A PROJECT REPORT ON

STUDY OF EMPLOYEE SATISFACTION AT BSL LTD.
SUBMITTED FOR THE PARTIAL FULLFILLMENT OF TWO YEARS FULL TIME COURSE

MASTER IN BUSINESS ADMINISTRATION BATCH(2010-2012) SUBMITTED TO: FMS,MAIET,Jaipur. SUBMITTED BY: ASMA MAJEED MBA SEM-IV(2011-2012)

FACULTY OF MANAGEMENT STUDIES MAHARISHI ARVIND INSTITUTE OF ENGINEERING AND TECHNOLOGY,JAIPUR (Affiliated to Rajasthan technical university)

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Certificate

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DECLARATION
I, Asma Majeed, do hereby declare that the Project Report entitled “Employee Satisfaction at BSL.”, submitted to Rajasthan technical university in partial fulfillment of the requirements for the award of the Degree of Master of Business Administration is a record of bona fide and Independent project work carried out by me under the guidance and supervision of Faculty of M.B.A., Department of Management Studies and this project report do not form part of any previous project report previously submitted to this University or any other University for the award of any Degree/Diploma/Associate-ship or other similar Title.

ASMA MAJEED.

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Finally.Sharma. I must mention my thanks to my family who has been a driving force to prepare this research. Regards: ASMA MAJEED 4 . who has provided me with this opportunity and whose consistent support and inspiration has provided me the direction to complete the project with a great sense of learning.ACKNOWLEDGEMENT With great pleasure.BHILWARA for giving me an opportunity to undertake the project in their esteemed organization.D. I am indebted to my Director Col C. I would like to express my gratitude to BSL LTD. My overriding debt continues to my friends who have directly or indirectly have provided timely assistance needed to complete the research.

For this purpose. training them. Human responsible for selecting and inducting competent people. The objective of this research is aimed at providing a clear understanding of the satisfaction levels of the employees and how these can be improved in order to enhance employee motivation and commitment. and providing mechanisms to ensure that they maintain their affiliation with the organization The human resource of an organization constitutes its e n t i r e resource management (HRM) is workforce. in order achieve positive and successful results the classroom learning‟s are not sufficient the practical knowledge is also necessary with theoretical knowledge.PREFACE The human resource of an organization constitutes its e n t i r e Human resource management (HRM) is workforce. facilitating and motivating them to perform at high levels of efficiency. To develop healthy skills in management theoretical knowledge must be supplemented with the real practical environment.. I did the research at BSL and I am grateful to the management who granted their permission and opportunity for the same. training them. and providing mechanisms to ensure that they maintain their affiliation with the organization. We cannot achieve anything on the basis of theoretical knowledge only as provided by books. responsible for selecting and inducting competent people. 5 . facilitating and motivating them to perform at high levels of efficiency.

and satisfaction. offering above industry-average benefits and compensation. employee participation. empowering employees. they drive many tangible benefits for the organizations ranging from cost savings. and expectations. 6 . Employee satisfaction is the terminology used to describe whether employees are happy and contented and fulfilling their desires and needs at work. play an increasingly vital role in economic success. and positive management within a success framework of goals. employee morale & company productivity. Employee satisfaction is often measured by anonymous surveys administered periodically that gauge employee satisfaction in areas such as management and teamwork. providing regular employee recognition.EXECUTIVE SUMMARY Employee satisfaction is crucial in today‟s world where innovation & constant improvement. When implemented effectively. measurements. motivation. Factors contributing to employee satisfaction include treating employees with respect. Employee satisfaction surveys help employers measure and understand their employees' attitude. providing employee perks and company activities. opinions.

CONTENTS LIST OF TABLES AND FIGURES CHAPTER 1: INTRODUCTION  INTRODUCTION OF THE STUDY  OBJECTIVE OF THE STUDY  SCOPE OF THE STUDY  LIMITATIONS OF THE STUDY  METHODOLOGY 8-9 11 12 12 13 14 15 CHAPTER 2: PROFILE OF THE ORGANISATION  COMPANY’S PROFILE 19 20 CHAPTER 3: INTRODUSTION ABOUT THE TOPIC  EMPLOYEE SATISFACTION  THEORIES RELATED TO EMPLOYEE SATISFACTION  BENEFITS OF EMPLOYEE SATISFACTION  FACTORS INFUENCING EMPLOYEE SATISFACTION  OBJECTIVES OF EMPLOYEE SATISFACTION 46 47 57 72 76 86 CHAPTER 4: RESEARCH METHODOLOGY 97  DATA COLLECTION 99 7 .

 SAMPLING DESIGN  DATA ANALYSIS AND INTERPRETATION OF RESULT CHAPTER 5: FINDINGS AND OBSERVATIONS  MAIN FINDINGS & OBSERVATIONS  CONCLUSION  SUGGESTIONS 101 102-114 115 116 118 120 122-125 126 QUESTIONNAIRE BIBLIOGRAPHY 8 .

12 Title of the table Financial statement of BSL Access to information Ease of conveying suggestions Barriers in conveying suggestion clear instructions provided Expectations Conveyed Recognition and rewards Rewards given by the company Adequate training provided Benefits and facilities provided Problems solved effectively Suggestions to enhance employee satisfaction Satisfaction with physical facilities Page No 41 102 103 104 105 106 107 108 109 110 111 112 Table No.4 Table No.7 Table No.2 Table No.6 Table No.3 Table No.13 the 113 9 .LIST OF TABLES Table No Table No.5 Table No.1 Table No.8 Table No.10 Table No.11 Table No.9 Table No.

17 Figure No.16 Figure No.11 Figure No.21 Figure No.14 Figure No.15 Figure No.12 Figure No.LIST OF FIGURES Figure No Figure No.2 Figure No.9 Figure No.1 Figure No.13 Figure No. 26 26 27 27 28 30 31 32 71 83 90 102 103 104 105 106 107 108 109 110 111 112 114 10 .10 Figure No.4 Figure No.6 Figure No.3 Figure No.8 Figure No.18 Figure No.5 Figure No.22 Figure No.23 Title of the figure NSC Gill Box Cognetex Ring Spinner Truzschler Blowroom Muratec Autoconer Dornier Jacquard Weaving Machine IS/ISO logo IS/ISO certification certification for confidence in textile Benefits of employee satisfaction Employee satisfaction factors Means to express dissatisfaction Access to information Ease of conveying suggestions Barriers in conveying suggestion clear instructions provided Expectations Conveyed Recognition and rewards Rewards given by the company Adequate training provided Benefits and facilities provided Problems solved effectively Suggestions to enhance employee satisfaction Satisfaction with the physical facilities Page No.20 Figure No.19 Figure No.7 Figure No.

3 SCOPE OF THE STUDY 1.1 INTRODUCTION OF THE STUDY 1.5 METHODOLOGY 11 .2 OBJECTIVE OF THE STUDY 1.1.4 LIMITATIONS OF THE STUDY 1.

1 INTRODUCTION OF THE STUDY The title of my project is "Employee Satisfaction Survey”. This means that an employee's assessment of how satisfied or dissatisfied he or she is with his or her job is a complex summation of a number of discrete job elements. willing Participation  Improving productivity  Reducing turnover  Curbing absenteeism  Strengthening supervision  Evaluating customer-service issues  Healthy / conducive work environment 12 .1. meeting performance standards. living with working conditions that are often not ideal.2 OBJECTIVE OF THE STUDY Following are the main objectives of employee satisfaction:  Identifying cost-saving opportunities –Profitability. following organizational rules & policies. and the like. Employee satisfaction is defined as an individual general attitude towards his or her job. 1. It requires interaction with co-workers and bosses.

1. satisfied employees might be more prone to go beyond the call of duty because they want to reciprocate their positive experiences. Dissatisfied employees are more likely to miss work than satisfied employees. and go beyond the normal expectations in their job. help others. This information will allow to reinforce employee behaviours.4 SIGNIFICANCE OF THE STUDY  Satisfaction & Productivity: Productivity leads to satisfaction rather than other way round.  Satisfaction & Absenteeism: There is a negative relationship between satisfaction &absenteeism. especially those that are driving the work behaviours that in turn drive business outcomes. More is the level of satisfaction more will be the turnover & vice versa. Satisfied employees would seems more likely to talk positively about the organization. 13 .3 SCOPE OF THE STUDY It has a great scope in every organization because it depicts true indication of the internal working environment prevailing inside the company.1. Moreover. understand their perceptions.  Satisfaction & Turnover: Satisfaction is also negatively related to turnover. Employee satisfaction survey will find out what engages the people within an organization. If one does a good job then he or she feels good about it.

 Time constraint was the major problem while doing this project report. 14 .  Often respondents attempt to give answer that they think will please the interviewer.1.  It was not possible to cover the entire staff because of the time constraint. hence a small sample of employees was taken.5 LIMITATIONS OF THE STUDY The various limitations I Faced while making the project were:  It was not easy to get hold of senior executives of the various departments because of their busy schedule.  While answering the questions the respondents may be biased. so the conclusion drawn out of this study may not be 100% accurate.

For questionnaire construction following points were considered:  Needed Information  Questionnaire types  Questionnaire structure  Types of Questions  Form and layout of questionnaire  Final questionnaire preparation 1.1. 2. as they consume less time & effort to respond and also simplify tabulation and analysis process. 15 .6 METHODOLOGY Methodology refers to the method adopted for collection of information.Questionnaire structure: Structures of individual questions were framed with respect to objectives of analysis as well as considering whether the respondents have the information needed and the will to give the information. I have collected data from primary sources. 4. The mode of collection was through a questionnaire. which forms the basis of written report.Questionnnaire types: Questionnaire was used for personal interview since fast desired response could be gathered for drawing the information. 3.Needed information: Keeping in consideration the objectives of study a questionnaire was framed by developing a series of questions that would elicit the information needed for the proposed analysis.Types of questions: Efforts were put to use mainly multiple-choice questions for collecting the information.

respondents may furnish reports quite different from the facts. This is because in questionnaire one can receive information unlike observation where the observer has to wait for the event to occur. easy to handle and making it easy to control the questionnaire. ADVANTAGES The advantages of using the questionnaire for collecting the information are: (a) Versatility: Questionnaire are versatile in nature as every human resource problem involves people as ideas relative to the problem and its solution can be obtained by asking these people about the problem.Determining form and layout: Form and layout of the questionnaire considering the acceptations of the questionnaire by respondents. LIMITATIONS The limitations of the questionnaire method include:  Inability of respondents to provide information – Many persons are unable to give accurate information on questions asked by the marketing interviewer because either they are unable to remember facts desired or they have never known the facts. ambiguous and leading questions were avoided.5. The questionnaire was prepared using words simple-straight forward. 16 .  Influence of the questioning process – The situation in which a person is questioned about routine actions is an artificial one at best. (b) Speed &cost: Questionnaire is usually faster and cheaper in collecting the data as compared with other primary data collection methods like Observation. As a result.

