“Study 0f EMPLOYEE SATISFACTI0N at

Shree Salasar industry pvt.ltd.

BY

(KARAN SAIKIA)

(G-172100226)

THE B.B.A PROGRAM (2017-20)

H.N.B Garhwal University, Srinagar

GarhwalUttarakhand

Doon College of Agriculture Science & Technology

Camp Road Selaqui, Dehradun(UK)

Submitted By: Submitted To:

Mr. Karan Saikai Mr. Anil Pundir
th
BBA 4 Semester (Asst. Professor)
Doon College of Agri. Science & Tech. (Department of Business Management)

1
 ACKNOWLEDGEMENT

This project report is a result of endless effort & immense degree of toil by many
great minds.

I would like to thank all those people who graciously helped me by sharing their
valuable time, experience & knowledge.

I also express my heartiest thanks to my guide Manash Bose general Manager of

Shree Salasar pvt.ltd industry to help me in this Project and gain valuable insights
of ferrosilicon

I would like to dedicate this work to my revered institute Doon College of Agri.
Science & Technology where I am getting the shape of future business manager.

I express my sincere gratitude to honorable Mr. R.R Dwivedi Principal of D.C.A.S.T

for their support and guidance.

I also Thankful to Mr. Anil Pundir Asst.Professor (Department of Business

Management) D.C.A.S.T for their guidance on the ground of which I have acquired a
new field of knowledge Lastly, I express my gratitude to my Parents and Friends who
financed this project and have been a moral support to me during this project.
I MR KARAN SAIKIA hereby declare that the term paper entitled
‘Employment

satisfaction’ Shree Salasar pvt.ltd industry,N.H.52 A, VILLAGE : LEKHI,

NAHARLAGUN(AP)’ submitted to Doon PG Agriculture Science and

Technology,

Selaqui, Dehradun for partial fulfillment of the requirement of the award of

degree of “ BECHALORE OF BUSINESS ADMISNISTRATION course is

record of

bonafide work carried out by me.

S.NO. Chapters Page.no.
1 Introduction 4-11

2 12-23
Introduction of topic
3 24-25
Objectives of study
4 26-30
Research methodology
5 31-34
Data analysis
6
35
Limitation
7
Finding
36
8
Suggestions
37
9
Conclusion
38
10
Bibliography
39
11
Questioner
40
 HISTORY

Shree salasar industry private limited formerly established in 2004 with 2 X 7

MVA and 9 MVA (2010)submerged electric arc furnances with the production
capacity of 55 mt ferrosilicon per day in an average.It is classified as non-govt
company and is registered at register of companies,shillong.Its authorized share
capital is rs.182,000,000 and its paid up capital is rs.180,850,000,it is involved
in casting of metals[this group includes casting finished or semi-finished
products producing a variety of goods , all characteristic of other activity
classes].

Shree salasar industries is on of the leading exporters & suppliers of ferrosilicon

products and with the gradual year after year growth diversified into supplying
to industries and exporters , then itself become an exporters of ferrosilicon.

Our range matches customers changing mood and requirements, obtaining to

their total satisfaction. The material used in product making is sourced from
reliable vendors that promised to deliver high quality range.

Beside , we ensure timely delivery of the array with the help of our experienced
c & f agents.

Our company is an India based company which is involved in the business of

manufacturing importing , exporting and dealing in pig iron,ferrosilicon,ferro
chrome and other ferrous metals . The company also sets up steel furnaces,
continues casting and rolling mill plant.

Company annual general meeting was last held on 30 September 2016 and as
per records from ministry of corporate affairs . Our industry is fully into
manufacturing of optimum quality silicon.

We basically use the best raw materials followed by the latest production
technology to manufacture ferrosilicon because of which we could deliver the
world best products to our clients.

Ferro silicon manufactures in india offer this ferro silicon at extremely

competetive costs that too with optimum grade, packaging and grain size as per
as the customers requirements.

