YASHWANTRAO CHAVAN MAHARASHTRA OPEN

UNIVERSITY, DNYANGANGOTRI, NEAR GANGAPUR DAM,

NASHIK 422222
MBA-GENERAL (P79)
PROFORMA FOR SYNOPSIS
(USE CAPITAL LETTERS ONLY)
PRN NO. :
2 0 1 7 0 1 7 0 0 0 0 1 8 7 8 2

1. NAME OF THE STUDENT: TAWADE HARISHCHANDRA

DATTATRAY
2. CONTACT NO. : 9922219398
3. E-MAIL ID: [email protected].
4. STUDY CENTRE NAME : APPASAHEB R.B. GARUD COMMERCE AND
SCIENCE COLLEGE, SHENDURNI
5. STUDY CENTRE CODE: 53221
6. TITLE OF THE PROJECT:
“A STUDY OF EMPLOYEE SATISFACTION IN SUCCESS STEEL
STRUCTURE.. ”
7. NAME OF THE SUPERVISOR: DR. SUJATA. C. PATIL
8. SPECIALIZATION : HUMAN RESOURCE MANAGEMENT.
9. ADDRESS OF THE SUPERVISOR :APPASAHEB R.B. GARUD COMMERCE
AND SCIENCE COLLEGE, SHENDURNI, JAMNER, JALGAON
EMAIL:……………………………… CONTACT NO. :9763946971
10. IS THE SUPERVISOR AN ACADEMIC YES:……… NO:…………….
COUNSELLOR OF THE MANAGEMENT PROGRAMME OF YCMOU
11. IF YES, NAME OF STUDY CENTRE AND THE COURSES / HE / SHE IS
COUNSELLING FOR AND SINCE WHEN:

Signature of Student Study Center Signature of Supervisor

Date: Stamp Date:
…………………………………………Please do not forget to enclose the synopsis……………………………

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 A SYNOPSIS ON

“ A STUDY OF EMPLOYEE SATISFACTION IN SUCCESS STEEL

STRUCTURE. ”

SUBMITTED TO

SCHOOL OF COMMERCE AND MANAGEMENT

YASHWANTRAO CHAVAN MAHARASHTRA OPEN UNIVERSITY NASHIK.

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF

THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION (MBA)

BY

MR. TAWADE HARISHCHANDRA DATTATRAY

PRN NO. 2017017000018782

UNDER THE GUIDANCE OF:

Dr. SUJATA C. PATIL

THROUGH
THE COORDINATOR
STUDY CENTRE CODE:

53221 APPASAHEB R.B. GARUD COMMERCE AND SCIENCE COLLEGE.

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 “A STUDY OF EMPLOYEE SATISFACTION IN SUCCESS STEEL
STRUCTURE. ”

1) INTRODUCTION:

EMPLOYEE SATISFACTION :

Employee satisfaction is in regard to one’s feeling or state of mind regarding

the nature of their work. It can be influenced by a variety of factors e.g. quality of
one’s relationships with their supervisor, quality which they work, degree of
fulfilment in their work etc. Loke give a comprehensive definition of job satisfaction
as involving cognitive, effective and evaluative research or attitudes and states it is “
a pleasurable or positive emotional state resulting from the appraisal of one’s job or
job experience.” Job satisfaction is a result of employee’s perception of how well
their job provides those things that are viewed as important. Job satisfaction,
employee satisfaction or work satisfaction is a measure of workers' contentedness
with their job, whether they like the job or individual aspects or facets of jobs, such
as nature of work or supervision.Job satisfaction can be measured in cognitive
(evaluative), affective (or emotional), and behavioral components.Researchers have
also noted that job satisfaction measures vary in the extent to which they measure
feelings about the job (affective job satisfaction).or cognitions about the job
(cognitive job satisfaction) FACTORS DETERMINING EMPLOYEES
SATISFACTION  Factors affecting jobs are the main factors of job satisfaction,
which may be challenging work, reward systems, working conditions, colleagues,
learning and personality. Skill variety autonomy and significance are challenging
tasks, which provide maximum satisfaction to employees.  Working conditions
influence employees level of satisfaction. Under conductive working condition,
people prefer to work hard while in an adverse atmosphere people avoid work.
Working condition not only include physicals of the work but also the working
relationships in the organization.  Fairness in promotion, unbiased attitude of
management, responsibilities and social status are the factors that are said to be

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 providing satisfaction to employees.  The relationship between the employees and
the managers have an important bearing on job satisfaction.

