Sarath Original

A STUDY ON SATISFACTION OF EMPLOYEES
INTRODUCTION
HUMAN RESOURCE MANAGEMENT Human resource (or personnel) management, in the sense of getting things done through people. It's an essential part of every manager's responsibilities, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed so efficiently. "People are our most valuable asset" is a clich, which no member of any senior management team would disagree with. Yet, the reality for many organizations is that their people remain

under valued under trained under utilized poorly motivated, and consequently perform well below their true capability
The rate of change facing organizations has never been greater and organizations must absorb and manage change at a much faster rate than in the past. In order to implement a successful business strategy to face this challenge, organizations, large or small, must ensure that they have the right people capable of delivering the strategy.
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The market place for talented, skilled people is competitive and expensive. Taking on new staff can be disruptive to existing employees. Also, it takes time to develop 'cultural awareness', product/ process/ organization knowledge and experience for new staff members. As organizations vary in size, aims, functions, complexity, construction, the physical nature of their product, and appeal as employers, so do the contributions of human resource management. But, in most the ultimate aim of the function is to: "ensure that at all times the business is correctly staffed by the right number of people with the skills relevant to the business needs", that is, neither overstaffed nor understaffed in total or in respect of any one discipline or work grade.
Human resources are the most valuable and unique assets of an organization. The successful management of an organization's human resources is an exciting, dynamic and challenging task, especially at a time when the world has become a global village and economies are in a state of flux. The scarcity of talented resources and the growing expectations of the modern day worker have further increased the complexity of the human resource function. Even though specific human resource functions/activities are the responsibility of the human resource department, the actual management of human resources is the responsibility of all the managers in an organization.
It is therefore necessary for all managers to understand and give due importance to the different human resource policies and activities in the organization. Human Resource Management outlines the importance of
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HRM and its different functions in an organization. It examines the various HR processes that are concerned with attracting, managing, motivating and developing employees for the benefit of the organization.
Human Resources Development (HRD) refers to the function (or discipline) that focuses on the people who work for a company. HRD specialists (both internal employees and external consultants) use a variety of performance assessment and management tools to help the company's workers improve their job skills, increase their job satisfaction and plan for a full and rewarding future.
1. History The term "Human Resource Development" was coined by Leonard Nadler, professor emeritus at George Washington University and author of "The Handbook of Human Resource Development." Nadler first publicized the term at the 1969 American Society for Training and Development conference in Miami. With his wife, Zeace, Nadler has since written many books about training and development, including Function To improve the working life of the company's employees, HRD specialists use a variety of tools and techniques: Assessments and surveys (to determine what gaps exist between the employee's ability to do the work and what the job requires).
"Every
Manager's
Guide
to
Human
Resource
Development."
Training programs to improve job performance. This training can be offered face-to-face in a traditional classroom setting, or as an online course. It can also be group-based or self-paced.
Analyses of the current business situation and projections for how much "human capital" will be necessary to meet future needs.
Consultations with upper management and coaching of supervisors. Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there whom individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. In simple words, HRM means employing people, developing their capacities, utilizing, maintaining and compensating their services in tune with the job and organizational requirement. The HRM discipline is based primarily on the assumption that employees are individuals with varying goals and needs, and as such should not be taught of as basic business resources, such as trucks and filing cabinets. The field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise productively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of process. Human resources management involves several processes. Together they are supposed to achieve the above-mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or
performed by line-managers or other departments. When effectively integrated they provide significant economic benefit to the company.
The widely used schemes to describe the role of Human resource management are as follows:

Workforce planning Recruitment (sometimes separated into attraction and selection) Induction, Orientation and On boarding Skills management Training and development Personnel administration Compensation in wage or salary Time management Travel management (sometimes assigned to accounting rather than HRM)
Payroll (sometimes assigned to accounting rather than HRM) Employee benefits administration Personnel cost planning Performance appraisal Labour relations Employee Behavior And Attitude
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FUNCTIONS OF HUMAN RESOURCE MANAGEMENT
Managerial functions 1) Planning 2) Organizing 3) Directing 4) Coordinating 5) Controlling
Operative Functions 1. Employment 2. H R D 3. Compensation 4. Human relation 5. Industrial Relation 6. Recent trends in HRM
Managerial Functions: Managerial functions of personnel management involve planning, organizing, directing and controlling. All these function influence the operative functions.
(i) PLANNING: It is a per-determined course of action. Planning is determination of personnel programs and changes in advance that will organizational goals. In other words it involves planning of human resources requirements, recruitment, selection, training, etc. It also involves forecasting of personnel needs, changing values, attitudes and behavior of employees and their impact on organization.
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(ii) ORGANISING: An organization is a means to an end. It is essential to carryout the determined course of action. In the words of J.C. Massie, an organization is a structure and a process by which co-operative group of human beings allocated its task among its members, identifies relationships and integrates its activities towards common objective. Complex relationships and integrates its activities towards and the general departments as many top managers are seeking the advice of personnel manager. Thus, organization establishes relationships among the employees so that they can collectively contribute to the attainment of companys goals.
(iii) DIRECTING:
The next logical function after completing planning and organizing it is the execution of the plan. The basic function of personnel management at any level is motivating, commanding, leading and activating people. The willing and effective co-operation of employees for the attainment of organizational goals, is possible through proper organizational goals, is possible through proper direction. Tapping the maximum potentialities of the people is possible through motivation and command. Thus, direction is an important managerial function in building sound industrial and human relations besides securing employee contributions. Co-ordination deals with the task of blending efforts in order to ensure successful attainment of an objective. The personnel mangers at different levels as far as personnel functions are concerned. Personnel Management function should also be co-ordinate with other function of management like management of material, machine and money.
(iv) CONTROLLING: After planning, organizing, and directing the various activities of the personnel management, the performance is to be verified in order to know that the personnel functions are performed in conformity with the plans and directions controlling also involves checking, verifying and comparing of the actual with the plans, identification of deviations. Thus, action and operation are adjusted to predetermined plans and standard through control. Auditing, training programs, analyzing labour turnover records, directing morale surveys, conducting
separation interviews are some of the means for controlling the personnel management functions.
OPERATIVE FUNCTIONS: The operative functions of personnel management are related to specific activities of personnel management viz., employment, development, compensation and relations. All these functions are interacted by managerial functions. They are:-
1) EMPLOYMENT: -It is the first operative function of Human Resource Management. Employment is concerned with securing and employing the people possessing required skill and securing of human resources necessary to achieve the organizational functions such as job analysis, human resource planning, recruitment, selection, placement, induction and internal mobility.
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a) JOB ANALYSIS: It is process of study and collection of information relating to the operations and responsibilities of a specific job. It includes: Collection of data information, facts and ideas relating to various aspects of jobs including men, machines and materials. Preparation of job description, job specification which will help in identifying the nature, levels and quantum of human resources. Providing the guides, plans and basis for job design and for all operative functions of Human resource Management.
b) HUMAN RESOURCES PLANNING: It is a process for determination and assuring that the organization will have an adequate number of qualified persons, available at proper times, performing jobs which would meet the needs of the organization and which would meet the needs of the organization and which would provide satisfaction for the individuals involved. It involves: Estimation of present and future requirements and supply of human resources basing on objective and long range plans of the organization. Calculation of net human resources requirements based on present inventory of human resources. Taking steps to mould, change, and develop the strength of existing employees in the organization so as to meet the future human resource requirements. Preparation of action programs to get the rest of human resources from outside the organization and to develop the human resources of existing employees.
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c) RECRUITMENT: It is the process of searching for prospective employees and stimulating them to apply for jobs in an organization. It deals with: Identification of existing sources of applicants and developing them. Creation\identification of new sources of applicants. Stimulating the candidates to apply for the job in the application. Striking a balance between internal and external sources.
d) SELECTION: It is process of ascertaining the qualifications, experience, skill,
knowledge, etc., of an applicant with a view to appraising his\her suitability to a job appraising. This function includes: Framing and developing application blanks. Creating and developing valid and reliable testing techniques. Formulating interviewing techniques. Checking of references. Setting up medical examination policy and procedures. Line managers decision. Sending letters of appointment and rejection. Employing the selected candidates who report for duty.
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e) INDUCTION AND ORIENTATION: Induction and orientation are techniques by which a new employee is rehabilitated in the changed surrounding and introduced to the practices, policies, purposes and people etc., of the organization. Acquaint the employee with the company philosophy, objectives, policies, career planning and development, opportunities, product, market share, social and community standing, company history, culture etc. Introduce the employee to the people with whom he has to work such as peers, supervisors and subordinates. Mould the employee attitude by orienting him to the new working and social environment.
2. HUMAN RESOURCES DEVELOPMENT: It is the process of improving, molding, and changing the skills, knowledge, creative ability, aptitude, attitude, values, commitment, etc., based on present and future job and organizational requirements. This function includes:-
PERFORMANCE APPRAISAL: It is the systematic evaluation of individuals with respect to their performance on the job and their potential for development. It includes:a) Developing policies, procedures and techniques. b) Helping the functional mangers.
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c) Reviewing of reports and consolidation of reports. d) Evaluating the effectiveness of various programs.
TRAINING: It is the process of imparting the employees the technical and operating skills and knowledge. It includes: a) Identification of training needs of the individuals and the company. b) Helping and advising line management in the conduct of training programs. c) Imparting or requisite job skills and knowledge to employees. d) Evaluating the effectiveness of training programs. e) Developing suitable training programs.
MANAGEMENT DEVELOPMENT: It is the process of designing and conducting suitable executive development programs so as to develop the managerial and human relations skill of employees. It includes:a) Identification of the areas in which management development is needed. b) Conducting development programs. c) Motivating the executives. d) Designing special development program for promotions. e) Using the services of specialists, and or utilizing of the institutional executive developing programs. f) Evaluating the effectiveness of executive development programs.
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CAREER PLANNING AND DEVELOPMENT: It is the planning of ones career and implementation of career plans by means of education, training, job search and acquisition of work experiences. It includes internal and external mobility.
Internal mobility:It includes vertical and horizontal movement of an employee with in an organization. It consists of transfer, promotion and demotion.
Transfer:It is a process of placing employees in the same level jobs where they can be utilized more effectively in consistence with their potentialities and needs of the employees and the organization. It also deals with: a) Developing transfer policies and procedures. b) Guiding employees and line management on transfers. c) Evaluating the execution of transfer policies and procedures.
Demotion:It deals with downward reassignment to an employee in an organization. a) Develop equitable, fair and consistent demotion policies and procedure. b) Advising line mangers on matters relating to demotions. c) Oversee the implementation of demotion policies and procedures.
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ORGANISATION DEVELOPMENT: It is planned process designed to improve organizational effectiveness and health through modifications in individual and group behavior, culture and systems of the organization using knowledge and technology of applied behavioral science. 2. COMPENSATION:It is the process of providing adequate, equitable and fair
remuneration to the employees. It includes job evaluation, wage and salary administration, incentives, bonus, fringe benefits, social security measures etc.
i ) Job Evaluation:It is a process of determining relative worth of jobs: a) Select suitable job evaluation techniques. b) Classify jobs into various categories. c) Determining relative values of jobs in various categories.
ii) wage and Salary Administration:This is the process of developing and operating a suitable wage and salary program. It covers: a) Conducting wage and salary survey. b) Determining wage and salary rates based on various factors. c) Administering wage and salary programs. d) Evaluating its effectiveness.
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iii) Incentives:It is the process of formulating administering and reviewing the schemes of financial incentives in addition to regular payment of wages and salary. It includes: a) Formulating incentive payment schemes. b) Helping functional managers on the operation. c) Review them periodically to evaluate effectiveness.
iv) Bonus: It includes payment of statutory bonus according to the payment Act of Bonus 1965, and its latest amendments.
v) Fringe Benefits:These are the various benefits at the fringe of the wage. Management provides these benefits to motivate the employees and to meet their lifes contingencies. These Benefits include: a) Disablement benefit b) Housing facilities c) Educational facilities to employees and children d) Canteen facilities e) Recreational facilities f) Conveyance facilities g) Credit facilities h) Legal clinic i) Medical, maternity, and welfare facilities
