THE PROJECT REPORT

ON

JOB SATISFACTION OF EMPLOYEES IN SPORTS INDUSTRY IN INDIA

A PROJECT REPORT SUBMITTED TO PANJAB UNIVERSITY, CHANDIGARH IN PARTIAL

FULFILLMENT OF DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION (BBA) (2020-2021)

SUBMITTED TO ; SUBMITTED BY;

MS KUSUM AMRIT KAUR
ASSISTANT PROFESSOR B.B.A 3 YEAR
14918000209
DEVKI DEVI JAIN MEMORIAL COLLEGE FOR WOMEN ,
LUDHIANA
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PREFACE

This work is essentially the result of final year project which is

mandatory to be undertaken on the partial fulfillment of course
BBA (BACHLOR OF BUSINESS ADMINSTRATION) .
The project topic is selected is ‘JOB SATISFACTION OF
EMPLOYEES IN SPORTS INDUSTRY IN INDIA’……..
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ACKNOWLEDGEMENT
It is a matter of great privilege to acknowledge the help and
guidance which I received from several eminent sources .
I am profoundly indebted to my revered supervisor ,MS Kusum
assistant professor Devki Devi Jain memorial college for women
Ludhiana. I wish to express my deep gratitude to ,MS Kusum for
acting as guide and providing me continuous support and guidance.
This report could not have been completed without the inputs and
the words of advise from her for which I shall always remain
grateful to her. I wish gratitude to my other faculty members for
taking keen interest in my project work and fine tuning my efforts
as and when required.

AMRIT KAUR
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INDEX

Sr. no Contents Page no

1 Introduction 5- 39
2 Literature Review 40- 48
3 Research Methodology 49- 55
4 Data Analysis & 56- 81
Interpretations
5 Conclusion & Findings, 82- 91
Suggestions, Bibliography
6 Questionnaire/Appendix 92- 94
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INDUSTRY PROFILE
SPORTS GOODS INDUSTRY
Background
The sports goods industry of India has its roots in Sialkot,
Pakistan. When India was partitioned in 1947, many of
Sialkot’s skilled Hindu craftsmen migrated across the border
into Punjab, settling in Jalandhar, where the Indian sports
industry is now based. The Indian sports goods industry has
expanded to include the area of Meerut,(Uttar Pradesh)and
Gurgaon,(Haryana).Most of India’s sports goods are exported
to the United Kingdom, The United States of America,
Germany, France and Australia. The industry is mainly
concentrated in Jalandhar and Meerut.

The sports goods industry in India has witnessed a phenomenal

growth over the past five decades and now occupies a place of
prominence in the Indian economy in view of its massive
potential for employment ,growth and export. There has been an
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increasing emphasis on its planned development, aimed at

optimal utilization of resources for maximizing the returns ,
particularly from exports.

The Indian sports goods industry manufactures many items.

However, major items that are exported are inflatable balls,
hockey sticks and balls, cricket bats and balls, boxing
equipment, fishing equipment , indoor games like carrom and
chess boards and different kinds of protective equipment. The
Indian sports goods industry is a highly labour intensive
industry which provides employment to the weaker sections of
society and also employs a large number of women.
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Sports goods industry of Jalandhar

Jalandhar acquired importance during the Mughal period.

Twelve Muslim basics (clusters of houses) came into
existence including Basti Danishmandan , Basti Guzan and
Basti Nau, which are now dominant centres of the sports
goods industry. Basti Nau has one of the biggest sports goods
markets as well.

Jalandhar ranks second in India in the rate of urbanization and

have the highest density of population at 598 persons per
square km, as per the 1991 census. The reason for this vis
growing industrialization. Industrialization production of sports
goods began on a small scale during the late forties. Over the
years, the sports goods industry has grown at an impressive rate
and of late Indian sports goods are also exported to different
countries. Rough estimates suggest that today Jalandhar has
more than one hundred major industries and about 20,000
small scale industries with a most conservative estimate of an
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annual turnover of approximately Rs 450 crores.

In Jalandhar, about 60 percent of the sports goods that are
manufactured comprise of different kinds of inflatable balls.

Besides inflatable balls, the other sports goods that are

largely manufactured are badminton racquets and shuttle
cocks, cricket bats and balls, different kinds of gloves and
protective equipment.
In Jalandhar, three kinds of establishments are usually found:
(i) Big establishments: These are generally geared to exports
besides catering to the domestic market.
(ii) Small establishments: These usually manufacture sports
goods for the domestic market. Both the big establishments
as well as the small establishments are registered either
under the Factories Act 1948, or under the Shops and
Establishments Act of the state of Punjab.
(iii) The unregistered units: These are found particularly in the
urban pockets of Jalandhar. These units are mostly small
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home based-units which are usually run by the family members ,

but at times with the help of a couple of hired employees. These
units do not have a direct access to market. It has been seen that
many a times when the big establishments – especially exporters –
are not able to cope with large orders from their foreign clients,
distribute a share of the production to these small unregistered,
home-based units.
Sporting Goods industry in India, which is now one hundred and
sixteen years old is spread over the length and breadth of the
country. There are major manufacturing concentrations in and
around Jalandhar , Delhi, Agra, Moradabad, Mumbai, Kolkata and
Chennai. The Indian sports goods industry has expanded to include
the areas of Meerut.(Uttar Pradesh)and Gurgaon,(Haryana).

India’s Sports Goods Industry, which is centered largely in Meerut

and Jalandhar, exports sporting goods and equipment worth more
than Rs 200 crores. Major export items include football and cricket
gear, and athletic equipment. Both these cities together claim
around 75% to 80% of the total domestic production with more
than 3000 manufacturing units, including around 130 exporters.
The sports goods industry of Jalandhar is widely known for the
production of quality sports goods in Asia.

