational justice, linking different sources of satisfaction to different elements of justice.

Practical implications — This paper has practical implications for HRD, as & provides HR practitioners
with suggestions on how to increase the perceived justice of the PA system.

Originality/value — The value of this paper is to HR practitioners who design PA systems, and also
managers acting as appraisers of their subordinates.

• Employee satisfaction, Justice, Organizational justice, Perceived purposes, Performance appraisal.

Davis (2018)

Purpose — The main objective of this study is to determine the impact of employee empowerment on job
satisfaction. To serve this purpose, empowerment is taken into consideration as two dimensions — i.e.
behavioral and psychological — and the effect of employee empowerment on the level of job satisfaction
was examined by taking these two dimensions into consideration as a whole and separately.

Design/methodology/approach — A questionnaire was employed in order to collect data on job satisfaction

as well as behavioral and psychological empowerment. The data collected were analyzed through
correlation and regression analyses. The study covered 1,854 participants employed at five-star hotels in
Turkey.

Findings — The findings suggest that the most positive aspects related to job satisfaction are relations with
the colleagues and physical conditions, while the most negative aspect is the wage issue, i.e. unfair payment.
Furthermore, correlation and regression analyses indicate that psychological and behavioral empowerment
has a significant effect on job satisfaction, and the effect is much greater when psychological and behavioral
empowerment are taken as a whole.

Research limitations/implications — The major limitation of this study is that it covers the employees of
five-star hotels only. Another important limitation of the study is the exclusion of variables mentioned.
This apart, it is thought that the study will provide some insights for managers in terms of enhancing job
satisfaction and the effect of empowerment on job satisfaction as well as making a contribution to the
literature.

33
Originality/value — Studies into the relation between employee empowerment and job satisfaction on the
whole focus on only one aspect of empowerment, i.e. either behavioral empowerment or psychological
empowerment. This study incorporates behavioral and psychological empowerment together as the
components of empowerment, unlike previous studies in the literature, in determining their effect on job
satisfaction.

• Behavioral empowerment, Employee empowerment, Employees attitudes, Hotels, Job satisfaction,

Psychological empowerment, Turkey Melvin (2019)

Purpose — The purpose of this paper is to present a toolkit to measure employee satisfaction and perceived
labour productivity as affected by different workplace strategies. The toolkit is being illustrated by a case
study of the Dutch Revenue Service.

Design/methodology/approach — The toolkit has been developed by a review of literature and tools for
data-collection. The toolkit has been tested and explored further in a number of case studies.

Findings — The toolkit includes a working environment diagnostic tool for an indicative or diagnostic
evaluation, a list of key performance indicators that can be used for benchmarking purposes, and a space
utilization monitor to measure the occupancy of workplaces. Data collected with the tool provides
organizations with a clear picture of user experience of the working environment on its own, in comparison
-to other organizations and in comparison to the goals of the organization. Employees are also asked to rank
the issues in order of importance to overall satisfaction and perceived productivity.

Research limitations/implications — The modules on economic added value and costs to explore the facility
costs effects of different office concepts have not been tested yet.

Practical implications — The toolkit and the data from case studies can be used by managers to support
decision making on interventions with regard to the Organizations' accommodation policy, re-designing or
adaptation of the present building, or moving to another building.
Scientifically, the data from case studies and cross case analyses can be used to explore and test hypotheses
about the best possible fit between people, processes and place.

Originality/value — Although a number of data collection tools have been developed earlier, the strength
of the present toolkit is its integral approach and is applicability to poth traditional and innovative offices.
34
• Benchmarking, Data collection, Employee attitudes, Job satisfaction, The Netherlands, Workplace
Mullins (2020)

Purpose — A literature review has revealed that a sales manager's transformational leadership has a positive
impact on the job satisfaction of salespeople, while job satisfaction has significant influence on salespeople's
work behaviors. The purpose of this paper is to examine the relationship between the transformational
leadership of sales managers and the job satisfaction of salespeople.

Design/methodology/approach — The research was designed as a quantitative study, and the population
was identified as salespeople in the consumer product industry in Taiwan, resulting in 123 individual
surveys for analysis.

Findings — The findings supported the hypothesis that there is a positive and statistically significant
relationship between sales managers' transformational leadership and sales associates’ job satisfaction. The
result identified the predictors of sales managers’ transformational leadership on the sales associates’ job
satisfaction through regression analysis.

Originality/value — The balanced scorecard (BSC) was originally intended to solve problems related to the
historical nature of financial measures in accounting approaches. The purpose of this paper is to make a
contribution to this literature by focusing on a major issue that has been less investigated, namely, the linking
of the BSC perspective to the empirical investigation of leadership behaviors using Statistical and technical
tools and to predict employee satisfaction. The paper suggests applying Kaplan and Norton's BSC, which
includes the perspectives of financial,customer, internal business, and innovation and learning measures to
consider the effects of leadership behaviors on employee job satisfaction.

