padu-summer_project[1].doc

1.3 NEED OF THE STUDY:

A study on job satisfaction helps to indicate the level of job satisfaction and dissatisfaction among the workers and supervisor in an organization. The human resources are the most valuable aspects of any organization. Good Human resource gives an edge over the other business.

The study helps to understand the job satisfaction of employees working in kaleesuwari private ltd.

Job satisfaction helps to study employee’s efficiency. The survey on job satisfaction helps the management to make

policies and rules in regards to welfare of the employees.

1.4 SCOPE OF THE STUDY:

The scope of this study covers the job satisfaction of the employees in Kaleesuwari Private Limited.

The study emphasizes on the job satisfaction on understanding the job satisfaction level of employees.

It involves preparation of questionnaire, data collection and involves data analysis.

1.2 OBJECTIVES:

Primary objective: To study the various factors that affect job satisfaction at Kaleesuwari Private Limited.

Secondary objectives:

To highlight the factors hindering the worker’s job. To find out whether employees are satisfied with the health and safety

measures provided. To analyse the relationship between the employees. To analyse the superior-subordinate relationship.

1.5 LIMITATIONS :

The time limit was very short to complete the study. Most of the employees education level was below 12th standard. Many of the employees were men and hence felt shy talking to us. The perception of each employee differed and hence the information gathered

were not foolproof.

1.1 DEFINITION:

Job satisfaction means how content an individual is with his or her job. In other words job satisfaction may be defined as, “the satisfaction or utility that a worker receives from employment”. Job satisfaction might result from the working environment (friendly workers, supportive boss) or from the type of work performed (playing sports, creating artwork, accomplishing goals). Satisfaction generated by a job is part of the “total compensation” an employee receives, meaning workers with more job satisfaction are often willing to accept a lower monetary wage payment. 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 rate of pay, working conditions, work responsibilities , variety tasks, promotional opportunities, the work itself and co workers.

CONCEPT OF JOB SATISFACTION: Job satisfaction is defined as “the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs. This definition suggests job satisfaction is a general or global affective reaction that individuals hold about their job. While researchers and practitioners most often measure global job satisfaction, there is also interest in measuring different “facets” or “dimensions” of satisfaction. Examination of these facet conditions is often useful for a more careful examination of employee satisfaction with critical job factors. Traditional job satisfaction facets include co- workers, pay, job conditions, supervision, nature of the work and benefits.

HISTORY: One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (1924-1933) , primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions on worker’s productivity. These studies ultimately showed that novel changes in work condition temporarily increase the productivity called as hawthorne effect. It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction. Scientific Management also had a significant impact on the study of job satisfaction. Frederick winslow Taylor’s 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labour and piecework towards the more modern approach of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, the workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott and Hugo Munsterberg set the tone for Taylor’s work.

Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life like physiological needs, safety needs, social needs, self-esteem needs and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories. Job satisfaction can also be seen within the broader context of the ranges which affect an individual’s experience of work, or their quality of working life. Job satisfaction can be understood in terms of its relationships with other key factors, such as factors well-being, stress at work, control at work, home-work interface and working conditions.

MODELS OF JOB SATISFACTION: 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 moderates how satisfied/dissatisfied one becomes when expectation are/aren’t 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 expectation are not met), compared to one who doesn’t value that facet. For example, if Employee A autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position little with little or no autonomy compared to Employee B. This history also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. DISPOSITIONAL THEORY Another well-known job satisfaction theory is the Dispositional Theory Jackson April 2007. 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 one’s job. This approach became a notable explanation of job satisfaction in light of evidence 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 1988. Judge argued that there are four Core Self-evaluations that determine one’s disposition towards job satisfaction self-esteem, general self-efficacy, locus of control and neuroticism. This model states that higher levels of self esteem (the value one places on his/her self) and general self-efficacy (the belief in one’s own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over his/her self own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction.

TWO-FACTOR THEORY Frederick Herzberg’ s Two Factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. The theory originally was derived by analyzing “critical incidents” written by 200 engineers and accountants in nine different companies in Pittsburgh area, USA. Herzberg and his associates conducted extensive interviews with the professional subjects in the study and asked them what they liked or disliked about their work. The research approach was simplistic and built around the question, “think of a time when you felt exceptionally good or exceptionally bad about your job, either your present job or other you have had”.

