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A STUDY ON SATISFACTION OF EMPLOYEES

K.L.Es. S. NIJALINGAPPA COLLEGE Page 1

INTRODUCTION

HUMAN RESOURCE MANAGEMENT

Human resource (or personnel) management, in the sense of getting things

done through people. It's an essential part of every manager's

responsibilities, but many organizations find it advantageous to establish a

specialist division to provide an expert service dedicated to ensuring that the

human resource function is performed so efficiently.

"People are our most valuable asset" is a clich, which no member of any

senior management team would disagree with. Yet, the reality for many

organizations is that their people remain

under valued under trained under utilized poorly motivated, and consequently perform well below their true capability

The rate of change facing organizations has never been greater and

organizations must absorb and manage change at a much faster rate than in

the past. In order to implement a successful business strategy to face this

challenge, organizations, large or small, must ensure that they have the right

people capable of delivering the strategy.


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The market place for talented, skilled people is competitive and expensive.

Taking on new staff can be disruptive to existing employees. Also, it takes

time to develop 'cultural awareness', product/ process/ organizationknowledge and experience for new staff members.

As organizations vary in size, aims, functions, complexity, construction, the

physical nature of their product, and appeal as employers, so do the

contributions of human resource management. But, in most the ultimate aim

of the function is to: "ensure that at all times the business is correctly

staffed by the right number of people with the skills relevant to the

business needs", that is, neither overstaffed nor understaffed in total or in

respect of any one discipline or work grade.

Human resources are the most valuable and unique assets of an organization.

The successful management of an organization's human resources is an

exciting, dynamic and challenging task, especially at a time when the worldhas become a global village and economies are in a state of flux. The

scarcity of talented resources and the growing expectations of the modern

day worker have further increased the complexity of the human resource

function. Even though specific human resource functions/activities are the

responsibility of the human resource department, the actual management of

human resources is the responsibility of all the managers in an organization.

It is therefore necessary for all managers to understand and give due

importance to the different human resource policies and activities in the

organization. Human Resource Management outlines the importance of


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HRM and its different functions in an organization. It examines the various

HR processes that are concerned with attracting, managing, motivating and

developing employees for the benefit of the organization.

Human Resources Development (HRD) refers to the function (or discipline)

that focuses on the people who work for a company. HRD specialists (both

internal employees and external consultants) use a variety of performance

assessment and management tools to help the company's workers improve

their job skills, increase their job satisfaction and plan for a full and

rewarding future.

1. History The term "Human Resource Development" was coined by Leonard

Nadler, professor emeritus at George Washington University and

author of "The Handbook of Human Resource Development." Nadler

first publicized the term at the 1969 American Society for Training

and Development conference in Miami. With his wife, Zeace, Nadler

has since written many books about training and development,

including "Every Manager's Guide to Human Resource

Development."

Function To improve the working life of the company's employees, HRD

specialists use a variety of tools and techniques:

Assessments and surveys (to determine what gaps exist between theemployee's ability to do the work and what the job requires).


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Training programs to improve job performance. This training can beoffered face-to-face in a traditional classroom setting, or as an online

course. It can also be group-based or self-paced.Analyses of the current business situation and projections for how

much "human capital" will be necessary to meet future needs.

Consultations with upper management and coaching of supervisors.

Human resource management (HRM) is the strategic and coherent approach

to the management of an organization's most valued assets - the people

working there whom individually and collectively contribute to the

achievement of the objectives of the business. The terms "human resource

management" and "human resources" (HR) have largely replaced the term

"personnel management" as a description of the processes involved in

managing people in organizations. In simple words, HRM means employing

people, developing their capacities, utilizing, maintaining and compensating

their services in tune with the job and organizational requirement.

The HRM discipline is based primarily on the assumption that employees

are individuals with varying goals and needs, and as such should not be

taught of as basic business resources, such as trucks and filing cabinets. The

field takes a positive view of workers, assuming that virtually all wish to

contribute to the enterprise productively, and that the main obstacles to their

endeavors are lack of knowledge, insufficient training, and failures ofprocess.

Human resources management involves several processes. Together they are

supposed to achieve the above-mentioned goal. These processes can be

performed in an HR department, but some tasks can also be outsourced or


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performed by line-managers or other departments. When effectively

integrated they provide significant economic benefit to the company.

The widely used schemes to describe the role of Human resource

management are as follows:

Workforce planning Recruitment (sometimes separated into attraction and selection) Induction, Orientation and On boarding Skills management Training and development Personnel administration Compensation in wage or salary Time management Travel management (sometimes assigned to accounting rather than

HRM)

Payroll (sometimes assigned to accounting rather than HRM) Employee benefits administration Personnel cost planning Performance appraisal Labour relations Employee Behavior And Attitude


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FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

Managerial functions Operative Functions

1) Planning 1. Employment2) Organizing 2. H R D3) Directing 3. Compensation4) Coordinating 4. Human relation5) Controlling 5. Industrial Relation

6. Recent trends in HRM

Managerial Functions:

Managerial functions of personnel management involve planning, organizing,

directing and controlling. All these function influence the operative functions.

(i) PLANNING:

It is a per-determined course of action. Planning is determination of personnel

programs and changes in advance that will organizational goals. In other words it

involves planning of human resources requirements, recruitment, selection,

training, etc. It also involves forecasting of personnel needs, changing values,attitudes and behavior of employees and their impact on organization.


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(ii) ORGANISING:

An organization is a means to an end. It is essential to carryout the

determined course of action. In the words of J.C. Massie, an organization is astructure and a process by which co-operative group of human beings allocated

its task among its members, identifies relationships and integrates its activities

towards common objective. Complex relationships and integrates its activities

towards and the general departments as many top managers are seeking the

advice of personnel manager. Thus, organization establishes relationships among

the employees so that they can collectively contribute to the attainment of

companys goals.

(iii) DIRECTING:

The next logical function after completing planning and organizing it is

the execution of the plan. The basic function of personnel management at any

level is motivating, commanding, leading and activating people. The willing and

effective co-operation of employees for the attainment of organizational goals, is

possible through proper organizational goals, is possible through proper

direction. Tapping the maximum potentialities of the people is possible through

motivation and command. Thus, direction is an important managerial function in

building sound industrial and human relations besides securing employee

contributions. Co-ordination deals with the task of blending efforts in order toensure successful attainment of an objective. The personnel mangers at different

levels as far as personnel functions are concerned. Personnel Management

function should also be co-ordinate with other function of management like

management of material, machine and money.


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(iv) CONTROLLING:

After planning, organizing, and directing the various activities of the personnelmanagement, the performance is to be verified in order to know that the personnel

functions are performed in conformity with the plans and directions controlling

also involves checking, verifying and comparing of the actual with the plans,

identification of deviations. Thus, action and operation are adjusted to pre-

determined plans and standard through control. Auditing, training programs,

analyzing labour turnover records, directing morale surveys, conducting

separation interviews are some of the means for controlling the personnel

management functions.

OPERATIVE FUNCTIONS:

The operative functions of personnel management are related to specific activities

of personnel management viz., employment, development, compensation and

relations. All these functions are interacted by managerial functions. They are:-

1) EMPLOYMENT: -It is the first operative function of Human Resource

Management. Employment is concerned with securing and employing the people

possessing required skill and securing of human resources necessary to achieve

the organizational functions such as job analysis, human resource planning,recruitment, selection, placement, induction and internal mobility.