Sampling Unit. and flexibility. &Workers of the company. The sample size must be optimum or adequate. The sample size is taken of 70 employees. If the sample size is small it may not appropriately represent the population. Supervisors.Sample Size. 17 . reliability.g. etc are frequently met with refusals. Unwillingness of the respondent to provide information: Most respondents refuse to spare the time to be interviewed or will refuse to answer some specific questions e.(who are to be surveyed?) the sampling unit for this project consists Managers. The optimum sampling size would fulfill the requirements of efficiency. SAMPLING PLAN It involves decisions regarding: 1. Too large sample would be costly in terms of money &time. It is because of the shortage of time & their busy schedule. personal questions like regarding income. 2. representative ness.(how many should be surveyed?) It includes the number of sampling unit selected from the population for investigation. Primary information has been collected from people who regularly use electronic equipment.

The sampling procedure consists of:  Probability or random sampling.  Non-probability or non-random sampling.In this the chance of including an elementary unit of population in the sample cannot be determined and hence they do not lend themselves to a statistical treatment and analysis.3. 18 .It is one in which each and every unit of the population has an equal chance of being selected into the sample.Sampling Procedure.

1 Company’s Profile 19 .2.

Linen. BSL is currently producing over 18 million meters of fabric every year. to wool modal.. Trevira wool and other specialized fabrics blended with Lycra. products are manufactured under IS/ISO 9001-2008 the quality management system in accordance with IS//ISO-9001-2008 and this accredited with Environmental management system IS/ISO 14001-2004.  Product profile covers wool.2.Our commitment to quality through technology and human ingenuity. at BSL we have moved from strength to strength. was born in the desert state of Rajasthan. The year was 1971 and the town where this happened was Bhilwara.1) COMPANY’S PROFILE BSL: ITS ORIGIN & GROWTH  In the days when the idea of manufacturing poly-viscose suiting was a unique concept in India.  Over the years.Today. Silk. the second member of the LNJ Bhilwara Group. Tencel etc. we are one of the prominent members of the US$ 900 million LNJ Bhilwara Group. has earned BSL numerous awards like the National Certificate of Merit for outstanding export performance. as a multi-million dollar company. and having put the Group firmly on the international map of premium suiting. wool-blended and premium lightweight fabrics. We are ready to meet the challenge in the years to come and take BSL to higher pinnacles of success.  With over quarter of a century of experience in textile manufacturing.  BSL. BSL Ltd. 20 unit is . with the belief that there are no shortcuts to excellence.

The Company has established a manufacturing capacity of 20 lakhs metre of fabrics per annum at its two plants in Rajasthan.Fabric. The company exports its premium product range to Turkey. and various other countries. Brief history of BSL:  1970 .  Based in textile city. Spain.Cotton and synthetic yarns from India .  It offers a product range that defines quality. It is a "Complete Textile House" that is diversified into spinning. 21 . flock fabric and processing having state of art. as a private limited company and converted into a public limited company on 6th May. Middle East. weaving. Bhilwara.  The Company's objects is manufacturing and marketing of all types of synthetic fabrics. superiority and unmatched excellence. It is a prominent and leading manufacturer. It is a professionally managed group having complete technical expertise and a web of ultra-modern textile production machines. knitting. Belgium. it has one of the largest unit in India to produce dyed yarn using state-of-the-art machinery.The Company was Incorporated on 24th October. The Company is engaged in the manufacture of the "Bhilwara" suiting and shirting. 1986. It is an IS/ ISO 9001:2000 certified company producing world's finest fabrics. exporter and supplier of world-class Suiting‟s.

757 shares issued at par out of which the following shares were reserved for preferential allotment: 1. 1.  1985 . 22 .62.000 shares to NRIs with full repatriation rights. Schlumberger's of France preparatory.5. 5.34.200 shares to business associates and 2.  The balance 1.197 shares out of employees and business associates quota and 22.000 pref.560 shares to existing shareholders.000 shares out of non-residents quota were not taken up. of equity shares of Rs.09. 1:1 (all were taken up).343 additional shares allotted to retain oversubscription (38.000 No.  1986 . As a result of this scheme.497 shares to employees (including working directors).  1989 .89.30. 20.47.3. shares subscribed by financial institutions.The Company had taken up a scheme for replacement of its old cimmco looms. 11. 8 latest Sulzer projectile looms were imported from Switzerland and installed.10 each issued at par of which 13. It was also proposed to procure international knowhow from Europe for manufacture of worsted fabric in light weight category.140 shares to shareholders and 1.343 shares offered as rights shares in prop.500 shares along with the unsubscribed portion of 27.52.397 shares out of the preferential quota were offered for public subscription during June.  1988 .584 spindles were set up in the follow up of N.16 more Sulzer weaving machines were imported for the Company's Mandapam unit.203 shares to the public). 29.47. 1984 .50.

 Additional 17.10 per share on rights basis in the prop.885 shares were allotted to retain oversubscription.  Another 92. EOU is being set up in the name of BSL Wulfing Ltd. of 1:2. Allotment of 2.150 shares was kept in abeyance.10 per share were offered to the employees.89.  1992 . 23 . Additional 2.500 shares taken up). of equity shares of Rs. of equity shares of Rs.  The remaining 6. of equity shares were issued to employees on an equitable basis (only 9.10 each at a prem.  1993 . the Company issued 18.02.516 shares were allotted to retain oversubscription. of Rs.45.157 shares along with 93.621 No.52.  1994 .The Company undertook to expand the weaving section by installation of 25 Sulzer projectile weaving machines.00.500 No.During September. Another 1.The Company entered into a collaboration agreement with worsted fabric manufacturers in Germany for manufacture of woollen/ worsted fabrics.  19. All were taken up. of Rs.043 shares issued on rights basis.000 shares not taken up by employees were offered for public subscription during February (all were taken up). All were taken up.422 No.10 each at a prem.

 16.  The Company had undertaken to install 44 Sulzer weaving machines of which 16 were installed and commercial production was started.53. 1792 spindles were further installed for production of superfine varieties of worsted yarn enabling manufacture of yarn for higher range pure wool and poly wool suitings. of equity shares issued through prospectus.000 shares taken up). of Rs. 24 .  The Company issued 17.25 Sulzer single width projectile weaving machines were installed in March.00.900 shares taken up)  Balance 8. relatives.50.  The name of the Company was changed from Bhilwara Synthetics Ltd.  1995 .000 shares along with 3.87.000 No.800 No.  3.000 shares on firm allotment basis to promoters.  3.60.03. to BSL Ltd.00.000 shares to Indian Development & Multilateral Financial Institutions/Mutual Funds/banks (only 1.100 shares not taken up under preferential quota was issued to the public (all were taken up).85.000 shares to FIIs/OCBs/NRIs (only 2. of equity shares of Rs.10 each at a prem.100 per share through a prospectus as follows:  1.06.

Pathak. J. A.  Equity shares of the company delisted from Delhi Stock Exchange with effect from February 11.K. Wulfing Tuchfabrik GmbH was terminated due to its failure to provide the committed funds in the form of equity capital to the Company.With effect from 18th March.N.40 MW Wind Power Mill has commenced the commercial generation of power wef March 10.000-14% redeemable cum. 2004. pref. 1999  Mr.  The 2. the joint venture agreement with M/s. 100 each redeemed on Feb. 2009. shares of Rs. Pradeep Agarwal resigned from the Board.1920 spindles were installed in its Worsted Spinning Division to enhance its capacity to 7904spindles. A N Choudhary as Additional Independent Director. Jhajharia and Mr.  30.  1998 . have co-opted Shri. 25 . Mr. 2004 at Jaisalmer (Rajasthan).00.  BSL Ltd has informed that the Board of Directors of the Company at its meeting held on July 30. 1996 .

Ring Frames from Zinser Ring Spinner. where finest Australian wools are blended with polyesters from Trevira and Reliance to produce counts Nm 25/2 to Nm 90/2 to meet home consumption for reputed clients in domestic & overseas markets.1 NSC Gill Box Figure no.Spinning: BSL Limited produces 1000 Tons yarn annually on worsted system.e. Figure no. Our plants are equipped with the latest technology Preparatory Machines i.Gill boxes. Autoconer from Schlafhorst and indigenous Two for One' Twisters to produce yarns of international quality. For the finest yarns you can count on BSL Ltd.2 Cognetex Ring Spinner 26 .Combers and Roving machines from NSC {France}.

With an installed capacity of 16896 spindles in Synthetic Spinning. Schlafhorst and Savio Autoconer and Two for One' Twisters to produce knotfreeyarns. has always updated technology and machines to provide the world market with the best quality of fiber dyed blended fabrics.3 Truzschler Blowroom Figure no. being a pioneer in synthetic fabric manufacturing. technical textiles or specialty textiles for Aviation & Defense. fiber dyed yarn in count range of Ne 2/15 to 2/60's poly viscose are produced on LMW Machines. Figure no.Synthetic Spinning: BSL Ltd. be it apparel.4 Muratec Autoconer 27 . Murata. BSL Limited has recently installed Vortex 861 Spinning machine for catering to international Viscose yarn markets.

Ambiance is the home furnishing brand from the house of BSL Ltd. Its wide range of Natural and synthetic blended fabric has carved a niche for itself. Poly Wool . Our Process House is equipped with Rotomat. Osthoff singing machine. MTech Superfinish machine. Hydraulic beam dyeing machine and 7 stentors to process 2 million meters fabrics every month. Sellers shearing machine.Weaving: Weaving comprises Benninger Warping and Sulzer P7100 Projectile.5 Dornier Jacquard Weaving Machine Processing The most important operation in a composite mill is processing which imparts required finish and handle to the fabrics. TMT2000 Decatising.100% Wool and Lycra blend fabrics. Figure no. completely based upon its vital strength of weaving and designing. Picanol Rapier and Dornier Jacquard weaving machines which gives an edge in manufacturing wide range of fabrics with multiple variations in Poly Viscose. It is no surprise that when the world's most expensive and exclusive 28 . Furnishing: As the name suggests.

industries like aviation.has a global executive collection for formal and smart casual range. is a corporate dressing and casual clothing range focused at providing 'latest style Garments' at a very competitive price to many corporates. Garmenting: This brand of ready to wear products manufactured by BSL Ltd. shipping and defense for uniforms.a craft of weaving from Ambiance Furnishings. anti microbial are imparted 29 . Safari & Corduroy for domestic and overseas markets. the world got to see the most amazing and beautiful silk furnishing from India . In Polyester Viscose blends for Suitings.hotel property was opened.Special finishes like antiwrinkle. educational institutions. Shirtings. PRODUCTS MIX: Poly-ViscoseFabrics: BSL Ltd.

Mohair Polyester wool.WoolWorstedFabrics: Geoffrey Hammonds a brand of BSL Limited offers designs. Polyester silk wool fabrics for ladies and mens corporate. Poly Viscose. Wool rich. Lycra blended Poly Wool. BSL brand offers 100% Wool. casually and work wear garments to overseas markets. AWARDS AND CERTIFICATES: 30 . a collection of high comfort and stylish to RMG segment and domestic market.

