employee satisfaction rev3
Post on 07-Apr-2018
270 Views
Preview:
TRANSCRIPT
-
8/3/2019 Employee Satisfaction Rev3
1/90
CHAPTER 1
INTRODUCTION
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 falls short of expectations, the employee is dissatisfied
and if it matches the expectations, the employee is satisfied. A high
satisfaction implies improvement in efficiency and performance doing
work 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.
1.1 AIM OF STUDY:
To carry out the study of the employee satisfaction at company and assess
the employee satisfaction level in present competitive environment of
Industry to help knowing and reading of the minds of the current
generation professionals regarding their Company Culture,
Compensation, Work atmosphere, Management support, Job satisfaction,
performance appraisal and Career growth opportunities.
1.2 RATIONALE BEHIND THE STUDY:
EMPLOYEE SATISFACTION1
-
8/3/2019 Employee Satisfaction Rev3
2/90
Employees are the basis of every organization. Recruiting and retaining
knowledgeable people for the job is essential for an employer. But it
works only if employee satisfaction is considered more important
because of it employees attracted and not leave the company. It is require
studying the various factors to assess employee satisfaction level.
1.3 OBJECTIVES OF STUDY:
i. To Measure the satisfaction levels of employees on various factors
and give suggestions for improving the same.
ii. To study the relationship between the personal factors of the
employee (Gender, Designation, Qualification, Age, and Years ofService in a company) with satisfaction level.
iii. To derive and analyze the current satisfaction level of the
employees in the company
iv. To study the various factors which influencing employee
satisfaction.
1.3a HYPOTHESIS:1. There is no significant relationship between gender and level of
satisfaction.
2. There is no significant relationship between designation and level
of satisfaction.
3. There is no significant relationship between educational
qualification and level of satisfaction.
4. There is no significant relationship between age and level of
satisfaction.
5. There is no significant relationship between experience (no. of
years of service) in a company and level of satisfaction.
EMPLOYEE SATISFACTION2
-
8/3/2019 Employee Satisfaction Rev3
3/90
1.4 RESEARCH METHODOLOGY:
The methodology followed for conducting the study includes the
specification of research design, sample design, questionnaire design,
data collection and statistical tools used for analyzing the collected data.
1.4a RESEARCH DESIGN: The research design used for this study is
of the descriptive type. Descriptive research studies are those studies
which are concerned with describing the characteristics of a particular
individual or a group.
1.4b POPULATION: The total element of the universe from which
sample is selected for the purpose of study is known as population. The
population of my research is the employees of company.
1.4c SAMPLE SIZE: All the items consideration in any field of inquiry
constitutes a universe of population. In this research only a few items canbe selected form the population for our study purpose. The items selected
constitute what is technically called a sample. Here out sample size is 50
employees from the total population to conduct the study.
1.4d DATA COLLECTION:
The data source: Primary and Secondary
The research approach:Survey Method
The research instrument: Questionnaire Method
EMPLOYEE SATISFACTION3
-
8/3/2019 Employee Satisfaction Rev3
4/90
The respondents: Executives, Sr. Executives, Assistant Managers,
Managers and Top Management of various departments.
1.4e QUESTIONNAIRE SCHEDULE: Questions are framed in such a
way that the answers reflect the ideas and thoughts of the respondents
with regard to level of satisfaction of various factors of employee
satisfaction. The questionnaire has total 50 questions and Likert scaling
techniques has been used for each question.
5. Strongly agree
4. Agree
3. Neutral
2. Disagree
1. Strongly disagree
1.4f TOOLS OF ANALYSIS:
1.4f1 Simple Percentage Analysis: Here the simple percentage analysis
is used for calculating the percentage of satisfaction level in the total
respondents.
1.4f2 Two-Way Analysis: The score secured by the respondents who
falls between the score as up to 13 indicates less satisfaction of the
respondents, from 14 20 are got average satisfaction and above 21
respondents got highly satisfaction level.
1.4f3 Chi-Square Test: Chi-square test is applied to test the goodness of
fit, to verify the distribution of observed data with assumed theoretical
distribution. Therefore it is a measure to study the divergence of actual
and expected frequencies; Karl Pearsons has developed a method to test
the difference between the theoretical (hypothesis) & the observed value.
EMPLOYEE SATISFACTION4
-
8/3/2019 Employee Satisfaction Rev3
5/90
Chi square test (X2) = (O E) 2 / E
Degrees Of Freedom = V = (R 1) (C -1)
Where,
O = Observed Frequency
E = Expected Frequency
R = Number of Rows
C = Number of Columns
For all the chi-square test the table value has taken @ 5% level of
significance.
1.4f4 Employee Satisfaction comparison using MEAN and Combined
Mean: Mean for each factor was calculated to measure the satisfactionlevel of the employee in the organization on an average. Standard
Deviation was also calculated to see the variation in data. Combined
mean was calculated to find out level of satisfaction of employees for
each factor described related to Gender, Designation, Qualification,
Employee Age and Years of Service in a company.
Mean =
Combined Mean =
Where , are meansand nx , ny are respondent
Standard Deviation =
1.5 AREAS OF STUDY:
The area of the study is Panasonic Energy India Co. Limited, Vadodara.
EMPLOYEE SATISFACTION5
-
8/3/2019 Employee Satisfaction Rev3
6/90
1.6 SIGNIFICANCE AND NEED FOR STUDY:
The employee satisfaction is the orientation of the industry towards his
work role, which he is presently playing. The organization will only
thrive and survive when its employees are satisfied.
This makes person says completely that he is fully satisfied with the job.
This study conducted so that the employees give their full, honest and
frank opinion by remaining anonymous about how they feel about their
jobs.
The survey is also useful way to assess the training needs and also a
tangible expression of the managements interest in the employeewelfare, which would give the employee a cause to have and feel better
towards the management.
1.7 LIMITATIONS OF STUDY:
Each and every task has certain limitations and hurdles in the course of
its performance. But this does not mean that the task should stick up
whenever certain limitations come up. The need is to try ones level best
to solve incoming limitations. Few limitations of the project are
enumerated below:
This study is only limited to this company.
The method of random sampling is suitable for small populations
only.
To create good image, respondents may give responses vary from
the facts.
EMPLOYEE SATISFACTION6
-
8/3/2019 Employee Satisfaction Rev3
7/90
Some respondents hesitated to give the actual situation; they feared
that management would take any action against them.
It does not ensure proportionate representation to all constituent
group of population.
I was able to cover only those employees who were currently
working in the company.
CHAPTER 2
EMPLOYEE SATISFACTION
2.1 CONCEPT
Employee satisfaction is the terminology used to describe whether
employees are happy and contented and fulfilling their desires and needs
at work. Many measures meaning that employee satisfaction is a factor in
employee motivation, employee goal achievement, and positive
employee morale in the workplace.
As per Vroom Employee Satisfaction is a positive orientation of an
individual towards a work role which he is presently occupying
Employee satisfaction is a measure of how happy workers are with their
job and working environment. Keeping morale high among workers can
be of tremendous benefit to any company, as happy workers will be more
likely to produce more, take fewer days off, and stay loyal to the
company. There are many factors in improving or maintaining high
employee satisfaction, which wise employers would do well to
implement.
EMPLOYEE SATISFACTION7
-
8/3/2019 Employee Satisfaction Rev3
8/90
Employee satisfaction, while generally a positive in organization, can
also be a bad luck if mediocre employees stay because they are satisfied
with your work environment.
Many experts believe that one of the best ways to maintain employee
satisfaction is to make workers feel like part of a family or team. Holding
office events, such as parties or group outings, can help build close bonds
among workers. Many companies also participate in team-building
retreats that are designed to strengthen the working relationship of the
employees in a non-work related setting. Camping trips, paintball wars
and guided backpacking trips are versions of this type of team-building
strategy, with which many employers have found success.
Of course, few workers will not experience a boost in morale after
receiving more money. Raises and bonuses can seriously affect employee
satisfaction, and should be given when possible. Yet money cannot solve
all morale issues, and if a company with widespread problems for
workers cannot improve their overall environment, a bonus may be
quickly forgotten as the daily stress of an unpleasant job continues to
mount.
If possible, provide amenities to your workers to improve morale. Make
certain they have a comfortable, clean break room with basic necessities
such as running water. Keep facilities such as bathrooms clean and
stocked with supplies. While an air of professionalism is necessary for
most businesses, allowing workers to keep family photos or small trinkets
on their desk can make them feel more comfortable and nested at their
workstation. Basic considerations like these can improve employee
satisfaction, as workers will feel well cared for by their employers.
EMPLOYEE SATISFACTION8
http://www.wisegeek.com/what-is-paintball.htmhttp://www.wisegeek.com/what-is-backpacking.htmhttp://www.wisegeek.com/what-are-trinkets.htmhttp://www.wisegeek.com/what-is-paintball.htmhttp://www.wisegeek.com/what-is-backpacking.htmhttp://www.wisegeek.com/what-are-trinkets.htm -
8/3/2019 Employee Satisfaction Rev3
9/90
The backbone of employee satisfaction is respect for workers and the job
they perform. In every interaction with management, employees should
be treated with courtesy and interest. An easy avenue for employees to
discuss problems with upper management should be maintained and
carefully monitored. Even if management cannot meet all the demands of
employees, showing workers that they are being heard and putting honest
dedication into compromising will often help to improve morale.