• Balanced scorecard, Employee relations, Job satisfaction, Retailing, Transformational leadership

Sigh&Jain (2021)

Discusses the employee satisfaction surveys carried out at ISS, a facilities management company, to assess
the gap between what employees expected and what the company offered. Looks at ISS’s human resource
policies, with an emphasis on comprehensive training and employee development at all job levels, regular
performance appraisals, team effort and good communication.

35
• Attitude surveys, Employee development, Human resource management, Training Austin

(2022)

Among the large number of currently available approaches for studying customer satisfaction, a very
promising one is that adopted in the European customer satisfaction index (ECSI) model. Yet, in spite of its
various contributions to customer satisfaction research, this approach exhibits certain limitations, of which
we will emphasize one: contrary to compelling evidence, the model does not consider the service climate
or, more specifically, the cause and effect relationship between employee behavior and customer
satisfaction. The main goal of the present paper is to contribute to counteracting such a limitation. A
reformulation of the ECSI model is suggested, integrating it into key components of employee satisfaction
models (employee satisfaction, loyalty and commitment) as they are perceived by customers. Both the ECSI
model and the ECSI revised model are estimated with data from a survey carried out among supermarket
customers, The results show that some variables such as perceived quality, customer satisfaction and loyalty
are better explained by the ECSI revised model. Also, statistically significant interactions between the new
variables (with the exception of employee loyalty) and some of the ECSI model variables (perceived product
quality and perceived service quality) were discovered.

• Career satisfaction, Customer satisfaction, Marketing models WM

& Salazar (2023)

The early stages of on boarding are crucial to establishing a lasting bond between employees and the
company. Alice Snell, vice president of the research division of talent management solution company, Tale,
outlines the methods organizations can use to maximize contribution and avoid the pitfalls of the on
boarding process.

36
 CHAPTER IV
RESEARCH METHODOLOGY

Research:

It defined as a scientific & systematic search for pertinent information as specific topic. The advances
learner’s dictionary of current English lays down the meaning of research as “A careful investigation (or)
inquiry through search for new facts in any branch of knowledge”.

4.1 Period of the Study

The study has been done for a duration of 8 weeks.

4.2 Research Design

Descriptive research design was used to conduct the study. The research studies are those, which are
concerned with describing the characteristics of a particular individual or a group.

4.3 Sample Design

A Sample design is definite plan for obtaining a sample from a given population. It refers to the
technique or the procedure the researcher would adopt in selecting items for the sample. Sample design may
as well lay down the number of items to be include in the sample i.e., the size of the sample

4.3.1 Population

The overall population at of GT ELECTRONICS (INDIA) PRIVATE LIMITED is around 200.

4.3.2 Sample Unit

The sampling unit for the study refers to the employees of GT ELECTRONICS (INDIA) PRIVATE
LIMITED.

4.3.3 Sample Size

In company 123 samples have been taken from the total population.

4.3.4 Sampling Procedure

Random sampling technique was used for the study.
37
4.4 METHOD OF DATA COLLECTION

1. Primary data:

• The primary data is the data, which is collected to first time from the relevant are and they are original
in character. • Structured questionnaire method was used for collecting the data from the employees.

2. Secondary data:

• Secondary data will support the primary data for analysis and interpretation data which is collected
and processed from company manual, records, and Company website.

4.5 Research Instruments The research instrument which is used in the study is a well
structured questionnaire.

4.6 TOOLS FOR ANALYIS

Percentage Analysis:

Percentage analysis, is used to represent the results graphically from the questionnaire. It can be
represented to bar charts and pie charts.

No. of Respondents

Percentage of Respondents = x 70

Total No. of Sample size

In this study it is used to describe the general information with group about gender, age, income
point of purchase etc.

38
CHI-SQUARE TEST

It is one of the simplest and most widely used non-parametric test , in statistical work. The quantity
describes the magnitude of discrepancy between theory and observation.(i.e.,with the help of X2 test we can
know whether a discrepancy between theory and observation can attributed to chance or whether it results
from the inadequacy of the theory to fit the observed facts.

The formula for computing chi-square is as follows, X2 = (O-E) 2/E

ANNOVA

It is a collection of statistical models and their associated estimation procedures (such as the
―variation‖ among and between groups) used to analyze the differences among group means in a sample.

39
 CHAPTER - V

ANALYSIS AND INTERPRETATION

4.1 PERCENTAGE ANALYSIS
TABLE NO. 5.1.1
TABLE SHOWING AGE OF THE RESPONDENTS

Particulars No. of respondents Percentage

18-29 59 48%

30-39 55 44.70%

40-55 9 7.30%

55+Years 0 0%

Total 123 100%

Source: Primary data.

CHART NO. 5.1.1:

CHART SHOWING AGE OF THE RESPONDENTS INTERPRETATION

7%

18-29
30-39
40-55
45 %
55+Years

INTERPRETATION

From the above table it is interpreted that the number of respondents between 18 to 29 is 48%, 30-39 is
45%, 40-55 is 7%. Majority (48%) of the respondents fall in the age category of 18-29 years.

