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A STUDY ON SATISFACTION OF EMPLOYEES
K.L.Es. S. NIJALINGAPPA COLLEGE Page 1
INTRODUCTION
HUMAN RESOURCE MANAGEMENT
Human resource (or personnel) management, in the sense of getting things
done through people. It's an essential part of every manager's
responsibilities, but many organizations find it advantageous to establish a
specialist division to provide an expert service dedicated to ensuring that the
human resource function is performed so efficiently.
"People are our most valuable asset" is a clich, which no member of any
senior management team would disagree with. Yet, the reality for many
organizations is that their people remain
under valued under trained under utilized poorly motivated, and consequently perform well below their true capability
The rate of change facing organizations has never been greater and
organizations must absorb and manage change at a much faster rate than in
the past. In order to implement a successful business strategy to face this
challenge, organizations, large or small, must ensure that they have the right
people capable of delivering the strategy.
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The market place for talented, skilled people is competitive and expensive.
Taking on new staff can be disruptive to existing employees. Also, it takes
time to develop 'cultural awareness', product/ process/ organizationknowledge and experience for new staff members.
As organizations vary in size, aims, functions, complexity, construction, the
physical nature of their product, and appeal as employers, so do the
contributions of human resource management. But, in most the ultimate aim
of the function is to: "ensure that at all times the business is correctly
staffed by the right number of people with the skills relevant to the
business needs", that is, neither overstaffed nor understaffed in total or in
respect of any one discipline or work grade.
Human resources are the most valuable and unique assets of an organization.
The successful management of an organization's human resources is an
exciting, dynamic and challenging task, especially at a time when the worldhas become a global village and economies are in a state of flux. The
scarcity of talented resources and the growing expectations of the modern
day worker have further increased the complexity of the human resource
function. Even though specific human resource functions/activities are the
responsibility of the human resource department, the actual management of
human resources is the responsibility of all the managers in an organization.
It is therefore necessary for all managers to understand and give due
importance to the different human resource policies and activities in the
organization. Human Resource Management outlines the importance of
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HRM and its different functions in an organization. It examines the various
HR processes that are concerned with attracting, managing, motivating and
developing employees for the benefit of the organization.
Human Resources Development (HRD) refers to the function (or discipline)
that focuses on the people who work for a company. HRD specialists (both
internal employees and external consultants) use a variety of performance
assessment and management tools to help the company's workers improve
their job skills, increase their job satisfaction and plan for a full and
rewarding future.
1. History The term "Human Resource Development" was coined by Leonard
Nadler, professor emeritus at George Washington University and
author of "The Handbook of Human Resource Development." Nadler
first publicized the term at the 1969 American Society for Training
and Development conference in Miami. With his wife, Zeace, Nadler
has since written many books about training and development,
including "Every Manager's Guide to Human Resource
Development."
Function To improve the working life of the company's employees, HRD
specialists use a variety of tools and techniques:
Assessments and surveys (to determine what gaps exist between theemployee's ability to do the work and what the job requires).
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Training programs to improve job performance. This training can beoffered face-to-face in a traditional classroom setting, or as an online
course. It can also be group-based or self-paced.Analyses of the current business situation and projections for how
much "human capital" will be necessary to meet future needs.
Consultations with upper management and coaching of supervisors.
Human resource management (HRM) is the strategic and coherent approach
to the management of an organization's most valued assets - the people
working there whom individually and collectively contribute to the
achievement of the objectives of the business. The terms "human resource
management" and "human resources" (HR) have largely replaced the term
"personnel management" as a description of the processes involved in
managing people in organizations. In simple words, HRM means employing
people, developing their capacities, utilizing, maintaining and compensating
their services in tune with the job and organizational requirement.
The HRM discipline is based primarily on the assumption that employees
are individuals with varying goals and needs, and as such should not be
taught of as basic business resources, such as trucks and filing cabinets. The
field takes a positive view of workers, assuming that virtually all wish to
contribute to the enterprise productively, and that the main obstacles to their
endeavors are lack of knowledge, insufficient training, and failures ofprocess.
Human resources management involves several processes. Together they are
supposed to achieve the above-mentioned goal. These processes can be
performed in an HR department, but some tasks can also be outsourced or
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performed by line-managers or other departments. When effectively
integrated they provide significant economic benefit to the company.
The widely used schemes to describe the role of Human resource
management are as follows:
Workforce planning Recruitment (sometimes separated into attraction and selection) Induction, Orientation and On boarding Skills management Training and development Personnel administration Compensation in wage or salary Time management Travel management (sometimes assigned to accounting rather than
HRM)
Payroll (sometimes assigned to accounting rather than HRM) Employee benefits administration Personnel cost planning Performance appraisal Labour relations Employee Behavior And Attitude
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FUNCTIONS OF HUMAN RESOURCE MANAGEMENT
Managerial functions Operative Functions
1) Planning 1. Employment2) Organizing 2. H R D3) Directing 3. Compensation4) Coordinating 4. Human relation5) Controlling 5. Industrial Relation
6. Recent trends in HRM
Managerial Functions:
Managerial functions of personnel management involve planning, organizing,
directing and controlling. All these function influence the operative functions.
(i) PLANNING:
It is a per-determined course of action. Planning is determination of personnel
programs and changes in advance that will organizational goals. In other words it
involves planning of human resources requirements, recruitment, selection,
training, etc. It also involves forecasting of personnel needs, changing values,attitudes and behavior of employees and their impact on organization.
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(ii) ORGANISING:
An organization is a means to an end. It is essential to carryout the
determined course of action. In the words of J.C. Massie, an organization is astructure and a process by which co-operative group of human beings allocated
its task among its members, identifies relationships and integrates its activities
towards common objective. Complex relationships and integrates its activities
towards and the general departments as many top managers are seeking the
advice of personnel manager. Thus, organization establishes relationships among
the employees so that they can collectively contribute to the attainment of
companys goals.
(iii) DIRECTING:
The next logical function after completing planning and organizing it is
the execution of the plan. The basic function of personnel management at any
level is motivating, commanding, leading and activating people. The willing and
effective co-operation of employees for the attainment of organizational goals, is
possible through proper organizational goals, is possible through proper
direction. Tapping the maximum potentialities of the people is possible through
motivation and command. Thus, direction is an important managerial function in
building sound industrial and human relations besides securing employee
contributions. Co-ordination deals with the task of blending efforts in order toensure successful attainment of an objective. The personnel mangers at different
levels as far as personnel functions are concerned. Personnel Management
function should also be co-ordinate with other function of management like
management of material, machine and money.
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(iv) CONTROLLING:
After planning, organizing, and directing the various activities of the personnelmanagement, the performance is to be verified in order to know that the personnel
functions are performed in conformity with the plans and directions controlling
also involves checking, verifying and comparing of the actual with the plans,
identification of deviations. Thus, action and operation are adjusted to pre-
determined plans and standard through control. Auditing, training programs,
analyzing labour turnover records, directing morale surveys, conducting
separation interviews are some of the means for controlling the personnel
management functions.
OPERATIVE FUNCTIONS:
The operative functions of personnel management are related to specific activities
of personnel management viz., employment, development, compensation and
relations. All these functions are interacted by managerial functions. They are:-
1) EMPLOYMENT: -It is the first operative function of Human Resource
Management. Employment is concerned with securing and employing the people
possessing required skill and securing of human resources necessary to achieve
the organizational functions such as job analysis, human resource planning,recruitment, selection, placement, induction and internal mobility.
