Employee+Satisfaction Rev3

CHAPTER 1 INTRODUCTION
Employee satisfaction has been defined as a function of perceived performance and expectations. It is a persons feeling of pleasure or disappointment resulting from comparing a products outcome to his/her expectations. If the performance falls short of expectations, the employee is dissatisfied and if it matches the expectations, the employee is satisfied. A high satisfaction implies improvement in efficiency and performance doing work or service. The process is however, more complicated then it appears. It is more important for any organization to offer high satisfaction, as it reflects high loyalty and it will not lead to switching over once a better offer comes in.
1.1 AIM OF STUDY:

To carry out the study of the employee satisfaction at company and assess the employee satisfaction level in present competitive environment of Industry to help knowing and reading of the generation professionals regarding their minds of the current Company Culture,
Compensation, Work atmosphere, Management support, Job satisfaction, performance appraisal and Career growth opportunities.
1.2 RATIONALE BEHIND THE STUDY:
EMPLOYEE SATISFACTION 1
Employees are the basis of every organization. Recruiting and retaining knowledgeable people for the job is essential for an employer. But it works only if employee satisfaction is considered more important because of it employees attracted and not leave the company. It is require studying the various factors to assess employee satisfaction level.
1.3 OBJECTIVES OF STUDY:

i. To Measure the satisfaction levels of employees on various factors and give suggestions for improving the same.
ii.
To study the relationship between the personal factors of the employee (Gender, Designation, Qualification, Age, and Years of Service in a company) with satisfaction level.
iii. To derive and analyze the current satisfaction level of the employees in the company
iv.
To study the various factors which influencing employee satisfaction.
1.3a
1.
HYPOTHESIS:
There is no significant relationship between gender and level of satisfaction. There is no significant relationship between designation and level of satisfaction. is no significant relationship between educational
2.
3. There
qualification and level of satisfaction. 4. There is no significant relationship between age and level of satisfaction.
5.
There is no significant relationship between experience (no. of years of service) in a company and level of satisfaction.
1.4 RESEARCH METHODOLOGY:

The methodology followed for conducting the study includes the specification of research design, sample design, questionnaire design, data collection and statistical tools used for analyzing the collected data. 1.4a RESEARCH DESIGN: The research design used for this study is of the descriptive type. Descriptive research studies are those studies which are concerned with describing the characteristics of a particular individual or a group. 1.4b POPULATION: The total element of the universe from which sample is selected for the purpose of study is known as population. The population of my research is the employees of company. 1.4c SAMPLE SIZE: All the items consideration in any field of inquiry constitutes a universe of population. In this research only a few items can be selected form the population for our study purpose. The items selected constitute what is technically called a sample. Here out sample size is 50 employees from the total population to conduct the study. 1.4d DATA COLLECTION: The data source: Primary and Secondary The research approach: Survey Method The research instrument: Questionnaire Method
The respondents: Executives, Sr. Executives, Assistant Managers, Managers and Top Management of various departments. 1.4e QUESTIONNAIRE SCHEDULE: Questions are framed in such a way that the answers reflect the ideas and thoughts of the respondents with regard to level of satisfaction of various factors of employee satisfaction. The questionnaire has total 50 questions and Likert scaling techniques has been used for each question. 5. Strongly agree 4. Agree 3. Neutral 2. Disagree 1. Strongly disagree 1.4f TOOLS OF ANALYSIS: 1.4f1 Simple Percentage Analysis: Here the simple percentage analysis is used for calculating the percentage of satisfaction level in the total respondents. 1.4f2 Two-Way Analysis: The score secured by the respondents who falls between the score as up to 13 indicates less satisfaction of the respondents, from 14 20 are got average satisfaction and above 21 respondents got highly satisfaction level. 1.4f3 Chi-Square Test: Chi-square test is applied to test the goodness of fit, to verify the distribution of observed data with assumed theoretical distribution. Therefore it is a measure to study the divergence of actual and expected frequencies; Karl Pearsons has developed a method to test the difference between the theoretical (hypothesis) & the observed value. EMPLOYEE SATISFACTION 4
Chi square test (X2) = (O E) 2 / E Degrees Of Freedom = V = (R 1) (C -1) Where, O = Observed Frequency E = Expected Frequency R = Number of Rows C = Number of Columns For all the chi-square test the table value has taken @ 5% level of significance. 1.4f4 Employee Satisfaction comparison using MEAN and Combined Mean: Mean for each factor was calculated to measure the satisfaction level of the employee in the organization on an average. Standard Deviation was also calculated to see the variation in data. Combined mean was calculated to find out level of satisfaction of employees for each factor described related to Gender, Designation, Qualification, Employee Age and Years of Service in a company. Mean =
Combined Mean = Where , Standard Deviation = are means and nx , ny are respondent
1.5
AREAS OF STUDY:
The area of the study is Panasonic Energy India Co. Limited, Vadodara. EMPLOYEE SATISFACTION 5
1.6
SIGNIFICANCE AND NEED FOR STUDY:
The employee satisfaction is the orientation of the industry towards his work role, which he is presently playing. The organization will only thrive and survive when its employees are satisfied. This makes person says completely that he is fully satisfied with the job. This study conducted so that the employees give their full, honest and frank opinion by remaining anonymous about how they feel about their jobs. The survey is also useful way to assess the training needs and also a tangible expression of the managements interest in the employee welfare, which would give the employee a cause to have and feel better towards the management. 1.7 LIMITATIONS OF STUDY:
Each and every task has certain limitations and hurdles in the course of its performance. But this does not mean that the task should stick up whenever certain limitations come up. The need is to try ones level best to solve incoming limitations. Few limitations of the project are enumerated below:
This study is only limited to this company.
The method of random sampling is suitable for small populations only. To create good image, respondents may give responses vary from the facts.
Some respondents hesitated to give the actual situation; they feared that management would take any action against them. It does not ensure proportionate representation to all constituent group of population. I was able to cover only those employees who were currently working in the company.
CHAPTER 2 EMPLOYEE SATISFACTION

2.1 CONCEPT
Employee satisfaction is the terminology used to describe whether employees are happy and contented and fulfilling their desires and needs at work. Many measures meaning that employee satisfaction is a factor in employee motivation, employee goal achievement, and positive employee morale in the workplace. As per Vroom Employee Satisfaction is a positive orientation of an individual towards a work role which he is presently occupying Employee satisfaction is a measure of how happy workers are with their job and working environment. Keeping morale high among workers can be of tremendous benefit to any company, as happy workers will be more likely to produce more, take fewer days off, and stay loyal to the company. There are many factors in improving or maintaining high employee satisfaction, which wise employers would do well to implement. EMPLOYEE SATISFACTION 7
Employee satisfaction, while generally a positive in organization, can also be a bad luck if mediocre employees stay because they are satisfied with your work environment. Many experts believe that one of the best ways to maintain employee satisfaction is to make workers feel like part of a family or team. Holding office events, such as parties or group outings, can help build close bonds among workers. Many companies also participate in team-building retreats that are designed to strengthen the working relationship of the employees in a non-work related setting. Camping trips, paintball wars and guided backpacking trips are versions of this type of team-building strategy, with which many employers have found success. Of course, few workers will not experience a boost in morale after receiving more money. Raises and bonuses can seriously affect employee satisfaction, and should be given when possible. Yet money cannot solve all morale issues, and if a company with widespread problems for workers cannot improve their overall environment, a bonus may be quickly forgotten as the daily stress of an unpleasant job continues to mount. If possible, provide amenities to your workers to improve morale. Make certain they have a comfortable, clean break room with basic necessities such as running water. Keep facilities such as bathrooms clean and stocked with supplies. While an air of professionalism is necessary for most businesses, allowing workers to keep family photos or small trinkets on their desk can make them feel more comfortable and nested at their workstation. Basic considerations like these can improve employee satisfaction, as workers will feel well cared for by their employers. EMPLOYEE SATISFACTION 8
The backbone of employee satisfaction is respect for workers and the job they perform. In every interaction with management, employees should be treated with courtesy and interest. An easy avenue for employees to discuss problems with upper management should be maintained and carefully monitored. Even if management cannot meet all the demands of employees, showing workers that they are being heard and putting honest dedication into compromising will often help to improve morale. Satisfaction = f(what employee expects, what she gets, time, back ground of the employee- social, economic, cultural) Satisfaction being a continuous process starts from the day 1 and gets reinforced with time depending on the importance of the various factors considered to be important for the individual employee. Loyalty towards the organization starts to develop when the employee continues to get the positive reinforcements on various important aspects for the duration of the employment. Core Values as a Foundation of Employee Satisfaction: These are the values that have enabled employees to build the leading company in industry; these are the values that will fuel employees worldwide growth in the coming years; and these are the values that will drive employees career:
Professionalism Demonstrating professional methods, character and standards. adversity. Treating prospects, clients and co-workers generously and charitably at all times, but especially in the face of
Enthusiasm Showing excitement, optimism and passion for your work.
Resourcefulness Acting effectively and imaginatively to produce great results from scarce resources.
Self-directedness Working independently and autonomously to achieve the goals set by management.
Ethics Acting in accordance with the accepted principles of right and wrong that govern the conduct of our profession.
Unselfishness Putting others before yourself, giving your time and effort for prospects, clients and co-workers. goal. Showing cooperative effort as the member of a group to achieve a common
Strategic-mindedness Suggesting and implementing long-term improvements springing from a sequence of short-term tasks.
2.2
WHY
TO
STUDY
ABOUT
EMPLOYEE
SATISFACTION?
The study of "employee satisfaction" helps the company to maintain standards & increase productivity by motivating the employees. This study tells us how much the employees are capable & their interest at wok place? What are the things still to be satisfy to the employees. Although "human resources" are the most important resources for any organization, so to study on employees satisfaction helps to know the working conditions & what are the things that affect them not to work properly? Always majority of done by the machines/equipments but EMPLOYEE SATISFACTION 10
without any manual moments nothing can be done. So to study on employee satisfaction is necessary The Hows and Whys of Employee Satisfaction Mapping: An organization is all about customer satisfaction. Companies understand this and focus all their energy on their service or customer experience. However, many companies do this at the cost of employee experience. What does this mean? Is customer satisfaction not the priority? It is! But it is important not to lose sight of people who deliver the end product or service to the customers the employees. These are the people that need a proper support system. Employee satisfaction is paramount as this is what will determine the success or failure of a company. When employees are satisfied and happy about working in an organization, the customer is the first person to notice that. With employees getting thin-skinned every day, it depends completely on the employer to ensure they do not have their top talent drained away by the new competitor on the block. In the current scenario, the decision of hopping by the employee is triggered by the minutes of issues, such as being ticked off in a not too friendly tone or even an uneasy office environment. It becomes important to be aware and understand the signals that are given out by the employees. The management will do well to catch them before it is too late and the employee makes the decision to quit. This understanding gives the employers an edge and gives them the time to take corrective measures if necessary, in order to prevent talent loss. It could be that the employee is not happy with the environment or is EMPLOYEE SATISFACTION 11
suffering from a relationship issue with a colleague or a superior. These issues need to be handled before they get out of hand. How do employers understand their employees? How do they know what employees want? How do they map their satisfaction levels? There are several ways of mapping employee satisfaction. Surveys: This is a traditional method that involves employees participation. Employers create surveys that have questions on the different parameters related to the organization. They put forth questions in such a way that every aspect of an organization is touched and the feedback is returned in the form of an opinion given by each employee. This helps employers understand how employees think and their satisfaction levels, and paves the path for problem solving. These surveys can actually identify problem areas and help come up with solutions to solve the problems. They reveal the employee attitude on the whole. One-on-One Interviews: A non-conventional tool, this involves discussions with every employee on a one-to-one basis every few months. Their thoughts are recorded and trouble parameters identified and taken care of. Exit Interviews: This comes into action after an employee submits his resignation papers. The problem with exit interviews is that most employees, once they decide to leave, are not forthright. In an attempt to keep good relations with the employer, they usually do not tell-all as they ought to. Many of them in fact give personal reasons for leaving and make the employer feel that all is well on the work front.
Employers who fail at HR and see high attrition rate are those that consider monetary compensation as highly important. In spite of the fact that employees work for money, emotional rewards go a long way at keeping the employer-employee relation strong and have a larger impact on employee satisfaction. Tracing and improving this satisfaction level has to be top priority for the HR department of an organization. Employee satisfaction mapping can be the key to a better motivated and loyal workforce that leads to better organizational output in the form of better products and services and results in overall improvement of an organization. If a person is not satisfied by the job he is doing, he may switch over to some other more suitable job. In todays environment it becomes very important for organizations to retain their employees. The reason may be personal or professional. These reasons should be understood by the employer and should be taken care of. The organizations are becoming aware of these reasons and adopting many strategies for employee retention. The basic needs other than routine tasks are to be taken care of on priority before it becomes late by HR department.
2.3 THEORIES OF EMPLOYEE SATISFACTION

