A PROJECT REPORT

ON

“Impact of Organizational Justice, organizational commitment and

Job satisfaction on Retention”

A dissertation report submitted for award

of BBA (Hons.)

GUIDE: SUBMITTED BY:Dr. Ajay Wagh Samar Shukla

Associate Prof 2013104045

.

ABSTRACT

Human resources are the life blood of any organization. Even though most of the organizations are Now a days, found to be technology driven, yet human resources are required to run the technology. They are the most vital and dynamic resources of any organization. With all round development in each and every area of the economy, there is stiff competition in the market. With this development and competition, there are lots and lots of avenues and opportunities available in the hands of the human resources. The biggest challenge that organizations are facing today is not only managing these resources but also retaining them. Securing and retaining skilled employees plays an important role for any organization, because employees ’knowledge and skills are central to companies’ ability to be economically competitive. Besides, continuously satisfying the employees is another challenge that the employers are facing today. Keeping into account the importance and Sensitivity of the issue of retention to any organization, the present study tries to review the various available literature and research work on employee retention and the factors affecting employee retention and job satisfaction among the employees.

Keywords:

Human resources, employee retention, job satisfaction, literature

CERTIFICATE

It is hereby certify that the project report on A Project “Impact of Organizational

Justice, organizational commitment and Job satisfaction on Employee

Retention in Leather Industry Kanpur (U.P)”, being submitted by Samar Shukla

student of the Degree of Bachelor of Business Administration (B.B.A) (6thSem) of Indira Gandhi

National Tribal University, Amarkantak. Dist. Anuppur (M.P) is an original work carried out

successfully under my guidance and supervsion and that no part of this project has been submitted

for any other degree/diploma. The sincerely efforts put in during the course of investigation is

hereby Acknowledged.

Dr. Ajay Wagh

Associate Prof

DECLARATION

I, Samar Shukla, a student of Human Resources in hereby declare that Dissertation

training report entitled is submitted by me in partial fulfillment of the awards of the

degree of BBA-6th Semester and the information presented in this project on

“Impact of Organizational Justice, Organizational Commitment and Job

satisfaction on Employee Retention in Leather industry” report are correct

to the best of my knowledge

Place: Kanpur

Date: Signature

ACKNOWLEDGEMENT

This research work is a combined effort of many people who have contributed in their own ways in making this project effective and purposeful. In this section of my report, I would like to take the opportunity of thanking all those who have been instrumental in preparing this report.

I am extremely grateful to our Dr. Ajay Wagh, for providing us the opportunity to prove our skills through this academic project. My mentor for this project, Ms. Vidushi Sharma, guided me suitably at all times with his evaluations and suggestions.

I also extend my heartiest gratitude to, Mr. Istkar Ahmad, General Manager- Mirza Leather Industry, who provided me each relevant information and guidance in making this project a success. It was a great experience working under his supervision.

Date: Samar Shukla

Table of Contents

S No Chapters Page No

Chapter 1 Overview of the Company

Chapter 2 Introduction

Chapter 3 Literature Review

Chapter 4 Research Methodology

Chapter 5 Data Analysis & Interpretation

COMPANY OVERVIEW

Mirza International Limited

Mirza International Limited is India’s leading manufacturer and marketer of leather footwear and finished leather.

With an established footprint that spans across 30 countries, as well as a rock solid infrastructure, Mirza has taken ground-breaking strides in the Indian leather industry since its inception in 1979. The fusion of international style and comfort, conceptualized by the in-house design development team, and its translation into compelling, high quality products at Company-owned integrated facilities drives Mirza’s credential as the preferred supplier to leading international brands. In UK, the Company has garnered a 25% share in the men’s leather footwear in the mid-segment category, the high market penetration underlining the strong acceptance for its products.

Apart from supplying products to global retailers, Mirza also has global in-house brands - Red Tape and Oaktrak - in its portfolio. Recently the Company acquired brand Yezdi to increase its product offerings. A Company with both a legacy and a vision, Mirza is dedicated to expanding the reach of its in-house brands and strengthening customer connects. In fact, Mirza is the only Indian manufacturer to sell footwear under own brand names in the fashion capitals of the world, including UK, USA and France.

