SUMMER INTERNSHIP PROJECT REPORT

JOB SATISFACTION on Officers LEVEL

Under the guidance of Mr. Salam Din (Deputy Manager, HR) Submitted for the partial completion of the degree of Master of Business Administration at

INTERNAL GUIDE: Mr. Kamaljeet Singh

SUBMITTED BY: Samarjit Kaur Roll No.100112243274

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DECLARATION

I am Samarjit kaur, a Student of MBA 2009-11 Batch, Bhai Gurdas Institute of Engg. & Technology, hereby declare that the project on job satisfaction among officers is my original work and that it has not previously formed the basis for the award of any other Degree, Diploma, Fellowship or other similar titles.

It has been done under the guidance of Mr. Salamdin sir (Deputy Manager, HR).

(Signature) Samarjit kaur

CERTIFICATE OF APPROVAL
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This

is

to

certify

that

the

project

work

entitled

is a bonafide work carried out by Ms. / Mr. ..... In partial fulfilment for the degree of Master Business Administration from BGIET, Punjab Technical University, Jalandhar. The project report has been approved here with.

_______________

Designation (Internal guide) BGIET, SANGRUR

ACKNOWLEDGEMENT Thanking may just be a formality, but if done inwardly, it surely reflects your noblest thoughts within. -Louis Philippe II. This research project is an important part of my long journey in obtaining my degree in MBA. I have not travelled in a vacuum in this journey. There are some people who made this journey easier with words of encouragement and more intellectually satisfying by offering different places to look to expand my theories and ideas. A journey is easier when you travel together. Interdependence is certainly more valuable than independence. It is a pleasant aspect that I have now the opportunity to express my gratitude for all of them. The first person I would like to thank Mr. Kuldeep Jain, (GM) general manager and Mr. Surender Bhatia (AVP) Assistant vice President of ASM. To recognise me for training in ASM I have known as a sympathetic and principle-cantered person. His overly enthusiasm and integral view on research and his mission for providing 'only high-quality work and not less', has made a deep impression on me. I owe him lots of gratitude for having me shown this way of research. He could not even realize how much I have learned from him. I am really glad that he had accepted to be my guide for this project. He took me on the process of learning and made himself available even through his very heavy work, teaching schedule. Thank you doesnt seem sufficient but it is said with appreciation and respect. I would like to thank my parents, who gave me the confidence and support to begin my Masters program in Business Administration. They challenged me to set my benchmark even higher and to look for solutions
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to problems rather than focus on the problem. I learned to believe in my future my work and myself. Thank you so much. I have to put a special note of thanks to Mr. Salamdin (Deputy manager, HR) , for her valuable suggestions and co-operation during the proceedings of the project .I also have to thank Miss. Aprajita verma for her being the guide of the whole process. Last but not the least, I am thankful to all the faculty members of (HR) for providing me with enough knowledge in the duration of my course, and all those people who have been directly or indirectly been instrumental in the completion of the project. My deepest and sincere gratitude to all those who were directly or indirectly responsible for inspiring and guiding this humble being.

THANK YOU ONE AND ALL.

(S amarjit kaur)

Executive Summary
Businesses today have realized that, in order to continue thriving, they have to adopt a more holistic and inclusive business model which has a direct correlation with business performance. This includes a system of triple bottom-line reporting - economic, social and environmental - and a focus on transparency and accountability. Companies are now expected to discharge their stakeholder responsibilities and societal obligations, along with their shareholder-wealth maximization goal. The objective of the study is to simply know about the satisfaction level of employees by taking a sample size of 44 employees chosen randomly at the various levels in the organization. And to know the employees perception towards the job satisfaction and much more, the research methodology consisted of making a survey by a questionnaire get to be filled by the officers working in HR department, production, maintenance, finance, marketing, commercial, accounts, etc. with the help of that data analysis is made and then the interpretations.

TABLE OF CONTENTS Declaration Certificate from the Organization Certificate of supervisor (guide) Acknowledgement Executive Summary

Chapter-1

introduction

Page No 1.1 Introduction to the

topic.............8 1.2 introduction of the industry .........14 1.3 introduction of the organization32 1.4 Objective of the study...44 1.5 literature review.45 Chapter-2 Research Methodology

2.1 Research design......47 2.2 Sampling techniques used..47 2.3 Selection of sample size.47 2.4 Data collection...48 2.5 Statistical tools used..48 2.6 Limitations of the study....49

Chapter-3
7

Data Analysis and

interpretation......50

Findings...66

Chapter-4

Suggestions and Recommendations.

67 Conclusions...68 Annexure Bibliography.. Questionnaire.............................................................................69-73 .74

Chapter-1 1.1 INTRODUCTION TO THE TOPIC

What is Job Satisfaction? "Job satisfaction is defined as "the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs" Job satisfaction describes how content an individual is with his or her job. Job Satisfaction is the favorableness or un-favorableness with which the employee views his work. It expresses the amount of agreement between ones expectation of the job and the rewards that the job provides. Job
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Satisfaction is a part of life satisfaction. The nature of ones environment of job is an important part of life as Job Satisfaction influences ones general life satisfaction. Job Satisfaction, thus, is the result of various attitudes possessed by an employee. In a narrow sense, these attitudes are related to the job under condition with such specific factors such as wages. Supervisors of employment, conditions of work, social relation on the job, prompt settlement of grievances and fair treatment by employer. However, more comprehensive approach requires that many factors are to be included before a complete understanding of job satisfaction can be obtained. Such factors as employees age, health temperature, desire and level of aspiration should be considered. Further his family relationship, Social status, recreational outlets, activity in the organizations etc. Contribute ultimately to job satisfaction. 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 or 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 relate to relate of pay, work
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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 at all satisfied and 5 represents extremely satisfied.

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 behaviours. This definition suggests that we from attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviours.

