INTERCONTINENTAL JOURNAL OF HUMAN · PDF fileJob satisfaction, its causal factors ... its power loom weaving. ... Erode, Komarapalayam Pallipalayam, Chennimalai Dyed-Lungi, Bedsheets,

A STUDY ON EMPLOYEES JOB SATISFACTION WITH SPECIAL REFERENCE TO

KANDAGIRI SPINNING MILLS LIMITED, SALEM

Dr. P. AYYAPPAN 1 R.VENKATESH KUMAR

2

Associate Professor & Head, Department of Management Studies, Nandha Arts & Science College

Erode, TN

M.Phil Research Scholar (Part Time), Department of Management Studies, Nandha Arts &

Science College, Erode, TN

ABSTRACT

The research entitled “A Study on Employees Job Satisfaction with Special Reference to

Kandagiri Spinning Mills Limited, Salem”. Undergone by the researcher to find out the employees

job satisfaction level in the kandagiri spinning mills limited. The main objective of the study is to

analyze the satisfaction level of the employee on their job .The researcher has done the study with a

descriptive research design using probability sampling method. This study is conducted through

structured questionnaire with various scaleing methods. The research had been conduct two months

period of time. The overall population is four hunderd in the organisation, but researcher have

selected for hundred and twenty samples and also using various statistical tools like weighted average,

chi-square test, and percentage analysis. The Findings, Suggestions and Limitations are also

highlighted in this study.

Key words: Satisfaction, Job, Employee, Promotions, Challenges.

INTRODUCTION

Job satisfaction, its causal factors and its effect upon organizational health are all part of the

various factors under study for this assignment. Job satisfaction for an individual can be influenced by

a number of factors that include first the job itself, the salary, the promotion policy of the company,

the attitudes of the co workers, the physical and mental stress levels involved, the working conditions,

the interest and challenge levels. These various factors are just indicative of the many factors that

contribute or take away from job satisfaction. Sometimes, even changing the color of the furniture

fabric can lead to higher levels of job satisfaction. While job satisfaction is not quite the same as

motivation the two are closely linked and many times motivating actions also increase satisfaction

levels. Most organizations periodically measure job satisfaction among employees through mainly

quantitative techniques using rating scales.

Numerous research studies on job satisfaction and reasons thereof have, as the following

excerpts shows, ended in a number of very interesting findings, We view job satisfaction as emerging

from a variety of factors, including characteristics of the organizational environment, specific features

of the job, and the personal characteristics of the worker.

INDUSTRY PROFILE

India textile industry is one of the leading textile industries in the world. Though was

predominantly unorganized industry even a few years back, but the scenario started changing after the

economic liberalization of Indian economy in 1991 , the opening up of economy gave the much-

needed thrust to the Indian textile industry, which has now successfully become one of the largest in

the world.

INTERCONTINENTAL JOURNAL OF HUMAN RESOURCE RESEARCH REVIEWISSN: 2320-9704 - ONLINE ISSN:2347-1662 - PRINT IMPACT FACTOR:0.875VOLUME 3, ISSUE 11, NOVEMBER 2015

www.icmrr.org 53 [email protected]

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Indian textile industry largely depends upon the textile manufacturing and export. It also

plays a major role in the economy of the country. India earns about 27% of its total foreign exchange

through textile export. Future, the textile industry of India also contributes nearly14% of the total

industrial production of the country. It is also contributes around 3% to the GDP of the country. India

textile industry is also the largest in the country in terms of employment generation. It is not only

generates jobs in its own industry, but also opens up scopes for the other ancillary sectors. Indian

textile industry currently generates employment to more than 35 million people.

Present condition of the cotton spinning industry

An Indian textiles industry has an overwhelming presence in the economic life of the country

apart from providing one of the basic necessities of life, the textile industry also plays a vital role

through its contribution to industrial output, employment generation, and the export earning of the

country.

The sector contributes about 14 percent to industrial production, 4 percent to the gross

domestic product (GDP), and 27 percent to the country‟s export earnings; it provides direct

Employees to over 35 million people. The textile sector is the second largest provider of employment

after agriculture. Thus, the growth and all round development of this industry has a direct bearing on

the improvement of the economy of the nation. India has the potential to increase is textiles and

apparel share in the world trade from the current level of 4.5 percent to 8 percent and reach us$ 80

billion by 2020.

