Job Satisfaction-Bel

CHAPTER I
INTRODUCTION
1.1 INTRODUCTION OF THE STUDY
Job satisfaction is one of the important factors which have drawn the attention of
managers in the organization as well as academicians. Various studies have been
conducted to find out the factors which determine job satisfaction and the way it
influences productivity in the organization. Though there is no conclusive evidence
that job satisfaction affects productivity directly because productivity depends on
many variables, it is still a prime concern for managers. Job satisfaction is the mental
feeling of favourableness which an individual has about his job. In literature on
Industrial Psychology, the term Job Satisfaction is quite frequently used for an
individual's attitude towards the specific aspects of the total work situation.
The word job refers to a specific task whereas the term job satisfaction is of higher
orders where it is essentially related to human needs and their fulfillment through
work. It is generated by the individual’s perception of how well his job satisfies his
various needs. It is often said that “A happy employee is a productive employee.” Job
Satisfaction is very important because most of the people spend a major portion of
their life at their 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. Though it is debatable as to which one is the cause and which is the effect, they
are correlated to each other.
Human resource is considerer to be the most valuable asset in any organization. It is

thesum-total of inherent abilities, acquired knowledge and skills represented by the
talents andaptitudes of the employed persons who comprise executives, supervisors
and the rank and fileemployees. It may be noted here that human resource should be
utilized to the maximum possible extent, in order to achieve individual and
organizational goals. It is thus the employee’s performance, which ultimately decides,
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and attainment of goals. However, the employee performance is to a large extent,
influenced by motivation and job satisfaction.
The term relates to the total relationship between an individual and the employer
forwhich he is paid. Satisfaction does mean the simple feeling state accompanying the
attainment of any goal; the end state is feeling accompanying the attainment by an
impulse of its objective. Job satisfaction does mean absence of motivation at work.
Research workers differently described the factors contributing o job satisfaction and
job dissatisfaction.
The survey made regarding the job satisfaction in Bharat Electronics limited will
facilitate and enables the management to know the perceptions and inner feelings
regarding the job they are performing on day-to-day basis. The term job satisfaction
reveals and focuses on the likes and dislikes of the employees of Bharat Electronics
limited. In this particular study the researchers tries to identify the causes for
satisfaction and dissatisfaction among the employees. So this is the most effective and
selective instrument for diagnosing and peeping into the employee’s problems.
Job satisfaction survey can give the most valuable information the perceptions
andcauses. For satisfaction/dissatisfaction among the employees attitude towards job
satisfactionmay be either positive or negative. This positive feeling can be re-in
forced and negative feelings can be rectified. This survey can be treated as the most
effective and efficient way, which makes the workers to express their inner and real
feelings undoubtedly.
For any future course of action/ development, which involves employee’s
participation,is considered. The management will get a picture their employee’s
acceptance and readiness.This survey also enables to avoid misinterpretations and
helps management in solving problems effectively. It is observed during study some
of the employees accepted the proposal survey research.A perfectly contentment and
satisfaction motivates an employees to be confident with a high morale, it is an asset
to organization as a whole.
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Thus the high motivation and morale of an employee make him to remain in the
organization and encourage him to face cut throat competition and gives him enough
dynamism to face challenges.Every human being possess him own unique resource, if
properly channels it by supportive and supplement, ultimately for achieving
organization goals.
As proper breathing and diet is necessary to healthy human being so as is contentment

tothe job satisfaction. This contentedness ultimately acts as a key factor to human
resource development.
There are many factors which influence job satisfaction.The major factors influences
or causes of job satisfaction are (1) Organisational factors (2) Group Factors (3)
Individual factors.
1. Organisational Factors
There are five major organisational factors which contribute to an employee’s

attitude towards his or her job. They are pay (wages), opportunities for promotion, the
nature of work, policies of organisation and working conditions.
(a) Wages
Wages play a significant role in influencing job satisfaction. When pay or wages
is seen as fair, based on job demands, individual skill level and community pay
standards, satisfaction is likely to result.
(b) Promotionsopportunities
The desire for promotion is generally strong among employees as it involves

change in job content, pay, responsibility, independence, status and the like.
Promotion is the ultimate achievement in his career and he feels extremely satisfied
with it.
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(c) Nature of work
Jobs can be highly intellectual challenging and other job can be less challenging.
Some tend to prefer being given opportunities to use their skills and abilities in their
jobs. But some like their job to be with their limited mental ability.
(d) Policies and procedures of the organisation
Organisational policies like effective promotions, transfer of people,

foreignassignments, appraisal and reward system, motivational methods, skill–based
and job– based pay can provide job satisfaction among employees.
(e) Working Conditions
Working condition that are compatible with an employee’s physical comfort

can contribute to job satisfaction. Temperature, humidity, ventilation, lighting and
noise, hours of work, cleanliness of the workplace and adequate tools and equipment
are the features which affect job satisfaction.
2. Group Factors
Group factors wielding influence on satisfaction include group size and supervision.
(a) Size
It is truism to say that longer the size of the group, lower the level of
satisfaction. As size increases, opportunities for participation and social interaction
decreases.Large groups create dissatisfaction and argument between members.
(b) Supervision
Satisfaction tends to be high when people believe that their supervisors are more
competent, have their best interest in mind and treat them with dignity and respect.
Satisfaction tends to be high when they are able to communicate easily with their
supervisor. 
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3. Individual Factors
In additional to organisational and group factors, there are certain personal

variables that have a bearing on job satisfaction.
(a) Self- respect
It’s a behaviour pattern and the ability to withstand job stress. Stronger an
individual is with self-respect more satisfied withhis job.
(b) Status
It tends to influence one’s job satisfaction. The higher the one’s position in an
organisational hierarchy, the more satisfied the individual tends to be. A dissatisfied
employee may not stay at one place to reach higher positions in organisational
hierarchy.
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1.2 STATEMENT OF THE PROBLEM
The employees are the central forces of an industry and only with their efficiency, an
organization can move into success. Only with a group of satisfied employees can the
company lead into success. For employees satisfaction the company must provide
adequate welfare measures. By conducting a job satisfaction survey we can analyse
whether the employees are satisfied or not and also whether they are motivated by the
1 general, welfare, financial and other related factors. Job satisfaction is considered as
a key issue by the entrepreneur where efforts are taken on programs. Every
organisation is giving higher priority to keep their employees with satisfaction by
providing several facilities which improve satisfaction and which reduce
dissatisfaction. If an employee is not satisfied with the job there are enhancements for
absenteeism, job turnover, lower productivity, committing mistakes, diverting energy
for different types of conflicts. Keeping the thing in a view all organisations are trying
to identify the areas of satisfaction. In connection with the survey conducted on behalf
of Bharat Electronics limited to identify and take measures to improve the areas under
satisfaction. This study has been helpful to the company to know about the
satisfaction level of employees.
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1.3 OBJECTIVES OF THE STUDY
 To study on the factors influencing on job satisfaction of employees.
 To measure the level of job satisfaction among employee.
 To analyse the workers satisfaction level towards various factors of job
 To analyze the significance between the working conditions and job satisfaction
level.
 Getting sustainable product quality through continuous quality improvement to

