INTRODUCTION

Human resource is considered to be the most valuable asset in any organisation. It is the sum-
total of inherent abilities, aptitudes of the employed persons who comprise executives,
supervisors and the rank and file employees. The human resources should be utilised to the
maximum possible extent, in order to achieve individual and organisational goals. It is thus
the employee’s performance which ultimately decides the attainment of goals. Hence, the
employee’s performance is to a large extent influenced by motivation and job satisfaction.
Job satisfaction is all about how one feels about (or towards) one’s job. An employee who
expresses satisfaction is said to have a positive attitude towards the job, unlike a dissatisfied
employee who has a negative attitude towards the job. A person having negative attitude
shows a personality disposition which is inclined to experience nervousness, tension, worry,
upset and distress, where as those with positive attitude will feel happy with themselves,
others, and with their work. Job satisfaction reflects the extent to which people find
gratification or fulfilment in their work. Job satisfaction shows that personal factors such as
an individual needs and aspirations determine his/her attitude, along with group and
organisational factors such as relationships with co-workers and supervisors and working
conditions, work policies, and compensation. A satisfied employee tends to be absent less
often, to make positive contributions, and to stay with the organisation.

Job to an individual is not only a means of earning a living but also serves other functions of
individuals’ expectations of job and rewards that the job provides. This means that an
employee’s assessment of how satisfied or dissatisfied he or she with his or her job is
complex summation of number of discrete job elements. This assessment of employees is
very important to management because they affect organisational behaviour. Specific
employee attitudes relating to job satisfaction and also towards organisational commitment
are of major interest to the field of organisational behaviour.

SCOPE OF THE STUDY

Muthoottu Mini Financiers is one of the leading NBFCs having more than 1400 branches and
around 5000 employees. The study aims to understand the employee satisfaction in
Muthoottu Mini Financiers which covers working schedule, remuneration, allowances, work
freedom, job position etc..

Job satisfaction is an important aspect which influences an employee’s work in an

organisation. It comprises of extrinsic and intrinsic factors which helps to maintain an able
and willing workforce. This report is useful for the management of company to know the
satisfaction level of employees and they can take measures to improve productivity.

1
STATEMENT OF THE PROBLEM
Muthoottu Mini Financiers is one of the largest employment avenues providing a large
number of job opportunities. The Problem here in the study is associated with the job
satisfaction of the employees of Muthoottu Mini Financiers. Kottayam Region. There are a
variety of factors that can influence a person’s job satisfaction; some of these factors include:

The pay and benefits, the fairness in promotion system within a company, quality of working
conditions, social responsibilities, employee recognition, job security, career development
opportunities etc.

Satisfied employees are a great asset to any organisation. One of the important factors linked
with job satisfaction is salary and other financial incentives.

OBJECTIVE OF THE STUDY

 To study the job satisfaction of employees in Muthoottu Mini Financiers.

 To analyse the major problems faced by the employees of Muthoottu Mini
Financiers.
 To make suggestions on the basis of findings of study.

RESEARCH METHODOLOGY

Data Used for the Study

The study was done based on the collection of primary data and secondary data.

Primary Data

Primary data was collected through the help of structured questionnaire, which is filled by
respondents and from the discussions made with people.

Secondary Data

The secondary data was collected from books, websites, previous project report, company
brochures and journals.

2
METHOD ADOPTED FOR THE STUDY
The method adopted for the study by the researcher is descriptive research. The tool used for
analysis is scheduled questionnaire, percentage and graphs. The researcher had access to facts
or information through survey.

SAMPLE SIZE
Here the researcher selected 50 out of 150 employees of Muthoottu Mini Financiers,
Kottayam Region.

SAMPLING TECHNIQUE
For this particular study, the researcher used convenient sampling method. The researcher
has selected the respondents according to his convenience.

STATISTICAL TOOL USED FOR ANALYSIS

The statistical tools used for the purpose of the present study are tabular presentation and
pie charts. For conducting the analysis, the researcher has selected the ergonomics as the
independent variable and the factors affecting employee satisfaction as dependant variable.

The primary tool used for analysing the collected data are:-

 Pie Charts
 Tabular Presentation

PERIOD OF THE STUDY

Project work done at Muthoottu Mini Financiers was during the period of 1st December 2016
to 29th March 2017.

LIMITATION OF THE STUDY

The main limitations of the study are:-

 The period of the study was limited. Hence the data collected pertains only to a short
period of time. There may be variations in the results over a period of time.
 Information was collected through questionnaires and direct interaction. Hence there
is a chance of bias in both these methods as freedom to interpret the information
collected from the respondents’ lies with the enumerator.
 Actual perception of respondents may differ. The respondent’s answer may be subject
to various influencing factors like peer evaluation, lack of interest and the likes.

3
  The sample taken for the study was only 50 and the results drawn may not be
accurate.

CHAPTERISATION
Chapter 1- Introduction.

Chapter 2- Theoretical Framework.

Chapter 3- Analysis and Interpretation.

Chapter 4- Findings ,Suggestions and Conclusion.