Satisfaction = f(what employee expects, what she gets, time, back
ground of the employee- social, economic, cultural)
Satisfaction being a continuous process starts from the day 1 and getsreinforced with time depending on the importance of the various factors
considered to be important for the individual employee. Loyalty towards
the organization starts to develop when the employee continues to get the
positive reinforcements on various important aspects for the duration of
the employment.
Core Values as a Foundation of Employee Satisfaction:
These are the values that have enabled employees to build the leading
company in industry; these are the values that will fuel employees
worldwide growth in the coming years; and these are the values that will
drive employees career:
Professionalism Demonstrating professional methods, character
and standards. Treating prospects, clients and co-workers
generously and charitably at all times, but especially in the face of
adversity.
EMPLOYEE SATISFACTION9
http://blog.vovici.com/blog/bid/20592/Core-Values-as-a-Foundation-of-Employee-Satisfactionhttp://blog.vovici.com/blog/bid/20592/Core-Values-as-a-Foundation-of-Employee-Satisfaction -
8/3/2019 Employee Satisfaction Rev3
10/90
Enthusiasm Showing excitement, optimism and passion for your
work.
Resourcefulness Acting effectively and imaginatively to
produce great results from scarce resources.
Self-directedness Working independently and autonomously to
achieve the goals set by management.
Ethics Acting in accordance with the accepted principles of right
and wrong that govern the conduct of our profession.
Unselfishness Putting others before yourself, giving your time
and effort for prospects, clients and co-workers. Showing
cooperative effort as the member of a group to achieve a common
goal.
Strategic-mindedness Suggesting and implementing long-term
improvements springing from a sequence of short-term tasks.
2.2 WHY TO STUDY ABOUT EMPLOYEE
SATISFACTION?
The study of "employee satisfaction" helps the company to maintain
standards & increase productivity by motivating the employees. This
study tells us how much the employees are capable & their interest at
wok place? What are the things still to be satisfy to the employees.
Although "human resources" are the most important resources for any
organization, so to study on employees satisfaction helps to know the
working conditions & what are the things that affect them not to work
properly? Always majority of done by the machines/equipments but
EMPLOYEE SATISFACTION10
-
8/3/2019 Employee Satisfaction Rev3
11/90
without any manual moments nothing can be done. So to study on
employee satisfaction is necessary
The Hows and Whys of Employee Satisfaction Mapping:
An organization is all about customer satisfaction. Companies understandthis and focus all their energy on their service or customer experience.
However, many companies do this at the cost of employee experience.
What does this mean? Is customer satisfaction not the priority?
It is! But it is important not to lose sight of people who deliver the end
product or service to the customers the employees. These are the people
that need a proper support system. Employee satisfaction is paramount asthis is what will determine the success or failure of a company. When
employees are satisfied and happy about working in an organization, the
customer is the first person to notice that.
With employees getting thin-skinned every day, it depends completely on
the employer to ensure they do not have their top talent drained away by
the new competitor on the block. In the current scenario, the decision of
hopping by the employee is triggered by the minutes of issues, such as
being ticked off in a not too friendly tone or even an uneasy office
environment.
It becomes important to be aware and understand the signals that are
given out by the employees. The management will do well to catch them
before it is too late and the employee makes the decision to quit. This
understanding gives the employers an edge and gives them the time to
take corrective measures if necessary, in order to prevent talent loss. It
could be that the employee is not happy with the environment or is
EMPLOYEE SATISFACTION11
-
8/3/2019 Employee Satisfaction Rev3
12/90
suffering from a relationship issue with a colleague or a superior. These
issues need to be handled before they get out of hand.
How do employers understand their employees? How do they know what
employees want? How do they map their satisfaction levels? There are
several ways of mapping employee satisfaction.
Surveys: This is a traditional method that involves employees
participation. Employers create surveys that have questions on the
different parameters related to the organization. They put forth questions
in such a way that every aspect of an organization is touched and the
feedback is returned in the form of an opinion given by each employee.This helps employers understand how employees think and their
satisfaction levels, and paves the path for problem solving. These surveys
can actually identify problem areas and help come up with solutions to
solve the problems. They reveal the employee attitude on the whole.
One-on-One Interviews: A non-conventional tool, this involves
discussions with every employee on a one-to-one basis every fewmonths. Their thoughts are recorded and trouble parameters identified
and taken care of.
Exit Interviews: This comes into action after an employee submits his
resignation papers. The problem with exit interviews is that most
employees, once they decide to leave, are not forthright. In an attempt to
keep good relations with the employer, they usually do not tell-all as theyought to. Many of them in fact give personal reasons for leaving and
make the employer feel that all is well on the work front.
EMPLOYEE SATISFACTION12
-
8/3/2019 Employee Satisfaction Rev3
13/90
Employers who fail at HR and see high attrition rate are those that
consider monetary compensation as highly important. In spite of the fact
that employees work for money, emotional rewards go a long way at
keeping the employer-employee relation strong and have a larger impact
on employee satisfaction. Tracing and improving this satisfaction level
has to be top priority for the HR department of an organization.
Employee satisfaction mapping can be the key to a better motivated and
loyal workforce that leads to better organizational output in the form of
better products and services and results in overall improvement of an
organization.
If a person is not satisfied by the job he is doing, he may switch over to
some other more suitable job. In todays environment it becomes very
important for organizations to retain their employees. The reason may be
personal or professional. These reasons should be understood by the
employer and should be taken care of. The organizations are becoming
aware of these reasons and adopting many strategies for employee
retention.
The basic needs other than routine tasks are to be taken care of on
priority before it becomes late by HR department.
2.3 THEORIES OF EMPLOYEE SATISFACTION
The company's ability to fulfill the physical, emotional, and psychological needs of its employees. Satisfying the employee's all
needs, so that he can give 100% to the company. Satisfaction refers to the
EMPLOYEE SATISFACTION13
-
8/3/2019 Employee Satisfaction Rev3
14/90
level of fulfillment on one's needs, desires, and wants. It can be
experienced in various levels or degrees.
Vital ingredients for any employees satisfaction are physical, security,
social and egoistic needs which satisfy individuals psycho social.
1. Physical and Security need: This relates to satisfaction of bodily
function like hunger, thirst, shelter as well as to be secure in the
employment.
2. Social Need: Since human beings are dependent on each other.
There are some needs which can be satisfied only when individual
is recognized by other people.
3. Egoistic Need: This relates to man desire to mans desire to be
dependant to do things of his own end to sense of accomplishment
To a considerable extent however physical needs are satisfied off the job.
Social needs are satisfied through personal contacts around the job where
egoistic needs are chiefly satisfied through the job.
EQUITY THEORY:
Equity Theory attempts to explain relational satisfaction in terms of
perceptions of fair/unfair distributions of resources within interpersonal
relationships. Equity theory is considered as one of the justice theories. It
was first developed in 1962 by John Stacey Adams, a workplace and
behavioral psychologist, who asserted that employees seek to maintainequity between the inputs that they bring to a job and the outcomes that
they receive from it against the perceived inputs and outcomes of others
(Adams, 1965). The belief is that people value fair treatment which
EMPLOYEE SATISFACTION14
http://en.wikipedia.org/wiki/Behaviorismhttp://en.wikipedia.org/wiki/Outcomehttp://en.wikipedia.org/wiki/Behaviorismhttp://en.wikipedia.org/wiki/Outcome -
8/3/2019 Employee Satisfaction Rev3
15/90
causes them to be motivated to keep the fairness maintained within the
relationships of their co-workers and the organization. The structure of
equity in the workplace is based on the ratio of inputs to outcomes. Inputs
are the contributions made by the employee for the organization; this
includes the work done by the employees and the behavior brought by the
employee as well as their skills and other useful experiences the
employee may contribute for the good of the company.
The idea is to have the rewards (outcomes) be directly related with the
quality and quantity of the employees contributions (inputs). If both
employees were perhaps rewarded the same, it would help the workforce
realize that the organization is fair, observant, and appreciative. This can
be illustrated by the following equation:
Inputs: Time, Effort, Loyalty, Hard Work, Commitment, Ability,
Adaptability, Flexibility, Tolerance, Determination, Enthusiasm, Personal
sacrifice, Trust in superiors, Support from co-workers and colleagues,
and Skill
Outcomes: Outputs are defined as the positive and negative
consequences that an individual perceives a participant has incurred as a
consequence of his/her relationship with another. When the ratio of
inputs to outcomes is close, than the employee should have much
satisfaction with their job. Outputs can be both tangible and intangible
(Walster, Traupmann & Walster, 1978). Typical outcomes include any of
the following: Job security, Esteem, Salary, Employee benefit, Expenses,
EMPLOYEE SATISFACTION15
http://en.wikipedia.org/wiki/Timehttp://en.wikipedia.org/wiki/Loyaltyhttp://en.wikipedia.org/wiki/Commitmenthttp://en.wikipedia.org/wiki/Flexibilityhttp://en.wikipedia.org/wiki/Tolerancehttp://en.wikipedia.org/wiki/Enthusiasmhttp://en.wikipedia.org/wiki/Sacrificehttp://en.wikipedia.org/wiki/Job_securityhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Employee_benefithttp://en.wikipedia.org/wiki/Timehttp://en.wikipedia.org/wiki/Loyaltyhttp://en.wikipedia.org/wiki/Commitmenthttp://en.wikipedia.org/wiki/Flexibilityhttp://en.wikipedia.org/wiki/Tolerancehttp://en.wikipedia.org/wiki/Enthusiasmhttp://en.wikipedia.org/wiki/Sacrificehttp://en.wikipedia.org/wiki/Job_securityhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Employee_benefit -
8/3/2019 Employee Satisfaction Rev3
16/90
Recognition, Reputation, Responsibility, Sense of achievement, Praise,
Thanks, and Stimuli.
