Executive Summary

In todays competitive world an employee satisfaction is very important for companies as a

satisfied employee would produce more which in turn would give better benefits to the company.
Job satisfaction is closely related to motivation level of the employees which depends on many
factors such as monetary and non monetary benefits, working environment, co-workers, nature
of the job etc., when all these factors are kept in proper levels the employee satisfaction level
increases or remain maintained.
In this project the satisfaction level towards different factors of the employee was determined
using a structured questionnaire which gave the employees a platform to express their level of
satisfaction towards various factors.
It was found that employees were quite satisfied with certain factors such as physical
environment, non monetary benefits, co-workers, promotion policies, career development etc.
This was find out by interviewing 50 employees in the company and analyzing the questionnaire
filled by them. To represent the data pie charts were used as a graphical representation showing
the different percentage of the satisfaction levels.









Company profile
About Surya Roshni Ltd.
A journey whose path has been set in the year 1973 from a small tube making unit is recognized
today by a name SURYA ROSHNI LIMITED both domestically and globally. It took 37 years of
utmost dedication, commitment and deep faith that Surya emerged as a vast conglomerate in
lighting and Steel Tube Division. Indeed it is a glorious achievement that today we have the
largest ERP pipe manufacturing plant in India, a large cold rolling strip mill at Bahadurgarh
(Haryana) and two lighting units one each at Kashipur (Uttarakhand) and Malanpur (MP)
producing fluorescent tube lights, GLS Lamps, CFL Lamps, HPSV Lamps , HPMV Lamps and
metal Halide lamps. It is the only Lighting Company of India with 100% backward integration.
In today's global economy quality indicates the parameter of company's success. Your company's
success both domestic and globally is due to adoption of higher level of quality controls and
management which now becomes the driving force of our success. Our Lighting sector is
dedicated in introducing innovative end-user-driven and energy-efficient solutions and
applications for lighting, based on a thorough understanding of the customer needs. Your
company succeeded in bench-marking quality and innovation standards by achieving the ISO
9002 in the year 1999.
The company was awarded ISO-14001 and OHSAS-18001 certifications related to environment
and safety respectively. Company, has also obtained FIVE STAR Rating for Fluorescent Tube
Lamps from Bureau of Energy Efficiency, India.

The company has a wide marketing network with its branches and dealer and retailer outlets
spread across the length and breadth of the country. Over the years, Surya has built up a strong
sales network of 30 branch offices, over 1,500 dealers and more than 100,000 retailers.





Industry structure and development

Company experienced a cut throat competition from other established market players and
unorganized sectors, but still lighting division is witnessing remarkable growth in turnover and
profit. The following may impact the market in the coming years :
Small Scale Industry in GLS and FTL
Shift from traditional to innovative lamps and systems

To overcome these problems the company has already started manufacturing complete range of
Energy Saving Lamps ( CFL) and during the year under review, company has undertaken and
completed substantial expansion in its Kashipur unit by setting up FTL, CFL, PCB, HID and
PVC plants in the said expansion. Further during the year, Malanpur unit has installed one CFL
Line to produce T-3 Type Compact Fluorescent Lamps with capacity of 6 million pieces per
annum. It also started PCB production for CFL lamps with SMT / Auto Insertion Technology.
Company shall be focusing primarily on the manufacture of High Mast Towers and Octagonal
Street Light and other innovative lamps. During the year under review, ERW unit of High Mast
Division with a Capital and with an installed capacity of 25000 MT per annum has started
commercial production. The Luminaire Business Group (LBG) of the company has made good
progress in the recent times by picking good orders for Luminarie / HID Lamps& High Masts
from established Public Sector Undertakings / Public Work Departments & local bodies as well
as from a wide spectrum of Industrial & Commercial Luminaire Buyers.

The Steel Tubes industry too witnessed growth during the year under review and the market
growing steadily due to the boom in infrastructure sector. There is tremendous scope for export
of ERW Steel Pipes as well as Cold Rolling particularly to Canada, U.S.A. and European
Countries including U.K, Germany and Belgium etc. One new furnace for hydrogen annealing
has been put to further improve the quality of the Cold Rolled product. The Company has
installed sixth Galvanizing Plant to enhance the capacity of galvanizing by 40000 M.T per
annum. In pipe mill company have installed a Solid State Welder and Hydro testing Machine.
To carter the power need of the plant, one out of the two 1.75 MW Gas Gen Set has been
installed, which has improved company's in house generation of power. The future is likely to
see only those companies successful, which have their products priced competitively and to sell
there products in the international market. All possible efforts are being made by your company
to reduce costs without compromising on the quality of the product and increase the export.

Code of conduct
This Code of Conduct (Code) for the Board Members and Senior Management ensures
compliance with legal requirements and helps to maintain the standards of business conduct. The
purpose of the Code is to deter wrongdoing and promote ethical conduct.