Models of job satisfaction

Affect Theory Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premises of this theory are 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/are not 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 does not value that facet. To illustrate, if Employee A
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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 compared to Employee B. this theory also states that too much of a particular facet will produces 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 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 selfefficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his 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)
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leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction. Two Factor Theory (Motivation Hygiene Theory) Fredrick Herzbergs two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. Motivating factors are those aspects of the job that make people want o perform, and provide people with satisfaction. These motivating factors are considered to be intrinsic to the job, or the work carried out. Motivating factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. While Herzbergs model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hack man & Oldham suggesting that Herzbergs original formulation of the model may have the been a does methodological not consider artefact. individual Furthermore, theory

differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measure. 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 Rinses 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
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(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, co-workers, 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. Job satisfaction is in regard to one's feelings or state-of-mind regarding the nature of their work. Job satisfaction can be influenced by a variety of factors, e.g., the quality of one's relationship with their supervisor, the quality of the physical environment in which they work, degree of fulfilment in their work, etc.

FACTORS INFLUENCING JOB SATISFACTION

The major factors influencing job satisfaction are presented below: Supervision To a worker, Supervision is equally a strong contributor to the job satisfaction as well as to the job dissatisfaction. The feelings of workers towards his supervisors are usually similar to his feeling towards the company. The role of supervisor is a focal point for attitude formation. Bad supervision results in
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absenteeism and labor turnover. Good supervision results in higher production and good industrial relations. Co-Workers various studies had traced this factor as a factor of intermediate importance. Ones associates with others had frequently been motivated as a factor in job satisfaction. Certainly, this seems reasonable because people like to be near their friends. The workers derive satisfaction when the co-workers are helpful, friendly and co-operative. Pay Studies also show that most of the workers felt satisfied when they are paid more adequately to the work performed by them. The relative important of pay would probably changing factor in job satisfaction or dissatisfaction.

1.2 INTRODUCTION TO THE COMPANY

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Vardhman Group is a leading textile conglomerate in India having a turnover of $700 mn. Spanning over 24 manufacturing facilities in five states across India, the Group business portfolio includes Yarn, Greige and Processed Fabric, Sewing Thread, Acrylic Fibre and Alloy Steel. Vardhman Group manufacturing facilities include over 8,00,000 spindles, 65 tons per day yarn and fibre dyeing, 900 shuttle less looms, 90 mn meters per annum processed fabric, 33 tons per day sewing thread, 18000 metric tons per annum acrylic fibre and 100,000 tons per annum special and alloy steel. Vardhman has evolved through history from a small beginning in 1965 into a modern textile major under the dynamic leadership of its chairman, S.P.Oswal. His vision and insight has given Vardhman an enviable position in the textile industry. Under his leadership, Vardhman is efficiently using resources to innovate, diversify, integrate and build its diverse operations into a dynamic modern enterprise.

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MISSION

Vardhman aims to be world class textile organization producing diverse range of products for the global textile market. Vardhman seeks to achieve customer delight through excellence in manufacturing and customer service based on creative combination of state-of-the-art technology and human resources. Vardhman is committed to be responsible corporate citizen.

S P Oswal, Chairman - Vardhman Group

PHILOSOPHY
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HISTORY

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YEAR 1973 -

EVENTS The Company was incorporated on 8th October. The Company was promoted by Vardhman Spinning and General Mills Ltd. The main objective of the Company is manufacturing and spinning of cotton yarn, polyester yarn, staple yarn, acrylic yarn, acetate yarn and sewing thread. In Dec., 14, 99,989 No. of Equity shares and 19,99011% Pref. shares issued: 5,99,989 No. of Equity shares reserved and allotted to Vardhman Spinning & General Mills, Ltd, and 9,00,000 No. of Equity shares and 19,990 Pref. shares offered To the public. Pref. shares redeemable as follows: 1 share during 22-10-1985/88, 9 shares during 31-3-1987/90 and 19,990 Shares during 2-1-1988/91.

1975 -

1978 -

The Company undertook to set up another textile mill with a capacity of 25,000 spindles at Malerkotla in Sangrur district, Another backward area in Punjab.

1980 -

7, 50,000 Right Equity shares issued at par in prop. 1:2. 4,10,000 No. of Equity shares allotted to financial institutions
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On conversion of loans. 1982 The installed capacity of textile mill in Malerkotla Unit rose To 22,768 spindles by the end of the year. The 1983 balance 2,232 spindles were installed. 7,22,400 No. of equity shares issued to financial institutions on conversion of loans. 1984 The Company entered into an agreement with Punjab State Industrial Development Corporation Ltd. (PSIDC), for setting up a joint sector project to manufacture printing and writing paper with a capacity of 100 tonnes per day. A new company was to be promoted jointly by the Company and PSIDC for 1985 this purpose. The Company formulated a modernisation scheme with a view to 1986 equip the mill with the latest technology The Memorandum of Understanding/Agreement was entered into between the Company and PSIDC for setting up a project in a joint sector for the manufacture of 12,000 tonnes per annum of polypropylene/filament yarn.

