Mukesh Project 2.docx

A Summer Training Internship Project Report Titled as ‘Study of Employees

Satisfection ’

for the training undergone at:

Jawandsons (Oster Group Of company) Pvt. Ltd. Ludhiana Submitted To: Prof. Mona Prasher Associate Professor

Submitted By: Mukesh Kumar UID: 17MBA1317 Class: MBA 3c

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DECLARATION PROJECT IS ORIGINAL WORK

I declare that this project titled Employees Satisfaction has been worked on, drafted and finalized by me -Mukesh Kumar, [17MBA1317] student of MBA 2nd semester of the batch 2017-2019. This project is an original piece of work and not copied or plagiarized from any other source of literature, review article or published reference in this regard. This is purely my Summer Internship Report being submitted in partial fulfillment of the degree of Master in Business Administration from University School of Business, Chandigarh University and has not been submitted for the reward of any certificate, diploma, degree, fellowship with any college / university nor educational institute before this. In case any part of this work is reported as copied from any another source, I shall be solely responsible for the same and will be answerable for any action taken in this regard.

Mukesh Kumar 17MBA1317 01/08/2018

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ACKNOWLEDGEMENT It is in particular that I am acknowledging my sincere feeling towards my mentors who graciously gave me their time and expertise. They have provided me with the valuable guidance, sustained efforts and friendly approach. It would have been difficult to achieve the results in such a short span of time without their help. I deem it my duty to record my gratitude towards the internal project supervisor Dr .Sukhwinder Singh who devoted her precious time to interact, guide and gave me the right approach to accomplish the task and also helped me to enhance my knowledge and understanding of the project.

Mukesh Kumar 17MBA1317 MBA – 3C

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CERTIFICATE I have the pleasure in certifying that Mr. Mukesh Kumar UID – 17MBA1317 is a Bonafide student of 3rd semester of the Master’s Degree in Business Administration, Batch 2017-2019, of Chandigarh University, Ghrauan, Mohali, Punjab. He has completed his project work entitled Study on “ Employees Satisfaction.” under my guidance. I certify that this is original work and has not been copied from any other source. The project has also not been submitted in any other institute or university for the purpose of award of any degree. This project fulfills the requirement of the curriculum prescribed by the by this university for the said course. I recommend this project report for evaluation and consideration for the award of Degree of student.

Mona Prashar Associate professor

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INDEX Chapter No.

CONTENTS

Page No.

Declaration Acknowledgement Certificate Certificate Contents 1

OVERVIEW OF THE COMPANY

7-8

2

ABOUT JAWANDSONS

10-11

3

PROJECT WEEKLY SCHEDULE

13

4

INTRODUCTION OF PROJECT

15-24

5

RESEARCH METHODOLOGY

26-27

6

Review of Literature

28-29

7

Data Analysis

29-41

8

RECOMMENDATIONS

42

8

CONCLUSION

45

BIBLIOGRAPHY

48

ANNEXURES

5

CHAPTER I OVERVIEW OF THE COMPANY

6

\COMPANY

INTRODUCTION

Every Journey begins with a dream, some dreams are small, uther monumental, others still, truly awe inspiring. it is with a great sense of satisfaction, and a corresponding sense of yearning that i write to all the patrons and stake holders of the Oster group of company. Oster began humbly in 1970 from Ludhiana under the leadership of S. Jagmohan Singh who set high targets for himself and those around him. The vision to provide all our customers with unmatched quality and affordability led to the massive growth of the company from a small scale unit to 5 state-of-the art manufacturing facilities in just fourdecades. The name Oster Group of Companies is today synonymous with unmatched comfort, design affordabililty and quality in its entire product range. The growth pattern has seen us steadily improve our manufacturing systems and processes improving technical inputs, maximizing worker efficiency, integrating different elements of the value chains and reducing operating costs. As we enter the second decade of the 21st century, the quantitative and qualitative changes in our operations are self - evident. Oster is proud to list cutting edge spinning, weaving, Knitting, printing, dyeing, embroidery, stitching and linking facilities among our multifarious in-house expertise.

At Oster, we believe in Team work, and as Managing Director, I have been fortunate and honored worked with an exceptionally talented, professional, highly trained, innovative and hardworking team that is determined to keep moving on the path towards providing our stakeholders with greater value and a better product than any of our competitors in the market. Training, motivating and developing human resources has been at the forefront of Oster's 7

evolution. It is because of this investment that we have grown from strength to strength and been able to win the implicit trust of all our customers; because for us every piece and every customer is supremely important. In just 40 years, we have a strong market presence and influence in all 28 state of India and 25 countries in 4 different continents globally. As we continue on this trailblazing journey, every member of the Oster Team reaffirms the vision that serves as the company's foundation- top of the line quality and affordability produce in full compliance manufacturing facilities backed by professional and efficient customer service, because Oster in 'the way of smart living'.

Unit1. jawandsons Tajpur road, Bhamian kalan ,Bhamian Unit 2 Sawarn singh, Ludhiana Unit 3 jawandsons Bholapur,ludhiana