All Directors and Senior Management must act within the purview of the authority conferred
upon them and with a duty to make and enact informed decisions and policies in the best
interests of the Company and its shareholders /stakeholders. The Company appoints the
Company Secretary as a compliance officer, who will be available to directors and senior
management to answer questions and to held them comply with the Code. The following code of
conduct helps the Board Members and Senior Management to maintain the high standards that
the Company requires.
The following code of conduct helps board members and senior management to maintain the
high standards that the company requires such as:
y Honesty and Integrity
y Conflicts of Intrest
y Compliance
y Other Directorships
y Confidentiality of information
y Prevention of Insider Trading
y Protection of Assets
y Gifts and Donations
y Periodic Review

Product line of Surya Roshni Ltd.
Surya Roshni has grown phenomenally within a short period of time to become one of the
Indias largest manufactures of lighting products ranging from:
y Fluorescent Tube Lamps
y GKS Lamps
y Energy Efficient Lamps
y Sodium and Mercury Vapor Lamps
y Luminaries
y Accessories















Introduction
Job satisfaction describes how content an individual is with his or her job. It is a relatively recent
term since in previous centuries the jobs available to a particular person were often
predetermined by the occupation of that persons parent. There are a variety of factors that can
influence a persons level of job satisfaction. Some of these factors include the level of pay and
benefits, the perceived fairness o the promotion system within a company, the quality of the
working conditions, leadership and social relationships, the job itself (the variety of tasks
involved, the interest and challenge the job generates, and the clarity of the job
description/requirements).
The happier people are within their job, the more satisfied they are said to be. Job satisfaction is
not the same as motivation, although it is clearly linked. Job design aims to enhance job
satisfaction and performance methods include job rotation, job enlargement and job enrichment.
Other influences on satisfaction include the management style and culture, employee
involvement, empowerment and autonomous workgroups. Job satisfaction is a very important
attribute which is frequently measured by organizations. The most common way of measurement
is the use of rating scales where employees report their reactions to their jobs. Questions are
related to pay, work responsibilities, variety of tasks, promotional opportunities the work itself
and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on
1 5 scale where 1 represents not all satisfied and 5 represents extremely satisfied.







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



Job Satisfaction
One way to define satisfaction may be to say that it is the end state of feeling. The word 'end'
emphasizes the fact that the feeling is experienced after a task is accomplished or an activity has
taken place whether it is highly individualistic effort of writing a book or a collective endeavour
of constructing a building. These activities may be minute or large. But in all cases, they satisfy a
certain need. The feeling could be positive or negative depending upon whether need is satisfied
or not & could be a function of the effort of the individual on one hand & on the other the
situational opportunities available to him.
This can be better understood by taking example of a foreman in an engineering industry. He has
been assigned the task to complete a special order by a certain, deadline. Person may experience
positive job satisfaction because he has been chosen to complete the task. It gives him a special
status & feeling that he has been trusted and given a special task, he likes such kind of rush job
and it may get him extra wages. The same could be the sources of his dissatisfaction if he does
not like rush work, has no need for extra wages. Each one of these variables lead to an end state
of feeling, called satisfaction.
Definitions
Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of
ones job; an affective reaction to ones job; and an attitude towards ones job.
Weiss (2007) has argued that job satisfaction is an attitude but points out that researchers should
clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and
behaviors. This definition suggests that we from attitudes towards our jobs by taking into
account our feelings, our beliefs, and our behaviors.



Theories of Job Satisfaction
There are several theories related to job satisfaction which focuses on motivation and need
fulfillment as a correlation factor of job satisfaction.
There are major theories of job satisfaction.
(i) Herzberg's Motivation - Hygiene theory
(ii) Need fulfillment theory
(iii) Social reference - group theory
(iv) Affect Theory
(v) Dispositional Theory
(vi) Job Characteristic Model
Herzberg's Motivation - Hygiene Theory
This theory was proposed by Herzberg & his assistants in 1969. On the basis of his study of 200
engineers and accountants of the Pittsburgh area in the USA, he established that there are two
separate sets of conditions (and not one) which are responsible for the motivation &
dissatisfaction of workers. When one set of conditions (called 'motivator') is present in the
organization, workers feel motivated but its absence does not dissatisfy them. Similarly, when
another set of conditions (called hygiene factors) is absent in the organization, the workers feel
dissatisfied but its presence does not motivate them. The two sets are unidirectional, that is, their
effect can be seen in one direction only.
According to Herzberg following factors acts as motivators:
Achievement,
Recognition,
Advancement,
Work itself,
Possibility of growth, &
Responsibility.

Hygiene factors are:
Company policy & administration,
Technical supervision,
Inter-personal relations with supervisors, peers & Subordinates,
Salary.
Job security,
Personal life,
Working Conditions, &
Status.
Herzberg used semi-structured interviews (the method is called critical incident method). In this
technique subjects were asked to describe those events on the job which had made them
extremely satisfied or dissatisfied. Herzberg found that events which led people to extreme
satisfaction were generally characterized by 'motivators' & those which led people to extreme
dissatisfaction were generally characterized by a totally different set of factors which were called
'hygiene factors'.
Hygiene factors are those factors which remove pain from the environment. Hence, they are also
known as job - environment or job - context factors. Motivators are factors which result in
psychological growth. They are mostly job - centered. Hence they are also known as job -
content factors.
The theory postulated that motivators and hygiene factors are independent & absence of one does
not mean presence of the other. In pleasant situations motivators appear more frequently than
hygiene factors while their predominance is reversed in unpleasant situations.