vi) Social Security Measures: Managements provide social security to their employees in addition to the fringe benefits. These measures include: a) Workmens compensation to those workers (or their dependants) who involve in accidents. b) Maternity benefits to women employees. c) Sickness benefits and medical benefits. d) Disablement benefits\allowance. e) Dependent benefits. f) Retirement benefits like provident fund, pension, gratuity etc.
2. HUMAN RELATIONS: Practicing various human resources policies and programs like
employment, development and compensation and interaction among employees create a sense of relationship between the individual worker and management, among workers and trade unions and management. It is the process of interaction among human beings. Human relations is an area of management in integrating people into work situation in a way that motivates them to work situation in a way that motivates them to work together productively, co-operatively and with economic, psychological and social satisfaction It includes: a) Understanding and applying the models of perception, personality, learning, intra and personal relations, intra and inter group relations. b) Motivating the employees. c) Boosting employee morale.
d) Developing the leadership skills. e) Developing the communication sills. f) Redressing employee grievances properly and in time by means of a well formulated grievances procedure. g) Handling disciplinary cases by means of an established disciplinary procedures. h) Counseling the employees in solving their personal, family and work problems and releasing their stress, strain and stress. i) Improving quality of work life of employees through participation and other means
2. EFFECTIVENESS OF HUMAN RESOURCES MANAGEMENT:Effectiveness of various personnel programs and practices can be
measured or evaluated by means of organizational health and human resources accounting etc.
a) Organizational Health: Organizational health may be studies through the result of employees contribution to the organization and the employee job satisfaction. The result of the employee satisfaction can be understood by labour turnover, absenteeism, commitment, and the like. Low rate of absenteeism and specific and high rate of employee commitment most probably indicate employee satisfaction about the job and the organization. Employee contribution to the organizational goals can be measured through employee productivity of different types.
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b) Man Resource Accounting, Audit and Research. Effectiveness of human resources management can also be found out through Human resource accounting, audit and research.
c) Human Resource Accounting (HRA): It is a measurement of the cost and value of human resources to the organization. H.R.M is said to effective if the value and contribution of human resources to the organization is more than the cost of human resources
d) Human Resource Audit: H.R.A refers to an examination and evaluation of policies, procedures and practices to determine the effectiveness of HRM. Personnel audit; Measures the effectiveness of personnel programs and practices
Determines what should or should not be done in future.
e) Human resource research: It is a process of evaluating the effectiveness of human resources policies and Practices and developing more appropriate ones. It includes: Conducting morale, attitude, job satisfaction and behavior surveys. a) Collecting of data and information regarding wages, cost- benefit analysis of training, benefits, productivity, absenteeism, employee turnover, strikes, accidents, operations, working hours, shifts etc. b) Tabulating, computing and analyzing of the data and information. c) Report writing and submission to the line managers.
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d) Finding out of defects and shortcoming in the existing policies, practices etc. e) Developing of more appropriate policies, procedures, and programs of personnel. The effectiveness in performing personnel and human resources management. Employees and the goal of the society and or government. The objectives of human resources management are formulated on the basis of organizational objectives, individual goals, social goals and the functional analysis of personnel and H.R.M.
Modern Concept of Human Resource Management. In the 1980s, the concept of human resource management began to gain ground at the expense of personnel management (Storey, 2001). At the root of the new thinking about the management of people in organizations was the perception of the increasing competitiveness of the global economy (Best, 1990). The success of large Japanese corporations in export markets for traditional western products such as cars and electronic goods in the 1970s and 80s took many western corporations by surprise. Studies of Japanese corporations
emphasized the importance of effective people management in the competitive strategies of these organizations (Ouchi, 1982). The studies showed that Japanese employers performed far better than Western competitors in terms of labour productivity and in process innovation. The key to this success lay in the human resource management practices adopted by Japanese corporations such as Toyota and Matsushita. These practices became evident in western countries as Japanese corporations established manufacturing plants throughout Europe and North America.The human resource management practices which had been so. Successful in Japan were transplanted with great success to these overseas transplants (Wickens).
The emphasis in personnel management in the mid-20th century was on the regulation of the management of people in organizations. This regulatory role was reinforced, particularly in Europe and Australia (less so in the USA) by increasing government regulation of employment conditions through legislation concerned with the conduct of industrial relations, discrimination, employment rights, health and safety and other employment conditions.
HUMAN RESOURCE DEVELOPMENT Human resource development is "organized learning activities arranged within an organization in order to improve performance and/or personal growth for the purpose of improving the job, the individual, and/or the organization".
Human resource development includes the areas of training and development, career development, and organization development. This is related to Human Resource Management -- a field which includes HR research and information systems, union/labour relations, employee assistance, compensation/benefits, selection and staffing, performance management systems, HR planning, and organization/job design.
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1.1 INTRODUCTION TO THE STUDY
The relationship between man and work has always attracted the attention of philosophers, scientists and novelists. The nature and significance of work should be important as an area of study, as it occupies much of a mans life span.
By working on a job, most men gratify many of their needs. Work in this regard, is a potent source of need gratification of all types such as physical, security, social and ego needs. Employees Satisfaction is primarily based upon the satisfaction of needs. The stronger the need, the more closely will be the employee satisfaction depend on its gratification.
Satisfaction is a powerful motivator of human behavior. It is imperative that administrators understand satisfaction vs. dissatisfaction. The benefits of employee satisfaction are often realized immediately and results can be staggering.
Improved Instruction. Enhanced Teamwork Decreased Turnover /Improved Retention Increased Productivity Better Communication
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The term employees satisfaction covers the satisfaction derived from being engaged in work or in any pursuit of a higher order. It is essentially related to human needs and their fulfillment through work. It is generated by the individuals perception of how well his employer satisfies his various needs.
Organizations today focus much attention in measuring and improving their workers attitude, but this was not the case always. In the scientific management era, the employees were considered to be just another machine. There was no interest in employee satisfaction. After all, a machine does not have any attitudes or feelings.
Soon efforts were undertaken to measure attitudes and to train supervisors to be sensitive to employees feelings. It was thought if the job satisfaction and morale could be improved, job performance would improve as well. Measurement of employees attitude can also be used to benefit employees. Some organizations consider attitude survey as a form of upward communication and a chance for their employees to express their feelings about positive and negative aspects of the workplace. Such attitude surveys are only beneficial if the communication channels operate in both directions.
Periodic attitude surveys can be of immense practical importance to both the employers and the employees providing both an ongoing analysis of employees, participation in shaping the organization policies and practices.
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CHAPTER 2
TITLE OF THE STUDY
EMPLOYEE SATISFACTION IN STRING INFO KNOWLEDGE SERVICES
2.1 Objectives of the Study To identify the various factors relating to employees satisfaction. To locate specific areas which can be further improved to delight the employees. To identify the association between the variables related to employees satisfaction. To make suggestions on the basis of findings to improve the level of satisfaction in the organization.
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2.2 Need and Importance of the Study
Achievement of productivity coupled with the satisfaction of the employee needs to be the concern of all organizations. Hence, a periodic survey of employees satisfaction is of paramount importance, the nature being different for each category of employees depending on their needs. Employees satisfaction reduces absenteeism and improves employee turnover. Globally, almost all the organizations are keen to ensure employee satisfaction. The study of employees satisfaction is useful to improve production, organizational effectiveness, morale and economic development of the country. Various theories help us to identify the organizational factors that influence employees attitude and satisfaction. They are work environment and infrastructure, relationship with colleagues, motivation and recognition, remuneration, salary, job security, grievance handling, training and development, and objectives. Taylors approach to employees satisfaction was based on the most pragmatic and essentially pessimistic philosophy that man is motivated by money alone, that the workers are essentially stupid and phlegmatic and that they would be satisfied with work if they get higher economic return from it. But during the present era, if we want productivity along with financial reward that goes with it, we must treat your workers as your most
important asset and Human Resource is considered as an important asset and the people at the top level have started recognizing the fact that a happy worker is called a productive worker and that is necessary that the right person is selected for the right job so that the individual satisfaction of the organization is whole.
2.3 Scope of the Study Employees satisfaction is a multi-faceted phenomenon. Many components of the work environment facets influence the level of employees satisfaction. They are, Company Work Environment and Infrastructure Relationship with Colleagues Motivation and Recognition Salary Job Security Performance Appraisal Training and Development Promotional Opportunities. Personal Life
