Employee Satisfaction Rev3

8/3/2019 Employee Satisfaction Rev3

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CHAPTER 1

INTRODUCTION

Employee satisfaction has been defined as a function of perceived

performance and expectations. It is a persons feeling of pleasure or

disappointment resulting from comparing a products outcome to his/her

expectations.

If the performance falls short of expectations, the employee is dissatisfied

and if it matches the expectations, the employee is satisfied. A high

satisfaction implies improvement in efficiency and performance doing

work or service. The process is however, more complicated then it

appears. It is more important for any organization to offer high

satisfaction, as it reflects high loyalty and it will not lead to switching

over once a better offer comes in.

1.1 AIM OF STUDY:

To carry out the study of the employee satisfaction at company and assess

the employee satisfaction level in present competitive environment of

Industry to help knowing and reading of the minds of the current

generation professionals regarding their Company Culture,

Compensation, Work atmosphere, Management support, Job satisfaction,

performance appraisal and Career growth opportunities.

1.2 RATIONALE BEHIND THE STUDY:

EMPLOYEE SATISFACTION1


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Employees are the basis of every organization. Recruiting and retaining

knowledgeable people for the job is essential for an employer. But it

works only if employee satisfaction is considered more important

because of it employees attracted and not leave the company. It is require

studying the various factors to assess employee satisfaction level.

1.3 OBJECTIVES OF STUDY:

i. To Measure the satisfaction levels of employees on various factors

and give suggestions for improving the same.

ii. To study the relationship between the personal factors of the

employee (Gender, Designation, Qualification, Age, and Years ofService in a company) with satisfaction level.

iii. To derive and analyze the current satisfaction level of the

employees in the company

iv. To study the various factors which influencing employee

satisfaction.

1.3a HYPOTHESIS:1. There is no significant relationship between gender and level of

satisfaction.

2. There is no significant relationship between designation and level

of satisfaction.

3. There is no significant relationship between educational

qualification and level of satisfaction.

4. There is no significant relationship between age and level of

satisfaction.

5. There is no significant relationship between experience (no. of

years of service) in a company and level of satisfaction.



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1.4 RESEARCH METHODOLOGY:

The methodology followed for conducting the study includes the

specification of research design, sample design, questionnaire design,

data collection and statistical tools used for analyzing the collected data.

1.4a RESEARCH DESIGN: The research design used for this study is

of the descriptive type. Descriptive research studies are those studies

which are concerned with describing the characteristics of a particular

individual or a group.

1.4b POPULATION: The total element of the universe from which

sample is selected for the purpose of study is known as population. The

population of my research is the employees of company.

1.4c SAMPLE SIZE: All the items consideration in any field of inquiry

constitutes a universe of population. In this research only a few items canbe selected form the population for our study purpose. The items selected

constitute what is technically called a sample. Here out sample size is 50

employees from the total population to conduct the study.

1.4d DATA COLLECTION:

The data source: Primary and Secondary

The research approach:Survey Method

The research instrument: Questionnaire Method



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The respondents: Executives, Sr. Executives, Assistant Managers,

Managers and Top Management of various departments.

1.4e QUESTIONNAIRE SCHEDULE: Questions are framed in such a

way that the answers reflect the ideas and thoughts of the respondents

with regard to level of satisfaction of various factors of employee

satisfaction. The questionnaire has total 50 questions and Likert scaling

techniques has been used for each question.

5. Strongly agree

4. Agree

3. Neutral

2. Disagree

1. Strongly disagree

1.4f TOOLS OF ANALYSIS:

1.4f1 Simple Percentage Analysis: Here the simple percentage analysis

is used for calculating the percentage of satisfaction level in the total

respondents.

1.4f2 Two-Way Analysis: The score secured by the respondents who

falls between the score as up to 13 indicates less satisfaction of the

respondents, from 14 20 are got average satisfaction and above 21

respondents got highly satisfaction level.

1.4f3 Chi-Square Test: Chi-square test is applied to test the goodness of

fit, to verify the distribution of observed data with assumed theoretical

distribution. Therefore it is a measure to study the divergence of actual

and expected frequencies; Karl Pearsons has developed a method to test

the difference between the theoretical (hypothesis) & the observed value.



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Chi square test (X2) = (O E) 2 / E

Degrees Of Freedom = V = (R 1) (C -1)

Where,

O = Observed Frequency

E = Expected Frequency

R = Number of Rows

C = Number of Columns

For all the chi-square test the table value has taken @ 5% level of

significance.

1.4f4 Employee Satisfaction comparison using MEAN and Combined

Mean: Mean for each factor was calculated to measure the satisfactionlevel of the employee in the organization on an average. Standard

Deviation was also calculated to see the variation in data. Combined

mean was calculated to find out level of satisfaction of employees for

each factor described related to Gender, Designation, Qualification,

Employee Age and Years of Service in a company.

Mean =

Combined Mean =

Where , are meansand nx , ny are respondent

Standard Deviation =

1.5 AREAS OF STUDY:

The area of the study is Panasonic Energy India Co. Limited, Vadodara.



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1.6 SIGNIFICANCE AND NEED FOR STUDY:

The employee satisfaction is the orientation of the industry towards his

work role, which he is presently playing. The organization will only

thrive and survive when its employees are satisfied.

This makes person says completely that he is fully satisfied with the job.

This study conducted so that the employees give their full, honest and

frank opinion by remaining anonymous about how they feel about their

jobs.

The survey is also useful way to assess the training needs and also a

tangible expression of the managements interest in the employeewelfare, which would give the employee a cause to have and feel better

towards the management.

1.7 LIMITATIONS OF STUDY:

Each and every task has certain limitations and hurdles in the course of

its performance. But this does not mean that the task should stick up

whenever certain limitations come up. The need is to try ones level best

to solve incoming limitations. Few limitations of the project are

enumerated below:

This study is only limited to this company.

The method of random sampling is suitable for small populations

only.

To create good image, respondents may give responses vary from

the facts.