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a)JOB ANALYSIS:
It is process of study and collection of information relating to theoperations and responsibilities of a specific job. It includes:-
Collection of data information, facts and ideas relating to various aspects ofjobs including men, machines and materials.
Preparation of job description, job specification which will help in identifyingthe nature, levels and quantum of human resources.
Providing the guides, plans and basis for job design and for all operativefunctions of Human resource Management.
b)HUMAN RESOURCES PLANNING:
It is a process for determination and assuring that the organization will
have an adequate number of qualified persons, available at proper times,
performing jobs which would meet the needs of the organization and which
would meet the needs of the organization and which would provide satisfaction
for the individuals involved. It involves:-
Estimation of present and future requirements and supply of human resourcesbasing on objective and long range plans of the organization.
Calculation of net human resources requirements based on present inventoryof human resources.
Taking steps to mould, change, and develop the strength of existing employeesin the organization so as to meet the future human resource requirements.
Preparation of action programs to get the rest of human resources from outsidethe organization and to develop the human resources of existing employees.
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c)RECRUITMENT:
It is the process of searching for prospective employees and stimulating them toapply for jobs in an organization. It deals with:
Identification of existing sources of applicants and developing them. Creation\identification of new sources of applicants. Stimulating the candidates to apply for the job in the application. Striking a balance between internal and external sources.
d)SELECTION:
It is process of ascertaining the qualifications, experience, skill,
knowledge, etc., of an applicant with a view to appraising his\her suitability to a
ob appraising.
This function includes:
Framing and developing application blanks. Creating and developing valid and reliable testing techniques. Formulating interviewing techniques. Checking of references. Setting up medical examination policy and procedures. Line managers decision. Sending letters of appointment and rejection. Employing the selected candidates who report for duty.
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e) INDUCTION AND ORIENTATION:
Induction and orientation are techniques by which a new employee isrehabilitated in the changed surrounding and introduced to the practices, policies,
purposes and people etc., of the organization.
Acquaint the employee with the company philosophy, objectives,policies, career planning and development, opportunities, product,
market share, social and community standing, company history, culture etc.
Introduce the employee to the people with whom he has to work such as peers,supervisors and subordinates.
Mould the employee attitude by orienting him to the new working and socialenvironment.
2. HUMAN RESOURCES DEVELOPMENT:
It is the process of improving, molding, and changing the skills,
knowledge, creative ability, aptitude, attitude, values, commitment, etc., based on
present and future job and organizational requirements.
This function includes:-
PERFORMANCE APPRAISAL:
It is the systematic evaluation of individuals with respect to their performance on
the job and their potential for development.
It includes:-
a) Developing policies, procedures and techniques.
b) Helping the functional mangers.
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c) Reviewing of reports and consolidation of reports.
d) Evaluating the effectiveness of various programs.
TRAINING:
It is the process of imparting the employees the technical and operating skills and
knowledge. It includes:
a) Identification of training needs of the individuals and the company.
b) Helping and advising line management in the conduct of training
programs.
c) Imparting or requisite job skills and knowledge to employees.
d) Evaluating the effectiveness of training programs.
e) Developing suitable training programs.
MANAGEMENT DEVELOPMENT:
It is the process of designing and conducting suitable executive development
programs so as to develop the managerial and human relations skill of employees.
It includes:-
a) Identification of the areas in which management development isneeded.
b) Conducting development programs.c) Motivating the executives.d)
Designing special development program for promotions.
e) Using the services of specialists, and or utilizing of the institutionalexecutive developing programs.
f) Evaluating the effectiveness of executive development programs.
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CAREER PLANNING AND DEVELOPMENT:
It is the planning of ones career and implementation of career plans by means ofeducation, training, job search and acquisition of work experiences. It includes
internal and external mobility.
Internal mobility:-
It includes vertical and horizontal movement of an employee with in an
organization. It consists of transfer, promotion and demotion.
Transfer:-
It is a process of placing employees in the same level jobs where they can be
utilized more effectively in consistence with their potentialities and needs of the
employees and the organization. It also deals with:
a) Developing transfer policies and procedures.
b) Guiding employees and line management on transfers.
c) Evaluating the execution of transfer policies and procedures.
Demotion:-
It deals with downward reassignment to an employee in an organization.
a) Develop equitable, fair and consistent demotion policies and procedure.
b) Advising line mangers on matters relating to demotions.c) Oversee the implementation of demotion policies and procedures.
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ORGANISATION DEVELOPMENT:
It is planned process designed to improve organizational effectiveness and healththrough modifications in individual and group behavior, culture and systems of
the organization using knowledge and technology of applied behavioral science.
2. COMPENSATION:-
It is the process of providing adequate, equitable and fair
remuneration to the employees. It includes job evaluation, wage and salary
administration, incentives, bonus, fringe benefits, social security measures etc.
i )Job Evaluation:-
It is a process of determining relative worth of jobs:
a) Select suitable job evaluation techniques.
b) Classify jobs into various categories.
c) Determining relative values of jobs in various categories.
ii) wage and Salary Administration:-
This is the process of developing and operating a suitable wage and salary
program. It covers:
a) Conducting wage and salary survey.
b) Determining wage and salary rates based on various factors.
c) Administering wage and salary programs.
d) Evaluating its effectiveness.
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iii) Incentives:-
It is the process of formulating administering and reviewing the schemes offinancial incentives in addition to regular payment of wages and salary. It
includes:
a) Formulating incentive payment schemes.
b) Helping functional managers on the operation.
c) Review them periodically to evaluate effectiveness.
iv) Bonus:
It includes payment of statutory bonus according to the payment Act o
Bonus 1965, and its latest amendments.
v) Fringe Benefits:-
These are the various benefits at the fringe of the wage. Management provides
these benefits to motivate the employees and to meet their lifes
contingencies. These Benefits include:
a) Disablement benefit
b) Housing facilities
c) Educational facilities to employees and children
d) Canteen facilities
e) Recreational facilitiesf) Conveyance facilities
g) Credit facilities
h) Legal clinic
i) Medical, maternity, and welfare facilities
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vi) Social Security Measures:
Managements provide social security to their employees in addition to the fringebenefits. These measures include:
a) Workmens compensation to those workers (or their dependants) who involve
in accidents.
b) Maternity benefits to women employees.
c) Sickness benefits and medical benefits.
d) Disablement benefits\allowance.
e) Dependent benefits.
f) Retirement benefits like provident fund, pension, gratuity etc.
2. HUMAN RELATIONS:
Practicing various human resources policies and programs like
employment, development and compensation and interaction among employees
create a sense of relationship between the individual worker and management,
among workers and trade unions and management.
It is the process of interaction among human beings. Human relations is an area
of management in integrating people into work situation in a way that motivates
them to work situation in a way that motivates them to work together
productively, co-operatively and with economic, psychological and social
satisfaction It includes:a) Understanding and applying the models of perception, personality, learning,
intra and personal relations, intra and inter group relations.
b) Motivating the employees.
c) Boosting employee morale.