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Chapter 2 ABOUT JAWANDSONS

9

About Us A SUCCSSFUL LAUNCH Launched in 1973, as a small scale knitwear manufacturing company, the Oster Group of companies established Oster in the market. As a result of hard work, sincerity and a positive outlook Oster soon became a prestigious brand. Growing in popularity each year, the group entered International Market by 1986 and established Oster in CIS Countries. Oster proved a successful brand once again. GROWING BIG In 2001, the Oster Group decided to diversify to export the home furnishing to famous chain stores in USA, Europe, Canada, Middle East and CIS countries. In a few years the Oster Group had scaled great heights. But fashion is an ever-growing, ever-changing trend. To keep up with new trends in the market, the Oster Group launched Titlis in 2002 for domestic market. Titlis – the latest in home furnishing met with great success & applause. WHAT IS OUR BUSINESS ? Manufacturing, Export, Import and Distribution of our own brands in the domestic market. WHAT DO WE PRODUCE ? Sweaters for men and women. Domestic home furnishing includes Bedcovers, Blankets, Dubet Covers and Quilts. Export home furnishing consists of Throws, Bedcovers, Blankets, Cushions, Dubet Cover , Fabric Material and Men’ Trousers and shirts. WHAT IS OUR INFRASTRUCTURE ? To produce a successful brand, we have remarkably advanced machines of globally famous companies like Universal, Stoll and Aries. Besides the world’s most advanced machines, we have in-house production facility of Flat Bed Knitting Machines, Computerized Flat Bed and Circular Knitting Machines,Quilting,Manual and Automatic Printing, Embroidery, Raising, Shearing Stunter, Azer, Linking and Industrial Dry Cleaning Machine beside so many others. These production facilities are available in five factories. OUR LOYAL MARKET & CUSTOMERS We are pleased to inform you that among our high profile customers one IKEA of Sweden, Target Corporation and Spring of U.S.A., Mother Care and Tesco of United Kingdom, Carrefour of France, Metro of Europe, CIS Countries, Russia, Ukraine, Khyrghistan, Turkmenistan, UAE and of course our very own Indian Market. SOCIAL AND ENVIRONMENTAL COMMITMENTS We are concerned about the welfare of our employees without whose help we could never be where we are at present. Our success depends on their hard work and loyalty. In turn we care for their health, safety, their social needs and financial requirements. We fully comply with all legal, social and environmental parameters. We have E.T.P. plants, Husk base boilers, Fire Hydrants system, Automatic smoke detectors and other facilities and safety measures for the workers. THE BEST AWARD GOES TO Good work is appreciated by one and all. Awards gave us encouragement to do better. We saw that others too had noticed our sincerity. In 1998-99 we received the

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Highest Export Performance Award from Wool and Woolen Export Promotion Council, Ministry of Textiles, Government of India. In 2004, we got the IKEA – Best Vendor. We became the certified vendor of IKEA, Target, Carrefour, spring, Mother Care, Tesco, Metro.

Vision &Mission Vision The Quality Products moving on the theme of Faison, comfort, arrofdability and making identity in global market.

Mission We commit to make our all positive and creative thoughts possible and dreams true. Our

target

is

to

ensure

immense

presence

in

Global

Market

by

2010

Come and join the hand of comfort and affordability.

Product Of Jawandsons (Oster Group Of Company) Blankets Curtains Throws Kurtis Cushion Bedcover Dubet Cover

Major Buyers Mother Care 11

IKEA Tesco of United kingdom Metro of Europe

CHAPTER -3 PROJECT WEEKLY SCHEDULE

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PROJECT WEEKLY SCHEDULE a. First Week: Familiarization of company premises and the various departments like personnel department, HR Department, production department warehouse unit & security. A brief description of the work of each department was given to understand the process of the company .While I was in the production unit I used to talk with the labor and the employees about how they were performing their jobs and who is there supervisor and then I familiarize with the production managers and assistant managers. And they provide the information about the but type of work are to be done . b. Second Week: In the second week I was aligned with human resource development manager and was asked to recreate employee manpower details with latest updates. In which I had to gather information regarding the labors :- Current address 2 fathers name 3 there permanent address. Also I was assigned with the work of taking the attendance of all the labor every day (Six weeks).in the second weak I have managed the document of the HR department and take the help of the seniors to pay the salary of the employees. I have solve the quarries of the employees regarding the deduction os the salary. c. Third Week:In the third week I had designed the questionnaire and start Conducting Survey regarding my project topic Apart from that I was asked to match cross check the previous months attendance of the labors with their id cards and the different attendance register provided and maintained by the contractor. I found out there were some of the mismatches in the records which I personally pointed out to my teacher Mr. Sukhwinder Singh (HR Manager) so that he could took some actions on that case. Then I was assigned with the responsibility of checking out all of the companies fire extinguishers so that all of the expired cylinder could be refilled the types of the cylinder were ABC AB CO2 Weight : 5kg 4.5kg 10 kg the report of which was submitted to MR. Rajesh d. .Fourth Week: In the fourth week, I collected the data from the different employees with the help of the questioner. Apart from that I was assigned with the responsibility of finding out the total number of useful and damaged dresses of all the employees from production units to engineering unit to warehouse unit so that a new order for the dresses could be given. e. Fifth week: In the fifth week I continued working on my project along with the work assigned by the HR manager which was to check on all the pest traps in the organization so that the damaged could be fixed. 13

f. Sixth week: In the sixth week I have completed my research work.

CHAPTER – 4 INTRODUCTION OF PROJECT

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Introduction Employees' satisfaction is the individual employee general attitude towards the job. It is also an employee cognitive and affective evaluation of his or her job. According to New Cranny, Smith and Stone (1992), Employee satisfaction is defined as the combination of affective reactions to the differential perceptions of what he/she wants to receive compared with what he/she actually receives. According to Moyes, Shao & Newsome (2008), the employee satisfaction may be described as how pleased an employee is with his or her position of employment. According to Spector (1997) defined employee satisfaction, as all the feelings that a given individual has about his/her job and its various aspects. Employee satisfaction is a comprehensive term that comprises job satisfaction of employees and their satisfaction overall with company’s policies, company environment etc. 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. Therefore, the organization should try to supply the employee expectations in order to approach the employee satisfaction. In addition, emotional state of the employees may also affect their satisfaction. This forces the managers to create and sustain the desired working environment in the organizations. There are various factors that contribute to employee satisfaction, it includes treating employees with respect, time to time performance appraisals, providing regular employee recognition, empowering employees, relationship with immediate supervisor, providing employee perks, company activities, positive management within a success framework of goals, feeling safe in the work environment, opportunities to use skills and abilities, compensation and benefit, promotions, training, work tasks factors, relationship with co-workers, relationship with supervisors. Some more factors include as follows: interesting work, appreciation of work, job security, job-specific training, good wages,

