International Journal of Modern Engineering Research (IJMER)

www.ijmer.com Vol.3, Issue.1, Jan-Feb. 2013 pp-523-529 ISSN: 2249-6645

A research work on Employee Satisfaction measurement with special

reference to KRIBHCO, Surat

Ekta Sinha
Asst. Professor, Uka Tarsadia University, Gujarat

Abstract: This research work has been done to measure the satisfaction level of employees with special reference to
KRIBHCO, Surat. Today to sustain in such a competitive market its very important to retain good employees, that
contribute towards the attainment of Organizational goal and customer satisfaction as well. Many researchers have worked
in this area with different organizations but this kind of research work has not been done before in KRIBHCO, Surat. We
went ahead in this research with sample size of 150 employees based on systematic sampling. Data was collected based on
structured questionnaire method on Likert five point scale for 23 major variables which were reduced to five factors namely
Empowerment & Work Environment, Working Relation, Salary & Future prospects, Training & work Involvement and Job
Rotation. We found the employees to be satisfied on the basis of above said five factors. For the purpose of data analysis we
used IBM SPSS 20. We performed factor analysis to reduce the data and non parametric tests as Kruskal-Wallis and Mann
Whitney Rank test. Chi-Square tests were performed to view the satisfaction level of the employees against each major
variables found after dimension reduction. We also found that a few important factors that normally contribute to the
employee satisfaction, didn’t have much influence on employee satisfaction in KRIBHCO, Surat, such as : welfare
measures, role clarity, freedom of decision making and recognition at work. The innovativeness and creativeness of
employees also took a back seat as far as satisfaction level was concerned.

Keywords: Job Satisfaction, role clarity, empowerment and job rotation.

I. Introduction of the Research Topic and Literature Review

Staff well-being and their level of satisfaction and engagement has been found to directly impact on organizational
performance and ultimately organizational success. It is an obvious statement but high employee satisfaction levels can
reduce employee turnover. Dissatisfied employees tend to perform below their capabilities, result in high turnover of staff
and leave their jobs relatively quickly, and are not very likely to recommend your company as an employer. Satisfied
employees tend to contribute more in terms of Organizational productivity and maintaining a commitment to customer
satisfaction. Staff satisfaction surveys give employees „a voice‟ and also allows the pinpointing of problematic areas, leading
to the raising of staff satisfaction levels, developing and reviewing of staff management, and optimizing corporate
communications. This is a Research work done in the similar field with special reference to KRIBHCO, Surat. Many
researchers have done such surveys with different organizations before also.
Dr. R. Anitha (sep. 2011) studied the Job Satisfaction of Paper Mill Employees with Special Reference to
Udumalpet and Palani Taluk. Satisfaction level of the employees was measured on the basis of employees working
conditions, rewards, welfare measures & job security. The 100 employees were selected after considering time and cost. The
method of simple random sampling was undertaken for the research purpose. The Convenience method of sampling is used
to collect the data from the respondents. The collected data had been analyzed by using Percentage analysis& Chi square
test.
Halil Zaim, Selim Zaim, measured Employee Satisfaction in Small and Medium Sized Enterprises, by using factors
such as pay and benefits, peers, management, working environment and superiors. The survey instrument was composed of
questions relating to employee satisfaction and loyalty. A multi-item scale was developed to operationalise the employee
satisfaction construct in a manufacturing context. In the second part of the survey instrument, a single question regarding
employee‟s overall evaluation of organization loyalty was asked. Each item related to employee satisfaction context and
employee loyalty was rated on a five-point scale, ranging from “very low” to “very high”. The sample of the study was
selected randomly from the database of Turkish Small Business Administration (KOSGEB). The study focused on the textile
industry including textile mill products and apparel. The findings showed that there is a positive linear relationship between
all these five factors of employee satisfaction and employee loyalty. However, among these factors, pay and benefits was
found to be the most important criterion followed by management and working environment.
Brikend Aziri, (2011) studied Job Satisfaction and found that Job satisfaction is under the influence of a series of
factors such as: The nature of work, Salary, Advancement opportunities, Management, Work groups and Work conditions. It
is one of the major challenges for today‟s organization. Job satisfaction represents a combination of positive or negative
feelings that workers have towards their work. Meanwhile, when a worker employed in a business organization, brings with
it the needs, desires and experiences which determinates expectations that he has dismissed. Job satisfaction represents the
extent to which expectations are and match the real awards. Job satisfaction is closely linked to that individual's behavior in
the work place (Davis et al., 1985).
Job satisfaction is a worker‟s sense of achievement and success on the job. It is generally perceived to be directly
linked to productivity as well as to personal well-being. Job satisfaction implies doing a job one enjoys, doing it well and
being rewarded for one‟s efforts. Job satisfaction further implies enthusiasm and happiness with one‟s work. Job satisfaction

