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To Whom It May Concern

This Certify that Mr.Parmar Shailesh Babubhai student of Master of Labor Welfare has successfully completed his training project on subject Employees Job Satisfaction level in Gujarat Mitra Pvt. Ltd. In our organization. During time of his training we found him very sincere and hard working. We wish him for his bright future.

Manager Gujarat Mitra Pvt.Ltd.

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Index

Sr.No

Title

Page No. 3

Introduction

Abstract

History of News Paper In Gujarat

5-8

Company Profile

9-10

Theories Of Attitude

11-16

Theories Of Job Satisfaction

17-24

Method Of Study

18-28

Data Analysis & Data Presentation

29-45

Conclusion and Recommendations

46-47

10

Appendices

49-51

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Introduction
HRM is a term used to refer the philosophy, policies, procedures and practices related to the management of people begin an organization. Today every organization has to face highly competition. Therefore organizations try to do right thing at the right time. In that situation HRM plays major roll to achieve organizational goals. Satisfaction is the one of major concept in Human Resource Management. Employee satisfaction is a measure of how happy workers are with their job and working environment. Keeping morale high among workers can be of tremendous benefit to any company, as happy workers will be more likely to produce more, take fewer days off, and stay loyal to the company. There are many factors in improving or maintaining high employee satisfaction, which wise employers would do well to implement. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance; methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups, pay, work responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job; an affective reaction to ones job; and an attitude towards ones job. It has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviors. This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors.

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ABSTRACT
The project work entitled A study on employees Satisfaction towards Welfare Facilities with special reference to the GUJARAT MITRA PVT.LTD. the various factors that are concerned towards the attitude of the employees. The analysis has been made mainly based on the primary data that is by the employees opinion survey method. The researcher has taken a sample size of 150 and has used the stratified random sampling method to select the samples from the total population. The study gives the opinion of employees about all the H.R. functions of GUJARAT MITRA PVT.LTD., employment conditions, wages and incentives, interpersonal relationship, working conditions, management practices, etc. The researcher has used percentage analysis and CHI-Square test, and the study reveals that there is no relationship between JOB ENRICHMENT educational qualifications of the respondents, and there is no relationship between length of service of the respondents, and welfare facilities, and there is no relationship between the salary of the respondents and welfare facilities. The study has also revealed that most of the respondents have a positive attitude towards the welfare facilities, management practices and employment conditions, WELFARE

FACILITIES, INTER PERSONAL RELATIONSHIP, WORKING CONDITION the researcher has given suggestions for its improvement which includes suggestion schemes which may be transparent and promotions which may be made both based on seniority and performance to a certain level in the organizational hierarchy.

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History of News paper In Gujarat

A characteristic feature of early Gujarati journalism was the interest shown in commercial news, marketing and trading. The earliest Gujarati journal was a weekly, Mumbaina Samachar, founded by Parsi priest Furdonji Murzban in Bombay in 1822 with 150 subscribers a promising start for those days. Its main object was stated to be to publish market rates and serve the business community. Unlike many other newspapers of the period, it had a full-fledged printing press complete with types1. It was converted into a daily and renamed Bombay Samachar in 1832. In 1830, the Mumbai Vartman was launched by Naoroji Dorabji Chandaru. After a year, it developed into a bi-weekly with the extended title of Mumbaina Halkaru Ane Vartaman. It remained in publication for 13 years, and closed down in 1843. Jam-e-Jamshed, a weekly, was published by Pestonji Manekji in 1831. It became a daily in 1853 and was popular among the Parsis. Other newspapers which came out between 1832 and 1854 included Doorbin, Mombaina Kasud, Samachar Durpan, Chitranjan Darpan and Chabuk; none could exist beyond 1856. Interestingly, an English magistrate, Sir Alexander Kinlock Forbes, took a leading role in the development of Gujarati journalism in Ahmedabad and Surat. He helped the Gujarat Vernacular Society of Ahmedabad to launch the Vartaman in 1849. It was edited by an employee of the society. Another interesting aspect about early Gujarati journalism was: it was divided in two sections, Hindu and Parsi. The first Parsi newspaper, Bombay Samachar, started with an up-to-date printing press; the Vartaman was lithographed. The newspapers of each community took up the question of reform within that community. Bombay Samachar, however was an exception, which opened its doors to everyone without distinction. Forbes also promoted a bi-weekly Surat Samachar, in Surat in 1850 which, however, had only a brief existence. Surat had a journal devoted to prohibition, the

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Parhejhgar. In 1854, Lallubhai Raichand started the Shamasher Bahadur in Ahmedabad. Dadabhai Narojis started Rast Gofar (which means truth -speaker) in1851, whose mission was to work for social reform. It continued publication till 1921. The Hitechu was the first Gujarati daily. It was started as a bi-weekly in 1861; it was converted into a daily in 1873. It rendered great public service during the 40 years of its life. The Gujarati press was divided into the Hindu and Parsi sections and there was no love lost between the two. Anxious to stem the rot which had set in, some adventurous young men started papers with high ideals and principles; one of them was Prajabandhu, which was first published in 1895. Also belonging to this category was Gujarati Punch. The Kheda Vartman, a weekly, started in Kaira in 1861, celebrated its contenary in 1961. The Sanj Varman of Bombay (1902) was an influential evening paper. Sorabji Palonji Kapadia was the editor of Sanj Varman for a long time. It stopped publication in 1950. As Gandhis birthplace and the scene of the celebrated Salt March of 1930, Gujarat generated a press even more influenced by nationalist causes than elsewhere. Gandhi took over the Navjivan from Indulal Yajnik and converted it from a monthly into a weekly from Ahmadabad in 1919 at the time he broke into Indias national politics. Navjivan had great influence on Gujarati journalism. In 1919, its circulation was 9000 and the following year it jumped to 20000. It was renamed Harijan Bandhu in 1932 and Chandrasekhar Premshankar Shukla became its editor. It stopped publication in 1940 and after revival in 1946 continued for two years. The Gujarati press played a significant part in the freedom struggle and lent powerful support to Gandhi in the non-cooperation and constructive programmes. Among the doyens in Gujarati journalism, mention must be made of Amritlal Seth, who formed the Saurashtra Trust in 1931 and launched the Gujarati Daily Janmabhoomi on 9th June 1934 in Bombay. Samaldas Gandhi, another great name, was its editor. Samaldas Gandhi and his associates left Janmabhoomi after some time and started Vande Mataram and a war of words developed between the two papers. Amritlal Seth founded the Indian Languages Newspapers Association and organised a cooperative society to help finance needy Gujarati papers.