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Some respondents hesitated to give the actual situation; they feared

that management would take any action against them.

It does not ensure proportionate representation to all constituent

group of population.

I was able to cover only those employees who were currently

working in the company.

CHAPTER 2

EMPLOYEE SATISFACTION

2.1 CONCEPT

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.



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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.

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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

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 getsreinforced 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.

Core Values as a Foundation of Employee Satisfaction:

These are the values that have enabled employees to build the leading

company in industry; these are the values that will fuel employees

worldwide growth in the coming years; and these are the values that will

drive employees career:

Professionalism Demonstrating professional methods, character

and standards. Treating prospects, clients and co-workers

generously and charitably at all times, but especially in the face of

adversity.

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Enthusiasm Showing excitement, optimism and passion for your

work.

Resourcefulness Acting effectively and imaginatively to

produce great results from scarce resources.

Self-directedness Working independently and autonomously to

achieve the goals set by management.

Ethics Acting in accordance with the accepted principles of right

and wrong that govern the conduct of our profession.

Unselfishness Putting others before yourself, giving your time

and effort for prospects, clients and co-workers. Showing

cooperative effort as the member of a group to achieve a common

goal.

Strategic-mindedness Suggesting and implementing long-term

improvements springing from a sequence of short-term tasks.

2.2 WHY TO STUDY ABOUT EMPLOYEE

SATISFACTION?

The study of "employee satisfaction" helps the company to maintain

standards & increase productivity by motivating the employees. This

study tells us how much the employees are capable & their interest at

wok place? What are the things still to be satisfy to the employees.

Although "human resources" are the most important resources for any

organization, so to study on employees satisfaction helps to know the

working conditions & what are the things that affect them not to work

properly? Always majority of done by the machines/equipments but



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without any manual moments nothing can be done. So to study on

employee satisfaction is necessary

The Hows and Whys of Employee Satisfaction Mapping:

An organization is all about customer satisfaction. Companies understandthis and focus all their energy on their service or customer experience.

However, many companies do this at the cost of employee experience.

What does this mean? Is customer satisfaction not the priority?

It is! But it is important not to lose sight of people who deliver the end

product or service to the customers the employees. These are the people

that need a proper support system. Employee satisfaction is paramount asthis is what will determine the success or failure of a company. When

employees are satisfied and happy about working in an organization, the

customer is the first person to notice that.

With employees getting thin-skinned every day, it depends completely on

the employer to ensure they do not have their top talent drained away by

the new competitor on the block. In the current scenario, the decision of

hopping by the employee is triggered by the minutes of issues, such as

being ticked off in a not too friendly tone or even an uneasy office

environment.

It becomes important to be aware and understand the signals that are

given out by the employees. The management will do well to catch them

before it is too late and the employee makes the decision to quit. This

understanding gives the employers an edge and gives them the time to

take corrective measures if necessary, in order to prevent talent loss. It

could be that the employee is not happy with the environment or is



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suffering from a relationship issue with a colleague or a superior. These

issues need to be handled before they get out of hand.

How do employers understand their employees? How do they know what

employees want? How do they map their satisfaction levels? There are

several ways of mapping employee satisfaction.

Surveys: This is a traditional method that involves employees

participation. Employers create surveys that have questions on the

different parameters related to the organization. They put forth questions

in such a way that every aspect of an organization is touched and the

feedback is returned in the form of an opinion given by each employee.This helps employers understand how employees think and their

satisfaction levels, and paves the path for problem solving. These surveys

can actually identify problem areas and help come up with solutions to

solve the problems. They reveal the employee attitude on the whole.

One-on-One Interviews: A non-conventional tool, this involves

discussions with every employee on a one-to-one basis every fewmonths. Their thoughts are recorded and trouble parameters identified

and taken care of.

Exit Interviews: This comes into action after an employee submits his

resignation papers. The problem with exit interviews is that most

employees, once they decide to leave, are not forthright. In an attempt to

keep good relations with the employer, they usually do not tell-all as theyought to. Many of them in fact give personal reasons for leaving and

make the employer feel that all is well on the work front.



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Employers who fail at HR and see high attrition rate are those that

consider monetary compensation as highly important. In spite of the fact

that employees work for money, emotional rewards go a long way at

keeping the employer-employee relation strong and have a larger impact

on employee satisfaction. Tracing and improving this satisfaction level

has to be top priority for the HR department of an organization.

Employee satisfaction mapping can be the key to a better motivated and

loyal workforce that leads to better organizational output in the form of

better products and services and results in overall improvement of an

organization.

If a person is not satisfied by the job he is doing, he may switch over to

some other more suitable job. In todays environment it becomes very

important for organizations to retain their employees. The reason may be

personal or professional. These reasons should be understood by the

employer and should be taken care of. The organizations are becoming

aware of these reasons and adopting many strategies for employee

retention.

The basic needs other than routine tasks are to be taken care of on

priority before it becomes late by HR department.

2.3 THEORIES OF EMPLOYEE SATISFACTION

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



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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 theory is 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 maintainequity 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

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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,

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Recognition, Reputation, Responsibility, Sense of achievement, Praise,

Thanks, and Stimuli.

EXPECTANCY THEORY (VROOMS THEORY):

Expectancy theory is about the mental processes regarding choice, orchoosing. It explains the processes that an individual undergoes to make

choices. In organizational behaviour 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 behaviours, rewards

and organizational goals

Vroom's theory assumes that behaviour results from conscious choices

among alternatives whose purpose it is to maximize pleasure and to

minimize pain. Together with Edward Lawler and Lyman Porter, VroomEMPLOYEE SATISFACTION16
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suggested that the relationship between people's behaviour 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>O expectancy).

E>P expectancy: Our assessment of the probability our efforts will leadto 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 to the second level outcome.

3. Expectancy - Probability or strength of belief that a particularaction will lead to a particular first level outcome.

Vroom says the product of these variables is the motivation.