This approach has been repeated many times with a variety of job holders in various countries. The results indicated that when people talked about feeling good or satisfied they mentioned features intrinsic to the job and when people talked about feeling dissatisfied with the job they talked, about factors extrinsic to the job. Herzberg called these as Hygiene Factors and Motivators respectively.

(a) Hygiene Factors (Maintenance Factors) They represent the need to avoid pain in the environment. They are not an intrinsic part of a job, but they are related to the conditions under which a job is performed. They are associated with negative feelings. They are environment related factors, hygienes. They must be viewed as preventive measures that remove source of dissatisfaction from the environment. Like physical hygiene, they do not lead to growth but only prevent deterioration. Maintaining a hygienic working environment will not improve motivation any more than garbage disposal or water purification. Hygiene factors produce no growth in worker output, they prevent loss in performance caused by work restriction.

Variables affecting Motivation in Organizational Setting.

Hygienes Motivators

1. Company policy and administration

2. Relationship with supervisor, subordinates and peers

3. Work conditions4. Salary5. Personal life6. Status7. Security

1. Achievement

2. Recognition

3. Work itself 4. Responsibility

5. Advancement6. Growth

(b) Motivators Motivators are associated with positive feelings of employees about their job. They are relater to the content of the job. They make people satisfied with their job. If managers wish to increase motivation and performance above the average level, they must enrich the work and increase a person’s freedom on the job. Motivators are necessary to keep job satisfaction and job performance high. On the other hand, if they are not present they do not prove highly satisfying.

Departure from the Traditional view Traditionally, job satisfaction and dissatisfaction were viewed as opposite ends of a single continuum. When certain things are present on a job –good pay, opportunity for growth. Healthy working environment –the employee will be satisfied. When they are absent, he/she is dissatisfied. The absence of dissatisfaction is satisfaction. Herzberg’s findings indicate that dissatisfaction is not simply the opposite of satisfaction or motivation. One can feel no dissatisfaction and yet not be satisfied. Satisfaction and dissatisfaction appear to be somewhat independent. They are not viewed as symmetrical items in a single scale, rather, they are viewed as attributes of different scales. The factors that cause dissatisfaction are different from those that result in satisfaction. Satisfaction is affected by motivators and dissatisfaction by hygiene factors.

MEANING AND CONCEPT Research in common parlance refers “to a search for knowledge”. It can also be defined ad a scientific and systematic search for pertinent information on a specific topic. And research is an art of scientific investigation. The Research can be defined as, “a careful investigation or inquiry specially through search for new facts in any branch of knowledge”. Methodology means the procedures by which researchers go about their work of describing, explaining and predicting phenomena. Research Methodology is the description, explanation and justification of various methods of conducting research. It is a way to systematically solve the problem. In this the researcher studies about the various steps that are generally adopted in studying the research problem along with logic behind them. Research methodology has many dimensions and research methods to constitute the part of the research methodology. It is necessary for the researcher to know not only the research methods/techniques, but also the methodology.

RESEARCH DESIGN “A Research design us the logical and systematic planning and directing of a place of research”. In simple language it may be defined as “ the plan, structure and strategy of investigation conceived so as to obtain answers to research questions and control variance”. There are two types of research design and they are as follows.

1. Exploratory Research Design: It aims at discovering more about various dimensions of research problem and its associated aspects. It aims at helping the researcher to formulate a more precise and structured problem.

2. Descriptive Research Design: This research is undertaken in order to ascertain and be able to describe the characteristics of the variables of interest in a situation. This was undertaken to describe the characteristics of the respondents as gender, age, occupation, etc. this helped to describe relevant aspects of the phenomena. The environment was not contrived.

RESEARCH PROBLEM: A study was conducted to find the job satisfaction of an employee at Kaleesuwari Private Ltd, Chennai.

SAMPLE The term sample refers to that group of element of the population specifically selected for study, so as to find out something about the population for which it is taken. A sample is an intelligently or deliberately selected subset of the population.

SAMPLE SIZE The size of the population from which the sample is to be drawn determines the sample size required for a representative samples. A sample must be small enough to prevent any uncalled costs and large enough to minimize the error to a certain level. Sample size of this study is 50 respondents.