4
INDUSTRY PROFILE
An NBFC is a company registered under the Companies Act,1956 and is engaged in the business of
loans and advances, acquisition of stocks, shares, bonds and securities issued by government or local
authorities. A non-banking institution which is a company and which has its principal business of
receiving deposits under any scheme or arrangement or any other manner, or lending in any manner
is also a non-banking financial company (Residuary non-banking company).

With a view to review the existing framework and address these shortcomings, various
committees were formed and reports were submitted by them. The Reserve Bank of India
Act, 1934 was amended on 1st December, 1964 by the Reserve Bank Amendment Act, 1963
to include provisions relating to non-banking institutions receiving deposits and financial
institutions.

NATIONAL SCENARIO
Non-banking finance companies (NBFCs) form an integral part of the Indian financial
system. They play an important role in nation building and financial inclusion by
complementing the banking sector in reaching out credit to the unbanked segments of society,
especially to the micro, small and medium enterprises (MSMEs), which form the cradle of
entrepreneurship and innovation. NBFCs’ ground-level understanding of their customers’
profile and their credit needs gives them an edge, as does their ability to innovate and
customise products as per their clients’ needs. This makes them the perfect conduit for
delivering credit to MSMEs. However, NBFCs operate under certain regulatory constraints,
which put them at a disadvantage vis-à-vis banks. While there has been a regulatory
convergence between banks and NBFCs on the asset side, on the liability side, NBFCs still
do not enjoy a level playing field. This needs to be addressed to help NBFCs realise their full
potential and thereby perform their duties with greater efficiency. Moreover, with the banking
system clearly constrained in terms of expanding their lending activities, the role of NBFCs
becomes even more important now, especially when the government has a strong focus on
promoting entrepreneurship so that India can emerge as a country of job creators instead of
being one of job seekers. Innovation and diversification are the important contributors to
achieve the desired objectives.

STATE SCENARIO

While most institutions of India’s non-banking Financial sector are also found in other
countries, two of them, better known as Nidhis and Chit Fund Companies, respectively, are
genuinely Indian institutions and rarely found outside South Asia. Inside India, they are most
popular in Tamil Nadu and Kerala, from where they have originated. A Nidhi does business
only with its equity share holders. Much like a cooperative bank, a Nidhi accepts deposits and
makes loans, which are mostly secured by jewelry. A chit fund, in Kerala also known as kuri,
is a particular form of a rotating savings and credit association.

5
COMPANY PROFILE
Established in 1921 in Kozhencherry, Pathanamthitta, Kerala by Sri. M Mathew, Muthoottu
Mini, was initially a small firm engaged in financing and in Chit Fund business.
Subsequently, the promoters applied their sound banking experience, and took Muthoottu
Mini into the corporate arena. The Company was originally incorporated on 18th March,
1998 as a Private limited company, a Non-Banking Financial Company (NBFC) as Per
Provisions of Company Act, 1956 as Muthoottu Mini Financiers Private Limited and were
licensed and registered with RBI. This Company engaged in Gold loan business and accepted
debentures under Private placement of debentures as per RBI Guidelines. Consequent to the
growth in business, they became a Public Limited Company on 27th November 2013 and the
name was changed to Muthoottu Mini Financiers Limited. Apart from Gold Loan-the core
business, and Public issue of Debentures, they had diversified business activities like
Insurance, Money transfers, Travel & Tourism etc. They are complying compliant with the
rules and regulations of RBI, IRDAI, SEBI and Ministry of Corporate affairs and State
Government.

It is classified as a non-govt company and is registered at Registrar of Companies,

Ernakulam. Its authorized share capital is Rs. 2,249,999,870 and its paid up capital is Rs.
2,249,999,870.It is involved in other financial intermediation

MMFL has since built an impressive level of business and made for itself a reputation for
reliability and trustworthiness in gold loan business circles throughout Kerala, Tamil Nadu,
Karnataka, Andhra Pradesh, Goa , Delhi, Haryana and Maharashtra.

The M MATHEW MUTHOOTTU Group now comprises companies engaged in Financing,

construction arena, I T Park, Plantation and Chain of Theatres. The corporate image of the
group has been meticulously built and developed since beginning. The group members
conduct their business through a network of branches established pan India.

MISSION
To maintain continuous growth by utilizing the best means to gain market share in their area
of businesses and strategize their investments in specific areas that would yield better returns
to shareholders.

VISION
To be the one stop financial services provider for the common man.

CORPORATE OBJECTIVE
Providing value based financial credit operations need based value added services like
Insurance, Money Transfer, Tours & Travel etc. And also providing high yielding investment
opportunities through issue of debentures.

6
DIVISIONS OF SERVICES:

GOLD LOAN
The main activity of Muthoottu Mini is advancing money against security of gold ornaments.
It is the main source of income for the Company.

Muthoottu Mini has distinct schemes for Gold loan. The scale of finance is governed by
Reserve Bank of India guidelines from time to time and the rate of interest for gold loans will
be decided by the Board of the Company on the basis of various internal and external factors,
market conditions etc and will be advised to the Branches from time to time. The Company
Board of Directors decides the scale of finance for each product within RBI guidelines.