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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 effort-performance 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:

Maslow's hierarchy of needs is a theory in psychology, proposed by

Abraham Maslow in his 1943 paperA Theory of Human Motivation.

Maslow subsequently extended the idea to include his observations ofhumans' 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 needshave 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 CarlRogers, Maslow emphasized the importance of self-actualization, which

is a process of growing and developing as a person to achieve individual

potential.

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Maslow believed that these needs are similar to instincts and play a major

role in motivating behavior. Physiological, security, social, and

esteem needs are deficiency 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 orB-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



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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.

3. 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 asfriendships, romantic attachments and families help fulfill this need

for companionship and acceptance, as does involvement in social,

community or religious groups.

4. Esteem Needs: After the first three needs have been satisfied,

esteem needs becomes increasingly important. These include the

need for things that reflect on self-esteem, personal worth, socialrecognition and accomplishment.

5. Self-actualizing Needs: This is the highest level of Maslows

hierarchy of needs. Self-actualizing people are self-aware,

concerned with personal growth, less concerned with the opinions

of others and interested fulfilling their potential.

TWO-FACTOR THEORY:

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

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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.

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 self-realization, thus making him happy and satisfied. However, the

absence of such gratifying job characteristics does not appear to lead to

unhappiness and dissatisfaction. Instead, 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, assumingresponsibility, 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 then managers

must give attention to both sets of job factors. Thus, satisfaction and

dissatisfaction are not on a continuum with one increasing as the other

diminishes, but are independent phenomena. This theory suggests that to

improve job attitudes and productivity, administrators must recognize and

attend to both sets of characteristics and not assume that an increase in

satisfaction leads to decrease in un-pleasurable dissatisfaction.

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Two-factor theory distinguishes between:

Motivators (e.g. challenging work, recognition, responsibility)

which give positive satisfaction, arising from intrinsic conditions

of the job itself, such as recognition, achievement, or personal

growth, and

Hygiene factors (e.g. status, job security, salary and fringe

benefits) which do not give positive satisfaction, although

dissatisfaction results from their absence. These are extrinsic to the

work itself, and include aspects such as company policies,

supervisory practices, or wages/salary.Essentially, hygiene factors are needed to ensure an employee is not

dissatisfied. Motivation factors are needed in order to motivate an

employee to higher performance, Herzberg also further classified our

actions and how and why we do them, for example, if you perform a

work related action because you have to then that is classed as

movement, but if you perform a work related action because you want tothen that is classed as motivation.

The following table presents the top six factors causing dissatisfaction

and the top six factors causing satisfaction, listed in the order of higher to

lower importance.

Leading to satisfaction

Achievement Recognition

Work itself

Responsibility

Leading to dissatisfaction

Company policy Supervision

Relationship with boss

Work conditions

http://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Hygiene_factorshttp://en.wikipedia.org/wiki/Job_securityhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Hygiene_factorshttp://en.wikipedia.org/wiki/Job_securityhttp://en.wikipedia.org/wiki/Salary


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Advancement

Growth

Salary

Relationship with peers

Security

Herzberg reasoned that because the factors causing satisfaction are

different from those causing dissatisfaction, the two feelings cannot

simply be treated as opposites of one another. The opposite of satisfaction

is not dissatisfaction, but rather, no satisfaction. Similarly, the opposite of

dissatisfaction is no dissatisfaction.

2.4 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.



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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: The 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.



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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 & servingarea 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 poorcontent 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 toemployees 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.EMPLOYEE SATISFACTION25


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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.



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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 alsoplay 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 a safe environment for male and femaleemployees 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.



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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.



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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.

2.5 HOW EMPLOYEES CAN EXPRESS THEIR

DISSATISFACTION?

Top Triggers of Employee Dissatisfaction:

Ambiguity in role and responsibilities

Responsibility without accountability. If one has responsibility but

no power to take decisions or accountability one gets de-motivated

as one cannot show results or move things forward.

Sometimes employees set too high unrealistic standards/

expectations for themselves and that too sometimes lead to against

within them. In this case if they do not have a good mentor, it may

lead to a lot of stress and pressure as inability to achieve unrealistic

goals may be due to circumstances beyond their control.

Lack of professionalism, lack of systems and processes also leads

to employee angst.

Biased approach/favoritisms/discrimination at work



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Lack of challenge in the work/lack of opportunities to move up the

career ladder

The employees sent out some signals to express their discontent and the

organization should not take it lightly.

1) Excessive absenteeism: When a regular employee suddenly begins to

take leave or is late to work, it could indicate either his personal problems

or job dissatisfaction.

2) Lack of interest: When an employee who stays at work until his job

is done, now begins to leave at sharp 5 pm no matter his job is done or

not.3) Lack of quality and quantity in work: When an employee is

dissatisfied in his job then automatically his mental state is reflected in

his quality of his work.

4) Complaints by employee: Many complaints are put forward by the

employee regarding salary, benefits, working hours, working conditions

etc.

5) Off the job work: Misusing the company facility for his personal use

during working hours.

6) Misbehavior: An employee may express anger, frequent argument

with association and team member, which come out due to frustration.

Effects of Dissatisfaction:Recognizing the dissatisfaction is only half the battle. The company

should consider the reason for the burnout and should try to solve those



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problems because it will affect other employees also. Otherwise it will

affect the company in many ways like

* Low productivity

* High employee turnover cost

* Poor employee morale

2.6 WHY IS EMPLOYEE SATISFACTION

IMPORTANT?

Purpose / benefits of employee satisfaction include as follows:

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

Employee 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.



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They are more committed to the organization.

Their works are more productive.

Outcome of Employee Satisfaction:

a. Satisfaction and Productivity: Satisfied employees are notnecessarily more productive. Employee productivity is higher in

organization with more satisfied employees.

b. Satisfaction and Absenteeism: Satisfied employees have few

avoidable absenteeism.

c. Satisfaction and Turnover: Satisfied employees are less likely to

quit. Organization takes actions to retain high performers and to

weed out lower performers.

d. Satisfaction and Organization Behavior: Satisfied

employees who feel fairly treated by and are trusting of the

organization are more willing to engage in behaviors that go beyond

the normal expectation of their job.

e. Satisfied employee increase Customer Satisfaction: Because they are

more friendly, upbeat and responsive. They are less likely to

turnover which helps build long-term customer relationship. They

are experienced.

