Final Project Report

PROJECT REPORT
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2
CONTENTS
Chapter No. Title Page No.

Acknowledgement 2
HRM Summary 4
Introduction 9
Employee Satisfaction 12
Research Methodology 14
Analysis and 18
Interpretation
Conclusion 45
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4
HUMAN RESOURCES MANAGEMENT ISSUES
‘People are our greatest asset’ is a mantra that companies have been chanting
for years. But only a few companies have started putting Human Resources
Management (HRM) systems in place that support this philosophy. There are a
number of challenges in the Indian industry which require the serious attention
of HR managers to ‘find the right candidate’ and build a ‘conducive work
environment’ which will be beneficial for the employees, as well as the
organization. The industry is already under stress on account of persistent
problems such as attrition, confidentiality, and loyalty. Other problems are
managing people, motivation to adopt new technology changes, recruitment and
training, performance management, development, and compensation
management. With these challenges, it is timely for organizations to rethink the
ways they manage their people. Managing HR in the knowledge based industry is
a significant challenge for HR managers as it involves a multi task responsibility.
In the present scenario, HR managers perform a variety of responsibilities.
5
Earlier their role was confined to administrative functions like managing
manpower requirements and maintaining rolls for the organization. Now it is
more strategic as per the demands of the industry.
Managing People
In view of the industry dynamics, in the current times, there is a greater demand
for knowledge workers. Resumes abound, yet companies still fervently search for
the people who can make a difference to the business. Often talented
professionals enjoy high bargaining power due to their knowledge and skills in
hand. The attitude is different for those who are taking up responsibilities at a
lesser age and experience. These factors have resulted in the clear shift in
approach to individualized career management from organization career
commitment.
Motivating the Workforce

As the competition is growing rapidly in the global market, a technological edge
supported by a talent pool has become a crucial factor for survival in the market.
Naturally, as a result every organization gives top priority to technology
advancement programs. HR managers are now performing the role of motivators
for their knowledge workers to adopt new changes.
Competency Development
Human capital is the real asset for any organization, and this makes the HR role
important in recruiting, managing, and retaining the best. The HR department
has a clear role in this process and determines the success tempo of any
organization. An urgent priority for most of the organizations is to have an
innovative and competent HR pool; sound in HR management practices with
strong business knowledge.
Recruitment and Training

Recruitment has become a major function from an imperative sub system in HR,
particularly in the industry. HR managers play a vital role in creating assets for
the organization in the form of quality manpower. Attracting new talent also is a
top priority for software companies, but less so for smaller companies. Another
challenge for HR managers is to put systems in place to make the people a
perfect fit for the job. Skill redundancy is fast in the industry. To overcome this
problem, organizations give the utmost priority to training and skill enhancement
6
programs on a continuous basis. Many companies are providing technical training
to the employees on a quarterly basis. These trainings are quite useful also in
terms of providing security to the employees.
The Trust Factor

Low levels of trust inhibit tacit knowledge sharing in the knowledge based
industry. It is essential that Our Company takes more initiatives to improve the
security levels of the employees.
Work life Balance Factor

Another dimension to the challenges faced by our company is the growing pace
of talent acquisition. This aspect creates with it the challenge of a smoother
assimilation and the cultural binding of the new comers into the organization
fold. The pressure of delivering the best of quality services in a reduced time
frame calls for ensuring that employees maintain a work life balance.
Attrition/Retention of the Talent Pool

One of the toughest challenges for the HR managers in the industry is to deal
with the prevalent high attrition levels. Though there is an adequate supply of
qualified staff at entry level, there are huge gaps in the middle and senior level
management in the industry. Further, the salary growth plan for each employee
is not well defined. This situation has resulted in increased levels of poaching and
attrition between organizations. The industry average attrition rate is 30–35 per
cent and could range up to 60 per cent.
Bridging the Demand Supply Gap

