a dissertation on satisfaction level

“A study of level of satisfaction and its effects on working of sevadhari at Gajanan Maharaj Sansthan, Shegaon”

CHAPTER 1

INTRODUCTION

1.1) INTRODUCTION:

Job satisfaction is how content an individual is with his or her job. Scholars and human resource professionals generally make a distinction between affective job satisfaction and cognitive job satisfaction. Affective job satisfaction is the extent of pleasurable emotional feelings individuals have about their jobs overall, and is different to cognitive job satisfaction which is the extent of individuals’ satisfaction with particular facets of their jobs, such as pay, pension arrangements, working hours, and numerous other aspects of their jobs. Human beings spent a majority of their adult life making a living for themselves and their families. To this end, they spend eight hours or more weekly at places of employment using their time, energy and intellectual ability to the benefit of their employer. Whether they are raring and energized to carry out these responsibilities or not constitutes motivation, which was discussed in the previous chapter. Moving from motivation, this chapter aims to detail contemporary research studies into job satisfaction and parallel their applicability to the working environment as described. There is a definite link between employee attitudes and patient satisfaction. If employees are unhappy or dissatisfied, despite their best efforts; it is difficult for them to conceal this factor when interacting with patients and other staff members. One of the primary reasons for evaluating employee satisfaction is to identify problems and try to resolve them before they impact on patient care and treatment. Improving the quality of patient care in hospitals is a vital and necessary activity. Patients report they receive less individual attention than ever before.

They complain that doctors and nurses are too busy tending to the technical aspects of care to provide the much needed attention to patients’ personal needs. Not only is it important in terms of quality of patient care, assessing employee satisfaction is a critical component in retaining qualified health professionals. Many health care providers feel frustrated and disillusioned in jobs they expected to find fulfilling. They have less time to do a quality job of caring for

patients; they are continually expected to cut corners, but see waste and feel unable to change the

P. R. Patil College of Engineering & Technology, Amravati

http://en.wikipedia.org/wiki/Affective_events_theory


Situation; they feel unappreciated and they feel their skills are underused. This leads to low morale, staff turnover, and overall disenchantment with job opportunities in health care.

Definition

At its most general level of conceptualization, job satisfaction is simply how content an individual is with his or her job. At the more specific levels of conceptualization used by academic researchers and human resources professionals, job satisfaction has varying definitions. Affective job satisfaction is usually defined as an unidimensional subjective construct representing an overall emotional feeling individuals have about their job as a whole. Hence, affective job satisfaction for individuals reflects the degree of pleasure or happiness their job in general induces. Cognitive job satisfaction is usually defined as being a more objective and logical evaluation of various facets of a job. As such, cognitive job satisfaction can be unidimensional if it comprises evaluation of just one aspect of a job, such as pay or maternity leave, or multidimensional if two or more facets of a job are simultaneously evaluated. Cognitive job satisfaction does not assess the degree of pleasure or happiness that arises from specific job facets, but rather gauges the extent to which those job facets are judged by the job holder to be satisfactory in comparison with objectives they themselves set or with other jobs. While cognitive job satisfaction might help to bring about affective job satisfaction, the two constructs are distinct, not necessarily directly related, and have different antecedents and consequences.

History

One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (1924–1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers’ productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction.

Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more



modern of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylor’s work.

Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life – physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories.

Job satisfaction can also be seen within the broader context of the range of issues which affect an individual's experience of work, or their quality of working life. Job satisfaction can be understood in terms of its relationships with other key factors, such as general well-being, stress at work, control at work, home-work interface, and working conditions.

1.2) MODELS OF JOB SATISFACTION:Affect theory

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesn’t value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet.

Dispositional theory

Another well-known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of one’s job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers



and jobs. Research also indicates that identical twins have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham in 1997. Judge et al. argued that there are four Core Self-evaluations that determine one’s disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in one’s own competence) lead to higher work satisfaction.

Opponent process theory

According to opponent process theory, emotional events, such as criticisms or rewards, elicits two sets of processes. Primary processes give way to emotions that are steady with the event in question. Events that seem negative in manner will give rise to the feelings of stress or anxiety. Events that are positive give rise to the feeling of content or relaxation. The other process is the opponent process, which induces feelings that contradict the feelings in the primary processes. Events that are negative give rise to feelings of relaxation while events that are positive give rise to feelings of anxiety. A variety of explanations have been suggested to explain the uniformity of mood or satisfaction. This theory shows that if you try to enhance the mood of individual it will more likely fail in doing so. The opponent process theory was formulated to explain these patterns of observations.

Equity theory

Equity Theory shows how a person views fairness in regard to social relationships. During a social exchange, a person identifies the amount of input gained from a relationship compared to the output, as well as how much effort another person’s puts forth. Equity Theory suggests that if an individual thinks there is an inequality between two social groups or individuals, the person is likely to be distressed because the ratio between the input and the output are not equal.

For example, consider two employees who work the same job and receive the same benefits. If one individual gets a pay raise for doing the same or less work than the other, then the less benefited individual will become distressed in his workplace. If, on the other hand, one individual gets a pay raise and new responsibilities, then the feeling of inequality is reduced.

Discrepancy theory

The concept of discrepancy theory explains the ultimate source of anxiety and dejection. An individual, who has not fulfilled his responsibility feels the sense of anxiety and regret for not performing well, they will also feel dejection



due to not being able to achieve their hopes and aspirations. According to this theory, all individuals will learn what their obligations and responsibilities for a particular function, over a time period, and if they fail to fulfill those obligations then they are punished. Over time, these duties and obligations consolidate to form an abstracted set of principles, designated as a self-guide. Agitation and anxiety are the main responses when an individual fails to achieve the obligation or responsibility. This theory also explains that if achievement of the obligations is obtained then the reward can be praise, approval, or love. These achievements and aspirations also form an abstracted set of principles, referred to as the ideal self guide. When the individual fails to obtain these rewards, they begin to have feelings of dejection, disappointment, or even depression.

Two-factor theory (motivator-hygiene theory)

Frederick Herzberg’s Two-factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors – motivation and hygiene factors, respectively. An employee’s motivation to work is continually related to job satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to attain personal and organizational goals (Hoskinson, Porter, & Wrench, p. 133). Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions.