EXPECTANCY THEORY (VROOMS THEORY):
Expectancy theory is about the mental processes regarding choice, orchoosing. It explains the processes that an individual undergoes to make
choices. In organizational behaviour study, expectancy theory is a
motivation theory first proposed by Victor Vroom of the Yale School of
Management.
Expectancy theory predicts that employees in an organization will be
motivated when they believe that:
putting in more effort will yield better job performance
better job performance will lead to organizational rewards, such as
an increase in salary or benefits
These predicted organizational rewards are valued by the employee
in question.
"This theory emphasizes the needs for organizations to relate rewards
directly to performance and to ensure that the rewards provided are those
rewards deserved and wanted by the recipients."
Emphasizes self interest in the alignment of rewards with employee's
wants. Emphasizes the connections among expected behaviours, rewards
and organizational goals
Vroom's theory assumes that behaviour results from conscious choices
among alternatives whose purpose it is to maximize pleasure and to
minimize pain. Together with Edward Lawler and Lyman Porter, VroomEMPLOYEE SATISFACTION16
http://en.wikipedia.org/wiki/Reputationhttp://en.wikipedia.org/wiki/Moral_responsibilityhttp://en.wikipedia.org/wiki/Organizational_behaviorhttp://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Victor_Vroomhttp://en.wikipedia.org/wiki/Yale_School_of_Managementhttp://en.wikipedia.org/wiki/Yale_School_of_Managementhttp://en.wikipedia.org/wiki/Reputationhttp://en.wikipedia.org/wiki/Moral_responsibilityhttp://en.wikipedia.org/wiki/Organizational_behaviorhttp://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Victor_Vroomhttp://en.wikipedia.org/wiki/Yale_School_of_Managementhttp://en.wikipedia.org/wiki/Yale_School_of_Management -
8/3/2019 Employee Satisfaction Rev3
17/90
suggested that the relationship between people's behaviour at work and
their goals was not as simple as was first imagined by other scientists.
Vroom realized that an employee's performance is based on individual
factors such as personality, skills, knowledge, experience and abilities.
Victor H. Vroom introduces three variables within the expectancy theory
which are valence (V), expectancy (E) and instrumentality (I). The three
elements are important behind choosing one element over another
because they are clearly defined: effort-performance expectancy (E>P
expectancy), performance-outcome expectancy (P>O expectancy).
E>P expectancy: Our assessment of the probability our efforts will leadto the required performance level.
P>O expectancy: Our assessment of the probability our successful
performance will lead to certain outcomes.
Vrooms model is based on three concepts:
1. Valence - Strength of an individuals preference for a particular
outcome. For the valence to be positive, the person must prefer
attaining the outcome to not attaining it.
2. Instrumentality Means of the first level outcome in obtaining the
desired second level outcome; the degree to which a first level
outcome will lead to the second level outcome.
3. Expectancy - Probability or strength of belief that a particularaction will lead to a particular first level outcome.
Vroom says the product of these variables is the motivation.
EMPLOYEE SATISFACTION17
-
8/3/2019 Employee Satisfaction Rev3
18/90
In order to enhance the performance-outcome tie, managers should use
systems that tie rewards very closely to performance. Managers also need
to ensure that the rewards provided are deserved and wanted by the
recipients. In order to improve the effort-performance tie, managers
should engage in training to improve their capabilities and improve their
belief that added effort will in fact lead to better performance.
MASLOW'S HIERARCHY OF NEEDS:
Maslow's hierarchy of needs is a theory in psychology, proposed by
Abraham Maslow in his 1943 paperA Theory of Human Motivation.
Maslow subsequently extended the idea to include his observations ofhumans' innate curiosity.
Maslows hierarchy of needs is most often displayed as a pyramid. The
lowest levels of the pyramid are made up of the most basic needs, while
the more complex needs are located at the top of the pyramid. Needs at
the bottom of the pyramid are basic physical requirements including the
need for food, water, sleep and warmth. Once these lower-level needshave been met, people can move on to the next level of needs, which are
for safety and security.
As people progress up the pyramid, needs become increasingly
psychological and social. Soon, the need for love, friendship and
intimacy become important. Further up the pyramid, the need for
personal esteem and feelings of accomplishment take priority. Like CarlRogers, Maslow emphasized the importance of self-actualization, which
is a process of growing and developing as a person to achieve individual
potential.
EMPLOYEE SATISFACTION18
http://en.wikipedia.org/wiki/Psychologyhttp://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Curiosityhttp://psychology.about.com/od/profilesofmajorthinkers/p/bio_rogers.htmhttp://psychology.about.com/od/profilesofmajorthinkers/p/bio_rogers.htmhttp://en.wikipedia.org/wiki/Psychologyhttp://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Curiosityhttp://psychology.about.com/od/profilesofmajorthinkers/p/bio_rogers.htmhttp://psychology.about.com/od/profilesofmajorthinkers/p/bio_rogers.htm -
8/3/2019 Employee Satisfaction Rev3
19/90
Maslow believed that these needs are similar to instincts and play a major
role in motivating behavior. Physiological, security, social, and
esteem needs are deficiency needs (also known as D-needs),
meaning that these needs arise due to deprivation. Satisfying these
lower-level needs is important in order to avoid unpleasant feelings
or consequences.
Maslow termed the highest-level of the pyramid as growth need (also
known as being needs orB-needs). Growth needs do not stem from a lack
of something, but rather from a desire to grow as a person.
There are five different levels in Maslows hierarchy of needs:
1. Physiological Needs: These include the most basic needs that are
vital to survival, such as the need for water, air, food and sleep.
Maslow believed that these needs are the most basic and instinctive
EMPLOYEE SATISFACTION19
-
8/3/2019 Employee Satisfaction Rev3
20/90
needs in the hierarchy because all needs become secondary until
these physiological needs are met.
2. Security Needs: These include needs for safety and security.
Security needs are important for survival, but they are not as
demanding as the physiological needs. Examples of security needs
include a desire for steady employment, health insurance, safe
neighborhoods and shelter from the environment.
3. Social Needs: These include needs for belonging, love and
affection. Maslow considered these needs to be less basic than
physiological and security needs. Relationships such asfriendships, romantic attachments and families help fulfill this need
for companionship and acceptance, as does involvement in social,
community or religious groups.
4. Esteem Needs: After the first three needs have been satisfied,
esteem needs becomes increasingly important. These include the
need for things that reflect on self-esteem, personal worth, socialrecognition and accomplishment.
5. Self-actualizing Needs: This is the highest level of Maslows
hierarchy of needs. Self-actualizing people are self-aware,
concerned with personal growth, less concerned with the opinions
of others and interested fulfilling their potential.
TWO-FACTOR THEORY:
The two-factor theory (also known as Herzberg's motivation-hygiene
theory) was developed by Frederick Herzberg, a psychologist who
found that job satisfaction and job dissatisfaction acted independently of
EMPLOYEE SATISFACTION20
http://psychology.about.com/od/theoriesofpersonality/tp/self-actualized-characteristic.htmhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Psychologisthttp://psychology.about.com/od/theoriesofpersonality/tp/self-actualized-characteristic.htmhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Psychologist -
8/3/2019 Employee Satisfaction Rev3
21/90
each other. The theory states that there are certain factors in the
workplace that cause job satisfaction, while a separate set of factors
cause dissatisfaction.
The two-factor, or motivation-hygiene theory, developed from data
collected by Herzberg from interviews with a large number of engineers
and accountants in the Pittsburgh area. From analyzing these interviews,
he found that job characteristics related to what an individual does that
is, to the nature of the work he performs apparently have the capacity
to gratify such needs as achievement, competency, status, personal worth,
and self-realization, thus making him happy and satisfied. However, the
absence of such gratifying job characteristics does not appear to lead to
unhappiness and dissatisfaction. Instead, dissatisfaction results from
unfavorable assessments of such job-related factors as company policies,
supervision, technical problems, salary, interpersonal relations on the job,
and working conditions. Thus, if management wishes to increase
satisfaction on the job, it should be concerned with the nature of the work
itself the opportunities it presents for gaining status, assumingresponsibility, and for achieving self-realization. If, on the other hand,
management wishes to reduce dissatisfaction, then it must focus on the
job environment policies, procedures, supervision, and working
conditions. If management is equally concerned with both then managers
must give attention to both sets of job factors. Thus, satisfaction and
dissatisfaction are not on a continuum with one increasing as the other
diminishes, but are independent phenomena. This theory suggests that to
improve job attitudes and productivity, administrators must recognize and
attend to both sets of characteristics and not assume that an increase in
satisfaction leads to decrease in un-pleasurable dissatisfaction.