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a)JOB ANALYSIS:

It is process of study and collection of information relating to theoperations and responsibilities of a specific job. It includes:-

Collection of data information, facts and ideas relating to various aspects ofjobs including men, machines and materials.

Preparation of job description, job specification which will help in identifyingthe nature, levels and quantum of human resources.

Providing the guides, plans and basis for job design and for all operativefunctions of Human resource Management.

b)HUMAN RESOURCES PLANNING:

It is a process for determination and assuring that the organization will

have an adequate number of qualified persons, available at proper times,

performing jobs which would meet the needs of the organization and which

would meet the needs of the organization and which would provide satisfaction

for the individuals involved. It involves:-

Estimation of present and future requirements and supply of human resourcesbasing on objective and long range plans of the organization.

Calculation of net human resources requirements based on present inventoryof human resources.

Taking steps to mould, change, and develop the strength of existing employeesin the organization so as to meet the future human resource requirements.

Preparation of action programs to get the rest of human resources from outsidethe organization and to develop the human resources of existing employees.


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c)RECRUITMENT:

It is the process of searching for prospective employees and stimulating them toapply for jobs in an organization. It deals with:

Identification of existing sources of applicants and developing them. Creation\identification of new sources of applicants. Stimulating the candidates to apply for the job in the application. Striking a balance between internal and external sources.

d)SELECTION:

It is process of ascertaining the qualifications, experience, skill,

knowledge, etc., of an applicant with a view to appraising his\her suitability to a

ob appraising.

This function includes:

Framing and developing application blanks. Creating and developing valid and reliable testing techniques. Formulating interviewing techniques. Checking of references. Setting up medical examination policy and procedures. Line managers decision. Sending letters of appointment and rejection. Employing the selected candidates who report for duty.


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e) INDUCTION AND ORIENTATION:

Induction and orientation are techniques by which a new employee isrehabilitated in the changed surrounding and introduced to the practices, policies,

purposes and people etc., of the organization.

Acquaint the employee with the company philosophy, objectives,policies, career planning and development, opportunities, product,

market share, social and community standing, company history, culture etc.

Introduce the employee to the people with whom he has to work such as peers,supervisors and subordinates.

Mould the employee attitude by orienting him to the new working and socialenvironment.

2. HUMAN RESOURCES DEVELOPMENT:

It is the process of improving, molding, and changing the skills,

knowledge, creative ability, aptitude, attitude, values, commitment, etc., based on

present and future job and organizational requirements.

This function includes:-

PERFORMANCE APPRAISAL:

It is the systematic evaluation of individuals with respect to their performance on

the job and their potential for development.

It includes:-

a) Developing policies, procedures and techniques.

b) Helping the functional mangers.


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c) Reviewing of reports and consolidation of reports.

d) Evaluating the effectiveness of various programs.

TRAINING:

It is the process of imparting the employees the technical and operating skills and

knowledge. It includes:

a) Identification of training needs of the individuals and the company.

b) Helping and advising line management in the conduct of training

programs.

c) Imparting or requisite job skills and knowledge to employees.

d) Evaluating the effectiveness of training programs.

e) Developing suitable training programs.

MANAGEMENT DEVELOPMENT:

It is the process of designing and conducting suitable executive development

programs so as to develop the managerial and human relations skill of employees.

It includes:-

a) Identification of the areas in which management development isneeded.

b) Conducting development programs.c) Motivating the executives.d)

Designing special development program for promotions.

e) Using the services of specialists, and or utilizing of the institutionalexecutive developing programs.

f) Evaluating the effectiveness of executive development programs.


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CAREER PLANNING AND DEVELOPMENT:

It is the planning of ones career and implementation of career plans by means ofeducation, training, job search and acquisition of work experiences. It includes

internal and external mobility.

Internal mobility:-

It includes vertical and horizontal movement of an employee with in an

organization. It consists of transfer, promotion and demotion.

Transfer:-

It is a process of placing employees in the same level jobs where they can be

utilized more effectively in consistence with their potentialities and needs of the

employees and the organization. It also deals with:

a) Developing transfer policies and procedures.

b) Guiding employees and line management on transfers.

c) Evaluating the execution of transfer policies and procedures.

Demotion:-

It deals with downward reassignment to an employee in an organization.

a) Develop equitable, fair and consistent demotion policies and procedure.

b) Advising line mangers on matters relating to demotions.c) Oversee the implementation of demotion policies and procedures.


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ORGANISATION DEVELOPMENT:

It is planned process designed to improve organizational effectiveness and healththrough modifications in individual and group behavior, culture and systems of

the organization using knowledge and technology of applied behavioral science.

2. COMPENSATION:-

It is the process of providing adequate, equitable and fair

remuneration to the employees. It includes job evaluation, wage and salary

administration, incentives, bonus, fringe benefits, social security measures etc.

i )Job Evaluation:-

It is a process of determining relative worth of jobs:

a) Select suitable job evaluation techniques.

b) Classify jobs into various categories.

c) Determining relative values of jobs in various categories.

ii) wage and Salary Administration:-

This is the process of developing and operating a suitable wage and salary

program. It covers:

a) Conducting wage and salary survey.

b) Determining wage and salary rates based on various factors.

c) Administering wage and salary programs.

d) Evaluating its effectiveness.


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iii) Incentives:-

It is the process of formulating administering and reviewing the schemes offinancial incentives in addition to regular payment of wages and salary. It

includes:

a) Formulating incentive payment schemes.

b) Helping functional managers on the operation.

c) Review them periodically to evaluate effectiveness.

iv) Bonus:

It includes payment of statutory bonus according to the payment Act o

Bonus 1965, and its latest amendments.

v) Fringe Benefits:-

These are the various benefits at the fringe of the wage. Management provides

these benefits to motivate the employees and to meet their lifes

contingencies. These Benefits include:

a) Disablement benefit

b) Housing facilities

c) Educational facilities to employees and children

d) Canteen facilities

e) Recreational facilitiesf) Conveyance facilities

g) Credit facilities

h) Legal clinic

i) Medical, maternity, and welfare facilities


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vi) Social Security Measures:

Managements provide social security to their employees in addition to the fringebenefits. These measures include:

a) Workmens compensation to those workers (or their dependants) who involve

in accidents.

b) Maternity benefits to women employees.

c) Sickness benefits and medical benefits.

d) Disablement benefits\allowance.

e) Dependent benefits.

f) Retirement benefits like provident fund, pension, gratuity etc.

2. HUMAN RELATIONS:

Practicing various human resources policies and programs like

employment, development and compensation and interaction among employees

create a sense of relationship between the individual worker and management,

among workers and trade unions and management.

It is the process of interaction among human beings. Human relations is an area

of management in integrating people into work situation in a way that motivates

them to work situation in a way that motivates them to work together

productively, co-operatively and with economic, psychological and social

satisfaction It includes:a) Understanding and applying the models of perception, personality, learning,

intra and personal relations, intra and inter group relations.

b) Motivating the employees.

c) Boosting employee morale.