2.7 THE BEST HR PRACTICES THAT

SUCCESSFUL COMPANIES PRACTICE

Why are employees in some companies happy to stick with the company

while others look for a change? The reason is that some companies know

how to take good care of their employees and provide a workingEMPLOYEE SATISFACTION32


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environment that helps them retain their identity, while proving

themselves and growing along with the company.

How Managers Attract, Hire, Focus, And Keep Their Most Talented

Employees?

Without satisfying an employee's basic needs first, a manager can never

expect the employee to give stellar performance. The basic needs are

knowing what is expected of the employee at work, giving him the

equipment and support to do his work right, and answering him basic

questions of self-worth and self-esteem by giving praise for good work

and caring about his development as a person.The great manager mantra is don't try to put in what was left out; instead

draw out what was left in. You must hire for talent, and hone that talent

into outstanding performance.

1. Know what can be taught, and what requires a natural talent.

2. Set the right outcomes, not steps. Standardize the end but not the

means. As long as the means are within the company's legal

boundaries and industry standards, let the employee use his own

style to deliver the result or outcome you want.

3. Motivate by focusing on strengths, not weaknesses.

4. Casting is important, if an employee is not performing at

excellence, maybe he is not cast in the right role.

5. Every role is noble, respect it enough to hire for talent to match.

6. A manager must excel in the art of the interview. See if the

candidate's recurring patterns of behavior match the role he is toEMPLOYEE SATISFACTION33


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fulfill. Ask open-ended questions and let him talk. Listen for

specifics.

7. Find ways to measure, count, and reward outcomes.

8. Spend time with your best people. Give constant feedback. If youcan't spend an hour every quarter talking to an employee, then you

shouldn't be a manager.

9. There are many ways of alleviating a problem or non-talent.

Devise a support system; find a complementary partner for him, or

an alternative role.

10.Do not promote someone until he reaches his level of

incompetence; simply offer bigger rewards within the same range

of his work.

11.Some homework to do: Study the best managers in the company

and revise training to incorporate what they know. Send your

talented people to learn new skills or knowledge. Change recruiting

practices to hire for talent, revise employee job descriptions and

qualifications.

Here are some of the best HR practices that help in the creation of a

highly satisfied and motivated work force.

Work Environment

A safe and happy workplace makes the employees feel good about being

there. Each one is given importance and provided the security that gives

them the motivation and incentive to stay. This is usually achieved



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through internal surveys to find out whether they are satisfied and if not

what they think needs to be changed.

Open Management

Employees dont like the feeling of being kept in the dark about what ishappening in the company. They feel motivated and develop enthusiasm

only when the management opens up to them and discusses the company

policies, sales, clients, contracts, goals and objectives. This encourages

participative management. Asking them for ideas on how to improve will

get their creative juices flowing. Being open about everything related to

the company will help in building trust and motivating the employees.This open management policy can be practiced using several tools.

Performance Incentives

Every good performance is appreciated in the form of a pat on the back,

bonuses or giving some other compensation for a job well done.

Organizations that struggle to keep up with the attrition rate are mostly

those that think employees are just doing their job. Even if it is the

employees job, completion in an appreciable manner calls for an

incentive, and this goes a long way in boosting the staff morale. These

incentives can be implemented at the individual as well as the team level

and it has been seen that this works wonders in getting the best out of the

employees. But it is important to keep in mind that these bonuses should

not be given without a reason, unless it is a commitment for annualbonuses or some such thing. Doing so will only reduce the perceived

value of the bonuses.

Performance Feedback



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This is one the methods that is being followed by many organizations.

Feedback is not only taken from the boss, but also from other seniors and

subordinates. Previously, appreciation was only sought from the

immediate boss or the management, but now organizations understand

the importance of collecting performance feedback from several quarters.

The opinion of everyone matters, especially for someone who is in a

leadership role at any level. Each person in the team is responsible for

giving constructive feedback. This kind of system helps in identifying

people who can perform well as leaders at higher levels in the

organization. Even the senior level managers can use this system to their

advantage, as a tool to improve themselves.

Employee Evaluation

Every company has an employee evaluation system in place but a good

system links individual performance to the goals and priorities of the

organization. This works well when achievements are tracked over a

year. For a fair review of each employee, the evaluation, apart from being

done by the boss, should be done by another person at a higher level, for

whom the employees contribution is important. Ratings can also be

obtained by other employees. This ensures a fair and accurate rating of

each and every employee.

Sharing of Knowledge

Knowledge sharing is a wonderful strategy that helps in the betterment of

the employees and their work. Keep all the knowledgeable information in



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central databases that can be accessed by each and every employee. For

example, if an employee is sent on some training, the knowledge that is

acquired by that employee can be stored in these databases for others to

learn from it. Even innovative ideas that the management deems fit for

employees to see, can be stored here for all to see.

Publicize Good Performances

Every company has some employees who outperform others. Such

performances should be highlighted and displayed where other

employees can look at them; such as on the display boards and intranet

etc. This will encourage others to give their best. A proper system shouldbe set up to make a list of high performances at specific times in a year.

Discussions

Successful organizations nurture ideas and they understand that

employees who are actually working and know the business can provide

the best ideas. The management should have discussions with employees

to get these ideas out of them. There can also be suggestion boxes to

capture these ideas. Through this system, managers can find talented

employees and develop them.

Rewards

While recognition of talent is highly important, this recognition has to be

made public and what better way than holding ceremonies andannouncing to the whole world (the employees), the achievements of a

fellow employee. There can be nothing better for an employee than the

heady feeling from a resounding applause.



