1 INTRODUCTION

1.1

INTRODUCTION
The Project Titled A Study of Employee Satisfaction in Samsoft Solutions

is to identify Employee Training provides several components to help the employee resource group streamline daily processes and to automate the manual processes. This project provides the needed tools to make any employee resource department more efficient and organized. Whether, employees are a small business or a large enterprise corporation, this project soft are can provide a user friendly environment for the employee resource group. Employee Training is utilized to help manage a employee resource department needs and functions. !any of those types of function are dealing ith corporate benefits, vacation days, salary compensation, employee information, and performance. This project can reduce the many unnecessary processes that are implemented, therefore decreasing overhead costs. "ome of the benefits may include are#

$utomation of employee Training processes Tracking and monitoring of employee resource data %reation of templates, forms and customary reports &nclusion of the many components such as employment benefits, salary compensation, performance analysis 'educe costs of employee resource management

1.2 NEED OR T!E STUD" The need of the system of developing soft are for the searching the right candidate for the suitable re)uirement removes the dra backs of the earlier system. $s already mentioned, the *' needs a good soft are to maintain the list of %andidates available according to +ualifiication and E,perience the intervie soft are. The need for conducting this study is To find out the satisfaction level of employees in the organization. To study the employee attitude to ards their nature - job contents. To understand the effectiveness of management. To identify the reasons of dissatisfaction, organization. To evaluate the employee participation ith department activities. To suggest measures to improve the level of satisfaction among the various level of employees in the organization. hich the employees e,perience in the elfare activities provided by the ise and also the %all activities. These details can be achieved through the development of the

1.# O$%ECTI&ES O T!E STUD"

The project entitled 'A Study of Employee Satisfaction in Samsoft Solutions to SA(SO T SO)UTIONS %oimbatore. The main objective of the study is to find out the employee satisfactory level in "amsoft "olutions. The sampling techni)ue adopted in the study as simple random ith the sample size of /0. The primary data as collected

through structured )uestionnaire and the secondary data report, magazines, journals and percentage !ethod.

as collected from the annual ere analyzed by a simple

ebsites. The collected data

The main finding of the study as majority of the employees are satisfied ith the training program by the management. The researcher gave some suggestions to enrich the satisfactory level and hoped that the company betterment. ill consider the suggestion for the

1.#.1

RESEARC! (ET!ODO)O*" The chapter presents the design of the study and approaches adopted for field

study. The

ay of approaching to the project is different based on the topic. The

methodology as chosen by the researcher because it is the major path to do the project. a+ Resea,c- (et-ods and Tec-ni.ues &n this research, the )uestionnaire respondents. The )uestionnaire as designed to collect primary data from ere asked to fill

as given to the respondents and they

them up. 2ecessary help as rendered henever they found it difficult to ans er. /+ Resea,c- 0,ocess i+ Resea,c- 0,o/lem The problems is to identify the level of job satisfaction at 3perators 4evel of the "amsoft "olutions Private 4imited, %oimbatore. ii+ Resea,c- Desi1n &n the problem description, research design having been formulated in clear5cut terms, the researcher as used to describe the as re)uired to prepare a

characteristics of the employees employed in the organization. The research problem research design, i.e., he had to state the conceptual structure ithin hich research ould be conducted. The preparation of the research design appropriate for the collection of relevant evidence ith minimal e,penditure of effort, time and money.

c+ Sample Desi1n $ll the items under consideration in any field of in)uiry constitute a 7niverse8 or Population8. $ complete enumeration of all the items in the population is kno n as a census in)uiry. The searcher must decide the ay of selecting a sample or hat is popularly kno n as the sample design. $ sample design is a definite plan determined before any data are actually collected for obtaining a sample from a given population. i+ Si2e of t-e Sample $ "ample of /0 employees "olutions Private 4imited is 90. ii+ Sample 0,ocedu,e &n this study, simple random sampling method as adopted for selecting the respondents. d+ Collection of Data The primary data collection )uestionnaire is in the $ppendi,. e+ Analysis of t-e Data The analysis of data re)uires a number of closely related operations such as establishment of categories, the application of these categories to ra data through editing, coding, classification and tabulation then dra ing statistical inferences. as done through the )uestionnaire method. &n some as chosen for this study. The total strength of "amsoft

case personal intervie s needed at the times of filling up the )uestionnaire. $ sample

The per)uisites ere divided into five groups. "trongly $gree $gree 2either $gree 2or :isagree :isagree "trongly :isagree The data collected as analyzed by the use of statistical tools. :ue to the various

techni)ues of analysis, the follo ing tool as using "imple Percentage method 1.#.2 AREA O T!E STUD"

E(0)O"EE SATIS ACTION3 $n individual general attitude to ards his or her job8 The difference bet een the amount of re ard orkers receive and the amount they believe should receive. ;ob Training is favourableness or unfavourableness their ith hich employees vie

ork job satisfaction may refer to either person or a group. &n addition, job training

can apply to parts of an individual job. ;ob training influences one<s general life satisfaction. *igh job satisfaction, on the other hand, gladdens the hears of administration, because it tends to be connected administrators ill positive conditions that ell managed ant. $lthough high job training is the hall mark of

organization, it cannot be urged into e,istence or even bough. &t is fundamentally the result of effective behavioral management. &t is a measure of progress being made a better human climate is an organization. ;ob Training is determined by the discrepancy bet een hat management e,pects to get out of their training and hat the trainees actually offer. !anager<s interest in job satisfaction tends to center on its effect on employee performance. The researchers

assessed that the impact of job training on Employee Productivity, $bsenteeism and Turnover. Dete,minants of %o/ T,ainin13 While analyzing the various determinants of employee satisfaction, e have to

keep in mind that# all individuals do not derive the same job in the same environment and at the same time. Therefore, it it appears the besides the nature of job and job environment, there are individual variables hich affect employee training. !R Acti4ities T,ainin1 and de4elopment3 Training is a process of learning a se)uence of programmed behaviour. &t is a application of kno ledge. &t gives an a areness of rules and procedure to guide their behaviour. &t attempts to improve their performance on the current job or prepare them for an intended job. Training is a short5term process utilizing a systematic and organized procedure by hich non5managerial personnel learn technical kno ledge and skills for a definite purpose. &t refers and skills for a definite purpose. &t refers to instruction in technical and mechanical operations= it is designed for non5managers. :evelopment is a related process. &t covers not only those activities hich

improve job performance but also those hich bring about gro th of the personality help individuals in the progress to ards maturity and actualization of their potential capabilities so that they become not only good employees but better men and omen. :evelopment is a long term educational process utilizing a systematic or organized procedure by hich managerial personnel learn conceptual and theoretical kno ledge for general purpose.

