` A SUMMER PROJECT REPORT ON EMPLOYEE SATISFACTION AT GODREJ & BOYCE MANUFACTURING COMPANY LTD

ACKNOWLEDGEMENT

This project has been made possible direct and indirect cooperation of many intellectual persons for whom I wish to express my appreciation and gratitude. I am deeply indebted in Godrej project work in an organisation. I am very much thankful to Mr.Dinabandhu Behera, Asst Manager-Sales for valuable guidance, cooperation and advice that have made this project success. I am very much obliged to my internal guide Mrs.Bidya Dash, faculty, HRM of Srusti Academy of Management who has provided me all cooperations necessary for making the project in a fruitful manner for giving an opportunity to undertake this

Date: Place:

Signature Anuradha Sahoo

DECLARATION

I do hereby declare the work embodied in this project Employee satisfaction in Godrej & Boyce Manufacturing Company Limited in an organisation. This project work has neither being submitted for the award of any degree of any university nor for publication in whole or part.

Date: Place:

CERTIFICATE
This is to certify that Ms. Anuradha Sahoo of MBA 1st Year, Sec B, 2010-12 Batch of Srusti Academy of Management has successfully completed the Summer Internship Project(SIP) titled Employee Satisfaction in partial fulfillment of the MBA course. This SIP report is the record of the authentic work carried out by her with effect from 13th August to10th September. She has worked under my guidance.

Signature Name: Date:(SIP GUIDE)

CONTENTS
CHAPTERS INTRODUCTION Back ground of the study Objectives of the study Need of the study Scope of the study Methodlogy Limitations COMPANY PROFILE About Godrej LITERATURE REVIEW Introduction Concept Determinants Theory Factors Importance DATA ANALYSIS CONCLUSION Findings Suggestion BIBLIOGRAPHY

CHAPTER -1 INTRODUCTION

INTRODUCTION

The term job satisfaction was brought to limelight by Hoppock (1935). According to him job satisfaction is a combination of Psychological, Physiological & environmental factor that makes a person to admit, I am happy at my job. It has also been defined as the end state of feeling it is an important dimension of moral and not moral itself.

Job satisfaction has been considered as a state of condition where people are:

1. 2. 3. 4. 5. 6.

Induced to do work efficiently and effectively; Convinced to remain in the enterprise; Prepared to act efficiently during contingencies; Prepared to welcome the changes; Interested in promoting the image of the organization; & More happy and satisfied with their job.

Job satisfaction is an individual feeling, which could be caused by a variety of factors. Job satisfaction is a distributive phenomenon. Job satisfaction refers to a general attitude towards work by an individual worker.

There are two variables, which determine the job satisfaction1. 2. Organizational Personal The level of job determines the job satisfaction. The higher the level of the job, the greater the satisfaction of the individual. This is because of higher level jobs carry greater prestige and self-control. This relationship between occupational

level and job satisfaction stems for social reference group theory, in that our society value some jobs more than others. Hence people in valued jobs will like them more than those who are in non-valued jobs. The relationship may also stem from the need fulfilment theory. People in higher-level jobs find most of their needs satisfied than when they are in lower-level ones. In addition, there are also other organizational variables like job content, type of leadership, pay and promotional prospects, interaction in the work group, which affects job satisfaction of a person.

The personal variables like age, educational level, sex and so on are also responsible for satisfactions are dissatisfaction of some people.

The different aspects that largely affect the job satisfaction are as under:

1. 2. 3. 4. 5. 6. 7. 8. 9.

Opportunity to learn a job. Steadiness of employment. Supervision. Pay. Cooperativeness. Working condition Cleanliness. Working hours. Communication.

10. Recognition. 11. Individual adjustment. 12. Group relationship outside the job.

BACKGROUND THE OF STUDY

The studies primarily aims at what is employee engagement and how it is done in organization.It is aiso aims at how it help to retain employees in concern. The study is carried out in Godrej and Boyce manufacturing ltd to find out the level of employee engagement in the organization.

BACK GROUND OF TOPIC

As we analyse the topic of our study we have to first analyse what is employee engagement, and how,why it is essential.

OBJECTIVES

In general the objective of the study is to study various factors affecting job satisfaction .The specific objective of the study are: To study the level of job satisfaction of the workers. To know the welfare facilities provided by the organisation to the employees. To know the degree of effectiveness of the present working environment.. Employees feeling of being motivated by their subordinates & the level of cooperation achieved. To know employee- employee relationship by the organisation to their employees.