Need Fulfillment Theory
Under the need-fulfillment theory it is believed that a person is satisfied if he gets what he wants
& the more he wants something or the more important it is to him, the more satisfied he is when
he gets it & the more dissatisfied he is when he does not get it. Needs may be need for personal
achievement, social achievement & for influence.
a) Need for personal achievement:
Desires for personal career development, improvement in one's own life standards, better
education & prospects for children & desire for improving one's own work performance.
b) Need for social achievement:
A drive for some kind of collective success is relation to some standards of excellence. It is
indexed in terms of desires to increase overall productivity, increased national prosperity, better
life community & safety for everyone.
c) Need for influence:
A desire to influence other people & surroundings environment. In the works situation, it means
to have power status & being important as reflected in initiative taking and participation in
decision making.
In an all, this theory tell us that job satisfaction is a function of, or is positively related to the
degree to which one's personal & social needs are fulfilled in the job situation.




Social References - Group Theory
Group Theory takes into account the point of view & opinions of the group to whom the
individual looks for the guidance. Such groups are defined as the 'reference-group' for the
individual in that they define the way in which he should look at the world and evaluate various
phenomena in the environment (including him-self). It would be predicted, according to this
theory that if a job meets the interest, desires and requirements of a person's reference group, he
will like it & if it does not, he will not like it.
A good example of this theory has been given by C.L. Hulin. He measures the effects of
community characteristics on job satisfaction of female clerical workers employed in 300
different offices. He found that with job conditions held constant job satisfaction was less among
persons living in a well-to-do neighborhood than among those whose neighborhood was poor.
Hulin, thus provides strong evidence that such frames of reference for evaluation may be
provided by one's social groups and general social environment.
To sum up, we can say, Job satisfaction is a function of or is positively related to the degree to
which the characteristics of the job meet with approved & the desires of the group to which the
individual looks for guidance in evaluating the world & defining social reality.
Affect Theory
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction
model. The main premise of this theory is that satisfaction is determined by a discrepancy
between what one wants in a job and what one has in a job. Further, the theory states that how
much one values a given facet of work (e.g. the degree of autonomy in a position) moderates
how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values
a particular facet of a job, his satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not met), compared to one who
doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and
Employee B is indifferent about autonomy, then Employee A would be more satisfied in a
position that offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a particular facet
will produce stronger feelings of dissatisfaction the more a worker values that facet.
Dispositional Theory
Another well-known job satisfaction theory is the Dispositional Theory
.
It is a very general
theory that suggests that people have innate dispositions that cause them to have tendencies
toward a certain level of satisfaction, regardless of ones job. This approach became a notable
explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over
time and across careers and jobs. Research also indicates that identical twins have similar levels
of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the Core Self-
evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core
Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general
self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-
esteem (the value one places on his/her self) and general self-efficacy (the belief in ones own
competence) lead to higher work satisfaction. Having an internal locus of control (believing one
has control over her\his own life, as opposed to outside forces having control) leads to higher job
satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction.
Job Characteristics Model
Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a
framework to study how particular job characteristics impact on job outcomes, including job
satisfaction. The model states that there are five core job characteristics (skill variety, task
identity, task significance, autonomy, and feedback) which impact three critical psychological
states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of
the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work
motivation, etc.). The five core job characteristics can be combined to form a motivating
potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an
employee's attitudes and behaviors----. A meta-analysis of studies that assess the framework of
the model provides some support for the validity of the JCM.
Determinants of Job Satisfaction:
According to Abrahan A. Korman, there are two types of variables which determine the job
satisfaction of an individual. These are:
1) Organizational variables
2) Personal Variables
Organizational Variable:
1) Occupational Level:
The higher the level of the job, the greater is the satisfaction of the individual. This is because
higher level jobs carry greater prestige and self control.
2) Job Content:
Greater the variation in job content and the less repetitiveness with which the tasks must be
performed, the greater is the satisfaction of the individual involved.
3) Considerate Leadership:
People like to be treated with consideration. Hence considerate leadership results in higher job
satisfaction than inconsiderate leadership.
4) Pay and Promotional Opportunities:
All other things being equal these two variables are positively related to job satisfaction.
5) Interaction in the work group:
Here the question is: When is interaction in the work group a source of job satisfaction and when
it is not? Interaction is most satisfying when -
(a) It results in the cognition that other person's attitudes are similar to one's own. Since this
permits the ready calculability of the others behavior and constitutes a validation of one's self ;
(b) It results in being accepted by others
(c) It facilitates the achievements of goals.
Personal Variables
For some people, it appears most jobs will be dissatisfying irrespective of the organizational
condition involved, whereas for others, most jobs will be satisfying. Personal variables like age,
educational level, sex, etc. are responsible for this difference.
(1) Age:
Most of the evidence on the relation between age and job satisfaction, holding such factors as
occupational level constant, seems to indicate that there is generally a positive relationship
between the two variables up to the pre-retirement years and then there is a sharp decrease in
satisfaction. An individual aspires for better and more prestigious jobs in later years of his life.
Finding his channels for advancement blocked his satisfaction declines.
(2) Educational Level:
With occupational level held constant there is a negative relationship between the educational
level and job satisfaction. The higher the education, the higher the reference group which the
individual looks to for guidance to evaluate his job rewards.
(3) Role Perception:
Different individuals hold different perceptions about their role, i.e. the kind of activities and
behaviors they should engage in to perform their job successfully. Job satisfaction is determined
by this factor also. The more accurate the role perception of an individual, greater his
satisfaction.
(4) Sex:
There is as yet no consistent evidence as to whether women are more satisfied with their jobs
than men, holding such factors as job and occupational level constant. One might predict this to
be the case, considering the generally low occupational aspiration of women.
Some other determines of job satisfaction are as follows:
(i) General Working Conditions
(ii) Grievance handling procedure
(iii) Fair evaluation of work done
(iv) Job security
(v) Company prestige
(vi) Working hours etc.