Most of India’s sports goods are exported to the United

Kingdom, The United States of America, Germany, France and
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Australia. There are around 400 registered sports goods exporters

with the Sports Goods Export Promotion Council (SGEPC)
alone.
Sports Equipment Manufacturing Industry of
India

Tracing the roots of the sports equipment manufacturing

industry in India will take us to Sialkot, Pakistan. For so long,
this town enjoyed a renowned fame in this sector by housing a
long list of different sized companies that were into this arena.
Eventually, following the partition of India a number of skilled
craftsmen of this town moved to Punjab, settling in Jalandhar.
Since then, Jalandhar has been offering a strong foothold for the
development of sports goods manufacturing in the country. The
following years also witnessed the expansion of this industry to
other parts of the nation including Meerut,(Uttar Pradesh) and
Gurgaon (Haryana). United Kingdom is the principal importer of
sports equipment manufactured in India followed by other
countries including the United States of America, Germany,
France and Australia. The sports goods manufacturing industry
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in India is mainly concentrated in the cities of Jalandhar and

Meerut.
Over the past five decades, the sports goods manufacturing
industry in India has experienced an incredible growth and today
it has secured a very prominent place in the country’s economy
in terms of its immense potential in providing employment to
many people besides its growing prospects of growth and export.
It is for these reasons that this segment in India is receiving a
great emphasis on its planned and structured development,
aimed at most favorable development of resources for enhancing
the returns, especially out of exports.

On the whole, the Indian sports goods industry manufactures

about 318 items. To name a few items in this list, one can
mention inflatable balls, cricket bats and balls, hockey sticks and
balls, boxing equipment, fishing equipment, indoor games like
chess and carom boards and different kinds of safety equipment
used across various sports and games. One can say that Indian
sports goods industry is in fact a labour intensive industry
providing wonderful employment opportunities to the deprived
sections of society in addition to a large number of women.
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JOB SATISFACTION
“Man Management is an Art”. To keep the workers satisfied, it
is important to understand them and predict their behavior and
compensate accordingly.
The term employee attitude, job satisfaction & morale are in many
instances and interchangeable, BLUM however, has made the
point that they are not synonymous.
Job attitude is the felling the employee has about his job, his
readiness to react in one way or another to specific factors related
to job. Job satisfaction or dissatisfaction is the result of various
attitudes the person holds towards his job and related factors.
Job satisfaction is a subjective, personal state perceived by the
individual as being in his favor. It is the result of various
attitudes are related to the job and concerned with such
specific factors as wages, supervision, working conditions,
advancement opportunities, recognition of abilities, fair
redressed of grievances and other similar items.
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Job satisfaction is the favorableness or unfavorableness with

which employees view their work. It results when there is a fit
between job requirements and the want expectation of
employees. It expresses the extent of march between the
employee’s expectations of the job and the rewards that the job
provides. Job satisfaction may refer either to a group or a
person.
Job satisfaction may be understood in the context of the
employee’s extent of satisfaction in general in his total life situation.
Ask a man why he works & the chances are he will tell you. ‘to
make money’ certainly.
The need to earn a living is the most powerful single
reason why people work, though, As we see other job
factors are also important.
The attractiveness of any one-job factor such as wages is a
consequence of the extent to Which other job satisfactions or
expectations are being fulfilled at a time. When a worker Enjoys
steady job, paying good wages, he is under stable more concerned
about the treatment he gets from his supervisors. The degree of
independence& whether his job is interesting. But when he loses his
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high-paid job, he is more concerned about regaining steady well-

paid Employment.
“Better a bad job than no job at all.”

People in organization have many needs, all of which are

competing. Some people are mainly drawn achievement;
other are concerned primarily with security and so on.
Despite these individual differences, an effective manager
would not presume to decide Which motives are important
to his employees. If he has to understand, predict & control
Behavior, he must know what his employees really want
from their jobs. By bringing Their perception closer to
closer to reality, (i.e. what their people really want?)
managers Can increase their effectiveness.
WHAT DO WORKERS REALLY WANT?
A research was conducted among the employees in the US
industry in 1949 in an attempt to answer the question: what
do workers want? Managers and / or supervisors were asked to try
put themselves in a workers shoe by ranking in order of importance
a series of factors that workers may want from their jobs. In addition,
the workers themselves asked to rank these same factors.
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The managers/supervisors generally ranked good wages, job

security, advancements and goods working conditions, as the
things workers want most of their jobs. On the other hand,
workers felt what they wanted most was full appreciation for
work done, feeling ‘in’ on things and sympathetic
understanding of personal problems-all incentives that seem to
be related to affiliation and recognition motives. Only job
security was among the top four concerns of both workers and
supervisors. Supervisors as least important rated the other top
three things that workers indicated they wanted most from
their jobs. This suggests very little sensitivity by supervisors as
to what things are really most important to workers. It is thus
important that managers must know the tremendous
discrepancies that seemed to exist in the past between what
they thought workers wanted from their jobs and what workers
said they really wanted.
Katz & Van Manen (1977)identified 3 clusters of factors :
The job itself: corresponding to intrinsic factors.
The interaction context: corresponding to those contextual factors
which has to do with Co-workers, supervisors& other people in the
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job environment.
Organizational problems: corresponding to that contextual
factor which has to do with pay, working conditions &
personnel policies. This means that a worker’s attitude of how
satisfied dissatisfied he/ she is with his/ her job is a complex
summation of a number of discrete job elements. In short, job
satisfaction is a general attitude, which is the result of many
specific attitudes in 3 areas:
. Specific job factors.
. Individual characteristics.
. Group relationships outside the job.