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 International Journal of Modern Engineering Research (IJMER)
www.ijmer.com Vol.3, Issue.1, Jan-Feb. 2013 pp-523-529 ISSN: 2249-6645

is the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of
fulfillment (Kaliski, 2007).
A study was made on Employee Satisfaction in Banking Sector by M. L. Meena and G. S. Dangayach, (2012). The
objective of this study was to analyze employee satisfaction of Private Sector Banks and Public Sector Banks, and the Banks
in Rajasthan were chosen as the population for the study. Five banks were considered in this study, in which, three were
public sector banks (State Bank of India, Bank of Baroda, and Punjab National Bank) and remaining two were private sector
banks (ICICI Bank and HDFC Bank). Total three hundred fifteen (63 from each bank) employees were considered as the
samples in this study. It was found that satisfied employees made positive contributions to the organizational effectiveness
and performance.
A study was conducted on Employee satisfaction in cement industry of Chhattisgarh by Daljeet Singh Wadhwa,
Manoj Verghese & Dalvinder Singh Wadhwa (September 2011). This study focused on three factors namely Behavioral,
organizational and environmental factors. The report focused on all of these factors and attempted to find the relation
between these factors and employee job satisfaction and it was found that all the three factors have a positive impact on job
satisfaction. The study concluded that organizational factors are the most important aspect for job satisfaction of the
employees in a company i.e. if the employees are treated equally and fairly and they are properly supervised, their level of
satisfaction can be increased towards their job. The research design used in the research was descriptive. This research was
used because it is a good structured instrument for collection of data. The research method used was survey method. The
research technique used was Questionnaire. The data was collected using primary data with a sample size of 150.
In all the above research, Researchers have found that for the growth of any organization employee satisfaction is
very important. A few factors that were prominent to the employee satisfaction in the researches before were income,
promotion, feeling of fulfillment, work environment, relations with superior ect. We have also included these variables in our
study but two factors that were not included by the above researchers in their study but had been included by us were Job
Rotation and Employee Empowerment. Our research is comprehensive with 23 variables to measure the satisfaction level of
employees.

II. Research Methodology

Objective:
H01: Employees are not satisfied under the identified factors within the organization
H02: Employee satisfaction does not differ regarding salary with respect to Experience
H03: Employee satisfaction does not differ regarding training opportunities with respect to different age Groups
H04: there is no difference of satisfaction between the gender groups regarding job rotation

Research Design:
Descriptive research has been applied, which is also known as statistical research, describes data and characteristics
about the population or phenomenon being studied.

Sources of Data:
To cater the need of the research we have used primary (self constructed structured Questionnaire) as well as
secondary sources of data (web sites, journals etc.)

Data Collection Tool:

Structured questionnaire was prepared to interview the employees of the organization on distinct 23 parameters like:
salary, job rotation, work environment welfare measures at the organization etc. measured on Likert five point scale, which
was later reduced to 5 factors with help of factor analysis.

Sampling Method:
Under the probabilistic sampling techniques, systematic sampling was done.

Sample Size:
Sample sizes of 150 employees from various departments were taken for the research purpose.

Statistical Tools:
We have used IBM SPSS 20 (Statistical Package for the Social Sciences), for data analysis.