Technical textile segment

Technical textiles are an important part of the textile industry. The working group for the

eleventh five year plan has estimated the market size of technical textiles to increase from US$5.29

billion in 2006-07 to US$ billion in 2011-2012, without any regulatory frame work and US$15.6

billion with regulatory frame work. The scheme for growth and development of technical cotton

textiles aims to promote indigenous manufacture of technical textile to leverage global opportunities

and cater to the domestic demand.

Further, the government is set to lanuchUS$44.21 million mission for promotion of technical

textile industry, the global technical industry is estimated at US$ 127 billion and its size in India is

pegged at US$11 billion

Tamilnadu power loom industry

The global market has become an overwhelming incentive for new investments and there has been

then occurred a veritable explosion of capacity in cotton-based complexes, the most important being

the Tamilnadu clusters. This has been a many sided revolution:

1. The 1990s have seen phenomenal growth of cotton spinning in Tamilnadu and, thereafter, the

mushrooming of power looms manufacturing grey cloth.

2. Tamilnadu has been in the forefront in the Indian power loom industry. The state ranks third

only after Maharashtra and Gujarat as regards the number of textile manufacturing units in

organized and decentralized sector of the textile industry. The power loom industry in

Tamilnadu provides direct and indirect employment to over 7 lakhs workers and is reputed for

its power loom weaving.



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3. The state produces large volumes of power loom items that find a market in every nook and

corner of the country and also caters to the fabric needs of the export RMG manufacturing units

located in Delhi, Mumbai, Chennai, Bangalore and other centres. Further, the performance of

the power loom sector in Tamilnadu presents a better picture as there are concentration of 3

industrial enterprises specializing in various stages of textiles manufacture, right from ginning

of cotton followed by spinning to the finishing/ garmenting of the end product

4. The structure of power loom sector in Tamilnadu differs from that observed in other states like

Maharashtra and Gujarat. It is varies in respect of the production pattern, size of the units,

concentration of power loom centres etc. At present, it is estimated that there are 4, 37,325

looms in this sector. The power looms in Tamilnadu are mainly concentrated the three districts

of Salem, Erode and Coimbatore accounting together for 83% of the looms. Keeping the

interest of the power loom Industry as a whole, an effort has been Made to briefly explain the

strengths, weaknesses, opportunities and threats of the present power loom industry in

Tamilnadu

Spinning and Textiles Industries in Tamilnadu

S.No.

Places where industries

situated

Products manufactured

No. of

Power looms

1 Coimbatore, Somanur

Avanashi, Palladam

Grey fabrics

120 108

2 Erode, Komarapalayam

Pallipalayam, Chennimalai

Dyed-Lungi, Bedsheets,

Towels and Grey Fabrics

300 277

3 Karur, Vellakovil,Kangeyam

Mulanur,Muthur

Dyed-Bedsheets, Towels,

Napkins

240 262

4 Salem, Tiruchengode

Edapadi, Jalakantapuram

Dyed-(Export) Shirting,

Sarees

360 337

5 Madurai, Sankarankoil,

Rajapalayam, Virudhunagar

Grey–Bandage, Surgical

Cloth, Dyed –Lungi, Saree

120 116

6 Chennai ,Prodatturpet,

Kancheepuram Dyed- Lungi, Saree, Shirting

60 55

Total 1200 1155

Problems of Indian Textile Industry

1. Lack of Modernization

A number of Mills have worn out and obsolete machinery; modernization is lacking.

2. Shortage of Raw Materials

The partition of India has resulted in shortage of raw cotton especially for long stable

process.

3. Staple Variety

The country is short of cottons, particularly long-stable cotton which is imported from

Foreign countries that type of cottons prices are very high.



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4. High Cost

The cost of our product is comparatively high. Hence, Japan and China have captured many

of our foreign markets in recent years.

5. Competition in foreign market

The Indian cotton textile goods are facing stiff competition in foreign markets from Taiwan,

South Korea and Japan whose goods are cheaper and better in quality. It is really paradoxical that in a

country where wages are low and cotton is internally available, production costs should be so low.

6. Power shortage

Textile mills are facing cute shortage of power. Supplies of coal are difficult to obtain and

frequent cuts in electricity and load shedding affect the industry badly. This leads to loss of man

hours, low production and loss in the mills.

