Shivalik Final

ACKNOWLEDGEMENT
A project is never the sole of product of the person whose name has appeared on the
cover. Even the best effort may not prove successful without the proper guidance. For
a good project one needs proper time, energy, efforts, patience and acknowledge. But
without any guidance it remains unsuccessful I have done this project to the best of
my abilities with all shortcomings in me and I hope that it will serve its purpose.
“TO BE OR NOT TO BE IS NOT THE THING, WHICH MATTERS, HOW

TO BE THANKFUL IS WHAT REALLY MATTERS”
I owe a deep sense of gratitude to Mr. VED PAL, Mr.R.P.S Gill (HR), Mr. T.C.
PARASHER(HOP), and Mr. JYOTI for allowing me to undergo this project and
for his valuable guidance, keen interest and constant supervision by which I have
completed this project with my best considerations.
I feel good pleasure to express my sincere thanks to Mrs. Ritu Arora coordinator
(HUMAN RESOURSE TRAINING PROGRAMME). It has been my high
privilege to work under her able guidance, which helped me immensely towards
completing my project. In the end, I would like to thank all the faculty members
for their support, which helped me in completing this project.
(GURJEET SINGH)
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Preface
We want to express our experience and practical knowledge that we gained during the
summer training at SHIVALIK PRINTS Ltd.
It was our first experience when we went to the market not to buy any thing but to do
the survey and to promote the sales of the product in the market. The basic need of the
survey is to ensure about the policies and the strategies in the market. On first day we
were nervous, but because of the good image of the SPL in the market the people
attended us positively. Many people came themselves to us for knowing the details
about the product.
For accomplishment of the project report we daily think about the conditions and
views and then we used to compose the whole thing on computer. In making the
project report theoretical knowledge was needed more than the practical which was
given to us by our Professors in our COLLEGE.
In the market the experience relating to the practical knowledge was very good which
realized us about the real conditions of the marketing.
The study was restricted to the Government and Private Offices in FARIDABAD
City. Of course all care has been taken and an attempt has been made to give as much
clarity and conclusive evidence as possible within the short tenure of the study.
The project flows logically consisting of market research, data collection method and
questionnaire. It is hoped that the findings and the suggestions will help the company,
confidently to formulate its strategy in comparison to its competitors. We have
enjoyed our summer training at SHIVALIK and have learnt lots of new things, which
will be helpful to us during our work in any organization. We thank SHIVALIK for
giving us this opportunity at their office and being good to us all the time.
We promise our help wherever needed to the company, we also yearn to work for the
company in future. We hope the administration to think over our work for a while.
(GURJEET SINGH)
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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:
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.
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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 of Service 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.
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.
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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 can be 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
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
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a measure to study the divergence of actual and expected frequencies; Karl Pearson’s
has developed a method to test the difference between the theoretical (hypothesis) &
the observed value.
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 satisfaction level 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 means and nx , ny are respondent

Standard Deviation =
1.5 AREAS OF STUDY:

The area of the study is Shivalik Prints Ltd Faridabad.
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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 management’s interest in the employee welfare, 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 one’s 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.
• 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.
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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.
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
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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 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.
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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.
• 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 employee’s satisfaction helps to know
the working conditions & what are the things that affect them not to work properly?
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Always majority of done by the machines/equipments but 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 understand this 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 as this 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
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
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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 few months. 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 they ought to. Many of them in fact give personal reasons for
leaving and make the employer feel that all is well on the work front.
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 today’s 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.
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The basic needs other than routine tasks are to be taken care of on priority before it
becomes late by HR department.
2.3 THEORIE’S 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 level of fulfillment on one's needs, desires, and
wants. It can be experienced in various levels or degrees.
Vital ingredients for any employee’s satisfaction are physical, security, social and
egoistic needs which satisfy individual’s 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 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
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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 (VROOM’S 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
behaviour study, expectancy theory is a motivation theory first proposed by Victor
Vroom of the Yale School of Management.
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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, Vroom 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 lead to the
required performance level.
P>O expectancy: Our assessment of the probability our successful performance will
lead to certain outcomes.
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Vroom’s model is based on three concepts:
1. Valence - Strength of an individual’s 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 particular action will lead

to a particular first level outcome.
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
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 paper A Theory of Human Motivation. Maslow subsequently
extended the idea to include his observations of humans' innate curiosity.
Maslow’s 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
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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
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 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 Maslow’s 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
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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.
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 as friendships, 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, social recognition and accomplishment.
5. Self-actualizing Needs: This is the highest level of Maslow’s 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 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,
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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,
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 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.
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
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is classed as movement, but if you perform a work related action because you want to
then 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 Leading to dissatisfaction

• Achievement • Company policy
• Recognition • Supervision
• Work itself • Relationship with boss
• Responsibility • Work conditions
• Advancement • Salary
• Growth • 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.
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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: 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.
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
21
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 employee’s satisfaction. Likewise, orientation is important because the
employee’s acceptance by the work group contributes to satisfaction. Each element of
the environmental system, can attract or detract from job satisfaction.
22
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...
23
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 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.
24
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 one’s 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.
2.5 HOW EMPLOYEES CAN EXPRESS THEIR DISSATISFACTION?