MEASURING JOB SATISFACTION

Two most widely approaches to measure job satisfaction are a
single global rating and a summation score made up of a number
of job facets. The single global rating method is nothing more than
asking individuals to respond to one question, such as “All things
considered, how satisfied are you with your job? Respondents then
 19

reply by circling a number between 1 and 5 that corresponds with

answers from “Highly satisfied” to “Highly Dissatisfied.”
The other approach a summation of job facets identifies key
elements in a job and asks for the employee’s feeling about each.
Typical factors that would be included are the nature of work,
supervision, promotion opportunities and relations with co-workers.
These factors are rated on a standardized scale and then added up to
create an overall job Satisfaction score.
JOB SATISFACTION AS A DEPENDENT VARIABLE
Job satisfaction as a dependent variable means what work-related
variables determine job satisfaction? Job satisfaction is derived from
and is caused by many interrelated factors, Which form basic 3
categories:
1. Personal factors
2. Factors inherent the job
3. Factors controllable by management
Personal factors
Gender : most investigations on the subjects have found that
women are better satisfied with their jobs than are man. This is so
despite the fact that women are generally discriminated against in
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job competition and pay. Quite possibly the reason is that women’s
ambition and financial needs are less.
Number of dependents: Result of many studies indicate that the
more dependents one has, the less satisfaction he has with the job.
Perhaps the stress of greater financial need brings about greater
dissatisfaction with one’s job.
Age : From the consensus of studies, age has little relationship to
job satisfaction for all employees but it is important in some job
situations. In some groups job satisfaction is lower, and in some
others there is no difference.
Time on job : Several investigations have indicated that job
satisfaction is relatively high at the start, drops slowly to the fifth or
eight year, and then rises again with more time on the job. The
highest morale is reached after the twentieth year.
Intelligence : Relation of intelligence to job satisfaction depends on
the level and range of intelligence and the challenge of the job.
Education : There is a great deal of conflict evidence on the
relationship between education and job satisfaction so on
generalizations can be made. Organizational policies in
advancement in relation to education are important.
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Personality exclusive of intelligence: Personality has been

suggested as a major cause a job dissatisfaction.
FACTORS INHERENT IN THE JOB
These factors are important for management to plan and administer
job more advantageously for its workers:
Type of work : Employees tend to prefer jobs that give them
opportunities to use their skills & abilities and of a variety of tasks,
freedom & feedback on how well they are doing. These
characteristics make-work mentally challenging. Jobs that have too
little challenge create boredom, but too much challenge creates
frustration and feeling of failure. Under conditions of moderate
challenge, most employees will experience pleasure and
satisfaction.
Skills required: Skills in relation to jobs has a bearing on several
other factors such as kind of work, occupational status,
responsibility etc. When skills exist to a considerable degree, it
tends to become the first source of satisfaction.
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Occupational status : Occupational status is related to, but not

identical with job satisfaction. It has been observed that employees
are more dissatisfaction in jobs that have less social status and
prestige.
Geography : It is general observation that workers in larger cities
are less satisfied with their jobs than are those in similar cities and
towns.
Size of Plant : In small plants individual knows each other better
and are therefore more cooperative. The favorable attitude in small
plants is based specifically in optimism about advancement,
opportunity for making suggestions, treatment of employees and
respect for the ability of management.
FACTORS CONTROLLABLE BY MANAGEMENT
Job Security: Industrial workers say that what they want most is
steady work. Employment relation in the last decade has undergone
a fundamental change. Full time permanent employment has been
declining and other forms of insure work agreements like contracts,
temporary & casual labor has been increasing. It is suspected that
the loss of jobs is more pronounced among blue-collar workers that
in white-collar workers.
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Pay: The importance of pay as a factor in job satisfaction has been

greatly overemphasized by management. Many companies feel that
a pay raise is a ‘cure-all’, which will make everyone in the plant
happy. The importance of pay will probably change with labor
market, with economic conditions and with employees’ beliefs
about the job situation.
Fringes Benefits: Management as something employees want has
emphasized benefits, but the results of most of the studies show
benefits in a rather low position of importance. Opportunity for
advancement: Studies show that opportunity for advancement
consistently ranks above average in importance. This factor is more
important to sales, and skilled personnel, and least important to
unskilled. Older workers were less interested in advancement than
younger ones, perhaps because a man does most of his advancing in
his earlier years and settles in one or two jobs in his last twenty
years of working. Individuals, who perceive that promotion
decisions are made in a fair and just manner, therefore are likely to
experience satisfaction from their jobs.
JOB SATISFACTION AS AN INDEPENDENT VARIABLE
Manager’s interest in job satisfaction tends to center on its on
employee performance. A number of studies have been designed
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to access the impact of job satisfaction on employee productivity,

absenteeism and turnover:
Satisfaction and Productivity:
* There is a positive relationship between satisfaction and
productivity. The relationship stronger when the employees’
behavior is not constrained or controlled by outside factors. An
employee’s productivity on machine-paced jobs for instance is
going to be much more influenced by the speed of the machine
than his or her level of satisfaction. Similarly, a stockbroker’s
productivity is largely constrained by the general movement of the
stock market. When the market is moving up and volume is high,
both satisfied and dissatisfied brokers are going to ring up lots of
commissions.
One of the greatest myths held by managers is that the happier
a worker is, the more he or she will produce. Research tells us
that positive emotions do not cause productivity. It is more likely
that high productivity leads to satisfaction. Management may have
to do specific things to increase productivity and separate things
to improve satisfaction.
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Assuming that the organization rewards productivity, your higher