40
 TABLE 5.1.2
TABLE SHOWING MARITAL STATUS OF THE RESPONDENTS

Particulars No. of respondents Percentage

Married 67.035 54.50%

Unmarried 55.965 45.50%

Total 123 100%

Source: Primary data
CHART 5.1.2
CHART SHOWING MARITAL STATUS OF THE RESPONDENTS

Married
Unmarried

INTERPRETATION
From the above table it is interpreted that the number of married respondents is 54% and unmarried
respondents is 46%. Majority (54%) of the respondents are married.

41
 TABLE 5.1.3
TABLE SHOWING GENDER OF THE RESPONDENTS

Particulars No. of respondents Percentage

Male 50 40.70%

Female 73 59.30%

Total 123 100.00%

Source: Primary data

CHART 5.1.3
CHART SHOWING GENDER OF THE RESPONDENTS

Male
Female

INTERPRETATION

From the above table it is interpreted that the number of male respondents is 41% and female
respondents is 59%. Majority (59%) of the respondents are Male.

42
 TABLE 5.1.4
TABLE SHOWING QUALIFICATION OF THE RESPONDENTS
Particulars No. of respondents Percentage

UG 26 21.10%

PG 41 33.30%

Diploma 32 26%

Professional Courses 4 3.30%

Others 20 16.30%

Total 123 100.00%

Source: Primary data

CHART 5.1.4
CHART SHOWING QUALIFICATION OF THE RESPONDENTS

3% UG
PG
Diploma
Professional Courses
Others

INTERPRETATION

From the above table it is interpreted that the number of respondents UG is 21%, PG is 34%,
Diploma is 26%, Professional Courses is 3%, others is 16%. Majority (34%) of the respondents are PG.

43
 TABLE 5.1.5
TABLE SHOWING OCCUPATION OF THE RESPONDENTS
Particulars No. of respondents Percentage

Professional 14 11.40%

Web developer 11 8.90%

Systems analyst 3 2.40%

Salaried 58 47.20%

Others 37 30.10%

Total 123 100.00%

Source: Primary data.
CHART 5.1.5
CHART SHOWING OCCUPATION OF THE RESPONDENTS

11%

9% Professional
3% Web developer
Systems analyst
Salaried
Others

INTERPRETATION

From the above table it is interpreted that the number of respondents were 30% is professional, 9%
is web developer, 3% is systems analyst, 47% are salaried, 30% is others. Majority (47%) of the
respondents are salaried.

44
 TABLE 5.1.6
TABLE SHOWING WORKING YEARS OF THE RESPONDENTS

Particulars No. of respondents Percentage

0-3 years
37 30.10%
3-5 years
72 58.50%
5-7 years
14 11.40%
7-9 years
0 0%
More than 9 years
0 0%

Total 123 100.00%

Source: Primary data
CHART 5.1.6
CHART SHOWING WORKING YEARS OF THE RESPONDENTS

11%
0-3 years
3-5 years
5-7 years
7-9 years
More than 9 years

INTERPRETATION

From the above table it is interpreted that the number of working years of the respondents 0 to 3
years is 30%, 3 to 5 years is 59%, 5-7 years is 11%. Majority (59%) of the respondents working years
is 3 to 5 years.

45
 TABLE 5.1.7
TABLE SHOWING RESPONDENTS VIEW ON TRAINING
RECEIVED

Particulars No. of respondents Percentage

Always 0 0%

Most of the time 35 28.50%

About half of the time 54 43.90%

Once in a while 28 22.80%

Never 6 4.80%

Total 123 100%

Source: Primary data

CHART 5.1.7
CHART SHOWING RESPONDENTS VIEW ON TRAINING RECEIVED

5%

28 % Always
Most of the time
About half the time
Once in a while
Never

44 %

INTERPRETATION

From the above table it is interpreted that the number of respondents received training most of the
time is 28%, about half of the time is 44%, once in a while is 23%, never is 5%. Majority (44%) of the
respondents received training About half of the time.

46
 TABLE 5.1.8
TABLE SHOWING RESPONDENTS VIEW ON APPRECIATION AT WORK.
Particulars No. of respondents Percentage

Always 0 0%

Most of the time 51 41.50%

About half the time 38 30.90%

Once in a while 28 22.80%

Never 6 4.80%

Total 123 100%

Source: Primary data

CHART 5.1.8
CHART SHOWING RESPONDENTS VIEW ON APPRECIATION AT WORK.

Particulars Always Most of the time

About half the time Once in a while Never

INTERPRETATION

From the above table it is interpreted that the number of respondents appreciated for work Most of
the time is 41%, About half of the time is 31%, Once in a while is 23%, Never is 5%. Majority (41%)
of the respondents appreciated for work Most of the time.

47
 TABLE 5.1.9
TABLE SHOWING RESPONDENTS FAMILIARITY WITH THE MISSION AND VISION
STATEMENT
Particulars No. of respondents Percentage

Extremely familiar 3 2.30%

Very familiar 27 22%

Moderately familiar 81 65.90%

Slightly familiar 12 9.80%

Not at all familiar 0 0%

Total 123 100.00%

Source: Primary data

CHART 5.1.9
CHART SHOWING RESPONDENTS FAMILIARITY WITH THE MISSION AND VISION
STATEMENT

2%

Extremely familiar
Very familiar
Moderately familiar
Slightly familiar
Not at all familiar

INTERPRETATION

From the above table it is interpreted that the number of respondents familiar with the mission and
vision statement were 2% is Extremely familiar, 22% is very familiar, 66% is Moderately familiar,
10% is slightly familiar.