Expanding aggressively in global markets and capturing the growing opportunities in the domestic arena, Mirza today is at an inflection point. Backed by rich industry experience of close to four decades and equipped with state-of-the-art manufacturing plants, the future is truly exciting. And with a seamless supply chain function, in-house design studios and a strong marketing and distribution network as growth drivers, the strides are all set to get bigger. Giving strength to its potential is the fact that Mirza International has 90 acres of land bank for future expansion.

Headquarter in Kanpur; with the Corporate and Marketing Office at New Delhi,

Mirza International is listed on the NSE and BSE.

LEADERSHIP TEAM

Mr. Irshad Mirza, Promoter, Executive Chairman

Recipient of the prestigious Padma Shri Award in 2010 in recognition of his contribution to Trade & Industry, Mr. Irshad Mirza is the visionary leader responsible for founding Mirza International.

He has a vast experience spanning around 50 years in the field of Industrial & Leather Technology and Business Management.

Mr. Rashid Ahmed Mirza, Promoter, Managing Director

Mr. Rashid Ahmed Mirza has been the driving force behind Mirza’s sustained growth and success since inception. He holds a Diploma in Leather Technology from London. His expertise extends across Industrial & Leather Technology and Business Management, having extensive experience of about four decades in these areas. He is responsible for the overall management of the Company.

List of President and Director of Company

Mr. Shahid Ahmad Mirza, Whole-time Director

Mr. Tauseef Ahmed Mirza, Whole-time Director

Mr. Tasneef Ahmed Mirza, Whole-time Director

Mr. N.P. Upadhyay, Whole-time Director

Mr. Shuja Mirza, President - Marketing

Mr. Faraz Mirza, President – Marketing

INVESTOR RELATION

During the past year, The total revenue from overseas sales amounted to Rs. 707.32 Crores as compared to Rs.505.86 crores in the previous years, showing a growth of 39.8%.

PREFERRED OVERSEAS SUPPLIER

The leading Indian supplier of leather footwear to global brands since last 15 years.

Mirza International is the leading Indian supplier of leather footwear to global brands since last 15 years.

Approximately 75% of total revenue generated is derived from sales in international markets. 85% of the total overseas sales are private label goods supplied to leading international footwear companies. These international labels come to Mirza due to the ability to affect quick deliveries; offer great build quality and maintain economic prices thanks to the integrated nature of its manufacturing facilities.

At present, the Company operations spans across 30 countries around the globe. The main overseas markets are UK, France, Germany and USA.

INTERNATIONAL MARKETS

Embracing the latest trends in international fashion while providing unparalleled comfort, Red Tape footwear has emerged a frontrunner in international markets.

In fact, Red Tape is the only Indian footwear brand to sell globally and earn significant overseas revenue.

In the UK, where it is targeted at the men’s mid-segment category, it is amongst the leading brands in fashion footwear.

Other highlights of Red Tape presence in UK

Present across multiple brand outlets and leading chain stores Accessible at 300 prime outlets and across 1200 shop windows Available on topmost e-commerce websites

Apart from UK, Red Tape footwear is also sold in the USA where it is present across 500+ shop windows.

DOMESTIC MARKETS

We work in India with the same passion that drives us in global markets.

This passion leads us to deliver world-class products which can be worn with pride, making Red Tape the aspirational fashion brand of young India.

Today, Red Tape footwear is a growing footwear brand in the country because of its superior value proposition of international style and comfort at affordable prices.

Red Tape shoes are marketed in India through a network of 120 exclusive Brand shops across 30 cities along with a presence in 175+ shop-in-shops. Mirza International has 10 distribution branches in India. The efforts on the ground are augmented with a vibrant presence in the online media through a dedicated online website to accentuate sales.

Extending brand offerings beyond footwear to allied areas of garments and accessories, Red Tape has emerged as a premium life-style brand for the young and trendy.