Satisfaction survey provides information on how employees feel about their job and their organization. Therefore an enquiry has been made to look into various facts of job and to measure the extent of satisfaction of employees with these various facets.
2.4 Limitations Some employees were reluctant to answer the questions as they felt that the opinions expressed by them may be misunderstood by the management resulting in difficulties for them. In depth analysis was not possible in certain areas as it was considered to be highly confidential. A qualitative parameter like Employees Satisfaction requires a deeper understanding of the underlying factors influencing employee
satisfaction. This requires more time than what was available for the project study.
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RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problems. It may be understood as a science of studying how research is done scientifically. It includes the overall research design, the sampling procedure, data collection method and analysis procedure.
Research is done through interview method using interview schedule. The tool used for this study is the questionnaire which was given to all respondents to express their view. with a five point rating scale. The interview method is better where the interviewer and the respondent have face to face contact.
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3.1 RESEARCH DESIGN A Research design is the arrangement of condition for collection and analysis of data in a manner that with economy in procedure. It stands for advance planning of the methods to be adopted for collecting the relevant data and the techniques to be used in analysis, keeping the view the objectives of the research and availability of time.
Descriptive research includes surveys and fact-finding enquiries of different kinds. The major purpose of this research is description of state of affairs as it exits at present.
3.2 SAMPLING DESIGN/TECHNIQUES Sampling design is to clearly define set of objects, technically called the universe to be studied. As the population size of the study consisted of whole 135 employees who are working in the company. The sampling design we used here is census method.
2.3 DATA COLLECTION METHOD This study involves collection of primary data. Data was collected through interview schedule that consists of multiple-choice questions.
2. 4 STATISTICAL TOOLS The data are analyzed through statistical method. The statistical tools used to analysis the data are Simple Percentage Analysis and Two way analysis. Simple Percentage Analysis is used to find out the percentage level of employee satisfaction.
Primary data The primary data was collected by issuing the questionnaires to the respondents and collecting the data required.
Secondary data The secondary data was collected by reference of few related books to the topic.
3.1 COMPANY PROFILE String Info Knowledge Services (P) Ltd is incorporated in the year 1998. It is headquartered in Washington, DC with our full fledged development and operations center in Bangalore, India.
Earlier, the company was named as Mind Space Cybertech. In 2002, the company was renamed as String Info Knowledge Services (P) Ltd.The Company was started with 10 members by doing data conversion. Then, employees strength was increased into 135.
String Info has differentiated itself with its unique process efficiencies and project management approach.
String Info services is a leading provider of knowledge management services of customers worldwide. The company is specialize in Digitization, data harvesting, forms processing and mortgage services.
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Leadership: Prashant P Kothari, as President of String Information Services, provides overall direction and guidance with a specific focus on global marketing and client servicing.
Karthik Karunakaran, heads the Indian arm of String. He was widely exposed to Business Process Re-engineering and Business Process Outsourcing. Gautam Dalmia, is the third founder of String.
Services offered at String Info: Data Harvesting: Strings experienced web researchers mine the World Wide Web, harvest data and present in the format, the clients required. Expertise in data processing domain also includes Indexes, Abstracts and forms processing.
Secondary Research/Market Intelligence: String provides specialised secondary research services in varied fields. Research Department covers a gamut of areas ranging from competitive intelligence reports to market research, business development and strategic planning.
Digitization services: String provides comprehensive digitization services covering a multitude of formats and media. Its universal data conversion solutions and pre-press services are ideal for corporations, news organizations, publishers,
educational institutions and libraries as well as all information intensive organizations. Its data solutions division is well equipped to handle the needs of highly complex publishing such as mathematical and scientific books, texts, journals and newsletters.
Mortgage Services: String is a leading provider of business process outsourcing services to the residential real estate industries. Its suite of offerings allows clients to focus on their core business, by cost-effectively outsourcing non-core activities.
1.3 REVIEW OF LITERATURE
Over the years researchers have studied and attempted to quantify employee commitment, loyalty, morale and overall employee satisfaction. This gave rise to many types of employee surveys whose purpose was to measure one or all of these components The Two factor theory otherwise called motivation hygiene theory gives the factors for employee satisfaction, proposed by Frederick Hertzberg.
According to Herzberg, the factors leading to job satisfaction are separate and distinct from those that lead to job dissatisfaction. This theory proposes two important factors. They are Extrinsic Hygiene factors Intrinsic Motivational Factors
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Hygiene factors are Company policy and administration, supervision, Interpersonal relationship with superiors, peers, subordinates, salary, job security, personal life, working environment, status, etc. Extrinsic factors leads to dissatisfaction. These factors when absent, increase dissatisfaction with the job. When present helps in preventing dissatisfaction but do not increase satisfaction or motivation.
Motivational factors include achievement, recognition, advancement, work, possibility of growth, responsibility, etc. Intrinsic factors are related with job satisfaction. These factors when absent, prevent both satisfaction and motivation, when present leads to satisfaction and motivation.
Some of the most extensive research in this area has been conducted by the Gallop organization. This research came to the conclusion that overall employee satisfaction is manifest in the level of engagement that employees have in their work. In other words, employee engagement was the ultimate expression of employee commitment, loyalty, morale and overall employee satisfaction. Therefore organizations needed to focus on employee engagement rather than on these other components of employee satisfaction
Based on their findings Gallup conducted further research which included over 100,000 employees in America. The research showed that 26% of employees are fully engaged, 55% are not engaged: they are at work physically but not mentally or emotionally, and 19% are actively disengaged/unhappy, spreading discontentment and actively trying to sabotage their organizations. This research clearly pointed out the large gap
in employee engagement and the magnitude of the challenge facing most organizations.
A review has identified four factors conducive to high levels of employee job satisfaction: mentally challenging work, equitable rewards, supportive working conditions and supportive colleagues. Importantly, these factors are controllable by management.
Mentally challenging work: People prefer jobs that give them opportunities to use their skills and abilities and offer a variety of tasks, freedom and feedback on how well they are doing. These characteristics make work mentally challenging.
Equitable Rewards: Employee wants pay systems and promotion policies that they perceive as being just, unambiguous and in line with their expectations. When pay is seen as fair biased on job demands, individual skill level and community pay standards, satisfaction is likely to result. Similarly employees seek fair promotion policies and practices. Promotions provide opportunities for personal growth, more responsibilities and increased social status. Individuals, who perceive that promotion decisions are made in the fair and just manner, therefore are likely to experience satisfaction from their jobs.
Supportive working conditions: Employees are concerned with their work environment for both personal comfort and facilitating doing a good job. Studies demonstrate that employees prefer physical surroundings that are not
dangerous or uncomfortable. Additionally, most employees prefer working conditions to home, in clean and relatively modern facilities and adequate tools and equipment.
Supportive colleagues: People get more out of work than merely money or tangible achievements. For most of the employees, work also fills need for social interaction. Not surprisingly, therefore, having friendly and supportive workers leads to increased job satisfaction. Studies generally find that employee satisfaction is increased when the immediate supervisor understanding and friendly, offers praise for good performance, listens to employees opinions and shows a personal interest in them
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ANALYSIS AND INTERPRETATION 1: Table showing satisfaction level of the employees towards company Strongly Factors Agree f Optimistic about company Optimistic about themselves with company Care taken by the company Goals of the company Company's growth in key 50 areas Company's Leadership Total Percentage 49 286 35 36 75 403 50 56 9 106 13 7 2 15 2 1 0 0 0 0 135 810 100
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Agree
Somewhatagree Disagree % f %
Strongly Disagree Total f %
% F
% F
the 68
50 57
42 10
135
51 the
38 58
43 23
17
135
18
13 82
61 30
22
135
50
37 68
50 12
135
37 63
47 22
16
135
ANALYSIS 50% of respondents strongly agree that they are optimistic about the organization, 42% of the respondents agree that they are optimistic 38% of the respondents strongly agree that they are optimistic, 43% of the respondents agree that they are optimistic. 13% of the respondents say that the care is taken by the company, 61% of the respondents agree that the company takes care of them 37% of the respondents are strongly satisfied about the goals of the company. 37% of the respondents are satisfied about the companys role in key development.47 % of the respondents agree about their role
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FIGURE 4.1 Showing the Satisfaction Level of Employees about the Company
ABOUT THE COMPANY 60
Percentage of employees
50
50
PERCENTAGE OF EMPLOYEES
40
35
30
20
13
10
2 0
0 Strongly Agree Agree Somewhat Agree FEEDBACK Disagree Strongly Disagree
INFERENCE:
From the above table, it is inferred that satisfaction level of employee about the company is more when compared with others.
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TABLE 4.2 Showing the Satisfaction level of employees on Working Environment & Infrastructure
Strongly Factors Agree f About Working Environment 18 About Working hours About company's facilities Total Percentage 51 94 163 40 % 13 38
Agree f
Somewhat Agree % 30 8 17 69 17
Disagree f 9 2 13 17 % 7 1 21 32 8
Strongly Disagree Total f 0 0 16 8 % 0 0 0 0 0 0 0 135 135 135 405 100
% f
67 50 41 71 53 11 70 40 3 141 35 2 35
ANALYSIS 35% of the employees agree on Working Environment & Infrastructure in the company. Only 13% of the employees somewhat agrees on Working Environment & Infrastructure in the company.
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FIGURE - 4.2
Showing Satisfaction Level of Employees towards their working environment