The company's ability to fulfill the physical, emotional, and psychological needs of its employees. Satisfying the employee's all needs, so that he can give 100% to the company. Satisfaction refers to the
level of fulfillment on one's needs, desires, and wants. It can be experienced in various levels or degrees. Vital ingredients for any employees satisfaction are physical, security, social and egoistic needs which satisfy individuals psycho social. 1. Physical and Security need: This relates to satisfaction of bodily function like hunger, thirst, shelter as well as to be secure in the employment. 2. Social Need: Since human beings are dependent on each other. There are some needs which can be satisfied only when individual is recognized by other people. 3. Egoistic Need: This relates to man desire to mans desire to be dependant to do things of his own end to sense of accomplishment To a considerable extent however physical needs are satisfied off the job. Social needs are satisfied through personal contacts around the job where egoistic needs are chiefly satisfied through the job. EQUITY THEORY: Equity Theory attempts to explain relational satisfaction in terms of perceptions of fair/unfair distributions of resources within interpersonal relationships. Equity theory is considered as one of the justice theories. It was first developed in 1962 by John Stacey Adams, a workplace and behavioral psychologist, who asserted that employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others (Adams, 1965). The belief is that people value fair treatment which EMPLOYEE SATISFACTION 14
causes them to be motivated to keep the fairness maintained within the relationships of their co-workers and the organization. The structure of equity in the workplace is based on the ratio of inputs to outcomes. Inputs are the contributions made by the employee for the organization; this includes the work done by the employees and the behavior brought by the employee as well as their skills and other useful experiences the employee may contribute for the good of the company. The idea is to have the rewards (outcomes) be directly related with the quality and quantity of the employees contributions (inputs). If both employees were perhaps rewarded the same, it would help the workforce realize that the organization is fair, observant, and appreciative. This can be illustrated by the following equation:
Inputs: Time, Effort, Loyalty, Hard Work, Commitment, Ability, Adaptability, Flexibility, Tolerance, Determination, Enthusiasm, Personal sacrifice, Trust in superiors, Support from co-workers and colleagues, and Skill Outcomes: Outputs are defined as the positive and negative consequences that an individual perceives a participant has incurred as a consequence of his/her relationship with another. When the ratio of inputs to outcomes is close, than the employee should have much satisfaction with their job. Outputs can be both tangible and intangible (Walster, Traupmann & Walster, 1978). Typical outcomes include any of the following: Job security, Esteem, Salary, Employee benefit, Expenses, EMPLOYEE SATISFACTION 15
Recognition, Reputation, Responsibility, Sense of achievement, Praise, Thanks, and Stimuli. EXPECTANCY THEORY (VROOMS THEORY): Expectancy theory is about the mental processes regarding choice, or choosing. It explains the processes that an individual undergoes to make choices. In organizational behaviour study, expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale School of Management. Expectancy theory predicts that employees in an organization will be motivated when they believe that:

putting in more effort will yield better job performance better job performance will lead to organizational rewards, such as an increase in salary or benefits
These predicted organizational rewards are valued by the employee in question.
"This theory emphasizes the needs for organizations to relate rewards directly to performance and to ensure that the rewards provided are those rewards deserved and wanted by the recipients." Emphasizes self interest in the alignment of rewards with employee's wants. Emphasizes the connections among expected behaviours, rewards and organizational goals Vroom's theory assumes that behaviour results from conscious choices among alternatives whose purpose it is to maximize pleasure and to minimize pain. Together with Edward Lawler and Lyman Porter, Vroom EMPLOYEE SATISFACTION 16
suggested that the relationship between people's behaviour at work and their goals was not as simple as was first imagined by other scientists. Vroom realized that an employee's performance is based on individual factors such as personality, skills, knowledge, experience and abilities. Victor H. Vroom introduces three variables within the expectancy theory which are valence (V), expectancy (E) and instrumentality (I). The three elements are important behind choosing one element over another because they are clearly defined: effort-performance expectancy (E>P expectancy), performance-outcome expectancy (P>O expectancy). E>P expectancy: Our assessment of the probability our efforts will lead to the required performance level. P>O expectancy: Our assessment of the probability our successful performance will lead to certain outcomes. Vrooms model is based on three concepts: 1. Valence - Strength of an individuals preference for a particular outcome. For the valence to be positive, the person must prefer attaining the outcome to not attaining it. 2. Instrumentality Means of the first level outcome in obtaining the desired second level outcome; the degree to which a first level outcome will lead to the second level outcome. 3. Expectancy - Probability or strength of belief that a particular action will lead to a particular first level outcome. Vroom says the product of these variables is the motivation. EMPLOYEE SATISFACTION 17
In order to enhance the performance-outcome tie, managers should use systems that tie rewards very closely to performance. Managers also need to ensure that the rewards provided are deserved and wanted by the recipients. In order to improve the effort-performance tie, managers should engage in training to improve their capabilities and improve their belief that added effort will in fact lead to better performance. MASLOW'S HIERARCHY OF NEEDS: Maslow's hierarchy of needs is a theory in psychology, proposed by Abraham Maslow in his 1943 paper A Theory of Human Motivation. Maslow subsequently extended the idea to include his observations of humans' innate curiosity. Maslows hierarchy of needs is most often displayed as a pyramid. The lowest levels of the pyramid are made up of the most basic needs, while the more complex needs are located at the top of the pyramid. Needs at the bottom of the pyramid are basic physical requirements including the need for food, water, sleep and warmth. Once these lower-level needs have been met, people can move on to the next level of needs, which are for safety and security. As people progress up the pyramid, needs become increasingly psychological and social. Soon, the need for love, friendship and intimacy become important. Further up the pyramid, the need for personal esteem and feelings of accomplishment take priority. Like Carl Rogers, Maslow emphasized the importance of self-actualization, which is a process of growing and developing as a person to achieve individual potential.
Maslow believed that these needs are similar to instincts and play a major role in motivating behavior. Physiological, security, social, and esteem needs are deficiency needs (also known as D-needs), meaning that these needs arise due to deprivation. Satisfying these lower-level needs is important in order to avoid unpleasant feelings or consequences. Maslow termed the highest-level of the pyramid as growth need (also known as being needs or B-needs). Growth needs do not stem from a lack of something, but rather from a desire to grow as a person.
There are five different levels in Maslows hierarchy of needs:

