Sukam Fimal Project

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PROJECT REPORT

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ACKNOWLEDGEMENT

In successfully completing my project report, I am indeed indebted to a large no. of people who have encouraged and helped me in a variety of ways. It’s indeed a privilege to express my gratitude to the people involved. My profound and sincere thanks to Ms. Tanya Bhagat and Ms. Shweta Singh Gaur, Assistant Manager and Mr. M.M.H Beg, Sr. Manager - HR – Su-Kam Power Systems Ltd, Gurgaon who consented to be my project advisor. I have paucity of words to express my obeisance before them for their keen interest, valuable guidance, unflinching judgment and constant encouragement during the entire course of my study. Words in my lexicon fall short to express my feelings towards Mr. Ambuj Mathur for his timely and important help in completing this project report. With limitless humility, I thank my mother-in-law, who bestowed me with enough courage to accomplish this treatise. Last but not the least, I owe my sincere regards to the ‘Almighty’ for making me able to believe in myself and letting me utilize my potential to the fullest of my energy during the entire course of the study.

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CONTENTS

Chapter No. Title Page No.Acknowledgement 2

HRM Summary 4Introduction 9

Employee Satisfaction 12Research Methodology 14

Analysis and Interpretation

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Conclusion 45

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HUMAN RESOURCES MANAGEMENT ISSUES

‘People are our greatest asset’ is a mantra that companies have been chanting

for years. But only a few companies have started putting Human Resources

Management (HRM) systems in place that support this philosophy. There are a

number of challenges in the Indian industry which require the serious attention of

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HR managers to ‘find the right candidate’ and build a ‘conducive work

environment’ which will be beneficial for the employees, as well as the

organization. The industry is already under stress on account of persistent

problems such as attrition, confidentiality, and loyalty. Other problems are

managing people, motivation to adopt new technology changes, recruitment and

training, performance management, development, and compensation

management. With these challenges, it is timely for organizations to rethink the

ways they manage their people. Managing HR in the knowledge based industry is

a significant challenge for HR managers as it involves a multi task responsibility.

In the present scenario, HR managers perform a variety of responsibilities. Earlier

their role was confined to administrative functions like managing manpower

requirements and maintaining rolls for the organization. Now it is more strategic

as per the demands of the industry.

Managing People

In view of the industry dynamics, in the current times, there is a greater demand

for knowledge workers. Resumes abound, yet companies still fervently search for

the people who can make a difference to the business. Often talented

professionals enjoy high bargaining power due to their knowledge and skills in

hand. The attitude is different for those who are taking up responsibilities at a

lesser age and experience. These factors have resulted in the clear shift in

approach to individualized career management from organization career

commitment.

Motivating the Workforce

As the competition is growing rapidly in the global market, a technological edge

supported by a talent pool has become a crucial factor for survival in the market.

Naturally, as a result every organization gives top priority to technology

advancement programs. HR managers are now performing the role of motivators

for their knowledge workers to adopt new changes.

Competency Development

Human capital is the real asset for any organization, and this makes the HR role

important in recruiting, managing, and retaining the best. The HR department

has a clear role in this process and determines the success tempo of any

organization. An urgent priority for most of the organizations is to have an

innovative and competent HR pool; sound in HR management practices with

strong business knowledge.

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Recruitment and Training

Recruitment has become a major function from an imperative sub system in HR,

particularly in the industry. HR managers play a vital role in creating assets for

the organization in the form of quality manpower. Attracting new talent also is a

top priority for software companies, but less so for smaller companies. Another

challenge for HR managers is to put systems in place to make the people a

perfect fit for the job. Skill redundancy is fast in the industry. To overcome this

problem, organizations give the utmost priority to training and skill enhancement

programs on a continuous basis. Many companies are providing technical training

to the employees on a quarterly basis. These trainings are quite useful also in

terms of providing security to the employees.

The Trust Factor

Low levels of trust inhibit tacit knowledge sharing in the knowledge based

industry. It is essential that Our Company takes more initiatives to improve the

security levels of the employees.