Aspirational class seek aspirational products. The empowered youth and the growing middle class segment with higher disposable income provide a big opportunity matrix for increasing Red Tape sales in India.

INTRODUCTION

Organizational justice

Greenberg (1987) introduced the concept of organizational justice with regard to how an employee judges the behavior of the organization and the employee's resulting attitude and behavior. (e.g., if a firm makes redundant half of the workers, an employee may feel a sense of injustice with a resulting change in attitude and a drop in productivity).

Justice or fairness refers to the idea that an action or decision is morally right, which may be defined according to ethics, religion, fairness, equity, or law. People are naturally attentive to the justice of events and situations in their everyday lives, across a variety of contexts (Tabibnia, Satpute, & Lieberman, 2008). Individuals react to actions and decisions made by organizations every day. An individual’s perceptions of these decisions as fair or unfair can influence the individual’s subsequent attitudes and behaviors. Fairness is often of central interest to organizations because the implications of perceptions of injustice can impact job attitudes and behaviors at work. Justice in organizations can include issues related to perceptions of fair pay, equal opportunities for promotion, and personnel selection procedures.

Organizational justice factors

There are following dimensions of OJ with reference to the impact described by Prof Rizwan Fareed (USA) in a research article presented in ICMR 2014 Equitable compensation Formal Selection Justifiable promotions impersonal relation

Corporate social responsibility

A concept related to organizational justice is corporate social responsibility (CSR). Organizational justice generally refers to perceptions of fairness in treatment of individuals internal to that organization while corporate social responsibility focuses on the fairness of treatment of entities external to the organization. Corporate social responsibility refers to a mechanism by which businesses monitor and regulate their performance in line with moral and societal standards such that it has positive influences on all of its stakeholders (Carroll, 1999). Thus, CSR involves organizations going above and beyond what is moral or ethical and behaving in ways that benefit members of society in general. It has been proposed that an employee’s perceptions of their organization’s level of corporate social responsibility can impact that individual’s own attitudes and perceptions of justice even if they are not the victim of unfair acts.

Organizational CommitmentIn organizational behavior and industrial and organizational psychology, organizational commitment is the individual's psychological attachment to the organization. The basis behind many of these studies was to find ways to improve how workers feel about their jobs so that these workers would become more committed to their organizations. Organizational commitment predicts work variables such as turnover, organizational citizenship behavior, and job performance. Some of the factors such as role stress, empowerment, job insecurity and employability, and distribution of leadership have been shown to be connected to a worker's sense of organizational commitment.

Organizational commitment can be contrasted with other work-related attitudes, such as job satisfaction, defined as an employee's feelings about their job, and organizational identification, defined as the degree to which an employee experiences a 'sense of oneness' with their organization.

Organizational scientists have also developed many nuanced definitions of organizational commitment, and numerous scales to measure them. Exemplary of this work is Meyer and Allen's model of commitment, which was developed to integrate numerous definitions of commitment that had been proliferated in the literature. Meyer and Allen's model has also been critiqued because the model is not consistent with empirical findings, and may not be fully applicable in domains such as customer behavior. There has also been debate surrounding what Meyers and Allen's model was trying to achieve.

Job SatisfactionJob satisfaction or employee satisfaction has been defined in many different ways. Some believe it is simply how content an individual is with his or her job, in other words, whether or not they like the job or individual aspects or facets of jobs, such as nature of work or supervision. Others believe it is not so simplistic as this definition suggests and instead that multidimensional psychological responses to one's job are involved. Researchers have also noted that job satisfaction measures vary in the extent to which they measure feelings about the job (affective job satisfaction) or cognitions about the job (cognitive job satisfaction).

Models

Affect theory

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met.

Dispositional approach

The dispositional approach suggests that individuals vary in their tendency to be satisfied with their jobs, in other words, job satisfaction is to some extent an individual trait. 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 raised apart have similar levels of job satisfaction.