1. Physiological Needs: These include the most basic needs that are
vital to survival, such as the need for water, air, food and sleep. Maslow believed that these needs are the most basic and instinctive EMPLOYEE SATISFACTION 19
needs in the hierarchy because all needs become secondary until these physiological needs are met.
2. Security Needs: These include needs for safety and security.
Security needs are important for survival, but they are not as demanding as the physiological needs. Examples of security needs include a desire for steady employment, health insurance, safe neighborhoods and shelter from the environment.
3. Social Needs: These include needs for belonging, love and
affection. Maslow considered these needs to be less basic than physiological and security needs. Relationships such as friendships, romantic attachments and families help fulfill this need for companionship and acceptance, as does involvement in social, community or religious groups.
4. Esteem Needs: After the first three needs have been satisfied,
esteem needs becomes increasingly important. These include the need for things that reflect on self-esteem, personal worth, social recognition and accomplishment.
5. Self-actualizing Needs: This is the highest level of Maslows
hierarchy of needs. Self-actualizing people are self-aware, concerned with personal growth, less concerned with the opinions of others and interested fulfilling their potential. TWO-FACTOR THEORY: The two-factor theory (also known as Herzberg's motivation-hygiene theory) was developed by Frederick Herzberg, a psychologist who found that job satisfaction and job dissatisfaction acted independently of EMPLOYEE SATISFACTION 20
each other. The theory states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction. The two-factor, or motivation-hygiene theory, developed from data collected by Herzberg from interviews with a large number of engineers and accountants in the Pittsburgh area. From analyzing these interviews, he found that job characteristics related to what an individual does that is, to the nature of the work he performs apparently have the capacity to gratify such needs as achievement, competency, status, personal worth, and self-realization, thus making him happy and satisfied. However, the absence of such gratifying job characteristics does not appear to lead to unhappiness and dissatisfaction. Instead, dissatisfaction results from unfavorable assessments of such job-related factors as company policies, supervision, technical problems, salary, interpersonal relations on the job, and working conditions. Thus, if management wishes to increase satisfaction on the job, it should be concerned with the nature of the work itself the opportunities it presents for gaining status, assuming responsibility, and for achieving self-realization. If, on the other hand, management wishes to reduce dissatisfaction, then it must focus on the job environment policies, procedures, supervision, and working conditions. If management is equally concerned with both then managers must give attention to both sets of job factors. Thus, satisfaction and dissatisfaction are not on a continuum with one increasing as the other diminishes, but are independent phenomena. This theory suggests that to improve job attitudes and productivity, administrators must recognize and attend to both sets of characteristics and not assume that an increase in satisfaction leads to decrease in un-pleasurable dissatisfaction. EMPLOYEE SATISFACTION 21
Two-factor theory distinguishes between:
Motivators (e.g. challenging work, recognition, responsibility) which give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth, and
Hygiene factors (e.g. status, job security, salary and fringe benefits) which do not give positive satisfaction, although dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary.
Essentially, hygiene factors are needed to ensure an employee is not dissatisfied. Motivation factors are needed in order to motivate an employee to higher performance, Herzberg also further classified our actions and how and why we do them, for example, if you perform a work related action because you have to then that is classed as movement, but if you perform a work related action because you want to then that is classed as motivation. The following table presents the top six factors causing dissatisfaction and the top six factors causing satisfaction, listed in the order of higher to lower importance. Leading to satisfaction

Leading to dissatisfaction

Achievement Recognition Work itself Responsibility
Company policy Supervision Relationship with boss Work conditions
Advancement Growth
Salary Relationship with peers Security
Herzberg reasoned that because the factors causing satisfaction are different from those causing dissatisfaction, the two feelings cannot simply be treated as opposites of one another. The opposite of satisfaction is not dissatisfaction, but rather, no satisfaction. Similarly, the opposite of dissatisfaction is no dissatisfaction.
2.4
DETERMINANTS
OF
EMPLOYEE
SATISFACTION
Employee satisfaction is a multi-variable and indescribable concept. There are number of factors that influence employee satisfaction. These factors can be classified into two categories. A) Organizational Variables: The organizational determinants of employee satisfaction play a very important role. The employees spend major part of their time in organization so there are number of organizational factors that determine employee satisfaction of the employees. The employee satisfaction in the organizations can be increased by organizing and managing the organizational factors. 1) Overall Individual satisfaction: Employees be should satisfy with the organization as a great place to work. EMPLOYEE SATISFACTION 23
2) Compensation and Benefits: This is the most important variable for employee satisfaction. Compensation can be described as the amount of reward that a worker expects from the job. Employees should be provided with competitive salary packages and they should be satisfied with it when comparing their pay packets with those of the outsiders who are working in the same industry. A feeling of employee satisfaction is felt by attaining fair and equitable rewards. 3) Nature of Work: The nature of work has significant impact on the employee satisfaction. Employee satisfaction is highly influenced by the nature of work. Employees are satisfied with job that involves intelligence, skills, abilities, challenges and scope for greater freedom. Job dissatisfaction arises with a feeling of boredom, poor variety of tasks, frustrations and failures.
4) Work Environment and Conditions: Employees are highly motivated with good working conditions as they provide a feeling of safety, comfort and motivation. On contrary, poor working conditions brings out a fear of bad health in employees. Employees spend 6 to 8 hours at their workplace every day which makes a workplace their second home. It is up to the employers to see and make sure that the office is fully facilitated and is in good working order. It must be well lit and well ventilated with the right amount of lights, fans, air-conditioning. Cleanliness is of utmost importance as there are a huge number of workers working at a job place. The offices, cubicles, rest area, washrooms, kitchen & serving area must be neat and clean. The more comfortable the working environment is more productive will be the employees. 5) Job Content: Factors like recognition, responsibility,
advancement, achievement etc can be referred to as job content. A job that involves variety of tasks and less monotonous results delivers greater employee satisfaction. A job that involves poor content produces job dissatisfaction. 6) Job Satisfaction: Job satisfaction is the favorableness or unfavorableness with which employees view their work. As with motivation, it is affected by the environment. Job satisfaction is impacted by job design. Jobs that are rich in positive behavioral elements such as autonomy, task identity, task significance and feedback contribute to employees satisfaction. Likewise, orientation is important because the employees acceptance by the work group contributes to satisfaction. Each element of the environmental system, can attract or detract from job satisfaction. EMPLOYEE SATISFACTION 25
7) Organizational Level: The jobs that are at higher levels are viewed as prestigious, esteemed and opportunity for self-control. The employees that are working at higher level jobs express greater employee satisfaction than the ones working at lower level jobs. 8) Opportunities for Promotion: Promotion can be reciprocated as a significant achievement in the life. It promises and delivers more pay, responsibility, authority, independence and status. So, the opportunities for promotion determine the degree of satisfaction to the employees. 9) Work Group: There is a natural desire of human beings to interact with others and so existence of groups in organizations is a common observable fact. This characteristic results in formation of work groups at the work place. Isolated workers dislike their jobs. The work groups make use of a remarkable influence on the satisfaction of employees. The satisfaction of an individual is dependent on largely on the relationship with the group members, group dynamics, group cohesiveness and his own need for affiliation.
10) Leadership Styles: The satisfaction level on the job can be determined by the leadership styles. Employee satisfaction is greatly enhanced by democratic style of leadership. It is because democratic leaders promote friendship, respect and warmth relationships among the employees. On contrary, employees working under authoritarian and dictatorial leaders express low level of employee satisfaction.
11) Communication Methods: When administrative policies and all important announcements are communicated to the employees, it boosts their morale. The methods chosen for communication also play an integral role. Some of the methods that could be used are intranet, monthly newsletters, weekly meetings etc... 12) Safety measures: An employer must make sure that he provides a safe environment to his/her employee. The security measures outside office include security guards and parking facility. While inside the office, there must be introduced a safe environment for male and female employees to work so that if an employee has to work late hours she/he should feel safe and comfortable working in his/her office. There must be no discrimination or harassment practiced and the employee should be given equal opportunity to grow as an individual despite being male or female.
B) Personal Variables: The personal determinants also help a lot in maintaining the motivation and personal factors of the employees to work effectively and efficiently. Employee satisfaction can be related to psychological factors and so numbers of personal factors determine the employee satisfaction of the employees. 1) Personality: The personality of an individual can be determined by observing his individual psychological conditions. The factors that determine the satisfaction of individuals and his psychological conditions is perception, attitudes and learning. 2) Age: Age can be described as a noteworthy determinant of employee satisfaction. It is because younger age employees possessing higher energy levels are likely to be having more employee satisfaction. In older age, the aspiration levels in employees increase. They feel completely dissatisfied in a state where they are unable to find their aspiration fulfilled. 3) Education: Education plays a significant determinant of employee satisfaction as it provides an opportunity for developing ones personality. Education develops and improvises individual wisdom and evaluation process. The highly educated employees can understand the situation and asses it positively as they possess persistence, rationality and thinking power.
4) Gender Differences: The gender and race of the employees plays important determinants of Employee satisfaction. Women, the fairer sex, are more likely to be satisfied than their male counterpart even if they are employed in small jobs. The employee satisfaction can also be determined by other factors like learning, skill autonomy, job characteristics, unbiased attitude of management, social status etc. It is important for managers to consider all these factors in assessing the satisfaction of the employees and increasing their level of employee satisfaction.
2.5 HOW EMPLOYEES CAN EXPRESS THEIR DISSATISFACTION?

Top Triggers of Employee Dissatisfaction:

Ambiguity in role and responsibilities Responsibility without accountability. If one has responsibility but no power to take decisions or accountability one gets de-motivated as one cannot show results or move things forward.
Sometimes
employees
set too
high
unrealistic
standards/
expectations for themselves and that too sometimes lead to against within them. In this case if they do not have a good mentor, it may lead to a lot of stress and pressure as inability to achieve unrealistic goals may be due to circumstances beyond their control.
Lack of professionalism, lack of systems and processes also leads to employee angst.
Biased approach/favoritisms/discrimination at work
Lack of challenge in the work/lack of opportunities to move up the career ladder
The employees sent out some signals to express their discontent and the organization should not take it lightly. 1) Excessive absenteeism: When a regular employee suddenly begins to take leave or is late to work, it could indicate either his personal problems or job dissatisfaction. 2) Lack of interest: When an employee who stays at work until his job is done, now begins to leave at sharp 5 pm no matter his job is done or not. 3) Lack of quality and quantity in work: When an employee is dissatisfied in his job then automatically his mental state is reflected in his quality of his work. 4) Complaints by employee: Many complaints are put forward by the employee regarding salary, benefits, working hours, working conditions etc. 5) Off the job work: Misusing the company facility for his personal use during working hours. 6) Misbehavior: An employee may express anger, frequent argument with association and team member, which come out due to frustration. Effects of Dissatisfaction: Recognizing the dissatisfaction is only half the battle. The company should consider the reason for the burnout and should try to solve those
problems because it will affect other employees also. Otherwise it will affect the company in many ways like * Low productivity * High employee turnover cost * Poor employee morale
2.6 WHY IS EMPLOYEE SATISFACTION IMPORTANT?