>

T,ainin1 Reco,ds3 555555555555555555555555555555555555555555555555555555555555555 "l.2o Title of the Procedure?:ocument 555555555555555555555555555555555555555555555555555555555555555 ( "kill inventory form . :epartment ise Training 'ecord 1 Training $ttendance record 6 Personal Training record / Training need and revie 9 'evie of training for &"3 $ areness > Training "chedule @ Training %ircular A !onthly Training 'eport (0 Training Evaluation Borm 55555555555555555555555555555555555555555555555555555555555555555 *,oup dynamics3 Croup dynamics is concerned ith the interactions and forces bet een group

members in a social situation. When the concept is applied to the study of organizational behaviour, the focus is on the dynamics of members of formal or informal groups in the organizations i.e., it is concerned function. Croup dynamics describes ho a group should be organized and conducted. ith the gaining kno ledge of groups, ho they develop, and their effect on individual members and the organizations in hich they

:emocratic leadership, member participation and overall co5operation is stressed8. @

$nother vie dynamics.

about group dynamics is that it consists of set techni)ues, role groups, ith group

group therapy, sensitivity training transactional analyses are here e)uated

5elfa,e facilities Welfare facilities play a major roll in every organization activities. Welfare measures to overcome employees< occasional problems such as illness, absenteeism and any other hardships. "imilarly social security measures such as provident fund, superannuation fund, gratuity etc.. "hould be provided to develop belongingness to the organization, social a ards - incentives may be provided to employees sho ing higher level of attendance. 5o,6 En4i,onment Work environment is one of the most important factor in employee Training. Work place ith openness and trust, matching physical facilities, fle,ibility is )uite ork schedules like fle,i time, conducive for Training and job performance. $lternative vie s freely is more motivating. Relations-ip 5it- Supe,io,s And Collea1ues The individuals gets clue of behavior from their superiors and colleagues. They develops and applies beliefs, attitudes and values derived from the groups of superiors and colleagues ith hom they associated. $n individual in a ork group tends to confirm to group<s norms as long as he values the friendship and approval of associates or fears the possibility that they offer. Total 7uality (ana1ement ill cut him from rights, privileges and benefits they can

compressed ork eek etc., a ork environment hich encourages employees to air their

%ustomer Bocus is not merely a buzz ord but it has become an important factor of every day ork and has got internalized into the ork environment. There is an e)ual emphasis on internal customer focus leading to greater team efforts and better cross5 functional relationship. 0e,sonal Cultu,e The management has been encouraging and promoting a very informal culture, DPersonal touchD, sense of belonging, enabling employees to become involved and contribute to the success of the company. The top management also conscientiously inculcates values in the people. RES0ONSI$I)IT" AND AUT!ORIT" DE0ART(ENT3 0ERSONNE) DE0ART(ENT Responsi/ility of Inc-a,1e !RD3 (. 'esponsible for Preparing, 7pdating and achieving :epartment 3bjectives and maintaining all corresponding evidence for the same. .. $rranging for recruitment of employees. 1. !aintaining E"&, Cratuity, PB and &nspector of Bactories details and records. 6. !aintaining *ouse keeping. /. 'esponsible for 3verall "afety or Employees and providing necessary "afety $ccessories 9. Waste disposal. >. Preparing and !aintaining skill inventory of e,isting employees.

(0

@. 3rganising and arranging Training Program as per the recommendation of the department *eads. A. :isplay, &ssue and educating about the +uality Policy to employees and ne employees. (0. 'esponsible for 3verall +uality Policy $ areness. ((.!aintaining :aily attendance ? incoming - 3ut going timings ? verification of overtime details. (..!aintaining %ontractors attendance ? E.".& details. (1.'eporting to E: about absentees, 4atecomers, overtime details daily. (6.!aintaining "alary details of employees. (/.!onthly submission of reports about E"& contribution, Cratuity, P.B %ontribution details to %!:?$ccounts department. %o/ Secu,ity ;ob security attempts to design a job in such a job security determines the degree of employee Training Re8a,ds# 3ne of the elements that can stimulate team ork is the presence of team re ards. These may be financial, or they may be in the form of recognition. 'e ards are most po erful if they are valued by the team members, perceive as possible to earn and administered contingent on the group<s task performance. SOURCES O DATA :ata are the basic input to any decision5making process in a business. The processing of data gives statistics of importance of the study. :ata can be classified as Primary :ata (( ay that it becomes more

interesting and challenging so that job holder makes meaning out of that. The degree of

"econdary :ata

0,ima,y Data These are useful for current studies as collected survey. Personal &ntervie )uestionnaire. intervie . 7uestionnai,e Desi1n +uestionnaires are an ine,pensive revie ers large enough to allo ay to gather data from a potentially large ay to reach a number of ell5designed is a survey method of data collection hich employs a ell as for future studies. &t should be hich are used for primary data - mail

ith utmost care. The different methods

collection are observation method, personal intervie , telephone intervie

The %omponents of the personal intervie ee and the intervie e,ecutive intervie ing, mail intercept

environment includes door5to5door intervie

number of respondents. 3ften they are the only feasible

statistically analysis of the results. $

)uestionnaire that is used effectively can gather information on both the overall performance of the test system as ell as information on specific components of the ith the test system among different system. &f the )uestionnaire includes demographic )uestions on the participants, they can be used to correlate performance and satisfaction groups of users. &t is important to remember that a )uestionnaire should be vie ed as a multi5stage process beginning ith definition of the aspects to be e,amined and ending ith interpretation of the results. Every step needs to be designed carefully because the final results are only as good as the eakest link in the )uestionnaire process. $lthough )uestionnaires may be cheap to administer compared to other data collection methods, they are every bit as e,pensive in terms of design time and interpretation. The steps re)uired to design and administer a )uestionnaire include# (.