25
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
• 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.
26
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 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.
27
• They are more committed to the organization.
• Their works are more productive.
Outcome of Employee Satisfaction:
a. Satisfaction and Productivity: Satisfied employees are not necessarily 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 working 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
28
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 to 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 you can'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.
29
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 through internal surveys to find out whether
they are satisfied and if not what they think needs to be changed.
Open Management
Employees don’t like the feeling of being kept in the dark about what is happening 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 employee’s 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,
30
unless it is a commitment for annual bonuses or some such thing. Doing so will only
reduce the perceived value of the bonuses.
Performance Feedback
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 employee’s 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 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

31
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 should be 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 and announcing 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.
The Surprise Factor
Who doesn’t 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
doesn’t 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.
32
CHAPTER 3
COMPANY PROFILE
Shivalik Prints Limited is an eminent Processing House in the National capital region
of Northern India, situated in the Heart of Faridabad City. The main
motto of the company is to meet the Export demand of the processed fabric.
Shivalik prints ltd. has registered a phenomenal growth over the years since its
incorporation in 1992. Shivalik prints ltd. had continuously upgraded its facilities and
doubled its production capacity to 150000 mts per day and had recently installed the
state of the art Wider Width upto 120" unit to provide complete solution and to cater
to the growing demand of textile and home furnishing globally.
Shivalik Prints ltd. occupies highly sophisticated and advanced machinaries and
caring different types of dyeing and printing process for smaller as well as Wider
Width fabrics for export. The company has improved its production facilities further
for Wider Width processing and installed latest imported machineries to name a few
are Rotary Screen Printing from Stork Pegasus, Austria, Engraver from CST, South
Africa, Spectrophotometer and Computer Color Matching System from Datacolor
USA, Weft Straightner from E+L Italy. The company has also imported continuos
Scouring and Bleaching range having capacity of 70000 mts a day. Along with
installation of these imported machines,the company has also installed Montex Twin
Stenter,Merceriser,Fully Automatic Jumbo Jiggers,Loup Ager & Polymerizing
machine, Singeing Machine .
Shivalik Prints is able to perform all types of printing xxxxx, Procion, Discharge,
Disperse, Pigment, and Rubrise on all different types of fabrics. The Shivalik's,
meticulous attention towards the quality right from the stage of designing, artwork,
tracing and exposing till the final stage of processing. shivalik has strengthen itself
through constant R&D, updating of technology, highly skilled manpower,usage of
branded raw materials and maintaining lead in the textile sector along with having an
updated testing laboratory which performs atleast 20 tests of finished fabric before
passing out the factory.
In the times to come ,Shivalik Prints Ltd., continues to uphold its position of
eminence as a leading processing house to achieve all heights of customer satisfaction
and its responsibility towards social and environmental concerns.
33
Other Information:
Business Type Manufacturing

Main Markets America
Asia
Europe
Year Established 1992
Number Of Employees 100+
Legal Representative Mr. Anil Garg
/CEO
Certificate APEC
Category: Sheet & Cover
Key Products & Services home furnishing
Infrastructure
Our company is well versed with world class infrastructure required for
manufacturing and exporting high quality home furnishing items. We maintain sound
relations with trusted manufacturers for meeting our day to day requirements. Our
team of dedicated professionals keep themselves updated with the latest fashion
trends and source products accordingly.
Quality Assurance
Quality is the inseparable part of our company’s policy. For fostering high standards
of quality, we procure products from reliable vendors and test them at our end for
complete customer satisfaction. We also make sure that the products are packed as per
the clients’ specifications. We also perform regular audits of factories manufacturing
products offered by us.
Our Focus
The main focus of our organization is to organize buyer and vendor meetings. We
ensure effective communication between both the parties and help in negotiating for
fair price. Following up orders and ensuring that they are shipped well on time is our
key responsibility. Complete care is taken about the packaging and labeling of
products. our company is also engaged in completing documentation work as per
import and export regulations.
34
Network
Although, we are very new in the industry, still we have managed to establish vast
network across the globe. Currently, we are exporting home furnishing items to
European countries and U.S.A countries at regular intervals. We have also garnered a
long list of clients having complete faith in our product range as well as services.
Quality Policy
We are in business only because of our valued customers, whose point of view is the
only way to see things.
We dedicate all our resources to delight our customers by providing them quality
product and services.
SHIVALIK products have the best possible aggregate and each and every product
goes through numerous quality checks and testing, to provide for optimum Quality.
Repeat orders from almost all our clients is a testimony to this fact
35
Products:
1. Cushion Covers
Any sofa set is incomplete without cushion and every cushion needs a cover to
enhance its beauty. We have a mind boggling range of beautifully desingned Cushion
Cover in keeping with the latest trends in the Home Furnishing Industry. Our experts
keep in touch with the market as well as stress on modernism to give you the most
refreshing desing in cushion covers. Feels free to through our collection to choose the
cushion covers that will blend in with your decorand also give special look.
Our cushion covers are famous for:

• vast assortment of colors and sizes
• intricately crafted patterns
• varienty of fabrics like cotton, silk, voile, rayon, jute etc
• a blend of traditional and contemporary desings
• Dust resistant
• Easy to wash material
Printed Bed Sheet:
36
The most important thing in abedroom or a living room with a bed or a divan is
mainly Bedsheet laid on it. No matter what material the bed is usually made up of, it
solely depends upon the bed sheet to enhance its beauty. Our range of Printed
BEDSHEETS does this job fantastically as we provide you endless option to adorn
your beds or divans. Combining with style, these Printed bed sheet lend a special aura
to any room.
Our printed BED Sheets are famous for:
• Intricate patterns with digitally enhanced desings

