Project Reeport Final

CHAPTER-I
EXECUTIVE
SUMMARY
GOGTE COLLEGE OF COMMERCE, BBA
EXECUTIVE SUMMARY
Executive summary explain about the study done for the company.
The basic purpose of the project is to enable the student to expose the problem faced by the
company and the top management, to relate the concept learned by the student that how they can
tackle the problem to understand the practical aspects of finding the report solution.
The executive summary contains the details about the study on opinion of employees on “A
STUDY OF WORK ENVIRONMENT AND JOB SATISFACTION AT JINAGOUDRA
MACHINES AND TOOLS PVT.LTD”. The summary helps to gain a good sight in the study.
This contains all the topics covered in the study briefly and easily. All the details covered is
summarized form.
Industry profile contains the brief overview of JINAGOUDRA MACHINE AND TOOLS
PVT.LTD about the growth and history of company, background, product development,
locations, and commercial sectors for manufacturing of lathe machines at JINAGOUDRA
MACHINE TOOLS PVT.LTD and much other information about the company.
Company profile contains the brief overview of JINAGOUDRA MACHINE AND TOOLS PVT
LTD. Organization vision, background, overview, company highlights and future visions.
Introduction section of the study contains the details about complete theory about comparative
statement. It advantages etc. Research methodology tells about the statements of the problem,
title, scope, objectives and limitations of the study.
The data collected through the questionnaire with employees and secondary data was collected
with the help of past records files and annual reports of the company also from other statements.
Analysis and interpretation of the data contains various tables and graphs which are used for the
objectives of the study.
Findings and suggestions and conclusion give an insight of the information which the researcher
collected from analysis. The part of study implication or use of the study from the researcher
point of view as well as the company as whole. Bibliography contains the title of the book,
magazines and web links.
JINAGOUDRA MACHINES AND TOOLS PVT LTD Page 2

CHAPTER-II
INTRODUCTION

Introduction
Topic:
“A STUDY ON WORK ENVIRONMENT AND JOB SATISFACTION AT

JINAGOUDRA MACHINES AND TOOLS PVT.LTD”
Statement of the Problem:
Purpose of the study:
The purpose of the study is to get the practical Knowledge, experience and challenges faced
by the organization.
Objectives of the study:
 To study the working environment prevailing in JINAGOUDRA MACHINES TOOLS

PVT.LTD.
 To identify the factor which improves the satisfaction level of employees
 To know the employee satisfaction towards the facilities
 To offer valuable suggestions to improve the satisfaction level of employees.
Scope of the study:-
 It is an significance area for conducting research

 The study made on Work environment and Job satisfaction will reveal the factor of
feeling of employees working in the organization.
 This report is useful to management of the company to know the satisfaction levels of
employees and they can take measures to increase their productivity.
 By this report the actual work environment of the organization can be easily identified,
this report helps management to improve the work environment of the company.

 It comprises of extrinsic and intrinsic factors and help maintain an able and willing
working forces
Limitations of the study:-
 The study is conducted only in Dharwad

 Due to limitation of the time the research could not be made more detailed
 Some of the replies of the respondents may be biased.
 Respondents had marked in the questionnaires which may be socially irrespective of their
actual feelings.
 Due to confidentiality of some information accurate response was not revealed by some
of the respondents.
Research Methodology:
Data collection:
It can be mainly classified in two they are
1. Primary data
2. Secondary data
1. Primary Data:
The primary data is collected through observation, interviews, metaphor analysis, and
questionnaires etc .The questionnaires is mainly framed keeping in mind all the aspects and
requirements that would fulfil the objectives and give the exact picture which would help the
organization to take better decisions.
2. Secondary Data:
The secondary data is collected from magazines, journals, past records etc.

Research Design:
Sampling units:
Employees or workers working in JINAGOUDRA MACHINES TOOLS PVT.LTD
Sampling Frame:
Sampling frame means different levels of employees like managers, directors, labours,
mechanics etc.
Sample size: 60
Sampling Method: Data analysis and presentation:
The data was analyzed and interrupted with simple qualitative method

CHAPTER-III
INDUSTRY PROFILE

JINAGOUDRA Machines Pvt. Ltd. Is an “ISO 9001-2008” certified company is a finest

of all Geared lathe Machines established in the year 2004, now reconstructed by the acquiring
the assets and facilities of world renowned lathe Manufacturing M/s The Mysore KIRLOSKAR
LTD., In the year 2000.
The Lathe Machines are known products in the market and its design is proof that the
machines are built with technical knowledge how and trained staff in machines tool.
Under the name of JINAGOUDRA Machines Tools Pvt. LTD, The group has started
manufacturing from Turn Master series Lathes and successfully streamlined the product. This
was possible because of the poor design and infrastructure available, trained vender was possible
because of the proved design and manufacture available, trained vendor network and experience
staff and skilled workmen in the field of machine manufacturing.
The company is strategically located at SATTUR. An industrial Suburb of HUBLI and

Dharwad near its vendor base located on the highway, it is well placed with supply sources such
as manpower, electricity and water. The company has sufficient 80 Acres of land and built in
shop floor areas of 3200Sq meters and as unutilized adjacent factory building. The Engineers and
workmen are well trained in the field of machines tool manufacturing of reputed machine Tool
Manufactures.
For over eight years our Lathes have consistently set high standards in quality, design,
efficiency and customer satisfaction. Our state of the art plant has been specially designed for a
high productivity, low cycle and high quality. We have the production capacity of success of 28
units per month, which places us amongst the largest lathe manufacturer in the country.
WARRANTY:
The machine is warranted period of 12 months from the date of commissioning or 15

months material.

GOAL:
We will deliver defect free product on time with competitive price.
VISION:
Our Vision is to quality lathe products for the process industry properly. We embrace the
concept of total quality and people involvement to enhance “TOTAL QUALITY
SATISFACTION” and commit to maintain the standard of excellent through continual improve
and use of quality management system.
MISSION:
Our Mission is to manufacture quality Lathe products for the process industry with the
good time.
IN HOUSE FACILITIES:
 JINAGOUDRA Machine tools manufacture are having strong infrastructure for

manufacturing of A&B class components in house amongst very few manufacturing
companies in India.
 JINAGOUDRA Machine tools Pvt. Ltd is supported by sister concerned name M/s
jinagoudra City Foundry for supplying on time casting with machining like Bed, Legs,
H.S.Body, Carriage, cross slide, feed box, Apron, T.S.Body, and other castings.
 For another A&B class components like H.S.Spindle, T.S.Spindle, led screw, Carriage
Screw and Shifts, etc., JINAGOUDRA Machine tools is supported for supplying
components on time by sister concern company M/s, ELMECA works.
WORKFORCE:
We have a diligent workforce, who continuously strives to achieve maximum customer’s

satisfaction. Our work force include different terms of designers Machine and Tool operators,

quality analysis, Marketing personal and many skilled workers. Every member of the work force
endeavours to work in close co-ordination with our clients to fulfil their specific needs.
PROCESS FLOW CHART:
MARKETING
PLANNING
VENDOR
INCOMING STORES
MATERIAL
MATERIAL INSPECTION
PURCHASE
SUB ASSEMBLY
IN HOUSE
IN HOUSE
INSPECTION SUB ASSEMBLY
LINE & TESTING
INSPECTION &
TRIAL
PAINTING &
PACKING
DISPATCH

PRODUCT PROFILE:-
MODEL OFFERED UNDER BRAND NAME “TURNMASTER”
TURNMASTER – 350 SERIES

PRODUCT RANGE:-
Centre Height: 175mm to 300mm
Admit between centres: 600mm to 2000mm
QUALITY ASSURANCE:-
Quality is built in with, meticulous design and engineering, manufacturing process continuous
improvement and strictly adhering to quality standards IS:1878 (PART-1):1993
QUALITY POLICY.
WE AT JINAGOUDRA MACHINE TOOLS PVT.LTD are committed to manufacture and
supply of Centre Lathes and accessories and spares as per customer requirement to enhance their
satisfaction through continual process improvement, meeting quality management systems
requirements by involving all the employees.
Used for:-
 Turning
 Threading
 Taper turning
 Mill boring, etc
Customers:-

 All over India
 Automobile industries
 Small scale industries
 Engineering colleges
 Diploma, IIT colleges
 Training centres etc
Sourcing of materials:-
 Major casting are manufacturing in house.