SAMPLING PROCEDURE A simple random sampling was used for selecting the sample.A simple random sample is a subset of individuals (a sample) chosen from a large set (population). Each individual is chosen randomly and entirely by chance. Such that each individual has the same probability of being chosen at any stage during the sampling process, and each subset of ‘k’ individuals has the same probability of being chosen for the sample as any other subset of ‘k’ individuals. This process and technique is known as simple random sampling.

DATA Data are pieces of information that represent the qualitative or quantitative attributes of a variable or set of variables. Data (plural of “datum”) are typically the results of measurements and can be the basis of graphs, images, or observations of a set of variables. Data are often viewed as the lowest level of abstraction from which information and knowledge are derived. It serves as a base for research and analysis.

DATA COLLECTION METHODS

(a) Primary Data: Primary Data refers to information that is generated to meet the specific requirements of the investigation at hand. In primary data collection method, the data is collected using methods such as interviews and questionnaires. The key point here is that the data is unique. It is raw data without interpretation. The primary data, may be qualitative in nature (usually in the form if words) or quantitative (usually in the form of numbers or where you can make counts of words used).

There are many methods used to collect primary data and the main methods include:

Questionnaires Interviews Observations Case-studies

In this study Questionnaires were used to make the job satisfaction study.

QUESTIONNAIRE It is a formalized framework consisting of a set of questions and scales designed to generate primary raw data. It is a preformulated written set of questions to which respondents record their answers. The answers are mostly chosen by a respondent from within the defined alternatives.

(b) Secondary Data: Secondary data refer to information gathered by someone other than the researcher conducting the current study. Such data can be internal or external and accessed through the internet or perusal of recorded or published information. Secondary sources of data provide a lot of information for research and problem solving. The data are quantitative in nature. There are several sources of secondary data, including books and periodicals government publications of economic indicators, census data, statistical abstracts, data bases, the media, annual reports of companies, case studies and other archival records. The advantage of seeking secondary data sources is savings in time and cost of acquiring information.

STATISTICAL TOOLS FOR ANALYSIS

Pie chart Bar chart Percentage analysis

Table 1

Age of employees :

AGE PERCENTAGE

Below 20 1220-30 1630-40 4640-50 16Above 50 10Total 100

Inferences:

We infer from the above table that 12% are in the age group below 20, 16% are in the age group 20-30, 46% are in the age group 30-40,16% are in the age group 40-50, 10% are in the age group above 50.

Table 2

Gender :

Male : 32

Female : 18

Inferences:

We infer from the above table that 64% is men employees and 36% is women employees.

Table 3

Marital Status :

STATUS PERCENTAGE

Married 40

Unmarried 60

Total 100

Inferences:

We infer from the above table that 40% is married and remaining 60% is unmarried.

Table 4

Experience

YEARS PERCENTAGE

0-3 yrs 303-6 yrs 266-9 yrs 189-12 yrs 1612-15 yrs 10Total 100

Inferences: We infer from the above table that 30% has experience for 0-3 years, 26% for 3-6 years, 18% for 6-9 years, 16% for 9-12 years and 10% for 12-15 years.

Table 5

Educational Qualification :

FACTORS PERCENTAGE

Till 8th 24Till 10th 44Till 12th 16UG 10PG 6Total 100

Inferences:

We infer from the above table that 24% of employees have their education level till 8th standard, 44% till 10th standard, 16% till 12th standard, 10% till UG and 6% till PG.

Table 6

Job suits the educational qualification :

FACTORS PERCENTAGE

Highly Satisfied 10Satisfied 40Neutral 20Dissatisfied 26Highly Dissatisfied 4Total 100

Inference:

We infer from the above table that 10% of the employees are highly satisfied that the job suits their educational qualification, 40% are satisfied, 20% are neutral, 26% are dissatisfied and 4% are highly dissatisfied.

Table 7

Pay package & other benefits :

FACTORS PERCENTAGE


Inference:

We infer from the above table that 20% of the employees are highly satisfied with the pay packages and other benefits, 36% are satisfied, 24% are neutral, 12% are dissatisfied and 8% are highly dissatisfied.

Table 8

Superior – subordinate relationship :

FACTORS PERCENTAGE


Inference:

We infer from the above table that 10% of the employees are highly satisfied with the superior-subordinate relationship, 30% are satisfied, 50% are neutral, 6% are dissatisfied and 4% are highly dissatisfied.

