Deepa Mathur

There are various parameter on which you can do you survey like: 1. Working Environment. 2. Working Culture. 3.
Job Security. 4. Health & Hygiene. 5. Relation with coworkers. 6. Relation with Bosses. and Many more.
PROJECT REPORT
NAME: - Deepa Mathur ROLL NO: - 42101197
INSTITUTE OF MANAGEMENT TECHNOLOGY DISTANCE LEARNING PROGRAMME GHAZIABAD
NAME: - DEEPA MATHUR REGISTRATION NO: - 42101197 VENUE FOR VIVA VOCA: - IMT GHAZIABAD PERMANENT ADDRESS: - C2D/3A, PANKHA ROAD,
JANAKPURI, NEW DELHI 58.
DESIGNATION & OFFICE ADDRESS:-
MANAGEMENT TRAINEE,
SU-KAM POWER SYSTEMS LTD. 196 C, UDYOG VIHAR, SECTOR 37, GURGAON.
ACKNOWLEDGEMENT
In successfully completing my project report, I am indeed indebted to a large no. of people who have encouraged and helped me in a variety of ways. Its indeed a privilege to express my gratitude to the people involved. My profound and sincere thanks to Ms. Tanya Bhagat and Ms. Shweta Singh Gaur, Assistant Manager and Mr. M.M.H Beg, Sr. Manager - HR Su-Kam Power Systems Ltd, Gurgaon who consented to be my project advisor. I have paucity of words to express my obeisance before them for their keen interest, valuable guidance, unflinching judgment and constant encouragement during the entire course of my study. Words in my lexicon fall short to express my feelings towards Mr. Ambuj Mathur for his timely and important help in completing this project report. With limitless humility, I thank my mother-in-law, who bestowed me with enough courage to accomplish this treatise. Last but not the least, I owe my sincere regards to the Almighty for making me able to believe in myself and letting me utilize my potential to the fullest of my energy during the entire course of the study. Deepa Mathur
CONTENTS
Chapter No.
Title Acknowledgement HRM Summary Introduction Employee Satisfaction Research Methodology Analysis and Interpretation Conclusion
Page No. 2 4 9 12 14 18 45
HUMAN RESOURCES MANAGEMENT ISSUES
People are our greatest asset is a mantra that companies have been chanting for years. But only a few companies have started putting Human Resources Management (HRM) systems in place that support this philosophy. There are a number of challenges in the Indian industry which require the serious attention of HR managers to find the right candidate and build a conducive work environment which will be beneficial for the employees, as well as the organization. The industry is already under stress on account of persistent problems such as attrition, confidentiality, and loyalty. Other problems are managing people, motivation to adopt new technology changes, recruitment and training, performance management, development, and compensation management. With these challenges, it is timely for organizations to rethink the ways they manage their people. Managing HR in the knowledge based industry is a significant challenge for HR managers as it involves a multi task responsibility. In the present scenario, HR managers perform a variety of responsibilities. Earlier their role was confined to administrative functions like managing manpower requirements and maintaining rolls for the organization. Now it is more strategic as per the demands of the industry.
Managing People
In view of the industry dynamics, in the current times, there is a greater demand for knowledge workers. Resumes abound, yet companies still fervently search for
the people who can make a difference to the business. Often talented professionals enjoy high bargaining power due to their knowledge and skills in hand. The attitude is different for those who are taking up responsibilities at a lesser age and experience. These factors have resulted in the clear shift in approach to individualized career management from organization career commitment.
Motivating the Workforce

As the competition is growing rapidly in the global market, a technological edge supported by a talent pool has become a crucial factor for survival in the market. Naturally, as a result every organization gives top priority to technology advancement programs. HR managers are now performing the role of motivators for their knowledge workers to adopt new changes.
Competency Development
Human capital is the real asset for any organization, and this makes the HR role important in recruiting, managing, and retaining the best. The HR department has a clear role in this process and determines the success tempo of any organization. An urgent priority for most of the organizations is to have an innovative and competent HR pool; sound in HR management practices with strong business knowledge.
Recruitment and Training