EMPLOYEE SATISFACTION21
http://en.wikipedia.org/wiki/Workplacehttp://en.wikipedia.org/wiki/Job_satisfactionhttp://en.wikipedia.org/wiki/Workplacehttp://en.wikipedia.org/wiki/Job_satisfaction -
8/3/2019 Employee Satisfaction Rev3
22/90
Two-factor theory distinguishes between:
Motivators (e.g. challenging work, recognition, responsibility)
which give positive satisfaction, arising from intrinsic conditions
of the job itself, such as recognition, achievement, or personal
growth, and
Hygiene factors (e.g. status, job security, salary and fringe
benefits) which do not give positive satisfaction, although
dissatisfaction results from their absence. These are extrinsic to the
work itself, and include aspects such as company policies,
supervisory practices, or wages/salary.Essentially, hygiene factors are needed to ensure an employee is not
dissatisfied. Motivation factors are needed in order to motivate an
employee to higher performance, Herzberg also further classified our
actions and how and why we do them, for example, if you perform a
work related action because you have to then that is classed as
movement, but if you perform a work related action because you want tothen that is classed as motivation.
The following table presents the top six factors causing dissatisfaction
and the top six factors causing satisfaction, listed in the order of higher to
lower importance.
Leading to satisfaction
Achievement Recognition
Work itself
Responsibility
Leading to dissatisfaction
Company policy Supervision
Relationship with boss
Work conditions
EMPLOYEE SATISFACTION22
http://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Hygiene_factorshttp://en.wikipedia.org/wiki/Job_securityhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Hygiene_factorshttp://en.wikipedia.org/wiki/Job_securityhttp://en.wikipedia.org/wiki/Salary -
8/3/2019 Employee Satisfaction Rev3
23/90
Advancement
Growth
Salary
Relationship with peers
Security
Herzberg reasoned that because the factors causing satisfaction are
different from those causing dissatisfaction, the two feelings cannot
simply be treated as opposites of one another. The opposite of satisfaction
is not dissatisfaction, but rather, no satisfaction. Similarly, the opposite of
dissatisfaction is no dissatisfaction.
2.4 DETERMINANTS OF EMPLOYEE
SATISFACTION
Employee satisfaction is a multi-variable and indescribable concept.
There are number of factors that influence employee satisfaction. These
factors can be classified into two categories.A) Organizational Variables:
The organizational determinants of employee satisfaction play a very
important role. The employees spend major part of their time in
organization so there are number of organizational factors that determine
employee satisfaction of the employees. The employee satisfaction in the
organizations can be increased by organizing and managing the
organizational factors.
1) Overall Individual satisfaction: Employees be should satisfy with the
organization as a great place to work.
EMPLOYEE SATISFACTION23
-
8/3/2019 Employee Satisfaction Rev3
24/90
2) Compensation and Benefits: This is the most important variable for
employee satisfaction. Compensation can be described as the amount of
reward that a worker expects from the job. Employees should be provided
with competitive salary packages and they should be satisfied with it
when comparing their pay packets with those of the outsiders who are
working in the same industry. A feeling of employee satisfaction is felt
by attaining fair and equitable rewards.
3) Nature of Work: The nature of work has significant impact on the
employee satisfaction. Employee satisfaction is highly influenced by the
nature of work. Employees are satisfied with job that involves
intelligence, skills, abilities, challenges and scope for greater freedom.
Job dissatisfaction arises with a feeling of boredom, poor variety of tasks,
frustrations and failures.
EMPLOYEE SATISFACTION24
-
8/3/2019 Employee Satisfaction Rev3
25/90
4) Work Environment and Conditions: Employees are highly
motivated with good working conditions as they provide a feeling
of safety, comfort and motivation. On contrary, poor working
conditions brings out a fear of bad health in employees.
Employees spend 6 to 8 hours at their workplace every day which
makes a workplace their second home. It is up to the employers to see
and make sure that the office is fully facilitated and is in good
working order. It must be well lit and well ventilated with the right
amount of lights, fans, air-conditioning. Cleanliness is of utmost
importance as there are a huge number of workers working at a job
place. The offices, cubicles, rest area, washrooms, kitchen & servingarea must be neat and clean. The more comfortable the working
environment is more productive will be the employees.
5) Job Content: Factors like recognition, responsibility,
advancement, achievement etc can be referred to as job content.
A job that involves variety of tasks and less monotonous results
delivers greater employee satisfaction. A job that involves poorcontent produces job dissatisfaction.
6) Job Satisfaction: Job satisfaction is the favorableness or un-
favorableness with which employees view their work. As with
motivation, it is affected by the environment. Job satisfaction is impacted
by job design. Jobs that are rich in positive behavioral elements such as
autonomy, task identity, task significance and feedback contribute toemployees satisfaction. Likewise, orientation is important because the
employees acceptance by the work group contributes to satisfaction.
Each element of the environmental system, can attract or detract from job
satisfaction.EMPLOYEE SATISFACTION25
-
8/3/2019 Employee Satisfaction Rev3
26/90
7) Organizational Level: The jobs that are at higher levels are viewed
as prestigious, esteemed and opportunity for self-control. The
employees that are working at higher level jobs express greater
employee satisfaction than the ones working at lower level jobs.
8) Opportunities for Promotion: Promotion can be reciprocated
as a significant achievement in the life. It promises and delivers
more pay, responsibility, authority, independence and status. So,
the opportunities for promotion determine the degree of
satisfaction to the employees.
9) Work Group: There is a natural desire of human beings to
interact with others and so existence of groups in organizations is
a common observable fact. This characteristic results in
formation of work groups at the work place. Isolated workers
dislike their jobs. The work groups make use of a remarkable
influence on the satisfaction of employees. The satisfaction of an
individual is dependent on largely on the relationship with the
group members, group dynamics, group cohesiveness and his
own need for affiliation.
EMPLOYEE SATISFACTION26
-
8/3/2019 Employee Satisfaction Rev3
27/90
10) Leadership Styles: The satisfaction level on the job can be
determined by the leadership styles. Employee satisfaction is
greatly enhanced by democratic style of leadership. It is because
democratic leaders promote friendship, respect and warmth
relationships among the employees. On contrary, employees
working under authoritarian and dictatorial leaders express low
level of employee satisfaction.
11) Communication Methods: When administrative policies and all
important announcements are communicated to the employees, it
boosts their morale. The methods chosen for communication alsoplay an integral role. Some of the methods that could be used are
intranet, monthly newsletters, weekly meetings etc...
12)Safety measures: An employer must make sure that he provides a
safe environment to his/her employee. The security measures outside
office include security guards and parking facility. While inside the
office, there must be introduced a safe environment for male and femaleemployees to work so that if an employee has to work late hours she/he
should feel safe and comfortable working in his/her office. There must be
no discrimination or harassment practiced and the employee should be
given equal opportunity to grow as an individual despite being male or
female.
EMPLOYEE SATISFACTION27
-
8/3/2019 Employee Satisfaction Rev3
28/90
B) Personal Variables:
The personal determinants also help a lot in maintaining the
motivation and personal factors of the employees to work
effectively and efficiently. Employee satisfaction can be related to
psychological factors and so numbers of personal factors
determine the employee satisfaction of the employees.
1) Personality: The personality of an individual can be determined by
observing his individual psychological conditions. The factors
that determine the satisfaction of individuals and his
psychological conditions is perception, attitudes and learning.2) Age: Age can be described as a noteworthy determinant of
employee satisfaction. It is because younger age employees
possessing higher energy levels are likely to be having more
employee satisfaction. In older age, the aspiration levels in
employees increase. They feel completely dissatisfied in a state
where they are unable to find their aspiration fulfilled.
3) Education: Education plays a significant determinant of
employee satisfaction as it provides an opportunity for developing
ones personality. Education develops and improvises individual
wisdom and evaluation process. The highly educated employees
can understand the situation and asses it positively as they
possess persistence, rationality and thinking power.
EMPLOYEE SATISFACTION28
-
8/3/2019 Employee Satisfaction Rev3
29/90
4) Gender Differences: The gender and race of the employees plays
important determinants of Employee satisfaction. Women, the
fairer sex, are more likely to be satisfied than their male
counterpart even if they are employed in small jobs. The
employee satisfaction can also be determined by other factors like
learning, skill autonomy, job characteristics, unbiased attitude of
management, social status etc. It is important for managers to
consider all these factors in assessing the satisfaction of the
employees and increasing their level of employee satisfaction.
2.5 HOW EMPLOYEES CAN EXPRESS THEIR
DISSATISFACTION?
Top Triggers of Employee Dissatisfaction:
Ambiguity in role and responsibilities
Responsibility without accountability. If one has responsibility but
no power to take decisions or accountability one gets de-motivated
as one cannot show results or move things forward.
Sometimes employees set too high unrealistic standards/
expectations for themselves and that too sometimes lead to against
within them. In this case if they do not have a good mentor, it may
lead to a lot of stress and pressure as inability to achieve unrealistic
goals may be due to circumstances beyond their control.
Lack of professionalism, lack of systems and processes also leads
to employee angst.
