John Stuart Mill Essays (1435 words) - Utilitarianism,

John Stuart Mill John Stuart Mill 1806-1873 John had a teleological view of ethics. He is also known as the 1st advocate for women. Lived during the time of the Industrial Revolution. Born to a rich man, he was the youngest, Mr. Mill retired after having John and deticated his life to making John a genius. Mr. Mill home educated John all his life in hopes to create a genius. Not once in Johns life at home was he able to leave the compound of his fathers home. John had to educate his older brothers and sisters. At the age of 14 Johns standard or intellect was very high. At 14 he was given the summer off and went to Paris with his cousins. By the age of 15 Mr. Mill was inviting leading scholars in mathematics, literature, science?and want John to prove to them that he knew more in that subject than they did. The amazing thing is that he know more about those subject than the scholars. At 21 he was a genius but had a breakdown. He was sent to a rest home where no drugs where administered. It was merely a place for him to rest and relax. He was a very left brained person with all the factual knowledge he had and this place allowed him to explore the right side?.poems, literature?Mr. Mills disowned John because he want a genius and geniuses don't go crazy. When John gets out he is perfectly fine, still and genius and sane at the same time. When John gets out he gets a job with the East India Company. With all the knowledge John had he never taught. He worked all his life and did philosophy for fun on the side. John was never mad at his father for what he did to him, instead he was mad at his mother for allowing Mr. Mill mistreat John. Strangely enough John becomes the first advocate for women. By 23 or 24 John meets a woman by the name of Harriet Taylor. She is known as the wild woman of Europe and also a radical. Harriet was married to a rich man whom she had total control over. Harriet was known to frequent the men's clubs alone where she would drink and smoke. When she meets John she falls in love and for about 20 years they would see each other while she was still married. When her husband died they were together but she died soon after. Many believe she is the influence to his woman's advocacy. John was a great writer and wrote 3 books. The first, On Liberty, was an absolute defense for liberty. He cared greatly about independence and wrote about it brilliantly. The second, The Subject of Women, is known as a man wrote the best book written about women. One extreme point about this book was that he thought if women are going to have children they need to stay at home until the children are able to care for themselves. Mills basic opinion was to have the women go out and do something, get a job. Not many women accepted this from John, many were not ready to hear such things. John said all this time we have spent is wasted because we have not acknowledged have of the human race for so long. That is half of the creativity we have missed out on. Many say Harriet wrote the book, she didn't, but she definitely had an influence. Back then women had no rights and were not able to own land. If a woman's husband died and she was left with his money, she would have a year to remarry o r her money will be given to the state and she would be left with nothing. Things like this are what John tried to change. The third book, Utilitarianism, is his opinion on ethics. John Mill got opinion of utilitarianism from his godfather Jeremy Bentham. Jeremy was an investor and was good in accounting and mathematics. He was not a religious man and believed that all people do in their lives is seek pleasure. You seek for what you want and don't do what you don't want

How to avoid the biggest mistake in business writing

How to avoid the biggest mistake in business writing How to avoid the biggest mistake in business writing Mention writing skills to most people and they will roll their eyes before launching into a confession about how spelling/grammar/punctuation/all three have always been their weakest link. Yet, when they do, they’re missing the point. These things matter, for sure. An email full of typos or a poorly punctuated proposal will almost certainly undermine your credibility and potentially leave the people who read it confused. But there are other mistakes that can do far more harm. Chief among these is failing to focus on what your reader needs and wants. Where it all goes wrong The trouble is that too many documents and messages focus on the needs of the writer rather than the reader. This is a big mistake, although it is understandable. After all, when were writing, our primary focus is to get the job done. Think about it for a few seconds. Imagine it’s Monday morning and you’re faced with a to-do list as long as the Great Wall of China. Right at the top is a board report that you’ve been putting off for the last three weeks and it’s due in by 5pm today. Is your primary focus to (a) carefully consider the members of the board and their individual priorities or (b) get the damn thing written so you can cross it off your list and relax again? Congratulations if you picked (a). Treat yourself to a cup of tea or latte from that artisan coffee shop around the corner. You’re on your way to being a business-writing superstar and don’t need to read any further. Probably. (Maybe read on just in case.) If you picked answer (b), congratulations too – for your honesty and for being a normal human being. You vs. the deadline This is because focusing on your own priorities first is a perfectly normal survival mechanism, developed through millions of years of evolution. Our Stone Age brains find it hard to differentiate between a looming deadline and a predator outside the cave that wants to eat us for lunch. Our first instinct is therefore to run away from it (which is why you didn’t write the report three weeks ago). And, when you can no longer run away from it (remember, youve now only got until 5pm, and you’re in a cave), your natural priority will always be just to get rid of the threat. So you muster all your courage and run directly at it, focused solely on your needs (avoiding the disapproval of the boss – although admittedly thats still marginally preferable to a grisly, violent death). Unfortunately, this rarely produces the best results, at least where deadlines are concerned. (If there’s a real predator outside the cave, you’d best go deal with that and come back to this blog post later.) Maybe you finally fire up a board-report template and fill in the blanks under the standard headings. Success soon becomes a word count that rises in fits and starts. And you’re done when you’ve filled enough pages, changed the date on the default title and emailed it to the chief executive’s EA. It won’t be your best work. But don’t worry: it also won’t be in any danger of changing the status quo or standing out from the other 17 board reports that were written in similar circumstances. It will just be another one on the pile. When business writing goes bad Board members are used to struggling through sub-optimal documents that look just like all the rest. Yours will be no different. Unfortunately, it’s also unlikely to mark you out as someone who’s above average and therefore wont advance your career either. To produce something that will do both these things, you need to step into the reader’s shoes. Yet most people don’t, because they’re naturally focused on their own priorities (which is why all those reports look the same). In fact, failure to step into the reader’s shoes is not just normal but usually the chief culprit when business writing goes bad. Nor are we just talking about board reports here. It also produces customer letters or emails that alienate the customer. And it’s why so many live chat helpdesk responses end up being no help at all. Remember that instant-chat conversation with your home broadband provider that took 20 minutes to tell you what you stated in your original question? The person who did so was probably distracted by answer targets and a big, red LED display in the centre of the office showing how many customers they still needed to respond to. This failure to connect with the readers perspective is also why so many proposals to win new business start with page upon page about how great the supplier is. Believe me, the client will only care about this if she thinks you can solve her problem. So focus on her problem first, then on your solution. (Do those things well and shell reach her own conclusion about your suitability. Then its just a case of confirming that view and reassuring her by describing your experience and perhaps giving a few client testimonials.) It can also lead us to give the wrong impression in even the simplest communications. For example, a notice from a store about opening hours that just says, ‘We are closed on Wednesdays’ is stressing the negative and essentially telling customers what the store can’t do for them (ie serve them on a Wednesday). It’s also missing an opportunity to say that they’re open six days a week – including at weekends. Beat your brains default wiring But, as I say, it’s still what most of us do, because it’s how we’re wired. And, given this natural bias towards ourselves, it can take an almost superhuman level of willpower to switch your focus to the person you’re writing for or to. So what can you do? One of the best ways I know is to start by writing down what you already know about your intended reader, including what they need and want most from the exchange, as well as what they know already. In a short communication (such as an email or helpdesk response), this may well be enough to shift your mindset from its default setting. Longer documents need a bit more effort. This is partly because they’re more complex and therefore contain far more traps that can lure you back to the writer-centred mindset. And partly it’s because we tend to put off writing them, so we’re more likely to be under a lot of pressure to finish by the time we do. (In other words, we’re focused again on our needs rather than the reader’s.) The five-step solution So you need to do something to snap yourself out of this mindset. Here’s how: 1. First, download our reader-profile questionnaire here (PDF) and print it out. 2. Then complete it (with a pen, not just in your head). This will start the process of reorientation. 3. From there, plan your document, using your preferred method. (I like mind maps, as they help me to see connections that might not otherwise be obvious.) But – and this is critical – continually refer back to your completed questionnaire so that you avoid defaulting to your needs. As you plan, put a question mark alongside anything you still need to check or find out. 4. Find the answers to any of the questions in 3. This is also crucial, as you need to do most of your thinking and address any uncertainties before you start writing. 5. Then, and only then, write your document. (I’ve explained how to do this quickly here.) Note that steps 1–4 should take most of the pain out of 5. So don’t think of them as wasting time. They’ll actually save you time in the long run. You should now have a document that is much more focused on the person you’re writing for and their needs, rather than on you and yours. That person may even thank you for it. But even if they don’t, you can take comfort from the knowledge that your document now stands a very good chance of being better than the others they’re reading, which can only be a good thing. Now youve definitely earned that latte. Just make sure you still check your document for typos and spelling mistakes. Image credit: Mircea Costina / Shutterstock

DRIVING THE ORGANISATION - ORGANISATIONAL DESIGN AND DEVELOPMENT Assignment - 1

DRIVING THE ORGANISATION - ORGANISATIONAL DESIGN AND DEVELOPMENT - Assignment Example The point of debate is that whether the organizational strategy is purposely changed to adapt to the external environment or the strategy is automatically determined due to external forces, as noted by Hannan and Freeman (1977). Wieck, (1979) agrees with this stance and argues that developing mutually exclusive theories; relying one single causation, focusing on the origins and elimination of elements such as â€Å"choice† are problematic. This theory can be put to test in Sony’s case - we see that Sony’s strategic direction was determined by external and internal factors, and as a result, the external and internal environment was influenced by its direction. Some strategic choices were made due to adaptation, while the others were determined by external forces- both these forces conglomerated to create Sony’s’ strategic direction. This can be better portrayed using a Venn Diagram Given Sony’s position in the market, it can be said that it had a number of strategic choices; although most of these choices were somewhat influenced by the external environment and company decisions, but due to its size and complexity, it was able to achieve its desired outcome with the availability of multiple choices. According to the work of Porter (1980), such Companies are able to follow â€Å"differentiation and focus strategies, choose market niches or segments within the constraints laid down by the environment or alternatively pursue different strategies despite external forces†, as stated by Berle and Means (1932). Upon using Porter’s (1983) analysis of the external environment on Sony, we can understand how the external environment shaped the Sony’s strategic direction and how Sony’s decision in turn shaped the external environment. The five elements of Porter’s design include: Threat of New Entrants: For Sony, this was a major external force that based their strategic direction, and this is evident