While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifact. Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. Finally, the model has been criticized in that it does not specify how motivating/hygiene factors are to be measured.

Job characteristics model

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of



how likely a job is to affect an employee's attitudes and behaviors. A meta-analysis of studies that assess the framework of the model provides some support for the validity of the JCM.

Motivating Potential Score

The motivating potential score (MPS) can be calculated, using the core dimensions discussed above, as follows;

Jobs that are high in motivating potential must be also high on at least one of the three factors that lead to experienced meaningfulness, and also must be high on both Autonomy and Feedback. If a job has a high MPS, the job characteristics model predicts that motivation, performance and job satisfaction will be positively affected and the likelihood of negative outcomes, such as absenteeism and turnover, will be reduced.

1.3) FACTORS INFLUENCING JOB SATSFACTION:ENVIRONMENTAL FACTORSCommunication overload and communication under load

One of the most important aspects of an individual’s work in a modern organization concerns the management of communication demands that he or she encounters on the job. Demands can be characterized as a communication load, which refers to “the rate and complexity of communication inputs an individual must process in a particular time frame.” Individuals in an organization can experience communication over-load and communication under- load which can affect their level of job satisfaction. Communication overload can occur when “an individual receives too many messages in a short period of time which can result in unprocessed information or when an individual faces more complex messages that are more difficult to process.” Due to this process, “given an individual’s style of work and motivation to complete a task, when more inputs exist than outputs, the individual perceives a condition of over load which can be positively or negatively related to job satisfaction. In comparison, communication under load can occur when messages or inputs are sent below the individual’s ability to process them.” According to the ideas of communication over-load and under-load, if an individual does not receive enough input on the job or is unsuccessful in processing these inputs, the individual is more likely to become dissatisfied, aggravated, and unhappy with their work which leads to a low level of job satisfaction.



Superior-subordinate communication

Superior-subordinate communication is an important influence on job satisfaction in the workplace. The way in which subordinates perceive a supervisor's behavior can positively or negatively influence job satisfaction. Communication behavior such as facial expression, eye contact, vocal expression, and body movement is crucial to the superior-subordinate relationship (Teven, p. 156). Nonverbal messages play a central role in interpersonal interactions with respect to impression formation, deception, attraction, social influence, and emotional. Nonverbal immediacy from the supervisor helps to increase interpersonal involvement with their subordinates impacting job satisfaction. The manner in which supervisors communicate with their subordinates non-verbally may be more important than the verbal content (Teven, p. 156). Individuals who dislike and think negatively about their supervisor are less willing to communicate or have motivation to work whereas individuals who like and think positively of their supervisor are more likely to communicate and are satisfied with their job and work environment. A supervisor who uses nonverbal immediacy, friendliness, and open communication lines is more likely to receive positive feedback and high job satisfaction from a subordinate. Conversely, a supervisor who is antisocial, unfriendly, and unwilling to communicate will naturally receive negative feedback and create low job satisfaction in their subordinates in the workplace.

Strategic Employee Recognition

A Watson Wyatt Worldwide study identified a positive outcome between a collegial and flexible work environment and an increase in shareholder value. Suggesting that employee satisfaction is directly related to financial gain. Over 40 percent of the companies listed in the top 100 of Fortune magazines, “America’s Best Companies to Work For” also appear on the Fortune 500. It is possible that successful workers enjoy working at successful companies, however, the Watson Wyatt Worldwide Human Capital Index study claims that effective human resources practices, such as employee recognition programs, lead to positive financial outcomes more often than positive financial outcomes lead to good practices.

Employee recognition is not only about gifts and points. It's about changing the corporate culture in order to meet goals and initiatives and most importantly to connect employees to the company's core values and beliefs. Strategic employee recognition is seen as the most important program not only to improve employee retention and motivation but also to positively influence the financial situation. The difference between the traditional approach (gifts and points) and strategic recognition is the ability to serve as a serious business influencer that can advance a company’s strategic objectives in a measurable way. "The vast majority of companies want to be innovative, coming up with new products, business models and better ways of doing things. However, innovation



is not so easy to achieve. A CEO cannot just order it, and so it will be. You have to carefully manage an organization so that, over time, innovations will emerge."

INDIVIDUAL FACTORSEmotion

Mood and emotions form the affective element of job satisfaction. Moods tend to be longer lasting but often weaker states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or cause.

Some research suggests moods are related to overall job satisfaction. Positive and negative emotions were also found to be significantly related to overall job satisfaction.

Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than will intensity of positive emotion when it is experienced.

Emotion work (or emotion management) refers to various types of efforts to manage emotional states and displays. Emotion management includes all of the conscious and unconscious efforts to increase, maintain, or decrease one or more components of an emotion. Although early studies of the consequences of emotional work emphasized its harmful effects on workers, studies of workers in a variety of occupations suggest that the consequences of emotional work are not uniformly negative.

It was found that suppression of unpleasant emotions decreases job satisfaction and the amplification of pleasant emotions increases job satisfaction.

The understanding of how emotion regulation relates to job satisfaction concerns two models:

Emotional dissonance: Emotional dissonance is a state of discrepancy between public displays of emotions and internal experiences of emotions that often follows the process of emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low organizational commitment, and low job satisfaction.

Social interaction model: Taking the social interaction perspective, workers’ emotion regulation might beget responses from others during interpersonal encounters that subsequently impact their own job satisfaction. For example: The accumulation of favorable responses to displays of pleasant emotions might positively affect job satisfaction.

Genetics

It has been well documented that genetics influence a variety of individual differences. Some research suggests genetics also play a role in the intrinsic,



direct experiences of job satisfaction like challenge or achievement (as opposed to extrinsic, environmental factors like working conditions). One experiment used sets of monozygotic twins, reared apart, to test for the existence of genetic influence on job satisfaction. While the results indicate the majority of the variance in job satisfaction was due to environmental factors (70%), genetic influence is still a minor factor. Genetic heritability was also suggested for several of the job characteristics measured in the experiment, such as complexity level, motor skill requirements, and physical demands.