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d) Developing the leadership skills.

e) Developing the communication sills.

f) Redressing employee grievances properly and in time by means of a wellformulated grievances procedure.

g) Handling disciplinary cases by means of an established disciplinary

procedures.

h) Counseling the employees in solving their personal, family and

work problems and releasing their stress, strain and stress.

i) Improving quality of work life of employees through participation and other

means

2. EFFECTIVENESS OF HUMAN RESOURCES MANAGEMENT:-

Effectiveness of various personnel programs and practices can be

measured or evaluated by means of organizational health and human resources

accounting etc.

a) Organizational Health:

Organizational health may be studies through the result of employees

contribution to the organization and the employee job satisfaction. The result o

the employee satisfaction can be understood by labour turnover, absenteeism,

commitment, and the like. Low rate of absenteeism and specific and high rate o

employee commitment most probably indicate employee satisfaction about theob and the organization. Employee contribution to the organizational goals can

be measured through employee productivity of different types.


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b) Man Resource Accounting, Audit and Research.

Effectiveness of human resources management can also be found outthrough Human resource accounting, audit and research.

c) Human Resource Accounting (HRA):

It is a measurement of the cost and value of human resources to the

organization. H.R.M is said to effective if the value and contribution of human

resources to the organization is more than the cost of human resources

d) Human Resource Audit:

H.R.A refers to an examination and evaluation of policies, procedures and

practices to determine the effectiveness of HRM. Personnel audit;

Measures the effectiveness of personnel programs and practices

Determines what should or should not be done in future.

e) Human resource research:

It is a process of evaluating the effectiveness of human resources policies and

Practices and developing more appropriate ones. It includes: Conducting morale,

attitude, job satisfaction and behavior surveys.

a) Collecting of data and information regarding wages, cost- benefit analysis of

training, benefits, productivity, absenteeism, employee turnover, strikes,accidents, operations, working hours, shifts etc.

b) Tabulating, computing and analyzing of the data and information.

c) Report writing and submission to the line managers.


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d) Finding out of defects and shortcoming in the existing policies, practices etc.

e) Developing of more appropriate policies, procedures, and programs o

personnel. The effectiveness in performing personnel and human resourcesmanagement. Employees and the goal of the society and or government. The

objectives of human resources management are formulated on the basis of

organizational objectives, individual goals, social goals and the functional

analysis of personnel and H.R.M.

Modern Concept of Human Resource Management.

In the 1980s, the concept of human resource management began to gain ground at

the expense of personnel management (Storey, 2001). At the root of the new

thinking about the management of people in organizations was the perception of

the increasing competitiveness of the global economy (Best, 1990).

The success of large Japanese corporations in export markets for traditional

western products such as cars and electronic goods in the 1970s and 80s took

many western corporations by surprise. Studies of Japanese corporations

emphasized the importance of effective people management in the competitive

strategies of these organizations (Ouchi, 1982).

The studies showed that Japanese employers performed far better than Western

competitors in terms of labour productivity and in process innovation. The key to

this success lay in the human resource management practices adopted by Japanese

corporations such as Toyota and Matsushita.These practices became evident in western countries as Japanese corporations

established manufacturing plants throughout Europe and North America.The

human resource management practices which had been so. Successful in Japan

were transplanted with great success to these overseas transplants (Wickens).


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The emphasis in personnel management in the mid-20 th century was on the

regulation of the management of people in organizations. This regulatory role

was reinforced, particularly in Europe and Australia (less so in the USA) byincreasing government regulation of employment conditions through legislation

concerned with the conduct of industrial relations, discrimination, employment

rights, health and safety and other employment conditions.

HUMAN RESOURCE DEVELOPMENT

Human resource development is "organized learning activities arranged within an

organization in order to improve performance and/or personal growth for the

purpose of improving the job, the individual, and/or the organization".

Human resource development includes the areas of training and development,

career development, and organization development. This is related to Human

Resource Management -- a field which includes HR research and information

systems, union/labour relations, employee assistance, compensation/benefits,

selection and staffing, performance management systems, HR planning, and

organization/job design.


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1.1 INTRODUCTION TO THE STUDY

The relationship between man and work has always attracted the attention of

philosophers, scientists and novelists. The nature and significance of work

should be important as an area of study, as it occupies much of a mans life

span.

By working on a job, most men gratify many of their needs. Work in this

regard, is a potent source of need gratification of all types such as physical,

security, social and ego needs. Employees Satisfaction is primarily based

upon the satisfaction of needs. The stronger the need, the more closely will

be the employee satisfaction depend on its gratification.

Satisfaction is a powerful motivator of human behavior. It is imperative that

administrators understand satisfaction vs. dissatisfaction. The benefits of

employee satisfaction are often realized immediately and results can be

staggering.

Improved Instruction. Enhanced Teamwork Decreased Turnover /Improved Retention Increased Productivity Better Communication


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The term employees satisfaction covers the satisfaction derived from being

engaged in work or in any pursuit of a higher order. It is essentially related

to human needs and their fulfillment through work. It is generated by theindividuals perception of how well his employer satisfies his various needs.

Organizations today focus much attention in measuring and improving their

workers attitude, but this was not the case always. In the scientific

management era, the employees were considered to be just another machine.

There was no interest in employee satisfaction. After all, a machine does not

have any attitudes or feelings.

Soon efforts were undertaken to measure attitudes and to train supervisors to

be sensitive to employees feelings. It was thought if the job satisfaction and

morale could be improved, job performance would improve as well.

Measurement of employees attitude can also be used to benefit employees.

Some organizations consider attitude survey as a form of upward

communication and a chance for their employees to express their feelings

about positive and negative aspects of the workplace. Such attitude surveys

are only beneficial if the communication channels operate in both directions.

Periodic attitude surveys can be of immense practical importance to both theemployers and the employees providing both an ongoing analysis of

employees, participation in shaping the organization policies and practices.


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CHAPTER2

TITLE OF THE STUDY

EMPLOYEE SATISFACTION IN STRING INFO KNOWLEDGE

SERVICES

2.1 Objectives of the Study

To identify the various factors relating to employees satisfaction.

To locate specific areas which can be further improved to delight theemployees.

To identify the association between the variables related to employeessatisfaction.

To make suggestions on the basis of findings to improve the level ofsatisfaction in the organization.


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2.2 Need and Importance of the Study

Achievement of productivity coupled with the satisfaction of the employee

needs to be the concern of all organizations. Hence, a periodic survey of

employees satisfaction is of paramount importance, the nature being

different for each category of employees depending on their needs.

Employees satisfaction reduces absenteeism and improves employee

turnover. Globally, almost all the organizations are keen to ensure employee

satisfaction.

The study of employees satisfaction is useful to improve production,

organizational effectiveness, morale and economic development of the

country. Various theories help us to identify the organizational factors that

influence employees attitude and satisfaction. They are work environment

and infrastructure, relationship with colleagues, motivation and recognition,

remuneration, salary, job security, grievance handling, training and

development, and objectives.