 Small castings are manufactured in small scale industries in and around the industries.
 Major components like gears, shafts, spindles and screws etc developed in the house.
Price of the products:-
 Minimum 291000
 Maximum 800000
DETAILS OF MANUFACTURING ACTIVITIES FOR TURNMASTER

SERIES LATHE MACHINES. :-
Manufacturing commentary and process for major component.
Bed:-
Bed is made for Nickle chromium alloy cast of Iron of Grade 26. The Bed comprises of
prismatic guide ways and is heavily ribbed with rectangular wide opening for easy chip disposal
and for high rigidity to take maximum loads. The Bed is seasoned Naturally.
Brief manufacturing Process :
Sl.no Operation Details Machines Used Remarks
1 Plane bottom & rare Planner
2 Top profile & Front Planner
3 All holes driller Radial Drill
4 Flame Hardening 45 to 50 RC Flame hardening Hardness is checked by

Machine electronic Hardness tester

5 Bottom grinding Precision
Grinding machine
6 Top Profile grinding Precision Grinding Convexity controlled for length

Machine 500 to 1000 within 0.200mm &
for 1000& above 0.04mm
HS & TS legs :-
These are made of 25 grade cast with all thickness 120 to 150mm & heavily ribbed to
high rigidity & anti- vibration strength.
Brief Manufacturing Process:
Sl.No Operation Details Machines Used
1 Mill Top Horizontal Milling
2 Drill all holes Radial Drilling
Carriage & Cross Slides :-
Carriage is designed wide enough to give maximum bearing surface area for rigrd tool
support & made of high quality cast iron of 25 Grade.
Brief Manufacturing Process for carriage :
Sl.No Operation Details Machine used Remarks
1 Mill Top Planar
2 Mill bottom Profiles Planar
3 Mill all sides Horizontal Milling Machine
4 Mill dove tail Vertical Milling
5 Drill all Holes Radial drilling

Apron :-
Apron design is totally enclosed oil bath system & made of high grade 25. A safely
devise prevents the thread & feed mechanism acting simultaneously over load tripping
arrangement is provided.
Brief Manufacturing process:
Sl.No Operation Details Machines Used Remarks
1 Mill all slides Horizontal Milling
2 Boring operation Jig boring machine To minimum centre

distanced, co-axiality &
overlity within 0.01mm
3 Mill down-tail Vertical Milling
4 Inspection Inspection is done with

mandrels & bore indicators
Tailstock :-
Body and base is made of cast iron grade 20. It moves on separate Vee and Flate guide
Waya. Further it can be sit over either side to turn small tapper.
Brief manufacturing process :-
Sl. No Operation Details Machines Used Remarks
1 Mill top Vertical milling
2 Mill bottom & bottom Vertical milling

slot
3 Mill all slides Horizontal

Milling
4 Quill boring Boring Machine
5 Honing of Quill bore Honing machine Maximum tolerance maintained

within 0.02mm
6 Inspection With bore indicator the ovality &

tapper is controlled within 10
microns
Head stock Gears :-
Head stock gears are made of case hardening steel 20 Mn Cr 5. Gear teeth are induction
hardened to 55 to 60 HRC & profile is ground to class 6e accuracy to control noise level within
80db.
Sl. No Operation details Machines used Remarks
1 Blank turning with grinding Lathe machine
allowance on bore, face & OD
2 Gear cutting Hobbing

machine
3 Case carburize and induction HF hardening Case depth 0.5 to 0.7 mm

hardening machine hardness from 55-60
HRC
4 Internal grinder Internal grinder
5 Gear grinding Gear grinding

machine
6 Inspection Teeth profile is tested

with gear roll tester
Brief manufacturing process:

Sl. No Operation Details Machines Used Remarks
1 Mill all the top & bottom Vertical milling
2 Mill all four sides Horizontal milling
3 Mill dove-tail Vertical milling
4 Make circular groove Centre lathe
5 Drill all holes Radial drilling
6 Grind all other faces Surface grinder
7 Grind Dove-Tail Precision tilting head

grinder
8 Grind Dove-Tail of carriage & Precision tilting head Match cross-slide

cross slide grinder Dove-Tail & Wedge
for filter proof by
grinding
Head stock and mail spindle :-
Head stock is made of high quality cast iron of grade FG25, Heavily ribbed with wall
thickness 12-15mm for anti-vibration strength.
Sl. No Operation details Machines Used Remarks
1 Mix all six sides Horizontal milling
2 Mill bottom “v” Horizontal milling
3 Boring operation Jig boring machine To ensure centre

height, centre
distance & co-axiality
tolerance within

0.01mm
4 Drill all holes Ridial drilling
5 Inspection Inspection is done

with mandrels
Main Spindal
Main spindal is made of case hardening alloy steel. Spindle taper bore bearing ODs, taper nose &
chuck mounting face rae case hardened to 55 to 60 HRC it is ground precisely to give run outs
within 0.003 to 0.004 mm.
Feed Box :-
Made of high grade cast iron 25& rigidly constructed.
Sl. No Operation Details Machines used Remarks
1 Mill all sides Horizontal milling
2 Boring operation Jig boring machine To maintain centre

distances, co-axiality &
ovality within 0.01mm.
3 Inspection Inspection is done within

mandrels & bore indicate
Procedure of building of the machine :-
1. Sub-Assemblies like headstock, feed box, apron are built and kept for running on
respective running stands for 16hrs. Assemblies are inspected as per test chart.
2. Legs are scraped, Bed is placed on legs, levelled. Then Bed is tightened and re-leveled.
3. Head stock bottom ‘V’ and flat are scraped to give proper seating of 20 to 24

4. Points per 25X25 mm square with respect to bed ‘V” and flat. Alignment is chacked with
respect to front ‘V’ and Flat.
5. V and Flat of carriage are scraped to give proper seating to 20 to 24 points per 25mm
square with Bed ‘V’ and Flat. Alignment is checked with tackle and inspection mandrel
with respect to head stock.
6. Tail stock ‘V’ and flat scraped to give proper seating to 20 to 24 points per 25mm.
7. Square with Bed ‘V’ and flat meant for tail stock. Alignment is checked with respect to
headstock with inspection tackle and testing mandrel.
8. Mounting faces to Feed box, Apron and End Bearing are scraped to give correct
alignment checked with respect to Bed ‘V’ and Flat.
9. Lead screw is aligned with two Thrust bearings.
10. The machine is kept sequence running for 16hrs to ensure gear noise with in 80db,
temperature raise within 28degree C above ambient and No oil seepage from gear box.
11. The practical tests are taken according to the test chart IS-1878/1971 part-1
12. Thread cutting trials are carried out for different pitche
Parts of the Lathe Machine :-
1. TURNMASTER-350 :-

Product Description :-
 SALIENT FEATURES :-
HARDENED GROUND PRISMATIC GUIDE WAYS FOR CARRIAGE.
 GEARED HEAD STOCK WITH HARDENED AND GROUND GEAR
 MAIN SPINDLE RIGID, ACCURATE, HARDENED AND GROUND
MOUNTED ON P5 CLASS TAPER ROLLER BEARINGS.
 FEED BOX DESIGNED FOR EASY SELECTION OF WIDE RANGE
OF FEEDS AND THREADS.
 COLOUR : LIGHT GREY AND DARK AND BLUE COMBINATION
 GROSS WEIGHT OF THIS MODEL MACHINE IS 950KGS APPROX
TURNMASTER-350 RANGE SERIES :-
Model-S603 Straight Bed Centre Height 175mm ABC-600
ModelS803 Straight Bed Centre Height 175mm ABC-800
Model-G803 Gap Bed Centre Height 175mmABC-800
2. TURNMASTER 400 :-

ALL GEARED HEAD LATHE, COMPRISING OF HARDENED AND GROUND BED,

AMERICAN A2-6 SPINDLE NOSE, R.H. HAND WHEEL APRON, SQUARE TOOL POST
AND ELECTRICAL ITEM SUITABLE FOR 415V, 5 h.p, 50 CYCLES WITH 3.7 kw
MOTOR.
Product Description:-

ALL GEARED HEAD LATHE, COMPRISING OF HARDENED AND GROUND BED,
AMERICAN A2-6 SPINDLE NOS, R.H. HAND WHEEL APRON, SQUARE TOOL POST
AND ELECTRICAL ITEM SUITABLE FOR 415V, 7.5hp, 50 CYCLES WITH 5.5 kw
MOTOR.
TURNMASTER-450 RANGE SERIES: -
Model-G1257 Gap Bed Centre Height 225mm ABC-1250
 Centre Hieght : 300mm

 ABC: 1200, 1600, 2000mm
 Bed Type: Straight and Gap
Model-S1207
Model-G1207
Model-S1607
Model-G1607
Model-G200
LIST OF PLANT AND MACHINARY INSTALLED :-
1. BOHINGER PLANER NO.1

2. PLANNER NO.2
3. CARNAGI PLANER NO.3
4. H.M.T. RADIAL DRILLING RM-63 MACHINE
5. BOTLIBOI RADIAL DRILLING BVR-3 MACHINE
6. FLAME HARDENING MACHINE
7. THOMSON BED GRINDING MACHINE
8. H.M.T. SURFACE GRINDER
9. VERTICAL MILLING FN 3V MACHINE
10. HORIZONTAL MILLING FN 3H MACHINE
11. HORIZONTAL MILLING FN 2H MACHINE
12. H.M.T. BORING MACHINE
13. HORIZONTAL JOG BORING MACHINE
14. MAPRO CARRIAGE GRINDING MACHINE
15. JONES SHIPMAN SURFACE GRINDERS
16. H.M.T. BROACHING MACHINE
17. CENTRE LATHES
18. SPINDLE BALANCING MACHINE
19. BEMCO PRESS