DEBENTURES
A debenture is an instrument of debt executed by the company acknowledging its obligation
to repay the sum borrowed on a specified date at a specified rate of interest

Debentures are issued in Physical form and Demat form and are raised through Private
placement and Public Issue. Debentures are issued for different periods and with different
Interest rates. These debt instruments carry higher rate of interest compared to other debt
instruments and is a nice opportunity for Investors. They issue Non-Convertible Debentures
(NCDs), that is, which cannot be converted into shares. This is one of the instruments for
diversified investment for customers where high returns are guaranteed”.

MICRO-FINANCE FOR WOMEN ENTREPRENUERS

This loan is provided to woman entrepreneurs having lawful income generating activities
backed by Group guarantee in JLG model of lending and given for various business needs
such as working capital requirement , expansion of business , repayment of high cost debt etc.

MONEY TRANSFER
There are lakhs of Indians working abroad Non Resident Indians, NRIs. Many of them
normally do not get access to Banks to send money because of their work timings and hence
depend on various Exchange Companies to send money to their dear family. This is an instant
way of easy money transfer. People at Muthoottu Mini, considering the need of the NRIs
abroad and their families, have tied up with different exchange companies to do for Money
Transfer business. As per RBI guidelines, a person in India can receive maximum 30
transactions from abroad per calendar year (January to December) and maximum amount is
rupee equivalent of maximum $2500 on a single transaction. The remittance shall be made
purely for household expenses.

7
WEALTH MANAGEMENT

Systematic Investment Plan(SIP) is a method of investing a fixed sum, regularly, in a mutual

fund scheme. SIP allows one to buy units on a given date each month, so that one can
implement a saving plan for themselves.

The biggest advantage of SIP is that one need not time the market. In timing the market, one
can miss the larger rally and may stay out while markets were doing well or may enter at a
wrong time when either valuation have peaked or markets are on the verge of declining.
Rather than timing the market, investing every month will ensure that one is invested at the
high and the low, and make the best out of an opportunity that could be tough to predict in
advance. You can invest as low as Rs.500.

TOURS & TRAVELS

For this we have tied up with Akbar Travels of India. International and Domestic tour
packages/flight tickets and visa services (other than job visa) are available at all our branches.
You can fly high to fabulous destinations of your choice. NRIs can use Air ticketing, Visa
services to “Meet and Greet” their dear ones.

INSURANCE
Muthoottu Mini Financiers has tie-ups with many insurance companies and provides with
services in the form of Health, Life, Motor and Home insurances.

8
LITERATURE REVIEW
Employees usually join the organization bringing with them their work values. As they
interface with the work and the organizational environment, they find themselves challenged
(or not) and 'turned on' (or alienated) by their job and organizational factors. Based on their
experiences, individuals then make some deliberate choices as to the extent to which they
want to get involved in their jobs and invest themselves in work. That is, based on how
employees perceive their job and work environment, they could get minimally to highly
involve in their jobs. There is thus, a time gap between their interfaces with the work
environment and their ego -involvement in their jobs. No one completely identifies with the
job or invests the self in the work before assessing what the job entails and how conducive
the work environment is. When people get involved in their jobs, they spend greater amounts
of time and energy at the work place. That is, the more the employees engage in work
behavior because of job involvement, the greater will be the ir interactions with and
explorations in the work environment. As employees explore their work environment, have
success experiences, and gain mastery at work, they develop a sense of competence or
confidence in their own competence. Because of this psychological success feeling, they are
likely to get even more involved in their work in anticipation of experiencing greater
successes and more mastery. In essence, job involvement will lead to a sense of competence,
and greater sense of competence will lead t o further job involvement or ego-investment in
the job. Thus, the two variables job involvement and sense of competence will mutually
reinforce each other. Not being alienated from the job (i.e. being job - involved to some
extent at least) is a necessary precondition for deriving job satisfaction i.e. satisfaction from
the work itself and employee retention.

Likewise, individuals who feel inept in their job (no sense of competence) are not likely to
derive job satisfaction. It is not lack of job satisfaction that makes them but it is the ineptness
that makes them dissatisfied with the job. Thus, to experience satisfactions at the work place,
it is necessary for individuals to be job-involved and feel a sense of competence at work.
Based on the above rationale, we can theorize that job characteristics, organizational climate
factors, and work ethic will directly influence both job involvement and sense of competence,
and that job satisfaction will be experienced through the two intervening variables job
involvement and sense of competence. While job involvement and sense of competence will
mutually influence each other, it is sense of competence that will directly lead to job
satisfaction, not job involvement. The reason is that one can get very involved in the job and
keep plodding along without necessarily experiencing job satisfaction. In other words, for
some 'work is work ship' and they will continue to invest time and effort on the job. However,
if one has success experiences on the job and derives a sense of psychological success by
feeling confident that he or she is making a significant impact on the work environment and
gaining mastery over the job, the individual will derive satisfaction. In effect, the theory