(. :efining the 3bjectives of the survey .. :etermining the "ampling Croup 1. Writing the +uestionnaire 6. $dministering the +uestionnaire /. &nterpretation of the 'esults Seconda,y Data "econdary data is collecting and possibly processing data by people other than the researcher in )uestion. %ommon sources of secondary data for social science include censuses, large surveys, and organizational records. &n sociology primary data is data you have collected yourself and secondary data is data you have gathered from primary sources to create ne research. &n terms of historical research, these t o terms have different meanings. $ primary source is a book or set of archival records. $ secondary source is a summary of a book or set of records. Ad4anta1es to t-e seconda,y data collection met-od a,e (E it saves time that ould other ise be spent collecting data, .E provides a larger database than hat ould be possible to collect on ones o n

*o ever there are disadvantages to the fact that the researcher cannot personally check the data so itFs reliability may be )uestioned.

1.#.9 Samplin1 desi1n

Samplin1 is that part of statistical practice concerned ith the selection of individual

observations intended to yield some kno ledge about a population of concern, especially for the purposes of statistical inference. Each o/se,4ation measures one or more properties G eight, location, etc.E of an observable entity enumerated to distinguish objects or individuals. "urvey guide practice (1 eights often need to be applied to the data to adjust for the sample design. 'esults from probability theory and statistical theory are employed to

The "amples are collected from /0 respondents through )uestionnaire Samplin1 Tec-ni.ues and Tools Used Con4enience Sample This sampling method chooses the individuals that are easiest to reach or sampling that is done easy. %onvenience sampling does not represent the entire population so it is considered particular units of the universe constituting a sample hich represent the universe. Random samplin1 This method is the purest form of probability sampling. Each member of the population has an e)ual and kno n chance of being selected. When there are very large populations, it is often difficult or impossible to identify every member of the population, so the pool of available subjects becomes biased. Systematic samplin1 This method is often used instead of random sampling. &t is also called an 2th name selection techni)ue. $fter the re)uired sample size has been calculated, every 2th record is selected from a list of population members. $s long as the list does not contain any hidden order, this sampling method is as good as the random sampling method. &ts only advantage over the random sampling techni)ue is simplicity. "ystematic sampling is fre)uently used to select a specified number of records from a computer file. St,atified samplin1 This method is commonly used probability method that is superior to random sampling because it reduces sampling error. $ stratum is a subset of the population that share at least one common characteristic. E,amples of stratums might be males and females, or managers and non5managers. The researcher first identifies the relevant

(6

stratums and their actual representation in the population. 'andom sampling is then used to select a sufficient number of subjects from each stratum.

(/

SCO0E O T!E STUD" Hy doing this research on the ;ob training, it employment opportunity. Even then the "amsoft "olutions is a prominent leader and enjoy its operations and the training service to the ma,imum limit but it too ill have its o n limitation in processing the company ork flo and rendering services to the organization. ill e,pose the researcher to set a

(9

1.9

)I(ITATIONS O T!E STUD"

The study has the follo ing limitations# Personal bias of the employees in giving the ans ers results obtained. "ometimes the attitudes of the respondents study. 'espondents ere hesitant to fill the )uestionnaire because they feel it might be ere not co5operative to ards the ill have an effect on the

given to the management, hich might harm their personal freedom. The study includes all the limitations inherent in the )uestionnaire.

(>

2. RE&IE5 O )ITERATURE
$ study on the ;ob training in a soft are company is created on the trainees of the company. The formulating of the problem for their study, the researchers tend to refer the studies of already undertaken. !s. "uriya Praba in her study, E!P43IEE "$T&"B$%T&328 "$T&"B$%T&32 has concluded that the process of the job training brings more satisfaction among trainees. !r. '.J.'amesh in his study, T*E T*E E!P43IEE P'EBE'E2%E &2 T'$&2&2C "E""&32 &2 T&'7P7' %&TI8 %&TI has concluded that brand loyalty for 'oyal Enfield Hullet is very high. !r. C.'engarajan in his study $ $ "T7:I 32 E!P43IEE P'EBE'E2%E T3W$':" T'$&2&2C8 T'$&2&2C has concluded that loyalty for trainees is very high.

(@

CO(0AN" 0RO I)E

"amsoft is a multinational outsourcing company committed to operational e,cellence for its clients and a premier provider of 3utsourcing solutions - &T "ervices. "amsoft is proud to deliver these eb solutions using the latest cutting edge

technologies available today. We also handle business process outsourcing - delivers a range of 3utsourcing services like custom soft are development, design outsource, &T outsource and many more. We take on many of companyFs everyday functions overhead costs. "amsoft group of companies employ over 90 of the best and finest talented people available orld ide= ready to take on the non5core business processes ith their advanced and up5to5date tools. %ustomer relationship business in the years to come. ith "amsoft ill become one of the greatest assets for the ith a higher level of skilled hile reducing the

ork force that is more fle,ible than the traditional employee

(A

%ompany 2ame Works $ddress

# "amsoft "olutions., # (, "ree Parvathavarthini To ers, Candhipuram, %oimbatore

Phone E5!ail %ontact Persons

# 06.. 9/969// # samsoftKgmail.com # !rs.2.!anjula E,ecutive :irector

Iear of %ommencement %ompany "tatus ""& 'egistration 2umber $rea %ode Huilt up $rea

# .006 # "mall "cale &ndustries # 11(./.>(( dt.0>.0/.06 # (01 # (0/6 ").ft

.0

9.