Recruitment has become a major function from an imperative sub system in HR, particularly in the industry. HR managers play a vital role in creating assets for the organization in the form of quality manpower. Attracting new talent also is a top priority for software companies, but less so for smaller companies. Another challenge for HR managers is to put systems in place to make the people a perfect fit for the job. Skill redundancy is fast in the industry. To overcome this problem, organizations give the utmost priority to training and skill enhancement programs on a continuous basis. Many companies are providing technical training to the employees on a quarterly basis. These trainings are quite useful also in terms of providing security to the employees.
The Trust Factor
Low levels of trust inhibit tacit knowledge sharing in the knowledge based industry. It is essential that Our Company takes more initiatives to improve the security levels of the employees.
Work life Balance Factor

Another dimension to the challenges faced by our company is the growing pace of talent acquisition. This aspect creates with it the challenge of a smoother assimilation and the cultural binding of the new comers into the organization fold. The pressure of delivering the best of quality services in a reduced time frame calls for ensuring that employees maintain a work life balance.
Attrition/Retention of the Talent Pool

One of the toughest challenges for the HR managers in the industry is to deal with the prevalent high attrition levels. Though there is an adequate supply of qualified staff at entry level, there are huge gaps in the middle and senior level management in the industry. Further, the salary growth plan for each employee is not well defined. This situation has resulted in increased levels of poaching and attrition between organizations. The industry average attrition rate is 3035 per cent and could range up to 60 per cent.
Bridging the Demand Supply Gap

HR managers have to bridge the gap between the demand and supply of professionals. They have to maintain consistency in performance and have to keep the motivation levels of employees high, despite the monotonous nature of work. The same also leads to recurring training costs. Inconsistent performance directly affects revenues. Dwindling motivation levels lead to a loss of interest in the job and a higher number of errors.
10
Introduction to the Organization

Founded in 1992, Su-Kam is Indias biggest producer and supplier of power inverters. With the largest market share, Su-Kam products have set benchmarking standards for the Industry. Indeed, the company has played a seminal role in consolidating and upgrading the inverter industry from the unorganized to the organized sector, thereby adding immense value to the industry as a whole. Su-Kam offers a wide range of inverters and is the only Indian company to produce 100 KVA inverters. It has
11
established itself as a leader in product innovation, design sensibility and sales distribution network. Su-Kam has successfully expanded into other technology driven products like UPS systems and has made its presence felt in the field of batteries both lead acid and VRLA. A continuing focus on quality and adherence to international standards has enabled Su-Kam to export its products to various overseas markets across Asia, Africa, the Middle East and the Pacific region. At the core of Su-Kams growth are the twin values of innovation and customer engagement. The intense focus on R&D enables us to continuously develop new products to meet present and anticipated customer needs and to provide cost effective solutions of power generation. Su-Kam is developing a range of solar products with capability to run homes, offices, residential complexes a pointer to its futuristic vision and commitment to the environment. The wide dealer network, the largest for a company in the industry, and efficient Customer Care Service ensure prompt and effective solutions and after sales service for true Customer Engagement. Su-Kams robust business model has now been recognized globally also. All systems at Su-Kam are fully validated by independent international organizations. Su-Kam is the only Indian company in the power solutions business to receive: ISO 9001:2000 for its Quality management system. ISO 14001:2004 for its Environment management of production. 20 Products submitted. patents. Applications for 10 more have been
CE (Coformite European) and certification for its products.
UL
(Underwriters
laboratories)
In-house R&D recognition from the Government of India.
Kunwer Sachdev is the CEO of Su-Kam Power System Limited and is responsible for the vision and strategic direction of the company.
12
13
EMPLOYEE SATISFACTION
What does the term Satisfaction imply to an employee? It implies nothing else than the feeling of either being contended or non-contended on using a product. Employee Satisfaction is a prerequisite for the customer satisfaction. Enhanced employee satisfaction leads to higher level of employee retention. A stable and committed workforce ensures successful knowledge transfer, sharing, and creation --- a key to continuous improvement, innovation, and knowledge-based total customer satisfaction. When companies are committed with providing high quality products and services; when companies set high work standards for their employees; and
14
when employees are empowered through training and development, provided with knowledge and information, permitted to make mistakes without punishment, and trusted; they will experience an increase in their level of satisfaction at work. This level of satisfaction can be enhanced further if teamwork and visionary leadership are introduced. Continuous improvement comes from the efforts of the empowered employees motivated by visionary leadership. This is supported by the findings that empowerment and visionary leadership both have significant correlation with employee satisfaction. Teamwork is also supported by the findings. In addition, the study found significant correlation between employee satisfaction and employees intention to leave. The success of a corporation depends very much on customer satisfaction. A high level of customer service leads to customer retention, thus offering growth and profit opportunities to the organization. There is a strong relationship between customer satisfaction and employee satisfaction. Satisfied employees are more likely to stay with company and become committed and have more likely to be motivated to provide high level of customer service, by doing so will also further enhance the employees satisfaction through feeling of achievement. Enhanced employee satisfaction leads to improved employee retention; and employee stability ensures the successful implementation of continuous improvement and customer satisfaction. Customer satisfaction will no doubt lead to corporate success and greater job security. These will further enhance employee satisfaction. Therefore, employee satisfaction is a prerequisite for customer satisfaction.
15
Research Methodology
Objectives:
The study is conducted with the following objectives: 1. To discover the various expectations that determine the satisfaction level of employee. 2. To rank the factors according to the importance. 3. To measure the level of satisfaction of employees with respect to the company.
Employee Satisfaction Measurement
16
Employee satisfaction has been defined as a function of perceived performance and expectations. It is a persons feeling of pleasure or disappointment resulting from comparing a products outcome to his/her expectations. If the performance (Company Services) falls short of expectations, the employee is dissatisfied and if it matches the expectations, the employee is satisfied. A high satisfaction implies more purchase/use of the product or service. The process is however, more complicated then it appears. It is more important for any organization to offer high satisfaction, as it reflects high loyalty and it will not lead to switching over once a better offer comes in. Tools for tracking and measuring customer satisfaction: 1. Complaint and Suggestion System: Employee can freely deliver complaints and suggestions through facilities like suggestion box, personal meetings with seniors etc.
2. Lost Employee Analysis: The exit interviews are conducted or employee