III. Data Analysis & Interpration

Factor Analysis
To find out major factors that contribute towards the employee satisfaction, data reduction technique was used.

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 International Journal of Modern Engineering Research (IJMER)
www.ijmer.com Vol.3, Issue.1, Jan-Feb. 2013 pp-523-529 ISSN: 2249-6645

KMO and Bartlett's Test

Table 1
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. 0.904
Bartlett's Test of Sphericity Approx. Chi-Square 1632.894
Df 253
Sig. 0
From table 1,we found that the value for Kaiser-Meyer-Olkin Measure of Sampling Adequacy was more than 0.6,
and it is 0.904 also Bartlett's Test of Sphericity has sig value less than 0.05 at 5 % level of significance. So factor analysis
could be conducted successfully for data reduction.
Rotated Component Matrix
Table 2
1 2 3 4 5
authority for duties 0.755
respect from superiors 0.657
working hours of the job 0.649
treated fairly 0.524
supportive manager 0.513
freedom for decision making
recognition at work
teamwork atmosphere 0.732
mistakes treated in a positive manner 0.677
listens to your suggestions 0.634
comfortably discuss personal issues 0.633
receive guidance from manager 0.626
very well informed about role
satisfactory salary 0.845
good career prospects 0.645
opportunities for further study 0.548
Appreciation of creativity & innovative
Ideas
satisfactory welfare facilities
involvement in management decisions 0.698
training opportunities 0.534
Potential Utilized 0.512
correct work division
job rotation 0.823

On the basis of Table 2 we found five components, for our 23 variables. Based on the item loadings, these factors were
respectively labeled as
1. The factor “Empowerment & work Environment” explains the 1 st component.
2. The factor “working relationship” explains the 2nd component.
3. The factor “Salary & Future Prospects” explains the 3 rd component
4. The factor “Training & work Involvement” explains the 4 th component
5. The factor “Job Rotation explains” the 5th component.

Here we found that a few important factors that normally contribute to the employee satisfaction, does not have
much influence in employee satisfaction in KRIBHCO, Surat, such as: welfare measures, role clarity, freedom of decision
making and recognition at work. The innovativeness and creativeness also takes a back seat.
All the above factors together were capable of explaining 61.099% of variance according to Table 3.

Total Variance Explained

Table 3
Rotation Sums of
Component Squared Loadings
Total % of Variance Cumulative %
1 3.654 15.889 15.889
2 3.524 15.323 31.212
3 2.794 12.148 43.359
4 2.497 10.856 54.215
5 1.583 6.884 61.099
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 International Journal of Modern Engineering Research (IJMER)
www.ijmer.com Vol.3, Issue.1, Jan-Feb. 2013 pp-523-529 ISSN: 2249-6645

Tests of Normality
H0: distribution of sample data is normal
H1: distribution of sample data is normal
Table 4
Variables Kolmogorov-Smirnov Shapiro-Wilk
Statistic Df Sig. Statistic Df Sig.
supportive manager 0.323 150 0 0.742 150 0
authority for duties 0.301 150 0 0.844 150 0
training opportunities 0.275 150 0 0.87 150 0
treated fairly 0.324 150 0 0.818 150 0
respect from superiors 0.295 150 0 0.749 150 0
Potential Utilized 0.316 150 0 0.816 150 0
Appreciation of creativity 0.271 150 0 0.869 150 0
job rotation 0.274 150 0 0.845 150 0
recognition at work 0.332 150 0 0.794 150 0
satisfactory salary 0.258 150 0 0.782 150 0
freedom for decision making 0.249 150 0 0.879 150 0
good career prospects 0.288 150 0 0.85 150 0
comfortably discuss personal issues 0.318 150 0 0.822 150 0
mistakes treated in a positive
manner 0.324 150 0 0.807 150 0
satisfactory welfare facilities 0.289 150 0 0.802 150 0
correct work division 0.244 150 0 0.888 150 0
listens to your suggestions 0.353 150 0 0.757 150 0
receive guidance from manager 0.336 150 0 0.775 150 0
involvement in management
decisions 0.215 150 0 0.899 150 0
opportunities for futher study 0.248 150 0 0.877 150 0
teamwork atmosphere 0.307 150 0 0.822 150 0
working hours of the job 0.304 150 0 0.805 150 0
very well informed about role 0.353 150 0 0.737 150 0

From table 4 we found that Kolmogorov-Smirnov test of normality had the sig. value for all the variables under
consideration less than 0.05 at 5% level of significance. Thus we failed to accept the null hypothesis. So we went ahead for
non parametric tests.

