Roshni Project Report

8/18/2019 Roshni Project Report

1/53

A PROJECT

ON

EMPLOYEE STATIFACTION/ SURVEY

Submitted In Partial Fulfillment Of The Requirements For The Award Of Degree Of

MASTER OF BUSINESS ADMINISTRATION

(20!"20#$

Under the Guidance of: Su!itted ":

Mr#$ GAGANDEEP %AUR ROS&NI SING&

'ASSISTANT PROFESSOR( MBA )ND *EAR

%an+ur In#titute of Techno,o-". Ro,, no$ / 010234556)

Roo!a. %an+ur 7 )56550

%ANPUR INSTITUTE OF TEC&NO8OG*. %ANPUR

AFFI8IATED TO UPTU/8UC%NO9

1


2/53


3/53


4/53

I $oshni *ingh *tudent "f !A *8 I; 9?8@: Hereby #eclare 0hat I Have 3ompleted A

%ro,ect )nder 0he *ub,ect H)A' $*")$3 "n 0he 0opic 1EMPLOYEE STATIFACTION/

SURVEY 2 (nowledge *kills For 0he %artial Fulfillment "f 0he #egree "f !A 3ourse. It y

"riginal ork And It Has 'ot !een 3opied From "thers.

P,ace: Na!e of Student

Date: Si-nature/ Facu,t" Guide

4


5/53

3"'0'0*

3hapter 'o. 0itle %age 'o.

> Acknowledgement <

< H$ *ummary ?

B Introduction C

? mployee *atisfaction ><

D $esearch ethodology >?

@ Analysis and

Interpretation

>E

3onclusion ?D

5


6/53


7/53

right candidate and build a Gconducive work environment which will be beneficial for the employees- as well as

the organiation. 0he industry is already under stress on account of persistent problems such as attrition-

confidentiality- and loyalty. "ther problems are managing people- motivation to adopt new technology changes-

recruitment and training- performance management- development- and compensation management. ith these

challenges- it is timely for organiations to rethink the ways they manage their people. anaging H$ in the

knowledge based industry is a significant challenge for H$ managers as it involves a multi task responsibility. In

the present scenario- H$ managers perform a variety of responsibilities. arlier their role was confined to

administrative functions like managing manpower requirements and maintaining rolls for the organiation. 'ow it

is more strategic as per the demands of the industry.

anaging %eople

In view of the industry dynamics- in the current times- there is a greater demand for knowledge workers. $esumes

abound- yet companies still fervently search for the people who can make a difference to the business. "ften

talented professionals en,oy high bargaining power due to their knowledge and skills in hand. 0he attitude is

different for those who are taking up responsibilities at a lesser age and experience. 0hese factors have resulted in

the clear shift in approach to individualied career management from organiation career commitment.

otivating the orkforce

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. 'aturally- as a result every organiation gives top priority to

technology advancement programs. H$ managers are now performing the role of motivators for their knowledge

workers to adopt new changes.

3ompetency #evelopment

Human capital is the real asset for any organiation- and this makes the H$ role important in recruiting- managing-

and retaining the best. 0he H$ department has a clear role in this process and determines the success tempo of any

organiation. An urgent priority for most of the organiations is to have an innovative and competent H$ pool

sound in H$ management practices with strong business knowledge.

7


8/53

$ecruitment and 0raining

$ecruitment has become a ma,or function from an imperative sub system in H$- particularly in the industry. H$

managers play a vital role in creating assets for the organiation 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 H$

managers is to put systems in place to make the people a perfect fit for the ,ob. *kill redundancy is fast in the

industry. 0o overcome this problem- organiations give the utmost priority to training and skill enhancement

programs on a continuous basis. any companies are providing technical training to the employees on a quarterly

basis. 0hese trainings are quite useful also in terms of providing security to the employees.