Work life Balance Factor

Another dimension to the challenges faced by our company is the growing pace

of talent acquisition. This aspect creates with it the challenge of a smoother

assimilation and the cultural binding of the new comers into the organization

fold. The pressure of delivering the best of quality services in a reduced time

frame calls for ensuring that employees maintain a work life balance.

Attrition/Retention of the Talent Pool

One of the toughest challenges for the HR managers in the industry is to deal

with the prevalent high attrition levels. Though there is an adequate supply of

qualified staff at entry level, there are huge gaps in the middle and senior level

management in the industry. Further, the salary growth plan for each employee

is not well defined. This situation has resulted in increased levels of poaching and

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attrition between organizations. The industry average attrition rate is 30–35 per

cent and could range up to 60 per cent.

Bridging the Demand Supply Gap

HR managers have to bridge the gap between the demand and supply of

professionals. They have to maintain consistency in performance and have to

keep the motivation levels of employees high, despite the monotonous nature of

work. The same also leads to recurring training costs. Inconsistent performance

directly affects revenues. Dwindling motivation levels lead to a loss of interest in

the job and a higher number of errors.

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Introduction to the Organization

Founded in 1992, Su-Kam is India’s biggest producer and supplier of power inverters. With the largest market share, Su-Kam products have set benchmarking standards for the Industry. Indeed, the company has played a seminal role in consolidating and upgrading the inverter industry

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from the unorganized to the organized sector, thereby adding immense value to the industry as a whole. Su-Kam offers a wide range of inverters and is the only Indian company to produce 100 KVA inverters. It has established itself as a leader in product innovation, design sensibility and sales distribution network.

Su-Kam has successfully expanded into other technology driven products like UPS systems and has made its presence felt in the field of batteries – both lead acid and VRLA.

A continuing focus on quality and adherence to international standards has enabled Su-Kam to export its products to various overseas markets across Asia, Africa, the Middle East and the Pacific region. At the core of Su-Kam’s growth are the twin values of innovation and customer engagement. The intense focus on R&D enables us to continuously develop new products to meet present and anticipated customer needs and to provide cost effective solutions of power generation. Su-Kam is developing a range of solar products with capability to run homes, offices, residential complexes a pointer to its futuristic vision and commitment to the environment. The wide dealer network, the largest for a company in the industry, and efficient Customer Care Service ensure prompt and effective solutions and after sales service for true ‘Customer Engagement’. Su-Kam’s robust business model has now been recognized globally also.

All systems at Su-Kam are fully validated by independent international organizations. Su-Kam is the only Indian company in the power solutions business to receive:

ISO 9001:2000 for its Quality management system.

ISO 14001:2004 for its Environment management of production.

20 Products patents. Applications for 10 more have been submitted.

CE (Coformite European) and UL (Underwriters laboratories) certification for its products.

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

Kunwer Sachdev is the CEO of Su-Kam Power System Limited and is responsible for the vision and strategic direction of the company.

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EMPLOYEE SATISFACTION

What does the term ‘Satisfaction’ imply to an employee? It implies nothing else than the feeling of either being contended or non-contended on using a product. Employee Satisfaction is a prerequisite for the customer satisfaction.Enhanced employee satisfaction leads to higher level of employee retention.A stable and committed workforce ensures successful knowledge transfer, sharing, and creation --- a key to continuous improvement, innovation, and knowledge-based total customer satisfaction. When companies are committed with providing high quality products and services; when companies set high work standards for their employees; and when employees are empowered through training and development, provided with knowledge and information, permitted to make mistakes without