HR managers have to bridge the gap between the demand and supply of
professionals. They have to maintain consistency in performance and have to
keep the motivation levels of employees high, despite the monotonous nature of
work. The same also leads to recurring training costs. Inconsistent performance
7
directly affects revenues. Dwindling motivation levels lead to a loss of interest in
the job and a higher number of errors.
8
Introduction to the Organization
Founded in 1992, Su-Kam is India’s biggest producer and supplier

of power inverters. With the largest market share, Su-Kam products have
set benchmarking standards for the Industry. Indeed, the company has
played a seminal role in consolidating and upgrading the inverter industry
from the unorganized to the organized sector, thereby adding immense
value to the industry as a whole. Su-Kam offers a wide range of inverters
and is the only Indian company to produce 100 KVA inverters. It has
9
established itself as a leader in product innovation, design sensibility and
sales distribution network.
Su-Kam has successfully expanded into other technology driven
products like UPS systems and has made its presence felt in the field of
batteries – both lead acid and VRLA.
A continuing focus on quality and adherence to international
standards has enabled Su-Kam to export its products to various overseas
markets across Asia, Africa, the Middle East and the Pacific region. At the
core of Su-Kam’s growth are the twin values of innovation and customer
engagement. The intense focus on R&D enables us to continuously
develop new products to meet present and anticipated customer needs
and to provide cost effective solutions of power generation. Su-Kam is
developing a range of solar products with capability to run homes, offices,
residential complexes a pointer to its futuristic vision and commitment to
the environment. The wide dealer network, the largest for a company in
the industry, and efficient Customer Care Service ensure prompt and
effective solutions and after sales service for true ‘Customer
Engagement’. Su-Kam’s robust business model has now been recognized
globally also.
All systems at Su-Kam are fully validated by independent

international organizations. Su-Kam is the only Indian company in the
power solutions business to receive:
 ISO 9001:2000 for its Quality management system.
 ISO 14001:2004 for its Environment management of production.
 20 Products patents. Applications for 10 more have been

submitted.
 CE (Coformite European) and UL (Underwriters laboratories)

certification for its products.
 In-house R&D recognition from the Government of India.
Kunwer Sachdev is the CEO of Su-Kam Power System Limited and is

responsible for the vision and strategic direction of the company.
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11
EMPLOYEE SATISFACTION
What does the term ‘Satisfaction’ imply to an employee? It implies

nothing else than the feeling of either being contended or non-contended on
using a product.
Employee Satisfaction is a prerequisite for the customer satisfaction.
Enhanced employee satisfaction leads to higher level of employee retention.
A stable and committed workforce ensures successful knowledge transfer,
sharing, and creation --- a key to continuous improvement, innovation, and
knowledge-based total customer satisfaction.
When companies are committed with providing high quality products and
services; when companies set high work standards for their employees; and
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when employees are empowered through training and development, provided
with knowledge and information, permitted to make mistakes without
punishment, and trusted; they will experience an increase in their level of
satisfaction at work.
This level of satisfaction can be enhanced further if teamwork and visionary
leadership are introduced.
Continuous improvement comes from the efforts of the empowered
employees motivated by visionary leadership. This is supported by the findings
that empowerment and visionary leadership both have significant correlation
with employee satisfaction. Teamwork is also supported by the findings. In
addition, the study found significant correlation between employee satisfaction
and employee’s intention to leave.
The success of a corporation depends very much on customer satisfaction.
A high level of customer service leads to customer retention, thus offering
growth and profit opportunities to the organization. There is a strong relationship
between customer satisfaction and employee satisfaction. Satisfied employees
are more likely to stay with company and become committed and have more
likely to be motivated to provide high level of customer service, by doing so will
also further enhance the employee’s satisfaction through feeling of achievement.
Enhanced employee satisfaction leads to improved employee retention; and
employee stability ensures the successful implementation of continuous
improvement and customer satisfaction. Customer satisfaction will no doubt lead
to corporate success and greater job security. These will further enhance
employee satisfaction. Therefore, employee satisfaction is a prerequisite for
customer satisfaction.
13
Research Methodology
Objectives:
The study is conducted with the following objectives:

1. To discover the various expectations that determine the satisfaction level
of employee.
2. To rank the factors according to the importance.
3. To measure the level of satisfaction of employees with respect to the
company.
Employee Satisfaction Measurement
14
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 (Company Services) falls short of expectations,
the employee is dissatisfied and if it matches the expectations, the employee is
satisfied. A high satisfaction implies more purchase/use of the product 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.
Tools for tracking and measuring customer satisfaction:

1. Complaint and Suggestion System: Employee can freely deliver
complaints and suggestions through facilities like suggestion box, personal
meetings with seniors etc.
2. Lost Employee Analysis: The exit interviews are conducted or employee

loss rate is computed.
3. Employee Satisfaction Survey: Periodic surveys by use of questionnaire

or telephone calls to random sample of recent buyer help to find out
customer satisfaction and relate to repurchase intention and word of
mouth score.
Technique
To uncover the important attributes which determine the

satisfaction level of the employee with respect to the various services
catered by the company, a non-structured in-depth interview of employee
selected by convenience is carried out. Then a list of attributes is finalized
keeping in mind that an attribute once selected is not repeated on being
encountered for the second time.
Scale Construction
On the basis of attributes which have been identified, a questionnaire is

prepared which is analyzed for two parameters separately i.e. satisfaction and
importance.
To each question, there are 5 possible answers out of which one is to be
ticked. In case of component pertaining to satisfaction, the respondent has to
give a response in terms of highly satisfied, very satisfied, satisfied not so
satisfied or dissatisfied.
In case of component pertaining to satisfaction, the respondent has to give
a response in terms of critical, very important, important, not so important and
not at all important. The response for each question in either component of
satisfied to dissatisfied and from critical to not at all important, respectively.
Data Collection and Analysis
15
Exhaustive list of all the employee is obtained. A sample size of 50 is
chosen to be representative of the population (nearly 10%). Sample interval is
determined by dividing total no. of employee by the sample size (=26.32).Every
tenth individual appearing in the exhaustive list is then selected. Samples drawn
are used to collect data pertaining to employees’ satisfaction as well as
importance towards the 15 attributes listed.
The results are then categorized on the basis of

1. Total Respondents.
2. Department wise.
3. Salary Wise.
For each category, the respondents are selected and then averages of
satisfaction and importance are computed for each question respectively. Then
the product of corresponding averages is computed to give the satisfaction
index.
The formula computation of satisfaction index is:
Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i)

Sum of Average Importance (i)
= ∑SXi
∑i
Table 1: TOTAL STRENGTH OF THE EMPLOYEES IN THE COMPANY
DEPARTMENT SU-KAM POWER SYSTEM LTD.

MALE FEMALE TOTAL
HR & Administration 15 6 21
Accounts 15 20 35
Power Division 20 10 30
Sales & Marketing 200 30 230
Service 350 30 380
Customer Care 150 100 250
IT & ERP 20 15 35
Total 770 211 1231
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SU-KAM POWER SYSTEM LTD MALE FEMALE
875 441
TOTAL STRENGTH 1316
SAMPLE SIZE 50
SAMPLE INTERVAL (1231/50) = 24.62
Table 2: STRENGTH OF EMPLOYEES OF SU-KAM IN PERCENTAGE
Percentage of HR & Administration employee 1.70

Percentage of Accounts Dept. employee 2.84
Percentage of Power Division employee 2.43
Percentage of Sales & Marketing employee 18.68
Percentage of Service employee 30.86
Percentage of Customer Care employee 20.30
Percentage of It & ERP employee 2.84
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Analysis and Interpretation
1) Listing of Important Attributes

Using the in depth interview technique, numbers of attributes were
determined which affect the levels of satisfaction of employees with respect to
the company.
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2) Ranking as per Importance
Ranking is done after analyzing all the attributes for the given sample that
which one has more importance and which one is least important.
3) Variation in Satisfaction
It includes two different ways:
Satisfaction level of the total respondents.
Department wise analysis of satisfaction level.
Salary wise analysis of satisfaction level.
Note: The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a
score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for
critically important to a score of 1 for not at all important.
TABLE 1: SATISFACTION INDEX FOR THE EMPLOYEES IN

SU-KAM POWER SYSTEMS LTD
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S.No Questions Average Average Sxi
Satisfaction Importance
(S) (i)
1 Working Environment 2.06 3.44 7.086
2 Convenient Work Location 1.68 4.48 7.526
3 Recognition for the work done 2.9 3.72 10.79
4 Friendly working environment 2.76 3.9 10.76
5 Opportunities for flexible working 2.44 4.04 9.858
6 Working in dynamic organization 2.54 3.78 9.601
7 Working in reputed organization 2.24 4.06 9.094
8 Interesting and Enjoyable Work 2.00 3.12 6.24
9 Work that gives a sense of achievement 2.40 3.14 7.536
10 Working with young people 1.86 4.2 7.812
11 Job security 3.00 3.78 11.34
12 Opportunities for personal development 2.98 3.74 11.15
13 Opportunities for Promotion/career 2.84 3.8 11.02
Prospects
14 Fair payment for the work done 1.76 3.34 5.878
15 Good Policies 3.16 3.24 10.24
Sum 55.78 135.931