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Janmabhoomi grew into a media group2 which by 2011 published several publications including Pravasi Weekly, Vyapar, Phulchhab, Kutchmitra, and a literary magazine, Kavita. Among other distinguished journalists were Lchcharam Suryarm Desai, Sarabji Kapadia, Natwarlal I. Desai Ravishankar Mehta, K. M. Munshi and Kapilraj Mehta. Ahmedabad had no Gujarati daily paper till 1921. The first Gujarati daily from Ahmedabad was Swarajya with Nandilal Bodiwala as editor but it did not live for long. Bodiwala started an evening paper, Sandesh, with which Ahmedabad Samachar, a rival, was merged later. It became a morning daily in 1943. By 1958, Chimanbhai Patel was at the helm of affairs. His unique contribution to journalism was the Sunday Sanskar Poorti in Gujarati, which included many celebrities as columnists. He thus pioneered Sunday supplements in Gujarati journalism. Until 1984, Sandesh was a single-edition newspaper published from Ahmedabad. Then, under an expansion programme, new editions were launched in Baroda, Surat, Rajkot and Bhavnagar in 1985, 1989, 1990 and 1998, respectively. Another group which published a number of Gujarati papers is Lok Prakashan. It had several publications including the Gujarat Samachar3, a daily initially published from Ahmedabad in late 1940s; weekly Prajabandhu and evening daily Loknad. Gujarat did not have an English daily for a long time after Independence until the national dailies, Times of India and the Indian Express, brought out their editions from Ahmedabad. Another interesting feature of Gujarati journalism was: until the creation of a separate state of Gujarat in 1960, Mumbai was as much a centre of Gujarati publications as Ahmedabad. Indeed, in the early 1960s, the largest Gujarati daily newspaper Bombay Samachar continued to be published from Mumbai. After the state of Gujarat was created, however, the focus of Gujarati life turned increasingly towards Ahmedabad and the provincial towns of the new state. At the end of 1984, there were 43 dailies in Gujarati out of a total of 735 publications. By 2007-08, according to the figures given by the Registrar of Newspaper of India, the number of publications went up to 3005, of which 220 were dailies and 1410 were weeklies. According to the Indian Readership Survey 2011

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Q2, the five most read Gujarati dailies were Gujarat Samachar (readership: 44.44 lakh)4, Divya Bhaskar5 (35.36 lakh), Gujarat Sandesh6 (33.29 lakh), Saurashtra Samachar7 (2.3 lakh) and Gujarat Mitra8 (1.76 lakh)

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CompanyProfile

Established in 1863, the 'Gujaratmitra is one of the oldest newspapers in the country. A bi-weekly named 'Gujaratdarpan' was amalgamated in 1894 with the 'Gujaratmitra' and therefore the paper is known as 'Gujaratmitra & Gujaratdarpan'. Initially started as a weekly in 1936 the paper was converted into a daily. The spirit of patriotism and missionary zeal established by its founder Shri Dinshaw Ardeshir Talyarkhan was at its Zenith during the freedom struggle and has been maintained even today.

In 1998, the alliance of the Reshamwala family with the 'Gujaratmitra' completed its 100 years as Shri Uttamram Reshamwala joined it as sub-editor in 1898. Deeply concerned about the noble and idealistic policies of the paper and its future, in 1920, the aging and feeble Parsi owner could not find anyone more worthy and devoted than Shri Uttamram and urged him to purchase the press and take over the reins of the newspaper. Since then the 'Gujaratmitra' belongs to the 'Reshamwala' family. 1n 1937 Pravinkant, the younger son of Shri Uttamram Reshamwala had to take over the reins of the newspaper at the tender age of 19 on the sudden and untimely demise of his elder brother Shri Champaklal. With his strong determination, progressive policies and devoted love towards the 'Gujaratmitra', the late Shri Pravinkant Reshamwala nurtured the paper to a sound footing. After his demise in 1983 the 'Gujaratmitra' is in the hands of his son Shri Bharat Reshamwala.