20. JMT MAKE BED FLAME HARDNING MACHINE
ORGANIZATION CHART
CHAIRMEN
MANAGING DIRECTOR
CEO
PAINTING FINANCE MARKETING

DEPARTMENT DEPARTMENT DEPARTMENT
PRODUCTION INSPECTION
DEPARTMENT DEPARTMENT

CHAPTER-IV
COMPANY PROFILE

COMPANY PROFILE
Jinagoudra group of industries is one of the well-established leaders in the machine tools
industry in India. A multi product, multi-divisional organization, its main business segments are
high precision. All Geared tool room lathes, foundry castings, machines tools accessories and
CNC tooling.
Over 60 years of enterprise and deduction in putting technology to work, bear testimony to
Jinagoudra Group of industries evolution from pioneer of machine tools engineering in India to
one of the most trusted, reputed well established names in India.
We lay emphasis on the high professional standards, on superior product performance and
on a customer centric outlook that help us provide specialized solution to wide range of
Domestic markets. Our design, application and manufacturing expertise fulfil a wide range of
customer needs. It is our emphasis on quality that enables us to have one of the highest levels of
“ Repeat-orders” in the industry.
JINAGOUDRA Groups Multi-divisional units are :-
1. JINAGOUDRA machine Tools Pvt. Ltd- Manufacturing of high precision All Geared
Head Lathe Machines.
2. JINAGOUDRA City foundry- Manufacturing of High Grade C.I Casting.
3. ELMECA Works-Mfg. of Machines tools Accessories and CNC Tooling.
4. JINAGOUDRA City Petroleum’s- Deals of Indian Oil Petroleum products.
5. JINAGOUDRA Enterprises Pvt. Ltd.-STOCKEST and Dealers of international tractors

Ltd. Tractors.

COMPANY PROFILE
Name & Address JINAGOUDRA MACHINE TOOLS PVT.

LTD
Jinagoudra city, between Dharwad-Hubli on

Main Road, Sattur, Dharwad-580009,
Karnataka ( INDIA).
Activities Centre Lathes, CNC Lathes, Accessories,

Spares, Reconditioning & Retrofitting of
machine Centre Lathes, CNC lathe,
Accessories, Spares, Reconditioning and
Retrofitting of machine CNC machined
components.
MD M Jinagoudra.
CEO Vinod Umarji
Type of Company Private Ltd
Year of Establishment 2004 (After acquiring Lathe machines

manufacturers M/s. The Mysore Kirloskar
Limited., in the year 2000)
Telephone 9343959500, 9343959600 & 9343959700
Mobile Jinagoudra Machine Tools Pvt. Ltd. Dadar

(East)Mumbai-400014 Phone No:
(022)241313213
Register office 62465000
Fax turnmaster@gmail.com
E-mail www.jinamachinetools.com

Website 29670236081
Tin no AABCJ4737F
Income Tax Pan No 80 Acre land and built in shop floor area of
3200sq. meters
Total area 60
No of employees 28unit per month
Production capacity Minimum Rs200000/- Maximum Rs.

800000/-
Product price Hydraulically mounted test bends to

carryout testing activities
Facility for testing In house quality control system to check

quality of material from incoming, in
process, final inspection and testing till
dispatch.
Quality control

CHAPTER-V
THEORETICAL
FRAME WORK

Work Environment
Following are the influencing factor consider for job satisfaction.
1. Facilities provided to employees (canteen facility, Food quality)

2. Leave policy of your company.
3. Working HRs. (whether employees are doing regular overtime or not)
4. If shifts are there then how the shifts are being rotated.
5. Medical facility
6. Grievance Management system (how effective is it to help employees)
7. Union Issues
8. Training (is appropriate training is provided time to time)
9. Events (if any) are in align with the employee’s culture or not.
10. How frequent the direct conversation is there of Management and employees.
11. A feeling that the organization is second home to the employee
Organization environment includes
 Culture
 Values
 Company reputation
 Quality of people in the organization
 Employee development and career growth
 Risk taking
 Leading technologies
 Trust
Types of environment the employee needs in an organization

 Learning environment: It includes continuous learning and improvement of the
individual, certifications and provision for higher studies, etc.
 Support environment: Organization can provide support in the form of work-life balance
 Work life balance includes:
o Flexible hours
o Telecommuting
o Dependent care
o Alternate work schedules
o Vacations
o Wellness
 Work environment: It includes efficient managers, supportive co-workers, challenging
work, involvement in decision-making, clarity of work and responsibilities, and recognition.
Lack or absence of such environment pushes employees to look for new opportunities. The
environment should be such that the employee feels connected to the organization in every
respect.
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Be Satisfied Knowing Your Job Matters
Because more than 19,000 nonprofits around the world depend on our solutions and
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Enjoy Peace of Mind with a Solid Company
Black baud offers financial stability and security uncommon to most software companies.
Publicly traded with annual revenue topping $250 million, we are a solid company large enough
to offer a level of benefits typically only found at much larger companies, yet small enough to
offer a friendly, personal working environment to help foster your individual growth and realize
your ultimate career goals.This is a general phenomenon that every employee wants job
satisfaction in whatever activities he or she is involved or is willing to undertake. The importance
of job satisfaction lies in the fact that the employee whose job satisfaction is positive is not only
peacefully happy and satisfied with himself but also produces both qualitative and quantitative
results for an organization. Quite the reverse, if an employee is not satisfied with his job, the
displeasure causes weak performance or the performance against what he or she has been
expected of - giving rise to absenteeism and resulting in low qualitative and quantitative
outcomes. Hence, the job satisfaction plays a vital role during the tenure of employment.
Job satisfaction refers to overall positive feelings towards a job. It is defined as,
“Pleasurable or positive emotional state resulting from the appraisal of one’s job experiences.”
What in terms of job satisfaction counts is the attitude of an employee towards his job. Attitude
is a point of view of an individual towards an object.
The object may be anything, such as, a book, an organization, a boss, a friend or a job. It
is a mental state which drives a person to react in a particular way – depending upon what goes
on in his or her psychological world.

Since an employee develops unhappy feelings or dissatisfaction towards the job, it is
manifested in negative performance causing absenteeism, low productivity, and the overall
negative results; while the one with positive attitude behaves cheerfully and undertakes the tasks
in a positive and challenging manner. There may be several factors to job satisfaction which an
organization may consider to take necessary steps to ascertain positive feelings among
employees towards their jobs. Some of the main factors may be summarized.
The personality of an employee is an important factor to job satisfaction. A person whose

personality is such that allows him to take the things positively, he undertakes the assigned tasks
also in a positive manner. On the contrary, a person who develops negative thinking and
ideologies would find negative sides in all the aspects –even in positive elements. Thus a
personality is a reason of job satisfaction.
Educational level of a person is an important factor to job satisfaction as well. Being

lower than what is required educational level for a particular task leads to inadequate
performance. The reason is that a particular job demands certain mandatory educational
background without which the task cannot be accomplished efficiently and effectively. If there is
required education, the ins and outs can be dealt effectively and thoroughly.
There is another aspect connected to this point that the essential educational background
serves as a passport for a particular job. If not overall achievements of the tasks being assigned, a
minimum level can be ascertained, but this should not be considered in isolation as accepting the
challenge seems to be easier than carrying out the tasks satisfactorily in long run. It is therefore
to be considered whether the employee makes every possible effort to perform the tasks
satisfactorily so as to get satisfaction from his job.
The type of tasks is vitally important reason for the satisfaction. It is believed that the
employees are considerably satisfied with the jobs that have social status and prestige. Instead,
they are not satisfied with those jobs which have less social status.
Organizational factors including, wages, job security, benefits and facilities can be the
issues that have be considered by an organization in providing the satisfaction to the employees.
Further, the plans and policies of an organization play a vital role in satisfying and dissatisfying

the employees towards their jobs. Here arises the point of management philosophies. If a
management adopts such philosophies that are beneficial to both employees and the organization
then, there will be two-fold satisfaction -to the employees and the organization. Employee
morale should be enhanced if an organization wants to accomplish its activities successfully and
progressively. The relation between employee morale and positive results in terms of overall
organizational development is reciprocal. The more is the morale of employees enhanced, the
better are the achievements that can lead to satisfaction. It is true that an organization can carry
out its activities by motivating the employees through scientific management and under the close
supervision. Nonetheless, the need is to establish the continuing satisfaction which can be
created by considering various factors relating to job satisfaction. Only then, it can be anticipated
that the overall satisfaction will be achieved.
JOB SATISFACTION
Introduction

Human life has become very complex and completed in now-a-days. In modern society
the needs and requirements of the people are ever increasing and ever changing. When the
people are ever increasing and ever changing when the peoples needs are not fulfilled they
become dissatisfied. Dissatisfied people are likely to contribute very little for any purpose. Job
satisfaction of industrial workers us very important for the industry to function successfully.
Apart from managerial and technical aspects, employers can be considered as backbone of any
industrial development. To utilize their contribution they should be provided with good working
conditions to boost their job satisfaction..
Job satisfaction is important technique used to motivate the employees to work harder. It
is often said that “A HAPPY EMPLOYEE IS A PRODUCTIVE EMPLOYEE”. A happy
employee is generally that employee who is satisfied with his job.
Job satisfaction is very important because most of the people spend a major portion of
their life at working place. Moreover, job satisfaction has its impact on the general life of the
employees also, because a satisfied employee is a contented and happy human being. A highly
satisfied worker has better physical and mental well being.
Definitions:
In simple words, job satisfaction can defined as extent of positive feelings or attitudes
that individuals have towards their jobs. When a person says that he has high job satisfaction , it
means that he really likes his job, feels good about it and value his job dignity.
ANDREW BRIN
“Job satisfaction is the amount of pleasure or contentment associated with a job. If you
like your job intensely, you will experience high job satisfaction. If you dislike your job
intensely, you will experience job dissatisfaction.
P. Robbins
“Job satisfaction is a general attitude towards one’s job: the difference between the
amount of reward workers receive and the amount they believe they should receive.”