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punishment, and trusted; they will experience an increase in their level of satisfaction at work.This level of satisfaction can be enhanced further if teamwork and visionary leadership are introduced. Continuous improvement comes from the efforts of the empowered employees motivated by visionary leadership. This is supported by the findings that empowerment and visionary leadership both have significant correlation with employee satisfaction. Teamwork is also supported by the findings. In addition, the study found significant correlation between employee satisfaction and employee’s intention to leave. The success of a corporation depends very much on customer satisfaction. A high level of customer service leads to customer retention, thus offering growth and profit opportunities to the organization. There is a strong relationship between customer satisfaction and employee satisfaction. Satisfied employees are more likely to stay with company and become committed and have more likely to be motivated to provide high level of customer service, by doing so will also further enhance the employee’s satisfaction through feeling of achievement. Enhanced employee satisfaction leads to improved employee retention; and employee stability ensures the successful implementation of continuous improvement and customer satisfaction. Customer satisfaction will no doubt lead to corporate success and greater job security. These will further enhance employee satisfaction. Therefore, employee satisfaction is a prerequisite for customer satisfaction.

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Research Methodology

Objectives:

The study is conducted with the following objectives:1. To discover the various expectations that determine the satisfaction level of employee.2. To rank the factors according to the importance.3. To measure the level of satisfaction of employees with respect to the company.

Employee Satisfaction Measurement

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Employee satisfaction has been defined as a function of perceived performance and expectations. It is a persons’ feeling of pleasure or disappointment resulting from comparing a products’ outcome to his/her expectations. If the performance (Company Services) falls short of expectations, the employee is dissatisfied and if it matches the expectations, the employee is satisfied. A high satisfaction implies more purchase/use of the product or service. The process is however, more complicated then it appears. It is more important for any organization to offer high satisfaction, as it reflects high loyalty and it will not lead to switching over once a better offer comes in.

Tools for tracking and measuring customer satisfaction:1. Complaint and Suggestion System: Employee can freely deliver complaints and suggestions through facilities like suggestion box, personal meetings with seniors etc.

2. Lost Employee Analysis: The exit interviews are conducted or employee loss rate is computed.

3. Employee Satisfaction Survey: Periodic surveys by use of questionnaire or telephone calls to random sample of recent buyer help to find out customer satisfaction and relate to repurchase intention and word of mouth score.

Technique

To uncover the important attributes which determine the satisfaction level of the employee with respect to the various services catered by the company, a non-structured in-depth interview of employee selected by convenience is carried out. Then a list of attributes is finalized keeping in mind that an attribute once selected is not repeated on being encountered for the second time.

Scale Construction

On the basis of attributes which have been identified, a questionnaire is prepared which is analyzed for two parameters separately i.e. satisfaction and importance. To each question, there are 5 possible answers out of which one is to be ticked. In case of component pertaining to satisfaction, the respondent has to give a response in terms of highly satisfied, very satisfied, satisfied not so satisfied or dissatisfied. In case of component pertaining to satisfaction, the respondent has to give a response in terms of critical, very important, important, not so important and not at all important. The response for each question in either component of satisfied to dissatisfied and from critical to not at all important, respectively.

Data Collection and Analysis

Exhaustive list of all the employee is obtained. A sample size of 50 is chosen to be representative of the population (nearly 10%). Sample interval is

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determined by dividing total no. of employee by the sample size (=26.32).Every tenth individual appearing in the exhaustive list is then selected. Samples drawn are used to collect data pertaining to employees’ satisfaction as well as importance towards the 15 attributes listed.

The results are then categorized on the basis of1. Total Respondents.2. Department wise.3. Salary Wise.

For each category, the respondents are selected and then averages of satisfaction and importance are computed for each question respectively. Then the product of corresponding averages is computed to give the satisfaction index.