Measurement of Satisfaction level of Employees based on Chi-Square Test Statistics against Major Variables found
after Factor Analysis
H0: Employees are not satisfied under the identified factors within the organization
H1: Employees are satisfied under the identified factors within the organization
The 1st factor EMPOWERMENT & WORK ENVIRONMENT includes authority for duties, respect from superiors, working
hours of the job, treated fairly & supportive managers.

Chi-Square test statistics for Factor 1

Table 5
supportive authority for treated respect from working hours of the
manager duties fairly superiors job
Chi-
Square 147.133a 115.133a 138.067a 179.133a 122.667a
Df 4 4 4 4 4
Asymp.
Sig. 0 0 0 0 0

From Table 5 we found that for all the variables under factor 1 had a significance value less than 0.05 at 5% level of
significance, thus we fail to accept the null hypothesis. Thus we could say that employees are satisfied within the
organization as far as factor 1 is concerned.

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 International Journal of Modern Engineering Research (IJMER)
www.ijmer.com Vol.3, Issue.1, Jan-Feb. 2013 pp-523-529 ISSN: 2249-6645

Chi-Square test statistics for Factor 2

Table 6
comfortably discuss mistakes treated in a listens to your receive guidance teamwork
personal issues positive manner suggestions from manager atmosphere
Chi-
Square 122.800a 148.867a 190.067a 163.200a 135.267a
Df 4 4 4 4 4
Asymp.
Sig. 0 0 0 0 0

From Table 6 we found that for all the variables under factor 2 had a significance value less than 0.05 at 5% level of
significance, thus we fail to accept the null hypothesis. Thus we could say that employees are satisfied within the
organization as far as factor 2 is concerned.

Chi-Square test statistics for Factor 3

Table 7
satisfactory salary good career prospects opportunities for futher study
Chi-Square 119.467a 113.133a 62.333a
Df 4 4 4
Asymp. Sig. 0 0 0

From Table 7 we found that for all the variables under factor 3 had a significance value less than 0.05 at 5% level of
significance, thus we fail to accept the null hypothesis. Thus we could say that employees are satisfied within the
organization as far as factor 3 is concerned.

Chi-Square test statistics for Factor 4

Table 8
training opportunities Potential Utilized involvement in management decisions
Chi-Square 63.000a 114.667a 50.467a
Df 4 4 4
Asymp. Sig. 0 0 0

From Table 8 we found that for all the variables under factor 4 had a significance value less than 0.05 at 5% level of
significance, thus we fail to accept the null hypothesis. Thus we could say that employees are satisfied within the
organization as far as factor 4 is concerned.

Chi-Square test statistics for Factor 5

Table 9
job rotation
Chi-Square 95.667a
Df 4
Asymp. Sig. 0

From Table 9 we found that for all the variables under factor 5 had a significance value less than 0.05 at 5% level of
significance, thus we fail to accept the null hypothesis. Thus we could say that employees are satisfied within the
organization as far as factor 5 is concerned.

Furthermore we were interested to know employee satisfaction level on the basis of following test objectives:-
 Employee Experience and employee satisfaction regarding salary.
 Employee Age and employee satisfaction regarding training opportunities
 Employee Gender and employee satisfaction regarding job rotation

Kruskal-Wallis Test - 1
H0: Employee satisfaction does not differ regarding salary with respect to experience.
H1: Employee satisfaction does differ regarding salary with respect to experience.