Benjamin Franklin's Speech on the Constitution Essay

Benjamin Franklin's Speech on the Constitution - Essay Example The speech, more than a politician’s oratorical musing (he did not even delivered it, he was too frail to personally deliver the speech) served several purpose during the Constitutional Convention.†First, the delegates' signatin-es would function as a marketing device, highlighting important pro-Constitution selling points to the people who would ultimately determine its fate. Second, the signatures would function as a constraining device, preventing the Constitution's signatories —all of whom carried considerable local influence —from publicly opposing the document once the ratification battles began† (Coenen 971) . Obviously, the speech served its purpose because we are now a constitutional government. Without that speech, United States may not be the America that we know today. It may have been still fragmented and undemocratic. It must be understood that along with the speech, was Benjamin Franklin’s statemanship that brought the benefit of pragmatic compromise for America to unite. Franklin as can be reflected in his 1787 speech after the Constitutional Convention, was a great power broker because he made the representative’s to sign the proposed constitution. Corollary to the speech is its democratic implication. During the representation of individuals to the Constitutional Convention , representation was made not on the basis of landownership nor a prerequisite for the right to vote because Franklin was vehemently against it. He also sought for a simple government and government that is guarded from despotism by limiting the power of a president and recommended corrective measures such as impeachment to remove an erring president. Perhaps the byproducts of Benjamin Franklin efforts to have the Constitution signed by the representatives, from his speech, to the mode of representation, voting and governance set the backbone of American democracy. Benjamin Franklin made this possible because he saw the task of creating a government to be not an impossible endeavor. He believed that creating American government only required that people so what was â€Å"useful and right for themselves, and they could easily do that without interfering with what useful and right for others â€Å"(Morgan 148). Thus, with only few days of lobbying for the passage of the Constitution, had the lasting effect that influenced American government and way of life for the next 250 years. Imagine what America would be without the speech and efforts of Franklin. Considering Franklin’s contribution not only in framing the Constitution but also in lobbying to have it passed, we may be inclined to believe that Benajmin Franklin was a revolutionary and wanted a revolutionary government. His idea might be, in a way revolutionary during his time but Benjamin Franklin was never considered as a radical as a politician. He can be classified rather as a moderate and even a conservative by today’s standard. Smi th elaborated that â€Å"Benjamin Franklin should not, however, be classed with the revolutionary radicals who saw government as only a necessary evil that a society should minimze as much as possible. . . it would be accurate to say that government: government with strictly curtailed ends, powers fully adequate to meet those ends, and lines of responsibilities of maximum directness and clarity† (128). Examining the speech closely, we could also infer that later politicians cribbed some of Franklin’s idea. This only manifests that Benjamin Frankli

Problem Identifier Essay Example | Topics and Well Written Essays - 750 words

Problem Identifier - Essay Example The quality of care availed to clients seeking medical attention and care in this institution is of utmost importance. The hospital staff ensures ethical considerations in evaluating, examining, and in making health care related resolutions geared towards the improvement of services. As it is common knowledge, being admitted in a hospital is no joke and is therefore hard and complicated to both the patient and family members. In consideration of these factors, observing and respecting the needs and requirements of the patients is important (Rosner, 2007). This paper describes ethical issues as a challenge to the Mount Sinai administration. Rosner (2007) further asserts that before any treatment commences, it is important for a health care practitioners administering care to ensure that all personal and medical information associated and as well provided by the patient is treated with utmost confidentiality. Certain well established health institutions such as Mount Sinai further acts as training institutions for students aspiring to become doctors as well as other practitioners. These institutions are also target by international bodies involved in conducting health related research. In such case, it is very difficult to main confidentiality of patients’ information. This is one of the challenges that I faced by the administration in Mount Sinai Hospital. ... There is certain information regarding a patient that can bring negative consequences. For instance, individuals suffering from HIV/AIDS are sometimes stigmatized. Making public the HIV status of an individual can therefore lead to stigmatization. Maintaining confidentiality of patients’ records is regarded beneficial as it avails or presents clients with safe and comfortable surrounding that encourages them to seek for medical attention. It is very difficult for people to seek medical attention in a particular health institution if they are aware of the fact that their personal medical information will fall into the hands of the public. An individual is also likely to open up completely to a physician if s/he is sure that his/her medical information will be treated with utmost confidentiality (Title, 2000). It is also important to posit that confidentiality boosts the confidence of individuals seeking treatment and it is also a means of articulating value, admiration, and hig h opinions towards patients. Extent and impact Researchers have always inquired for patient’s information for methodical investigations every other day in this health institution. Students are always involved in the treatment and decision making processes of patients’ care because it is the only way they can learn and gain medical experience. There are few cases where these learners and researchers have been involved in diverging private information regarding the patients either intentionally or unintentionally. Breach of confidentiality has its disadvantages or impacts. Physicians and other medical practitioners found guilty of breaching confidentiality in a court of law are punished and their medical license can be

Reflection on Patient with Acute Asthma Management

Reflection on Patient with Acute Asthma Management Acute asthma, for a human body is really harmful. Being from a medical background, I understand the seriousness of the issue and regarding the same I want to add on to my strengths learning better to handle any unwanted situation like that overcoming my weaknesses. Here, I will discuss all the related important things in understanding the asthma problem and handling a patient quoting an example. Describe the event or area of learning / knowledge that you identified as part of your clinical scenario Example: A 45 year old female patient with asthma is to be transferred to FMC. She was initially admitted to a local regional hospital at room no. 0139 with severe asthma issue. As a first step to handle the situation she was being settled with salbutamol and amiophylline. She was then reviewed in the morning time and was suspected with chest infection and congestion. The team of the doctors discussed the issue internally and finally decided to transfer the patient to FMC for further review. Now what are the challenges and scope of learning areas I found in the case are listed below but for that I want to start from the introduction:- Acute asthma management is based on some primary steps that include assessing the severity of the patient whether it is mild, moderate, and severe or life threatening. All these will be observed during the startup of the bronchodilator treatment immediately after the patient is being admitted. Next comes the administering oxygen therapy. This is will be observed or implemented if the case is too serious and the therapy is needed to be done. If it is required then there are some things need to keep in mind that saturated oxygen titration to the target or the patient is at 92–95% (adults) or at least 95% (children). After this is done as per the requirement, then comes the number of completing the observations and the assessments that will be solely based on clinical priorities determined by baseline severity. Asthma can be really hazardous for the patient in the longer run, they can cause chronic lung issues and respiratory problems and that is why proper observance and adminis tering is required. Further, keep a close check on systemic corticosteroids within the first hour of treatment is really necessary. Till the time acute asthma gets resolved, a regular and repeated reassessment response to the ongoing treatment is essential. If required the whole process should either be continued or something more should be added to the previous style of treatment. Also, this whole should be repeated in cycle till the patient is transferred or referred to some another hospital or ICU for further observance. Apart from all these, observing the patient for at least 1 hour a day is a must call. Systemic manifestations and comorbidities of COPD- European Respiratory Journal (2009) European Respiratory Journal http://erj.ersjournals.com/content/33/5/1165.full.pdf+html What were you thinking and feeling? Why did you identify the action or leaning as important to you? It was very shocking as well as sad incident for me as since my childhood I cannot see anybody in pain or in any kind of unwanted situation. To me serving mankind is the ultimate goal for my life. If by chance I could help out anybody during any bad or harmful situation through my efforts, I will be the happiest person on this earth and I mean it. And that is the reason why I chose this medical field at the first place despite of the initial oppose from my family on my decision to get into the medical field as they wanted me to be an architect. I believe that you get a chance to be born in the human race just for once, so how will it matter if I dont become the reason for someones happiness. Also, I took this situation really seriously as I wanted to deal with this kind of situation if it occurs further in my family or my neighborhood. If talking medically, at the first place as per my understanding and learning I thought of giving her salbutamol along with atrovent fused by a nebulizer as a first aid to the issue but then suddenly I planned to delay the same as I came to know that the patient has already taken her daily dose of salbutamol puffer. After having a look on her medical history, I gathered the information that the lady has some anxiety disorder and borderline disorder too. Why I am mentioning these issues here is because of the reason that just due to these disorders, a feeling of shortness of breath can be occurred and at that time I should not be or somebody else for that matter should not be panicked. Apart from these observations, her blood pressure level and heart rate were pretty normal and with these now a proper treatment plan can be taken. Also, for some further added information to the case history, while attending the patient I have observed that in the recent past she has been already admitt ed to ICU for 3 times and this should be noted down during the treatment plan. During those admissions, she complained of anxiety issues and also that she hates going to the city hospital because of their ICU referral problems. That means she totally hates being admitted in ICU as in ICU the treatment is really complex and hard to adapt. Heart Lung- The Journal of Acute and Critical Care (July–August 2012) http://www.sciencedirect.com/science/article/pii/S0147956312000684 Evaluation Analysis I would like to list my actions in order of appropriateness. What I did well: The Primary survey, observing her social and recent medical history, collecting and placing all the facts related to her health in proper order for further planning, attaching the cardiac monitor with the patients body and then closely keep a check on the whether the assessment of heart rhythm respiratory was a thorough one or not What I could have done better: I should have given her salbutamol and atrovent nebulizer in the beginning itself, making her feel relax and comfortable by giving her instructions for proper postures, I should have also given more detailed info in handover ISBAR, the call for the second crew support was a big mistake as I could have called the local staff of the hospital itself. I will definitely make a note of these mistakes and will keep in mind for future references Also, I could have done a better research on asthmatic patients, the symptoms and the required medical approaches especially for the ones suffering from mental illnesses such as anxiety disorder. Delay in the treatment action plan and decision making was one thing needed to be checked. Apart from these mistakes, one major thing I have learnt is expiratory wheezing can indicate asthma, so I will definitely keep that in mind I take all challenges and the situations coming in my path of learning as a positive one, nothing in this world is negative so the positive thing happened with me is that I was finally able to communicate with both partner and patient really well and I am happy about my competence. Opting and deciding the correct clinical approach is another reason for my happiness on my list. Clinical and economic burden of patients diagnosed with COPD with comorbid cardiovascular disease- Respiratory Medicine (October 2011) http://www.resmedjournal.com/article/S0954-6111(11)00133-8/abstract?cc=y= What was difficult about the scenario and why? As a learner or beginner you can say, I think I have a followed a good approach to the whole situation because from the time she was admitted in the hospital, she is feeling much better now. I believe I have applied full and true approaches from my medical learning and understanding in managing the whole situation and for my leadership I would like to add that considering a beginning it was quite good. I have assessed the vital symptoms and signs of the patient and also have completely referred and observed her past medical history. Not only that during the first step of the treatment, I have linked my approach and planned the treatment as per the history. If I talk about the difficulties and the barriers that I faced during the situation, then I would like to mention this that English is not my first language and during the treatment procedure I find it really hard to convey my intentions to the patient. Also, I was not able to understand her problems so I need really hard to work on that. Apart from that I believe that learning is a 24X7 process and I will definitely focus on polishing my skills further. References Estimating prevalence of common chronic morbidities in Australia-The Medical Journal of Australia (2008) Estimating prevalence of common chronic morbidities in Australia-The Medical Journal of Australia [Online] Available: https://www.mja.com.au/journal/2008/189/2/estimating-prevalence-common-chronic-morbidities-australia?0=ip_login_no_cache%3Dac017679306e921f901be42b8204e158 [Accessed 3 June 2015] Clinical and economic burden of patients diagnosed with COPD with comorbid cardiovascular disease- Respiratory Medicine [Online] Available: http://www.resmedjournal.com/article/S0954-6111(11)00133-8/abstract?cc=y= [Accessed 3 June 2015] Heart Lung- The Journal of Acute and Critical Care [Online] Available: http://www.sciencedirect.com/science/article/pii/S0147956312000684 [Accessed 3 June 2015] Systemic manifestations and comorbidities of COPD- European Respiratory Journal [Online] Available: European Respiratory Journal http://erj.ersjournals.com/content/33/5/1165.full.pdf+html [Accessed 3 June 2015]