COMPANY PROFILE

KANDAGIRI SPINNING MILLS LIMITED was incorporated on 05-05-1976 by Sarvashri.

S.P.Ratnam, S.P.Sambandam, S.P. Rajendran and K.R. Manicka Mudaliar who had been doyers in

Textile Business at Salem. Due to their strenuous efforts over decades, the company has flowered into

a major industrial concern presently boasting of a total spindles in all three units are 67,388. The

Company manufactures Carded, Combed, Auto coned, TFO, and Ring Doubled Yarn. It is making

large profits and declaring sizable dividends year after year.

Company made a public issue of 11, 36,500 equity shares of Rs.10/- each at a premium of

Rs.40/- per share aggregating to Rs.568.25 lakhs in the year 1995. The issue was oversubscribed and

the shares were fully allotted. At present the paid up capital of the Company is Rs.3, 84, 92,500

against the Authorised Capital of Rs.5 crores. The Companys shares are listed in the Bombay Stock

Exchange.

The Company presently is headed by Sri. R. Selvarajan, S/o. Sri. S.P. Ratnam, Founder. He

has four decades of experience in yarn trade/manufacture. The Joint Managing Director Sri. S.

Vijayshankar, a management graduate, son of Sri. R.Selvarajan. They are very much involved in

running the Company successfully with a closely knit team of qualified, youthful and skilful team of

technical and other managers and workforce. Importance is given to adherence to quality systems and

schedules. Customer requirements awareness is indicated to the good root level workers.

The Company has four Independent Directors, viz. Sri.P.S.Ananthanarayanan, Engineer and

Financial Consultant, Sri.V.Mahadevan, former Chairman of State Bank of India, Dr.V.Gopalan,

Financial Consultant and Sri.N.Asoka, Engineer and Industrialist. These four independent directors

are in the Audit Committee of the Company which reviews and recommends all financial proposals,

quarterly and annual accounts before submission to the Board of Directors of the Company. Present

strength of the Board is Eight directors.

As stated earlier, Kandagiri Spinning Mills Limited is a significant member of the

Sambandam Group of Companies. It strives for excellence in every sphere of its activities. Quality,

best services, customer friendly and steady development are its policies. The Company is committed

to Corporate Governance in fulfilling its quest for achieving significant growth with profits.



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Training methods followed in Kandagiri Spinning Mills Limited (KSM)

1. Quality management system training 2. on the job training

3. Discipline practices 4. Safety training

5. Material handling equipment training 6. Environmental system training

7. Humidification plant training 8. Machine maintenance training

9. HR development training

Awards got by Kandagiri Spinning Mills Limited (KSM) for their achievement

1. Productivity Award (2002)

2. Small Medium Business (2005-06)

3. ISO 9001-2000 Quality Management System Company

4. ISO 14001-2004 Certified through DNV agency

Integrated Management System Policy (QMS and EMS)

We are committed to become a complete textile solution company from crop to finished

product with complete adherence to the principles of Quality. Health, Safety environment and Social

accountability. We strive to achieve this by –

1. Ensuring the total customer satisfaction.

2. Increasing the value of stake holders

3. Development of process and product

4. Compliance with relevant legal & other req.

5. Prevention of pollution and Health hazards.

6. Continual improvement of performance

7. Involvement of employees and Management at the all levels.

OBJECTIVES OF THE STUDY

To study on Employees‟ Job Satisfaction in KANDAGIRI SPINNING MILLS.

To identifying the various factors influencing the Employees‟ Job Satisfaction in KSM.

To find out the expectation and level of Job satisfaction of the Employees‟ in KSM.

To give a valuable suggestions to improve the Job Satisfaction of Employees‟ in KSM.

STATEMENT OF THE PROBLEM

The study states that the problems of employees‟ with their concerned job and dissatisfaction

of the same in Kandagiri spinning mills, Ltd, Salem.

NEED FOR THE STUDY

Job Satisfaction has important on quality of work, experience, employees‟ mental health and

physical adjustments. Ultimately it may have a direct or indirect effect on organizational effectiveness

influencing productivity, absenteeism, turnover and other aspects of employee behaviors.

The study of job satisfaction is replete with valuable concepts. But these concepts have been

updated in the passage of time.