NEED OF THE STUDY

Measure Employee Satisfaction A company is only as strong and successful as its members, its employees, are. By measuring employee satisfaction in key areas, organizations can gain the information needed to improve employee satisfaction, retention, and productivity. Rapidly growing organization. When an organization is growing quickly, it is critical to find out how employees feel about their jobs, the organization, and their fit and future within it. High or growing turnover rate. While some industries have a naturally high turnover, growing turnover is a problem for any organization. If your absolute level of turnover exceeds the industry average, you have a problem that an employee satisfaction survey is the first step to solving. Excessive rumors. A strong rumor mill is symptomatic of other problems in the organization. These can include communications, trust, and fear Highly competitive industry. In a highly competitive industry, turnover minimization and productivity and creativity maximization are keys to success. Staying in touch withemployees is necessary to facilitate continued competitiveness. Contemplated changes in pay and benefits. You must know what needs to be "fixed" and how much "fixing" it needs to maximize return on invested money and people resources

SCOPE THE STUDY

The study covers all levels of Employees and various aspects of Employees like: Identifying Employees attitudes towards various attributes at work place.This study gives us an insight of how Employees see and perceive about Organization. Interpersonal relations, Opportunities for career growth, Compensation and benefits, Training and development, Working conditions, Communications,

METHODLOGY

Method is any systematic study of principles that guide the scientific investigation; it refers to the body of methods and techniques used in conducting the study. It is studying the attitude of workers and management opinion survey method was used. The data are selected from both the Primary Sources Secondary Sources The primary sources are based on taking sample size 33 in Godrej & Boyce Mfg.Co.Ltd . The secondary sources were collected from internet, published booklet, bulletins and different reports annual survey booklet of Godrej. The data so collected were complied edited and tabulating annually to draw meaningful conclusion. Some suggestions were given to make this scheme more effective.

LIMITATIONS

Despite the maximum effort that has been taken to make this project work a success, the study has suffered from the following limitations.

Time factor acted as a major hindrance within a short period of 1 month. It was difficult to the researcher to collect adequate data for a clear cut analysis. Workers were very reluctant to give information due to ignorance and fear. The other factors responsible for getting full information on the tendency for some workers cheat or lie about the actual facts. There is some organisation constraint to give full information on his scheme .There are some confidential reports not easily accessible to the outsiders.

CHARTER- 2 COMPANY PROFILE

COMPANY PROFILE Started in 1897 as a lock manufacturing company, the Godrej Group is today one of the most accomplished and diversified business houses in India. Godrejs success has been driven by the companys commitment to delivering innovation and excellence. Through the consistent application of this commitment and a century of ethical business conduct, Godrej has earned an unparalleled reputation for trust and reliability. In 1930, Godrej became the first company in the world to develop the technology to manufacture soap with vegetable oils; that spirit of innovation has continued throughout the organizations history. Today Godrej is delivering consumers exciting innovations across a spectrum of businesses. The companys pursuit of excellence is equally well established and enduring. In the 1944 Mumbai docks blast, Godrej safes were the only security equipment whose contents were unharmed; an equal level of product quality continues to be expected from every product bearing the Godrej brand name. Godrej management understands that the companys greatest asset is the trust and faith that consumers have reposed in it, and recognizes that the company must continue to earn this trust. This translates to the organization delivering outstanding quality and value in everything it does. Godrejs ethical and visionary practices have allowed the company to successfully expand into a number of businesses.

Today Godrej is a leading manufacturer of goods and provider of services in a multitude of categories: home appliances, consumer durables, consumer products, industrial products, and agri products to name a few. A recent estimate suggested that 350 million people across India use Godrej products. The group has more recently entered the real estate and information technology

sectors, and management views these as avenues for enormous growth.

The Godrej Group stands in a strong position today. With annual sales in excess of $1 billion, a workforce of approximately 18,000, and a strong diversified portfolio, Godrej has proven its ability to deliver strong financial performance

The Evolution Of Godrej 1897 - Godrej & Boyce Mfg. Co. Ltd. was established. 1918 - Godrej Soaps Limited was incorporated. 1971- Godrej Agrovet Limited began as an Animal Feeds division of Godrej Soaps. 1974 - Veg oils division in Wadala, Mumbai was acquired.

1990 - Godrej Properties Limited, another subsidiary, was established. 1991 - Foods business started. Godrej Agrovet Limited was incorporated. 1994 - Transelektra Domestic Products was acquired. 1995 - Transelektra forged a strategic alliance with Sara Lee USA. 1999 - Transelektra was named Godrej Sara Lee Limited. 2001 - Godrej Consumer Products was formed as a result of the demerger of Godrej Soaps Limited. Godrej Soaps was renamed Godrej Industries Limited. 2002 - Godrej Tea Limited was set up. 2003 - We entered the BPO solutions and services space with Godrej Global Solutions Limited. 2004 - Godrej HiCare Limited was set up to provide a Safe Healthy Environment to customers by providing professional pest management services. 2006 - The foods business was merged with Godrej Tea and Godrej Tea was renamed Godrej Beverages & Foods Limited. 2007 - Godrej Beverages & Foods Limited formed a JV with The Hershey Company of North America and the company was renamed Godrej Hershey Foods & Beverages Limited. 2008 Godrej logo colour changed.