Along with prosperus production , our ferrosilicon manufactures in india also

take care of the legal laws and enviromental consequencies thereby causing
very low carbon exposure. We use almost 60% of free space of our official land
for production of ferrosilicon thereby controlling the dusts and harmful
particles.
Ferrosilicon is basically a matter which is used as a source of silicon for
reducing metals from their oxides and deoxidizing the steel and other relevent
ferroalloys. The use of ferrosilicon offered by ferrosilicon manufactures in india
preserve the carbon within molten steel which can again be used to make other
ferroalloys.

We are an empowered export enterprise that was founded upon the value of
quality excellence. Our cornerstone is knowledge of the marketplace and an
extensive business network base. Our products offering distinguishes itself on
the basis of quality, customer service and value that can be trusted.

The values that guide our business include:

· Passion: We have a passion for delivering value to our clients.

· Respect: We treat our customers, partners and suppliers with mutual respect
and sensitivity, recognizing the importance of diversity.

· Integrity: We are committed to the highest level of integrity in every aspect of

our business.

Excellence: We aim to be the best in quality and in all the services that we
provide.

· Innovation: We are creative in delivering value to our clients, shareholders,

suppliers and the community. We anticipate change and capitalize on the many
opportunities that arise.

· Empowerment: We believe in developing and equipping our talented

designers to take initiative and to deliver their assigned tasks with the necessary
know-how.

BOARD MEMBER:-
 Sandip kumar bhagat
Director
  Purushottom murarkar

Director

 Harsh sharma

Additional director

 Sanjay agarwal

Director

 Naresh chandra keyal

Director

The aim of the study is to know the picture involved in product and its impact
on the investors,which involves high risk and hence, high returns. This investors
perception on product market has given a glimpse of trading involved in
relation with equities, futures and options, in comparision with other existing
supply options. The report is on customer perception towards product and gives
a clear picture of what customers think about product.

From this report we can know the high quality product can still capture more of
the orders from customers. It is important to know the customer perception so
that customer can trust in our product in demand for it more.

This industry supplies the complete range of ferrosilicon for other ferroalloys
and steel production and processing. We order raw materials from the vendors
for producing ferrosilicon,we input raw materials in the process
ferroslicon(FESI) is an alloy of Iron (Fe) and silicon(Si),both the silicon and
iron ore are exclusively combined with oxygen as silicon dioxide(SiO2) in
quartz and ferric oxide in mill scale/scrap.

The report uses primary as well as secondary research to provide better

understanding of customer perception and it tells about preferences of
customers when it comes to buying product .saving of surplus & using of these
savings in those where there is demand of product.

It aims to research areas where new knowledge will benefits the

learning and development of the purpose of manufacturing the
product for more development and high in quality to attract the
customers.
And in becoming more effective and excellent practioners in
manufacturing industry roles.

In developing and sustaining the capabilities needed to compete in the

global industrial ecosystem.

We learn to simplify its dificult decisions about cost control,labour

shortage,and competitors,efficiency of suppliers,new technologies.

Keeping up with supply chain effiencies. We study the reseacrh

services are geared for manufacturing executives and department
managers searching for better ways to use social media research for
analyzing customer demand.
 

Employee satisfaction is a measure of workers' contentedness with their job,

whether or not they like the job or individual aspects or facets of jobs, such as
nature of work or supervision. Job satisfaction can be measured in cognitive
(evaluative), affective (or emotional), and behavioral components.Researchers
have also noted that job satisfaction measures vary in the extent to which they
measure feelings about the job (affective job satisfaction). or cognition's about
the job (cognitive job satisfaction).
One of the most widely used definitions in organizational research is that of
Locke (1976), who defines job satisfaction as "a pleasurable or positive
emotional state resulting from the appraisal of one's job or job experiences"
(p. 1304).Others have defined it as simply how content an individual is with his
or her job; whether he or she likes the job or not.It is assessed at both the global
level (whether or not the individual is satisfied with the job overall), or at the
facet level (whether or not the individual is satisfied with different aspects of
the job). Spector (1997) lists 14 common facets: Appreciation, Communication,
Coworkers, Fringe benefits, Job conditions, Nature of the work, Organization,
Personal growth, Policies and procedures, Promotion opportunities,
Recognition, Security, and Supervision.
work (e.g. the degree of autonomy in a position) moderates how
satisfied/dissatisfied one becomes when
expectations are/aren’t met. When a person values a particular facet of a job, his
satisfaction is more greatly impacted both positively (when expectations are
met) and negatively (when expectations are not met), compared to one who
doesn’t value that facet. To illustrate, if Employee A values autonomy in the
workplace and Employee B is indifferent about autonomy, then Employee A
would be more satisfied in a position that offers a high degree of autonomy and
less satisfied in a position with little or no autonomy compared to Employee B.
This theory also states that too much of a particular facet will produce stronger
feelings of dissatisfaction the more a worker values that face.