48
 TABLE 5.1.10
TABLE SHOWING RESPONDENTS SATISFACTION WITH THE LEVEL OF
INFORMATION ACCESS TO DO THEIR JOB.
Particulars No. of respondents Percentage

Very satisfied 3 2.45%

Satisfied 117 95.10%

Neutral 3 2.45%

Not Satisfied 0 0%

Very dissatisfied 0 0%

Total 123 100.00%

Source: Primary data

CHART 5.1.10
CHART SHOWING RESPONDENTS SATISFACTION WITH THE LEVEL OF
INFORMATION ACCESS TO DO THEIR JOB.

2%3%

Very satisfied
Satisfied
Neutral
Not Satisfied
Very dissatisfied

INTERPRETATION

From the above table it is interpreted that the 3% of respondents says very satisfied, 95% says
satisfied, 2% says Neutral in level of information access to do their job. Majority (95%) of the
respondents says satisfied in level of information access to do their job.

49
 TABLE 5.1.11

TABLE SHOWING RESPONDENTS LEVEL OF AGREEMENT ON THE STATEMENT

“WORKING ON MY ORGANIZATION GIVES ME A SENSE OF ACCOMPLISHMENT”
Particulars No. of respondents Percentage

Strongly agree 42 34%

agree 81 66%

Neutral 0 0%

Disagree 0 0%

Strongly Disagree 0 0%

Total 123 100%

Source: primary data
CHART 5.1.11
CHART SHOWING RESPONDENTS LEVEL OF AGREEMENT ON THE STATEMENT
“WORKING ON MY ORGANIZATION GIVES ME A SENSE OF ACCOMPLISHMENT”

Strongly agree
34% agree
Neutral
Disagree
66%
Strongly Disagree

INTERPRETATION

From the above table it is interpreted that 34% of the respondents says strongly agree and 66% says
agree on the statement “working on my organization gives me a sense of accomplishment” Majority
(66%) of the respondents says agree on the statement “working on my organization gives me a sense
of accomplishment”

50
 TABLE 5.1.12

TABLE SHOWING RESPONDENTS LEVEL OF AGREEMENT ON THE STATEMENT “I AM

ALIGNED WITH THE ACTIVITIES OF THE ORGANIZATION I WORK FOR”

Particulars No. of respondents Percentage

Strongly agree 41 33%

agree 82 67%

Neutral 0 0%

Disagree 0 0%

Strongly Disagree 0 0%

Total 123 100%

Source: primary data

CHART 5.1.12
CHART SHOWING RESPONDENTS LEVEL OF AGREEMENT ON THE STATEMENT “I
AM ALIGNED WITH THE ACTIVITIES OF THE ORGANIZATION I WORK FOR”

Strongly agree
33%
agree
Neutral
Disagree
67%
Strongly Disagree

INTERPRETATION

From the above table it is interpreted that 33% of the respondents says strongly agree and 67% says
agree on the statement “I am aligned with the activities of the organization I work for”.

51
 TABLE 5.1.13

TABLE SHOWING RESPONDENTS LEVEL OF AGREEMENT ON THE STATEMENT “I PUT

IN ALL EFFORTS FOR CREATING VALUE FOR THE ORGANIZATION I WORK FOR”

Particulars No. of respondents Percentage

Strongly agree 38 31%
agree 85 69%
Neutral 0 0%
Disagree 0 0%
Strongly Disagree 0 0%
Total 123 100%
Source: primary data
CHART 5.1.13
CHART SHOWING RESPONDENTS LEVEL OF AGREEMENT ON THE STATEMENT “I
PUT IN ALL EFFORTS FOR CREATING VALUE FOR THE ORGANIZATION I WORK
FOR”.

Strongly agree
agree
Neutral
Disagree
Strongly Disagree

INTERPRETATION

From the above table it is interpreted that 31% of the respondents says strongly agree , 69% says
agree on the statement “I put in all efforts for creating value for the organization I work for”.

52
 TABLE 5.1.14
TABLE SHOWING RESPONDENTS LEVEL OF AGREEMENT ON THE STATEMENT “I
FEEL EMPOWERED WHILE WORKING FOR MY JOB AS IT GIVES ME CONFIDENCE
ABOUT MY ABILITIES”
Particulars No. of respondents Percentage
Strongly agree 38 31%
agree 85 69%
Neutral 0 0%
Disagree 0 0%
Strongly Disagree 0 0%
Total 123 100%
Source: primary data

CHART 5.1.14

CHART SHOWING RESPONDENTS LEVEL OF AGREEMENT ON THE STATEMENT “I

FEEL EMPOWERED WHILE WORKING FOR MY JOB AS IT GIVES ME CONFIDENCE
ABOUT MY ABILITIES”

Strongly agree
agree
Neutral
Disagree
Strongly Disagree

INTERPRETATION

From the above table it is interpreted that 31% of the respondents says strongly agree , 69% says
agree on the statement “I feel empowered while working for my job as it gives me confidence about
my abilities”.