productivity should increase verbal recognition, your pay level and
probabilities for promotion. These rewards increase your level of
satisfaction with the job.
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LINE A:
Line A represents a condition which believes that satisfied workers
are the best workers and tries to keep workers happy regardless of
the effects on organizational goals.
LINE B:
Line B represents to the most desirable arrangement-where high
satisfaction and high productivity are combined together.
LINE C:
Line C represents the condition of high productivity and low
production through techniques of scientific management such as
method study time study close supervision.
SATISFACTION AND ABSENTEEISM:
There is a negative relationship between satisfaction and
absenteeism. Dissatisfied employees are more likely to miss work.
Organization that provide liberal sick leave benefits are
encouraging all their employees-including those who are highly
satisfied to take days off.
A study was made about how satisfaction directly leads to
attendance, where there is a minimum impact from other factors-
If satisfaction leads to attendance, where there is an absence of
outside factors, the more satisfied employees should have come to
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work while dissatisfied employees should stayed at home.

SATISFACTION AND TURNOVER:
Satisfaction is negatively related to turn-over, but the correlation is
stronger than for absenteeism. Yet again other factors such as labor
market conditions, expectations about alternative job opportunities
and length of tenure with the organization are important constraints
on the actual decisions to leave one’s current job.
SATISFACTION AND JOB PERFORMANCE:
Beyfield & Crockett examined all research relating to job
satisfaction and job performance up to 1955 and concluded that
there was virtually no evidence of any relationship between these
two variables.
In summarizing the research relating to job satisfaction to job
behave- our variables, Vroom draws number of conclusions:
1. There is a consistent negative relationship between satisfaction
and the probability of resignation (turnover).
2. There is a consistent relationship between satisfaction and
absences.
3. There is no simple relationship between satisfaction & job
performance.
HOW EMPLOYEES CAN EXPRESS DISSATISFACTION
Satisfaction can be expressed in a number of ways. For example
 28

than quit, employees can complain, be insubordinate, steal

organizational property, or shirk a part of their work
responsibilities. There are four responses that differ one another
along with two dimensions: constructiveness/destructiveness and
activity/passivity.
EXIT:
Dissatisfaction expressed through behavior directed toward
leaving the organization, which includes looking for a new
position as well as resigning.
VOICE:
Dissatisfaction expressed through active and constructive attempts
to improve conditions that include suggesting improvements,
discussing problems with superiors and some forms of union
activity.
LOYALTY:
Dissatisfaction expressed by passively but optimistically waiting for
conditions to improve, includes speaking up for the organization in
the face of external criticism and trusting the organization &its
management “to do the right thing”.
NEGLECT:
Dissatisfaction expressed through allowing conditions to worsens,
includes chronic absenteeism or lateness, reduced effort and
increased error rate.
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Exit and Neglect behaviors encompass the performance variables-

productivity, absenteeism and turnover. Constructive behaviors
that allow individuals to tolerate unpleasant situations or to revive
satisfactory conditions which help to understand situations such as
those sometimes found among unionized workers, where low job
satisfaction is coupled with low turnover. Union members often
express dissatisfaction through the grievance procedure or through
formal contract negotiations. These voice mechanisms allow the
union members to continue in their jobs while convincing
themselves that they are acting to improve situations.
IMPORTANCE OF HIGH JOB SATISFACTION
Managers should be concerned with the level of job satisfaction in
their organizations for at least 3 reasons:
1. Dissatisfied employees skip work often and are more likely to
resign;
2. Satisfied employees have better health and live longer;
3. Satisfaction on the job carries over to the employee’s life outside
the job.
Satisfied employees have lower rates of both turnover and
absenteeism. Specifically, satisfaction is strongly and consistently
 30

negatively related to an employee’s decision to leave the

organization.
Several studies have shown that employees who are dissatisfied
with their jobs are prone to health setbacks ranging from headaches
to heart disease. Some research even indicates that job satisfaction
is a better predictor of length of life than is physical condition.
Job satisfaction has its importance for society as a whole. When
employees are happy with their jobs, it improves their live off the
job. These people will hold a more positive attitude towards life in
general and make for a society of more psychologically healthy
people. In contrast, the dissatisfied employee carries that negative
attitude at home.
For management, a satisfied work force translates into higher
productivity due to fewer disruptions caused by absenteeism or
good employees quitting, as well as into lower medical and life
insurance costs. Satisfaction on the job carries over to the
employee’s off the job hours.

JOB SATISFACTION IN STATE ENTERPRISES

Job satisfaction is a relative term, which is guided by the ‘job
perception models’. How the workers perceive their job indifferent
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organizations differs from unit to unit, place to place. It is due to

differences in (a) Organizational culture;
(b) Attitude of the
superiors their
subordinates;
(c) Nature of work in the
organization.
1. Supervision:
Good work and good relations are based on good supervision in the
organizations. In public under takings it is gathered that due to
absence of proper care or workers and subordinates, there is a lack
of spirit of work and confidence. They do not feel satisfied with
their superiors. A team spirit only can be built in if there is
confidence in the leader.
2. Financial Incentives (Fringe-Benefits):
Occasional incentives in shape of fringe benefits, transport
allowance D.A., bonus, free accommodation, schooling facilities
for children, cash/or kind award for good work, all such things do
create a sense of confidence in the workers, which leads to the
satisfaction in them.
It has its effect on the job itself.
3. Job Security:
 32