Fieldman and Arnold
Job satisfaction will be defined as amount of overall positive affect that individuals have
towards their jobs.
HISTORY
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These
studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to
find the effects of various conditions (most notably illumination) on workers’ productivity.
These studies ultimately showed that novel changes in work conditions temporarily increase
productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from
the new conditions, but from the knowledge of being observed. This finding provided strong
evidence that people work for purposes other than pay, which paved the way for researchers to
investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study of job
satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management,
argued that there was a single best way to perform any given work task. This book contributed to
a change in industrial production philosophies, causing a shift from skilled labor and piecework
towards the more modern approach of assembly lines and hourly wages. The initial use of
scientific management by industries greatly increased productivity because workers were forced
to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving
researchers with new questions to answer regarding job satisfaction. It should also be noted that
the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylor’s
work.
Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the
foundation for job satisfaction theory. This theory explains that people seek to satisfy five
specific needs in life – physiological needs, safety needs, social needs, self-esteem needs, and
self-actualization. This model served as a good basis from which early researchers could develop
job satisfaction theories.
Importance to Worker and Organization:

Frequently, work underlies self-esteem and identity while unemployment lowers self-
worth and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative
and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and
occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self-
development. To the worker, job satisfaction brings a pleasurable emotional state that often leads
to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative,
and loyal.
For the organization, job satisfaction of its workers means a work force that is motivated
and committed to high quality performance. Increased productivity the quantity and quality of
output per hour worked seems to be a byproduct of improved quality of working life. It is
important to note that the literature on the relationship between job satisfaction and productivity
is neither conclusive nor consistent. However, studies dating back to Herzberg's (1957) have
shown at least low correlation between high morale and high productivity, and it does seem
logical that more satisfied workers will tend to add more value to an organization. Unhappy
employees, who are motivated by fear of job loss, will not give 100 percent of their effort for
very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the
threat is lifted performance will decline.
Tangible ways in which job satisfaction benefits the organization include reduction in
complaints and grievances, absenteeism, turnover, and termination; as well as improved
punctuality and worker morale. Job satisfaction is also linked to a healthier work force and has
been found to be a good indicator of longevity. And although only little correlation has been
found between job satisfaction and productivity, Brown (1996) notes that some employers have
found that satisfying or delighting employees is a prerequisite to satisfying or delighting
customers, thus protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying:
"Take away my people, but leave my factories, and soon grass will grow on the factory floors.
Take away my factories, but leave my people, and soon we will have a new and better factory"
Creating Job Satisfaction
So, how is job satisfaction created? What are the elements of a job that create job
satisfaction? Organizations can help to create job satisfaction by putting systems in place that
will ensure that workers are challenged and then rewarded for being successful. Organizations

that aspire to creating a work environment that enhances job satisfaction need to incorporate the
following:
 Flexible work arrangements, possibly including telecommuting

 Training and other professional growth opportunities
 Interesting work that offers variety and challenge and allows the worker opportunities to
"put his or her signature" on the finished product
 Opportunities to use one's talents and to be creative
 Opportunities to take responsibility and direct one's own work
 A stable, secure work environment that includes job security/continuity
 An environment in which workers are supported by an accessible supervisor who
provides timely feedback as well as congenial team members
 Flexible benefits, such as child-care and exercise facilities
 Up-to-date technology
 Competitive salary and opportunities for promotion.
FACTORS INFLUENING JOB SATISFACTION

SOURCES OF JOB SATISFACTION
Organizational Work Work itself Personal factors

factors environment
factors
There are number of factors that influence job satisfaction in an organization. A no.
of research studies have been conducted in order to establish some of the causes that result in job

satisfaction. These studies have revealed consistent correlation of certain variables with the job
satisfaction. These factors are given below:
Organizational factors:
1. Salaries and wages:
Wages do play a significant role in determining of satisfaction. Salaries and wages is

instrumental in fulfilling so many needs. Money facilities the obtaining of food, shelter, and
clothing and provides the means to enjoy valued leisure interest outside of work. More over,
salary can serve as symbol of achievement and a source of recognition. Employees often see pay
as a reflection of organization. Fringe benefits have not been found to have strong influence on
job satisfaction as direct wages.
2. Promotion chances:
Promotion chances considerably affect the job satisfaction because of the following
reasons:
Firstly, promotion indicates an employee’s worth to the organization which is highly moral
boosting. This is particularly true in case of high level jobs.
Secondly, employee takes promotion as the ultimate achievement in his career and when it is
realized, he feels extremely satisfied.
Thirdly, promotion involves positive changes e.g. high salary, less supervision, increased status
etc which enhances job satisfaction.
3. Company policies:
Organizational structure and policies also play an important role in affection job
satisfaction of employees. An autocratic and highly authoritative structure causes resentment
among the employees as compared to a structure which is more open and democratic in nature.
Work environment factors:
1. Supervision:

Two dimensions of supervisor style:
 Employee centered or consideration supervisors who establish a supportive personal

relationship with subordinates and take a personal interest in them.
 The other dimension of supervisory style influence participation in decision making,
employee who participates in decision that affect their job, display a much higher level of
satisfaction with supervisor and the overall work situation .
2. Work group:
The nature of the work group or team will have effect on job satisfaction in the following
ways:
 A friendly and cooperative group provides opportunities to the group members to interact
with each other.
 The work group will be even a stronger source of satisfaction when members have
similar attitudes and values.
 Smaller groups provide greater opportunity for building mutual trust and understanding
as compared to larger groups. Thus, group size and quality of interpersonal relations
within the group play a significant role in workers satisfaction.
3. Working condition:
The employees desire good working condition because they lead to greater physical
comfort. The working conditions are important to employees because they can influence life
outside of work. If people are require to work long hours and / or overtime, they will have very
little felt for their families, friends and recreation outside work. So the working conditions inside
the organization should be favorable.
Work itself
Along with pay, the content of the work itself plays a very major role in determining how
satisfied employees are with their jobs. By and large, workers want jobs that are challenging;
they do want to be doing mindless jobs day after day. The two most important aspect of the work
itself that influence job satisfaction are variety and control over work methods and work place.

In general, job with a moderate amount of variety produce the most job satisfaction. Jobs
with too little variety cause workers to feel bored and fatigue. Jobs with too much variety and
stimulation cause workers to feel psychologically stressed and ‘burnout’.
 Job scope:
It provides the amount of responsibility, work pace and feed back. The higher the level of
these factors, higher the job scope and higher level of satisfaction.
 Variety:
A moderate amount of variety is very effective. Excessive variety produces confusion
and stress and too little variety causes monotony and fatigue which are dissatisfiers.
 Lack of autonomy and freedom:
Lack of autonomy and freedom over work methods and work pace can create
helplessness and dissatisfaction. Employees do not like strict supervision.
 Interesting work:
A work which is very interesting and challenging and gives status, provides satisfaction
to the employees.
 Role ambiguity and Role conflict:
Role ambiguity and role conflict also lead to confusion and job dissatisfaction because
employees do not know exactly what their task is and what is expected of them.
Personal factors:
Age and seniority:

With age, people become more mature and realistic and less idealistic so that they are
willing to accept available resources and rewards and be satisfied about the situation. With the
passage of time, people move into more challenging and responsible positions. People who do
not move up at all with time are more likely to be dissatisfied with their jobs.
Tenure:
Employees with longer tenure are expected to be highly satisfied with their jobs. Tenure
assures job security, which is highly satisfactory to employees. They can easily plan for their
future without any fear of losing their jobs.
Personality:

Some of the personality traits which are directly related to job satisfaction are self
assurance, self esteem, maturity, challenge and responsibility. Higher the person is on Maslow’s
needs hierarchy, the higher is the job satisfaction. This type of satisfaction comes from within the
person and is a function of his personality.
Theoretical approaches to job satisfaction are as follows:
 Need fulfilment theory: According to this theory, a person will be satisfied when he gets what
he wants from his job. Job satisfaction will vary directly with the extent to which those needs of
an individual, which can be satisfied, are actually satisfied. Thus, job satisfaction according to
this theory, is a function of the degree to which the employees needs are fulfilled in the giving
situation.
 Equity theory: According to this theory, every individual has a basic tendency to compare his
rewards to with those of a reference group. If he feels his rewards are equitable with others doing
the similar work in similar environment, he feels satisfied. This theory thus believes that ‘a
person job satisfaction depends upon his perceived equity as determined by his output balance in
comparison with input – output balance of others’. This theory takes into account not only the
needs of the employer but also to the opinion of the reference group towards which the employee
looks for guidance.
 Two factor theory: This theory states that satisfaction and dissatisfaction are independent of
each other. One set of factors are known as hygiene factors act as dissatisfiers. Their absence
causes dissatisfaction like pay, humane working conditions etc. The other set of factors lead to
satisfaction like promotion, recognition etc.
 Social reference group theory: According to this theory an employee is satisfied with his job
when the job meets the interest, desires, and requirements of person’s reference groups. Job
satisfaction is a function of the degree to which the job meets the approval of the group to which
the individual looks for guidance in evaluating the world and defining social reality.
 Discrepancy theory: Job satisfaction and dissatisfaction are functions of perceived
relationship between what one wants from ones job and what one perceives it is actually
offerings. Satisfaction is thus the difference between what one actually received are less than the
expected rewards, it causes satisfaction.
 Equity discrepancy theory: This is a combination of equity and discrepancy theory. Under
this theory, satisfaction is defined as the difference between the outcomes that one perceives he

actually received and outcomes that one feels he should receive in comparison with others. A
person perception of what he should receive is influenced by the inputs and outputs of others. If
inputs are similar to those of referent groups but his outcomes are less, he is likely to be satisfied.
 Affect Theory: Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous
job satisfaction model. The main premise of this theory is that satisfaction is determined by a
discrepancy between what one wants in a job and what one has in a job. Further, the theory states
that how much one values a given facet of work (e.g. the degree of autonomy in a position)
moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met. When a
person values a particular facet of a job, his satisfaction is more greatly impacted both positively
(when expectations are met) and negatively (when expectations are not met), compared to one
who doesn’t value that facet.
To illustrate, if Employee a values autonomy in the workplace and Employee B is
indifferent about autonomy, then Employee A would be more satisfied in a position that offers a
high degree of autonomy and less satisfied in a position with little or no autonomy compared to
Employee B. This theory also states that too much of a particular facet will produce stronger
feelings of dissatisfaction the more a worker values that facet.
DETERMINANTS OF JOB SATISFACTION
While analyzing the various determinants of job satisfaction, we have to keep in mind
that: all individuals do no derive the same degree of satisfaction though they perform the same
job in the same job environment and at the same time. Therefore, it appears that besides the
nature of job and job environment, there are individual variables which affect job satisfaction.
Thus, all those factors which provide a fit among individual variables, nature of job, and
situational variables determine the degree of job satisfaction. Let us see what these factors are:
Individual factors:
Individuals have certain expectations from their jobs. If their expectations are met from
the jobs, they feel satisfied. These expectations are based on an individual’s level of education,
age and other factors.
Level of education:

Level of education of an individual is a factor which determines the degree of job
satisfaction. For example, several studies have found negative correlation between the level of
education, particularly higher level of education, and job satisfaction. The possible reason for
this phenomenon may be that highly educated persons have very high expectations from their
jobs which remain unsatisfied. In their case, Peter’s principle which suggests that every
individual tries to reach his level of incompetence, applies more quickly.
Age:
Individuals experience different degree of job satisfaction at different stages of their life.
Job satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain stage,
and finally dips to a low degree. The possible reasons for this phenomenon are like this. When
individuals join an organization, they may have some unrealistic assumptions about what they
are going to drive from their work. These assumptions make them more satisfied. However,
when these assumptions fall short of reality, job satisfaction goes down. It starts rising again as
the people start to assess the jobs in right perspective and correct their assumptions. At the last,
particularly at the fag end of the career, job satisfaction goes down because of fear of retirement
and future outcome.
Other factors:
Besides the above two factors, there are other individual factors which affect job
satisfaction. If an individual does not have favorable social and family life, he may not feel
happy at the workplace. Similarly, other personal problems associated with him may affect his
level of job satisfaction. Personal problems associated with him may affect his level of job
satisfaction.
Nature of job:
Nature of job determines job satisfaction which is in the form of occupation level and job
content.
Occupation level:

Higher level jobs provide more satisfaction as compared to lower levels. This happens
because high level jobs carry prestige and status in the society which itself becomes source of
satisfaction for the job holders. For example, professionals derive more satisfaction as compared
to salaried people factory workers are least satisfied.
Job content:
Job content refers to the intrinsic value of the job which depends on the requirement of
skills for performing it, and the degree of responsibility and growth it offers. A higher content of
these factors provides higher satisfaction. For example, a routine and repetitive lesser
satisfaction; the degree of satisfaction progressively increases in job rotation, job enlargement,
and job enrichment.
Situational variables:
Situational variables related to job satisfaction lie in organizational context – formal and
informal. Formal organization emerges out of the interaction of individuals in the organization.
Some of the important factors which affect job important factors which affect job satisfaction are
given below:
1. Working conditions: Working conditions, particularly physical work environment, like

conditions of workplace and associated facilities for performing the job determine job
satisfaction.
These work in two ways. First, these provide means job performance. Second, provision
of these conditions affects the individual’s perception about the organization. If these factors are
favourable, individuals experience higher level of job satisfaction.
2. Supervision:
The type of supervision affects job satisfaction as in each type of supervision; the degree
of importance attached to individuals varies. In employee-oriented supervision, there is more
concern for people which is perceived favorably by them and provides them more satisfaction. In
job oriented supervision, there is more emphasis on the performance of the job and people
become secondary. This situation decreases job satisfaction.

3. Equitable rewards:
The type of linkage that is provided between job performance and rewards determines the
degree of job satisfaction. If the reward is perceived to be based on the job performance and
equitable, it offers higher satisfaction. If the reward is perceived to be based on considerations
other than the job performance, it affects job satisfaction adversely.
4. Opportunity:
It is true that individuals seek satisfaction in their jobs in the context of job nature and
work environment by they also attach importance to opportunities for promotion that these job
offer. If the present job offers opportunity of promotion is lacking, it reduces satisfaction.
5. Work group:
Individuals work in group either created formally of they develop on their own to seek
emotional satisfaction at the workplace. To the extent such groups are cohesive; the degree of
satisfaction is high.
If the group is not cohesive, job satisfaction is low. In a cohesive group, people derive
satisfaction out of their interpersonal interaction and workplace becomes satisfying leading to job
satisfaction.
JOB SATISFACTION AND EMOTIONS
Mood and emotions while working are the raw materials which cumulate to form the affective
element of job satisfaction. (Weiss and Cropanzano, 1996). . Moods tend to be longer lasting but
often weaker states of uncertain origin, while emotions are often more intense, short-lived and
have a clear object or cause. There is some evidence in the literature that state moods are related
to overall job satisfaction Positive and negative emotions were also found to be significantly
related to overall job satisfaction . Frequency of experiencing net positive emotion will be a better
predictor of overall job satisfaction than will intensity of positive emotion when it is experienced
Emotion regulation and emotion labor are also related to job satisfaction. Emotion work
(or emotion management) refers to various efforts to manage emotional states and displays.
Emotion regulation includes all of the conscious and unconscious efforts to increase, maintain, or
decrease one or more components of an emotion. Although early studies of the consequences of

emotional labor emphasized its harmful effects on workers, studies of workers in a variety of
occupations suggest that the consequences of emotional labor are not uniformly negative. It was
found that suppression of unpleasant emotions decreases job satisfaction and the amplification of
pleasant emotions increases job satisfaction. The understanding of how emotion regulation
relates to job satisfaction concerns two models:
Emotional dissonance: Emotional dissonance is a state of discrepancy between public

displays of emotions and an internal experience of emotions that often follows the process of
emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low
organizational commitment, and low job satisfaction.
Interaction model: Taking the social interaction perspective, workers’ emotion regulation
might beget responses from others during interpersonal encounters that subsequently impact
their own job satisfaction. For example: The accumulation of favourable responses to displays
of pleasant emotions might positively affect job satisfaction performance of emotional labour
that produces desired outcomes could increase job satisfaction.
CONSEQUENCES OF JOB SATISFACTION
Research has concluded that there is a relationship between job satisfaction and
performance of the employees. Thus, job satisfaction or job dissatisfaction is an important
concern for management. High job satisfaction may lead to improved productivity, decreased
turnover , improved attendance , less job stress. Job dissatisfaction produces low morale among
the employees and more of stress. The following subtopics explain the outcomes of job
satisfaction:
1. Job satisfaction and productivity:
There are two views about the relationship between job satisfaction and productivity:
1. A happy worker is a productive worker,
2. A happy worker is not necessarily a productive worker.