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The Surprise Factor

Who doesnt like a surprise? Surprise deserving employees when they

are least expecting it. It could be a gift certificate or a small reward of

some sort. This surprise doesnt have to be limited to the best performers,

but it can be randomly given to others as a motivating factor too. Anyone

can be given this surprise reward.

Such healthy HR practices encourage the growth of the organization as

employees after all play a major role in the well-being of a company.

Making an employee feel like a million dollars pays in the form of the

success of an organization.

CHAPTER 3



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COMPANY PROFILE

PANASONIC ENERGY INDIA CO. LIMITED

Late Mr. D. D. Lakhanpal, the founder of the Panasonic Energy India Co.

Ltd. formerly Panasonic Battery India Company Limited & Mr.

Konusuke Matsushita laid the foundation stone of the Lakhanpal National

Limited, on 15th August 1972 at G. I. D. C. Makarpura Industrial Estate,

Vadodara.

The incorporation of the company took place on 24th May 1972. The

building work & installation of the machinery from Japan was undertaken

rapidly & the production commenced from 2nd July 1973 with metal

jacketed cell in Hyper Grade in UM-1 & UM-2 segments. On 1st October

1973 the company, Vadodara introduced Hi-Top grade performance cell

for the first time in India & on 1st January 1976 it introduced paper

jacketed "SPECIAL" cells. Since then the company has progressed

between ups & downs by sincere efforts of management & employeesand the future has been paved for higher achievements. Total number of

employees working in a company is 795.

PanasonicEnergy India Co.

LimitedRegistered Office:

G.I.D.C.,Makarpura,

P.B. No.719,

Vadodara - 390010.

Gujarat, India.Baroda Factory

http://www.novino-batteries.com/matsushita.htmlhttp://www.novino-batteries.com/matsushita.htmlhttp://www.novino-batteries.com/matsushita.htmlhttp://www.novino-batteries.com/matsushita.html


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AIM: Our aim is to supply portable source of

energy & its related products, thus contributing

to the betterment of society, not only in India

but throughout the world.

PHILOSOPHY: Panasonic Energy India

Co. Limited formerly Panasonic Battery India

Co. Ltd., has a very simple and systematic

philosophy. It has been clearly defined to all

employees of the organization. The main vital

philosophy of the organization is "People

Before Product". This philosophy has been

supported and implemented by all the

employees from top level to lower management

in the organization. The logic behind this

philosophy is to achieve organizational goals

and objectives.

The main basic management objective of the

company is "To Contribute to the Society ".

Therefore, in order to achieve above said

objective, the company has its own creed and

principles

BUSINESS: The Company's principalactivities are to manufacture and sell dry cell

batteries and battery appliances. Manufacturing

and sales of battery component parts and

machinery spare parts.The products includeEMPLOYEE SATISFACTION40


41/90

manganese dioxide. It operates solely in India.

The company have manufacturing unit at

Vadodara (Gujarat) and Pithampur (Madhya

Pradesh). All over India, company have sales

offices.

PRODUCTS:

MILESTONES:

1973: Production commenced of metal

jacketed cell in "NOVINO HYPER"

grade UM-1 and UM-2. First dispatch



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of Metal Jacket leak proof NOVINO

Introduce HI - Top grade high

performance cells for the first time in

India.

1975: Initiate export activities

1976: Introduced paper jacketed

"NOVINO SPECIAL" UM-1 cells.

Introduction of UM-3 pencil dry cell

battery.

1987: Foundation stone of PithampurProject laid.

1989 Launched "NOVINO GOLD" -

Zinc Chloride Metal Jacket battery for

the first time in India Pioneers of Gold

Segment in India.

1994 Awarded ISO - 9001 Certificate.

1995: Introduced "NOVINO SUMO" 1S

and 3S battery - first ever eco - friendly

battery in India

1997: Awarded ISO 14001 Certificate.

2003: ISO - 9001 : 2000 (QMS

Quality Policy)

2004: ISO 14000 (EMS Environment

Policy)EMPLOYEE SATISFACTION42


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2005: We are the only manufacturer of

AAA dry battery in India.

2006 Awarded ISO 14001 New Version

(with ISO 9001). The only Panasonic

battery company in India.

ACHIEVEMENTS:

Received

Exports

Awards

Zinc Chloride

Technology

Environment

Friendly

Product

Innovative

Blister

Packing

"Best Use

Before" On

Products

Pioneer in

Manufacturin

g of AAA

batteries

Virgin Seal

The Only supplier to Defense with Self

Certification status. Also registered

supplier to Indian Railways under

DGS&D R/C, CSD and other PSU's.



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CHAPTER 4

DATA ANALYSIS ANDINTERPRETATION

ANALYSIS AND INTERPRETATION:

This chapter is allocated for analysis and

interpretation of data. Preparing percentage

analysis, two-way table, chi-squire test andmean and combined mean does the analysis of

employee satisfaction, which is directly

extracted from the questionnaire. The

variations in the extent of the employee

satisfaction can be measured with the variables

such as job satisfaction, promotional

opportunity, manager/supervisor co-operation,

performance appraisal, compensation etc.

CALCULATION OF SATISFACTORY

SCORES:

The Respondents were asked to state their level

of satisfaction relating to fifty factors. Based ontheir responses the satisfaction score obtained

by each respondent was found out. Points or

scores were allocated based on the response.

For each of the factor three levels ofEMPLOYEE SATISFACTION44


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satisfaction were assigned namely high,

medium and low. The scores were allocated as

follow.

Strongly agree = 5

Agree= 4

Neutral = 3

Disagree =2

Strongly disagree = 1

The total scores secured by each respondent

were thus arrived at. All the respondents wereclassified based on their level of satisfaction.

Those who have obtained up to 13 points were

classified under low satisfaction category,

respondents with 14 20 points were classified

under medium satisfaction category and those

with more than 21 points were classified under

high satisfaction category.