loss rate is computed.
3. Employee Satisfaction Survey: Periodic surveys by use of questionnaire
or telephone calls to random sample of recent buyer help to find out customer satisfaction and relate to repurchase intention and word of mouth score.
Technique To uncover the important attributes which determine the satisfaction level of the employee with respect to the various services catered by the company, a non-structured in-depth interview of employee selected by convenience is carried out. Then a list of attributes is finalized keeping in mind that an attribute once selected is not repeated on being encountered for the second time. Scale Construction
On the basis of attributes which have been identified, a questionnaire is prepared which is analyzed for two parameters separately i.e. satisfaction and importance. To each question, there are 5 possible answers out of which one is to be ticked. In case of component pertaining to satisfaction, the respondent has to give a response in terms of highly satisfied, very satisfied, satisfied not so satisfied or dissatisfied. In case of component pertaining to satisfaction, the respondent has to give a response in terms of critical, very important, important, not so important and not at all important. The response for each question in either component of satisfied to dissatisfied and from critical to not at all important, respectively.
Data Collection and Analysis
17
Exhaustive list of all the employee is obtained. A sample size of 50 is chosen to be representative of the population (nearly 10%). Sample interval is determined by dividing total no. of employee by the sample size (=26.32).Every tenth individual appearing in the exhaustive list is then selected. Samples drawn are used to collect data pertaining to employees satisfaction as well as importance towards the 15 attributes listed. The results are then categorized on the basis of 1. Total Respondents. 2. Department wise. 3. Salary Wise. For each category, the respondents are selected and then averages of satisfaction and importance are computed for each question respectively. Then the product of corresponding averages is computed to give the satisfaction index.
The formula computation of satisfaction index is: Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i) Sum of Average Importance (i)
= SXi i
Table 1: TOTAL STRENGTH OF THE EMPLOYEES IN THE COMPANY DEPARTMENT

HR & Administration Accounts Power Division Sales & Marketing Service Customer Care IT & ERP Total
SU-KAM POWER SYSTEM LTD. MALE FEMALE TOTAL

15 15 20 200 350 150 20 770 6 20 10 30 30 100 15 211 21 35 30 230 380 250 35 1231
18
SU-KAM POWER SYSTEM LTD TOTAL STRENGTH SAMPLE SIZE SAMPLE INTERVAL
MALE FEMALE 875 1316 50
441
(1231/50) = 24.62
Table 2: STRENGTH OF EMPLOYEES OF SU-KAM IN PERCENTAGE