WORKING ENVIRONMENT
45
40
40
35
35 30 25 20
17
15 10 5
0
INFERENCE:
From the above graph it is inferred that majority of the respondents agree that the work environment is conducive
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TABLE 4.3 Showing Satisfaction level of employees towards their Personal Life
Level Strongly Agree Agree Somewhat Agree Disagree Strongly Disagree Total
No of respondents 37 62 31 5 0 135 27 46 23 4 0 100
Percentage
ANALYSIS 27% of the employees have very good balance between their work life and personal life. About 46% of the employees have balanced personal life. About 23% of the employees have somewhat agree about their balanced personal life
Page 40
FIGURE 4.3 Satisfaction Level of Employees towards their Personal Life
50
46
45
40
35
30
27
25
23
20
15
10
4 0
Strongly Agree
Agree
Somewhat Agree FEEDBACK
Disagree
Strongly Disagree
INFERENCE: From the above graph it can be inferred that most of the respondents are satisfied with their personal life
Page 41
TABLE 4.4 Showing Satisfaction level of employees towards their Company Policy and Job Security Strongl Disagre y e Disagre Tot al e % f %
Strongl y
Somew Agree hat agree % f %
Factors
Agree f % f
About company's policies About security Total Percentage job 55 41 68 14 8 55 50 7 5 5 4 0 0 135 22 16 80 59 26 19 7 5 0 0 135
77 29
29
55 33 12
12
12 4
0 0
270 100
ANALYSIS 29% of the employees strongly agrees towards their Company Policy and Job Security. About 35% of the employees agree towards their Company Policy and Job Security. Only 13% of the employees somewhat agrees towards their Company Policy and Job Security.
Page 42
FIGURE 4.4
Satisfaction Level of Employees towards their Company Policy and Job Security
60
55
50
40
30
29
20 12 10 4 0 0 Strongly Agree Agree Somewhat Agree FEEDBACK Disagree Strongly Disagree
INFERENCE: From the above graph, it is inferred that majority of the respondents are satisfied with the company policy and job security. Few percentage of the respondents are unsatisfied.
Page 43
TABLE -4.5 Showing Satisfaction level of employees towards their Promotional Opportunities & Possibility of growth Strongl Agree y Agree Factors Somewh Disagr at agree ee Strongl y Disagre e f About promotional opportunities About transparency in promotions About growth Total Percentage ANALYSIS 21% of the employees strongly agree on their promotional opportunities & possibility of growth. About 45% of the employees agree on their promotional opportunities & possibility of growth. Only 29% of the employees somewhat agrees on their promotional opportunities & possibility of growth.
Tot al
% F
48
36 48
36
33
24
135
22
16 62
46
45
33
135
career
16
12 74
55
39 11 7 29
29
135
86 21
21 184 45 45
29
18 4 4
0 0
405 100
FIGURE 4.5
Showing Satisfaction Level of Employees towards their Promotional Opportunities & Possibility of Growth
50
45
45 40
35 30 25
21 29
20 15 10 5 0
Strongly Agree Agree Somewhat Agree Disagree Strongly Disagree
4 0
FEEDBACK
INFERENCE: From the above graph, it is inferred that majority of the respondents are satisfied towards their promotional opportunities and their carrier development in the organization.
Page 45
TABLE 4.6 Showing Satisfaction level of employees towards their Training & Development Strongly Factors Agree f About training 30 % 22 Agree F 73 Somewhat agree % 19 Disagree f 7 % 5 Strongly Disagree f 0 % 0 135 Total
% f 5 4 5 6 5 5 3 4 4 5 4 9 25
and development About training
usefulness Increase in
35
26
75
19
14
135
performance by 40 training Development of new skills About training Total Percentage ANALYSIS cross 34
30
74
15
11
135
25
46
46
34
135
18
13
61 32 9 49
43
32
135
157 23 23
148 22
22
34 5 5
7 1
675 100
23% of the employees strongly agree towards their Training & Development. About 49% of the employees agree towards their Training & Development. Only 22% of the employees somewhat agrees towards their Training & Development
FIGURE 4.6 Satisfaction Level of Employees towards their Training & Development
60
50
49
40
30
23
22
20
10
5 1
INFERENCE: From the above graph, it is inferred that level of satisfaction towards their training & development is high.
Page 47
TABLE 4.7 Showing Satisfaction level of employees towards their Salary
Strongl Factors y Agree f About adequacy salary About change in salary About commensurabl e ness of 6 4 67 50 in 1 1 %
Agree F %
Somewh at agree f %
Disagr ee f 3 3 %
Strongly Disagree Tot al f %
32
24
64
47
24
135
51
38
12
135
51
38
58
43
1 5
11
135
salary Total 74 18 13 4 33 33 13 4 33 33 5 3 1 3 13 10 2 405
Percentage
18
100
ANALYSIS 18% of the employees strongly satisfied on their Salary. About 33% of the employees agree satisfies on their Salary. Only 33% of the employees somewhat satisfies on their Salary.
Page 48
FIGURE 4.7
Satisfaction Level of Employees towards their Salary
35
33
33
30
of employees Percentage PERCENTAGE OF EMPLOYEES
25
20
18
15
13
10
5 2 0 Strongly Agree Agree Somewhat Agree FEEDBACK Disagree Strongly Disagree
INFERENCE: From the above table, it is inferred that most of the respondents views are satisfactory about their salary given to them from their organization.
Page 49
TABLE 4.8 Showing Satisfaction level of employees towards their Relationship with colleagues Very much Factors satisfied f About professionalis m colleagues About spirit About morale of colleagues Total Percentage team 47 35 72 53 12 9 4 3 0 0 135 of 41 30 77 57 15 11 2 1 0 0 135 % F % somewh satisfied at satisfied f % Very Dissatisfie much d dissatisfi Tota l ed % f %
37
27
84 23 3 58
62
12
135
125 31
31
58
39 10
10
8 2
0 0
405 100
ANALYSIS 31% of the employees very much satisfied towards their relationship with colleagues. About 58% of the employees satisfy towards their relationship with colleagues.
Page 50
FIG URE - 4.8
Satisfaction Level of Employees towards their Relationship with Colleagues
70
60
58
50
40
31
30
20
10
10
2 0
0 Verymuch satisfied Satisfied Somewhat satisfied FEEDBACK Dissatisfied Verymuch dissatisfied
INFERENCE:
From the above table, it is inferred that the satisfaction level of the employees is high.
Page 51
TABLE 4.9 Showing Satisfaction level of respondents about their work Very much Factors satisfied f About satisfaction of 33 job About satisfaction with morale About satisfaction with company Total Percentage 10 6 26 26 22 6 56 56 66 16 16 6 1 1 1 0 0 405 100 26 19 84 62 23 17 2 1 0 0 135 their 47 35 61 45 26 19 0 0 1 1 135 24 81 60 17 13 4 3 0 0 135 % F % somewh satisfied at satisfied f % Very Dissatisfie much d dissatisfi ed f % f % Tota l
Page 52
ANALYSIS 26% of the employees very much satisfies about their work. About 56% of the employees satisfy about their work. Only 16% of the employees somewhat satisfies about their work. FIGURE 4.9 Satisfaction Level of Respondents about their Work
60 56
50
40
30 26
20 16
10
1 0 Verymuch satisfied Satisfied Somewhat satisfied Dissatisfied
0 Verymuch dissatisfied
FEEDBACK
INFERENCE:
From the above table, it is inferred that the satisfaction level of the employees about their work is satisfactory, only few of the respondents are dissatisfied
Page 53
TABLE 4.10
Showing Satisfaction level of employees about Overall satisfaction of job
Level Excellent Good Average Fair Poor Total
No of respondents 19 84 27 3 2 135 14 62 20 2 1 100
Percentage
ANALYSIS 14% of the employees rated their overall satisfaction as excellent. About 62% of the employees rated their overall satisfaction as good. About 20% of the employees rated their overall satisfaction as average
Page 54
FIGURE 4.10
Satisfaction Level of Employees about Overall Satisfaction of Job
70
62
60
50
40
30
20
20
14
10
2 1
0 Excellent Good Average FEEDBACK Fair Poor
INFERENCE: From the above table, it is inferred that the overall satisfaction of the job of the employees is good, only few number of the respondents are dissatisfied.
Page 55
TABLE 4.11 Showing Relationship between Experience and satisfaction on Working Environment & Infrastructure
Strongly Experience Agree
Somewha Agree t agree
Disagre e
Strongly Disagree Total
F Less months 3-6 months 6 months-1 year 1-1.5 year 1.5-2 years than 3 2
% 3
F 47 51 58 32 24 20 232
% F 78 11 53 19 59 15 46 12 53 8 56 4 69
% 18 20 15 17 18 11
f 0 2 3 1 4 4 14
% 0 2 3 1 9 11
f 0 0 0 0 0 0 0
% 0 0 0 0 0 0 60 96 99 69 45 36 405
24 25 23 23 24 35 9 20 22
More than2 years 8 Total 90
ANALYSIS 81% of the employees who have less than 3 months experience are satisfied about the Working Environment & Infrastructure. About 77% of the employees who have experience between 3 months to6months are I
Page 56
FIGURE 4.11 Showing Relationship between Experience and satisfaction on Working Environment & Infrastructure
90 80 70 60 50 40 30 20 10 0 less than 3 3-6 months months 6-12 months 1-1.5year 1.5-2yr more than 2 yr strongly agree agree somewhat agree disagree strongly disagree
INFERENCE: From the above table, it is inferred that majority of the employees experience of 3 months to 2years are satisfied about the working environment, few of them feel the need for change.
Page 57
TABLE 4.12 Showing Relationship between Experience and satisfaction with Personal Life.
Experience
Strongly Agree
Agree
Somewha Disagr t agree ee
Strongl Tota y Disagre e l
f Less months 3 - 6 months 6 months-1 year 1-1.5 year 1.5-2 years More years Total ANALYSIS 37 than 8 6 8 6 2 4 than 3 5
% 25
f 9
% f 45 5
% 25
f 1
% 5
f 0
% 0 20
25 18 35 40 33
16 50 5 19 58 7 9 4 5 39 6 27 5 42 3
16 21 26 33 25
3 1 0 0 0
9 3 0 0 0
0 0 0 0 0
0 0 0 0 0
32 33 23 15 12
62
31
135
70% of the employees who have less than 3 months experience are satisfied about their personal life. About 75% of the employees who have experience between 3 months to 6 months are satisfied about their personal life. About 76% of the employees who have experience between 6 months to 1 year are satisfied .
Page 58
FIGURE 4.12
Showing Relationship between Experience and satisfaction with Personal Life.