In central government understandings of India job security

constitutes a very important factor for job satisfaction.
4. Interpersonal Relations:
The factors like monotonous job, lack of self-expression, emotional
imbalances and lack of understanding of personnel behavior etc.,
create bad relations.
5. Working Conditions:
Good working conditions are essential for better performance and
for the dignity of manpower. Public enterprises in general, adhere to
the rules, regulations framed for such
organizations but a direct relationship with role satisfaction and
working conditions can not be rated on the factors. It has mental
effect.
6. Policies and Practices:
Good policies and decent practices in an organization attract people
towards the organization. They are a source of satisfaction to the
employee and his dependents. The policy of carrier planning of
employees, proper training and promotion etc., help in the
attainment of job satisfaction among the employees.
7. Administrative Practices:
 33

The central and state government has provided a bureaucratic

structure of management to their enterprises. It has been observed
that central government and state governments are heading towards
replacement of bureaucratic practice. Keith Davis has emphasized
that performance is interlined with rewards and satisfaction.
THE RELATIONSHIP BETWEEN PROMOTION AND JOB
SATISFACTION

MODEL OF PERFORMANCE LEADING TO THE

SATISFACTION
It assumes that performance leads to rewards and satisfaction, which
then lead to more effects because of high-perceived expectancy(that
is perceived connection between performance and reward). Greater
efforts lead to effective performance, which again leads to
satisfaction in a circular relationship. Performance may be the
product of ability and motivation as:
performance = (Ability x Motivation)
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The above hypothesis leads to the conclusion that for low values if
ability increases, it will lead to only a small increase in motivation.
In performance-for high level of ability however increase. In
motivation it will lead to large increase in performance.

OBJECTIVE
OBJECTIVE SURVEY
On this method we have administered questionnaire among 30
employees and those were asked to put tick against an appropriate
option mentioned in the questionnaire.
1. Find the job satisfaction of employee of Sport Industry.
2. Survey on the relation between management and workers.
3. Find the mentality behavior of employee.
4. Survey of the working condition.
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SWOT ANALYSIS

• Sports Industry is the oldest fiber company in India.

• It has a large network of city from where it nylon industry.
• Sports Industry is a reputed and well known company in India,
it provides the better facility of there employees.
• Sports Industry provide the house and other facility of there
employee than other company.
• The cooperation of management and employee is better than
other company.

• Provide the salary every month and provide the extra loans of
employees like personal loan, company loan, gratuity loan.
 37
• Provide the health facility of employee and collaboration of
ESI India for there employee.

• No communication between union and management.

• Provide the salary every month but many time he late
distribution the salary.
• No good machinery provided by the management.
• Work hours more than other company.
• Maximum workers are contact basis and he not get the
constant of work.
 38

• There is a huge opportunity in company employee.

• Sport Industry is available since last so many years in the
market, and it has dominated this industry, so employees
need change.
• If Sports Industry provides a better facility of company
employee than it can swap most of the employees of
company with least effort.
• Employees always believe that there is a chance of
improvement.
 39

➢ There is a very tough competition between management

And employee.
• Better image of competitor in particular segment.
40
41
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LITERATURE REVIEW

A literature review is a body of text that aims to review the critical

points of current knowledge including substantive findings as well
as theoretical and methodological contributions to a particular topic.
Literature reviews are secondary sources, and as such, do not report
any new or original experimental work.

Most often associated with academic-oriented literature, such as

theses, a literature review usually precedes a research proposal and
results section. Its ultimate goal is to bring the reader up to date with
current literature on a topic and forms the basis for another goal,
such as future research that may be needed in the area.

Spencer & Byrne (2016) suggested that senior level managers

are having high job satisfaction than junior level mangers.
Darrat et al. (2016) suggested that amid salespeople with lower
workplace satisfaction, organizational work embeddedness is
optimistically connected with organizational deviance,
interpersonal deviance and customer direct deviance.
 43

Nevertheless, amid salespeople with higher job satisfaction, job

embeddedness is negatively connected with organizational
deviance and not importantly connected with either interpersonal or
customer directed deviance. Robertson & Kee (2016) studied
workplace satisfaction in a computer-mediated context,
particularly with the use of social media. Results showed that
workers satisfaction at work is optimistically connected by the
quantity of moment they spend on facebook interacting by
colleague. Also showed that part time workers reported having
spent the greater quantity of moment on Facebook with their
colleagues, and agreement workers reported the greater degree of
work satisfaction at the place of work.

Monga et al. (2015) results disclosed that pay, social

association, contact, attitude of seniors, workplace surroundings
and team work have more bearing than the factors of training
and progress, honours and recompense, job nature, safety of job,
morale and role clarity in determining workplace satisfaction of
bank workers. Saner & Eyupoglu (2015) investigated whether
job satisfaction exists among bank employees. Study revealed
that bank workers were moderately filled with satisfaction with
their job.

Adamson et al. (1995) detected that Great Britain of female

paramedical Professionals sensed themselves to be extra
disgruntled than Australian female paramedical Professionals.
 44

Srivastava (2013) revealed that occupation contentment was

optimistically connected to organisational commitment along
with belief and locus of control moderated occupation
contentment and organisational commitment association.

Koustelios (1991) reviewed number of research studies

associating occupation satisfaction with a number of features
of organizational tradition: organization mass, workers
background, attitudes and national tradition. Also, he found that
there was an important dissimilarity in occupation satisfaction
amid workers who function in dissimilar organizational culture.
In addition, found that at what time workers have a matchup
among their current and wanted tradition, they are happier by
means of the intrinsic features of their work. Consequently, it
can be said that an organization’s inner tradition is calculated
and calculated as division of its workers national tradition,
demographic characteristics and person features.