proach suggests that individuals vary in their tendency to be satisfied with their
jobs, in other words, job satisfaction is to some extent an individual trait. This
approach became a notable explanation of job satisfaction in light of evidence
that job satisfaction tends to be stable over time and across careers and
jobs. Research also indicates that identical twins raised apart have similar levels
of job satisfaction.

A significant model that narrowed the scope of the dispositional approach was
the Core Self-evaluations Model, proposed by Timothy A. Judge, Edwin A.
Locke, and Cathy C. Durham in 1997.[16] Judge et al. argued that there are
four Core Self-evaluations that determine one’s disposition towards job
satisfaction: self-esteem, general self-efficacy, locus of control,
and neuroticism. This model states that higher levels of self-esteem (the value
one places on his/her self) and general self-efficacy (the belief in one’s own
competence) lead to higher work satisfaction. Having an internal locus of
control (believing one has control over her\his own life, as opposed to outside
forces having control) leads to higher job satisfaction. Finally, lower levels of
neuroticism lead to higher job satisfaction.

Equity theory
Equity Theory shows how a person views fairness in regard to social
relationships such as with an employer. A person identifies the amount of input
(things gained) from a relationship compared to the output (things given) to
produce an input/output ratio. They then compare this ratio to the ratio of other
people in deciding whether or not they have an equitable relationship.Equity
Theory suggests that if an individual thinks there is an inequality between two
social groups or individuals, the person is likely to be distressed because the
ratio between the input and the output are not equal.
For example, consider two employees who work the same job and receive the
same pay and benefits. If one individual gets a pay raise for doing the same
work as the other, then the less benefited individual will become distressed in
his workplace. If, on the other hand, both individuals get pay raises and new
responsibilities, then the feeling of equity will be maintained.
Other psychologists have extended the equity theory, suggesting three
behavioral response patterns to situations of perceived equity or inequity
(Huseman, Hatfield, & Mile, 1987; O'Neil & Mone 1998). These three types are
benevolent, equity sensitive, and entitled. The level by each type
affects motivation, job satisfaction, and job performance.

1. Benevolent-Satisfied when they are under-rewarded compared with co-

workers
2. Equity sensitive-Believe everyone should be fairly rewarded
3. Entitled-People believe that everything they receive is their just due.

The concept of discrepancy theory is to explain the ultimate source of anxiety

and dejection. An individual who has not fulfilled his responsibility feels the
sense of anxiety and regret for not performing well. They will also feel
dejection due to not being able to achieve their hopes and aspirations.
According to this theory, all individuals will learn what their obligations and
responsibilities are for a particular function, and if they fail to fulfill those
obligations then they are punished. Over time, these duties and obligations
consolidate to form an abstracted set of principles, designated as a self-
guide.Agitation and anxiety are the main responses when an individual fails to
achieve the obligation or responsibility. This theory also explains that if
achievement of the obligations is obtained then the reward can be praise,
approval, or love. These achievements and aspirations also form an abstracted
set of principles, referred to as the ideal self guide. When the individual fails to
obtain these rewards, they begin to have feelings of dejection, disappointment,
or even depression