The Origins of Akhenaten Essays -- essays research papers

The Origins of Akhenaten There is much that is known about Akhenaten the heretic pharaoh. More lies in speculation. Since his time, the Amarna period is one the ancient Egyptians themselves wished to forget much about Akhenaten remains unknown. What we do know is often confusing, different hypothesis piled upon each other make it difficult to distinguish what is fact and what speculation. We do know that Akhenaten, or Amenhotep IV, was the second son of Amenhotep III, an 18th Dynasty pharaoh and his Queen Tiye. Although we know he had an older brother Thutmose and several sisters, he was never shown in family portraits or records, the only documented proof we have linking him to Amenhotep III is a wine seal with his name and the inscription â€Å"estate of the true king’s son Amenhotep† . One of the theories why Akhenaten was never shown with his family is that he suffered from some sort of disease such as Froehlich syndrome (tumor of the pituitary gland) or Marfan syndrome. His elder brother the original heir to the throne died early and this could support the theory that there was a genetic defect running in the family. If this was the case however, why would the royal family hide Akhenaten from public view, if both sons suffered from the same disease? Both Froehlich syndrome and Marfan’s syndrome correspond with some of the physical characteristics Akhenaten is portrayed as having , the full lips, elongated ear lobes, long arms and fingers, misshapen head, high cheekbones, slanted eyes, paunch belly, breasts and full hips and thighs. The first to offer the hypothesis that Akhenaten suffered from Froehlich syndrome was Dr. G. E. Smith, however, some facts do not fit this hypothesis. Victims of Froehlich syndrome are usually attributed with endocrinal mutation resulting in impotency. This seems unlikely, even though Akhenaten is in some images portrayed without his sexual organs, we know he fathered six daughters and possibly a son Tutankhamen. It can be argued both that Akhenaten really looked like this or that his portrayal is simply a result of the changing art forms during the Amarna period. The evidence on hand could point either way, for example Egyptologists have argued that the fact that Akhenaten is sometimes portrayed as more or less normal looking points to his other portraits as being the result of the changing art form. The counter argument is o... ... The old gods were reinstated and Akhenaten’s son and daughter changed their names to Tutankhamen and Ankhesenamen. Under their reign, and the reign of the pharaohs Aye and Horumheb who followed them, all memories of the Amarna period were eradicated. Akhenaten, Tutankhamen and Aye were purged from the list of kings and Akhetaten was razed to the ground. It is believe that the mummy of Akhenaten was destroyed; it is certainly true that there is great difficulty concerning the burial places of Akhenaten, Tiye, Nefertiti and many other people of the Amarna period. The one thing that is clear is that the reign of Akhenaten was highly unpopular with someone in power, all though it was almost a tradition for pharaohs to cut each others names from their statues and claim them for there own, there was a deliberate attempt to pretend that the Amarna period never happened. Akhenaten The Heretic King, Donald B Redford, Princeton University Press, 1984 Moses and Monotheism, Sigmund Freud, New York, Alfred A Knopf, 1947 The Life and Times of Akhenaton, Arthur Weigall, New York G P Putnam’s Sons, 1923 Akhenaten Egypt’s false Prophet, Nicholas Reeves, Thames and Hudson, 2001 The Origins of Akhenaten Essays -- essays research papers The Origins of Akhenaten There is much that is known about Akhenaten the heretic pharaoh. More lies in speculation. Since his time, the Amarna period is one the ancient Egyptians themselves wished to forget much about Akhenaten remains unknown. What we do know is often confusing, different hypothesis piled upon each other make it difficult to distinguish what is fact and what speculation. We do know that Akhenaten, or Amenhotep IV, was the second son of Amenhotep III, an 18th Dynasty pharaoh and his Queen Tiye. Although we know he had an older brother Thutmose and several sisters, he was never shown in family portraits or records, the only documented proof we have linking him to Amenhotep III is a wine seal with his name and the inscription â€Å"estate of the true king’s son Amenhotep† . One of the theories why Akhenaten was never shown with his family is that he suffered from some sort of disease such as Froehlich syndrome (tumor of the pituitary gland) or Marfan syndrome. His elder brother the original heir to the throne died early and this could support the theory that there was a genetic defect running in the family. If this was the case however, why would the royal family hide Akhenaten from public view, if both sons suffered from the same disease? Both Froehlich syndrome and Marfan’s syndrome correspond with some of the physical characteristics Akhenaten is portrayed as having , the full lips, elongated ear lobes, long arms and fingers, misshapen head, high cheekbones, slanted eyes, paunch belly, breasts and full hips and thighs. The first to offer the hypothesis that Akhenaten suffered from Froehlich syndrome was Dr. G. E. Smith, however, some facts do not fit this hypothesis. Victims of Froehlich syndrome are usually attributed with endocrinal mutation resulting in impotency. This seems unlikely, even though Akhenaten is in some images portrayed without his sexual organs, we know he fathered six daughters and possibly a son Tutankhamen. It can be argued both that Akhenaten really looked like this or that his portrayal is simply a result of the changing art forms during the Amarna period. The evidence on hand could point either way, for example Egyptologists have argued that the fact that Akhenaten is sometimes portrayed as more or less normal looking points to his other portraits as being the result of the changing art form. The counter argument is o... ... The old gods were reinstated and Akhenaten’s son and daughter changed their names to Tutankhamen and Ankhesenamen. Under their reign, and the reign of the pharaohs Aye and Horumheb who followed them, all memories of the Amarna period were eradicated. Akhenaten, Tutankhamen and Aye were purged from the list of kings and Akhetaten was razed to the ground. It is believe that the mummy of Akhenaten was destroyed; it is certainly true that there is great difficulty concerning the burial places of Akhenaten, Tiye, Nefertiti and many other people of the Amarna period. The one thing that is clear is that the reign of Akhenaten was highly unpopular with someone in power, all though it was almost a tradition for pharaohs to cut each others names from their statues and claim them for there own, there was a deliberate attempt to pretend that the Amarna period never happened. Akhenaten The Heretic King, Donald B Redford, Princeton University Press, 1984 Moses and Monotheism, Sigmund Freud, New York, Alfred A Knopf, 1947 The Life and Times of Akhenaton, Arthur Weigall, New York G P Putnam’s Sons, 1923 Akhenaten Egypt’s false Prophet, Nicholas Reeves, Thames and Hudson, 2001