Taylors approach to employees satisfaction was based on the most

pragmatic and essentially pessimistic philosophy that man is motivated bymoney alone, that the workers are essentially stupid and phlegmatic and

that they would be satisfied with work if they get higher economic return

from it. But during the present era, if we want productivity along with

financial reward that goes with it, we must treat your workers as your most


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important asset and Human Resource is considered as an important asset

and the people at the top level have started recognizing the fact that a happy

worker is called a productive worker and that is necessary that the rightperson is selected for the right job so that the individual satisfaction of the

organization is whole.

2.3 Scope of the Study

Employees satisfaction is a multi-faceted phenomenon. Many components

of the work environment facets influence the level of employees

satisfaction. They are,

Company Work Environment and Infrastructure Relationship with Colleagues Motivation and Recognition Salary Job Security Performance Appraisal Training and Development Promotional Opportunities. Personal Life

Satisfaction survey provides information on how employees feel about their

job and their organization. Therefore an enquiry has been made to look into

various facts of job and to measure the extent of satisfaction of employees

with these various facets.


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2.4 Limitations

Some employees were reluctant to answer the questions as they felt thatthe opinions expressed by them may be misunderstood by the

management resulting in difficulties for them.

In depth analysis was not possible in certain areas as it was considered tobe highly confidential.

A qualitative parameter like Employees Satisfaction requires a deeperunderstanding of the underlying factors influencing employee

satisfaction. This requires more time than what was available for the

project study.


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RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research

problems. It may be understood as a science of studying how research is

done scientifically. It includes the overall research design, the sampling

procedure, data collection method and analysis procedure.

Research is done through interview method using interview schedule. The

tool used for this study is the questionnaire which was given to all

respondents to express their view. with a five point rating scale. The

interview method is better where the interviewer and the respondent have

face to face contact.


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3.1RESEARCHDESIGN

A Research design is the arrangement of condition for collection and

analysis of data in a manner that with economy in procedure. It stands foradvance planning of the methods to be adopted for collecting the relevant

data and the techniques to be used in analysis, keeping the view the

objectives of the research and availability of time.

Descriptive research includes surveys and fact-finding enquiries of different

kinds. The major purpose of this research is description of state of affairs as

it exits at present.

3.2 SAMPLING DESIGN/TECHNIQUES

Sampling design is to clearly define set of objects, technically called the

universe to be studied. As the population size of the study consisted of

whole 135 employees who are working in the company. The sampling

design we used here is census method.

2.3 DATA COLLECTION METHOD

This study involves collection of primary data. Data was collected through

interview schedule that consists of multiple-choice questions.

2. 4 STATISTICAL TOOLSThe data are analyzed through statistical method. The statistical tools used to

analysis the data are Simple Percentage Analysis and Two way analysis.

Simple Percentage Analysis is used to find out the percentage level of

employee satisfaction.


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Primary data

The primary data was collected by issuing the questionnaires to the

respondents and collecting the data required.

Secondary data

The secondary data was collected by reference of few related books to the

topic.

3.1 COMPANY PROFILE

String Info Knowledge Services (P) Ltd is incorporated in the year 1998. It

is headquartered in Washington, DC with our full fledged development and

operations center in Bangalore, India.

Earlier, the company was named as Mind Space Cybertech. In 2002, the

company was renamed as String Info Knowledge Services (P) Ltd.The

Company was started with 10 members by doing data conversion. Then,

employees strength was increased into 135.

String Info has differentiated itself with its unique process efficiencies and

project management approach.

String Info services is a leading provider of knowledge management servicesof customers worldwide. The company is specialize in Digitization, data

harvesting, forms processing and mortgage services.


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Leadership:

Prashant P Kothari, as President of String Information Services, providesoverall direction and guidance with a specific focus on global marketing and

client servicing.

Karthik Karunakaran, heads the Indian arm of String. He was widely

exposed to Business Process Re-engineering and Business Process

Outsourcing. Gautam Dalmia, is the third founder of String.

Services offered at String Info:

Data Harvesting:

Strings experienced web researchers mine the World Wide Web, harvest

data and present in the format, the clients required. Expertise in data

processing domain also includes Indexes, Abstracts and forms processing.

Secondary Research/Market Intelligence:

String provides specialised secondary research services in varied fields.

Research Department covers a gamut of areas ranging from competitive

intelligence reports to market research, business development and strategic

planning.

Digitization services:

String provides comprehensive digitization services covering a multitude of

formats and media. Its universal data conversion solutions and pre-press

services are ideal for corporations, news organizations, publishers,


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educational institutions and libraries as well as all information intensive

organizations. Its data solutions division is well equipped to handle the

needs of highly complex publishing such as mathematical and scientificbooks, texts, journals and newsletters.

Mortgage Services:

String is a leading provider of business process outsourcing services to the

residential real estate industries. Its suite of offerings allows clients to focus

on their core business, by cost-effectively outsourcing non-core activities.

1.3 REVIEW OF LITERATURE

Over the years researchers have studied and attempted to quantify employee

commitment, loyalty, morale and overall employee satisfaction. This gave

rise to many types of employee surveys whose purpose was to measure one

or all of these components

The Two factor theory otherwise called motivation hygiene theory gives

the factors for employee satisfaction, proposed by Frederick Hertzberg.

According to Herzberg, the factors leading to job satisfaction are separate

and distinct from those that lead to job dissatisfaction. This theory proposestwo important factors. They are

ExtrinsicHygiene factors

IntrinsicMotivational Factors


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Hygiene factors are Company policy and administration, supervision,

Interpersonal relationship with superiors, peers, subordinates, salary, job

security, personal life, working environment, status, etc. Extrinsic factorsleads to dissatisfaction. These factors when absent, increase dissatisfaction

with the job. When present helps in preventing dissatisfaction but do not

increase satisfaction or motivation.

Motivational factors include achievement, recognition, advancement, work,

possibility of growth, responsibility, etc. Intrinsic factors are related with job

satisfaction. These factors when absent, prevent both satisfaction and

motivation, when present leads to satisfaction and motivation.

Some of the most extensive research in this area has been conducted by the

Gallop organization. This research came to the conclusion that overall

employee satisfaction is manifest in the level of engagement that employees

have in their work. In other words, employee engagement was the ultimate

expression of employee commitment, loyalty, morale and overall employee

satisfaction. Therefore organizations needed to focus on employee

engagement rather than on these other components of employee satisfaction

Based on their findings Gallup conducted further research which included

over 100,000 employees in America. The research showed that 26% ofemployees are fully engaged, 55% are not engaged: they are at work

physically but not mentally or emotionally, and 19% are actively

disengaged/unhappy, spreading discontentment and actively trying to

sabotage their organizations. This research clearly pointed out the large gap


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in employee engagement and the magnitude of the challenge facing most

organizations.

A review has identified four factors conducive to high levels of employee

job satisfaction: mentally challenging work, equitable rewards, supportive

working conditions and supportive colleagues. Importantly, these factors are

controllable by management.

Mentally challenging work:People prefer jobs that give them opportunities

to use their skills and abilities and offer a variety of tasks, freedom and

feedback on how well they are doing. These characteristics make work

mentally challenging.

Equitable Rewards:Employee wants pay systems and promotion policies

that they perceive as being just, unambiguous and in line with their

expectations. When pay is seen as fair biased on job demands, individual

skill level and community pay standards, satisfaction is likely to result.