The formula computation of satisfaction index is:

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

= ∑SXi ∑i

Table 1: TOTAL STRENGTH OF THE EMPLOYEES IN THE COMPANY

DEPARTMENT SU-KAM POWER SYSTEM LTD.MALE FEMALE TOTAL

HR & Administration 15 6 21Accounts 15 20 35Power Division 20 10 30Sales & Marketing 200 30 230Service 350 30 380Customer Care 150 100 250IT & ERP 20 15 35Total 770 211 1231

SU-KAM POWER SYSTEM LTD MALE FEMALE875 441

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TOTAL STRENGTH 1316

SAMPLE SIZE 50

SAMPLE INTERVAL (1231/50) = 24.62

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

Percentage of HR & Administration employee 1.70Percentage of Accounts Dept. employee 2.84Percentage of Power Division employee 2.43Percentage of Sales & Marketing employee 18.68Percentage of Service employee 30.86Percentage of Customer Care employee 20.30Percentage of It & ERP employee 2.84

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Analysis and Interpretation

1) Listing of Important Attributes Using the in depth interview technique, numbers of attributes were determined which affect the levels of satisfaction of employees with respect to the company.

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2) Ranking as per Importance Ranking is done after analyzing all the attributes for the given sample that which one has more importance and which one is least important.

3) Variation in Satisfaction It includes two different ways:3.1 Satisfaction level of the total respondents.3.2 Department wise analysis of satisfaction level.3.3 Salary wise analysis of satisfaction level.

Note: The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a score of 1 for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for critically important to a score of 1 for not at all important.

TABLE 1: SATISFACTION INDEX FOR THE EMPLOYEES IN SU-KAM POWER SYSTEMS LTD

S.No Questions Average Satisfaction

(S)

Average Importance

(i)

Sxi

1 Working Environment 2.06 3.44 7.0862 Convenient Work Location 1.68 4.48 7.5263 Recognition for the work done 2.9 3.72 10.794 Friendly working environment 2.76 3.9 10.765 Opportunities for flexible working 2.44 4.04 9.8586 Working in dynamic organization 2.54 3.78 9.6017 Working in reputed organization 2.24 4.06 9.094

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8 Interesting and Enjoyable Work 2.00 3.12 6.249 Work that gives a sense of achievement 2.40 3.14 7.53610 Working with young people 1.86 4.2 7.81211 Job security 3.00 3.78 11.3412 Opportunities for personal development 2.98 3.74 11.1513 Opportunities for Promotion/career

Prospects2.84 3.8 11.02

14 Fair payment for the work done 1.76 3.34 5.87815 Good Policies 3.16 3.24 10.24

Sum 55.78 135.931


= ∑SXi = 135.931 = 2.436 ∑i 55.78


Figure 1

SATISFACTION INDEX FOR THE EMPLOYEES INSU-KAM POWER SYSTEMS LTD.

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Listing of Important Attributes

1. Working Environment.2. Convenient Work Location.3. Recognition for the Work Done.4. Friendly Working Environment.5. Opportunities for Flexible Working.

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6. Working in a ‘Dynamic’ Organization.7. Working in a Reputed Organization.8. Interesting & Enjoyable Work.9. Work that gives a sense of Achievement.10. Working with Young People.11. Job Security.12. Opportunities for Personal Development.13. Opportunities for Promotion/Career Prospects.14. Fair Payment for the Work Done.15. Good Policies.

Ranking as per Importance

After analyzing all the attributes for the given sample, it was found that Work Location is Critically important to all employees (I = 4.48) followed by working with young people (I = 4.20) working in reputed organization (I = 4.06) and other attributes which are very important are opportunities for flexible working (I = 4.04) Friendly working environment (I = 3.90) followed by opportunities for promotion & career prospects (I = 3.80).

Working in Dynamic organization and Job Security with same is also important (I = 78) followed by opportunities for personal development (I = 74) and recognition for the work done (I = 3.72).

Attributes like working environment (I = 3.44) and fair salary are also more important followed by Good policies (I = 3.24) which are critically important. Work that gives a sense of achievement (I = 3.14) and interesting & enjoyable work (I = 3.12) are also equally important.

Variation in Satisfaction

Satisfaction level of total respondents

The Satisfaction Index for the total respondents is for the total respondents - 2.436 (Table 1 and Figure 1) which indicates that the employees are relatively satisfied with the various services being catered by the company as against their importance. It can be attributed to the fact that the company caters to the various needs of the employees and it tries to provide the more important

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needed services like Opportunities for promotions, Fair Salary and Good Company Policies as and when needed.