Literature Review
Aswathappa (2003), opines that the Job Satisfaction of employees can be judged through the
system of wage payment. Different organization adapts different type of wage payment system.
Along with wages and salaries they are paying incentives, perquisites and non-monetary benefits.
According to him, he explained 3 theories of remuneration:
A. Reinforcement and Expectancy Theory
B. Equity Theory
C. Agency Theory
D. Reinforcement and Expectancy Theory
E. Equity Theory
F. Agency Theory

Rao (2005), reveal in his study that Job satisfaction refer to person feelings of satisfaction on the
job, which acts as a motivation to work. It is not the self satisfaction, happiness or self-
contentment but the satisfaction of the job.
According to him, there are 4 types of theories:
1. Need Fulfillment Theory
2. Equity Theory
3. Two Factor Theory
4. Discrepancy Theory

Khan (2006): reveals in his study hat Hoppack brought Job satisfaction to limelight. He
observed Job satisfaction in the combination of psychological & environmental circumstances
that cause person to fully say, "I am satisfied with my job".


Jain, Jabeen, et. al. (2007), in their study "Job Satisfaction as Related to Organizational Climate
and Occupational Stress: A Case Study of Indian Oil" concluded that that there is no significant
difference between managers and engineers in terms of their job satisfaction and both the groups
appeared almost equally satisfied with their jobs. When the managers and engineers were
compared on organizational climate, it was found that both the groups differed significantly.
Managers scored significantly high on organizational climate scale than the engineers indicating
that the managers are more satisfied due to the empowerment given to them.
Gupta & Joshi (2008): concluded in their study that Job satisfaction is an important technique
used to motivate the employees to work harder. It had often said that, "A HAPPY EMPLOYEE
IS A PRODUCTIVE EMPLPOYEE." Job satisfaction is very important because most of the
people spend a major of their life at their work place.
Velnampy (2008), in his study "Job Attitude and Employees Performance of Public Sector
Organizations in Jaffna District, Sri Lanka" concluded that job satisfaction does have impact on
future performance through the job involvement, but higher performance also makes people feel
more satisfied and committed. It is a cycle of event that is clearly in keeping with the
development perspective. Attitudes such as satisfaction and involvement are important to the
employees to have high levels of performance. The results of the study revealed that attitudes
namely satisfaction and involvement, and performance are significantly correlated.
Brown, Forde, et. al. (2008), in their study "Changes in HRM and job satisfaction, 19982004:
evidence from the Workplace Employment Relations Survey" examined that their significant
increases in satisfaction with the sense of achievement from work between 1998 and 2004; a
number of other measures of job quality are found to have increased over this period as well. It
also finds a decline in the incidence of many formal human resource management practices. The
paper reports a weak association between formal human resource management practices and
satisfaction with sense of achievement. Improvements in perceptions of job security, the climate
of employment relations and managerial responsiveness are the most important factors in
explaining the rise in satisfaction with sense of achievement between 1998 and 2004. We infer
that the rise in satisfaction with sense of achievement is due in large part to the existence of
falling unemployment during the period under study, which has driven employers to make
improvements in the quality of work.
Shah & Shah (2008), in their study "Job Satisfaction and Fatigue Variables" concluded that
relationship between fatigue and Job Satisfaction variables which were found to be significantly
negative. The study alo founds that fatigue is negative predictor of Job Satisfaction. The study is
clearly indicative of different issues for Call Centre employees in Indian context. There are
different ON THE JOB and OFF THE JOB FACTORS leading to dissatisfaction and fatigue for
them which were explored in this study. If fatigue can be reduced and job satisfaction can be
increased by various innovative and encouraging strategies.
Shahu & Gole (2008), in their study "Effect of Job satisfaction on Performance: An Empirical
Study" concluded that the companies that are lagging behind in certain areas of job satisfaction
& job stress need to be developed so that their employees show good performance level, as it is
provided that performance level lowers wit high satisfaction scores. The awareness program
pertaining to stress & satisfaction is to be taken up in the industries to make them aware of the
benefits of knowledge of stress and its relationship with satisfaction and achievement of goal of
industries.
Job Satisfaction is in regard to one's feeling or state-of-mind regarding the nature of their work.
Job Satisfaction can be influenced by a variety of factors,eg, the quality of one's relationship with
their supervisions, the quality of the physical environment in which they work, degree of their
fulfillment in their work etc.