DATA ANA)"SIS AND INTER0RETATION

9.1

A*E *ROU0 O T!E RES0ONDENTS Sl. No ( . 1 A1e *,oup Helo ./ years ./ L 1/ years $bove 1/ years Total No. of Respondents > 11 (0 :; 0e,centa1e of Respondents (6.0/ /@.9@ .>..> 1;;.;;

INTER0RETATION Brom the above table, it is clear that (6.0/M of the respondents belongs to the age group of belo years. ./ years, /@.9@M of the respondents belongs to the age group bet een ./51/ years and .>..>M of the respondents belongs to the age group bet een above 1/

.(

C!ART

AGE GROUP OF THE RESPONDENTS

70.00 60.00 50.00 PERCENTAGE 40.00 30.00 20.00 10.00 0.00 Below 25 25 - 35 AGE GROUP Above 35 27.27 58.68

14.05

..

9.2

(ARITA) STATUS O T!E RES0ONDENTS

Sl. No ( .

(a,ital Status !arried 7nmarried Total

No. of Respondents 19 (6 :;

0e,centa1e of Respondents >(.0> .@.A1 1;;.;;

INTER0RETATION Brom the above table, it is clear that >(.0>M of the respondents are married and .@.A1M of the respondents are unmarried.

.1

C!ART

MARITAL STATUS OF THE RESPONDENTS

28.93

Married Unmarried

71.07

.6

9.#

E<0ERIENCE O T!E RES0ONDENTS

Sl. No ( . 1 6

E=pe,ience Helo 1 Iears 1 5 > Iears > 5 (0 Iears $bove (0 Iears Total

No. of Respondents (0 @ .. (0 :;

0e,centa1e of Respondents .0.99 (>.19 6..(/ (A.@1 1;;.;;

INTER0RETATION

Brom the above table, it is clear that .0.99M of the respondents e,perienced belo 1 years, (>.19M of the respondents are e,perienced 15> years, 6..(/M of the >5(0 years and (A.@1M of the respondents are respondents are e,perienced belo e,perienced above (0 years.

./

C!ART

EXPERIENCE OF THE RESPONDENTS

45.00 40.00 35.00 30.00 25.00 20.66 20.00 15.00 10.00 5.00 0.00 Below 3 Years 3 - 7 Years EXPERIENCE 7 - 10 Years Above 10 Years 17.36 19.83 42.15

PERCENTAGE

.9

TA$)E NO. 1 9.9 Sl. No 1 2 # 9 : A B O0INION A$OUT 5OR> EN&IRON(ENT

acto,s 0-ysical @ tec-nical 8o,6in1 en4i,onment (ate,ial !andlin1 Space Allotted /et8een fu,nitu,e and e.uipment Ade.uately illuminated Ade.uately 4entilated Satisfied 8itInf,ast,uctu,e Comfo,ta/le 8o,6in1 -ou,s "ource# Primary :ata INTER0RETATION

SA / 1 / 9 9 / 6

? 11.11 .0.00 11.11 60.00 60.00 11.11 .9.9>

A A A > > @ > A

NO. O RES0ONDENTS ? N ? D 90.00 90.00 69.9> 69.9> /1.11 69.9> 90.00 ( 1 1 . ( 1 . 9.9> .0.00 .0.00 (1.11 9.9> .0.00 (1.11 0 0 0 0 0 0 0

? 0.00 0.00 0.00 0.00 0.00 0.00 0.00

SD 0 0 0 0 0 0 0

? 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Brom the above table, it is highlighted that 1..1@M of respondents strongly agree, follo ed by /1.11M of the respondents agree and (6..AM of the respondents neither agree nor disagree.

C!ART

.>

WOR
60.00
53.33

EN!IRONMENT

50.00

PERCENTAGE

40.00
32.38

30.00

20.00
14.29

10.00
0.00 0.00

0.00 SA A N OPINION

.@

TA$)E NO. 2 9.: O0INION A$OUT RE)ATIONS!I0 5IT! SU0ERIORS AND SU$ORDINATES Sl. No 1 2 # 9 : NO. O RES0ONDENTS SA 9 A 9 6 9 ? 60.00 90.00 60.00 .9.9> 60.00 A > 9 A > 9 ? 69.9> 60.00 90.00 69.9> 60.00 N . 0 0 1 1 ? (1.11 0.00 0.00 .0.00 .0.00 D 0 0 0 ( 0 ? 0.00 0.00 0.00 9.9> 0.00 SD 0 0 0 0 0 ? 0.00 0.00 0.00 0.00 0.00

acto,s *ood ,appo,t 8itsupe,io,s (aintain t-e co,dial ,elations-ip (aintain cont,ol Decision ma6in1 Comfo,ta/le 8itdele1ation DonCt find o4e,lappin1 of aut-o,ity "ource# Primary :ata INTER0RETATION

11.11

60.00

.9.9>

0.00

0.00

Brom the above table, it is revealed that 60M of respondents strongly agree, follo ed by 6/./9M of the respondents agree, (1.11M of the respondents neither agree nor disagree and (.((M of the respondents are :isagree.

.A

C!ART

RELATIONSHIP WITH SUPERIORS AND SU"ORDINATES

50.00
45.56

45.00 40.00 35.00 PERCENTAGE 30.00 25.00 20.00 15.00 10.00 5.00 0.00 SA A OPINION N
1.11 13.33 40.00

10

TA$)E NO. # 9.A O0INION A$OUT (OTI&ATION

Sl. No 1 2 # 9

acto,s Effo,ts and !a,d 8o,6 Re8a,ded fo, inno4ati4e ideas Satisfied 8itp,omotion policies !appy 8it- p,esent Do/ "ource# Primary :ata INTER0RETATION

NO. O RES0ONDENTS SA . 1 1 6 ? (1.11 .0.00 .0.00 .9.9> A A A 9 @ ? 90.00 90.00 60.00 /1.11 N 1 . 6 1 ? .0.00 (1.11 .9.9> .0.00 D ( ( . 0 ? 9.9> 9.9> (1.11 0.00 SD 0 0 0 0 ? 0.00 0.00 0.00 0.00

Brom the above table, it is revealed that .0M of respondents strongly agree, follo ed by /1.11M of the respondents agree, .0M of the respondents neither agree nor disagree and 9.9>M of the respondents are :isagree.