Purpose / benefits of employee satisfaction include as follows: 1. Importance of employee satisfaction for organization Enhance employee retention. Increase productivity. Increase customer satisfaction Reduce turnover, recruiting, and training costs. Enhance customer satisfaction and loyalty. More energetic employees. Improve teamwork. Higher quality products and/or services due to more competent, energized employees. 2. Importance of employee satisfaction for employee Employee will believe that the organization will be satisfying in the long run. They will care about the quality of their work. They will create and deliver superior value to the customer. EMPLOYEE SATISFACTION 31
They are more committed to the organization. Their works are more productive. Outcome of Employee Satisfaction: a. Satisfaction and Productivity: Satisfied employees are not
necessarily more productive. Employee productivity is higher in organization with more satisfied employees. b. Satisfaction and Absenteeism: Satisfied employees have few avoidable absenteeism. c. Satisfaction and Turnover: Satisfied employees are less likely to quit. Organization takes actions to retain high performers and to weed out lower performers. d. Satisfaction and Organization Behavior: Satisfied
employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectation of their job. e. Satisfied employee increase Customer Satisfaction: Because they are more friendly, upbeat and responsive. They are less likely to turnover which helps build long-term customer relationship. They are experienced.
2.7 THE BEST HR PRACTICES THAT SUCCESSFUL COMPANIES PRACTICE

Why are employees in some companies happy to stick with the company while others look for a change? The reason is that some companies know how to take good care of their employees and provide a working EMPLOYEE SATISFACTION 32
environment that helps them retain their identity, while proving themselves and growing along with the company. How Managers Attract, Hire, Focus, And Keep Their Most Talented Employees? Without satisfying an employee's basic needs first, a manager can never expect the employee to give stellar performance. The basic needs are knowing what is expected of the employee at work, giving him the equipment and support to do his work right, and answering him basic questions of self-worth and self-esteem by giving praise for good work and caring about his development as a person. The great manager mantra is don't try to put in what was left out; instead draw out what was left in. You must hire for talent, and hone that talent into outstanding performance. 1. Know what can be taught, and what requires a natural talent. 2. Set the right outcomes, not steps. Standardize the end but not the means. As long as the means are within the company's legal boundaries and industry standards, let the employee use his own style to deliver the result or outcome you want. 3. Motivate by focusing on strengths, not weaknesses. 4. Casting is important, if an employee is not performing at excellence, maybe he is not cast in the right role. 5. Every role is noble, respect it enough to hire for talent to match. 6. A manager must excel in the art of the interview. See if the candidate's recurring patterns of behavior match the role he is to EMPLOYEE SATISFACTION 33
fulfill. Ask open-ended questions and let him talk. Listen for specifics. 7. Find ways to measure, count, and reward outcomes. 8. Spend time with your best people. Give constant feedback. If you can't spend an hour every quarter talking to an employee, then you shouldn't be a manager. 9. There are many ways of alleviating a problem or non-talent. Devise a support system; find a complementary partner for him, or an alternative role. 10.Do not promote someone until he reaches his level of incompetence; simply offer bigger rewards within the same range of his work. 11.Some homework to do: Study the best managers in the company and revise training to incorporate what they know. Send your talented people to learn new skills or knowledge. Change recruiting practices to hire for talent, revise employee job descriptions and qualifications. Here are some of the best HR practices that help in the creation of a highly satisfied and motivated work force. Work Environment A safe and happy workplace makes the employees feel good about being there. Each one is given importance and provided the security that gives them the motivation and incentive to stay. This is usually achieved EMPLOYEE SATISFACTION 34
through internal surveys to find out whether they are satisfied and if not what they think needs to be changed. Open Management Employees dont like the feeling of being kept in the dark about what is happening in the company. They feel motivated and develop enthusiasm only when the management opens up to them and discusses the company policies, sales, clients, contracts, goals and objectives. This encourages participative management. Asking them for ideas on how to improve will get their creative juices flowing. Being open about everything related to the company will help in building trust and motivating the employees. This open management policy can be practiced using several tools. Performance Incentives Every good performance is appreciated in the form of a pat on the back, bonuses or giving some other compensation for a job well done. Organizations that struggle to keep up with the attrition rate are mostly those that think employees are just doing their job. Even if it is the employees job, completion in an appreciable manner calls for an incentive, and this goes a long way in boosting the staff morale. These incentives can be implemented at the individual as well as the team level and it has been seen that this works wonders in getting the best out of the employees. But it is important to keep in mind that these bonuses should not be given without a reason, unless it is a commitment for annual bonuses or some such thing. Doing so will only reduce the perceived value of the bonuses. Performance Feedback EMPLOYEE SATISFACTION 35
This is one the methods that is being followed by many organizations. Feedback is not only taken from the boss, but also from other seniors and subordinates. Previously, appreciation was only sought from the immediate boss or the management, but now organizations understand the importance of collecting performance feedback from several quarters. The opinion of everyone matters, especially for someone who is in a leadership role at any level. Each person in the team is responsible for giving constructive feedback. This kind of system helps in identifying people who can perform well as leaders at higher levels in the organization. Even the senior level managers can use this system to their advantage, as a tool to improve themselves. Employee Evaluation Every company has an employee evaluation system in place but a good system links individual performance to the goals and priorities of the organization. This works well when achievements are tracked over a year. For a fair review of each employee, the evaluation, apart from being done by the boss, should be done by another person at a higher level, for whom the employees contribution is important. Ratings can also be obtained by other employees. This ensures a fair and accurate rating of each and every employee.
Sharing of Knowledge Knowledge sharing is a wonderful strategy that helps in the betterment of the employees and their work. Keep all the knowledgeable information in EMPLOYEE SATISFACTION 36
central databases that can be accessed by each and every employee. For example, if an employee is sent on some training, the knowledge that is acquired by that employee can be stored in these databases for others to learn from it. Even innovative ideas that the management deems fit for employees to see, can be stored here for all to see. Publicize Good Performances Every company has some employees who outperform others. Such performances should be highlighted and displayed where other employees can look at them; such as on the display boards and intranet etc. This will encourage others to give their best. A proper system should be set up to make a list of high performances at specific times in a year. Discussions Successful organizations nurture ideas and they understand that employees who are actually working and know the business can provide the best ideas. The management should have discussions with employees to get these ideas out of them. There can also be suggestion boxes to capture these ideas. Through this system, managers can find talented employees and develop them. Rewards While recognition of talent is highly important, this recognition has to be made public and what better way than holding ceremonies and announcing to the whole world (the employees), the achievements of a fellow employee. There can be nothing better for an employee than the heady feeling from a resounding applause. EMPLOYEE SATISFACTION 37
The Surprise Factor Who doesnt like a surprise? Surprise deserving employees when they are least expecting it. It could be a gift certificate or a small reward of some sort. This surprise doesnt have to be limited to the best performers, but it can be randomly given to others as a motivating factor too. Anyone can be given this surprise reward. Such healthy HR practices encourage the growth of the organization as employees after all play a major role in the well-being of a company. Making an employee feel like a million dollars pays in the form of the success of an organization.
CHAPTER 3
COMPANY PROFILE
PANASONIC ENERGY INDIA CO. LIMITED
Late Mr. D. D. Lakhanpal, the founder of the Panasonic Energy India Co. Ltd. formerly Panasonic Battery India Company Limited & Mr. Konusuke Matsushita laid the foundation stone of the Lakhanpal National Limited, on 15th August 1972 at G. I. D. C. Makarpura Industrial Estate, Vadodara. The incorporation of the company took place on 24th May 1972. The building work & installation of the machinery from Japan was undertaken rapidly & the production commenced from 2nd July 1973 with metal jacketed cell in Hyper Grade in UM-1 & UM-2 segments. On 1st October 1973 the company, Vadodara introduced Hi-Top grade performance cell for the first time in India & on 1st January 1976 it introduced paper jacketed "SPECIAL" cells. Since then the company has progressed between ups & downs by sincere efforts of management & employees and the future has been paved for higher achievements. Total number of employees working in a company is 795.
Panasonic Energy India Co. Limited Registered Office: G.I.D.C., Makarpura, P.B. No.719, Vadodara - 390 010. Gujarat, India.
Baroda Factory
AIM: Our aim is to supply portable source of

energy & its related products, thus contributing to the betterment of society, not only in India but throughout the world.
PHILOSOPHY: Panasonic Energy India

Co. Limited formerly Panasonic Battery India Co. Ltd., has a very simple and systematic philosophy. It has been clearly defined to all employees of the organization. The main vital philosophy of the organization is "People Before Product". This philosophy has been supported and implemented by all the employees from top level to lower management in the organization. The logic behind this philosophy is to achieve organizational goals and objectives. The main basic management objective of the company is "To Contribute to the Society ". Therefore, in order to achieve above said objective, the company has its own creed and principles
BUSINESS: The Company's principal

activities are to manufacture and sell dry cell batteries and battery appliances. Manufacturing and sales of battery component parts and machinery spare parts.The products include EMPLOYEE SATISFACTION 40
manganese dioxide. It operates solely in India. The company have manufacturing unit at Vadodara (Gujarat) and Pithampur (Madhya Pradesh). All over India, company have sales offices.
PRODUCTS:
MILESTONES:
1973: Production commenced of metal jacketed cell in "NOVINO HYPER" grade UM-1 and UM-2. First dispatch
of Metal Jacket leak proof NOVINO Introduce India.