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Theories of Attitude
Attitude: The importance of attitude in understanding psychological phenomenon was given formal recognition early in the history of social psychology. From the time of the concepts entry in to the language of psychology until now, interest in attitude has been strong and growing. However, over the years attitudes have been studied with differing emphasis and methods. Concept of Attitude: It is necessary to be precise in defining attitudes, because the variety of published definitions and descriptions is almost endless. Like any other concept, attitude may also be defined in two ways, Conceptual and Operational. There is quite a difference in the conceptual definition of the term attitude, and divergent points of view regarding the concept of attitude have developed. Major aspects: When the term first entered the field of social phenomenon, it was natural to conceive of attitude as a tendency, set or readiness to respond to some social object. For the first time, ALLPORT noted the definition of attitude, which he had observed contained the words readiness, set or disposition to act. Even ALLPORT has used these terms in defining attitude. He defines attitude as follows: Attitude is a mental and neural state of readiness organized through experience, exerting a directive or dynamic influence upon the individuals r esponse to all objects

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and situations with which it is related

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Features of Attitude:
Attitudes affect behavior of an individual by putting him ready to respond favorably to things in his environment. Attitudes are acquired through learning over a period of time. The process of learning attitudes starts right from the childhood and continues throughout the life of a person. Attitudes are invisible as they constitute a psychologied phenomenon which cannot be observed directly. They can be observed by observing the behavior of an individual. Attitudes are pervasive and every individual has some kind of attitude towards the objects in his environment. In fact, attitudes are forced in the socialization process and may relate to anything in the environment. Attitude, Opinion and Belief: An opinion is generally the expression of ones judgment of a particular set of facts, an evaluation of the circumstances presented to him. Thurstone defines opinion as a response to a specifically limited stimulus, but the response is certainly influenced by the predisposition with, with the individual is operating, that is, the attitude structure. A difference can also be made between attitude and belief. A belief is an enduring organization of perceptions and cognitions about some aspects of individual world. Thus, belief is a hypothesis concerning the nature of objects, more particularly, concerning ones judgments of the probability regarding the nature. In this sense, belief is the cognitive component of attitude which reflects the manner in which an object is perceived. The difference between attitude, opinion, and belief exists on conceptual basis. Most researchers believe that these three terms are so closely tied that it is difficult to separate them except on a limited conceptual basis. In the literature, often, there is a considerable amount of overlapping in these three terms. Most psychologists, however, believe that attitudes are more fundamental to human behavior than are the related aspects. For this reason, more attempts have been made to analyze attitudes as compared to others. Obviously attitudes are an important consideration because of their central position in the process of transforming work requirements in to efforts. Attitude alone do not influence behavior but these acts with other factors in the individual influencing behavior, such as personality, perception, motivation, etc. Further, attitudes are also affected by the individual dimension as well as the objects, persons, and ideas. Attitudes have been through as serving four functions

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and there by influencing the behavior. These are instrumental, ego defensive, value orientation and knowledge.

1. Instrumental: Attitudes serve as a means to reach a desired goal or to avoid an undesired one. Instrumental attitude are aroused by the activation of a need or cues that are associated with the attitude object and arouse favorable or unfavorable feelings. 2. Ego-Defensive: The ego-defensive functions of attitude acknowledge the importance of psychological thought. Attitude may be acquired by facing threats in the external world or becoming aware of his own unacceptable impulses. 3. Value Orientation: The value-orientation function takes in to account attitudes that are held because they express a persons self-image, or by cues that engage the persons values and make them salient to him. 4. Knowledge: The knowledge function of attitude is based on a persons need to maintain a stable, organized and meaningful structure of the world.

5. Attitude that provides a standard against which a person evaluates the aspects of his world and serve as the knowledge function too. These functions of attitudes affect the individuals way of interpreting the information coming to him. Since attitudes intervene between work requirements and work responses, information about how people feel about their jobs can be quite useful in the predication about work response. Thus, these types of attitudes can portray areas of investigation for making the individual and the organization more compatible. Factors in Attitude Formation: The attitudes are learned. Though there are different approaches as how learning works and is acquired by an individual, generally it is held that individuals learn things from the environment in which they interact. Thus, for attitude formation, all these factors must be taken in to account from which people learn. Such factors may be analyzed in terms of groups starting from the family as a group, an individual moves in a close group, then to longer groups, and finally to the society as a whole. A part from these groups, the individuals psychology which makes up particularly his personality, is also responsible for behavior and attitudes.

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Methods of Attitude Change: There are various methods through which a positive change in attitudes may be brought. In the social context, Cohen has suggested four methods for attitude change. They are Communication of additional information. In some or the other, all these methods involve introducing discrepancies among the elements making up the individuals attitudes in the hope that the elements will be rebalanced through the effective component of the attitudes. From the organization point of view, a Manager can take following actions in brining change in attitudes of its organizational members. Group action Persuasion through leadership Approval and disapproval of a particular attitude. Group influence, and Inducing engagement in discrepant behavior.

Persuasion through communication and Influence of total situation. These actions involve the analysis of different variables affecting a particular action.

Values and Attitudes: Some researchers see values as consisting of large sets of related attitudes. For example, Fishbein and Ajzen have included two components in attitudes-informational, emotional. Thus, they have taken values as a part of attitudes. However, some differences exist between values and attitudes. Attitudes are specific and related to distinct objects; people, or ideas. Values are more general than attitudes, values often contain statement of goodness or badness associated with the attitudes which people hold. Values are, then, beliefs about which attitudes we should have or how we should behave. Values and Behaviour: Behaviour of people is influenced by the values which they hold, particularly in terms of those stimuli which have some value orientation in the organizational context, understanding the influence of individual value system on the behaviour of individuals in the following manner:

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Values influence an individual perception about the problems he face s and consequently the decision he makes to overcome those problems. Values influences the way in which an individual looks at the other individual and groups of individuals, that is, interpersonal relationship. Values become the basis of such interpersonal relationship interactions. Individuals judge organizational success as well as its achievement of the basis of their value system. Thus, for some individuals, organizational success may be in the form of high- profit earning irrespective of the means adopted where as, this may be a mean thing for other individuals. Individuals set limit for the determination of what is ethical or unethical behaviour for themselves as well as for the others. Values determine the extent to which individuals accept organizational pressures and goals. If these do not match with the value held by them, they thwart the organizational pressures and goals, and even leave the organization.