1(

C!ART

MOTI!ATION
60.00
53.33

50.00

PERCENTAGE

40.00

30.00
20.00 20.00

20.00

10.00

6.67 0.00

0.00 SA A N OPINION

1.

TA$)E NO. 9 9.B O0INION A$OUT RE(UNERATION

Sl. No 1 2

acto,s 0,esent pay scale commensu,ate Satisfied 8it- f,in1e /enefits "ource# Primary :ata INTER0RETATION

NO. O RES0ONDENTS SA 1 1 ? .0.00 .0.00 A @ @ ? /1.11 /1.11 N 1 . ? .0.00 (1.11 D 0 . ? 0.00 (1.11 SD ( 0 ? 9.9> 0.00

Brom the above table, it is revealed that .0M of respondents strongly agree, follo ed by /1.11M of the respondents agree, (9.9>M of the respondents neither agree nor disagree, 9.9>M of the respondents are :isagree and 1.11M of the respondents strongly disagree.

11

C!ART

REMUNERATION
3.33 6.67 20.00

16.67

SA A N D SD

53.33

16

TA$)E NO. :

9.E Sl. ACTORS No Satisfied 8it1 pe,6s "ource# Primary :ata INTER0RETATION

O0INION A$OUT SATIS IED 5IT! 0ER>S

NO. O RES0ONDENTS SA 1 ? .0.00 A / ? 11.11 N / ? 11.11 D . ? (1.11 SD 0 ? 0.00

Brom the above table, it is revealed that .0M of respondents strongly agree, follo ed by 11.11M of the respondents agree, another 11.11M of the respondents neither agree nor disagree and (1.11M of the respondents are :isagree.

1/

C!ART

SATISFIED WITH PER S

35.00 30.00 25.00 PERCENTAGE 20.00 15.00 10.00 5.00 0.00 SA A N OPINION 0.00 S 20.00 33.33 33.33

13.33

19

TA$)E NO. A 9.F O0INION A$OUT %O$ SECURIT"

Sl. No 1 2

ACTORS %o/ Secu,ity %o/ Secu,ity /ased on pe,fo,mance

SA 9 @

? 60.00 /1.11

A 9 9

NO. O RES0ONDENTS ? N ? D ? 60.00 1 .0.00 0 0.00 60.00 ( 9.9> 0 0.00

SD 0 0

? 0.00 0.00

"ource# Primary :ata INTER0RETATION Brom the above table, it is clear that 69.9>M of respondents strongly agree, follo ed by 60M of the respondents agree and (1.11M of the respondents neither agree nor disagree.

1>

C!ART

#O" SECURIT$
46.67 40.00

50.00 45.00 40.00 35.00 PERCENTAGE 30.00 25.00 20.00 15.00 10.00 5.00 0.00

13.33

0.00

0.00

SA

N OPINION

1@

TA$)E NO. B 9.1; O0INION A$OUT *RIE&ANCE !AND)IN*

Sl. No 1 2

ACTORS *,ie4ance -andlin1 p,ocedu,e ,eely communicate "ource# Primary :ata INTER0RETATION

SA 1 6

? .0.00 .9.9>

A @ @

NO. O RES0ONDENTS ? N ? D /1.11 /1.11 1 1 .0.00 .0.00 ( 0

? 9.9> 0.00

SD 0 0

? 0.00 0.00

Brom the above table, it is clear that .1.11M of respondents strongly agree, follo ed by /1.11M of the respondents agree, .0.0M of the respondents neither agree nor disagree and 1.11M of the respondents are disagree.

1A

C!ART

GRIE!ANCE HANDLING

60.00

53.33

50.00

PERCENTAGE

40.00

30.00

23.33 20.00

20.00

10.00

3.33

0.00

0.00 SA A N OPINION S

60

TA$)E NO. E 9.11 O0INION A$OUT 0ER OR(ANCE A00RAISA)

Sl. No 1 2

ACTORS SA Satisfied 8itO,1anisation Tec-ni.ues 0olicies to a4ou, De4elopment "ource# Primary :ata INTER0RETATION 6 6 ? .9.9> .9.9> A 9 9

NO. O RES0ONDENTS ? 60.00 60.00 N 6 6 ? .9.9> .9.9> D ( ( ? 9.9> 9.9> SD 0 0 ? 0.00 0.00

Brom the above table, it is clear that .9.9>M of respondents strongly agree, follo ed by 60M of the respondents agree, .9.9>M of the respondents neither agree nor disagree and 9.9>M of the respondents are disagree.

6(

C!ART

PERFORMANCE APPRAISAL
45.00 40.00 35.00 30.00 PERCENTAGE 25.00 20.00 15.00 10.00 5.00 0.00 SA A N OPINION 0.00 S 6.67 26.67 26.67 40.00

6.

TA$)E NO. F 9.12 O0INION A$OUT TRAININ* AND DE&E)O0(ENT

Sl. No 1

ACTORS SA Satisfied 8it- t,ainin1 and de4elopment p,o1,amme "ource# Primary :ata INTER0RETATION 6 ? .9.9> A >

NO. O RES0ONDENTS ? 69.9> N . ? (1.11 D ( ? 9.9> SD ( ? 9.9>

Brom the above table, it is clear that .9.9>M of respondents strongly agree, follo ed by 69.9>M of the respondents agree, (1.11M of the respondents neither agree nor disagree, 9.9>M of the respondents are disagree and another 9.9>M of the respondents are "trongly :isagree.

61

C!ART

TRAINING AND DE!ELOPMENT

50.00 45.00 40.00 35.00 PERCENTAGE 30.00 25.00 20.00 15.00 10.00 5.00 0.00 SA A N OPINION S 13.33 6.67 6.67 26.67 46.67

66

TA$)E NO. 1; 9.1# O0INION A$OUT (ANA*E(ENT ST")E

Sl. No 1 2 #

ACTORS Satisfied 8it- line of mana1ement Satisfied 8itdecision ma6in1 Opinion in Decision ma6in1 "ource# Primary :ata INTER0RETATION

NO. O RES0ONDENTS SA 1 / / ? .0.00 11.11 11.11 A A @ 6 ? 90.00 /1.11 .9.9> N . ( 9 ? (1.11 9.9> 60.00 D ( ( 0 ? 9.9> 9.9> 0.00 SD 0 0 0 ? 0.00 0.00 0.00

Brom the above table, it is clear that .@.@AM of respondents strongly agree, follo ed by 69.9>M of the respondents agree, .0M of the respondents neither agree nor disagree and 6.66M of the respondents are disagree.