HI
Top
grade
high
performance cells for the first time in
1975: Initiate export activities 1976: Introduced paper jacketed "NOVINO SPECIAL" UM-1 cells. Introduction of UM-3 pencil dry cell battery.
1987: Foundation stone of Pithampur Project laid.
1989 Launched "NOVINO GOLD" Zinc Chloride Metal Jacket battery for the first time in India Pioneers of Gold Segment in India.
1994 Awarded ISO - 9001 Certificate. 1995: Introduced "NOVINO SUMO" 1S and 3S battery - first ever eco - friendly battery in India
1997: Awarded ISO 14001 Certificate. 2003: ISO - 9001 : 2000 (QMS Quality Policy)
2004: ISO 14000 (EMS Environment
Policy) EMPLOYEE SATISFACTION 42
2005: We are the only manufacturer of AAA dry battery in India.
2006 Awarded ISO 14001 New Version (with ISO 9001). The only Panasonic battery company in India.
ACHIEVEMENTS:
Received Exports Awards Zinc Chloride Technology Environment Friendly Product Innovative Blister Packing
"Best Use Before" On Products Pioneer in Manufacturin g of AAA batteries
Virgin Seal
The Only supplier to Defense with Self Certification status. Also registered supplier to Indian Railways under DGS&D R/C, CSD and other PSU's.
CHAPTER 4 DATA ANALYSIS AND INTERPRETATION

ANALYSIS AND INTERPRETATION: This chapter is allocated for analysis and interpretation of data. Preparing percentage analysis, two-way table, chi-squire test and mean and combined mean does the analysis of employee extracted satisfaction, from the which is directly The questionnaire.
variations in the extent of the employee satisfaction can be measured with the variables such as job satisfaction, promotional opportunity, manager/supervisor co-operation, performance appraisal, compensation etc. CALCULATION SCORES: The Respondents were asked to state their level of satisfaction relating to fifty factors. Based on their responses the satisfaction score obtained by each respondent was found out. Points or scores were allocated based on the response. For each of the factor three levels of EMPLOYEE SATISFACTION 44 OF SATISFACTORY
satisfaction follow.
were
assigned
namely
high,
medium and low. The scores were allocated as
Strongly agree = 5 Agree= 4 Neutral = 3 Disagree =2 Strongly disagree = 1 The total scores secured by each respondent were thus arrived at. All the respondents were classified based on their level of satisfaction. Those who have obtained up to 13 points were classified under low satisfaction category, respondents with 14 20 points were classified under medium satisfaction category and those with more than 21 points were classified under high satisfaction category. NUMBER OF RESPONDENTS AND
LEVEL OF SATISFACTION
LEVEL OF SATISFACTION NO. OF RESPONDENTS
High satisfaction Medium satisfaction Low satisfaction TOTAL
22 18 10 50
4.A WITH TABLE
DATA SIMPLE
PRESENTATION PERCENTAGE
SIMPLE PERCENTAGE TABLE 1: GENDER: There is as yet no consistent evidence as to whether women are more satisfied with their job than men, holding such factors as job and occupational level constant. In order to know the ratio of gender among employees of company and the difference in their level of satisfaction, the respondents were asked about their gender. Gender MALE FEMALE Total GENDER Frequency 41 9 50 Percentage 82 18 100
GENDER
90 80 70 60 50 40 30 20 10 0
LE FE M AL E M A
Percentage
INTERPRETATION: Majority of the respondent are male (82%) and 18% respondents are female. SIMPLE PERCENTAGE TABLE 2: DESIGNATION: Designation of the
respondents may affect the perception of employee satisfaction. Top and middle level employees may expect much better work life and compensation then others. According to designation the respondents are classified into three categories as under. Designation
TOP MANAGEMENT MIDDLE MANAGEMENT LOWER MANAGEMENT
DESIGNATION Frequency 04 21 25 50
Percentage 08 42 50 100
Total
DESIGNATION
60 50 Percentage 40 30 20 10 0 TOP MANAGEMENT MIDDLE MANAGEMENT LOWER MANAGEMENT
INTERPRETATION: EMPLOYEE SATISFACTION 47
The above table indicates that Majority of the respondents are 50% in lower management (i.e. Executive and Sr. Exe.), 42% is in middle management (i.e. Asst. Manager and Manager), and 8% is in top management group. SIMPLE PERCENTAGE TABLE 3: QUALIFICATION: Qualification of the
respondents may affect the perception of employee satisfaction. Highly educated may expect much better work life then others. According to educational qualification the respondents are classified into two categories as under.
Qualification
POST GRADUATE GRADUATE
Total
QUALIFICATION Frequency 18 32 50
Percentage 36 64 100
QUALIFICATION
70 60 Pecentage 50 40 30 20 10 0 POST GRADUATE GRADUATE
INTERPRETATION: The above table indicates that Majority of the respondents are Graduates i.e. 64% and 36% respondents are post graduates. SIMPLE PERCENTAGE TABLE 4: AGE: Age is an important factor that has an influence of employee satisfaction. Hence according to age levels the respondents are classified into three categories. Employee Age 20 30 Yr 31 40 Above 40 Yrs Total EMPLOYEE AGE Frequency 19 23 08 50 Percentage 38 46 16 100
EMPOYEE AGE
50 45 40 35 30 25 20 15 10 5 0 20 30 Yr 31 40 Above 40 Yrs
INTERPRETATION: The above table indicates that Majority of the respondents i.e. 46% are in 31-40 years age group, 38% in 20-30 years age group, and 16% are in above 40 years age group. SIMPLE PERCENTAGE TABLE 5: YEARS OF EXPERIENCE: The experience of the employees in their job is another factor affecting the perception on employee satisfaction. Highly experienced may expect better working conditions and having less experienced satisfy with the existing one. The respondents are classified into three categories according to their level of experience as under: NO. OF YEARS OF SERVICE Yrs of Service Frequency Below 5 Years 11 5 10 Years 18 EMPLOYEE SATISFACTION 50 Percentage 22 36
Percentage
Above 10 Years Total
21 50
42 100
NO. OF YEARS IN SERVICE

45 40 35 30 25 20 15 10 5 0 Below 5 Yr 5 10 Yr Above 10 Yr
INTERPRETATION: The above table indicates that Majority of the respondents i.e. 42% are in above 10 years of experience, experience. 36% are in 5-10 years of experience, and 22% are in below 5 years of
4. B
Percentage
DATA ANALYSIS WITH
TWO WAY TABLE

The score secured by the respondents who falls between the score as up to 13 indicates less satisfaction of the respondents, from 14 20 are got average satisfaction and above 21 respondents got highly satisfaction level TWO WAY TABLE 1:
Relationship Between Gender And Level Of Satisfaction:

GENDER LEVEL OF SATISFACTION HIGHLY MEDIUM SATISFIED SATISFIED LOW SATISFIED TOTAL
MALE FEMALE TOTAL INFERENCE:
22 (54%) 3 (33%) 25
15 (37%) 3 (33%) 20
4(9%) 3 (33%) 5
41 9 50
From the above table the percentage of highly satisfied are in male group followed by the female group. The percentage of low satisfied is highest in female group.
TWO WAY TABLE 2: Relationship Between Designation And Level Of Satisfaction:

AGE LEVEL OF SATISFACTION HIGHLY MEDIUM SATISFIED SATISFIED LOW SATISFIED TOTAL
TOP MANAGEMENT MIDDLE MANAGEMENT LOWER MANAGEMENT TOTAL INFERENCE:
2 (50%) 10 (48%) 10 (40%) 22
1 (25%) 9 (43%) 10 (40%) 20
1 (25%) 2 (9%) 5 (20%) 8
04 21 25 50
From the above table the percentage of highly satisfied respondents is more in top management group i.e. 50%. In medium satisfaction the highest percentage is in middle management group i.e. 43%. In low satisfaction again top management group respondents are more.
TWO WAY TABLE 3: Relationship Between Qualification And Level Of Satisfaction:

QUALIFICATION LEVEL OF SATISFACTION HIGHLY MEDIUM SATISFIED SATISFIED LOW SATISFIED TOTAL
GRADUATE POST GRADUATE TOTAL INFERENCE:
17 (53%) 12 (66%) 29
12 (38%) 5 (28%) 17
3 (9%) 1 (6%) 4
32 18 50
From the above table the percentage of highly satisfied is more among the respondents of post graduate group. The percentage of medium satisfied is highest among the respondents of graduate level group. And the percentage of EMPLOYEE SATISFACTION 53
low satisfaction is highest among the graduate level group i.e. 9%. TWO WAY TABLE 4: Relationship Between Employee Age And Level Of Satisfaction:
EMPLOYEE AGE HIGHLY SATISFIED MEDIUM SATISFIED LOW SATISFIED TOTAL LEVEL OF SATISFACTION
20 30 Yrs 31 - 40 Yrs Above 40 Yr TOTAL INFERENCE:
9 (47%) 10 (43%) 4 (50%) 23
6 (32%) 12 (52%) 3 (38%) 21
4 (21%) 1 (5%) 1 (12%) 6
19 23 08 50
The above table reveals that the percentage of highly satisfied is in the above 40 Years age group (50%) and 43 % of highly satisfied in the 31-40 Years age group. And in medium satisfaction 52% is the highest percentage in 31-40 Years age group and followed by Above 40 Years age group with 38% of satisfaction. The highest percentage of 21% in low satisfaction is in 20-30 Years age group. TWO WAY TABLE 5: Relationship Between Experience And Level Of Satisfaction:
EXPERIENCE LEVEL OF SATISFACTION
HIGHLY SATISFIED
MEDIUM SATISFIED
LOW SATISFIED
TOTAL
Below 5 Yrs 5 10 Yrs Above 10 Yrs