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d) Developing the leadership skills.
e) Developing the communication sills.
f) Redressing employee grievances properly and in time by means of a wellformulated grievances procedure.
g) Handling disciplinary cases by means of an established disciplinary
procedures.
h) Counseling the employees in solving their personal, family and
work problems and releasing their stress, strain and stress.
i) Improving quality of work life of employees through participation and other
means
2. EFFECTIVENESS OF HUMAN RESOURCES MANAGEMENT:-
Effectiveness of various personnel programs and practices can be
measured or evaluated by means of organizational health and human resources
accounting etc.
a) Organizational Health:
Organizational health may be studies through the result of employees
contribution to the organization and the employee job satisfaction. The result o
the employee satisfaction can be understood by labour turnover, absenteeism,
commitment, and the like. Low rate of absenteeism and specific and high rate o
employee commitment most probably indicate employee satisfaction about theob and the organization. Employee contribution to the organizational goals can
be measured through employee productivity of different types.
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b) Man Resource Accounting, Audit and Research.
Effectiveness of human resources management can also be found outthrough Human resource accounting, audit and research.
c) Human Resource Accounting (HRA):
It is a measurement of the cost and value of human resources to the
organization. H.R.M is said to effective if the value and contribution of human
resources to the organization is more than the cost of human resources
d) Human Resource Audit:
H.R.A refers to an examination and evaluation of policies, procedures and
practices to determine the effectiveness of HRM. Personnel audit;
Measures the effectiveness of personnel programs and practices
Determines what should or should not be done in future.
e) Human resource research:
It is a process of evaluating the effectiveness of human resources policies and
Practices and developing more appropriate ones. It includes: Conducting morale,
attitude, job satisfaction and behavior surveys.
a) Collecting of data and information regarding wages, cost- benefit analysis of
training, benefits, productivity, absenteeism, employee turnover, strikes,accidents, operations, working hours, shifts etc.
b) Tabulating, computing and analyzing of the data and information.
c) Report writing and submission to the line managers.
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d) Finding out of defects and shortcoming in the existing policies, practices etc.
e) Developing of more appropriate policies, procedures, and programs o
personnel. The effectiveness in performing personnel and human resourcesmanagement. Employees and the goal of the society and or government. The
objectives of human resources management are formulated on the basis of
organizational objectives, individual goals, social goals and the functional
analysis of personnel and H.R.M.
Modern Concept of Human Resource Management.
In the 1980s, the concept of human resource management began to gain ground at
the expense of personnel management (Storey, 2001). At the root of the new
thinking about the management of people in organizations was the perception of
the increasing competitiveness of the global economy (Best, 1990).
The success of large Japanese corporations in export markets for traditional
western products such as cars and electronic goods in the 1970s and 80s took
many western corporations by surprise. Studies of Japanese corporations
emphasized the importance of effective people management in the competitive
strategies of these organizations (Ouchi, 1982).
The studies showed that Japanese employers performed far better than Western
competitors in terms of labour productivity and in process innovation. The key to
this success lay in the human resource management practices adopted by Japanese
corporations such as Toyota and Matsushita.These practices became evident in western countries as Japanese corporations
established manufacturing plants throughout Europe and North America.The
human resource management practices which had been so. Successful in Japan
were transplanted with great success to these overseas transplants (Wickens).
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The emphasis in personnel management in the mid-20 th century was on the
regulation of the management of people in organizations. This regulatory role
was reinforced, particularly in Europe and Australia (less so in the USA) byincreasing government regulation of employment conditions through legislation
concerned with the conduct of industrial relations, discrimination, employment
rights, health and safety and other employment conditions.
HUMAN RESOURCE DEVELOPMENT
Human resource development is "organized learning activities arranged within an
organization in order to improve performance and/or personal growth for the
purpose of improving the job, the individual, and/or the organization".
Human resource development includes the areas of training and development,
career development, and organization development. This is related to Human
Resource Management -- a field which includes HR research and information
systems, union/labour relations, employee assistance, compensation/benefits,
selection and staffing, performance management systems, HR planning, and
organization/job design.
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1.1 INTRODUCTION TO THE STUDY
The relationship between man and work has always attracted the attention of
philosophers, scientists and novelists. The nature and significance of work
should be important as an area of study, as it occupies much of a mans life
span.
By working on a job, most men gratify many of their needs. Work in this
regard, is a potent source of need gratification of all types such as physical,
security, social and ego needs. Employees Satisfaction is primarily based
upon the satisfaction of needs. The stronger the need, the more closely will
be the employee satisfaction depend on its gratification.
Satisfaction is a powerful motivator of human behavior. It is imperative that
administrators understand satisfaction vs. dissatisfaction. The benefits of
employee satisfaction are often realized immediately and results can be
staggering.
Improved Instruction. Enhanced Teamwork Decreased Turnover /Improved Retention Increased Productivity Better Communication
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The term employees satisfaction covers the satisfaction derived from being
engaged in work or in any pursuit of a higher order. It is essentially related
to human needs and their fulfillment through work. It is generated by theindividuals perception of how well his employer satisfies his various needs.
Organizations today focus much attention in measuring and improving their
workers attitude, but this was not the case always. In the scientific
management era, the employees were considered to be just another machine.
There was no interest in employee satisfaction. After all, a machine does not
have any attitudes or feelings.
Soon efforts were undertaken to measure attitudes and to train supervisors to
be sensitive to employees feelings. It was thought if the job satisfaction and
morale could be improved, job performance would improve as well.
Measurement of employees attitude can also be used to benefit employees.
Some organizations consider attitude survey as a form of upward
communication and a chance for their employees to express their feelings
about positive and negative aspects of the workplace. Such attitude surveys
are only beneficial if the communication channels operate in both directions.
Periodic attitude surveys can be of immense practical importance to both theemployers and the employees providing both an ongoing analysis of
employees, participation in shaping the organization policies and practices.
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CHAPTER2
TITLE OF THE STUDY
EMPLOYEE SATISFACTION IN STRING INFO KNOWLEDGE
SERVICES
2.1 Objectives of the Study
To identify the various factors relating to employees satisfaction.
To locate specific areas which can be further improved to delight theemployees.
To identify the association between the variables related to employeessatisfaction.
To make suggestions on the basis of findings to improve the level ofsatisfaction in the organization.
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2.2 Need and Importance of the Study
Achievement of productivity coupled with the satisfaction of the employee
needs to be the concern of all organizations. Hence, a periodic survey of
employees satisfaction is of paramount importance, the nature being
different for each category of employees depending on their needs.
Employees satisfaction reduces absenteeism and improves employee
turnover. Globally, almost all the organizations are keen to ensure employee
satisfaction.
The study of employees satisfaction is useful to improve production,
organizational effectiveness, morale and economic development of the
country. Various theories help us to identify the organizational factors that
influence employees attitude and satisfaction. They are work environment
and infrastructure, relationship with colleagues, motivation and recognition,
remuneration, salary, job security, grievance handling, training and
development, and objectives.
Taylors approach to employees satisfaction was based on the most
pragmatic and essentially pessimistic philosophy that man is motivated bymoney alone, that the workers are essentially stupid and phlegmatic and
that they would be satisfied with work if they get higher economic return
from it. But during the present era, if we want productivity along with
financial reward that goes with it, we must treat your workers as your most
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important asset and Human Resource is considered as an important asset
and the people at the top level have started recognizing the fact that a happy
worker is called a productive worker and that is necessary that the rightperson is selected for the right job so that the individual satisfaction of the
organization is whole.