• Variety of colors and fabrics
• Customised sizes
• Durable
• Affordable range
• Hygienic
Table Linen:
A delightful range of Table Linen awaits you at S.M.C.S. we source the best available
desing which can be suited to your tastes and preferences. Whether you are looking
forward to buy a new home and furnish or just renovating your home/hotel our table
linens are the perfect solution for you. The table linen presented by us imparts a regal
& royal look to any dinning area and compliments the accompanying furniture in a
quite impressive way.
Table Linen
Table Linen
37
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
ANALYSIS AND INTERPRETATION:
This chapter is allocated for analysis and interpretation of data. Preparing percentage
analysis, two-way table, chi-squire test and mean 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 on their 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 of satisfaction were assigned namely high, medium and low. The
scores were allocated as follow.
• Strongly agree = 5
• Agree= 4
• Neutral = 3
38
• Disagree =2
• Strongly disagree = 1
The total scores secured by each respondent were thus arrived at. All the respondents
were classified 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 22
Medium satisfaction 18
Low satisfaction 10
TOTAL 50
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 among employees of company and the
difference in their level of satisfaction, the respondents were asked about their gender.
GENDER
Gender Frequency Percentage
MALE 41 82
FEMALE 9 18
Total 50 100
39
GENDER
90
80
70
Percentage
60
50
40
30
20
10
0
E
AL
AL
M
M
INTERPRETATION: FE
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 into three categories as under.
DESIGNATION
Designation Frequency Percentage
TOP MANAGEMENT 04 08
MIDDLE 21 42
MANAGEMENT
LOWER 25 50
MANAGEMENT
Total 50 100
40
DESIGNATION
60
50
40
Percentage
30
20
10
0
TOP MANAGEMENT MIDDLE LOWER
MANAGEMENT MANAGEMENT
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 may expect much better work life then others.
According to educational qualification the respondents are classified into two
categories as under.
QUALIFICATION
Qualification Frequency Percentage
POST GRADUATE 18 36
GRADUATE 32 64
Total 50 100
41
QUALIFICATION
70
60
50
Pecentage
40
30
20
10
0
POST GRADUATE GRADUATE
INTERPRETATION:
The above table indicates that Majority of the 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.

Hence according to age levels the respondents are classified into three categories.
EMPLOYEE AGE
Employee Age Frequency Percentage
20 – 30 Yr 19 38
31 – 40 23 46
Above 40 Yrs 08 16
Total 50 100
42
EMPOYEE AGE
50
45
40
35
Percentage
30
25
20
15
10
5
0
20 – 30 Yr 31 – 40 Above 40 Yrs
INTERPRETATION:
The above table indicates that Majority of the 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 experience of 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 categories according to their level of
experience as under:
NO. OF YEARS OF SERVICE

Yrs of Service Frequency Percentage
43
Below 5 Years 11 22
5 – 10 Years 18 36
Above 10 Years 21 42
Total 50 100
NO. OF YEARS IN SERVICE
45
40
35
30
Percentage
25
20
15
10
5
0
Below 5 Yr 5 – 10 Yr Above 10 Yr
INTERPRETATION:
The above table indicates that Majority of the 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 21 respondents got highly satisfaction level
TWO WAY TABLE – 1:
Relationship Between Gender And Level Of Satisfaction:
GENDER LEVEL OF SATISFACTION

HIGHLY MEDIUM LOW TOTAL
44
SATISFIED SATISFIED SATISFIED
MALE 22 (54%) 15 (37%) 4(9%) 41
FEMALE 3 (33%) 3 (33%) 3 (33%) 9
TOTAL 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 satisfied is highest in female group.
Relationship Between Designation And Level Of Satisfaction:
AGE LEVEL OF SATISFACTION

TOP 2 (50%) 1 (25%) 1 (25%) 04
MANAGEMENT
MIDDLE 10 (48%) 9 (43%) 2 (9%) 21
MANAGEMENT
45
LOWER 10 (40%) 10 (40%) 5 (20%) 25
MANAGEMENT
TOTAL 22 20 8 50
INFERENCE:
From the above table the percentage of highly 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.
Relationship Between Qualification And Level Of Satisfaction:
QUALIFICATION LEVEL OF SATISFACTION

GRADUATE 17 (53%) 12 (38%) 3 (9%) 32
POST GRADUATE 12 (66%) 5 (28%) 1 (6%) 18
TOTAL 29 17 4 50
INFERENCE:
46
From the above table the percentage of highly satisfied is more among the
respondents of post graduate group. The percentage of medium satisfied is highest
among the respondents of graduate level group. And the percentage of low
satisfaction is highest among the graduate level group i.e. 9%.
Relationship Between Employee Age And Level Of Satisfaction:
EMPLOYEE LEVEL OF SATISFACTION

AGE
20 – 30 Yrs 9 (47%) 6 (32%) 4 (21%) 19
31 - 40 Yrs 10 (43%) 12 (52%) 1 (5%) 23
Above 40 Yr 4 (50%) 3 (38%) 1 (12%) 08
TOTAL 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 medium satisfaction 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.
Relationship Between Experience And Level Of Satisfaction:
EXPERIENCE LEVEL OF SATISFACTION