Grant, Christianson & Price (2007) globally different working

organizations and institutions has become a purpose of theoretic
attention and wide research. Organizations overall wellbeing is
depicted as the way in which its function and worth are sensed by
workers of that organization (Warr, 1992). In addition, includes
that workers’ bodily and psychological health, level of
happiness and societal wellbeing, which are all connected with
the name job satisfaction.
 45

Spector (1997) presented that job satisfaction has high

relevance for organizations because job satisfaction is an
indication of psychological wellness, organizations can take on a
practical situation in which workers’ behaviour would be expected
to determine organizational operations according to the workers’
level of occupation satisfaction or dissatisfaction, and it can be an
indicator of organizational operations.

Gagnon et al. (2006) showed female paramedical manger’s

leadership playing a positive role for other female paramedical
professionals and support ability and found strong significant
relationship among them and their observation of the training
surroundings and psychological experience at the workplace.
Findings showed clearly and suggested that the funds using for the
development of female paramedical professional managers’
management and support abilities had an encouraging and
optimistic impact on female paramedical professionals’
perceptions and mental experience at place of work. Also, showed
some of the sources that are responsible for job dissatisfaction
are paramedical department problems, like lack of assets etc and
systems inconvenience.

Lu et al. (2007) found 50% of nurses were extremely filled

with satisfaction with their occupations along with fifteen percent
found severe occupation pressure. Most of the sample population
described as a higher level of organizational and professional
 46

commitment and in that order reported very low level of role

conflict and role vagueness often. Diploma nurses described
superior professional commitment as well as a low degree of role
clash than those nurse who are with a graduation degree, other
than there was no major difference found in occupation
satisfaction, work commitment, job pressure and role vagueness
by educational qualification. Hospital paramedical female
professional’s optimistic feelings concerning their occupation
lives can be determined by growths in the healthcare
organization and the female paramedical professionals. Female
paramedical professional’s educational qualification level is a
determining issue on their views as well as experience of their
occupation lives by the determinations proposing the need to
expand a medical profession steps for female paramedical
professionals.
Steps towards development for sports equipment industry
Some of the important stepping stones that have carried forward
the sports goods manufacturing industry in India are a highly
innovative approach to production combines with a sense of social
responsibility in the larger interest of the society. This segment in
the Indian manufacturing arena has thoroughly dedicated itself to
rise up to the future demand by evolving new products that are
demanded by newly emerging markets. The principal factor that
has boosted up the growth of a large number of small scale exports
goods manufacturing units in the country are the liberalized
industrial policies of the government that have helped them to
actualize the goals set forth by the Indian Government.
 47

The Indian sports goods manufacturing industry is keenly

looking forward to joint ventures and technical collaborations
with suitable firms especially with a considerable degree of
buy back arrangements, since the sports equipment
manufactured in the country enjoy an immense export
potential. In fact already there are several manufacturing-
cum-marketing collaborations in the arena that have matured
to yield desired fruits across certain nontraditional disciplines.
A number of others are now taking shape with the help and
support rendered by some of the renowned leaders in the
sports world.

Potential of sport equipment industry

The sports goods manufacturing industry of India is endowed with
a huge potential across a wide spectrum of industrial issues
including employment, economic development, and exports. This
segment has today generated direct employment opportunities to
about 1.5 lakh people. In Jalandhar alone, there are 1,000 big and
small sports goods manufactures. Though the business statistics
across the globe is greatly encouraging, sports goods manufacturers
in India need to increasingly implement more modern and value
added technology in the process of manufacturing and evolving
 48

innovative products. This will help in meeting the growing

competition in the international market. Over and above,
widening the products range manufacturing in India to
include the equipment used in skipping, mountain climbing,
golf, winter sports, water sports, skating, fitness and
gymnasium, tennis and pool tables will help this industry
grow to new heights as there is a great demand for these
sports equipment in the international market.
49
50
 51

Research Methodology
Research, particularly in social science contains
endless word spinning and too many quotations: end
result though may be far from expectations. In context
of planning and development it is to be noted that it
significant lies in quality than quantity. Therefore,
eventually proper attention has to be paid to designing
and adhering to appropriate methodology throughout
so as to improve the quality of the research.
Research type :- This type of result is Descriptive research.
Descriptive Research includes surveys and fact finding enquiries
of different kinds. The major purpose of Descriptive Research is
description of the state of affairs, as it exists at present.
Research Design:- The survey was conducted for the job
satisfaction of employees in sports industry where a questionnaire
was filled from the retailers, wholesaler and consumers. The
population and the samples were evenly divided in such a manner
so as to extract the best possible results within the given
limitation.
 52

Sampling Design:- The survey was conducted within a

selected part of Pune region by dividing the sample
evenly. The whole of Pune region was divided based on
the number of wholesalers and retailers. Sample Size: - 50

Method of Data collection:-

There are several method of data collection available but one of the
most common method is-questionnare method same was found
appropriate for this research. for the reason that Questionnaire are
one of the most commonly used methods.

Determination of sources of Data collection:-

A list of retailers were generated area wise and later on contacted
individually.