- With a view to providing a complete package of sewing thread, the company entered into a joint venture with M/s. Barbour Campbell Group Ltd., Ireland, in the name of Barbour
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Vardhman Threads Pvt. Ltd. Industrial synthetic thread, the product of The joint venture to be manufactured at Baddi, H.P. finds special Application for shoe industry and leather garments. The Company has secured rights to market the products in countries like Nepal, Bangladesh, and 1987 Pakistan etc. A new sewing thread introduced in the market under the brand Name of `TORA' was well received. 1988 A letter of intent was obtained for setting up an export Oriented spinning unit with a capacity of 25,000 spindles. The Proposal of modernisation and expansion for steel unit was under Implementation. - By virtue of the Scheme Amalgamation approved by the Board For Industrial and Financial Reconstruction (BIFR) 8, 25,006 No. Of Equity shares of Rs. 10 each of Punjab MohtaPolytex, Ltd. 1990 Held by erstwhile Mohta Industries, Ltd. The Company undertook to set up another unit with a capacity 1992 Of 6 MT per day at Baddi (H.P.). The Expansion & Diversification commissioned. - The 40,000 tpa rolling mill was commissioned in 1993 September 1993. The year the steel division undertook to manufacture
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unit

was

special alloy steels in rolled products. - The company undertook to set up a gassed and mercerized yar project at Hoshiarpur with an installed capacity of 3.5 tonnes per day. The company entered into technical collaboration agreement with a Korean 1994 company for the said project. The modernisation plan of steel division at Ludhiana was implemented by installing a modern energy efficient new furnace and continuous casting system to enable a production of 1.20 lakhs tonnes of billets. - The company signed a technical collaboration agreement with M/s. Kawasaki Heavy Industries Ltd. & Manubeni Corporation for the transfer of technical know-how for manufacture of acrylic fibre With a capacity of 30,000 TPA with two manufacturing 1995 lines. The Company entered into a joint venture agreement with Japan Exlan Co. Ltd. and Marubeni Corporation of Japan for setting up an acrylic fibre project for manufacture of 16,500 TPA acrylic fibres. The project 2003was being implemented in Vardhman Acrylics Ltd.. Company law Board passes an order in the compromise proceedings in the matter of Enakshi Investments Pvt Ltd. and others Vs Vardhman 2004 Polytex Ltd. Mahavir Spinning Mills Ltd. acquires 2,237,054 shares of Vardhman Acrylics Ltd. amounting to 2.06%, increases its stake in Vardhman Acrylics Ltd. to 38.85%

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The industrial city of Ludhiana, located in the fertile Malwa region of Central Punjab is otherwise known as the "Manchester of India". Within the precincts of this city is located the Corporate headquarters of the Vardhman Group, a household name in Northern India. The Vardhman Group, born in 1965, under the entrepreneurship of Late Lala Rattan Chand Oswal has today blossomed into one of the largest Textile Business houses in India. At its inception, Vardhman had an installed capacity of 14,000 spindles, today; its capacity has increased Multifoods to over 8 lacs spindles. In 1982 the Group entered the sewing thread market in the country which was a forward integration of the business. Today Vardhman Threads is the second largest producer of sewing thread in India. In 1990, it undertook yet another diversification - this time into the weaving business. The grey fabric weaving unit at Baddi (HP), commissioned in 1990 with a capacity of 20,000 meters per day, has already made its mark as a quality producer of Grey poplin, sheeting, and shirting in the domestic as well as foreign market. This was followed by entry into fabric processing by setting up Auro Textiles at Baddi and Vardhman Fabric at Budhni, Madhya Pradesh. Today the group has900 shuttle less looms and has processing capacity of 90mn meters fabrics/annum.

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PORTFOLIO

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The group portfolio includes Yarn, Fabrics, Sewing Thread, Fiber and Alloy Steel.

Business Wise Turnover for the financial Year 2008-09 Actual 2008-09 Yarn Fabric Sewing Thread Steel Power plant Fiber Total Group Total( Rs crore) 1513 689 337 327 66 254 3186 USD Million 329 150 73 71 14 55 693 % Share 47% 22% 11% 10% 2% 8% 100%

Yarns

Yarn Manufacturing is the major activity of the group accounting for 47 percent of the
24 group turnover. Vardhman is virtually a supermarket of yarns, producing the widest

range of cotton, synthetics and blended, Grey and Dyed yarns and Hand Knitting Yarns, in which Vardhman is the market leader in India. The group has twenty one production

PERFORMANCE During the last 5 years, Vardhman Group has recorded 10 percent top line growth rate, which is higher than the industry average growth rate. The Group turnover has grown from Rs 723crores in 1995 to Rs 3186.32 crores (about USD 700 million) in 2008-09. The exports has grown from negligible level in early nineties to Rs 689 crores (USD 150 million) in 2008-09

ACHIEVEMENTS

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Silver Top Exporter Award in Yarn Category Textile Export Promotion Council 2007-08 Bronze Trophy in Processed Yarn Category Textile Export Promotion Council 2005-06 World Trophy in highest export in Yarn Category Textile Export Promotion Council 2005-06 Bronze Trophy for Highest Global Export Category (Overall) Textile Export Promotion Council 2004-05 World Trophy in highest export in Yarn Category Textile Export Promotion Council 2004-05 Silver Trophy for Highest Global Export Category (Overall) Textile Export Promotion Council 2003-04 Gold trophy in EOU/EPZ for export of cotton yarn Textile Export Promotion Council 2003-04 Bronze trophy in mill fabric exporter category Textile Export Promotion Council 2002-03 Gold Trophy in EOU/EPZ for export of cotton yarn Textile Export Promotion Council 1998-99 Silver Trophy Textile Export Promotion Council 1997-98 Bronze Trophy Textile Export Promotion Council 1996-97 Silver Trophy Govt. of India Award 1994-5, 1995-96 Award of Merit Textile Export Promotion Council 1993-94 (Merchant Export Category for Fabrics) Bronze Trophy Textile Export Promotion Council 1993-94
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(Merchant Export Category for Fabrics) Gold Trophy Textile Export Promotion Council 1990-00 Gold Trophy MANAGEMENT The company is being managed by Sh. S.P Oswal as a chairman. The board of Director includes nominee of IDBI ltd., UTI & ICICI Ltd. BOARD OF DIRECTORS Sh. Shri Paul Oswal(chairman & executive director) SMT. Amita Naran (Nominee of IDBI Ltd.) Sh. Arun Kumar Purwar Sh. Prafull Anubhai Sh. Subash Khanchand Bijlani Sh. Ashok Kumar kundra Sh. Darshan Lal Sharma Sh. Shrvan Talwar Sh. Sachit jain- (executive director) Smt. Suchita Jain- (executive director) Sh. Neeraj Jain- (executive director) CGM (FINANCE, ACCOUNTS &TAXATION) Sh. Rajeev Thapar COMPANY SECRETARY Sh. Vipn Gupta AUDITORS M/S S.C. Vasudeva & co. Charted Accountants, NEW DELHI
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BANKERS State Bank of Patiala, Allahabad bank ICICI Bank LTD., Punjab National Bank State Bank of INDIA, Bank of Baroda Corporation Bank, Union Bank of INDIA Canara Bank, Standard Chartered Bank Banque Nationale De Paris REGISTER & TRANSFER AGENT Alankit Assignments Limited, New Delhi REGISTERED & CORPORATE OFFICE Chandigarh Road, Ludhiana_141010. E-mail: Secretarial,Lud@vardhman.com Web Site: www.vardhman.com