Below 5 Yrs 4 (36%) 4 (36%) 3 (28%) 11
5 – 10 Yrs 11 (61%) 6 (33%) 1 (6%) 18
Above 10 Yrs 9 (43%) 10 (48%) 2 (9%) 21
TOTAL 24 20 6 50
INFERENCE:
47
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 the category 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 WITH CHI-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 Pearson’s has developed a
method to test the difference between the theoretical (hypothesis) & the observed
value.
Chi – square test (X2) = (O – E) 2/E

Degrees Of Freedom = V = (R – 1) (C -1)
Were, ‘O’ = Observed Frequency
‘E’ = Expected Frequency
‘R’ = Number of Rows
48
‘C’ = Number of Columns
For all the chi-square test the table value has taken @ 5% level of significance.
HYPOTHESIS - 1:
CHI – SQUARE TEST IS CONDUCTED TO EXTENT THE RELATIONSHIP

BETWEEN THE GENDER AND LEVEL OF SATISFACTION.
HO: There is no significant relationship between gender and level of satisfaction.
O E O–E (O – E)2 (O – E)2/ E
1.5
22 20.50 2.25 0.1098
-1.5
3 4.50 2.25 0.5000
0.24
15 14.76 0.0576 0.0039
-0.24
3 3.24 0.0576 0.0178
-1.74
4 5.74 3.0276 0.5275
1.74
3 1.26 3.0276 2.4029
Total 3.5617
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:

BETWEEN THE DESIGNATION AND LEVEL OF SATISFACTION.
49
HO: There is no significant relationship between designation and level of
satisfaction.
O E O–E (O – E)2 (O – E)2/ E
2 0.24
1.76 0.0576 0.0327
10 0.76
9.24 0.5776 0.0625
10 -1
11.00 1 0.0909
1 -0.6
1.60 0.36 0.2250
9 0.6
8.40 0.36 0.0429
10 0
10.00 0 0.0000
1 0.36
0.64 0.1296 0.2025
2 -1.36
3.36 1.8496 0.5505
5 1
4.00 1 0.2500
Total 1.4570
accepted. Hence, there is no significant relationship between designation and level of
satisfaction.
HYPOTHESIS - 3:

BETWEEN THE QUALIFICATION AND LEVEL OF SATISFACTION.
HO: There is no significant relationship between qualification and level of

satisfaction.
50
O E O–E (O – E)2 (O – E)2/ E
17 -1.56
18.56 2.4336 0.1311
12 1.56
10.44 2.4336 0.2331
12 1.12
10.88 1.2544 0.1153
5 -1.12
6.12 1.2544 0.2050
3 0.44
2.56 0.1936 0.0756
1 -0.44
1.44 0.1936 0.1344
Total 0.8946
accepted. Hence, there is no significant relationship between educational qualification
of employee and their level of satisfaction.
HYPOTHESIS - 4:

BETWEEN THE EMPLOYEE AGE AND LEVEL OF SATISFACTION.
HO: There is no significant relationship between employee age and level of

satisfaction.
O E O–E (O – E)2 (O – E)2/ E
0.26
9 8.74 0.0676 0.0077
-0.58
10 10.58 0.3364 0.0318
51
0.32
4 3.68 0.1024 0.0278
-1.98
6 7.98 3.9204 0.4913
2.34
12 9.66 5.4756 0.5668
-0.36
3 3.36 0.1296 0.0386
1.72
4 2.28 2.9584 1.2975
-1.76
1 2.76 3.0976 1.1223
0.04
1 0.96 0.0016 0.0017
Total 3.5856
accepted. Hence, there is no significant relationship between age and level of
satisfaction
HYPOTHESIS - 5:

BETWEEN THE YEARS OF SERVICE AND LEVEL OF SATISFACTION.
HO: There is no significant relationship between years of service and level of

satisfaction.
O E O–E (O – E)2 (O – E)2/ E
-1.5
4 5.50 2.25 0.4091
52
2
11 9.00 4 0.4444
-1.5
9 10.50 2.25 0.2143
-0.62
4 4.62 0.3844 0.0832
-1.56
6 7.56 2.4336 0.3219
1.18
10 8.82 1.3924 0.1579
2.12
3 0.88 4.4944 5.1073
-0.44
1 1.44 0.1936 0.1344
0.32
2 1.68 0.1024 0.0610
Total 6.9335
accepted. Hence, there is no significant relationship 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 the score, better the satisfaction
of the particular factor.
Sr. Factors Combined Remarks

No. Mean
A1 COMPANY CULTURE 3.96 Excellent
A2 COMPANY POLICY AND ACTIVITIES 4.03 Excellent
A3 WORK PLACE AND ENVIRONMENT 4.21 Excellent
53
A4 COMMUNICATION 4.07 Excellent
A5 TRAINING AND DEVELOPMENT 3.80 Good
A6 PERFORMANCE APPRAISAL 3.84 Good
A7 COMPENSATION 3.62 Good
A8 MANAGER/SUPERVISOR CO-OPERATION 3.85 Good
A9 JOB SATISFACTION 4.05 Excellent
OPPORTUNITY FOR PROMOTION/ CAREER
A10 PROSPECTUS 3.84 Good
COMBINED MEAN VALUE OF FACTORS