Percentage Percentage Percentage Percentage Percentage Percentage Percentage of of of of of of of HR & Administration employee Accounts Dept. employee Power Division employee Sales & Marketing employee Service employee Customer Care employee It & ERP employee 1.70 2.84 2.43 18.68 30.86 20.30 2.84
19
Analysis and Interpretation

1) Listing of Important Attributes
Using the in depth interview technique, numbers of attributes were determined which affect the levels of satisfaction of employees with respect to the company.
20
2) Ranking as per Importance

Ranking is done after analyzing all the attributes for the given sample that which one has more importance and which one is least important.
3) Variation in Satisfaction
It includes two different ways: 3.1Satisfaction level of the total respondents. 3.2 Department wise analysis of satisfaction level. 3.3Salary wise analysis of satisfaction level.
Note: The satisfaction scale ranges from a score of 5 for Highly Satisfied to a score of 1 for Dissatisfied. Importance scale ranges from a score of 5 for critically important to a score of 1 for not at all important.
TABLE 1: SATISFACTION INDEX FOR THE EMPLOYEES IN SU-KAM POWER SYSTEMS LTD
21
S.No
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum
Questions
Working Environment Convenient Work Location Recognition for the work done Friendly working environment Opportunities for flexible working Working in dynamic organization Working in reputed organization Interesting and Enjoyable Work Work that gives a sense of achievement Working with young people Job security Opportunities for personal development Opportunities for Promotion/career Prospects Fair payment for the work done Good Policies
Average Satisfaction (S)

2.06 1.68 2.9 2.76 2.44 2.54 2.24 2.00 2.40 1.86 3.00 2.98 2.84 1.76 3.16
Average Importance (i)

3.44 4.48 3.72 3.9 4.04 3.78 4.06 3.12 3.14 4.2 3.78 3.74 3.8 3.34 3.24 55.78
Sxi
7.086 7.526 10.79 10.76 9.858 9.601 9.094 6.24 7.536 7.812 11.34 11.15 11.02 5.878 10.24 135.931
Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i) Sum of Average Importance (i) = SXi i = 135.931 55.78 = 2.436
Figure 1
SATISFACTION INDEX FOR THE EMPLOYEES IN SU-KAM POWER SYSTEMS LTD.
22
20 18 16 14 12 10 8 6 4
Listing of Important Attributes
23
1. Working Environment. 2. Convenient Work Location. 3. Recognition for the Work Done. 4. Friendly Working Environment. 5. Opportunities for Flexible Working. 6. Working in a Dynamic Organization. 7. Working in a Reputed Organization. 8. Interesting & Enjoyable Work. 9. Work that gives a sense of Achievement. 10.Working with Young People. 11.Job Security. 12.Opportunities for Personal Development. 13.Opportunities for Promotion/Career Prospects. 14.Fair Payment for the Work Done. 15.Good Policies.
Ranking as per Importance

After analyzing all the attributes for the given sample, it was found that Work Location is Critically important to all employees (I = 4.48) followed by working with young people (I = 4.20) working in reputed organization (I = 4.06) and other attributes which are very important are opportunities for flexible working (I = 4.04) Friendly working environment (I = 3.90) followed by opportunities for promotion & career prospects (I = 3.80). Working in Dynamic organization and Job Security with same is also important (I = 78) followed by opportunities for personal development (I = 74) and recognition for the work done (I = 3.72). Attributes like working environment (I = 3.44) and fair salary are also more important followed by Good policies (I = 3.24) which are critically important. Work that gives a sense of achievement (I = 3.14) and interesting & enjoyable work (I = 3.12) are also equally important.
Variation in Satisfaction
Satisfaction level of total respondents
24
The Satisfaction Index for the total respondents is for the total respondents 2.436 (Table 1 and Figure 1) which indicates that the employees are relatively satisfied with the various services being catered by the company as against their importance. It can be attributed to the fact that the company caters to the various needs of the employees and it tries to provide the more important needed services like Opportunities for promotions, Fair Salary and Good Company Policies as and when needed.
Department wise analysis of satisfaction level
Analysis of Table 2 8 and a glance of Figures 2 8 reveal that employees of Accounts Dept. are most satisfied ( Satisfaction Index = 2.825) followed by employees of Power Division ( Satisfaction Index = 2.822) and the employees of Customer Care Dept. ( Satisfaction Index = 2.666). The Satisfaction level of HR & Adm. Dept. is also good (Satisfaction Index = 2.664) followed by Sales & Marketing Dept. (Satisfaction Index = 2.390) and Employees of Service Dept. (Satisfaction Index = 2.335) and IT & ERP Dept. (Satisfaction Index = 2.106).
TABLE 2: SATISFACTION INDEX FOR THE EMPLOYEES OF HR & ADMINISTRATION DEPARTMENT
25
S.No.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum
Questions