6 IS/ISO logo 31 .Figure no.

Figure no.7 IS/ISO certification Figure no.8 Hohenstein certification for confidence in textile 32 .

 The company avails the services of reputed external agencies for consultancy . It has undertaken extensive process of greening the barren land around the plant and recycles over 70% of the water used in the plant. The company stringently adheres to all pollution controlling norms and procedures. Bombay Textile Research Association.  We are in the process of implementing various schemes.Environment: Environmental Safety:  BSL is an extremely eco-conscious organization. Human Resource Development:  The company lays a lot of emphasis on management of its human resources. Jaipur . We impart in-house and specialised training for our newly recruited and existing staff.  he company ensures that only Azo-free dyes are used in the dyeing processes. safety.  The workforce is trained on correct use of machinery. Delhi. which will help the people of the region to upgrade their vocational skills.Institute of Labour Department. waste control and self development. North India Textile Association and IIT. improving work efficiency. 33 . Contributing towards Society:  We are of the firm belief that true development can take place only if we can contribute to the society.

specific gravity. padding and boiling point are evaluated.QUALITY: The quality standards at BSL set the benchmark in textiles industry both in India and abroad.  The fibers (wool. finish percentage (as per WTO standards and specifications).  Quality consciousness is not limited merely to the department of quality control.In case of chemicals & auxiliaries.  Raw materials such as fibers. it stretches over every product and the entire manufacturing process. Brussels. yarns. Every stage of the production line has its own set of comprehensive monitoring systems. who understand the critical importance of progressively higher standards of quality in today's competitive environment. dyes and chemicals are thoroughly tested before they enter the manufacturing process. physical state purity. dispersion. washing & light fastness properties. fiber bundle strength.  Skilled technical managers and staff of every department are experts. moisture regain percentage. polyester. certified by the Interwoollab. 34 .  Dyes are evaluated for strength. o At the lab the micron is checked on the Wira Fiber Fineness Meter from UK. viscose tops & special fiber) are tested for fiber fineness micron (fiber diameter). amine value. sublimation. cloud point.

6th passage of Gilling & Roving. Drape and Fastness to Light Washing & Rubbing as per ASTM and BIS standards CSIRO.Fast Quality Control:  Fabric Assurance by Simple Testing . In-Process Testing:  Each and every batch is tested for wrapping gm/mtr and Uster percentage after combing at the 2nd. is it allowed to proceed to the production line. Pilling.  All finished fabrics are tested in accordance with international standards.Count and several other tests. Switzerland to assure consistency in yarn quality conforming to the norms of Uster statistics. which in turn influences the appearance and handle. 35 . These tests include:  Residual Shrinkage.BSL is one of the few companies in the world to use this latest Australian test. Tensile Strength. CRA.  The yarn is checked on the Zellweger Uster Tester-3 and Uster Classimat II.o Polyester viscose and cotton yarns are tested for .  Simple Finishing processes modify the surface of the fabric.to ensure that the fabric is a truly world class product. Only after the material fulfills the standard specifications. 5th. 4th.

Today we are present across 48 countries with an ever-increasing export volume crossing US $ 30 million. 36 . has become a largest international player in the field of textile exports. We at BSL Ltd continue to push the boundaries when it comes to matching global quality standards and forecasting trends. Fabric assurance by Simple Testing gives information to the apparel manufacturers for improvising and taking corrective actions in various processes of garment making Exports: BSL Ltd.

in the case of a senior management personnel. The Code is named as Code of Conduct for The Board of Directors and Senior Management and is framed in terms of Clause 49 of the Listing Agreement with the Stock Exchanges. THE CODE Conflicts of Interest: The Directors and senior management should be scrupulous in avoiding . In case there is likely to be a conflict of interest. Senior Management shall mean personnel of the Company who are members of its core management team excluding Board of Directors. In case there is likely to be a conflict of interest in the case of Chairman & Managing Director. he should make 37 .conflicts of interest. with the Company. he should make full disclosure of all facts and circumstances thereof to the Chairman & Managing Director and a prior written approval should be obtained.Board. APPLICABILITY The Code is applicable to all the members of The Board of Directors and senior management of the Company. The Board of Directors (the .) and the senior management of BSL LTD.CODE OF CONDUCT For DIRECTORS AND SENIOR MANAGEMENT BSL LIMITED is committed to maintain sound standards of Business Conduct and Corporate Governance. undertake to abide by following Code of Conduct adopted by the Board and affirm compliance with this Code on an Annual basis by acknowledging the same as provided in the end.

full disclosure of all facts and circumstances to the Chairman of the Board. Protection and Proper Use of Company's Assets: The Directors and senior management should protect Company's assets and property. in good faith and in the best interests of the Company as a whole. honesty and ethical conduct and use their powers of office. The Chairman and any Director of the Board in like circumstances should make full disclosures to the Board. The Confidential information includes all non-public information (including private. supplier or business associate of the Company to which Company has a duty to maintain confidentiality. Confidentiality: The Directors and senior management shall maintain the confidentiality of confidential information of the Company or that of any customer. proprietary. Company's assets should be used only for legitimate business purposes. 38 . and other) that might be of use to competitors or disclosure of which might be harmful to the Company or its associates. Honest and Ethical Conduct: The Directors and senior management shall act in accordance with the highest standards of personal and professional integrity. The use of confidential information for his/her own advantage or profit is also prohibited. except when disclosure is authorized or legally mandated.

and regulations applicable to the Company. and Regulations: The Directors and senior management shall endeavour to ensure compliance with all applicable laws. rules.Compliance with Laws. Violation of this Code will lead to appropriate action. Transactions. directly or indirectly. involving securities of the Company should not be undertaken without complying with Code of Conduct for Prohibition of Insider Trading. COMPLIANCEWITH CODE OF CONDUCT Each Director and senior management personnel shall adhere to this code of conduct and affirm compliance with the code as of the date of appointment and thereafter on an annual basis. Rules. AFFIRMED Signature : ____________________ Name : Date : 39 .

Choudhary Nivedan Churiwal (Executive Director)  ADVISORR. Soni  CFO & CO. SECRETARY & COMPLIANCE OFFICER Praveen Jain 40 . N. C. N. Gupta  BUSINESS HEAD J.BOARD OF DIRECTORS         Arun Churiwal (Chairman & Managing Director) Ravi Jhunjhunwala Shekhar Agarwal Salil Bhandari Sushil Kumar Churiwala Sushil Jhunjhunwala A.

1 Financial statement of BSL 41 .Financial statement of BSL ltd: Table No.

Weaknesses:  Lack of branding and small presentations in fabrics & home textile segment.  Major raw materials –polyester and viscose fibres on oil prices and are volatile.  The largest manufacturer of PV dyed yarn in India with ~25% market share.  Proximity to the raw material centres as well as consumption centres.SWOT ANALYSIS OF THE COMPANY: Strengths:  Integrated textiles manufacturer with a presence across the product value chain. 42 . Opportunities:  Affordability and durability of PV fabrics opens a huge potential market for the company.  Large and reputed customer brands within India and abroad.  Volatility in cotton prices is causing huge demand for the pv fabrics.  Partnering opportunities with foreign brand for garmenting. .

Shareholders Delight: By providing better than market returns on investment.  Fluctuation in forex market effect export demand. determined and effective action taken to ensure customer satisfaction.  Power cost is vulnerable to fluctuating coal price MANAGEMENT COMMITMENT “The top management of the company is committed to the development and implementation of the quality management system and continually improves its effectiveness. Employee Delight: By providing opportunities to learn. The organization attaches great importance to customer perception to monitor information relating to customer 43 . This is done by effectively communicating the importance and need to meet the customer requirements. on time.  Availability of cost effective labor due to NAREGA.Threats: . contribute and enjoy working with Bsl ltd.” MISSION OF THE COMPANY: Customer Delight: By providing superior product. separate procedures are available for understanding customer requirement and ensuring customer satisfaction. CUSTOMER FOCUS The organization ensures that the requirements of the the customer are fully understood. every time.

5 to 2. As such the organization has decided that: o Coefficient of variation of yarn count be brought to 1.perception. customer feedback. dealer reports and complaints received. The organization endeavors to continually improve the effectiveness of the qulity management system through the following: → Quality policy and objectives. → Customer feedback and reports MANAGEMENT REPRESENTATIVE: 44 . Up gradation of the quality policy is of prime importance for the organization for customer satisfaction. → Internal quality audit results. → Analysis of data. repeat order data.75 over a period of 2 years. QUALITY POLICY The organization has established quality objectives consistent with the quality policy.65 from existing 1. market survey report. → Management reviews.0 per 1000tonnes of yarn on the basis of 20s average count over period of 3 years. various methods as one to one meeting with the customers. → Corrective and preventive actions. o Customers complaints will be brought down from 2.

But all this with one core belief.Mr A. ethics and being the global best is what we strive for. 45 . But. We believe in transforming lives of people at large. doing business based upon heritage. new technology adoptions and reducing wastage of natural resources to carve the niche of being the leading holistic textile company globally.K Churiwal It takes a pool of talent. We are constantly investing in technology and research and development with a single objective of being the best in product manufacturing and service. through inclusive growth and economic prosperity which means that people are involved from the floor level to the most tedious process. hard work and integrity to be the global best holistic textile company.The organization has nominated a member of organizations management as management representative who in addition to other responsibilities is responsible for establishing. Words of the group chairman emeritus.N Jhunjhunwala It's one thing to be the global best in your business and another to be a class apart.Mr L. There are requirements of constant innovations in products. its adequacy and effectiveness. peoples training. MANAGEMENT REVIEW: The management has decided to organize quality management system review at planned intervals to ensure continuing suitability of quality management system. right to getting the final product Words of the chairman and managing director. 'People before Profits' and 'product innovation before prejudice'. implementing and maintaining the quality management according to IS/ISO 9001:2008.

4 FACTORS INFUENCING EMPLOYEE SATISFACTION 3.3.2 THEORIES RELATED TO EMPLOYEE SATISFACTION: 3.1 EMPLOYEE SATISFACTION 3.3 BENEFITS OF EMPLOYEE SATISFACTION 3.5 OBJECTIVES OF EMPLOYEE SATISFACTION 46 .