NUMBER OF RESPONDENTS AND

LEVEL OF SATISFACTION

LEVEL OF SATISFACTION NO. OF RESPONDENTS

High satisfaction 22Medium satisfaction 18Low satisfaction 10TOTAL 50



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4.A DATA PRESENTATION

WITH SIMPLE PERCENTAGE

TABLE

SIMPLE PERCENTAGE TABLE 1:

GENDER: There is as yet no consistent

evidence as to whether women are more

satisfied with their job than men, holding such

factors as job and occupational level constant.

In order to know the ratio of gender amongemployees of company and the difference in

their level of satisfaction, the respondents were

asked about their gender.

GENDERGender Frequency Percentage

MALE 41 82

FEMALE 9 18Total 50 100

GENDER

010

20

30

40

50

60

70

80

90

MALE

FEMALE

Percentage



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INTERPRETATION:

Majority of the respondent are male (82%) and

18% respondents are female.


DESIGNATION: Designation of the

respondents may affect the perception of

employee satisfaction. Top and middle level

employees may expect much better work life

and compensation then others. According to

designation the respondents are classified intothree categories as under.

DESIGNATIONDesignation Frequency Percentage

TOP MANAGEMENT 04 08MIDDLEMANAGEMENT

21 42

LOWER

MANAGEMENT

25 50

Total 50 100

DESIGNATION

0

10

20

30

40

50

60

TOP MANAGEMENT MIDDLE

MANAGEMENT

LOWER

MANAGEMENT

Percentage



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INTERPRETATION:

The above table indicates that Majority of the

respondents are 50% in lower management (i.e.

Executive and Sr. Exe.), 42% is in middle

management (i.e. Asst. Manager and Manager),

and 8% is in top management group.


QUALIFICATION: Qualification of the

respondents may affect the perception of

employee satisfaction. Highly educated mayexpect much better work life then others.

According to educational qualification the

respondents are classified into two categories

as under.

QUALIFICATIONQualification Frequency Percentage

POST GRADUATE 18 36GRADUATE 32 64Total 50 100



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QUALIFICATION

0

10

20

30

40

50

60

70

POST GRADUATE GRADUATE

Pecentage

INTERPRETATION:


respondents are Graduates i.e. 64% and 36%

respondents are post graduates.


AGE: Age is an important factor that has an

influence of employee satisfaction. Henceaccording to age levels the respondents are

classified into three categories.

EMPLOYEE AGEEmployee Age Frequency Percentage

20 30 Yr 19 3831 40 23 46Above 40 Yrs 08 16Total 50 100



50/90

EMPOYEE AGE

0

5

10

15

20

25

30

35

40

45

50

20 30 Yr 31 40 Above 40 Yrs

Pe

rcentage

INTERPRETATION:


respondents i.e. 46% are in 31-40 years age

group, 38% in 20-30 years age group, and 16%

are in above 40 years age group.


YEARS OF EXPERIENCE: The experienceof the employees in their job is another factor

affecting the perception on employee

satisfaction. Highly experienced may expect

better working conditions and having less

experienced satisfy with the existing one. The

respondents are classified into three categoriesaccording to their level of experience as under:

NO. OF YEARS OF SERVICEYrs of Service Frequency Percentage

Below 5 Years 11 225 10 Years 18 36



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Above 10 Years 21 42Total 50 100

NO. OF YEARS IN SERVICE

0

5

10

15

20

25

30

35

40

45

Below 5 Yr 5 10 Yr Above 10 Yr

Percentage

INTERPRETATION:


respondents i.e. 42% are in above 10 years of

experience, 36% are in 5-10 years of

experience, and 22% are in below 5 years of

experience.

4. B DATA ANALYSIS

WITH TWO WAY TABLE

The score secured by the respondents who falls

between the score as up to 13 indicates less

satisfaction of the respondents, from 14 20 are

got average satisfaction and above 21respondents got highly satisfaction level

TWO WAY TABLE 1:



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Relationship Between Gender And Level Of

Satisfaction:

GENDER LEVEL OF SATISFACTIONHIGHLY

SATISFIED

MEDIUM

SATISFIED

LOW

SATISFIED

TOTAL

MALE 22 (54%) 15 (37%) 4(9%) 41FEMALE 3 (33%) 3 (33%) 3 (33%) 9TOTAL 25 20 5 50

INFERENCE:

From the above table the percentage of highly

satisfied are in male group followed by the

female group. The percentage of low satisfiedis highest in female group.

TWO WAY TABLE 2:

Relationship Between Designation And

Level Of Satisfaction:

AGE LEVEL OF SATISFACTIONHIGHLY

SATISFIED

MEDIUM

SATISFIED

LOW

SATISFIED

TOTA

TOP

MANAGEMENT

2 (50%) 1 (25%) 1 (25%) 04

MIDDLE

MANAGEMENT

10 (48%) 9 (43%) 2 (9%) 21

LOWER

MANAGEMENT

10 (40%) 10 (40%) 5 (20%) 25

TOTAL 22 20 8 50

INFERENCE:



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satisfied respondents is more in top

management group i.e. 50%. In medium

satisfaction the highest percentage is in middle

management group i.e. 43%. In low satisfaction

again top management group respondents are

more.

TWO WAY TABLE 3:

Relationship Between Qualification And

Level Of Satisfaction:

QUALIFICATION LEVEL OF SATISFACTIONHIGHLY

SATISFIED

MEDIUM

SATISFIED

LOW

SATISFIED

TOTA

GRADUATE 17 (53%) 12 (38%) 3 (9%) 32POST

GRADUATE

12 (66%) 5 (28%) 1 (6%) 18

TOTAL 29 17 4 50

INFERENCE:


satisfied is more among the respondents of postgraduate group. The percentage of medium

satisfied is highest among the respondents of

graduate level group. And the percentage of



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low satisfaction is highest among the graduate

level group i.e. 9%.