53
 TABLE 5.1.15

TABLE SHOWING RESPONDENTS LEVEL OF AGREEMENT ON THE STATEMENT

“WORKING FOR MY ORGANIZATION HAS ENHANCED MY SELF ESTEEM”
Particulars No. of respondents Percentage
Strongly agree 38 31%
agree 85 69%
Neutral 0 0%
Disagree 0 0%
Strongly Disagree 0 0%
Total 123 100%
Source: primary data
CHART 5.1.15
CHART SHOWING RESPONDENTS LEVEL OF AGREEMENT ON THE STATEMENT
“WORKING FOR MY ORGANIZATION HAS ENHANCED MY SELF ESTEEM”.

Strongly agree
agree
Neutral
Disagree
Strongly Disagree

INTERPRETATION

From the above table it is interpreted that 31% of the respondents says strongly agree, 69% says
agree on the statement “Working for my organization has enhanced my self esteem”.

54
 TABLE 5.1.16
TABLE SHOWING RESPONDENTS OPINION ON JOB SECURITY
Particulars No. of respondents Percentage

Very satisfied 8 6.50%

Satisfied 113 91.90%

Neutral 2 1.60%

Dissatisfied 0 0%

Totally dissatisfied 0 0%

Total 123 100.00%

Source: Primary data

CHART 5.1.16

CHART SHOWING RESPONDENTS OPINION ON JOB SECURITY

2%
6%

Very satisfied
Satisfied
Neutral
Dissatisfied
Totally dissatisfied

INTERPRETATION

From the above table it is interpreted that the 6.50% of respondents says very satisfied, 91.90%
says satisfied, 1.60% says neutral, 0% says dissatisfied, 0% says totally dissatisfied in Job security.

55
 TABLE 5.1.17

TABLE SHOWING RESPONDENTS OPINION ON THE TOOLS AND RESOURCES

NEEDED TO PERFORM THEIR JOB WELL

Particulars No. of respondents Percentage

Yes 117 95.10%

No 6 4.90%

Total 123 100.00%

Source: Primary data

CHART 5.1.17
CHART SHOWING RESPONDENTS VIEW ON THE AVAILABILITY OF TOOLS AND
RESOURCES NEEDED TO PERFORM THEIR JOB WELL

5%

Yes
No

INTERPRETATION

From the above table it is interpreted that 95% of the respondents says yes and 5% of the
respondents says no on the availability of tools and resources needed to perform their job well.

56
 TABLE 5.1.18
TABLE SHOWING RESPONDENTS SATISFACTION LEVEL WITH THE APPRECIATION
OR REWARD SYSTEM PROVIDED
Particulars No. of respondents Percentage

yes 68 55.30%

No 55 44.70%

Total 123 100.00%

Source: Primary data

CHART 5.1.18
CHART SHOWING RESPONDENTS SATISFACTION LEVEL WITH THE
APPRECIATION OR REWARD SYSTEM PROVIDED

yes
No

INTERPRETATION

From the above table it is interpreted that 55% of the respondents says yes and 45% of the
respondents says no with the appreciation or reward system provided.

57
 TABLE 5.1.19
TABLE SHOWING RESPONDENTS VIEW ON THEIR OPINION ABOUT WORK TO
THEIR COWORKERS.
Particulars No. of respondents Percentage

A great deal 25 20.30%

A lot 37 30.10%

A moderate amount 60 48.80%

A little 1 0.80%

Not at all 0 0%

Total 123 100.00%

Source: Primary data

CHART 5.1.19
CHART SHOWING RESPONDENTS VIEW ON THEIR OPINION ABOUT WORK TO
THEIR CO-WORKERS.

1%

A great deal
A lot
49 % A moderate amount
A little
Not at all

INTERPRETATION

From the above table it is interpreted that 20% of the respondents says a great deal, 30% says a lot,
49% says a moderate amount, 1 % says a little on their opinion about work to their co-workers.

58
 TABLE 5.1.20
TABLE SHOWING WORKING ENVIRONMENT OF THE RESPONDENTS

Particulars No. of respondents Percentage

Participative 52 42.30%

autonomy 63 51.20%

whimsical 8 6.50%

Total 123 100.00%

Source: Primary data

CHART 5.1.20
CHART SHOWING WORKING ENVIRONMENT OF THE RESPONDENTS

7%

Participative
autonomy
whimsical

INTERPRETATION
From the above table it is interpreted that the 42% of the respondents says working environment as
participative, 51% of the respondents says working environment as autonomy, 7% of the respondents
says working environment as Chemical.