70 60 50 40 30 20 10 0 less than 3 3-6 months months 6-12 months 1-1.5year 1.5-2yr more than 2 yr strongly agree agree somewhat agree disagree strongly disagree
INFERENCE:
From the above table, it is inferred that about their satisfaction of personal life of the respondents having experience of 3 months to 2years are satisfied.
Page 59
TABLE 4.13 Showing Relationship between Experience and satisfaction with Promotional Opportunities & Possibility of Growth
Strongly Experience Agree f Less 3months 3 - 6 months 6 year 1-1.5 year 1.5-2 years More years Total than2 months-1 than 11 25 16 16 10 8 86 % 18 26 16 23 22 22
Agree f 22 46 48 32 22 14 184 % 37 48 48 46 49 39
Somewhat agree f 26 24 27 18 11 11 117 % 43 25 27 26 24 31
Disagree f 1 1 8 3 2 3 18 % 2 1 8 4 4 8
Strongly Disagree f 0 0 0 0 0 0 0 % 0 0 0 0 0 0 60 96 99 69 45 36 405 Total
ANALYSIS 55% of the employees who have less than 3 months experience are satisfied about their promotional opportunities. About 64% of the respondents who have experience between 3 months to 6 months are satisfied about their promotional opportunities. About 64% of the respondents who have experience between 6 months to 1 year are satisfied about their promotional opportunities.
Page 60
FIGURE 4.13
Showing Relationship between Experience and satisfaction with Promotional Opportunities & Possibility of Growth
60 50 40 30 20 10 0 less than 3 3-6 months months 6-12 months 1-1.5year 1.5-2yr more than 2 yr strongly agree agree somewhat agree disagree strongly disagree strongly agree agree somewhat agree disagree strongly disagree
INFERENCE: From the above table, it is inferred promotional opportunities given by the company is satisfactory and their career growth. .
Page 61
TABLE-4.14 Showing Relationship between Experience and satisfaction with Training & Development Experienc e Strongly Agree Agree Somew Disagre hat agree f Less than 3 11 months 3 6 44 28 84 53 30 19 1 1 1 1 160 % 11 F 61 % 61 f 25 % 25 f 3 % 3 f 0 % 0 100 e Strongly Disagree Tot al
months 6 months-1 43 year 1-1.5 year 1.5-2 years 33 10 29 13 27 49 36 19 43 48 32 25 23 15 22 31 25 8 6 10 7 8 17 0 0 0 0 0 0 115 75 60 26 80 48 30 18 6 4 6 4 165
More than 16 2 years Total ANALYSIS 157
329
148
34
675
72% of the employees who have less than 3 months experience are satisfied about their training and development. About 81% of the respondents who have experience between 3 months to 6 months are satisfied about their training and development. About 74% of the respondents who have experience between 6 months.
Page 62
FIGURE 4.14
Showing Relationship between Experience and satisfaction with Training & Development
70 60 50 40 30 20 10 0 less than 3 3-6 months months 6-12 months 1-1.5year 1.5-2yr more than 2 yr strongly agree agree somewhat agree disagree strongly disagree strongly agree agree somewhat agree disagree strongly disagree
INFERENCE: From the above table, it is inferred that experience of 3months to 2years and more than 2 years are satisfied about their training and development are satisfied.
Page 63
TABLE 4.15 Showing Relationship between Experience and satisfaction on Salary
Strongly Experience Agree f Less than 3 months 3 6 7 % 12
Somewh Agree at agree f 18 % 30 f 29
Disagr ee
Strongly Disagree
Tot al
% f 48 6
% f 10 0
% 0 60
months 6 months-1 year 1-1.5 year 1.5-2 years More than 2 years Total
14
15
28
29
39
41 13 14 2
96
16 15 13 9 74
16 22 29 25
43 21 12 12 134
43 30 27 33
24 24 14 4 134
24 12 12 4 35 9 31 5 11 8 53 13 0 11 1 22 3 10
4 0 2 8
99 69 45 36 405
ANALYSIS 42% of the employees who have less than 3 months experience are satisfied about their salary. About 44% of the respondents who have experience between 3 months to 6 months are satisfied about their salary. About 59% of the respondents who have experience between 6 months to 1 year are satisfied about their salary.
FIGURE 4.14
Showing Relationship between Experience and satisfaction on Salary