= ∑SXi = 135.931 = 2.436

∑i 55.78
Figure 1
SATISFACTION INDEX FOR THE EMPLOYEES IN

SU-KAM POWER SYSTEMS LTD.
20
20
18
16
14
12
10
4
Listing of Important Attributes
2
21
1. Working Environment.
2. Convenient Work Location.
3. Recognition for the Work Done.
4. Friendly Working Environment.
5. Opportunities for Flexible Working.
6. Working in a ‘Dynamic’ Organization.
7. Working in a Reputed Organization.
8. Interesting & Enjoyable Work.
9. Work that gives a sense of Achievement.
10.Working with Young People.
11.Job Security.
12.Opportunities for Personal Development.
13.Opportunities for Promotion/Career Prospects.
14.Fair Payment for the Work Done.
15.Good Policies.
Ranking as per Importance
After analyzing all the attributes for the given sample, it was found that Work
Location is Critically important to all employees (I = 4.48) followed by working
with young people (I = 4.20) working in reputed organization (I = 4.06) and
other attributes which are very important are opportunities for flexible working (I
= 4.04) Friendly working environment (I = 3.90) followed by opportunities for
promotion & career prospects (I = 3.80).
Working in Dynamic organization and Job Security with same is also important (I
= 78) followed by opportunities for personal development (I = 74) and
recognition for the work done (I = 3.72).
Attributes like working environment (I = 3.44) and fair salary are also more
important followed by Good policies (I = 3.24) which are critically important.
Work that gives a sense of achievement (I = 3.14) and interesting & enjoyable
work (I = 3.12) are also equally important.
Variation in Satisfaction
• Satisfaction level of total respondents
22
The Satisfaction Index for the total respondents is for the total respondents -
2.436 (Table 1 and Figure 1) which indicates that the employees are relatively
satisfied with the various services being catered by the company as against their
importance. It can be attributed to the fact that the company caters to the
various needs of the employees and it tries to provide the more important
needed services like Opportunities for promotions, Fair Salary and Good
Company Policies as and when needed.
• Department wise analysis of satisfaction level
Analysis of Table 2 – 8 and a glance of Figures 2 – 8 reveal that employees of

Accounts Dept. are most satisfied ( Satisfaction Index = 2.825) followed by
employees of Power Division ( Satisfaction Index = 2.822) and the employees of
Customer Care Dept. ( Satisfaction Index = 2.666).
The Satisfaction level of HR & Adm. Dept. is also good (Satisfaction Index =
2.664) followed by Sales & Marketing Dept. (Satisfaction Index = 2.390) and
Employees of Service Dept. (Satisfaction Index = 2.335) and IT & ERP Dept.
(Satisfaction Index = 2.106).
TABLE 2: SATISFACTION INDEX FOR THE EMPLOYEES OF

HR & ADMINISTRATION DEPARTMENT
23
S.No. Questions Average Average Sxi
(S) (i)
3 Recognition for the work done 2.75 3 8.25
9 Work that gives a sense of 3.16 3.24 10.238
achievement
11 Job security 2.84 3.80 10.792
12 Opportunities for personal 2.54 3.78 9.601
development
Prospects
15 Good Policies 4.36 2.67 11.641
Sum 46.75 124.574

∑SXi = 124.574 = 2.664

∑i 46.75
FIGURE 2: SATISFACTION INDEX FOR THE EMPLOYEES OF

HR & ADMINISTRATION DEPARTMENT
24
25
20
15
10

ACCOUNTS DEPARTMENT
5
25
(S) (i)
achievement
11 Job security 4.39 3.57 15.672
development
Prospects
15 Good Policies 3.10 2.90 8.99
Sum 47.91 135.385