Table 9

Stress remedies:

FACTORS PERCENTAGE


Inference:

We infer from the above table that 14% of the employees are highly satisfied with the stress remedies provided, 40% are satisfied, 24% are neutral, 16% are dissatisfied and 6% are highly dissatisfied.

Table 10

Work environment :

FACTORS PERCENTAGE


Inference:

We infer from the above table that 22% of the employees are highly satisfied with the working environment, 24% are satisfied, 30% are neutral, 14% are dissatisfied and 10% are highly dissatisfied.

Table 11

Flexible working hours :

FACTORS PERCENTAGE


Inference:

We infer from the above table that 30% of the employees are highly satisfied with the flexible working hours, 50% are satisfied, 16% are neutral, 4% are dissatisfied.

Table 12

Benefits :

FACTORS PERCENTAGE


. Inference:

We infer from the above table that 32% of the employees are highly satisfied with the benefits provided to them, 28% are satisfied, 18% are neutral, 18% are dissatisfied and 4% are highly dissatisfied.

Table 13

Viewing of the job :

FACTORS PERCENTAGE


Inference:

We infer from the above table that 20% of the employees are highly satisfied with the viewing of the job, 16% are satisfied, 40% are neutral, 14% are dissatisfied and 10% are highly dissatisfied.

Table 14

Present position in the organization :

FACTORS PERCENTAGE


Inference:

We infer from the above table that 6% of the employees are highly satisfied wih the present position in the organisation, 54% are satisfied, 30% are neutral, 8% are dissatisfied and 2% are highly dissatisfied.

Table 15

Communication of goals & strategies :

FACTORS PERCENTAGE


Inference:

We infer from the above table that 24% of the employees are highly satisfied with the communication of goals and strategies, 56% are satisfied, 12% are neutral, 8% are dissatisfied.

Table 16

Team – spirit at work place :

FACTORS PERCENTAGE


Inference:

We infer from the above table that 16% of the employees are highly satisfied with the team-spirit at work place, 50% are satisfied, 16% are neutral, 12% are dissatisfied and 6% are highly dissatisfied.

Table 17

Overall job security :

FACTORS PERCENTAGE


Inference:

We infer from the above table that 6% of the employees are highly satisfied with the overall job security, 14% are satisfied, 16% are neutral, 40% are dissatisfied and 24% are highly dissatisfied.

Table 18

Overall satisfaction with the job :

FACTORS PERCENTAGE


Inference:

We infer from the above table that 20% of the employees are highly satisfied with the overall satisfaction of the job, 40% are satisfied, 18% are neutral, 12% are dissatisfied and 10% are highly dissatisfied.

Table 19

Regular maintenance of the machines :

FACTORS PERCENTAGE


Inference:

We infer from the above table that 30% of the employees are highly satisfied with the regular maintenance of the machines, 28% are satisfied, 22% are neutral, 12% are dissatisfied and 8% are highly dissatisfied.

Table 20

Cleanliness at work place :

FACTORS PERCENTAGE


Inference:

We infer from the above table that 40% of the employees are highly satisfied with the cleanliness at work place, 30% are satisfied, 16% are neutral, 14% are dissatisfied.

Table 21

Health measures provided at work place :

FACTORS PERCENTAGE


Inference:

We infer from the above table that 30% of the employees are highly satisfied with the health measures provided at work place, 44% are satisfied, 14% are neutral, 6% are dissatisfied and 6% are highly dissatisfied.

Table 22

Safety measures provided at work place :

FACTORS PERCENTAGE


Inference:

We infer from the above table that 26% of the employees are highly satisfied with the safety measures provided at work place, 46% are satisfied, 18% are neutral, 10% are dissatisfied.

Table 23

Restroom facility at work place :

FACTORS PERCENTAGE


Inference:

We infer from the above table that 12% of the employees are highly satisfied with the restroom facility at work place, 30% are satisfied, 34% are neutral, 14% are dissatisfied and 10% are highly dissatisfied.

Table 24

Availability of spittoons :

FACTORS PERCENTAGE


Inference:

We infer from the above table that 4% of the employees are highly satisfied with the availability of spittoons, 16% are satisfied, 10% are neutral, 34% are dissatisfied and 36% are highly dissatisfied.

Table 25

Appreciation of special performance :

FACTORS PERCENTAGE


Inference:

We infer from the above table that 18% of the employees are highly satisfied with the appreciation for their special performance, 50% are satisfied, 16% are neutral, 10% are dissatisfied and 6% are highly dissatisfied.