9
postulated here is that the job, organizational climate, and work ethic variables will have a
direct influence on both job involvement and sense of competence, and sense of competence
will lead directly to job satisfaction. Job satisfaction is a topic which is concerned by both the
people, those who are working in organizations and for the people who study them. It is the
variable which is studied most frequently in organizational behaviour research, and it is also a
fundamental variable in both research and theory of organizational experience range from job
design to supervision (Hong et al., 2005). As Job satisfaction is a major concern for the
organizational research. On the other hand organizational performance and employee
satisfaction are also the key components which are affected by this (Willem et al., 2007).
What employee feels and perceived about its job and what are their experiences on work,
does they feel positive or negative about job, this all relates to job satisfaction (Kim et al.,
2005; Willem et al., 2007). Job satisfaction is the extent to which the employee is satisfied
with his present work due to how many his needs and wants satisfied (Finn, 2001). Job
satisfaction can also be explained as

„„the agreeable emotional condition resulting from the assessment of one‟s job as attaining
or facilitating the accomplishment of one’s job values‟‟ (Yang, 2009).

There are definite links between how motivated you are at your workplace and your
level of job satisfaction. Owners of businesses should endeavour to increase job
satisfaction so employee motivation will also improve, resulting in better job
performance and increased efficiency. Concentrate on creating enthusiasm, optimism,
contentment and feelings of teamwork to help your company flourish.

DEFINITION OF MOTIVATION
According to Edwin B Flippo, “Motivation is the process of attempting to influence others to
do their work through the possibility of gain or reward.”

TYPES OF MOTIVATION
When a manager wants to get more work from his subordinates then he will have to motivate
them for improving their performance. They will either be offered incentives for more work
or maybe in the shape of rewards, recognition etc, or he may instill fear in them or use force
for getting desired goals. The following are the types of motivations.

10
 Positive Motivation
Positive motivation is reward based. The workers are offered incentives for achieving
the desired results. The incentives maybe in the shape of more pay, promotion,
recognition of works etc…Incentive motivation is also called “Pull” Mechanism.

 Negative Motivation
Negative or fear motivation is based on force or fear. Fear causes employees to act in
a certain way. In case workers do not act accordingly then they may be punished with
demotions or layoffs. The fear acts as a “push” mechanism.
 Extrinsic Motivation
Extrinsic motivation is concerned with external motivators which employees enjoy-
pay, promotions, status, benefits, retirement plans, health insurance schemes etc..
These motivations are associated with financial rewards.
 Intrinsic Motivation
Intrinsic motivation on the other hand is concerned with the feeling of having
accomplished something worthwhile..ie, the satisfaction one gets after doing one’s
work well.

 Self Motivation
Before one can motivate others one must motivate oneself. One must overcome a
certain amount of one’s natural inertia. One of the most common deterrents to human
action is that of tired feeling. The thing that effect the conscious mind are generally
known as anxiety are:

 Monotonous Work

 Driven by Boss

 Bad Physical Condition

 Financial Troubles

 Under Constraint strain

 Group motivation
The motivation of a group is as important as self-motivation. A group can be
motivated by improving human relation and dealing with people to feel involved in
their work and by giving them an opportunity t improve their performance and by
complimenting or praising them. In dealing with others, it must be borne in mind that
the greatest returns can be obtained when each member of a group is properly
motivated.

11
NEED THEORIES OF MOTIVATION

Abraham Malow’s “Need Hierarchy Theory”

One of the most widely mentioned theories of motivation is the hierarchy theory of needs put
forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a
hierarchy, ascending from the lowest to the highest, and he concluded that when one set of
needs is satisfied, the need ceases to be a motivator.

As per his theory, These needs are:

 Psychological Needs : These are the important needs for sustaining life. Food, water,
shelter, warmth, sleep, medicine and education are the basic psychological needs
which fall in the primary list of need satisfaction. Maslow was of an opinion that until
these needs were satisfied to a degree to maintain life, no other motivating factors can
work.

 Safety Needs : These are the needs to be free of physical danger and of the fear of
losing a job, property, food or shelter. It also includes protection against any
emotional harm.

 Social Needs : Since people are social beings, they need to belong and be accepted by
others. People try to satisfy their need for affection, acceptance and friendship.

 Esteem Needs: According to Maslow, once people begin to satisfy their need to
belong, they tend to want to be held in esteem both by themselves and by others. This
kind of need produces such satisfaction as power, prestige status and self-confidence.
It includes both internal esteem factors like self-respect, autonomy and achievements
and external esteem factors such as states, recognition and attention.

 Need for Self-actualization : Maslow regards this as the highest in his hierarchy. It’s
the drive to become what one is capable of becoming; it includes growth, achieving
one’s potential and self-fullfillment. It is to maximise one’s potential and to
accomplish something.

As each of these needs is substantially satisfied, the nest need becomes dominant. From the
standpoint of motivation, the theory would say that although no need is ever fully gratified, a
substantially satisfied need no longer motivates, So if you want to motivate someone, you
need to understand what level of the hierarchy that person is on and focus on satisfying those
needs or needs above that level.

12
Maslow’s need theory has received wide recognition, particularly among practising
managers. This can be attributed to the theory’s intuitive logic and ease of understanding.
However, research does not validate this theory. Maslow provided no empirical evidence and
other several studies that sought to validate the theory found no support for it.

