International Research Journal of Business and Management – IRJBM ISSN 2322-083X

A Study on Employee Job Satisfaction in Jeyamalli Industries Pvt. Ltd,

Sipcot, Ranipet

V. Archana
MBA Student,VIT Business School
VIT University, Vellore - 632 014,Tamil Nadu, India

A. Seema
Asst. Professor,VIT Business School
VIT University, Vellore - 632 014,Tamil Nadu, India

Dr. S. Sujatha
Associate Professor,VIT Business School
VIT University, Vellore - 632 014,Tamil Nadu, India

ABSTRACT
Many organizations today are placing greater emphasis on talent retention to sustain
their competitive advantage and keeping their employees highly satisfied and motivated. The
purpose of this observational and interview based study is to understand the level of job
satisfaction the employees working in Jeyamalli Industries, SIPCOT, Ranipet had and the
parameters that influenced it. Long-term career progression, engagement activities, welfare
activities and motivation has had a positive influence on the employees. However there is
room for much improvement on areas such as technical and management related training,
employee skill development, work safety measures and work environment.

KEYWORDS: Competitive Advantage, Career Progression, Employee skill development,

Talent Retention, Job Satisfaction, Positive Influence

INTRODUCTION

Employee is a back bone of every organization, without employee no work can be

done. Employed individuals spend a majority of their adult life making a living for
themselves and their families. Considering on average people spend most of their working
lives in a working environment, it then stands to reason that people should endeavour to be
satisfied at work if humans are always in pursuit of happiness. So employee’s satisfaction is
very important. Employees will be more satisfied if they get what they expected, job
satisfaction relates to inner feelings of workers.
Job satisfaction refers to an individual's general feelings or preference of individual or
ones attitudes towards his/her job and extent to which one is content with it. This feeling is
based on an individual's perception of satisfaction and influenced by a person's ability to
complete required tasks, the level of communication in an organization, and the way
management treats employees. A person with a high level of job satisfaction holds positive
attitudes about the job, while a person who is dissatisfied with his or her job holds negative
attitudes about the job. They are in a positive mood and often able to improve in areas of
brainstorming, decision making, and problem solving. To be more precise academic
researchers and human resource professionals have defined varying categories of satisfaction.

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REVIEW OF LITERATURE
“Shanmukha Rao Padala (2010)”, in his research on study of employee job satisfaction on
Nagarjuna fertilizers and chemicals Limited (Kakinada), has stated that work environment
influence worker's expectation which result in Job satisfaction In turn organizational
commitment can help workforce innovate, be proactive in work place and act upon with high
morale. The study revealed that age, education, nature of job, length of service and income
has negative relation with job satisfaction. Employees having active participation with trade
union were found to have more job satisfaction and organizational commitment.
“Daljeet Singh Wadhwa, et al., (2011)”, in their research have conducted a study on
Cement factory of Chhattisgarh to know more about how job satisfaction is related to
behavioural, organizational and environmental factors and observed it to be positively
related. Equal and fair treatment of employees and proper supervision can enhance their level
of satisfaction towards their job.
Research by “Nasrin Arshadi,(2010)”, based on self-determination theory investigated
relations among autonomy, support, need satisfaction, work motivation and job performance.
The study was based on an industrial unit in Iran. Autonomy reflects the need to actively
determine own behaviour and experience mastery at work based on self-determined
behaviour without the influence of others. Autonomy could be of supportive in nature or
controlling. Supportive autonomy promotes self-motivation, need satisfaction and relate
positively to work motivation and job performance. This study helped to test the SDT model.

Figure 2.1 Proposed Need satisfaction Model

Source: Nasrin Arshadi,(2010),”Basic Need Satisfaction, work motivation and job
performance in an industrial company”
“Gu Wenjing., (2011)”, research on energy industry in Guangzhou province of China
revealed the shortage and loss of technical expertise and need for attracting and stabilizing
the technical staff in energy sector. The article evaluates job satisfaction with aspects of
work, work rewards, human relations and business development vision by conducting survey
and though found to be at a medium level, the overall job satisfaction of technical staff in
various types of energy enterprise were worrisome. The interpretation of survey results
suggest that company needed to focus on improving work rewards of technical staff in energy
sector to increase their job satisfaction and stabilize work force in order to keep attrition at
the minimum level possible.
“Jane Ferguson, et al., (2011)”, conducted research on job satisfaction of pharmacist by
conducting interview and transcribed verbatim into Nvivo8.The sample covers geographic
area of England with background study of USA as the foundation. The conclusion being job
dissatisfaction was mainly due to dissatisfaction with management and lack of recognition,
employee appreciation and poor management by line managers.

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International Research Journal of Business and Management – IRJBM ISSN 2322-083X

“Cicely S. Liu,et al.,(2011)”, conducted original research in Australian hospital to

understand the level of job satisfaction of pharmacist and pharmacy support personnel. It was
found that stress at work being the prime driver compared to monetary benefits for them to
look for brighter opportunities. The most enjoyable aspect of work being, contribution to
patients' health care, clinical involvement and learning opportunities. The least enjoyable
aspect at work being long-term staff shortages, poor salary, lack of recognition, low chance
of promotion and poor management.
“Panagiotis Trivellas,et al.,(2013)”,in their research paper investigate the impact of job
related stress such as conflict,workload,interpersonal relationships,career development
,information access and feedback on Job satisfaction aspects such as career opportunities ,
physical environment ,management style, job enrichment ,reward and job security of nursing
staff working in hospital.Occupational stress stemming from career development and
autonomy exerts a negative impact on nurses' satisfaction related to job
enrichment,management style and career opportunities.
“Tugba Dundar, et al, (2012)”, in their research tried to understand the teacher’s
organizational justice perceptions and job satisfaction levels at primary school in Fatih
province of Istanbul. Organizational justice includes rules, process, awards and punishment.
Job related dimensions used for the study were job specification and job, wage, development
potentialities, working conditions, interpersonal relations, organizational environment and job
satisfaction. Study results proved to have positive significant correlation between primary
teachers' organizational justice perception and job satisfaction levels. The longer the years of
service of the teacher in the school and the more their experience level, the better is their
trust, respect and view over school management.

“A.Kumaravadivel and U.Natarajan,(2011)”, in a case study employed DMAIC based six

sigma approach to reduce incidents of defect in sand casting process and study the employee
job satisfaction in Indian foundry.

Figure 2.2 Tentative Model of Human Relation and Scientific Management

Source: Kumaravadivel and Natarajan / International Journal of Engineering, Science and
Technology,Vol. 3, No. 4, 2011, pp. 164-184
“M.Gokhan Bitmis and Azize Ergeneli (2011)”, study examined mediating impact of
leader-member-exchange (LMX) on relationship between dimensions of psychological
empowerment and job satisfaction. Research results revealed that organizational costs related
to employee’s attitude may severely reduce the organizational competitiveness in 21st century
workplace.LMX theory is based on different types of relationships that are developed

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International Research Journal of Business and Management – IRJBM ISSN 2322-083X

between leaders and their subordinates. Therefore, it is a relationship-based approach to

leadership and emphasizes dyadic relationship between a leader and member.
“Shahnaz Tabatabaei,et al.,(2011)”,semi-experimental research examined the general
health, stress associated with work and the job satisfaction of Hormozgan cement factory
employees in Iran using psychological trainings and motivational models.Through survey
employee's general health mean was observed to be higher but the stress was below average
which indicated low level of motivation towards work. Opportunity for growth is also treated
as a positive motivator along with social and life skills, control of anger, increasing self-
confidence and stress management. This helped improve job related stress in employees.

“Rituparna Basak and Anjali Ghosh, (2011)”, conducted survey of school teachers from
Kolkatta using teacher satisfaction questionnaire (TSJQ) for measuring job satisfaction and
revised school level environment questionnaire (SLEQ) to measure environmental structure
using rotter locus of control scale with forced choice self-report statements where a high
score indicates external locus of control and a low score indicate internal locus of control.
Since previous research provided very little information on school environment and its
relationship with job satisfaction in teaching population in Indian Context. Job satisfaction
measured pay, supervision, colleagues, working conditions, responsibility, work,
advancement, security and recognition besides considering biographic details like age,
genders, training, experience level, income etc.
“Meliha Tuzgol Dost,(2012)”,in this research projected that level of job satisfaction differs
significantly based on type of university, perceived academic competence , family life and
personal hobbies by researching 73 different universities in Turkey. Results suggest that job
satisfaction of academics do not differ significantly based on the variables of weekly course
load, place of graduate schooling, level of proficiency in English. Previous studies
demonstrated that work load is associated with occupational stress of academic and
administrative staff (Gillespie et al., 2001) and course load is associated with emotional
exhaustion.
“Nurhazirah Hashim, et al., (2012)”, conducted a study to investigate the influence of
personality trait on the relationship between work-family conflict (WFC) and job satisfaction
among married female teachers at selected schools in Malaysia using Rasch measurement
model.WFC is negatively related to married women's job satisfaction. Personality was
approached according to the framework of the Big Five which consist of conscientiousness,
extraversion, agreeableness, emotional stability and openness to experience (Goldberg,
1992). These personality traits are expected to play some important roles in influencing the
relationship between WFC and job satisfaction. This paper indeed facilitates additional
knowledge to existing literature related to WFC and job satisfaction.
The review of literature on the job satisfaction shows that different researchers
examined the concept on different dimensions like: autonomy, responsibility, variety, nature
of job, communication network, democratic functioning, public and private sector, relation
with controlling officers and colleagues, attitudes and morale, salary and allowances,
promotion prospects, work place conditions, recognition, intrinsic and extrinsic rewards, job
security, absenteeism, turnover, tardiness, job dissatisfaction, sabotage and low levels of
performance in the job, child care center, interesting and challenging work, feeling of
achievement etc. The earlier research shows that the factors like increased productivity,
survival and effectiveness of organization, organizational success, keep the interest of the
organization, absenteeism, personnel turnover, tenure.

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• To discover the intrinsic and extrinsic determinants of job satisfaction in Jeyamalli

OBJECTIVES OF THE STUDY

• To determine how the above determinants create a varying degree of employee job
Industries Unit I

• To identify reasons for the measured level of satisfaction.

satisfaction in Jeyamalli Industries Unit I

• To measure the level of overall job satisfaction of employees working in this unit.
• To recommend suitable suggestions for improving the job satisfaction and

• To give go ahead for the company to work out enhancement plans utilizing the current
organizational commitment in the unit.

workforce.

RESEARCH DESIGN
The method of research adopted in this study is descriptive research which describes
attitudes, perceptions, characteristics, activities and situations. The study was designed to
determine job satisfaction level in Unit I of Jeyamalli Industries.
Sampling Methods
This study is based on convenience sampling method. Sample selection and size
should be representable of the target population. The company has a total of 200 employees
in unit I. Of these 20 was the size of the sample selected. 10% of the total population were
chosen as respondents and interviewed in Unit-I of Jeyamalli Group.
Data Collection
The study is based on both primary and secondary data. The study includes sizeable
primary data which was collected by way of canvassing a questionnaire amongst those
available employees, manager and work supervisor of Unit -I with the help of personal
interviews during lunch hours, tea-breaks and observation of workers during their work
hours. The secondary data was collected from organization records, management reports,
various books, journals and internet to understand the present state of job satisfaction in terms
of selected job satisfaction factors.
Each of the questions had a 5-point Likert scale wherein the respondent could indicate

• Very satisfied : 5
their choice by marking with an X on one of the following options:

• satisfied: 4
• Neutral :3
• dissatisfied : 2
• Very dissatisfied:1
Statistical Tools
Apart from percentage analysis the following manual calculations were also done for the
collected data.
1. Chi square
2. Karl Pearson's coefficient of correlation and Spearman’s Rank correlation
3. Test of significance for Difference of Means

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DATA ANALYSIS & INTERPRETATION

YEARS OF SERVICE IN JEYAMALLI INDUSTRY
Table 1 Service Level of Employees

Attribute Employee's service in present industry

Count Percentage
0 - 6 months 4 20%
7 - 12 months 5 25%
13 - 18 months 4 20%
19 - 24 months 2 10%
Above 24 months 5 25%

Interpretation: The above table indicates that around 25% of the work force has been
associated with Jeyamalli Industries for the past 2 years. Another 25% workforce has been
working with them for more than 6 months to 1 year.20% of workforce have less than 6
months of service and another 20% have more than a year and less than one and half years of
service.
WORK BURDEN OF EMPLOYEES
Table 2 Employee work burden

Do you feel overburdened with work

Attribute Count Percentage

Very satisfied 4 20%
Satisfied 5 25%
Neutral 5 25%
Dissatisfied 4 20%
Very dissatisfied 2 10%

Interpretation: The above table indicates that around 45% of the work force is satisfied with
the workload and around 30% are not so satisfied. However 25% think neutral in this regard.

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QUITTING INTENTION
Table 3 Employee's intention to quit job

Attribute Employee's intention to quit current job

Count Percentage
Yes
4 20%
No 6 30%
Can't Say 4 20%
Don't know 4 20%
May Be
2 10%

Interpretation: The above table indicates that around 30% of the work force does not intend
to quit working in this industry. However another 20% wish to quit .Nearly about 50%
employee strength are unsure about quitting this job.

WORK MOTIVATION

Table 4.1.15. Employee work motivation level

To what extend has company taken initiative to keep

Attribute employees motivated
Count Percentage
Very satisfied 4 20%
Satisfied 8 40%
Neutral 4 20%
Dissatisfied 3 15%
Very dissatisfied 1 5%

Interpretation: The above table indicates that around 60% of the work force are satisfied
with the initiatives taken by Jeyamalli group to keep employees motivated at work and
around 20% have expressed dissatisfaction.However 20% have neutral opinion in this front.

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ENFORCEMENT OF COMPANY POLICY, ETHICS AND CODE OF CONDUCT

Table 4.1.17. Employee’s viewpoint of ethics, policy and code of conduct
Enforcement of ethical policy, code of conduct and
Attribute behavior

Count Percentage
Very satisfied 2 10%
Satisfied 8 40%
Neutral 9 45%
Dissatisfied 1 5%
Very Dissatisfied 0 0%

Interpretation: The above table indicates that around 50% of the work force is satisfied with
the ethics, policy; code of conduct and practices and around 5% expressed dissatisfaction.
However 45% think neutral in this regard.

EMPLOYEES SALARY SATISFACTION STATISTICS

Table 4.1.18. Employees Salary satisfaction statistics

Is the salary given to employees at par with industry

Attribute standards
Count Percentage
Very satisfied 3 15%
Satisfied 8 40%
Neutral 6 30%
Dissatisfied 3 15%
Very Dissatisfied 0 0%

Interpretation: The above table indicates that around 55% of the work force is satisfied with
the salary and around 15% are not so satisfied. However 30% think neutral in this regard.

BENEFIT STRUCTURE APART FROM SALARY

Table 4.1.19. Benefits given to employee apart from salary
Does company provide health insurance, leave, bonus,
Attribute incentive and other benefits
Count Percentage
Very satisfied 0 0%
Satisfied 5 25%
Neutral 9 45%
Dissatisfied 6 30%
Very dissatisfied 0 0%

Interpretation: The above table indicates that around 25% of the work force is satisfied with
the benefit structure which includes insurance, leave, incentives and bonus and around 30%
are not so satisfied. However 45% think neutral in this regard.

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EMPLOYEE CAREER DEVELOPMENT PATH

Table 4.1.20. Avenue for growth in this company
Attribute Is there avenue for career growth in this company
Count Percentage
Very satisfied 1 5%
Satisfied 9 45%
Neutral 10 50%
Dissatisfied 0 0%
Very dissatisfied 0 0%

Interpretation: The above table indicates that around 50% of the work force is satisfied with
the career growth in Unit-I of Jeyamalli Industries. Nearly the other half of the workforce is
neutral towards career growth in this industry.
PERFORMANCE FEEDBACK
Table 4.1.21. Employee’s performance feedback given by supervisor

Attribute Does company give continuous and timely feedback

Count Percentage
Very Satisfied 0 0%
Satisfied 3 15%
Neutral 14 70%
Dissatisfied 3 15%
Very Dissatisfied 0 0%

Interpretation: The above table indicates that around 15% of the work force is satisfied with
the timely and continuous feedback given by the supervisor and management and around
15% are not so satisfied. However 70% think neutral towards existing feedback mechanism.
OVERALL JOB SATISFACTION
Table 4.1.27.Employees overall job satisfaction

Overall job satisfaction experienced working for this

Attribute company

Count Percentage
Very satisfied 2 10%
Satisfied 9 45%
Neutral 7 35%
Dissatisfied 2 10%
Very dissatisfied 0 0%

Interpretation: The above table indicates that around 55% of the work force feels overall
satisfied working in Jeyamalli Industries but 10% think otherwise. However 35% think
neutral in this front.

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CHI SQUARE TEST

Table 4.2.1. Work Recommendation

O E O–E (O–E)2 ( O-E) 2/E

10 9.6 0.4 0.16 0.017
2 2.4 -0.4 0.16 0.067
6 6.4 0.4 0.16 0.025
2 1.6 0.4 0.16 0.1
Total 0.209

Table 4.2.2 Chi Square Calculation to friends & Relaxation at work

Note: O: Observed Value; E: Expected Value
Null Hypothesis (Ho) - There is no significant difference between relaxation statistics of
employees and work recommendation by employees to their friends.
Inference:
Since the Calculated value of chi-square is lesser than Table value of Chi – Square,
we accept the null hypothesis (Ho). Therefore, there is no significant difference between
employee relaxation statistics and job referral to friends by employees.
Karl Pearson’s coefficient of correlation
Table 4.3.1.1. Measure correlation between work burden and company Initiative to
keep employees motivated
Company
Work Burden
initiative to X² Y² XY
(X)
motivate (Y)
4 4 16 16 16
5 8 25 64 40
5 4 25 16 20
4 3 16 9 12
2 1 4 1 2
ΣX = 20 ΣY = 20 ΣX² = 86 ΣY² = 106 ΣXY =90
Inference:
Since r = +0.801 there is a high positive correlation between work burden to employees and
Jeyamalli Industries motivation initiatives.
Test of significance for difference of means
Table 4.4.1 Gender and overall job satisfaction in Jeyamalli Industries Unit-I

Male Female
(X1) ² (X2) ²
GENDER (X1) (X2)
Overall Job Satisfaction
Very Satisfied 0 0 2 4
Satisfied 7 49 2 4
Neutral 7 49 0 0
Dissatisfied 2 4 0 0
Very dissatisfied 0 0 0 0
Total Σ (X1) ² = Σ (X2) ²
Σ X1 = 16 Σ X2 = 4
102 =8
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Null Hypothesis (Ho) - There is no significant difference between gender and overall
satisfaction level to work in unit-I of Jeyamalli groups.
Inference:
Since the Calculated value of Z test is lesser than Table value, we accept null
hypothesis (Ho). Therefore, null hypothesis (H0) is being accepted that there is no significant
difference between gender and overall job satisfaction.

Findings:

• While studying the job satisfaction, the absenteeism rate was also observed. Employees
take a minimum of one leave per month and have personal commitment prior to
considering work commitments while deciding on leave. Approximately 25% of the work
force focuses on efficient and defect free delivery while around 75% still needs to be
trained on Quality to minimize defects. Work burden is being felt by 30% of the
workforce.45% do not fell the burden of work and 25% are neutral. As per management
work load increases when there is any sudden contract to be delivered in short notice and

•
unplanned leaves are taken by workers.
Motivation efforts taken by management are noteworthy as 80% employees derive
satisfaction from such efforts. Every month, on the last Friday, around noon after tea
break, employees are advised on health front by specialist from medical field. Employees
are counselled on healthy food habits, diet, exercise and routine to stay fit and energized
to undertake such laborious tasks. Employees can have a one on one session with duty

•
supervisor on work related issues.
Safety related measures are being instructed by duty supervisor. Other than this
inspection heads do instruct the workers on how to be safe while working in heavy
fabrication work. Apart from this no other precaution has been taken by Jeyamalli groups
and for this reason only 10% are satisfied with safety practices in the unit. Except for
permanent employees the rest of the category of workers do not receive much of benefits

•
such as incentives, bonus or insurance. So only 25% of the employees are satisfied.
Half the sample workforce believes that there are career opportunity, growth and
development for them in unit-I of Jeyamalli Industries. True to their belief company is
envisioning enhancement and development plan for company's future growth on financial
lines and others. Unit-I focused more on work related training. To offer such trainings to
employees supervisors get trained through many seminars and by attending many national
level conference and workshops.

Suggestions:
The company needs to focus on work environment by providing better rooms where
in employees could rest for a while during recess. As the company is planning to take
development initiatives and undertake major projects with influential and prestigious clients
it would be advisable to have more qualified workforce than rely only on diploma and ITI
holders. Also the percentage of permanent employees employed by them was to be increased.
Employees do have quitting intention and company needs to take measures to have them
retained. One such drastic step would be to increase their salary for which company needs to
make more profit and work more efficiently and plan for defect free deliveries. The company
has to improve Quality focus and concentrate on minimizing work defects and try to make
work force more efficient. Work place safety measures are not very satisfactory and needs
focus by the higher management. Company needs to focus on employee insurance coverage
as work place safety is not appreciable.

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Conclusion

The future of Jeyamalli Groups largely depends on its productivity and productivity depends
on the employees who work for it. If the employees are very productive in nature, no one can
beat this Industry. To make the employees more productive, the industry should try to satisfy
the employees to the maximum extent. These surveys help to reflect like mirror the
management's mind to the employee as well as indicate to the management about employees
feelings, opinions and attitude. Observations and interviews helped in understanding the
perception of job satisfaction trend at present in one of the unit of this company. Employees
are proud to be associated and feel extremely good to work here.However the work
environment needs further improvement so that employees can get more overall satisfaction.
As the company is planning for long term development and growth strategies it’s better to
employ permanent and well qualified staff with a slightly higher compensation. Supervisors
need better people, quality and work management training.

References

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IRJBM – www.irjbm.org April - 2014 - Volume No – IV Page 43
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International Research Journal of Business and Management – IRJBM ISSN 2322-083X

Job Satisfaction: Items Validity using Rasch Measurement Approach",published by

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