Personality

Some research suggests an association between personality and job satisfaction. Specifically, this research describes the role of negative affectivity and positive affectivity. Negative affectivity is related strongly to the personality trait of neuroticism. Individuals high in negative affectivity are more prone to experience less job satisfaction. Positive affectivity is related strongly to the personality trait of extraversion. Those high in positive affectivity are more prone to be satisfied in most dimensions of their life, including their job. Differences in affectivity likely impact how individuals will perceive objective job circumstances like pay and working conditions, thus affecting their satisfaction in that job.

1.4) IMPORTANCE OF JOB SATISFACTION:Job Dissatisfaction is revealed by a number of factors. Bargraim,

Potgieter, Schultz, Viede and Werner (2003) offered that when employees are dissatisfied, they display the following responses, amongst others:

Exit: Terminating the contract of employment with the current employer or actively seeking alternative employment by applying for a job.

Voice: Employees unhappy about their jobs may put forward alternative suggestions or demand attention to their work problems. To this end, employees have been known to toyi-toyi in South Africa.

Loyalty: A state of inactivity may be shown by dissatisfied employees. They would, however, remain positive to resolution of problems encountered.

Neglect: Intentionally letting the work conditions deteriorate without taking the necessary steps to rectify, absenteeism, less effort and making more mistakes. Nel, et al (2003) mention that current research has not found a direct

relationship between job satisfaction and performance, but a general agreement exists that job satisfaction influences absenteeism, turnover, commitment and loyalty.



Ross and Zander’s (1957) study of need satisfactions and turnover found that a degree to which an employee’s needs are supplied by their company has a significant direct relationship to their continued employment in that company. Those needs were as follows, in order importance:

Need for recognition. Need for autonomy. Need for doing important work. Need for evaluation by fair standards.

They concluded that workers whose needs were satisfied on the job were more likely to maintain their employ with their company.Alavi and Askaripur (2003) offered the following reasons highlighting the importance of job satisfaction:

Dissatisfied employees leave the organization, Satisfied employees enjoy better health and increased life expectancy, Job satisfaction effects on the employee cross over into the individual’s

private life.Lawler (1994) suggests that organizational effectiveness can be influenced

by job satisfaction since it is related to absenteeism and turnover. It therefore makes good business sense for organizations to be concerned with job satisfaction.

1.5) MEASURMENT OF JOB SATISFACTION:As mentioned previously, job satisfaction is the general attitudes that an

employee has relative to their job, therefore an understanding of those attitudes can only be assessed by:

1) Their behavior,2) Confrontational meetings,3) Questionnaires & surveys.

Nel et al (2001) offer that there are various reliable and valid instruments to measure job satisfaction systematically and mention the following, but not limited to, the following 3 instruments:

Rating scales: These are questionnaires in which people report their reactions to their jobs, and the JDI (Job Descriptive Index) is one example of this. It is easy and quick to fill in and norms are usually available for comparison.

Critical incidents: Employees are given an opportunity to describe events in their jobs that made them either very satisfied or very dissatisfied.

Interviews: Structured interviews provide a basis for comparison and ensure that important aspects are covered.



They conclude that conducting a job satisfaction survey in an organization tends to create expectations that positive changes will be implemented and that nonattendance to obvious problems may aggravate any existing dissatisfaction.

Smith et al (1969), in their analysis of job satisfaction, designed their final scales around 5 factors of job satisfaction, viz. Work, Pay, Promotions, Supervision and Co-workers. They recognized that these factors do not specify the general construct of job satisfaction completely; however they felt that they were the 5 areas that were most discriminatively different for the pool of workers they were studying and were of primary importance across the range of conditions they wished to study.

This study will be focusing on the 5 constructs of job satisfaction as offered by Smith et al (1969) (work, pay, promotions, supervision & co-workers) and will not venture into other areas of job satisfaction-influencing factors like general satisfaction, morale, general company policies and general satisfaction with the company as a place to work. Herewith are the reasons given by Smith et al (1969) for retaining all 5 of the JDI scales:

1. They represent discriminatively different areas of satisfaction.2. Although the areas are correlated, some areas may be more important to

some people than to others.3. Different areas may be related quite differently to different personal

background variables and individual characteristics like age, education and performance.

4. The inter correlations among different areas may be a function of a common measurement method and of specific job situations and employee samples, and thus they may vary widely from one company/situation to another, and

5. Different areas may be affected differently by different situational variables.

In line with the purpose of this study to unearth the determinants of job satisfaction for the manipulation thereof by organizations, only the organizational factors will be measured.

1.6) ELEMENT OF JOB SATISFACTION:Nel et al (2001) propose 2 main groups of factors that contribute to job

satisfaction, viz. Personal and Organizational Factors. Organizational factors are the following:

Work: employees prefer interesting and challenging tasks that provide opportunities for self-actualization and recognition. For employees to execute their tasks efficiently, they need training and development, which serve to enable



the employer to reach its HR targets, not forgetting that these two are of mutual interest to the employer and the employee.

Pay: the remuneration employees receive is perceived as an indication of their worth to the organization after evaluating their input and peer’s input against their pay. Luthans (2002a) concurred and offered that money is more persuasive than fringe benefits seeing that it encourages employees to perform better than is expected of them.

Promotion: opportunities for promotion are seen to be key in determining job satisfaction. Employee’s perception of the existence of the ability to self actualizes in the organization through getting a better job and the perception of that being applied fairly contribute towards job satisfaction. It therefore stands to reason that an objective performance measurement system needs to be in place and applied fairly because, according to Luthans (2002a), promotions usually occur when employees are appraised and remunerated for the efforts they have contributed to the organization.

Supervision: the amount of technical and social support extended by the supervisor to the employee influences job satisfaction. Supervisors direct the activities of employees by planning, leading, organizing and controlling the organization’s resources (Davis & Newstrom 2002). By being open to employees’ suggestions relative to their jobs and letting their inputs form part of the decisions that affect their jobs, they play an important role in employees’ job satisfaction (Nel, et al, 2001).

Co-Workers: the relationship with co-workers is seen to affect job satisfaction moderately given the employee’s predisposition / emphasis to career orientation. The writer believes that blue-collar workers in the context of this report would be more affected by co-workers in determining their job satisfaction than white-collar workers, given their team set-up.