SIGNIFICANCE OF EMPLOYEES SATISFACTION Employee satisfaction is utmost importance in any organization be it small or large. It plays a significant role in defining organizational success. Every organization develops strategies that strengthen the work environment and increase the employees' morale to enhance employees' performance and productivity, which ultimately results in high profits, customer satisfaction as well as customer retention. The reason behind having satisfied employees is somewhat elementary. Satisfied employees are preferred because they simply make a work environment 15

and organizational climate better (Rue & Byars, 1989). There are many different practices that an organization can perform to create a better and more effective work environment; these practices can directly affect employee satisfaction. Some ideas that managers are the most concerned about, are: attracting the most qualified workers and utilizing the human capital within the organization (Hoerr, 1989). The following points will show the importance of employee satisfaction.

1) Increase Employees Performance Employee Satisfaction has a great impact upon the performance of an employee. (Judge, Thoresan, Bono., & Patton, 2001) conducted an extensive met analysis about the relationship between these two critical organizational factors and concluded true correlation between employee satisfaction and employee performance. Performance of the job by an employee also requires that his expectations and aspirations in terms of rewards, consideration and fulfilment of his needs etc. can be met. If these are fulfilled, he/she will be satisfied with the outcome of job performance and greater employee satisfaction would generally motivate the employees in performing their tasks more efficiently and that results in increasing company’s productivity. 2) Organizational Commitment According to Kreitner & Kinicki (2006), Organizational Commitment “Reflects the extent to which an individual identifies with an organization and is committed to its goals.” A happy and satisfied individual can find it easy to live within the organization as well as outside it. On the contrary a chronically upset individual make organization life vexations for others with whom he interacts. There seems to be a strong correlation between employee satisfaction and organizational commitment. Higher commitment can in turn facilitate higher productivity. 3) Increase Employees Morale There is a casual relationship between employee satisfaction and employee morale. Michigan Psychologist Norman R. F. Maier states that “Job satisfaction was shown to be important by demonstrating that morale index was definitely higher among employees who were satisfied than among those who were dissatisfied” (Norman, 1925). 4) Low Absenteeism Absence is a phenomenon that can reduce an organization’s effectiveness. Cascio (2003), defines absenteeism as “Any failure of an employee to report for or to remain at work as scheduled regardless of the reason.” According to George (2000), there is inversely correlated relationship between employee satisfaction and absenteeism. In other words, when satisfaction is high, absenteeism is low and when satisfaction is low, absenteeism is high (Luthans, 1989). It is important to remember that while higher employee satisfaction will not necessarily result in low absenteeism but low employee satisfaction is likely to bring about high absenteeism (Tylczak, 1990). Absenteeism is influenced by dozens of interrelated factors which make it even more difficult to quantify, qualify or rectify. 5) Low Turnover Turnover refers to the movement of employees out of the organization (Kadushin & Egan, 2001). According to Michaels and Spector (1982), studies have been reasonably consistent in showing a correlation between employee satisfaction and turnover. Employees with low satisfaction are therefore more likely to quit their jobs. A satisfied employee feels pleasure at his work place. He feels contented with his job and the environment in the 16

organization which results in longevity and reduced employee turnover (Frye, 2004). These types of behaviour’s can be very beneficial to the organization because they save time and money of the management. Therefore, improving employee satisfaction can increase financial benefits (Hodson, 1997). Researches state that employee satisfaction can improve the quality of working life. 6) Positive Mental Attitude Satisfied employees cultivate positive mental attitude which is beneficial to the society as a whole. A happy human on the job is also happy away from the job. Dissatisfaction with one’s job may have especially volatile spill over effect on many other things such as family life, leisure activities etc. Happiness is after all the heart of human life which spins off to the society in general. The dissatisfied employees take more “Mental health days off i.e. days off not due to illness or personal reason.” The time thus being a non-renewal resource, the ultimate sufferer is the organization (Breaugh, 1981). 7) Increase Customer Satisfaction It’s not a new insight that satisfied employees can have a significant impact on customer satisfaction. Satisfied, motivated and engaged employees understand the role, they need to play in consistently delivering good customer interactions. They create and nurture good relationships with customers that build customer satisfaction, increase customer retention and enhance customer loyalty (Johnson, Ryan, & Schmit, 1994). The companies that lead their industries in employee satisfaction are generally the ones that have the highest levels of customer satisfaction too (Huselid, 1995). They understand that keeping customer’s happy starts with ensuring employees are satisfied, motivated, empowered and engaged and they know that measuring employee satisfaction is actually one more way to monitor service quality. 8) Organization Success Employee satisfaction plays a very vital role on the performance of an organization. It is essential to know as to how employees can be retained through making them satisfied and motivated to achieve extraordinary results. Target and achievement depend on employee satisfaction and in turn contribute for organizational success and growth enhances the productivity and increases the quality of work (Johns, 2002). It is indispensable for an organization to exactly feel as to what employees feel, think, wish and to discover and make strategies that how the staff dedication and commitment can be improved. Through this initiative business outcomes can be improved, productivity can be enhanced, commitment can get strengthened. Increasing staff satisfaction is very vital and important factor for the success of an organization. 9) Reduce Union Activities It has been proved that satisfied employees are generally not interested in unions and they do not perceive them as necessary. Employee dissatisfaction has proved to be the major cause of unionization. The employees join the union because they feel that individually they are unable to influence changes which would eliminate the causes of dissatisfaction. The level of union activities is related to the level of dissatisfaction. Low level of dissatisfaction results in only grievances while higher levels of dissatisfaction will result in employee strikes. 10) Other Benefits In addition, there are number of other benefits bring about by high employee satisfaction. Highly satisfied employees tend to have better physical and mental health, learn the new job related tasks easily and have less job stress and unrest (Kaliski, 2007). Such employees will become more co-operative such as helping co-worker’s, helping customers etc. Such 17

behaviour will improve unit performance and organizational effectiveness (Kelli, 2012). To conclude, we can say that employee job satisfaction results from the employee’s perception that the job content and context actually provide what an employee values in the work situation. Organizationally speaking, high level of employee satisfaction reflects a highly favourable organizational climate resulting in attracting and retaining better workers.