0he 0rust Factor

4ow levels of trust inhibit tacit knowledge sharing in the knowledge based industry. It is essential that "ur

3ompany takes more initiatives to improve the security levels of the employees.

ork life !alance Factor

Another dimension to the challenges faced by our company is the growing pace of talent acquisition. 0his aspect

creates with it the challenge of a smoother assimilation and the cultural binding of the new comers into the

organiation fold. 0he pressure of delivering the best of quality services in a reduced time frame calls for ensuring

that employees maintain a work life balance.

Attrition6$etention of the 0alent %ool

"ne of the toughest challenges for the H$ managers in the industry is to deal with the prevalent high attrition

levels. 0hough 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. 0his

situation has resulted in increased levels of poaching and attrition between organiations. 0he industry average

attrition rate is B=JBD per cent and could range up to @= per cent.

!ridging the #emand *upply +ap

H$ managers have to bridge the gap between the demand and supply of professionals. 0hey have to maintain

consistency in performance and have to keep the motivation levels of employees high- despite the monotonous

8


9/53

nature of work. 0he same also leads to recurring training costs. Inconsistent performance directly affects revenues.

#windling motivation levels lead to a loss of interest in the ,ob and a higher number of errors.

9


10/53

Introduction to the "rganiationFounded in >CC== (;A inverters.

It has established itself as a leader in product innovation- design sensibility and sales distribution

network.

*u8(am has successfully expanded into other technology driven products like )%* systems and

has made its presence felt in the field of batteries J both lead acid and ;$4A.A continuing focus on quality and adherence to international standards has enabled *u8(am to

export its products to various overseas markets across Asia- Africa- the iddle ast and the %acific

region. At the core of *u8(ams growth are the twin values of innovation and customer engagement.

0he intense focus on $ enables us to continuously develop new products to meet present and

anticipated customer needs and to provide cost effective solutions of power generation. *u8(am 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. 0he wide dealer network- the

largest for a company in the industry- and efficient 3ustomer 3are *ervice ensure prompt and

effective solutions and after sales service for true G3ustomer ngagement. *u8(ams robust

business model has now been recognied globally also.

All systems at *u8(am are fully validated by independent international organiations. *u8(am is

the only Indian company in the power solutions business to receive7

I*" C==>7


11/53

(unwer *achdev is the 3" of *u8(am %ower *ystem 4imited and is responsible for the vision and

strategic direction of the company.

%4"5 *A0I*FA30I"'hat does the term G*atisfaction imply to an employeeL It implies nothing else than the feeling of either

being contended or non8contended on using a product.

mployee *atisfaction is a prerequisite for the customer satisfaction.nhanced employee satisfaction leads to higher level of employee retention.

A stable and committed workforce ensures successful knowledge transfer- sharing- and creation 888 a key to

continuous improvement- innovation- and knowledge8based total customer satisfaction.

11


12/53

hen companies are committed with providing high quality products and services when companies

set high work standards for their employees and 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.0his level of satisfaction can be enhanced further if teamwork and visionary leadership are introduced.

3ontinuous improvement comes from the efforts of the empowered employees motivated by visionary

leadership. 0his is supported by the findings that empowerment and visionary leadership both have

significant correlation with employee satisfaction. 0eamwork is also supported by the findings. In addition-

the study found significant correlation between employee satisfaction and employees intention to leave.

0he 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 organiation. 0here is

a strong relationship between customer satisfaction and employee satisfaction. *atisfied 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 employees satisfaction through feeling

of achievement. nhanced employee satisfaction leads to improved employee retention and employee

stability ensures the successful implementation of continuous improvement and customer satisfaction.

3ustomer satisfaction will no doubt lead to corporate success and greater ,ob security. 0hese will further

enhance employee satisfaction. 0herefore- employee satisfaction is a prerequisite for customer satisfaction.

12


13/53

$esearch ethodology

"b,ectives7

0he study is conducted with the following ob,ectives7>. 0o discover the various expectations that determine the satisfaction level of employee.. 3omplaint and *uggestion *ystem7 mployee can freely deliver complaints and suggestions through

facilities like suggestion box- personal meetings with seniors etc.