2) REVIEW OF LITERATURE:

1. Warn (2003) : emphasized aspects of the workplace, contributing to depression

and lack of job satisfaction. Stress is normally caused by a lack of power over the

intended effects. At the workplace, tension is felt because of a lack of authority, job

conflicts, and uncertainty, contributing to frustration. The principle of checkability

brings a solution to lower pressures and contributes to job fulfillment in which a

person has an attitude of desires and needs that depends on the aspirations of the

individual and governs multiple facets of the working situation. A supportive working

atmosphere, such as a positive environment for studying or no abuse at work or

anxiety in the workplace, helps minimize depression and achieve job satisfaction.

2. Zaki (2003) Explains Lebanese non-management banking employees' work

satisfaction and results. The researchers found a substantial link in terms of pay and

supervision between work satisfaction and gender. Only satisfied people within the

company are willing to carry out their roles and obligations. Women workers were

happy with the salaries, while men were happier with supervision. The author himself

often claims this does not matter because the self-rate is inflated, and his colleagues'

success is usually underestimated.

3. Austin (2007) The major reasons for managers' work satisfaction in Cyprus are

"selffulfillment," "independence," and "job environment." Fair salaries, well-educated

subordinates, the prospects for self-realization are development opportunities.

Employers can reflect on the three aspects of community independence of their work
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setting to ensure the framework's flow contributes to job satisfaction, i.e., age, sex,

number of years in the company, public and private sector, number of workers

oversaw.

4. Omey (2007) Discusses the connection between education and work satisfaction.

Although there's a relationship, he claims there's no relationship, too. In contrast with

the lower-skilled employees, higher-education workers are often happy, as they

receive a better-quality job. He continues that under-trained employees can also be

better pleased with the "good job psychological advantages. Employee quality varies

with the educational level and results in various levels of work fulfilment. Job features

play a major role, and you have the chance to use your skills. The author thus argues

that organizations should concentrate more on standards of work than education.

5. Hawley (2008) Discusses the degree and the factors impacting the teachers'

happiness in the beginning. Teachers are pleased with their jobs, and academic

proficiency, race, socio-economic status, teacher's degree, and whether their mother

was a teacher are the variables contributing to their work satisfaction. The teaching

license plays an important part here because it demonstrates the expertise and

experience that the instructor wants to be taught.

6. Silverthrone (2008) The contribution to job content and the associated effects,

such as output and tension, of the individually variable locus of control was studied.

Findings suggest that a low degree of work tension and a greater level of satisfaction

and efficiency are the product of the internal position of control. The external control

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locus doesn't reduce work stress, while the internal control locus decreases work

stress by reducing efficiency and happiness.

7. Antvor (2010) discusses the national culture's impact on the national work

satisfaction level but discusses its role on other measures of the employment aspects

at the same time. While there was a cultural impact on domestic job satisfaction, they

claimed that all work satisfaction factors were not unique to the cultural context. The

findings of a cross-border work satisfaction survey must be compared with

management.

8. Artz (2010) Studies the relationship between rewards and work satisfaction for

Outer. Benefits from the periphery do not necessarily contribute to workplace

satisfaction. In so long as the employee has the impression that he can fulfill his

desires, it is still appropriate. It is also noticed that it does not fulfill the employee's

expectations, which contributes to discontent. Organizations need to evaluate their

processes more effectively and, if possible, provide fringe incentives and offer

workers the chance to make use of them, thereby generating satisfaction with their

work.

9. Mudor and Tookson (2011) discuss the relationship between human capital

administration, employee satisfaction, and attrition eventually. Monitoring,

recruitment, and compensation procedures, which are the three factors of HRM

practices, are extremely counterproductive to employee satisfaction. Efficient workers

lead to continuous employment and fair wages for employees. Job quality contributes

directly to turnover.