In April 2001, Godrej Industries was formed the consumer products division of Godrej Soaps Limited was de-merged to form Godrej Consumer Products Limited. In the same year,

Godrej Soaps was renamed Godrej Industries Limited. Godrej Industries expanded its portfolio of products. It added a slew of investments to its associate companies, while re-in forcing its existing businesses that include oleo chemicals, veg oils and medical diagnostic equipments. As they say no guts, no glory. But at Godrej, we must say it has been a glorious 106 years of being the face of Indian industry. We have always set the trends, always defined the market place and always achieved our glory. Here is a quick preview of the various milestones we have crossed in the past 106 years.

Vision:-: Godrej in Every Home and Work place. Mission: Enriching quality of life Everyday every where. Values:Integrity/Trust/To serve respect/Environment.

INITIATIVES

CHAPTER-3 LITERATURE REVIEW EMPLOYEE SATISFACTION

INRODUCTION

Employee satisfaction is the terminology used to describe whether employees are happy and contented and fulfilling their desires and needs at work. Many measures meaning that employee satisfaction is a factor in employee motivation , employee goal achievement, and positive employee morale in the workplace. As per Vroom Employee Satisfaction is a positive orientation of an individual towards a work role which he is presently occupying Employee satisfaction is a measure of how happy workers are with their job and working environment. Keeping morale high among workers can be of tremendous benefit to any company, as happy workers will be more likely to produce more, take fewer days off, and stay loyal to the company. There are many factors in improving or maintaining high employee satisfaction, which wise employers would do well to implement. Employee satisfaction, while generally a positive in organization, can also be a bad luck if mediocre employees stay because they are satisfied with your work environment. Many experts believe that one of the best ways to maintain employee satisfaction is to make workers feel like part of a family or team. Holding office events, such as parties or group outings, can help build close bonds among workers. Many companies also participate in team-building retreats that are designed to strengthen the working relationship of the employees in a non-work related setting. Camping trips, paintball wars and guided backpacking trips are versions of this type of team-building strategy, with which many employers have found success. Of course, few workers will not experience a boost in morale after receiving more money. Raises and bonuses can seriously affect employee satisfaction, and should be given when possible. Yet money cannot solve all morale issues, and if a company with widespread

problems for workers cannot improve their overall environment, a bonus may be quickly forgotten as the daily stress of an unpleasant job continues to mount. If possible, provide amenities to your workers to improve morale. Make certain they have a comfortable, clean break room with basic necessities such as running water .Keep facilities such as bathrooms clean and stocked with supplies. While an air of professionalism is necessary for most businesses, allowing workers to keep family photos or small trinkets on their desk can make them feel more comfortable and nested at their workstation. Basic considerations like these can improve employee satisfaction, as workers will feel well cared for by their employers. The backbone of employee satisfaction is respect for workers and the job they perform. In every interaction with management, employees should be treated with courtesy and interest. An easy avenue for employees to discuss problems with upper management should be maintained and discuss problem ms with upper management should be maintained and carefully monitored. Even if management cannot meet all the demands of employees, showing workers that they are being heard and putting honest dedication into compromising will often help to improve morale. Satisfaction = f(what employee expects, what she gets, time, back ground of the employee- social, economic, cultural) Satisfaction being a continuous process starts from the day 1 and gets reinforced with time depending on the importance of the various factors considered to be important for the individual employee. Loyalty towards the organization starts to develop when the employee continues to get the positive reinforcements on various important aspects for the duration of the employment .

CONCEPT

This Employee Satisfaction Survey asks questions which go to the heart of how an employee feels about his or her company, job and work life. The result of the survey will indicate if there is need to follow up. This survey does not provide a complete list of the numerous issues that employees could raise about management, work and work life. Even if there were a complete survey and if the employer were to remedy all complaints, there would remain a serious flaw in that approach. Aside from the cost & feasibility such an approach would be paternalistic and not constructive because it would leave the employees out of the process. This survey is brief, yet it exposes the core issues. If the need to follow up is indicated, then the employees need to participate in person in the development of any follow up action. This process would build trust, openness, communication & satisfaction ultimately improving the quality of work life and performance. Employee Satisfaction Surveys allow an organization to understand employee perceptions. Perception is reality. Because employees at every organization act on the basis of their perceptions, management must be keenly aware of employees views.Employee satisfaction surveys deliver a successful means of measuring, and acting upon,employees' current beliefs on many job-related subjects

DETERMINANTS OF EMPLOYEE SATISFACTION

Employee satisfaction is a multi-variable and indescribable concept. There are number of factors that influence employee satisfaction. These factors can be classified into two categories. A) Organizational Variables: The organizational determinants of employee satisfaction play a very important role. The employees spend major part of their time in organization so there are number of organizational factors that determine employee satisfaction of the employees. The employee satisfaction in the organizations can be increased by organizing and managing the organizational factors. 1. Overall Individual satisfaction: Employees be should satisfy with the organization as a great place to work. 2.Compensation and Benefits :This is the most important variable for employee satisfaction. Compensation can be described as the amount of reward that a worker expects from the job. Employees should be provided with competitive salary packages and they should be satisfied with it when comparing their pay packets with those of the outsiders who are working in the same industry. A feeling of employee satisfaction is felt by attaining fair and equitable rewards. 3.Nature of Work: nature of work has significant impact on the employee