FACTORS AFFECTING ON EMPLOYEES SATISFACTION Employee satisfaction is a multi-variable concept. There are number of factors that affect employee satisfaction as given below:1) Organizational Development Factor This is the most important factor which affects employees' satisfaction. It relates to the development necessities of an employee in the organization based on his/her appreciation of the organization policies and rules i.e. transfer policy of an organization is directly related to the employee, as it affects his/ her life as well as his/her family’s life (Landy, 1989). Also there are variables like job security which genuinely affects the overall satisfaction level of an employee by inducting a sense of safety at his/her work place and resulting in the security of his/her job. This factor also relates the employee perspective whether they are satisfied or not with the care that organization providing them. 2) Policies of Compensation and Benefit Factor This is also most important variable for employee satisfaction. Compensation can be described as the amount of reward that a worker expects from the job. This factor covers the variables such as salary, the basic benefits like the retirement policies. It also covers the important variable like the medical benefits provided by the company. A feeling of satisfaction is felt by attaining fair and equitable rewards. 3) Promotion and Career Development Factor This factor relates to the career development path of an employee in an organization, making it one of the most important factors which affect employees' satisfaction. It considers variables such as the promotion policy and the career advancement path. It also has variables like the training and development and the work effectiveness of the employee in the organization. Promotion can be reciprocated as a significant achievement in the life. It promises and delivers more pay, responsibility, authority, independence and status. The opportunity for promotion determines the degree of satisfaction to the employee. 4) Work Task Factor Employee satisfaction is highly influenced by the Work Task Factor. Employees are satisfied with job that involves intelligence, skills, abilities, challenges and scope for greater freedom. This factor contributes to major portion of employees' satisfaction by taking care of the job stress, motivation and balance. Dissatisfaction arises with a feeling of boredom, poor variety of tasks, frustrations and failures. 5) Relationship with Supervisor Factor Any employee interacts directly and continuously with her/his supervisor, so one of the major parts of any job is the interaction with supervisor. Relationship with supervisor is defined as the extent to which leaders care about their employee‟s welfare and value their contributions. A leader with high supervisor support is one that makes employees feel appreciated, heard and cared about. Researchers lie Marcus & Curt 18

(1999) have found that the talented employee may join an organization for many reason, but how long that employee stays and how productive 6) Working Conditions and Environment Factor This factor contributes to employees' satisfaction, as it consists of the variable which the employees use and interact with daily in their regular work. Employees are highly motivated with good working conditions as they are provided a feeling of safety, comfort and motivation. On the contrary, poor working condition brings out a fear of bad health in employees. The more comfortable the working environment is the more productive will be the employee. 7) Corporate Culture Factor This factor relates to the variables which are strongly related to the culture of the organization. It directly relates to the satisfaction of employees. It is a natural desire for human beings to interact with others. Therefore, existence of group in organization is a common observable fact. This factor deals with the important variable of the communication process within the company. Along with it, this factor also comprises of variables like the team culture of the organization, the adhesiveness of colleagues and the support of organizational culture in employees development. This characteristics result in the formation of work group at the work place. Isolated workers dislike their job. The work groups make use of a remarkable influence on the satisfaction of employees.

METHODS OF EMPLOYEES SATISFACTION Employee job satisfaction is a qualitative aspect and cannot be understood in strict quantitative terms. It is an intangible and psychological concept. There are a number of methods of measuring employee satisfaction. The commonly applied techniques to measure employee satisfaction have been discussed below: 1) Rating Scales Rating scales are the commonly adopted method that is used for measuring the job satisfaction. It comprises of certain statements describing the attitude of the employees with respect to the job, organization and personal factors. For each declaration or statement, the employee is invited to express his opinion on a scale consisting of different expressions. 2) Job Descriptive Index “The Job Descriptive Index (JDI) is a 72-item adjective checklist type questionnaire developed by Smith, Kendall and Hulin in 1969” and since then has been used by over 1,000 organizations in many sectors (Smith, Kendall, & Hulin, 1969). Job Descriptive Index is a scale used to measure five major factors associated with employees' satisfaction: work itself, supervision, pay, co-workers and promotion opportunities. The scale is simple, participants answer either yes, no, or can’t decide (indicated by „?‟) in response to whether given statements accurately describe one’s job. 3) Minnesota Satisfaction Questionnaire The Minnesota Satisfaction Questionnaire (MSQ), developed by Weiss, Davis, England, and Loquats (1967). The MSQ is designed to measure an employee satisfaction with his/her particular job. Method includes 100 items measuring 20 facets of job satisfaction. There are three versions available: two long forms (1977 version and 1967 version) and a short form. The long form takes about 30 minutes to minister while the