Equity theory

Equity Theory shows how a person views fairness in regard to social relationships such as with an employer. A person identifies the amount of input (things gained) from a relationship compared to the output (things given) to produce an input/output ratio. They then compare this ratio to the ratio of other people in deciding whether or not they have an equitable relationship. Equity Theory suggests that if an individual thinks there is an inequality between two social groups or individuals, the person is likely to be distressed because the ratio between the input and the output are not equal

For example, consider two employees who work the same job and receive the same pay and benefits. If one individual gets a pay raise for doing the same work as the other, then the less benefited individual will become distressed in his workplace. If, on the other hand, both individuals get pay raises and new responsibilities, then the feeling of equity will be maintained.

Discrepancy theory

The concept of discrepancy theory is to explain the ultimate source of anxiety and dejection. An individual who has not fulfilled his responsibility feels the sense of anxiety and regret for not performing well. They will also feel dejection due to not being able to achieve their hopes and aspirations.

Two-factor theory (motivator-hygiene theory)

Frederick Herzberg’s 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. An employee’s motivation to work is continually related to job satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to attain personal and organizational goals (Hoskinson, Porter, & Wrench, p. 133). Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities.

EMPLOYEE RETENTIONEmployee retention refers to the ability of an organization to retain its employees. Employee retention can be represented by a simple statistic (for example, a retention rate of 80% usually indicates that an organization kept 80% of its employees in a given period). However, many consider employee retention as relating to the efforts by which employers attempt to retain employees in their workforce. In this sense, retention becomes the strategies rather than the outcome.

A distinction should be drawn between low-performing employees and top performers, and efforts to retain employees should be targeted at valuable, contributing employees. Employee turnover is a symptom of deeper issues that have not been resolved, which may include low employee morale, absence of a clear career path, lack of recognition, poor employee-manager relationships or many other issues. A lack of satisfaction and commitment to the organization can also cause an employee to withdraw and begin looking for other opportunities. Pay does not always play as large a role in inducing turnover as is typically believed.

In a business setting, the goal of employers is usually to decrease employee turnover, thereby decreasing training costs, recruitment costs and loss of talent and organizational knowledge. By implementing lessons learned from key organizational behavior concepts, employers can improve retention rates and decrease the associated costs of high turnover. However, this isn't always the case. Employers can seek "positive turnover" whereby they aim to maintain only those employees whom they consider to be high performers.

Literature Review

Many studies have been conducted in the area of cultural effect on consumer buying

behavior; consumer behavior is synonymous with marketing. Robertson and Kassarjian

(1991) explain consumer behavior as “the scientific study of consumer actions in the

marketplace”. However, some others view consumer behavior as independent of

marketing or any particular discipline. Jacoby (1976), defined consumer behavior as “the

acquisition, consumption and disposition of goods, services, time and ideas by decision

making units ....” Arndt (1976) argued that consumer behavior encompasses the “the

problems encountered by members of society in the acquisition and realization of their

standard of living”. More recently, Holbrook (1995) defined consumer research as “the

study of consummation in all of its aspects.” Holbrook defined, “Consummations of one

sort or another are what all humans and therefore all consumers seek. Consummation

attaining customer value or achieving satisfaction thereby designates the central core of

the concept of consumer research”. As a field, consumer behavior represents the

intellectual meeting ground for investigators from economics, marketing, applied

psychology, sociology, anthropology, philosophy, family sciences, and related

disciplines. Conventional wisdom holds that the emotional cultural differences between

countries will significantly impact on cross national business relationships between firms

from different countries and cultures. Studies from both the field of anthropology and

management science have concluded that most human behavior is mediated by culture.

The study of psychology developed the hierarchy of effects model, which proposes that

behavior is composed of three dimensions: cognitive, affective and conative. The

cognitive dimension involves developing awareness and knowledge, the affective

component relates to developing feelings and attitudes, and the conative dimension

involves development of conviction or intention and actual behavior, such as purchase

(Lavidge and Steiner, 1961).