59
 TABLE 5.1.21
TABLE SHOWING RESPONDENTS OPINION ON STRESS AT WORK
Particulars No. of respondents Percentage

Extremely often 5 4.10%

Very often 24 19.50%

Moderately often 86 69.90%

Slightly often 8 6.50%

Not at all often 0 0%

Total 123 100.00%

Source: Primary data

CHART 5.1.21
CHART SHOWING RESPONDENTS OPINION ON STRESS AT WORK

4%
6%

Extremely often
Very often
Moderately often
Slightly often
Not at all often
70 %

INTERPRETATION

From the above table it is interpreted that the 4% of the respondents says extremely often, 20% says
very often, 70% says moderately often, 6% says slightly often.

60
 TABLE 5.1.22

TABLE SHOWING RESPONDENTS OPINION ON THE FORMS OF

DISCRIMINATION FACED IN THE COMPANY
Particulars No. of respondents Percentage

Racial discrimination 0 0%

Age discrimination 0 0%

Gender discrimination 1 0.80%

Disability discrimination 0 0%

None of the above 122 99.20%

Total 123 100%

Source: primary data

CHART 5.1.22
CHART SHOWING RESPONDENTS OPINION ON THE FORMS OF
DISCRIMINATION FACED IN THE COMPANY

1%

Racial discrimination
Age discrimination
Gender discrimination
Disability discrimination
None of the above
99%

INTERPRETATION

From the above table it is interpreted that 1% of the respondents faced gender discrimination and
99% of the respondents faced none of the above.

61
 TABLE 5.1.23
TABLE SHOWING FACILITY THAT ATTRACTS RESPONDENTS MOST IN THE
ORGANIZATION
Particulars No. of respondents Percentage

Good reputation 48 39%

Scale of pay 35 28.50%

Work schedule 24 19.50%

Company policies 3 2.40%

Others 13 10.60%

Total 123 100%

Source: primary data
CHART 5.1.23
CHART SHOWING FACILITY THAT ATTRACTS RESPONDENTS MOST IN THE
ORGANIZATION

11%
2%
Good reputation
Scale of pay
Work schedule
Company policies
Others

INTERPRETATION

From the above table it is interpreted that the 39% of the respondents says good reputation, 28%
says scale of pay, 20% says work schedule, 2% says company policies,11% says others in facility that
attracts most in the organization.

62
 TABLE 5.1.24
TABLE SHOWING RESPONDENTS OPINION ON
PREVENTING FROM DOING JOB WELL
Particulars No. of respondents Percentage
Working hours 51 41.70%
Behavior 1 1%
Working method 26 21.50%
Work pressure 12 9.70%
Communication 16 12.50%
Culture 4 3.00%
Others 13 10.40%
Total 123 100.00%
Source: primary data
CHART 5.1.24
CHART SHOWING RESPONDENTS OPINION ON PREVENTING FROM DOING
JOB WELL

3% 11% Working hours

Behavior
Working method
Work pressure
Communication
Culture
Others
1%

INTERPRETATION
From the above table it is interpreted that 41% of the respondents says working hours,
1% says Behaviour,21% says working method, 10% says work pressure,13% says
communication, 3% says culture, 11% says others on preventing from doing job well.

63
 TABLE 5.1.25
TABLE SHOWING RESPONDENTS VIEW ON WAYS THE COMPANY CAN
MAKE THINGS BETTER
No. of
Particulars respondents Percentage
Communicate and appreciate workers 25 20.50%

Encourage an environment of acceptance 18 14.40%

Focus on employee development 18 14.40%

Improve employee independence 11 8.90%

Manage performance to encourage growth 7 6.20%

Encourage work-life balance 17 13.70%

Facilitate social interaction 13 10.30%

others 14 12%

Total 123 100.00%

Source: primary data
CHART 5.1.25
CHART SHOWING RESPONDENTS VIEW ON WAYS THE COMPANY CAN
MAKE THINGS BETTER

Communicate and
appreciate workers
11% Encourage an environment
20% of acceptance
10% Focus on employee
development
Improve employee
independence
15% Manage performance to
14% encourage growth
Encourage work-life balance

6% Facilitate social interaction

15%
9% others

INTERPRETATION
Majority (20%) of the respondents says communicate and appreciate workers is the
way the company can make things better.

64
 TABLE 5.1.26
TABLE SHOWING RESPONDENTS VIEW ON WAYS THE
COMPANY MAKES FEEL VALUED
No. of
Particulars respondents Percentage
Showing gratitude 3 2.80%
Providing learning and professional development opportunities 21 17.20%
Making time for team members 25 20.50%
Celebrating in big and little ways 8 6.60%
Rewarding individually 10 7.90%
Connecting people across the company 11 8.60%
Creating opportunities for new experiences 21 17.20%
others 24 19.20%
Total 123 100%
Source: primary data
CHART 5.1.26
CHART SHOWING RESPONDENTS VIEW ON WAYS THE COMPANY MAKES
FEEL VALUED

Showing gratitude
2%
Providing learning and
professional development
Opportunities
Making time for team
members
Celebrating in big and little
ways
Rewarding individually

Connecting people across

the company
Creating opportunities for
9% new experiences
7%
8% others

INTERPRETATION
From the above table it is interpreted that 2% says showing gratitude, 17% says
providing learning and professional development opportunities, 20% says making time for
team members,7% says celebrating in big and little ways,8% says rewarding
individually,9% says connecting people across the company,17% says creating
opportunities for new experiences,19% says others is the ways company make feel valued.
65
 5.2 ANOVA

ANOVA (ONE WAY)

TABLE 5.2
TABLE SHOWING ANOVA ANLYSIS OF OCCUPATION RESPONDENT VS THEIR
VIEW ON APPRECIATION AT WORK

HYPOTHESIS:

H1: There is no significant difference between occupation respondent and their view on
appreciation at work.