Hrm in Garment Industry

Study on employee job satisfaction at liberty garments by Hemanth CRPatna on Nov 02, 2010 †¢ 3,109 views Study on employee job satisfaction at liberty garments More†¦ Study on employee job satisfaction at liberty garments Less Accessibility †¢ View text version Categories †¢ Fashion & Beauty †¢ Business & Mgmt Tags mba Upload Details Uploaded via SlideShare as Microsoft Word Usage Rights  © All Rights Reserved Flagged as inappropriate Flag as inappropriate Top of Form Flag as inappropriate Select your reason for flagging this presentation as inappropriate. If needed, use the feedback form to let us know more details. [pic][pic]Cancel Bottom of Form File a copyright complaint Embed Views |http://static. slidesharecdn. com |1 | Statistics Favorites 2 Downloads 0 Comments 0 Embed Views 1 Views on SlideShare 3,108 Total Views 3,109 †¢ [pic][pic]No comments yet †¢ Notes on Slide 1 Top of Form [pic] [pic]Subscribe to comments Post Comment Bottom of Form Top of Form Edit your comment [pic][pic]Cancel Bottom of Form †¢ †¢ 2 Favorites †¢ [pic]rajm2019 1 week ago †¢ [pic]Mohan Ranathunga , Partner at Msix Associate 3 months ago More†¦ Study on employee job satisfaction at liberty garments — Document Transcript †¢ 1. INDUSTRY PROFILE ABOUT GARMENT INDUSTRY: INTRODUCTION: As the business increases day by day to global standards, garment industry also takes its boom in the world trade. Though there are certain limitations and drawbacks in the business scenario, it is still trying to achieve a memorable growth in the world trade. From ancient days onwards, garments play an important role in each and every ones life. Now the fashion technology is growing not only in towns and cities, but also in small villages. People are now very much interested to wear new fashion garments. Media also playing an important role in evaluating the garment industry all over the world. ABOUT GARMENT INDUSTRY DEVELOPMENT CORPORATION (GIDC): To protect the rights of manufacturers and to create a beneficial marketing facility for garments, ‘THE GARMENT INDUSTRY DEVELOPMENT CORPORATION’ came in to force. The GIDC is a non-profit organization established in 1984 in the city of New York by the garments workers union and the new York skirt and sports wear association to strengthen the worlds garment industry. For the past twenty years, GIDC has evolved in to multi-tiered service organization providing marketing, buyer referrals, training and technical assistance to the manufacturers and workers. GIDC acts as a link between designers & labels and high quality producers and it has the following directors: BRUCE RAYNOR -CHAIRMAN STEVEN E-THOMAS-VICE CHAIRMAN EDGAR ROMNEY -SECRETARY TREASURER ETC 1 †¢ 2. USE OF COMPUTERS IN GARMENT INDUSTRY: CAD: Computer aided and designing (CAD) is industry specific design system using computer as a tool. CAD is used to design anything from an aircraft to knitwear. Originally CAD was used in designing high precision machinery. Slowly it is found its way in other industries also. In 1970’s, it made an entry in the garment industry. Most companies in India and abroad have now integrated some form of CAD in to their design and production process. In fact, according to national garment association of US, of 228 garment manufacturers: 65% use CAD to create color ways. 60% use CAD to create printed fabric design. 48% use CAD to create merchandising presentation. 1% use CAD to create knitwear design. KNITTED FABRICS: Some systems specialize in knitwear production and final knitted design can be viewed on screen with indication of all stitch formation. PRINTED FABRICS: The process involves use of computers in design, development and manipulation of motif. The motif can then be resized, recolored, rotated depending on the designers goal. SKETCH PAD SYSTEMS: These are graphic programmes that allow the designer to use pen or stylus on electronic pad or tablet to create free hand images, which are then stored in the computer. TEXTURE MAPPING (OR) 3D DRAPING SOFTWARE: This technology allows visualization of fabric on the body. Texture mapping is a process by which fabric can be draped over a form in a realistic way. 2 †¢ 3. EMBROIDERY SYSTEMS: The designs used for embroidery can be incorporated on the fabric for making garment. For this, special computerized embroidery machines are used. Designers can create their embroidery designs on the computer or can work with scanned images of existing designs. INTERNET AND INFORMATION EXPLOSION: NATIONAL INSTITUTE OF FASHION TECHNOLOGY (NIFT), Calcutta is linked to Internet with TCP/IP account and the students have continuous access to the sites of the top designers, trend forecasting agencies, fashion houses and fabric suppliers. This has helped both the institute and the students immensely keeping them updated with the latest trends. From the above information, it is clear that the computers play an important role in the development of garment industry. GARMENT INDUSTRY IN INDIA: The garment industry occupies a unique place in our country. It accounts for 14% of the total industrial production and contributes nearly 20% of the total exports and is the second largest employment generator after agriculture. Garment industry is providing one of the basic needs of people and maintained sustained growth for improving quality of life. Its vast potential for creation of employment opportunities on the agricultural, industrial organized and rural and urban areas, particularly for women. Although the development of garment sector was earlier taking place in terms of general policies. In recognition of its importance of this sector for the first time, a separate policy statement was made in 1985 in regard to development of garment sector. The textile policy of 2000 aims at achieving the target of garment and apparel exports of US $ 50 billion by 2010 of which the share of garment will be US $ 25 billion. The main market for Indian garments are USA, UAE, UK, GERMANY, FRANCE, ITALY, RUSSIA, CANADA, BANGLADESH AND JAPAN. 3 †¢ 4. The main objective of the textile policy 2000 is to provide cloth of acceptable quality at reasonable prices for the vast majority of population of the ountry and to compete with confidence for an increasing share of the global market. From the above it is clear that garment occupies a unique position in our economy contributing to nearly a one third of the country’s earnings. The industry includes manufacturers, suppliers, whole sellers and exporters of cotton textiles etc. Today handloom and cotton textile exports in India is co unted among the most important sector. The garment industry in India is widely named for its superb quality garments. Total textile exports during April-march 1998-99 were rs 52720. 8 crores. Readymade garment exports comprises nearly 40% of the total exports. CURRENT SCENERIO: Developing countries with both textile and clothing capacity may be able to prosper in the new competitive environment after the textile quota regime of quantitative import restrictions under the multi-fiber arrangement (MFA) came in to an end on 1 st January 2005 under the world trade organization (WTO) agreement on textiles and clothing. As a result, the garment industry in developed countries will face huge competition in both their exports and domestic markets. The elimination of quota restriction will open the way for the most competitive developing countries to develop stronger clusters of the garment industry which enable them to handle all stages of the production chain from growing natural fibers to producing finished clothing. The garment industry is undergoing a major reorientation towards non- clothing applications of textiles known as technical textiles which are growing roughly at twice rate textiles for clothing applications and now account for more than half of total textile production. The processes involved in producing technical textile require expensive equipments and skilled workers. 4 †¢ 5. As a result of various initiatives taken by the government, there has been new investment of rs 50000 crore in the garment industry in the last five years. Nine garment majors invested rs 2600 crores and plan to invest another rs 6400 crore. Further, India’s cotton production increased by 57% over the last five years and three million additional spindles. The industry expects investment of rs 1,40,000 crores in this sector in the post MFA phase. A vision 2010 for garments formulated by the government after interaction with the industry and exports promotion councils aims to increase India’s share in the worlds garment from the current 4% to 8% by 2010 vision and plan to increase Indian garment economy from the current US $ 37 billion to $ 85 billion by 2010 and creation of 12 million new jobs in the garment sector. There will be opportunities as well as challenges for the Indian garment industry in the post MFA era. But India has natural advantages, which can be capitalized on strong raw-material base cotton, man made fabrics, jute silk. Further, for the benefit of exporters, there should be a state owned cargo-shipping mechanism. Several initiatives have already been taken by the government to overcome some of these concerns including rationalization. Shri Kamal Nath, union minister of commerce and industry has said that India will take up the issue of non-tariff barriers (NTBs) in the world trade organization (WTO) Doha round of multi lateral trade negotiations, which are expected to gather steam from march 2005 onwards. On the eve of republic day, president DR. ABDUL KALAM said that, â€Å"India is presently exporting six billion US dollars worth of garments, where as with the WTO regime in place, we can increase the production and export of garments to 18 to 20 billion US dollars with in the next five years. This will enable generation of employment in general and in rural areas in particular with the help of export of garments. We can add more than 5 million direct jobs and 7 million indirect jobs in the garment sector. Primarily in the cultivation of cotton, efforts are needed in cotton research, technology, 5 †¢ 6. generation, transfer of technology, modernization and upgrading of ginning and pressing factories and growth in marketing strategy†. INDIAN GARMENT EXPORT INDUSTRY: India is a major exporter of garments, fabrics and accessories for the global fashion industry. Indian ethnic designs and materials are an important factor in the plans of fashion houses and garment manufacturers all over the world. Those buttons on the Levis you are wearing could well have been made in India. The welcome decision of phasing out Multi Fiber Agreement (MFA) will end the regime of quotas and other rules and regulations made by the Indian governments helps us to create a competitive export garment industry all over the world. For India, the clothing industry has performed quite well in exports. It has been facing most of the quotas every year. As compared to rs 12 crores in 1970-71, exports have reached rs 18000 crores by 1998. The major competitors in this segment of the market are developed countries, Asian tigers like Korea, Taiwan, Hong Kong and Singapore. Developing countries like Bangladesh and Mayan mar of china, of course. In order to ensure quality of garment exports, the SSI restriction of the garment exports, the SSI restriction of the garment industry should be removed. Present equity participation of 24% by the foreign partners need to be enhanced and joint ventures with majority shareholdings as well as technical collaborations should be allowed. Labor laws need to be reorganized and the export procedures should be liberalized. LATEST TRENDS (NEWS) IN GARMENT AND TEXTILE SECTOR: 1. India recorded exports of $ 461 million in March 2005, against $ 351 million in March 2004. The increase has continued from February, when textile exports stood at $ 410 million. India has shown a 28% growth for the period January to march 2005 as compared to the same period last year. While china remains the 6 †¢ 7. lead country in terms of textile imports to the US. Countries like Mexico and Canada continue to loose out to India and china. Imports were threatening thousands of US jobs. The us has the power to impose caps of 7. % growth in textile and clothing categories on china under an agreement that the way for Chinas membership in WTO in 2001. 