CHAPTER 2



ORGANIZATION PROFILE

2.1) ABOUT SANSTHAN:

Shri Sant Gajanan Maharaj Sansthan Shegaon

According to the instructions of Shri Gajanan Maharaj, the construction of the temple began in 1909. To manage the activities of the temple, a board of trustees was required. Hence the organisation "Shri Gajanan Maharaj Sansthan" was estabilished on 11th April 1909 with the blessings of Gajanan Maharaj.

On receiving Maharaj's consent, a few trustworthy people from shegaon were brought together and first Board of Trustees of the temple organisation was appointed.

Late Honrable HARI KUKAJI PATIL [FOUNDER]



The Shri Gajanan Maharaj Sansthan has been strictly abiding by the principles laid down by Shri Gajanan Maharaj. Science Mpney is not the main priority, the sansthan's objective is "Sarve Bhavantu Sukhenah" (May all be Happy). To achive this noble goal, the "Sevadharis" strive to take all measures possible to make everybody happy.

With the aim of putting into practice it's ideology of "Sarve Bhavantu Sukhenah" (May all be Happy) the sansthan has undertaken several social development projects. While implementing these project Sansthan has always kept in mind that "Service to humanity is Service to GOd". Cosequently, 42 different projects in the field of education, medicine, social welfare and spritual development are operational under the aegis of the Sansthan.

2.2) ABOUT ADMINISTRATION:

According to the instruction of Shri Gajanan Maharaj, the construction of the temple began in 1909. To manage the activities of the temple, a board of trustees was require. Hence the organisation 'Shri Gajanan Maharaj Sansthan' was estabilished on 11th April 1909 with the blessing of Shri Gajanan Maharaj.

On receiving Maharaj's consent, a few trustworthy people from Shegaon were brought toggether and the First Baord of Trustees of the temple organisation was appointed.

The names of President science the inception of Board are as follows:

1 Shri Hari Kukaji Patil 1909 to 19302 Shri Sukhdeolalji Ramdeoji Modi 1930 to 19403 Shri Gajlalji Ramdeoji Modi 1940 to 19534 Shri Puranmalji Sitaramji Murarka 1953 to 19695 Shri Shankar Sukhdeo Ganesh Patil 1969 to 19906 Shri Mahadeo Pundlik Ganesh Patil 1990 to 19997 Shri Indarmalji Puranmalji Murarka 2000 to 20088 Dr. Rameshchandra Chamalal Dangra 2008 onwards



The Name of Managing Trustees(Vyavasthapak) science the inception of Baord are as follows

Shri Maruti Chandrabhan Ganesh Patil 1909 to 1913

Shri Ramchandra Krishnaji Ganesh Patil1913 to 19481948 to 1951

Shri Purushottam Hari Ganesh Patil 1952 to 19531962 to 1981

Shri Sukhdeo Nerayan Ganesh Patil 1951 to 1952Shri Pundlik Ramchandra Ganesh Patil 1953 to 1962Shri Shivshankar Sukhdeo Ganesh Patil 1981 onwards

The current/Present Trustees of Sansthan are as follows:

Shri Shivshankar Sukhdeo Patil Managing TrusteeDr. Rameshchandra Champalal Dangra PresidentShri Chandulal Kisanlal Agrawal TrusteeShri Mahadeo Pundlik Ganesh Patil TrusteeShri Kishor Trikamdas Tannk TrusteeShri Govind Sukdeorao Kalore TrusteeShri Nilkanth Shivshankar Ganesh Patil TrusteeShri Ashok Trambakrao Deshmukh TrusteeShri Narayan Yadavrao Patil TrusteeShri Shrikant Shivsankar Ganesh Patil TrusteeShri Vishveshwar Shaligram Trikal TrusteeShri Pankaj Gajanan Shitoot Trustee

'Shri Gajanan Maharaj Sansthan' is functioning at its optimum best because of the relentness efforts of the members of the Board of Trustees, The priests, the 'mansevis' and the 'sevadharis'.

The 12 founder trustees of 'Shri Gajanan Maharaj Sansthan' were selected by Shri Gajanan Maharaj from 12 families residing in Shegaon. The tradition continues to date. New member are nominated unanimously to the Board from these 12 families. It may so happen that a person from these families may not judged suitable for the post by the rest of members of the Board. In such case, a suitable person from some other family is nominated.

These Board of Trustees fixed a few rules in presence of Shri Gajanan Maharaj of which some are as follows:

1. Devotee will worship from a distance.



2. Do not amass wealth.

3. Do not stop the influx of devotees.

2.3) SERVICE:

Sansthans services/Facilities for Devotees

With the aim of putting into practice its ideology of "Sarve Bhavantu Sukhenah" (May all be Happy), the Sansthan has undertaken several social services for devotees.

The Sansthan has taken several measures to make the stay of devotees in shegaon as comfortable as possible.

Bus Service for Devotees (Transport Service/Facility)

At Shegaon railway station, there is an information counter for the devotees. Based on the arrival timing of trains, there is a bus service to transport the devotees from the station to bus stand and to temple free of cost. Buses are also available to go to the Anand Sagar complex too. There are total of five buses that are functional day and night.

Bhaktaniwas (Accomodation Service/Facility)

In order to provide good lodging facilities to the devotee in Shegaon, the Sansthan has constructed two lodges with in all 161 rooms, just outside the temple omplex. Such lodges at pilgrimage site are known as "Bhaktaniwas". Beside, at a distance of 5 minutes by walk from the temple complex, there is another Bhaktaniwas complex with 417 rooms. some of these rooms are air conditioned(AC). The rooms in these lodges are available on "first come first serve" basis. Minimal cost is charged for these rooms through no advance reservation of these rooms is done. All these constructed between 1980 and 1995.

Furthermore, taking into consideration the ever growing number of devotees coming to Shegaon, another Bhaktaniwas facilty called "Anand VIhar" is being developed in the vicinity of Anand Sagar complex at a short distance from the temple. In the first phase of these project, around 900 rooms will be constructed. In the vicinity, there will be another complex called "Anand Visava" to accommodate 5,000 devotees.