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 International Journal of Modern Engineering Research (IJMER)
www.ijmer.com Vol.3, Issue.1, Jan-Feb. 2013 pp-523-529 ISSN: 2249-6645

Test Statistics
Table 10
Test Statisticsa,b
satisfactory salary
Chi-Square 17.65
Df 3
Asymp. Sig. 0.001
a. Kruskal Wallis Test
b. Grouping Variable: experience

Here we found table 10 show that the asymptopic sig value is 0.001 which is < 0.05, at 5% level of significance.
Hence we fail to accept the null hypothesis. This shows that the satisfaction level of employees regarding their salary differ
with respect to their experience. So we needed to know that how much employee differ on their satisfaction level regarding
their salary on the basis of their experience. For this we preferred rank table and from table 11 we concluded that employees
having experience between 21 to 35 had the highest mean rank of 84.53, hence we could say that they were the ones who
strongly agreed to the salary they received. And employees having experience less than 5 years were not satisfied with the
salary they withdrew, because their mean rank was lowest at 49.37.

Rank
Table 11
experience N Mean Rank
satisfactory salary Less than 5 years 31 49.37
5 to 20 years 28 78.29
21 to 35 years 85 84.53
More than 35 years 6 69.58
Total 150

Kruskal-Wallis Test – 2
H0: Employee satisfaction does not differ regarding training opportunities with respect to different age Groups.
H1: Employee satisfaction does differ regarding training opportunities with respect to different age Groups.

Test Statisticsa, b
Table 12
training opportunities
Chi-Square 8.177
Df 4
Asymp. Sig. 0.085
a. Kruskal Wallis Test
b. Grouping Variable: age

On the basis of table 7 we found that the asymptopic sig value was 0.085 which was greater than 0.05 at 5% level of
significance. So we failed to reject the null hypothesis. Hence we concluded that irrespective of their age groups, employees
were satisfied with the training opportunities they got in the organization.

Mann-Whitney Test
H0: There is no difference of satisfaction between the gender groups regarding job rotation.
H1: There is difference of satisfaction between the gender groups regarding job rotation.

Test Statistics a
Table 13
job rotation
Mann-Whitney U 338.5
Wilcox on W 366.5
Z -1.545
Asymp. Sig. (2-tailed) 0.122
a. Grouping Variable: gender

On the basis of table 13 we found that no matter to whichever gender group employees belonged, they were
satisfied regarding the job rotation policy of the organization, which according to them enhances their skills and
competencies.

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 International Journal of Modern Engineering Research (IJMER)
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IV. Conclusion
 We found that the overall employees with special reference to KRIBHCO, Surat were satisfied with their organization.
 We also found that with respect to experience the satisfaction level of the employees differ significantly regarding
salary.
 It could also be concluded that there was no difference of satisfaction level regarding training opportunities between
different age groups.
 Conclusion could also be made that between gender groups there exists no significant difference in satisfaction level of
employees regarding job rotation policy of the company.

References
Websites:
 http://mrp.ase.ro/no34/f7.pdf
 http://jms.nonolympictimes.org/Articles/Article6.pdf
Journals
 Aziri Brikend (2011), “Job Satisfaction”, Management Research and Practice vol. 3 issue 4, pp: 77-86
 Meena M. L. and Dangayach G.S.,(2012), “Analysis of Employee Satisfaction in Banking Sector”, International Journal of
Humanities and Applied Sciences (IJHAS) Vol. 1, No. 2, ISSN 2277 – 4386
 Dr. Anitha R., Sep (2011), “A Study on Job Satisfaction of Paper Mill Employees with Special Reference to Udumalpet and
Palani Taluk”, Journal of Management and Science, Vol. 1, No.1, pp. 36-47.
 Zaim Halil, Zaim Selim, “Measuring Employee Satisfaction in Small and Medium Sized Enterprises” , Faith University, Turkey
 Wadhwa Singh Daljeet, Verghese Manoj & Wadhwa Singh Dalvinder, September (2011), “A Study on Factors Influencing
Employee Job Satisfaction-A Study in Cement Industry of Chhattisgarh”, International Journal of Management & Business
studies (IJMBS) Vol. 1, Issue 3

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