2.3 Scope of the Study
Employees satisfaction is a multi-faceted phenomenon. Many components
of the work environment facets influence the level of employees
satisfaction. They are,
Company Work Environment and Infrastructure Relationship with Colleagues Motivation and Recognition Salary Job Security Performance Appraisal Training and Development Promotional Opportunities. Personal Life
Satisfaction survey provides information on how employees feel about their
job and their organization. Therefore an enquiry has been made to look into
various facts of job and to measure the extent of satisfaction of employees
with these various facets.
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2.4 Limitations
Some employees were reluctant to answer the questions as they felt thatthe opinions expressed by them may be misunderstood by the
management resulting in difficulties for them.
In depth analysis was not possible in certain areas as it was considered tobe highly confidential.
A qualitative parameter like Employees Satisfaction requires a deeperunderstanding of the underlying factors influencing employee
satisfaction. This requires more time than what was available for the
project study.
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RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research
problems. It may be understood as a science of studying how research is
done scientifically. It includes the overall research design, the sampling
procedure, data collection method and analysis procedure.
Research is done through interview method using interview schedule. The
tool used for this study is the questionnaire which was given to all
respondents to express their view. with a five point rating scale. The
interview method is better where the interviewer and the respondent have
face to face contact.
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3.1RESEARCHDESIGN
A Research design is the arrangement of condition for collection and
analysis of data in a manner that with economy in procedure. It stands foradvance planning of the methods to be adopted for collecting the relevant
data and the techniques to be used in analysis, keeping the view the
objectives of the research and availability of time.
Descriptive research includes surveys and fact-finding enquiries of different
kinds. The major purpose of this research is description of state of affairs as
it exits at present.
3.2 SAMPLING DESIGN/TECHNIQUES
Sampling design is to clearly define set of objects, technically called the
universe to be studied. As the population size of the study consisted of
whole 135 employees who are working in the company. The sampling
design we used here is census method.
2.3 DATA COLLECTION METHOD
This study involves collection of primary data. Data was collected through
interview schedule that consists of multiple-choice questions.
2. 4 STATISTICAL TOOLSThe data are analyzed through statistical method. The statistical tools used to
analysis the data are Simple Percentage Analysis and Two way analysis.
Simple Percentage Analysis is used to find out the percentage level of
employee satisfaction.
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Primary data
The primary data was collected by issuing the questionnaires to the
respondents and collecting the data required.
Secondary data
The secondary data was collected by reference of few related books to the
topic.
3.1 COMPANY PROFILE
String Info Knowledge Services (P) Ltd is incorporated in the year 1998. It
is headquartered in Washington, DC with our full fledged development and
operations center in Bangalore, India.
Earlier, the company was named as Mind Space Cybertech. In 2002, the
company was renamed as String Info Knowledge Services (P) Ltd.The
Company was started with 10 members by doing data conversion. Then,
employees strength was increased into 135.
String Info has differentiated itself with its unique process efficiencies and
project management approach.
String Info services is a leading provider of knowledge management servicesof customers worldwide. The company is specialize in Digitization, data
harvesting, forms processing and mortgage services.
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Leadership:
Prashant P Kothari, as President of String Information Services, providesoverall direction and guidance with a specific focus on global marketing and
client servicing.
Karthik Karunakaran, heads the Indian arm of String. He was widely
exposed to Business Process Re-engineering and Business Process
Outsourcing. Gautam Dalmia, is the third founder of String.
Services offered at String Info:
Data Harvesting:
Strings experienced web researchers mine the World Wide Web, harvest
data and present in the format, the clients required. Expertise in data
processing domain also includes Indexes, Abstracts and forms processing.
Secondary Research/Market Intelligence:
String provides specialised secondary research services in varied fields.
Research Department covers a gamut of areas ranging from competitive
intelligence reports to market research, business development and strategic
planning.
Digitization services:
String provides comprehensive digitization services covering a multitude of
formats and media. Its universal data conversion solutions and pre-press
services are ideal for corporations, news organizations, publishers,
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educational institutions and libraries as well as all information intensive
organizations. Its data solutions division is well equipped to handle the
needs of highly complex publishing such as mathematical and scientificbooks, texts, journals and newsletters.
Mortgage Services:
String is a leading provider of business process outsourcing services to the
residential real estate industries. Its suite of offerings allows clients to focus
on their core business, by cost-effectively outsourcing non-core activities.
1.3 REVIEW OF LITERATURE
Over the years researchers have studied and attempted to quantify employee
commitment, loyalty, morale and overall employee satisfaction. This gave
rise to many types of employee surveys whose purpose was to measure one
or all of these components
The Two factor theory otherwise called motivation hygiene theory gives
the factors for employee satisfaction, proposed by Frederick Hertzberg.
According to Herzberg, the factors leading to job satisfaction are separate
and distinct from those that lead to job dissatisfaction. This theory proposestwo important factors. They are
ExtrinsicHygiene factors
IntrinsicMotivational Factors
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Hygiene factors are Company policy and administration, supervision,
Interpersonal relationship with superiors, peers, subordinates, salary, job
security, personal life, working environment, status, etc. Extrinsic factorsleads to dissatisfaction. These factors when absent, increase dissatisfaction
with the job. When present helps in preventing dissatisfaction but do not
increase satisfaction or motivation.
Motivational factors include achievement, recognition, advancement, work,
possibility of growth, responsibility, etc. Intrinsic factors are related with job
satisfaction. These factors when absent, prevent both satisfaction and
motivation, when present leads to satisfaction and motivation.
Some of the most extensive research in this area has been conducted by the
Gallop organization. This research came to the conclusion that overall
employee satisfaction is manifest in the level of engagement that employees
have in their work. In other words, employee engagement was the ultimate
expression of employee commitment, loyalty, morale and overall employee
satisfaction. Therefore organizations needed to focus on employee
engagement rather than on these other components of employee satisfaction
Based on their findings Gallup conducted further research which included
over 100,000 employees in America. The research showed that 26% ofemployees are fully engaged, 55% are not engaged: they are at work
physically but not mentally or emotionally, and 19% are actively
disengaged/unhappy, spreading discontentment and actively trying to
sabotage their organizations. This research clearly pointed out the large gap
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in employee engagement and the magnitude of the challenge facing most
organizations.
A review has identified four factors conducive to high levels of employee
job satisfaction: mentally challenging work, equitable rewards, supportive
working conditions and supportive colleagues. Importantly, these factors are
controllable by management.
Mentally challenging work:People prefer jobs that give them opportunities
to use their skills and abilities and offer a variety of tasks, freedom and
feedback on how well they are doing. These characteristics make work
mentally challenging.
Equitable Rewards:Employee wants pay systems and promotion policies
that they perceive as being just, unambiguous and in line with their
expectations. When pay is seen as fair biased on job demands, individual
skill level and community pay standards, satisfaction is likely to result.
Similarly employees seek fair promotion policies and practices. Promotions
provide opportunities for personal growth, more responsibilities and
increased social status. Individuals, who perceive that promotion decisions
are made in the fair and just manner, therefore are likely to experience
satisfaction from their jobs.
Supportive working conditions:Employees are concerned with their work
environment for both personal comfort and facilitating doing a good job.