47 .Many measures meaning that employee satisfaction is a factor of employee motivation.1 EMPLOYEE SATISFACTION  Employee satisfaction is the terminology used to describe whether employees are happy and contended and fulfilling their desires and needs at work. There are many factors in improving or maintaining high employee satisfaction. “Employee satisfaction is a positive orientation of individual towards a work role which he is presently occupying. which wise employers would do well to implement.”  Küskü (2003) advises that employee satisfaction reflects the degree to which the individual‟s needs and desires are met and the extent to which this is perceived by the other employees.3. Keeping morale high among workers can be of tremendous benefit to any company. and stay loyal to the company. take fewer days off. an understanding of the factors involved in their satisfaction at work is important for improving their well being  Employee satisfaction is a measure of how happy workers are with their job and working environment. as happy workers will be more likely to produce more.  As per Vroom. Gruneberg (1979) concludes that since people spend a great amoun tof their time at work.  According to Staples and Higgins (1998) employee satisfaction is generally perceived as the scope of the work and all the positive attitudes regarding the work environment. goal achievement and positive employee morale in the workplace.

and can be great tools to identify specific problems leading to lowered morale. Surveys are often anonymous. few workers will not experience a boost in morale after receiving more money. and should be given when possible. Both of these tactics have pros and con and should be chosen carefully. Employee satisfaction is a measure of how happy the employees are with their work. with which many employers have found success.  Surveys and meetings can truly get to the center of the data surrounding employee satisfaction. Interviews with company management can feel intimidating.  Of course. allowing workers more freedom to be honest without fear of repercussion.many companies will have mandatory surveys or face-to-face meetings with employees to gain information.  Many companies also participate in team-building retreats that are designed to have found success. Raises and bonuses can seriously affect employee satisfaction. 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. To measure employee satisfaction . strengthen the working relationship of the employees in a non-work related setting. Camping trips . and if a company with widespread problems for workers 48 .backpacking wars and guide backpacking trips are versions of this type of team-building strategy. but if done correctly can let the worker know that their voice has been heard and their concerns addressed by those in charge. Holding office events. can help build close bonds among workers. such as parties or group outings. Yet money cannot solve all morale issues.

a bonus may be quickly forgotten as the daily stress of an unpleasant job continues to mount.  If possible.  Employee satisfaction is the terminology used to describe whether employees are happy and contented and fulfilling their desires and needs at work. 49 . Employee satisfaction is often measured by anonymous surveys administered periodically that gauge employee satisfaction in areas such as management and teamwork. Keep facilities such as bathrooms clean and stocked with supplies. Make certain they have a comfortable. An easy avenue for employees to discuss problems with upper management should be maintained and carefully monitored. showing workers that they are being heard and putting honest dedication into compromising will often help to improve morale.  Even if management cannot meet all the demands of employees. provide amenities to your workers to improve morale. as workers will feel well cared for by their employers. employees should be treated with courtesy and interest. opinions. In every interaction with management.cannot improve their overall environment. clean break room with basic necessities such as running water. allowing workers to keep family photos or on their desk can make them feel more comfortable and nested at their workstation. motivation. and satisfaction. The backbone of employee satisfaction is respect for workers and the job they perform.  Basic considerations like these can improve employee satisfaction. Employee satisfaction surveys help employers measure and understand their employees' attitude. While an air of professionalism is necessary for most businesses.

 Employee satisfaction is measured as an individual‟s general attitude towards his or her job. how satisfied are you with your job?”  The respondents then reply by circling a number between one and five that corresponds to the answer from “Highly satisfied” to “Highly dissatisfied”.  The summation score method is more sophisticated. and the like.  Jobs require interaction with co-workers and bosses. It identifies key elements in a job and asks for the employee‟s feelings about each.  This means that an employee‟s assessment of how satisfied or dissatisfied he or she is with his or her job is a complex summation of a number of discrete job elements. living with working conditions that are often less than ideal. or driving a truck. following organizational rules &policies. meeting performance standards. waiting on customers. writing programming code.  The two most widely used approaches to measure satisfaction level are:  Single Global Rating  Summation score  The single global rating method is nothing more than asking individuals to respond to one question such as “All things considered. Typical 50 .  A person‟s job is more than just the obvious activities of shuffling papers.

Depending on the culture of the company. and relations with co-workers.factors that would be included are the nature of the work.A second method used to measure employee satisfaction is meeting with small groups of employees and asking the same questions verbally. empowerment. understanding of mission and vision. communication. either method can contribute knowledge about employee satisfaction to managers and employees. and coworker interaction.  The facets of employee satisfaction measured vary from company to company. These factors are rated on a standardized scale and then added up to create an overall job satisfaction score.  Employee satisfaction is looked at in areas such as:       management. present pay.  Comparison of one-question global ratings with the more lengthy summation of job factors method indicates that the former is essentially valid as the later. 51 . teamwork. promotion opportunities. supervision. The best explanation for this outcome is that the concept of employee.

seemingly "happy" staff. Davis. and whether indeed. most of us can relay a customer experience when. 65) Many organizations used the research of the human relations school to restructure their organizations to have more informal structure and to motivate their employees.  However.  There have been many critics of the idea that employee satisfaction leads to higher productivity. enjoying their place of work.  The human relations school perspective on organizations focused on the “complexity of human motivation and the importance of informal structure. This lies at the centre of the debate about the impact of staff "happiness" at work.”(Scott. "happiness" is what an organisation should be striving for amongst its workforce. 52 . Exit interviews are another way to assess employee satisfaction in that satisfied employees rarely leave companies. One of the arguments has been that there is little to no evidence to support the idea that employee satisfaction leads to higher productivity. It may be obvious. but high employee satisfaction levels reduce the rate of staff churn. display little interest in serving the needs of the customer or of the organisation.

one where the employee is happy and feels that they are important to the organization. Organizations which have a better work culture. an outside survey firm is hired to perform the annual survey for employees. the better they perform. is more likely to have an easy time recruiting some of the best and the brightest new employees in comparison to an organization where the employees are not satisfied. The results of this survey is shared through out the company. The more an employee is satisfied and happy with their compensation. the top management will get to know how employees feel about the compensation. because it is directly related to the performance that can be achieved by employees. 53 . this will influence the company performance too. Usually.  Employee satisfaction has to be measured and evaluated before a new compensation plan can be implemented. Thus.  Employee satisfaction towards compensation is the most important discourse for any company.  Employee satisfaction with respect to compensation and rewards depends on the level of intrinsic and extrinsic results and how the employee views those results. Thus companies should strive to bring in a fair compensation plan so as to increase employee satisfaction. Also when employees have a higher satisfaction they are more likely to stay with a particular organization saving that organization the cost of constantly training new employees. In turn.  There is also the benefit that when employees are satisfied they are more likely to accept a lower pay then when they are unhappy with their job.

a responsible and challenging job may have neutral or even negative value depending on their education and previous experience by work providing intrinsic results. a responsible and challenging position or the learning involved in the job may have very high positive values.These results have different values for different employees. MANAGING EMPLOYEE SATISFACTION  Increasing employee satisfaction is important for its humanitarian value and for its financial benefit. Edward Thorn Dike explored the relationship between work and satisfaction in the journal of Applied Psychology.  Care about the quality of their work  Are more committed to the organization  Have higher retention rates  Are more productive 54 . For most of the employees. These employees might have a higher value for monetary rewards.  As early as1918. Employees with higher job satisfaction:  Believe that the organization will be satisfying in the long run. whereas for a few others.

Since my results show a high level of work satisfaction along with simultaneous evidence of discrimination. supervision. leadership styles.. As mentioned above. This coincides with the earlier work of Vroom (1964). 55 . Jenkins. managers. and Lofquist. This would suggest for my purposes that UNVs would have greater motivation for their work if high rewards were perceived as a result (4). pay. and executives) and analyzes his results.LITERATURE REVIEW: Pool examines the relationship of employee job satisfaction with a number of variables (substitutes of leadership. In the results of his survey. As shown above. which proposes a bi-directional relationship between work motivation and job satisfaction. which says that a worker perceives two levels of outcomes from work: the first tier is the degree to which the job performance is successful. Cammam. He divides his sample into occupations (workers. and co-workers). Dawis. under-support. Pool finds that the most important predictor of job satisfaction was work indeed motivation. and task and organizational substitutes (both substitutes being characteristics which either neutralize or replace a leaders behavior). the second tier is the set of valued rewards attainable from this successful outcome. Pool's findings help to explain the contradictory data from my own survey. The theory describes the link in the mind of the employee between high job performance and valued rewards for his or her work. and work motivation) to see how strong the impact is of each. and their five essential dimensions of job satisfaction. promotion opportunities. the importance of motivation as a predictor of work satisfaction is important. The author suggests that the subordinates motivation may predict his/her job satisfaction. this author cites the work of Weiss. He cites the expectancy theory of Nadler. and insufficient employee training. Weaker predictors were consideration-style leadership. England. Using the same five-item scale (determined by a combination of the job itself. and Lawler (1975).

If one individual gets a pay raise for doing the same or less work than the other. If. a person identifies the amount of input gained from a relationship compared to the output. then the less benefited individual will become distressed in his workplace. During a social exchange. one individual gets a pay raise and new responsibilities. the person is likely to be distressed because the ratio between the input and the output are not equal. on the other hand.This theory states that satisfaction and dissatisfaction are driven by different factors – motivation and hygiene factors. respectively. as well as how much effort another persons puts forth. Based on Pool's results.  For example. consider two employees who work the same job and receive the same benefits.. one may deduce that the perception of successful humanitarian work has strongly influenced the work satisfaction reported by these Volunteers. 3.humanitarian interest was the most cited motivation for UNVs working in Kosovo. then the feeling of inequality is reduced. Two-Factor Theory (Motivator-Hygiene Theory):  Frederick Herzberg‟s Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace.2 THEORIES RELATED TO EMPLOYEE SATISFACTION: Equity Theory  Equity Theory shows how a person views fairness in regard to social relationships. An 56 . Equity Theory suggests that if an individual thinks there is an inequality between two social groups or individuals.

for example achievement in work. or the work carried out. conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. promotion opportunities. Furthermore. Motivation can be seen as an inner force that drives individuals to attain personal and organizational goals (Hoskinson. supervisory practices. Hygiene factors include aspects of the working environment such as pay.  Motivating factors are those aspects of the job that make people want to perform.  While Hertzberg's model has stimulated much research. These motivating factors are considered to be intrinsic to the job. company policies. the theory does not consider individual differences. p. and provide people with satisfaction. 133). & Wrench. and other working conditions. the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured.employee‟s motivation to work is continually related to job satisfaction of a subordinate. Finally. 57 . Porter. researchers have been unable to reliably empirically prove the model. with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifact. recognition.

Physiological Needs Physiological needs are those required to sustain life. one's attention turns to safety and security in order to be free from the threat of physical and emotional harm. His theories parallel many other theories of human developmental psychology. Higher needs such as social needs and esteem are not felt until one has met the needs basic to one's bodily functioning. Such needs might be fulfilled by: 58 . Maslow use the terms Physiological. and Self-Actualization needs to describe the pattern that human motivations generally move through. such as:     air water nourishment sleep According to Maslow's theory. Esteem. all of which focus on describing the stages of growth in humans. if such needs are not satisfied then one's motivation will arise from the quest to satisfy them. Safety. 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.Maslow's Hierarchy of Needs: Maslow's hierarchy of needs is a theory in psychology. Safety Once physiological needs are met. Belongingness and Love.

Some esteem needs are:  Self-respect 59 . Social Needs Once a person has met the lower level physiological and safety needs. the first of which are social needs. Social needs are those related to interaction with other people and may include:    Need for friends Need for belonging Need to give and receive love Esteem Once a person feels a sense of "belonging". if a person feels that he or she is in harm's way. Esteem needs may be classified as internal or external. External esteem needs are those such as social status and recognition. higher level needs become important. Internal esteem needs are those related to self-esteem such as self respect and achievement.    Living in a safe area Medical insurance Job security Financial reserves According to Maslow's hierarchy. higher needs will not receive much attention. the need to feel important arises.