The literature is divided concerning the influence of national culture on cross

nationalBusiness ventures. Traditionally, the literature has accepted that fundamental

beliefs can differ greatly between cultures (Hall, 1960). It is, however, complex to

understand how these culture differences can influence international business

relationships. Scholars have called for markets with different cultures to be treated

differently, while offering little in the way of empirical evidence to support such notions.

The literature warns the reader that the success of any international marketing strategy

depends on attempting to conform to customer culture norms (Deshpande and Webster,

1989). Hofstede’s work resulting in the creation of five indices of culture (uncertainty

avoidance, power distance, individualism, masculinity and long term orientation), upon

which the work related values of individuals of different countries are purported to

differ, has been received as seminal in the cross cultural literature. Countries (and indeed

regions) have different attitudes towards IDV and collectivism. Countries such as the

People’s Republic of China consider the value of tradition as paramount: ‘The traditional

Chinese person hardly thinks of himself as an individual’. Economic and political

systems also enforce individualism or collectivism. The capitalist market economy

philosophy emphasizes IDV and the achievement of the individual, whereas socialist

forms of economic control and state planning encourage collectivismof the five indices

of culture developed by Hofstede, the individualism collectivism index is considered to

be the most important difference associated with the cultures of various countries’.

Despite the obvious impact of lifestyle, life stage, income and age on consumers’

behavior within each of these, essentially, men and women have an interest in, talk

about, and show a fondness for, different products. Despite calls for more research

focusing on gender differences, relatively few studies have been conducted (Carsky and

Zuckerman, 1991) and these studies have focused on relatively narrow areas, such as

impulse buying, or have been very product specific, eg house purchasing. Evidence

suggests that gender differences exist in the aids used to arrive at buying decisions as

well as in the decisions themselves (egHelmig, 1997; Wood, 1998). However, most of

the studies have focused on low involvement and nondurable products (Patterson, 1993).

Country of origin effect can be defined as any influence that the country of manufacture

has on a consumer’s positive or negative image of a product (Cateora and Graham,

1999). With increasing availability of foreign goods in most national markets, the

country of origin can become more important as consumers often evaluate imported

goods differently than they do competing domestic products With the increasing pace of

globalization and the diversity of manufacturing activities internationally, more studies

are needed to guide marketers to have a better insight into buyers’ attitudes and behavior

with respect to global products. Cross cultural management researchers have

traditionally used Hofstadter’s (1980, 1997) definition of culture, which equates culture

to ``the collective programming of the mind which distinguishes the members of one

group or category of people from another''. Culture influences behavior through its

manifestations: values, heroes, rituals, and symbols (Hofstede, 1997). These are the

forms in which culturally determined knowledge is stored and expressed. Thus, each

cultural group possesses different cultural manifestations. Culture, which could be seen

as ‘group personality’, is one of the factors distinguishing groups from one another,

especially physically distant groups; Thus, it is seen as an important agent of bias,

especially in formation of country images.

Research Methodology

A research process consists of stages or steps that guide the project from its conception through the

final analysis, recommendations and ultimate actions. The research process provides a systematic,

planned approach to the research project and ensures that all aspects of the research project are

consistent with each other.

Research studies evolve through a series of steps, each representing the answer to a key question.

Research Project Steps

fs

Basically there are three research methods:-

A. Exploratory Research method.

B. Descriptive Research method.

C. And Casual Research method.

Exploratory ResearchThe method I have used for data collection for this study is

A. Primary Data

B. Secondary data

Primary DataNew data gathered to help solve the problem at hand. As compared to secondary data which is

previously gathered data. An example is information gathered by a questionnaire. Qualitative or

quantitative data that are newly collected in the course of research, Consists of original information

that comes from people and includes information gathered from surveys, focus groups, independent

observations and test results. Data gathered by the researcher in the act of conducting research. This

is contrasted to secondary data which entails the use of data gathered by someone other than the

researcher information that is obtained directly from first-hand sources by means of surveys,

observation or experimentation.

Primary data is basically collected by getting questionnaire filled by the respondents.

Secondary Data

Information that already exists somewhere, have been collected for another purpose. Sources

include census reports, trade publications, and subscription services and also Data that have already

been collected and published for another research project.