4.30 4.21
4.20
4.07 4.05
4.10 4.03
4.00 3.96
MEAN
3.90 3.84 3.85 3.84

3.80
3.80
3.70 3.62
3.60
3.50
3.40
3.30
FACTORS
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 the employees 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 to all areas. Similarly other areas must be
taken care by company are Training and Development (Mean–3.80), Performance
Appraisal and Opportunity for Career 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
54
(Mean–4.07), Job Satisfaction (Mean–4.05), Company Policy (Mean–4.03) and
Company Culture (Mean–3.96).
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.
MEAN and SD
CAT. A1 A2 A3 A4 A5 A6 A7 A8 A9 A10
GENDER
3.9 4.2 3.8 3.6 4.0
Mean 4 4.06 1 4.10 0 3.84 7 3.90 7 3.85
0.3 0.3 0.5 0.3
SD 3 0.35 0.4 0.38 8 0.39 1 0.32 8 0.45
DESIGN.
3.9 4.2 3.8 3.5 4.1
Mean 8 4.07 7 4.11 4 3.88 5 3.89 0 3.93
0.3 0.2 0.4 0.3
SD 1 0.37 8 0.37 0.4 0.39 6 0.31 7 0.35
QUAL.
3.9 4.1 3.7 3.6 3.9
Mean 2 3.97 7 4.01 6 3.78 4 3.75 6 3.75
0.3 0.4 0.5 0.3
SD 2 0.35 0.4 0.4 9 0.33 2 0.33 5 0.48
EMP.
AGE
3.9 4.2 3.7 3.6 4.0
Mean 4 3.97 1 4.07 6 3.84 2 3.83 4 3.81
0.3 0.4 0.5 0.3 0.3
SD 3 0.35 2 0.39 1 0.35 8 0.35 9 0.37
YRS OF
55
SERVICE
4.0 4.2 3.8 3.6 4.0
Mean 1 4.06 2 4.08 2 3.86 2 3.86 5 3.89
0.4 0.3 0.3 0.5 0.3
SD 1 0.34 6 0.39 2 0.32 3 0.39 4 0.31
MEAN FACTORWISE
4.30
4.20
4.10
4.00
MEAN
3.90
3.80
3.70
3.60
3.50
3.40
A1
A2
A3
A4
A5
A6
A7
A8
A9
0
A1
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, Employee Age 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

while Qualification category (Mean-3.92) is less satisfied.
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.
56
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.
57
CHAPTER 5
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
age group.
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.
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
the mean value is 4.05; which is an excellent level.
58
9) Employees are happy with Company policies and activities with mean value
of 4.03 which is again an excellent level.
10) Employees are also happy with culture of the company with mean value of
3.96 which is good agreeable level.
11) The respondent’s relationship with the seniors is good as their mean value is
3.85 is an agreeable level.
12) Study reveals that employees are less satisfied with training program with
agreeable mean value of 3.80.
13) Study also reveals that employees are not more satisfied with performance
appraisal and opportunity for promotion with mean value of 3.84.
14) Employees are dissatisfied with Compensation (pay and benefits) with mean
value of 3.62 which is lowest value compare to all other factors.
15) Years of Service category i.e. experience employees (Mean-4.01) are more
satisfied while Qualification category (Mean-3.92) is less satisfied with
Company Culture.
16) 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) category is less satisfied with Company Policy and Training and
Development.
17) Designation category (Mean-4.27, 4.11, 3.88, 4.10, and 3.93 respectively) is
more satisfied while Qualification category (Mean-4.17, 4.01, 3.78, 3.96, 3.75
respectively) is less satisfied in related to factors Workplace and Environment,
Communication, Performance Appraisal, Job Satisfaction, Opportunity for
Promotion and Career.
18) Gender category (Mean-3.67) is more satisfied while Designation category

(Mean-3.55) is less satisfied with Compensation
59
19) Gender category (Mean-3.90) is more satisfied while Qualification category
(Mean-3.75) is less satisfied with Manager/Supervisor Co-operation.
5.A2 FINDINGS FROM TWO-WAY TABLE
1) Highly satisfied employees are more among the male respondents than the
female respondents.
2) Highly satisfied employees are more among the top management category
than the middle and lower management one.
3) Highly satisfied employees are more among the age group of old employees
i.e. above 40 years of age.
4) Highly satisfied employees are more among the post graduate than the
graduate employees.
5) Highly satisfied employees are with above 10 years of experience.
5.A3 FINDINGS FROM CHI- SQUARE ANALYSIS
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 age and level of

satisfaction.
4) There is no significant relationship between educational qualification

and level of satisfaction.
60
5) There is no significant relationship between experience and level of
satisfaction.
5.A4 FINDINGS FROM DATA COLLECTION AND SELF OBSERVATION
1) Some employees are not satisfied with promotion policy of the company.
2) Some employees are not satisfied with their pay scale. It revealed that
employees in a company are not attracted by company policies and activities
3) There is training department in the organization but infrastructure not good.