Biased approach/favoritisms/discrimination at work
EMPLOYEE SATISFACTION29
-
8/3/2019 Employee Satisfaction Rev3
30/90
Lack of challenge in the work/lack of opportunities to move up the
career ladder
The employees sent out some signals to express their discontent and the
organization should not take it lightly.
1) Excessive absenteeism: When a regular employee suddenly begins to
take leave or is late to work, it could indicate either his personal problems
or job dissatisfaction.
2) Lack of interest: When an employee who stays at work until his job
is done, now begins to leave at sharp 5 pm no matter his job is done or
not.3) Lack of quality and quantity in work: When an employee is
dissatisfied in his job then automatically his mental state is reflected in
his quality of his work.
4) Complaints by employee: Many complaints are put forward by the
employee regarding salary, benefits, working hours, working conditions
etc.
5) Off the job work: Misusing the company facility for his personal use
during working hours.
6) Misbehavior: An employee may express anger, frequent argument
with association and team member, which come out due to frustration.
Effects of Dissatisfaction:Recognizing the dissatisfaction is only half the battle. The company
should consider the reason for the burnout and should try to solve those
EMPLOYEE SATISFACTION30
-
8/3/2019 Employee Satisfaction Rev3
31/90
problems because it will affect other employees also. Otherwise it will
affect the company in many ways like
* Low productivity
* High employee turnover cost
* Poor employee morale
2.6 WHY IS EMPLOYEE SATISFACTION
IMPORTANT?
Purpose / benefits of employee satisfaction include as follows:
1. Importance of employee satisfaction for organization
Enhance employee retention.
Increase productivity.
Increase customer satisfaction
Reduce turnover, recruiting, and training costs.
Enhance customer satisfaction and loyalty. More energetic employees.
Improve teamwork.
Higher quality products and/or services due to more competent,
energized employees.
2. Importance of employee satisfaction for employee
Employee will believe that the organization will be satisfying in the
long run.
They will care about the quality of their work.
They will create and deliver superior value to the customer.
EMPLOYEE SATISFACTION31
-
8/3/2019 Employee Satisfaction Rev3
32/90
They are more committed to the organization.
Their works are more productive.
Outcome of Employee Satisfaction:
a. Satisfaction and Productivity: Satisfied employees are notnecessarily more productive. Employee productivity is higher in
organization with more satisfied employees.
b. Satisfaction and Absenteeism: Satisfied employees have few
avoidable absenteeism.
c. Satisfaction and Turnover: Satisfied employees are less likely to
quit. Organization takes actions to retain high performers and to
weed out lower performers.
d. Satisfaction and Organization Behavior: Satisfied
employees who feel fairly treated by and are trusting of the
organization are more willing to engage in behaviors that go beyond
the normal expectation of their job.
e. Satisfied employee increase Customer Satisfaction: Because they are
more friendly, upbeat and responsive. They are less likely to
turnover which helps build long-term customer relationship. They
are experienced.
2.7 THE BEST HR PRACTICES THAT
SUCCESSFUL COMPANIES PRACTICE
Why are employees in some companies happy to stick with the company
while others look for a change? The reason is that some companies know
how to take good care of their employees and provide a workingEMPLOYEE SATISFACTION32
-
8/3/2019 Employee Satisfaction Rev3
33/90
environment that helps them retain their identity, while proving
themselves and growing along with the company.
How Managers Attract, Hire, Focus, And Keep Their Most Talented
Employees?
Without satisfying an employee's basic needs first, a manager can never
expect the employee to give stellar performance. The basic needs are
knowing what is expected of the employee at work, giving him the
equipment and support to do his work right, and answering him basic
questions of self-worth and self-esteem by giving praise for good work
and caring about his development as a person.The great manager mantra is don't try to put in what was left out; instead
draw out what was left in. You must hire for talent, and hone that talent
into outstanding performance.
1. Know what can be taught, and what requires a natural talent.
2. Set the right outcomes, not steps. Standardize the end but not the
means. As long as the means are within the company's legal
boundaries and industry standards, let the employee use his own
style to deliver the result or outcome you want.
3. Motivate by focusing on strengths, not weaknesses.
4. Casting is important, if an employee is not performing at
excellence, maybe he is not cast in the right role.
5. Every role is noble, respect it enough to hire for talent to match.
6. A manager must excel in the art of the interview. See if the
candidate's recurring patterns of behavior match the role he is toEMPLOYEE SATISFACTION33
-
8/3/2019 Employee Satisfaction Rev3
34/90
fulfill. Ask open-ended questions and let him talk. Listen for
specifics.
7. Find ways to measure, count, and reward outcomes.
8. Spend time with your best people. Give constant feedback. If youcan't spend an hour every quarter talking to an employee, then you
shouldn't be a manager.
9. There are many ways of alleviating a problem or non-talent.
Devise a support system; find a complementary partner for him, or
an alternative role.
10.Do not promote someone until he reaches his level of
incompetence; simply offer bigger rewards within the same range
of his work.
11.Some homework to do: Study the best managers in the company
and revise training to incorporate what they know. Send your
talented people to learn new skills or knowledge. Change recruiting
practices to hire for talent, revise employee job descriptions and
qualifications.
Here are some of the best HR practices that help in the creation of a
highly satisfied and motivated work force.
Work Environment
A safe and happy workplace makes the employees feel good about being
there. Each one is given importance and provided the security that gives
them the motivation and incentive to stay. This is usually achieved
EMPLOYEE SATISFACTION34
-
8/3/2019 Employee Satisfaction Rev3
35/90
through internal surveys to find out whether they are satisfied and if not
what they think needs to be changed.
Open Management
Employees dont like the feeling of being kept in the dark about what ishappening in the company. They feel motivated and develop enthusiasm
only when the management opens up to them and discusses the company
policies, sales, clients, contracts, goals and objectives. This encourages
participative management. Asking them for ideas on how to improve will
get their creative juices flowing. Being open about everything related to
the company will help in building trust and motivating the employees.This open management policy can be practiced using several tools.
Performance Incentives
Every good performance is appreciated in the form of a pat on the back,
bonuses or giving some other compensation for a job well done.
Organizations that struggle to keep up with the attrition rate are mostly
those that think employees are just doing their job. Even if it is the
employees job, completion in an appreciable manner calls for an
incentive, and this goes a long way in boosting the staff morale. These
incentives can be implemented at the individual as well as the team level
and it has been seen that this works wonders in getting the best out of the
employees. But it is important to keep in mind that these bonuses should
not be given without a reason, unless it is a commitment for annualbonuses or some such thing. Doing so will only reduce the perceived
value of the bonuses.
Performance Feedback
EMPLOYEE SATISFACTION35
-
8/3/2019 Employee Satisfaction Rev3
36/90
This is one the methods that is being followed by many organizations.
Feedback is not only taken from the boss, but also from other seniors and
subordinates. Previously, appreciation was only sought from the
immediate boss or the management, but now organizations understand
the importance of collecting performance feedback from several quarters.
The opinion of everyone matters, especially for someone who is in a
leadership role at any level. Each person in the team is responsible for
giving constructive feedback. This kind of system helps in identifying
people who can perform well as leaders at higher levels in the
organization. Even the senior level managers can use this system to their
advantage, as a tool to improve themselves.
Employee Evaluation
Every company has an employee evaluation system in place but a good
system links individual performance to the goals and priorities of the
organization. This works well when achievements are tracked over a
year. For a fair review of each employee, the evaluation, apart from being
done by the boss, should be done by another person at a higher level, for
whom the employees contribution is important. Ratings can also be
obtained by other employees. This ensures a fair and accurate rating of
each and every employee.
Sharing of Knowledge
Knowledge sharing is a wonderful strategy that helps in the betterment of
the employees and their work. Keep all the knowledgeable information in
EMPLOYEE SATISFACTION36
-
8/3/2019 Employee Satisfaction Rev3
37/90
central databases that can be accessed by each and every employee. For
example, if an employee is sent on some training, the knowledge that is
acquired by that employee can be stored in these databases for others to
learn from it. Even innovative ideas that the management deems fit for
employees to see, can be stored here for all to see.
Publicize Good Performances
Every company has some employees who outperform others. Such
performances should be highlighted and displayed where other
employees can look at them; such as on the display boards and intranet
etc. This will encourage others to give their best. A proper system shouldbe set up to make a list of high performances at specific times in a year.
Discussions
Successful organizations nurture ideas and they understand that
employees who are actually working and know the business can provide
the best ideas. The management should have discussions with employees
to get these ideas out of them. There can also be suggestion boxes to
capture these ideas. Through this system, managers can find talented
employees and develop them.
Rewards
While recognition of talent is highly important, this recognition has to be
made public and what better way than holding ceremonies andannouncing to the whole world (the employees), the achievements of a
fellow employee. There can be nothing better for an employee than the
heady feeling from a resounding applause.
EMPLOYEE SATISFACTION37
-
8/3/2019 Employee Satisfaction Rev3
38/90
The Surprise Factor
Who doesnt like a surprise? Surprise deserving employees when they
are least expecting it. It could be a gift certificate or a small reward of
some sort. This surprise doesnt have to be limited to the best performers,
but it can be randomly given to others as a motivating factor too. Anyone
can be given this surprise reward.
Such healthy HR practices encourage the growth of the organization as
employees after all play a major role in the well-being of a company.