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10. Ramayah (2011) evaluates whether mentoring results in work satisfaction within

the Malaysian context. His results suggest that career mentoring is connected to every

aspect of work satisfaction. The aspects of job satisfaction analyzed were: jobs

themselves, employees, managers, and promotion. At a higher education level,

mentors often play an important role and deliver meaningful job results directly. But

psychological mentoring has no essential connection to the three variables that fulfill

the job (co-workers, the job itself, and promotion). The study also suggests that since

therapeutic mentoring contributes to non-monetary happiness, workers would not

appreciate it in the longest possible term.

11. Nir (2012) studies the importance of teachers' perceived organizational support on

Job Satisfaction. There are two aspects to satisfaction, mainly intrinsic and extrinsic.

Earned status and respect are extrinsic factors that play an important role in employee

satisfaction. Self-efficacy, as an intrinsic factor, helps as it promotes individual

selffulfillment. When an organization value its employee's contribution and cares

about their well-being, employees are intrinsically and extrinsically satisfied.

12. Aristovnik (2014) discusses the influence of organizational and environmental

factors on employee job satisfaction. The police employees rated salary and security

as the least motivator and support from the management as high. Police employees

rate trust and belongingness as the key factor in job satisfaction.

13. Kumari and Pandey (2011) State that for any country, both the public and

private sector are equally important and these two are fundamental criteria for every

nation to thrive and expand. Here, the level of workplace satisfaction has been

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checked for work ambivalence (the state of having mixed feelings or contradictory

ideas about something). The manager received a higher output ranking if the

ambivalence of the workers was lower and vice versa. Jobs happiness and success

have little connection if the ambivalence to the work rises. Organizations should also

concentrate on clarifying their jobs to the workers in order to properly appreciate the

task.

14. Seniwoliba A.J. (2013), analysed career quality satisfaction levels of teachers in

the public high school in Temale Metropolis in Ghana and was found to motivate

employees and contribute successfully to the achievement of job satisfaction through

factors extrinsic to pay, rewards, working conditions, protection (medical and future

pension benefits). In terms of worker satisfaction, the wages and working conditions

are greater and organisations should still concentrate on it and take steps to enhance it

by expanding. Organizations must preach fair wages for equal status.

15. Witte (2012) discussed the element of job satisfaction highlighted on group

discrepancies. The research was carried out in Belgium in the banking industry. For

the hypothesis test, a model was developed. The paradigm is "job demand

management support," and the study showed that the demand for work had the

greatest impact in explaining satisfaction in relation to working circumstances and

less in relation to explaining satisfaction with task contents. 16. Saari & Judge

(2004) discussed attitudes towards employee satisfaction, discussed the employee's

mood is linked to the job where an employee loves the job, the content level rises with

increasing the success of the company as a whole.

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17. Singh & Jain (2013), Employee happiness and its impact on results were

highlighted. The behavior of workers represents the company's morality. The satisfied

staff has a significant role in customer care and sales because they communicate

regularly with the customer. The office is the gateway to employee fulfillment. Good

labor practices and good working conditions also improve workers' efficiency,

profitability, satisfaction, and retention.

18. Shanmugapriya. S (2016), in his study, the employees of public sector banking

opined that the state banks had a sea turn in their success in analyzing determinants of

job satisfaction. Moreover, the economic and financial market reforms have begun.

Various factors have made India one of the world's fastest-growing economies,

including opening the global markets, reforming the banking system, rising

investment levels, the proactive regulatory landscape, and its demographic profile.

There is no question, for a functioning financial environment, a safe banking sector is

important. Indian banks have good human capital and operating technologies oriented,

being the largest and most profitable domestic and global scenarios. 1

9. Neeraj Kumari (2016) pursued observational research on behavior and criteria in

the service sector against job satisfaction. The research is done with a certain

framework and observations into the life insurance scheme. Throughout the analysis,

it is found that life insurance employees are usually satisfied. The researcher stresses

the facets of incentives and financial advantages, and personal recognition, which has

a dominant function to play, factors such as the company's goals, the reputation and

credibility of the company, sustainability with the role, and the personality of the

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employee. The researcher further suggested that managers take care of recruiting and

personnel decisions to make a constructive contribution to the human resource to

effectively aware of the organization's future needs.