It is the quest of reaching one's full potential as a person. which are energized moments of profound happiness and harmony. Self-actualized people tend to have needs such as:     Truth Justice Wisdom Meaning Self-actualized persons have frequent occurrences of peak experiences. this need is never fully satisfied. 60 . According to Maslow. Leonard. The Expectancy Theory:  According to Quick (1998) Victor Vroom of Yale University is the person most linked tothis theory.    Achievement Attention Recognition Reputation Maslow later refined his model to include a level between esteem needs and selfactualization: the need for knowledge and aesthetics. Beauvais and Scholl (1999) advise that the expectancy theory reliesupon extrinsic causes for behaviours exhibited in the workplace. Unlike lower level needs. only a small percentage of the population reaches the level of self-actualization. as one grows psychologically there are always new opportunities to continue to grow. Self-Actualization Self-actualization is the summit of Maslow's hierarchy of needs.

If the individual also perceives that the increased effort will lead to a reward as highly probable. as opposed to intrinsic motivators. where behaviours are derived as a consequence of internal forces such as enjoyment of the work itself.  The personal expenditure of effort will result in an acceptable level of performance. Organisational goals must also complement personal goals The Porter and Lawler Model:  Porter and Lawler devised perhaps the most complete model of the satisfaction-performance relationship (Sutermeister.  In the Porter and Lawler model. if an individual is attracted by the value of the reward. 1971). and Pitt (2001) suggest that in essence the expectancy model suggests that an individual feels motivated when the following three conditions are perceived. The model predicts that satisfactionresults from performance itself.The outcome attained is personally valued by the individual .The performance level achieved will result in a specific outcome for the individual. Zerbe. the rewards for performance and the perceivedequitability of those rewards. the individual will further increase his effort. input oriented. Shamir (1990) contends that motivational theories based on extrinsic motivation assume that the followers make conscious choices to maximise self-interest. external ewards are seen as causing motivational states that fuel behaviours.then the individual will aim for a higher level of performance.Isaac. In this theory.  From an organisational perspective Quick (1998) advises the use of the expectancy theory within appraisal systems to shift from a subjective. to a more objective. resultsmeasured orientation. 61 .

if the individual inherently has the required abilities. employees compare their own input or output ratio with that of other employees. most of the employees highlight only their strong points. satisfaction being the difference between perceived equitable and actual rewards. the model predicts that performance leads to satisfaction rather than satisfaction leading to improved performance. the individual‟s performance will also improve.  The biggest problem however.  While comparing themselves to others. education. effort and performance with output that is the mix of extrinsic and intrinsic rewards they receive. is the failure by supervisors to communicate a candid appraisal of performance. which makes it difficult for employees to develop a realistic view of their own performance. then satisfaction will result. Also. 62 .  Employee satisfaction is also affected by comparisons with other employee in the same types of jobs and the same types of organisations. This increases the possibility of dissatisfaction with the pay that the employees are receiving. related to what is expected and how much is received. The problem of unrealistic self-ratings exists to some extent as managers in most organisations do not communicate a candid evaluation of their subordinates‟ performances to them. In summary.  The employee‟s satisfaction with rewards is. such as certain skills or a recent incident of effective performance. If the intrinsic and extrinsic rewards the individual receives from the improved performance are perceived as equitable. Employees also give their own performance a higher rating than the one they receive from their supervisors. in part. As a result. Feelings of satisfaction or dissatisfaction occur when employees compare their input like job skills.

63 .  Employee satisfaction is very important for organisations. o Increases customer satisfaction. challenging work can be dissatisfied with extrinsic rewards. just as employees who are paid low for interesting. The evidence advises that both intrinsic rewards and extrinsic rewards are essential and cannot be directly substituted for each other. recruiting. o Improves teamwork. Employees often misperceive the rewards of other employees. Employees who are paid high for repetitious. According to evidences. o Reduces turnover. boring job will be dissatisfied with the need of intrinsic rewards. o Enhances customer satisfaction and loyalty. o Improves the quality of products and or services due to more competent.  Employee satisfaction results from a mix of rewards rather than from any single reward. and training costs. as it:  Enhances employee retention o Increases productivity. employees tend to overestimate the pay of other employees doing the same jobs and to underestimate their performance. energised employees.

 Another way to give employees a sense of control is to create employee-driven competitions such as sales competitions. and they will feel a sense of accomplishment rather than obligation. In addition.  Employers should also encourage employees to customize their workstations. This not only gives employees control over their work environments. Because every person's obligations outside of work are different. Employees will be able to create a place they enjoy working in rather than being stuck in a bland office cubicle. These activities put employees in control of their success. This could include décor and/or equipment. but it can ease personal barriers such as back pain or eyestrain. and/or work habits. and many workers appreciate a boss who considers work-life balance. For instance. customized schedules are a great way to improve employee satisfaction. environment.  Today's employees have demanding schedules outside of work.7 WAYS TO IMPROVE EMPLOYEE SATISFACTION: GIVE EMPLOYEES MORE CONTROL:  Employers should look for ways to give employees more control over their schedules. employers could offer alternative work schedules such as flextime or telecommuting. studies show that certain colors or décor can improve happiness. Each employee can set personal goals. 64 .

 Consider tricks that sound silly but are actually effective such as having a meeting with no chairs. To reduce unnecessary chitchat. employers could stagger work times to avoid heavy traffic. make calls before lunchtime or at the end of the day. Telecommuting also has a variety of benefits for the employer such as reduced costs. 65 . For instance.  Another possibility is to offer telecommuting options. This eliminates the necessity of commuting and allows employees to work where they are most comfortable. STOP WASTING TIME:  Tight deadlines are another major sources of stress for many employees.  Whenever possible. review late arrival policies. employers can make meetings shorter and more efficient. Review beginning and ending times and determine if the specific times or the amount of people arriving at each time can be adjusted. People will be more likely to stick to the necessary agenda when they have to stand the entire meeting. For instance. substitute conference calls for meetings. Employers can ease this stress by freeing up more time.EASE COMMUTING STRESS:  Employers should consider ways to decrease commuting stress. People will want to cut to the chase. In addition.  If employees are severely reprimanded for arriving late. they will be much more stressed during a bad commute and will arrive at the office miserable. so they can go to lunch or get home.

Organized offices and systems ease stress.  Socialization is not limited to office hours.  Employers can also encourage office celebrations for holidays and birthdays. Provide a comfortable eating area. save time. 66 . and increase productivity. encourage employees to eat lunch together. Clutter and confusion are major time zappers. Arrange workstations so employees can see each other and talk. Community service is a great way to build a positive reputation. this is true even for introverts. ENCOURAGE SOCIAL CONNECTIONS:  Socialization is a key component of happiness. These celebrations do not need to be expensive. Even when there is no reason to celebrate. Encourage out of office socialization such as volunteer programs. It can be as simple as asking everyone to bring in a covered dish. This gives employees a change to develop relationships outside of the office while promoting the company in a positive way. Consider an office arrangement that fosters communication."  Employers should find ways to encourage social relations. and it is a happiness booster for employees. Another idea is to create organizational systems that improve efficiency. "Interacting with others gives people a boost in mood – surprisingly.

The first step is to educate employees on health topics. have a kitchen equipped with a refrigerator and microwave to prepare healthy meals.  Once employees know about health topics such as stress. Even small amounts of exercise throughout the day are beneficial. exercising.  To help employees make positive lifestyle changes. People can't make positive changes if they don't know what to change. Also. Provide reading materials or offer seminars.PROMOTE GOOD HEALTH:  Poor health is not only damaging to employees. and healthy eating. This offers employees motivation and a support system. Research shows that preparing food is healthier than eating out. If the entire office is involved. start a health related competition such as the Biggest Loser. CREATE AN ATMOSPHERE OF GROWTH:  Jobs are more than a source of income. In a survey about employee motivation. it is detrimental to businesses. employees ranked job characteristics that motivated them 67 . employees will be more likely to accomplish their goals. encourage breaks throughout the day. Jobs are a venue for employees to grow and learn.

 Also consider an office give-away. and demonstrating your appreciation. Employers should also encourage employees to take risks and learn new skills. BREAK UP ROUTINES:  Employers should look for small ways to surprise employees. 68 . Employees will become bored and lose motivation if they are never given an opportunity to expand their skills and responsibilities. you can occasionally bring in a special treat such as coffee or baked goods.  Another idea is to host an office party for a quirky holiday. The keys are breaking up the routine of the workweek. acknowledging benchmarks. promoting socialization. Again. Employers can create an atmosphere of growth by providing training. and celebrating accomplishments. For instance. Small gestures show employees that you appreciate their time. this does not need to be expensive. The prize can be as simple as a gift card or as extravagant as a vacation. Employers could even allow employees to create a holiday. You can hold a raffle or competition to motivate employees.

communication between employees and senior management. A 2009 survey.” 69 . the work itself. management recognition of employee job performance. The study found that employees identified these five factors as most important:   job security. paid training and tuition reimbursement programs. networking opportunities. and feeling safe in the work environment. benefits (especially health care) with the importance of retirement benefits rising with the age of the employee. it is vitally important to know which factors most affect employee satisfaction. Factors that were not strongly connected to employee satisfaction included:      “the organization‟s commitment to a „green‟ workplace. You want to spend your time. The next five most important factors affecting employee satisfaction were:      the employee's relationship with his or her immediate supervisor. and the organization‟s commitment to professional development. by the Society for Human Resource Management (SHRM) looked at 24 factors that are regularly thought to relate to employee satisfaction.    compensation/pay. money.What Employers Can Do About Employee Satisfaction In this environment for employee satisfaction. opportunities to use skills and abilities. and autonomy and independence in their job. and factors that will have a positive impact on employee satisfaction. processes. career development opportunities. and energy on programs.

I have provided research data that defines the factors most important to employees as you continue to seek to provide a workplace that emphasizes employee satisfaction as a recruiting and retention tool. I‟ve consolidated for you the results of employee satisfaction surveys and their implications for the workplace. communication between employees and senior management. opportunities to use skills and abilities. and overall corporate culture. compensation/pay. job-specific training. relationship with immediate supervisor. feeling safe in the work environment. Most importantly.In contrast. benefits. management recognition of employee job performance. 70 . Human Resources professionals ranked these ten factors as most important in employee satisfaction:           job security.

71 . dizziness and nausea.9 Benefits of employee satisfaction  Identify Problems – Surveys are can be very effective in identify problems areas before they become serious. a dry cough. Surveys allow environmental problems to be identified in a measured and controlled manner. and difficulty in concentrating. and throat irritation. nose.  Working Environment – From something small like a broken chair to the more serious problem of sick building syndrome that can result in personnel experiencing headaches. eye. dry or itchy skin.3.3 BENEFITS OF EMPLOYEE SATISFACTION: Figure no. especially those that are hidden from senior management.