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short one can be completed within 10 minutes. MSQ provides a tailed picture of the specific satisfaction and dissatisfaction of employees. 4) Critical Incidents The critical incidents approach to the measurement of employee satisfaction was developed by Herzberg and his associates in their research on the two-factor theory of motivation. Employees were asked to describe incidents then content analysed in determining which aspects were closely related to positive and negative attitudes. 5) Interviews Interviewing employees as a method of measuring employees' satisfaction is mostly useful in organizations that have positive relationships with employees and believe ssthe problem is too sophisticated to be understood with a survey. If employees do not trust the organization or interviewer then responses may not be entirely honest. Business, with low satisfaction of employees who fear being let go, may find the employees reluctant to discuss the situation since they may fear; it could negatively affect them in the future. The questions asked should be standardized in order to compare different employee responses as well as the same employees' responses over time. 6) Survey The most accurate method of assessing employee satisfaction is a well constructed employee satisfaction survey. Employees provide a rating against a series of questions or statements related to their job, supervision and the work environment. Survey results are reported at a business unit or workgroup level, offering a level of anonymity that encourages employees to respond honestly. Surveys must be carefully worded, as there is no opportunity to clarify ambiguous questions or statements. Care must be taken when comparing small departments or workgroups. Their results can be unreliable, as a random error has greater effect when analysing a small number of responses. 7) Monitoring Performance Target Monitoring performance targets is a method of measuring employee satisfaction that requires a business to be an active observer. With this method, management monitors employee satisfaction by using standard criteria, such as achieving bonus, participating in optional programs and performance in reaching goals. This method provides indirect data on the levels of employee satisfaction. While it can flag management that there is a problem with employee satisfaction, combining this with a survey or interview can provide the company with a stronger analysis on the cause of low levels of satisfaction. 8) Focus Groups Companies can use focus groups to assess employee satisfaction. Focus groups produce responses following discussions led by trained facilitators. Focus groups generate richer data than individual interviews, as participants bounce ideas off one another. They also allow for follow-up questions and probing to clarify and enrich the information generated. However, participants may be inhibited by the lack of confidentiality and anonymity. The opinions of vocal group members may dominate the discussion unless the facilitator has the skill required to control the group dynamic.

PROCEDURE OF EMPLOYEES SATISFACTION SURVEY

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For employees' satisfaction survey, a common procedure can be used. Conducting survey is a systematic step by step effort undertaken by the organizations to measure employees' satisfaction levels. This procedure includes following steps:Step1. Define Survey Objectives and Target Group 

Define the objectives



Define the final use of the results



Ensure a perception survey is the adequate tool



Define target group

Step 2. Draft Survey Questions 

Set up discussions with members of a target group to identify key issues



Translate those into questions and answer categories



Draft simple and clear questions



Keep the questionnaire short to maximize response rate and concentration



Ensure respondents have the opportunity to report problems

Step 3. Pilot and Re-adjusting the Questionnaire 

Test the survey on a smaller-scale target group to identify weaknesses in the survey design



Possibly ask volunteers to think aloud while answering questions and analyses what motivated their answers



Adjust questionnaire if needed

Step 4. Select Respondents and the Data Collection Method 

Select a sample either by random sampling or other methods



Ensure that the sample size allows drawing valid conclusions from the results



Choose the data collection method: personal interviews, telephone interviews, internet surveys, email surveys, etc.



Maximize response rate through appropriate data collection method.

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Step 5. Run the Survey 

Ensure high response-rate through follow-up emails otherwise conclusions to the survey could be biased



Use trained interviewers to avoid unintentional influence on responses

Step 6. analyse the Results 

Interpret results as perceptions rather than facts



Take into account the response rate. A low rate means that no general conclusions can be drawn.



Take into consideration the number and the way respondents have been selected in the result analysis.



Understand how results were reached is essential to draw findings and conclusions

Write up a summary of what is found. (Source- ) .

IMPLICATIONS ON EMPLOYER FAILING EMPLOYEES SATISFACTION Employee satisfaction is important for company's overall success. Employee dissatisfaction is the forerunner to a number of problems that can be quite serious to a business. Employees with low satisfaction can negatively affect a company or employer because they typically lack motivation, perform poorly, poor customer service and possess negative attitudes. These symptoms can directly affect a company’s bottom line. There are following implications on employer’s failing employee satisfaction. 1) Workforce Productivity Declines Dissatisfied employees tend to spend less time focusing on their job duties and more time discussing with family, friends and co-workers, why they are unhappy at work. Lack of motivation and attention to detail are the results of employees' dissatisfaction, which translate to low productivity. Consequently, companies whose employees' productivity levels are low also experience loss of profits.

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2) Low Customer Retention Customer loyalty declines when employees are dissatisfied with their jobs. "Nayar states that "Employees first and Customers second is a management approach. It is a philosophy, a set of ideas, a way of looking at strategy and competitive advantage." Satisfied employees, according to Nayar, are excited about doing their jobs. Employees who enjoy what they do, especially employees in the customer service area are more likely to interact with customers and clients in much more positively and cheerfully. An oft-used business tenet is that happy employees equal happy customers. 3) Increase in Employee Turnover Ratio As turnover rates increase, dissatisfaction can spread throughout the workplace, encouraging others to find employment elsewhere. Employee retention, a workplace measurement related to turnover, can be extremely difficult in an environment where employees are frequently dissatisfied with their jobs or working conditions. 4) Low Company Morale A single unsatisfied employee is capable of disrupting morale in a department or throughout the company. The pessimistic attitude of that one person is transmitted to others and passed around just as though it were a tangible item handed from one employee to another. The result is low morale for multiple employees that in turn become a costly situation for the company to deal with. 5) Poor Work Quality Employees who are not satisfied with their home or work situation are less likely to pay attention to details on the job. Production suffers and work performance lags until the employee's task performance is barely acceptable or even useless. An employee working on an assembly line can disrupt the process by incorrectly putting the pieces together or forgetfully omitting minor parts that cause the product to fail or not work at all. 6) Declines in Business Reputation Employees are the face of the organization, which means, business reputation, depends on employees' behaviour, actions and performance. Improving employees' satisfaction can work wonders for the way of business is viewed by competitors, customers and people interested in working for the organization. Employees' dissatisfaction impacts employer‟s ability to reach certain business markets as well as employer‟s ability to recruit qualified applicants. Business failure can be linked to variables such as financial distress or economic hardship; however, employees, who are dissatisfied with their jobs and the company they work for, can have a tremendous impact on organization reputation and success. 7) Constant Complaints Dissatisfied employees are largely unfocused on their work and attention to detail. Hence, chances of errors and shoddiness in their work are more. A constant stream of complaints from