Similarly employees seek fair promotion policies and practices. Promotions

provide opportunities for personal growth, more responsibilities and

increased social status. Individuals, who perceive that promotion decisions

are made in the fair and just manner, therefore are likely to experience

satisfaction from their jobs.

Supportive working conditions:Employees are concerned with their work

environment for both personal comfort and facilitating doing a good job.

Studies demonstrate that employees prefer physical surroundings that are not


34/80



dangerous or uncomfortable. Additionally, most employees prefer working

conditions to home, in clean and relatively modern facilities and adequate

tools and equipment.

Supportive colleagues:People get more out of work than merely money or

tangible achievements. For most of the employees, work also fills need for

social interaction. Not surprisingly, therefore, having friendly and supportive

workers leads to increased job satisfaction. Studies generally find that

employee satisfaction is increased when the immediate supervisor

understanding and friendly, offers praise for good performance, listens to

employeesopinions and shows a personal interest in them


35/80



ANALYSIS AND INTERPRETATION

1: Table showing satisfaction level of the employees towards company

Factors

Strongly

AgreeAgree Somewhatagree Disagree

Strongly

Disagree Total

f % F % F % f % f %

Optimistic

about the

company

68 50 57 42 10 7 0 0 0 0 135

Optimistic

about

themselves

with the

company

51 38 58 43 23 17 3 2 0 0 135

Care taken by

the company 18 13 82 61 30 22 5 4 0 0 135

Goals of the

company50 37 68 50 12 9 5 4 0 0 135

Company's

growth in key

areas

50 37 63 47 22 16 0 0 0 0 135

Company's

Leadership49 36 75 56 9 7 2 1 0 0 135

Total 286 403 106 15 0 810

Percentage 35 50 13 2 0 100


36/80



ANALYSIS

50% of respondents strongly agree that they are optimistic about the

organization, 42% of the respondents agree that they are optimistic

38% of the respondents strongly agree that they are optimistic, 43% of the

respondents agree that they are optimistic.

13% of the respondents say that the care is taken by the company, 61% of

the respondents agree that the company takes care of them

37% of the respondents are strongly satisfied about the goals of thecompany.

37% of the respondents are satisfied about the companys role in key

development.47 % of the respondents agree about their role


37/80



FIGURE4.1

Showing the Satisfaction Level of Employees about the Company

INFERENCE:

From the above table, it is inferred that satisfaction level of employee about

the company is more when compared with others.

ABOUT THE COMPANY

35

50

13

2

0

0

10

20

30

40

50

60

Strongly Agree Agree Somewhat Agree Disagree Strongly Disagree

FEEDBACK

Percentageofem

ployees


38/80



TABLE4.2

Showing the Satisfaction level of employees on Working Environment &Infrastructure

ANALYSIS

35% of the employees agree on Working Environment & Infrastructure in

the company. Only 13% of the employees somewhat agrees on Working

Environment & Infrastructure in the company.

Factors

Strongly

AgreeAgree

Somewhat

AgreeDisagree

Strongly

Disagree Tota

f % f % f % f % f %

About Working Environment 18 13 67 50 41 30 9 7 0 0 135

About Working hours 51 38 71 53 11 8 2 1 0 0 135

About company's facilities 94 70 3 2 17 13 21 16 0 0 135

Total 163 40 141 35 69 17 32 8 0 0 405

Percentage 40 35 17 8 0 100


39/80



FIGURE - 4.2

Showing Satisfaction Level of Employees towards their working

environment

INFERENCE:

From the above graph it is inferred that majority of the respondents agree

that the work environment is conducive

WORKING ENVIRONMENT

40

35

17

8

0

0

5

10

15

20

25

30

35

40

45


FEEDBACK

Percentageofemployees


40/80



TABLE4.3

Showing Satisfaction level of employees towards their Personal Life

Level No of respondents Percentage

Strongly Agree 37 27

Agree 62 46

Somewhat Agree 31 23

Disagree 5 4

Strongly Disagree 0 0

Total 135 100

ANALYSIS

27% of the employees have very good balance between their work life

and personal life. About 46% of the employees have balanced personal

life. About 23% of the employees have somewhat agree about their

balanced personal life


41/80



FIGURE4.3

Satisfaction Level of Employees towards their Personal Life

INFERENCE:

From the above graph it can be inferred that most of the respondents are

satisfied with their personal life

27

46

23

4

00

5

10

15

20

25

30

35

40

45

50


FEEDBACK


42/80



TABLE4.4

Showing Satisfaction level of employees towards their Company Policy

and Job Security

ANALYSIS

29% of the employees strongly agrees towards their Company Policyand Job Security. About 35% of the employees agree towards theirCompany Policy and Job Security. Only 13% of the employees

somewhat agrees towards their Company Policy and Job Security.

Factors

Strongl

y

Agree

Agree

Somew

hat

agree

Disagre

e

Strongl

y

Disagre

e

Tot

al

f % f % f % f % f %

About

company's

policies

22 16 80 59 26 19 7 5 0 0 135

About job

security55 41 68 50 7 5 5 4 0 0 135

Total 77 2914

855 33 12 12 4 0 0 270

Percentage 29 55 12 4 0 100

Percentageof

employees


43/80



FIGURE4.4

Satisfaction Level of Employees towards their Company Policy and JobSecurity

INFERENCE:

From the above graph, it is inferred that majority of the respondents are

satisfied with the company policy and job security. Few percentage of the

respondents are unsatisfied.

55

29

12

4

00

10

20

30

40

50

60


FEEDBACK

Percentage

ofemployees


44/80



TABLE -4.5

Showing Satisfaction level of employees towards their Promotional

Opportunities & Possibility of growth

Factors

Strongl

y Agree

Agree Somewh

at agree

Disagr

ee

Strongl

y

Disagre

e

Tot

al

f % F % f % f % f %

About

promotional

opportunities

48 36 48 36 33 24 6 4 0 0 135

About

transparency

in promotions

22 16 62 46 45 33 6 4 0 0 135

About career

growth16 12 74 55 39 29 6 4 0 0 135

Total 86 21 184 4511

729 18 4 0 0 405

Percentage 21 45 29 4 0 100

ANALYSIS

21% of the employees strongly agree on their promotional opportunities& possibility of growth. About 45% of the employees agree on their

promotional opportunities & possibility of growth. Only 29% of the

employees somewhat agrees on their promotional opportunities &

possibility of growth.


45/80



FIGURE4.5

Showing Satisfaction Level of Employees towards their Promotional

Opportunities & Possibility of Growth

INFERENCE:

From the above graph, it is inferred that majority of the respondents are

satisfied towards their promotional opportunities and their carrier

development in the organization.

21

45

29

4

0

0

5

10

15

20

25

30

35

40

45

50


FEEDBACK

Percentageofem

ployees


46/80



TABLE4.6

Showing Satisfaction level of employees towards their Training &

Development

ANALYSIS

23% of the employees strongly agree towards their Training &

Development. About 49% of the employees agreetowards their Training

& Development. Only 22% of the employees somewhat agrees towards

their Training & Development

Factors

Strongly

AgreeAgree

Somewhat

agreeDisagree

Strongly

DisagreeTotal

f % F % f % f % f %

About training

and development30 22 73

5

425 19 7 5 0 0 135

About training

usefulness35 26 75

5

619 14 6 4 0 0 135

Increase in

performance by

training

40 30 745

515 11 6 4 0 0 135

Development of

new skills34 25 46

3

446 34 6 4 3 2 135

About cross

training18 13 61

4

543 32 9 7 4 3 135

Total 157 2332

9

4

9148 22 34 5 7 1 675

Percentage 23 49 22 5 1 100


47/80



FIGURE4.6

Satisfaction Level of Employees towards their Training & Development

INFERENCE:

From the above graph, it is inferred that level of satisfaction towards their

training & development is high.