= ∑SXi = 135.385 = 2.825

∑i 47.91

ACCOUNTS DEPARTMENT
26
18
16
14
12
10

4 POWER DIVISION
2
27
(S) (i)
9 Work that gives a sense of achievement 2.85 4.19 11.94
11 Job security 3.67 1.98 7.26
Prospects
15 Good Policies 4.25 4.78 20.31
Sum 44.81 126.47

= ∑SXi = 126.4736 = 2.8224

∑i 44.81

POWER DIVISION
28
25
20
15
10
TABLE 5: SATISFACTION INDEX FOR THE EMPLOYEES OF SALES

5 & MARKETING DEPARTMENT
29
(S) (i)
achievement
11 Job security 1.731 3.462 5.99
development
Prospects
15 Good Policies 2.577 3.615 9.31
Sum 54.54 130.35

= ∑SXi = 130.359 = 2.390

∑i 54.54

SALES & MARKETING DEPARTMENT
30
20
18
16
14
12
10

4 SERVICE DEPARTMENT
2
31
(S) (i)
achievement
11 Job security 2.41 4.25 10.27
Prospects
15 Good Policies 3.08 4.00 12.33
Sum 59.41 138.7

= ∑SXi = 138.774 = 2.335

∑i 59.417

SERVICE DEPARTMENT
32
25
20
15
10

CUSTOMER CARE DEPARTMENT
5
33
S.No Questions Average Average Sxi
. Satisfaction Importance
(S) (i)
achievement
11 Job security 3.00 3.00 9.00
development
Prospects
15 Good Policies 3.0 4.0 12.0
Sum 57.85 154.28

= ∑SXi = 154.281 = 2.666

∑i 57.85
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CUSTOMER CARE DEPARTMENT
30
25
20
15
10
TABLE 8: SATISFACTION INDEX FOR THE EMPLOYEES OF IT &

ERP DEPARTMENT
5
35
(S) (i)
achievement
11 Job security 2.37 3.25 7.719
development
Prospects
15 Good Policies 1.75 3.87 6.78
Sum 55.5 116.90

= ∑SXi = 116.906 = 2.106

∑i 55.5
FIGURE 8: SATISFACTION INDEX FOR THE EMPLOYEES OF IT &

ERP DEPARTMENT
36
20
18
16
14
12
10
4
INCOME GROUP A ( less than equal to 75,000 p.a)
37
0
(S) (i)
achievement
11 Job security 3.03 3.35 10.19
Prospects
15 Good Policies 2.77 3.96 11.01
Sum 46.25 114.67

= ∑SXi = 114.679 = 2.479

∑i 46.251

INCOME GROUP A (less than equal to 75,000 p.a)
38
16
14
12
10

2
INCOME GROUP B ( 75,000 – 5,00,000 p.a)
39
0
(S) (i)
achievement
11 Job security 3.40 4.12 14.01
Prospects
15 Good Policies 3.99 3.89 15.55
Sum 53.35 143.09

= ∑SXi = 143.092 = 2.682

∑i 53.351

INCOME GROUP B (75,000 – 5,00,000 p.a)
40
18
16
14
12
10
6
INCOME GROUP C ( more than 5,00,000 p.a)
4
41
Satisfaction Importanc
(S) e
(i)
achievement
11 Job security 3.99 3.52 14.10
Prospects
15 Good Policies 3.99 4.00 15.99
Sum 55.74 151.82

= ∑SXi = 151.823 = 2.723

∑i 55.744

INCOME GROUP C (more than 5,00,000 p.a)
42
20
18
16
14
12
10
4
43
2
• Salary wise analysis of Satisfaction Level
Tables and Figures 9 – 11 indicates that employees pertaining to

Category ‘C’ (income group (more than 5, 00,000) are the most satisfied
(Satisfaction Index = 2.72) followed by the employees of category ‘B’
(income group 75,000 – 5, 00,000; Satisfaction Index = 2.68) and the
employees of category ‘A’ (income group less than 75,000; Satisfaction
Index = 2.47) are least satisfied.
44
CONCLUSION
45
Research shows that satisfied, motivated employees will create
higher customer satisfaction and in turn positively influence organizational
performance. Convenient work location, working with young people,
opportunities for promotion and career prospects, fair salary, good
policies, job security and dynamic working environment are few attributes
which are critically important from the view point of most of the
employees.
Employees have an overall satisfaction index of 2.43 which

indicates that the employees are relatively satisfied with the various
services being catered by the company as against their important.
It seems that employees of Accounts Department. are nearly as

satisfied as Power Division, Customer Care, Human Resources &
Administration, Service Department, however IT & ERP Department are
most dissatisfied.
Employees falling in ‘C’ category of the income group