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SCOPE OF THE STUDY

The study provides considerate supervision, which tends to improve job satisfaction of

towards the working environment.

This study will be useful to the company to take necessary change and to fulfill the

employees‟ expectations.

It will be helpful to find out the factors, which encourage the employees to work with high

involvement.

LIMITATIONS OF THE STUDY

1. In – depth study was not possible because the time limit was the main constraint.

2. Some of the employees not gave their opinion, since the study deals with the sensitive area of

organization. Therefore, it is difficult to extract accurate information from the employees.

3. Employees have fear to reveal the negative aspects.

4. The study is applicable only to kandagiri spinning mills Ltd. (KSM) Unit-I and not to any

other similar organization.

5. The respondents spend little time to answer the questionnaires.

REVIEW OF LITERATURE

Hoppock (1935) defined job satisfaction as any combination of psychological, physiological

and environmental circumstances that cause a person truthfully to say I am satisfied with my job.

According to this approach although job satisfaction is under the influence of many external factors, it

remains something internal that has to do with the way how the employee feels. That is job

satisfaction presents a set of factors that cause a feeling of satisfaction.

Vroom (1964) in his definition on job satisfaction focuses on the role of the employee in the

workplace. Thus he defines job satisfaction as affective orientations on the part of individuals toward

work roles which they are presently occupying.

One of the most often cited definitions on job satisfaction is the one given by Spector

according to whom job satisfaction has to do with the way how people feel about their job and its

various aspects. It has to do with the extent to which people like or dislike their job. That‟s why job

satisfaction and job dissatisfaction can appear in any grievance work situation.

Davis et al., (1985) Job satisfaction represents a combination of positive or negative feelings

that workers have towards their work. Meanwhile, when a worker employed in a business

organization, brings with it the needs, desires and experiences which determinates expectations that he

has dismissed. Job satisfaction represents the extent to which expectations are and match the real

awards. Job satisfaction is closely linked to that individual's behavior in the work place.

Kaliski (2007) Job satisfaction is a worker‟s sense of achievement and success on the job. It

is generally perceived to be directly linked to productivity as well as to personal well-being. Job

satisfaction implies doing a job one enjoys, doing it well and being rewarded for one‟s efforts. Job

satisfaction further implies enthusiasm and happiness with one‟s work. Job satisfaction is the key

ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead

to a feeling of fulfillment.



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RESEARCH METHODOLOGY

A good research work requires a clear scientific methodology because only through the

application of correct methodology in selection of sampling techniques, appropriate tools of data

collection etc; problem so that well founded conclusion can be drawn on the phenomenon under

consideration.

Nature of data

The study was based on survey method. The theme of the study was to find the training and

development in KSM, Unit-I, Salem. The study is based on primary data.

Sources of Data

Primary Data & Secondary Data

Primary data & Secondary data

Primary data are those data that are collected a fresh for the first time and that original in

nature. The primary data were collected through questionnaire.

Secondary data are those data that have been collected by someone else and which have

already been passed through the statistical process. Secondary data here have been collected from

company profile, product profile of the company, newspapers, magazines and general discussion with

company personnel.

Sample size & Method

Samples were collected from employees and workers in which the total sample size of both is

120. The sample design used for this study is simple random sampling.

STATISTICAL TOOLS

Percentage Method

Percentage analysis refers to a ratio. Percentage should be computed and shown if

appropriate. Frequently figures in tables become more meaningful if they are expressed as

percentages. In constructing a table it is important to decide whether or not it can be improved.

Additional columns should be inserted in the table and the percentages computed and entered. Such

percentage is sometimes called derived statistics.

No. of respondents

Percentage = ×100

Total Number of Respondents

Weighted Average Method

Mean in which each item being averaged is multiplied by a number (weight) based on the

item's relative importance. The result is summed and the total is divided by the sum of the weights.

Weighted averages are used extensively in descriptive statistical analysis such as index numbers. Also

called weighted mean.

FORMULA =

Where; ∑= sum of total, W= weight, x= corresponding number of respondents.



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CHI-SQUARE TEST

The chi-square test is an important test amongst the test of significance developed by

statisticians. Chi-square, symbolically written as x2, statistical measure used in the context of

sampling analysis for comparing a variable to a theoretical variance.