There are two types of secondary data’s:

Internal secondary data

External secondary data

Information compiled inside or outside the organization for some purpose other than the current

investigation.

Market information compiled for purposes other than the current research effort; can be internal

data, or it can be research conducted by someone else, such as a market research company or the

U.S. government. Published, already available data that comes from pre-existing sets of

information, like medical records, vital statistics, prior research studies and archival data

Secondary source of data used consists of books and websites

My proposal is to first conduct an intensive secondary research to understand the full impact and

implication on employee retention, to review and critique the industry norms and reports, on which

certain issues shall be selected, which I feel remain unanswered or liable to change, this shall be

further taken up in the next stage of exploratory research.

DESCRIPTIVE RESEARCH

STEPS in the descriptive research:

Problem Recognition

Identification of information needed to solve the problem

Selection or development of instruments for gathering the information

Identification of target population and determination of sampling Plan.

Design of procedure for information collection

Collection of information

Analysis of information

Generalizations and/or prediction

DATA COLLECTION

Data collection took place with the help of filling of questionnaires. The questionnaire method has

come to the more widely used and economical means of data collection. The common factor in all

varieties of the questionnaire method is this reliance on verbal responses to questions, written or

oral. I found it essential to make sure the questionnaire was easy to read and understand to all

spectrums of people in the sample. It was also important as researcher to respect the samples time

and energy hence the questionnaire was designed in such a way, that its administration would not

exceed 4-5 minds. These questionnaires were personally administered.

The first-hand information was collected by making the people fill the questionnaires. The primary

data collected by directly interacting with the people. The respondents were contacted at Mirza

international Ltd head office Kanpur. The data was collected by interacting with 100 respondents

who filled the questionnaires and gave me the required necessary information. The respondents

consisted of workers, supervisors and executives in the organization. The required information was

collected by directly interacting with these respondent

Sampling FrameworksDetermination of the Sample Plan & Size

Target Population:

It is a description of the characteristics of that group of people from whom a course is intended. It

attempts to describe them as they are rather than as the describer would like them to be. Also called

the audience the audience to be served by our project includes key demographic information (i.e.;

age, sex etc.).The specific population intended as beneficiaries of a program. It included

Employees, Executives & Self-employed.

Sample Size

I have targeted 100 people in the age group above 21-55 years for the purpose of the research. The

sample size is influenced by the target population. The target population represents the Kanpur

region. The people were from different professional backgrounds.

Sampling Method

Simple random sampling technique has been used to select the sample

A simple random sample is a group of subjects (a sample) chosen from a larger group (a

population). Each subject from the population is chosen randomly and entirely by chance, such that

each subject has the same probability of being chosen at any stage during the sampling process.

This process and technique is known as Simple Random Sampling,

Error in study

Interviewer error

There is interviewer bias in the questionnaire method. Open-ended questions can be biased by the

interviewer’s views or probing, as interviewers are guiding the respondent while the questionnaire

is being filled out. The attitudes the interviewer revels to the respondent during the interview can

greatly affect their level of interest and willingness to answer openly. As interviewers probing and

clarifications maximize respondent understanding and yield complete answers, these advantages are

offset by the problems of prestige seeking, social desirability and courtesy biases.

Questionnaire error

The questionnaire designing has to careful so that only required data is concisely reveled and there

is no redundant data generated. The questions have to be worded carefully so that the questions are

not loaded and does not lead to a bias in the respondents mind

Respondent error

The respondents selected to be interviewed were not always available and willing to cooperate also

in most cases the respondents were found to not have the knowledge, opinion, attitudes or facts

required additionally uninformed response errors and response styles also led to survey error.

Sampling error

We have taken the sample size of 100, which cannot determine the Share market of the total

population. The sample has been drawn from only Mirza International Ltd. Kanpur.

Research Design

Research design is a conceptual structure within which research is conducted. A research design is

the detailed blueprint used to guide a research study towards its objective. It is a series of advanced

decision taken together comprising a master plan or a model for conducting the research in

consonance with the research objectives. Research design is needed because it facilitates the smooth

sailing of the various research operations, thereby making research as efficient as possible yielding

maximum information with the minimum effort, time and money.