2. Ministry of finance has added 165 new textile products under Duty Drawback Schedule. The new products included wool tops. Cotton yarn, acrylic yarn, various blended fabrics, fishing nets etc. further, the existing entries in the drawback schedule relating to garments have been expanded to create separate entries of garments made u p of (a) cotton 3. (b) Man made fiber blend (c) MMF 4. After the phasing out of quota regime under the Multi Fiber Act (MFA), India can 5. Increase its textile sector becoming $ 100 billion industry by 2010. This will include exports of $ 50 billion. The proposed target would be achieved provided reforms are initiated in textile sector and local manufacturers adopt measures to improve their competitiveness. A 5-pronged strategy aiming to attract foreign direct investment by making reforms in local market. Replacements of existing indirect taxes with a single nation wide VAT. Liberalization of contract norms for textile and garment units. Elimination of restrictions that cause poor operational and organizational performance of manufacturers was suggested. . The union minister shankar sinh vaghela said that the board for Industrial and Financial Reconstruction (BIFR) had approved rehabilitation schemes for sick NTC mills at the cost of rs. 3900 crores. Of the 66 mills, 65 mills have been closed after implementing voluntary retirement scheme (VRS) to all employees. The government has already constituted assets, sale commit tees comprising representatives of central and state governments, operative agency, BIFR, NTC and the concerned NTC subsidiary to effect sale of assets through open tender system. †¢ 8. 7. Proposals for modernization of NTC mills have been made to the consultative committee members including formation of a committee of experts to improve management of these mills. Even the present status of jute industry was under the scanner of the consultative committee. 8. The government had announced change from the value-based drawback rate followed to a weight-based structure for textile exports that will discourage raw material exports and also there is a scope for misusing the drawback claims by boosting invoice value of exports. . NCDEX launched its silk contract (raw silk and cotton) on Thursday, January 20, 2005. With this launch, the total number of products offered by NCDEX goes up to 27. The launch of silk contract will offer the entire suite of fibers to the entire value chain ra nging from farmers to textile mills. Government of India jointly with NCDEX has adopted a policy of encouraging future contracts of silk. The ministry of textiles and the central silk board (CSB) had decided to introduce Futures trading in mulberry cocoons and raw silk on NCDEX. Futures trading on the NCDEX will provide an alternative trading avenue for farmers, weavers and traders and help them to make a better price for their product and it will also helps them to reduce risks associated with natural calamities. From this, we can conclude that garment industry is still in developing stage in India. The government is taking a lot of efforts to upgrade the garment industry in India. Rules and regulations on small scale units should be liberalized and export procedures on exports of garments is to be simplified and some grants to be given to those farmers who are dependent on cotton and jute corps. †¢ 9. COMPANY PROFILE This firm was promoted by Late. Shri. Mohan das Kundanmal Mahataney, the founder /promoter of associated apparels Pvt. Ltd, who were the makers of â€Å"LIBERTY† shirts for the domestic market and also license makers of Maidem form, Jockey, Jantzen and Tootal. An illustrious son of an illustrious father, MR. Raju. M. Mahtaney is a commerce graduate from Mumbai University, started his business career way back in 1968 by joining his father’s business of ready-made garment exports. Later, he joined as a partner in K. MOHAN in 1973. He became the managing partner in 1991, and since then his contribution in terms of expertise has boosted the morale of the organization and thus gained to be recognized as a reputed manufacturer in exports of woven garments. In the present context of business scenario, he has been traveling extensively to western countries and further gained rich industrial experience especially in fabric and machine etc. he was a member of the executive committee and also chairman of EDP of apparel export promotion council. He also an active executive member in CIA & INDO_AMERICAN chamber of commerce. Ours is a garment manufacturing company fully equipped for exporting the finished products. K. MOHAN & CO is situated 10 kms from the center of the beautiful garden city of ban galore. We specialize in the manufacture of high quality of men’s and women’s wear in the woven fabrics category. We predominantly cater to the American market. K. Mohan among the oldest garment export houses in the country, established in the year 1973. K. Mohan & co is well equipped to meet any requirements of overseas clients. In other words, we are proud to maintain that we are compliant to all standards set by our clients. Our professional approach towards business makes us very easy to work with, and fosters our business tie-ups and relationships, a very pleasing association. It has locations at seven places in ban galore at Bannerghatta Road, Hulimavu, Begur, Bommanahalli, Hong Sandra, Sing Sandra and Veer Sandra. 9 †¢ 10. K. Mohan & co has an impressive product range in the woven garments sector. We are capable of manufacturing quality garments over a wide range of styles, size- ranges and fabrics. Though we have produced a wider range in the past, we are now focused on items such as men’s and women’s pants, shorts, shirts and blouses as well. We are proud to be associated with- The Gap Inc. , Banana Republic, Polo Ralph Lauren, Nike, The Boom Club, Lane Bryant, The Limited Group, Ralph Lauren, Polo Jeans, Kohl’s, Nill Blass, Vetir, Decathlon, Shopko, Jones Apparel group and the like. In every unit, we have a technical person viz. , production manager in charge of the unit associated by factory manager and production co-ordinators. The area group HRD managers also take care of all the issues relating to the workers, including HR activities, welfare, safety etc. here the number of employees exceed the limit prescribed under the factories act. We have a safety officer too. Also we have a lady medical officer visiting the units. We have our own two in-house laundry units at Hulimavu and Sing Sandra with modern machineries, which cater to all our wash requirements. To be candid, we have all facilities to meet the contingencies. We have obtained the necessary consent for both water and air in all our units. Running a bus iness with constraints in infrastructure facilities is a tough task, meeting simultaneously the requirements of the buyers. In the present power crisis, we are also running the generators in all our units, affecting the business profits to a large extent availability of water, yet another concern. With all these constraints around, our managing partner has been effectively managing the business. Labors, though available in the areas, are not skilled. Hence we trained them in our training school and absorb them with an amount of risk of their longevity. It is a family partnership firm registered under the Indian partnership act, 1932. Its corporate office is at begur road, bommanahalli hobli, Bangalore-560075. 0 †¢ 11. All raw materials is checked for quality and quantity and stored in a central warehouse. Inventory handling is fully computerized. The merchandising section and shipping department is well equipped with instant communication systems like EDI. We are working on implementing ERP. The CAD section is again fully equipped with the GGT ACCUMARK REALEASE 7. 62 PATTERN MAKING, GRADING AND MARKI NG SYSTEM. We have automatic plotters (AP- 100) and pattern-cutting (MUTOH-1650) machines. We have a fully integrated CAD/CAS/CAM section at one of our units. It is equipped with state of the art automatic spreading (SYNCHRON 175) and cutting (GT-7250) machinery from Gerber technology inc. , of USA. We possess a 20-head embroidery machine capable of 7-9 colors. Machine is of Baruden make and stitching capacity is 20,00 –25,00 stitches per hour. The production floor is equipped with the latest machinery. Trained and specialized personnel who have lot of experience in the garment production field man it. We have technical experts who help implement the quality standards in our merchandise (like AQL levels). We use accredited testing labs for fabric package testing and garment testing. Our employers are dedicated and work for the company untiringly, sinciourly honesty, diligently, maintaining all the more a high standard of discipline which also contribute as one of the reasons for the growth of the company to this stage. 11 †¢ 12. CHAPTER-1 INTRODUCTION: JOB SATISFACTION: Job satisfaction is one of the important factors which have drawn attention of managers in the organization as well as academicians. Various studies have been conducted to find out the factors which determine job satisfaction and the way it influences productivity in the organization. Though there is no conclusive evidence that job satisfaction affects productivity directly because productivity depends on so many variables, it is still a prime concern for managers. Job satisfaction is the mental feeling of favorableness which an individual has about his job. DuBrins has defined job satisfaction in terms of pleasure and contentment when he says that: â€Å"Job satisfaction is the amount of pleasure or contentment associated with a job. If you like your job intensely, you will experience high job satisfaction. If dislike your job intensely, you will experience job dissatisfaction. DETERMINANTS OF JOB SATISFACTION : While analyzing the various determinants of job satisfaction, we have to keep in mind that: all individuals do not derive the same degree of satisfaction though they perform the same job in the same job environment and at the same time. Therefore, it appears that besides the nature of job and job environment, there are individual variables which affect j ob satisfaction thus all those factors which provide a fit among individual variables, nature of job, and the situational variables determine the degree of job satisfaction. Let us see what these factors are. 12 †¢ 13. INDIVIDUAL FACTORS: Individuals have certain expectations from their jobs. If there expectations are met from the jobs, they feel satisfied. These expectations are based on an individual’s level of education, age, and other factors. 1. Level of Education: Level of education of an individual is a factor which determines the degree of job satisfaction. For example several studies have found negative correlation between the level of education, particularly higher level of education, and job satisfaction. The possible reason for this phenomenon may be that highly educated persons have very high expectations from their jobs which remain unsatisfied. In their case, Peter’s principle which suggests that every individual tries to reach his level of incompetence, applies more quickly. 2. Age: individuals experience different degree of job satisfaction at different stages of their life. Job satisfaction is high at the initial stage, gets gradually reduced, starts rising up to certain stage, and finally dips to a low degree. The possible reasons for this phenomenon are like this. When an individual joins an organization. He may have some unrealistic assumptions about what they are going to derive from their work. These assumptions make them more satisfied. However, when these assumptions fall short of reality, job satisfaction goes down. It starts rising again as the people start to asses the jobs in right perspective and correct their assumptions. At the last, particularly at the fag end of the career, job satisfaction goes down because of fear of retirement and future outcome. 