The first view establishes a direct cause-effect relationship between job satisfaction and
productivity; when job satisfaction increases, productivity increases; when satisfaction decreases,
productivity decreases. The basic logic behind this is that a happy worker will put more efforts
for job performance. However, this may not be true in all cases. For example, a worker having
low expectations from his jobs may feel satisfied but he may not put his efforts more vigorously
because of his low expectations from the job. Therefore, this view does not explain fully the
complex relationship between job satisfaction and productivity.
Another view: That is a satisfied worker is not necessarily a productive worker explains the
relationship between job satisfaction and productivity. Various research studies also support this
view. This relationship may be explained in terms of the operation of two factors: effect of job
performance on satisfaction and organizational expectations from individuals for job
performance.
1. Job performance leads to job satisfaction and not the other way round.
The basic factor for this phenomenon is the rewards (a source of satisfaction) attached with
performance. There are two types of rewards intrinsic and extrinsic. The intrinsic reward stems
from the job itself which may be in the form of growth potential, challenging job, etc. The
satisfaction on such a type of reward may help to increase productivity. The extrinsic reward is
subject to control by management such as salary, bonus, etc. Any increase in these factors does
not help to increase productivity though these factors increase job satisfaction.
A happy worker does not necessarily contribute to higher productivity because he has to
operate under certain technological constraints and, therefore, he cannot go beyond certain
output.
Further, this constraint affects the management’s expectations from the individual in the
form of lower output. Thus, the work situation is pegged to minimally acceptable level of
performance. However, it does not mean that the job satisfaction has no impact on Productivity.
A satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker
leads to lower productivity.
2. Job satisfaction and employee turnover:

High employee turnover is a matter of concern for the management as it disrupts the
normal operations of the organization. Managerial concern is mostly for the turnover which
arises from job dissatisfaction. The employees thus try to keep the employees satisfied on their
jobs to minimize the turnover. Though, high job satisfaction in itself cannot keep the turnover
low, but considerable job dissatisfaction will definitely increase the employee turnover. The
employee turnover is affected by certain other factors also like if people are highly satisfied with
their jobs, they are willing to leave if there are better opportunities available anywhere else. If no
other opportunities are available, the employees will stay where they are irrespective of
dissatisfaction. On the overall basis, we can say that there is an important role played by job
satisfaction in employee turnover.
3. Job satisfaction and absenteeism:
Absenteeism refers to the frequency of absence of job holder from the workplace either
unexcused absence due to some avoidable reasons or long
Absence due to some unavoidable reasons. It is the former type of absence which is a matter of
concern. This absence is due to lack of satisfaction from the job which produces a ‘lack of will to
work’ and alienate a worker form work as for as possible. Thus, job satisfaction is related to
absenteeism.
4. Job satisfaction and union activities:

High level of job satisfaction reflects a highly favourable organizational climate resulting
in attracting and retaining better workers. Satisfied employees are not interested in unions and
they do not perceive them as necessary.
5. Job satisfaction and safety:
When people are dissatisfied from their jobs, company and supervisors, they are more
prone to experience accidents. A satisfied worker will always be careful and attentive towards
his job and the chances of accidents will be less.
Workers Roles in Job Satisfaction

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his
or her own satisfaction and well-being on the job. The following suggestions can help a worker
find personal job satisfaction:
 Seek opportunities to demonstrate skills and talents. This often leads to more challenging work
and greater responsibilities, with attendant increases in pay and other recognition.
 Develop excellent communication skills. Employer’s value and reward excellent reading,
listening, writing, and speaking skills.
 Know more. Acquire new job-related knowledge that helps you to perform tasks more
efficiently and effectively. This will relieve boredom and often gets one noticed.
 Demonstrate creativity and initiative. Qualities like these are valued by most organizations
and often result in recognition as well as in increased responsibilities and rewards.
 Develop teamwork and people skills. A large part of job success is the ability to work well
with others to get the job done.
 Accept the diversity in people. Accept people with their differences and their imperfections
and learn how to give and receive criticism constructively.
 See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This helps to give meaning to one's existence, thus playing a
vital role in job satisfaction.
 Learn to de-stress. Plan to avoid burnout by developing healthy stress-management techniques.
Assuring Job Satisfaction
Assuring job satisfaction, over the long term, requires careful planning and effort both by
management and by workers. Managers are encouraged to consider such theories as Herzberg's
(1957) and Maslow's (1943) Creating a good blend of factors that contribute to a stimulating,
challenging, supportive, and rewarding work environment is vital. Because of the relative
prominence of pay in the reward system, it is very important that salaries be tied to job
responsibilities and that pay increases be tied to performance rather than seniority.
So, in essence, job satisfaction is a product of the events and conditions that people
experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, his pay is fair, his
promotional opportunities are good, his supervisor is supportive, and his coworkers are friendly,

then a situational approach leads one to predict he is satisfied with his job" Very simply put, if
the pleasures associated with one's job outweigh the pains, there is some level of job satisfaction
CHAPTER-VI
RESEARCH
METHODOLOGY

Introduction
In its broad folds, the chapter presents the statement of the problem, objectives of the
study, the research methodology and also the limitations of the study.
Statement of the problem
To study on work environment and employee job satisfaction employee in Akshaya Patra.
Data collection
Research methodology is one of the systematic ways to solve any research problem. It is a
method of analyzing how the research is done through scientifically. By this study, it is possible
to study the various steps which are generally adopted by a research in studying the research
problem.
In this study the data has been collected from two different sources and they are
1. Primary data
2. Secondary data

1. Primary data
The data is collected by conducting survey and interviews personally to the labourers in the
company.
2. Secondary data
The data is collected from internet sources.
The information is collected from books and brochures of the company.
Objectives of the study:
 To study the working environment prevailing in JINAGOUDRA machine Tools Pvt. Ltd.
 To identify the factor which improves the satisfaction level of employees
 To know the employee satisfaction towards the facilities
 To offer valuable suggestions to improve the satisfaction level of employees.
Sample unit:
Employees working in the organisation.
Samples Size:
The respondents comprised of 60 employees at JINAGOUDRA machine Tools Pvt. Ltd
Tools and Techniques of Data Collection, Interpretation of data
For the purpose of collecting primary data personal interview method with the help of
questionnaire has been gathered from 70 respondents at the JINAGOUDRA machine Tools Pvt.
Ltd.

For the purpose of analyzing, processing, and interpreting the data, simple percentage
analysis was used which has been presented in the tables followed by an appropriate analysis
using Bar Charts and Pie Charts in SPSS Software.

CHAPTER-VII
ANALYSIS AND
INTERPRETATION

1. How long you have been working in organization?
Working
Cumulative
Frequency Percent Valid Percent Percent
Valid Below Two Years 5 8.3 8.3 8.3
2-4 Years 19 31.7 31.7 40.0
4-6 Years 15 25.0 25.0 65.0
Above 6 Years 21 35.0 35.0 100.0
Total 60 100.0 100.0
Interpretation:-
From the above graph it is revealed that8% of the employees are working in organization
below two years, 325 of the employees are working from 2-4 years, 25% of the employees are
working from 4-6 years and 35% of the employees are working above 6years. This shows that
the company has scope for improvement in retaining the employees.
2. Are you a _______________

Q2
Cumulative
Valid Permanent employee 2 3.3 3.3 3.3
Temporary employee 58 96.7 96.7 100.0
Total 60 100.0 100.0
Interpretation:-
From the above graph it is revealed that 3% of the employees are permanent employees and
97% of the employees are the temporary employees. This shows that the company should
concentrate more on permanent employees rather than temporary employees.
3. What is your probationary period for your job?

probationary period
Cumulative
Valid 6 months 1 1.7 1.7 1.7
one year 56 93.3 93.3 95.0
Two years 3 5.0 5.0 100.0
Total 60 100.0 100.0
Probationary period
Interpretation:-
From the above graph it is revealed that 2% of the employees are in the 6 months Probationary
Period, 93% of the employees says they are in the 1 Year period and 5% of the employees says
they have served 2 years of Probationary period.
4. Any training is provided to you relating to your job during the probationary period?

Q4
Cumulative
Valid Yes 30 50.0 50.0 50.0
No 30 50.0 50.0 100.0
Total 60 100.0 100.0
Interpretation: - From the above graph it is revealed that 50% of the employees said training is
provided to them related to their job during probationary period and 50% of the employees said
training is not provided to them related to their job during probationary period.
5. How is the work environment prevailing in your organization?
Q5

Cumulative
Valid Satisfied 43 71.7 71.7 71.7
Highly satisfied 8 13.3 13.3 85.0
Dissatisfied 5 8.3 8.3 93.3
Some what satisfied 4 6.7 6.7 100.0
Total 60 100.0 100.0
Interpretation:-
From the above graph it is revealed that 72% of the employees said that they are satisfied
with the work environment prevailing in their organization, 13% of employees are highly
satisfied, 8% of employees are dissatisfied and & 7% of the employees are somewhat satisfied
the work environment prevailing in their organization.
6. What is your satisfaction level towards the work assigned?