3.76 3.00 2.75 1.80 2.00 1.45 2.15 1.99 3.16 3.20 2.84 2.54 4.10 1.05 4.36

4.00 2.75 3 2.64 1.83 3.25 1.90 3.78 3.24 4.12 3.80 3.78 2.15 3.84 2.67 46.75
Sxi
15.04 8.25 8.25 4.752 3.66 4.712 4.085 7.522 10.238 13.184 10.792 9.601 8.815 4.032 11.641 124.574
Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i) Sum of Average Importance (i) SXi = 124.574 = i 2.664 46.75
FIGURE 2: SATISFACTION INDEX FOR THE EMPLOYEES OF HR & ADMINISTRATION DEPARTMENT
26
25
20
15
10
TABLE 3: SATISFACTION INDEX FOR THE EMPLOYEES OF ACCOUNTS DEPARTMENT
5
27
S.No.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum
Questions

2.40 1.19 3.69 2.90 3.33 1.50 4.45 3.23 2.59 1.48 4.39 3.50 2.25 2.05 3.10

3.00 2.50 1.00 4.20 4.15 1.97 2.87 4.02 1.76 3.79 3.57 4.19 4.69 3.30 2.90 47.91
Sxi
7.20 2.975 3.69 12.18 13.819 2.955 12.771 12.984 4.558 5.609 15.672 14.665 10.552 6.765 8.99 135.385
Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i) Sum of Average Importance (i) = SXi i = 135.385 47.91 = 2.825
FIGURE 3: SATISFACTION INDEX FOR THE EMPLOYEES OF ACCOUNTS DEPARTMENT
28
18 16 14 12 10 8 6
TABLE 4: SATISFACTION INDEX FOR THE EMPLOYEES OF POWER DIVISION
4 2
29
S.No.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum
Questions

3.58 1.50 3.20 1.39 2.46 4.62 3.00 1.38 2.85 1.11 3.67 1.29 2.87 3.40 4.25

4.25 2.35 1.59 1.38 4.03 3.27 1.28 3.81 4.19 2.59 1.98 3.08 1.78 4.45 4.78 44.81
Sxi
15.21 3.52 5.08 1.91 9.91 15.10 3.84 5.25 11.94 2.87 7.26 3.97 5.10 15.13 20.31 126.47
Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i) Sum of Average Importance (i) = SXi i = 126.4736 = 2.8224 44.81
FIGURE 4: SATISFACTION INDEX FOR THE EMPLOYEES OF POWER DIVISION
30
25
20
15
10
TABLE 5: SATISFACTION INDEX FOR THE EMPLOYEES OF SALES & MARKETING DEPARTMENT
31
S.No.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum
Questions

1.769 2.769 2.923 3.000 2.423 1.962 2.308 2.346 3.115 2.462 1.731 2.000 2.615 1.923 2.577

3.423 3.577 3.615 3.808 3.577 4.231 2.885 4.077 3.077 3.962 3.462 3.423 3.923 3.885 3.615 54.54
Sxi
6.05 9.90 10.56 11.42 8.66 8.30 6.65 9.56 9.58 9.75 5.99 6.84 10.25 7.47 9.31 130.35
FIGURE 5: SATISFACTION INDEX FOR THE EMPLOYEES OF SALES & MARKETING DEPARTMENT
32
20 18 16 14 12 10 8 6
TABLE 6: SATISFACTION INDEX FOR THE EMPLOYEES OF SERVICE DEPARTMENT
4 2
33
S.No.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum
Questions