Mahaprasad Service/Facility



Sansthan has made arrangement for free of cost meal which is consumed by devotees as "Mahaprasad". To the south of the temple lies a building where lunch(Mahaprasad) is distributed on the ground floor to the devotees from 11.00 AM to 1.00 PM. The devotees queue up and enter the large hall where at the entrence they are served Mahaprasad. It is belived that no devotee can be forced to come to this place and nobady leaves the place without "prasad".

Including the main Kitchen in the temple and other kitchens in the bhaktaniwas, there are total 18 different places where meal are prepared. almost 33,600 quintal of wheat, rice,'toor dal'(pigeon pea), chana dal (chick pea), sugar, oil and ghee are required and 6,300 quintals of kohala(pumpkin), potato and other vegitables required.

Service in medical field

Considering that "Health is wealth" the Sansthan has undertaken several projects to provide medical facilities to as many as possible. In order to treat the petients and provide them with medicines, the Sansthan has started an outpetient department. The patients pay a nominal registration fee. Almost 35 expert Doctors from Shegaon and outside serve the petients from Monday to Saturday from 8.00 Am to 11.30 AM and 3.00 PM to 6.00 PM. Service to the mankind especially the poor and sick, is the motto.

1. Charitable Ayurvedic Clinic : In 1963 the Sansthan has started the charitable Ayurvedic clinic in order to continue the tradition of ancient Indian system of medicine and to let maximum number of devotees benifit from this system. Till Jan 2010 at this clinic.

2. Charitable Allopathic Clinic : With the ami of providiing latest medical treatment to devotee petient at minimal cost, the Sansthan started the Charitable Allopathic clinic in 1974. Pathalogy division, Injection division, First aies division, Saline division are active in the same primises. A saline cost only Rs. 10/- in this clinic. If a petient needs further treatments elsewhere or if a patient is almost in the last stage and needs special attention then these petient are transported to hospital outside Shegaon. For this purpose the sansthan has latest well equipped ambulances. Till Jan 2010, 74,88,706 devotees have been treated in this clinic.

3. Charitable Homeopathy Clinic: In order to provide health facilities of various types, the Sansthan started a Charitable Homeopathy clinic in 1973. Till Jan 2010, about 38,19,520 petient have made use of this service.



Other then this Sansthan has

o Eye Surgery Camps,Mobile Clinics, Mobile Clinics in tribal regions

o Dr. Vikram Pandit Rural Health Care Centre,Medical Aid Centre, Participation in National Programmes and Aid for Leprosy Patients.

services in Educational field

Education is primordial for development of any society. Recognising the importance of education, the Sasthan has undertaken the task of developing a variety of education centers where the young are well groomed. Knowing the importance of Education. The sansthan decided to enter into the field and "Shri Gajanan Shikshan Sanstha" was registered in 1983.

Shri Sant Gajanan Mahraj English Medium School:-

In order to provide good quality education to student in rural area so that they do not lag behind in comparison with student from urban areas. the Sansthan startted an English Medium School on 1st July 1986 at Shegaon. The school has classes from nursery to 12th standard. The school has bus service to pick up and drop the student home.

Shri Sant Gajanan Mahraj College of Engineering:-

As the Sansthan understand the value of higher education it started Shri Sant Gajanan Maharaj Engineering College in 1983. The college campus is spread over 72 acres of land and comprises college building, 7 Hostels, well equipped library, sports center, medical center, parking lot, self generated electricity generation centre, ATM, Administrative building, guest house, auditorium, STD/ISD telephone booth, Photocopy center, Staff quarters, consumer stores, nurssery and plantation unit etc.

Residential school for the mentally challenged:

Many mentally challenged are not accepted in the mainstream society. To change this situation and to make them self relient, The Sansthan started the Residential school for mentally challenged in 1998 at Shegaon. Student from any part of Maharashtra can register in this school. The school has special hostel facility. The school has almost 150 students. These students have own 3 Gold Medails and several certificates at National Level.



Residential school for the tribals:

In the Satpura mountainous region there are several pockets of tribal areas that are difficult to access. The tribal childrens in these region are usally deprived of education. The Sansthan has started school for tribal in Shegaon. They receive formal education from 1st to 10th standard. They are also trained in physical education, gymnastics, thread making, tailoring and knitting. In 2004 this school ranked second among the tribal school in state and was facilitated by Governor of Maharashtra.

2.3) FUTURE PLANS:

Medical College with Hospital:

Sansthan process to build a Hospital with 500 Beds with most recent facilities. The treatment of all diseases will be given by expert doctors. After completion of the Hospital, the Sansthan will propose to open a Medical College. Sansthan's aim is to give services to the sick and the poor patients; so that no one could remain untreated if there is no money with him/her. "Shiv Bhave Jeev Sewa" service to a man (patient) is service to God as Swami Vivekanand said, is the motto of Gajanan Maharaj Sansthan here.

Mobile Hospital for Yatras in Maharashtra:

Sansthan has decided to send the Mobile Hospital with all the medicinal facilities to the places where Yatras or Utsavas are held.

Swami Vivekanand Cultural Centre:

The construction work of this multiple complex center has already started. It consist of:

1. Sadhu Niwas:2. Lecture Hall3. Library: An advance Library for spiritual development.4. Art Gallery: To preserve Indian cultural Heritage.



5. Matru Sewa Sangh: For those woman who has no one to support. They will be trained in Tailoring, printing etc. Computers will be provided to the helpless woman.

6. Centre for Nature Cure and Health Club: For nearly 500 afflicted. They will be treated here.

Shri Sant Gajanan Maharaj Anand-Sagar Project:

1. Thousands of devotees from all over Maharashtra and other states visit Shegaon to have the Darshana of Gajanan Maharaj and pay homage.

2. After pooja-archana & Darshana, they are charged with holy & tious atmosphere of mandir and its work.

3. Naturally, they want to prolong their stay and pass their time at the mandir.

4. As it is (Shegaon is) a tiny town cell it has not any attractive places.5. So the Sansthan decided to create religious cultural educational

atmosphere and activities on a broad span with some fun and entertainment.