McClelland’s Theory of Needs

David McClelland has developed a theory on three types of motivating needs:

 Need for Power

 Need for Affiliation

 Need for achievement

Basically, people for high need for power are inclined towards influence and control. They
like to be at the center and are good orators. They are demanding in nature, forceful in
manners and ambitious in life. They can be motivated to perform if they are given key
positions or power positions.

In the second category are the people who are social in nature. They try to affiliate
themselves with individuals and groups. They are driven by love and faith. They like to build
a friendly environment around themselves. Social recognition and affiliation with others
provides motivation for them.

People in the third area are driven by the challenge of success and the fear of failure. Their
need for achievement is moderate and they set for themselves moderately difficult tasks.
They are analytical in nature and take calculated risks. Such people are motivated to perform
when they see at least some chances of success.

McClelland observed that with the advancements in hierarchy the need for power and
achievement increased rather than affiliation. He also observed that people who were at the
top, later ceased to be motivated by this drives.

“Theory X and Theory Y” of Douglas McGregor

McGregor, In his book “the human side of enterprise” states that people inside the
organisation can be managed in two ways.
The first is basically Negative, which falls under the category X;

13
And the other is basically Positive, which falls under the category Y

Under the assumptions of theory X:

 Employees inherently do not like work and whenever possible, will attempt to avoid
it.

 Because employees dislike work, they have to be forced, coerced or threatened with
punishment to achieve goals.

 Employees avoid responsibilities and do not work till formal directions are issued.

 Most workers place a greater importance on security over all other factors and display
little ambition.

In contrast under the assumptions of theory Y:

 Physical and mental effort at work is as natural as rest or play.

 People do exercise self control and self direction and if they are committed to those
goals.

 Average human beings are willing to take responsibility and exercise imagination,
ingenuity and creativity in solving the problems of the organisation.

 That the way the things are organised, the average human being’s brainpower is only
partly used.

Hawthorne Experiments

The work of Elton Mayo is famously known as “Hawthorne Experiments”. He conducted

behavioural experiments at the Hawthorne works of the American western electric company
in Chicago. He made some illumination experiments, introduced breaks in between work
performance and also introduced refreshments during the pauses. On the basis of this he drew
the conclusions that motivation was a very complex subject. It was not only about pay, work
condition and morale but also included psychological and social factors. Although this
research has been criticized from many angles, the central conclusions drawn were:

 People are motivated by more than pay and conditions.

 The need for recognition and a sense of belonging are very important.

 Attitudes towards work are strongly influenced by the groups.

14
Vroom’s Valence Expectancy Theory

The most widely accepted explanations of motivation have been propounded by Victor
Vroom. His theory is commonly known as expectancy theory. The theory argues that the
strength of a tendancy to act in a specific way depends on the strength of an expectation that
the act will be followed by a given outcome and on the attractiveness of that outcome to the
individual to make this simple, expectancy theory says that an employee can be motivated to
perform better when there is a belief that the better performance will lead to good
performance appraisal and that is a belief that the better performance will lead to good
performance appraisal and that this shall result into realization of personal goal in form of
some reward.

Therefore; an employee’s motivation= valence*expectancy*instrumentality.

The theory focuses on three things:

 Efforts and performance relationship

 Performance and reward relationship

 Rewards and personal goal relationship

15
3.1 Table showing age groups of the respondents
TABLE: 1

Age(in years) No: of Respondents Percentage

Less than 25 3 6
25-35 7 14
35-45 14 28
Above 45 26 52
Total 50 100
(Source: primary data)

Out of the 50 samples, the majority falls in the age group of above 45, i.e. The major share of
employees are the old population. It can be inferred that the company has more experienced
employee which is good for the organization and 28% of them are in between 35-45 and 14%
of them are in between 25-35 age limit and only 6% of them are less than 25

Graph showing age groups of the respondents

FIGURE: 1

less than 25
25-35
35-45
above 45

16
 3.2 Table showing gender-based classification of respondents

TABLE: 2
Gender No of Respondents Percentage

Male 20 40
Female 30 60
TOTAL 50 100

(Source: primary data)

Out of the 50 samples, 40% of employees are males and 60% of them are females. The male-
female proportion shows that female population is higher than that of the male population

Chart showing gender-based classification of respondents

Figure: 2

Male
Female

17
3.3 Table showing the experiences of the respondents

Table: 3
No: of years No: of respondents Percentage
0-3 9 18
3-5 26 52
5-7 10 20
More than 10 years 5 10
TOTAL 50 100
(Source: primary data)

Out of 100 samples, the majority i.e. 52% have 3-5 years experience while 20% are of 5-7
years experience and 18% have 0-3 years experience. 10% of the sample has more than 10
years experience.

Graph showing the experiences of the respondents

FIGURE: 3

0-3
3-5
5-7
more than 10 years

18
3.4 The table showing satisfaction with salary drawn at present.
TABLE: 4

Sl no. Particulars No: of respondents Percentage

1 Highly Satisfied NIL NIL
2 Satisfied 6 12
3 Neutral 32 64
4 Dissatisfied 12 24
Total 50 100

(Source: primary data)

The study shows that none of the employees are highly satisfied with their current salary.
Nearly 12% agrees to be satisfied and 64% of employees remain neutral. The rest 24% is
dissatisfied.