Making an employee feel like a million dollars pays in the form of the
success of an organization.
CHAPTER 3
EMPLOYEE SATISFACTION38
-
8/3/2019 Employee Satisfaction Rev3
39/90
COMPANY PROFILE
PANASONIC ENERGY INDIA CO. LIMITED
Late Mr. D. D. Lakhanpal, the founder of the Panasonic Energy India Co.
Ltd. formerly Panasonic Battery India Company Limited & Mr.
Konusuke Matsushita laid the foundation stone of the Lakhanpal National
Limited, on 15th August 1972 at G. I. D. C. Makarpura Industrial Estate,
Vadodara.
The incorporation of the company took place on 24th May 1972. The
building work & installation of the machinery from Japan was undertaken
rapidly & the production commenced from 2nd July 1973 with metal
jacketed cell in Hyper Grade in UM-1 & UM-2 segments. On 1st October
1973 the company, Vadodara introduced Hi-Top grade performance cell
for the first time in India & on 1st January 1976 it introduced paper
jacketed "SPECIAL" cells. Since then the company has progressed
between ups & downs by sincere efforts of management & employeesand the future has been paved for higher achievements. Total number of
employees working in a company is 795.
PanasonicEnergy India Co.
LimitedRegistered Office:
G.I.D.C.,Makarpura,
P.B. No.719,
Vadodara - 390010.
Gujarat, India.Baroda Factory
EMPLOYEE SATISFACTION39
http://www.novino-batteries.com/matsushita.htmlhttp://www.novino-batteries.com/matsushita.htmlhttp://www.novino-batteries.com/matsushita.htmlhttp://www.novino-batteries.com/matsushita.html -
8/3/2019 Employee Satisfaction Rev3
40/90
AIM: Our aim is to supply portable source of
energy & its related products, thus contributing
to the betterment of society, not only in India
but throughout the world.
PHILOSOPHY: Panasonic Energy India
Co. Limited formerly Panasonic Battery India
Co. Ltd., has a very simple and systematic
philosophy. It has been clearly defined to all
employees of the organization. The main vital
philosophy of the organization is "People
Before Product". This philosophy has been
supported and implemented by all the
employees from top level to lower management
in the organization. The logic behind this
philosophy is to achieve organizational goals
and objectives.
The main basic management objective of the
company is "To Contribute to the Society ".
Therefore, in order to achieve above said
objective, the company has its own creed and
principles
BUSINESS: The Company's principalactivities are to manufacture and sell dry cell
batteries and battery appliances. Manufacturing
and sales of battery component parts and
machinery spare parts.The products includeEMPLOYEE SATISFACTION40
-
8/3/2019 Employee Satisfaction Rev3
41/90
manganese dioxide. It operates solely in India.
The company have manufacturing unit at
Vadodara (Gujarat) and Pithampur (Madhya
Pradesh). All over India, company have sales
offices.
PRODUCTS:
MILESTONES:
1973: Production commenced of metal
jacketed cell in "NOVINO HYPER"
grade UM-1 and UM-2. First dispatch
EMPLOYEE SATISFACTION41
-
8/3/2019 Employee Satisfaction Rev3
42/90
of Metal Jacket leak proof NOVINO
Introduce HI - Top grade high
performance cells for the first time in
India.
1975: Initiate export activities
1976: Introduced paper jacketed
"NOVINO SPECIAL" UM-1 cells.
Introduction of UM-3 pencil dry cell
battery.
1987: Foundation stone of PithampurProject laid.
1989 Launched "NOVINO GOLD" -
Zinc Chloride Metal Jacket battery for
the first time in India Pioneers of Gold
Segment in India.
1994 Awarded ISO - 9001 Certificate.
1995: Introduced "NOVINO SUMO" 1S
and 3S battery - first ever eco - friendly
battery in India
1997: Awarded ISO 14001 Certificate.
2003: ISO - 9001 : 2000 (QMS
Quality Policy)
2004: ISO 14000 (EMS Environment
Policy)EMPLOYEE SATISFACTION42
-
8/3/2019 Employee Satisfaction Rev3
43/90
2005: We are the only manufacturer of
AAA dry battery in India.
2006 Awarded ISO 14001 New Version
(with ISO 9001). The only Panasonic
battery company in India.
ACHIEVEMENTS:
Received
Exports
Awards
Zinc Chloride
Technology
Environment
Friendly
Product
Innovative
Blister
Packing
"Best Use
Before" On
Products
Pioneer in
Manufacturin
g of AAA
batteries
Virgin Seal
The Only supplier to Defense with Self
Certification status. Also registered
supplier to Indian Railways under
DGS&D R/C, CSD and other PSU's.
EMPLOYEE SATISFACTION43
-
8/3/2019 Employee Satisfaction Rev3
44/90
CHAPTER 4
DATA ANALYSIS ANDINTERPRETATION
ANALYSIS AND INTERPRETATION:
This chapter is allocated for analysis and
interpretation of data. Preparing percentage
analysis, two-way table, chi-squire test andmean and combined mean does the analysis of
employee satisfaction, which is directly
extracted from the questionnaire. The
variations in the extent of the employee
satisfaction can be measured with the variables
such as job satisfaction, promotional
opportunity, manager/supervisor co-operation,
performance appraisal, compensation etc.
CALCULATION OF SATISFACTORY
SCORES:
The Respondents were asked to state their level
of satisfaction relating to fifty factors. Based ontheir responses the satisfaction score obtained
by each respondent was found out. Points or
scores were allocated based on the response.
For each of the factor three levels ofEMPLOYEE SATISFACTION44
-
8/3/2019 Employee Satisfaction Rev3
45/90
satisfaction were assigned namely high,
medium and low. The scores were allocated as
follow.
Strongly agree = 5
Agree= 4
Neutral = 3
Disagree =2
Strongly disagree = 1
The total scores secured by each respondent
were thus arrived at. All the respondents wereclassified based on their level of satisfaction.
Those who have obtained up to 13 points were
classified under low satisfaction category,
respondents with 14 20 points were classified
under medium satisfaction category and those
with more than 21 points were classified under
high satisfaction category.
NUMBER OF RESPONDENTS AND
LEVEL OF SATISFACTION
LEVEL OF SATISFACTION NO. OF RESPONDENTS
High satisfaction 22Medium satisfaction 18Low satisfaction 10TOTAL 50
EMPLOYEE SATISFACTION45
-
8/3/2019 Employee Satisfaction Rev3
46/90
4.A DATA PRESENTATION
WITH SIMPLE PERCENTAGE
TABLE
SIMPLE PERCENTAGE TABLE 1:
GENDER: There is as yet no consistent
evidence as to whether women are more
satisfied with their job than men, holding such
factors as job and occupational level constant.
In order to know the ratio of gender amongemployees of company and the difference in
their level of satisfaction, the respondents were
asked about their gender.
GENDERGender Frequency Percentage
MALE 41 82
FEMALE 9 18Total 50 100
GENDER
010
20
30
40
50
60
70
80
90
MALE
FEMALE
Percentage
EMPLOYEE SATISFACTION46
-
8/3/2019 Employee Satisfaction Rev3
47/90
INTERPRETATION:
Majority of the respondent are male (82%) and
18% respondents are female.
SIMPLE PERCENTAGE TABLE 2:
DESIGNATION: Designation of the
respondents may affect the perception of
employee satisfaction. Top and middle level
employees may expect much better work life
and compensation then others. According to
designation the respondents are classified intothree categories as under.
DESIGNATIONDesignation Frequency Percentage
TOP MANAGEMENT 04 08MIDDLEMANAGEMENT
21 42
LOWER
MANAGEMENT
25 50
Total 50 100
DESIGNATION
0
10
20
30
40
50
60
TOP MANAGEMENT MIDDLE
MANAGEMENT
LOWER
MANAGEMENT
Percentage
EMPLOYEE SATISFACTION47
-
8/3/2019 Employee Satisfaction Rev3
48/90
INTERPRETATION:
The above table indicates that Majority of the
respondents are 50% in lower management (i.e.
Executive and Sr. Exe.), 42% is in middle
management (i.e. Asst. Manager and Manager),
and 8% is in top management group.
SIMPLE PERCENTAGE TABLE 3:
QUALIFICATION: Qualification of the
respondents may affect the perception of
employee satisfaction. Highly educated mayexpect much better work life then others.
According to educational qualification the
respondents are classified into two categories
as under.
QUALIFICATIONQualification Frequency Percentage
POST GRADUATE 18 36GRADUATE 32 64Total 50 100
EMPLOYEE SATISFACTION48
-
8/3/2019 Employee Satisfaction Rev3
49/90
QUALIFICATION
0
10
20
30
40
50
60
70
POST GRADUATE GRADUATE
Pecentage
INTERPRETATION:
The above table indicates that Majority of the
respondents are Graduates i.e. 64% and 36%
respondents are post graduates.
SIMPLE PERCENTAGE TABLE 4:
AGE: Age is an important factor that has an
influence of employee satisfaction. Henceaccording to age levels the respondents are
classified into three categories.