60 50 40 30 20 10 0 less than 3 3-6 months 6-12 months months 1-1.5year 1.5-2yr more than 2 yr strongly agree agree somewhat agree disagree strongly disagree strongly agree agree somewhat agree disagree
INFERENCE: From the above table, it is inferred that employees are satisfied about the salary given to them by the organization, of all the experience group.
Page 65
TABLE -4.16 Showing Relationship between Experience and satisfaction towards Relationship with Colleagues Very Experienc e Much Satisfied f Less than 3 months 3 6 7 % 12 f 47 % 78 Satisfied Somew hat Satisfie d f 6 % 10 f 0 % 0 f 0 % 0 60 Very Dissatisf dissatisfied ied Tot al
months 6 months-1 year 1-1.5 year 1.5-2 years More than2 years Total ANALYSIS
29
30
61
64
96
40 22 14 13 125
40 32 31 36
53 34 25 13 233
54 49 56 36
5 8 6 8 39
5 12 13 22
1 5 0 2 8
1 7 0 6
0 0 0 0 0
0 0 0 0
99 69 45 36 405
90% of the employees who have less than 3 months experience are satisfied about their Relationship with Colleagues. About 94% of the respondents who have experience between 3 months to 6 months are satisfied about their Relationship with Colleagues. About 94% of the respondents who have experience between 6 months to 1 year are satisfied about their Relationship with Colleagues. About 81% of the
respondents who have experience between 1 year to 1.5 years are satisfied about their Relationship with Colleagues FIGURE 4.16 Showing Relationship between Experience and satisfaction towards Relationship with Colleagues
90 80 70 60 50 40 30 20 10 0 less than 3 3-6 months months 6-12 months 1-1.5year 1.5-2yr more than 2 yr strongly agree agree somewhat agree disagree strongly disagree strongly agree agree somewhat agree disagree strongly disagree
INFERENCE: From the above table, it is inferred that satisfied about their Relationship with Colleagues only few of the respondents are dissatisfied.
Page 67
TABLE -4.17 Showing Relationship between Experience and satisfaction about the Work
Very Much Experience Satisfied f Less months 3 - 6 months 6 year 1-1.5 year 1.5-2 years More years Total ANALYSIS than2 months-1 than 3 10 27 25 25 12 7 % 17 28 25 36 27 19 f 38 50 57 34 26 21 22 6 % 63 52 58 49 58 58 Satisfied
Somewh at Satisfied f 12 16 15 8 7 8 % 20 17 15 12 16 22
Very Dissatisfie Much d Tot
Dissatisfie al d
f 0 2 2 2 0 0
% 0 2 2 3 0 0
f 0 1 0 0 0 0
% 0 1 0 0 0 0 60 96 99 69 45 36
106
66
405
80% of the employees who have less than 3 months experience are satisfied about the work. About 80% of the respondents who have experience between 3 months to 6 months are satisfied about their Relationship with Colleagues.
FIGURE 4.17 Showing Relationship between Experience and satisfaction about the Work
70 60 50 40 30 20 10 0 less than 3 3-6 months months 6-12 months 1-1.5year 1.5-2yr more than 2 yr strongly agree agree somewhat agree disagree strongly disagree strongly agree agree somewhat agree disagree strongly disagree
INFERENCE: From the above table, it is inferred that relationship with Colleagues are good at work for the experience group of 3 months to 2 years and above, only few of them are dissatisfied.
Page 69
TABLE 4.18 Showing Relationship between Experience and Overall Satisfaction of Job
Experience
Excellen Good t f % 15 F 13 % 65
Average
Fair
Poor
Tota l
f 4
% 20
f 0
% 0
f 0
% 0 20
Less months
than
3 3
3 - 6 months 6 months-1 year 1-1.5 year 1.5-2 years More years Total than
3 5 4 2 2 2
9 15 17 13 17
21 17 17 9 7
66 52 74 60 58
6 10 0 4 3
19 30 0 27 25
2 0 1 0 0
6 0 4 0 0
0 1 1 0 0
0 3 4 0 0
32 33 23 15 12
19
84
27
135
ANALYSIS 80% of the employees who have less than 3 months experience rated their overall satisfaction as good. About 75% of the respondents who have experience between 3 months to 6 months rated their overall satisfaction as good. About 67% of the respondents who have experience between 6 months to 1 year are satisfied about their overall satisfaction as good.
Page 70
FIGURE 4.18 Showing Relationship between Experience and Overall Satisfaction of Job
80 70 60 50 40 30 20 10 0 less than 3 3-6 months months 6-12 months 1-1.5year 1.5-2yr more than 2 yr excellent good average fair poor excellent good average fair poor
INFERENCE: From the above table, it is inferred that overall satisfaction of the job in the organization is good for all the experience groups.
Page 71
FINDINGS
Employees are highly satisfied About the company On Company Policy and Job Security Relationship with colleagues About the work Employees are satisfied On working environment and infrastructure Balance between their Personal life and Work life On Training and Development Overall satisfaction with Job Employees are neither satisfied nor dissatisfied with their Promotional Opportunities and Possibility of Growth. Employees are dissatisfied about their salary. There is no association between Experience and Satisfaction about the company. Experience and satisfaction on Working Environment & Infrastructure Experience and satisfaction with Personal Life Experience and satisfaction on Company Policy & Job Security Experience and satisfaction on Salary Experience and satisfaction towards Relationship with Colleagues Experience and satisfaction about the Work Age and Satisfaction about the company Age and satisfaction on Working Environment & Infrastructure
Age and satisfaction with Personal Life Age and satisfaction on Company Policy & Job Security Age and satisfaction with Promotional Opportunities & Possibility of Growth Age and satisfaction with Training & Development Age and satisfaction on Relationship with Colleagues Education and satisfaction about the company Education and satisfaction on Company Policy & Job Security Education and satisfaction with Training & Development Education and satisfaction on Salary Education and satisfaction on Relationship with Colleagues Education and satisfaction about the Work
There is association between Experience and satisfaction with Promotional Opportunities & Possibility of Growth Experience and satisfaction with Training & Development Experience and Overall Satisfaction of Job Age and satisfaction on Salary Age and satisfaction about the Work Age and Overall Satisfaction of Job Education and satisfaction on Working Environment & Infrastructure Education and satisfaction with Personal Life Education and satisfaction with Promotional Opportunities & Possibility of Growth Education and Overall Satisfaction of Job
SUGGESTIONS There is some dissatisfaction level regarding the Salary among the employees. So, the company may conduct a further survey to find the expectations of employees. The study shows that employees are not satisfied with the working environment and infrastructure. So the company may take steps to find out and cater the needs of employees. The study reveals that employees are not satisfied with their promotional opportunities and possibility of growth. So the company may follow a transparent policy to satisfy the employees. There is significant association between experience, age, education, promotional opportunities, salary and satisfaction of job. So these factors may be considered by the company in increasing the satisfaction of the employees The company may conduct a survey in depth to know the expectations of employees relating to salary, work environment, and promotional opportunities ,etc
Page 74
CONCLUSION
A survey on satisfaction of employees has been conducted to know the existing levels of satisfaction so that steps can be taken to maintain and improve the levels and to have a positive attitude among the employees towards their work.
After the survey, it is understood that employees are mostly satisfied in all the factors. There exists some dissatisfaction level, regarding some factors. Though it does not create a problem, the management can take care of those things to avoid big problem in future.
It is clearly understood that the organization has taken efforts to maintain the satisfaction level of the employees with respect to all the factors. If these actions are continued, this company will undoubtedly become the prime industry for the employees satisfaction is concerned.
Page 75
APPENDIX
A STUDY ON SATISFACTION OF EMPLOYEES IN STRING INFOTECH Name (optional) : Age : Educational Qualification : Technical Qualification : No. of years of service :
Marital Status : Designation :
You are requested to mark any one of the alternatives A, B, C, D & E which you feel correct in your opinion against each statement
Rating Scale A B C D E
Definition Strongly Agree Agree Somewhat agree Disagree Strongly Disagree
Page 76
1. About the company I am optimistic about the future of the company I am optimistic about my future success with the company I feel that the company cares about the people I am satisfied with my understanding of the direction of goals of company The company is a strong competitor in key growth areas ___ The companys leadership has a clear vision of the future __
2. Working Environment & Infrastructure I have been provided with adequate physical environment (workspace, storage facility, appropriate illumination,
cleanliness, A/C etc.,) for performing my work ____ The working hours are comfortable ____ Adequate facilities are provided to attend my job ____
3. Personal Life I am able to balance my work life and personal life on regular basis ____
4. Company Policy & Job Security Company policies and procedures helps me ____ Job security is based on my performance ____
Page 77
5. Promotional opportunities & possibility of growth I feel that people get ahead primarily on the merits of their work ____ I feel there is fair and transparent career growth path ____ I have seen employees grow within the organization ____
6. Training & Development I am provided with adequate training/development programs to adopt to the latest environment ____ The training given is helpful at work ____ Training helps to increase my performance ____ There are opportunities available for me to develop new skills ____ There are opportunities for me to cross-train and learn new skills ____
Page 78
7. Salary The salary is adequate to meet the cost of living ____ I want a change in my present pay scale ____ The salary is commensurate ____
Rating Scale A B C D E
Definition Very much satisfied Satisfied Somewhat satisfied Dissatisfied Very much dissatisfied
8. Relationship with colleagues How satisfied are you with the professionalism of the people with whom you work? ____ How satisfied are you with the team spirit in your work environment? ____ How satisfied are you with the morale of the people with whom you work? ____
Page 79
9. About the work How satisfied are you with your job? ____ How satisfied are with your own morale? ____ How satisfied are you with the company as a place to work? ____ 10. Overall Satisfaction of job Overall, how do you rate your job satisfaction today? a) Excellent b) Good c) Average d) Fair e) Poor Compared with your previous year, how would you describe your current job satisfaction level? a) Much more satisfied b) Somewhat more satisfied c) Same as last year d) Somewhat less satisfied e) Much less satisfied
Thank you for your cooperation!
Page 80