13


14/53


15/53

0he formula computation of satisfaction index is7

*atisfaction Index N *um of Average *atisfaction9*: x Average importance 9i:

*um of Average Importance 9i:

N O*Pi Oi

0able >7 0"0A4 *0$'+0H "F 0H %4"5* I' 0H 3"%A'5

#%A$0'0 *)8(A %"$ *5*0 40#.

A4 FA4 0"0A4

H$ & Administration >D @

Accounts >D

*)8(A %"$ *5*0 40# A4 FA4

ED ??>

0"0A4 *0$'+0H >B>@

15


16/53

*A%4 *IQ D=

*A%4 I'0$;A4 9>6D=: N


17/53

Analysis and Interpretation

>: 4isting of Important Attributes

)sing the in depth interview technique- numbers of attributes were determined which affect the levels of

satisfaction of employees with respect to the company.


18/53

It includes two different ways7

*atisfaction level of the total respondents.

#epartment wise analysis of satisfaction level.

*alary wise analysis of satisfaction level.

'ote7 0he satisfaction scale ranges from a score of D for GHighly *atisfied to a score of > for G#issatisfied.

GImportance scale ranges from a score of D for critically important to a score of > for not at all important.

*.'o Kuestions Average

*atisfaction

9*:

Average

Importance

9i:

*xi

> orking nvironment .@E ?.?E .D


19/53

>B "pportunities for %romotion6career %rospects >.=<

>? Fair payment for the work done >.@ B.B? D.EE

>D +ood %olicies B.>@ B.


20/53

Figure >

*A0I*FA30I"' I'#P F"$ 0H %4"5* I'

*)8(A %"$ *5*0* 40#.

0

2

4

6

8

10

12

14

16

18

20

Sxi

Average Importance

Average Satisfaction

4isting of Important Attributes

20


21/53

>. orking nvironment.

B. "pportunities for %romotion63areer %rospects.

>?. Fair %ayment for the ork #one.

>D. +ood %olicies.

$anking as per Importance

After analying all the attributes for the given sample- it was found that ork 4ocation is 3ritically important to

all employees 9I N ?.?E: followed by working with young people 9I N ?.


22/53

?.=@: and other attributes which are very important are opportunities for flexible working 9I N ?.=?: Friendly

working environment 9I N B.C=: followed by opportunities for promotion & career prospects 9I N B.E=:.

orking in #ynamic organiation and /ob *ecurity with same is also important 9I N E: followed by opportunities

for personal development 9I N ?: and recognition for the work done 9I N B.


23/53

• #epartment wise analysis of satisfaction level

Analysis of 0able < J E and a glance of Figures < J E reveal that employees of Accounts #ept. are most satisfied

9 *atisfaction Index N


24/53



O*Pi N >


25/53

0

5

10

15

20

25

Sxi

Average Importance


0A!4 B7 *A0I*FA30I"' I'#P F"$ 0H %4"5* "F A33")'0* #%A$0'0

*.'o. Kuestions Average

*atisfaction

9*:

Average

Importance

9i:

*xi

> orking nvironment C


26/53

@ orking in dynamic organiation >.D= >.C .?E B.C D.@=C

>> /ob security ?.BC B.D >D.@<

>< "pportunities for personal development B.D= ?.>C >?.@@D

>B "pportunities for %romotion6career %rospects ? Fair payment for the work done D +ood %olicies B.>= >BD.BED



N O*Pi N >BD.BED N


27/53

FI+)$ B7 *A0I*FA30I"' I'#P F"$ 0H %4"5* "F

A33")'0* #%A$0'0

0

2

4

6

8

10

12

14

16

18


Average Importance

Sxi

0A!4 ?7 *A0I*FA30I"' I'#P F"$ 0H %4"5* "F %"$ #I;I*I"'

27


28/53


*atisfaction

9*:

Average

Importance

9i:

*xi

> orking nvironment B.DE ?.D.

< 3onvenient ork 4ocation >.D= .BC >.BE >.C>

D "pportunities for flexible working

@ orking in dynamic organiation ?.@< B.D.>=

orking in reputed organiation B.== >..BE B.E> D.>.C?