meet customer quality requirement and high customer satisfaction.
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1.4 SCOPE OF THE STUDY
 The company can analyze the levelof employee satisfaction in their organization
 They can implement my valuable the “researcher.”
 I can understand how actually an organization works and can get more insight on
the concept of job satisfaction.
 It provides me a great opportunity to relate theoretical concepts learnt in my

course to the actual happenings in the organization.
 I can get an opportunity to provide suggestions.
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1.5 LIMITATION OF THE STUDY
 The study was conducted based on only thirty employees from BHEL.
 The duration of study is only two months.
 The data has been collected while employees were working. So there is a chance
of biased information.
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1.6 INDUSTRY PROFILE
After Independence India had many responsibilities from necessity to telecom &
defence equipment so after adoption of its constitution in 1950, the government was
seized with the plans to laid the foundation of a strong, self-sufficient Modern India.
On the industrial announced in the year 1952. It was recognized that in certain core
sectors infrastructure facilities require huge investments, which cannot be met by
private sector and as such, the idea of Public Sector Enterprise (PSE) was mooted.
Under this Professional Electronics company in India incorporated that was front,
industrial policy resolution (IPR) was Bharat Electronics Limited.
BEL was established in 1954 as a Public Sector Enterprise under the administrative
control of Ministry of Defence as the fountain head to manufacture and supply
electronics components and equipment. BEL, with a noteworthy history of pioneering
achievements, has met the requirements of state-of-art professional electronic
equipment for Defence, broadcasting. Civil Defence and telecommunications as well
as the component requirement of entertainment and medical X-ray industry. Over the
years, BEL has grown to a multi-product, multi-unit and technology driven company
with track record of a profit earning PSU.
BEL was born to meet the growing needs of Indian Defence services for electronic
systems. Employing the best engineering talent available in the country. BEL has
progressed manufacturing state-of-the-art products in the field of Defence Electronics
like Communications including encryption, Radars and strategic components.
Over the years, BEL has diversified to meet the needs of civilian customers as well
and has provided products and network solutions on turnkey basis to customers in
India and abroad.
With the Research & Development efforts, its engineers have fructified it into a
world-class organization. The company has a unique position in India of having dealt
with all the generations of electronic component and equipment, having started with a
HF receiver in collaboration with T-CSF of France, the company's equipment designs
have had a long voyage through the hybrid, solid-state discrete component to the
state-of-art integrated circuit technology. In the component arena also, the company
established its own electron valve manufacturing facility. It moved on to
semiconductors with the manufacture of germanium and silicon devices and then to
manufacture of Integrated circuits. To leap in pace with the component and equipment
technology, its manufacturing and product assurance facilities have also undergone
sea change. The design groups have CADD's facility, the manufacturing has CNC
machines and a Mass Manufacture Facility, and QC checks are performed with multi-
dimensional profile measurement machines. Automatic testing machines,
environmental labs to check extreme weather and other operational conditions are
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there. All these facilities have been established to meet the stringent requirements of
MIL grade systems.
Product mix of the company are spread over the entire electromagnetic (EM)
spectrum ranging from tiny audio frequency semiconductor to huge radar systems and
X-ray tubes on the upper edge of the spectrum. Its manufacturing units have special
focus towards the product ranges like Defence Communications. Radars Optical &
Opto-electronics, Telecommunications, Sound and Vision broadcasting, electronic
components, etc.
Besides manufacturing and supply of a wide variety of products, BEL offers a

variety of services the Telecom and Radar Systems Consultancy, Contract
Manufacturing. Calibration of test & measuring instruments, etc. At the moment, the
company is installing MSSR radar at important airports under the modernization of
airports plan of National Airport Authority (NAA).
BEL has nurtured and built a strong in-house R&D base by absorbing
technologies from more than 50 leading companies worldwide and DROO labs for a
wide range of products. A team of more than 500 engineers is working in R&D. Each
unit has its own R&D Division to bring out new products to the production lines.
Central Research Laboratory (CRL) at Bangalore and Ghaziabad works as
independent agency to undertake contemporary design work on state-of-art and
futuristic technologies. About 70% of BEL's products are of in-house design.
BEL was amongst the first Indian companies to manufacture computer parts
and peripherals under arrangement with International Computers India Limited
(ICIL).
In 1970's. BEL assembled a limited number of 1901 systems under the

arrangement with ICIL However, following Government’s decision to restrict the
computer manufacture to ECIL BEL could not progress in its computer
manufacturing plans. As many of its equipment were microprocessor based, the
company continued to develop computers-based application, both hardware and
software. Most of its software requirements are in real time. EMCCA, software
intensive naval ships control and command system is probably one of the first project
of its nature in India and Asia. BEL has won several national and international awards
for import Substitution, Productivity, Quality, Safety etc.
Today, BEL has set up impressive infrastructure spread in 9 locations with 29-
production division and manufacturing facilities in their 150-0001/9002 certified
production units around the country. They are -Bangalore, Ghaziabad, Pune, Taloja
(Maharashtra), Hyderabad, Panchkula (Haryana), Chennai, Machilipatnam (A.P.) and
Kotdwara (U.P.).
BEL has won a number of national and international awards for Import
Substitution, Productivity, Quality, Safety Standardization etc. BEL was ranked not in
the field of Electronics and 46 overall among the top 1000 private and public sector
undertakings in India by the Business Standard in its special supplement "The BS
1000 (1997-98). This organization also stands on number 7 position in the best 100
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public and private companies according to the "electronic for u in 2002. BEL was
listed 3 among the Mini Ratna's (category II) by the Government of India, 49" among
Asia's top 100 Electronic Companies by the Electronic Business Asia and within the
top 100 worldwide Defence Companies by the Defence News, USA.
VARIOUS UNITS
Its corporate office is at Bangalore. Bangalore complex is the BEL's first and
largest unit and it accounts for two-thirds of both the company's turnover and
manpower. This unit's product range covers over 300 Defence and Civilian products.
Ghaziabad is the second largest unit of BEL and it specializes in radars,
communication equipment’s & microwave- components.
In total BEL has got 9 units. These are distributed in all over india as:
 BANGALORE (Corporate Office)

 GHAZIABAD
 PANCHKULA
 MACHILIPATNAM
 PUNE
 HYDERABAD
 CHENNAI
 KOTDWARA
 TALOJA
Bangalore (Karnataka)
BEL started its production activities in Bangalore in 1954 with 400W high
frequency (HF) transmitter and communication receiver for the Army. Since then, the
Bangalore Complex has grown to specialize in communication and Radar Sonar
Systems for the Army, Navy and Air Force. BEL's in-house R&D and successful tie-
ups with foreign Defence companies and Indian Defence Laboratories has seen the
development and production of over 300 products in Bangalore alone. The Unit has
now diversified into manufacturing of electronic products for the civilian customers
such as DOT, VSNL, AIR and Door darshan, Meteorological Dept., ISRO, Police,
Civil Aviation, and Railways. As an aid to Electorate, the unit has developed
Electronic Voting Machines that are produced at its Mass Manufacturing Facility
(MMF) and will also market the conventional X-ray tubes made at Pune Unit of BEL
South Asia market are addressed by this joint venture.
This is also called BG Complex. Jalahalli unit which is the mother unit is now a
part of the BG Complex. This is the biggest unit with approx. 10,000 employees
working here. Among the products here, the important ones are:
 Communication equipment
 Air & Door darshan equipment like mobile van for live telecast etc.
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 Radar mobile, one dimensional, 3-dimensional & multi-dimensional Radars
are manufactured here. Different range of semi-conductor devices like ICs.
 Resistors & black & white colour TV picture tube glasses.
 ISRO's requirements are met at space electronics department at Bangalore.