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clients about the work done by a certain employee or a group of employees might, thus, indicate that they are unhappy. 8) Violence In extreme cases, dissatisfied employees might resort to violent activities to vent their frustration, such as destroying office property or displaying overt hostility with co-workers. If a certain employee has often been reported to display such violent acts, it might indicate dissatisfaction with the job. 9) Absenteeism A high level of absenteeism among employees could be a sign of dissatisfaction. Employees who are unhappy with their jobs tend to take longer lunch breaks, stay away from work more and take more leaves. If other employees are asked to fill in for the absent ones, it might lead to the spreading of ill will, resentment and low morale in organization. 10) Poor Attitude The poor attitude of an employee might be indicative of his/her dissatisfaction. Continuously refusing requests by co-workers, refusal to follow instructions, rudeness or aggressiveness, outbreaks of temper, as well as a regression in appearance and hygiene, can show that the employee is unhappy.

4.2 Objectives of study: 

Creating and maintaining the satisfactory level of performance of employees in their present job. Provide feedback information about the level of achievement and behavior of subordinate. Provide information which helps to counsel subordinate. To prevent grievances and in disciplinary activities. Highlighting the employee needs and opportunities for personal growth and development. Aiding in decision making for promotions, transfers, layoffs and discharges. Promoting understanding between the supervisor and the subordinates. Providing useful criteria for determining the validity of selection and training.

       .

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CHAPTER – 5 RESEARCH METHODOLOGY

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5.1 METHODOLOGY OF THE STUDY: Research is a careful investigation or enquiry especially through search for new facts in any branch of knowledge. According to Redman and Mory, “Research is a systematized effort to gain new knowledge”.

RESEARCH DESIGN: “A Research Design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure”. Generally the Research Design can be conveniently described in 3 ways. They are,    

Research Design in case of exploratory research studies. Research Design in case of descriptive and diagnostic research. Research Design in case of hypothesis-testing research studies. The present study is of descriptive study.

SOURCES OF DATA The sources for collecting the data are from both ● Primary Method ● Secondary Method Primary Data

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The Primary data are those which are collected afresh and for the first time, and thus happen to be original in character. The tools for collecting this primary data are by two types namely Interview Method and Questionnaire Method. *FOR THIS PARTICULAR RESEARCH PRIMARY DATA HAS BEEN USED. Secondary Data The Secondary data are those which have already been collected by someone else and which have already been passed through the statistical process in the company. SAMPLE SIZE All items in any field of in query constitute a ‘universe’ or ‘population’. A finite subset of the population gives a sample. The statistical units in the sample are called sample units. The number of units in the sample is called the size of the sample. If the size of the sample is less than or equal to 30 then it is called as a small samples. Otherwise that it if the size of the sample is greater than 30, it is called as large samples. *THE SAMPLE SIZE OF THE SURVEY IS TAKEN AS 50 RESPONDENTS.

SAMPLING PROCEDURE Sampling is the selection of group with a view to obtain information about the whole is group of persons that represents particular community. The sampling method used was random sampling. This sampling method was used because of lack of time and lack of through knowledge about the universe. The sample size was fixed to 50 respondents.

SAMPLING TECHNIQUE ● Simple random sampling technique was adopted. RESEARCH INSTRUMENTS USED 1. Personal interviews: Schedulers where administered personally for Collecting the data. 2. Questionnaire ended questions.

:

The questionnaire comprises of open ended questions and closed

STATISTICAL TOOLS USED

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● Bar charts ● Tables LIMITATIONS OF THE STUDY 1. The performance appraisal study is limited only to the Jawandsons unit 1 which is located in Bhamian Kalan ,Ludhiana. 2. The survey could not be extended to all the employees working in the organisation as they could not spare much time because of their busy schedule of work. 3. The employees satisfaction study is conducted on a limited number of employees and not on the entire work force. 4. The answers given by the respondents highly depend on the mood and interest and thus the accuracy fluctuates sometimes. 5. Sample size is 50 respondents.

Literature review Saari & Judge (2004) discussed on employee attitudes leading to job satisfaction. The employee attitude is related to the job, when a person has a liking towards to the job the satisfaction level increases there by increasing the organization performance as in a whol Austin (2007) mentions “Self-fulfillment”, “Independence” and “Job environment” are the key reasons to managers’ job satisfaction in Cyprus. Good pay, highly skilled subordinates, growth opportunities relates to self-fulfillment. Employers should focus on these three factors i.e. the demographic variables (age, gender, number of years in the organization, public or private sector, number of employees supervised) independence in work and the work environment to make the system flow flawlessly leading to job satisfaction Silverthrone (2008) studied the contribution of personality variable locus of control on job satisfaction and related outcomes such as performance and job stress. Findings reveal that internal locus of control leads to lower level of job stress and higher level of job satisfaction and performance. External locus of control doesn’t reduce the job stress whereas internal locus of control leads to performance and satisfaction by reducing the job stress. Artz (2010) studies the link between Fringe benefits and job satisfaction. Fringe benefits always don’t lead to job satisfaction. It is always acceptable to an extent where in the employee has a feeling that he is able to satisfy his needs. Many a times it is found that it doesn’t match the requirement of the employee leading to dissatisfaction. Therefore, organizations have to review their system in a better way which will provide fringe benefits as required and provide employees every opportunity to avail them, ultimately leading to job satisfaction.