Sampling procedures:
● The procedure employed for conducting the survey is on
random basis.
● The database was referred for carrying out the survey. First the
areas to be covered were decided and then the respondents were
contacted directly.
 53

● As the respondents filled the sheets, his/her view relating to his

expectation was also noted.
This was done with the aim to gather the information, which
would provide related and relevant insights as to what did the
customer expect.
Tools for the Data Collection:
For the collection of primary data one to one interview
method with the help of well structured questionnaire with
both open and closed ended questions were used. The survey
of all retailers was conducted and their responses were taken
down carefully with the help questionnaire.
Tools for Data Analysis:-
For the purpose of analyzing the data statistical tools such as
weighted average method and percentage analysis were used.
For better understanding the raw data tools like bar graphs
and pie charts were used.
SOURCES OF DATA:-
Primary sources;-
The primary data was collected through questionnaires. They were
filled using the scheduled method of data collection by the
researcher.
Secondary sources:-
 54

The secondary sources were used only for collecting information

regarding the sample; they were however not used for analysis.
LIMITATIONS OF THE RESEARCH
The limitations of the research were as follows :
1. Lack of proper experience on the part of the researcher in
conducting such studies in the past.
2. Time frame required was not enough to survey more number of
outlets.
3. There is no concrete basis to prove the response given is a true
measure of the opinion of all the consumer as a whole.
4. The questionnaire contained mostly multiple-choice questions;
therefore many respondents may not have given a proper thought
before answering the questions.
5. Most respondents might be influenced by their peers in
answering the questions.
6. Due to the fact that most of the respondents were young, the
questions might not have been answered with due sincerity.
7. Convenient sampling was used as the mode of conducting the
research.
8. The response of the respondents may not be accurate thinking
that the researcher might misuse the data.
 55

ANALYSIS TECHNIQUES
Quantitative analysis is performed using the data collected at each
outlet. Tools Utilized
➢ Percentage Analysis
➢ Graph Chart
DEPARTMENT OF SURVEY
• Personal department
• Purchasing department
• Department of maintenance
• Department of policy
• Production department
• Control department
• Judrik department
• Communication department
Research approach
Primary data can be collected in various ways: through
observation, focused group, surveys, and experiments. During
this research data have been collected using survey method.
Survey method is best suited for descriptive research.
Companies undertake surveys to learn about people’s
knowledge, beliefs, preferences, and satisfaction, and to
measure these magnitudes in the general population.
56
57
 58

DATA ANLYSIS

Q-1 Are you satisfied that HR Dept. plays an excellent role,

that people fairly?
No. of respondent- 50

Influence Respondents
Strongly satisfied 10

Satisfied 30

Dissatisfied 8

Strongly dissatisfied 2
 59

Chart Title
35

30

25

20

15

10

0
Strongly satisfied Satisfied Dissatisfied Strongly Dissatisfied

Column3 Column2 Column1

Influences :
In the survey I find more 60% employee of company are
satisfied with job. And second more 20% are strongly
satisfied with the job. And lower 4% employee are strongly
dissatisfied with the job.
 60

Q-2 Does top-level management have sincere interest in the

employee’s concern?
No. of respondent- 50

Influence Respondents

Always 10

Most of time 20

Rarely 10

Never 10
 61

Chart Title
25

20

15

10

0
Always Most of time Rarely Never

Series 1 Series 2 Series 3

Influences:
In the survey I find more 40% employee of company agree with
management have sincere interest in the employee concern at most
of time. And second more 20% employee of company agree with
management have sincere interest in the employee concern at
always, rarely and never.
 62
Q-3 Does communication process between high
level lower level management?
No. of respondent- 50

Influence Respondents
Very Easy 10

Easy 30

Complicated 10

Very Complicated 0
 63

CHART TITLE
Column3 Column2 Column1

70%

60%
60%

50%

40%

30%

20%
20% 20%

10%

0%
0%
Category 1 Easy Complicated Very Complicated

Influences:
In the survey I find more 60% employee of company agree
with process of communication between high level and lower
level management is very easy. And second more 20%
company agree with process of communication between high
level and lower level management is easy and very complicated.
And lower 0% company agree with the process of
communication between high level and lower level management
is complicated.
 64

Q-4 Are you satisfied with your working conditions?

No. of respondent- 50

Influence Respondents

Strongly Satisfied 3

Satisfied 30

Dissatisfied 12

Strongly Dissatisfied 5
 65
Chart Title
35

30

25

20

15

10

0
Satisfied Dissatisfied Strongly Dissatisfied

Series 1 Series 2 Series 3

Influences:
In the survey I find more 60% employee of company are
satisfied with working condition. And second more 24%
are dissatisfied with the working condition. And lower
6% employees are strongly satisfied with the working condition.
 66

Q-5 Does you boss give reward for your good

performance?
No. of respondent- 50

Influence Respondents

Always 10

Most of time 5

Rarely 5

Never 30
 67
Chart Title
70%

60%

50%

40%

30%

20%

10%

0%
Always Most of time RarelyNever

Column3 Column2 Column1

Influences:
In the survey I find more 60% employee of are agree with his boss
of regard of good performance never. And second more 20%
employee of are agree with his boss of regard of good performance
always. And lower 10% employee says most of time and rarely.
 68

Q-6 Does your supervisor lay down

instruction to you very clearly?
No. of respondents- 50

Influence Respondents
Always 30

Most of time 15

Rarely 0

Never 5
 69
Chart Title
70%

60%

50%

40%

30%

20%

10%

0%
Column3 Column2 Column1
Always Most of time Rarely Never

Influences:
In the survey I find more 60% employee of are agree his supervisor
always. And second more 30% employee of are agree with his
supervisor most of time. And lower 0% employee says rarely.
 70

Q-7 Does your supervisor interfere in your

work unnecessarily?
No. of respondents- 50

Influence Respondents
Always 5

Most of time 0

Rarely 10

Never 35
 71

Chart Title
40

35

30

25

20

15

10

0
Most of time Rarely Never

Column2 Column3 Column1

Influences:
In the survey I find more 70% employee says supervisor interfere
in your unnecessarily never. And second more 10% employee
says supervisor interfere in your unnecessarily always. And lower
0% employee says most of time.
 72

Q-8 Does your complaints concerned by the supervisor?