Satellite launch vehicle was also manufactured here.
BEL-Multitone Private Limited
A joint venture between Bharat Electronics and Multitone Electronics Pic,

UK has also been established in Bangalore in 1997-98 to manufacture state-of-art
Mobile Communication for the workplace. Multitone invented paging in 1956 when it
developed the world's first system to serve the "life or death" environment of St.
Thomas Hospital, London. With the strength of Bharat Electronics in the Radio
Communications field and the technology of Multitone, in the field of Radio Paging
the joint venture company is in a position to offer tailor made solution to the Mobile
Communication needs at workplace in various market segments.
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1.7 COMPANY PROFILE
Bharat Electronics Limited (BEL) is an Indian Government-owned aerospace and
defence electronics company. It primarily manufactures advanced electronic products
for ground and aerospace applications. BEL is one of nine PSUs under the Ministry of
Defence of India. It has been granted Navratna status by the Government of India.
History of BEL
Bharat Electronics Limited was founded in Bangalore, Karnataka, India in 1954.[4]
Starting with the manufacture of a few communication equipment in 1956, BEL

started manufacturing receiving valves in 1961, germanium semiconductors in 1962,
and radio transmitters for AIR in 1964 with help from the Soviet Union.[5]
 In 1966, BEL set up a radar manufacturing facility for the army and in-house
R&D. In 1967, BEL began manufacturing transmitting tubes, silicon devices and
integrated circuits. The PCB manufacturing facility was established in 1968.
 In 1970, BEL started making black & white TV picture tubes, X-ray tubes and
microwave tubes. In 1971, BEL set up facilities for the manufacture of integrated
circuits and hybrid micro circuits. 1972, BEL established manufacturing facilities
for TV transmitters for Doordarshan. In 1973, BEL began manufacturing frigate
radars for the navy.
Under the government's policy of decentralisation and due to strategic reasons, BEL
set up new units at different location across the country. The second unit of BEL was
set up at Ghaziabad in 1974 to manufacture radars and Tropo communication
equipment for the Indian Air Force. The third unit was established at Pune in 1979 to
manufacture image converter and image intensifier tubes.
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 In 1980, the first overseas office of BEL was set up in New York for the
procurement of components and materials.
 In 1981, a manufacturing facility for magnesium manganese dioxide batteries was

set up at Pune. The Space Electronic Division was set up at Bangalore to support
the satellite programmes in 1982. That year, BEL achieved a turnover
of ₹1 billion (US$21 million).
 In 1983, the Andhra Scientific Company (ASCO) was taken over by BEL
converted it to its fourth manufacturing unit at Machilipatnam.
 In 1985, the fifth unit was set up in Chennai for supply of tank electronics, with
proximity to Heavy Vehicles Factory, Chennai of the Ordnance Factory Board.
The sixth unit was set up at Panchkula the same year to manufacture military
communication equipment.
 In 1986, BEL set up three units. Its seventh unit was set up at Kotdwara to
manufacture switching equipment, the eighth unit to manufacture TV glass shell at
Taloja (Navi Mumbai) and the ninth unit at Hyderabad to manufacture electronic
warfare equipment.
 In 1987, a separate Naval Equipment Division was set up at Bangalore to give

greater focus to naval projects. The first Central Research Laboratory was
established at Bangalore in 1988 to focus on futuristic research and development.
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 In 1989, BEL started manufacturing telecom switching and transmission systems
and also the set up the Mass Manufacturing Facility in Bangalore and the
manufacture of the first batch of 75,000 electronic voting machines.
The agreement for setting up BEL's first joint venture company, BE DELFT, with M/s
Delft of Holland, was signed in 1990. This later became a subsidiary of BEL with the
exit of the foreign partner and has been renamed BEL Optronic Devices Limited.
The second Central Research Laboratory was established at Ghaziabad in 1992. The
first disinvestment (20%) and listing of the company's shares in the Bangalore and
Mumbai Stock Exchanges took place in same year-1992.
 In 1996, BEL achieved ₹10 billion (US$215 million) turnover.
 In 1997, GE BEL, the second joint venture company with M/s GE, USA, was
formed as also the third JVC with M/s Multitone, UK, BEL Multitone. The same
year, the US imposed supply restrictions on BEL.
 In 1998, BEL set up its second overseas office at Singapore to source components
from South East Asia. In the same year US and Europe imposed sanctions on
BEL. The company was able to overcome the effects of the sanctions and kept up
the promised deliveries to customers.
 In 2000, BEL reorganised its Bangalore unit into six Strategic Business

Units (SBUs). The R&D groups in Bangalore were also restructured into Specific
Core Groups and Product Development Groups. The same year, BEL shares were
listed in the National Stock Exchange.
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 In 2002, BEL became the first defence PSU to achieve operational Mini Ratna
Category I status. In 2003, the company's turnover crossed the ₹25 billion mark
(US$540 million). In 2005, BEL had a turnover of ₹32.20 billion (US$695
million). BEL achieved a turnover of ₹35.60 billion (US$767 million) in 2005–06.
 On 12 May 2010, Boeing announced that it received the Data Link II

communications technology for the Indian Navy's P-8I from Bharat Electronics
Limited (BEL) in April, one month ahead of schedule. BEL delivered the Indian-
designed communications system that would enable the exchange of tactical data
and messages between Indian Navy aircraft, ships and shore establishments.
Boeing installed the system during final assembly of P-8I.[6]
 In 2011, the Indian government-owned Bharat Electronic Limited (BEL)

showcased its entire range of C4ISR capabilities including network centric
warfare technologies developed in-house at Aero India 2011. These include
command and control system, air space management multi sensor tracking,
situation simulator and tactical algorithm for air defence applications; battlefield
management system and an all-weather 24/7 coastal surveillance system.
 In 2019, the Indian government-owned Bharat Electronic Limited (BEL) was

awarded the tender to implement the project "Integrated Command and Control
Centre" for Gangtok Smart City[7] under Smart Cities Mission[8] initiated by
the Ministry of Housing & Urban Affairs, Government of India.[9]
In addition, new products and technologies including software defined radios, next
generation bulk encryptor and high data tactical radio were also on show. Airborne
products displayed included radar finger printing system, data link, digital flight
control computer and identification friend or foe. Also on display were the complete
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range of optoelectronic equipment, including night vision devices, digital handheld
compass and an advanced land navigation system.
BEL is the lead integrator of Akash, the Indian-made guided missile air defence
weapon system.[10] Another major system is weapon locating radar, the state-of-the-
art passive, phased array radar which has undergone successful user trials by the
Indian defence forces.
Products:
BEL designs, develops and manufactures a range of products in the following fields:
 Electronic voting machines[11]