satisfaction. Employee satisfaction is highly influenced by the nature of work. Employees are satisfied with job that involves intelligence, skills, abilities, challenges and scope for greater freedom. Job dissatisfaction arises with a feeling of boredom, poor variety of tasks, frustrations and failures. 4.Work Environment and Conditions: Employees are highly motivated with good working conditions as they provide a feeling of safety, comfort and motivation. On contrary, poor working conditions brings out a fear of bad health in employees. Employees spend 6 to 8 hours at their workplace every day which makes a workplace their second home. It is up to

the employers to see and make sure that the office is fully facilitated and is in good working order. It must be well lit and well ventilated with the right amount of lights, fans, air conditioning. Cleanliness is of utmost importance as there are a huge number of workers working at a job place. The offices, cubicles, rest area, washrooms, kitchen & serving area must be neat and clean. The more comfortable the working environment is more productive will be the employees. 5. Job Content: Factors like recognition, responsibility, advancement, achievement etc can be referred to as job content. A job that involves variety of tasks and less monotonous results delivers greater employee satisfaction. A job that involves poor content produces job dissatisfaction. 6. Job Satisfaction: Job satisfaction is the favorableness or un-favorableness with which employees view their work. As with motivation, it is affected by the environment. Job satisfaction is impacted by job design. Jobs that are rich in positive behavioral elements such as autonomy, task identity, task significance and feedback contribute to employees satisfaction. Likewise, orientation is important because the employees acceptance by the work group contributes to satisfaction. Each element of the environmental system, can attract or detract from job satisfaction. 7. Organizational Level: The jobs that are at higher levels are viewed as prestigious, esteemed and opportunity for self-control. The employees that are working at higher level jobs express greater employee satisfaction than the ones working at lower level jobs. 8. Opportunities for Promotion: Promotion can be reciprocated as a significant achievement in the life. It promises and delivers more pay, responsibility, authority, independence and status. So, the opportunities for promotion determine the degree of satisfaction to the employees 9. Work Group: There is a natural desire of human beings to interact with others and so existence of groups in organizations is a common observable fact. This characteristic results in formation of work groups at the work place. Isolated workers dislike their jobs. The work groups make use of a remarkable influence on the satisfaction of employees. The

satisfaction of an individual is dependent on largely on the relationship with the group members, group dynamics, group cohesiveness and his own need for affiliation. 10.Leadership Styles: The satisfaction level on the job can be determined by the leadership styles. Employee satisfaction is greatly enhanced by democratic style of leadership. It is because democratic leaders promote friendship, respect and warmth relationships among the employees. On contrary, employees working under authoritarian and dictatorial leaders express low level of employee satisfaction. 11.Communication Methods:When administrative policies and all important announcements are communicated to the employees, it boosts their morale. The methods chosen for communication also play an integral role. Some of the methods that could be used are intranet, monthly newsletters, weekly meetings etc... 12. Safety measures: An employer must make sure that he provides a safe environment to his/her employee. The security measures outside office include security guards and parking facility. While inside the office, there must be introduced safe environment for male and female employees to work so that if an employee has to work late hours she/he should feel safe and comfortable working in his/her office. There must be no discrimination or harassment practiced and the employee should be given equal opportunity to grow as an individual despite being male or female. B) Personal Variables: The personal determinants also help a lot in maintaining the motivation and personal factors of the employees to work effectively and efficiently. Employee satisfaction can be related to psychological factors and so numbers of personal factors determine the employee satisfaction of the employees 1. Personality :The personality of an individual can be determined by observing his individual psychological conditions. The factors that determine the satisfaction of individuals and his psychological conditions is perception, attitudes and learning. 2.Age: Age can be described as a noteworthy determinant of employee satisfaction. It is because younger age employees possessing higher energy levels are likely to be having

more employee satisfaction. In older age, the aspiration levels in employees increase. They feel completely dissatisfied in a state where they are unable to find their aspiration fulfilled. 3. Education: Education plays a significant determinant of employee satisfaction as it provides an opportunity for developing ones personality. Education develops and improvises individual wisdom and evaluation process. The highly educated employees can understand the situation and asses it positively as they possess persistence, rationality and thinking power. 4. Gender Differences: The gender and race of the employees plays important determinants of Employee satisfaction. Women, the fairer sex, are more likely to be satisfied than their male counterpart even if they are employed in small jobs. The employee satisfaction can also be determined by other factors like learning, skill autonomy, job characteristics, unbiased attitude of management, social status etc. It is important for managers to consider all these factors in assessing the satisfaction of the employees and increasing their level of employee satisfaction

THEORY The company's ability to fulfill the physical, emotional, and psychological needs of its employees. Satisfying the employee's all needs, so that he can give 100% to the company. Satisfaction refers to the level of fulfillment on one's needs, desires, and wants. It can be experienced in various levels or degrees. Vital ingredients for any employees satisfaction are physical, security, social and egoistic needs which satisfy individuals psycho social. 1 .Physical and Security need: This relates to satisfaction of bodily function like hunger, thirst, shelter as well as to be secure in the employment. 2. Social Need: Since human beings are dependent on each other. There are some needs which can be satisfied only when individual is recognized by other people