Studies demonstrate that employees prefer physical surroundings that are not
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dangerous or uncomfortable. Additionally, most employees prefer working
conditions to home, in clean and relatively modern facilities and adequate
tools and equipment.
Supportive colleagues:People get more out of work than merely money or
tangible achievements. For most of the employees, work also fills need for
social interaction. Not surprisingly, therefore, having friendly and supportive
workers leads to increased job satisfaction. Studies generally find that
employee satisfaction is increased when the immediate supervisor
understanding and friendly, offers praise for good performance, listens to
employeesopinions and shows a personal interest in them
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ANALYSIS AND INTERPRETATION
1: Table showing satisfaction level of the employees towards company
Factors
Strongly
AgreeAgree Somewhatagree Disagree
Strongly
Disagree Total
f % F % F % f % f %
Optimistic
about the
company
68 50 57 42 10 7 0 0 0 0 135
Optimistic
about
themselves
with the
company
51 38 58 43 23 17 3 2 0 0 135
Care taken by
the company 18 13 82 61 30 22 5 4 0 0 135
Goals of the
company50 37 68 50 12 9 5 4 0 0 135
Company's
growth in key
areas
50 37 63 47 22 16 0 0 0 0 135
Company's
Leadership49 36 75 56 9 7 2 1 0 0 135
Total 286 403 106 15 0 810
Percentage 35 50 13 2 0 100
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ANALYSIS
50% of respondents strongly agree that they are optimistic about the
organization, 42% of the respondents agree that they are optimistic
38% of the respondents strongly agree that they are optimistic, 43% of the
respondents agree that they are optimistic.
13% of the respondents say that the care is taken by the company, 61% of
the respondents agree that the company takes care of them
37% of the respondents are strongly satisfied about the goals of thecompany.
37% of the respondents are satisfied about the companys role in key
development.47 % of the respondents agree about their role
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FIGURE4.1
Showing the Satisfaction Level of Employees about the Company
INFERENCE:
From the above table, it is inferred that satisfaction level of employee about
the company is more when compared with others.
ABOUT THE COMPANY
35
50
13
2
0
0
10
20
30
40
50
60
Strongly Agree Agree Somewhat Agree Disagree Strongly Disagree
FEEDBACK
Percentageofem
ployees
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TABLE4.2
Showing the Satisfaction level of employees on Working Environment &Infrastructure
ANALYSIS
35% of the employees agree on Working Environment & Infrastructure in
the company. Only 13% of the employees somewhat agrees on Working
Environment & Infrastructure in the company.
Factors
Strongly
AgreeAgree
Somewhat
AgreeDisagree
Strongly
Disagree Tota
f % f % f % f % f %
About Working Environment 18 13 67 50 41 30 9 7 0 0 135
About Working hours 51 38 71 53 11 8 2 1 0 0 135
About company's facilities 94 70 3 2 17 13 21 16 0 0 135
Total 163 40 141 35 69 17 32 8 0 0 405
Percentage 40 35 17 8 0 100
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FIGURE - 4.2
Showing Satisfaction Level of Employees towards their working
environment
INFERENCE:
From the above graph it is inferred that majority of the respondents agree
that the work environment is conducive
WORKING ENVIRONMENT
40
35
17
8
0
0
5
10
15
20
25
30
35
40
45
Strongly Agree Agree Somewhat Agree Disagree Strongly Disagree
FEEDBACK
Percentageofemployees
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TABLE4.3
Showing Satisfaction level of employees towards their Personal Life
Level No of respondents Percentage
Strongly Agree 37 27
Agree 62 46
Somewhat Agree 31 23
Disagree 5 4
Strongly Disagree 0 0
Total 135 100
ANALYSIS
27% of the employees have very good balance between their work life
and personal life. About 46% of the employees have balanced personal
life. About 23% of the employees have somewhat agree about their
balanced personal life
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FIGURE4.3
Satisfaction Level of Employees towards their Personal Life
INFERENCE:
From the above graph it can be inferred that most of the respondents are
satisfied with their personal life
27
46
23
4
00
5
10
15
20
25
30
35
40
45
50
Strongly Agree Agree Somewhat Agree Disagree Strongly Disagree
FEEDBACK
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TABLE4.4
Showing Satisfaction level of employees towards their Company Policy
and Job Security
ANALYSIS
29% of the employees strongly agrees towards their Company Policyand Job Security. About 35% of the employees agree towards theirCompany Policy and Job Security. Only 13% of the employees
somewhat agrees towards their Company Policy and Job Security.
Factors
Strongl
y
Agree
Agree
Somew
hat
agree
Disagre
e
Strongl
y
Disagre
e
Tot
al
f % f % f % f % f %
About
company's
policies
22 16 80 59 26 19 7 5 0 0 135
About job
security55 41 68 50 7 5 5 4 0 0 135
Total 77 2914
855 33 12 12 4 0 0 270
Percentage 29 55 12 4 0 100
Percentageof
employees
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FIGURE4.4
Satisfaction Level of Employees towards their Company Policy and JobSecurity
INFERENCE:
From the above graph, it is inferred that majority of the respondents are
satisfied with the company policy and job security. Few percentage of the
respondents are unsatisfied.
55
29
12
4
00
10
20
30
40
50
60
Strongly Agree Agree Somewhat Agree Disagree Strongly Disagree
FEEDBACK
Percentage
ofemployees
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TABLE -4.5
Showing Satisfaction level of employees towards their Promotional
Opportunities & Possibility of growth
Factors
Strongl
y Agree
Agree Somewh
at agree
Disagr
ee
Strongl
y
Disagre
e
Tot
al
f % F % f % f % f %
About
promotional
opportunities
48 36 48 36 33 24 6 4 0 0 135
About
transparency
in promotions
22 16 62 46 45 33 6 4 0 0 135
About career
growth16 12 74 55 39 29 6 4 0 0 135
Total 86 21 184 4511
729 18 4 0 0 405
Percentage 21 45 29 4 0 100
ANALYSIS
21% of the employees strongly agree on their promotional opportunities& possibility of growth. About 45% of the employees agree on their
promotional opportunities & possibility of growth. Only 29% of the
employees somewhat agrees on their promotional opportunities &
possibility of growth.
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FIGURE4.5
Showing Satisfaction Level of Employees towards their Promotional
Opportunities & Possibility of Growth
INFERENCE:
From the above graph, it is inferred that majority of the respondents are
satisfied towards their promotional opportunities and their carrier
development in the organization.
21
45
29
4
0
0
5
10
15
20
25
30
35
40
45
50
Strongly Agree Agree Somewhat Agree Disagree Strongly Disagree
FEEDBACK
Percentageofem
ployees
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TABLE4.6
Showing Satisfaction level of employees towards their Training &
Development
ANALYSIS
23% of the employees strongly agree towards their Training &
Development. About 49% of the employees agreetowards their Training
& Development. Only 22% of the employees somewhat agrees towards
their Training & Development
Factors
Strongly
AgreeAgree
Somewhat
agreeDisagree
Strongly
DisagreeTotal
f % F % f % f % f %
About training
and development30 22 73
5
425 19 7 5 0 0 135
About training
usefulness35 26 75
5
619 14 6 4 0 0 135
Increase in
performance by
training
40 30 745
515 11 6 4 0 0 135
Development of
new skills34 25 46
3
446 34 6 4 3 2 135
About cross
training18 13 61
4
543 32 9 7 4 3 135
Total 157 2332
9
4
9148 22 34 5 7 1 675
Percentage 23 49 22 5 1 100
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FIGURE4.6
Satisfaction Level of Employees towards their Training & Development
INFERENCE:
From the above graph, it is inferred that level of satisfaction towards their
training & development is high.