 Mood and Moral – Provides a simple but effective method to measure and monitor the mood and moral of an organization.  Processes & Procedures – As businesses evolve some of the traditional processes and procedures can become antiquated. surveys can provide a method to help organizations to monitor and measure how well an organization communicates. New technology is often a driver that will cause a business to evolve and the business processes need to be constantly challenged to ensure that they are properly aligned with the technology.  Benchmark – In the same way that an organization will consider their financial position by comparison with previous years. so the regular use of online surveys will allow an organization to monitor and measure their progress and development in non-financial terms. Remuneration & Benefits – Measure and monitor how satisfied personnel are with their remuneration and benefits.  Training – Lack of proper training is a common cause of dissatisfaction among employees and can lead to more serious problems such as stress. personnel are often the first to know and the last to be asked.  Communication – For an organization to run efficiently good internal and external communications are essential. 72 .

 Goals and Objectives – Surveys can measure and monitor the extent that the personnel are aligned with the senior management‟s business goals and objectives. that the information has been received.  Compliance – To properly comply with an ever increasing array of regulations the modern organization needs to be able to disseminate information throughout the organization and ensure.  Keeping the Initiative – It is always better for management to ask than be told. By conducting periodic employee satisfaction surveys the management is able to retain the initiative in trying to identify problems that could otherwise metamorphose into demands. and importantly. through records. Online questionnaires can offer an organization a cost effective method to meet many of their obligations. 73 . understood.

If nothing is done post survey to address the issues that have been raised by the survey then employees may develop a cynical attitude and make it more difficult to obtain employee feedback in future. to the surface there could be a tendency for senior management to blame the messenger. of any identified problems.  Management should be prepared to formally recognize and respond to any issue that is raised as a result of conducting a survey even if the demands of employees are not to be met.  Can Cause Problems – Where surveys reveal. can no longer be used as an excuse.RISKS:  Management – Some managers can regard any form of employee consultation as a sign of weakness and may have a tendency to dismiss out of hand any negative comment. Senior management should be prepared for discovering that the top down view can differ from the bottom up view and that ignorance.  Non-Action – Many employees will invest time and effort in participating in a survey and their hopes and expectations will be raised.  Warts and All – A survey is likely to reveal warts and all. or bring problems. If senior management agree to address and resolve some issues then action needs to have started before any further survey is scheduled. 74 .

75 . This includes chances to participate in interesting projects. Jobs are more stressful if they interfere with employees personal lives on are a continuing source of worry for concern. special assignments.  Divide jobs into levels of increasing leadership and responsibility. job satisfaction is low.  Reward promising employees with roles on interesting projects.OPPORTUNITY Employees are more satisfied when they have challenging opportunities at work.4 FACTORS INFUENCING EMPLOYEE SATISFACTION 1.3. Jobs with a satisfying degree of challenge and opportunities for increased responsibility. STRESS When negative stress is continuously high. Employees have found challenge through projects. Actions:  Promote from within when possible. Important: this is not simply "Promotional Opportunity”. 2. team. leadership.as well as promotions.

 Distribute work evenly within work teams. 3. Actions:  Make sure your managers are well trained.  Review work procedures to remove unnecessary "red tape" or bureaucracy. striving for excellence or just taking action. Leadership combines attitudes and behavior. It can be learned. LEADERSHIP Employees are more satisfied when their managers are good leaders.Actions:  Promote balance of work and personal lives.  Manage the number of interruptions employees have to endure while doing their jobs.  Make sure that senior managers model this behavior.  People respond to managers that they can trust and who inspire them to achieve meaningful goals. This includes motivating employees to do a good job.  Some organizations utilize exercise or "fun" breaks at work. 76 .

Quality gains importance when employees see its impact on customers. Celebrate achievements in quality. the work they have done well and the demands of their jobs. WORK STANDARDS Employees are more satisfied when their entire workgroups takes pride in the quality of its work.  Rewards can includes a variety of benefits and perks other than money. the effort they have put forth. Actions  Let employees make decisions. 77 .  Be consistent in your reward policies.4. Actions:  Encourage communication between employees and customers. FAIR REWARDS Employees are more satisfied when they feel they are rewarded for the work they do. 5. Consider employee‟s responsibilities. ADEQUATE AUTHORITY Employees are more satisfied when they have adequate authority to do their jobs. make sure employees know this. Actions  Make sure rewards are for genuine contributions to the organization.  If your wages are competitive.  Develop meaningful measures of Quality. 6.

 Allow employees to have input on decision that will affect them.  Establish work goals but let employees determine how they will achieve those goals. Later reviews may identify innovative "best practices.  Ask, “if there were just one or two decisions that you could make the biggest difference in your job?"

CENTRALIZATION/DECENTRALIZATION  The amount to which each organization is centralized or decentralized has a major impact on how the employees perceive the organization. One of the benefits are that it allows for the people who are closest to the problem.  This in turn allows problems and decisions to be made in a timely manner. Employees that are closest to the problem have the greater knowledge as to what the decision's factors are, often creating good decisions. Another benefit of a more decentralized organization is that because employees have more decision-making authority, they are more motivated by their jobs.

 The motivation comes from the chance to be their own manager when hierarchy of authority.An organization‟s level structure, including height and width, is another factor in employee satisfaction.  The fact that a flat organization structure enables employee‟s opinions and views to be heard by management and have an impact on daily business. The flatter organization also proves to be more caring about employees.
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With only a limited number of employees, each one is treated with a degree of respect and importance. Knowing they are valued members of the organization gives a degree of satisfaction. This also makes its easier for employees to work, and they feel more comfortable in their work environment.

DIVISION OF LABOUR

It has significant impact on employee satisfaction. Employees are given more responsibility with regards to making decisions involving customers. This gives them a sense of importance within the organization. Servers at organization are able to approach the tables in their own style and are free to offer coupons and other check adjustments without the permission of manager. They are able to determine when other employees can finish their shift.

SIGNIFICANCE OF EMPLOYEE SATISFACTION

A review of the evidence has identified our factors conductive to high levels of employee‟s job satisfaction, mentally challenging work, equitable rewards colleagues. Importantly each of these factors is controllable by managing.

MENTALLY CHALLENGING WORK

People prefer jobs that give them opportunities to use their skills and abilities and offer a variety of tasks, freedom and feedback on how well they‟re doing. These characteristics make-work mentally challenging.

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EQUITABLE REWARDS

Employees want pay systems and promotion policies that they perceive as being just, unambiguous, and in line with their expectations. When pay is seen, as fair based on job demands, individual skill level, and community pay standards, satisfaction is likely to result. Similarly, employees seek fair promotion and practices. Promotion provides opportunity for personal growth, more

responsibilities, and increased social status. Individuals who perceive that promotion decisions are made in fair and just manner, therefore, are likely to experience satisfaction from their jobs.

SUPPORTIVE WORKING CONDITION

Employees are concerned with their work environment for both personal comfort and facilitating doing a good job. Studies demonstrate take employees prefer physical surroundings that are not dangerous or uncomfortable. In addition, most employees prefer working relative close to home, in clean and relatively modern facilities, and with adequate tools and equipment.

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Studies generally find that employee satisfaction is increased when the immediate supervisor understands and friendly. therefore. 81 .  The notion that managers and organizations can control the level of employee job satisfaction is inherently attractive. having friendly and supportive co-workers leads to increased job satisfaction. It fits nicely with the view that managers directly influence organizational process outcomes. maladjusted trouble-making faultfinder who derives little satisfaction in anything about their jobs.  The behaviour of one‟s boss is also a major determinant of satisfaction. If managers want satisfied workers. work also fills the need for social interaction. listen to employees‟ opinions. The most recent findings indicate that employee job satisfaction is largely genetically determined.SUPPORTIVE COLLEAGUES  People get more out of work than merely money or tangible achievements. Not surprisingly. Unfortunately there is a growing body if evidence that challenges the notion that managers control the factors that influence employee job satisfaction. For most employees.  The only place where managers will have any significant influence will be through their control of selection process. they need to make sure their selection process screens out the negative. and shows a personal interests in them. offer praise for good performance.

Figure no.10 Employee satisfaction factors 82 .

• Missions and Vision of organization. Work task factors • Quantity of task • Difficult level of task 5. Relationship with supervisor factors • Level of coaching • Level of assignment for employee • Treatment to employee etc 83 . • Training program participated or will do.1. 2. Policies of compensation and benefits factors • Wage and salary • Benefits • Rewards and penalties 3. Organization development factors • Brand of organization in business field and comparison with leading competitor. • Capacity of career development 4. • Potential development of organization. Promotions and career development factors • Opportunities for promotion.

6. Working conditions and environment factors • Tools and equipment • working methods • Working environment 7. Coporare culture factors • Relationship with coworkers • Level of sharing etc 84 .

As well as thoughts about colleagues. showing the necessary concern for employee‟s problems and being accessible by the employees. knowledge and skill.5 OBJECTIVES OF EMPLOYEE SATISFACTION Employee satisfaction is regarded as a function of harmony between rewards given by the work environment and the desire of the individual for these rewards. the friendship and co-operation among those working in the same organization. qualifications. Group satisfaction should be analyzed as a dimension of satisfaction since the strong bonds among employees doing different jobs is of major importance for people working in the same organization to be successful in their respective jobs. especially because of their role in the employee‟s performance and career. OTHER WORK GROUP SATISFACTION: Employees can be successful in their own jobs only if they can make the work environment more productive with the help of other employees who work in the same organization but have different jobs and by giving support to the various jobs done. The success and interest shown by other employees in their own work usually strongly affect the satisfaction that people feel in their work environment.3. Many dimensions of satisfaction with higher management have been investigated such as understanding of employee‟s suggestions when taking decisions. Therefore different objectives have to be considered in mind while survey: MANAGEMENT SATISFACTION: It has been considered that employee satisfaction. 85 . COLLEAGUE SATISFACTION: Workforce share the work environment with others doing the same kind of work.

SALARY AND OTHER MATERIAL BENEFITS SATISFACTION: Salary and other material benefits appear as an important objective of satisfaction action. Therefore. the conditions of the physical environment like canteen & work area are also often emphasized in studies dealing with employee satisfaction.PHYSICAL ENVIRONMENT SATISFACTION: No matter how motivated and efficient people are in their jobs. various physical characteristics of the environment they work in seriously affect the success and productivity they would like to attain. Salaries paid for work done and therefore. have the effect of increasing general satisfaction. 86 .

Hidden Opportunities: Factors with low stated importance. Strong performance by the employer in these areas will often be taken for granted. Marginals: Requirements with both stated and low derived importance. poor performance will have a strong adverse effect on co-worker satisfaction. Hygiene Factors: Items with stated importance but low derived importance. a good co-worker experience will have a strong positive effect on overall satisfaction. since all of the requirements included on the questionnaire were rated as important by co-workers during exploratory phase of the research. 87 .workers do not rate these factors high in importance. such as „being treated equally‟. Such requirements cannot be dismissed as unimportant. While co. and while performance beyond acceptable minimum standards will not necessarily result in an increase in co-worker satisfaction. but high-derived importance.. while a bad one will have a lasting negative effect. performance in these areas will have a strong impact on overall satisfaction.DRIVERS OF SATISFACTION Satisfaction Drivers: Requirements with very high scores for both stated and derived importance.worker satisfaction. These are the strongest drivers of satisfaction and should feature very strongly in employer‟s plans for improving co.