.3. Egoistic Need: This relates to man desire to mans desire to be dependant to do things of his own end to sense of accomplishment To a considerable extent however physical needs are satisfied off the job. Social needs are satisfied through personal contacts around the job where egoistic needs are chiefly satisfied through the job. EQUITY THEORY: Equity Theory attempts to explain relational satisfaction in terms of perceptions of fair/unfair distributions of resources within interpersonal relationships. Equity theories considered as one of the justice theories. It was first developed in 1962 by John Stacey Adams, a workplace and behavioral psychologist, who asserted that employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others (Adams, 1965). The belief is that people value fair treatment which causes them to be motivated to keep the fairness maintained within the relationships of their co-workers and the organization. The structure of equity in the workplace is based on the ratio of inputs to outcomes. Inputs are the contributions made by the employee for the organization; this includes the work done by the employees and the behavior brought by the employee as well as their skills and other useful experiences the employee may contribute for the good of the company. The idea is to have the rewards (outcomes) be directly related with the quality and quantity of the employees contributions (inputs). If both employees were perhaps rewarded the same, it would help the workforce realize that the organization is fair, observant, and appreciative. This can be illustrated by the following equation: Inputs: Time, Effort, Loyalty, Hard Work, Commitment, Ability, Adaptability, Flexibility, Tolerance, Determination, Enthusiasm, Personal sacrifice, Trust in superiors, Support from co-workers and colleagues, and Skill. Outcomes: Outputs are defined as the positive and negative consequences that an individual perceives a participant has incurred as a consequence of his/her relationship with another. When the

ratio of inputs to outcomes is close, than the employee should have much satisfaction with their job. Outputs can be both tangible and intangible (Walster , Traupmann & Walster, 1978). Typical outcomes include any of the following: Job security, Esteem, Salary, Employee benefit, Expenses, Recognition, Reputation, Responsibility, Sense of achievement, Praise, Thanks, and Stimuli

EXPECTANCY THEORY (VROOMS THEORY): Expectancy theory is about the mental processes regarding choice, or choosing. It explains the processes that an individual undergoes to make choices. In organizational behavior study, expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale School of Management. Expectancy theory predicts that employees in an organization will be motivated when they believe that: putting in more effort will yield better job performance better job performance will lead to organizational rewards, such as an increase in salary or benefits These predicted organizational rewards are valued by the employee in question.

This theory emphasizes the needs for organizations to relate rewards directly to performance and to ensure that the rewards provided are those rewards deserved and wanted by the recipients. Emphasizes self interest in the alignment of rewards with employee's wants. Emphasizes the connections among expected behaviors, rewards and organizational goals Vroom's theory assumes that behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure and to minimize pain .Together with Edward Lawler and Lyman Porter, Vroom suggested that the relationship between people's behavior at work and their goals was not as simple as was first imagined by other scientists. Vroom realized that an employee's performance is based on individual factors such as personality, skills, knowledge ,experience and abilities.

Victor H. Vroom introduces three variables within the expectancy theory which are valence (V), expectancy (E) and instrumentality (I). The three elements are important behind choosing one element over another because they are clearly defined: effort -performance expectancy (E>P expectancy), performance-outcome expectancy (P>Expectancy) .E>P expectancy: Our assessment of the probability our efforts will lead to the required performance level .P>O expectancy: Our assessment of the probability our successful performance will lead to certain outcomes Vrooms model is based on three concepts: 1. Valence - Strength of an individuals preference for a particular outcome. For the valence to be positive, the person must prefer attaining the outcome to not attaining it. 2. Instrumentality -Means of the first level outcome in obtaining the desired second level outcome; the degree to which a first level outcome will lead tothe second level outcome. Expectancy: Our assessment of the probability our efforts will lead to the requiredperformance level. 3. Expectancy - Probability or strength of belief that a particular action will lead toa particular first level outcom Vroom says the product of these variables is the motivation In order to enhance the performance-outcome tie, managers should use systems that tie rewards very closely to performance. Managers also need to ensure that the rewards provided are deserved and wanted by the recipients. In order to improve the effortperformance tie, managers should engage in training to improve their capabilities and improve their belief that added effort will in fact lead to better performance.

MASLOW'S HIERARCHY OF NEEDS Maslows hierarchy of needs is a theory in psychology, proposed by Abraham Maslow in his 1943 paper .A Theory of Human Motivation. Maslow subsequently extended the idea to include his observations of humans' innate curiosity. Maslows hierarchy of needs is most often displayed as a pyramid. The lowest levels of the pyramid are made up of the most basic needs, while the more complex needs are located at the top of the pyramid. Needs at the bottom of the pyramid are basic physical requirements including the need for food, water, sleep and warmth. Once these lower-level needs have been met, people can move on to the next level of needs, which are for safety and security. As people progress up the pyramid, needs become increasingly psychological and social. Soon, the need for love, friendship and intimacy become important. Further up the pyramid, the need for personal esteem and feelings of accomplishment take priority. Like Carl Rogers, Maslow emphasized the importance of self-actualization, which is a process of growing and developing as a person to achieve individual potential. Maslow believed that these needs are similar to instincts and play a major role in motivating behavior. Physiological, security, social, and esteem needs are def iciency needs (also known as D-needs), meaning that these needs arise due to deprivation. Satisfying these lower-level needs is important in order to avoid unpleasant feelings or consequences.