WORKS ANANT SPINNING MILLS, MANDIDEEP MAHAVIR SPINNING MILLS (TEXTILE DIVISION) BADDI ARIHANT SPINNING MILLS, MALERKOTLA VARDHMAN SPECIAL STEELS, LUDHIANA ARISHAT SPINNING MILLS, VARDHMAN
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BADDI

SPINNING AND GENERAT MILLS, (UNIT-1&2),LUDHIANA

AURO DYEING, BADDI AURO SPINNING MILLS, BADDI AURO TEX TILES, BADDI AURO WEAVING MILLS, BADDI

VARDHMAN SPINNING MILLS, BADDI VARDHMAN FABRICS, BUDHNI VARDHMAN YARS, SATLAPUR VARDHMAN FABRICS (POWER DIVISION) BUDHNI

MAHAVIR SPINNING MILLS, (GASSED MERCERISED YARN UNIT) HOSHIARPUR

VARDHMAN YARNS (POWER DIVISION) SATLAPUR

BRANCHES M/S S.S Kothari & Co. New Delhi

CORPORATE SOCIAL RESPONSIBILITY

Some of our CSR activities -

Sri Aurobindo Socio-Economic and Management Research Institute is engaged in the promotion of education, research and publications highlighting social and economic issues facing the society. The Institute runs a Human Resource Development Centre for providing career counseling and guidance to college
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students in Punjab. The teams of experts also visit the colleges in the state to prepare college students for gainful employment in the industry.

Sprung from a keen desire to set up an educational institution in Ludhiana and inspired by the writings of Sri Aurobindo and the Mother, the Trust has set up a college - Sri Aurobindo College of Commerce and Management (affiliated to the Punjab University) with the mission to create an institution with distinction dedicated to the ideals of creating disciplined career oriented young people ready for going for administrative and management roles in enterprises or to set up their own business as entrepreneurs.

Mr. Oswal with Faculty at the College

A Vardhman initiative to improve the yield of cotton in Punjab in 2001 when the State had suffered a shock of crop devastation and area under cotton cultivation was dwindling, led to the experiment to adopt villages and see whether concerted efforts in bringing knowledge to farmers could improve the yield of cotton. The experiment was successful as it improved the yield of cotton to 873 kg/hectare in 2005 in adopted villages where the average yield of cotton in the State of Punjab was 587 kg/hectare (world average - 700 kg/hectare). It found mention in the President's broadcast on Technology Day (11/05/04) as a 'technological event which has the potential to penetrate into our everyday lives'. The Village Adoption Programmed also found mention in the President's address to the nation on the eve of India's 56th Republic day. The President of India was gracious to bless one of the participating Villages -'Gehri
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Buttar' (District - Bathinda) by his presence on December 10th 2005.

Vardhman is actively engaged in the activities of Nimbua Greenfield Punjab Limited (www.ngpl.co.in) formed by a consortium of Industries of Punjab for developing a common facility for storage, treatment and disposal of hazardous wastes generated by the Industry with a Government of India grant. www.ngpl.co.in)

1.3 INTRODUCTION OF THE ARIHANT SPINNING MILL

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Arihant Spinning Mills Ltd. is a unit of the Vardhman textiles Ltd., which has its head office at Ludhiana. Its registered office is at Chandigarh road, Ludhiana. Unit Head of Arihant Spinning Mills is Mr. Kuldeep Jain.

BACKGROUND HISTORY This unit was promoted by Mahavir Spinning Mill Ltd.in an industrial developing area of Sangrur district in Punjab state to set up a spinning unit of 25000 spindles at Malerkotla. Various incentives such as land subsidy, octroi subsidy duty free electricity and octroi reduction were given to the unit as per Punjab Govt. Industrial policy of 1978.These are: Interest free loan for 10 year (computed as 40% OF FCI {fixed capital investment}or Rs. 7 Lacs, whichever is less) Land subsidy (75% of cost of land) Octroi refund on raw material machinery and building equipment was allows for 10 years
Central subsidy of Rs 15 Laces

Duty free electricity Excise duty exemption for 10 years. This unit went into commercial production on 1st March 1981 with the installed capacity of 8432 spindles. This day is celebrated as Arihant Day..

PRODUCTION UNITS AT ARIHANT SPINNING MILL.

Arihant Spinning Mill has 6 production units:-

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Unit No.

Date n

of No. Installatio

of Spindles

1 2 3 4 5 6

1st March 1981 31st August 1990 15th January 1996 15th June 1996 28th March 2001 24

33116 22752 18000 15744 24192

November SALIVER 2010

Total

113804

Presently, the installed capacity of unit is 112220 spindles, which are capable of providing around 50 MT of finished yarns per day.