88 .

recent trends are not encouraging. Higher paying –jobs generally require higher skills.  What Factors might explain this recent drop in job satisfaction? Experts suggest it might be due to employer‟s efforts at trying to increase productivity through heavier employee workloads and tighter deadlines.  What factors might explain this recent drop in satisfaction level? Experts suggest it might be due to employer‟s efforts at trying to increase productivity through heavier employee workloads and tighter deadlines. that they have less control over their work. In spite of general positive results. Another contributing factor may be a feeling. The evidence indicates a marked decline in job satisfaction since the early 1990‟s. increasingly reported by workers. give incumbents greater responsibilities are more stimulating and provide 89 .HOW SATISFIED ARE PEOPLE IN THEIR JOBS?  Are most people satisfied with their jobs? The answer seems to be a qualified “yes” in most of the developed countries.  Apparently even economic prosperity doesn‟t necessarily translate into higher job satisfaction.  While it is possible that higher pay alone translates into higher job satisfaction. Another contributing factor may be a feeling increasingly reported by the workers. that they have less control over work. an alternative explanation is that higher pay is reflecting different types of jobs.

steal organizational property. So it may be that the report of higher job satisfaction among better-paid workers reflects the greater challenge and freedom they have in their job rather than the pay itself. rather than quit. For example.11 Means to express dissatisfaction 90 . or shirk a part of their work responsibilities. and allow workers more control. employees can complain.more challenges. HOW PEOPLE CAN EXPRESS DISSATISFACTION Employee dissatisfaction can be expressed in a number in a number of ways. be insubordinate. The figure below offers four responses that differ from one another along two dimensions: constructive/destructive and active/passive. Active EXIT VOICE Destructive Constructive NEGLECT LOYALTY Passive Figure no.

Union members often express dissatisfaction through the grievance procedure or through formal contract negotiations.Loyalty: Passively optimistically waiting for conditions to improve. for whom low job satisfaction is coupled with low turnover. 3. 2. Exit and neglect behaviours encompass our performance variables –productivity. including chronic absenteeism. and increased error rate. reduced effort. &some forms of union activity.constructive behaviors that allow individuals to tolerate unpleasant situations or to revive satisfactory working conditions.Neglect: Passively allowing conditions to worsen. 91 . absenteeism. and turnover.Voice: Actively &constructively attempting to improve conditions including suggesting improvements. But this model expands employee response to include voice and loyalty. including looking for a new position as well as resigning. including speaking up for the organization in the face of external criticism and trusting the organization and its management to “do the right thing”. discussing problems with superiors. It helps us to understand situations such as those sometimes found among unionized workers. These voice mechanisms allow union members to continue their jobs while convincing themselves that they are acting to improve the situation.They are defined as follows: 1 Exit: Behavior directed toward leaving the organization. 4.

 If we move from individual level to the organizational level. Researchers have recognized this interest. SATISFACTION AND PRODUCTIVITY  The statement that “ happy workers are productive workers” is generally found false. rather than at the individual level. so we find a large number of studies that have been designed to assess the impact of jobs satisfaction on employee productivity. we find that organizations with more satisfied employees tend to be more effective than organizations with fewer satisfied employees. productivity leads to satisfaction rather than other way round. pay level. productivity. 92 . there is renewed support for the original satisfaction-performance relationship. When satisfaction and productivity data are gathered for the organization as a whole. in turn. If one does a good job then he or she intrinsically feels good about it. it might be true that happy organizations are more productive.SCOPE OF EMPLOYEE SATISFACTION Manager‟s interest is jobs satisfaction tends to center on its effect on employee performance. These rewards. higher productivity leads to increase verbal recognition. or accurate conclusions is that actually the reverse – productive workers are likely to be happy workers. Based on the evidence. and probabilities for promotion. At the individual level.  That is. increases level of satisfaction with the job. So while we might not be able to say that a happy worker is more productive.

 They get pay raises. and so forth. recognition. other factors such as labour market conditions.SATISFACTION AND ABSENTEEISM There is a consistent negative relationship between satisfaction and absenteeism. expectations about alternative job Opportunities. SATISFACTION AND TURNOVER  Satisfaction is also negatively related to turnover. level of satisfaction is less important in predicting turnover for superior performers. Regardless of level of 93 . Therefore job satisfaction is more important in influencing poor performers to stay than superior performers. and length of tenure with the organization are important constraints on the actual decision to leave one‟s current job. Yet again. While It certainly makes sense that dissatisfied employees are more likely to miss work. praise. increased promotional opportunities. Just the opposite tends to apply to poor performers.  Evidence indicates that an important moderator of the satisfaction turnover relationship is the employee‟s level of performance. Few attempts are made by the organization to retain them. other factors have an impact on the relationship. This is because the organization makes considerable efforts to keep these people. Specifically.

and other rewards gives them more reasons for staying. 94 .satisfaction the latter is more likely to remain with the organization because the receipt of recognition. praise.

and go beyond the normal expectations in their job. help others. But satisfaction is unrelated to OCB when fairness is controlled for. or pay policies are fair. Moreover. when one perceives organizational processes and outcomes to be fir. the organization‟s procedures. then they are more wiling to voluntarily engage that go beyond formal job requirements.SATISFACTION AND OCB It seems logical to assume that job satisfaction should be a major determinant of an employee‟s organizational citizenship behaviors (OCB). There is a modest overall relationship between job satisfaction and OCB. your job satisfaction is likely to suffer significantly. And when one trusts their employer. Satisfied employees would seems more likely to talk positively about the organization. Basically. 95 . If one doesn‟t like their supervisor. job satisfaction comes down to conceptions of fair outcomes. However. trust is developed. treatments and procedures. satisfied employees might be more prone to go beyond the call of duty because they want to reciprocate their positive experiences.

working conditions.  Analysis of satisfaction data for a selected sample of individual over 50 years period that individual results were consistently stable over time. In spite of the fact managers and organization go to extensive lengths to try to improve employee job satisfaction through actions as manipulating job characteristics.  Given these finding.  Approximately 80 percent of people‟s differences in happiness.FURTHER STUDY  The most recent findings indicate that employee job satisfaction is largely genetically determined. This and other research suggests that an individual‟s disposition in life-positive or negative is established by his or her genetic make-up. holds overtime and carries over into his or her disposition toward work.  The only place where managers will have any significant influence will be through their control of selection process. even these people changed employers and occupations. or subjective well being have been found to be attributable to their different genes. there is probably little that most managers can do to influence employee satisfaction. If managers want satisfied workers. they need to make sure their selection process screens out the negative. maladjusted trouble-making faultfinder who derives little satisfaction in anything about their jobs.  Fringe Benefits should be taken into great consideration and it should be provided to each & every employee of the company. Whether the person is happy or not is essentially determined by his orher gene structure. 96 . and rewards and these actions are likely to have little effect.

3 DATA ANALYSIS AND INTERPRETATION OF RESULT 97 .1 DATA COLLECTION 3.3.2 SAMPLING DESIGN 3.

98 . The effectiveness of any rese arch work depends upon the correctness and effectiveness of the research methodology.Research Methodology Research methodology is a way to systematically solve the research problem. When we talk of research methodology we not only talk of research methods but also consider the logic behind it. We use in the context of our research studies and explain why we are not using the other method so that research result is capable of being evaluated either by the researcher himself or by the others. The purpose of this section is to describe the methodology carried out to complete the work.

If the data on the basis of which we reach to the accurate conclusion. It is worthless to do survey So for getting the useful results of research it is very necessary to cons ider methods of collecting data and the quantity of information they be expected to produce. F o r achieving useful results it is necessary to collect accurate data. SOURCES OF COLLECTING PRIMARY DATA  Self framed Questionnaires. is no correct. Kinds of data collection  Primary Data  Secondary Data PRIMARY DATA A data that is collected very first time to a specific purpose directly from the field of enquiry by engaging trained investigators.  Sample  Personal Interview  Observation 99 .3. not have been use for any other purpose is called primary data.1 DATA COLLECTION Data is defined as raw facts that need to be processed so that i n f o r m a t i o n i s p r o d u c e d .

100 . SOURCES OF COLLECTING SECONDARY DATA  Internet  Magazine  Prior report of the company  Newspapers  Samples The research personally administered self framed questionnaire t o 5 0 r e s p o n d e n t s f o r t h e purpose of collectin g information on the views and of the employees regarding the job satisfaction . which have been a l r e a d y c o l l e c t b y s o m e agency for a specific purpose and are subsequently compiled from the source of application in adifferent connection.SECONDARY DATA Secondary data are such numerical information.T h e research w a s personally conducted.

TOOL: The tool used in the research was Questionnaire.3.2 SAMPLING DESIGN SAMPLE SIZE: The sample size for the research work was 50 employees working in BSL ltd. TOOL DESIGN: The Questionnaire was analyzed Question wise via percentage analysis 101 .

2. No 1. 3. 102 . RESPONSE Agree Disagree Uncertain RESPONDENT 40 5 5 PERCENTAGE 80% 10% 10% Table No.10% employees said that they don‟t have access to all the information while other 10% of the employees were uncertain in this matter.) I get all information about the events and affairs of the company which have an effect on my work Sr.3.4 DATA ANALYSIS AND INTERPRETATION OF RESULT: 1.2 Access to information Access to information Uncertain 10% Disagree 10% Agree 80% Figure no.12 Access to information Interpretation: 80% of the employees agree that they have an access to all information regarding the events and affairs of the company.

Sr. 24% said that yes they can convey their suggestions while 14% were uncertain in this respect. RESPONSE Yes No Uncertain RESPONDENT 12 31 7 PERCENTAGE 24% 62% 14% Table No. 103 .2) When you have a suggestion to improve your job is it easy for you to get your ideas across to your immediate supervisor. No 1.3 Ease of conveying suggestions Figure no.13 Ease of conveying suggestions Interpretation: 62% employees said that it is not easy for them to convey their suggestions to their supervisor‟s. 2. 3.

3. No 1. 30% feel due to lack of proper mode of communication while 12% feel that due to lack of management‟s support in their decisions and suggestions they are unable to convey. 2. 104 .4 Barriers in conveying suggestion Figure no. RESPONSE Improper communication Lack of management support Supervisor‟s attitude RESPONDENT 15 6 29 PERCENTAGE 30% 12% 58% Table No.14 Barriers in conveying suggestion Interpretation: 58% employees feel that due to the supervisor‟s attitude they are unable to convey their suggestions. to you what are the barriers that stops you to convey your suggestions? Sr.) According.3.