Thus, employees are not happy with proper training from time to time.
Feedback revealed that head of the department is not give them fair chance to
attend training program and workshops that means they are not happy with
their seniors.
4) Feedback indicates that company do not have enough infrastructure for

training and they are not received enough training related to work.
5) Company management is required to talk with the employees and provide

understanding of appraisal and method of appraisal to newly joined
employees.
6) Feedbacks revealed that superior not encourage them for their development
and they are not concern with their future plan.
7) Employees are not finding opportunity for their career promotion because they
believe that company is not giving opportunity to access other area of
company and also they are not happy with formal career planning happened in
a company.
8) It revealed that middle and top level management communication is proper

while lower level face problems in communication with middle and top level
management. Communication must be to remain same to all level of
management because it is very important and fundamental area which must be
improved. If communication is not proper it will raise other problems.
61
9) Employees are not multitasked.
10) Job rotation method is not used so that employees do not have understanding
of other departments and their functions.
CHAPTER 6
RECOMMENDATIONS AND CONCLUSION
To improve employee satisfaction, company should do followings in areas needs

improvement:
6.1 RECOMMENDATIONS
COMPENSATION (PAY AND BENEFITS):
- Benchmark rates of pay with other companies who compete in the same labor
market. Make adjustments, if you are behind the market i.e. analyze industry trend
and according to trend change in pay structure.
- Increase communication/education why the need to have the difference if there is no

plan of standardization.
- Ensure that your employees recognize the value of their total package (bonus
opportunities, health cover, sick pay etc) not just basic pay.
- Offer retention bonuses instead of sign-on bonuses. Retention packages could be

designed to raise the salaries of technologists who become credentialed in additional
specialty areas, obtain additional education or take on more responsibility. Sign-on
bonuses encourage technologists to skip from job to job, while retention packages
offer incentives for staying.
62
- Training sessions for supervisors and managers, regular communication session
during recruiting, hiring, and follow-up during supervisory-staff meeting.
-Implement grade and base pay structure, pay-for-performance management systems

for annual increment and bonus distribution.
-Conduct effective exit interviews.
TRAINING AND DEVELOPMENT:
- Review approach to induction.
- Review approach to training and development.
- Train managers to more effectively train, coach and develop their teams.
- Improve infrastructure of training department.
- Outsource some of the training specially related to IT which need experience IT

trainer with practical exposure.
- Use Training Need Analysis and ask each of the head of the department to act
according to the guidelines given by HRD and send only employees who need desire
skills to improve competency for job.
- Managers should utilize one-to-one employee meeting to develop and coach their
staff.
- Implement smart training that is not only relevant but helps broaden employee
experiences and provides development opportunities.
- Accurately defined the employee’s job description, the skills most important to the
job, discuss the job skill the employees perform well and identify areas that meet
improvement, set mutual and worthwhile goals and coach to improve employee
performance.
MANAGER/SUPERVISOR CO-OPERATION:
63
-Demonstrate to employees that the company cares about them, wants them to
advance in their careers and will help them satisfy their need for personal growth.
-‘Walk the talk’ by not only communicating the corporate strategy but also ensuring
that it is applied consistently throughout the company, including making the reward
system consistent with strategic goals.
-Watch for and eliminate all inconsistencies between promoting a belief in employees
and managerial behavior or policies that undermines the commitment.
-Top management to clearly explain responsibilities and expectations regularly stress

the importance of “hard and soft skills” and hold supervisors accountable for
developing in these areas.
- A good employee/manager relationship is critical to employee satisfaction. Make

sure your managers are not driving technologists away. Give them the training they
need to develop good supervisory and people-management skills.
- Weed out poor managers because many employees leave their jobs because they are
unhappy with their bosses – remember “people don’t leave their jobs, they leave their
managers”.
PERFORMANCE APPRAISAL:
- Ensure that your appraisal system is in place and working well.
- Implement 360 degree appraisal system so that from top to bottom everyone
included giving feedback for an employee.
- Encourage your employees to contribute to the success of the business. Ask for their
opinions and suggestions.
- Introduce a suggestion scheme to get ideas on how the business could be improved.
Reward the good ones.
- Encourage your line managers to 'catch people doing things right' and give positive
feedback when people do things well.
64
- Conduct regular performance reviews to identify employees' strengths and
weaknesses, and help them improve in areas that will lead to job advancement.
OPPORTUNITY FOR PROMOTION AND CAREER:
- Provide employee well defined career paths (including succession plan), mentors
and tuition remuneration for job-related education.
- Provide employee a clear professional development plan gives employees an