ANNUAL REPORT The Annual report of ASM is not separately published. The annual report is published by Mahavir Spinning Mill Ltd. PHILOSPHY AND OBJECTIVES

M/S ASM is managed professionally by an experienced and qualified team. The company has a philosophy of in house training and development, Commitment to self- reliant supervision at shop floor management level. The objects for which the unit (ASM, Malerkotla) is established are set out in the Memorandum of Associations and are more particularly to
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carry on the business of yarn spinning and to manufacture different types of yarn. Arihant Spinning Mills is progressing very well to meet its objectives. COMMUNICATION

To attain the objective of fast communications all units are connected through VSAT telephone network. All of the working is computerized in ASM with the introduction of Entrepreneur Resource Planning was introduced at the first stage in Auro Spinning Baddi (H.P.) in 2000-01 but in ASM, The system was implemented in Dec. 2001 under main operation Arjun under the supervision of Mr. Sachit Jain. In ASM, this system is applicable in all the functional departments except IR and Personal Department. In IR a Personal Development Oracle system is applicable. ERP system includes 3 subsystems:I. TIM- Textile Integrated Management II. BPCS-Business Planning and Control System III. Idealization

In accounts and Finance department mainly BPCS system is used. ERP system is online system; you can punch the data from anywhere. There are centralized codes. You can check the accounts of any company of group or any business of the company or any unit of the business, any branch of the unit. But the condition is that data is properly punched. The main advantage of the system is that it is transparent and helps in fast communication. The main disadvantage of this system is slow and requires high degree of accuracy
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EXPORTS ASM is exporting its produces to the following countries: EUROPE-UK, SPAIN SOUTH EAST ASIA-SOUTH KORIA, HONG-KONG,JAPAN SOUTH AMERICA-BRAZIL NEWZELAND MAURITIUS SHRILANKA & BANGLADESH GERMANY, ITALY, BELGIUM, FINLAND,

TECHNOLOGY The unit is equipped with latest machinery and competes with any other units in terms of quality and productivity. Not only foreign machinery, but Indian machinery is also equipped in this unit.

RESEARCH AND DEVELOPMENT ACTIVITIES The unit has well equipped research and development department, which is headed by manager of research and development. There are M.TECH and B.TECH Officers in Research and Development department. They control the whole process in better way.

QUALITY POLICY OF THE ORGANISATION

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The organization believes in the concept of consumer satisfaction and has a strong belief that Product quality is the key to success and works on the quality policy of the organization i.e. quality shall be built in company product to meet customer requirement continuously. The company shall achieve this through an interface with the market place, access to the state of art and technology, R&D, process development and adoption of innovative manufacturing and marketing strategies. The quality policy shall be implemented through network of systems procedures understood shall be integrated with the companys main objectives. To remain a leading manufacturer in quality Increase market share with focus on niche segments Improve Productivity Cost Reduction Reduction in percentage of seconds and human resources to achieve above

The management shall remain committed to provide capital, technological objectives. A Company wide quality culture shall be created through training and motivation of people at all levels in the organization.

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WORKING HOURS AT ASM

Arihant spinning mills runs for 24 hours in 5 shifts-: 1st Shift 2nd Shift 3rd Shift 4th Shift General Shift 9:00 to 5:45 7.30 to 3.30 3.30 to 11.30 11.30 to 7.30 8:00 to 5:00

PRODUCT MIX Arihant Spinning Mills is producing cotton, acrylic, and blended yarn including mileage. Unit 3 &4 are producing blends out of Dyed fibbers/ cotton for niche market in international markets.

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PRODUCTION The production team is headed by Chief General manager (Operations) who is M. Text from Indian Institute of Technology and have experience of 12 years. He has the following team B.TECH Dip in Text Internally trained Supervisors

FINANCIAL POSITION OF ASM The company enjoys rating of FAA on fixed deposits and pl+ for short-term borrowings from Credit Rating Information Services of India Ltd. (CRISIL). Management believes that the companys liquidity and capital resources should be sufficient to meet its expected working capital needs and other anticipated cash requirements. The financial position of the Arihant Spinning Mills is given below. Year Sales (In Lacs) 1999-00 2000-01 2001-02 2002-03 2003-04 21200.77 19613.05 19673.97 22097.50 23907.44 Export Sales Lacs) 11057.50 7625.26 5180.17 6831.12 6569.15 (In Cash Profit (In Lacs) 3029.18 1949.58 1734.97 2547.35 3437.89 Net Profit (In Lacs) 2101.07 993.31 289.48 919.42 1727.74

It is clear from above the table that both sales and profits are fluctuating. In the year 2001-02, due to the installation of 5th
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unit the profits has been decreased tremendously but the sales after 2001-02 has been decreased tremendously but the sales after 2001-02 are increased. So we can say that the financial position of the company is good. ORGANISATION STRUCTURE A chart showing the organizational structure of Arihant Spinning Mills, Malerkotla shows the various hierarchal levels of the organization. The organization is divided into various departments headed by their respective department heads. All the departments operate under the ultimate control of GM (Unit Head). The order flows directly unit to different department heads and further down the line to respective departmental subordinates. UNIT HEAD

CGM (OPERA TIONS SR. MANAG ER (UNIT 3,4,5) SR. MANAG ER (UNIT 1) SR. MANAG ER (UNIT2) CHIEF MANAG ER (MAINT ENANC E)

VICE PRESIDE NT (COMME RCIAL) ASST. MANAG ER (MKT., SALES) COMME RCIAL EXECUT IVE COMME RCIAL OFFICER MATER IAL EXECU LTIVE

CHIEF ENGINE ER SR. MECHA NICAL ENGINE ER SR. ELECTRI CAL ENGINE ER ELECT RONIC ENGINE ER SR. CIVIL ENGINE ER39

SENIOR MANAG ER. (ACCO UNTS) ASST. MANAG ER (ACCO UNTS)

SENIOR MANAG ER. (PLANN ING)

NERIO R MANAG ER (HR &IR) MANAG ER (IR) PERSO NNEL OFFICE R CHIEF SECURI TY OFFICE R

SR. OFFICE R (PLANN ING & COSTIN G)

ARIHANT CULTURE AND ITS ASPECTS

Professionalism. System Approach.. Commitment to Quality of product and services etc. Excellence with economy. Cost Consciousness. Human resource is regarded as the most valuable asset. Emphasis on teaching and development. Preference for human values. Management by participation.s Open door policy in sharing ideas and suggestions. Group synergy. Emphasis on effective communication and coordination. Organizational strength and acceptance to change. Cordial environment.