The graph showing salary increment given to employees satisfy them

Figure: 4

Highly Satisfied
Satisfied
Neutral
Dissatisfied

19
3.5 The table showing if the employees have a job on par with their
qualification and skill.
TABLE: 5

Sl. No Particulars No. Of respondents Percentage

1 Strongly agree 6 12
2 Agree 9 18
3 Neither agree or disagree 11 22
4 Disagree 24 48
Total 50 100
(Source: primary data)

The table shows that only 12% of the employees strongly agree that they’ve job on par with
their qualifications while 18% agrees to the same. 22% of the sample neither agrees nor
disagrees and 48% disagrees to the same.

The graph showing if the employees have a job on par with their qualification
and skill.
Figure: 5

24 9
Strongly agree
AGREE
NITHER AGREE OR DISAGREE
11 DISAGREE

20
3.6 The table showing that the employees satisfaction with top level
management
Table: 6

Sl. No Particulars No. Of respondents Percentage

1 Highly Satisfied NIL NIL
2 Satisfied 20 40
3 Neither satisfied or 24 48
dissatisfied
4 Dissatisfied 6 12
Total 50 100
(Source: primary data)

The table shows that none of the employees are highly satisfied with the top level management.40%
are satisfied with top level management while 48% are neither satisfied nor dissatisfied and 12% are
dissatisfied.

The graph showing that the employees satisfaction with top level management.
Figure: 6

0
6
20
Highly Satisfied
Satisfied

24 Neither satisfied or dissatisfied

Dissatisfied

21
3.7 The table showing that the employees satisfied with the working conditions
Table: 7

Sl. No Particulars No. Of respondents Percentage

1 Highly Satisfied NIL NIL
2 Satisfied 9 18
3 Neutral 21 42
4 Dissatisfied 20 40
Total 50 100
(Source: primary data)

The table shows that 18% agrees to be satisfied with the working conditions and 42% are neutral in
opinion. 40% are dissatisfied with the working conditions and no one is highly satisfied.

The graph showing that the employees satisfied with the working conditions
FIGURE: 7

20
Highly Satisfied
Satisfied
Neutral
21 Dissatisfied

22
3.8 The table showing the satisfaction of employees regarding working hours

Table: 8

Sl. No Particulars No. Of respondents Percentage

1 Highly Satisfied NIL NIL
2 Satisfied 36 72
3 Neutral 14 28
4 Dissatisfied NIL NIL
Total 50 100
(Source: primary data)

The table shows that 72% of the sample are satisfied with the working hours and 28% are neutral in
opinion. None of the employees are highly satisfied nor dissatisfied with the same.

The chart showing satisfaction regarding working hours.

Figure:8

00

14

Highly Satisfied
Satisfied
Neutral
36
Dissatisfied

23
3.9 The table showing if the employees get rewards for achieving targets

Table: 9

Sl. No Particulars No. Of respondents Percentage

1 Strongly Agree NIL NIL
2 Agree 26 52
3 Neutral 10 20
4 Disagree 14 28
Total 50 100
(Source: primary data)

The table is showing that 52% of the employees agree they get rewards for achieving targets, while
20% are neutral and 28% disagrees.

The graph showing the satisfaction regarding rewards for achieving targets

Figure: 9

14

STRONGLY AGREE
26
AGREE
NEITHER AGREE NOR DISAGREE
10
DISAGREE

24
3.10 The table relating to good career prospects of the employees in the
organization
Table: 10

Sl. No Particulars No. Of respondents Percentage

1 Strongly agree NIL NIL
2 Agree 16 32
3 Neither agree nor disagree 24 48
4 Disagree 10 20
Total 50 100
(Source: primary data)

The table shows that 32% agrees that they’ve good prospects while 48% are neutral in
opinion.20% disagrees and no one strongly agrees that they’ve good career prospects.

The graph showing the career opportunity of the employees.

Figure: 10

10
16
STRONGLY AGREE
AGREE
NEITHER AGREE NOR DISAGREE
24 DISAGREE

25
3.11 The table showing involvement of employees in taking managerial
decision.

TABLE: 11
Sl. No Particulars No. Of respondents Percentage
1 Strongly agree NIL NIL
2 Agree 6 12
3 Neither agree or disagree 10 20
4 Disagree 34 68
Total 50 100
(Source: primary data)

The table shows that none of the employees strongly agree to involvement of employees in decision
making. 12% agrees, 20% are neutral in opinion and 68% disagrees in the involvement of employees
in decision making.

The graph showing involvement of employees in managerial decisions.

Figure: 11

0
6

10 STRONGLY AGREE
AGREE
34 NEITHER AGREE NOR DISAGREE
DISAGREE

26
3.12 The table showing if the welfare facilities are satisfactory for the
employees.

Table: 12

Sl. No Particulars No. Of respondents Percentage

1 Highly Satisfied NIL NIL
2 Satisfied 7 14
3 Neutral 30 60
4 Dissatisfied 13 26
Total 50 100
(Source: primary data)

The table showing that 14% of the employees are satisfied with the welfare activities while 60% is
neutral in opinion. 26% are dissatisfied while no one is highly satisfied.