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. This
theory states that satisfaction and dissatisfaction are driven by different factors –
motivation and hygiene factors, respectively. An employee’s motivation to
work is continually related to job satisfaction of a subordinate. Motivation can
be seen as an inner force that drives individuals to attain personal and
organizational goals (Hoskinson, Porter, & Wrench, p. 133). Motivating factors
are those aspects of the job that make people want to perform, and provide
people with satisfaction, for example achievement in work, recognition,
promotion opportunities. These motivating factors are considered to be intrinsic
to the job, or the work carried out.]Hygiene factors include aspects of the
working environment such as pay, company policies, supervisory practices, and
other working conditions.Herzberg's model has stimulated much research. In the
1970s, researchers were unable to reliably empirically prove the model
however, with Hackman & Oldham suggesting that Herzberg's original
formulation of the model may have been a methodological artifact. However,
emerging studies have a new-found interest in the theory, particularly among
employees in the public sector and among certain professions such as nurses
(Holmberg., 2016).
The theory has been criticized because it does not consider individual
differences, conversely predicting all employees will react in an identical
manner to changes in motivating/hygiene factors The model has also been
criticised in that it does not specify how motivating/hygiene factors are to be
measured. Most studies use a quantitative approach by for example using
validated instruments such as the Minnesota Satisfaction Questionnaire (Weiss
et al., 1967) There are also studies that have utilized a qualitative methodology
such as by means of individual interviews (Holmberg et al., 2017).
Job characteristics model
Hackman & Oldham proposed the job characteristics model, which is widely
used as a framework to study how particular job characteristics impact job
outcomes, including job satisfaction. The five core job characteristics can be
combined to form a motivating potential score (MPS) for a job, which can be
used as an index of how likely a job is to affect an employee's attitudes and
behaviors. Not everyone is equally affected by the MPS of a job. People who
are high in growth need strength (the desire for autonomy, challenge and
development of new skills on the job) are particularly affected by job
characteristics.A meta-analysis of studies that assess the framework of the
model provides some support for the validity of the JCM

Influencing factors

Environmental factors
Communication overload and underload
One of the most important aspects of an individual’s work in a modern
organization concerns the management of communication demands that he or
she encounters on the job.Demands can be characterized as a communication
load, which refers to “the rate and complexity of communication inputs an
individual must process in a particular time frame. Individuals in an
organization can experience communication over-load and communication
under- load which can affect their level of job satisfaction. Communication
overload can occur when “an individual receives too many messages in a short
period of time which can result in unprocessed information or when an
individual faces more complex messages that are more difficult to process. Due
to this process, “given an individual’s style of work and motivation to complete
a task, when more inputs exist than outputs, the individual perceives a condition
of overload which can be positively or negatively related to job satisfaction. In
comparison, communication under load can occur when messages or inputs are
sent below the individual’s ability to process them. According to the ideas of
communication over-load and under-load, if an individual does not receive
enough input on the job or is unsuccessful in processing these inputs, the
individual is more likely to become dissatisfied, aggravated, and unhappy with
their work which leads to a low level of job satisfaction.
Superior-subordinate communication

Superior-subordinate communication is an important influence on job

satisfaction in the workplace. The way in which subordinates perceive a
supervisor's behavior can positively or negatively influence job satisfaction.
Communication behavior such as facial expression, eye contact, vocal
expression, and body movement is crucial to the superior-subordinate
relationship (Teven, p. 156. Nonverbal messages play a central role in
interpersonal interactions with respect to impression formation, deception,
attraction, social influence, and emotional. Nonverbal immediacy from the
supervisor helps to increase interpersonal involvement with their subordinates
impacting job satisfaction. The manner in which supervisors communicate with
their subordinates non-verbally may be more important than the verbal content .
Individuals who dislike and think negatively about their supervisor are less
willing to communicate or have motivation to work whereas individuals who
like and think positively of their supervisor are more likely to communicate and
are satisfied with their job and work environment. A supervisor who uses
nonverbal immediacy, friendliness, and open communication lines is more
likely to receive positive feedback and high job satisfaction from a subordinate.
Conversely, a supervisor who is antisocial, unfriendly, and unwilling to
communicate will naturally receive negative feedback and create low job
satisfaction in their subordinates in the workplace.
Strategic employee recognition