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A STUDY ON SATISFACTION OF EMPLOYEES

K.L.Es. S. NIJALINGAPPA COLLEGE

A STUDY ON SATISFACTION OF EMPLOYEES

A STUDY ON SATISFACTION OF EMPLOYEES

A STUDY ON SATISFACTION OF EMPLOYEES

A STUDY ON SATISFACTION OF EMPLOYEES

K.L.Es. S. NIJALINGAPPA COLLEGE

A STUDY ON SATISFACTION OF EMPLOYEES

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

Managerial functions 1) Planning 2) Organizing 3) Directing 4) Coordinating 5) Controlling

K.L.Es. S. NIJALINGAPPA COLLEGE

A STUDY ON SATISFACTION OF EMPLOYEES

A STUDY ON SATISFACTION OF EMPLOYEES

K.L.Es. S. NIJALINGAPPA COLLEGE

A STUDY ON SATISFACTION OF EMPLOYEES

K.L.Es. S. NIJALINGAPPA COLLEGE

A STUDY ON SATISFACTION OF EMPLOYEES

d) SELECTION: It is process of ascertaining the qualifications, experience, skill,

K.L.Es. S. NIJALINGAPPA COLLEGE

A STUDY ON SATISFACTION OF EMPLOYEES

K.L.Es. S. NIJALINGAPPA COLLEGE

A STUDY ON SATISFACTION OF EMPLOYEES

K.L.Es. S. NIJALINGAPPA COLLEGE

A STUDY ON SATISFACTION OF EMPLOYEES

K.L.Es. S. NIJALINGAPPA COLLEGE

A STUDY ON SATISFACTION OF EMPLOYEES

K.L.Es. S. NIJALINGAPPA COLLEGE

A STUDY ON SATISFACTION OF EMPLOYEES

A STUDY ON SATISFACTION OF EMPLOYEES

A STUDY ON SATISFACTION OF EMPLOYEES

K.L.Es. S. NIJALINGAPPA COLLEGE

A STUDY ON SATISFACTION OF EMPLOYEES

Determines what should or should not be done in future.

K.L.Es. S. NIJALINGAPPA COLLEGE

A STUDY ON SATISFACTION OF EMPLOYEES

A STUDY ON SATISFACTION OF EMPLOYEES

K.L.Es. S. NIJALINGAPPA COLLEGE

A STUDY ON SATISFACTION OF EMPLOYEES

1.1 INTRODUCTION TO THE STUDY

K.L.Es. S. NIJALINGAPPA COLLEGE

A STUDY ON SATISFACTION OF EMPLOYEES

K.L.Es. S. NIJALINGAPPA COLLEGE

A STUDY ON SATISFACTION OF EMPLOYEES

TITLE OF THE STUDY

EMPLOYEE SATISFACTION IN STRING INFO KNOWLEDGE SERVICES

K.L.Es. S. NIJALINGAPPA COLLEGE

A STUDY ON SATISFACTION OF EMPLOYEES

2.2 Need and Importance of the Study

A STUDY ON SATISFACTION OF EMPLOYEES

A STUDY ON SATISFACTION OF EMPLOYEES

K.L.Es. S. NIJALINGAPPA COLLEGE

A STUDY ON SATISFACTION OF EMPLOYEES

K.L.Es. S. NIJALINGAPPA COLLEGE

A STUDY ON SATISFACTION OF EMPLOYEES

A STUDY ON SATISFACTION OF EMPLOYEES

K.L.Es. S. NIJALINGAPPA COLLEGE

A STUDY ON SATISFACTION OF EMPLOYEES

A STUDY ON SATISFACTION OF EMPLOYEES

1.3 REVIEW OF LITERATURE

K.L.Es. S. NIJALINGAPPA COLLEGE

A STUDY ON SATISFACTION OF EMPLOYEES

A STUDY ON SATISFACTION OF EMPLOYEES

A STUDY ON SATISFACTION OF EMPLOYEES

K.L.Es. S. NIJALINGAPPA COLLEGE