23
49
22
5
1
0
10
20
30
40
50
60
Strongly Agree Agree Somewhat Agree Disagree Strongly Disagree
FEEDBACK
Percentag
eofemployees
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TABLE4.7
Showing Satisfaction level of employees towards their Salary
Factors
Strongl
y AgreeAgree
Somewh
at agree
Disagr
ee
Strongly
Disagree Tot
alf % F % f % f % f %
About
adequacy in
salary
1 1 32 24 64 473
324 5 4 135
About change
in salary67 50 51 38 12 9 5 4 0 0 135
About
commensurabl
e ness of
salary
6 4 51 38 58 431
511 5 4 135
Total 74 1813
433
13
433
5
313 10 2 405
Percentage 18 33 331
32 100
ANALYSIS
18% of the employees strongly satisfiedon their Salary. About 33% of
the employees agree satisfieson their Salary. Only 33% of the employees
somewhat satisfieson their Salary.
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FIGURE4.7
Satisfaction Level of Employees towards their Salary
INFERENCE:
From the above table, it is inferred that most of the respondents views are
satisfactory about their salary given to them from their organization.
18
33 33
13
2
0
5
10
15
20
25
30
35
Strongly Agree Agree Somewhat Agree Disagree Strongly Disagree
FEEDBACK
Percentageofemployees
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TABLE4.8
Showing Satisfaction level of employees towards their Relationship with
colleagues
Factors
Very
much
satisfied
satisfied
somewh
at
satisfied
Dissatisfie
d
Very
much
dissatisfi
ed
Tota
l
f % F % f % f % f %
About
professionalis
m of
colleagues
41 30 77 57 15 11 2 1 0 0 135
About team
spirit47 35 72 53 12 9 4 3 0 0 135
About morale
of colleagues37 27 84 62 12 9 2 1 0 0 135
Total 125 3123
358 39 10 8 2 0 0 405
Percentage 31 58 10 2 0 100
ANALYSIS31% of the employees very much satisfied towards their relationship with
colleagues. About 58% of the employees satisfy towards their
relationship with colleagues.
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FIG URE - 4.8
Satisfaction Level of Employees towards their Relationship with Colleagues
INFERENCE:
From the above table, it is inferred that the satisfaction level of the
employees is high.
31
58
10
2
0
0
10
20
30
40
50
60
70
Verymuch satisfied Satisfied Somewhat satisfied Dissatisfied Verymuch
dissatisfied
FEEDBACK
Percentageofemployees
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TABLE
4.9Showing Satisfaction level of respondents about their work
Factors
Very
much
satisfied
satisfied
somewh
at
satisfied
Dissatisfie
d
Very
much
dissatisfi
ed
Tota
l
f % F % f % f % f %
About
satisfaction of
job
33 24 81 60 17 13 4 3 0 0 135
About
satisfaction
with their
morale
47 35 61 45 26 19 0 0 1 1 135
About
satisfaction
with
company
26 19 84 62 23 17 2 1 0 0 135
Total
10
6 26
22
6 56 66 16 6 1 1 0 405
Percentage 26 56 16 1 0 100
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ANALYSIS
26% of the employees very much satisfies about their work. About56% of the employees satisfy about their work. Only 16% of the
employees somewhat satisfies about their work.
FIGURE4.9
Satisfaction Level of Respondents about their Work
INFERENCE:
From the above table, it is inferred that the satisfaction level of the
employees about their work is satisfactory, only few of the respondents are
dissatisfied
26
56
16
10
0
10
20
30
40
50
60
Verymuch satisfied Satisfied Somewhat satisfied Dissatisfied Verymuch
dissatisfied
FEEDBACK
Percentageofemployees
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TABLE4.10
Showing Satisfaction level of employees about Overall satisfaction of job
Level No of respondents Percentage
Excellent 19 14
Good 84 62
Average 27 20
Fair 3 2
Poor 2 1
Total 135 100
ANALYSIS
14% of the employees rated their overall satisfaction as excellent.
About 62% of the employees rated their overall satisfaction as good.
About 20% of the employees rated their overall satisfaction as average
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FIGURE4.10
Satisfaction Level of Employees about Overall Satisfaction of Job
INFERENCE:
From the above table, it is inferred that the overall satisfaction of the job of
the employees is good, only few number of the respondents are dissatisfied.
14
62
20
21
0
10
20
30
40
50
60
70
Excellent Good Average Fair Poor
FEEDBACK
Percentageofemp
loyees
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TABLE 4.11 Showing Relationship between Experience and
satisfaction on Working Environment & Infrastructure
ANALYSIS
81% of the employees who have less than 3 months experience are satisfied
about the Working Environment & Infrastructure. About 77% of the
employees who have experience between 3 months to6months are I
Experience
Strongly
AgreeAgree
Somewha
t
agree
Disagre
e
Strongly
Disagree Total
F % F % F % f % f %
Less than 3
months2 3 47 78 11 18 0 0 0 0 60
3-6 months 24 25 51 53 19 20 2 2 0 0 96
6 months-1 year 23 23 58 59 15 15 3 3 0 0 99
1-1.5 year 24 35 32 46 12 17 1 1 0 0 69
1.5-2 years 9 20 24 53 8 18 4 9 0 0 45
More than2 years 8 22 20 56 4 11 4 11 0 0 36
Total 90 232 69 14 0 405
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FIGURE4.11
Showing Relationship between Experience and satisfaction on Working
Environment & Infrastructure
INFERENCE:
From the above table, it is inferred that majority of the employees
experience of 3 months to 2years are satisfied about the working
environment, few of them feel the need for change.
0
10
20
30
40
50
60
70
80
90
less than 3
months
3-6
months
6-12
months
1-1.5year 1.5-2yr more than
2 yr
strongly agree
agree
somewhat agree
disagree
strongly disagree
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TABLE4.12
Showing Relationship between Experience and satisfaction with
Personal Life.
Experience Strongly
Agree
Agree Somewha
t
agree
Disagr
ee
Strongl
y
Disagre
e
Tota
l
f % f % f % f % f %
Less than 3
months
5 25 9 45 5 25 1 5 0 0 20
3 - 6 months 8 25 16 50 5 16 3 9 0 0 32
6 months-1 year 6 18 19 58 7 21 1 3 0 0 33
1-1.5 year 8 35 9 39 6 26 0 0 0 0 23
1.5-2 years 6 40 4 27 5 33 0 0 0 0 15
More than 2
years
4 33 5 42 3 25 0 0 0 0 12
Total 37 62 31 5 0 135
ANALYSIS
70% of the employees who have less than 3 months experience aresatisfied about their personal life. About 75% of the employees who
have experience between 3 months to 6 months are satisfied about
their personal life. About 76% of the employees who have experience
between 6 months to 1 year are satisfied .
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FIGURE4.12
Showing Relationship between Experience and satisfaction withPersonal Life.
INFERENCE:
From the above table, it is inferred that about their satisfaction of personal
life of the respondents having experience of 3 months to 2years are satisfied.