MISSION AND BUSINESS PHILOSOPHY Mission: The mission of Arihant can be summed up in a single line i.e. Being World Class Spinners by Providing Highest Quality Product with Minimum Costs. Business philosophy: Faith in bright future of Indian textiles and hence continued expansion in areas, which we know best.
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Total customer focus in all operational areas. Products to be a best available quality for premium market segment through TQM and Zero Defects implementation.

Global orientation targeting at least 20% production for exports. Integrated diversification and product range expansion. World class manufacturing facilities with most modern R&D and process technology. Faith in individual potential and respect of human values. Encouraging innovation for constant improvement to achieve excellence in all functional areas. Accepting change as a way of life. Appreciating our role as a responsible corporate citizen. From this much business above the philosophy industry Vardhman average-an

emerges as Strands of Strength which have propelled the group growth impressive 26% over the last 5 years. EXPECTATIONS EMPLOYEES a) Work ethics b) Hard work c) Work standard d) Patience e) Honesty f) Interpersonal relations g) Team work h) Mutual trust i) Openness j) Adaptability and Change k) Loyalty
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OF

THE

ORGANISATION

FROM

ITS

l) Sensitivity and quick response in action m) Quality of communication n) Quality of Communication o) Subordinate development p) Self development
q) Self supervision

QUALITY POLICY The organization believes in the concept of customers satisfaction and has a strong belief that PRODUCT QUALITY IS THE KEY TO SUCCESS and works on the quality policy of the organization. The quality policy of the organization says:1. Quality shall be built in the companys product to meet customers requirements continuously. The company shall achieve this through an interface with market place, access to the state of art and technology, R&D, Process development and adoption of innovative manufacturing and marketing strategies. 2. The quality policy shall be implemented through a network of system and procedures understood and followed throughout the company. 3. The quality shall integrated with the companys main objectives:a) To remain leading manufacturer with quality. b) Increase the market share with focus in niche segment. c) Improve productivity. d) Cost reduction. e) Reduction in percentage of seconds.
4. The management shall remain committed to provide

capital, technological and human resources to achieve

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above objectives. A Company wide quality culture shall be created through training and motivation of people at all levels in the organization. COMPANYS MAIN OBJECTIVES a) To remain market leader in quality. b) Improve productivity. c) Cost reduction. d) Reduction in percentage of seconds. The management is committed to provide capital and PRE-SPINNING STAGE
POST SPINNING STAGE

human resources to achieve above objectives. VARIETY OF PRODUCTS 100%Cotton Yarn MIXING 100%Acrylic Yarn Melange YarnBLOW ROOM Blended Yarn CARDING

COMBING MANUFACTURING PROCESS DRAW FRAME

SPEED FRAME

RING FRAME DOUBLING / WINDING/ TWISTING

SPINNING STAGE

REELING
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BUNDING BALING

PACKAGING

1.4 OBJECTIVE OF THE STUDY 1. To find that whether the employees are satisfied or not 2. To analyze the companys working environment . 3. To check the Degree of satisfaction of employees. 4. To find that they are satisfied with their job profile or not. 5. To find that employees are working with their full capabilities or not.

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 organization for the conducting further research.
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 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.

Basic parameters for the study1. On the basis of benefits (rewards, incentives). 2 On the basis of work environment. 3. On the basis of social environment. 4. On the basis of communication, job security. 5. On the basis of workload. 6. On the basis of welfare schemes provided to them.

1.5 LITERATURE REVIEW A literature review is a body of text that aims to review the critical points of current knowledge on a particular topic. Literature reviews are secondary sources,

45

and as such, do not report any new or original experimental work. Most often associated with science-oriented literature, such as a thesis, the literature review usually precedes a research proposal, methodology 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. A good literature review is characterized by: a logical flow of ideas; current and relevant references with consistent, appropriate referencing style; proper use of terminology; and an unbiased and comprehensive view of the previous research on the topic.

According to Cooper (1988) "a literature review uses as its database reports of primary or original scholarship, and does not report new primary scholarship itself. The primary reports used in the literature may be verbal, but in the vast majority of cases reports are written documents. The types of scholarship may be empirical, theoretical, critical/analytic, or methodological in nature. Second a literature review seeks to describe, summarize, evaluate, clarify and/or integrate the content of primary reports".

Chapter-2

RESEARCH METHODOLOGY
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INTRODUCTION 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.