3. Other Factors: besides the above two factors, there are other individual factors which affect job satisfaction. If an individual does not have favorable social and family life, he may not feel happy at the work place. Similarly other personal problems associated with him may affect his level of job satisfaction. 13 †¢ 14. NATURE OF JOB: Nature of job determines job satisfaction which is in the form of occupation level and job content. 1. Occupational level: Higher level jobs provide more satisfaction as compared to lower levels. This happens because high level jobs carry prestige and status in the society which itself becomes source of satisfaction for the job holders. For example, professionals derive more satisfaction as compared to salaried people; factory workers are least satisfied. 2. Job content: job content refers to the intrinsic value of the job which depends on the requirement of skills for performing it, and the degree of responsibility and growth it offers. A higher content of these factors provides higher satisfaction. For example, a routine and repetitive job provides lesser satisfaction ; the degree of satisfaction progressively increases in job rotation, job enlargement, and job enrichment. Situational variables: Situational variables related to a job satisfaction lie in organizational context- formal and informal. As we shall see in the next part of text, formal organization is created by the management and informal organization emerges out of the interaction of individuals in the organization. Some of the important factors which affect job satisfaction are given below. 1. Working conditions: working conditions, particularly physical work environment, like conditions of workplace and associated facilities for performing the job determine job satisfaction. These work in two ways. First, these provide means for job performance. Second, provision of these conditions affect the individuals perception about the organization. If these factors are favorable, individuals experience higher level of job satisfaction. 14 †¢ 15. 2. Supervision: The type of supervision affects job satisfaction as in each type of supervision; the degree of importance attached to individuals varies. In employee- oriented supervision, there is more concern for people which is perceived favorably by them and provides them more satisfaction. In job-oriented supervision, there is more emphasis on the performance of the job and people become secondary. This situation decreases job satisfaction. 3. Equitable Rewards: The type of linkage that is provided between job performance and rewards determines the degree of job satisfaction. If the reward is perceived to be based on the job performance and equitable, it offers higher satisfaction. If the reward is perceived to be based on considerations other than the job performance, it affects job satisfaction adversely. 4. Opportunity for Promotion: It is true that individuals seek satisfaction in their jobs in the context of job nature and work environment but they also attach importance to the opportunities for promotion that these jobs offer. If the present job offers opportunity of promotion in future, it provides more satisfaction. If the opportunity for such promotion is lacking, it reduces satisfaction. 5. Work Group: Individuals work in group either created formally or they develop on their own to seek emotional satisfaction at the workplace. To the extent, such groups are cohesive; the degree of satisfaction is high. If the group satisfaction out of their interpersonal interaction and workplace becomes satisfying leading to job satisfaction. Effect of Job Satisfaction: Job satisfaction has a variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity, absenteeism, and turnover. Physical and Mental Health: The degree of job satisfaction affects an individuals physical and mental health. Since job satisfaction is a type of mental feeling, its favorableness or unfavourableness 15 †¢ 16. affects the individual psychologically which ultimately affects his physical health. For example Lawler has pointed out that drug abuse, alcoholism, and mental and physical health result from psychologically harmful jobs. Further, since a job is and important part of life, job satisfaction influences general life satisfaction. The result is that there is spillover effect which occurs in both directions between job and life satisfaction. Productivity: There are two views about the relationship between job satisfaction and productivity: 1. A happy worker is a productive worker. 2. A happy worker is not necessarily a productive worker. The first view establishes a direct cause-effect relationship between job satisfaction and productivity; when job satisfaction increases, productivity increases; when job satisfaction decreases, productivity decreases. The basic logic behind this is that a happy worker will put more efforts for job performance. However, this may not be true in all cases. For example, a worker having low expectations from his job may feel satisfied but he may not put his efforts more vigorously because of his low expectations from the job. Therefore, this view does not explain fully the complex relationship between job satisfaction and productivity. The another view: that is a satisfied worker is not necessarily a productive worker explains the relationship between job satisfaction and productivity. Various research studies also support this view. This relationship may be explained in terms of the operation and organizational expectations from individuals for job performance. 1. Job performance leads to job satisfaction and not the other way round. The basic factor for this phenomenon is the rewards (a source of satisfaction) attached with performance. There are two types of rewards-intrinsic and extrinsic. The intrinsic reward stems from the job itself which may be in the form of growth potential, challenging job, etc. the satisfaction on such a type of reward may help to increase productivity. The extrinsic reward is subject to control by management such as salary, bonus, etc. any increase in these factors does not help to increase productivity though these factors increase job satisfaction. 16 †¢ 17. 2. A happy worker does not necessarily contribute to higher productivity because he has to operate under certain technological constraints and, therefore, he cannot go beyond certain output. Further, this constraint affects the managements expectations from the individual in the form of lower output. Thus, the work situation is pegged to minimally acceptable level of performance. However, it does not mean that the job satisfaction has no impact on productivity. A satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker leads to lower productivity. Absenteeism: Absenteeism refers to the frequency of absence of a job holder from the workplace either unexcused absence due to some avoidable reasons or long absence due to some unavoidable reasons. It is the former type of absence which is a matter of concern. This absence is due to lack satisfaction from the job which produces a ‘lack of will to work’ and alienate a worker from work as far as possible. Thus, Job satisfaction is related to absenteeism. Employee Turnover: Turnover of employees is the rate at which employees leave the organization within a given period of time. As discussed earlier in this chapter under defense mechanism, when an individual feels dissatisfaction in the organization, he tries to overcome this through the various ways of defense mechanism. If he is not able to do so, he opts to leave the organization. Thus, in general case, employee turnover is related to job satisfaction. However, job satisfaction is not the only cause of employee turnover, the other cause being better opportunity elsewhere. For example, in the present context, the rate of turnover of computer software professionals is very high in India. However, these professionals leave their organizations not simply because they are not satisfied but because of the opportunities offered from other sources particularly from foreign companies located abroad. 17 †¢ 18. Improving Job Satisfaction: Job satisfaction plays significant role in the organization. Therefore, managers should take concrete steps to improve the level of job satisfaction. These steps may be in the form of job redesigning to make the job more interesting and challenging, improving quality of work life, linking rewards with performance, and improving overall organizational climate. As part of a larger project whose goal was to create an employee-driven, survey- improvement process six factors that influenced job satisfaction. When these six factors were high, job satisfaction was high. When the six factors were low, job satisfaction was low. These factors are similar to what we have found in other organizations. 18 †¢ 19. 19 †¢ 20. Opportunity: Employees are more satisfied when they have challenging opportunities at work. This includes chances to participate in interesting projects, jobs with a satisfying degree of challenge and opportunities for increased responsibility. Important: this is not simply â€Å"promotional opportunity. † As organizations have become flatter, Promotions can be rare. People have found challenge through projects; team Leadership, special assignments-as well as promotions. Actions: †¢ Promote from within when possible. †¢ Reward promising employees with roles on interesting projects. †¢ Divide jobs into levels of increasing leadership and responsibility. It may be possible to create job titles that demonstrate increasing levels of expertise, which are not limited by availability of positions. They simply demonstrate achievement Stress. When negative stress is continuously high, job satisfaction is low. Jobs are more stressful if they interfere with employees' personal lives or are a continuing source of worry or concern. Actions: †¢ Promote a balance of work and personal lives. Make sure that senior managers model this behavior. †¢ Distribute work evenly (fairly) within work teams. †¢ Review work procedures to remove unnecessary â€Å"red tape† or bureaucracy. †¢ Manage the number of interruptions employees have to endure while trying to do their jobs. †¢ Some organizations utilize exercise or â€Å"fun† breaks at work. 20 †¢ 21. Leadership. Employees are more satisfied when their managers are good leaders. This includes motivating employees to do a good job, striving for excellence or just taking action. Actions: †¢ Make sure your managers are well trained. Leadership combines attitudes and behavior. It can be learned. People respond to managers that they can trust and who inspire them to achieve meaningful goals. Work Standards. Employees are more satisfied when their entire workgroup takes pride in the quality of its work. Actions: †¢ Encourage communication between employees and customers. Quality gains i mportance when employees see its impact on customers. †¢ Develop meaningful measures of quality. Celebrate achievements in quality. Trap: be cautious of slick, â€Å"packaged† campaigns that are perceived as superficial and patronizing. Fair Rewards. Employees are more satisfied when they feel they are rewarded fairly for the work they do. Consider employee responsibilities, the effort they have put forth, the work they have done well and the demands of their jobs. 21 †¢ 22. Actions: †¢ Make sure rewards are for genuine contributions to the organization. †¢ Be consistent in your reward policies. †¢ If your wages are competitive, make sure employees know this. †¢ Rewards can include a variety of benefits and perks other than money. As an added benefit, employees who are rewarded fairly, experience less stress. Adequate Authority. Employees are more satisfied when they have adequate freedom and authority to do their jobs. Actions: When reasonable: †¢ Let employees make decisions. †¢ Allow employees to have input on decisions that will affect them. †¢ Establish work goals but let employees determine how they will achieve those goals. Later reviews may identify innovative â€Å"best practices. † †¢ Ask, â€Å"If there were just one or two decisions that you could make, which ones would make the biggest difference in your job? † Employees with higher job satisfaction: †¢ Believe that the organization will be satisfying in the long run †¢ Care about the quality of their work †¢ Are more committed to the organization †¢ Have higher retention rates, and †¢ Are more productive. 