C!ART 6/

MANAGEMENT ST$LE
50.00 45.00 40.00 35.00 PERCENTAGE 30.00 25.00 20.00 15.00 10.00 5.00 0.00 SA A N OPINION 4.44 0.00 S 20.00 28.89 46.67

69

TA$)E NO. 11 9.19 O0INION A$OUT 7UA)IT" 0O)IC"

Sl.

No 1 A8a,e of .uality std Satisfied 8it- ISO @ 2 7S ce,tificate C-an1es due to ISO @ # 7S 0,ospects due to 9 ISO@7S : 0olicy of t-e company "ource# Primary :ata INTER0RETATION

ACTORS

SA A > @ > A

? 90.00 69.9> /1.11 69.9> 90.00

A / / / 9 /

NO. O RES0ONDENTS ? N ? D 11.11 ( 9.9> 0 11.11 11.11 60.00 11.11 1 . . ( .0.00 (1.11 (1.11 9.9> 0 0 0 0

? 0.00 0.00 0.00 0.00 0.00

SD 0 0 0 0 0

? 0.00 0.00 0.00 0.00 0.00

Brom the above table, it is noted that /1.11M of respondents strongly agree, 16.9>M of the respondents agree and (.M of the respondents neither agree nor disagree.

C!ART 6>

%UALIT$ POLIC$
60.00 53.33 50.00

PERCENTAGE

40.00 34.67 30.00

20.00 12.00 10.00 0.00 SA A N OPINION 0.00 S

0.00

6@

TA$)E NO. 12 9.1: O0INION A$OUT CAREER COUNSE)IN*

Sl. No 1 2

ACTORS A8a,e of ca,ee, counselin1 ca,ee, counsel -elp ca,ee, plannin1 "ource# Primary :ata INTER0RETATION

NO. O RES0ONDENTS SA 1 1 ? .0.00 .0.00 A 9 > ? 60.00 69.9> N 6 1 ? .9.9> .0.00 D ( ( ? 9.9> 9.9> SD ( ( ? 9.9> 9.9>

Brom the above table, it is clear that .0M of respondents strongly agree, 61.11M of the respondents agree, .1.11M of the respondents neither agree nor disagree, 9.9>M of the respondents are disagree and 9.9>M of the respondents are "trongly :isagree.

6A

C!ART

CAREER COUNSELING
50.00 45.00 40.00 35.00 PERCENTAGE 30.00 25.00 20.00 15.00 10.00 5.00 0.00 SA A N OPINION S 6.67 6.67 20.00 23.33 43.33

/0

TA$)E NO. 1# 9.1A O0INION A$OUT INDI&IDUA)GS *RO5T! O00ORTUNITIES

Sl. No 1 2 # 9 :

ACTORS Oppo,tunities to 1,o8 fu,t-e, Oppo,tunities fo, de4elopment %o/ inte,estin1 H 0,ospecti4e En-ancin1 s6ill Inte,nal p,omotion encou,a1ed "ource# Primary :ata INTER0RETATION

NO. O RES0ONDENTS SA / / 9 > 1 ? 11.11 11.11 60.00 69.9> .0.00 A > > @ / (0 ? 69.9> 69.9> /1.11 11.11 99.9> N . ( ( . ( ? (1.11 9.9> 9.9> (1.11 9.9> D ( . 0 0 0 ? 9.9> (1.11 0.00 0.00 0.00 SD 0 0 0 ( ( ? 0.00 0.00 0.00 9.9> 9.9>

Brom the above table, it is clear that 16.9>M of respondents strongly agree, 6A.11M of the respondents agree, A.11M of the respondents neither agree nor disagree, 6M of the respondents are disagree and ..9>M of the respondents are "trongly :isagree.

/(

C!ART

INDI!IDUAL&S GROWTH OPPORTUNITIES

60.00 49.33

50.00

40.00 PERCENTAGE 34.67 30.00

20.00 9.33 4.00 0.00 SA A N OPINION S 2.67

10.00

/.

TA$)E NO. 19 9.1B O0INION A$OUT *OA)S AND RES0ONSI$I)ITIES

Sl. No 1 2 # 9

ACTORS %o/ Desc,iption Indi4idual *oals O,1ani2ational 1oals Cont,i/ution fo, ac-ie4ement "ource# Primary :ata

SA 6 / > 9

? .9.9> 11.11 69.9> 60.00

A A @ > @

NO. O ? 90.00 /1.11 69.9> /1.11

RES0ONDENTS N ? D ( 9.9> 0 . (1.11 0 ( 0 9.9> 0.00 0 0

? 0.00 0.00 0.00 0.00

SD ( 0 0 (

? 9.9> 0.00 0.00 9.9>

INTER0RETATION Brom the above table, it is clear that 19.9>M of respondents strongly agree, /1.11M of the respondents agree, 9.9>M of the respondents neither agree nor disagree and 1.11M of the respondents are "trongly :isagree.

C!ART /1

GOALS AND RESPONSI"ILITIES

60.00 53.33 50.00

PERCENTAGE

40.00

36.67

30.00

20.00

10.00

6.67 3.33 0.00 SA A N OPINION S

0.00

/6

TA$)E NO. 1: 9.1E O0INION A$OUT I(A*E O T!E OR*ANIIATION

Sl. No 1 2 # 9 : A

ACTORS aut-o,ity to fulfill $ette, status in society 0,oud to 8o,6 in t-is o,1ani2ation *ood Name amount t-e pu/lic !appy a/out t-e 1,o8t*ood8ill of t-e O,1ani2ation "ource# Primary :ata INTER0RETATION

SA 6 > (( A (( ((

? .9.9> 69.9> >1.11 90.00 >1.11 >1.11

A @ @ 6 9 6 6

NO. O ? /1.11 /1.11 .9.9> 60.00 .9.9> .9.9>

RES0ONDENTS N ? D . (1.11 0 0 0.00 0 0 0 0 0 0.00 0.00 0.00 0.00 0 0 0 0

? 0.00 0.00 0.00 0.00 0.00 0.00

SD ( 0 0 0 0 0

? 9.9> 0.00 0.00 0.00 0.00 0.00

Brom the above table, it is clear that /@.@AM of respondents strongly agree, 1>.>@M of the respondents agree, ....M of the respondents neither agree nor disagree and (.((M of the respondents are "trongly :isagree.