Employees Attitudes towards the Organization: Attitudes are not the same as values, but the two are interrelated. You can see this by looking at the three components of an attitude: cognition, affect and behavior. The belief that discrimination is wrong is a value statement. Cognitive Component of an Attitude: It sets the stage for the more critical part of an attitude and is reflected in the evaluative statements concerning objects, people or events. The behavioral component of an attitude refers to an intention to behave in a certain way towards someone or something. In organizations, attitudes are important because they affect job behaviour. If workers believe, for example, that superiors, auditors, bosses, and time-and-motion engineers are all in conspiracy to make employees work harder for the same or less money, and then it makes sense to try to understand how these attitudes were formed, their relationship to actual job behaviour, and how they might be changed. Types of Attitudes: A person can have thousands of attitudes, but Organizational Behaviour focuses our attention on a very limited number of work-related attitudes. These work-related attitudes tap positive or negative evaluations that employees hold

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about aspects of their work environment. Most of the research in OB has been concerned with three attitudes: job satisfaction, job involvement, and organizational commitment.

Job Satisfaction: The term job satisfaction to an individuals general attitude towards his or her job. A person with a high level of job satisfaction holds positive attitudes about their job, while a person who is dissatisfied with his or her job holds negative attitudes about the job. When people speak of employee attitudes, more often mean job satisfaction.

Job Involvement: The term job involvement is a more recent addition to the OB literature while there isnt complete agreement over what the tem means. A workable definition states that job involvement measures the degree to which a person identifies him with his or her job and considers his or her perceived performance level important to self worth. Employees with a high level of job involvement strongly identify with and really care about the kind of work they do. Organizational Commitment: The third job attitude is organizational commitment, which is defined as a state in which an employee identifies with a particular organization and its goals, and wishes to maintain membership in the organization. So, high job involvement means identifying with ones specific job, while high organizational commitment means identifying with ones employing organization.

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Theories Of Job Satisfaction

At its most general level of conceptualization, job satisfaction is simply how content an individual is with his or her job. At the more specific levels of conceptualization used by academic researchers and human resources professionals, job satisfaction has varying definitions. Affective job satisfaction is usually defined as an unidimensional subjective construct representing an overall emotional feeling individuals have about their job as a whole. Hence, affective job satisfaction for individuals reflects the degree of pleasure or happiness their job in general induces. Cognitive job satisfaction is usually defined as being a more objective and logical evaluation of various facets of a job. As such, cognitive job satisfaction can be unidimensional if it comprises evaluation of just one aspect of a job, such as pay or maternity leave, or multidimensional if two or more facets of a job are simultaneously evaluated. Cognitive job satisfaction does not assess the degree of pleasure or happiness that arises from specific job facets, but rather gauges the extent to which those job facets are judged by the job holder to be satisfactory in comparison with objectives they themselves set or with other jobs. While cognitive job satisfaction might help to bring about affective job satisfaction, the two constructs are distinct, not necessarily directly related, and have different antecedents and consequences.

Dimensions of Job Satisfaction There are three generally accepted dimensions of job satisfaction. Job satisfaction is an emotional response to a job situation. Job satisfaction is often determined by how well outcomes meet or exceed expectations. For example, if organizational participants feel that they are working much harder than others in the same organization, but are receiving fewer rewards, they will probably have a negative attitude towards the work. Job satisfaction represent several attitudes, they are:

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Pay Promotion opportunities Working conditions Co-worker relationship Supervision The work nature

Need Hierarchy Theory for Job Satisfaction

One of the most widely mentioned theories of motivation is the hierarchy of needs theory put forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a hierarchy, ascending from the lowest to the highest, and he concluded that when one set of needs is satisfied, this kind of need ceases to be a motivator. As per his theory these needs are: Physiological needs :

These are important needs for sustaining the human life. Food, water, warmth, shelter, sleep, medicine and education are the basic physiological needs which fall in the primary list of need satisfaction. Maslow was of an opinion that until these needs were satisfied to a degree to maintain life, no other motivating factors can work.

Security or Safety needs : These are the needs to be free of physical danger and of the fear of losing a job, property, food or shelter. It also includes protection against any emotional harm.

Social needs

Since people are social beings, they need to belong and be accepted by others. People try to satisfy their need for affection, acceptance and friendship.

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Esteem needs

According to Maslow, once people begin to satisfy their need to belong, they tend to want to be held in esteem both by themselves and by others. This kind of need produces such satisfaction as power, prestige status and self-confidence. It includes both internal esteem factors like self-respect, autonomy and achievements and external esteem factors such as states, recognition and attention.

Need for self-actualization

Maslow regards this as the highest need in his hierarchy. It is the drive to become what one is capable of becoming; it includes growth, achieving ones potential and self-fulfillment. It is to maximize ones potential and to accomplish something. As each of these needs is substantially satisfied, the next need becomes dominant. From the standpoint of motivation, the theory would say that although no need is ever fully gratified, a substantially satisfied need no longer motivates. So if someone wants to motivate other one, need to understand what level of the hierarchy that person is on and focus on satisfying those needs or needs above that level. Maslows need theory has received wide recognition, particularly among practicing managers. This can be attributed to the theorys intuitive logic and ease of understanding.

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Factors Affecting Job Satisfaction

There are 6 main factors influencing on Job Satisfaction clustered as physical, psychological and environmental factors as below: Psychological Factors and Job Satisfaction

Health and Safety :

Managing safe and healthy work environments is one of the most important environmental challenges facing organizations. Good health and safety brings more benefits that are healthy workers are more productive and can produce at a higher quality. According to Maslows Hierarchy, physiological needs are the first stage in job satisfaction where as long are the work place is healthy and safe, it will create a pleasant and secure impression in employees mind towards work. Job Nature :

The main source of satisfaction is, of course, job itself. Researches, dedicated to job characteristics and carried out in correlation with working place projecting, testify that the very content of work and autonomy by its implementation represent two most important motivation factors correlated with labor. As research indicated, other main components of job satisfaction are interesting and difficult job without time for tedium and job giving a man one certain status. Dealing with a workload that is far too heavy and deadlines that are impossible to reach can cause job satisfaction to erode for even the most dedicated employee. Falling short of deadlines results in conflict between employees and supervisors and raises the stress level of the workplace. (Hill, 2008).

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Job Security

Job security is the assurance that a particular employee will have their job in long term due to the low probability of losing it potentially. Positive job security nature also adds more value to the image and the reputation of an organization as job offered has the guaranteed security and reliable. Also, job security has a great influence in increasing job satisfaction of its employees where once the employee is confident about not losing the job, it will create no mental stress where the employee has its own freedom to fully concentrate on the work they perform. An employee with a high level of job security will often performs and concentrates better than an employee who is in constant fear of losing a job. Although this fear can increase motivation in certain situations, a lack of job security can be a source of distraction and result in excess stress and low morale that hinders an employee's overall performance. (Thornton, ND). Job promotion :

Companies provide promotion to their employees considering experience, service and some companies reward promotions through measuring employees talents and capabilities. Using data from the 1989 and 1990 waves of the NLSY, Pergamit and Veum (1989) find a positive correlation between promotions and job satisfaction (Kosteas, ND). Companys give their priority to current employees to apply vacancy is arises. In that situation employees can achieve their individual goals obtaining promotion. Through such a situation, increases employees satisfaction and they more contribute to the productivity.

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Physical Factors and Job Satisfaction

Payment

Money rewards are multi complex and multisided job satisfaction factor. Money not only gives people an opportunity to satisfy their primary needs, but also fosters satisfaction of higher levels needs. Those who make more money are little more satisfied than those who make considerably less. Moreover, relatively well paid samples of individuals are only trivially more satisfied than relatively poorly paid samples (Judge et. Al, 2010). Employees more often perceive their salarys level as a reflection of that how management estimates their contribution to the companys activity. If employees have an opportunity to choose themselves to some extend independently indulgences from the whole package rendered by the company then they receive greater satisfaction from indulgences receivables and the job in the whole.

Working groups

Direct affect on job satisfaction makes the very nature of work groups. Working group serves for a single worker is a source of support, comfort, advice and enjoyment from the very job. A good working group fosters a gaining of a greater joy and pleasure from job. On another hand, when the opposite situation is observed, when it is hard to get along with the people, the given factor imposes negative impact on job satisfaction

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Welfare Services :

Welfare includes anything that is done for the comfort and improvement of employees and is provided over and above the wages. Welfare helps in keeping the morale and motivation of the employees high so as to retain the employees for longer duration. Labor welfare includes various facilities, services and amenities provided to workers for improving their health, efficiency, economic betterment and social status.

Use of skills and abilities:

Everyone has skills and abilities. Some are unique aptitudes and talents, which may include musical abilities (singing, playing an instrument, composing music), artistic skills (drawing, painting, sculpting), athletic skills (running, jumping, throwing), or any other ability that comes easily and naturally. Some skills and abilities are used in daily work life. The company should identify which skills and abilities are available in the employee and should give opportunities for improve them.

Environmental Factors and Job Satisfaction Working conditions :

One more factor imposing moderate impact on job satisfaction is working conditions. If conditions are good (e.g. offices are neat and cozy, clean and engaging), staff could easier manage their job. If bad working conditions were available (e.g. it is hot or noisy in the office), it would be more difficult for employees to implement their work. Otherwise, working conditions affect job satisfaction similar to working groups influence. If all were favorably around, there would not be problems with job satisfaction.

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Management style & culture

Organizational culture is the organizations pattern of beliefs, expectations, and values as in company and industry practices. A major organizational factor to which new employees must be socialized is the culture of the group they are joining. The potential benefits of improved job design are unlikely to be realized, if attention is focused on the content of jobs alone. Equal, if not more important, is the process by which redesign is carried out. This has led to recognition of the importance of management style and, increasingly, of organization culture. Central to improving the quality of working life is a participative, open style of management involving employees in decisions that affect them, including the design or choice of the technology itself. Personnel policies, including those related to pay and benefits, should attempt to develop a relationship of trust among all members and sections of the organization, and a confident partnership approach to trade unions.

Conceptual Framework
Independent Variables Variable Psychological Factors Health and safety Working responsibilities Job Security Promotion Job Satisfaction / Physical Factors Payments Co-workers Welfare services Use of skill & abilities Job Dissatisfaction Dependent

Environmental Factors Good working environment Management style & culture

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Method of the Study

Introduction This chapter mainly analyze the methodology of the study where it further describe the population of the study, sample selected, sampling techniques used in selecting the sample, data collection methods used and strategies in which the collected data is being analyzed.

Population All non- managerial & Managerial employees at Gujarat mitra Pvt. Ltd at the production level has a counting of 125 heads.

Sample In obtaining samples of people for the evaluation, total Managerial & nonmanagerial employees must me classified in to strata such as Machine Operators, Jounaralists, Computer Operators, Administration staff and Marketing Staff. For this, the stratified sampling method was used. Once the total of 125 employees was divided in to strata, random sampling method was used in selecting a portion of employees from each strata for further analyzing. Following shows the randomly selected sample per strata.

Employee Allocation to Samples 1. Editorial Dept. 2. Advertisement Dept. 3. Marketing & Circulation Dept. 4. Machine Dept. 5. HR & Administration Dept. 6. Parcel 7. Computer Dept. (10/125) x 100 = (8/125) x 100 (10/125) x 100 = = 8% 6% 8% 5% 4% 5% 4%

(6/125) x 100 = (5/125) x 100 = (6/125) x 100 = (5/125) x 100 =

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Department

Total Employees

No. of Sample

% from the Total

Editorial

30

10

8%

Advertisement

15

6%

Marketing & Circulation

20

10

8%

Machine

15

5%

HR & Admin

10

4%

Parcel

15

5%

Computer

20

4%

Total

125

50

In evaluating, each employee will be questioned through questionnaires for their current job satisfaction level, those factors which have influenced their job satisfaction currently, those factors which could positively/ negatively affect the current satisfaction level potentially and etc.

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Data Collection

As a measure of data collection, I have made use of a structured questionnaire which includes closed questions in retrieving data and current status of factors affecting job satisfaction at Gujarat Mitra Pvt.Ltd. The questionnaire consists of two sections where section (A) consists of 6 questions which collect data upon demographics factors of employees such as age, gender, salary distribution & etc. Under section (B), it accommodates 9 questions which further collect data upon factors which has a direct relevance to physical, psychological and environmental factors which affects job satisfaction of the employees. Questionnaires were distributed personally among 50 employees selected from the total of 125 where they were given a duration of 1 day to fill in the questionnaires. None from the 50 questionnaires were eliminated for disqualified answers where all 50 questionnaires were used in the research. In collecting them back, they were asked to hand them over to their department supervisor from where I collected the questionnaires for analyzing.

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Data Analysis

Data are being analyzed in identifying the relationship and impact rate of physical, psychological and environmental factors on job satisfaction of employees at Gujarat Mitra Pvt.Ltd.. Therefore, the analysis is more Object Oriented. Under section (A), all demographic factors are analyzed with use of percentages in analyzing the general distribution of gender, age, civil status, education, service and salary. Under the section (B), the data are being analyzed under three factors: physical, psychological and environmental. Each factor analysis was made easy by further clustering each factor in to sub factors where each sub factor was allocated with a question.

Physical factors promotions

Health & Safety, working responsibilities, job security,

Psychological factors skills & abilities Environmental factors:

Payments, Co- workers, Welfare Services, Use of

Working environment, Management style & culture

Since the research is qualitative, general qualitative data analyzing techniques are difficult to be applied in data analysis. But to serve the purpose, qualitative data analysis has been done.

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Data Analysis & Data Presentation

Introduction:

This chapter covers the data presentation and analysis of the study. This study covers a sample of 50 employees selected at randomly out of employees of the Gujarat Mitra Pvt.Ltd. All employees selected randomly and all of them represented the department of the factory which is sewing, cutting and printing. As well as all of employees were non managerial level. Data analysis part will be divided in to two sections. First part will deploy to analyze and present general and demographic information. Second part will deploy to analyze employee response with respect to each factor. It is clarifies each factors relative importance and position among all factors.

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Presentation and Analysis of Demographic variables Gender distribution

Gender Distribution Data Grid Sex Male Female Total No of Employees 14 36 50 % 28% 72% 100%

Gender Distribution Chart

Gender Distribution
15
Male

35

Female

The sample consists with 50 of employees. Out of the sample 14 of them were male, and they represented 28% of the sample. Rests of 36 employees were female and they represented 72% of the total sample. According that, female population is the dominated fraction of the sample.

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Age Distribution

Age Distribution Data Grid Age (Years) 16-20 21-30 31-40 Above 40 Total No Of Employees 2 38 9 1 50 4% 76% 18% 2% 100% %

Age Distribution Chart

Age Distribution
2% 4% 18% 16-20 21-30 31-40 Above 40 76%

At the beginning of the study, all employees are categorized age wise. Thereby total sample divided in to four categories. First category is 16-20 age range. 02 of employees were belonging to that category and represent 4% of total sample. Second category is 21-30 age range. There were 38 employees in that category and they represented 76% of total sample. Third category is 31-40 age range. 9 of employees were there and represented 18% of total sample. Even though there is a one employee in above 40 age range and it represent 2%. According that 21-30 range is the largest of the sample.

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Civil status

Civil Status Data Grid Civil Status Married Unmarried Divorced Total No of Employees 20 29 01 50 % 40% 58% 02% 100%

Civil Status Distribution Chart

Civil Status Dictribution

2%

40%

Married Unmarried

58%

Divorced

There were 20 married employees, 29 unmarried employees and 01 divorced employee. Married employees represent 40% of the total sample. Unmarried employees represented 58% and divorced employee represent as 02% of total sample.

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Education Level

Education Data Grid Educational level Up to 10th Up to 12th Graduate Post graduate Total No of Employees % 2 8 27 13 50 04% 16% 54% 26% 100%

Education Distribution Chart

Education Distridution
2 13 8
Up to 10th Up to 12th Graduate Post graduate

27

Firstly, employees who are educated up to year 8 (2 employees) which represented 4% of the total sample. Secondly, employees who are educated up to year 10 (08 of employees) represented 16% of the total sample. Thirdly, 27 of employees had passed ordinary level and represented 57% of the total sample. Advanced level passed employees were 26% of the total sample and 13 of employees belong to that category. Even though I inserted a category for high education, none were included.

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Service

Service Distribution Data Grid Period of Service Below 01 year Year 01-03 Year 04-07 Above 07 years Total No of Employees 8 13 18 11 50 % 16% 26% 36% 22% 100%

Service Distribution Chart

Service Distribution
22% 16%

Below 01 year Year 01-03 26% Year 04-07 Above 07 years

36%

This component represents the number of years of employee service with the company. 08 of

employees have worked less than one year and they represented 16% of the sample. The employees, who are employing greater than one year and less than three years, were 13 of the sample and represented 26% of the total sample. 18 of employees, who worked greater than four years and less than seven years, were represented 36% of the sample. 11 of employees belong to higher service category. That is the category beyond seven years. They represented 22% of the total sample.

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Salary distribution

Salary Distribution Data Grid Salary 6500-7500 7501-8500 8501-9500 More than 9500 Total No of Employees 10 14 13 13 50 % 20% 28% 26% 26% 100%

Salary Distribution Chart

Salary Distribution
20% 6500-7500 7501-8500 8501-9500 28% 26% More than 9500

26%

According to collected data, 10 employees belong to Rs.6500-7500 range which is 20% of the sample. 14 employees earned beyond Rs.7500 - 8500 range which represented 28% of the total sample.13 employees belong to Rs.8501-9500 range were they represented 26% of the sample. Also 13 of employees have earned more than Rs.9500 which represented the 26% of the total sample.

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Psychological Factors Employee Attitudes towards Health & Safety

Health & safety data grid Level No of Employees High Moderate Low Total 48 2 0 50 96% 4% 0% 100% %

Health & safety chart

Health & Safety

4% 0%

High Moderate Low 96%

According to the collected data, 48 employees had high attitudes towards health and safety and they represented 96% of the total sample. There are two employees who had moderate attitudes and represented 4% of the total sample. No employees seem to have low attitude on health & safety of the organization.

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Employee Attitudes towards the Working Responsibility

Working responsibility data grid Level High Moderate Low Total No of Employees 42 3 5 50 % 84% 6% 10% 100%

Work Responsibility chart

Work Responsibility
6% 10% High Moderate Low 84%

Work responsibility denotes employee attitude towards work performed. According to summarized data, 42 employees had high level attitudes with work responsibility and they represent 84% of the total sample. There are 3 employees were moderate level and 5 employees were low level attitudes towards the working responsibility. They were represent 6% and 10% accordingly of the total sample.

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Employee Attitudes towards the Job Security

Job security data grid Level No of Employees High Moderate Low Total 31 7 12 50 62% 14% 24% 100% %

Job security chart

Job Security

24% High Moderate 14% 62% Low

According to collected data, 31 employees had high attitudes with the job security and they represented 62% of the total sample. 7 employees were moderate l and it represents 14% of the total sample. Out of the sample, 12 employees had low attitude with job security and they represented 24% of the total sample.

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Employee Attitudes toward the Promotion

Promotion data grid Level No of Employees High Moderate Low Total 30 6 14 50 60% 12% 28% 100% %

Promotion chart

Promotion

28%

High Moderate

12%

60%

Low

According to collected data, 30 employees had high attitudes towards promotions and they represented 60% of the total sample. There are 6 moderate employee attitudes about promotion sand where they represent 12% of the sample. 14 employees had low attitudes about promotions and representing 28% of the total sample.

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Physical Factors Employee Attitudes towards the Payments

Payments data grid Level No of Employees High Moderate Low Total 35 4 11 50 70% 8% 22% 100% %

Payments chart

Payments
22% High 8% 70% Moderate Low

This component indicates employee attitude towards the payments scheme. According to collected data, 35 employees had high attitudes and they represent 70% of the total sample. Out of the sample, 4 employees were moderate and representing 8% of the sample. 11 employees had low attitudes and they represent 22% of the total sample.

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Employee Attitudes toward the Co-workers

Co- workers data grid Level No of Employees High Moderate Low Total 47 01 02 50 94% 2% 4% 100% %

Co- workers chart

Co- workers
2% 4%

High Moderate Low 94%

According to collected data, 47 employees had high attitudes towards their co-workers and they represented 94% of the total sample. There is one moderate employee and who represents 2% of the total sample. In the third category, two employees had low attitudes were they represent 4% of the total sample.

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Employee Attitudes towards the Welfare Service

Welfare Services data grid

Level

No Employees

of %

High Moderate Low Total

36 06 08 50

72% 12% 16% 100%

Welfare chart

Welfare
16% High 12% 72% Moderate Low

This component indicate that employee attitudes towards the welfare service provided by the company. According to the collected data 3 employees were high attitudes and they represent 72% of the total sample. Out of the sample 6 employees were moderate attitudes and they represent 12% of the sample. 8 employees were low attitudes and they represent 16% of the total sample.

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Employee Attitudes towards Using Employee Skills and Abilities

Using employee skills & abilities data grid Level No Employees High Moderate Low Total 33 06 11 50 66% 12% 22% 100% of %

Using employee skills & abilities chart

Using Employee Skills & Abilities

22% High 12% 66% Moderate Low

According to collected data, 33 employees had high attitudes towards using employee skills and abilities where they represent 66% of the total sample. 6 employees were moderate and represent 12% of the total sample. Out of the sample, 11 employees had low attitudes and they represent 22% of the total sample.

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Environmental Factors Employee Attitudes towards the good working environment

Working environment data grid Level No of Employees High Moderate Low Total 42 4 4 50 84% 8% 8% 100% %

Working environment chart

Working Environment
8% 8% High Moderate Low 84%

This component represents those employee attitudes towards good working environment. In that situation, 42 employees had high attitudes and represent 84% of the total sample. Out of the sample, 4 employees were moderate and other 4 employees had low attitudes where each represents 4% of the total sample.