>= orking with young people >.>> /ob security B.@ >.CE .< "pportunities for personal development >.B "pportunities for %romotion6career %rospects .E D.>=

>? Fair payment for the work done B.?= ?.?D >D.>B

>D +ood %olicies ?. >


29/53

Oi ??.E>



FI+)$ ?7 *A0I*FA30I"' I'#P F"$ 0H %4"5* "F %"$ #I;I*I"'

29


30/53

0

5

10

15

20

25

Average Satisfacti

Average Importan

Sxi

0A!4 D7 *A0I*FA30I"' I'#P F"$ 0H %4"5* "F *A4* & A$(0I'+ #%A$0'0


*atisfaction

9*:

Average

Importance

9i:

*xi

> orking nvironment >.@C B.?.?<



31/53

C ork that gives a sense of achievement B.>>D B.= C.DE

>= orking with young people > /ob security >.B> B.?@< D.CC

>< "pportunities for personal development


32/53

FI+)$ D7 *A0I*FA30I"' I'#P F"$ 0H %4"5* "F *A4* & A$(0I'+

#%A$0'0

0

2

4

6

8

10

12

14

16

18

20

Sxi

Average Importance


0A!4 @7 *A0I*FA30I"' I'#P F"$ 0H %4"5* "F *$;I3 #%A$0'0

32


33/53


*atisfaction

9*:

Average

Importance

9i:

*xi

> orking nvironment .@@ ?.DE .@B

B $ecognition for the work done B.>@ ?.=E >>.E>

D "pportunities for flexible working =.EB

@ orking in dynamic organiation =.==

orking in reputed organiation @ ?.>@ C.=<

E Interesting and n,oyable ork >.EB B.BB @.>>

C ork that gives a sense of achievement = orking with young people /ob security ?.=.< "pportunities for personal development @ ?.?> C.D@

>B "pportunities for %romotion6career %rospects >.?> ?.>@ D.C=

>? Fair payment for the work done D +ood %olicies B.=E ?.== > >BE.



N O*Pi N >BE.? N

33


34/53



FI+)$ @7 *A0I*FA30I"' I'#P F"$ 0H %4"5* "F

*$;I3 #%A$0'0

34


35/53

0

5

10

15

20

25

Sxi

Average Importance


0A!4 7 *A0I*FA30I"' I'#P F"$ 0H %4"5* "F 3)*0"$ 3A$ #%A$0'0


*atisfaction

9*:

Average

Importance

9i:

*xi

> orking nvironment >.D B.D @.D@

< 3onvenient ork 4ocation >.D ?.D E.B>

B $ecognition for the work done B.== B.D= >=.D=

35


36/53

? Friendly working environment .ED B.B "pportunities for %romotion6career %rospects >.D B.D D.? Fair payment for the work done ?.= B.C= >D.@=

>D +ood %olicies B.= ?.= >D?.D?. N


37/53



FI+)$ 7 *A0I*FA30I"' I'#P F"$ 0H %4"5* "F

3)*0"$ 3A$ #%A$0'0

0

5

10

15

20

25

30

Sxi

Average Importance


37


38/53

0A!4 E7 *A0I*FA30I"' I'#P F"$ 0H %4"5* "F I0 & $% #%A$0'0


*atisfaction

9*:

Average

Importance

9i:

*xi

> orking nvironment .


39/53



N O*Pi N >>@.C=@ N =@

Oi DD.D



FI+)$ E7 *A0I*FA30I"' I'#P F"$ 0H %4"5* "F I0 & $% #%A$0'0

39


40/53

0

2

4

6

8

10

12

14

16

18

20

Sxi

Average Importance


0A!4 C7 *A0I*FA30I"' I'#P F"$ 0H %4"5* "F I'3" +$")% A 9 less than equal to

D-=== p.a:


*atisfaction

9*:

Average

Importance

9i:

*xi

> orking nvironment

< 3onvenient ork 4ocation >.@? ?.?@ .BB

40


41/53

B $ecognition for the work done B.> B.> >>.E>

? Friendly working environment >.E< = B.C<


orking in reputed organiation .> B. D.D>

>> /ob security B.=B B.BD >=.>C

>< "pportunities for personal development >.@B >.E B "pportunities for %romotion6career %rospects B.DB ?.D.>@

>? Fair payment for the work done =.D

>D +ood %olicies >.=>

*um ?@.>?.@



N O*Pi N >>?.@C N


42/53



FI+)$ C7 *A0I*FA30I"' I'#P F"$ 0H %4"5* "F I'3" +$")% A 9less than equal to

D-=== p.a:

0

2

4

6

8

10

12

14

16


Average Importance

Sxi

42


43/53

0A!4 >=7 *A0I*FA30I"' I'#P F"$ 0H %4"5* "F I'3" +$")% ! 9 D-=== J D-==-===

p.a:


*atisfaction

9*:

Average

Importance

9i:

*xi

> orking nvironment = B.?> .>E

< 3onvenient ork 4ocation >.E@ ?.?E E.B?

B $ecognition for the work done =.D>

? Friendly working environment =.B "pportunities for %romotion6career %rospects E.@=

>? Fair payment for the work done B.DD E.D +ood %olicies B.CC B.EC >D.DD

*um DB.BD >?B.=C

43


44/53



N O*Pi N >?B.=C< N



FI+)$ >=7 *A0I*FA30I"' I'#P F"$ 0H %4"5* "F I'3" +$")% ! 9D-=== J D-==-===

p.a:

44


45/53

0

2

4

6

8

10

12

14

16

18


Average Importance

Sxi

0A!4 >>7 *A0I*FA30I"' I'#P F"$ 0H %4"5* "F I'3" +$")% 3 9 more than

D-==-=== p.a:


*atisfaction

9*:

Average

Importance

9i:

*xi

> orking nvironment @.E<

< 3onvenient ork 4ocation >.BD ?.? @.=?

B $ecognition for the work done >.DC

? Friendly working environment >.=<

D "pportunities for flexible working =.><

@ orking in dynamic organiation >.EE B.== D.@?

45


46/53

orking in reputed organiation >.? B.C? D.C

E Interesting and n,oyable ork > B.== @.BD

C ork that gives a sense of achievement = orking with young people B.>> B.= >>.DD

>> /ob security B.CC B.D< >?.>=

>< "pportunities for personal development >.D< B.B "pportunities for %romotion6career %rospects B.< ?.>= >D.? Fair payment for the work done ?.== ?.BD >.?=

>D +ood %olicies B.CC ?.== >D.CC

*um DD.? >D>.E<

*atisfaction Index N *um of Average *atisfaction9*: x Average importance 9i: *um of Average Importance 9i:

N O*Pi N >D>.E


47/53

FI+)$ >>7 *A0I*FA30I"' I'#P F"$ 0H %4"5* "F I'3" +$")% 3 9more than

D-==-=== p.a:

0

2

4

6

8

10

12

14

16

18

20

Average Satisfacti

Average Importan

Sxi

• *alary wise analysis of *atisfaction 4evel

47


48/53

0ables and Figures C J >> indicates that employees pertaining to 3ategory G3 9income group 9more than

D- ==-===: are the most satisfied 9*atisfaction Index N


49/53

3"'34)*I"'

$esearch shows that satisfied- motivated employees will create higher customer satisfaction and in turn

positively influence organiational performance. 3onvenient work location- working with young people-

opportunities for promotion and career prospects- fair salary- good policies- ,ob security and dynamic

working environment are few attributes which are critically important from the view point of most of the

employees.

49


50/53

mployees have an overall satisfaction index of


51/53

$F$'3*

>. "$+A'IQA0I'A4 *0$)30)$ & !HA;I"$ J r. 3handan.


52/53

B. !$A(I'+ 0H 3HAI' "F "$+A'IQA0I"' *0$)30)$ J 0"##

/I3(*- #A; )4$I3H

?. "'4I' !""(* F$" +""+4.3"

52


53/53

Roshni Project Report

Documents

Transcript of Roshni Project Report