The graph showing satisfaction regarding welfare facilities.

Figure: 12

0
7
13

Highly Satisfied
Satisfied
Neutral
Dissatisfied
30

27
3.13 The table showing satisfaction in recognition of work
Table: 13

Sl. No Particulars No. Of respondents Percentage

1 Highly Satisfied NIL NIL
2 Satisfied 28 56
3 Neutral 12 24
4 Dissatisfied 10 20
Total 50 100
(Source: primary data)

The table is showing that 56% of the employees are satisfied with the recognition of their work while
20% are dissatisfied. 24% are neutral in opinion.

The graph showing satisfaction in recognition of work

Figure: 13

10

Highly Satisfied
28 Satisfied
12
Neutral
Dissatisfied

28
3.14 The table showing the most motivating factor

Table: 14

Sl. No Particulars No. Of respondents Percentage

1 Promotion 10 20
2 Leave 3 6
3 Motivational talk NIL NIL
4 Recognition 10 20
5 Salary 27 54
TOTAL 50 100
(Source: primary data)

According to the table, 54% of the sample says that Salary is the most motivating factor, 20% says
that its Work Recognition and another 20% says its Promotion while 6% says its leave.

The graph showing the most motivating factor.

Figure: 14

PROMOTION
LEAVE
MOTIVATIONAL TALK
RECOGNITION
SALARY

29
3.15 The table showing co-ordination at work place.
Table: 15

Sl. No Particulars No. Of respondents Percentage

1 Strongly agree NIL NIL
2 Agree 32 64
3 Neither agree or disagree 18 36
4 Disagree NIL NIL
Total 50 100
(Source: primary data)

The table shows that 64% agrees that there is proper co-ordination within the workforce
while 36% disagrees. No one strongly agrees or disagrees to the same.

The graph showing co-ordination within the workforce

Figure: 15

00

18
STRONGLY AGREE
AGREE
32
NEITHER AGREE NOR DISAGREE
DISAGREE

30
3.16 The table showing if the company organizes motivational programmes
regularly.
Table: 16

Sl. No Particulars No. Of respondents Percentage

1 Strongly agree NIL NIL
2 Agree 34 68
3 Neither agree or disagree 7 14
4 Disagree 9 18
Total 50 100
(Source: primary data)

The table shows that 68% of the sample agrees that the fir supports by organizing motivational
programmes while 18% disagrees and 14% remains neutral in opinion.

The graph showing support by organizing of motivational programmes

Figure: 16

0
9 7

STRONGLY AGREE
AGREES
NEITHER AGREE OR DISAGREE
DISAGREE
34

31
3.17 The table showing if the employees are given enough authority to perform
their duties.
Table: 17

Sl. No Particulars No. Of respondents Percentage

1 Strongly agree NIL NIL
2 Agree 28 56
3 Neither agree nor disagree 13 26
4 Disagree 9 18
Total 50 100
(Source: primary data)

The table shows that 56% of the sample agrees that they’re given enough authority to
perform their duties while 18% disagrees and 26% remaining neutral in opinion.

The graph showing if the employees are given enough authority to perform their
duties
Figure: 17

STRONGLY AGREE
AGREE
NEITHER AGREE NOR DISAGREE
DISAGREE

32
3.18 The table showing satisfaction with lunch breaks,rest breaks and leaves
given in the organisation
Table: 18

Sl. No Particulars No. Of respondents

1 Highly Satisfied NIL
2 Satisfied 27
3 Neutral 8
4 Dissatisfied 15
Total 50

(Source: primary data)

The table shows that 54% of the sample are satisfied with the breaks given in the firm while
30% showed dissatisfaction. 16% remaining neutral in opinion and no one is highly satisfied.

The graph showing satisfaction regarding lunch breaks, rest breaks and leaves.

Figure: 18

15

Highly Satisfied
27 Satisfied
Neutral
8
Dissatisfied

33
3.19 The table showing the job security of employees in the organization
Table: 19

Sl. No Particulars No. Of respondents Percentage

1 Highly Secure NIL NIL
2 Secure NIL NIL
3 Neutral 12 24
4 Insecure 38 76
Total 50 100
(Source: primary data)

The table shows that 24% feels neutral and 76% feels insecure about their jobs while no one
from the sample feels highly secured or secured about their jobs.

The graph showing the secure feel of the employees regarding their job.

Figure: 19

0 0

12

Highly Secure
Secure
Neutral
38
Insecure

34
3.20 The table showing the status enjoyed by the employees on basis of their
jobs.
Table: 20

Sl. No Particulars No. Of respondents Percentage

1 High Status NIL NIL
2 Good Status 8 16
3 Normal Status 27 54
4 Poor Status 15 30
Total 50 100
(Source: primary data)

The table shows that 16% of the sample enjoys good status in the society while 54% enjoys
normal status and 30% are of the opinion that they’ve poor status regarding their job.

The graph showing the status enjoyed by the employees.