 Voter-verified paper audit trail[12]
 Traffic signals[13]
 Radars
 BEL Weapon Locating Radar

 BEL Battle Field Surveillance Radar
 Indian Doppler Radar
 Samyukta Electronic Warfare System
 Central acquisition radar (3D-CAR)
 Reporter Radar
 Telecommunications
 Sound and vision broadcasting
 Opto-electronics
 Information technology
 Semiconductors
 Missiles
 Akash (missile) in partnership with the Ordnance Factory Board
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 Sonars
 Composite Communication System (CCS)
 Fire-control system
 Radar
 Electronic warfare systems
 F-INSAS in partnership with the Ordnance Factory Board
 Simulators
 Tank electronics
 Combined day sight for OFB Arjun MBT
 Defence communications
 Data Link II communications system for the Indian Navy's P-8I

 Combat management system for Indian Navy
 Solar power generation systems

 Naval systems
 C4I systems for Air force
 A low-cost tablet PC being used in the Socio-economic Caste Census 2011
 Biometrics Capturing for Nation Population Register
 Encryptors for the Ministry of Home Affairs
 IFF (Identify Friend or Foe) secondary radar
 SDR and IP radio in multiple frequency bands
Some products are manufactured by Bharat Electronics Ltd. with help of ToT
(Transfer of Technology).
Location
Bharat Electronics Limited has its units in the following cities of India.
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 Bangalore (corporate head office and factory), Karnataka
 Chennai, Tamil Nadu
 Panchkula (Haryana)
 Kotdwar, (Uttarakhand)
 Ghaziabad, (Uttar Pradesh)
 Pune, Maharashtra
 Hyderabad, Telangana
 Navi Mumbai
 Machilipatnam, Andhra Pradesh
Foreign offices Regional offices
New York City New Delhi

Singapore Mumbai
Hanoi, Vietnam Calcutta
Yangon, Myanmar Vizag
Subsidiary:
BEL Optronic Devices Ltd
BEL Optronic Devices Ltd. is a subsidiary company of BEL. It was founded in

1990[14] with the aim of conducting research, development and manufacture
of image intensifier tubes and associated high voltage power supply units for use in
military, security and commercial systems. The company is headquartered
in Pune and earned aggregated revenue of ₹516 million (US$6.5 million) during the
fiscal year 2007.[15]
Joint ventures:
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BEL Thales Limited
BEL-Thales Systems Limited is a joint venture company (JVC) between Bharat

Electronics Limited and Thales. Incorporated on 28 August 2014, the company is
located in the BEL Industrial Estate, Jalahalli, Bengaluru.[16]
GE-BE Pvt Limited
GE-BE Pvt Limited was set up in 1997 as a joint venture between Bharat Electronics
Limited and General Electric Medical System. The facility based at
Whitefield, Bangalore, manufactures X-ray tubes for RAD & F and CT systems, as
well as components such as high voltage tanks and detector modules for CT systems.
The products are exported worldwide and meet the safety and regulatory standards
specified by FDA, CE, MHW, AERB and the facility has been accredited with ISO-
9001; ISO-13485 and ISO-14001 certifications. GE-BEL also markets the
conventional X-ray tubes made at the Pune unit of BEL. The turnover of GE-BEL
during 2004–2005 was over ₹4.50 billion (US$97 million) including an export of
over ₹4.30 billion (US$92 million). The company has been recognised for its
outstanding export performance since 1998 by the Export Promotion Councils.
Ownership:
As of September 2018, Bharat Electronics Limited is primarily owned by the central
government (66%), Mutual funds and UTI (14%), Foreign institutional investors
(6%), individual investors (5%) and insurance companies (4%).[17].
Recent development:
Bharat Electronics Limited has set up a joint venture with General Electric (GE) USA,
for manufacturing high voltage tanks and detector modules for computed
tomography (CT) scan systems and advanced level of X-ray tubes. The company is in
the process of joining with Bharat Heavy Electricals Limited (BHEL) to set up a joint
venture to make solar photovoltaic components. BEL has signed a memorandum of
understanding with Indus Teqsite, Chennai, for the design and development of digital
subsystems for its equipment, test systems for its radars, avionics and electronic
21
warfare, and another with the French company Thales International to set up a joint
venture for civilian and defence radar.[18] BEL has signed a memorandum of
understanding with Textron Systems to provide nicro-observer unattended ground
sensor (UGS) systems to the Indian security agencies.[19].
Customer Co-ordination:
Recently BEL has set up a Customer Co-ordination Cell. The customers of BEL
comprise members of the Army, Navy, Air Force, paramilitary, Coast Guard (India,
Seychelles, Maldives, Sri Lanka), Police, Doordarshan, All India Radio, Department
of Telecommunications and consumers of professional electronic components are
allowed to register their complaints with the Customer Co-ordination Cell by phone,
fax or the Internet.
CHAPTER-II
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LITERATURE REVIEW
Herzberg's theory explains that there were intrinsic and extrinsic motivations
thataffect job satisfaction (Franczukowska et al., 2021).Previous studies also suggest
managers to use Herzberg's theory to better understand the factors that could increase
job satisfaction and affect work (Denton & Maatgi, 2016).
Morge (1953) in his study on the Job satisfaction of the employees of white collar
jobs found that fifty five male teachers were satisfied with their job with oppose to
thirty five percent female employees who were not satisfied with their job. This study
highlighted the relationship between gender and job satisfaction and concluded that
satisfaction is affected by gender.
Gardon (1955) in his research on the Job satisfaction of the workers of industrial
concern and human needs industries found that if person„s individual needs are
satisfied then their job satisfaction increases; thereby reflecting a positive relation
with the job satisfaction.
Bidwel and Charles (1956) studied on the Job satisfaction and school management
and concluded that effective education is necessary to develop good image of the
school and that teachers„Job satisfaction increased by perfect management. Sinha and
Singh (1961) studied the relationship between job satisfaction and absenteeism.
Sinha and Sharma (1962),conducted a research on attitude and job satisfaction with
the help of randomly selected 100 workers which were from a light engineering
factory around Culcutta. It was found that job satisfaction was inversely related to
favorable attitude towards the union. This implies, greater the job satisfaction, the less
favorable was the attitude towards the union.
Prasad (1964) studied the personality and the relative elements of Job satisfaction
namely age and experience. In his study he concluded that the age of professionals
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had no effect on job satisfaction, while job satisfaction increase with the frequencies
of experience thereby showing significant relation with the Job satisfaction.
Rajgopal (1965) in his study explored the relationship between satisfaction and
productivity of textile mills workers belonging to high and low productive mills. 75
workers each from high Productive and low Productive mills were chosen for the
study. They were asked to indicate their degree of satisfaction/dissatisfaction on a 5-
point scale ranging from extreme satisfaction to extreme dissatisfaction on thirty
items representing seven aspect of work (i.e., salary, job, management, working
condition, welfare facilities , coworkers, and union management relations).
Lodahl&Kejner (1965) found in a study that Job satisfaction is affected by