incentive to stick around.
- Train supervisors in coaching and performance management skills.
- Implement a good promotion process, “soft skills” training development before and
after promotion.
- Implement job rotation method so that every employee can get an opportunity to
access other department and understand responsibilities and problems face by other
departments.
- Top management identifies employees and prepares them for next higher position by
providing necessary training and education.
- Identify your employees' talents and then encourage them to stretch their abilities
into new areas.
OTHER RECOMMENDATIONS:
- Give employees the best equipment and supplies possible. Ensure that your
equipment is properly maintained, and regularly upgrade machinery, computers and
software. In addition, provide employees with the highest quality supplies you can
afford.
- Show your employees that you value them. Recognize outstanding achievements
promptly and publicly, but also take time to comment on the many small
contributions your staff makes every day to the organization's mission. Don't forget
— these are the people who make you look good.
65
- Be flexible. Today's employees have many commitments outside their job, often
including responsibility for children, aging parents, chronic health conditions and
other issues. They will be loyal to workplaces that make their lives more convenient
by offering on-site childcare centers, on-site hair styling and dry cleaning, flexible
work hours, part-time positions, job-sharing or similar practices.
- Make room for fun. Celebrate successes and recognize when milestones are reached.
Potluck lunches, birthday parties, employee picnics and creative contests will help
remind people why your company is a great place to work.
- Reduce the paperwork burden. If your technologists spend nearly as much time
filling out paperwork, it's time for a change. Paperwork pressures can add to the stress
and burnout that employees feel. Eliminate unnecessary paperwork; convert more
paperwork to an electronic format; and hire non-tech administrative staff to take over
as much of the paperwork burden as is allowed under legal or regulatory restrictions.
- Foster an environment of teamwork. It takes effort to build an effective team, but the
result is greater productivity, better use of resources, improved customer service and
increased morale
6.2 CONCLUSION
Research shows that satisfied employees are more efficient and productive so they
positively influence organizational performance and work towards fulfillment of
company’s objectives and goals. Good Company Culture, Company Policies,
Convenient Work location, Communication , job satisfaction, opportunities for
promotion and career prospects, fair salary are few area which are critically
important from the view point of most of the employees.
In conclusion, several themes emerged from the overall result of the survey. The
cause of concern here is that employees have indicated that they need more for their
compensation and from their superiors. Based on the results as a whole, without
significant and meaningful improvement in Compensation, Manager/Supervisor Co-
operation, Training and Development, Performance Appraisal and Opportunity for
66
career and promotion, the company’s current climate could eventually erode the
employee’s outlook and eventually their commitment to doing their job.
The good news is that employees seem ready and willing to offer their insight and
constructive ideas on how to improve their area within company. They are highly
satisfied with Company Culture, Company Polices, Work Place and Environment
where they are work, Interpersonal Communication in a company and more important
is satisfied by job they are doing.
Employees have an average mean of 3.93 which indicates that the employees are
relatively satisfied with the various services being catered by the company. Major
concern areas are Compensation, Training and Development, Performance Appraisal,
Manager/Supervisor Co-operation and Opportunity for career and promotion.
The study on employee’s satisfaction at Shivalik Print Ltd. is cased out with full co-
operation of the employees and management. As far as possible with in the given
limits the study is completed with the satisfaction of many peoples. The data collected
are analyzed scientifically. It is assured that the company may get high boosted moral
in the organization provided some of the recommendations made in the report are
carried out.
Further from this survey I hope the organization will be benefited and with the
help of the recommendations given the organization can improve its functioning and
the overall employee satisfaction level in the organization and its performance will
increase.
67
APPENDIX
QUESTIONNAIRE
Employee Satisfaction Survey
Company Name: Shivalik PRINT LIMITED
Department: Qualification:
Designation: Sex (M / F):

No. Of Years of Service: Age:
The level of satisfaction is rated at a 1-5 scale:

Employee can apply √ in box based on rating mention as:
Strongly Agree -5 Agree -4 Neutral -3 Disagree -2 Strongly Disagree
-1
Please take a few minutes to complete this survey. You are the person who can give
us fair guidance without any bias. Based on your personal experience in this
organisation, please fill this form to help us building our organization much better &
professional. Share your views by putting a “√ " mark in the boxes against each
question
S.N. Statement Ratings

5 4 3 2 1
A1 COMPANY CULTURE
The top management of this organization makes
effort to identify and utilize the potential of the
1 employee.
Top Management shows genuine interest in the well
being of all employees and even support them during
2 personal emergencies.
68
Employees are encouraged to suggest new ideas
3 about their work.
Weaknesses of employees are communicated
4 to them in a non-threatening way.
In this organization, difference of opinion with
5 seniors is taken positively.
A2 COMPANY POLICY AND ACTIVITIES

Employees are encouraged to participate in making
6 decision which affects their work.
The company provides excellent benefits and
welfare facilities for the employees and their
7 families.
Delegation of authority to encourage juniors to
develop handling higher responsibilities is quite
8 common here.
People lacking competence in doing their jobs are
helped to acquire competence rather than being left
9 unattended.
Management takes sincere efforts to identify and
10 utilize employee’s full potential.
A3 WORK PLACE AND ENVIRONMENT

The psychological climate in this organisation is
very conducive to any employee interested in
developing himself by acquiring new knowledge &
11 skills.
12 I believe that the work atmosphere is friendly.
13 I feel I can trust what company tells me.
I am encouraged to experiment and try out new /
14 creative ideas.
15 My working environment is satisfactory.
A4 COMMUNICATION
Management communicates its goals & strategies
16 effectively to its employees.
I get all information about the events and affairs of
17 the company which have an effect on my work.
I am kept informed about the activities that go on in
18 my organization.
I have a good understanding about the company’s
19 various benefit plans/schemes.
20 I am satisfied with communications generally.
A5 TRAINING AND DEVELOPMENT