Maslow termed the highest-level of the pyramid as growth need (also known as being needs or B-needs). Growth needs do not stem from a lack of something, but rather from a desire to grow as a person.

There are five different levels in Maslows hierarchy of needs: 1. Physiological Needs: These include the most basic needs that are vital to survival, such as the need for water, air, food and sleep. Maslow believed that these needs are the most basic and instinctive needs in the hierarchy because all needs become secondary until these physiological needs are met. 2. Security Needs: These include needs for safety and security. Security needs are important for survival, but they are not as demanding as the physiological needs. Examples of security needs include a desire for steady employment, health insurance, safe neighborhoods and shelter from the environment. Social Needs: These include needs for belonging, love and affection. Maslow considered these needs to be less basic than physiological and security needs. Relationships such as friendships, romantic attachments and families help fulfill this need for companionship and acceptance, as does involvement in social, community or religious groups.

1. Esteem Needs: After the first three needs have been satisfied, esteem needs becomes increasingly important. These include the need for things that reflection self-esteem, personal worth, social recognition and accomplishment. 2.Self-actualizing Needs: This is the highest level of Maslows hierarchy of needs. Self-actualizing people are selfaware, concerned with personal growth, less concerned with the opinions of others and interested fulfilling their potential. 3. TWO-FACTOR THEORY: 4. The two-factor theory (also known as Herzberg's motivation-hygiene theory)was developed by Frederick Herzberg, a psychologist who found that job satisfaction and job dissatisfaction acted independently of each other. The theory states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction. 5. The two-factor, or motivation-hygiene theory, developed from data collected by Herzberg from interviews with a large number of engineers and accountants in the Pittsburgh area. From analyzing these interviews, he found that job characteristics related to what an individual does that is, to the nature of the work he performs apparently have the capacity to gratify such needs as achievement, competency, status, personal worth, and selfrealization, thus making him happy and satisfied. However, the absence of such gratifying job characteristics does not appear to lead to unhappiness a dissatisfaction results from unfavorable assessments of such job related factors as company policies, supervision, technical problems, salary, interpersonal relations on the job, and working conditions. Thus, if management wishes to increase satisfaction on the job, it should be concerned with the nature of the work itself the opportunities it presents for gaining status, assuming responsibility, and for achieving self-realization. If on the other hand, management wishes to reduce dissatisfaction, then it must focus on the job environment policies, procedures, supervision, and working conditions. If management is equally concerned with both

thenmanagers must give attention to both sets of job factors. Thus, satisfactionand dissatisfaction are not on a continuum with one increasing as the other diminishes, but are independent phenomena. This theory suggests that toimprove job attitudes and productivity, administrators must recognize andattend to both sets of characteristics and not assume that an increase insatisfaction leads to decrease in un-pleasurable dissatisfaction. Instead,dissatisfaction results from unfavourable assessments of such job -relatedfactors as company policies, supervision, technical problems, salary,interpersonal relations on the job, and working conditions. Thus, if management wishes to increase satisfaction on the job, it should beconcerned with the nature of the work itself the opportunities it presents for gaining status, assuming responsibility, and for achieving self-realization. If,on the other hand, management wishes to reduce dissatisfaction, then it mustfocus on the job environment policies, procedures, supervision, andworking conditions. If management is equally concerned with both thenmanagers must give attention to both sets of job factors. Thus, satisfactionand dissatisfaction are not on a continuum with one increasing as the other diminishes, but are independent phenomena. Thi s theory suggests that toimprove job attitudes and productivity, administrators must recognize andattend to both sets of characteristics and not assume that an increase insatisfaction leads to decrease in unpleasurable dissatisfaction.

FACTORS

Opportunity: Employees are more satisfied when they have challenging opportunities at work. This includes chances to participate in interesting projects, jobs with a satisfying degree of challenge and opportunities for increased responsibility. Important: this is not simply "promotional

opportunity." As organizations have become flatter, promotions can be rare. People have found challenge through projects, team leadership, special assignments-as well as promotions. which are not limited by availability of positions. They simply demonstrate achievement. Stress: When negative stress is continuously high, job satisfaction is low. Jobs are more stressful if they interfere with employees' personal lives or are a continuing source of worr or concern.

Leadership: Employees are more satisfied when their managers are good leaders. This includes motivating employees to do a good job, striving for excellence or just taking action. Work standards: Employees are more satisfied when their entire workgroup takes pride in the quality of its work Fair Rewards:Employees are more satisfied when they feel they are rewarded fairly for the work they do. Consider employee responsibilities, the effort they have put forth, the work they have done well and the demands of their jobs. Adequate Authority: Employees are more satisfied when they have adequate freedom and authority to do their jobs.