meaningfulness of work and adequacy of supervision. Kapoor and Rao (1969) had
examined the age and attitude towards officers in understanding the Job satisfaction of
146 female employees. His research highlighted that female employee and married
female employee having more than twenty five years of age always oppose against
injustice and struggle against management too.
Jawa (1971) collected data on 70 semi-skilled workers in his study on anxiety and job
satisfaction. On the basis of the anxiety scale filled by the respondents and their
scores, anxiety was divided into three groups of high, average and low anxiety.
Richmond, Mccroskey and Davis (1982), stated that “moderately satisfied

employees may be more productive than dissatisfied employee; extremely satisfied
employees may form the type of work group known as the “happiness for lunch
bunch” (McCroskey, Larson & Knapp, 1971) and be more of a social group than a
work group, hence lowering productivity.
Bhatt (1987) studied the personality determinations of Job satisfaction of college

teachers of Saurashtra University and all college teachers were included in the sample
of the study. It was found that female teachers were more satisfied than male teachers,
also no significant difference was found in the mean scores of married and unmarried
teachers.
24
Sharma(1987) examined the effects of work culture on employee satisfaction, sense
of participation, role stress and alienation in private sector and public sector and found
that the private sector and the public sector varied significantly on the dominant
culture variables and there was significant correlation between the work culture
variable and role stress variables.
Rajendran (1987) in a public sector industry highlighted a significant correlation

between work culture and employee satisfaction. Rain et al., (1991) stated that job
satisfaction has a correlation with life satisfaction. People who are satisfied with life
will tend to be satisfied with the job and vice versa Cardona (1996) in a survey of
members of the Association for Investment Management and Research found that
81% of the managers were satisfied or very satisfied with their job. Most managers
named professional achievement, personal or professional growth, the work itself and
their degree of responsibility more important than compensation as the factors that
create positive feelings about their job.
Karl & Sutton (1998) found that from an employee point of view, job satisfaction is
a desirable outcome in itself. While from a managerial or organizational effectiveness
point, job satisfaction is important due to its impact on absenteeism (1) turnover, (2)
and pro-social “citizenship” behaviors such as helping coworkers, helping customers,
and being more cooperative. Thus it becomes important for the managers to
understand what employees value in order to redesign jobs, reward systems, and
human resource management policies that will result in optimum job satisfaction and
productivity.
Gohil(1999) studied on the motivation vis-à-vis job satisfaction and organizational

perception of bank employees in Saurashtra region and was confined to the officer
and clerical staff of the public sector commercial banks of the Saurashtra region. The
study was conducted on 780 employees and a significant difference was found in the
average scores of job satisfaction of managerial cadre and clerical. A significant
difference was also observed between (a) academic qualification and means scores of
job satisfaction, (b) family tension and means scores of job satisfaction, (c) family
environment and means scores of job satisfaction. The study also highlighted
correlation in length of service and mean scores of job satisfaction.
25
Ali and Akhtar (1999) studied and explored the effect which work culture has on
employee satisfaction and found that those who scored high on work culture also
differed significantly on satisfaction scale.
Wiggins & Bowman (2000)studied the relationship among career experience, life
satisfaction, and organizational factors for managers. The study was conducted in
healthcare organizations. Nine domains of important job skills, knowledge, and
abilities necessary for success as healthcare managers were identified in a two stage
Delphi analysis of American College of Healthcare Executives (ACHE) members.
Cost/finance, leadership, professional staff interactions, healthcare delivery concepts,
accessibility, ethics, quality/risk management, technology, and marketing were the
nine domains.
Resheske (2001) examined job satisfaction among full time faculty of the College of
Human Development at Wisconsin University. Thirty-six full time faculty members
were included in the study. The results indicated that overall the faculty of the College
of Human Development at UW-Stout was satisfied with their current employment and
that group cohesion does play a role in overall job satisfaction.The study also
determined that job autonomy, working with the students and fellow colleagues and
supervisors were the top three best reasons for working here. It was also concluded
that pay, having more time and assistance with meeting deadlines and having equal
workloads between colleagues were the three top priorities for improving the work
environment.
Harter (2002),selected 7,939 business units in 36 organizations for the sample of the
study on job satisfaction sentiments and employee engagement. The study examined
aggregated employee job satisfaction sentiments and employee engagement.
Schneider (2003)studied the relationships between several facets of employee
satisfaction and organizational financial (return on assets; ROA) and market
performance (earnings per share; EPS). The study included 35 organizations over a
period of eight years. Significant positive relationships were found between attitudes
concerning satisfaction with security, satisfaction with pay, and overall job
satisfaction with financial (ROA) and market performance (EPS).
26
Niranjana and Pattanayak(2005) tried to explore the dynamics of organizational
citizenship behavior, learned optimism, and organizational ethos represented by
OCTAPACE in service and manufacturing organizations in India. The manufacturing
sector was found to have a better work culture whereas service sector had high
organizational citizenship behavior and learned optimism.
Singh (2009) revealed a significant difference between high and low work culture
groups which is related to their satisfaction with management. The possible reason for
it being the obligation towards others produced a sense of responsibility within
individuals which made them more satisfied in comparison to low scorers on this
dimension.
Vagh (2010) highlighted that most of the employees of Municipal Corporation of

Saurashtra Region were not satisfied. Employees of the Municipal Corporations have
many questions and there is a strong need to give the attention on solution of
employees questions as and when it arises.
Adeniji (2011) in his study on Organizational Climate and Job Satisfaction among
Academic Staff in Some Selected Private Universities in Southwest Nigeria. The
study was based on the responses received from 293 respondents of five private
Universities in the South-West Zone of Nigeria. The results showed a positive
relationship between organizational climate and job satisfaction.
Herzberg„s Two-Factor theory was used as a framework for this study Dev (2012) in
his study on Public and Private Sector Banks found that clients of private sector banks
are more satisfied than those of public sector banks in most of the dimensions except
Interest rates and other Charges and Accessibility whereas the clients of public sector
banks are more satisfied than the clients of private sector. One area where both types
of Banks are lacking the most is Customer orientation. Performance norms have also
suffered in all types of banks. It was also observed that banks in India, especially the
public sector banks need to equip themselves with the latest technology.
27
Gurusamy&Mahendran (2013), in their study found that Salary occupy the First
Rank for determining job satisfaction compared with other major determinants. The
study was conducted on 300 respondents and was limited to the automobile industries
of India.
CHAPTER-III
28
RESEARCH METHODOLOGY
Research is an act of investigation. Research methodology is a way to systematically

solve the research problem.
3.1 RESEARCH DESIGN:
It is blueprint that is followed in completing the study.
POPULLATION:
The study shall be conduct on the basis of whole Uttar Pradesh. The study will be
focused on population of Uttar Pradesh.
3.2 SAMPLING TECHNIQUES:
The researcher shall be used convenience sampling for data collection or other
techniques would have been used as par requirement of information or data.
Type of Research:
The type of research used in this study is descriptive research design.
Type of sampling:
The tables are used for presentation.
Universe:
29
The universe consists of 300 employees.
Sample size:
The sample size used is 150 employees.
Period of study:
60 days
3.3 METHODS OF DATA COLLECTION:
Data collection:
 Data collection is one of the method of the information from different sources.
Method of data collection:
 The method of data collection are of two types and they are primary data and
secondary data.
Primary data:
Primary data collection is first and basic method ,which is used to collect initial
material during the research process,
Secondary data:
Secondary data means those data which are already available that is the data which
has been already collection and analyzed by someone else. These data can be
collected from books, office journals, reports and company policies.
The research approach:
30
1. Survey method:
a. The research instruments:

The instruments used for the research are questionnaires.
b. The respondents: 1he employees of the Big Bazaar Bidar.
2. Sampling method:
Sampling method is a very important part of the research process. Sampling Is the
method of choosing unit from a residents of concern, Here size of the sample is 50
employees and he technique used in this study is convenience Sampling.
a. Convenience sampling:
This is the method where the sample is chosen primarily on the basis of convenience
of the researcher.
3.4 TOOLS& TECHNIQUES:

The percentage method, tabulation method are used for analysis.
CHAPTER-IV
DATA ANALYSIS & INTERPRETATION
31
TABLE 4.1
TABLE & GRAPH SHOWING SATISFACTION LEVEL
S.NO PARTICULARS NO.OF PERCENTAGE

RESPONDENTS
1 PARTICIPATIVE 63 42%
2 AUTONOMY 21 14%
3 WHIMSICAL 36 24%
4 RED TAPISM 30 20%
5 TOTAL 150 100%
HOW IS THE WORKING ENVI-

RONMENT
150
63
36 30
21
42%
PARTICIPATIVE 14%
AUTONOMY 24%
WHIMSICAL 20%
RED TAPISM 100%
TOTAL
1 2 3 4 5
NO.OF RESPONDENTS PERCENTAGE
INTERPRETATION:
From the above table it is observed that the maximum number of respondents answer
is most of the respondents are having below Strongly agree I.e Participative42%
Autonomy14% Whimsical24% Red Tapism20%
TABLE 4.2
32

RESPONDENTS
1 STRONGLY AGREE 50 33%
2 AGREE 33 22%
3 NEUTRAL 36 44%
4 DISAGREE 31 11%
5 TOTAL 150 100%
YOUR WORK IS ACCORDING TO YOUR

QUALIFICATION AND SKILLS
1 STRONGLY AGREE
2 AGREE
17% 3 NEUTRAL
4 DISAGREE
11% 5 TOTAL
50%
12%
10%
INTERPRETATION:
is most of the respondents are having below Strongly agree I.e.33% & agree 22%&
Neutral 44%&Disagree11%.
TABLE 4.3
33

RESPONDENTS
2 AGREE 21 14%
3 NEUTRAL 36 24%
4 DISAGREE 30 20%
5 TOTAL 150 100%
EMPLOYEES ARE SATISFIED WITH THE

TOP MANAGEMENT
100%
TOTAL
5
150
20%
DISAGREE
4
30
24%
NEUTRAL
3
36
14%
AGREE
2
21
42%
STRONGLY AGREE
1
63
0 20 40 60 80 100 120 140 160
PERCENTAGE NO.OF RESPONDENTS
INTERPRETATION:
is most of the respondents are having below Strongly agree I.e. Strongly agree42% &
agree 14% & Neutral 24% & Disagree20%.
TABLE 4.4
34

RESPONDENTS
2 AGREE 21 14%
3 NEUTRAL 36 24%
4 DISAGREE 30 20%
5 TOTAL 150 100%
EMPLOYEES IN THE ORGANIZATION

HAVE NECESSARY AUTHORITY TO
PERFORM THEIR DUTIES EFFECTIVELY
150
63
36 30
21
42%
STRONGLY 14%
AGREE 24%
NEUTRAL 20%
DISAGREE 100%
TOTAL
AGREE
1 2 3 4 5
INTERPRETATION:
TABLE 4.5
35

RESPONDENTS
2 AGREE 21 14%
3 NEUTRAL 36 24%
4 DISAGREE 30 20%
5 TOTAL 150 100%
ORGANIZATION ORGANIZES
COUNSELLING PROGRAMS FOR
THE EMPLOYEES REGULARLY
100%
5 150
0
20%
4 30
0
24%
3 36
0
14%
2 21
0
42%
1 63
0
0 20 40 60 80 100 120 140 160
PERCENTAGE NO.OF RESPONDENTS PARTICULARS
INTERPRETATION:
TABLE 4.6
36
RESPONDENTS
2 AGREE 21 14%
3 NEUTRAL 36 24%
4 DISAGREE 30 20%
5 TOTAL 150 100%
EMPLOYEES GET APPRECIATION AND

REWORDS IF THE DESIRED WORK / TAR-
GETS ARE ACCOMPLISHED
150
63
36
30
21
0 1 42% 0 2 14% 0 3 24% 0 4 20% 0 5 100%
PARTICULARS NO.OF RESPONDENTS PERCENTAGE
INTERPRETATION:
TABLE 4.7
37
RESPONDENTS
2 AGREE 26 14%
3 NEUTRAL 33 24%
4 DISAGREE 31 20%
5 TOTAL 150 100%
COMPANY HAS GOOD CAREER

PROSPECTS FOR ITS EMPLOYEES
1 STRONGLY AGREE
2 AGREE
20% 3 NEUTRAL
4 DISAGREE
50% 9% 5 TOTAL
11%
10%
INTERPRETATION:
TABLE 4.8
38
RESPONDENTS
2 AGREE 23 12%
3 NEUTRAL 33 23%
4 DISAGREE 31 22%
5 TOTAL 150 100%
PHYSICAL WORKING CONDITION IN

THE COMPANY IS SATISFACTRY
150
63
33 31
23
43%
STRONGLY 12%
AGREE 23%
NEUTRAL 22%
DISAGREE 100%
TOTAL
AGREE
1 2 3 4 5
INTERPRETATION:
TABLE 4.9
39
RESPONDENTS
2 AGREE 63 43%
3 NEUTRAL 30 20%
4 DISAGREE 34 25%
5 TOTAL 150 100%
TOP MANAGEMENT INVOLVES EM-

PLOYEES IN THE MANAGEMENT
DECISIONS
TOTAL1
5
150
DISAGREE
0.25
4
34
NEUTRAL
0.2
3
30
AGREE
0.43
2
63
STRONGLY AGREE
0.12
1
23
S.NO
PARTICULARS0
0
0 20 40 60 80 100 120 140 160
PERCENTAGE 42% 14% 24% 20% 100%