(Rs.5, 00,000 and more p.a.) are the most satisfied than the other
categories of income.
Therefore a comprehensive Employee Satisfaction process can be

a key to a more motivated and loyal workforce leading to
increased customer satisfaction and overall profitability for the
organization.
46
47
REFERENCES
1. ORGANIZATINAL STRUCTURE & BEHAVIOR – Mr. Chandan.
2. ORGANIZATION SRUCTURE & BEHAVIOUR – LUTHANS
3. BREAKING THE CHAIN OF ORGANIZATION STRUCTURE – TODD

JICKS, DAVE ULRICH
4. ONLINE BOOKS FROM GOOGLE.COM
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PROJECT REPORT

Chapter No. Title Page No.

Motivating the Workforce

Recruitment and Training

The Trust Factor

Work life Balance Factor

Attrition/Retention of the Talent Pool

Bridging the Demand Supply Gap

Founded in 1992, Su-Kam is India’s biggest producer and supplier

All systems at Su-Kam are fully validated by independent

 ISO 9001:2000 for its Quality management system.

 ISO 14001:2004 for its Environment management of production.

 20 Products patents. Applications for 10 more have been

 CE (Coformite European) and UL (Underwriters laboratories)

 In-house R&D recognition from the Government of India.

Kunwer Sachdev is the CEO of Su-Kam Power System Limited and is

What does the term ‘Satisfaction’ imply to an employee? It implies

The study is conducted with the following objectives:

Employee Satisfaction Measurement

Tools for tracking and measuring customer satisfaction:

2. Lost Employee Analysis: The exit interviews are conducted or employee

3. Employee Satisfaction Survey: Periodic surveys by use of questionnaire

To uncover the important attributes which determine the

On the basis of attributes which have been identified, a questionnaire is

Data Collection and Analysis

The results are then categorized on the basis of

The formula computation of satisfaction index is:

Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i)

Table 1: TOTAL STRENGTH OF THE EMPLOYEES IN THE COMPANY

DEPARTMENT SU-KAM POWER SYSTEM LTD.

TOTAL STRENGTH 1316

SAMPLE INTERVAL (1231/50) = 24.62

Table 2: STRENGTH OF EMPLOYEES OF SU-KAM IN PERCENTAGE

Percentage of HR & Administration employee 1.70

1) Listing of Important Attributes

TABLE 1: SATISFACTION INDEX FOR THE EMPLOYEES IN

Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i)

= ∑SXi = 135.931 = 2.436

SATISFACTION INDEX FOR THE EMPLOYEES IN

Ranking as per Importance

• Satisfaction level of total respondents

• Department wise analysis of satisfaction level

Analysis of Table 2 – 8 and a glance of Figures 2 – 8 reveal that employees of

TABLE 2: SATISFACTION INDEX FOR THE EMPLOYEES OF

Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i)

∑SXi = 124.574 = 2.664

FIGURE 2: SATISFACTION INDEX FOR THE EMPLOYEES OF

TABLE 3: SATISFACTION INDEX FOR THE EMPLOYEES OF

Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i)

= ∑SXi = 135.385 = 2.825

FIGURE 3: SATISFACTION INDEX FOR THE EMPLOYEES OF

TABLE 4: SATISFACTION INDEX FOR THE EMPLOYEES OF

Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i)

= ∑SXi = 126.4736 = 2.8224

FIGURE 4: SATISFACTION INDEX FOR THE EMPLOYEES OF

TABLE 5: SATISFACTION INDEX FOR THE EMPLOYEES OF SALES

Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i)

= ∑SXi = 130.359 = 2.390

FIGURE 5: SATISFACTION INDEX FOR THE EMPLOYEES OF

TABLE 6: SATISFACTION INDEX FOR THE EMPLOYEES OF

Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i)

= ∑SXi = 138.774 = 2.335

FIGURE 6: SATISFACTION INDEX FOR THE EMPLOYEES OF

TABLE 7: SATISFACTION INDEX FOR THE EMPLOYEES OF