23

49

22

5

1

0

10

20

30

40

50

60


FEEDBACK

Percentag

eofemployees


48/80



TABLE4.7

Showing Satisfaction level of employees towards their Salary

Factors

Strongl

y AgreeAgree

Somewh

at agree

Disagr

ee

Strongly

Disagree Tot

alf % F % f % f % f %

About

adequacy in

salary

1 1 32 24 64 473

324 5 4 135

About change

in salary67 50 51 38 12 9 5 4 0 0 135

About

commensurabl

e ness of

salary

6 4 51 38 58 431

511 5 4 135

Total 74 1813

433

13

433

5

313 10 2 405

Percentage 18 33 331

32 100

ANALYSIS

18% of the employees strongly satisfiedon their Salary. About 33% of

the employees agree satisfieson their Salary. Only 33% of the employees

somewhat satisfieson their Salary.


49/80



FIGURE4.7

Satisfaction Level of Employees towards their Salary

INFERENCE:

From the above table, it is inferred that most of the respondents views are

satisfactory about their salary given to them from their organization.

18

33 33

13

2

0

5

10

15

20

25

30

35


FEEDBACK



50/80



TABLE4.8

Showing Satisfaction level of employees towards their Relationship with

colleagues

Factors

Very

much

satisfied

satisfied

somewh

at

satisfied

Dissatisfie

d

Very

much

dissatisfi

ed

Tota

l

f % F % f % f % f %

About

professionalis

m of

colleagues

41 30 77 57 15 11 2 1 0 0 135

About team

spirit47 35 72 53 12 9 4 3 0 0 135

About morale

of colleagues37 27 84 62 12 9 2 1 0 0 135

Total 125 3123

358 39 10 8 2 0 0 405

Percentage 31 58 10 2 0 100

ANALYSIS31% of the employees very much satisfied towards their relationship with

colleagues. About 58% of the employees satisfy towards their

relationship with colleagues.


51/80



FIG URE - 4.8

Satisfaction Level of Employees towards their Relationship with Colleagues

INFERENCE:

From the above table, it is inferred that the satisfaction level of the

employees is high.

31

58

10

2

0

0

10

20

30

40

50

60

70

Verymuch satisfied Satisfied Somewhat satisfied Dissatisfied Verymuch

dissatisfied

FEEDBACK



52/80



TABLE

4.9Showing Satisfaction level of respondents about their work

Factors

Very

much

satisfied

satisfied

somewh

at

satisfied

Dissatisfie

d

Very

much

dissatisfi

ed

Tota

l

f % F % f % f % f %

About

satisfaction of

job

33 24 81 60 17 13 4 3 0 0 135

About

satisfaction

with their

morale

47 35 61 45 26 19 0 0 1 1 135

About

satisfaction

with

company

26 19 84 62 23 17 2 1 0 0 135

Total

10

6 26

22

6 56 66 16 6 1 1 0 405

Percentage 26 56 16 1 0 100


53/80



ANALYSIS

26% of the employees very much satisfies about their work. About56% of the employees satisfy about their work. Only 16% of the

employees somewhat satisfies about their work.

FIGURE4.9

Satisfaction Level of Respondents about their Work

INFERENCE:

From the above table, it is inferred that the satisfaction level of the

employees about their work is satisfactory, only few of the respondents are

dissatisfied

26

56

16

10

0

10

20

30

40

50

60

Verymuch satisfied Satisfied Somewhat satisfied Dissatisfied Verymuch

dissatisfied

FEEDBACK



54/80



TABLE4.10

Showing Satisfaction level of employees about Overall satisfaction of job

Level No of respondents Percentage

Excellent 19 14

Good 84 62

Average 27 20

Fair 3 2

Poor 2 1

Total 135 100

ANALYSIS

14% of the employees rated their overall satisfaction as excellent.

About 62% of the employees rated their overall satisfaction as good.

About 20% of the employees rated their overall satisfaction as average


55/80



FIGURE4.10

Satisfaction Level of Employees about Overall Satisfaction of Job

INFERENCE:

From the above table, it is inferred that the overall satisfaction of the job of

the employees is good, only few number of the respondents are dissatisfied.

14

62

20

21

0

10

20

30

40

50

60

70

Excellent Good Average Fair Poor

FEEDBACK

Percentageofemp

loyees


56/80



TABLE 4.11 Showing Relationship between Experience and

satisfaction on Working Environment & Infrastructure

ANALYSIS

81% of the employees who have less than 3 months experience are satisfied

about the Working Environment & Infrastructure. About 77% of the

employees who have experience between 3 months to6months are I

Experience

Strongly

AgreeAgree

Somewha

t

agree

Disagre

e

Strongly

Disagree Total

F % F % F % f % f %

Less than 3

months2 3 47 78 11 18 0 0 0 0 60

3-6 months 24 25 51 53 19 20 2 2 0 0 96

6 months-1 year 23 23 58 59 15 15 3 3 0 0 99

1-1.5 year 24 35 32 46 12 17 1 1 0 0 69

1.5-2 years 9 20 24 53 8 18 4 9 0 0 45

More than2 years 8 22 20 56 4 11 4 11 0 0 36

Total 90 232 69 14 0 405


57/80



FIGURE4.11

Showing Relationship between Experience and satisfaction on Working

Environment & Infrastructure

INFERENCE:

From the above table, it is inferred that majority of the employees

experience of 3 months to 2years are satisfied about the working

environment, few of them feel the need for change.

0

10

20

30

40

50

60

70

80

90

less than 3

months

3-6

months

6-12

months

1-1.5year 1.5-2yr more than

2 yr

strongly agree

agree

somewhat agree

disagree

strongly disagree


58/80



TABLE4.12

Showing Relationship between Experience and satisfaction with

Personal Life.

Experience Strongly

Agree

Agree Somewha

t

agree

Disagr

ee

Strongl

y

Disagre

e

Tota

l

f % f % f % f % f %

Less than 3

months

5 25 9 45 5 25 1 5 0 0 20

3 - 6 months 8 25 16 50 5 16 3 9 0 0 32

6 months-1 year 6 18 19 58 7 21 1 3 0 0 33

1-1.5 year 8 35 9 39 6 26 0 0 0 0 23

1.5-2 years 6 40 4 27 5 33 0 0 0 0 15

More than 2

years

4 33 5 42 3 25 0 0 0 0 12

Total 37 62 31 5 0 135

ANALYSIS

70% of the employees who have less than 3 months experience aresatisfied about their personal life. About 75% of the employees who

have experience between 3 months to 6 months are satisfied about

their personal life. About 76% of the employees who have experience

between 6 months to 1 year are satisfied .