6. And this is what the prestigious Anand-Sagar project will do.7. This will be dream come true.

What activities the Anand-Sagar will include?

1. It will be spread on 325 acre of land.2. It will have a huge water reservoir and spread over 55 acres of Land.3. The land will beautify by planting 50000 trees of different types.4. An artificial Island of size of 300' x 60' x 40' will be created in the center

of the Pond.5. A replica of Swami Vivekanand Center at KanyaKumari will be created

on the Island.6. The 60' x 40' hall as Dhyan Kendra will be constructed and7. A statue of Swami Vivekanand of the size of 30'-35' will be created and

established.8. To reach there on the Island and pay homage to the great Swamiji the

facility of "Nauka-nayan" will be made available.9. To go there and sit at feet of Swami will give necessary "Manah Shanti"

and satisfaction.10. Nature is the unpolluted creation of God almighty. Sadhus and sanyasis

prefer nature. Tapaswis have their mind concentration and manah shanty in rich natural vanas. Sansthan plans to create such and isolated places



which could give them feelings of rich jungles with small kuties to dwell in and water current here and there. So that such people can have unhindered sadhana with the Adhyatmic literature at hand. Mahaprasada also would be available there. It will be called Sadhana Sthali.

11. To spread the preaching of Sant Shri Gajanan Maharaj a unique project of "Light and Sound " show highlighting important events and philosophy of life of Gajanan Maharaj will be created. An amphitheatre of 1500 capacity will be developed for this purpose.

12. A big Amphitheatre with the capacity of 3500 seats will be created in this project. For organizing cultural activities, exhibitions, and functions.

13. Besides, the above schemes the Sansthan also plans to create an Amusement Park and Tourists center.

14. There is no special arrangement in Vidarbha, Marathwada and Khandesh to attract and entertain the Tourists, Darshanarthies or Bhavik Bhaktas.

15. Hence, an amusement center on line of ESSEL WORLD or DISNEY LAND will be tried and constructed here. It will spread on 50 to 60 acres of Land. It will be called Anand Vihar.

16. Amusement park will be place to enjoy and relax for persons of all ages with beautiful landscape spread over 60 acres of land. It will have different types of Restaurants with diverse Indian varieties of Food. Apart from entertainment, it will provide the glimpses of modern sciences and technology. And the entire project will be centered around a religious theme.

17. Sansthan also plans to create and develop water games on international level. A smaller Lake on 15 acres of land will be developed for this water park.

18. Children's Park will also be there it will have mini train, electronic museum, computer toys (electronic toys) and many other such items.

19. Different types of fountains will be developed with a theme wherein a culminated point will be the musical fountain. This will give music on the tunes of Bhajans on Gajanan Maharaj. And this will be the water fountain museum.

20. Center for Rural Culture & crafts:Our country has a rich culture & heritage of thousands of years for the benefit of the devotee's sansthan proposes to start a center of rural culture & crafts. Variety of items of handicrafts, statues, pictures, photograph etc along with the dishes, from Maharashtra, Rajasthan, Punjab, Gujrat etc. i.e. from all over India will be kept.

21. Shri Gajanan Vasahat (Residential Colony) OR Gajanan Vihar :It is but natural that the devotees would like to have a place at the feet of Gajanan



Maharaj.To humor this wishes the sansthan has decided to build 1000 flats houses of five different types i.e. one room, one room kitchen, two room kitchen, row houses & Banglows with all facilities by sharing the construction cost with devotees. Devotees can paying nominal charges. The ownership rights of these apartments will rest with sansthan.

22. Besides all this, the project will have aquarium, Jantar Mantar, Zoo, Rock garden, Bhul-Bhulaiya,Minars, fountains etc.

23. For the devotees visiting this project the facilities like super market, parking, banking service, Post office, Railway Booking Booth, Medical help etc. will be created.

24. Water Supply Scheme:For all the above projects and other activities water are ample quantity (about 100 Lac per Day) will be needed. So a lift irrigation has been implemented at Shri Kshetra Nagzari on ManRiver and a pipe line of 350 mm diameter has been laid over a distance of 9 kms to carry the water, pumped by 180 HP electrical pump sets to the Anand-sagar reservoir.

The scheme has increased the water level of nearly wells which is an indirect benefit to nearly dwellers & farmers.



CHAPTER NO 3

RESEARCH METHODOLOGY3.1) RESEARCH DESIGN:

To collect data needed to address the above mentioned objectives the

exploratory research design was used.

Exploratory research was design to describe something. It includes surveys

and facts finding enquiries of different kind. The research study is based on

collection of data and analysis to draw the conclusion.

3.2) METHODOLOGY:

The completion of research involved three phases:

First phase: Collection of Secondary and Primary data. Secondary data

were collected from books, magazines and websites, etc. And Primary

data was collected from the structured questionnaire and interview

schedule.

Second phase: Pilot study, Actual primary data collection, Editing and

tabulation of data.

Third phase: Data analysis using statistical tools. Inferences, conclusions,

suggestions based on data collected.

3.3) OBJECTIVES OF THE STUDY:

1. To study the level of satisfaction of sevadhari at Gajanan Maharaj

Sansthan, Shegaon.

2. To study the effect of satisfaction level on the working of sevadhari.

3. To study the working condition at Shri Gajanan Maharaj Sansthan,

Shegaon.



3.3) DATA COLLECTION:

Data means information required in the research. There are two types of data

sources, which have been helpful to carry out the research these, are as follows:

Primary data

Primary data are those, which are collected a fresh and for the first time.

Primary data was collected through questionnaires & Interview schedule.

Secondary data

Secondary data are those, which have already been collected by publication

of Governments, Periodicals of organization, newspaper, books, & internet etc.

Questionnaire

The questionnaire is one of the many ways through which data can be

collected. Questionnaire is widely used by researcher to collect information on

related study. Questionnaire is a method of getting data about respondent by

asking them than by observing and sampling their behavior. Questionnaire should

be standardized, its anonymity can be assured and questionnaire should be design

to meet the simple and native language to allow the use of large sample.

Sampling Universe

The first step in devolving any sample design is to clearly define the set of

objects, technically called the universe.