We have good Training & Development
21 infrastructure and facilities.
69
I have received all the training I need to effectively
22 carry out my job.
Every employee is given a fair chance, by the head
of the concerned department to attend the workshops
23 and training programs.
Company provides as much initial training as
24 needed.
25 Employees take training seriously and learned.
A6 PERFORMANCE APPRAISAL
Performance appraisal reports in our
organisation are based on objective assessment
26 and adequate information.
My performance for every year is reviewed and
27 discussed with me.
The management periodically provides feedback on
the good and the bad aspects of an employees work
and where he/she must improve, by way of
28 performance appraisal.
29 I feel my services are well recognized.
30 My appraisal helps me in planning for the future.
A7 COMPENSATION
I agree that the Company’s compensation package
31 matches similar organizations in the industry.
I feel, I am paid fairly considering my qualification,
32 experience, and responsibilities.
I am rewarded fairly considering my dedications and
33 performance on the job given to me.
All the allowances and advances are provided on
34 time.
35 Individual initiative is encouraged in the Company.
A8 MANAGER/SUPERVISOR CO-OPERATION
My Manager/Supervisor communicates my
36 weaknesses and helps me in overcoming them.
My Manager/Supervisor gives appreciation to good
37 work done by me promptly.
My Manager/Supervisor encourages my
38 development...
My Manager guides me and prepares me for future
39 responsibilities.
40 My manager always treats me with respect.
A9 JOB SATISFACTION
41 I am trusted to do my job.
42 I am provided adequate facilities to do my job.
70
I am clearly informed about what exactly is expected
43 of me regarding my work.
44 I feel totally secure in this job.
My job is a good use and application of my skills,
45 experience and qualifications.
A10 OPPORTUNITY FOR PROMOTION / CAREER PROSPECTUS

I have opportunities for advancement in my current
46 organization.
I have access to opportunities in different areas
47 within my organization.
I am happy with the formal career planning that
48 happens in my workplace.
49 My present work will help me grow in my career.
If I do good work, I can count on career growth in
50 the Company.
Date: ___________
Thanks for your valuable time and response
71
BIBLIOGRAPHY
• K. Aswathappa: Human Resource Management, 5th edition, Tata McGraw-Hill

Companies, New Delhi.
• L.M. Prasad: Principles and Practice of Management, 6th edition, Sultan Chand
& Sons, New Delhi.
• C R Kothari : Research Methodology – Methods and Techniques, 2nd Edition ,

New Age International Publishers
• S.P. Gupta : Statistical Methods, 36th edition, Sultan Chand & Sons, New
Delhi
• Stephen Robbins : Essentials of Organizational Behavior, Prentice Hall

International Edition
• Internet Sites:
o www.humanresource.hrvinet.com
o www.hrblogs.com
72
o hrmba.blogspot.com
o www.citehr.com
o www.wikipedia.org
o www.shivalikprintltd.com
73

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ACKNOWLEDGEMENT

“TO BE OR NOT TO BE IS NOT THE THING, WHICH MATTERS, HOW

Employee satisfaction has been defined as a function of perceived performance and

If the performance falls short of expectations, the employee is dissatisfied and if it

1.1 AIM OF STUDY:

1.2 RATIONALE BEHIND THE STUDY:

Employees are the basis of every organization. Recruiting and retaining

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

iv. To study the various factors which influencing employee satisfaction.

1.4 RESEARCH METHODOLOGY:

1.4d DATA COLLECTION:

The data source: Primary and Secondary

The research approach: Survey Method

The research instrument: Questionnaire Method

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

1.4f TOOLS OF ANALYSIS:

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

1.4f4 Employee Satisfaction comparison using MEAN and Combined Mean:

Where , are means and nx , ny are respondent

1.5 AREAS OF STUDY:

1.7 LIMITATIONS OF STUDY:

• This study is only limited to this company.

• The method of random sampling is suitable for small populations only.

• It does not ensure proportionate representation to all constituent group of

Employee satisfaction is the terminology used to describe whether employees are

As per Vroom “Employee Satisfaction is a positive orientation of an individual

Employee satisfaction, while generally a positive in organization, can also be a bad

• Professionalism – Demonstrating professional methods, character and

• Enthusiasm – Showing excitement, optimism and passion for your work.

• Resourcefulness – Acting effectively and imaginatively to produce great

• Self-directedness – Working independently and autonomously to achieve the

• Strategic-mindedness – Suggesting and implementing long-term

2.2 WHY TO STUDY ABOUT EMPLOYEE SATISFACTION?

The Hows and Whys of Employee Satisfaction Mapping:

An organization is all about customer satisfaction. Companies understand this and

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

Surveys: This is a traditional method that involves employees’ participation.

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

2.3 THEORIE’S OF EMPLOYEE SATISFACTION

3. Egoistic Need: This relates to man desire to mans desire to be dependant to do

Equity Theory attempts to explain relational satisfaction in terms of perceptions of

Inputs: Time, Effort, Loyalty, Hard Work, Commitment, Ability, Adaptability,

EXPECTANCY THEORY (VROOM’S THEORY):

Expectancy theory is about the mental processes regarding choice, or choosing. It

• putting in more effort will yield better job performance

• better job performance will lead to organizational rewards, such as an increase

• These predicted organizational rewards are valued by the employee in

Emphasizes self interest in the alignment of rewards with employee's wants.

1. Valence - Strength of an individual’s preference for a particular outcome.

2. Instrumentality – Means of the first level outcome in obtaining the desired

3. Expectancy - Probability or strength of belief that a particular action will lead

Vroom says the product of these variables is the motivation.

MASLOW'S HIERARCHY OF NEEDS:

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

As people progress up the pyramid, needs become increasingly psychological and

There are five different levels in Maslow’s hierarchy of needs:

5. Self-actualizing Needs: This is the highest level of Maslow’s hierarchy of

The two-factor theory (also known as Herzberg's motivation-hygiene theory) was

The two-factor, or motivation-hygiene theory, developed from data collected by

Two-factor theory distinguishes between:

• Motivators (e.g. challenging work, recognition, responsibility) which give

Essentially, hygiene factors are needed to ensure an employee is not dissatisfied.