CHAPTER SCHEME:

CHAPTER 1:

INTRODUCTION
1.1 COMPANY PROFILE
1.2 INDUSTRY PROFILE
1.3 OBJECTIVE OF THE STUDY
1.4 NEED OF THE STUDY
1.5 SCOPE OF THE STUDY

CHAPTER 2:

REVIEW OF LITERTURE
2.1 INTRODUCTION
2.2 LIST OF REVIEW
2.3 REFRANCES

CHAPTER 3:

RESEARCH METHODOLOY
3.1 RESEARCH DESIGN
3.2 SAMPLE DESIGN
3.3 PERIOD OF STUDY
3.4 SAMPLE SIZE
3.5 DATA COLLECTION
3.6 QUESTIONAIRE
3.7 TOOLS USED FOR ANALYSIS
3.8 GRAPICAL REPRESENTATION OF DATA

CHAPTER 4:

DATA ANALYSIS AND INTERPRETATION

4,1 PERCENTAGE ANALYSIS
4.2 SATISTICAL ANALYSIS AND HYPOTHESIS
4.3 CHI-SQARE TEST 36 4.4 NULL HYPOTHESIS
4.5 ALTERNATIVE HYPOTHESIS
4.6 HYPOTHESIS OF THE STUDY
4.7 HYPOTHESIS OUTPUT
4.8 HYPOTHESIS RESULT
FINDING , SUGGESTIONS & CONCLUSION
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 CHAPTER 5:
FINDING , SUGGESTIONS & CONCLUSION
5.1 FINDING OF THE STUDY
5.2 SGGESTIONS
5.3 LIMITATION OF THE STUDY
5.4 CONCLUSION
REFERENCE
APPENDIX (QUESTIONNAIRE)

REFERENCE:
 www.google.com
 http://www.successsteelstructures.in/about.html

 Kerry Fairbrother James Warn, (2003), Workplace dimensions, stress and job
satisfaction, Journal of Managerial Psychology,18(1),8 – 21
 Alf Crossman Bassem Abou Zaki, (2003),Job satisfaction and employee
performance of Lebanese banking staff", Journal of Managerial Psychology,
Vol. 18(4),368 – 376
 Annabel Droussiotis Jill Austin, (2007),Job satisfaction of managers in
Cyprus, Euro Med Journal of Business,2(2),208 – 222
 Elsy Verhofstadt Hans De Witte Eddy Omey, (2007), Higher educated
workers: better jobs but less satisfied? International Journal of
Manpower,28(2),135 – 151
 Wei Cheng J. Mau Randy Ellsworth Donna Hawley, (2008), Job satisfaction
and career persistence of beginning teachers, International Journal of
Educational Management,22 (1),48 – 61
 Jui Chen Chen Colin Silverthorne, (2008),The impact of locus of control on
job stress, job performance and job satisfaction in Taiwan, Leadership &
Organization Development Journal,29(7),572 -582
 Jacob Eskildsen Kai Kristensen Henrik Gjesing Antvor, (2010),The
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 Benjamin Artz (2010), Fringe benefits and job satisfaction. International
Journal of Management ,31(6),626-644
 Mudor, H. & Tookson, P. (2011), Conceptual framework on the relationship
between human resource management practices, job satisfaction, and turnover.
Journal of Economics and Behavioral Studies ,2(2),41-49
 May Chiun Lo T. Ramayah, (2011), Mentoring and job satisfaction in
Malaysian SMEs, Journal of Management Development,30(4),427 – 440  Ronit
Bogler Adam E.Nir, (2012),The importance of teachers’ perceived
organizational support to job satisfaction. Journal of Educational
Administration,50(3),287-306

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  Nina Tomaževi# Janko Seljak Aleksander Aristovnik , (2014),Factors
influencing employee satisfaction in the police service: the case of Slovenia,
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 Kumari, G & Pandey K.M. (2011). Job Satisfaction in Public Sector and
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 Singh, J.K & Jain, M (2013). A Study of Employees’ Job Satisfaction and its
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Sign of Research Candidate Sign of Research Supervisor

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