EMPLOYEE AGEEmployee Age Frequency Percentage
20 30 Yr 19 3831 40 23 46Above 40 Yrs 08 16Total 50 100
EMPLOYEE SATISFACTION49
-
8/3/2019 Employee Satisfaction Rev3
50/90
EMPOYEE AGE
0
5
10
15
20
25
30
35
40
45
50
20 30 Yr 31 40 Above 40 Yrs
Pe
rcentage
INTERPRETATION:
The above table indicates that Majority of the
respondents i.e. 46% are in 31-40 years age
group, 38% in 20-30 years age group, and 16%
are in above 40 years age group.
SIMPLE PERCENTAGE TABLE 5:
YEARS OF EXPERIENCE: The experienceof the employees in their job is another factor
affecting the perception on employee
satisfaction. Highly experienced may expect
better working conditions and having less
experienced satisfy with the existing one. The
respondents are classified into three categoriesaccording to their level of experience as under:
NO. OF YEARS OF SERVICEYrs of Service Frequency Percentage
Below 5 Years 11 225 10 Years 18 36
EMPLOYEE SATISFACTION50
-
8/3/2019 Employee Satisfaction Rev3
51/90
Above 10 Years 21 42Total 50 100
NO. OF YEARS IN SERVICE
0
5
10
15
20
25
30
35
40
45
Below 5 Yr 5 10 Yr Above 10 Yr
Percentage
INTERPRETATION:
The above table indicates that Majority of the
respondents i.e. 42% are in above 10 years of
experience, 36% are in 5-10 years of
experience, and 22% are in below 5 years of
experience.
4. B DATA ANALYSIS
WITH TWO WAY TABLE
The score secured by the respondents who falls
between the score as up to 13 indicates less
satisfaction of the respondents, from 14 20 are
got average satisfaction and above 21respondents got highly satisfaction level
TWO WAY TABLE 1:
EMPLOYEE SATISFACTION51
-
8/3/2019 Employee Satisfaction Rev3
52/90
Relationship Between Gender And Level Of
Satisfaction:
GENDER LEVEL OF SATISFACTIONHIGHLY
SATISFIED
MEDIUM
SATISFIED
LOW
SATISFIED
TOTAL
MALE 22 (54%) 15 (37%) 4(9%) 41FEMALE 3 (33%) 3 (33%) 3 (33%) 9TOTAL 25 20 5 50
INFERENCE:
From the above table the percentage of highly
satisfied are in male group followed by the
female group. The percentage of low satisfiedis highest in female group.
TWO WAY TABLE 2:
Relationship Between Designation And
Level Of Satisfaction:
AGE LEVEL OF SATISFACTIONHIGHLY
SATISFIED
MEDIUM
SATISFIED
LOW
SATISFIED
TOTA
TOP
MANAGEMENT
2 (50%) 1 (25%) 1 (25%) 04
MIDDLE
MANAGEMENT
10 (48%) 9 (43%) 2 (9%) 21
LOWER
MANAGEMENT
10 (40%) 10 (40%) 5 (20%) 25
TOTAL 22 20 8 50
INFERENCE:
EMPLOYEE SATISFACTION52
-
8/3/2019 Employee Satisfaction Rev3
53/90
From the above table the percentage of highly
satisfied respondents is more in top
management group i.e. 50%. In medium
satisfaction the highest percentage is in middle
management group i.e. 43%. In low satisfaction
again top management group respondents are
more.
TWO WAY TABLE 3:
Relationship Between Qualification And
Level Of Satisfaction:
QUALIFICATION LEVEL OF SATISFACTIONHIGHLY
SATISFIED
MEDIUM
SATISFIED
LOW
SATISFIED
TOTA
GRADUATE 17 (53%) 12 (38%) 3 (9%) 32POST
GRADUATE
12 (66%) 5 (28%) 1 (6%) 18
TOTAL 29 17 4 50
INFERENCE:
From the above table the percentage of highly
satisfied is more among the respondents of postgraduate group. The percentage of medium
satisfied is highest among the respondents of
graduate level group. And the percentage of
EMPLOYEE SATISFACTION53
-
8/3/2019 Employee Satisfaction Rev3
54/90
low satisfaction is highest among the graduate
level group i.e. 9%.
TWO WAY TABLE 4:
Relationship Between Employee Age AndLevel Of Satisfaction:
EMPLOYEE
AGE
LEVEL OF SATISFACTION
HIGHLY
SATISFIED
MEDIUM
SATISFIED
LOW
SATISFIED
TOTA
20 30 Yrs 9 (47%) 6 (32%) 4 (21%) 1931 - 40 Yrs 10 (43%) 12 (52%) 1 (5%) 23Above 40 Yr 4 (50%) 3 (38%) 1 (12%) 08TOTAL 23 21 6 50
INFERENCE:
The above table reveals that the percentage of
highly satisfied is in the above 40 Years age
group (50%) and 43 % of highly satisfied in the
31-40 Years age group. And in mediumsatisfaction 52% is the highest percentage in
31-40 Years age group and followed by Above
40 Years age group with 38% of satisfaction.
The highest percentage of 21% in low
satisfaction is in 20-30 Years age group.
TWO WAY TABLE 5:
Relationship Between Experience And Level
Of Satisfaction:
EXPERIENCE LEVEL OF SATISFACTION
EMPLOYEE SATISFACTION54
-
8/3/2019 Employee Satisfaction Rev3
55/90
HIGHLY
SATISFIED
MEDIUM
SATISFIED
LOW
SATISFIED
TOTA
Below 5 Yrs 4 (36%) 4 (36%) 3 (28%) 115 10 Yrs 11 (61%) 6 (33%) 1 (6%) 18Above 10 Yrs 9 (43%) 10 (48%) 2 (9%) 21TOTAL
24 20 6 50
INFERENCE:
The above table reveals that the respondents
having 5-10 Years of experience have derived
highest satisfaction level with 61%. The
percentage of medium satisfaction is high in thecategory of Above 10 Years group i.e. 48%.
And in low satisfaction level the percentage of
Below 5 Years of experience is high i.e. 28%.
4. C DATA ANALYSIS WITHCHI-SQUARE TEST OR
TEST OF HYPOTHESIS
CHI-SQUARE TEST:
Chi-square test is applied to test the goodness
of fit, to verify the distribution of observed data
with assumed theoretical distribution.
Therefore it is a measure to study the
divergence of actual and expected frequencies;
Karl Pearsons has developed a method to test
EMPLOYEE SATISFACTION55
-
8/3/2019 Employee Satisfaction Rev3
56/90
-
8/3/2019 Employee Satisfaction Rev3
57/90
O E O E (O E)2 (O E)
22 20.50 1.5 2.25 0.109
3 4.50 -1.5 2.25 0.500
15 14.76 0.24 0.0576 0.0033 3.24 -0.24 0.0576 0.017
4 5.74 -1.74 3.0276 0.527
3 1.26 1.74 3.0276 2.402Total 3.561
Degree of freedom - 2
Table value 5.99
Calculated value 3.5617
Since the calculated value is less than the table
value. So the Null hypothesis is accepted.
Hence, there is no significant relationship
between gender and level of satisfaction.
HYPOTHESIS - 2:
CHI SQUARE TEST IS CONDUCTED TO
EXTENT THE RELATIONSHIP BETWEEN THE
DESIGNATION AND LEVEL OF
SATISFACTION.
EMPLOYEE SATISFACTION57
-
8/3/2019 Employee Satisfaction Rev3
58/90
HO: There is no significant relationship
between designation and level of satisfaction.
O E O E (O E)2 (O E)
2 1.76 0.24 0.0576 0.03210 9.24 0.76 0.5776 0.06210 11.00 -1 1 0.0901 1.60 -0.6 0.36 0.2259 8.40 0.6 0.36 0.042
10 10.00 0 0 0.0001
0.64
0.36
0.1296 0.2022 3.36 -1.36 1.8496 0.5505 4.00 1 1 0.250
Total 1.457
Degree of freedom - 4
Table value 9.49
Calculated value 1.4570
Since the calculated value is less than the table
value. So the Null hypothesis is accepted.
Hence, there is no significant relationship
between designation and level of satisfaction.
HYPOTHESIS - 3:
EMPLOYEE SATISFACTION58
-
8/3/2019 Employee Satisfaction Rev3
59/90
CHI SQUARE TEST IS CONDUCTED TO
EXTENT THE RELATIONSHIP BETWEEN THE
QUALIFICATION AND LEVEL OF
SATISFACTION.
HO: There is no significant relationshipbetween qualification and level of
satisfaction.
O E O E (O E)2 (O E)
1718.56
-1.562.4336 0.13112 10.44 1.56 2.4336 0.233
12 10.88 1.12 1.2544 0.1155 6.12 -1.12 1.2544 0.2053 2.56 0.44 0.1936 0.0751 1.44 -0.44 0.1936 0.134
Total 0.894
Degree of freedom - 2
Table value 5.99
Calculated value 0.8946
Since the calculated value is less than the table
value. So the Null hypothesis is accepted.
Hence, there is no significant relationship
between educational qualification of employee
and their level of satisfaction.
EMPLOYEE SATISFACTION59
-
8/3/2019 Employee Satisfaction Rev3
60/90
HYPOTHESIS - 4:
CHI SQUARE TEST IS CONDUCTED TOEXTENT THE RELATIONSHIP BETWEEN THE
EMPLOYEE AGE AND LEVEL OF
SATISFACTION.