Chi-square as a test of independence enables a researcher to explain whether or not two

attributes are associated.

Chi-square formula

x 2

= ∑ (fo –fe)2 / fe

Here, fo= Observed Frequency, fe= Expected Frequency, Dof =Degrees of freedom =(r-1) (c-1)

The chi-square values obtained as such should be compared with relevant table value of

x2 and the inference can be drawn. If the calculated value is greater than the table value the hypothesis

framed will be rejected, otherwise accepted.

TABLE NO-1

Opinion about the promotional activities

S.No

Satisfaction

Level

(W)

No. of

Respondents

(X)

Percentage

(%) XW

1 Highly

satisfied 5 2 1.67 10

2 Satisfied 4 35 29.17 140

3 Neutral 3 78 65 234

4 Dissatisfied 2 5 4.16 10

5 Highly

Dissatisfied 1 0 0 0

Total 15 120 100 394

26.27

Data Source: Primary Data

Inference

The above table shows that 65% of the respondents are neutral with the promotional

activities, 29.17% of the respondents are the satisfied with the promotional activities, 4.16% of the

respondents are dissatisfied, and 1.67% of the respondents are highly satisfied. The weighted average

for promotion activities regarding satisfaction level is 26.27.



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TABLE NO-2

Opinion about the Training Program

S.No Satisfaction Level (W) No. of

Respondents (X)

Percentage

(%) XW

1 Highly satisfied 5 28 28.33 140

2 Satisfied 4 78 65 312

3 Neutral 3 14 11.67 42

4 Dissatisfied 2 0 0 0

5 Highly Dissatisfied 1 0 0 0

Total 15 120 100 494

32.93


Inference

The above table shows that 65% of the respondents are satisfied with the training program,

28.33% of the respondents are highly satisfied with the training program, and 11.67% of the

respondents are neutral. The weighted average for training program regarding satisfaction level is

32.93.

TABLE NO-3

Opinion about the working hours

S.No Satisfaction Level

(W)

No. of

Respondents (X)

Percentage

(%) XW

1 Highly satisfied 5 2 1.67 10

2 Satisfied 4 22 18.33 88

3 Neutral 3 20 16.67 60

4 Dissatisfied 2 60 50 120

5 Highly Dissatisfied 1 16 13.33 16

Total 15 120 100 294

19.6


Inference

The above table shows that 50% of the respondents are dissatisfied with the working hours,

18.33% of the respondents are satisfied with the working hours, 18.33% of the respondents are

neutral, 13.33% of the respondents are highly dissatisfied with the working hours, and1.67% of the

respondents are highly satisfied with the working hours. The weighted average for working hours

regarding satisfaction level is 19.60.



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Hypothesis

Ho = There is no relationship between the job influencing factors and satisfaction level of job of the

respondents with KSM Ltd.

H1= There is relationship between the job influencing factors and satisfaction level of job of the

respondents with KSM Ltd.

The significance level is (5%) =0.05 degree of freedom is= (R-1) (C-1)

= (3-1) (4-1)

= 2 x 3

= 6

x2

Calculated

Level of

Significance

Degrees of

Freedom

x2

(Table)

4.81106 0.05 6 12.6

4.8098 < 12.6

S.No

Job satisfaction level

of the respondents

Job influencing

factors

Highly

satisfied Satisfied Neutral Dissatisfied

Row

total

1 Salary 09 09 42 02 62

2 Work load 03 06 12 02 23

3 Working hours 06 03 24 02 35

Column total 18 18 78 6 120

Fo Fe Fo-Fe (Fo-Fe)2 (Fo-Fe)

2/Fe

9 9.3 -0.3 0.09 0.009677

9 9.3 -0.3 0.09 0.009677

42 40.3 1.7 2.89 0.071712

2 3.1 -1.1 1.21 0.390323

3 3.45 -0.45 0.2025 0.058696

6 3.45 2.55 6.5025 1.884783

12 14.95 -2.95 8.7025 0.582107

2 1.15 0.85 0.7225 0.628261

6 5.25 0.75 0.5625 0.107143

3 5.25 -2.25 5.0625 0.964286

24 22.75 1.25 1.5625 0.068681

2 1.75 0.25 0.0625 0.035714

X

2 4.81106



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Result

The calculated value (4.81106) is less than the table value (12.6). Therefore H0 is

accepted.