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Mudor and Tookson (2011) discusses about the link between human resource management practices, job satisfaction and finally the turnover. Supervision, training and pay practices which are the three variables in HRM Practices are very adversely associated with job satisfaction. Effective jobs help in achieving job satisfaction with continuous training and good pay. Job satisfaction is directly related to turnover Kumari and Pandey (2011) states that public sector and private sector both are equally important for any nation and these two are the basic requirement for any nation to prosper and grow. Here the job satisfaction level was tested in relation to job ambivalence (the state of having mixed feelings or contradictory ideas about something). Higher performance rating was given to the supervisor when the job ambivalence faced by the employees is less and vice-eversa. Job satisfaction and performance has no relation when the job ambivalence increases towards the job. Therefore, organizations should focus on bringing clarity to the employees about their work, the process to be followed for the better understanding of the job. Seniwoliba Seniwoliba A.J. (2013) studies the job satisfaction level of teachers in public senior high school in the Temale Metropolis of Ghana and it was found that extrinsic factors i.e. salary, incentives, working conditions, security (Medical allowance and future pension benefits) motivates the employees and helps in achieving job satisfaction effectively. Salary and working conditions play a larger role in job satisfaction and by enlarge organizations should focus on it always and take steps for improving it. Equal pay for equal rank has to be preached by organizations. Aristovnik (2014) discusses influence of organizational and environmental factors on employee job satisfaction. The police employees rated salary and security as the least motivator and support from the management as high. Police employees rate trust and belongingness as the key factor to job satisfaction. Austin

5.2 DATA ANALYSIS AND INTERPRETATION Data analysis and interpretation refers to how the collected from the different sources and how it is interpreted. The data collected from the primary sources and secondary sources. The Primary data are those which are collected afresh and for the first time, and thus happen to be original in character. The tools for collecting this primary data are by two types namely Interview Method and Questionnaire Method.

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The Secondary data are those which have already been collected by someone else and which have already been passed through the statistical process in the company. For collecting the data the sample size taken in the survey is only 70 respondents. Because lack of time. The technique used for collecting the data is simple random sampling technique. The statistical tools used in survey are bar charts, pie charts and tables. 5.3 DATA ANALYSIS Q1.Do

you

enjoy

our

company’s

culture

NO. OF EMPLOYEES

PERCENTAGE

24

48

9

18

16

32

1

2

50

100

?

OPTIONS To high extent Moderate Stisfactory Poor TOTAL

30

Percentage

2%

32% 48%

18%

To high extent

Moderate

Satisfactory

Poor

INFERENCE: In the above representation, 48% of the employees agrees to high extent that they enjoys the company culture 18% moderately agrees 32% are satisfied 2% don’t likes it Q2. Do you believe that there I opportunity for I dividual career growth and development within the company?

OPTIONS

NO. OF EMPLOYEES

PERCENTAGE

20

40

12

24

16

32

2

4

50

100

To high extent Moderate Stisfactory Poor TOTAL

31

Percentage

4%

32%

40%

24%

To high extent

Moderate

Stisfactory

Poor

INFERENCE: In the above representation, 40% of the employees agrees to high extent that they enjoys the company culture 24% moderately agrees 32% are satisfied 4% don’t likes it

Q3. Are you satisfied with your job and do you have adequate personal space.?

OPTIONS

NO. OF EMPLOYEES

PERCENTAGE

25

50

10

20

15

30

0

0

To high extent Moderate Stisfactory Poor 32

50

100

TOTAL

Percentage

0% 30%

50%

20%

To high extent

Moderate

Stisfactory

Poor

INFERENCE: In the above representation, 50% of the employees agrees to high extent that they enjoys the company culture 20% moderately agrees 30% are satisfied

Q4.Do

you

feel

that

your

openion

is

heard

NO. OF EMPLOYEES

and

valued

by

your

supervisor?

PERCENTAGE

OPTIONS

33

23

46

11

22

15

30

1

2

50

100

To high extent Moderate Stisfactory Poor TOTAL

Percentage

2%

36%

43%

19%

To high extent

Moderate

Stisfactory

Poor

INFERENCE: In the above representation, 43% of the employees agrees to high extent that they enjoys the company culture 19% moderately agrees 36% are satisfied 2% don’t likes it

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Q5. Do you feel that your manager treats all the team members equally? NO. OF EMPLOYEES

PERCENTAGE

30

60

4

8

16

32

0

0

50

100

OPTIONS To high extent Moderate Stisfactory Poor TOTAL

Percentage

0% 32%

60% 8%

To high extent

Moderate

Stisfactory

Poor

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INFERENCE: In the above representation, 60% of the employees agrees to high extent that they enjoys the company culture 8% moderately agrees 32% are satisfied

Q6. Does our company offersbadequate opportunities? NO. OF EMPLOYEES

PERCENTAGE

23

46

10

20

14

28

3

6

50

100

OPTIONS To high extent Moderate Stisfactory Poor Total

36

Percentage

6%

28% 46%

20%

To high extent

Moderate

Stisfactory

Poor

INFERENCE: In the above representation, 46% of the employees agrees to high extent that they enjoys the company culture 20% moderately agrees 28% are satisfied 6% don’t likes it

Q7. Do your supervisor communicate company news effecently and in a timely manner? NO. OF EMPLOYEES

PERCENTAGE

22

44

9

18

18

36

OPTIONS To high extent Moderate Stisfactory

37

1

2

50

100

Poor TOTAL

Percentage

2%

36%

44%

18%

To high extent

Moderate

Stisfactory

Poor

INFERNECE: In the above representation, 44% of the employees agrees to high extent that they enjoys the company culture 18% moderately agrees 36% are satisfied 2% don’t likes it

Q8.