The word research refers to finding the truth about something through a systematic study. Research may be done to -Gain familiarity with a phenomenon or to achieve new insights into it: -Portray accurately the characteristics of the particular individual, situation or a group: -Determination the frequency with which phenomenon occurs or with which it is associated with another: -Test a hypothesis of a casual relationship between variables
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2.1 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. The descriptive research design is adopted for this project. Descriptive research includes survey 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. 2.2 Research approach The research worker contacted the respondents personally with well- prepared sequentially arranged questions. The questionnaire is prepared on the basis of objectives of the study. Direct contract is used for survey, i.e., contacting employees directly in order to collect data. 2.3 Sample size The study sample constitutes 44 respondents constituting in the Research area. Sampling Area The study is conducted in officers of Arihant Spinning Mills Sampling Design The researcher has used probability sampling in which stratified random sampling is used. 2.4 Collection of Data Most of the data collected by the researcher is primary data through personal interview, where the researcher and the respondent operate face to face. Research Instrument
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The researcher has used a structured questionnaire as a research instrument tool which consists of open ended questions, multiple choice and dichotomous 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 2.5 Statistical Tools Simple percentage analysis:It is simple tool. In this method, percentage and pie charts is calculated for the respective scales for each factors, Formula: No. of respondents Simple percentage = ______________________ Total no. of sample size

Research period The research period of the study has from 16th June to 31th July 2011 having 6 weeks of duration. 2.6 LIMITATIONS OF THE STUDY: Every study has its own limitations whether it is an exploratory, descriptive or casual research. They can be regarding collection of data, forming of the questionnaire, analysis of the data collected etc. The limitations of the study done by me can fit somewhere in the given categories. The collection of data was one of the limitations faced. Employees were not at all interested in giving their job detail or the personal detail.
49

 They were feeling insecure and didnt believe that it was just a survey. Employees were not at all enthusiastic in providing the information. On requesting a lot they cooperated a bit. Employees were not willing to fill the questionnaires and use to say that fill what ever you want.
Time allotted for the survey was less.

Chapter-3

DATA ANALYSIS & INTERPRETATION

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Analysis of Data The data are collected through survey and books, reports, newspapers and internet etc., the survey conducted among the employees of Orient Glass Pvt Ltd. The data collected by the researcher are 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 interrupted using statistical tools and Techniques. Q1:- I feel that the company cares about its officers. Options Strongly disagree Disagree Neither Agree Nor Disagree Agree Strongly Agree Total Response 0 0 1 29 14 44
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INTERPRETATION Merely 66% people are agree with this statement and 2% people are neither agree or nor disagree with this statement. But 32% are strongly agreed they feel that company cares about its officers. Anyone has not disagreed with this statement.

Q2:- Prior to accepting this position, I understood my job. options Strongly disagree Disagree Neither Agree Nor Disagree Agree Strongly Agree Total Response 0 4 10 21 9 44

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INTERPRETATION Merely 48% people are agree with this statement and 9% people are disagree , 20% are strongly agree and 23% people are neither agree nor disagree with this statement.

Q3:- The working conditions are good and safe. Options Strongly disagree Disagree Neither Agree Nor Disagree Agree Strongly Agree Total Response 0 1 2 17 24 44

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INTERPRETATION 55% people are strongly agree with this statement and 2% officers are disagree with this statement.

Q4:- I feel there is an adequate opportunity for me to move to a better job within the company. Options Strongly disagree Disagree Neither Agree Nor Disagree Agree Strongly Agree Total Response 0 0 11 26 7 44

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INTERPRETATION Merely 59% officers are agree with this statement and 16% strongly agree but 25% are neither agree nor disagree wjth this statement.

Q5:-The job demands too much (physically, emotionally, mentally). Options Strongly disagree Disagree Neither Agree Nor Disagree Agree Strongly Agree Total Response 1 19 12 12 0 44

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INTERPRETATION Merely 43% officers are disagree with this statement and 28% are neither agree nor disagree , 27% agree and 2% are strongly disagree with this statement.

Q6:- I feel I can voice my opinion without any fear. Options Strongly disagree Disagree Neither Agree Nor Disagree Agree Strongly Agree Total Response 0 1 6 22 15 44

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INTERPRETATRION In this statement merely 50% officers are agree and 34% are strongly agree with this statement but 2% are disagree with this statement.

Q7:- I feel secure about my job. Options Strongly disagree Disagree Neither Agree Nor Disagree Agree Strongly Agree Total Response 0 1 2 26 15 44

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INTERPRETATION Merely 59% officers are agreed with this statement and 2% are disagree with this statement. But 34% are strongly agreed with this statement.

Q8:- My reporting structure is very easy and clear between my superior and me. Options Strongly disagree Disagree Neither Agree Nor Disagree Agree Strongly Agree Total Response 0 0 2 37 5 44

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INTERPRETATION In this statement merely 84% officers are agree with this statement,11% are strongly agree but 5% are neither agree nor disagree with this statement.

Q9:- I understand the companys objective and try to achieve the same. Options Strongly disagree Disagree Neither Agree Nor Disagree Agree Strongly Agree Total Response 0 1 0 35 8 44

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INTERPRETATION In this statement merely 80% officers are agree with this statement 18% are strongly agree but 2% are disagree with this statement.

Q10:-I am satisfied with my income. Options Strongly disagree Disagree Neither Agree Nor Disagree Agree Strongly Agree Total Response 0 8 8 27 1 44

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INTERPRETATION In this statement merely 62% officers are agree with this statement and 18% are disagree with this statement.

Q11:- I have mastered the skills necessary to perform my work. Options Strongly disagree Disagree Neither Agree Nor Disagree Agree Strongly Agree Total Response 0 1 1 24 18 44

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INTERPRETATION In this statement 55% officers are agree with this statement and 41% are strongly agree with this statement but 2% are disagree with this statement.

Q12:- Your work gives you a feeling of personal accomplishment? Options Strongly disagree Disagree Neither Agree Nor Disagree Agree Strongly Agree Total Response 0 1 3 29 11 44

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INTERPRETATION Merely 66% officers are agree with this statement , 25% are strongly agree with this statement but 2% are disagree with this statement.

Q13:- The management uses the officers feedback to improve continuously. Options Strongly disagree Disagree Neither Agree Nor Disagree Agree Strongly Agree Total Response 0 2 9 26 7 44

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INTERPRETATION Merely 59% officers are agree with this statement and 20% are neither agree nor disagree with this statement. 5% are disagree with this statement.