Ho = There is no significant difference between the job influencing factors and satisfaction level of

job of the respondents with KSM Ltd.

CHI-SQUARE ANALYSIS for Feeling of the Workload & Salary

work load

salary

Highly

satisfied Satisfied Neutral Dissatisfied

Row

total

Highly satisfied 0 0 1 2 3

Satisfied 2 6 8 11 27

Neutral 2 14 27 20 63

Dissatisfied 1 5 4 7 17

Highly Dissatisfied 0 3 3 4 10

COLUMN TOTAL 5 28 43 44 120

Hypothesis

Ho = There is no relationship between the work load and salary of the respondents with KSM Ltd.

H1= There is relationship between the work load and salary of the respondents with KSM Ltd.

Fo Fe Fo-Fe (Fo-Fe)2 (Fo-Fe)

2/Fe

0 0.125 -0.125 0.015625 0.125

0 0.7 -0.7 0.49 0.7

1 1.075 -0.075 0.005625 0.005233

2 1.1 0.9 0.81 0.736364

2 1.125 0.875 0.765625 0.680556

6 6.3 -0.3 0.09 0.014286

8 9.675 -1.675 2.805625 0.289987

11 9.9 1.1 1.21 0.122222

2 2.625 -0.625 0.390625 0.14881

14 14.7 -0.7 0.49 0.033333

27 22.575 4.425 19.58063 0.867359

20 23.1 -3.1 9.61 0.416017

1 0.708 0.292 0.085264 0.120429

5 3.967 1.033 1.067089 0.268991

4 6.092 -2.092 4.376464 0.718395

7 6.233 0.767 0.588289 0.094383

0 0.417 -0.417 0.173889 0.417

3 2.333 0.667 0.444889 0.190694

3 3.583 -0.583 0.339889 0.094862

4 3.667 0.333 0.110889 0.03024

X

2 6.07416



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The significance level is (5%) =0.05 degree of freedom is= (R-1) (C-1)

= (5-1) (4-1)

= 4 x 3

= 12

x2

Calculated

Level of

Significance

Degrees of

Freedom

x2

(Table)

6.07416 0.05 12 21.026

6.07416 < 21.026

Result:


accepted.

Ho = There is no relationship between the work load and salary of the respondents

with KSM Ltd.

FINDINGS

Majority (49.16%) of the respondents is 21-30 years old and 66.67% of the people

respondents are married.

Parts (40.83%) of the respondents are below SSLC, those people are getting 3-7 years of

experience.


accepted.

Ho = There is no relationship between the job affecting factors and satisfaction level of job of

the respondents with KSM ltd.


accepted.

Ho = There is no relationship between the work load and salary of the respondents with KSM

ltd.

SUGGESTIONS

The company should operate in three work shifts as it was done earlier.

The company may organize the work with proper planning with more workforces or

dividing the work equally.

The organization should get feedbacks from employees regarding salary and incentives

to assess their job satisfaction.

The organization may provide personal and rest allowance for their employees.

The organization should have job rotation and job enrichment programmes to enhance

their job performance.

The company should concentrate in amenities such as canteen, transports leaves and rest

room facilities.



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CONCLUSION

Satisfying employees increases their efficiency and motivates them to work by which the

company can reach both its vision and mission within shorter span of time.

As a whole employee welfares measures improve the physical and mental health of the

workers, provide, safety, increase employee‟s loyalty of the work and promote better industrial

relationship. The suggestion provided with this report may improve job satisfaction on their work in

organization.

References

1. Aswathappa.K, “Human Resource and Personnel Management”- Himalaya Publishing House,

Fourth Edition.

2. Khanna.O.P, “Industrial Engineering and Management”- published by Dhanpet Rai, First

Edition

3. Kothari.C.R, “Research Methodology”- published by New Age International, Second Edition

(2004).

4. J. David pincus, Communication Satisfaction, Job Satisfaction, And Job Performance, Mar

2006 DOI: 10.1111/j.1468-2958.1986.tb00084.x



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INTERCONTINENTAL JOURNAL OF HUMAN · PDF fileJob satisfaction, its causal factors ... its power loom weaving. ... Erode, Komarapalayam Pallipalayam, Chennimalai Dyed-Lungi, Bedsheets,

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