Figure: 20

High Status
Good Status
Normal Status
Poor Status

35
3.21 The table showing satisfaction with support from their department.
Table: 21

Sl. No Particulars No. Of respondents Particulars

1 Highly Satisfied NIL NIL
2 Satisfied 23 46
3 Neutral 8 16
4 Dissatisfied 19 38
Total 50 100
(Source: primary data)

The table shows that 46% of the sample is satisfied with the support from their department
while 38% are dissatisfied. 16% remains neutral and no one is highly satisfied from the
support from their departments.

The graph showing satisfaction with support from their department.

Figure: 21

19
23
Highly Satisfied
Satisfied
Neutral
Dissatisfied
8

36
3.22 The table showing overall satisfaction of the employees.

Table: 22

Sl. No Particulars No. Of respondents Percenatage

1 Highly satisfied NIL NIL

2 Satisfied 19 38
3 Neutral 21 42
4 Dissatisfied 10 20
5 Highly dissatisfied NIL NIL
Total 50 100

(Source: primary data)

The table shows that 38% are satisfied overall with the firm while 42% remained neutral and
20% were dissatisfied .No one in the sample was highly satisfied or dissatisfied.

The graph showing the overall satisfaction of employees

Figure: 22

00

10
19 Highly satisfied
Satisfied
Average

21 Dissatisfied
Highly dissatisfied

37
Combined Table Showing Satisfaction On Important Aspects
On the Basis Highly Satisfied Neutral Dissatisfied Inference
of: Satisfied

Salary NIL 6 32 12 Dissatisfied

Working NIL 9 21 20 Dissatisfied

Conditions
Superiors NIL 20 24 6 Satisfied

Decision NIL 6 10 34 Dissatisfied

Making
Work NIL 28 12 10 Satisfied
Recognition

38
Ranking of Problems faced by Employees of Muthoottu Mini Financiers
on the basis of responses from questionnaires
Problems Highly Satisfied Neutral Dissatisfied Rank
Satisfied
Job NIL NIL 24% 76% 1
Security
Involvement NIL 12% 20% 68% 2
in Decision
Making
Working NIL 18% 42% 40% 3
Conditions

39
FINDINGS
These are the findings from the analysis and observations:

 The majority of the employees are not found to be satisfied on an overall basis
 The biggest problem faced by the employees is insecurity in their jobs.
 The Study reveals that salary is the most motivating factor followed by
promotion and recognition of work.
 The majority of the employees are not satisfied with the salary drawn at
present.
 The majority of the employees are satisfied with the support from top level
management.
 The majority are satisfied with the rewards for achieving prescribed targets.
 The majority of the employees are insecure about their jobs.
 The majority are of the opinion that they enjoy normal status in the society.
 The majority of the employees are not satisfied with the working conditions in
the firm.
 The majority doesn’t believe they have a job on par with their qualifications.
 Only a few agreed that they are involved in taking managerial decisions
regarding them.
 The majority are not satisfied with the welfare activities organised in the firm.

40
SUGGESTIONS
These Suggestions are drawn from the analysis and observations:

 Management must implement measures to improve the working conditions of

the employees.
 Measures should be taken in order to impart a sense of job security into the
minds of the employees.
 The salary and other financial incentives should be increased in order to
improve the productivity of the employees.
 Management should provide better opportunities to employees to take part in
decision making.
 More welfare activities should be organised in order to meet the industry
standards.
 Proper guidance and counselling should be given to employees to improve their
mental satisfaction.

41
CONCLUSION

As a part of our project, I got an opportunity to spend a few days in Muthoottu Mini
Financiers. It helped me to analyse the working of the organisation and put our
theoretical into practical experience.

The present study is an earnest attempt to evaluate the job satisfaction of employees
of Muthoottu Mini Financiers. It is indeed necessary for an organisation to understand
the need of their employees and fulfil them. If nothing is done by the organisation
then there are chances to loose talented employees from the organisation to its
competitors. Hence it is necessary for an organisation to ensure employee’s job
satisfaction.

From the study it was identified that most of the employees are not satisfied with their
jobs. Majority of the employees are not satisfies with the salary structure, working
conditions and welfare activities. Though they’re satisfied with the relationship with
the top level management only 6% of the employees get an opportunity to take part in
decision making. Also majority of the employees are not secured about their jobs in
the firm. If the firm concentrates on the findings and suggestions of this survey. We
hopefully believe that the organisation can further bring out their labour with full
satisfaction and obtain good results.

42
BIBLIOGRAPHY
WEBSITES
 https://www.pwc.in/assets/pdfs/publications/2016/non-banking-
finance-companies-the-changing-landscape.pdf
 http://ijariie.com/AdminUploadPdf/Review_of_Literature_on_I
nfluence_of_Job_Satisfaction____Employee_Compensation__w
orking_environment_on___Employee_Retention__ijariie1608.p
df
 https://www.zaubacorp.com/company/MUTHOOTTU-MINI-
FINANCIERS-LIMITED/U65910KL1998PLC012154

BOOKS
 Human Resource Management by Shashi k Gupta, KALYANI
PUBLICATIONS.
 PERSPECTIVES AND METHODOLOGY OF BUSNIESS STUDIES by
Dr.Sreedhar P Nair, Prakash Publications.

43