RESEARCH DESIGN

EXPLORATORYRESEARCH

DESIGN

CONCLUSIVERESEARCH

DESIGN

DESCRIPTIVERESEARCH

CAUSALRESEARCH

DATA ANALYSISS & INTERPRETATION

Analysis and Interpretation

Analysis and Interpretation work is very important work of any research study. For the present

study we have done a survey of 100 Employees of Mirza International Ltd. Kanpur. The main

objective of the research is impact of organizational commitment, organizational justice& job

satisfaction on employee retention. For this purpose some question are asked to employees &

executives about job satisfaction commitment & justice for retention in the organization.

Q.1 I am quite proud to able tell people who is that I work for?

Analysis: - According to the response received the most of the employees are lightly disagree.

disagree

moderately disa

gree

lightly

Disagree

agree slightly

agree Moderately

agree very

much0

5

10

15

20

25

30

35

Proudness

Disagree 10

Moderately Disagree 10

Lightly Disagree 30

Agree Slightly ----

Agree Moderately 10

Agree very much ----

Q.2 I Sometimes feel like leaving employment for good?

Disagree ----

Moderately Disagree 50

Lightly Disagree 20

Agree Slightly 10

Agree Moderately 10

Agree very much ----

ANALYSIS: - From the responses received, it is observed that maximum number of respondent are

moderately disagree.

Q.3 I feel myself to be part of organization?

Disagree 20

Moderately Disagree ----

Lightly Disagree 40

Agree Slightly 10

Agree Moderately 20

Agree very much ----

Analysis: - From the responses received, it was seen that maximum number of respondents said that

they are lightly disagree (with 40%).

Q.4 Think a lot leaving this organization?

Disagree 40

Moderately Disagree 10

Lightly Disagree 10

Agree Slightly 20

Agree Moderately 20

Agree very much 10

Analysis: - Mostly respondents are disagreeing.

Q.5 I feel satisfied with my chance for performance?

Disagree 10

Moderately Disagree 10

Lightly Disagree 40

Agree Slightly 30

Agree Moderately ----

Agree very much ----

Analysis: - From the responses received, it is observed that 40% of respondents are lightly disagree.

Q.6 There is a little chance for promotion in my job?

Disagree 50

Moderately Disagree 10

Lightly Disagree 20

Agree Slightly 10

Agree Moderately 10

Agree very much ----

Analysis: - According to the response received the most of the employees are disagree.

Q.7 When I do good job I receive the recognition for it I should receive?

Disagree 10

Moderately Disagree 20

Lightly Disagree 10

Agree Slightly 40

Agree Moderately 10

Agree very much 10

ANALYSIS: - From the responses received, it is observed that maximum number of respondent are

slightly agree.

Q.8 I do not feel that the work I do is appreciated?

Disagree 40

Moderately Disagree 10

Lightly Disagree ----

Agree Slightly 20

Agree Moderately 10

Agree very much 20

Analysis: - From the responses received, it was seen that maximum number of respondents said that

they are disagree (with 40%).

Q.9 I like the people I work with?

Disagree 10

Moderately Disagree ----

Lightly Disagree 10

Agree Slightly 20

Agree Moderately 40

Agree very much 20

Analysis: - Mostly respondents are agreeing moderately.

Q.10 There is too much bickering and fighting at work?

Disagree ----

Moderately Disagree 10

Lightly Disagree ---

Agree Slightly 10

Agree Moderately 50

Agree very much 30

Analysis: - From the responses received, it is observed that 50% of respondents are agree

moderately.

Conclusion – recommendation

Reference

INTERNET:

http://iosrjournals.org/iosr-jbm/papers/Vol14-issue2/B01420816.pdf www.encyclopedia.com www.wikipedia.com www.google.com

https://en.wikipedia.org/wiki/Job_satisfaction , Tuesday, April 19, 2016