Sample universe includes 100 sewadhari of shri sant gajanan maharaj sansthan

shegaon.

Sample Technique



Sampling technique used for selection of sample non-probability,

‘Convenience sampling technique’.

A convenience sample is that where the sample is selected, in part or only a

limited attempt, to ensure that this sample is an accurate representation of some

larger group of population. The classic example of convenience sample is

standing at shopping mall and selecting shoppers as they walk by to fill out a

survey. A convenience sample chooses the individuals that are easiest to reach or

sampling that is done easy. Hence, convenience sampling was used for the

research.

Sample Size

This refers to the number of item to be selected from the universe to

constitute a sample.

Sample size was 100 sewadhari’s of shri sant gajanan maharaj sansthan

shegaon.

3.5) Limitation:

The limitation of this study is that sometimes the male or female

respondents may not give the proper and correct information regarding the

Training and Development.

1) The study was limited to Shri Sant Gajanan Maharaj Sansthan Shegaon.

2) Due to limited time & money, it was not peruse to come whole entire,

hence the sample size was 100 respondents.

3) The study was service base organization.



CHAPTER NO 4DATA INTERPRETATION

The data so collected is scrutinized, tabulated and analyzed by the

help of some statistical tools and techniques and finally used for the study

purpose. Following are the major conclusions are drawn by the researchers.

Table No. 4.1 AGEWISE CLASSIFICATION OF RESPONDENTS

Sr. No Age(in years) Number of

respondents

Percentage

1 18-25 20 20

2 26-35 40 40

3 36-45 20 20

4 46-55 15 15

5 Above 55 5 5

TOTAL 100 100

Fig. no. 4.1 AGEWISE CLASSIFICATIONS OF RESPONDENTS

20%

40%

20%

15%5%

Number of respondents

18-2526-3536-4546-55Above 55

Interpretation

From above data it can be concluded that, 40% of the respondent from the

age group of 26-35, 20% of the respondent from the age group of 18-25, 36-45 &

15% respondents are from above 46-55 group.



Table No. 4.2 GENDER WISE CLASSIFICATION OF RESPONDENTS

Sr. No Gender Number of

respondents

Percentage

1 Male 70 70

2 Female 30 30

TOTAL 100 100

Fig. no. 4.2 GENDER WISE CLASSIFICATIONS OF RESPONDENTS

70%

30%

Number of respondentsMale Female

Interpretation

From above data it can be concluded that, 70% of the respondents are

male and 30% are females.



Table No. 4.3 WORKING PERIOD OF RESPONDENTS

Sr. No Working Period Number of

respondents

Percentage

1 Below 2 Years 10 10

2 2-5 Years 10 10

3 4-6 Years 20 20

4 Above 6 Years 60 60

TOTAL 100 100

Fig. no. 4.3 WORKING PERIODS OF RESPONDENTS

Below 2 Years 2-5 Years 4-6 Years Above 6 Years0

10

20

30

40

50

60

70

10 10 20 60



Interpretation

From above data it can be concluded that, 60% of the respondent working

from more than 6 years and 20% respondents working from 4-6 years and 10%

respondents working since last below 2 years, 2-5 years respectively.



Table No. 4.4 FEELING IN THE WORKING ENVIRONMENT

Sr. No Feelingness. Percentage

1 Excellent 50

2 Good 20

3 Satisfactory 20

4 Not satisfactory 10

Total 100

Fig. no. 4.4 FEELING IN THE WORKING ENVIRONMENT

Excellent Good Satisfactory Not satisfactory0

5

10

15

20

25

30

35

40

45

50

50

20 20

10

Percentage

Percentage

Interpretation

From above data it can be concluded that, 50% of the respondent feeling

excellent in working environment. 20% of the respondents felling good and

satisfactory & only 10% respondents says not satisfactory environment.



Table No. 4.5 FEELING SECURE IN JOB

Sr. No Security Number of

respondents

Percentage

1 High Secure 70 70

2 Secure 20 20

3 Insecure 10 10

Total 100 100

Fig. no. 4.5 FEELING SECURE IN JOB

High Secure Secure Insecure0

10

20

30

40

50

60

70

80

70

20

10



Interpretation

From above data it can be concluded that, 70% of the

respondent says that they feel high secure in their job. 20% of the respondents say

secure and 10% respondents say insecure.



Table No. 4.6 RELATION WITH YOUR CO-WORKERS

Sr. No Relation Feeling Respondent Percentage

1 Very High 40 40

2 High 40 40

3 Medium 10 10

4 Low 10 10

total 100 100

Fig. no. 4.6 RELATIONS WITH YOUR CO-WORKERS

40%

40%

10%

10%

RespondentVery High High Medium Low

Interpretation


respondent says that they feel relation with their co-workers that high and very

high respectively. 10% of the respondents say Medium and 10% respondents say

low.

Table No. 4.7 OPINION ABOUT JOB



Sr. No Opinion Respondent Percentage

1 Satisfied 50 50

2 Highly satisfied 30 30

3 Not satisfied 20 20

Total 100 100

Fig. no. 4.7 OPINIONS ABOUT JOB

Satisfied Highly satisfied Not satisfied0

5

10

15

20

25

30

35

40

45

50

50

30

20

Respondent

Respondent

Interpretation


respondent satisfied with their job, 30% respondents were highly satisfied and

20% were not satisfied.

Table No. 4.8 SATISFIED WITH THE APPRECIATION OR REWARDS



Sr. No Opinion Respondent Percentage

1 Satisfied 40 40


3 Need Improvement 20 20

Total 100 100

Fig. no. 4.8 SATISFIED WITH THE APPRECIATION OR REWARDS

Satisfied Highly satisfied Need Improvement0

5

10

15

20

25

30

35

40

Respondent

Respondent

Interpretation


respondent says that there organization provides on the job training, 30% says

they provide off the job training and 20% says both methods are use there.

Table No. 4.9 SATISFACTION FROM INCENTIVES



Sr. No. Satisfaction No. of

respondent

Percentage

1 Satisfied 20 20



Total 100 100

Fig. no. 4.9 SATISFACTIONS FROM INCENTIVES


10

20

30

40

50

60

70

No. of respondent

No. of respondent

Interpretation

From above data it can be concluded that, 60% of the respondent were

not satisfied with the incentives and says need improvement, 20% respondents

says they were satisfied with incentives and same percentage respondents were

highly satisfied.