Measuring Job Satisfaction
There are many methods for measuring job satisfaction. By far, the most common method for
collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other
less common methods of for gauging job satisfaction include: Yes/No questions, True/False
questions, point systems, checklist, forced choice answers.
The Job Descriptive Index (JDI), created by smith, Kendall, & Hulin (1969), job satisfaction that
has been widely used. It measures ones satisfaction in five facets: pay, promotions and
opportunities, coworkers, supervision, and the work itself. The scale is simple participants
answer either yes, no, or decide in response to whether given statements accurately describe one
job.
The Job in General Index is an overall measurement of job satisfaction. It was an improvement
to the job Descriptive Index because the JDI focused too much on individual facets and not
enough on work satisfaction in general.









Objective and scope of the project
Objective of the study
The objective of the study is as follows
To identify the factors which influence the job satisfaction of employees
To identify the factor which improves the satisfaction level of employees
To know the employee satisfaction towards the facilities.
To offer valuable suggestions to improve the satisfaction level of employees.
Scope of the study
This study emphasis in the following scope:
To identify the employees level of satisfaction upon that job.
This study is helpful to that organisation for conducting further research.
It is helpful to identify the employers level of satisfaction towards welfare measure.
This study is helpful to the organization for identifying the area of dissatisfaction of job
of the employees.
This study helps to make a managerial decision to the company.






Research Methodology
Research methodology is the systematic way to solve the research problem. It gives an idea
about various steps adopted by the researcher in a systematic manner with an objective to
determine various manners.
For the project the whole research was carried out in mainly 3 steps, they are:
Step 1: Questionnaire was created which would help to determine the factors which will
influence job satisfaction.

Step 2: Questionnaire where given to employees in the organization to fill their response
towards the various factors.

Step 3: Questionnaire was the analyzed and the analysis was mainly expressed in the form
of pie-charts to show the influence of various factors.







Research Design
A research design is considered as the framework or plan for a study that guides as well as helps
the data collection and analysis of data. The research design may be exploratory, descriptive and
experimental for the present study. A descriptive research design is adopted for this project.
Descriptive research, also known as statistical research, describes data and characteristics about
the population or phenomenon being studied. Descriptive research answers the questions who,
what, where, when and how...
Although the data description is factual, accurate and systematic, the research cannot describe
what caused a situation. Thus, Descriptive research cannot be used to create a causal
relationship, where one variable affects another. In other words, descriptive research can be said
to have a low requirement for internal validity.
The description is used for frequencies, averages and other statistical calculations. Often the best
approach, prior to writing descriptive research, is to conduct a survey investigation. Qualitative
research often has the aim of description and researchers may follow-up with examinations of
why the observations exist and what the implications of the findings are.






Research Approach
The research approach used for the project mainly included one on one interaction with the
employees in order to fill the structured questionnaire.
Sample size
The study sample constitutes 50 respondents constituting in the research area.
Sampling Area
The study is conducted within employees of Surya Roshni Ltd, Malanpur.
Collection of Data
Most of the data collected is primary data through personal interview, where the face to face
interviews were conducted to fill in the questionnaire. The secondary data was collected from the
Annual Reports of the Company, internet, journals and published work of researchers.
Research Instrument
A structured questionnaire was used as a research tool, which consists of open ended questions,
multiple choice and scaled based questions in order to get data. Thus, Questionnaire is the data
collection instrument used in the study. All the questions in the questionnaire are organized in
such a way that elicit all the relevant information that is needed for the study

Statistical Tools
The statistical tools used for analyzing the data collected are percentage method, bar diagrams
and pie diagrams.


Research period
The research period of the study has from 1
st
May to 10
th
May 2010 and 15
th
July to 30
th
July
2010.