Department wise analysis of satisfaction level

Analysis of Table 2 – 8 and a glance of Figures 2 – 8 reveal that employees of Accounts Dept. are most satisfied ( Satisfaction Index = 2.825) followed by employees of Power Division ( Satisfaction Index = 2.822) and the employees of Customer Care Dept. ( Satisfaction Index = 2.666).

The Satisfaction level of HR & Adm. Dept. is also good (Satisfaction Index = 2.664) followed by Sales & Marketing Dept. (Satisfaction Index = 2.390) and Employees of Service Dept. (Satisfaction Index = 2.335) and IT & ERP Dept. (Satisfaction Index = 2.106).

TABLE 2: SATISFACTION INDEX FOR THE EMPLOYEES OFHR & ADMINISTRATION DEPARTMENT

S.No. Questions Average Satisfaction

(S)

Average Importance

(i)

Sxi

1 Working Environment 3.76 4.00 15.042 Convenient Work Location 3.00 2.75 8.253 Recognition for the work done 2.75 3 8.254 Friendly working environment 1.80 2.64 4.7525 Opportunities for flexible working 2.00 1.83 3.666 Working in dynamic organization 1.45 3.25 4.7127 Working in reputed organization 2.15 1.90 4.085

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8 Interesting and Enjoyable Work 1.99 3.78 7.5229 Work that gives a sense of

achievement3.16 3.24 10.238

10 Working with young people 3.20 4.12 13.18411 Job security 2.84 3.80 10.79212 Opportunities for personal

development2.54 3.78 9.601

13 Opportunities for Promotion/career Prospects

4.10 2.15 8.815


Sum 46.75 124.574


∑SXi = 124.574 = 2.664 ∑i 46.75


FIGURE 2: SATISFACTION INDEX FOR THE EMPLOYEES OF HR & ADMINISTRATION DEPARTMENT

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Average Satisfaction

TABLE 3: SATISFACTION INDEX FOR THE EMPLOYEES OF ACCOUNTS DEPARTMENT


(S)

Average Importance

(i)

Sxi

1 Working Environment 2.40 3.00 7.202 Convenient Work Location 1.19 2.50 2.975

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3 Recognition for the work done 3.69 1.00 3.694 Friendly working environment 2.90 4.20 12.185 Opportunities for flexible working 3.33 4.15 13.8196 Working in dynamic organization 1.50 1.97 2.9557 Working in reputed organization 4.45 2.87 12.7718 Interesting and Enjoyable Work 3.23 4.02 12.9849 Work that gives a sense of





2.25 4.69 10.552


Sum 47.91 135.385


= ∑SXi = 135.385 = 2.825 ∑i 47.91


FIGURE 3: SATISFACTION INDEX FOR THE EMPLOYEES OF ACCOUNTS DEPARTMENT

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Sxi

TABLE 4: SATISFACTION INDEX FOR THE EMPLOYEES OF POWER DIVISION


(S)

Average Importance

(i)

Sxi

1 Working Environment 3.58 4.25 15.212 Convenient Work Location 1.50 2.35 3.523 Recognition for the work done 3.20 1.59 5.08

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4 Friendly working environment 1.39 1.38 1.915 Opportunities for flexible working 2.46 4.03 9.916 Working in dynamic organization 4.62 3.27 15.107 Working in reputed organization 3.00 1.28 3.848 Interesting and Enjoyable Work 1.38 3.81 5.259 Work that gives a sense of achievement 2.85 4.19 11.9410 Working with young people 1.11 2.59 2.8711 Job security 3.67 1.98 7.2612 Opportunities for personal development 1.29 3.08 3.9713 Opportunities for Promotion/career