IMPORTANCE

1. Importance of employee satisfaction for organization Enhance employee retention. Increase productivity Increase customer satisfaction Reduce turnover, recruiting, and training costs. Enhance customer satisfaction and loyalty. More energetic employees. Improve teamwork. Higher quality products and/or services due to more competent, energized employees.

2. Importance of employee satisfaction for employee Employ will believe that the organization will be satisfying in the long run They will care about the quality of their work. They will create and deliver superior value to the customer. They are more committed to the organization. Their works are more producti

CHAPTER-4 DATA ANALYSIS

Q.1 Does your job make use of your knowledge, skill and abilities?

0% 9% 6%

very low extent low extent fair extent 36% 49% high extent very high extent

Analysing the above pie chart low extent is 6%,fair extent is 49%,high extent is 36% and very extent is 9% among which fair extent is appreciated.

Q.2 Are you satisfied with the safety conditions in your work place?

25

20

Axis Title

15

10

0 very low extent low extent fair extent Axis Title high extent very high extent

Analysing the above responses High extent is appreciated. Therefore it can be concluded that the safety conditions of employees in Godrej is quite good in drawing employees satisfaction.

Q3. Are you satisfied with general amenities (canteen, drinking water e.t.c) at work?

0% 6% 9%

very low extent 36% low extent fair extent high extent 49% very high extent

Very low extent Low extent Fair extent High extent Very high extent

0% 6% 49% 36% 9%

From the above pie chart fair extent 49% is appreciated which quite is good in drawing employee satisfaction.

Q4. Is there cooperation and teamwork among individuals in your work unit?

18 16 14 12 10 8 6 4 2 0 very low extent low extent fair extent high extent very high extent

Analysing the above bar graph fair extent is appreciated which is quite good in drawing employee satisfaction .

Q5.Are you clear of the goals of your work unit?

very low extent

low extent

fair extent 0% 0% 12%

high extent

very high extent

24%

64%

From the above analysis high extent is 64%, fair extent is 24% and very high extent is 12% among which high percentage is appreciated. Therefore it can be concluded that the of employees in Godrej are clear of their goals which is quite good in driving employees satisfaction.

Q6. Are you clear about the overall vision,mission and goals of the company?

very low extent

low extent

fair extent 0%

high extent

very high extent

12%

9%

30%

49%

Analysing the above pie chart very high extent is 0%, low extent is 9%,fair extent is 30 %, high extent is 49% and very high extent is 12% among which high extent is appreciated. Therefore it can be concluded that the of employees in Godrej are having clear vision , mission and goals of the companies which is quite good in drawing employees satisfaction.

Q7. Do you receive the information you need to do your job well?

3% 0% 18%

very low extent low extent fair extent 52% 27% high extent very high extent

Analysing the above pie chart High extent is appreciated .It can be seen that 52% of the total sample population of Godrej need to do your job well. Therefore it can be concluded that the of employees in Godrej can do their job well which is quite good in drawing employees satisfaction.

Q8. Do you receive the regular feedback about your job performance from your superior?

0% 9% 12% very low extent 33% 46% low extent fair extent high extent very low extent

Very low extent Low extent Fair extent High extent Very high extent

0% 12% 33% 46% 9%

From the above pie chart high extent is appreciated ,which is quite good in driving employees satisfaction.

Q9. Do your superiors focus on team building and team work?

18 16 14 12 10 8 6 4 2 0 very low extent low extent fair extent high extent very high extent

Analysing the above graph high extent is appreciated. Therefore it can be concluded that the of employees in Godrej feel that their superiors focus on team building and team work which is quite good in driving employees satisfaction.

Q10. Are your opinions and suggestions well taken by your superiors and peers?

0% 0% 13% 28% very low extent low extent fair extent high extent very high extent

59%

Analysing the above pie chart very low extent is 0%, low extent is 0%, Fair extent is28%, high extent is 59%, very extent is 13% among which high extent is appreciated.

Q11. Are you satisfied with the medical facilities available to you?

3% 0% 6%

very low extent 34% low extent fair extent high extent 57% very high extent

Analysing the above pie chart High extent is appreciated.It can be seen that 61% of the total sample population of Godrej are satisfied with the medical facilities available to them.

Therefore it can be concluded that the of employees in Godrej are satisfied with the medical facilities available to them which is quite good in driving employees satisfaction.

Q12. Are you satisfied with the reward given to every individual of a team for work well done?

0% 0% 12% 39% very low extent low extent fair extent 49% high extent very high extent

Very low extent low extent Fair extent High extent Very high extent

0% 0% 39% 49% 12%

Analysing the above pie chart high extent is appreciated which is quite good in driving employees satisfaction

Q13. Do you feel that Godrej has revised the HR policy in recent years?