Analysis of Data
The data collected through survey conducted among the employees of Surya Roshni Ltd. Was
tabulated and analyzed in such a way to make interpretations.
Various steps, which are required to fulfill the purpose, i.e., editing, coding, and tabulating.
Editing refers to separate, correct and modify the collected data. Coding refers to assigning
number or other symbols to each answer for placing them in categories to prepare data for
tabulation refers to bring together the similar data in rows and columns and totaling them in an
accurate and meaningful manner
The collected data are analyzed and interpreted in the form of tables and pie charts which
represented the data in percentage of the respondents against various variables



Table 1: To know the no. of working years of the employees in the organization
SL. NO. WORK EXPERIENCE NO. OF RESPONDENTS PERCENTAGE (%)
1 BELOW 2 YRS 7 14
2 2-4 YRS 15 30
3 4-6 YRS 17 34
4 ABOVE 6YRS 11 22
TOTAL 50 100


Pie-Chart 1: Represents the Work Experience of Employees in the Company
Inference: the pie-chart shows that most of the employees are between 2-6 yrs of work
experience in the company.




BELOW 2 YRS
14%
2-4 YRS
30%
4-6 YRS
34%
ABOVE 6YRS
22%
Table 2: To know the satisfaction level towards the physical working environment
SL. NO.
WORKING
ENVIRONMENT NO. OF RESPONDENTS PERCENTAGE (%)
1 EXCELLENT 6 12
2 GOOD 29 58
3 FAIR 14 28
4 POOR 1 2
5 VERY POOR 0 0
TOTAL 50 100


Pie-Chart 2: Represents the Satisfaction Level of Employees towards Physical Working
Environment
Inference: 70% of the employees feel that the working environment of the company is good.



EXCELLENT
12%
GOOD
58%
FAIR
28%
POOR
2%
VERY POOR
0%
Table 3: To know the satisfaction level of the employees towards Non-Monetary benefits
SL. NO.
NON MONETARY BENEFITS
OFFERED TO EMPLOYEES NO. OF RESPONDENTS PERCENTAGE (%)
1 HIGHLY SATISFIED 7 14
2 SATISFIED 27 54
3
NEITHER SATISFIED NOR
DISSATISFIEFD 13 26
4 DISSATISFIED 2 4
5 HIGHLY DISSATISFIED 1 2
TOTAL 50 100


Pie-Chart 3: Represents the Satisfaction Level of the Employees towards the Non-
Monetary Benefits
Inference: 68% of the employees were satisfied with the non-monetary benefits, this shows that
they can be one of the retention factor in the company.

HIGHLY SATISFIED
14%
SATISFIED
54%
NEITHER SATISFIED
NOR DISSATISFIEFD
26%
DISSATISFIED
4%
HIGLY DISSATISFIED
2%
Table 4: To know the satisfaction level of the Employees towards the Worked Assigned
SL. NO. SATISFACTION WITH WORK NO. OF RESPONDENTS PERCENTAGE (%)
1 HIGHLY SATISFIED 10 20
2 SATISFIED 22 44
3
NEITHER SATISFIED NOR
DISSATISFIED 6 12
4 DISSATISFIED 9 18
5 HIGHLY DISSATISFIED 3 6
TOTAL 50 100


Pie-Chart 4: Represents the Satisfaction Level of the Employees towards the Work
Assigned
Inference: 64% of the employees were satisfied with the work assigned to them were as 24% of
the employees were dissatisfied with the job assigned to them this shows that the company needs
to refine the Job Designs.
HIGHLY SATISFIED
20%
SATISFIED
44%
NEITHER
SATISFIED NOR
DISSATISFIED
12%
DISSATISFIED
18%
HIGHLY
DISSATISFIED
6%
Table 5: To know the satisfaction level of the Employees towards the Employee
Development Programs in the Company
SL. NO.
SATISFACTION WITH THE
PROGRAMES NO. OF RESPONDENTS PERCENTAGE (%)
1 HIGHLY SATISFIED 6 12
2 SATISFIED 28 56
3
NEITHER SATISFIED NOR
DISSATISFIED 11 22
4 DISSATISFIED 5 10
5 HIGHLY DISSATISFIED 0 0
TOTAL 50 100


Pie-Chart 5: Represents the Satisfaction Level of the Employees towards the Career
Development programs in the Company
Inference: 68% of the employees were satisfies with the career development programs of the
company showing the efforts put in by the company for career planning and retention og the
employees.
HIGHLY SATISFIED
12%
SATISFIED
56%
NEITHER SATISFIED
NOR DISSATISFIED
22%
DISSATISFIED
10%
HIGHLY
DISSATISFIED
0%
Table 6: To know the satisfaction level towards the Co-operation of the Coworkers
SL. NO CO-OPERATION OF CO-WORKERS NO. OF RESPONDENTS PERCENTAGE (%)
1 HIGHLY SATISFIED 10 20
2 SATISFIED 33 66
3
NEITHER SATISFIED NOR
DISSATISFIED 5 10
4 DISSATISFIED 2 4
5 HIGHLY DISSATISFIED 0 0


Pie-chart 5: Represents the Satisfaction Level of the Employees towards the Co-operation
of the Co-workers
Inference: 86% of the employees were satisfied with their co-workers which show that the
company employees must be having a good team work attitude.