H0: There is no significant difference between occupation respondent and their view on
appreciation at work.

ANOVA
Sum of df Mean Square F Sig.
Squares
Between Groups 114.939 3 38.313 51.961 .000

Within Groups 87.744 119 .737

Total 202.683 122

CALCULATION:
Calculation value = 122
Significant value = .000

INTERPRETATION
Based on the result generated SPSS it is depicted that the significant value is .000 and it is
lesser than 0.05,the null hypothesis is rejected. There is a significant difference between
occupation respondent and their view on appreciation at work.

66
 5.3 CHI SQUARE TEST

TABLE 5.3
TABLE SHOWING RESPONDENTS INFORMATION GATHERING AND JOB
SECURITY

HYPOTHESIS:
H1: There is no significant difference between Information gathering and Job security.
H0: There is no significant difference between Information gathering and Job security.

information gathering * job security Crosstabulation

Count
job security
very
satisfied satisfied neutral Total
information very
3 0 0 3
gathering satisfied
satisfied 5 112 0 117
neutral 0 1 2 3
Total 8 113 2 123

Chi-Square Tests
Asymptotic
Significance
Value df (2-sided)
Pearson Chi-Square 125.475a 4 .000
Likelihood Ratio 34.234 4 .000
Linear-by-Linear
52.366 1 .000
Association
N of Valid Cases 123
a. 7 cells (77.8%) have expected count less than 5. The
minimum expected count is .05.

INTERPRETATION
Based on the result generated SPSS it is depicted that the significant value is .000 and it
is lesser than 0.05, the null hypothesis is rejected. There is a significant difference between
information gathering and job security.
67
 CHAPTER VI
FINDINGS

1) It is found that 48% of the respondents fall in the age category of 18-29years.
2) It is found that Majority 54% of the respondents are married.

3) It is found that 59% of the respondents are Male.

4) It is found that 34% of the respondents are PG.

5) It is found that Majority 47% of the respondents are salaried.

6) It is found that 59% of the respondents working years is 3 to 5 years.

7) It is found that 44% of the respondents received training About half ofthe time.
8) It is found that 41% of the respondents appreciated for work Most ofthe time.
9) It is found that 66% of the respondents is Moderately familiar with themission
and vision statement.
10) It is found that 95% of the respondents says satisfied in level of information
access to do their job.
11) It is found that 66% of the respondents says agree on the statement“working
on my organization gives me a sense of accomplishment”.
12) It is found that 67% of the respondents says agree on the statement “Iam
aligned with the activities of the organization I work for”.
13) It is found that 69% of the respondents says agree on the statement “Iput in all
efforts for creating value for the organization I work for” .
14) It is found that 69% of the respondents says agree on the statement “Ifeel
empowered while working for my job as it gives me confidence about my
abilities”.
15) It is found that 69% of the respondents says agree on the statement“Working
for my organization has enhanced my self esteem”.
16) It is found that 91.90% of the respondents says satisfied in jobsecurity.
17) It is found that 95% of the respondents says that there is availability oftools
and resources needed to perform their job well.
68
18) It is found that 55% of the respondents says that they are satisfied withthe
appreciation or reward system provided.
19) It is found that 49% of the respondents says a moderate amount ontheir opinion
about work to their coworkers.
20) It is found that 51% of the respondents says working environment asautonomy
21) It is found that 70% of the respondents says Moderately often.

22) It is found that 99% of the respondents faced none of the above discrimination
in the company.
23) It is found that 39% of the respondents says good reputation in facilitythat
attracts most in the organization
24) It is found that 41% of the respondents says working hours preventingfrom
doing job well.
25) It is found that 20% of the respondents says communicate and appreciate
workers is the way the company can make things better.
26) It is found that 20% of the respondents says making time for teammembers is
the ways company makes feel valued.

69
 CHAPTER VII

SUGGESTIONS & RECOMMENDATIONS

• The organization can increase monetary benefits provided to the employees so it will
increase job satisfaction.
• The organization can provide Transportation facility so that employees can present
their job on time and also increase job satisfaction. So the company can provide proper
transportation facilities to all its employees. This would in turn minimize the problems
like employee turnover absenteeism for the company.
• The organization can concentrate on canteen facilities because employees are expecting
more above the existing facilities provided to their employees.
• The organization can increase the salary so that employees can eager to do their work
effectively.
• Most of the employees are not aware about the medical facilities and other facilities
that are provided by their organization, so the organization should create the awareness
program and take general survey. This would in turn increase the level of Positive
attitude to the employees towards their management.
• Majority of the employees are not satisfied with the recreational facilities Provided to
them. Even a slight fall or decrease in the level of satisfaction could cause the reduction
in over all production and employee’s performance.