TOTAL
4 (36%) 11 (61%) 9 (43%) 24
4 (36%) 6 (33%) 10 (48%) 20
3 (28%) 1 (6%) 2 (9%) 6
11 18 21 50
INFERENCE: The above table reveals that the respondents having 5-10 Years of experience have derived highest satisfaction level with 61%. The percentage of medium satisfaction is high in the category of Above 10 Years group i.e. 48%. And in low satisfaction level the percentage of Below 5 Years of experience is high i.e. 28%.
4. C DATA
ANALYSIS TEST
WITH OR
CHI-SQUARE
TEST OF HYPOTHESIS
CHI-SQUARE TEST: Chi-square test is applied to test the goodness of fit, to verify the distribution of observed data with assumed theoretical distribution. Therefore it is a measure to study the divergence of actual and expected frequencies; Karl Pearsons has developed a method to test EMPLOYEE SATISFACTION 55
the
difference
between
the
theoretical
(hypothesis) & the observed value. Chi square test (X2) = (O E) 2/E Degrees Of Freedom = V = (R 1) (C -1) Were, O = Observed Frequency E = Expected Frequency R = Number of Rows C = Number of Columns For all the chi-square test the table value has taken @ 5% level of significance.
HYPOTHESIS - 1:
CHI SQUARE TEST IS CONDUCTED TO EXTENT THE RELATIONSHIP BETWEEN THE GENDER AND LEVEL OF SATISFACTION.
HO: There is no significant relationship between gender and level of satisfaction. EMPLOYEE SATISFACTION 56
O 22 3 15 3 4 3
E 20.50 4.50 14.76 3.24 5.74 1.26
OE 1.5 -1.5 0.24 -0.24 -1.74 1.74
(O E)2 2.25 2.25 0.0576 0.0576 3.0276 3.0276 Total
(O E)2/ E 0.1098 0.5000 0.0039 0.0178 0.5275 2.4029 3.5617
Degree of freedom - 2 Table value 5.99 Calculated value 3.5617 Since the calculated value is less than the table value. So the Null hypothesis is accepted. Hence, there is no significant relationship between gender and level of satisfaction.
HYPOTHESIS - 2:
CHI SQUARE TEST IS CONDUCTED TO EXTENT THE RELATIONSHIP BETWEEN THE DESIGNATION AND LEVEL OF SATISFACTION.
HO: There is no significant relationship between designation and level of satisfaction. O 2 10 10 1 9 10 1 2 5 E 1.76 9.24 11.00 1.60 8.40 10.00 0.64 3.36 4.00 OE 0.24 0.76 -1 -0.6 0.6 0 0.36 -1.36 1 (O E)2 0.0576 0.5776 1 0.36 0.36 0 0.1296 1.8496 1 Total Degree of freedom - 4 Table value 9.49 Calculated value 1.4570 Since the calculated value is less than the table value. So the Null hypothesis is accepted. Hence, there is no significant relationship between designation and level of satisfaction. (O E)2/ E 0.0327 0.0625 0.0909 0.2250 0.0429 0.0000 0.2025 0.5505 0.2500 1.4570
HYPOTHESIS - 3:
CHI SQUARE TEST IS CONDUCTED TO EXTENT THE RELATIONSHIP BETWEEN THE QUALIFICATION SATISFACTION. AND LEVEL OF
HO: There is no significant relationship between qualification and level of satisfaction. O 17 12 12 5 3 1 E 18.56 10.44 10.88 6.12 2.56 1.44 OE -1.56 1.56 1.12 -1.12 0.44 -0.44 (O E)2 2.4336 2.4336 1.2544 1.2544 0.1936 0.1936 Total (O E)2/ E 0.1311 0.2331 0.1153 0.2050 0.0756 0.1344 0.8946
Degree of freedom - 2 Table value 5.99 Calculated value 0.8946 Since the calculated value is less than the table value. So the Null hypothesis is accepted. Hence, there is no significant relationship between educational qualification of employee and their level of satisfaction.
HYPOTHESIS - 4:
CHI SQUARE TEST IS CONDUCTED TO EXTENT THE RELATIONSHIP BETWEEN THE EMPLOYEE AGE AND LEVEL OF SATISFACTION.
HO: There is no significant relationship between employee age and level of satisfaction. O 9 10 4 6 12 3 4 1 1 E 8.74 10.58 3.68 7.98 9.66 3.36 2.28 2.76 0.96 OE 0.26 -0.58 0.32 -1.98 2.34 -0.36 1.72 -1.76 0.04 (O E)2 0.0676 0.3364 0.1024 3.9204 5.4756 0.1296 2.9584 3.0976 0.0016 Total (O E)2/ E 0.0077 0.0318 0.0278 0.4913 0.5668 0.0386 1.2975 1.1223 0.0017 3.5856
Degree of freedom - 4 Table value 9.49 Calculated value 3.5856 EMPLOYEE SATISFACTION 60
Since the calculated value is less than the table value. So the Null hypothesis is accepted. Hence, there is no significant relationship between age and level of satisfaction
HYPOTHESIS - 5:
CHI SQUARE TEST IS CONDUCTED TO EXTENT THE RELATIONSHIP BETWEEN THE YEARS OF SERVICE AND LEVEL OF SATISFACTION.
HO: There is no significant relationship between years of service and level of satisfaction. O 4 11 9 4 6 10 3 1 2 E 5.50 9.00 10.50 4.62 7.56 8.82 0.88 1.44 1.68 OE -1.5 2 -1.5 -0.62 -1.56 1.18 2.12 -0.44 0.32 (O E)2 2.25 4 2.25 0.3844 2.4336 1.3924 4.4944 0.1936 0.1024 Total (O E)2/ E 0.4091 0.4444 0.2143 0.0832 0.3219 0.1579 5.1073 0.1344 0.0610 6.9335
Degree of freedom - 4 Table value 9.49 Calculated value 6.9335 Since the calculated value is less than the table value. So the Null hypothesis is accepted. Hence, there is no significant relationship between experience of employee and their level of satisfaction.
4. DDESCRIPTIVE STATISTICS TABLE (COMBINED MEAN)

The tables below show the combined mean of the perceived value of employee satisfaction in relation with factors described. factor.
Sr. No. A1 A2 A3 A4 A5 A6 A7 A8 Factors COMPANY CULTURE COMPANY POLICY AND ACTIVITIES WORK PLACE AND ENVIRONMENT COMMUNICATION TRAINING AND DEVELOPMENT PERFORMANCE APPRAISAL COMPENSATION MANAGER/SUPERVISOR CO-OPERATION Combined Mean 3.96 4.03 4.21 4.07 3.80 3.84 3.62 3.85 Remarks Excellent Excellent Excellent Excellent Good Good Good Good
Higher the
score, better the satisfaction of the particular
A9 A10
JOB SATISFACTION OPPORTUNITY FOR PROMOTION/ CAREER PROSPECTUS
4.05 3.84
Excellent Good
COMBINED MEAN VALUE OF FACTORS

4.30 4.20 4.10 4.00 3.96 4.03 4.21 4.07 3.85 3.62 4.05 3.84 3.84
MEAN
3.90 3.80 3.70 3.60 3.50 3.40 3.30
3.80
FACTORS
A1 A2 A3 A4 A5 A6 A7 A8 A9 A10
INTERPRETATION: The average Employee Satisfaction for the total respondents is 3.93 which indicate that the employees are relatively satisfied with the various services being catered by the company. It can be attributed to the fact that the company caters to the various needs of the employees. It also shows that employees are not satisfied in Compensation Area (Mean-3.62) compare to all areas. Similarly other areas must be taken care by company and are Training for and Career Development Appraisal (Mean3.80), Opportunity Performance
Prospectus (Mean-3.84), Manager/ Supervisor EMPLOYEE SATISFACTION 63
Co-operation (Mean-3.85). Total respondent shows that employees are more satisfied in Work Placement and Environment (Mean-4.21) followed by Communication Area (Mean 4.07), Job Satisfaction (Mean4.05), Company Policy (Mean4.03) and Company Culture (Mean3.96).
4. D2
EMPLOYEE
SATISFACTION COMPARISION FACTORWISE BASED ON MEAN

The tables below show the overall mean of the perceived value of employee satisfaction related to categories like gender, designation, qualification, employee age and experience in relation with factors described. Higher the score, better the satisfaction of the particular factor. It also gives the clear picture of how the people from different categories perceive the same factor in the same organization differently. This shows the perception of the employees with different background perceives the things differently.
MEAN and SD CAT.

GENDER Mean SD DESIGN. Mean SD QUAL. Mean SD EMP. AGE Mean SD YRS OF SERVICE Mean SD 3.92 0.32 3.97 0.35 4.17 0.4 4.01 0.4 3.76 0.49 3.78 0.33 3.64 0.52 3.75 0.33 3.96 0.35 3.75 0.48 3.98 0.31 4.07 0.37 4.27 0.28 4.11 0.37 3.84 0.4 3.88 0.39 3.55 0.46 3.89 0.31 4.10 0.37 3.93 0.35 3.94 0.33 4.06 0.35 4.21 0.4 4.10 0.38 3.80 0.38 3.84 0.39 3.67 0.51 3.90 0.32 4.07 0.38 3.85 0.45 A1 A2 A3 A4 A5 A6 A7 A8 A9 A10
3.94 0.33
3.97 0.35
4.21 0.42
4.07 0.39
3.76 0.51
3.84 0.35
3.62 0.38
3.83 0.35
4.04 0.39
3.81 0.37
4.01 0.41
4.06 0.34
4.22 0.36
4.08 0.39
3.82 0.32
3.86 0.32
3.62 0.53
3.86 0.39
4.05 0.34
3.89 0.31
MEAN FACTORWISE
4.30 4.20 4.10 4.00
MEAN
3.90 3.80 3.70 3.60 3.50 3.40

A1 A6 A2 A3 A4 A5 A7 A8 A9
GENDER EMPLOYEE AGE
DESIGNATION YEARS OF SERVICE
QUALIFICATION
A1
INTERPRETATION: From the Table and Figure displayed mean factor wise i.e. A1 to A10 for category like Gender, Designation, Qualification, Employee Age and Years of service in a company. From this we can analyzed which category of respondents are more satisfied and less satisfied in particular factor i.e. A1 to A10. A1 (Company Culture): Years of Service category (Mean-4.01) is more satisfied while Qualification category (Mean-3.92) is less satisfied. A2 (Company Policy), A5 (Training and Development): Designation category (Mean4.07, Mean-3.84) is more satisfied while Qualification (Mean-4.01, Mean-3.76) and Employee Age (Mean-4.01, Mean-3.76) is less satisfied. A3 (Workplace), A4 (Communication), A6 (Performance Appraisal), A9 (Job Satisfaction), A10 (Opportunity for Promotion and Career): Designation category (Mean-4.27, 4.11, 3.88, 4.10, 3.93 respectively) is more satisfied while
Qualification category (Mean-4.17, 4.01, 3.78, 3.96, 3.75 respectively) is less satisfied. A7 (Compensation): Gender category (Mean3.67) is more satisfied while Designation category (Mean-3.55) is less satisfied. A8 (Manager Co-operation): Gender category (Mean-3.90) satisfied. is more satisfied while Qualification category (Mean-3.75) is less
CHAPTER 5 FINDINGS
5.A1 FINDINGS FROM AND
SIMPLE ANALYSIS
PERCENTAGE
DESCRIPTIVE STATISTICS
1)
The number of male employees in the company is more with the percentage of 82%; where as female employees are only 18%.
2)
The percentage of lower management employees in the company is more i.e. 50%.
3)
Majority of the employees belongs to the age group of 31-40 Years i.e. middle age group.
4)
The data regarding the qualification of the employees shows that majority of the employees are graduates with 64%. The percentage level of post graduates is low i.e. 36%.
5)
Majority of employees experience with 42% have more than 10 years of experience.
6)
The respondents are satisfied with the environment and nature of work environment and nature of work as their mean value is near to 4.20 which are excellent.
7)
Communication of company people with their employees also seems to be excellent as mean value is 4.06.
8) Employees are also satisfied with job
satisfaction provided by the company the EMPLOYEE SATISFACTION 68
mean value is 4.05; which is an excellent level.