Q6
Frequency Percent Valid Percent Cumulative Percent
Highly dissatisfied 3 5.0 5.0 91.7
Some what satisfied 5 8.3 8.3 100.0
Total 60 100.0 100.0
Interpretation:-
From the above graph it is revealed that 55% of employees are satisfied towards the work
assigned, 28% of the employees are highly satisfied, 3% of the employees are dissatisfied, 5% of
the employees are highly dissatisfied & 8% of the employees are somewhat satisfied towards the
work assigned. This shows that satisfaction level among the employees towards the work
assigned is good.
7. What is your opinion about Training and Development programs organized in your
organization?

Q7
Highly Dissatisfied 2 3.3 3.3 80.0
Somewhat satisfied 12 20.0 20.0 100.0
Total 60 100.0 100.0
Interpretation:-
From the above graph it is revealed that 52% of the employees are satisfied with the training and
development programs organized in their organization,12% of the employees are highly
satisfied, 13% of the employees are dissatisfied, 3% of the employees are highly satisfied & 20%
of the employees are somewhat satisfied with the training and development programs organized
in their organization. This shows that their satisfaction level among employees is good.
8. What are the facilities provided to you by the organization?

Q8
Cumulative
Valid Meals 10 16.7 16.7 16.7
Accommodation facility 1 1.7 1.7 18.3
Medical 5 8.3 8.3 26.7
safety Measures 33 55.0 55.0 81.7
Transportation 7 11.7 11.7 93.3
Others 4 6.7 6.7 100.0
Total 60 100.0 100.0
Interpretation:- From the above graph it is revealed that 17% of employees said that meals
facility is provided to them by the organization, 2% of the employees said that accommodation
facility is provided, 8% of the employees said that Medical facility is provided to them, 55% of
the employees said that Safety measures is taken care, 12% of the employees said that
transportation facility is provided to them & 7% of the employees said that Other facilities are
provided to them by the organization. This shows that company has given more importance on
the safety measures of the employees.
9. Do you feel any changes in the Organization Environment affect your Job?

Q9
Cumulative
Valid Yes 38 63.3 63.3 63.3
No 22 36.7 36.7 100.0
Total 60 100.0 100.0
Interpretation:-
From the above graph it is revealed that 63% of the employees say that change in
organization affect their job and 37% of the employees says that change in organization does not
affect their job. This shows that employees feel the company has good working environment.
10. i) How do you rate your work in company

Q10a
Cumulative
Valid Less Work & Manageable 31 51.7 51.7 51.7
Burden 20 33.3 33.3 85.0
Sometime Burden 8 13.3 13.3 98.3
Always Overburden 1 1.7 1.7 100.0
Total 60 100.0 100.0
Interpretation:-
From the above graph it is revealed that 52% of the employees said work is less and it is
manageable, 33% of the employees said they feel burden, 13% of the employees said they feel
some time burden & 2% of the employees said they feel their work as always burden. This shows
that there is less work in the company for their employees.
10. ii) How do you rate your Break Time and number of Breaks?

Q10b
Cumulative
Valid Sufficient 20 33.3 33.3 33.3
Very Sufficient 23 38.3 38.3 71.7
Insufficient 4 6.7 6.7 78.3
Always Insufficient 4 6.7 6.7 85.0
Neutral 9 15.0 15.0 100.0
Total 60 100.0 100.0
Interpretation: - From the above graph it is revealed that 33% of the employees said that they
have sufficient number of breaks and time, 38% of the employees said that they have very
sufficient number of breaks and time, 7% of the employees said that they have insufficient
number of breaks and time, 7% of the employees said that they have always insufficient break
and time & 15% of the employees shown neutral response towards number of breaks and time
given to them. This shows that employees are happy with the Break time given to them.
11. Workers working in an organization are supportive colleagues?

Q11
Valid Yes 49 81.7 81.7 81.7
No 11 18.3 18.3 100.0
Total 60 100.0 100.0
Interpretation:-
From the above graph it is revealed that 82% of employees said that their working
colleagues are supportive in the organization & 18% of the employees said that their working
colleagues are not supportive in the organization. This shows that the employees are happy with
their colleagues.
12. Are you aware of your salary structure, how it is bifurcated?

Q12
Cumulative
Valid Yes 24 40.0 40.0 40.0
No 36 60.0 60.0 100.0
Total 60 100.0 100.0
Interpretation: -
From the above graph it is revealed that 40% of the employees are aware of salary
structure and its bifurcation and 60% of the employees said that they are not aware about salary
structure and its bifurcation in their organization. This shows that the organization should
educate employees on their salary structure.
13. Do you have any increments in your organization?

Q13
Cumulative
Valid Yes 48 80.0 80.0 80.0
No 12 20.0 20.0 100.0
Total 60 100.0 100.0
Q13
Q13
Interpretation:-
From the above graph it is revealed that the 80% of employees said that they get
increments in the organization & 20% of the employees said that they will not get increments in
the organization. This shows that company has good increment structure in the organization
14. Any rewards and recognitions are given to the best performer?

Q14
Cumulative
Valid yes 21 35.0 35.0 35.0
No 39 65.0 65.0 100.0
Total 60 100.0 100.0
Q14
Q14
Interpretation:-
From the above graph it is revealed that 35% of the employees said that rewards and
recognitions are given to the best performer and 65% of the employees said that rewards and
recognition are not given to employees in the organization. This shows that organization should
concentrate more on awards and recognition for their employees.
15. What is your satisfaction level towards non monetary benefits?

Q15
Cumulative
Valid satisfied 24 40.0 40.0 40.0
Highly Satisfied 13 21.7 21.7 61.7
Higly Dissatisfied 1 1.7 1.7 80.0
somewhat Satisfied 12 20.0 20.0 100.0
Total 60 100.0 100.0
Q15
Interpretation: - Q15
From the above graph it is revealed that 40% of employees said that they are satisfied with the
non-monitory benefits provided by the company, 22% of the employees are highly satisfied,
17% of the employees are dissatisfied, 2% of the employees are highly dissatisfied & 20% of the
employees are somewhat satisfied with the non-monitory benefits.
16. Do you have any performance appraisal in your organization?

Q16
Cumulative
Valid Yes 23 38.3 38.3 38.3
No 37 61.7 61.7 100.0
Total 60 100.0 100.0
Q16
Q16
Interpretation:-
From the above graph it is revealed that 38% of the employees said that they have
performance appraisal in their organization & 62% of the employees said that they do not have
performance appraisal in their organization. This shows that company should more focus on the
performance appraisal in the organization.

17. Are you satisfied with the leave policy provided by the organization?
Q17
Cumulative
Valid Yes 41 68.3 68.3 68.3
No 19 31.7 31.7 100.0
Total 60 100.0 100.0
Q17
Q17
Interpretation:-
From the above graph it is revealed that 58% of the employees said that they are satisfied
with the leave policy provided by the organization & 32% employees said that they are not
satisfied with the leave policy given by the organization. This shows that the company’s leave
policy is satisfactory to the employees.

18. in your view which is the most important factor for your satisfaction of job.
Q18
Cumulative
Valid Work Environment 21 35.0 35.0 35.0
Salary/ Incriment 9 15.0 15.0 50.0
Incentives Or Awards 19 31.7 31.7 81.7
Growth Prospectus 6 10.0 10.0 91.7
training 5 8.3 8.3 100.0
Total 60 100.0 100.0
Q18
Interpretation:-
From the above graph it is revealed that 35% of the employees said that are work environment is
important factor for their job satisfaction, 15% of employees said that salary/increment is
important, 32% of employees said that Incentives or awards are important, 10% of employees

said that growth prospectus is important & 8% of employees said that training is important for
their job satisfaction.
19. Do you like to continue in the present organization in the upcoming years?
Q19
Cumulative
Valid Yes 51 85.0 85.0 85.0
No 9 15.0 15.0 100.0
Total 60 100.0 100.0
Interpretation:-

From the above graph it is revealed that 85% of the employees said that they want to
continue with the present organization in the upcoming years and 15% of the employees said that
they don’t want to continue with the organization for the upcoming years.
20. What are the safety measures provided by the organization before entering in to the JINAGOUDRA
MACHINE AND TOOLS PVT. LTD
___________________________________________________________________________
___________________________________________________________________________
According to employees at Jinagoudra Machine And Tools Pvt. Ltd we got the feedback from
them which are mentioned below, which includes Safety measures and Facilities provided by
the company:-
 First aid facility is provided during the time of injuries occurred for workers in working
place.
 In the situation like major injury that person is taken to nearest Hospital for the Medical
treatment.
 Safety Materials like Shoes is provided in the organisation.
 Safety material like hand gloves for working without any injuries to hands.
 Tea, Coffee and Tiffin is also provided to the workers and employees of organization.
 Medical facility is provided to them in organisation in case of emergency.