No. of respondents- 50

Influence Respondents

Yes 35

No 15
 73

Column

3%

7%

Influences:
In the survey I find more 70% employees says Yes. And second
more 30% employees says No.
 74

Q-9 Does the promotion policy is fair in your company?

No. of respondent- 50

Influence Respondents

Yes 20

No 30
 75

Column1

40%

60%

Influences:

In the survey I find more 70% employee says Yes. And second more
30% employee says.
 76

Q-10 Is there any attendance reward?

No. of respondents- 50

Influence Respondents

Yes 50

No 0
 77

Column1

0%

100%

Influences:

In the survey I find more 100% employee says Yes. And second
more 0% employee says No.
 78

Q-11 Does the tools and equipment provided to

you are of better quality?
No. of respondent- 50

Influence Respondents

Yes 15

No 35
 79

Column1

30%
1st Qtr

70%

Influences:

In the survey I find more70% employee says Yes. And second

more 30% employee say No.
 80

Q-12 Does your supervisor encourage you to give new ideas and
suggestions?
No. of respondents- 50

Influence Respondents

Yes 40

No 10
 81

Column1

20%

1st Qtr

80%

Influences:
In the survey I find more 80% employee says Yes. And second
more 20% employee says No.
82
83
 84

FINDINGS
1. Job satisfaction of employee is good in Sport Industry.
2. Relation between management and workers is good but they
have some misunderstanding.
3. Mentality behavior of employee about the company is depend
on the working condition and boss behavior.
4. Working condition of the company is satisfactory for employee.
5. Many employees have good thinking about his supervisors.
6. Many employees are happily with tools and equipment provided
by the company.
7. Many employee take not attention in the union meeting.
8. 40% employees are agree with management have interest in
employee concern at most of the time.
9. 60% employees are agree with the reward policy for good
performance in sports industry.
10. All the employees say Yes for attendance reward.
 85

• Open commutation with Top level management should be

there so that if employees are having any grievances so those
could be.

• Supervisor should be self motivated enough so that he could be

able to motivate the employees him that could help/in the
enhancement an overall growth of the individual personality.

• Exit interviews and attitudinal survey can also be conducted

time to time by the management so that the problems which are
expected to be generated further can also be handled.

• Management should also encourage employees to come

forward along with the complains if they have to make by
 86

keeping gripe box system where they can drop their complaints
related to the organization systems.

• Suggestion scheme in an organization should also be

encouraged where employee are welcomed to make their
suggestion that can turn out valuable for an organization.

• Management should take a step in making arrangement of

personal counseling to an employees so that the problems being
faced by the employees can be understood and reasonable
suggestion could be giving to employees in order to remove the
problem he is conferring with.

• The company should have it’s own training cell.

• Company should be provide fair promotion policy with the

according experience, knowledge and job performance time to
time.
87
 88

CONCLUSION
One the basis of personal opinion survey with the employees
of SPORT INDUSTRY and graphical representation. I analyzed
that employees are overall satisfied with the company that is
they have Job Satisfaction.
My suggestion to the management that they should improve on
Job Satisfaction of the employees in current time, so that
percentage increase above50% which can lead to better
performance level of the employees an overall growth of
the organization.
Some factors which are affected of the Job Satisfaction in over all
company in future.
• Communication Process
• Co-relation with supervisor
• Self-motivated supervisor
• Exit interview/attitude survey
• Suggestion scheme
• Counseling
• Employees training
• Promotion policy
 89

THE REVIEW COMMITTEE FOR JOB

SATISFACTION ASK FOR YOUR OPINION
In order to improve the Job Satisfaction system in our company
we are asking for your answers to this questionnaire. Please give
your frank opinion. Your answer will be treat strictly confident.
Read each question below and then answer by tick only one option.
90
 91

BIBLIOGRAPHY
www.google.com
C.R. Kothari “Research Methodology” Second Edition, Wishwa
Prakashan.
Donald S. Tull, Dell I. Hwkins “Marketing Research” Sixth Edition,
Published by Ashok K. Ghosh, Prentice-Hall off India Pvt. Ltd.
www.sportsindustry.com
92
 93

1. Are you satisfied that HR Dept. plays an excellent role, treat

people fairly?
(a) Strongly Satisfied (b) Satisfied
(c) Dissatisfied (d) Strongly dissatisfied
1. Are you satisfied with the relations with co-workers?
(a) Strongly Satisfied (b) Satisfied
(c) Dissatisfied (d) Strongly dissatisfied
2. Are you satisfied with your working conditions?
(a) Strongly Satisfied (b) Satisfied
(c) Dissatisfied (d) Strongly dissatisfied
3. Does Top-level management have sincere interest in the
employee’s concern?
(a) Always (b) Most of time
(c) Rarely (d) Never

4. Does communication process between high level & lower level

management?
(a)Very Easy (b) Easy
(c) Complicated (d) Very Complicated
 94

5. Does your boss give you reward for your good performance?
(a) Always (b) Most of time
(c) Rarely (d) Never
6. Does your supervisor lay down instructions to you very clearly?
(a) Always (b) Most of time
(c) Rarely (d) Never
7. Does your supervisor interfere in your work unnecessarily?
(a) Always (b) Most of time
(c) Rarely (d) Never
8. Are there any trouble makers in your group?
(a) Yes (b) No
9. Does the promotion policy is fair in your company?
(a) Yes (b) No
10. Is there any attendance reward?
(a) Yes (b) No
11. Does the tools & equipment’s provided to you are better quality?
(a) Yes (b) No
12. Does your supervisor encourage you to give new ideas &
suggestions?
(a) Yes (b) No