HIGHLY SATISFIED
20%
SATISFIED
66%
NEITHER SATISFIED
NOR DISSATISFIED
10%
DISSATISFIED
4%
HIGHLY
DISSATISFIED
0%
Table 7: To know the satisfaction level of the employees with the Top Management
SL. NO.
SATISFACTION WITH TOP
MANAGEMENT NO. OF RESPONDENTS PERCENTAGE (%)
1 HIGHLY SATISFIED 13 26
2 SATISFIED 25 50
3
NEITHER SATISFIED NOR
DISSATISFIED 9 18
4 DISSATISFIED 3 6
5 HIGHLY DISSATISFIED 0 0
TOTAL 50 100


Pie-Chart 7: Represents the Satisfaction Level of the Employees with the Top Management
Inference: 76% of the employees are satisfied with the top management showing good
leadership qualities in the organization.

HIGHLY SATISFIED
26%
SATISFIED
50%
NEITHER SATISFIED
NOR DISSATISFIED
18%
DISSATISFIED
6%
HIGHLY
DISSATISFIED
0%
Table 8: To know the satisfaction level of the employees with their subordinates
SL. NO.
SATISFACTION WITH
SUBORDINATES NO. OF RESPONDENTS PERCENTAGE (%)
1 HIGHLY SATISFIED 6 12
2 SATISFIED 34 68
3
NEITHER SATISFIED NOR
DISSATISFIED 7 14
4 DISSATISFIED 3 6
5 HIGHLY DISSATISFIED 0 0
TOTAL 50 100


Pie-Chart 8: Represents the Satisfaction Level of the Employees with their Subordinates
Inference: 80% of the employees are satisfied with their subordinates this shows that the
distribution of the hierarchy in the company is good.

HIGHLY SATISFIED
12%
SATISFIED
68%
NEITHER SATISFIED
NOR DISSATISFIED
14%
DISSATISFIED
6%
HIGHLY DISSATISFIED
0%
Table 9: To know the satisfaction level of the employees regarding the Nature of the Job
Sl. NO. LEVEL OF JOB SATISFACTION NO. OF RESPONDENT PERCENTAGE (%)
1 HIGHLY SATISFIED 11 22
2 SATISFIED 28 56
3
NEITHER SATISFIED NOR
DISSATISFIED 8 16
4 DISSATISFIED 3 6
5 HIGHLY DISSATISFIED 0 0
TOTAL 50 100


Pie-Chart 9: Represents the Satisfaction Level of the employees towards the Nature of the
Job
Inference: 78% of the employees were satisfied with the nature of the job which shows thats
the recruitment polices and assignment of the job in the company is of good standards.

HIGHLY SATISFIED
22%
SATISFIED
56%
NEITHER SATISFIED
NOR DISSATISFIED
16%
DISSATISFIED
6%
HIGHLY DISSATISFIED
0%
Table 10: To know the work pressure on the employees
Sl. NO.
LEVEL OF JOB
SATISFACTION NO. OF RESPONDENT PERCENTAGE
1 YES 36 72
2 NO 14 28
TOTAL 50 100

















Table 10: To know the satisfaction level of the employees towards the Well-fare Activities
carried out by the company
Sl. NO.
LEVEL OF JOB SATISFACTION
TOWARDS WELLFARE ACTIVITIES NO. OF RESPONDENT PERCENTAGE (%)
1 HIGHLY SATISFIED 4 8
2 SATISFIED 29 58
3
NEITHER SATISFIED NOR
DISSATISFIED 14 28
4 DISSATISFIED 3 6
5 HIGHLY DISSATISFIED 0 0


Pie-Chart 10: Represents the Satisfaction level of the Employees towards the Well-fare
Activities carried out by the Company
Inference: 66% of the employees are satisfied with the well fare activities carried out in the
company in which 8% were highly satisfied and 58% were highly satisfied there was no
employees in the company who were dissatisfied with the activities. This shows the company
practices good welfare activities.
HIGHLY SATISFIED
8%
SATISFIED
58%
NEITHER SATISFIED
NOR DISSATISFIED
28%
DISSATISFIED
6%
HIGHLY
DISSATISFIED
0%
Table 11: To know the no. of employees satisfied towards the salary
SL.NO
SATISFACTION TOWARDS
SALARY NO. OF RESPONDENTS PERCENTAGE (%)
1 YES 34 68
2 NO 16 32
TOTAL 50 100


















Table 12: To know the no. of employees willing to continue in the company
SL. NO.
NO. OF EMPLOYEES
WILLING TO CONT. NO. OF. RESPONDENTS PERCENTAGE (%)
1 YES 30 60
2 NO 20 40
TOTAL 50 100


















Table 13: To know the satisfaction level of the employees towards the companies polices
and practices for promotion
Sl. NO.
LEVEL OF JOB SATISFACTION
TOWARDS WELLFARE ACTIVITIES NO. OF RESPONDENT PERCENTAGE (%)
1 HIGHLY SATISFIED 7 14
2 SATISFIED 28 56
3
NEITHER SATISFIED NOR
DISSATISFIED 10 20
4 DISSATISFIED 4 8
5 HIGHLY DISSATISFIED 1 2
TOTAL 50 100