TWO WAY TABLE 4:

Relationship Between Employee Age AndLevel Of Satisfaction:

EMPLOYEE

AGE

LEVEL OF SATISFACTION

HIGHLY

SATISFIED

MEDIUM

SATISFIED

LOW

SATISFIED

TOTA

20 30 Yrs 9 (47%) 6 (32%) 4 (21%) 1931 - 40 Yrs 10 (43%) 12 (52%) 1 (5%) 23Above 40 Yr 4 (50%) 3 (38%) 1 (12%) 08TOTAL 23 21 6 50

INFERENCE:

The above table reveals that the percentage of

highly satisfied is in the above 40 Years age

group (50%) and 43 % of highly satisfied in the

31-40 Years age group. And in mediumsatisfaction 52% is the highest percentage in

31-40 Years age group and followed by Above

40 Years age group with 38% of satisfaction.

The highest percentage of 21% in low

satisfaction is in 20-30 Years age group.

TWO WAY TABLE 5:

Relationship Between Experience And Level

Of Satisfaction:

EXPERIENCE LEVEL OF SATISFACTION



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HIGHLY

SATISFIED

MEDIUM

SATISFIED

LOW

SATISFIED

TOTA

Below 5 Yrs 4 (36%) 4 (36%) 3 (28%) 115 10 Yrs 11 (61%) 6 (33%) 1 (6%) 18Above 10 Yrs 9 (43%) 10 (48%) 2 (9%) 21TOTAL

24 20 6 50

INFERENCE:

The above table reveals that the respondents

having 5-10 Years of experience have derived

highest satisfaction level with 61%. The

percentage of medium satisfaction is high in thecategory of Above 10 Years group i.e. 48%.

And in low satisfaction level the percentage of

Below 5 Years of experience is high i.e. 28%.

4. C DATA ANALYSIS WITHCHI-SQUARE TEST OR

TEST OF HYPOTHESIS

CHI-SQUARE TEST:

Chi-square test is applied to test the goodness

of fit, to verify the distribution of observed data

with assumed theoretical distribution.

Therefore it is a measure to study the

divergence of actual and expected frequencies;

Karl Pearsons has developed a method to test



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O E O E (O E)2 (O E)

22 20.50 1.5 2.25 0.109

3 4.50 -1.5 2.25 0.500

15 14.76 0.24 0.0576 0.0033 3.24 -0.24 0.0576 0.017

4 5.74 -1.74 3.0276 0.527

3 1.26 1.74 3.0276 2.402Total 3.561

Degree of freedom - 2

Table value 5.99

Calculated value 3.5617

Since the calculated value is less than the table

value. So the Null hypothesis is accepted.

Hence, there is no significant relationship

between gender and level of satisfaction.

HYPOTHESIS - 2:

CHI SQUARE TEST IS CONDUCTED TO

EXTENT THE RELATIONSHIP BETWEEN THE

DESIGNATION AND LEVEL OF

SATISFACTION.



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HO: There is no significant relationship

between designation and level of satisfaction.


2 1.76 0.24 0.0576 0.03210 9.24 0.76 0.5776 0.06210 11.00 -1 1 0.0901 1.60 -0.6 0.36 0.2259 8.40 0.6 0.36 0.042

10 10.00 0 0 0.0001

0.64

0.36

0.1296 0.2022 3.36 -1.36 1.8496 0.5505 4.00 1 1 0.250

Total 1.457


Table value 9.49





between designation and level of satisfaction.

HYPOTHESIS - 3:



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QUALIFICATION AND LEVEL OF

SATISFACTION.

HO: There is no significant relationshipbetween qualification and level of

satisfaction.


1718.56

-1.562.4336 0.13112 10.44 1.56 2.4336 0.233

12 10.88 1.12 1.2544 0.1155 6.12 -1.12 1.2544 0.2053 2.56 0.44 0.1936 0.0751 1.44 -0.44 0.1936 0.134

Total 0.894


Table value 5.99





between educational qualification of employee

and their level of satisfaction.



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HYPOTHESIS - 4:

CHI SQUARE TEST IS CONDUCTED TOEXTENT THE RELATIONSHIP BETWEEN THE

EMPLOYEE AGE AND LEVEL OF

SATISFACTION.


between employee age and level of

satisfaction.


9 8.74 0.26 0.0676 0.007

10 10.58 -0.58 0.3364 0.031

4 3.68 0.32 0.1024 0.027

6 7.98-1.98

3.9204 0.49112 9.66 2.34 5.4756 0.566

3 3.36 -0.36 0.1296 0.038

4 2.28 1.72 2.9584 1.297

1 2.76 -1.76 3.0976 1.122

1 0.96 0.04 0.0016 0.001Total 3.585


Table value 9.49




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between age and level of satisfaction

HYPOTHESIS - 5:



YEARS OF SERVICE AND LEVEL OF

SATISFACTION.


between years of service and level of

satisfaction.


4 5.50 -1.5 2.25 0.409

11 9.00 2 4 0.444

9 10.50 -1.5 2.25 0.214

4 4.62 -0.62 0.3844 0.083

6 7.56 -1.56 2.4336 0.321

10 8.82 1.18 1.3924 0.157

3 0.88 2.12 4.4944 5.107

1 1.44 -0.44 0.1936 0.134

2 1.68 0.32 0.1024 0.061Total 6.933



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Table value 9.49





between experience of employee and their level

of satisfaction.

4. D DESCRIPTIVE

STATISTICS TABLE

(COMBINED MEAN)

The tables below show the combined mean of

the perceived value of employee satisfaction in

relation with factors described. Higher thescore, better the satisfaction of the particular

factor.

Sr.No.