Table 26

Interest shown by superiors towards your work :

FACTORS PERCENTAGE


Inference:

We infer from the above table that 10% of the employees are highly satisfied with the interest shown by superior towards their work, 24% are satisfied, 40% are neutral, 10% are dissatisfied and 16% are highly dissatisfied.

Table 27

Grievances settled :

FACTORS PERCENTAGE


Inference:

We infer from the above table that 10% of the employees are highly satisfied that with the grievances are settled, 50% are satisfied, 20% are neutral, 14% are dissatisfied and 6% are highly dissatisfied.

FINDINGS

The major employees of the factory are between the age group of 30-40 years, since 46% of the respondents were in that age group.

Most of the employees are men in the factory. Women are not employed in the night shift in the factory. The basic education qualification of the employees is 8th standard. Most of the employees are satisfied with their pay packages and other benefits. The employees are highly satisfied with flexible working hours which includes

night shifts also. The style of functioning is participative, hence the relationship between the

superior and subordinate is highly satisfied. 40% of the employees are satisfied with the stress remedies at the work place. 50% of the employees are satisfied with the team-spirit at the work place. Since it is an private limited company job security is not assured. Maintenance of the machines are very regular that 30% of the employees are

highly satisfied with it. Most of the employees are satisfied with the cleanliness at the work place. 44% of the employees are satisfied with the health measures provided at work

place. 46% of the employees are satisfied with the safety measures provided at work

place. Employees feel restroom facility is not upto their satisfaction level. Most of the employees are highly dissatisfied with the spittoons facility. 50% of the employees are satisfied with the appreciation for their special

performance by their superiors. The employees feel that the superiors attitude towards their work is not

satisfactory. 50% of the employees are satisfied with the way grievances are settled.

SUGGESTIONS :

The organization should collect the feedback from employees at least once in a year.

Restroom and spittoons facilty must be improved at the workplace. Ventilation facilities have to improve at the production area.

CONCLUSION :

By this, I conclude the project by revealing the observation and the findings made diuring the project work helped me a lot in understanding the working environment conditions including health, safety and other welfare facilities available at Kaleesuwari Private Limited.

BIBLIOGRAPHY

Name of the book Name of the authorHuman Resources Management

V.S.P.Rao

Research Methodology C.R.Kothari

Websites :

1) www.wikipedia.com 2) glossary.econguru.com

http://www.wikipedia.com/

Questionnaire On Job Satisfaction

1) Age :

2) Gender : (a) Male (b) Female

3) Marital Status : (a) Married (b) Unmarried

4) Experience :

5) Educational Qualification :

6) Do you feel that your job suits your educational qualification? (a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied 7) Are you satisfied with your pay package & other benefits?(a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied

8) What is your level of satisfaction regarding superior – subordinate relationship? (a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied

9) How are the stress remedies in your organisation? (a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied

10) What is your level of satisfaction regarding the work environment? (a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied

11) Does the company provide you flexible working hours?(a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied

12) Are the benefits that your company extending to you is satisfactory? (a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied

13) How do you view this job? (a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied

14) Are you satisfied with the present position in your organisation? (a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied

15) Whether the company clearly communicates its goals and strategies to you? (a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied

16) How satisfied are you with your team-spirit in your work environment? (a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied

17) How satisfied are you with your overall job security? (a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied

18) How do you evaluate the overall satisfaction with your job? (a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied

19) Are you satisfied with the regular maintenance of the machines?(a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied

20) Are you satisfied with the cleanliness at your work place?(a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied

21) Are you satisfied with the health measures provided in your work place?(a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied

22) Are you satisfied with the safety measures provided at your work place?(a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied

23) Are you satisfied with the restroom facility at your working place?(a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied

24) Are you satisfied with the availability of spittoons?(a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied

25) Are you satisfied with the appreciation for your special performance?(a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied

26) Are you satisfied with the interest shown by your superiors towards your work? (a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied

27) Are you satisfied with the manner in which grievances are settled?(a) Highly satisfied (b) Satisfied (c) Neutral(d) Dissatisfied (e) Highly dissatisfied

28) Any suggestions?

Thank you for your contribution.

padu-summer_project[1].doc

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