Pie-Chart 13: Represents the satisfaction Level of the Employees towards the companys
Polices and Practices for Promotion
Inference: More that 50% of the employees are satisfied with the companys polices and
practices for promotion among which 14% are highly satisfied and 56% are satisfied. The
percentage of dissatisfaction is just 10%. This represents the promotion polices and practices are
good in the company.
HIGHLY SATISFIED
14%
SATISFIED
56%
NEITHER SATISFIED
NOR DISSATISFIED
20%
DISSATISFIED
8%
HIGHLY
DISSATISFIED
2%
Table 14: To know the overall job satisfaction
Sl. NO.
LEVEL OF JOB SATISFACTION
TOWARDS WELLFARE ACTIVITIES NO. OF RESPONDENT PERCENTAGE (%)
1 HIGHLY SATISFIED 11 22
2 SATISFIED 15 30
3
NEITHER SATISFIED NOR
DISSATISFIED 14 28
4 DISSATISFIED 6 12
5 HIGHLY DISSATISFIED 4 8
TOTAL 50 100


Pie-Chart 14: Represents the Overall Job Satisfaction
Inference: 52% of the employees are satisfied with the overall job among which 22% are highly
satisfied and 30% are satisfied, where as 20% of the employees are dissatisfied among which 8%
are highly dissatisfied and 12% are dissatisfied.
HIGHLY SATISFIED
22%
SATISFIED
30%
NEITHER SATISFIED
NOR DISSATISFIED
28%
DISSATISFIED
12%
HIGHLY
DISSATISFIED
8%
Conclusion














Limitations
y The responses so collected are subject to biasness of the employees
y The application of study undertaken is limited only to particular industry and company
y Sample size was of 50 which felt many employees untouched












Recommendations
y As perception of the employees differ with age, so management should adopt different
job satisfaction approach for different age group of employees
y Proper attention should be given to factors having high importance to ensure more job
satisfaction
y The company should organize proper training programs for the employees as it would
increase the job satisfaction level
y Job design should be done more appropriately keeping in mind the skills of the
employees










Bibliography
www.scribd.com
www.wekipedia.com
www.citehr.com
Dr. C.B.Gupta Human Resource Management, Sultan Chand & Sons, New Delhi, 2006





















Annexure













Job Satisfaction Questionnaire






















Tick your work experience in terms of no. of years in the company:
1 Below 1yr

2 2-4 yrs

3 4-6 yrs

4 Above 6 yrs


How do you rate the physical working environment:

1 Excellent

2 Good

3 Fair

4 Poor

5 Very Poor


Rate the following to indicate the satisfaction level for the following factors from 1-5 where:

1= Highly Dissatisfied, 2= Dissatisfied, 3= Neither satisfied nor dissatisfied, 4= Satisfied, 5= Highly Satisfied

1 2 3 4 5

Non Monetary Benefits

Work assigned

Employee Development Programs

Co-operation of Co workers

Top Management

Subordinates

Nature of the Job

Welfare Activities

Polices and Practices for Promotion

Over all Job

Do you feel there is too much of work pressure on the
employees?


Yes No

Are you satisfied with the
salary?


Yes No

Are you willing to cont. in the
company?


Yes No

PROJECT REPORT
ON

Study done to determine the factors affecting Job
Satisfaction
A detailed study done in
Surya Roshni Ltd, Malanpur

Submitted in partial fulfillment of the requirement for the award of Post
Graduate Diploma in Management
Submitted by
Kripa Patro
Institute for Information and Technology, Kharghar
Navi Mumbai

Under the guidance of

Prof. Bharati Deshpande
Faculty Institute for Information and technology, Kharghar
&
Mr. Amit Sharma
ManagerHRD



Acknowledgement

This project has been helped by a number of persons at different stages. I would be
failing in my mission, if I did not express my gratitude towards all those people.

I would like to thank Surya RoshniLtd, Malanpur, for providing me with an
opportunity to undergo this project and help me gain immense knowledge of the
concerned area.

I would like to thank my Industry guide Mr. Amit Sharma for his support and
valuable suggestions and would like to thank my Faculty guide Prof. Bharati
Deshpande for her valuable inputs and support.

I would also like to take this opportunity to thank the respondents who provided
me with their valuable information and time.


Kripa Patro

KHR2009PGDMHRF018








Declaration

I, summers interns at United Phosphorus Ltd do hereby declare that the dissertation
entitled Study done to determine to factors affecting Job Satisfaction submitted
by me for the fulfillment of summer internship is an original piece of work done by
me and has not been published or issued to any other institution before.


Kripa Patro
KHR2009PGDMHRF018










Certification from Institute

s
Miss Kripa Patro, Student of PGDM HR has submitted a summer project titled Study done to
determine the factors affecting Job Satisfaction for the award of Post Graduate Diploma in
Management has been done under my supervision and has added value to her learnings. The
work done on the following area is good and is appreciable.





Prof. Bharati Deshpande
Faculty Guide