2.25 1.66 3.16 2.83 2.5 2.5 2.16 1.83 2.5 2.33 2.41 2.16 1.41 2.25 3.08

3.41 4.58 4.08 4.16 4.33 4.00 4.16 3.33 3.08 3.25 4.25 4.41 4.16 4.16 4.00 59.41
Sxi
7.68 7.63 12.93 11.81 10.83 10.00 9.02 6.11 7.70 7.58 10.27 9.56 5.90 9.37 12.33 138.7
FIGURE 6: SATISFACTION INDEX FOR THE EMPLOYEES OF SERVICE DEPARTMENT
34
25
20
15
10
TABLE 7: SATISFACTION INDEX FOR THE EMPLOYEES OF CUSTOMER CARE DEPARTMENT
35
S.No .
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum
Questions

1.75 1.75 3.00 2.75 2.75 1.5 2.5 3.25 4.75 2.5 3.00 1.85 1.5 4.0 3.0

3.75 4.75 3.50 4.50 4.25 3.5 3.75 3.75 4.00 4.5 3.00 3.20 3.5 3.90 4.0 57.85
Sxi
6.56 8.31 10.50 12.38 11.69 5.25 9.37 12.19 19.00 11.25 9.00 5.92 5.25 15.60 12.0 154.28
FIGURE 7: SATISFACTION INDEX FOR THE EMPLOYEES OF
36
CUSTOMER CARE DEPARTMENT
30
25
20
15
10
TABLE 8: SATISFACTION INDEX FOR THE EMPLOYEES OF IT & ERP DEPARTMENT
37
S.No.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum
Questions

2.00 1.25 2.875 2.5 2.00 2.12 1.5 2.75 1.75 3.00 2.37 2.12 1.87 2.12 1.75

3.37 4.5 3.75 3.75 3.75 3.75 3.37 3.62 4.25 3.00 3.25 3.87 3.87 3.50 3.87 55.5
Sxi
6.75 5.62 10.78 9.37 7.50 7.96 5.06 9.96 7.43 9.00 7.719 8.23 7.26 7.43 6.78 116.90
FIGURE 8: SATISFACTION INDEX FOR THE EMPLOYEES OF IT & ERP DEPARTMENT
38
20 18 16 14 12 10 8 6 4
TABLE 9: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP A ( less than equal to 75,000 p.a)
2 0
39
S.No.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum
Questions

2.07 1.64 3.17 1.82 2.07 2.75 2.22 2.71 1.85 1.71 3.03 1.63 3.53 2.64 2.77

3.46 4.46 3.17 2.10 3.00 1.78 2.00 3.50 2.15 3.21 3.35 1.78 4.28 4.00 3.96 46.25
Sxi
7.17 7.33 11.81 3.92 6.21 4.91 4.45 9.50 3.99 5.51 10.19 2.92 15.16 10.57 11.01 114.67
FIGURE 9: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP A (less than equal to 75,000 p.a)
40
16 14 12 10 8 6 4
TABLE 10: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP B ( 75,000 5,00,000 p.a)
2 0
41
S.No.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum
Questions

2.10 1.86 2.93 2.65 2.34 2.17 2.58 3.50 1.75 3.59 3.40 2.72 2.44 2.31 3.99

3.41 4.48 3.58 3.86 4.03 3.17 3.06 3.00 2.49 3.19 4.12 3.96 3.51 3.55 3.89 53.35
Sxi
7.18 8.34 10.51 10.25 9.46 6.88 7.93 10.50 6.89 7.93 14.01 10.80 8.60 8.20 15.55 143.09
FIGURE 10: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP B (75,000 5,00,000 p.a) 42
18 16 14 12 10 8 6 4
43
TABLE 11: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP C ( more than 5,00,000 p.a)
S.No.
Questions

2.00 1.35 2.94 2.88 2.52 1.88 1.47 2.11 2.82 3.11 3.99 1.52 3.72 4.00 3.99
Average Importanc e (i)