Factors CombinedMean

Rema

A1 COMPANY CULTURE 3.96 Excel

A2 COMPANY POLICY AND ACTIVITIES 4.03 Excel

A3 WORK PLACE AND ENVIRONMENT 4.21 ExcelA4 COMMUNICATION 4.07 Excel

A5 TRAINING AND DEVELOPMENT 3.80 Good

A6 PERFORMANCE APPRAISAL 3.84 Good

A7 COMPENSATION 3.62 Good



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A8 MANAGER/SUPERVISOR CO-OPERATION 3.85 Good

A9 JOB SATISFACTION 4.05 Excel

A10OPPORTUNITY FOR PROMOTION/ CAREERPROSPECTUS 3.84 Good

COMBINED MEAN VALUE OF FACTORS

3.96

4.03

4.21

4.07

3.803.84

3.62

3.85

4.05

3.84

3.30

3.40

3.50

3.60

3.70

3.80

3.90

4.00

4.10

4.20

4.30

FACTORS

MEA

A1 A2 A3 A4 A5 A6 A7 A8 A9 A10

INTERPRETATION:

The average Employee Satisfaction for the total

respondents is 3.93 which indicate that theemployees are relatively satisfied with the

various services being catered by the company.

It can be attributed to the fact that the company

caters to the various needs of the employees. It

also shows that employees are not satisfied in

Compensation Area (Mean-3.62) compare toall areas. Similarly other areas must be taken

care by company are Training and

Development (Mean3.80), Performance

Appraisal and Opportunity for Career



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Prospectus (Mean-3.84), Manager/ Supervisor

Co-operation (Mean-3.85). Total respondent

shows that employees are more satisfied in

Work Placement and Environment (Mean-4.21)

followed by Communication Area (Mean

4.07), Job Satisfaction (Mean4.05), Company

Policy (Mean4.03) and Company Culture

(Mean3.96).

4. D2 EMPLOYEE

SATISFACTION COMPARISION

FACTORWISE BASED ON

MEAN

The tables below show the overall mean of the

perceived value of employee satisfaction

related to categories like gender, designation,qualification, employee age and experience in

relation with factors described. Higher the

score, better the satisfaction of the particular

factor. It also gives the clear picture of how the

people from different categories perceive the

same factor in the same organization

differently. This shows the perception of the

employees with different background perceives

the things differently.



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MEAN and SDCAT. A1 A2 A3 A4 A5 A6 A7 A8 A9 A10

GENDER

Mean3.94 4.06

4.21 4.10

3.80 3.84

3.67 3.90

4.07 3.85

SD0.33 0.35 0.4 0.38

0.38 0.39

0.51 0.32

0.38 0.45

DESIGN.

Mean3.98 4.07

4.27 4.11

3.84 3.88

3.55 3.89

4.10 3.93

SD0.31 0.37

0.28 0.37 0.4 0.39

0.46 0.31

0.37 0.35

QUAL.

Mean3.92 3.97

4.17 4.01

3.76 3.78

3.64 3.75

3.96 3.75

SD

0.3

2 0.35 0.4 0.4

0.4

9 0.33

0.5

2 0.33

0.3

5 0.48EMP.AGE

Mean3.94 3.97

4.21 4.07

3.76 3.84

3.62 3.83

4.04 3.81

SD0.33 0.35

0.42 0.39

0.51 0.35

0.38 0.35

0.39 0.37

YRS OFSERVICE

Mean4.01 4.06

4.22 4.08

3.82 3.86

3.62 3.86

4.05 3.89

SD0.41 0.34

0.36 0.39

0.32 0.32

0.53 0.39

0.34 0.31



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MEAN FACTORWISE

3.40

3.50

3.60

3.70

3.80

3.90

4.00

4.10

4.20

4.30

A1 A2 A3 A4 A5 A6 A7 A8 A9 A10

MEA

N

GENDER DESIGNATION QUALIFICATION

EMPLOYEE AGE YEARS OF SERVICE

INTERPRETATION:

From the Table and Figure displayed mean

factor wise i.e. A1 to A10 for category like

Gender, Designation, Qualification, EmployeeAge and Years of service in a company. From

this we can analyzed which category of

respondents are more satisfied and less satisfied

in particular factor i.e. A1 to A10.

A1 (Company Culture): Years of Service

category (Mean-4.01) is more satisfied whileQualification category (Mean-3.92) is less

satisfied.



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A2 (Company Policy), A5 (Training and

Development): Designation category (Mean-

4.07, Mean-3.84) is more satisfied while

Qualification (Mean-4.01, Mean-3.76) and

Employee Age (Mean-4.01, Mean-3.76) is less

satisfied.

A3 (Workplace), A4 (Communication), A6

(Performance Appraisal), A9 (Job Satisfaction),

A10 (Opportunity for Promotion and Career):

Designation category (Mean-4.27, 4.11, 3.88,

4.10, 3.93 respectively) is more satisfied while

Qualification category (Mean-4.17, 4.01, 3.78,

3.96, 3.75 respectively) is less satisfied.

A7 (Compensation): Gender category (Mean-

3.67) is more satisfied while Designation

category (Mean-3.55) is less satisfied.

A8 (Manager Co-operation): Gender category

(Mean-3.90) is more satisfied while

Qualification category (Mean-3.75) is less

satisfied.

CHAPTER 5



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FINDINGS

5.A1 FINDINGS FROM

SIMPLE PERCENTAGE

ANALYSIS AND

DESCRIPTIVE STATISTICS

1) The number of male employees in the

company is more with the percentage of

82%; where as female employees are

only 18%.

2) The percentage of lower management

employees in the company is more i.e.

50%.

3) Majority of the employees belongs to the

age group of 31-40 Years i.e. middle agegroup.

4) The data regarding the qualification of

the employees shows that majority of

the employees are graduates with 64%.

The percentage level of post graduates is

low i.e. 36%.

5) Majority of employees experience with

42% have more than 10 years of

experience.



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6) The respondents are satisfied with the

environment and nature of work

environment and nature of work as their

mean value is near to 4.20 which are

excellent.

7) Communication of company people with

their employees also seems to be

excellent as mean value is 4.06.

8) Employees are also satisfied with job

satisfaction provided by the company themean value is 4.05; which is an excellent

level.

9) Employees are happy with Company

policies and activities with mean value of

4.03 which is again an excellent level.

10) Employees

Employee Satisfaction Rev3

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