18 16 14 12 10 8 6 4 2 0 very low extent low extent fair extent high extent very high extent

Analysing the bar graph fair extent is appreciated having a good percentage of 41% which is quite good in drawing employees satisfaction.

Q14. Are you satisfied with the amount of time you spent on training in the past one years?

0% 9% 6%

very low extent low extent 36% fair extent high extent 49% very high extent

From the above pie chart analysis very low extent is 0%,low extent is 6%,fair extent is 36%,high extent is49%,very high extent is 9% among which high extent is appreciated which is quite good in driving employees satisfaction.

Q15. Has the training you attended helped you to do your job in a better way?

0% 12% 9%

very low extent low extent 33% fair extent high extent very high extent 46%

Very low extent Low extent Fair extent High extent Very high extent

0% 9% 33% 46% 12%

From the above analysis high extent is appreciated therefore it is concluded that the of employees in Godrej believe that the training they have attended has helped them to do their job in a better way which is quite good in driving employees satisfaction.

FINDINGS

 Godrej make very good use of the knowledge, skills and abilities of the employees. Godrej employees are satisfied with the safety conditions in their work place. The employees are very much satisfied with general amenities provided to them. There is good cooperation and teamwork among their individuals . Employees are clear of the goals of their company. Most of the employees are clear about the overall vision, mission and goals of the company. Employees receive the regular information that they need to do their job well. Employees in Godrej receive the regular feedback about their job performance from their superior. Superiors in Godrej focus on team building and team work. Employees opinions and suggestions are well taken by their superiors and peers. Employees in Godrej are satisfied with the medical facilities available to them. Most of the employees are satisfied with the reward given to them in the team their good work. Godrej has revised their HR policy in recent years. Employees are satisfied with the amount of time they spent on training in the past one year. The training attended by the employees has helped them to do their job in a better way. SUGGESTIONS

In general, level of employee satisfaction in the company is quite high. However asfar as satisfaction goes, sky is the limit and there is no end to expectations. Following suggestions are made with the intention of further improvement:-

System of reward and recognition may be improved. Though there is no bias in rewards, employees have a feeling that their good work is not given credit in time Remuneration to employees may be improved, if feasible. Communication (free and frank exchange between employees and employers)may be given more attention Opportunities for personal learning, growth and personal development of the employees deserves due attention. Investment in employees is indirectly investment in the company Job assignment needs to be reviewed periodically in order to avoid monotonyand boredom.

CONCLUSION

The project has given me an opportunity to interact with the Corporate Sector and to actually see how academic teaching of the classrooms in Management is translated to reality and practice. In fact it was very heartening to experience

that all concepts and theories mentioned in various books are actually implemented by the Company albeit under a different name to suit its needs/style/culture. Also, undertaking this project has helped me in learning to think of a topic in a logical manner and examining the issue in its totality. This has also promoted interaction with people from different walks of life, experiences and outlooks thus giving me a broader perspective to the issue of training in particular and the business environment in general. Finally to conclude, I would like to submit that while pursuing this research, I learnt that it is very important to learn the subject first, so as to understand the requirement/problem at hand and then consider its present status and future prospects so as to arrive at a suggested set of solutions so vital to the purpose of such studies.

BIBLOGRAPHY

www.godrej.com www.google.com www.connect.godrej.com Cite.HR HRM(VSP.Rao)

Internet Search

QUESTIONNAIRE
1. Does your job make use of your knowledge, skills and abilities? Very low extent Low extent Fair extent High extent Very high extent

2. Are you satisfied with the safety conditions in your work place? Very low extent Low extent Fair extent High extent Very high extent

3. Are you satisfied with general amenities (canteen, drinking water e.t.c) at work? Very low extent Low extent Fair extent High extent Very high extent

4. Is there cooperation and teamwork among individuals in your work unit? Very low extent 5. Low extent Fair extent High extent Very high extent

Are you clear of the goals of your work unit? Very low extent Low extent Fair extent High extent Very high extent

6. Are you clear about the overall vision, mission and goals of the company? Very low extent Low extent Fair extent High extent Very high extent

7. Do you receive the information you need to do your job well? Very low extent Low extent Fair extent High extent Very high extent

8. Do you receive the regular feedback about your job performance from your superior? Very low extent 9. Low extent Fair extent High extent Very high extent

Do your superiors focus on team building and team work? Very low extent Low extent Fair extent High extent Very high extent

10. Are your opinions and suggestions well taken by your superiors and peers? Very low extent Low extent Fair extent High extent Very high extent

11. Are you satisfied with the medical facilities available to you? Very low extent Low extent Fair extent High extent Very high extent

12. Are you satisfied with the reward given to every individual of a team for work well done? Very low extent Low extent Fair extent High extent Very high extent

13. Do you feel that Godrej has revised the HR policy in recent years? Very low extent Low extent Fair extent High extent Very high extent

14. Are you satisfied with the amount of time you spent on training in the past one year? Very low extent Low extent Fair extent High extent Very high extent

15. Has the training you attended helped you to do your job in a better way? Very low extent Low extent Fair extent High extent Very high extent