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Employee Attitudes towards the Organizational Style and Culture

Organization style and culture Level No of Employees High Moderate Low Total 42 02 06 50 84% 4% 12% 100% %

Organization style & culture chart

Organization style and culture

4% 12% High Moderate Low 84%

According to collected data, 42 employees had high level attitudes and represent 84% of the total sample. 2 employees moderate and they represent 4%. Out of the sample, 6 employees had low attitudes about the organizational style and culture and they represent 12% of the sample.

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Conclusion and Recommendations

Introduction

At the outset of this research study, it was taken more effort to clarify research matter. Those were, identify what are the factors affecting to non managerial level employees of Gujarat Mitra Pvt.Ltd in Surat. With a view to clarify those above matters, well-

structured questionnaires were distributed among operational level employees of Gujarat Mitra Pvt.Ltd. Collected data expressed following kind findings and conclusions. And finally present recommendations regarding this study.

Conclusion

Above is a research done based upon analyzing the impact of physical, psychological and environmental factors on job satisfactions of employees of Gujarat Mitra Pvt.Ltd A sample of 50 employees was randomly selected from five stratas which were selected through stratified sampling technique. Questionnaires were distributed among these employees in gathering data with based on physical, psychological and environmental factors affecting their job satisfaction. Questionnaire consisted of two sections where section A consisted of gathering data on demographic factors and section B involved gathering data on three independent factors. Once data was selected, pie charts and data grids were made use of in presenting the collected data. After the data presentation, qualitative data analysis methods were used in analyzing and drawing conclusions upon collected data even though the collected data are of qualitative nature. As the findings record, above analysis of physical factors correlation coefficient is 0.0192. This value is positive but it is not strong. Therefore it is a weak positive relationship between physical factors and job satisfaction. According to that, situation hypothesis can be accepted. In psychological factor analysis, correlation coefficient marked a 0.015. This value is positive but it is not yet strong. Therefore it can be said that there is a weak positive relationship between psychological factors and job satisfaction. Finally the environmental factor analysis correlation coefficient marked 0.0172 where there is also a weak positive relationship between environmental factors

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and job satisfaction.

According to that situation hypothesis can be accepted and

alternatives can be rejected. With use of data analysis, it is understandable that employees pers onal matters affect their job satisfaction and that employees are expecting the management to make remedial actions on factors such as psychological, physical and environmental in order to maintain those them in favorable manner. Recommendations

The findings of this study indicate that psychological, physical, and environmental factors are affected to the job satisfaction of employees of Gujarat Mitra Pvt.Ltd in Surat. But those factors are not strongly affected to their job satisfaction. Because, according to the each factors value of correlation coefficient is weak. Finally Researcher can say, sometimes those factors are affected to the job satisfaction of non managerial level employees. But some other factors may be affected to their job satisfaction. Management should pay their attention on providing satisfying salary for employee contribution. Also they should be concerned about providing additional benefits (especially financial benefits) to its non managerial employees. Management should pay attention on providing employee welfare services, health and safety, job security, working responsibilities and good working environment for worker level employees. Management should give more opportunities for promotion and develop their skills and abilities of non managerial level employees. Employees are interested in having friendly environment. Therefore management must get more acquainted with this employees and make employees see them as a leader, not as a boss. Since employees are interested in having good cooperation with colleagues, management should make sure to have a working environment where good cooperation and mutual respect exist. Therefore management should maintain proper grievance handling procedure in the company to support to solve their problems.

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Appendices
Appendix 1: Questionnaire

Questionnaire to Find Out job Satisfaction Level of Employees in Gujarat Mitra Pvt.Ltd.

Dear Sir / Madam, With reference to the requirements of the degree program of Department of human recourse development, Master of Labour Welfare, I wish to collect data from you on the topic of Job Satisfaction Of Gujarat Mitra Pvt. Ltd. So I would like to keep privacy of the information and data that you provided to me. I assure this information is used only for the academic purposes.

This questioner consists of two (2) sections. Please attend all questions included here. Please tick () in relevant cage in Section (A) and (B)

Division :...

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Section (A)

1. Gender: Male Female 2. Age: More than 16 less than 20 Between 21-30 Between 31-40 More than 41 3. Civil Statues: Married Unmarried Widow 4. Educational Qualifications Up to 10th Up to 12th Graduate Post Graduate

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5. Number of years served in the company Bellow 1 year Between 1-3 Between 4 -7 More than 7 years

6. Salary Scale Rs.6500 - Rs. 7500 Rs.7501 - Rs. 8500 Rs.8501 - Rs.9500 Above Rs.9501 Section (B) Please rate the following criteria from the range of 1 5 where 1 signifies the lowest rating and 5 denotes the highest rating. 1 1) Are you satisfied over health and safety measures of the organization? (Quality of the equipments, awareness for preventing accidents, level of health and sanitary facilities) 2 3 4 5

2) Are the work load and responsibilities allocated fair and equally distributed? (freedom given by the company to plan your job, Job responsibilities, Salary and responsibilities)

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3) What is your attitude towards the current job security? (Social factors, Other jobs, Job security) 4) Are you satisfied over the existing promotion strategies? (Performance evaluation, Opportunities for promotions) 5) Do you think the payments made are at satisfactory level? (Salary, Basic needs, Knowledge, skills & abilities) 6) What is your attitude towards co- workers? (relationships with co-workers, other department members and supervisors) 7) What is your attitude towards using employee skills and abilities? (Encouragements for innovations, Opportunities for creative ideas, Quality of training programs) 8) Are you satisfied over the working environment? ( Influences for mental & physical health, Location of work, Illumination level) 9) Do you agree to accept organization style and culture? (Management systems, Organizational Factors include nature and size, formal structure)

** Thank You for Your Cooperation **