Prospects2.87 1.78 5.10


Sum 44.81 126.47


= ∑SXi = 126.4736 = 2.8224 ∑i 44.81


FIGURE 4: SATISFACTION INDEX FOR THE EMPLOYEES OFPOWER DIVISION

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TABLE 5: SATISFACTION INDEX FOR THE EMPLOYEES OF SALES & MARKETING DEPARTMENT


Average Importance

Sxi

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(S) (i)1 Working Environment 1.769 3.423 6.052 Convenient Work Location 2.769 3.577 9.903 Recognition for the work done 2.923 3.615 10.564 Friendly working environment 3.000 3.808 11.425 Opportunities for flexible working 2.423 3.577 8.666 Working in dynamic organization 1.962 4.231 8.307 Working in reputed organization 2.308 2.885 6.658 Interesting and Enjoyable Work 2.346 4.077 9.569 Work that gives a sense of





2.615 3.923 10.25


Sum 54.54 130.35


= ∑SXi = 130.359 = 2.390 ∑i 54.54


FIGURE 5: SATISFACTION INDEX FOR THE EMPLOYEES OF SALES & MARKETING DEPARTMENT

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TABLE 6: SATISFACTION INDEX FOR THE EMPLOYEES OF SERVICE DEPARTMENT


(S)

Average Importance

(i)

Sxi


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3 Recognition for the work done 3.16 4.08 12.934 Friendly working environment 2.83 4.16 11.815 Opportunities for flexible working 2.5 4.33 10.836 Working in dynamic organization 2.5 4.00 10.007 Working in reputed organization 2.16 4.16 9.028 Interesting and Enjoyable Work 1.83 3.33 6.119 Work that gives a sense of achievement 2.5 3.08 7.7010 Working with young people 2.33 3.25 7.5811 Job security 2.41 4.25 10.2712 Opportunities for personal development 2.16 4.41 9.5613 Opportunities for Promotion/career

Prospects1.41 4.16 5.90


Sum 59.41 138.7


= ∑SXi = 138.774 = 2.335 ∑i 59.417


FIGURE 6: SATISFACTION INDEX FOR THE EMPLOYEES OF SERVICE DEPARTMENT

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TABLE 7: SATISFACTION INDEX FOR THE EMPLOYEES OF CUSTOMER CARE DEPARTMENT


(S)

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3 Recognition for the work done 3.00 3.50 10.504 Friendly working environment 2.75 4.50 12.385 Opportunities for flexible working 2.75 4.25 11.696 Working in dynamic organization 1.5 3.5 5.257 Working in reputed organization 2.5 3.75 9.378 Interesting and Enjoyable Work 3.25 3.75 12.199 Work that gives a sense of





1.5 3.5 5.25


Sum 57.85 154.28


= ∑SXi = 154.281 = 2.666 ∑i 57.85


FIGURE 7: SATISFACTION INDEX FOR THE EMPLOYEES OF CUSTOMER CARE DEPARTMENT

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envir

onm

ent

Oppor

tunit

ies fo

r flex

ible

workin

g

Wor

king

in dy

nam

ic or

ganiz

ation

Wor

king

in re

pute

d or

ganiz

ation

Inte

resti

ng a

nd E

njoya

ble W

ork

Wor

k tha

t give

s a se

nse

of a

chiev

emen

t

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king

with yo

ung

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le

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secu

rity

Oppor

tunit

ies fo

r per

sona

l dev

elopm

ent

Oppor

tunit

ies fo

r Pro

mot

ion/ca

reer

Pro

spec

ts

Fair p

aym

ent f

or th

e wor

k don

e

Good

Policie

s

Sxi

Average Importance


TABLE 8: SATISFACTION INDEX FOR THE EMPLOYEES OF IT & ERP DEPARTMENT


(S)

Average Importance

(i)

Sxi


35

4 Friendly working environment 2.5 3.75 9.375 Opportunities for flexible working 2.00 3.75 7.506 Working in dynamic organization 2.12 3.75 7.967 Working in reputed organization 1.5 3.37 5.068 Interesting and Enjoyable Work 2.75 3.62 9.969 Work that gives a sense of