NO.OF RESPONDENTS 63 21 36 30 150
PARTICULARS STRONGLY AGREE AGREE NEUTRAL DISAGREE TOTAL
S.NO 1 2 3 4 5
INTERPRETATION:
TABLE 4.10
40
RESPONDENTS
2 AGREE 33 20%
3 NEUTRAL 36 30%
4 DISAGREE 31 10%
5 TOTAL 150 100%
WELFARE FACILITIES PROVIDED TO

THE EMPLOYEES BY THE ORGANI-
ZATION ARE SATISFACTORY
150
50
33 36 31
40%
STRONGLY 20%
AGREE 30%
NEUTRAL DISAGREE
10% 100%
TOTAL
AGREE
1 2 3 4 5
INTERPRETATION:
is most of the respondents are having below Strongly agree I.e. motivational talks
33% & salary increase22%& promotion44%& Leave11%.
TABLE 4.11
41
RESPONDENTS
1 MOTIVATIONAL TALKS 50 33%
2 SALARY INCREASE 33 22%
3 PROMOTION 36 44%
4 LEAVE 31 11%
5 TOTAL 150 100%
WHICH OF THE FOLLOWING FACTORS

WHICH MOTIVATE YOU MOST
150
50
33 36
31
0 1 33% 0 2 22% 0 3 44% 0 4 11% 0 5 100%
PARTICULARS NO.OF RESPONDENTS PERCENTAGE
INTERPRETATION:
is most of the respondents are having below Strongly agree I.e. motivational talks
33% & salary increase22%& promotion44%& Leave11%.
TABLE 4.12
42
RESPONDENTS
2 AGREE 40 25%
3 NEUTRAL 50 38%
4 DISAGREE 35 20%
5 TOTAL 150 100%
YOUR COMPANY RECOGNIZE AND

ACKNOWLEDGE YOUR WORK
100%
TOTAL
5
150
20%
DISAGREE
4
35
38%
NEUTRAL
3
50
25%
AGREE
2
40
17%
STRONGLY AGREE
1
25
0 20 40 60 80 100 120 140 160
PERCENTAGE NO.OF RESPONDENTS
INTERPRETATION:
TABLE 4.13
43
RESPONDENTS
2 AGREE 53 35%
3 NEUTRAL 88 59%
4 DISAGREE 3 02%
5 TOTAL 150 100%
COMPANY PROVIDES SATISFACTORY

SALARY ACCORDING TO THE WORK
150
88
53
6 3
4%
STRONGLY 35%
AGREE 59%
NEUTRAL 2%
DISAGREE 100%
TOTAL
AGREE
1 2 3 4 5
INTERPRETATION:
TABLE 4.14
44
RESPONDENTS
1 HIGHLY SATISFIED 63 43%
2 SATISFIED 23 12%
3 AVERAGE 33 23%
4 DISSATISFIED 31 22%
5 150 100%
RATE YOUR OVERALL SATISFACTION

WITH YOUR JOB
150
63
33 31
23
1 01 43% 2 02 12% 3 03 23% 4 04 22% 5 5 100%
S.NO PARTICULARS
INTERPRETATION:
is most of the respondents are having below Strongly agree I.e.Highly Satisfied43% &
Satisfied 12% &Average 23% &Dissatisfied22%.
TABLE 4.15
45
RESPONDENTS
1 YES 94 63%
2 NO 56 37%
3 TOTAL 150 100%
ARE YOU SATISFIED WITH THE

WAGES PAID TO YOU
150
94
56
YES 63% NO 37% TOTAL100%

1 2 3
INTERPRETATION:
is most of the respondents are having below Strongly agree I.e. yes63% no 37%
CHAPTER V
SUMMARY OF FINDINGS , SUGGESTION AND
CONCLUSION
46
5.1 FINDINGS
 From the above table it is observed that the maximum number of respondents
answer is most of the respondents are having below Strongly agree I.e
Participative42% Autonomy14% Whimsical24% Red Tapism20%
answer is most of the respondents are having below Strongly agree I.e.33% &
agree 22%& Neutral 44%&Disagree11%.
answer is most of the respondents are having below Strongly agree I.e. Strongly
agree42% & agree 14% & Neutral 24% & Disagree20%.
47
answer is most of the respondents are having below Strongly agree I.e.
motivational talks 33% & salary increase22%& promotion44%& Leave11%.
answer is most of the respondents are having below Strongly agree I.e.
motivational talks 33% & salary increase22%& promotion44%& Leave11%.
answer is most of the respondents are having below Strongly agree I.e.Highly
Satisfied43% & Satisfied 12% &Average 23% &Dissatisfied22%.
answer is most of the respondents are having below Strongly agree I.e. yes63%
no 37%
5.2 SUGGESTIONS
 50% of the employees feel that the present management should be changed.
48
 40% of the employees feel that the company policies should be changed.
 30% of the employees feel that the company policies are not able to protect their
interests and hence they should be changed.
 Majority of the employees feel that there should be an incentive wage scheme
for efficient work in the organization.
 The management should be more helpful and sympathetic towards the problems
faced by the workers at the workstation.
5.3 CONCLUSIONS
 Besides several other factors the economic development of a country depends

upon the effective functioning of employees. In order to achieve this the superiors
49
and the state should take necessary steps for the satisfaction of employees in their
respective jobs.
 Almost all the employees are satisfied with the wages paid to them.
 70% of the employees feel that there should be an incentive wages scheme for
efficient work in the organization.
 Employees are satisfied with the present working conditions and feel secure about
their job.
 70% of the employees feel that the management is sympathetic to some extent in
theirproblems faced at workstation, Management shares a very good relation with
the workers.
 Employees are satisfied with the facilities provided to them and are free to
express their views freely to the management.
 Supervisors are ready to clear the doubts and help in improving their
performance.
 70% of the employees feel that the company policies really protect their interests.
 50% of the employees are satisfied with the present management setup.
 60% of the employees feel that the company policies should be changed.
 Employees are satisfied with the training provided to them in improving their
performance.
 Medical, educational and housing loans are the financial benefits provided to the
employees by the organization.
 Expenses for the injured workers are borne by the organization.
50
 Medical compensation is also provided to the inured workers.
BIBILOGRAPHY
 S. H., Hengky. "Image Analysis: Textile Industry in Indonesia." World Journal of

Business and Management 1, no. 1 (June 25, 2015): 42.
51
 Lyons, Agnes M. M. "The Textile Fabrics of India and Huddersfield Cloth
Industry." Textile History 27, no. 2 (January 1996): 172–94.
 Sherburne, Cary. "Textile Industry 5.0? Fiber Computing Coming Soon to a

Fabric Near You." AATCC Review 20, no. 6 (November 1, 2020): 25–30.
 Harley, C. Knick. "International Competitiveness of the Antebellum American