2. No 1.5 clear instructions provided Figure no.4) I am provided with clear instructions and sufficient facilities regarding new assignments Sr. 105 . RESPONSE Yes No RESPONDENT 40 10 PERCENTAGE 80% 20% Table No.15 clear instructions provided Interpretation: 80% employees feel that they are provided with clear instructions regarding new assignments while 20% employees deny the fact.

5) I am clearly informed about what exactly is expected of me regarding my work?
Sr. No 1. 2. 3. RESPONSE Yes No Not always RESPONDENT 5 35 10 PERCENTAGE 10% 70% 20%

Table No.6 Expectations Conveyed

Figure no.16 Expectations Conveyed

Interpretation: 70% employees feel that they are not clearly conveyed the expectations, 10% feel
that they are conveyed what is expected from them while 20% say that it is not done always.

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6) Employees receive recognition and appreciation for their abilities, efficiency and good work done
Sr. No 1. 2. RESPONSE RESPONDENT Yes 41 No 9 Table No.7 Recognition and rewards PERCENTAGE 82% 18%

Figure no.17 Recognition and rewards

Interpretation: 82% employees said that yes rewards are given for recognition of employee‟s
abilities while 18% deny this fact.

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7) What form of reward is expected to be given by the company ?

Sr. No

RESPONSE

RESPONDENT

PERCENTAGE

1. 2. 3. 4.

In terms of gifts Linked to appraisal Increment Something to remember

4 6 38 2

8% 12% 76% 4%

Table No.8 Rewards given by the company

Figure no.18 Rewards given by the company

Interpretation: 76% employees said that the company may give increments as a
form of reward,12% said that reward may be in the form of appraisal,8% said that it may be in the form of gifts,4% remember.. said that it may be in the form of something to

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8. Sr.) There are adequate training programs and workshops conducted as per my requirement to perform my job well. 2. 109 .19 Adequate training provided Interpretation: 84% employees agreed that effective training is provided while 16% disagreed to this fact. No RESPONSE RESPONDENT PERCENTAGE 1. Agree Disagree 42 8 84% 16% Table No.9 Adequate training provided Figure no.

Figure no. 2.20 Benefits and facilities provided Interpretation: 90% employees feel that the company provides them excellent benefits and welfare facilities while 10% deny this fact. 110 .9) The company provides excellent benefits and welfare facilities for the employees and their families RESPONSE RESPONDENT PERCENTAGE Agree 45 90% Disagree 5 10% Table No.10 Benefits and facilities provided Sr. No 1.

111 .10) The management takes good care of the problems of the employees and tries to solve or redress them with proper counseling as soon as possible Sr.11 Problems solved effectively Figure no.21 Problems solved effectively Interpretation: 90% employees feel that the management takes good care of the problems of the employees and tries to solve or redress them with proper counseling as soon as possible where as 10% employees don‟t agree to this. RESPONSE RESPONDENT PERCENTAGE Agree 45 90% Disagree 5 10% Table No. 2. No 1.

3.11) What do you think should be modified to enhance employee satisfaction? Sr. Give more opportunity to show their skills 7 14% 2. 112 . Provide adequate authority Break up routines Proper work environment Encourage team work 28 12 1 2 56% 24% 2% 4% Table No.14% felt that employees must be given more opportunity to show their skills. 4. 5.22 Suggestions to enhance employee satisfaction Interpretation: 56% employees feel that adequate authority should be provided to employees for enhancing their satisfaction level. No RESPONSE RESPONDENT PERCENTAGE 1. 4% felt that team work should be encouraged while 2% said that proper work environment should be maintained in order to enhance employee satisfaction levels. 24% said that break up routines should be provided.12 Suggestions to enhance employee satisfaction Figure no.

2. (4) Dissatisfied. in the organization (1) Very satisfied. (2) Satisfied. No 1. (3) Uncertain. 3. (6) Not Applicable Drinking water facilities Toilet facilities Lighting Work area(space) Maintenance of computers and other equipments Cleanliness of workplace Sports club Noise control Telephone facilities Canteen facilities Sr.(5) Very dissatisfied. 5.13 Satisfaction with the physical facilities 113 . RESPONSE Very satisfied Satisfied Uncertain Dissatisfied Very dissatisfied RESPONDENT 10 25 0 8 7 PERCENTAGE 20% 50% 0% 16% 14% Table No. 4.12) How satisfied are you with the physical working conditions mentioned below.

114 .16% are very dissatisfied with the facilities and 0% are uncertain.20% are very much satisfied with th facilities and hace no complaints.14% are very dissatisfied.23 Satisfaction with the physical facilities Interpretation: 50% of the employees are satisfied with the physical facilities provided.Figure no.

5.1 MAIN FINDINGS & OBSERVATIONS 5.2 CONCLUSION 5.3 SUGGESTIONS

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5.1 Main Findings & Observations
INTERPRETATION OF RESULTS
Acc to the PRIMARY DATA ANALYSIS, the following major issues were brought under consideration:  Majority of the employees agreed that they have access to all information regarding the events of their company and the events that have an effect on their job.  Employees said that it is not easy for them to convey their suggestions to their higher authorities owing to various reasons like:  58% employees feel that due to the supervisor‟s attitude they are unable to convey their suggestions, 30% feel due to lack of proper mode of communication while 12% feel that due to lack of management‟s support in their decisions and suggestions they are unable to convey.  80% of the employees said that they are provided clear instructions about hoe to perform their job but are not clearly conveyed the expectations required from them while 20% said that expectations are sometimes conveyed and sometimes not.  82% employees said that rewards are given as a means of recognition and the company is expected to give the following forms of rewards: o 76% employees said that the company may give increments as a form of reward,

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o 12% said that reward may be in the form of appraisal, o 8% said that it may be in the form of gifts, o 4% said that it may be in the form of something to remember  84% employees agreed that effective training is provided while 16% disagreed to this fact which indicated towards the fact that the company understands the importance of effective training of the employees.  90% employees feel that the company provides them excellent benefits and welfare facilities while 10% deny this fact, indicating to the fact that the company is very well aware of the needs of the employees and is socially responsible.  Majority of employees agreed that the management takes good care of the problems of the employees and tries to solve or redress them with proper counseling as soon as possible indicating towards a good grievance handling procedure of the company.  56% employees feel that adequate authority should be provided to employees for enhancing their satisfaction level, 24% said that break up routines should be provided, 14% felt that employees must be given more opportunity to show their skills,4% felt that team work should be encouraged while 2% said that proper work environment should be maintained in order to enhance employee satisfaction levels.  50% of the employees are satisfied with the physical facilities provided,20% are very much satisfied with the facilities and have no complaints,14% are very dissatisfied,16% are very dissatisfied with the facilities, indicating to the fact that the company is concerned about providing better facilities to its employees but needs to further improve them to enhance their satisfaction levels.

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The research focused on examining the operations of BSL in providing satisfaction to its employees. development of the employees and environmental awareness are given top priority by the management.  Measures for training.5. 118 . effective problem solving and providing better physical working conditions to enhance the level of satisfaction of the employees.  The percentage of satisfied employees through exceed the percentage of dissatisfied employees but for the further development of the company employee satisfaction must be given most priority.  The weaknesses observed especially in that the employees are not able to communicate their suggestions about their work to the higher authority. they are not informed of the expectations required from them on job. adequate training provided to the employees. and despite providing immense physical facilities a fraction of employees are unsatisfied and hence company should work in this respect.  The strengths identified such as access to information to enhance employee‟s commitment. ensured reward.bhilwara.2 CONCLUSION  The motive of conducting this research is to generate widespread understanding of the employee satisfaction in BSL.

 Good management is the solution to every problem and good management means working in partnership with the employees.  It is an acknowledged fact that satisfaction of the employees is vital for the growth of any company. If a company doesn‟t look forward in this respect. a quality & productivity enabler & a vehicle providing timely & meaningful recognition to all employees. for a suggestion program becomes an employee involvement technique. Providing a platform & participating collectively is important. 119 .it may end up loosing its best potential of employees.

An employee bulletin board could also be put up.  As supervisor‟s attitude is the major reason in this respect.3 SUGGESTIONS The research has made an attempt to suggest some measures which are as follows:  As majority of employees said that they don‟t find it easy to communicate their suggestions to the higher authority. effective measures must be taken to encourage them to express their ideas.5. supervisors must be provided effective behavioural training so that the environment could be made productive. a letter of appreciation from the immediate boss of the employee or department head could be displayed on it appreciating the efforts of the employees as a means of enhancing the satisfaction level of the employees.  Non-monetary benefits could also help to motivate the employees such as awards for the employee of the month. 120 .  Meetings involving employees of different levels should be encouraged so that the employees get an effective platform to communicate and express themselves.

121 . promoting socialization.  Employees must be provided more opportunity in showing their skills this is possible by giving them challenging job assignments.  Supervisors must clearly convey what is expected from the employees so that it would help employee to effectively direct his efforts in the particular direction plus it would help both the employee and the supervisor to know whether further training for the employee is required. Adequate authority must be provided to the employees so that they are in the position to take decisions as they are much closer to the problem plus this would help the company in motivating the employees and in increasing their commitment towards the organization.  Break up routines like office party. and demonstrating your appreciation.  Timely surveys should be conducted by the management to determine the satisfaction levels of the employees and to remove the causes of dissatisfaction from amongst the employees. picnic for the employees etc should be encouraged by the management to break up the routine of the workweek. organizing competitions.

QUESTIONNAIRE 1) I get all information about the events and affairs of the company which have an effect on my work. Yes No 3) According. Agree Disagree Uncertain 2) When you have a suggestion to improve your job is it easy for you to get your ideas across to your immediate supervisor. to you what are the barriers that stops you to convey your suggestions? Improper communication Lack of management support Supervisor‟s attitude 4) I am provided with clear instructions and sufficient facilities regarding new assignments Yes No 122 .

Agree Disagree 123 . efficiency and good work done Yes No 7) What form of reward is expected to be given by the company ? In terms of gifts Linked to appraisal Increment Something to remember 8.) There are adequate training programs and workshops conducted as per requirement to perform my job well.5) I am clearly informed about what exactly is expected of me regarding my work? Yes No Not always 6) Employees receive recognition and appreciation for their abilities.

9) The company provides excellent benefits and welfare facilities for the employees and their families Agree Disagree 10) The management takes good care of the problems of the employees and tries to solve or redress them with proper counseling as soon as possible Agree Disagree 11) What do you think should be modified to enhance employee satisfaction? Give more opportunity to show their skills Provide adequate authority Break up routines Proper work environment Encourage team work 124 .

12) How satisfied are you with the physical working conditions mentioned below. (6) Not Applicable 125 . (4) Dissatisfied. (2) Satisfied. (3) Uncertain.(5) Very dissatisfied. in the organization? Drinking water facilities Toilet facilities Lighting Work area(space) Maintenance of computers and other equipments Cleanliness of workplace Sports club Noise control Telephone facilities Canteen facilities (1) Very satisfied.

THANK YOU! FOR YOUR SUPPORT BIBLIOGRAPHY www.com 126 .net www.com www.eh.wordpress.bsllimited.

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