0
10
20
30
40
50
60
70
less than 3
months
3-6
months
6-12
months
1-1.5year 1.5-2yr more than
2 yr
strongly agree
agree
somewhat agree
disagree
strongly disagree
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TABLE4.13
Showing Relationship between Experience and satisfaction with
Promotional Opportunities & Possibility of Growth
Experience
Strongly
AgreeAgree
Somewhat
agreeDisagree
Strongly
Disagree Total
f % f % f % f % f %
Less than
3months11 18 22 37 26 43 1 2 0 0 60
3 - 6 months 25 26 46 48 24 25 1 1 0 0 96
6 months-1
year16 16 48 48 27 27 8 8 0 0 99
1-1.5 year 16 23 32 46 18 26 3 4 0 0 69
1.5-2 years 10 22 22 49 11 24 2 4 0 0 45
More than2
years 8 22 14 39 11 31 3 8 0 0 36
Total 86 184 117 18 0 405
ANALYSIS
55% of the employees who have less than 3 months experience aresatisfied about their promotional opportunities. About 64% of the
respondents who have experience between 3 months to 6 months are
satisfied about their promotional opportunities. About 64% of the
respondents who have experience between 6 months to 1 year are
satisfied about their promotional opportunities.
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FIGURE4.13
Showing Relationship between Experience and satisfaction with
Promotional Opportunities & Possibility of Growth
INFERENCE:
From the above table, it is inferred promotional opportunities given by the
company is satisfactory and their career growth. .
0
10
20
30
40
50
60
less than 3
months
3-6
months
6-12
months
1-1.5year 1.5-2yr more than
2 yr
strongly agree
agree
somewhat agree
disagree
strongly disagree
strongly agree
agree
somewhat agree
disagree
strongly disagree
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TABLE-4.14
Showing Relationship between Experience and satisfaction with
Training & Development
ANALYSIS
72% of the employees who have less than 3 months experience aresatisfied about their training and development. About 81% of the
respondents who have experience between 3 months to 6 months are
satisfied about their training and development. About 74% of the
respondents who have experience between 6 months.
Experienc
e
Strongly
Agree
Agree Somew
hat
agree
Disagre
e
Strongly
Disagree
Tot
al
f % F % f % f % f %
Less than 3
months
11 11 61 61 25 25 3 3 0 0 100
3 - 6
months
44 28 84 53 30 19 1 1 1 1 160
6 months-1
year
43 26 80 48 30 18 6 4 6 4 165
1-1.5 year 33 29 49 43 25 22 8 7 0 0 115
1.5-2 years 10 13 36 48 23 31 6 8 0 0 75
More than
2 years
16 27 19 32 15 25 10 17 0 0 60
Total 157 329 148 34 7 675
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FIGURE4.14
Showing Relationship between Experience and satisfaction withTraining & Development
INFERENCE:
From the above table, it is inferred that experience of 3months to
2years and more than 2 years are satisfied about their training and
development are satisfied.
0
10
20
30
40
50
60
70
less than 3
months
3-6
months
6-12
months
1-1.5year 1.5-2yr more than
2 yr
strongly agree
agree
somewhat agree
disagree
strongly disagree
strongly agree
agree
somewhat agree
disagree
strongly disagree
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TABLE4.15
Showing Relationship between Experience and satisfaction on Salary
Experience
Strongly
AgreeAgree
Somewh
at
agree
Disagr
ee
Strongly
DisagreeTot
al
f % f % f % f % f %
Less than 3
months 7 12 18 30 29 48 6 10 0 060
3 - 6
months14 15 28 29 39 41 13 14 2 2 96
6 months-1
year16 16 43 43 24 24 12 12 4 4 99
1-1.5 year 15 22 21 30 24 35 9 13 0 0 69
1.5-2 years 13 29 12 27 14 31 5 11 1 2 45
More than 2
years9 25 12 33 4 11 8 22 3 8 36
Total 74 134 134 53 10 405
ANALYSIS
42% of the employees who have less than 3 months experience aresatisfied about their salary. About 44% of the respondents who have
experience between 3 months to 6 months are satisfied about their
salary. About 59% of the respondents who have experience between 6
months to 1 year are satisfied about their salary.
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FIGURE4.14
Showing Relationship between Experience and satisfaction on Salary
INFERENCE:
From the above table, it is inferred that employees are satisfied about the
salary given to them by the organization, of all the experience group.
0
10
20
30
40
50
60
less than 3
months
3-6 months 6-12
months
1-1.5year 1.5-2yr more than
2 yr
strongly agree
agree
somewhat agree
disagree
strongly disagree
strongly agree
agree
somewhat agree
disagree
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TABLE -4.16
Showing Relationship between Experience and satisfaction towards
Relationship with Colleagues
Experienc
e
Very
Much
Satisfied
Satisfied
Somew
hat
Satisfie
d
Dissatisf
ied
Very
dissatisfiedTot
al
f % f % f % f % f %
Less than 3
months 7 12 47 78 6 10 0 0 0 060
3 - 6
months29 30 61 64 6 6 0 0 0 0 96
6 months-1
year40 40 53 54 5 5 1 1 0 0 99
1-1.5 year 22 32 34 49 8 12 5 7 0 0 69
1.5-2 years 14 31 25 56 6 13 0 0 0 0 45
More than2
years13 36 13 36 8 22 2 6 0 0 36
Total 125 233 39 8 0 405
ANALYSIS
90% of the employees who have less than 3 months experience aresatisfied about their Relationship with Colleagues. About 94% of the
respondents who have experience between 3 months to 6 months are
satisfied about their Relationship with Colleagues. About 94% of the
respondents who have experience between 6 months to 1 year are
satisfied about their Relationship with Colleagues. About 81% of the
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respondents who have experience between 1 year to 1.5 years are
satisfied about their Relationship with Colleagues
FIGURE4.16
Showing Relationship between Experience and satisfaction towards
Relationship with Colleagues
INFERENCE:
From the above table, it is inferred that satisfied about their Relationship
with Colleagues only few of the respondents are dissatisfied.
0
10
20
30
40
50
60
70
80
90
less than 3
months
3-6
months
6-12
months
1-1.5year 1.5-2yr more than
2 yr
strongly agree
agree
somewhat agree
disagree
strongly disagree
strongly agree
agree
somewhat agree
disagree
strongly disagree
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TABLE -4.17
Showing Relationship between Experience and satisfaction about the
Work
ANALYSIS
80% of the employees who have less than 3 months experience aresatisfied about the work. About 80% of the respondents who have
experience between 3 months to 6 months are satisfied about their
Relationship with Colleagues.
Experience
Very
Much
Satisfied
Satisfied
Somewh
at
Satisfied
Dissatisfie
d
Very
Much
Dissatisfie
d
Tot
al
f % f % f % f % f %
Less than 3
months10 17 38 63 12 20 0 0 0 0 60
3 - 6 months 27 28 50 52 16 17 2 2 1 1 96
6 months-1
year25 25 57 58 15 15 2 2 0 0 99
1-1.5 year 25 36 34 49 8 12 2 3 0 0 69
1.5-2 years 12 27 26 58 7 16 0 0 0 0 45
More than2
years7 19 21 58 8 22 0 0 0 0 36
Total 10622
666 6 1 405
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FIGURE4.17
Showing Relationship between Experience and satisfaction about the Work
INFERENCE:
From the above table, it is inferred that relationship with Colleagues are
good at work for the experience group of 3 months to 2 years and above,
only few of them are dissatisfied.