C!ART //

IMAGE OF THE ORGANI'ATION

0.00 2.22 1.11

SA A N
37.78

58.89

/9

TA$)E NO. 1A 9.1F O0INION A$OUT TOTA) (AINTENANCE JT(+

Sl. No 1 2 # 9 : A B

ACTORS A8a,e of T( Concept O/Decti4es of T( T( is essential fo, o4e,all 1,o8tT,ainin1 p,o1,amme,s on T( St,ate1ies adopted in T( T( concept is -elpful T( ,esult in inc,ease p,ofit "ource# Primary :ata INTER0RETATION SA 9 6 @ 9 6 > > ? 60.00 .9.9> /1.11 60.00 .9.9> 69.9> 69.9> A @ (0 9 > > 9 9

NO. O RES0ONDENTS ? /1.11 99.9> 60.00 69.9> 69.9> 60.00 60.00 N ( ( ( ( 6 . . ? 9.9> 9.9> 9.9> 9.9> .9.9> (1.11 (1.11 D 0 0 0 0 0 0 0 ? 0.00 0.00 0.00 0.00 0.00 0.00 0.00 SD 0 0 0 ( 0 0 0 ? 0.00 0.00 0.00 9.9> 0.00 0.00 0.00

Brom the above table, it is found that 60M of respondents strongly agree, 6>.9.M of the respondents agree, ((.61M of the respondents neither agree nor disagree and 0.A/M of the respondents are "trongly :isagree.

C!ART />

TOTAL MAINTENANCE (TM)

50.00 45.00 PERCENTAGE 40.00 35.00 30.00 25.00 20.00 15.00 10.00 5.00 0.00 SA A N OPINION 0.00 0.95 S 11.43 40.00 47.62

:.

INDIN*S
/@

(. /@.9@M of the respondents belongs to the age group bet een ./51/ years .. >(.0>M of the respondents are !arried 1. 6..(/M of the respondents are e,perienced belo >5(0 Iears 6. A(.>(M of the respondents feel satisfied ith the ork environment. /. A@.A@M of the respondents GE,ecutiveE do the relationship "uperiors - "ubordinates 9. A@.@(M of the respondents G"taff and 3peratorsE do the relationship ith "uperiors. >. (00M of the respondents G"taff and 3peratorsE do the relationship ith %olleagues. @. A9.>/M of the respondents do the !otivation and 'ecognition. A. A0...M of the respondents satisfied ith the elfare facilities. (0.@9.9>M of the respondents GE,ecutiveE satisfied ith the Perks ((.AA.0(M of the respondents satisfied ith the ;ob "ecurity. (..A>./9M of the respondents GE,ecutive - "taffE satisfied Crievance handling (1.A/.(9M of the respondents satisfied ith the Performance $ppraisal (6.A(./6M of the respondents satisfied :evelopment (/.A>.10M of the respondents satisfied ith the !anagement "tyle (9.(00M of the respondents satisfied ith the +uality Policy. (>.@A./AM of the respondents GE,ecutive - "taffE satisfied %areer %ounseling (@.A/.A1M of the respondents satisfied opportunities
/A

ith

ith the

ith the Training and

ith the

ith the &ndividual Cro th

(A.A@.9@M

of

the

respondents

satisfied

ith

the

Coals

and

'esponsibilities .0.AA.10M of the respondents satisfied organization .(.AA.6.M of the respondents satisfied !aintenance. ith the Total Productivity ith the &mage of the

90

E(0)O"EE SATIS ACTION

Sl. No ( . 1 6 / 9 > @ A (0 (( (. (1 (6 (/ (9 (> (@ (A 0a,amete,s Work Environment 'elationship ith "uperiors "ubordinates 'elationship ith "uperiors 'elationship ith %olleagues !otivation and 'ecognition "alary Welfare Bacilities Perks ;ob "ecurity Crievance handling Performance $ppraisal Training and :evelopment !anagement "tyle +uality Policy %areer %ounseling &ndividual Cro th opportunities Coals and 'esponsibilities &mage of the organization Total !aintenance A&ERA*E A0.(/ A@.>A A6.@A A1.AA @A..> 5 A6.9. 5 A/..( AA.0> AA.@6 AA.A. 5 @/.9A AA.A> A@.@A AA.0/ Ope,ato,s @/.90 Staff A..(A 5 (00.00 (00.00 A@.@1 A9.@@ @>.(A 5 (00.00 A@.66 A/.1( @@./6 A>.A. (00.00 A../0 AA... AA.1@ AA.6@ AA... A>... 5 A>.9. (00.00 A@.(0 @@.(0 A1../ 5 A>.0. 5 A9.@1 AA.60 A@.6( (00.00 5 A/..6 (00.00 AA./. (00.00 A4e,a1e A(.>( A@.@A A@.@( (00.00 A9.>/ A(.99 A0... @9.9> AA.0( A>./9 A/.(9 A(./6 A>.10 (00.00 @A./A A/.A1 A@.9@ AA.10 AA.6. F:.AF

9(

A.

CONC)USION

$ study on employee job satisfaction among employees in "amsoft "olutions Private 4imited, %oimbatore helped researcher to learn enormous information about employee satisfaction. "amsoft "olutions Private 4imited have been established strongly on the principles of )uality being the major pre5occupation its business. Therefore, activities and efforts are focused to ards complete satisfaction of employer and customers. The company<s e,cellent orking environment makes job satisfaction for the employer that is every ready to change leads its ay to the land of success. :uring the research period, the employees of "amsoft "olutions GPE 4td., gave e,cellent cooperation. Brom the analysis, the researcher has got an idea that the generally are satisfied. orkers

9.