1.87 3.87 7.26


Sum 55.5 116.90


= ∑SXi = 116.906 = 2.106 ∑i 55.5


FIGURE 8: SATISFACTION INDEX FOR THE EMPLOYEES OF IT & ERP DEPARTMENT

36

0

2

4

6

8

10

12

14

16

18

20

Wor

king

Enviro

nmen

t

Conve

nient

Wor

k Loc

ation

Recog

nition

for t

he w

ork d

one

Friend

ly wor

king

envir

onm

ent

Oppor

tunit

ies fo

r flex

ible

workin

g

Wor

king

in dy

nam

ic or

ganiz

ation

Wor

king

in re

pute

d or

ganiz

ation

Inte

resti

ng a

nd E

njoya

ble W

ork

Wor

k tha

t give

s a se

nse

of a

chiev

emen

t

Wor

king

with yo

ung

peop

le

Job

secu

rity

Oppor

tunit

ies fo

r per

sona

l dev

elopm

ent

Oppor

tunit

ies fo

r Pro

mot

ion/ca

reer

Pro

spec

ts

Fair p

aym

ent f

or th

e wor

k don

e

Good

Policie

s

Sxi

Average Importance


TABLE 9: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP A ( less than equal to 75,000 p.a)


(S)

Average Importance

(i)

Sxi

1 Working Environment 2.07 3.46 7.17

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2 Convenient Work Location 1.64 4.46 7.333 Recognition for the work done 3.17 3.17 11.814 Friendly working environment 1.82 2.10 3.925 Opportunities for flexible working 2.07 3.00 6.216 Working in dynamic organization 2.75 1.78 4.917 Working in reputed organization 2.22 2.00 4.458 Interesting and Enjoyable Work 2.71 3.50 9.509 Work that gives a sense of achievement 1.85 2.15 3.9910 Working with young people 1.71 3.21 5.5111 Job security 3.03 3.35 10.1912 Opportunities for personal development 1.63 1.78 2.9213 Opportunities for Promotion/career

Prospects3.53 4.28 15.16


Sum 46.25 114.67


= ∑SXi = 114.679 = 2.479 ∑i 46.251


FIGURE 9: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP A (less than equal to 75,000 p.a)

38

0

2

4

6

8

10

12

14

16

Wor

king

Enviro

nmen

t

Conve

nient

Wor

k Loc

ation

Recog

nition

for t

he w

ork d

one

Friend

ly wor

king

envir

onm

ent

Oppor

tunit

ies fo

r flex

ible

workin

g

Wor

king

in dy

nam

ic or

ganiz

ation

Wor

king

in re

pute

d or

ganiz

ation

Inte

resti

ng a

nd E

njoya

ble W

ork

Wor

k tha

t give

s a se

nse

of a

chiev

emen

t

Wor

king

with yo

ung

peop

le

Job

secu

rity

Oppor

tunit

ies fo

r per

sona

l dev

elopm

ent

Oppor

tunit

ies fo

r Pro

mot

ion/ca

reer

Pro

spec

ts

Fair p

aym

ent f

or th

e wor

k don

e

Good

Policie

s


Average Importance

Sxi

TABLE 10: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP B ( 75,000 – 5,00,000 p.a)


(S)

Average Importance

(i)

Sxi

39

1 Working Environment 2.10 3.41 7.182 Convenient Work Location 1.86 4.48 8.343 Recognition for the work done 2.93 3.58 10.514 Friendly working environment 2.65 3.86 10.255 Opportunities for flexible working 2.34 4.03 9.466 Working in dynamic organization 2.17 3.17 6.887 Working in reputed organization 2.58 3.06 7.938 Interesting and Enjoyable Work 3.50 3.00 10.509 Work that gives a sense of achievement 1.75 2.49 6.8910 Working with young people 3.59 3.19 7.9311 Job security 3.40 4.12 14.0112 Opportunities for personal development 2.72 3.96 10.8013 Opportunities for Promotion/career