Table No. 4.10 THINKING ABOUT WELFARE SCHEMES OF

ORGANIZATION



Sr. No. Thinking No. of

respondent

Percentage

1 Satisfied 70 70



Total 100 100

Fig. no. 4.10 THINKING ABOUT WELFARE SCHEMES OF

ORGANIZATION


10

20

30

40

50

60

70

No. of respondent

No. of respondent

Interpretation


satisfied with the welfare schemes of the organization, 20% respondents says they

were highly satisfied with incentives and 10% respondents were says need

improvement.

Table No. 4.11 SATISFACTION ABOUT COMPENSATION PACKAGE

Sr. No. Thinking No. of Percentage



respondent

1 Satisfied 70 70



Total 100 100

Fig. no. 4.11 SATISFACTIONS ABOUT COMPENSATION PACKAGE


10

20

30

40

50

60

70

No. of respondent

No. of respondent

Interpretation


satisfied with the Compensation package of the organization, 20% respondents

says they were highly satisfied with pakage and 10% respondents were says need

improvement.

Table No. 4.12 OBSERVATION ABOUT FROM OF DISCRIMINIATION

Sr. Form of Discrimination No. of Percentage



No. respondent

1 Racial 30 30

2 Age 30 30

3 Gender 10 10

4 None of Above 30 30

Fig. no. 4.12 OBSERVATION ABOUT FROM OF DISCRIMINIATION

Racial30%

Age30%

Gender10%

None of Above30%

No. of respondent

Interpretation

From above data it can be concluded that, 30% of the respondent

were observed that there was Racial, age discrimination in the organization, 10%

respondents observed gender discrimination in the organization.

Table No. 4.13 ENJOY IN TEA/LUNCH TIME

Sr. No. Enjoy or Not No. of Percentage



respondent

1 Yes 50 50

2 No 50 50

Fig. no. 4.13 ENJOY IN TEA/LUNCH TIME

YesNo

05

101520253035404550

No. of respondent

No. of respondent

Interpretation

From the above data it can be conclude that, 50% respondents are

enjoy tea or lunch time and 50% respondents did not enjoy tea/ lunch time.

Table No. 4.14 STRESSFULL ASPECTS ON THE JOB

Sr. No. Aspects No. of Percentage



respondent

1 Yes 20 20

2 No 80 80

Total 100 100

Fig. no. 4.14 STRESSFULL ASPECTS ON THE JOB

YesNo

0

10

20

30

40

50

60

70

80

No. of respondent

No. of respondent

Interpretation

From the above data it can be conclude that, 80% respondents were

says there was no stressful aspect on the job and 20% says there is some stress on

the job.

Table No. 4.15 RATING THE LEVEL OF JOB STRESS

Sr. No Rating Respondent Percentage



1 Mild 20 20

2 Moderate 30 30

3 Severe 30 30

4 Extreme 20 20

total 100 100

Fig. no. 4.15 RATING THE LEVEL OF JOB STRESS

20%

30%30%

20%

RespondentMild Moderate Severe Extreme

Interpretation

From above data it can be concluded that, 30% of the respondent says that

they feel moderate and severe job stress on the job respectively. 20% of the

respondents say Mild stress and 10% respondents say Extreme stress.

Table No. 4.16 JOB STRESS CAUSE BY RELATION WITH ANATHOR

PERSON ON THE JOB



Sr. No. Aspects No. of

respondent

Percentage

1 Yes 20 20

2 No 80 80

Total 100 100

Fig. no. 4.16 JOB STRESS CAUSE BY RELATION WITH ANOTHER

PERSON ON THE JOB

YesNo

0

10

20

30

40

50

60

70

80

No. of respondent

No. of respondent

Interpretation

From the above data it can be conclude that, 80% respondents were

says there was no stressful aspect on the job with relation with another person on

the job and 20% says there is some stress on the job with relation with another

person.

Table No. 4.17 CAUSES OF THE JOB STRESS BY THE RESPONDENTS

Sr. No Causes Respondent Percentage



1 Volume of work 20 20

2 Nature of the job 30 30

3 Physical work environment 30 30

4 Personal health issue 20 20

total 100 100

Fig. no. 4.17 CAUSES OF THE JOB STRESS BY THE RESPONDENTS

20%

30%30%

20%

RespondentVolume of work Nature of the jobPhysical work environment Personal health issue

Interpretation

From above data it can be concluded that, 30% of the respondent says that

they feel causes of the stress to nature of the job and physical work environment

on the job respectively. 20% of the respondents say cause to volume of the work

and 20% respondents say cause of personal health issue.

CHAPTER NO 5

FINDINGS, SUGGETIONS & RECOMMONDATIONS



5.1) FINDINGS:

Most of the sewadhari in Shri sant Gajanan maharaj sansthan Shegaon was

working from more than 6 years.

1. Mostly the respondent says excellent working environment.

2. From these research process researcher found that, the respondents feel

highly secure in their job.

3. From these research process researcher found that, the respondents feel

smoothly relation with co-workers.

4. Most of the sewadhari was satisfied about their job.

5. Almost all the respondents satisfied with the appreciation or rewards.

6. The most of the respondents says need improvement in the incentives

system of the sansthan.

7. Almost all the respondents satisfied with the compensation package.

8. Almost all the respondents satisfied with the welfare schemes of the

organization.

9. In case of the observation of the respondents about form of discrimination

was about racial and age discrimination.

10. Most of the respondents enjoy the tea/ lunch time.

11. 80% respondents though that there was no stressful aspect on the job.

12. Mostly respondent rated the job stress moderate and extreme.

5.2) SUGGESTIONS & RECOMMONDATIONS:



1. The organization should take care about satisfaction of the sewadhari

peoples.

2. Proper care must be taken while giving the job.

3. The organization should be take care about discrimination factor.

4. Many of the respondents was a stress about job, the organization should be

organized some program which teach how to avoid the stress.