70
 CHAPTER VIII

CONCLUSION

• Job satisfaction is a key aspect for success of every enterprise, when

employees are satisfied work of performance will increase.
• Job satisfactions of employees are important in every organization. Job
satisfaction is an attitude of employees about their work. Thus their
efficiencyis directly related to the success of the organization. It is fitting the
right job in the right time and keeping them satisfied.
• The efficiency of every person depends on the event of satisfaction he receives
from his job. Job satisfaction contributes not only to the smooth and reflective
running of the firm but also directly contribute to growth of the organization
in all reasons. Job satisfaction happens when an employee feels he or she is
having job stability, career growth and a comfortable work life balance. An
employee with high level of job satisfaction may perform well and put in more
efforts in his/her job. However, the employees wi th low level of job
satisfaction may bring a lot of effect to the organization. • This study was
undertaken to understand the impact of job satisfaction among employees.
Employees play a crucial role in any organization as they have always
contributed their share in the form of services for the betterment of the
organization. A satisfied employee is always important for an organization as
he/she aims to deliver the best of their capability. Job satisfaction of
employees eventually results in higher profits for companies. Through this
study I can clearly understand the fact that, job satisfaction of workers is
essential for the smooth running of the organization.

71
 APPENDIX – I

(QUESTIONAIRE)

1. NAME

2. .AGE OF RESPONDENTS

• 0-18
• 18-24 • 24-34
• 34-50
• Above 50

3. MARITAL STATUS

• Married

• Unmarried

4. GENDER

• Male

• Female

5. QUALIFICATION

• UG

• PG

• Diploma

• Professional courses

72
6. OCCUPATION

• Professional

• Web developer

• Systems analyst

• Salaried

• Others

7. How long you have been working in this organization ?

a. 0-3 years

b. 3-5 years

c. 5-7 years

d. 7-9 years

e. More than 9 years

8. How often have you received training in your organization?

a. Always

b. Most of the time

c. About half the time

d. Once in a while

e. Never

73
9. How often do you feel your work is appreciated?

a. Always

b. Most of the time

c. About half the time

d. Once in a while

e. Never

10. How familiar are you with the mission and vision statement of the organization?

a. Extremely familiar

b. Very familiar

c. Moderately familiar

d. Slightly familiar

e. Not at all familiar

11. How satisfied are you with the level of information access you have to do your job?

a. Very satisfied

b. Satisfied

c. Neutral

d. Not Satisfied

e. Very dissatisfied

74
12. Please indicate your level of agreement for the below statement.

Strongly Strongly
agree Neutral Disagree
agree Disagree
Working on my job
gives me a sense of
accomplishment.

I am aligned with the

activities of the
organization I work
for.

I put in all efforts for

creating value for the
organization I work for.

I feel empowered while

working for my job as it
gives me confidence
about my abilities.

Working for my
organization has
enhanced my self
esteem

75
 13. What do you feel about job security in the organization?

• Very satisfied
• Satisfied
• Neutral
• Dissatisfied
• Totally dissatisfied

14. Do you have the tools and resources needed to perform your job well?

a. Yes

b. no

15. Are you satisfied with the appreciation or reward system provided by
yourmanagement ?

a. Yes

b. No

16. How much do your opinions about your work matters to your coworkers?

a. A great deal

b. A lot

c. A moderate amount

d. A little

e. Not at all

17. How is the working environment ?

a. Participative

b. autonomy

c. whimsical

76
18. In a typical week, how often do you feel stressed at work?

a. Extremely often

b. Very often
c. Moderately often

d. Slightly often

e. Not at all often

19. Have you ever observed or experienced any of the following forms of discrimination
in the company?

a. Racial discrimination

b. Age discrimination

c. Gender discrimination

d. Disability discrimination

e. None of the above

20. Which facility attracts you the most in the organization?

a. Good reputation

b. Scale of pay

c. Work schedule

d. Company policies

e. Others

77
 21. Is there anything preventing you from doing your job well ?

a. Working hours

b. Behavior

c. Working method

d. Work pressure

e. Communication
f. Culture

g. Others

22. In what ways can the company make things better ?

a. Communicate and appreciate workers

b. Encourage an environment of acceptance

c. Focus on employee development

d. Improve employee independence

e. Manage performance to encourage growth

f. Encourage work-life balance

g. Facilitate social interaction

h. others

78
23. In what ways does the company make you feel valued?

a. Showing gratitude

b. Providing learning and professional development opportunities

c. Making time for team members

d. Rewarding individually

e. Celebrating in big and little ways

f. Connecting people across the company

g. Creating opportunities for new experiences

79
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WEBSITES

1. www. Businessknowledgesource.com
2. www.management.com
3. www.Bing.com
4. www.about.com
5. www.wikepedia.com

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