Prospects2.44 3.51 8.60


Sum 53.35 143.09


= ∑SXi = 143.092 = 2.682 ∑i 53.351


FIGURE 10: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP B (75,000 – 5,00,000 p.a)

40

0

2

4

6

8

10

12

14

16

18


Average Importance

Sxi

TABLE 11: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP C ( more than 5,00,000 p.a)


(S)

Average Importanc

e(i)

Sxi


41

4 Friendly working environment 2.88 3.82 11.025 Opportunities for flexible working 2.52 4.00 10.126 Working in dynamic organization 1.88 3.00 5.647 Working in reputed organization 1.47 3.94 5.798 Interesting and Enjoyable Work 2.11 3.00 6.359 Work that gives a sense of achievement 2.82 3.23 9.1310 Working with young people 3.11 3.70 11.5511 Job security 3.99 3.52 14.1012 Opportunities for personal development 1.52 3.23 4.9413 Opportunities for Promotion/career

Prospects3.72 4.10 15.28


Sum 55.74 151.82


= ∑SXi = 151.823 = 2.723 ∑i 55.744


FIGURE 11: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP C (more than 5,00,000 p.a)

42

0

2

4

6

8

10

12

14

16

18

20

Wor

king

Enviro

nmen

t

Conve

nient

Wor

k Loc

ation

Recog

nition

for t

he w

ork d

one

Friend

ly wor

king

envir

onm

ent

Oppor

tunit

ies fo

r flex

ible

workin

g

Wor

king

in dy

nam

ic or

ganiz

ation

Wor

king

in re

pute

d or

ganiz

ation

Inte

resti

ng a

nd E

njoya

ble W

ork

Wor

k tha

t give

s a se

nse

of a

chiev

emen

t

Wor

king

with yo

ung

peop

le

Job

secu

rity

Oppor

tunit

ies fo

r per

sona

l dev

elopm

ent

Oppor

tunit

ies fo

r Pro

mot

ion/ca

reer

Pro

spec

ts

Fair p

aym

ent f

or th

e wor

k don

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Good

Policie

s


Average Importance

Sxi

Salary wise analysis of Satisfaction Level

43

Tables and Figures 9 – 11 indicates that employees pertaining to Category ‘C’ (income group (more than 5, 00,000) are the most satisfied (Satisfaction Index = 2.72) followed by the employees of category ‘B’ (income group 75,000 – 5, 00,000; Satisfaction Index = 2.68) and the employees of category ‘A’ (income group less than 75,000; Satisfaction Index = 2.47) are least satisfied.

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CONCLUSION

Research shows that satisfied, motivated employees will create higher customer satisfaction and in turn positively influence organizational performance. Convenient work location, working with young people, opportunities for promotion and career prospects, fair salary, good policies, job security and dynamic working environment are few attributes which are critically important from the view point of most of the employees.

45

Employees have an overall satisfaction index of 2.43 which indicates that the employees are relatively satisfied with the various services being catered by the company as against their important.

It seems that employees of Accounts Department. are nearly as satisfied as Power Division, Customer Care, Human Resources & Administration, Service Department, however IT & ERP Department are most dissatisfied.

Employees falling in ‘C’ category of the income group (Rs.5, 00,000 and more p.a.) are the most satisfied than the other categories of income.

Therefore a comprehensive Employee Satisfaction process can be a key to a more motivated and loyal workforce leading to increased customer satisfaction and overall profitability for the organization.


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REFERENCES

1. ORGANIZATINAL STRUCTURE & BEHAVIOR – Mr. Chandan.

2. ORGANIZATION SRUCTURE & BEHAVIOUR – LUTHANS

3. BREAKING THE CHAIN OF ORGANIZATION STRUCTURE – TODD JICKS, DAVE ULRICH

4. ONLINE BOOKS FROM GOOGLE.COM


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Sukam Fimal Project

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