59/80



FIGURE4.12

Showing Relationship between Experience and satisfaction withPersonal Life.

INFERENCE:

From the above table, it is inferred that about their satisfaction of personal

life of the respondents having experience of 3 months to 2years are satisfied.

0

10

20

30

40

50

60

70

less than 3

months

3-6

months

6-12

months


2 yr

strongly agree

agree

somewhat agree

disagree

strongly disagree


60/80



TABLE4.13


Promotional Opportunities & Possibility of Growth

Experience

Strongly

AgreeAgree

Somewhat

agreeDisagree

Strongly

Disagree Total

f % f % f % f % f %

Less than

3months11 18 22 37 26 43 1 2 0 0 60

3 - 6 months 25 26 46 48 24 25 1 1 0 0 96

6 months-1

year16 16 48 48 27 27 8 8 0 0 99

1-1.5 year 16 23 32 46 18 26 3 4 0 0 69

1.5-2 years 10 22 22 49 11 24 2 4 0 0 45

More than2

years 8 22 14 39 11 31 3 8 0 0 36

Total 86 184 117 18 0 405

ANALYSIS

55% of the employees who have less than 3 months experience aresatisfied about their promotional opportunities. About 64% of the

respondents who have experience between 3 months to 6 months are

satisfied about their promotional opportunities. About 64% of the

respondents who have experience between 6 months to 1 year are

satisfied about their promotional opportunities.


61/80



FIGURE4.13


Promotional Opportunities & Possibility of Growth

INFERENCE:

From the above table, it is inferred promotional opportunities given by the

company is satisfactory and their career growth. .

0

10

20

30

40

50

60

less than 3

months

3-6

months

6-12

months


2 yr

strongly agree

agree

somewhat agree

disagree

strongly disagree

strongly agree

agree

somewhat agree

disagree

strongly disagree


62/80



TABLE-4.14


Training & Development

ANALYSIS

72% of the employees who have less than 3 months experience aresatisfied about their training and development. About 81% of the


satisfied about their training and development. About 74% of the

respondents who have experience between 6 months.

Experienc

e

Strongly

Agree

Agree Somew

hat

agree

Disagre

e

Strongly

Disagree

Tot

al

f % F % f % f % f %

Less than 3

months

11 11 61 61 25 25 3 3 0 0 100

3 - 6

months

44 28 84 53 30 19 1 1 1 1 160

6 months-1

year

43 26 80 48 30 18 6 4 6 4 165

1-1.5 year 33 29 49 43 25 22 8 7 0 0 115

1.5-2 years 10 13 36 48 23 31 6 8 0 0 75

More than

2 years

16 27 19 32 15 25 10 17 0 0 60

Total 157 329 148 34 7 675


63/80



FIGURE4.14

Showing Relationship between Experience and satisfaction withTraining & Development

INFERENCE:

From the above table, it is inferred that experience of 3months to

2years and more than 2 years are satisfied about their training and

development are satisfied.

0

10

20

30

40

50

60

70

less than 3

months

3-6

months

6-12

months


2 yr

strongly agree

agree

somewhat agree

disagree

strongly disagree

strongly agree

agree

somewhat agree

disagree

strongly disagree


64/80



TABLE4.15

Showing Relationship between Experience and satisfaction on Salary

Experience

Strongly

AgreeAgree

Somewh

at

agree

Disagr

ee

Strongly

DisagreeTot

al

f % f % f % f % f %

Less than 3

months 7 12 18 30 29 48 6 10 0 060

3 - 6

months14 15 28 29 39 41 13 14 2 2 96

6 months-1

year16 16 43 43 24 24 12 12 4 4 99

1-1.5 year 15 22 21 30 24 35 9 13 0 0 69

1.5-2 years 13 29 12 27 14 31 5 11 1 2 45

More than 2

years9 25 12 33 4 11 8 22 3 8 36

Total 74 134 134 53 10 405

ANALYSIS

42% of the employees who have less than 3 months experience aresatisfied about their salary. About 44% of the respondents who have

experience between 3 months to 6 months are satisfied about their

salary. About 59% of the respondents who have experience between 6

months to 1 year are satisfied about their salary.


65/80



FIGURE4.14

Showing Relationship between Experience and satisfaction on Salary

INFERENCE:

From the above table, it is inferred that employees are satisfied about the

salary given to them by the organization, of all the experience group.

0

10

20

30

40

50

60

less than 3

months

3-6 months 6-12

months


2 yr

strongly agree

agree

somewhat agree

disagree

strongly disagree

strongly agree

agree

somewhat agree

disagree


66/80



TABLE -4.16

Showing Relationship between Experience and satisfaction towards

Relationship with Colleagues

Experienc

e

Very

Much

Satisfied

Satisfied

Somew

hat

Satisfie

d

Dissatisf

ied

Very

dissatisfiedTot

al

f % f % f % f % f %

Less than 3

months 7 12 47 78 6 10 0 0 0 060

3 - 6

months29 30 61 64 6 6 0 0 0 0 96

6 months-1

year40 40 53 54 5 5 1 1 0 0 99

1-1.5 year 22 32 34 49 8 12 5 7 0 0 69

1.5-2 years 14 31 25 56 6 13 0 0 0 0 45

More than2

years13 36 13 36 8 22 2 6 0 0 36

Total 125 233 39 8 0 405

ANALYSIS

90% of the employees who have less than 3 months experience aresatisfied about their Relationship with Colleagues. About 94% of the


satisfied about their Relationship with Colleagues. About 94% of the

respondents who have experience between 6 months to 1 year are

satisfied about their Relationship with Colleagues. About 81% of the


67/80



respondents who have experience between 1 year to 1.5 years are

satisfied about their Relationship with Colleagues

FIGURE4.16

Showing Relationship between Experience and satisfaction towards

Relationship with Colleagues

INFERENCE:

From the above table, it is inferred that satisfied about their Relationship

with Colleagues only few of the respondents are dissatisfied.

0

10

20

30

40

50

60

70

80

90

less than 3

months

3-6

months

6-12

months


2 yr

strongly agree

agree

somewhat agree

disagree

strongly disagree

strongly agree

agree

somewhat agree

disagree

strongly disagree


68/80



TABLE -4.17

Showing Relationship between Experience and satisfaction about the

Work

ANALYSIS

80% of the employees who have less than 3 months experience aresatisfied about the work. About 80% of the respondents who have

experience between 3 months to 6 months are satisfied about their

Relationship with Colleagues.

Experience

Very

Much

Satisfied

Satisfied

Somewh

at

Satisfied

Dissatisfie

d

Very

Much

Dissatisfie

d

Tot

al

f % f % f % f % f %

Less than 3

months10 17 38 63 12 20 0 0 0 0 60

3 - 6 months 27 28 50 52 16 17 2 2 1 1 96

6 months-1

year25 25 57 58 15 15 2 2 0 0 99

1-1.5 year 25 36 34 49 8 12 2 3 0 0 69

1.5-2 years 12 27 26 58 7 16 0 0 0 0 45

More than2

years7 19 21 58 8 22 0 0 0 0 36

Total 10622

666 6 1 405


69/80



FIGURE4.17

Showing Relationship between Experience and satisfaction about the Work

INFERENCE:

From the above table, it is inferred that relationship with Colleagues are

good at work for the experience group of 3 months to 2 years and above,

only few of them are dissatisfied.