2 †¢ 23. Recognition. Individuals at all levels of the organization want to be recognized for their achievements on the job. Their successes don't have to be monumental before they deserve recognition, but your praise should be sincere. If you notice employees doing somet hing well, take the time to acknowledge their good work immediately. Publicly thank them for handling a situation particularly well. Write them a kind note of praise. Or give them a bonus, if appropriate. You may even want to establish a formal recognition program, such as â€Å"employee of the month. † Advancement. Reward loyalty and performance with advancement. If you do not have an open position to which to promote a valuable employee, consider giving him or her a new title that reflects the level of work, he or she has achieved. When feasible, support employees by allowing them to pursue further education, which will make them more valuable to your practice and more fulfilled professionally. †¢ Job satisfaction is good not only for employees but employers, too; it increases productivity and decreases staff turnover. †¢ An organization's policies, if unclear or unfair, can stand in the way of employee satisfaction. Employees need a reasonable amount of social interaction on the job. †¢ Employees also need some degree of personal space, which diffuses tension and improves working conditions. †¢ To begin motivating employees, help them believe that their work is meaningful. †¢ To help employees achieve on the job, provide them with ongoing feedback and adequate challen ge †¢ When your employees do good work, recognize them for it immediately. †¢ To increase an employee's sense of responsibility, do not simply give them more work; give them freedom and authority as well. You can help employees advance in their professional lives by promoting them, when appropriate, or encouraging continuing education. 23 †¢ 24. STATEMENT OF THE PROBLEM A STYDY ON EMPLOYEE JOB SATISFACTION: Employee satisfaction and retention have always been important issues for physicians. After all, high levels of absenteeism and staff turnover can affect your bottom line, as temps, recruitment and retraining take their toll. But few practices (in fact, few organizations) have made job satisfaction a top priority, perhaps because they have failed to understand the significant pportunity that lies in front of them. Satisfied employees tend to be more productive, creative and committed to their employers, and recent studies have shown a direct correlation between sta ff satisfaction and patient Satisfaction. 1 Family physicians who can create work environments that attract, motivate and retain hard-working individuals will be better positioned to succeed in a competitive health care environment that demands quality and cost-efficiency. What's more, physicians may even discover that by creating a positive workplace for their employees, They’ve increased their own job satisfaction as well. 4 †¢ 25. OBJECTIVES: 1. To know the satisfaction level towards the behaviors of peers and superiors. 2. To study the level of satisfaction towards his salary and also other benefits which are provided by the company? 3. To study the ESI facilities and safety measures which are provided by the company? 4. To suggest the company about the measures to be taken for more employee satisfaction. 25 †¢ 26. RESEARCH DESIGN AND METHODOLOGY The research design used for the study is the descriptive research design. In this design structural information is u sed to gather information. METHODOLOGY: SAMPLING METHOD: The two major methods are probability and non-probability sampling technique. The study requires probability method since the sample was chosen or random. Hence the study was dealt with sample random tool, which is one of the most popular method sampling. SOURCES OF DATA: PRIMARY DATA COLLECTION: Primary data are those, which are collected afresh and for the first time and thus happen to be original in character, questions and interviews methods were accede to collect primary data by visiting the factory premises and various departments in it. It was collected from the employees working in the factory. By using both the questionnaire method and interview method. I would gather information from the employees who was not willing or who did not have time for or who was shy about it. SECONDARY DATA COLLECTION: It is collected from the internal records of the company such as library records, trade journals, various manuals of the company, various training programs previously conducted and it’s responds etc; It is also conducted from the officials of the pursued department in the factory. Secondary data provides a better view 26 †¢ 27. of the problem study many magazines, tools and other references were also mean important in this study. TOOLS FOR DATA COLLECTION: SURVEY METHOD: The most widely used technique of gathering primary data is the survey method. The sources interviewed personally at the place of work and also with questionnaires. It is a direct and more flexible form of investigation involving face- to- face communication and through recorded questionnaires filled in personally. The information is qualitative, quantitative and accurate. The rate of refusal is low; it offers a sense of participation to the respondents. It usually leads to broader range of data than observation on experimentation methods. The data collected is tabulated and interpreted to draw conclusion. FIELD WORK: It is an important method of data collection. The questionnaire is used for interviewing the respondents. Additional questions (Personal interviews) can be used to secure more information. The respondents are interviewed in the factory. SAMPLE DESIGN FOR THE STUDY: SAMPLING METHOD: Stratified sampling method. SAMPLE SIZE : 100(Consists of Production, Finance, Human Resource, Systems, Marketing, Quality) SAMPLE UNIT : Employees of K. MOHAN & CO (Exports) Pvt. Ltd 27 †¢ 28. DATA ANALYSIS AND INTERPRETATION 1. TABLE SHOWING PERSONALITY OF THE RESPONDENTS TABLE: 1 S. NO. RESPONSE RESPONDENTS PERCENTAGE 1 Male 56 47 2 Female 64 53 Total 120 100 INFERENCE: From the above table, the analysis shows that, 46. 7 % of the respondents are male and the remaining 53. 3 % are female. The total respondents are 120 members. 28 †¢ 29. GRAPH:1 From the above table the chart is as follows. RESPONDENT GENDER 54 53 52 PERCENTAGES 51 50 49 PERCENTAGE 48 47 46 45 44 Male Female GENDERS 29 †¢ 30. 2. EDUCATION OF THE EMPLOYEE TABLE: 2 S. NO. QUALIFICATION NO. OF RESPONDENTS PERCENTAGES 1 Post graduate 12 10 2 Diploma/degree 26 22 3 SSLC/PUC/ITI 36 30 4 Less than SSLC 46 38 TOTAL 120 100 INFERENCE: The interpretation of the above table is,10% of the respondents are post graduates,21. 7 % are diploma/degree holders,30 % are belonged to SSLC/PUC/ITI,38. 3 % are having their qualification as less than SSLC. 30 †¢ 31. GRAPH:2 The graph showing the different percentages of education of the employees. EDUCATION OF THE EMPLOYEES 50 PERCENTAGE 40 30 Series1 20 10 0 ee e LC I /IT at gr SS du C de U ra an /P a/ tg LC m th s lo Po ss SS ip Le D QUALIFICATION 31 †¢ 32. 3. BELONGING CATEGORY TABLE: 3 S. NO. CATEGORY NO. OF RESPONDENTS PERCENTAGES 1 Staff 28 23 2 Employee 92 77 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the category of human resources i. e. staff and employees . This can be concluded as 23. 3 % recorded as staff members and remaining 76. 6 % are recorded as mployees in K MOHAN & CO (EXPORTS) GARMENTS. 32 †¢ 33. GRAPH:3 The graph showing the category of employees. EMPLOYEE CATEGORY 90 80 PERCENTAGES 70 60 50 PERCENTAGES 40 30 20 10 0 Staff Employee CATEGORY 33 †¢ 34. 4. BASIC SALARY OF THE EMPLOYEE TABLE: 4 S. NO. BASIC SALARY NO OF RESPONDENTS PERCENTAGES 1 Below 5,000 82 68 2 5,000 to 15,000 16 13 3 15,000 to 30,000 18 15 4 Above 30,000 4 4 TOTA L 120 100 INFERENCE: The data provided in the above table shows that the respondent’s basic salary. 63. 3 % respondents getting below 5,000 as their basic salary, 13. are falling in between 5,000 to 15,000, 15 % comes under 15,000 to 30,000 and the remaining 3. 4 are getting above 30,000 as their basic salaries. This can be concluded that most of the respondents are getting below 5,000 as basic salary. 34 †¢ 35. GRAPH:4 The graph showing the basic salaries of the employees. CHART SHOWING THEBASIC SALARYOF THE RESPONDENTS 80 70 60 PERCENTAGES 50 40 PERCENTAGES 30 20 10 0 Below 5,000 to 15,000 Above 5,000 15,000 to 30,000 30,000 BASIC SALARIES 35 †¢ 36. 5. WORK EXPERIENCE OF THE EMPLOYEE IN THE ORGANISATION TABLE: 5 S. NO. WORK EXPERIENCE NO. OF RESPONDENTS PERCENTAGES 1 Below one year 24 20 2 More than one year 32 27 3 More than three years 48 40 4 More than five years 16 13 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the work experience of the employees is recorded as 20 % belonging to below one year, 26. 7 % belonging to more than one year, only 13. 3 % belonging to more than 5 years and finally 40 % of employees belonging to more than three years. 36 †¢ 37. GRAPH: 5 The chart showing the work experience of the Employees in the organization. WORK EXPERIENCE IN THIS ORGANISATION More than five years EXPERIENCE More than three years PERCENTAGES More than one year Below one year 0 20 40 60 PERCENTAGES 37 †¢ 38. 6. SATISFACTION TOWARDS PICK AND DROP FACILITY TABLE: 6 S. NO. PICK & DROP NO. OF RESPONDENTS PERCENTAGE 1 Satisfied 52 43 2 Not satisfied 68 57 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the opinion of Pick & Drop facility provided in K MOHAN & CO(EXPORTS) GARMENTS. This can be recorded as 43. 3% of employees are satisfied and remaining 56. 7% are not satisfied. 8 †¢ 39. GRAPH:6 The chart showing the satisfaction level on Pick and Drop facility. SATISFACTION TOWARDS PICK & DROP Satisfied Not 43% satisfied 57% 39 †¢ 40. 7. SATISFACTION LEVEL TOWARDS FREE CANTEEN TABLE: 7 S. NO. FREE CANTEEN NO. OF RESPONDENTS PERCENTAGES 1 Satisfied 102 85 2 Not Satisfied 18 15 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the opinion on Free Canteen facility pro vided in K MOHAN & CO(EXPORTS) GARMENTS. This can be recorded as 85% of employees are satisfied and remaining 15% are not satisfied. 40 †¢ 41. GRAPH:7 The chart showing the opinion on Free Canteen facility provided by the organization. SATISFACTION TOWARDS FREE CANTEEN Not Satisfied 15% Satisfied 85% 41 †¢ 42. 8. SATISFACTION WITH PEERS AND SUPERIORS BEHAVIOURS: TABLE: 8 S. NO. PEERS & SUPERIORS NO OF RESPONDENTS PERCENTAGES BEHAVIOURS 1 Satisfied 96 80 2 Not Satisfied 24 20 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the coordination between the Peers and Superiors in K MOHAN & CO(EXPORTS) GARMENTS. This can be recorded as 80% of employees are satisfied and remaining 20% are not satisfied. 42 †¢ 43. GRAPH:8 The Graph showing the satisfaction level on Peers and Superiors in the organization. TOWARDS PEERS AND SUPERIORS BEHAVIOURS 90 80 PERCENTAGES 70 60 50 Series1 40 30 20 10 0 Satisfied Not Satisfied SATISFACTION TOWARDS PEERS & SUPERIORS BEHAVIOURS 43 †¢ 44. 9. THE TABLE SHOWING THE BONUS ALLOWANCES FROM THE COMPANY TABLE: 9 S. NO. BONUS NO OF RESPONDENTS PERCENTAGES 1 In six months 4 3 2 In a year 110 92 3 More than one year 2 2 4 No bonus 4 3 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the procedure of issuing the bonus allowance in K MOHAN & CO(EXPORTS) GARMENTS. This can be recorded as 3. 3% of the employees getting their bonus once in six months, 91. 