9)
Employees are happy with Company policies and activities with mean value of 4.03 which is again an excellent level.
10)Employees
are also happy with culture of
the company with mean value of 3.96 which is good agreeable level.
11)The
respondents relationship with the
seniors is good as their mean value is 3.85 is an agreeable level.

12) Study reveals that employees are less
satisfied with training program with agreeable mean value of 3.80.

13)Study
also reveals that employees are not satisfied with performance
more
appraisal and opportunity for promotion with mean value of 3.84.

14) Employees
are
dissatisfied
with
Compensation (pay and benefits) with mean value of 3.62 which is lowest value compare to all other factors. 15) Years of Service category i.e.
experience employees (Mean-4.01) are EMPLOYEE SATISFACTION 69
more
satisfied
while
Qualification
category (Mean-3.92) is less satisfied with Company Culture. 16) Designation category (Mean-4.07,
Mean-3.84) is more satisfied while Qualification (Mean-4.01, Mean-3.76) and Employee Age (Mean-4.01, Mean3.76) category is less satisfied with Company Policy and Training and Development. 17) Designation category (Mean-4.27, 4.11, 3.88, 4.10, and 3.93 respectively) is more satisfied while Qualification category (Mean-4.17, 4.01, 3.78, 3.96, 3.75 respectively) is less satisfied in related to factors Workplace and Environment, Communication, Performance Appraisal, Job Satisfaction, Opportunity for Promotion and Career. 18) Gender category (Mean-3.67) is more satisfied while Designation category (Mean-3.55) Compensation 19) Gender category (Mean-3.90) is more satisfied while Qualification category EMPLOYEE SATISFACTION 70 is less satisfied with
(Mean-3.75) is less satisfied with Manager/Supervisor Co-operation.
5.A2
FINDINGS FROM TWO-
WAY TABLE
1)
Highly satisfied employees are more among the male respondents than the female respondents.
2)
Highly satisfied employees are more among the top management category than the middle and lower management one.
3)
Highly satisfied employees are more among the age group of old employees i.e. above 40 years of age.
4)
Highly satisfied employees are more among the post graduate than the graduate employees.
5)
Highly satisfied employees are with above 10 years of experience.
5.A3
FINDINGS FROM CHI-
SQUARE ANALYSIS
1)
There is no significant relationship
between gender and level of satisfaction. EMPLOYEE SATISFACTION 71
2)
There is no significant relationship designation and level of
between
satisfaction. 3) There is no significant relationship
between age and level of satisfaction. 4) There is no significant relationship
between educational qualification and level of satisfaction. 5) There is no significant relationship experience and level of
between
satisfaction.
5.A4
FINDINGS FROM DATA AND SELF
COLLECTION OBSERVATION
1) Some employees are not satisfied with promotion policy of the company.
2)
Some employees are not satisfied with their pay scale. It revealed that employees in a company are not attracted by company policies and activities
3) There is training department in the
organization but infrastructure not good. Thus, employees are not happy with proper training from time to time. EMPLOYEE SATISFACTION 72
Feedback revealed that head of the department is not give them fair chance to attend training program and workshops that means they are not happy with their seniors.
4) Feedback indicates that company do not
have enough infrastructure for training and they are not received enough training related to work.
5) Company management is required to talk
with
the
employees
and
provide
understanding of appraisal and method of appraisal to newly joined employees.

6) Feedbacks revealed that superior not
encourage them for their development and they are not concern with their future plan. 7) Employees are not finding opportunity for their career promotion because they believe that company is not giving opportunity to access other area of company and also they are not happy with formal career planning happened in a company.
8) It revealed that middle and top level management communication is proper while lower level face problems in communication with middle and top level management. Communication must be to remain same to all level of management because it is very important and fundamental area which must be improved. If communication is not proper it will raise other problems. 9) Employees are not multitasked. 10) Job rotation method is not used so that employees do not have understanding of other departments and their functions.
CHAPTER 6
RECOMMENDATIONS AND CONCLUSION

To improve employee satisfaction, company should do followings in areas needs improvement:
6.1 RECOMMENDATIONS
COMPENSATION BENEFITS): - Benchmark rates of pay with other companies who compete in the same labor market. Make adjustments, if you are behind the market i.e. analyze industry trend and according to trend change in pay structure. - Increase communication/education why the need to have the difference if there is no plan of standardization. - Ensure that your employees recognize the value of their total package (bonus opportunities, health cover, sick pay etc) not just basic pay. - Offer retention bonuses instead of sign-on bonuses. Retention packages could be designed EMPLOYEE SATISFACTION 75 (PAY AND
to raise the salaries of technologists who become credentialed in additional specialty areas, obtain additional education or take on more responsibility. Sign-on bonuses encourage technologists to skip from job to job, while retention packages offer incentives for staying. - Training managers, sessions regular for supervisors and
communication
session
during recruiting, hiring, and follow-up during supervisory-staff meeting. -Implement grade and base pay structure, payfor-performance management systems for annual increment and bonus distribution. -Conduct effective exit interviews. TRAINING AND DEVELOPMENT: - Review approach to induction. - Review approach to training and development. - Train managers to more effectively train, coach and develop their teams. - Improve infrastructure of training department.
- Outsource some of the training specially related to IT which need experience IT trainer with practical exposure. - Use Training Need Analysis and ask each of the head of the department to act according to the guidelines given by HRD and send only employees who need desire skills to improve competency for job. - Managers should utilize one-to-one employee meeting to develop and coach their staff. - Implement smart training that is not only relevant but helps and broaden employee development experiences opportunities. - Accurately defined the employees job description, the skills most important to the job, discuss the job skill the employees perform well and identify areas that meet improvement, set mutual and worthwhile goals and coach to improve employee performance. provides
MANAGER/SUPERVISOR OPERATION:
CO-
-Demonstrate to employees that the company cares about them, wants them to advance in their careers and will help them satisfy their need for personal growth. -Walk the talk by not only communicating the corporate strategy but also ensuring that it is applied consistently throughout the company, including making the reward system consistent with strategic goals. -Watch for and eliminate all inconsistencies between promoting a belief in employees and managerial behavior or policies that undermines the commitment. -Top management and to clearly explain regularly for
responsibilities and hold
expectations
stress the importance of hard and soft skills supervisors accountable developing in these areas. - A good employee/manager relationship is critical to employee satisfaction. Make sure your managers are not driving technologists away. Give them the training they need to develop good supervisory and peoplemanagement skills.
- Weed out poor managers because many employees leave their jobs because they are unhappy with their bosses remember people dont leave their jobs, they leave their managers. PERFORMANCE APPRAISAL: - Ensure that your appraisal system is in place and working well. - Implement 360 degree appraisal system so that from top to bottom everyone included giving feedback for an employee. - Encourage your employees to contribute to the success of the business. Ask for their opinions and suggestions. - Introduce a suggestion scheme to get ideas on how the business could be improved. Reward the good ones. - Encourage your line managers to 'catch people doing things right' and give positive feedback when people do things well. - Conduct regular performance reviews to identify employees' strengths and weaknesses, and help them improve in areas that will lead to job advancement. EMPLOYEE SATISFACTION 79
OPPORTUNITY FOR PROMOTION AND CAREER: - Provide employee well defined career paths (including succession plan), mentors and tuition remuneration for job-related education. - Provide employee a clear professional development plan gives employees an incentive to stick around. Train supervisors in coaching and
performance management skills. - Implement a good promotion process, soft skills training development before and after promotion. - Implement job rotation method so that every employee can get an opportunity to access other department and understand responsibilities and problems face by other departments. - Top management identifies employees and prepares them for next higher position by providing necessary training and education. - Identify your employees' talents and then encourage them to stretch their abilities into new areas. EMPLOYEE SATISFACTION 80
OTHER RECOMMENDATIONS: - Give employees the best equipment and supplies possible. Ensure that your equipment is properly maintained, and regularly upgrade machinery, computers and software. In addition, provide employees with the highest quality supplies you can afford. - Show your employees that you value them. Recognize outstanding achievements promptly and publicly, but also take time to comment on the many small contributions your staff makes every day to the organization's mission. Don't forget these are the people who make you look good. - Be flexible. Today's employees have many commitments outside their job, often including responsibility for children, aging parents, chronic health conditions and other issues. They will be loyal to workplaces that make their lives more convenient by offering on-site childcare centers, on-site hair styling and dry cleaning, flexible work hours, part-time positions, job-sharing or similar practices. - Make room for fun. Celebrate successes and recognize when milestones are reached. Potluck lunches, birthday parties, employee EMPLOYEE SATISFACTION 81
picnics and creative contests will help remind people why your company is a great place to work. - Reduce the paperwork burden. If your technologists spend nearly as much time filling out paperwork, it's time for a change. Paperwork pressures can add to the stress and burnout that employees paperwork; feel. Eliminate more unnecessary convert
paperwork to an electronic format; and hire non-tech administrative staff to take over as much of the paperwork burden as is allowed under legal or regulatory restrictions. - Foster an environment of teamwork. It takes effort to build an effective team, but the result is greater productivity, better use of resources, improved customer service and increased morale
6.2 CONCLUSION
Research shows that satisfied employees are more efficient and productive so they positively influence organizational performance and work towards fulfillment of companys objectives and goals. Good Company Culture, Company Policies, Convenient Work location,
Communication , job satisfaction, opportunities for promotion and career prospects, fair salary are few area which are critically important from the view point of most of the employees. In conclusion, several themes emerged from the overall result of the survey. The cause of concern here is that employees have indicated that they need more for their compensation and from their superiors. Based on the results as a whole, without significant and meaningful improvement Manager/Supervisor in Compensation, Training Co-operation,
and Development, Performance Appraisal and Opportunity for career and promotion, the companys current climate could eventually erode the employees outlook and eventually their commitment to doing their job. The good news is that employees seem ready and willing to offer their insight and constructive ideas on how to improve their area within company. They are highly satisfied with Company Culture, Company Polices, Work Place and Environment where they are work, Interpersonal Communication in a company and more important is satisfied by job they are doing. EMPLOYEE SATISFACTION 83
Employees have an average mean of 3.93 which indicates that the employees are relatively satisfied with the various services being catered by the company. Major concern areas are Compensation, Performance Training and and Development, Appraisal,
Manager/Supervisor
Co-operation
Opportunity for career and promotion. The study on employees satisfaction at Panasonic Energy India Co. Ltd. is cased out with full co-operation of the employees and management. As far as possible with in the given limits the study is completed with the satisfaction of many peoples. The data collected are analyzed scientifically. It is assured that the company may get high boosted moral in the organization provided some of the recommendations made in the report are carried out. Further from this survey I hope the
organization will be benefited and with the help of the recommendations given the organization can improve its functioning and the overall employee satisfaction level in the organization and its performance will increase.
APPENDIX QUESTIONNAIRE
Employee Satisfaction Survey
Company Name: PANASONIC ENERGY INIDA CO. LIMITED
Department: Designation: No. Of Years of Service: Qualification: Sex (M / F): Age:
The level of satisfaction is rated at a 1-5 scale: Employee can apply in box based on rating mention as:
Strongly Agree -5 Disagree -1
Agree -4
Neutral -3
Disagree -2
Strongly
Please take a few minutes to complete this survey. You are the person who can give us fair guidance without any bias. Based on your personal experience in this organisation, please fill this form to help us building our organization much better & professional. Share your views by putting a " mark in the boxes against each question
S.N.
Statement
Ratings
5 A1
1 2 3 4 5
COMPANY CULTURE
The top management of this organization makes effort to identify and utilize the potential of the employee. Top Management shows genuine interest in the well being of all employees and even support them during personal emergencies. Employees are encouraged to suggest new ideas about their work. Weaknesses of employees are communicated to them in a non-threatening way. In this organization, difference of opinion with seniors is taken positively.
A2
COMPANY POLICY AND ACTIVITIES
Employees are encouraged to participate in making 6 decision which affects their work. The company provides excellent benefits and welfare 7 facilities for the employees and their families. Delegation of authority to encourage juniors to develop handling higher responsibilities is quite 8 common here. People lacking competence in doing their jobs are helped to acquire competence rather than being left 9 unattended. Management takes sincere efforts to identify and 10 utilize employees full potential.
A3
11 12 13 14 15
WORK PLACE AND ENVIRONMENT