0
10
20
30
40
50
60
70
less than 3
months
3-6
months
6-12
months
1-1.5year 1.5-2yr more than
2 yr
strongly agree
agree
somewhat agree
disagree
strongly disagree
strongly agree
agree
somewhat agree
disagree
strongly disagree
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TABLE4.18
Showing Relationship between Experience and Overall Satisfaction ofJob
Experience Excellen
t
Good Average Fair Poor Tota
l
f % F % f % f % f %
Less than 3
months
3 15 13 65 4 20 0 0 0 0 20
3 - 6 months 3 9 21 66 6 19 2 6 0 0 32
6 months-1 year 5 15 17 52 10 30 0 0 1 3 33
1-1.5 year 4 17 17 74 0 0 1 4 1 4 23
1.5-2 years 2 13 9 60 4 27 0 0 0 0 15
More than 2
years
2 17 7 58 3 25 0 0 0 0 12
Total 19 84 27 3 2 135
ANALYSIS
80% of the employees who have less than 3 months experience ratedtheir overall satisfaction as good. About 75% of the respondents who
have experience between 3 months to 6 months rated their overall
satisfaction as good. About 67% of the respondents who have
experience between 6 months to 1 year are satisfied about their overall
satisfaction as good.
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FIGURE4.18
Showing Relationship between Experience and Overall Satisfaction of
Job
INFERENCE:
From the above table, it is inferred that overall satisfaction of the job in
the organization is good for all the experience groups.
0
10
20
30
40
50
60
70
80
less than 3
months
3-6
months
6-12
months
1-1.5year 1.5-2yr more than
2 yr
excellent
good
average
fair
poor
excellent
good
average
fair
poor
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FINDINGS
Employees are highly satisfied
About the company On Company Policy and Job Security Relationship with colleagues About the work
Employees are satisfied
On working environment and infrastructure Balance between their Personal life and Work life On Training and Development Overall satisfaction with Job
Employees are neither satisfied nor dissatisfied with their Promotional
Opportunities and Possibility of Growth. Employees are dissatisfied about
their salary.
There is no association between
Experience and Satisfaction about the company. Experience and satisfaction on Working Environment & Infrastructure Experience and satisfaction with Personal Life Experience and satisfaction on Company Policy & Job Security
Experience and satisfaction on Salary Experience and satisfaction towards Relationship with Colleagues Experience and satisfaction about the Work Age and Satisfaction about the company Age and satisfaction on Working Environment & Infrastructure
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Age and satisfaction with Personal Life Age and satisfaction on Company Policy & Job Security
Age and satisfaction with Promotional Opportunities & Possibility ofGrowth
Age and satisfaction with Training & Development Age and satisfaction on Relationship with Colleagues Education and satisfaction about the company Education and satisfaction on Company Policy & Job Security Education and satisfaction with Training & Development Education and satisfaction on Salary Education and satisfaction on Relationship with Colleagues Education and satisfaction about the Work
There is association between
Experience and satisfaction with Promotional Opportunities &Possibility of Growth
Experience and satisfaction with Training & Development Experience and Overall Satisfaction of Job Age and satisfaction on Salary Age and satisfaction about the Work Age and Overall Satisfaction of Job
Education and satisfaction on Working Environment & Infrastructure Education and satisfaction with Personal Life Education and satisfaction with Promotional Opportunities &
Possibility of Growth
Education and Overall Satisfaction of Job
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SUGGESTIONS
There is some dissatisfaction level regarding the Salary among theemployees. So, the company may conduct a further survey to find the
expectations of employees.
The study shows that employees are not satisfied with the workingenvironment and infrastructure. So the company may take steps to
find out and cater the needs of employees.
The study reveals that employees are not satisfied with theirpromotional opportunities and possibility of growth. So the company
may follow a transparent policy to satisfy the employees.
There is significant association between experience, age, education,promotional opportunities, salary and satisfaction of job. So these
factors may be considered by the company in increasing the
satisfaction of the employees
The company may conduct a survey in depth to know theexpectations of employees relating to salary, work environment, andpromotional opportunities ,etc
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CONCLUSION
A survey on satisfaction of employees has been conducted to
know the existing levels of satisfaction so that steps can be taken to maintain
and improve the levels and to have a positive attitude among the employees
towards their work.
After the survey, it is understood that employees are mostly
satisfied in all the factors. There exists some dissatisfaction level, regarding
some factors. Though it does not create a problem, the management can take
care of those things to avoid big problem in future.
It is clearly understood that the organization has taken efforts to
maintain the satisfaction level of the employees with respect to all the
factors. If these actions are continued, this company will undoubtedly
become the prime industry for the employees satisfaction is concerned.
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APPENDIX
A STUDY ON SATISFACTION OF EMPLOYEES IN STRING
INFOTECH
Name (optional) : Educational Qualification :
Age : Technical Qualification :
Marital Status : No. of years of service :Designation :
You are requested to mark any one of the alternatives A, B, C, D & E which
you feel correct in your opinion against each statement
Rating Scale DefinitionA Strongly Agree
B Agree
C Somewhat agree
D Disagree
E Strongly Disagree
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1. About the company
I am optimistic about the future of the company I am optimistic about my future success with the company I feel that the company cares about the people I am satisfied with my understanding of the direction of goals
of company
The company is a strong competitor in key growth areas ___ The companys leadership has a clear vision of the future __
2. Working Environment & Infrastructure
I have been provided with adequate physical environment(workspace, storage facility, appropriate illumination,
cleanliness, A/C etc.,) for performing my work ____
The working hours are comfortable ____ Adequate facilities are provided to attend my job ____
3. Personal Life I am able to balance my work life and personal life on regular
basis ____
4.
Company Policy & Job Security Company policies and procedures helps me ____ Job security is based on my performance ____
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5. Promotional opportunities & possibility of growth
I feel that people get ahead primarily on the merits of their work____
I feel there is fair and transparent career growth path ____ I have seen employees grow within the organization ____
6. Training & Development I am provided with adequate training/development programs to
adopt to the latest environment ____
The training given is helpful at work ____ Training helps to increase my performance ____ There are opportunities available for me to develop new skills
____
There are opportunities for me to cross-train and learn newskills ____
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7. Salary
The salary is adequate to meet the cost of living ____ I want a change in my present pay scale ____ The salary is commensurate ____
Rating Scale Definition
A Very much satisfied
B Satisfied
C Somewhat satisfied
D Dissatisfied
E Very much dissatisfied
8. Relationship with colleagues How satisfied are you with the professionalism of the people with
whom you work? ____
How satisfied are you with the team spirit in your work environment?____
How satisfied are you with the morale of the people with whom youwork? ____
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9. About the work
How satisfied are you with your job? ____ How satisfied are with your own morale? ____ How satisfied are you with the company as a place to work?
____
10. Overall Satisfaction of job
Overall, how do you rate your job satisfaction today?a)Excellent
b) Good
c) Average
d) Fair
e) Poor
Compared with your previous year, how would youdescribe your current job satisfaction level?
a) Much more satisfied
b) Somewhat more satisfied
c) Same as last year
d) Somewhat less satisfied