Cotton Textile Industry." Journal of Economic History 52, no. 3 (September
1992): 559–84.
 Lin, Jia Horng, Chen Hung Huang, Yu Chun Chuang, Ying Huei Shih, Ching
Wen Lin, and Ching Wen Lou. "Property Evaluation of Sound-Absorbent
Nonwoven Fabrics Made of Polypropylene Nonwoven Selvages." Advanced
Materials Research 627 (December 2012): 855–58.
 Absar, Syeda Sharmin. 2001. Problems Surrounding Wages: the Ready Made
Garment Sector in Banglore. Labour and Management in Development Journal,
2(7), ISSN: 1443-6698, Asia Pacific Press-2001.
 Bowen, D.E., and C. Ostroff. 2004. Understanding HRM-Firm Performance

Linkages: The Role of “Strength” of the HR System. Academy of Management
Review, 29: 203-221.BGMEA . 2009. http://www.bgmea.com/data.htm &
http://bgmea.com/pro.htm.
 Cole, Lary E. and Michael. S. Cole. Employee Satisfaction and Performance:

ASummary of Key Findings
fromAppliedPsychology”,www.teammax.net/files/LiteratureReview.pdf
.
 Haider, Mohammed Ziaul. 2007. Competitiveness of the Banglore Readymade
Garment Industry in Major International Markets. AsiaPacific Trade and
Investment Review, 3 (1), June. www.unescap.org/tid/publication/aptir.
52
 Harter, J.K., F. L. Schmidt and T.L. Hayes. 2002. Business-Unit Level
Relationship between Employee Satisfaction, Employee Engagement, and
Business Outcomes: A Meta Analysis. Journal of Applied Psychology, 87:268-27
 Islam and Swierczek. 2003. Job Satisfaction Impact of Technological Change on

Women Garment Workers in Banglore. Journal of Business Administration, 29
(1&2 (January & April). Dhaka, Banglore: Institute of Business administration.
 Khan, S.I. 2001. Trade Unions, Gender Issues and the Ready-Made Garment
Industry in Banglore.
www.unrisd.org/.../8DDEE7A220A7A155C1256D5500425415
 Khatun, Fahmida, Mustafizur Rahman, Debapriya Bhattacharya, Khondaker

Golam Moazzem. 2008. Gender and Trade Liberalisation in Banglore- The Case
of the Readymade Garments. Research Monograph- 2. Dhaka, Banglore: Centre
for Policy Dialogue (CPD).
 Locke, E.A. 1976. The Nature and Causes of Job Satisfaction. Chicago IL: Rand
McNally. 12. Maanen, John Van Ralph Katz.1976. Individuals and Their Careers:
Some Temporal Considerations for Work Satisfaction. Personnel Psychology,
29(4): 601–616, December.
APPENDIX
53
1. Name of the respondent
2. Age
3. Sex (male / female)
4. Department
5. Salary
6. How is the working Environment?
a. Participative
b. Autonomy
c. Whimsical
d. Red Tapism
7. Your work is according to your qualification and skills.

a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
8. Employees are satisfied with the top Management.

a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
9. “Employees in the organization have necessary authority to perform their duties

effectively”.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
54
10. “Organization organizes counseling programs for the employees regularly”.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
11. “Employees get Appreciation and rewards if the desired work/targets are
accomplished”.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
12. “Company has good career prospects for its employees”.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
13. “Physical working condition in the Company is satisfactory”.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
14. “Top management involves employees in the management decisions”.

a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
15. “Welfare facilities provided to the employees by the organization are
satisfactory”.
a. Strongly Agree
b. Agree
55
c. Neutral
d. Disagree
16. Which of the following factors which motivate you most?
a. Salary Increase
b. Promotion
c. Leave
d. Motivational talks
17. Your company recognize and acknowledge your work.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
18. Company provides satisfactory Salary according to the Work.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
19. Rate your Overall Satisfaction with your Job?

a. Highly Satisfied
b. Satisfied
c. Average
d. Dissatisfied
20. Are you satisfied with the wages paid to you?(Y / N)
56

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CHAPTER I

1.1 INTRODUCTION OF THE STUDY

Human resource is considerer to be the most valuable asset in any organization. It is

As proper breathing and diet is necessary to healthy human being so as is contentment

There are five major organisational factors which contribute to an employee’s

The desire for promotion is generally strong among employees as it involves

(d) Policies and procedures of the organisation

Organisational policies like effective promotions, transfer of people,

(e) Working Conditions

Working condition that are compatible with an employee’s physical comfort

In additional to organisational and group factors, there are certain personal

(a) Self- respect

 To study on the factors influencing on job satisfaction of employees.

 To measure the level of job satisfaction among employee.

 To analyse the workers satisfaction level towards various factors of job

 Getting sustainable product quality through continuous quality improvement to

 They can implement my valuable the “researcher.”

 It provides me a great opportunity to relate theoretical concepts learnt in my

 I can get an opportunity to provide suggestions.

 The duration of study is only two months.

Besides manufacturing and supply of a wide variety of products, BEL offers a

In 1970's. BEL assembled a limited number of 1901 systems under the

 BANGALORE (Corporate Office)

 Resistors & black & white colour TV picture tube glasses.

 ISRO's requirements are met at space electronics department at Bangalore.

BEL-Multitone Private Limited

A joint venture between Bharat Electronics and Multitone Electronics Pic,

Bharat Electronics Limited was founded in Bangalore, Karnataka, India in 1954.[4]

Starting with the manufacture of a few communication equipment in 1956, BEL

 In 1981, a manufacturing facility for magnesium manganese dioxide batteries was

 In 1987, a separate Naval Equipment Division was set up at Bangalore to give

 In 1996, BEL achieved ₹10 billion (US$215 million) turnover.

 In 2000, BEL reorganised its Bangalore unit into six Strategic Business

 On 12 May 2010, Boeing announced that it received the Data Link II

 In 2011, the Indian government-owned Bharat Electronic Limited (BEL)

 In 2019, the Indian government-owned Bharat Electronic Limited (BEL) was

 Electronic voting machines[11]

 BEL Weapon Locating Radar

 Akash (missile) in partnership with the Ordnance Factory Board

 Combined day sight for OFB Arjun MBT

 Data Link II communications system for the Indian Navy's P-8I

 Solar power generation systems

Foreign offices Regional offices

New York City New Delhi

BEL Optronic Devices Ltd

BEL Optronic Devices Ltd. is a subsidiary company of BEL. It was founded in

BEL-Thales Systems Limited is a joint venture company (JVC) between Bharat

GE-BE Pvt Limited

Lodahl&Kejner (1965) found in a study that Job satisfaction is affected by

Richmond, Mccroskey and Davis (1982), stated that “moderately satisfied

Bhatt (1987) studied the personality determinations of Job satisfaction of college

Rajendran (1987) in a public sector industry highlighted a significant correlation

Gohil(1999) studied on the motivation vis-à-vis job satisfaction and organizational

Vagh (2010) highlighted that most of the employees of Municipal Corporation of

Research is an act of investigation. Research methodology is a way to systematically

3.1 RESEARCH DESIGN:

It is blueprint that is followed in completing the study.

3.2 SAMPLING TECHNIQUES:

The type of research used in this study is descriptive research design.

The tables are used for presentation.

The sample size used is 150 employees.

3.3 METHODS OF DATA COLLECTION:

The research approach: