A STUDY ON JOB SATISFACTION AT LOKANATH WEAVERS

A STUDY ON THE JOB SATISFACTION OF WORKERS AT LOKANATH WEAVERS CO-OPERATIVE SOCIETY LTD.

MELE CHOVVA, KANNUR

PROJECT REPORTSubmitted in Partial Fulfilment of the Requirement for theAward of the Degree ofMASTER OF BUSINESS ADMINISTRATION2013 2015OfKANNUR UNIVERSITY

Submitted by:SANA AZEEZRegister number: B3GMBA3124Under the guidance ofMrs. Komal Anand

CENTRE FOR MANAGEMENT STUDIES, MANGATTUPARAMBA, KANNUR2013 - 2015DECLARATION

I, SANA AZEEZ, IIIrd Semester MBA student of Centre For Management Studies, Mangattuparamba, Kannur, hereby declare that this project entitled A STUDY ON THE JOB SATISFACTION OF WORKERS AT LOKANATH WEAVERS CO-OPERATIVE SOCIETY LTD. is based on the original study conducted by me under the guidance and supervision of Mrs. Komal Anand and is submitted in partial fulfilment of the requirement of the award of the degree of Master of Business Administration of Kannur University.

Place: Mangattuparamba SANA AZEEZDate: Reg. No. : B3GMBA3124

ACKNOWLEDGMENT

First and foremost, from the depth of my heart I would thank my Almighty God for blessings. I am deeply indebted to Shri. Vidhushekhar (Assistant Director) of Centre for Management Studies, Mangattuparamba for providing his valuable guidance and assistance to me I express my sincere and heartfelt gratitude to my faculty guide Mrs. Komal Anand for her kind support and inspiration as internal guide to complete my project work successfully. I would like to acknowledge my deep sense of gratitude to Mr. P. Vinod Kumar, Secretary of Lokanath Weavers Society for giving me permission to undertake the project work in their esteemed organization and who offered valuable opportunity for entire period of project.I would also like to express sincere thanks to all staff members of Lokanath Weavers Society for their valuable supervision, guidance & advice during the time of study.I owe my deep sense of gratitude a profound thanks to my faculty guide Mrs. Komal Anand, for her valuable guidance, untiring patience and constant help in successfully carrying out this work. I would also like to express sincere thanks to all faculty members for their valuable supervision, guidance & advice during the time of study.I would also like to thanks my parents and friends for their benevolence and blessing all through the completion of this project work.

SANA AZEEZ

INDEXCHAPTERTITLE OF THE CONTENTPAGE NO:

1INTRODUCTION OF THE STUDYi. Introductionii. Objectives Of The Studyiii. Scope Of The Studyiv. Limitations Of The Study

2RESEARCH DESIGN AND METHODOLOGYi. Research Design & Sampling Designii. Method Of Data Collectioniii. Tools Of Analysisiv. Hypothesis

3LITERATURE REVIEW & THEORETICAL ROUND-UP

4INDUSTRY & COMPANY PROFILEi. Industry Profileii. Company Profile

5ANALYSIS & INTERPRETATION OF DATA

6FINDINGS, SUGGESTIONS & CONCLUSION

BIBLIOGRAPHY

ANNEXURE

CHAPTER: 1INTRODUCTION

INRODUCTIONThe handloom industry is one of the largest segements in the unorganized sector. It plays an important role in the countrys economy. It is the oldest cottage industries in India, diffused widely throughout the country. Handloom assumes important because it not only meet clothing needs of the people but als gives expression to Indian art and culture, craftsmanship andheritage.The Lokanath Weavers Industrial Co-operative Society Ltd. is famous firm in Kerala from its inception in 1955 for production ofthe superior quality of handloom textiles both for export and indigenous sales. In fact this society was a model society to register many of the other industrial type of handloom weavers society in different parts of India. This reputed factory type handloom society is situated in Kannur, the city of looms and lore.The society is working with all modern facility for dyeing, processing, testing, weaving, stitching and packing. The society was registeed on 18-04-1955 with 88 members and 52 looms. At present 126 looms with 155 members engaged for its production process.A study report based on the topic Job Satisfaction of Workers as a part of the fulfillment of my Masters Of Business Administration.To relate the theoretical studies with that of the practical knowledge from the company, I have done my project at Lokanath Weavers Ltd.

OBJECTIVES OF THE STUDY1) To understand the level of job satisfaction among employees of the organization.

2) To study the various factors affecting job satisfaction in the organization.

3) To identify the factors causing job dissatisfaction.

4) To give suitable suggestions based on the findings of the study.

SCOPE OF THE STUDY A study on job satisfaction aims at determining whether there is job satisfaction in LOKANATH WEAVERS. If the employees are not satisfied with their jobs, it will affect the smooth running of organization. It also aims at giving constructive suggestions to improve the satisfaction of employees

LIMITATIONS OF THE STUDY:1. Finding and suggestions are based only on the information given by the respondents.2. The result of the study is applicable for this company and not suited for other companies.3. The survey is subjected to the bias and prejudices of the respondents. Hence 100% accuracy cant be assured. 4. The study was carried out in a short span of time.

CHAPTER: 2RESEARCH DESIGN ANDMETHODOLOGY

RESEARCH DESIGN & SAMPLING DESIGN

Research methodology is a way to systematically solve the research problems. Convenience sampling method is used for selecting samples.Population: It represents the employees of Lokanath Weavers Co-operative Society Ltd.Sample: The unit of population under study.Sample size: The sample taken for study is 50.

METHOD OF DATA COLLECTION1) Primary data collection:Primary data is collected as follows:_ Questionnaire_ Interview and Discussion with employees

2) Secondary data collection:Secondary data was collected from_ Reference Books_ Internet

TOOL FOR ANALYSIS(i) Percentage Analysis:Percentage is obtained when ratio are multiplied by 100. The percentage of respondents coming under the same category was found out as it helped to know the option of respondents clearly.Percentage Analysis = (No. of respondents/frequency of respondents)*100

(ii)Co-efficient of Correlation:Karl Pearson's coefficient of correlation between the variable X and Y is given by; r = n*XY-X*Y (n*X-(X))*(n*Y-(Y))

Karl Pearson's coefficient of correlation is not affected by change in scale or by change in location. It can be used to compare the relationships between two pairs of variable. It is a unit free measure of relationship between two variables and take values in [-1, +1], where 'r' is close to +1(-1), there is a strong positive (negative) relationship.(iii) Chi-square Analysis:It is a statistical test which tests the significance of difference between observed frequenciesand corresponding theoretical frequencies of a distribution without any assumption about thedistribution of the population. Chi-square test one of the simplest and most widely used non parametric tests in statistical work.Chi-square test is calculated as; = (O-E) / EWhere O = Observed frequencyE = Expected frequency andE = (Row total*Column Total)/no. of respondentsIn the case of a contingency table degrees of freedom is worked out as follows;df = (c-1)*(r-1)Where c means the number of columns and r means the number of rows.

CHAPTER: 3REVIEW OF LITERATURE&THEORETICAL ROUND-UP

REVIEW OF LITERATURE AND THEORETICAL FRAME WORK

A literature review can be just a simple summary of the sources, but usually has an organizational pattern and combines both summary and synthesis. A summary is a recap of the important information of the sources, but a synthesis is a re-organization, or a re-shuffling, of that information.The study of job satisfaction is a topic of wide interest to both people who work in organizations and people who study them. Job satisfaction has been closely related with many organizational phenomena such as motivation, performance, leadership, attitude, conflict, moral etc. Researchers have attempted to identify the various components of job satisfaction, measure the relative importance of each component of job satisfaction and examine what effects these components have on employees productivity. Job satisfaction and dissatisfaction not only depends on the nature of the job, it also depend on the expectation whats the job supply to an employee (Hussami, 2008). Lower convenience costs, higher organizational and social and intrinsic reward will increase job satisfaction (Mulinge and Mullier, 1998; Willem et al., 2007). Job satisfaction is complex phenomenon with multi facets (Fisher and Locke, 1992; Xie and Johns, 2000); it is influenced by the factors like salary, working environment, autonomy, communication, and organizational commitment (Lane, Esser, Holte and Anne, 2010; Vidal, Valle and Aragn, 2007; Fisher and Locke, 1992; Xie and Johns, 2000).Different people interpret compensation differently. In this paper compensation, reward, recognition, and wages are terms used in different situations (Zobal, 1998). The compensation is defined by American Association is cash and non-cash remuneration provided by the employer for services rendered (ACA, p. 9). Salary was found to be the prime factor for the motivation and job satisfaction of salaried employees of the automobile industry from the results of the survey by Kathawala, Moore and Elmuti (1990). The survey tried to assess the various job characteristics and the way the employees ranked them as motivators and satisfiers. The results showed that compensation was ranked as the number one job element for job satisfaction and increase in salary for performance was ranked as the number one job element for motivation. Compensation is very valuable tool for retention and turnover. It is also a motivator for an employee in commitment with the organization which in result enhances attraction and retention (Zobal, 1998; Moncarz et al., 2009; Chiu et al., 2002). It also works as communicator when it is given to employee against his services which shows how much an employee is valuable for its organization (Zobal, 1998).The mentoring is used for development-orientation (Scandura and Williams, 2004). When a supervisor provides mentoring, the relationship affects the protgs skill development and intentions to remain with the employer (McManus and Russell, 1997). On the other hand non-supervisory mentor may increase mentees confidence by providing access to outside organization (Scanduraa and Williams, 2004). The immediate supervisor support is very important in organizational change. Although the support of supervisor is not very crucial in satisfaction but it has positive impact on satisfaction (Griffin, Patterson and West, 2001). According to Chakrabarty, Oubre, and Brown (2008) perhaps the finest way in which supervisors can portray himself as a role model is to personally demonstrate proper techniques so that employee could understand how job should be done. J.D. Politis (2001) has examined the roles played by leadership in the process of knowledge acquisition and a survey was carried out on 227 persons who have been engaged in knowledge acquisition activities to examine the relationship between leadership styles and knowledge acquisition attributes. The results showed that the leadership styles that involve human interaction and encourage participative decision-making are related positively to the skills essential knowledge acquisition. According to the study conducted by Friedlander and Margulies (1969), it was discovered that management & friendly staff relationships contribute to the level of job satisfaction. However, this result contradicts with view of Herzberg (1966) who supported the view that supervision is irrelevant to the level of job satisfaction. According to Frame (2004) work conditions are defined as an employees work place, work instruments, the work itself, organization policy, and organizational rules. Arnold and Feldman (1996), promoted factors such as temperature, lighting, ventilation, hygiene, noise, working hours, and resources as part of working conditions.The worker would rather desire working conditions that will result in greater physical comfort and convenience. The absence of such working conditions, amongst other things, can impact poorly on the workers mental and physical well-being (Baron and Greenberg, 2003). Robbins (2001) advocates that working conditions will influence job satisfaction, as employees are concerned with a comfortable physical work environment. In turn this will render a more positive level of job satisfaction. Arnold and Feldman (1996) shows that factors such as temperature, lighting, ventilation, hygiene, noise, working hours, and resources are all part of working conditions. Employees may feel that poor working conditions will only provoke negative performance, since their jobs are mentally and physically demanding.

INTRODUCTION TO THE TOPIC:The study of Job satisfaction is one of most important factors in the study of human behaviour in the organization. Job satisfaction focuses on employee attitude towards his job. It has three important dimensions:(a) Job satisfaction can be measured by the emotional response to a job situation, hence it cannot be seen, and it can only be inferred.(b) Job satisfaction is related to what you actually get as reward and what you expect to get. If the difference between the actual reward and expectation is minimum or negligible them a person will display a positive attitude and if there is wide difference between the two, a person will display a negative attitude towards his job and therefore the satisfaction level will be low.(c) Job satisfaction is related to job dimensions. These can be expressed in terms of job content, remuneration, attitude of co-workers, and opportunity of growth that job is able to provide in terms of promotion and last but not the least the expert loyal and experienced leadership is available in terms of supervision.

DEFINITIONS:Spector (1997) refers to job satisfaction in terms of how people feel about their jobs and different aspects of their jobs. Ellickson and Logsdon (2002) support this view by defining job satisfaction as the extent to which employees like their work. Schermerhorn (1993) defines job satisfaction as an affective or emotional response towards various aspects of an employees work. C.R.Reilly(1991) defines job satisfaction as the feeling that a worker has about his job or a general attitude towards work or a job and it is influenced by the perception of ones job. J.P. Wanous and E.E. Lawler (1972) refers job satisfaction is the sum of job facet satisfaction across all facets of a job.

Factors determining job Satisfaction

There are number of dimensions which effect job satisfaction. Value system possessed by an individual and the culture supporting the value system in the organization can be called as an important and basic for job satisfaction. However some of the important factors that determine job satisfaction of the employees in the organization are as under: -

1. Work Content: Content of the work itself is a major source of satisfaction. The work must be challenging. It should lend itself opportunities to use employee skills, ability and experience. The content of the work should be encouraging and interesting and have variety inbuilt in it so that it is not boring. 2. Pay and promotion policy: Salary and wages play decisive part in the study of job satisfaction. Equitable rewards are multidimensional in nature. The benefits are of varied nature namely pay, perks and rewards are associated with motivation of employees. 3. Supportive working condition: Working conditions have a modest but lasting effect on job satisfaction. Due to fast development of technology, it is necessary that the organizations are operating on upgraded technology, latest systems and procedures. The layout of work place must be ideally suited from operational point of view and the employees should display great degree of satisfaction. 4. Work group: The concept of work group and work teams is more prevalent today. Work group of multi skilled persons with one goal will be able to function effectively if they are friendly and co-operative. The work group serves as a source of support, comfort, advice and assistance to individual worker. 5. Supervision: Supervision is one of the moderate factors, which affect job satisfaction. Qualified supervisors should be available for advice, guidance and problem solving. Supervisors should be placed close to the place of work and should be available. 6. Personality job fit: Individuals should be assigned the job that suits their interest. Recently it has been seen that MBA graduates are satisfied with their job if they get the job related to the specialisation they have chosen during the MBA degree. Persons having analytical approach should be assigned job in R&D department so that their level of job satisfaction increases.EFFECT OF JOB SATISFACTION ON PERFORMANCE1. Satisfaction and productivityBased on research carried out in Hawthorne studies, further research to prove that happy workers are productive was carried out, which has been proved negative. Based on the conclusion of Hawthorne studies, managers began their efforts to make their employees happier by improving work conditions, providing Laissez-faire type of leadership, expanding various facilities to the workers, but it has been found that there is no direct relationship between happiness and productivity. Robins concluded that productive workers are likely to be happy workers. Further research on the subject suggests that organization having happy workers might have increased productivity. On individual level it may not be true due to complexity of environment, work processes, various systems and sub systems having impact on the individual employee. But it can be said from organizational point of view that organization that are able to evolve such policies that make employees happy bound to have improved productivity. V.H.Vroom. Productivity is considered as reward for hard work which is due to high level of satisfaction. However globalisation, speed of machines and knowledge explosion, impact of media on workers, social awareness and high expectations of employees to meet social obligations are important factors to ensure high satisfaction level of employees. While evolving industrial practices, above factors should be considered favourably and employee growth achieved so that organizations grow automatically.2. Satisfaction and absenteeismThere is an inverse relationship between satisfaction and absenteeism. When workers are more satisfied the absenteeism is low. When satisfaction level is low absenteeism tends to be high. There are certain moderating variables like sick leave and degree to which people feel that their jobs are important. Where there is a provision for sick leave, employees would take the benefit and absent themselves. As far as the importance of work is concerned, it has been observed that people attend to their work when it is important to accomplish.Employees having high satisfaction would not necessarily result in to low absenteeism but those having low satisfaction level would definitely have high absenteeism.3. Satisfaction and turnoverIt has been found that employees who are not satisfied with their jobs will have high turnover. Employees who are satisfied will not have high turnover. Satisfaction is also negatively related to turnover but the co-relation is stronger than what we found in absenteeism. Employee performance is a moderating factor of the satisfactionTurnover relationship. In recent times a phenomenon amongst the software engineers whose performance is high; their turnover has been noticed as high because of competition for personal growth. Organization lures the competent person for their organizational growth.Organization cares for such high performers and their retention. Poor performers do not leave the organization for fear of lack of job opportunity outside.

CHAPTER: 4INDUSTRY, COMPANY & PRODUCTPROFILE

CHAPTER-4.1INDUSTRY PROFILE

INTRODUCTION The handloom industry is a part of the Indian culture and tradition. The area under cotton cultivation is the largest spinning capacity after China in hand weaving sector and a long tradition of producing a sum of the finest and costiest fabrics in the world. India is the biggest yarn exporter with a 28% of the worlds market and is known for quality of its fine count cotton yarns. Kannur is the main handloom concentrated District in Kerala for the production of exportable items and also known as the city of looms and lures,80% of the total handloom production is being normally exported through various organizations workings for handloom export.Handloom industry is the most important and the largest industry in the Kannur district. The handloom cloths of Kannur hae won international reputation. Kannur is called as the Manchester of Kerala. The famous Kannur sports shirting, varities like Crepe are the donation of this dictrict. The weavers are mainly The reputed factory type handloom society situated 3 kilometers away from the Kannur town. Handloom industries generate production of low capital cost, mostly use indigenous raw materials, utilize local skills, widers the entrepreneurial base, facilitated balanced regional growth and prevent the migration of labor to the metropolitan areas.

HANDLOOM SOCIETIES IN KERALAThe history of Indian handloom textiles is mentioned in our epics and puranas nearly five million years ago, a piece of cotton stick to a silver vase and some spindles were found in excavations. This revealed that the spining and the weaving of cotton was known to the Harappas. Handloom Co-operations in India are mainly evoved through governmental initiatives, as the artisans in the rural and semi-urban India felt is to be the vulnerable groups. Voluntary Co-operative actions are rarely with some kind observed interest groups. Thehandloom Co-operative of Kerala are largely differentiated from the handloom co-operative of other states so far as the history, structure and level of operation concerned. The formation of co-operatives in Malabar region was greatly introduced by the crisis of the late 30s and the advent grade characteristics of the industrial labor. The Chirackal Handloom Weavers Co-operative Society in KAnnur has claimed to have been started in 1946 at the initiative of the trade unions. In the post independent period, the co-operative movements gained tremendous movements in Kerala.The industry in Kerala is more organized. Even through the Weaver,s Co-operative Societies were in existence in Kerala before independence, the shar of the co-operative sector in the total member of looms was not significant till 80s. By the end of 1998, the share of the co-operative sector has raise to about 11% of the total looms in the state and by the year 2003, about 86% of the looms of the state. In the former type, the loms are owned by the weavers and carry out the weaving activities in their household premises and supply the finished product to the co-operative society. In later case, the production activities are carried out in the loom shed of the society premises. One of the important feature of the co-operative organization in Kerala is the good presence of woman co-operator. The Government of Kerala set up an apex co-operative society. The Kerala State Handloom Weavers Co-operative Society Ltd. known as HANTEXcome into formation in 1961.The main objectives of HANTEX are :-1. Making provision for easy availability of credit supply.2. Supply of raw materials at a reasonable cost.3. Provision of technical support for the societies.4. Helping the societies to produce as per the market demand.5. And to successfully market their products.

In 1968 a different form of co-operativeor Hanveev was set up in Kannur as the Kerala Handloom Finance Corporation to promote the private handloom sector by providing finance for working capital as well as for investment.Later in 1975 the name of the corporation was changed to The Kerala Handloom Finance and Trading Corporation and it started buying fabrics from members for selling in the open market in addition to providing loans.The product decision completly rests on Hanvees and Hanveec supplies yarn to the registered weavers to produce as per the product specification at Hanveev. The product is weaved at the loom shed of weavers premises and is supplied to the Hanveev. The weavers receive the conversion charges/wages.

NATIONAL HANDLOOM DEVELOPMENT CORPORATION National Handloom Development Corporation Ltd. (NHDC) was formed in 1983 as a public sector undertaking by the Government of India, as an autonomous body under the Companied Act of 1956, acting as an agency to assist the speedy development of the handloom sector covering procurement and supply of their Yarn Dyer and Chemicals and the other inputs to the handloom weaver bysupplementing the effort and increasing the marketing efforts to the state level handloom agencies and initiating the development activities of upgrading generation for sustenance.

NHDC has extended its service and support in the state of Kerala through hand weavers and HANTEX co-operative societies, HEPC members units, Kerala Handloom Association members unit. With the approval of directors of handloom they are making avail the required inputs. NHDC has opened one regional office at Coimbatore and branch at Kannur.

CHAPTER- 4.2COMPANY PROFILE

COMPANY PROFILE Lokanath Weavers Industrial Co-operative Society Ltd. NO LL99, P/O Choova, Kannur- 670006 was registered in 18-4-1995 and started production on 7-5-1995. It was registered as a Co-operative Society under the Act VI of 1932(Madras). The firm is mainly producing exportable handloom products like bed sheets, pillow cover, mat, table cover, bag, mundu, furnishing fabrics etc. based on the order obtained from reputed handloom exporters in Kannur, Chennai, Bangalore, and Mumbai. Here the decisions are taken by the Board of Directors., consists of President, Directors and members. Secretary is the head of the organization where he acts as a link between organization and Board of Directors. There are 68 workers and 7 staff in Lokanath Weaving Company. The workers in the company are also the members of the Board of Directors. Several training programs are arranged to workers to improve their skill and knowledge in the work. The company is going in a loss, even then the workers are paid 8.33% bonus.The promotion of handloom helps to improve the standard of living of the Weavers belonging to all communities and as such Lokanath Weavers Industrial Co-operative Society is implemented the development of products and market. The company is widening its horizon by exporting their products since they produce export quality products. This will increase their profits and change the current downward trend they are experiencing. This step is getting them closer to their aim of expansion of the firm.

OBJECTIVES OF LOKANATH WEAVING COMPANY To improve the handloom industry and to promote economic condition of the members of the industry. To create a demand among the customers. To improve the quality of the products and to increas the earnings of the workers. To develop the marketing of different handloom fabrics in national and international level. To create changes in the existing product with good design pattern and textures. To skill up graduation training to weavers including women workers, to make efficiency with quality for export products. To raise funds required for the industry. To create better opportunities and innovations in the handloom industry.

MISSION AND VISION OF COMPANY

MISSION Provide quality product to the customers. Promote customers for using the handloom products. Providing employement opportunities to local people.

VISION Make good will through customers satisfaction. Increase quality of exporting. Create a good brand name among handloom industries. New product development.

HIGHLIGHTS OF THE COMPANY Pioneer in the weaving industry with 55 years of experience. Eco-friendly and social commitment. Engaged in the production of wide range of products. Highly experienced management team with good knowledge about market and its products. Located in the city of looms and lore and has rich tradition in the production of 100% handloom furnishing fabrics and made ups for export.

MANAGEMENT OF THE SOCIETYAccording to the Byelaws of the society the members of the Board of Directors be elected as per Rule 35 of Keraka Co-operative Societies Rule for a period of 3 years. The Board of Directors consist of 7 elected members as per Byelaws and they have elected President and Vice President. At present there are 6 elected members in the Board of Directors. ( one is vacant)The Board shall appoint a fulltime paid Secretary from among the suitable persons approved by the District Industries Office, Kannur. The Secretary shall not be a member of the Board. The Board of Directors shall meet once in fornight to conduct the affairs of the society. President shall preside over the meeting of the society.All questions before the Board of Directors shall be decided by a majority of vote.The details of Board of Directors are;

President :K P PRASAD Director : K SHOBA Director : P SARASWATHY Director : A PAVITHRAN Director : K V KAMALA Director: T P RAJEEVAN

Time Schedule of CompanyType of workersStarting TimeLunch BreakDeparting Time

Staff9.30 A.M1 P.M to 2 P.M5.30 P.M

Workers8.30 A.M1 PM to 2 P.M5.30 P.M

There is no specific time for tea break in the morning as well as in the evening. There is no specific shift time work.

ORGANISATIONAL STRUCTURE OFLOKANATH WEAVERS

BOARD OF DIRECTORS

SECRETARY

CUTTING AND STITCHINGCLERKFINANCE AUDITOR

STORE KEEPINGTECHNICAL STAFF

CLERK 3CLERK 2CLERK 1

PACKAGINGSTORING

DYEING MASTERWEAVING MASTER

DYEING SECTION

WRAP JOININGWEAVINGWINDINGWRAPING

CHAPTER 4.3PRODUCT PROFILE

PRODUCT PROFILEA product is anything that can be offered to a market for attention, acquisition, use or consumption that might satisfy the needs and wants. Anything that possesses utility is described as a product. A product is both what a seller has to sell and what a buyer has to buy. A product is one which satisfies the needs of the customers.According to Jobber, a product is anything that has the ability to stisfy a customer need. A product represents a bundle of expectations of the consumer. A successful product ensures its own promotion if it satisfies the need of consumers.Product is an essential factor of a business. Lokanath Weaving Industry produces variety of products according to the preference of the customer. Products are only manufactured as per the order of the customers.The company offers following products to the customers :-1. BED SHEETIt includes Stain bed sheet, cotton bed sheet, mixed bed sheet, border bed sheet. Bed sheets of different types are available in different size and quantity.

2. MATIt includes Shabari mat, runner mat, bath mat, and thin mat.

3. TOWELDifferent types of towels produced are terry towel, home comb and variety of printed and plain thorth. Printed thorth are imported from Madrs.

4. CUSHION COVERIt includes tastle, border, box and rounded cushion covers.

5. PILLOW COVER AND TABLE COVERPillow cover includes mixed pillow cover, cotton pillow cover and stain pillow cover. Table covers are available in different size and in different varieties at various prices.

6. BAG AND PURSEBags includes ordinary bag, gents bag and ladys bag. Purse includes ladys purse and gents purse.7. MUNDU AND LUNGIMundu includes white mundu and kavi mundu. And lungis of different varieties.8. FURNISHING FABRICSDifferent kinds of fabrics are made, mainly with jute, yarn and cotton.

9. OTHER PRODUCTSOther items produced are readymade shirts, sarees and blouse, aporn, bloster, consortium paint piece, consortium shirting, old napkin, mixed and printed fabrics of different quantity and quality, shirting etc.

PRODUCT PROFILE

PRODUCTSAMOUNT (Rs)

STAIN BED SHEET

48 x 90 Stain Bed Sheet 60 x 90 Stain Bed Sheet 72 x 90 Stain Bed Sheet 90 x 90 Stain Bed Sheet 850 975 700 1450

COTTON BED SHEET

48 X 90 Cotton Bed Sheet 60 x 90 Cotton Bed Sheet 72 x 90 Cotton Bed Sheet 90 x 100 Cotton Bed Sheet 90 x 108 Cotton Bed Sheet 425 525 625 900 1250

PILLOW COVER

Cotton Pillow Cover Stain Pillow Cover 90 125

TERRY TOWEL

12 x 12 Terry Towel 16 x 24 Terry Towel 24 x 48 Terry Towel 30 x 60 Terry Towel 27 x 54 Terry Towel 36 x 72 Terry Towel

50 110 275 425 650 725

LUNGI / KAVI / MUNDU

Lungi 26s Kavi 26s Mundu 26s

287 287 287

BATH MAT

30 x 20 Bath Mat 275 24 x 14 Bath Mat 200

BAGS

Ordinary Bag Jute Bag Gents Bag Ladies Bag Side Bag Vanity Bag Ladies Bag

30 270 210 275 165 110 110

TABLE COVER

Wash Basin Towel Table Runner 140 200

HONEY COMB TOWEL

24 x 48 Honey Towel 15 x 24 Honey Towel 150 50

CHAPTER: 5ANALYSIS ANDINTERPRETATION OF DATA

ANALYSIS AND INTREPRETATION OF DATA

PERCENTAGE ANALYSIS

1) GENDER OF THE RESPONDENTS

TABLE NO: 5.1

GENDERNO.OF RESPONDENTSPERCENTAGE (%)

Male2040

Female3060

TOTAL50100

Primary Data

INTREPRETATION:

Out of the total respondents taken for the study 40% are male and 60% of the respondents are female.

2) AGE GROUP OF RESPONDENTS

TABLE NO: 5.2AGE GROUP NO. OF RESPONDENTPERCENTAGE (%)

30 40 Years816

40 50 Years1530

50 Years And Above2754

TOTAL50100

Primary Data

INTREPRETATION:Out of the total respondents 54% of respondents falls in the age group of 50 & ABOVE, 30% of the respondents falls in the age group of 40 - 50, 16% comes under 30 40.

3) EDUCATIONAL QUALIFICATION

TABLE NO: 5.3EDUCATIONNO. OF REPONDENTSPERCENTAGE (%)

UP1938

SSLC2550

HSC36

ITI12

Degree24

TOTAL50100

Primary Data

INTREPRETATION:The above chart shows that 50% of the Workers are qualified SSLC, 38% UP qualifications, HSE 6%, Degree 4% and ITI 2%.

4) MARITAL STATUS TABLE NO: 5.4MARITAL STATUSNO. OF REPONDENTSPERCENTAGE (%)

Married3570

Unmarried1530

TOTAL50100

Primary Data

INTREPRETATION:The above chart shows that 70% of workers are married and 30% of workers are unmarried.

\5) WORK EXPERIENCE

TABLE NO: 5.5WORK EXPERIENCENO. OF REPONDENTSPERCENTAGE

Less Than 5 Years816

5 To 10 Years1224

More Than 10 Years3060

TOTAL50100

Primary Data

INTREPRETATION:The above chart shows that out of the total respondents 60% respondents are having work experience more than 10 years, 24% of respondents are having experience 5 to 10 years and 16% of respondents are having experience less than 5 years.

6) DEPARTMENTS

TABLE NO: 5.6

DEPARTMENTSNO OF RESPONDENTSPERCENTAGE (%)

Weaving2754

Winding1020

Dyeing48

Packaging24

Store24

Joining24

Clerk36

TOTAL50100

Primary Data

INTREPRETATION:The above chart shows that 54% of respondents are working in weaving section, 20% in winding, 8% in dyeing, 6% as clerk, 4% each for packaging store and joining.

7) SALARY SATISFACTION

TABLE NO: 5.7

OPTIONSNO.OF RESPONDENTSPERCENTAGE (%)

Yes1530

No3570

Total50100

Primary Data

INTREPRETATION:The above chart shows that 70% of workers are not satisfied with their salary and 30% are satisfied with their salary.

8) WORK ENVIRONMENT

TABLE NO: 5.8

WORK ENVIRONMENTNO. OF RESPONDENTSPERCENTAGE (%)

Relaxed1020

Tensed1734

Neither Tensed nor Relaxed2346

TOTAL50100

Primary Data

INTREPRETATION:The above chart shows that 46% of respondents are normal in their working environment, 34% are tensed and 20% are relaxed.

9) JOB SATISFACTION

TABLE NO: 5.9

OPTIONSNO. OF RESPONDENTSPERCENTAGE (%)

Highly Satisfied1020

Satisfied2040

Neutral1530

Dissatisfied48

Highly Dissatisfied12

TOTAL50100

Primary Data

INTREPRETATION:The above chart shows that 40% of respondents are satisfied with their job, 30% are neutral, 20% highly satisfied, 8% dissatisfied and 2% highly dissatisfied.

10) WORKTIME

TABLE NO: 5.10

WORK TIMENO. OF RESPONDENTSPERCENTAGE (%)

Comfortable2856

Average1428

Less Comfortable816

TOTAL50100

Primary Data

INTREPRETATION:The above chart shows that 56% of respondents are comfortable with their work time, 28% are average comfortable and 16% are less comfortable.

CO-EFFICIENT OF CORRELATION

1) CO-EFFICIENT OF CORRELATION BETWEEN AGE AND MANAGEMENT TREATING.

Let

X= Age of WorkersY= Management Treating

TABLE NO: 5.11XYX2Y2XY

86643648

1515225225225

2729729841783

X= 50Y= 50X2=1018Y2= 1102XY= 1056

r = n*XY-X*Y (n*X-(X))*(n*Y-(Y) )

r= 3*1056-50*50

(3*1018-(50)2) * (3*1102-(50)2 r = 668/668.22 r = + 0.99

INTREPRETATION:We can conclude that there is a positive correlation between Age and Management Treating.

2) CO-EFFICIENT OF CORRELATION BETWEEN WORK TIME AND AGE.

Let

X= Work TimeY= Age


28878464224

1415196225210

82764729216

X= 50Y= 50X2=1044Y2= 1018XY= 650

r = 3*650-50*50

(3*1044-(50)2) * (3*1018-(50)2 r = -550/591.71 r = -0.92 INTREPRETATION:We can conclude that there is a negative correlation between Work Time and Age.

3. CO-EFFICIENT OF CORRELATION BETWEEN JOB SATISFACTION AND INVOLVEMENT OF SUPERIORS.

Let

X= Job SatisfactionY= Involvement of Superiors


1015100225150

2025400625500

1562253690

421648

12142

X= 50Y= 50X2=742Y2= 894XY= 750

r = 5*750-50*50

(5*742-(50)2) * (5*894-(50)2 r = 1250/1543.92 r = +0.809 INTREPRETATION:We can conclude that there is a positive correlation between job satisfaction and involvement of superiors.

4. CO-EFFICIENT OF CORRELATION BETWEEN REDRESSAL OF GRIEVANCE ANDCOMMUNICATION CHANNEL.

Let

X= Redressal of GrievanceY= Communication Channel


92881784252

2216484256198

142251660

421648

00000

X= 50Y= 50X2=806Y2= 1060XY= 518

r = 5*518-50*50

(5*806-(50)2) * (5*1060-(50)2 r = 90/2069.78 r = +0.0434

INTREPRETATION:We can conclude that there is a positive correlation between redressal of grievance and communication channel.

5. CO-EFFICIENT OF CORRELATION BETWEEN INVOLVEMENT OF SUPERIORS AND REDRESSAL OF GRIEVANCE

Let

X= Involvement of SuperiorsY= Redressal of Grievance


15922581135

2522625484550

6153622590

244168

20400

X= 50Y= 50X2= 894Y2= 806XY= 783

r = 5*783-50*50

(5*894-(50)2) * (5*806-(50)2 r = 1415/1736.11 r = +0.8150

INTREPRETATION:We can conclude that there is a positive correlation between involvement of superiors and redressal of grievance.

6. CO-EFFICIENT OF CORRELATION BETWEEN JOB SATISFACTION AND REDRESSAL OF GRIEVANCE

Let

X= Job SatisfactionY= Redressal of Grievance


1091008190

2022400484440

1515225225225

44161616

10100

X= 50Y= 50X2= 742Y2= 806XY= 771

r = 5*771-50*50

(5*742-(50)2) * (5*806-(50)2 r = 1350/1360.62 r = +0.992

INTREPRETATION:We can conclude that there is a positive correlation between job satisfaction and redressal of grievance.

CHI-SQUARE ANALYSIS

1. COMPARISON OF JOB SATISFACTION AND SALARY OF EMPLOYEES.Ho: There is a relationship between Job satisfaction and SalaryHa: There is no relationship between Job satisfaction and SalaryTable no: 5.18Factors/VariablesHighlySatisfiedSatisfiedNeutral

DissatisfiedHighlyDissatisfiedTotal

YES7232115

NO318122035

Total1020154150

= (O-E) / EO = observed frequencyE = Expected frequency

= 14.1523Degree of freedom = (c-1)*(r-1)= (5-1)*(2-1)= 4Table value of for 4 degree of freedom at 5% significant level is 9.488.INTREPRETATION:The calculated value for is greater than the table value. So we reject the Null hypothesis.Therefore, there is no relationship between job satisfaction and salary of employees.

2. COMPARISON OF GENDER AND WORKTIME. Ho: There is a relationship between gender and work timeHa: There is no relationship between gender and work time Table no: 5.19Factors/VariablesComfortableAverageLess ComfortableTotal

MALE 125320

FEMALE169530

Total2814850


= 0.2215Degree of freedom = (c-1)*(r-1)= (3-1)*(2-1)= 2Table value of for 2 degree of freedom at 5% significant level is 5.991.

INTREPRETATION:The calculated value for is less than the table value. So we accept the Null hypothesis. Therefore there is a relationship between gender and work time.

3. RELATIONSHIP BETWEEN GENDER AND TREATING OF MANAGEMENT.Ho: There is a relationship between gender and treating of managementHa: there is no relationship between gender and treating of management Table no: 5.20Factors/VariablesStrictFriendlyOn Humanistic BasisTotal

30-401168

40-5034815

50 and above2101527

Total6152950


= 3.0726Degree of freedom = (c-1)*(r-1)= (3-1)*(3-1)= 4Table value of for 2 degree of freedom at 5% significant level is 9.488.

INTREPRETATION:The calculated value for is less than the table value. So we accept the Null hypothesis. Therefore there is a relationship between gender and treating of management.

4. COMPARISON OF WORK ENVIRONMENT AND JOB SATISFACTION. Ho: There is a relationship between gender and treating of managementHa: there is no relationship between gender and treating of management Table no: 5.21Factors/variablesHighlysatisfiedSatisfiedNeutral

DissatisfiedHighlydissatisfiedTotal

RELAXED4410110

TENSED3383017

NORMAL31361023

TOTAL1020154150


= 15.301Degree of freedom = (c-1)*(r-1)= (5-1)*(3-1)= 8Table value of for 8 degree of freedom at 5% significant level is 15.507.INTREPRETATION:The calculated value for is less than the table value. So we accept the Null hypothesis. Therefore there is a relationship between work environment and job satisfaction.

CHAPTER: 6FINDINGS, SUGGESTIONSAND CONCLUSION

FINDINGS The production of Lokanath Weavers Industrial Co-operative Society is Eco-friendly and social commited products. Dye house is situated apart from the plant in order to control the pollution. Frequent changes in the price of raw material are affecting the production and cost. Delay in fund passed by Government. 90% of the workers are old citizen and are irregular in their work. Company is facing the human resource problem. Non availability of adequate number of workers and raw material causes production delay. Company does not have much advertisements. The company have wholesale and retail trade including from foreign customers. Improper utilization of equipments and machinery. Absence of canteen facilities for workers and other staff members. Lots of time and efforts are required to do the job. During rainy season it is very difficult to dry the yarn. Lack of plant maintenance. Delay in payment of pension to retired employees. The workers are satisfied with their job even though the wages is less.

SUGGESTIONS

Fund should be maintained to buy raw materials inorderto safeguard the production. The Government should take more effort to improvise the condition of company, both internally and externally. More energetic and young hand should be employed, so measures should be taken to attract young people in this field by conducting seminars and make aware about the various Government offers provided to the weavers. Take strict rules aganist irregularity of workers, and adoption of time rate system will help to solve this problem. A strong advertisement effort is needed to attract more customers. Make proper utilization of machines and equipments. Canteen facilities should be provided to workers and staff members. The company has to implement new method to reduce loss. Keep the dye house neat and clean. Plant should be maintained well inorder to get good working environment. Better measures should be adopted to improve sales promotion. Measures should be taken to give pension as early as possible inorder to satisfy the employees.

CONCLUSION

Lokanath is a co-operative firm produces a variety of products to customers. They prefer bulk order from the customers. The production department is the heart of the society. As the company is going in a loss, the secretary and the Board of Directors is trying to introduce new methods to improve the production by providing better working condition and satisfaction of the employees.Job satisfaction is regards to ones feeling or state of mind regarding nature of their work. Job can be influenced by variety of factors like quality of ones relationship with their supervisor, quality of physical environment in which they work, degree of fulfillment in their work, etc. Positive attitude towards job are equivalent to job satisfaction where as negative attitude towards job has been defined variously from time to time.The present study was carried out in Lokanath Weavers Co-operative Society Ltd. reveals that, the workers are satisfied with their job. The level of satisfaction, contributing were incentives, medical facilities, machinery, tools, system, grievance handling systems, co-operation of co-workers and superiors, etc..The main areas of dissatisfaction are low wages, lack of plant maintenance, delay in Government funds etc. So the company should concentrate on these areas of dissatisfaction and should try to improve the present condition prevailing in the organization. So we can hope that the organization should take necessary actions for reducing these forms of dissatisfaction of workers and must try to provide maximum job satisfaction to workers.

BIBLIOGRAPHY

BIBLIOGRAPHY:

BOOKS Aswathappa , K, Human Resource Management Text and cases, 6th Edition, Tata McGraw HillEducation Private Limited, New Delhi, 2010 C.R Kothari, Research Methodology, 2nd Revised edition , 2006 New age International publishers,New Delhi. SubbaRao, P Personnel and Human Resource Management- Text And cases , 4th Revised andEnlarged Edition Himalaya Publishing House 2009.

WEBSITE www.wikipedia.com www.utm.edu/jobsatisfaction .pdf www.lokfab.com www.ixigo.com

ANNEXURE

QuestionnaireRespected Sir/MadamI, an MBA student pursuing my course from CENTRE FOR MANAGEMENT STUDIES, MANGATTUPARAMBA, KANNUR, as part of my academic purpose I am doing a project on the topic A Study on the Job Satisfaction of Workers at LOKANATH WEAVERS CO-OPERATIVE SOCIETY LTD., KANNUR. I request you to be kind enough to spare a few minutes to fill up this questionnaire. The details collected will be kept strictly confidential and will be used only for academic purposes.Name :Sex : Male FemaleAge : 30 - 40 40 - 50 50 and aboveEducationalQualification : SSLC HSC ITI DEGREE UPMarital Status: Married UnmarriedDepartment : Weaving Dyeing Packaging Store Winding Clerk Joining1. How long you have been working in this company? Less than 5 years 5 to 10 years More than 10 years

2. Do you satisfied about your job? Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied3. What type of relationship do you maintain with supervisor? Strict Encouraging Friendly4. How the management treats you? Strictly As Per Rules and Regulations Friendly On Humanistic Basis5. Are you satisfied with the present salary? Yes No6. Do you avail travelling allowance in the company? Yes No7. Do the company provide incentives to the employees? Yes No8. Is there proper safety provision provided by the company? Yes No9. What is your opinion about working environment? Relaxed Tensed Normal 10. Give your opinion about work time? Comfortable Average Less Comfortable11. Do you think canteen facility is essential? Strongly Agree Agree Neutral Disagree Strongly Disagree12. Rate the importance of training program in your company. Important Neutral Not Important 13. Are you satisfied with leave provisions? Yes No14. How much involvement is taken by your supervisor for improving your skills? More Moderate Less Poor Non Responsible15. What is your opinion about your job? Challenging Interesting Boring Difficult16. What do you think about the benefits provided for retired employees? Excellent Good Fair Poor Very Poor17. What do you think about communication channel within the company? Very Good Good Normal Poor Bad18. Do you get fair and quick redressal of Grievance? Excellent Good Fair Poor Very Poor19. Do you get any rewards based on your performance? Yes No20. Suggestions

Table no: 5.18AOEO-E(O-E) (O-E) /E

734165.333

264162.667

34.5-1.52.250.05

21.20.80.640.533

10.30.70.491.63

37-4162.285

18144161.142

1210.51.52.250.214

22.8-0.80.640.228

00.7-0.70.490.07

O=50E=50(O-E) /E =14.1523


1211.20.80.640.057

55.6-0.60.360.064

33.2-0.20.040.0125

1616.8-0.80.640.038

98.40.60.360.042

54.80.20.040.008

O=50E=50(O-E) /E =0.2215


10.960.040.00160.0016

12.41.41.960.816

64.641.361.8490.398

31.81.21.440.8

44.5-0.50.250.055

88.7-0.70.490.056

23.24-1.241.5370.474

108.11.93.610.445

1515.66-0.660.4350.027

O=50E=50(O-E) /E=3.0726


42242

44000

13-240.08

00.8-0.80.640.8

10.20.80.643.2

33.4-0.40.160.047

36.8-3.814.442.123

85.12.98.411.649

31.361.642.6891.977

00.34-0.340.1150.34

34.6-1.62.560.556

139.23.814.441.569

66.9-0.90.810.117

11.84-0.840.7050.383

00.46-0.460.21160.46

O=50E=50(O-E) /E =15.301

Documents

A STUDY ON JOB SATISFACTION AT LOKANATH WEAVERS