Q14:- My knowledge and skills are fully utilized. Options Strongly disagree Disagree Neither Agree Nor Disagree Agree Strongly Agree Total Response 0 2 10 23 9 44

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INTERPRETATION In this statement merely 52% officers are agree with this statement and 20% are strongly agree . but 5% arew disagree with this statement.

Q15:- I feel proud to work for this organization. Options Strongly disagree Disagree Neither Agree Nor Disagree Agree Strongly Agree Total Response 0 1 0 20 23 44

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INTERPRETATION In this statement merely 52% officers are strongly agree with this statement and 46% are agree but 2% are disagree with this statement

FINDINGS
In the data analysis and interpretation I have find that: Company cares about its officers and 98% officers are satisfied with this. Offices feel that the working environment is good and safe and 94% officers are satisfied with this statement.
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 They feel they can voice their opinion without any fear 84% officers are satisfied with this. 93% officers feel that they are secure about their job. The reporting structure is very clear between their superior and them. 64% officers are satisfied with their income.
72% officers feel that their knowledge and skills are

fully utilized. 98% officers feel proud to work for their organization.

Chapter-4

SUGGESTIONS & RECOMMENDATION

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To increase the job satisfaction level of employees the company should concentrate manly on the incentive and reward structure rather than the motivation session.
Ideal employees should concentrate on there job.

Educational qualification can be the factor of not an effective job. Company should give the promotion to those

employees who deserve it.

CONCLUSION

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The analysis and interpretation of data on study of job satisfaction and its effectiveness in an organization led to the following conclusions:
The result shows that most of the employees are not satisfy with their

income. They are not satisfied to work for the organisation in less income.
The analysis shows the satisfaction level of employees. In Arihant spinning mills I have found that the company has cares

about its officers.

In ASM feedback is being provided to the employee though on a few

occasion.
The employees are made aware by the company regarding their

specific roles to play at work. They are made clear about their assigned special duties and responsibility. Employees have more freedom for setting a goal. It has been found that ASM employees have high level of self esteem. As per analysis it has been found that ASM employees are more satisfied with their working schedule.

ANNEXURE QUESTIONNAIRE

69

Dear respondent, You have been selected as knowledgeable and valuable participant in this research work that aims to study the job satisfaction level among the employees belonging to officers category and also to study the factors responsible for satisfaction and dis-satisfaction among employees in the organization. Officers satisfaction survey

Please provide us with appropriate responses which will best express your opinion of the survey statement. The KEY to the rating number is as follows-----

Q1:- I feel that the company cares about its officers.

1. Strongly Disagree.

2. 4.

Disagree. Agree
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3. Neither Agree nor disagree. 5. Strongly Agree

Q2:- Prior to accepting this position, I understood my job.

1. Strongly Disagree.

2. 4.

Disagree. Agree

3. Neither Agree nor disagree. 5. Strongly Agree

Q3:- The working conditions are good and safe.

1. Strongly Disagree.

2. 4.

Disagree. Agree

3. Neither Agree nor disagree. 5. Strongly Agree

Q4:- I feel there is an adequate opportunity for me to move to a better job within the company. 1. Strongly Disagree. 2. 4. Disagree. Agree 3. Neither Agree nor disagree. 5. Strongly Agree

Q5:-The job demands too much (physically, emotionally, mentally) 1. Strongly Disagree.
2. Disagree.

3. Neither Agree nor disagree.

4.

Agree

5. Strongly Agree
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Q6:- I feel I can voice my opinion without any fear. 1. 2. Strongly Disagree. Disagree.

3. Neither Agree nor disagree. 4. Agree 5. Strongly Agree . Q7:- I feel secure about my job. 1. Strongly Disagree. 2. Disagree. 3. Neither Agree nor disagree. 4. Agree 5. Strongly Agree.

Q8:- My reporting structure is very easy and clear between my superior and me. 1. Strongly Disagree. 2. Disagree. 3. Neither Agree nor disagree. 4. Agree 5. Strongly Agree.

Q9:- I understand the companys objective and try to achieve the same. 1. Strongly Disagree. 2. Disagree. 3. Neither Agree nor disagree. 4. Agree 5. Strongly Agree
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Q10:-I am satisfied with my income.

1. Strongly Disagree.

2. Disagree. 3. Neither Agree nor disagree. 4. Agree 5. Strongly Agree.

Q11:- I have mastered the skills necessary to perform my work. 1. Strongly Disagree. 2. Disagree. 3. Neither Agree nor disagree. 4. Agree 5. Strongly Agree

Q12:- Your work gives you a feeling of personal accomplishment? 1. Strongly Disagree. 2. Disagree. 3. Neither Agree nor disagree. 4. Agree 5. Strongly Agree.

Q13:- The management uses the officers feedback to improve continuously. 1. Strongly Disagree. 2. Disagree. 3. Neither Agree nor disagree. 4. Agree 5. Strongly Agree
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Q14:- My knowledge and skills are fully utilized. 1. Strongly Disagree. 2. Disagree. 3. Neither Agree nor disagree. 4. Agree 5. Strongly Agree

Q15:- I feel proud to work for this organization. 1. Strongly Disagree. 2. Disagree. 3. Neither Agree nor disagree. 4. Agree 5. Strongly Agree

BIBLIOGRAPHY

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REFERENCES

Human Resource Management and Personnel Management By K. A. Aswathappa Personnel and Human Resource Management By P. Subba Rao and V. S. P. Rao Management By Harold Koontz & etal. Human Resource Management By Rosy Joshi

Internet sources
www.goetzeindia.com

www.benifits.org
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 www.employer-employee.com www.citehr.com www.management-issues.com www.e-days.com www.job satisfaction.com www.businessballs.com/performanceappraisals.htm www.hr-guide.com www.scribd .com www.managementparadise.com www.vardhman.com

Personnel and Human Resource Management By P. Subba Rao and V. S. P. Rao

Human Resource Management

By Rosy Joshi

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