CHAPTER VIII
FINDINGS AND
SUGGESTIONS

Findings :-
 35% of the employees are working more than 6 Years in the organization, this shows
that company has less retention as only 8% of the employees are working below 2
Years.
 It was depicted that 97% of employees are working on the basis of Temporary basis in
the organization. This shows that majority of employees at the organization are not on
permanent basis
 It was found that 93% of the employees are working in the probationary period of
1Year this shows that most of the maximum employees are working in the probationary
period.
 It was found that 50% of the employees get job training related to their work in the
probationary period. This shows that the company can increase the training facilities to
their employees . .
 It is interpreted that 72% of the employees are satisfied with the work environment in
the organization, still there is scope of improvement for the company to make the
employees feel about the working environment in organization.
 55% of the employees are satisfied with the work assigned to them in the organization
this shows that the satisfaction level among employees should be increased.
 It was found that 52% of employees are satisfied with the training and development
programs organized in the organization this shows that the company has to conduct

more training and development activities for the employees in order to increase their
satisfaction level.
 It was depicted that 55% of the employees are happy with the safety measures provided
by the organization, this shows that the company should also focus on other facilities
like meals, medical, etc.
 It was found that 63% of the employees said that change in the organization affect their
job. This shows that employees get affected by the change in the organization
 It was revealed that 52% of the employees said that the work is less and manageable in
the organization. This shows that the employees are happy with the work allotted to
them in the organization.
 it was found that 38% of the employees are happy with the break time given to them,
this shows that the company has to concentrate more on the break timings given to the
employees as the satisfaction rate is very less.
 It was found that 82% of the employees are happy with the colleagues who are working
with them. This shows that the staff are supportive in the organization.
 It is interpreted that 60% of the employees are not aware about the salary structure and
its by bifurcation. This shows that the company should educate their employees on the
salary part.
 It was found that 68% of the employees are satisfied with the leave policy provided to
them by the organization. This shows that the company can concentrate on its leave
policy.
 It was revealed that 62% of the employees agreed that the organization has
performance appraisal system.
 It was found that 65% of the employees are not recognised and rewarded for their
performance; this shows that the company has to concentrate on the employee’s
performance and they should be rewarded and recognised.
 It is interpreted that 80% of the employees get increments in the organization. This
shows that the company maintained a good increment system to their employees.
 It was found that 35% of the employees are satisfied with the work environment & 32%
of the employees said incentives and awards gives them the job satisfaction in their

organization. This shows that maximum employees are happy and satisfied with their
job in the organization.
 It was found that 40% of the employees are satisfied with the non monetary benefits
given to them. This shows that the company should more focus on the non monetary
benefits for its employees which can increase their satisfaction level in the organization .
 It was found that 85% of the employees like to continue the present job in the upcoming
years, this shows that the employees are happy with the overall facilities given to them
in the organization.

SUGGESTIONS

Suggestions:-
1. Company should provide clear cut idea and awareness of salary structure as how it is
bifurcated so that employees will be not having confusion about their salary structure.
2. Rewards and recognitions have to be introduced to the best performer Ex: Giving the
increment in the salary who will work more than 330 days without taking leaves.
3. Company also should make awareness on non monetary benefits because it also one of the
boosting factors for employees which in fact can increase their performance in the organisation.
4. Company has to conduct more training programs to employees in order boost their morale.
5. Company should concentrate on permanent employees rather than temporary employees

CHAPTER-IX
CONCLUSION

Conclusion:-
From the above I conclude that Quality of working life is dependent on the extent to
which an employee feels valued, rewarded, motivated, consulted and empowered. Jinagoudra
Machine tools is providing a best quality of work life to its employees, because most of the
employees are satisfied with the work environment and towards work assigned.
Jinagoudra Machine tools is one of the oldest company in Sattur Dharwad and it is ISO
Certified 9001: 2008 , which shows that the company is not only providing quality of work but
also taking of care of standardisation in the quality.

CHAPTER-X
BIBLIOGRAPHY

Bibliography :
1) Company manuals
2) Company catalogues
3) Previous project report
4) Company records
5) Company websites
Website information sources
 www.google.com
 www.justdial.com

ANNEXURE

1. how long have you been working in the organization?

a. Below two years b. 2-4 years
2 Are you ____________
a. Permanent employee b. Temproary Employee
3 What is your Probationary Period for your job?
a. 6 month b. 1 year c. 2 years
4 Any training is provided to you relating to your job during the probationary
period?
a. Yes b. No
5 How is the work environment prevailing in your Organization?
a. Satisfied b. Highly satisfied c. Dissatisfied d. Somewhat satisfied
6 What is your satisfaction level towards the work assigned?
a. Satisfied b. Highly satisfied c. Dissatisfied d. Highly satisfied e.

Somewhat satisfied
7 What is your opinion about training and development programs organized in

your organization?
a. Satisfied b. Highly satisfied c. Dissatisfied d. Highly satisfied e.

Somewhat satisfied

8. what are the facilities provided to you by the organisation?
Meals
Accommodation facility
Medical
Safety insurance
Transportation
Others
9. Do you feel any changes in the Organisation Environment Affect Your Job?
a. yes b. No
10(i). How do you rate your break time and number of breaks?
a. Sufficient b. Very Sufficient c. Insufficient d. Always sufficient
e. Neutral
11. Workers working in an organization are supportive colleagues?
a. Yes b. No
12. Are you aware of your salary structure, how is it bifurcated?
a. Yes b. No
13. Do you have any increments in your organization?
a. Yes b. No

14. Any rewards and recognition are given to the best performer?
a. Yes b. No
15. What is your satisfaction level towards non monetory benefits?
a. satisfied b. Highly Satisfied c. Dissatisfied d. Highly dissatisfied
e. Somewhat Satisfied
16. Do you have any performance appraisal in your organization?
a. yes b. No
17. Are you satisfied with the leave policy provided by the organization?
a. Yes b. No
18. In your view which is the most important factor for your satisfaction of job.
a. Work environment
b. salary increment
c. Incentives or Awards
d. Growth Prospectus
e. Training
19. Do you like to continue in the present organization in the upcoming years?
a. Yes b. No

20. What are the safety measures provided by the organization before entering in
the JINAGOUDRA MACHINE AND TOOLS PVT. LTD
___________________________________________________________________
___________________________________________________________________

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CHAPTER-I

JINAGOUDRA MACHINES AND TOOLS PVT LTD Page 2

JINAGOUDRA MACHINES AND TOOLS PVT LTD Page 3

“A STUDY ON WORK ENVIRONMENT AND JOB SATISFACTION AT

Statement of the Problem:

Purpose of the study:

Objectives of the study:

 To study the working environment prevailing in JINAGOUDRA MACHINES TOOLS

Scope of the study:-

 It is an significance area for conducting research

JINAGOUDRA MACHINES AND TOOLS PVT LTD Page 4

Limitations of the study:-

 The study is conducted only in Dharwad

It can be mainly classified in two they are

JINAGOUDRA MACHINES AND TOOLS PVT LTD Page 5

Employees or workers working in JINAGOUDRA MACHINES TOOLS PVT.LTD

Sampling Method: Data analysis and presentation:

JINAGOUDRA MACHINES AND TOOLS PVT LTD Page 6

JINAGOUDRA MACHINES AND TOOLS PVT LTD Page 7

JINAGOUDRA Machines Pvt. Ltd. Is an “ISO 9001-2008” certified company is a finest

The company is strategically located at SATTUR. An industrial Suburb of HUBLI and

The machine is warranted period of 12 months from the date of commissioning or 15

JINAGOUDRA MACHINES AND TOOLS PVT LTD Page 8

We will deliver defect free product on time with competitive price.

 JINAGOUDRA Machine tools manufacture are having strong infrastructure for

We have a diligent workforce, who continuously strives to achieve maximum customer’s

JINAGOUDRA MACHINES AND TOOLS PVT LTD Page 9

PROCESS FLOW CHART:

LINE & TESTING

JINAGOUDRA MACHINES AND TOOLS PVT LTD Page 10

MODEL OFFERED UNDER BRAND NAME “TURNMASTER”

TURNMASTER – 350 SERIES

JINAGOUDRA MACHINES AND TOOLS PVT LTD Page 11

 Major casting are manufacturing in house.

DETAILS OF MANUFACTURING ACTIVITIES FOR TURNMASTER

Brief manufacturing Process :

Sl.no Operation Details Machines Used Remarks

1 Plane bottom & rare Planner

2 Top profile & Front Planner

3 All holes driller Radial Drill

4 Flame Hardening 45 to 50 RC Flame hardening Hardness is checked by

JINAGOUDRA MACHINES AND TOOLS PVT LTD Page 12

6 Top Profile grinding Precision Grinding Convexity controlled for length

Brief Manufacturing Process:

Sl.No Operation Details Machines Used

1 Mill Top Horizontal Milling

2 Drill all holes Radial Drilling

Carriage & Cross Slides :-

Brief Manufacturing Process for carriage :

Sl.No Operation Details Machine used Remarks

1 Mill Top Planar

2 Mill bottom Profiles Planar

3 Mill all sides Horizontal Milling Machine

4 Mill dove tail Vertical Milling

5 Drill all Holes Radial drilling

JINAGOUDRA MACHINES AND TOOLS PVT LTD Page 13

Brief Manufacturing process:

Sl.No Operation Details Machines Used Remarks

1 Mill all slides Horizontal Milling

2 Boring operation Jig boring machine To minimum centre

3 Mill down-tail Vertical Milling

4 Inspection Inspection is done with