WIP

The Western India Plywoods Ltd.
EXECUTIVE SUMMARY
A job is a part of one's life and such work not only a physical needs fulfilled through monetary gain but also gives psychological satisfaction. It is thus, work with which an individual finds opportunities for satisfying some of his social and personal needs as well. The term job satisfaction refers to an individuals attitude towards his or her job. A person with high level of job satisfaction holds positive attitude toward his job while a person who dissatisfied with his job holds negative attitude towards his job. Consumption of wood in one or other form will remain as long as human life exists. The small and large manufactures of our country plays an inevitable role in the total development of the country. The WIP Ltd is the largest wood processing complex in South Asia. It was established in the year 1945 as the ply wood unit and expanded to produce the diverse product mix, which it now offers to its consumers. Thus, this study makes an attempt to find out the Job satisfaction of employees at the WIP Ltd. Primary data were collected through questionnaires and interviews and secondary data were collected from official records and office brochures. To determine the level of Job satisfaction of employees, several variables are considered like age, educational qualification, experience of employees, time spend with family, wage level, training programmes, opinion about job security, workplace relationship, promotion policy etc. Out of total strength of 1300 employees, a sample population of 100 employees was selected for the study. For the analysis of data, simple percentage analysis method was used. Tables and charts were used in the study. After conducting this study, it is revealed that the organisation should improve the promotional policy and also have to impart more training to the employees which ensure an ongoing improvement of employee satisfaction level.
Centre for MBA, Nileshwar
Most manufacturer believe that satisfied employees are more productive than unsatisfied employees. A sound human ensures management based on the norms of social welfare contribution statically for the better employee relations, high productivities and consequently better predictabilities it organization. The term job satisfaction not only covers the satisfaction derived from the job by labourers but their surroundings, supervisors and the managers, their way of approaching and handling the labourers to accomplish a particular job, nature of the communication, workplace, work particulars etc. Job satisfaction is the sense of inner fulfilment and pride achieved when performing a particular job. Job satisfaction occurs when an employee feels he has accomplished something having importance and value worthy of recognition; sense of joy.
INTRODUCTION
Job satisfaction represents a persons positive feeling towards his job. It is an integral component of organizational climate and an important element in management- employee relationship. It receives the attention of researchers, managers, and Government because of its effect on employee turnover, absenteeism, accidents, and unionisation and indirectly on productivity. Job satisfaction is defined as "the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs". This definition suggests job satisfaction is a general or global affective reaction that individuals hold about their jobs. While researchers and practitioners most often measure global job satisfaction, there is also interest in measuring different "facets" or "dimensions" of satisfaction. Examination of these facet conditions is often useful for a more careful examination of employee satisfaction with critical job factors. Traditional job satisfaction facets include: co-workers, pay, job conditions, supervision, nature of the work and benefits. Job satisfaction in simple words is an individuals emotional reaction to the job itself. Its a persons attitude towards the job. Job satisfaction is a positive emotional state that occurs when a persons job seems to fulfil important job values, provided these values are compatible with ones needs. People spent a sizeable amount of their time in work environment. From any minimally humanitarian point of view, they expect that portion of their lives to be more or less pleasant, agreeable, satisfying and fulfilling. Job satisfaction is the fulfilment and gratification that comes from work. It is not only the money, the benefits or the vacations. It is the good feelings that an employee receives from doing the work itself. Job satisfaction comes when one accepts a job for what it is and exploits the sources of satisfaction that comes with it. Many different sources of satisfaction are tied to the same job. Good feelings can come from high performance, quality work, learning new skills, working as part of a team, assisting co-workers, demonstrating personnel growth and receiving complements.
Job satisfaction means something more than a worker being dissatisfied with the job. A worker may be satisfied with the work or may be dissatisfied with the work environment. Those who feel Job satisfaction usually reflects that in the way they walk dress and greet others. They seem to be enthusiastic. Job satisfaction is in regard to ones feelings or state of mind regarding the nature of their work. Job satisfaction can be influenced by a variety of factors. Eg: the quality of ones relationship with their supervisor, the quality of the physical environment in which they work, degree of fulfilment in their work etc. Job satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviours such as organizational citizenship, absenteeism, and turn over. Further Job satisfaction can partially mediate the relationship of personality variables and deviant work behaviours. Job satisfaction, a worker's sense of achievement and success, is generally perceived to be directly linked to productivity as well as to personal wellbeing. Job satisfaction implies doing a job one enjoys, doing it well, and being suitably rewarded for one's efforts. Job satisfaction further implies enthusiasm and happiness with one's work. The Harvard Professional Group (1998) sees job satisfaction as the keying redient that leads to recognition, income, promotion, and the achievement of other goals that lead to a general feeling of fulfilment. Job satisfaction describes how content an individual is with his or her job. It is a relatively recent term since in previous centuries the jobs available to a particular person were often predetermined by the occupation of that persons parent. There are a variety of factors that can influence a persons level of job satisfaction. Some of these factors include the level of pay and benefits, the perceived fairness o the promotion system within a company, the quality of the working conditions, leadership and social relationships, the job itself (the variety of tasks involved, the interest and challenge the job generates, and the clarity of the job description/requirements).
The happier people are within their job, the more satisfied they are said to be. 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 workgroups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to relate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Definition 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. Weiss (2007) 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 behaviours. This definition suggests that we from attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviours. According to Keith Davis Job satisfaction is the favourableness or unfavourableness with which the employees view their work. According to Hoppock, Job satisfaction is a combination of psychological, physiological and environmental circumstances that cause a person to say, I am happy with my job. PC Smith defines Job satisfaction the persistent feeling to words discriminable aspects of the job situation. According to Edwin A Locke, Job satisfaction may be viewed as the pleasurable emotional state resulting from the perceptions of ones job as fulfilling or allowing the fulfilment of ones important job values, provided these values are capable with ones needs.
Importance to worker and organisation Frequently, work underlies self-esteem and identity while unemployment lowers selfworth and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and enthusiasm which can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational success are major factors in personal satisfaction, selfrespect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity the quantity and quality of output per hour worked seems to be a by product of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzberg's (1957) have shown at least low correlation between high morale and high productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline. Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked to a healthier work force and has been found to be a good indicator of longevity. And although only little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people and soon we will have a new and better factory".
Creating job satisfaction So, how is job satisfaction created? What are the elements of a job that create job satisfaction? Organizations can help to create job satisfaction by putting systems in place that will ensure workers are challenged and then rewarded for being successful. Organizations that aspire to creating a work environment that enhances job satisfaction need to incorporate the following: Flexible work arrangements, possibly including telecommuting Training and other professional growth opportunities Interesting work that offers variety and challenge and allows the worker opportunities to "put his or her signature" on the finished product Opportunities to use one's talents and to be creative Opportunities to take responsibility and direct one's own work A stable, secure work environment that includes job security/continuity An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members Flexible benefits, such as child-care and exercise facilities Up-to-date technology Competitive salary and opportunities for promotion Probably the most important point to bear in mind when considering job satisfaction is that there are many factors that affect job satisfaction and that what makes workers happy with their jobs varies from one worker to another and from day to day. Apart from the factors mentioned above, job satisfaction is also influenced by the employee's personal characteristics, the manager's personal characteristics and management style, and the nature of the work itself. Managers who want to maintain a high level of job satisfaction in the work force must try to understand the needs of each member of the work force. Forexample, when creating work teams, managers can enhance worker satisfaction by placing people with similar backgrounds, experiences, or needs in the same workgroup. Also, managers can enhance job satisfaction by carefully matching workers with the type.
Determinants of job satisfaction Job satisfaction is a complex concept and it is difficult to measure it objectively. There are several elements that contribute towards job satisfaction.
Nature of job Job satisfaction is related to the aptitude of the employee. If the employee is given a work for which he has no aptitude, the job will provide no attraction to him. Hence the question of contribution, creativity or motivation does not arise. It is for the management to design jobs in such a manner that each worker gets the job of his own choice.
Nature of supervision The employee centred supervisory style enhances Job satisfaction as the leader looks after subordinates carefully, displays friends, respect etc., towards him. On the other hand, production oriented leader may cause low Job satisfaction to the employees and may affect the turn over and absenteeism adversely. This all depends up on the situation.
Working conditions Job satisfaction is related to working conditions also. Working conditions that are compatible with an employees physical comfort and that facilitate doing a good job contribute to Job satisfaction. Temperature, humidity, ventilation, lighting and noise, hours of work, cleanliness of the work place, and adequate tools and equipments are the features which affect Job satisfaction.
Rewards Economic rewards play a significant role in influencing Job satisfaction. This is because of two reasons. First money is the important instrument in fulfilling ones needs; secondly, employees often see pay as a reflection of managements concern for them. Employees want a wage pay system, which is simple, fair, and in line with their expectations. When pay is seen as fair, based on job demands, individual skill level and community pay standards, satisfaction is likely to result.
Opportunity of promotion Promotional activities affect Job satisfaction considerably. The desire for promotion in generally strong among higher level employees as it involves change in job content, pay, responsibility, autonomy, status and the like. It is no surprise that the employee takes promotion as the ultimate achievement in his career and when it is released, he feels extremely satisfied.
Nature of work group It is the work group that fulfils the need for social interaction of the members. If the worker has good relation with the fellow employees and the supervisor, he will feel satisfied. If the work group enjoys higher status, his Job satisfaction will increase further.
Employee morale If the employee morale in an organisation is higher, satisfaction with job is likely to be higher and vice-versa. The workers will be loyal to the organisation if their morale is higher. The rates of absenteeism and labour turn over will also below because of psychological satisfaction from the job.
Age The employees experience different degree of Job satisfaction at different stages of their lives. Job satisfaction is higher at the initial stage, gets gradually reduced, starts rising up to a certain stage and finally dips to a low degree. When an individual joins to an organization, he may have some unrealistic assumptions about what they are going to aquire from their work. These assumptions make them more satisfied. However, when these assumptions fall short of reality, Job satisfaction goes down. It starts rising again as the people start to assess the job in the right perspective and correct their assumptions. At the last, particularly at the end of the career, Job satisfaction goes down because of the fear of retirement and future outcome.
Thus all the factors together contribute to words Job satisfaction. A worker can attain satisfaction from all these sources, which are related to his work.
Improving job satisfaction Job satisfaction plays significant role in the organisation. Therefore, managers should take concrete steps to improve the level of Job satisfaction. The level of Job satisfaction can be improved by undertaking the following interventions. Improving working conditions One simple, prescribed solution to increase Job satisfaction is to improve organisational sore parts, by identifying the root cause of Job satisfaction; the management can evolve a strategy for remedial action. Transferring discontented workers In some cases it is also possible to mitigate dissatisfaction by transferring the disgruntled employee to another job matching his tastes and preferences. This transfer achieves a better fit between individual and job characteristics and promotes Job satisfaction. This type of transfer cannot be without certain constraints. The unsatisfied person may be unwilling to move from the existing position or he may be incompetent to hold other challenging jobs. Changing perceptions Employees sometimes have misconceptions about many aspects of job.
Dissatisfaction arises from the misperceptions about the organisation. Employees may be misinformed about certain issues. In such cases, management can change the perceptions of unsatisfied employees and restore Job satisfaction. Initiate morale building programmes Organization conducts programmes of development where in morale building becomes a major part. Even the successful organizations also conduct new programmes to keep the morale and Job satisfaction at higher levels. Better supervision The type of supervision affects as in each type of supervision, the degree of importance attached to individuals varies. Job oriented supervision emphasises mainly on the performance if the job and people become secondary. This situation
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decreases Job satisfaction. Where as in employee oriented supervision, there is more concern for people which is perceived favourably by them and provides them more satisfaction. Thus the level of Job satisfaction can be improved by improving the type of supervision. Equitable rewards The degree of Job satisfaction can be improved by strengthening the type of linkage that is provided between the job performance and rewards. If the reward is based on the job performance and equitable, it offers higher satisfaction. If the reward is perceived to be based on considerations other than the job performance, it affects Job satisfaction adversely. Better opportunity for promotion The employee level of satisfaction will be improved if there is better opportunity for promotion in the future. If the opportunity for promotion is lacking, it reduces satisfaction. Effects of job satisfaction Job satisfaction has a variety of effects. These affects may be seen in the context of productivity, absenteeism, and turn over etc. Job satisfaction can be an important indicator of how employees fell about their jobs and a predictor of work behaviours such as organizational citizenship, absenteeism and turnover. Further, Job satisfaction can partially mediate the relationship of personality variables and deviant work behaviours. One of the common finding is that Job satisfaction is correlated with life satisfaction. The correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their jobs and people who are satisfied with their job tend to be satisfied with life. However some research has found that Job satisfaction is not significantly related to life satisfaction when other variables such as non-work satisfaction and core self evaluations are taken into account.
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Motivation attitude and job satisfaction Motivation implies the willingness to work or produce. A person may be talented and equipped with all kinds of abilities and skills but may have no will to work. Satisfaction implies a positive emotional state, which may be totally unrelated to productivity. Attitudes are predispositions that make the individuals behave in a characteristic way across situations. They are precursors to behaviour and determine its intensity and direction. Job satisfaction on the other hand, is an end state of feeling which may influence sub sequent behaviour. In this respect, job attitudes and Job satisfaction may have something in common. But if we freeze behaviour, attitude would initiate it while Job satisfaction would result from it. One of the tasks of manager is to provide satisfaction for employees from their respective jobs. A person with high Job satisfaction holds a positive attitude towards his job, while a person who is dissatisfied with his job holds a negative attitude about his job. Positive attitude ensures benefit to the organization such as increased productivity, better quality, reduced stress, improved loyalty and the like. Morale and job satisfaction Morale is a general attitude of the worker and relates to group while Job satisfaction is an individual feeling which could be caused by a variety of factors influencing group. In other words, Job satisfaction refers to a general attitude towards work by an individual worker. On the other hand, morale is group phenomenon which emerges as a result of adherence to group goals and confidence in the desirability of these goals. A given individual may be satisfied with a variety of factors like salary, co-workers, his own contribution etc. In fact, morale itself could also be a source of satisfaction to an individual. The satisfaction which an individual obtain in his job is largely the result of the extent to which different aspects of his work situations are relevant to his job related value systems such as opportunity for advancement, job security, opportunity to use ideas,
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opportunity to learn a job, steadiness of employment, supervision, pay, cooperativeness of the co-workers, working conditions, cleanliness, working hours, individual adjustment and group relationship outside the job. If the job factors and the satisfaction they bring are perceived to be favourable to the workers, morale will tend to be higher than if the factors seem unfavourable. Job satisfaction and productivity With regard to job performance, employee personality may be more important than Job satisfaction. The link between Job satisfaction and performance is thought to be a spurious relationship; instead both satisfaction and performance are the result of personality. The relationship between satisfaction and productivity is not definitely established. However in the long run Job satisfaction lead to increased productivity. There are some conditions under which productivity more clearly lead to Job satisfaction. One condition is that the employees perceive that intrinsic and extrinsic rewards are contingent up on their productivity. The second condition is that the extrinsic rewards be distributed equitably. In equitable distribution fails to convince the employee about the close correlation between hard work and rewards. Preferably it was assumed that Job satisfaction lead to performance or productivity. A wellsatisfied worker will take initiative in increasing his productivity. But later researcher proved that this assumption is not correct. A satisfied worker may be high or low or average producer. Probably the most realistic approach under the system concept is that both Job satisfaction and productivity are correlated and influence each other. In this way these two have circular relationship. Performance or productivity leads to rewards and satisfaction, which then push the men to more efforts because of high perceived expectancy and it further leads to higher performance or productivity which again leads to satisfaction in a circular relationship. On this basis it can be said that Job satisfaction, can lead to productivity of effective leadership is provided.
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Job satisfaction and absenteeism There is a negative relationship between satisfaction and absenteeism, through the correlation is not high. It makes sense that dissatisfied workers are more likely to abstain from work as compared to the satisfied workers. But even the satisfied workers may abstain themselves from the work place for some reason. Most researches on absenteeism and Job satisfaction show that higher the rate of absenteeism, the lower is the Job satisfaction. Job satisfaction and employee turn over High employee turnover is of considerable concern for the management because it disrupts normal operations, causes morale problems for those who stick on, and increases the cost involved in selecting and training replacements. The employer must do whatever possible to minimize turnover, make the employees feel satisfied on their jobs and so on. The workers who have relatively low level of Job satisfaction are most likely to quit their jobs and that organizational units with the lowest average satisfaction levels tend to have the highest turnover rates. However the withdrawal behaviour of employees is modified by certain factors. Loyalty to organisation is one such. Some employees cannot imagine.
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MODELS OF JOB SATISFACTION

Affect theory Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (eg: the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/are not met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who does not value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy compared to Employee B. This theory also states that too much of a particular facet will produces stronger feelings of dissatisfaction the more a worker values that facet. Dispositional theory Another well known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the core Selfevaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his self) and general self-efficacy (the belief in ones
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own competence) lead to higher work satisfaction. Having an internal locus of control, (believing one has control over her/his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction. Two-factor theory (motivator-hygiene theory) Frederick Herzbergs Two-Factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the work place. This theory states that satisfaction and dissatisfaction are driven by different factors- motivation and hygiene factors, respectively. Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction. These motivating factors are considered to be intrinsic to the job, or the work carried out, and includes aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. While Hertzbergs model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hack man and Oldham suggesting that Hertzbergs original formulation of the model may have been a methodological artefact. Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating / hygiene factors. Finally the model has been criticised in that it does not specify how motivating / hygiene factors are to be measured.
Job characteristics model

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be combined to
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form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee's attitudes and behaviours. A meta-analysis of studies that assess the framework of the model provides some support for the validity of the JCM. Benefits of job satisfaction study 1. One benefit of Job satisfaction is that they give management of an indication of levels of satisfaction in a company. Survey also indicates specific area of satisfaction and dissatisfaction. A survey tells how employees feel about their jobs, what part of their jobs these feelings are focussed on, which departments are particularly affected etc. 2. Improved communication is another benefit of the surveys, communication flows in all as people plan the survey, talk and discuss its results. Particularly beneficial to the company is, the upward communication when employees are encouraged to comment about what they really have in their minds. 3. An unexpected benefit from a Job satisfaction survey is improved attitudes. For some employees, the survey is a safety value, an emotional release. For others, the survey is a tangible expression of managements interest in employee welfare, which gives employees a reason to feel better towards management. 4. The Job satisfaction survey can help to discover the cause of indirect productivity problems such as absenteeism, turn over and poor quality of work. A Job satisfaction survey helps management both to get a better handle on why employees are logging and to plan better solution to problems. 5. Another benefit is that this survey helps management assess training needs. Usually, employees are given an opportunity to report how they feel their superiors perform certain parts of the jobs, such as delegating work and giving adequate job instructions. Since employees experience these supervisory acts, their perceptions may provide useful data about the training of their superiors.
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6. A Job satisfaction survey is an indicator of the effectiveness of organisational reward systems. There is a positive relationship between performance and satisfaction. This relationship will be strong when rewards are distributed equitably contingent upon performance. The best performers are likely to quit if they are not suitably rewarded. 7. One of the best uses of Job satisfaction surveys is in the evaluation of the impact of organisational changes on employee attitudes. 8. Job satisfaction surveys not only benefit to the management. They are useful to the unions too. Often both management and union argue about what the employees want, but neither really knows. The Job satisfaction surveys are one way to find it out. The above benefits would be realized subject to certain pre requisites. Following are the conditions Top management actively supports the survey. A clear objective exists for conducting the survey. The study is designed and administered consistent with standards of sound research. The management is willing and capable to take follow up action. Both the results and action plans are communicated to employees.
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1.1 Need for the study

The project work was undergone at WIP Ltd. for a period of two months. A study of job satisfaction gives the management knowledge of general level of satisfaction among the workers of the company. Job satisfaction is one of the influencing factors in achieving goals of the organization. The people who are at the helm should pay greater attention; the reasons are: Job satisfaction has some relation with the mental health of the people. Job satisfaction has some degree of positive correlation with physical health of the people. Spreads goodwill about the organization and attracts qualified and dynamic people. Organization thus will be in a position to enjoy the talents of people. Reduces absenteeism and turn over. High employee turnover is of considerable concern for employers. A serious consequence of job satisfaction can be the high labour turnover. Higher job satisfaction reduces labour turn over and absenteeism. Therefore managers should give priority to the job satisfaction. The attitudes of workers are improved through job satisfaction study. It act as a safety value. Release ones emotions by expressions of management interest in employee welfare, which gives employees a better feelings towards management. A study on job satisfaction helps to understand the things that are necessary to increase the morale and motivation of workers. An important part of this method is to analyse the welfare, safety facilities and job satisfaction and to suggest the measure to improve the healthy management labour relationship.
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1.2 Statement of the problem

The performance of human beings and behaviour being engaged in a particular job is influenced by psychological and social, job condition, the welfare facilities and the privilege available for them for work, recognition of their work, the wages they receive. In order to find out all these factors the study was conducted. Being a huge company, the job satisfaction survey is conducted on a long term interval basis. Normally half yearly or yearly the human resource department carries out this survey. This routine gets input from the employees only within a long gap. Whereas the timely and frequent checks on job satisfaction should be conducted by the management. Problems are faced by different worker in different situations, hence it is a must to keep a watch on the level of job satisfaction that each has got within themselves and towards the organisation. Job satisfaction is the important attribute in a company and the employees are the important assets for its existence. A man will work effective only when he is satisfied with his needs and wants. The present study would help the management in understanding the level of job satisfaction among the employees, which in turn help to formulate better personnel policies. When employee believes that the management concentrates on his satisfaction naturally the employee will show fullest commitment on their jobs, which reflects in performance that leads to easy attainment of objectives of the company and makes smooth functioning of the organisation.
1.3 Scope of the study

This study is conducted with the objective of finding out various factors affecting job satisfaction of workers in the company. This study in its practical and theoretical sense will help the management in assessing the satisfaction level of workers. Job satisfaction of employees is a major concern of every organization. Dissatisfied employees are a major threat to the company causing a decline in every functions of the
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company. So the study on the job satisfaction of employees gains more importance and significance in the sense that it affects productivity and hence the existence of the company.
1.4 Objectives of the study

Objective is any mission, purpose, or standard that can be reasonably achieved with in the expected time frame and with the available resources. In general, an objective is broader in scope than a goal, and may comprise of several different goals. Objectives are the most basic planning tools underlying all planning and strategic activities. They serve as the basis for policy and performance appraisals, and act as glue that binds the entire organisation together. The study on Job satisfaction has also got its own objectives. Without an objective the journey loses its target/destination. The study here is conducted to assess the level of Job satisfaction among the workers in WIP Ltd. Primary objective To analyse the job satisfaction of workers in WIP Ltd Secondary objectives To identify the level of employee satisfaction in relation to various factors. To identify the ways of improving Job satisfaction To know the attitudes of employees towards the job. To determine the factors affecting Job satisfaction. To suggest measures to increase the morale of the employees of WIP.
1.5 Research methodology

The value of any systematic research lies in its methodology which is a way to systematically solve research problems. Methodology helps the investigator to conduct in a prescribed manner. Research methodology can be defined as the way in which the research data is collected for part or all of a research project.
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1.5.1 Research plan

A research plan is any scheme, program, or method worked out before hand for the accomplishment of an objective behind the research conducted. Preliminary investigation The investigation started with obtaining of general idea about the organisation from human resource and other managers. The journals which had companys history and growth stages were referred. To get a better idea about what the company is really about went through every production and processing plants of the company. Candidates are evaluated and selected on the basis of screening of application, personnel interview and other means. Companys shift include 1 shift 2 shift 3 shift General shift Office Time : : : : : 6.30am 2.30pm 10.30pm 7.30am 9.00am to to to to to 2.30pm 10.30pm 6.30am 4.00pm 5.00pm
Any work men who is declared mentally unfit or found to be on continued ill health or reached age of 58 shall be retired from the service according to the Gratuity Act. Casual leaves : 12 days for 240 days working (1 leave for 20 days working) Sick leave: 6 days with pay (As per ESI Act, 1948) Festival holidays: 13 days
Preliminary data were collected by setting up sessions with workers to interact with them companys work environment was studied well through various sources and a clear picture about its functioning was drawn out.
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Exploratory study An exploratory study is undertaken when not much is known about the situation at hand or no information is available on how similar problem or research issues have been solved in the past. In such cases, extensive preliminary work needs to be done to gain familiarity with the phenomenon in the situation and understand what is occurring before we develop a model and set up a vigorous design for comprehensive investigation. Job satisfaction is not regularly checked in the company and hence there is small discomfort among the workers of the company. Data from each department of the organisation is collected and interpretations regarding the level of Job satisfaction are ascertained. Job satisfaction was studied in detail through search engines and other articles. More and more research on the topic gave ample information which was useful to assess the Job satisfaction in the company.
1.5.2 Research design

Research constitutes the blue print for the collection, measurement and analysis of data. The present study is based on descriptive research design. The major purpose of descriptive research is description of the state of affairs it exists at present. Research design refers to the frame work for conducting a research project that specifies how the research will be carried out. It is the controlling plan for a research study in which the methods and procedures for collecting and analysing the information to be collected is specified. Developing the research plan Initially after analysing the problem and the correct situation, a primary plan was developed to observe and learn the routine activities in the work place. Supervisors of different departments allotted time for interaction with their respective workers. Companys general functioning was studied well and the research got deeper in to the employees. Questionnaire preparation went in via the next stage. Questions were
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prepared based on the objectives formed for the research. Questions comprises of all spheres of employees naturally giving more stress on us. As it was found out that most of the workers didnt have the basic education, thought scheduling was better in this case. Therefore in majority cases sat with them and filled it up by interacting with them and absorbing all minute details. Some of the questionnaires were translated in Malayalam and given for filling.
SOURCES OF DATA
Primary data Data observed or collected directly from first-hand experience. Following are the sources from which primary data were collected.
These data were collected by means of questionnaire scheduling method. Questionnaires are the formalised instrument for asking information directly from a respondent concerning behaviour, demographic characteristics, the level of knowledge and attitudes, beliefs and feelings. Data collected through interview with managers. Also visited the plant and observed the activities happening in the various sections of the plant.
Secondary data It refers to existing primary data that was collected by someone else or for a purpose other than the current one. Following are the sources from which secondary data were collected.
Data collected through published books, journals, company records, files and internet. Data from brochures, pamphlets etc.
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1.5.3 Sample plan

Sample plan refers to a plan starting sample sizes and the criteria for accepting or rejecting items or taking another sample during inspection of a group of items. Sampling units A sampling unit is typically thought of as an object that has been sampled from a statistical population. In this case sampling unit is nothing but the employees of Western India Ply Woods Ltd. alone. As the topic is job satisfaction, it is required only to collect the feedback from the workers themselves. Sampling techniques Sampling techniques refer to the methods used in drawing samples from a population, usually in such a manner that the sample will facilitate determination of some hypothesis concerning the population. Sampling techniques used in this study is simple random sampling under probability method. Research instruments Research instruments refer to the means by which the research is intended to be carried out. It can also be called as an implement which facilitates research process. The Research instruments used in this study are a well structured questionnaire and scheduling. Contact method Contact methods are the methods and ways through which a researcher communicates with the respondents. In the present study the different contact methods used are telephone and personnel interview.
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1.5.4 Sample size

Sample size refers to the total number of observations about a particular event. It is the number of people on whom we are doing the study. In this case a sample size of 100 employees is taken.
1.5.5 Data Analysis Procedure

Editing Editing is a process by which we ensure that all relevant data are included and the irrelevant data are excluded. Coding After the data edited, the responses to individual questions can be assigned symbols or numbers. This process of assigning numerals or symbols to the responses is called coding. Classification The process of arranging data in groups or classes according to resemblance and similarities is technically called classification. Tools used for data analysis The tools used for the analysis of the data were percentage method and graphs. Conclusions are on the basic of the knowledge and perception of the researcher. Data collection instrument department Preparing an effective questionnaire is not an easy task. While preparing questionnaire, a key factors that contribute towards the topic Job Satisfaction is to be considered. This helps us to make the questionnaire more easily and effectively. The objective or the purpose of the study should be always in mind.
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Following are the requirements of good questionnaire. i. A well designed questionnaire should meet the research objectives. This may seem obvious, but many research surveys omit important aspects due to inadequate preparatory work, and do not adequately probe particular issues due to poor understanding. ii. It should obtain the most complete and accurate information possible. The questionnaire designer needs to ensure that respondents fully understand the questions and are not likely to refuse to answer, lie to the interviewer or try to conceal their attitudes. iii. A good questionnaire is organised and corded to encourage respondents to provide accurate, unbiased and complete information. iv. A well designed questionnaire should make it easy for respondents to give the necessary information and for the interviewer to record the answer and it should be arranged. So that sound analysis and interpretation are possible. v. Questions must be nonthreatening. When a respondent is concerned about the consequences of answering a question in a particular manner, there is a good probability that the answer will not be truthful. vi. Respondents should be asked to express opinions about their own views, not what they think somebody else thinks. vii. The question should not contain emotional language. One should avoid using words with emotional connotation when formulating a question, as respondents would tend to react the emotional connotation rather than the issue.
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1.6 Research limitations

A research is always prone to so many limitations. Following are some of them: Unable to collect data in detail since it is a large firm. Both employees and managers are not ready to fully reveal the data required further project and the documents of the company are not open for the public scrutiny. Respondents opinion are dynamic, they keep on changing from time to time. Results are valid for particular periods of time. Numbers of respondents included are limited due to time constraints. Respondents respond to questions may be based due to fear of management. Survey is done among respondents, so results cannot fully be generalised.
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INDUSTRY PROFILE
Wood-based industry
Solid wood products, fibre wood products and furniture are normally or categorised under wood based industry. Wood working industry forms its major part. The term woodworking refers to the process of building, making or carving of something using wood. Ply woods, hard boards and other wood based products such as particle board, medium density board/block board etc. come under this wood working industry. The idea of using wood veneer to achieve special affects and to increase woods natural strength and stiffness is almost old as civilization. The use of wood veneer goes to Egyptians who made furniture with over 3500 years ago and many of great. English furniture makers used veneer as a raw material. Ancient Egyptians and Chinese made furniture with wood veneers. The English and French are replied to have worked wood on general principle of plywood in 17th and 18th centuries. Historian Credit Czarist Russia has made forms of plywood in prior to 20th century. In yearly modern era plywood was made of hard woods and generally was used is decorative applications. But in 1905, Port land manufacturing company, a small wooden box company, produced plywood called 3 ply veneer work made of Ubiquiations pacific North West Donglas fire orders started coming from door, cabinet and trunk manufactures soon other mills began making the product and the young industry spread North to Washington and then into Canada. The first Canadian plywood was produced in 1913 at Fraster mill in New West minister, British Columbia in the 1920s automobile manufactures began using plywood for running board production logged under the great depression of 1930s. But new markets and new business gradually develop later on. Another major breakthrough occurred in 1934 with the discovery of waterproof glue, which greatly expanded product application opportunities. By 1940 plywood was being used as sub floor, wall sheeting, roof sheetings panelling and in other building applications. With the
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outbreak of war in 1941 ply wood production was quickly diverted to war effort. The product was used in P.T. Boats, a unit ships, air plan barrakn, military buildings, shipping crates, floor lock in and countless other military applications. The industry grew dramatically after the war. Wood-based industry in India Plywood forms the major segment of the wood based industry in the country. A large number of units are in the large, medium, and small-scale sector produced plywood, veneer of all types. History of wood-based industry in India It is more than 75 years that plywood industry was started here on a modest scale. In the year 1906-07 that plywood was imported in India for first time valued at Rs.32 lakhs. Accordingly two plywood factories were started in Assam in 1923-24. But this development was slow and study and not phenomenal. It was found that plywood made from Indian timbers were as good as imported products and therefore advised forest entrepreneurs to set up modern factories in Selapur, Bangalore, Baliapattam, Dardeli etc. Some of them suffered set back in the past war years. Slowly the Govt. imposed total ban on imports and this thoughtful action of the Govt. Encouraged the Indian. Entrepreneurs modernize their plants and invest substantial capital in the industry. After 1947-48 the industry resorted to diversification of products and block boards, flush doors, commercial ply woods, produced in Indian factories came in to the market which were second to known on the world in the quality and diversity of its products. Industrial licensing as governed by industries Act 1951 under which the wood based industry was covered. There was no restriction of putting up plywood mill up to 1970, the only criteria that the applicant was required to obtain an industrial license which was being considered by the ministry of India. The wood based industry was under compulsory industrial licensing from 1988. Whether small scale units or medium units the new undertaking or substantial expansion, would require industrial license.
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Tough competition, increasing cost of production and scarcity of raw materials are seems to be the major burdles in the progress of plywood industries in India. Industry trends Competition is keen in the furniture industry. Furniture manufacturers and exporters are suffering from decreasing profit margins. Many companies strive to reduce their cost of production and increase efficiency. Some relocate their manufacturing operations to other areas with lower operation cost, such as Chinese main land. On the other hand, foreign manufactures are taking steps to strengthen their domestic production through products specialisation. Today globally competitive Hong Kong manufactures strive to reduce costs, initiate quality control, improve design concepts and capability, and upgrade management skills and increase marketing skills and sales effectiveness. Many manufactures have obtained or are applying for ISO 9000/9002 certification. Hong Kong furniture makers also started to develop their own brands. Furniture manufactures also become more care about the choice of raw materials to meet international standards, such as compliance with legal or other requirements in their target markets. China is the largest furniture exporter to many countries, including the US and Japan. The total furniture exports of China exceeded US$6,683 million in 2002, with the US being its largest market. Guangdong province is the major manufacturing centre of furniture on the Chinese main land. Apart from Hong Kong, manufactures from Taiwan and even the US have also set up the production plants on the main land. In China, most of the production is on an OEM basis. China also offers a huge potential market for furniture maker.
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COMPANY PROFILE
The Western India Plywood Ltd. is one of the leading wood industries in Asia. The company was established in the year 1945, and was commenced business on 19th February 1945. It is located at Baliapatam, near the Baliapattam River in Kannur under the dynamism and supervision of its founder Mr. A.K. Kaderkutty, father of the present Managing Director Mr. P K Mohemmed. The products of WIP are having good quality and high demand in the national as well as the international market. The quality policy of the company is to
manufacture the goods as per national and international standards and make them available as per customer requirements. The Western India Ply wood is an ISO 9001: 2000 certified company. Origin Established in 1945 the company started manufacture of sawn timber and plywood on a modest scale with the little indigenous and lent-leased machinery. Due to the progressive outlook and relentless efforts of founder Managing Director Mr. A.K. Kaderkutty, a doyen of the wood based panel industry in India, the company made steady progress over the years and business expanded to its present stature and is today one of the biggest wood based industrial integrated complexes in the country and also in South-East Asia with an employee strength of 1300. Growth WIP has 65 years of existence; WIP has been singularly responsible for the most significant product innovations in the Indian Ply wood Panel Industry. The company with a capital of 11.50lakhs consisting of 9199 equity shares of Rs.100 each and 250 preference shares of Rs.100 each. The company made steady progress year after by new addition of machinery and also introducing modern technology. The company has three divisions-hardboard, plywood and furniture with employee strength of 1300. A hard board plant with an installed capacity of 12.5 tonnes was set up in 1959-1960 with West German technical collaboration.
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Today WIPs hard board division is a market leader in Hardboards with state of art of production lines manufacturing 120 tonnes per day. From1971 this company has been exporting decorative ply wood and veneers to USA, Canada, Germany, France, Dubai and other countries of the Middle East. Since its inception, WIP has promoted and maintained the motto of cent percent utilization of wood raw material. This has great significance today when the scarcity of quality timber is keenly felt within the country and we are totally dependent on imports. The manufacture of ply wood was stepped up steadily by addition of new machinery, mostly imported. The company also diversified from tea chests and Commercial ply wood Decorative ply wood, Black board, flush doors, shuttering and marine ply wood, aircraft ply wood etc. The company planned and executed the hard board plant between the years 1956 and 1958 with an initial installed capacity of 12.5 tonnes of hard board per day. The company also installed its own synthetic resin unit in 1959 with a capacity of 200 tonnes per annum, which gradually increased to 2400 tonnes per annum by 1975. Manufactures of densified wood was commenced on a small scale initially as a part of the ply wood plant. An industrial license was obtained in 1974 for manufacture of densified wood with a capacity of 2000M.T per annum. Since then, the company has been producing components of densified wood required mainly by the electrical, textile and the chemical industry, railways, etc. in 1974 a plant for manufacture of furniture was added. A reverse osmosis based desalination plant, the first in Kerala with the most modern technology to purify brackish ground water and sea water, having a capacity of 300 cum per day was successfully commissioned in the year 1996 thus overcoming the acute shortage of water required for production during summer.
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Expansion The factory of WIP Ltd. is situated 7 km away from Kannur in the banks of Valapattanam River. Better transportation and communication facilities are available. The Valapattanam Railway Station is just front of the factory and the National Highway NH-47 IS just 1.5 km away from it. The nearness of river help it to carry the logs to factory and provide the abundance of water supply, power and fuel are also easily available. The hardboard manufactured by the company found ready acceptance in the market so much so that the demand quickly outstripped supply. In order to meet the increasing demand, the company decided on an expansion project in 1977 with the most modern Swedish Machinery from M/s Sunds Defibrator to increase the output of hardboard to 20000 tonnes per annum. The expansion project was completed in 1980. The installed capacity was increased to 24700tonnes per annum after the expansion completed in 1986. A new plant, with the latest Italian Machinery and German technical know-how for water based lacquers and dispersions was setup in 1989 which makes use of UV curing process for the production of pre-finished plywood and hardboards. The pre-finishing plant is the only one of its kind in the country and one of the very few plants in the world. The water-based lacquers are manufactured by the company for captive consumption with technical collaboration from Germany and are not manufactured by any other paint manufacturer in the country. The company has a well equipped Research and Development Division which asset the company in technology and product development. It is one of the best research centers in wood working industry in the country approved by the department of scientific and industrial research, ministry of science and technology Government of India where continuous research is going on for improvement of quality and development of new products. Due to the high demand for hardboard, the company decided to go in for any other modern hardboard plant, the latest in wet process hardboard manufacture in the world and the line was supplied by M/s Sunds Defibrator, Sweden, reputed and largest manufacturer of such
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machinery in the world. This new plant was commissioned in March 1998, thereby increasing the installed capacity to 34000 tonnes per annum. In 2005, WIP has diversified in to the manufacturing of Pre-Compressed Press Board (PCPB) for electric insulation and other application. A 2 MT/day plant has been commissioned in August 2005. PCPB is made from imported unbleached sulphate (cellulose fibre) pulp. Western India plywood list of first First to make irradiated wood. First to make aircraft plywood. First to make high pressure industrial laminates. First to make to get ISO certificate for hardboard and prefinished boards. First to make Metal Faced Ply woods.
First to develop weather proof, marine and fire retardant hardboard. Being one of Asias oldest plywood factories the organization had been paying uninterrupted dividends for over 50 years till 2000.In the face of the forces of liberalization and globalization, the fortunes of WIP Ltd went in to decline. After reversals of 4 years, the company is now rocking back to profits backed by a steady order book position and enhanced returns from diversification. Board of Directors Shri. P.C.D Nambiar Shri. P.K. Mohamed Shri. P.K. Mayan Mohamed Shri. R. Balakrishnan Shri. N.L. Vaidhyanathan Shri. V.Ramachandran Shri. Bhaskar Menon Shri. G.S.A Saldanha Shri. Manoj joshi Shri. Ranjith Kuruvilla Chairman Managing Director Executive Director Secretary Director Director Director Director Director Director
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Vision, mission and quality policy

Vision Continue to remain the best plywood panel corporation in India with a growth in allied areas. Mission To build up the reputation of the company as satisfying its customers wants and needs. Company motto Cent percent utilization of wood Quality policy Quality policy of Western India Plywood Limited is to manufacture products as per national or international standards and make them available as per customers requirement. WIP Ltd. endeavour to upgrade the quality of its products and related services on a continual basis through regular improvement effort. A well defined quality management system has been implemented. The system is continuously reviewed to enhance its effectiveness and update to meet the changing needs. Quality objective Improving the product quality through technological and Methodological up gradation. Maintaining good degree of quality awareness among the employee through periodic training programmers.
Suitable equipment and machinery for process control at all stages Provision of adequate resources including raw material and personnel to ensure consistent product quality. Well-defined process and product characteristics, to enable monitoring, analysis and continual improvement.
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The Western India Plywoods Ltd. Communication of requirements of products including customer requirements, statutory / regulatory requirements, aspects of Quality Management System including policy and objectives among all employees.
Management Late M r. Kader Kutty was the founder of WIP ltd and Managing Director from its inception till 1993. Then he continued as a director and technical advisor of the company till his demise in Feb 2001.Now the board of directors of WIP consist of one Chairman, six Directors, Managing Director, and Executive Director. Present Managing Director of WIP ltd is M r. P.K Mohammed, son of late Mr. Kader Kutty.
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Products of WTP Ltd

Product profile of WIP includes pl yw oods, hardboards, Densified wood Laminates, pre-finished boards, Furniture and other products. Plywoods: Pl ywood is a wood product in which thin sheets of wood are glued to gether, grains of adjacent sheets being at ri ght angles to each other in the principal plane. Because of the cross-grained orientation, mechanical properties are less directional than those of natural lumber and more dimensionall y stable. Pl ywoods are broadly classified into two, 1. Structural pl ywoods 2. Decorative pl ywoods 1. Structural plywoods BWR (Boiling Water Resistant Plywood) B WR is available in the thickness range of 1mm to 55mm. It is havin g excellent screw and nails holding properties and is ideal for high qualit y furniture manufacture. It will comfortabl y meet water resistance
requirements under IS: 303-1989 (After immersion in boiling water for 8 hours) BWP (Boiling Water Proof) Hard woods with superior mechanical properties are used in manufacture of WESTINED B WP Pl ywood. It will comfortabl y meet IS: 303-1989water resistance requirements after immersion in boiling water for 72 hours. It is having superior bond stren gth between veneers, virtuall y unaffected b y moisture and Dampness. It can effectivel y replace solid wood of higher thickness.
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Marine Plywood It is ideall y suited for manufacture of sea faring craft and in industrial applications involving high mechanical stress loads. It comfortabl y exceeds all mechanical propert y requirements specified under IS:
710.WIPs WESTIND Marine Pl ywood is well accepted by the European Boat Building Industry. Resin Surfaced Shuttering Plywood This is having fire redundanc y achieved through an eco friendl y non leachable treatment formulation. These are manufactured to confirm to IS: 5509/BS-476 part 5: 1968, part 6:1981 and part 7: 1991, according to customer request. Aircraft Plywood These are available in 0.8mm thickness and above (3 pl y construction). It confirms to IS: 709-1974. Fire Retardant Plywood Fire retardant pl ywood achieved fire retardanc y through an eco friendl y no leachable treatment formulation. Scarf Jointed Panels These are available in the thickness range of 3mm to 25mm. These are speciall y en gineered scarf joint possessing 80% of the strength of the parent material. BWP Block boards The main features are P.F. Resin bonded panel with kiln seasoned and preservative treated core, extremel y stable 5 pl y constructions, available in
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the thickness range of 19mm to 30mm, available with one side or both side decorative veneer facing. Super Board The main features are developed to overcome the inherent shortcomin g of conventional black board, manufactured with a pre-processed laminated core, boiling waterproof, extremel y good dimensional stabilit y etc. The main feature is P.F Resin bounded pand meeting the requirements under IS: 2202. 2. Decorative Plywoods A ran ge of premium qualit y decorative pl ywoods, pre-finished with a silky smooth UV cured surface finish, usin g environmentall y benign processes and raw materials. The WIPG LOSS range of panels comes with a silk mat finish that exudes class and lends an ambience to any decor. (i) WIPGLOSS Decorative Pl ywood (ii) WIPG LOSS Block Boards (iii) Yatch Deck Pl ywood Hardboards Hardboard, an eco-friendl y wood based panel manufactured using plantation species of ti mber, is an extremel y versatile and cost effective buildin g material. Weston hardboard, Indias No.1 hardboard brand, was first manufactures b y WIP in 1959- on a West German processin g line. The superior durabilit y and finish of the boards coupled with top
management commitment to qualit y ensured that WESTON Hardboards was the market and technology leader since inception. In fact WIPs hardboard division has obtained the coveted ISO 9002 certification Indias first hardboard manufacturer to do so. Today, state-of-the-art Swedish production lines manufacture 120 tons of qualit y hardboard every da y.
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1. Standard hardboard 2. Oil tempered hardboard 3. Perforated hardboard Densified laminates Densified Wood La minates are made from thin veneers impregnated with s ynthetic resin adhesives and pressed at high temperature and pressure. It is widel y used for specific heavy dut y applications in various industries. The main varieties produced by WIP Ltd are; WIP wood WIPLAM WIPCOM WIP filter plates WIP rock WIPBEAR WIP check Moulded Seats COMPERG Slats WIPLAC Prefinished Boards WESTIND Furniture Other Products INLAYN BOARD These are made b y using different colored veneer wastes. The veneers mainl y used are Rose wood, Padok, Pali, Mahogan y etc.
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Personnel Department of WIP Ltd.

Human resources are considered as the most important resource in any organisation because it can function only through people. The success of an organisation depends up on the ability of its human resources. Personnel management is related with manpower. The important task of personnel management is to help every person to grow in such a way that, he will have a fair chance to develop his potentialities at the fullest level, and to facilitate him to work together with others to achieve the desired goal. It is an art of acquiring, training, developing and maintaining a competent force in such a manner as to accomplish maximum efficiency and economy in the function and objectives of the enterprise. The WIP Ltd has a well structured personnel department. The personnel department of the company runs to look after the welfare and to control the employees. GM is the head of the personnel department, followed by the factory executive who deals with all the matters in the personnel department. He is assisted by the personnel officers and the welfare officers; the chief timekeeper and the time clerks. Time clerks deals with the attendance, leave and the time. The total number of employees working in WIP Ltd. is 1300. Categories of employees
1. Managers. 2. Executives. 3. Technical staff. 4. Non- technical staff. 5. Highly skilled workers. 6. Skilled workers. 7. Semi- skilled workers.
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Classification of Workmen
1. Permanent 2. Probationers 3. Badly or substitute 4. Temporary workmen 5. Casual workmen 6. Apprentice

Recruitment and Selection In WIP Ltd. the source of recruitment includes both external and internal. Whenever the vacancy occurs somebody from within the organization is upgraded lie outside the organization, which includes new entrance to the labour force, retired experienced persons etc. For the selection process a panel of interviewers interviews the candidate. The appropriate candidate is then selected for the job. Training One year training is given to the new entrance. The training is not restricted just for a specific work, but an overall training is given to workers so that they can fill in the post of absentee. This makes the worker more versatile. Stipend is given to the employee during the training period. Wage and Salary Administration In WIP Ltd. the managers analyze and interpret the needs of the employees so that reward can be individually designed to satisfy their needs. Here the workers are paid wages and the staffs, officers, managers, etc. are paid salary. The wage/salary system that WIP follows is the time rate system. Under this system, workers are paid according to the work done during a certain period of time. He is paid at the settled rate as soon as the time contracted for is
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spent. The basic purpose of salary administration is to establish and maintain an equitable wage and salary structure. The company also provide the basic incentive scheme as compensation for the employees. It includes; Basic pay + DA + HRA(10% of basic pay) PF for each employee are Basic pay + 12% DA. ESA collected from employees with a salary of Rs.7000 per month is 1.75% of their income and from employers 4.75%. Basic leave allotted for the workers are 12 days each year. DA will be same for all employees from top level to lower level.
Entrance and Exit The workmen shall not enter or leave the premises of the factory except by the gate or gates appointed for the purpose. Search the Gate Man All work men shall be liable on leaving the premises of the factory to be searched by the gate man and if acting without malice the gate men suspect that any workmen is in wrong full possession of property belonging to the company, he may be detained in the Factory for further examination. Stoppage of work The company may at any time or times, in the event of fire, catastrophe, epidemic, civil commotion or other causes beyond the control of the company, stop any machine or machines or any part or parts, wholly or partially, for any period or periods without notice and without compensation in lien of notice. The fact of such stoppage and resumption of work after the stoppage shall notify to the work man by putting a notice on the notice board at the time of office.
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The provision of the Industrial Dispute Act will govern stoppage for other causes. In the event of strike affecting either wholly or partially, any one or more section, the company may subject to the provision of Industrial Dispute Act and rules made close there, under either wholly or partially such departments or parts affected by the strikes for any period or periods. Termination of employment Except where the control of service otherwise provides the employment of a permanent workmen shall not be terminated without giving one months and two weeks notice in the case of other work men. Retrenchment Where in the opinion of the management, the services of any wok man is not required to continue, he may be retrenched from the services subject to the provisions of the Industrial Dispute Act. Retirement Any workman who is declared mentally unfit or found to be on continued ill health or reached the age of 58 shall be retired from the services according to the Gratuity Act. Ticket or attendance card Every workman is given a ticket or attendance card free of cost showing his number, name, classification etc. Every workman has punch his attendance card at the punching machine and deliver up his card or ticket at the place provided in the time office before the commencement of each session of the shift in a day.
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Attendance and late coming All work men shall be at work at the time fixed and notify to them. Workmen attending late or reasonable up to a period of one hour not exceeding three times in a month may be admitted for work and such workmen are liable to the deduction provided for in the payment of Wages Act 1936. Workman attending late for work for more than 3 times in a calendar month shall be liable to be shut out and treated as absent. Any workmen after presenting his ticket or card, if his place of work during any period of working hours without permission or without any sufficient reason shall be liable to be absent for such period. If a workman leaves the premises of the factory during factory hours without permission shall be liable to be treated absent for the whole day in case his absent commence before the recess period for half a day in case his absent, commence after the recess period. If workman is absent for the premised of the factory at the permission of the company, his wages for the actual period of absence only shall be liable to deduct. Provided all the deductions to be made under these order shall be subjected to Provision of payment of Wages Act. Leave and holidays Leave with wages will be allowed to the workmen as provided for in the chapter vii of the Factories Act. Provided that in the case of monthly paid workman, leave with wages will be allowed as and when accorded every month if the workman so desire it to be allowed. National and festival holidays with wages will be allowed to workmen as provided for in the Kerala Industrial Establishment (National and Festival Holidays Act).
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Leave for sickness, maternity and accidents will be allowed to the workmen as provided for in the employees State Insurance Act on the strength of the medical certificate produced by the workmen regularly. Casual leave- Workmen may be granted casual leave of absence without wages for ten days in aggregated in a calendar year. All applications of leave shall be in writing in the form prescribed and should be forwarded through the head of section to the manager whose decision shall be found. Shift working Companys shift include 1 shift 2 shift 3 shift General shift Office Time Personnel and welfare functions 1. Job design A job may be defined as a collection or aggregation of tasks, duties, responsibilities which has a whole is regarded as a regular assignment to individual employees. Job design is the division of total tasks to be performed. It is a procedure and tool for determining the specified task, operations and requirement of each job. After a job has been defined, it is analysed, that is, each task is described in detail. 2. Evaluation and selection of candidates The selection procedure is concerned with securing relevant information about an applicant. The resume is thoroughly and short listed. The short listed candidates are interviewed. : : : : : 6.30am 2.30pm 10.30pm 7.30am 9.00am to to to to to 2.30pm 10.30pm 6.30am 4.00pm 5.00pm
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3. Placement Placement is the determination of the job to which an accepted candidate is to be assigned, and his assignment to that job. A proper placement reduces employee turnover, absenteeism, accident rates and improve morale. 4. Induction, on the job training Explain about the organisation. Discuss job content with the new employee and give him a copy of job description (if available). Explain working condition (hours of work, lunch hours, pay and procedures etc). Requirement for continuance of employment/company standards. Introduce the new employee to manager and supervisor.
A new employee is placed in a new job and is told how it may be performed. They are coached and instructed by the skilled co-workers and supervisors. They learn the job by personnel observation and practice as well as occasionally handling it. 5. Training and development Training is a process of learning a sequence of programmed behaviour. It is an application of knowledge. Every employee is trained either on the job or off the job for the following. To increase productivity. To improve quality. To improve organisational climate. To improve health and safety. Personnel growth.
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6.
Appraisal It is a process of evaluating an employee performance of job in terms of its requirements. In our organisation Rating methods are used for the appraisal of employees (FORAM/ASSE/01). Employees are assessed by their Section Heads and are reviewed by General Manager/works manager. However, HODs and other managers are assessed by self-assessment format (FORM/ASSE/02).
7. Increment, Promotion
Permanent employee in this organisation, as per Long Term Settlement, gets an increment on their scale of pay, every year. In addition, employees are eligible for a weight age as pacified in the Long Term Settlement, time to time; Promotion to next higher grade is fixed as per the terms and conditions of Long Term Settlement. However, the Managing Director has the prerogative to recognize individual staff members merit and to award suitably for such recognition.
8. Welfare activity
The following welfare facilities are there in our organization. a. ESI scheme. b. Workers Canteen at subsidized rates. c. Staff mess. d. Co-operative credit society. e. Medical Re-imbursement for those not covered under ESI. f. Ambulance. g. Festival Allowances. h. Rest shelters. i. Staff Re creation club.
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Trade unions There are four trade unions in WIP Ltd. They are, INTUC (Indian National Trade Unions Congress) CITU (Centre for Indian Trade Union) AITUC (All India Trade Unions Congress) STU (Swathantra Thozhilali Union) - Affiliated to Congress. - Affiliated to CPIM. - Affiliated to CPI. - Affiliated to Muslim League.
There is a Staff Association called Mercantile Employees Association (MEA) Occupational Safety and Health Guidelines for providing a safe work environment are in place. These include: Prevention dust pollution at source A dust collection system is functioning to collect and remove dust from areas like trimming and sanding. Effluent treatment Liquid effluents are drained off and treated as per norms of Kerala State Pollution Control Board (KSPCB). Providing walkways for movement of personnel Provision walkways are provided for the movement of personnel in the factory. Utmost care is taken not keep any products of raw materials on the walkway provided for movement. Covering moving or rotating parts with protective covers Provisions have been made as per Rule 53 to 69 under sub section (2) of the Factories Act, to cover moving or rotating parts of machines with protective covers. Mechanised material handling Forklefs are used for handling of materials like raw materials and finished products in the factory and to dispatch section till loading to Lorries/ containers.
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Provision of personnel protection equipment at appropriate areas Personnel protection equipments like goggles, gloves, masks, welding mirror etc are provided at appropriate section. Sufficient lights All parts of the factory where the operations are being carried on, all approaches to such parts and to place to which a worker may be required to proceed in the course of his employment, and the walkways provided for movement of personnel are adequately lighted transparent roofing is also provided for natural light. Celebration of safety day on 4th march, to create awareness on safety Every year 4th March is celebrated as safety awareness on employees. Training programmes on safety are arranged on that day and employees wear safety badges on that day and take safety pledge. First Aid Medical Attention, Ambulance Provision for first aid room has been made as per rule 89 under sub section (1) of section 45 of Factories Act. An ambulance and a first aid are ready for 24 hours to meet emergency situations and to take them to the nearest hospital for better medical attention. Good house keeping Proper attention is given to the house keeping as the factory as this will result in a good work atmosphere. Personnel are exclusively engaged for housekeeping in the factory. Work instruction displayed near various all machines Work instructions have been displayed near almost for the guidance of the operators and other personnel handing the machines. This results in quality control and low operational mistakes resulting in accidents. Training given to workers on safety from time to time As part of HRD program, training programs on safety are given to employees from time to time.
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DATA ANALYSIS AND INTERPRETATION

METHOD: SIMPLE PERCENTAGE ANALYSIS EXPERIENCE OF THE WORKERS IN THE COMPANY Table: 1
Experience 0-10 10-20 20-30 Above 30 Total No. of Respondents 26 65 9 0 100 % of Total 26 65 9 0 100
Chart: 2
0 9 26 0-10 10-20 20-30 above 30 65
INTERPRETATION
The analysis of experience at work of respondents show that 26% have below 10 years of work experience and 65% are within a span of 10-20 years experience. Only 9% of the respondents have an experience between 20-30 years of work. Moreover, none of them is having work experience above 30 years. Thus we can infer that, a majority of the employees in Western India Plywood are having good experience in their work.
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The Western India Plywood Ltd. Plywoods
EDUCATIONAL QUALIFICATIONS OF THE EMPLOYEES DUCATIONAL Table: 2

Educational qualification No respondent SSLC HSE ITI DIPLOMA TECHNICAL GRADUATION NON TECH TECH-GRADUATION TOTAL 26 5 14 32 2 21 100 % of Total 26 5 14 32 2 21 100
Chart: 3
SSLC 21 2 5 32 14 ITI DIPLOMA 26 HSE
INTERPRETATION NTERPRETATION
Out of the total respondents, 32% of them are diploma holders and 26% of the respondents have education only up to school level, and 5% of them have qualification up to HSE. 14% of level, the respondents have ITI qualification, 2% the respondents are technical graduates and 21% qualification, are non technical graduates.
Centre for MBA, Nileshwar war
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CATEGORY OF WORKERS Table: 3
Category of workers Casual Permanent Contract Total
No. of Respondents 10 83 7 100
% of T Total 10 83 7 100
Chart: 4
No. of Respondents
7% 10%
casual permanent Contract
83%
INTERPRETATION:
It is seen that 10% of the respondents are casual workers, 83% are permanent workers, and 7% of them are contract workers.
54
JOB SECURITY OF WORKERS Table: 4

Job is secured Strongly agree Agree Disagree Strongly disagree No opinion Total No. of Respondents 15 40 20 19 6 100 % Of Total 15 40 20 19 6 100
Chart: 5
40% 40 35 30 25 20 15 10 5 0 Strongly agree Agree Dis agree Strongly disagree No opinion 6% 15% 20% 19%
INTERPRETATION: Majority of the respondents agree that their job is secured 15% of the respondents strongly secured. % strong agreed that job is secured. secured.40% of the respondent agreed that they have job security and 6% did not say any opinion about their job security.
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WORKERS GET COMPARITIVELY BETTER WAGES/SALARY ER Table: 5

Particulars Strongly agree Agree Disagree Strongly dis disagree No opinion Total No .of Respondents 33 59 0 0 8 100 %of Total 33 59 0 0 8 100
Chart: 6
59 60 50 40 30 20 8 10 0 Strogly agree Agree No openion 33 No. of Respondents
INTERPRETATION
Among the respondent 33% of the respondents strongly agree that they get better wage/ salaries and 59% of the respondent also agree that they get better wage/ salaries. While 8% of the respondent didnt say anything and it could be due to their dissatisfaction in the dissatisfac wage/salary they get.
56
PRESENT JOB IMPROVED THE STANDARD OF LIVING Table: 6

Particulars Strongly agree Agree Disagree Strongly disagree No opinion Total No .of Respondents 42 47 3 1 7 100 % of Total 42 47 3 1 7 100
Chart: 7
47 50 45 40 35 30 25 20 15 10 5 0 42
7 3 1 Strongly disagree No opinion
Strongly agree
Agree
Dis agree
INTERPRETATION
Among the respondents 42% are strongly agree that the present job improved their standard of living, 47% agreed that job has improved their standard of living While 1% of them living. strongly disagree and 3% disagree that the present job has not improved the standard of % living. 7% of the respondents do not said any opinion about it. .
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WORKERS GET ENOUGH TIME TO SPEND WITH THEIR FAMILY Table: 7

Chart: 8
59 60 50 40 30 20 10 0 Strongly agree Agree Dis agree Strongly disagree No opinion 12 2 4 23
INTERPRETATION:
Most of the respondents agree that they get enough time to spend with their family. 23% of them are strongly agree, 59% agree, 12% of the respondents disagree, 2% of them strongly disagree that they get enough time to spend with their family and 4% had not respond to this statement.
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APPRECIATION FROM SUPERIORS Table: 8

Chart: 9
67 70 60 50 40 30 20 5 10 0 Strongly agree Agree Dis agree strongly disagree No opinion 2 15 11
INTERPRETATION
Majority of the respondents agree that they get appreciation from supervisors. A very few of the respondents do not have any opinion about the statement. Hence it is interpreted that most of the respondents are maintain greater relationship between supervisors.
59
SUPERIORS INVITE SUGGESTIONS FROM THE WORKERS FOR THE IMPROVEMENT OF THE ORGANIZATION Table: 9
Chart: 10
58 60 50 40 30 20 10 0 Strongly agree Agree Disagree Strongly dis agree No opinion 1 20 11 10
INTERPRETATION
Majority of the respondents agrees that their supervisors invite suggestion from the workers for the improvement of the organisation. Only 1% of the respondents strongly disagree with this statement.
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HAVE BETTER JOB PROSPECTS AS PER QUALIFICATION Table: 10

Chart: 11
70 70 60 50 40 30 20 10 0 Strongly agree Agree Disagree Strongly disagree No opinion 4 11 0 15
INTERPRETATION
Most of the respondents agree that they have better job prospects as per qualification. A very few of the respondent had not responded to this statement. This could be due to their dissatisfaction in their job.
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SATISFACTORY RELATIONSHIP WITH SUPERIORS AND COWORKERS Table: 11

Chart: 12
78 80 70 60 50 40 30 20 10 0 Srogly agree Agree Dis agree No openion 15 3 4 No. of Respondents
INTERPRETATION
Majority of the respondents agree that they have better relation with superiors and co coworkers. A few of the respondent had not responded to this statement.
62
WORKERS ATTITUDE TOWARDS CHANGE IN PRESENT JOB Table: 12

Chart: 13
70 60 50 40 30 20 10 0 Strongly agree Agree 1 6
62
20 11
Series 1
Disagree
Strongly dis agree
No opinion
INTERPRETATION
Majority of the respondents disagree with the attitude towards change in present job. Only 6% of them agree that they have positive attitude towards change in present job.
63
OPPORTUNITY FOR COMPLETE UTILIZATION OF WORKERS SKILLS Table: 13

Chart: 14
78 80 70 60 50 40 30 20 10 0 Strongly agree Agree Disagree Strongly dis agree No opinion 5 8 1 8
INTERPRETATION
Most of the respondents agree that they are able to utilise their skills completely. A few of the respondents had not responded to this statement.
64
WORKERS SATISFACTION WITH THE TRADE UNION ACTIVITIES Table: 14

Chart: 15
INTERPRETATION
Most of the respondents agree that they are satisfied with the trade union activities. A few of activities the respondents had not responded to this statement.
65
SATISFACTION WITH THE WELFARE ACTIVITIES Table: 15

Chart: 16
80 70 60 50 40 30 20 10 0 Strongly agree 3
71
12 4
10
Agree
Disagree
Strongly dis agree
No opinion
INTERPRETATION
Most of the respondents agree that they are satisfied with the welfare activities. A few of the activities respondents had not responded to this statement.
66
SATISFACTION WITH THE HEALTH AND SAFETY MEASURES Table: 16

Chart: 17
70 60 50 40 30 20 10 0 Strogly agree 3
65
No. of Respondents 18 14
Agree
Disagree
No openion
INTERPRETATION
Most of the respondents agree that they are satisfied with the health and safety measures provided by the organization. A few of the respondents had not responded to this statement. organization.
67
SATISFACTION WITH THE WORKING HOURS ATISFACTION Table: 17

Chart: 18
INTERPRETATION
From the above data 60% of the respondents are satisfied with the working hours. A few of % hours the respondents had not responded to this statement.
68
SATISFACTION WITH THE WORKING CONDITION Table: 18

Chart: 19
INTERPRETATION
Most of the respondents agree that they have a convenient working condition. Only 1% of the condition respondents strongly disagree with the statement. A few of the respondents had not responded to this statement.
69
SATISFACTION WITH THE TRAINING PROGRAMMES Table: 19

Chart: 20
70 60 50 40 30 20 10 0 Strongly agree 5
63
22 7 3
Agree
Disagree
Strongly dis agree
No opinion
INTERPRETATION
Most of the respondents agree that they are satisfied with the training programmes. A few of programmes the respondents had not responded to this statement.
70
SATISFACTION WITH PROMOTION POLICY ISFACTION Table: 20

Chart: 21
60 50 40 30 20 10 0
55
25 20
No. of Respondents
Agree
Disagree
No openion
INTERPRETATION
Most of the respondents agree that they are satisfied with the promotion policy. A few of the policy respondents had not responded to this statement. This could be because they dont like to reveal their disagreement to this statement.
71
PROUD OF WORKING WITH THE ORGANISATION Table: 21

Chart: 22
78 80 70 60 50 40 30 20 10 0 Strogly agree Agree Disagree No opinion 13 8 1 No. of Respondents
INTERPRETATION
Most of the respondents agree that they are proud of working with the organization A few of organization. the respondents had not responded to this statement. This could be because they dont like to reveal their disagreement to this statement.
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FINDINGS
Majority of the respondents have opinioned that their jobs are secured. The employees got adequate wage/salary. The present job has improved their standard of living to an extent. The workers get enough time to spend with their families. The level of appreciation received from supervisor is satisfactory. The supervisors encourage the workers to give suggestions. Workers agreed that they have better job prospects as per their qualifications. Health and safety measures are provided by the organization. Satisfactory relationship between superiors and co-workers. Most of the respondents are satisfied with their trade union activities. Majority of the respondents are highly satisfied with their working hours. Most of the respondents are satisfied with the welfare activities. Majority of the respondents agree that they have a convenient working condition. Most of the respondents are happy with the training and development activities carried out in the company. Most of the respondents agree that they are satisfied with the promotion policies of the organization.
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SUGGESTIONS
The organization should provide better welfare facilities for the workers. The organization should try to maintain a good working environment. The management/superiors should invite more suggestions from the employees while taking decisions. It will be better if management should provide performance and potential appraisal facilities regularly. The management should provide opportunities for career development. More health and safety measures should be adopted. The promotional policy should be revised from time to time. The employee should be made aware of the health and safety measures. Management should conduct programmes more effectively. Each employee should given training whenever needed. Every employee should be given opportunity for promotion and development as well.
74
CONCLUSION
Job satisfaction (A study at WIP Ltd.) was successfully completed and recommendation was given. Man being the most valuable and important resources in the organisation. Job satisfaction is a psychological concept. Its not a case but rather the effect or result of many going awry. Satisfaction differs from person to person, industry to industry, level of education, age, nature of work etc. It may range from very high level to low. This study also indicates that the working conditions, relationship between workers, coworkers, appreciation from the superiors, role of trade union, welfare measures, and health and safety measures also contribute towards the level of job satisfaction of employees. The organization by taking in to consideration all these attributes, should take necessary action which will benefit the organization in all other matters. To conclude employee satisfaction pays very important role in every organisation. Good employee morale helps in the success of the organization.
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BIBLIOGRAPHY
Personnel management, 21th revised addition, C B Mamoria and S V Gankar, Himalaya Publishing House Research Methodology, Second edition, C.R.Kothari, New Age International Publishers, 2004 Essential Human Resource management and Industrial Relations, Subha Rao, Himalaya Publishing House Human Resource management, Garry Dessler
Web Site www.wip ltd.com www.google.com www.info.com
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QUESTIONNAIRE
A study on job satisfaction of employees conducted at Western India Ply woods, Kannur
I, ALEX P J, an MBA student from Dr.P.K.Rajan Memorial Campus, Nileshwar. As a part of our course curriculum, I need to do a project. I request your kind co-operation in filling up this questionnaire. This will help me in carrying out my project. 1. Name 2. Gender 3. Age : 20-30 4. Marital status : 5. Designation : 31-40 Single 41-50 Above 50 Married : : Male Female
6. Educational qualification : SSLC 7. Experience : 0-10years 10-20years 20-30years 30-40years HSE Graduation-Technical ITI
8. Category in which one belong : Casual 9. My job is secure Strongly Disagree Temporary : Permanent Strongly agree No opinion : Strongly agree No opinion : Strongly agree No opinion : Strongly agree No opinion Agree Agree Agree Contract Agree Disagree
10. I get comparatively better wage/salary Disagree Strongly Disagree
11. My job improved my standard of living Disagree Strongly Disagree
12. I get enough time to look after my family Disagree Strongly Disagree
13. They encourage me to offer suggestions for improved of my establishment : Strongly agree Agree Disagree No opinion
77
14. I have better job prospects as per my qualification Agree Disagree :
Strongly agree No opinion Agree
Strongly Disagree Strongly agree No opinion
15. I like to change my present job Disagree
Strongly Disagree
16. I am satisfied with the relationship with my superiors and co-workers Strongly agree Agree Disagree : Strongly Disagree : Strongly Disagree : Strongly Disagree
: No opinion
17. My skills are completely utilised Strongly agree Agree
Disagree
No opinion
18. I am satisfied with the trade union activities Strongly agree Agree Disagree
No opinion
19. Company provides number of welfare measures Strongly agree Agree Disagree
Strongly Disagree
No opinion
20. I am satisfied with the working hours of the company: Strongly agree Agree Disagree Strongly Disagree No opinion
21. I am satisfied with the health and safety measures of the company : Strongly agree Agree Disagree : Strongly Disagree : No opinion : No opinion Strongly Disagree No opinion
22. I have a convenient working condition Strongly agree Agree Disagree
23. I am satisfied with the promotion policy of the company Strongly agree Agree Disagree
Strongly Disagree
24. Training programmes of the company has helped me lot in improving my skills Strongly agree Agree Disagree : Strongly Disagree Strongly Disagree
No opinion
25. I am proud of working with my company Strongly agree Agree Disagree
No opinion
78

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The Western India Plywoods Ltd.

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

MODELS OF JOB SATISFACTION

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

Job characteristics model

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

1.1 Need for the study

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

1.2 Statement of the problem

1.3 Scope of the study

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

1.4 Objectives of the study

1.5 Research methodology

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

1.5.1 Research plan

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

1.5.2 Research design

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

1.5.3 Sample plan

Centre for MBA, Nileshwar

The Western India Plywoods Ltd.

1.5.4 Sample size

1.5.5 Data Analysis Procedure