The psychological climate in this organisation is very conducive to any employee interested in developing himself by acquiring new knowledge & skills. I believe that the work atmosphere is friendly. I feel I can trust what company tells me. I am encouraged to experiment and try out new / creative ideas. My working environment is satisfactory.
A4
16 17 18 19
COMMUNICATION
Management communicates its goals & strategies effectively to its employees. I get all information about the events and affairs of the company which have an effect on my work. I am kept informed about the activities that go on in my organization. I have a good understanding about the companys
various benefit plans/schemes. 20 I am satisfied with communications generally.
A5
21 22 23 24 25
TRAINING AND DEVELOPMENT

We have good Training & Development infrastructure and facilities. I have received all the training I need to effectively carry out my job. Every employee is given a fair chance, by the head of the concerned department to attend the workshops and training programs. Company provides as much initial training as needed. Employees take training seriously and learned.
A6
26 27
PERFORMANCE APPRAISAL
Performance appraisal reports in our organisation are based on objective assessment and adequate information. My performance for every year is reviewed and discussed with me. The management periodically provides feedback on the good and the bad aspects of an employees work and where he/she must improve, by way of performance appraisal. I feel my services are well recognized. My appraisal helps me in planning for the future.
28 29 30
A7
31 32 33 34 35
COMPENSATION
I agree that the Companys compensation package matches similar organizations in the industry. I feel, I am paid fairly considering my qualification, experience, and responsibilities. I am rewarded fairly considering my dedications and performance on the job given to me. All the allowances and advances are provided on time. Individual initiative is encouraged in the Company.
A8
MANAGER/SUPERVISOR CO-OPERATION
My Manager/Supervisor communicates my 36 weaknesses and helps me in overcoming them. My Manager/Supervisor gives appreciation to good 37 work done by me promptly. My Manager/Supervisor encourages my 38 development... 39 My Manager guides me and prepares me for future
responsibilities. 40 My manager always treats me with respect.
A9
JOB SATISFACTION
41 I am trusted to do my job. 42 I am provided adequate facilities to do my job. I am clearly informed about what exactly is expected 43 of me regarding my work. 44 I feel totally secure in this job. My job is a good use and application of my skills, 45 experience and qualifications.
A10
46 47 48 49 50
OPPORTUNITY FOR PROMOTION / CAREER PROSPECTUS

I have opportunities for advancement in my current organization. I have access to opportunities in different areas within my organization. I am happy with the formal career planning that happens in my workplace. My present work will help me grow in my career. If I do good work, I can count on career growth in the Company.
Date: ___________ Thanks for your valuable time and response
BIBLIOGRAPHY
K.
Aswathappa:
Human
Resource
Management, 5th edition, Tata McGrawHill Companies, New Delhi.
L.M. Prasad: Principles and Practice of Management, 6th edition, Sultan Chand & Sons, New Delhi.
C R Kothari : Research Methodology Methods and Techniques, 2nd Edition , New Age International Publishers
S.P. Gupta : Statistical Methods, 36th edition, Sultan Chand & Sons, New Delhi
Stephen Organizational
Robbins Behavior,
Essentials Prentice
of Hall
International Edition
First, Break All The Rules (What The World's Greatest Managers Do Differently by Marcus Buckingham & Curt Coffman ) - Reviewed by Regine P. Azurin and Yvette Pantilla

o o
Internet Sites www.humanresource.hrvinet.com www.hrblogs.com hrmba.blogspot.com www.citehr.com www.wikipedia.org o search.ebscohost.com
o
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CHAPTER 1 INTRODUCTION

1.1 AIM OF STUDY:

1.2 RATIONALE BEHIND THE STUDY:

1.3 OBJECTIVES OF STUDY:

To study the various factors which influencing employee satisfaction.

1.4 RESEARCH METHODOLOGY:

SIGNIFICANCE AND NEED FOR STUDY:

This study is only limited to this company.

CHAPTER 2 EMPLOYEE SATISFACTION

Enthusiasm Showing excitement, optimism and passion for your work.

2.3 THEORIES OF EMPLOYEE SATISFACTION

These predicted organizational rewards are valued by the employee in question.

There are five different levels in Maslows hierarchy of needs:

Two-factor theory distinguishes between:

Achievement Recognition Work itself Responsibility

Company policy Supervision Relationship with boss Work conditions

Salary Relationship with peers Security

2.5 HOW EMPLOYEES CAN EXPRESS THEIR DISSATISFACTION?

Biased approach/favoritisms/discrimination at work

Lack of challenge in the work/lack of opportunities to move up the career ladder

2.6 WHY IS EMPLOYEE SATISFACTION IMPORTANT?

2.7 THE BEST HR PRACTICES THAT SUCCESSFUL COMPANIES PRACTICE

AIM: Our aim is to supply portable source of

PHILOSOPHY: Panasonic Energy India

BUSINESS: The Company's principal

of Metal Jacket leak proof NOVINO Introduce India.

performance cells for the first time in

1987: Foundation stone of Pithampur Project laid.

2004: ISO 14000 (EMS Environment

Policy) EMPLOYEE SATISFACTION 42

2005: We are the only manufacturer of AAA dry battery in India.

"Best Use Before" On Products Pioneer in Manufacturin g of AAA batteries

CHAPTER 4 DATA ANALYSIS AND INTERPRETATION

medium and low. The scores were allocated as

High satisfaction Medium satisfaction Low satisfaction TOTAL

4.A WITH TABLE

INTERPRETATION: EMPLOYEE SATISFACTION 47

Above 10 Years Total

NO. OF YEARS IN SERVICE

DATA ANALYSIS WITH

TWO WAY TABLE

Relationship Between Gender And Level Of Satisfaction:

MALE FEMALE TOTAL INFERENCE:

TWO WAY TABLE 2: Relationship Between Designation And Level Of Satisfaction:

TOP MANAGEMENT MIDDLE MANAGEMENT LOWER MANAGEMENT TOTAL INFERENCE:

2 (50%) 10 (48%) 10 (40%) 22

1 (25%) 9 (43%) 10 (40%) 20

1 (25%) 2 (9%) 5 (20%) 8

TWO WAY TABLE 3: Relationship Between Qualification And Level Of Satisfaction:

GRADUATE POST GRADUATE TOTAL INFERENCE:

20 30 Yrs 31 - 40 Yrs Above 40 Yr TOTAL INFERENCE:

9 (47%) 10 (43%) 4 (50%) 23

6 (32%) 12 (52%) 3 (38%) 21

4 (21%) 1 (5%) 1 (12%) 6

Below 5 Yrs 5 10 Yrs Above 10 Yrs

4 (36%) 11 (61%) 9 (43%) 24

4 (36%) 6 (33%) 10 (48%) 20

3 (28%) 1 (6%) 2 (9%) 6

E 20.50 4.50 14.76 3.24 5.74 1.26

OE 1.5 -1.5 0.24 -0.24 -1.74 1.74

(O E)2 2.25 2.25 0.0576 0.0576 3.0276 3.0276 Total

(O E)2/ E 0.1098 0.5000 0.0039 0.0178 0.5275 2.4029 3.5617

4. DDESCRIPTIVE STATISTICS TABLE (COMBINED MEAN)

score, better the satisfaction of the particular