0

10

20

30

40

50

60

70

less than 3

months

3-6

months

6-12

months


2 yr

strongly agree

agree

somewhat agree

disagree

strongly disagree

strongly agree

agree

somewhat agree

disagree

strongly disagree


70/80



TABLE4.18

Showing Relationship between Experience and Overall Satisfaction ofJob

Experience Excellen

t

Good Average Fair Poor Tota

l

f % F % f % f % f %

Less than 3

months

3 15 13 65 4 20 0 0 0 0 20

3 - 6 months 3 9 21 66 6 19 2 6 0 0 32

6 months-1 year 5 15 17 52 10 30 0 0 1 3 33

1-1.5 year 4 17 17 74 0 0 1 4 1 4 23

1.5-2 years 2 13 9 60 4 27 0 0 0 0 15

More than 2

years

2 17 7 58 3 25 0 0 0 0 12

Total 19 84 27 3 2 135

ANALYSIS

80% of the employees who have less than 3 months experience ratedtheir overall satisfaction as good. About 75% of the respondents who

have experience between 3 months to 6 months rated their overall

satisfaction as good. About 67% of the respondents who have

experience between 6 months to 1 year are satisfied about their overall

satisfaction as good.


71/80



FIGURE4.18

Showing Relationship between Experience and Overall Satisfaction of

Job

INFERENCE:

From the above table, it is inferred that overall satisfaction of the job in

the organization is good for all the experience groups.

0

10

20

30

40

50

60

70

80

less than 3

months

3-6

months

6-12

months


2 yr

excellent

good

average

fair

poor

excellent

good

average

fair

poor


72/80



FINDINGS

Employees are highly satisfied

About the company On Company Policy and Job Security Relationship with colleagues About the work

Employees are satisfied

On working environment and infrastructure Balance between their Personal life and Work life On Training and Development Overall satisfaction with Job

Employees are neither satisfied nor dissatisfied with their Promotional

Opportunities and Possibility of Growth. Employees are dissatisfied about

their salary.

There is no association between

Experience and Satisfaction about the company. Experience and satisfaction on Working Environment & Infrastructure Experience and satisfaction with Personal Life Experience and satisfaction on Company Policy & Job Security

Experience and satisfaction on Salary Experience and satisfaction towards Relationship with Colleagues Experience and satisfaction about the Work Age and Satisfaction about the company Age and satisfaction on Working Environment & Infrastructure


73/80



Age and satisfaction with Personal Life Age and satisfaction on Company Policy & Job Security

Age and satisfaction with Promotional Opportunities & Possibility ofGrowth

Age and satisfaction with Training & Development Age and satisfaction on Relationship with Colleagues Education and satisfaction about the company Education and satisfaction on Company Policy & Job Security Education and satisfaction with Training & Development Education and satisfaction on Salary Education and satisfaction on Relationship with Colleagues Education and satisfaction about the Work

There is association between

Experience and satisfaction with Promotional Opportunities &Possibility of Growth

Experience and satisfaction with Training & Development Experience and Overall Satisfaction of Job Age and satisfaction on Salary Age and satisfaction about the Work Age and Overall Satisfaction of Job

Education and satisfaction on Working Environment & Infrastructure Education and satisfaction with Personal Life Education and satisfaction with Promotional Opportunities &

Possibility of Growth

Education and Overall Satisfaction of Job


74/80



SUGGESTIONS

There is some dissatisfaction level regarding the Salary among theemployees. So, the company may conduct a further survey to find the

expectations of employees.

The study shows that employees are not satisfied with the workingenvironment and infrastructure. So the company may take steps to

find out and cater the needs of employees.

The study reveals that employees are not satisfied with theirpromotional opportunities and possibility of growth. So the company

may follow a transparent policy to satisfy the employees.

There is significant association between experience, age, education,promotional opportunities, salary and satisfaction of job. So these

factors may be considered by the company in increasing the

satisfaction of the employees

The company may conduct a survey in depth to know theexpectations of employees relating to salary, work environment, andpromotional opportunities ,etc


75/80



CONCLUSION

A survey on satisfaction of employees has been conducted to

know the existing levels of satisfaction so that steps can be taken to maintain

and improve the levels and to have a positive attitude among the employees

towards their work.

After the survey, it is understood that employees are mostly

satisfied in all the factors. There exists some dissatisfaction level, regarding

some factors. Though it does not create a problem, the management can take

care of those things to avoid big problem in future.

It is clearly understood that the organization has taken efforts to

maintain the satisfaction level of the employees with respect to all the

factors. If these actions are continued, this company will undoubtedly

become the prime industry for the employees satisfaction is concerned.


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APPENDIX

A STUDY ON SATISFACTION OF EMPLOYEES IN STRING

INFOTECH

Name (optional) : Educational Qualification :

Age : Technical Qualification :

Marital Status : No. of years of service :Designation :

You are requested to mark any one of the alternatives A, B, C, D & E which

you feel correct in your opinion against each statement

Rating Scale DefinitionA Strongly Agree

B Agree

C Somewhat agree

D Disagree

E Strongly Disagree


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1. About the company

I am optimistic about the future of the company I am optimistic about my future success with the company I feel that the company cares about the people I am satisfied with my understanding of the direction of goals

of company

The company is a strong competitor in key growth areas ___ The companys leadership has a clear vision of the future __

2. Working Environment & Infrastructure

I have been provided with adequate physical environment(workspace, storage facility, appropriate illumination,

cleanliness, A/C etc.,) for performing my work ____

The working hours are comfortable ____ Adequate facilities are provided to attend my job ____

3. Personal Life I am able to balance my work life and personal life on regular

basis ____

4.

Company Policy & Job Security Company policies and procedures helps me ____ Job security is based on my performance ____


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5. Promotional opportunities & possibility of growth

I feel that people get ahead primarily on the merits of their work____

I feel there is fair and transparent career growth path ____ I have seen employees grow within the organization ____

6. Training & Development I am provided with adequate training/development programs to

adopt to the latest environment ____

The training given is helpful at work ____ Training helps to increase my performance ____ There are opportunities available for me to develop new skills

____

There are opportunities for me to cross-train and learn newskills ____


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7. Salary

The salary is adequate to meet the cost of living ____ I want a change in my present pay scale ____ The salary is commensurate ____

Rating Scale Definition

A Very much satisfied

B Satisfied

C Somewhat satisfied

D Dissatisfied

E Very much dissatisfied

8. Relationship with colleagues How satisfied are you with the professionalism of the people with

whom you work? ____

How satisfied are you with the team spirit in your work environment?____

How satisfied are you with the morale of the people with whom youwork? ____


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9. About the work

How satisfied are you with your job? ____ How satisfied are with your own morale? ____ How satisfied are you with the company as a place to work?

____

10. Overall Satisfaction of job

Overall, how do you rate your job satisfaction today?a)Excellent

b) Good

c) Average

d) Fair

e) Poor

Compared with your previous year, how would youdescribe your current job satisfaction level?

a) Much more satisfied

b) Somewhat more satisfied

c) Same as last year

d) Somewhat less satisfied

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