Do

your

manager

NO. OF EMPLOYEES

value

your

feedback?

PERCENTAGE

OPTIONS

38

31

62

7

14

11

22

1

2

50

100

To high extent Moderate Stisfactory Poor TOTAL

Percentage

2% 22%

14%

To high extent

62%

Moderate

Stisfactory

Poor

INFERENCE: In the above representation, 62% of the employees agrees to high extent that they enjoys the company culture 14% moderately agrees 22% are satisfied 2% don’t likes it .

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Q9.Do

you

feel

connected

to

your

NO. OF EMPLOYEES

PERCENTAGE

28

56

10

20

12

24

0

0

50

100

co-workers?

OPTIONS To high extent Moderate Stisfactory Poor TOTAL

Percentage

0%

24%

56%

20%

To high extent

Moderate

Stisfactory

Poor

40

INFERENCE: In the above representation, 56% of the employees agrees to high extent that they enjoys the company culture 20% moderately agrees 24% are satisfied with it.

Q10. Do you think that work is distributed evenly among your team members? NO. OF EMPLOYEES

PERCENTAGE

28

56

4

8

15

30

3

6

50

100

OPTIONS To high extent Moderate Stisfactory Poor TOTAL

41

Percentage

6%

30% 56%

8%

To high extent

Moderate

Stisfactory

Poor

INFERENECE: In the above representation, 56% of the employees agrees to high extent that they enjoys the company culture 8% moderately agrees 30% are just satisfied 6% don’t likes it

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CHAPTER – 6 RECOMMENDATIONS

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Recommendations After having analysed the data, it was observed that practically the Employees' satisfaction in the organization is not as efficient as it should be. To be an effective tool, it has to be done in a proper way where all the employees are aware about the system and see it as an opportunity for development. Before actually deciding drafting what should be the kind of appraisal the following things should be taken care of:  

    

The very concept of employees satisfaction survey should be marketed throughout the organization. Unless this is done, people would not accept it, be it how important to the organization. To market such a concept, it should not start at bottom, instead it should be started by the initiative of the top management. This would help in percolating down the concept to the advantage of all, which includes the top management as well as those below them. This means that the top management has to take a welcoming and positive approach towards the change that is intended to be brought. Communicate the Fact That While Employee Responses Are Confidential, the Data Gathered Will be Used to Improve the Workplace A neutral panel of people should do the survey and to avoid subjectivity to a marked extent, objective methods should be employed having quantifiable data. I have given the suggestion about the attendance issues of the worker. And salary deduction of the salary of the worker they are come into the company in one or two minute late The starting salary of the lower level worker.

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CHAPTER – 7 CONCLUSION

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7.1 CONCLUSION As a a part of our project report. I go an opportunity to spend a period of 45 days in the jawandsons (Oster Group Of company) Pvt. Ltd.. It helps me to analyise the working of the organization which is helps to convert our theoretical knowledge into practical. The present study is in eamest attempt to determine employees satisfaction in Jawandsons Pvt. Ltd .It is indeed necessary for any organization to understand the need of their employees and fulfil them before they leave the organization. If notify is done by the organization them there are chances too loose talented employees from any organization to its competitors .Hence it is necessary for any organization to ensure employees satisfaction. From the study it was identified that the most of the employees are satisfied with the job. Majority of the employees are satisfied with the salary structure ,promotional program ,working condition ,allowance provided by the organization. They are also satisfied with the employeremployees relationship and communication channel in the organization .If the firm concentrates of the findings and suggestion of their survey, we hopeful believe that the organization can further bring out their labour with full satisfaction and obtain good result.

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7. LIMITATIONS

The few limitations and constraints that came in the way of conducting the present study are as follows:     

Although all attempts were made to make this an objective study, bias on the part of respondents might have resulted in some subjectivity. Though, no effort was spared to make the study most accurate and useful, the “sample Size” selected for the same may not be the true representative of the Company, resulting in biased results. This being the maiden experience of the researcher of conducting study such as this, the possibility of better results, using deeper statistical techniques in analyzing and interpreting data may not be ruled out. The time limit is very short . They are not to provide the financial information about the company.

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CHAPTER – 8 BIBLIOGRAPHY

BOOKS48

Human Resource

- V.S.P Rao

Research Methodology

- C. R. Kothari

WEBSITES www.indchemieh.com WWW.ukessays.com

Other Pervious sample of report.

1 Lise M.Saari and Timothy A. Judge, (2004),Employee Attitudes and Job Satisfaction, Human Resource Management,43(4)395 – 407 2 Annabel Droussiotis Jill Austin, (2007),Job satisfaction of managers in Cyprus, EuroMed Journal of Business,2(2),208 – 222 3 Jui#Chen Chen Colin Silverthorne, (2008),The impact of locus of control on job stress, job performance and job satisfaction in Taiwan, Leadership & Organization Development Journal,29(7),572 -582 4 Alf Crossman Bassem Abou#Zaki, (2003),Job satisfaction and employee performance of Lebanese banking staff", Journal of Managerial Psychology, Vol. 18(4),368 – 376 5 Kerry Fairbrother James Warn, (2003),Workplace dimensions, stress and job satisfaction, Journal of Managerial Psychology,18(1),8 – 21 6 Kumari , G & Pandey K.M. (2011).Job Satisfaction in Public Sector and Private Sector : A Comparison. International Journal of Innovation , Management and Technology ,2(3),202-228 7 Seniwoliba A.J. (2013).Teacher motivation and job satisfaction in senior high schools in the Tamale metropolis of Ghana. Merit Research Journal of Education and Review,1(9),181-196 8 Elsy Verhofstadt Hans De Witte Eddy Omey, (2007),Higher educated workers: better jobs but less satisfied?, International Journal of Manpower,28(2),135 – 151

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