7% employees in a year, 1. 7% getting in more than one year and 3. 3% are not getting bonus over the study period. 44 †¢ 45. GRAPH:9 The graph showing the issuing procedure of bonus allowances. BONUS ALLOWANCES FROM THE COMPANY No bonus 3% More than In six one year months 2% 3% In a year 92% 45 †¢ 46. 10. THE TABLE SHOWING THE REASON FOR GETTING OF BONUS. TABLE: 10 S. NO. BONUS BEEN ANNOUNCED NO OF RESPONDENTS PERCENTAGES 1 On employee working 16 13 performance 2 On companies profitability 104 87 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the reason for getting of bonus in K MOHAN & CO(EXPORTS) GARMENTS. This can be recorded as 13. 3% of employees are getting bonus because of working performance and remaining 86. 7% depends on companies profitability. 46 †¢ 47. GRAPH:10 The graph showing the reason for issuing of bonus in the company. ON BONUS SCHEMES PROVIDED BY THE COMPANY 90 80 70 60 PERCENTA 50 GES 40 30 20 Series1 10 0 On employee On orking companies performance profitability ON DIFFERENT VARIABLES 47 †¢ 48. 11. SATISFACTION TOWARD LOANS AND ADVANCES ISSUED BY THE COMPANY TABLE: 11 S. NO. LOANS & ADVANCES NO OF RESPONDENTS PERCENTAGES 1 Yes 48 40 2 No 35 29 3 Not know 37 31 TOTAL 120 100 INFERENCE: The data provided in the above table shows that the opinion on issuing of loans and advances in K MOHAN & CO(E XPORTS) GARMENTS. This can be recorded as 40% respondents were eligible for loans, 29. 2% were not eligible for loans and remaining 30. 8% respondents don’t know about, that they were eligible or not. 48 †¢ 49. GRAPH:11 The graph showing the eligibility for loans and advances. SATISFACTION TOWARDS LOANS AND ADVANCES Not know SATISFACTION OF LOANS AND ADVANCES No Series1 Yes 0 10 20 30 40 PERCENTAGES 49 †¢ 50. 12. RESPONSE TOWARDS INCREMENTATION OF EMPLOYEE’S SALARIES TABLE: 12 S. NO. SALARY IS NO. OF RESPONDENTS PERCENTAGES 1 Incrementing 106 88 2 Not Incrementing 14 12 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, there is any incrementing in their salaries or not in K MOHAN & CO(EXPORTS) GARMENTS. This can be recorded as 88. 3% of employees had incrementing in their salaries and remaining 11. % had no any incrementing in their salaries. 50 †¢ 51. GRAPH:12 The graph showing the respondents opinion on Incrementation of their salaries TOWARDS SALARY INCREMENTATION 100 PERCENTAGES 80 60 Series1 40 20 0 g g tin tin en en em em cr cr In In ot N RESPONSE 51 †¢ 52. 13. RESPONSE TOWARDS COMPANIES PROFITABILITY DURING LAST 5 YEARS TABLE: 13 S. NO. C OMPANIES PROFITS NO OF RESPONDENTS PERCENTAGES 1 Incrementing 98 82 2 Decrementing 22 18 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, 81. 7 % of the respondents said that companies profitability is increasing from the last five years, and the remaining 18. respondents says that it is decreasing.. 52 †¢ 53. GRAPH:13 The graph showing the respondents opinion on company’s profitability from the last 5 years. TOWARDS COMPANIES PROFITABILITY 90 80 70 PERCENTAGES 60 50 Series1 40 30 20 10 0 Incrementing Decrementing COMPANIES PROFITS FROM THE RESPONDENTS THOUGHTS 53 †¢ 54. 14. REGARDING THE FOOD PROVIDED BY THE CANTEEN TABLE: 14 S. NO. FOOD NO OF RESPONDENTS PERCENTAGES 1 Bad 15 13 2 Not Bad 45 37 3 Good 50 42 4 Very Good 10 8 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, the food provided in the canteen . 12. 2 % respondents feel that the food is bad. 7. 5% said that the food is not bad,41. 7% response is that the food is good, and the remaining 8. 3 % says that the food is very good. 54 †¢ 55. GRAPH:14 The graph showing the opinion on the food provided by the canteen. REGARDING CANTEEN FOOD 45 40 PERCENTAGES 35 30 25 20 PERCENTAGES 15 10 5 0 Bad Not Good Very Bad Good FOOD TOWARDS RESPONDENT'S OPENION 55 †¢ 56. 15. A TABLE SHOWING SATISFACTION LEVEL OF HIS JOB TIMINGS TABLE: 15 S. NO. JOB TIMINGS NO OF RESPONDENTS PERCENTAGES 1 Satisfied 92 77 2 Not Satisfied 28 23 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, 76. % respondents feel their job timings are satisfied and 23. 3 % respondents are not satisfied with their job timings. 56 †¢ 57. GRAPH:15 The graph showing the satisfaction towards job timings. SATISFACTION TOWARDS JOB TIMINGS Not Satisfied 23% Satisfied 77% 57 †¢ 58. 16. REGARDING ESI FACILITIES WHICH ARE PROVIDED BY THE COMPANY TABLE: 16 S. NO. RESPONSE ON ESI NO OF RESPONDENTS PERCENTAGES 1 Yes 34 42 2 No 46 58 TOTAL 80 100 INFERENCE : The data provided in the above table shows that, the ESI facility provided by the company. 2% says that they are utilizing ESI facility and the remaining 58 % were not utilizing. 58 †¢ 59. GRAPH: 16 The graph showing the utilization of ESI facilities by the employees. REGARDING ESI FACILITIES Yes 42% No 58% 59 †¢ 60. 17. RESPONSE TOWARD SAFETY MEASURES, WHICH ARE PROVIDED BY THE COMPANY TABLE: 17 S. NO. SAFETY MEASURES NO OF RESPONDENTS PERCENTAGES 1 Yes 110 92 2 No 10 8 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, 91. 7 % employees said that the company is provided safety measures, and the remaining 8. % said that there is no safety measures. 60 †¢ 61. GRAPH:17 The graph showing the respondents opinion on safety measures. RESPONSE TOWARDS SAFETY MEASURES 100 80 PERCENTAGES 60 PERCENTAGES 40 20 0 Yes No RESPONDENTS 61 †¢ 62. 18. RESPONSE OF EMPLOYEE TOWARDS HIS JOB APPROACH TABLE: 18 S. NO. GOT JOB NO OF RESPONDENTS PERCENTAGES 1 Re commendation 28 23 2 Skill 92 77 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, 23. 3 % respondents are getting their jobs by recommendation, and the remaining 76. % depends on their skill. 62 †¢ 63. GRAPH:18 Response towards his job approach. TOWARDS HIS JOB APPROACH Recommendation Skill 63 †¢ 64. 19. RESPONDENTS SATISFACTION LEVEL OF COMPANIES INFRASTRUCTURE TABLE: 19 S. NO. COMPANIES INFRACTURE NO OF RESPONDENTS PERCENTAGES 1 Satisfied 68 57 2 Not Satisfied 52 43 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, 56. 7% respondents were satisfied with the company’s infrastructure, and the remaining 43. 3 % respondents were not satisfied 64 †¢ 65. GRAPH: 19 The graph showing the satisfaction towards company’s infrastructure COMPANIES INFRASTRUCTURE 60 50 40 PERCENTA 30 GES 20 PERCENTAGES 10 0 Satisfied Not Satisfied RESPONDENTS VIEW 65 †¢ 66. 20. SATISFACTION OF EMPLOYEE TOWARDS HIS SALARY TABLE: 20 S. NO. SALARY NO OF RESPONDENTS PERCENTAGES 1 Satisfied 78 65 2 Not Satisfied 42 35 TOTAL 120 100 INFERENCE: The data provided in the above table shows that, 65 % respondents are satisfied with their salary and the remaining 35 % were not satisfied with their salaries. GRAPH:20 66 †¢ 67. The graph showing the satisfaction level of salaries RESPONDENTS SALARY SATISFACTION 70 60 50 PERCENTA 40 GES 30 20 PERCENTAGES 10 0 Satisfied Not Satisfied RESPONDENTS VIEW 67 †¢ 68. 21. TOWARDS JOB SATISFACTION TABLE: 21 S. NO JOB SATISFACTION NO OF RESPONDENTS PERCENTAGES 1 Up to 25 % 16 13 2 25%to50% 31 26 3 50%to75% 64 53 4 Up to 100% 9 8 TOTAL 120 100 INFERENCE: The analysis of the above table shows that, 13. 3 % respondents are having job satisfaction up to 25 %. , 25. 8 % respondents are being in between 25-50% job satisfaction. under 50-75% there is a 53. 4 % of respondents and finally 7. 5 percentage of respondents are having job satisfaction up to 100 %. 68 †¢ 69. GRAPH:21 The graph showing the satisfaction on their jobs in the organization. RESPONDENTS JOB SATISFACTION CHART 60 50 PERCENTAGES 40 NO OF 30 RESPONDENTS 20 10 0 0% % 0% 5% 25 10 5 7 to to to to % % p 25 50 p U U SATISFACTION 69 †¢ 70. FINDINGS 1. Majority of the respondents are having the experi ence in between 1-3 years and poor percentage of employees are having above 5 years experience in this organization. . In my study, poor percentage of employees are of PG holders and the remaining majority people are having less than SSLC as their educational qualifications. 3. Majority of the employees are female and most of the respondents belonging to employee category than staff. 4. Most of the employees are getting basic salaries below 5,000 and a minor part of the employees getting their basic as above 30,000. 5. Employee attitude is positive towards canteen facilities, large number of employees is agreed that it is good and a few numbers response is towards poor. . Employee response is negative towards pick & drop facility, which is provided by the company. Only one shift of employees are benefited with pick & drop and the remaining two shifts were not having bus facility. 7. 92% of the respondents are satisfied with the safety measures which are provided by the company and t he remaining 8 % said that they were not satisfied. 8. More than 58% of the workers are not aware of ESI benefits and minor part of the workers felt that ESI benefits are good. 9. Most of the respondent’s attitude is bonus will be announced on the company’s profitability and it had been announced once in a year. 10. Majority (80%) of the employees satisfied with the peers and superiors behaviors and 20 % of the respondents were not satisfied. 70 †¢ 71. 11. 40% of the employees were well known about the loans and advances issued by the company and they were utilizing them, 29% are not utilizing them and the remaining 31% were not know about the loans and advances in the organization. 12. 5% of the respondents in the organization are satisfied with their salaries and the remaining 35% were not satisfied with the salaries. 13. In my study, 57% of respondent’s attitude is positive in the case of company’s infrastructure and the remaining 43 % respondents attitude is negative. 14. Majority of the respondents job satisfaction falling in between 50%-75% and a minor part of the respondent’s job satisfaction is up to 100%. SUGGES TIONS 71 †¢ 72. LIMITATIONS LIMITATIONS OF THE STUDY: 1. Some of the information given by the respondents may not be accurate. 2. Time period to be the major limitation. 3. Due to lack of time, the study is confined only to the few employees. 4. The area of study is limited to K. MOHAN & CO (Exports) Pvt Ltd only. 72 †¢ 73. 5. The questions that we asked being personal, some of workmen hesitated to answer some questions like their salary details and the relation with their superiors. A STUDY ON EMPLOYEE JOB SATISFACTION TOWARDS K MOHAN &CO (EXPORTS) GARMENTS, B’LORE. QUESTIONNAIRE PART: A 73 †¢ 74. 1. Name of the Respondent: 2. Age: 3. Sex: (Male / Female) 4. Educational Qualification: 1. Post Graduate: 2. Diploma / Degree Holder: 3. SSLC / PUC / ITI: 4. Less than SSLC: 5. Belonging Category: 1. Staff ( ) 2. Employee ( ) 6. Department: 7. Basic Salary:[ ] A)Below 5,000 B)5,000-15,000 C)15,000-30,000 D) Above 30,000 PART: B 74 †¢ 75. 8. Since how long you are working in this Organization? 1. Below one year 2. More than one year 3. More than three years 4. More than five years 9. Is the company provided the following facilities to you like? 1. Pick and Drop (Y/N) 2. Free Canteen (Y/N) 3. Quarters (Y/N) 10. Are you satisfied with your pears & superiors behavior? 1. Is company allowing bonus 1. In six months 2. In a year 3. More than one year 4. No bonus 12. Are bonus been announced 1. Based on employees working performance 2. Based on companies profitability 13. Are you satisfied with the loans and advances issued by the company? 14. Is the company incrementing salary for its workers? 15. What is company’s profitability during last five years? 1. Increasing 2 . Deceasing 75 †¢ 76. 16. Are the food provided by the company is a. Bad b. Not bad c. Good d. Very Good 17. Are you satisfied with job timings (Y/ N)? 8. Is any ESI facility provided by the company (Y / N)? 19. Are you satisfied with the pick & drop facility provided by the company? 20. Is there any safety measures for the labour who are working with huge machineries (Y / N)? 21. You got job by a. By Recommendation b. By skill 22. Reason for joining in this company? 23. Any Reason for quitting the company? 24. Are you satisfied with the company infrastructure? 25. Are you satisfied with your salary? 26. Your job satisfaction is up to a. Up to 25% b. 25% to 50% 3. 50% to 75% 4. Up to 100% SIGNATURE 76