HO: There is no significant relationship
between employee age and level of
satisfaction.
O E O E (O E)2 (O E)
9 8.74 0.26 0.0676 0.007
10 10.58 -0.58 0.3364 0.031
4 3.68 0.32 0.1024 0.027
6 7.98-1.98
3.9204 0.49112 9.66 2.34 5.4756 0.566
3 3.36 -0.36 0.1296 0.038
4 2.28 1.72 2.9584 1.297
1 2.76 -1.76 3.0976 1.122
1 0.96 0.04 0.0016 0.001Total 3.585
Degree of freedom - 4
Table value 9.49
Calculated value 3.5856
EMPLOYEE SATISFACTION60
-
8/3/2019 Employee Satisfaction Rev3
61/90
Since the calculated value is less than the table
value. So the Null hypothesis is accepted.
Hence, there is no significant relationship
between age and level of satisfaction
HYPOTHESIS - 5:
CHI SQUARE TEST IS CONDUCTED TO
EXTENT THE RELATIONSHIP BETWEEN THE
YEARS OF SERVICE AND LEVEL OF
SATISFACTION.
HO: There is no significant relationship
between years of service and level of
satisfaction.
O E O E (O E)2 (O E)
4 5.50 -1.5 2.25 0.409
11 9.00 2 4 0.444
9 10.50 -1.5 2.25 0.214
4 4.62 -0.62 0.3844 0.083
6 7.56 -1.56 2.4336 0.321
10 8.82 1.18 1.3924 0.157
3 0.88 2.12 4.4944 5.107
1 1.44 -0.44 0.1936 0.134
2 1.68 0.32 0.1024 0.061Total 6.933
EMPLOYEE SATISFACTION61
-
8/3/2019 Employee Satisfaction Rev3
62/90
Degree of freedom - 4
Table value 9.49
Calculated value 6.9335
Since the calculated value is less than the table
value. So the Null hypothesis is accepted.
Hence, there is no significant relationship
between experience of employee and their level
of satisfaction.
4. D DESCRIPTIVE
STATISTICS TABLE
(COMBINED MEAN)
The tables below show the combined mean of
the perceived value of employee satisfaction in
relation with factors described. Higher thescore, better the satisfaction of the particular
factor.
Sr.No.
Factors CombinedMean
Rema
A1 COMPANY CULTURE 3.96 Excel
A2 COMPANY POLICY AND ACTIVITIES 4.03 Excel
A3 WORK PLACE AND ENVIRONMENT 4.21 ExcelA4 COMMUNICATION 4.07 Excel
A5 TRAINING AND DEVELOPMENT 3.80 Good
A6 PERFORMANCE APPRAISAL 3.84 Good
A7 COMPENSATION 3.62 Good
EMPLOYEE SATISFACTION62
-
8/3/2019 Employee Satisfaction Rev3
63/90
A8 MANAGER/SUPERVISOR CO-OPERATION 3.85 Good
A9 JOB SATISFACTION 4.05 Excel
A10OPPORTUNITY FOR PROMOTION/ CAREERPROSPECTUS 3.84 Good
COMBINED MEAN VALUE OF FACTORS
3.96
4.03
4.21
4.07
3.803.84
3.62
3.85
4.05
3.84
3.30
3.40
3.50
3.60
3.70
3.80
3.90
4.00
4.10
4.20
4.30
FACTORS
MEA
A1 A2 A3 A4 A5 A6 A7 A8 A9 A10
INTERPRETATION:
The average Employee Satisfaction for the total
respondents is 3.93 which indicate that theemployees are relatively satisfied with the
various services being catered by the company.
It can be attributed to the fact that the company
caters to the various needs of the employees. It
also shows that employees are not satisfied in
Compensation Area (Mean-3.62) compare toall areas. Similarly other areas must be taken
care by company are Training and
Development (Mean3.80), Performance
Appraisal and Opportunity for Career
EMPLOYEE SATISFACTION63
-
8/3/2019 Employee Satisfaction Rev3
64/90
Prospectus (Mean-3.84), Manager/ Supervisor
Co-operation (Mean-3.85). Total respondent
shows that employees are more satisfied in
Work Placement and Environment (Mean-4.21)
followed by Communication Area (Mean
4.07), Job Satisfaction (Mean4.05), Company
Policy (Mean4.03) and Company Culture
(Mean3.96).
4. D2 EMPLOYEE
SATISFACTION COMPARISION
FACTORWISE BASED ON
MEAN
The tables below show the overall mean of the
perceived value of employee satisfaction
related to categories like gender, designation,qualification, employee age and experience in
relation with factors described. Higher the
score, better the satisfaction of the particular
factor. It also gives the clear picture of how the
people from different categories perceive the
same factor in the same organization
differently. This shows the perception of the
employees with different background perceives
the things differently.
EMPLOYEE SATISFACTION64
-
8/3/2019 Employee Satisfaction Rev3
65/90
MEAN and SDCAT. A1 A2 A3 A4 A5 A6 A7 A8 A9 A10
GENDER
Mean3.94 4.06
4.21 4.10
3.80 3.84
3.67 3.90
4.07 3.85
SD0.33 0.35 0.4 0.38
0.38 0.39
0.51 0.32
0.38 0.45
DESIGN.
Mean3.98 4.07
4.27 4.11
3.84 3.88
3.55 3.89
4.10 3.93
SD0.31 0.37
0.28 0.37 0.4 0.39
0.46 0.31
0.37 0.35
QUAL.
Mean3.92 3.97
4.17 4.01
3.76 3.78
3.64 3.75
3.96 3.75
SD
0.3
2 0.35 0.4 0.4
0.4
9 0.33
0.5
2 0.33
0.3
5 0.48EMP.AGE
Mean3.94 3.97
4.21 4.07
3.76 3.84
3.62 3.83
4.04 3.81
SD0.33 0.35
0.42 0.39
0.51 0.35
0.38 0.35
0.39 0.37
YRS OFSERVICE
Mean4.01 4.06
4.22 4.08
3.82 3.86
3.62 3.86
4.05 3.89
SD0.41 0.34
0.36 0.39
0.32 0.32
0.53 0.39
0.34 0.31
EMPLOYEE SATISFACTION65
-
8/3/2019 Employee Satisfaction Rev3
66/90
MEAN FACTORWISE
3.40
3.50
3.60
3.70
3.80
3.90
4.00
4.10
4.20
4.30
A1 A2 A3 A4 A5 A6 A7 A8 A9 A10
MEA
N
GENDER DESIGNATION QUALIFICATION
EMPLOYEE AGE YEARS OF SERVICE
INTERPRETATION:
From the Table and Figure displayed mean
factor wise i.e. A1 to A10 for category like
Gender, Designation, Qualification, EmployeeAge and Years of service in a company. From
this we can analyzed which category of
respondents are more satisfied and less satisfied
in particular factor i.e. A1 to A10.
A1 (Company Culture): Years of Service
category (Mean-4.01) is more satisfied whileQualification category (Mean-3.92) is less
satisfied.
EMPLOYEE SATISFACTION66
-
8/3/2019 Employee Satisfaction Rev3
67/90
A2 (Company Policy), A5 (Training and
Development): Designation category (Mean-
4.07, Mean-3.84) is more satisfied while
Qualification (Mean-4.01, Mean-3.76) and
Employee Age (Mean-4.01, Mean-3.76) is less
satisfied.
A3 (Workplace), A4 (Communication), A6
(Performance Appraisal), A9 (Job Satisfaction),
A10 (Opportunity for Promotion and Career):
Designation category (Mean-4.27, 4.11, 3.88,
4.10, 3.93 respectively) is more satisfied while
Qualification category (Mean-4.17, 4.01, 3.78,
3.96, 3.75 respectively) is less satisfied.
A7 (Compensation): Gender category (Mean-
3.67) is more satisfied while Designation
category (Mean-3.55) is less satisfied.
A8 (Manager Co-operation): Gender category
(Mean-3.90) is more satisfied while
Qualification category (Mean-3.75) is less
satisfied.
CHAPTER 5
EMPLOYEE SATISFACTION67
-
8/3/2019 Employee Satisfaction Rev3
68/90
FINDINGS
5.A1 FINDINGS FROM
SIMPLE PERCENTAGE
ANALYSIS AND
DESCRIPTIVE STATISTICS
1) The number of male employees in the
company is more with the percentage of
82%; where as female employees are
only 18%.
2) The percentage of lower management
employees in the company is more i.e.
50%.
3) Majority of the employees belongs to the
age group of 31-40 Years i.e. middle agegroup.
4) The data regarding the qualification of
the employees shows that majority of
the employees are graduates with 64%.
The percentage level of post graduates is
low i.e. 36%.
5) Majority of employees experience with
42% have more than 10 years of
experience.
EMPLOYEE SATISFACTION68
-
8/3/2019 Employee Satisfaction Rev3
69/90
6) The respondents are satisfied with the
environment and nature of work
environment and nature of work as their
mean value is near to 4.20 which are
excellent.
7) Communication of company people with
their employees also seems to be
excellent as mean value is 4.06.
8) Employees are also satisfied with job
satisfaction provided by the company themean value is 4.05; which is an excellent
level.
9) Employees are happy with Company
policies and activities with mean value of
4.03 which is again an excellent level.
10) Employees
top related