3.41 4.47 3.94 3.82 4.00 3.00 3.94 3.00 3.23 3.70 3.52 3.23 4.10 4.35 4.00 55.74
Sxi
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum
6.82 6.04 11.59 11.02 10.12 5.64 5.79 6.35 9.13 11.55 14.10 4.94 15.28 17.40 15.99 151.82
FIGURE 11: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP C (more than 5,00,000 p.a)
44
20 18 16 14 12 10 8 6 4
45
Salary wise analysis of Satisfaction Level
Tables and Figures 9 11 indicates that employees pertaining to Category C (income group (more than 5, 00,000) are the most satisfied (Satisfaction Index = 2.72) followed by the employees of category B (income group 75,000 5, 00,000; Satisfaction Index = 2.68) and the employees of category A (income group less than 75,000; Satisfaction Index = 2.47) are least satisfied.
46
CONCLUSION
47
Research shows that satisfied, motivated employees will create higher customer satisfaction and in turn positively influence organizational performance. Convenient work location, working with young people, opportunities for promotion and career prospects, fair salary, good policies, job security and dynamic working environment are few attributes which are critically important from the view point of most of the employees. Employees have an overall satisfaction index of 2.43 which indicates that the employees are relatively satisfied with the various services being catered by the company as against their important. It seems that employees of Accounts Department. are nearly as satisfied as Power Division, Customer Care, Human Resources & Administration, Service Department, however IT & ERP Department are most dissatisfied. Employees falling in C category of the income group (Rs.5, 00,000 and more p.a.) are the most satisfied than the other categories of income.
Therefore a comprehensive Employee Satisfaction process can be a key to a more motivated and loyal workforce leading to increased customer satisfaction and overall profitability for the organization.
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REFERENCES
1. ORGANIZATINAL STRUCTURE & BEHAVIOR Mr. Chandan. 2. ORGANIZATION SRUCTURE & BEHAVIOUR LUTHANS 3. BREAKING THE CHAIN OF ORGANIZATION STRUCTURE TODD JICKS, DAVE ULRICH 4. ONLINE BOOKS FROM GOOGLE.COM
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There are various parameter on which you can do you survey like: 1. Working Environment. 2. Working Culture. 3.

INSTITUTE OF MANAGEMENT TECHNOLOGY DISTANCE LEARNING PROGRAMME GHAZIABAD

DESIGNATION & OFFICE ADDRESS:-

HUMAN RESOURCES MANAGEMENT ISSUES

Motivating the Workforce

Recruitment and Training

The Trust Factor

Work life Balance Factor

Attrition/Retention of the Talent Pool

Bridging the Demand Supply Gap

Introduction to the Organization

CE (Coformite European) and certification for its products.

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

Employee Satisfaction Measurement

2. Lost Employee Analysis: The exit interviews are conducted or employee

3. Employee Satisfaction Survey: Periodic surveys by use of questionnaire

Data Collection and Analysis

Table 1: TOTAL STRENGTH OF THE EMPLOYEES IN THE COMPANY DEPARTMENT

SU-KAM POWER SYSTEM LTD. MALE FEMALE TOTAL

MALE FEMALE 875 1316 50

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

Analysis and Interpretation

2) Ranking as per Importance

Average Satisfaction (S)

Average Importance (i)

Ranking as per Importance

Satisfaction level of total respondents

Department wise analysis of satisfaction level

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

Average Satisfaction (S)

Average Importance (i)

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

TABLE 3: SATISFACTION INDEX FOR THE EMPLOYEES OF ACCOUNTS DEPARTMENT

Average Satisfaction (S)

Average Importance (i)

FIGURE 3: SATISFACTION INDEX FOR THE EMPLOYEES OF ACCOUNTS DEPARTMENT

Average Satisfaction (S)

Average Importance (i)

FIGURE 4: SATISFACTION INDEX FOR THE EMPLOYEES OF POWER DIVISION

Average Satisfaction (S)

Average Importance (i)

Average Satisfaction (S)

Average Importance (i)

FIGURE 6: SATISFACTION INDEX FOR THE EMPLOYEES OF SERVICE DEPARTMENT

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

Average Satisfaction (S)

Average Importance (i)

FIGURE 7: SATISFACTION INDEX FOR THE EMPLOYEES OF

CUSTOMER CARE DEPARTMENT

Average Satisfaction (S)

Average Importance (i)

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

Average Satisfaction (S)

Average Importance (i)

Average Satisfaction (S)

Average Importance (i)

Average Satisfaction (S)

Average Importanc e (i)

Salary wise analysis of Satisfaction Level

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