B.

RECO((ENDATIONS

$fter analyzing the findings the researcher offers the follo ing suggestion for improvement in order to achieve still better job satisfaction. !onetary re ards can be set for outstanding performance and hence the employees can be motivated in their ork. Training programs can be made even more innovative. 3n the job training to be given more to the employees. Programs can be conducted to improve the a areness level of )uality policy objectives. Hy doing that they can be motivated to ards achieve the goals. !ore attractive incentive scheme has to be introduced to motivated the employees. The perks and 'emuneration provided by the organization to its e,ecutives fall short of employee e,pectations and so something need to be done urgently. !ore a areness about the career counseling should be created. The canteen facilities can be setup for providing nutritious meals at lunch at concessional price. The transport facilities in the organization can be improved by increasing the fleet of buses and scheduling them to cover various areas. The orking environment has to be kept clean to avoid the *ealth problems.

91

$I$)IO*RA0!"

$OO>S (. "tephen P. 'obbins, 3rganizational Hehavior8, Prentice5*all of &ndia Private 4imited, .001, (0th Edition. .. %.'.Jothari, 'esearch !ethodology !ethods - Techni)ues8, Wish a Prakashan, "econd Edition.

5E$SITE 1. .google.com "earch %ontents # 5OR> EN&IRON(ENT RE)ATIONS!I0 5IT! SU0ERIORS (OTI&ATION AND RECO*NITION 5E) ARE ACI)ITIES 0ER OR(ANCE A00RAISA)

96

A00ENDI< 7UESTIONNAIRE E(0)O"EE SATIS ACTION SUR&E"

( . 1 6 / 9 > @ A (0

2ame# $ge# "e,# !arital status# :ependents# :esignation# :epartment# 2o. of years of service# Educational )ualification# Technical )ualification#

/ point scale# GaE "trongly agree GbE $gree GcE 2either agree nor disagree GdE :isagree GeE "trongly disagree.

9/

I ( . 1

5OR> EN&IRON(ENT & am satisfied ith the physical ? technical environment & am comfortable ith the machinery and materials handling e)uipments & am comfortable ith the space allotted bet een the furniture and e)uipment

GaE Gb E

GcE GdE

GeE

6 / 9

!y department is ade)uately illuminated !y department is ade)uately ventilated & am satisfied ith the infrastructure provided by the organization

>

& find my orking hours comfortable

II @ A

RE)ATIONS!I0 5IT! SU0ERIORS & have good rapport ith my superiors & am able to maintain cordial relationship ith my 99

GaE

GbE

GcE GdE

GeE

(0 (( (1

subordinates and colleges & am able to maintain control over my subordinates & am consulted and respected in major decision makingGby both subordinates and supervisorsE & do not find overlapping of authority among departments

III (6 (/ (9 (>

(OTI&ATION & am duly recognized for my efforts and hard ork & am re arded for innovative ideas? suggestions by the organization & am satisfied ith the promotion policies of my organization & am happy ith my present job? it holds good future prospects

GaE Gb E

GcE

GdE

GeE

I& (@ (A

RE(UNARATION & find the present pay scale commensurate ith my efforts & am satisfied ith the fringe benefits the organization provides

GaE

GbE GcE

GdE

GeE

& .0

0ER>S & am satisfied ith the perks the organization provides

GaE

GbE GcE

GdE

GeE

&I .(

%O$ SECURIT" !y organization provides me job security

GaE

GbE GcE

GdE

GeE

9>

..

!y job security based on my performance

&II .1

*RIE&ANCE !AND)IN* The grievance handling procedure in my organization is effective

GaE

GbE GcE

GdE

GeE

.6

& am able to freely communicate my grievance

&III ./ .9

0ER OR(ANCE A00RAISA) & am satisfied ith the organization<s techni)ues for evaluating my performance & find the policies to favour individuals and organizations development

GaE

GbE GcE GdE GeE

I< .>

TRAININ* AND DE&E)O0E(ENT & am highly satisfied ith the training and development program the organization provides

GaE

GbE GcE GdE GeE

< .@ .A 10

(ANA*E(ENT ST")E & am satisfied ith the line of management in my concern & am satisfied ith the decision making standards and plan of the organization 3pinion given is given due importance in decision making and for any change in respective department

GaE

GbE GcE GdE GeE

9@

<I 1( 1. 11 16 1/

7UA)IT" 0O)IC" & am a are of the )uality standards of the organization & am satisfied ith the &"3? +" certificate of the company & am adaptable to the changes due to &"3? +" certification & have ide prospects due to &"3? +" certification The )uality policy of the company is challenging yet

GaE Gb E

GcE Gd E

GeE

<II 19

CAREER COUNSI)IN* & am a are of the career counseling programme the organization offers

GaE

GbE GcE GdE GeE

1>

%areer counseling helps in career planning

<III 1@ 1A

INDI&IDUA)SCS *RO5T! O00URTUNIT" & feel that there is ade)uate opportunity for me to gro further & am provided ith ample opportunities by the management for my development

GaE

GbE GcE GdE GeE

60 6( 6.

& find my job interesting and prospective &f enhance my skills, & ill be given additional responsibility &nternal promotions are encouraged based on the 9A

individual performance

<I& 61

*OA)S AND RES0ONSI$I)ITIES The job descriptions are clearly given to me by the management

GaE Gb E

GcE Gd E

GeE

66 6/ 69 6>

!y individual goals are clear 3rganization goals are clearly defined !y contribution for the achievement of the organizational goal is clear to me & have been given ade)uate authority to fulfill my responsibility

<& 6@

I(A*E O T!E OR*ANISATION The job in this organization gives me a better status in the society

GaE

GbE GcE GdE GeE

6A /0

& feel to ork in my organization !y organization<s products have good name among the public >0

/( /.

& am happy about the gro th of my organization Cood ill of the organization is increasing

>(