A Watson Wyatt Worldwide study identified a positive outcome between a

collegical and flexible work environment and an increase in shareholder value.
Suggesting that employee satisfaction is directly related to financial gain. Over
40 percent of the companies listed in the top 100 of Fortune magazine’s,
“America’s Best Companies to Work For” also appear on the Fortune 500. It is
possible that successful workers enjoy working at successful companies,
however, the Watson Wyatt Worldwide Human Capital Index study claims that
effective human resources practices, such as employee recognition programs,
lead to positive financial outcomes more often than positive financial outcomes
lead to good practices.

Employee recognition is not only about gifts and points. It's about changing
the corporate culture in order to meet goals and initiatives and most importantly
to connect employees to the company's core values and beliefs. Strategic
employee recognition is seen as the most important program not only to
improve employee retention and motivation but also to positively influence the
financial situation.The difference between the traditional approach (gifts and
points) and strategic recognition is the ability to serve as a serious business
influence that can advance a company’s strategic objectives in a measurable
way. "The vast majority of companies want to be innovative, coming up with
new products, business models and better ways of doing things. However,
innovation is not so easy to achieve. A CEO cannot just order it, and so it will
be. You have to carefully manage an organization so that, over time,
innovations will emerge.

Individual factors

Emotion
Mood and emotions at work are related to job satisfaction. Moods tend to be
longer lasting but often weaker states of uncertain origin, while emotions are
often more intense, short-lived and have a clear object or cause.
Some research suggests moods are related to overall job satisfaction. Positive
and negative emotions were also found to be significantly related to overall job
satisfaction.
Frequency of experiencing net positive emotion will be a better predictor of
overall job satisfaction than will intensity of positive emotion when it is
experienced.
\Emotion work (or emotion management) refers to various types of efforts to
manage emotional states and displays. Emotion management includes all of the
conscious and unconscious efforts to increase, maintain, or decrease one or
more components of an emotion. Although early studies of the consequences of
emotional work emphasized its harmful effects on workers, studies of workers
in a variety of occupations suggest that the consequences of emotional work are
not uniformly negative.
It was found that suppression of unpleasant emotions decreases job satisfaction
and the amplification of pleasant emotions increases job satisfaction.
The understanding of how emotion regulation relates to job satisfaction
concerns two models:

1. Emotional dissonance. Emotional dissonance is a state of discrepancy

between public displays of emotions and internal experiences of
emotions, that often follows the process of emotion regulation.
Emotional dissonance is associated with high emotional exhaustion, low
organizational commitment, and low job satisfaction.
2. Social interaction model. Taking the social interaction perspective,
workers’ emotion regulation might beget responses from others during
interpersonal encounters that subsequently impact their own job
 satisfaction. For example: The accumulation of favorable responses to
displays of pleasant emotions might positively affect job satisfaction.

Genetics
The influence that genetics has had on a variety of individual differences is well
documented.Some research suggests genetics also play a role in the intrinsic,
direct experiences of job satisfaction like challenge or achievement (as opposed
to extrinsic, environmental factors like working conditions). One experiment
used sets of mono zygotic twins, reared apart, to test for the existence of genetic
influence on job satisfaction. While the results indicate the majority of the
variance in job satisfaction was due to environmental factors (70%), genetic
influence is still a minor factor. Genetic habitability was also suggested for
several of the job characteristics measured in the experiment, such as
complexity level, motor skill requirements, and physical demands.
Personality
Some research suggests an association between personality and job
satisfaction. Specifically, this research describes the role of negative
affectivity and positive affectivity. Negative Affectivity is related strongly to
the personality trait of neuroticism. Individuals high in negative affectivity are
more prone to experience less job satisfaction. Positive affectivity is related
strongly to the personality trait of extraversion. Those high in positive
affectivity are more prone to be satisfied in most dimensions of their life,
including their job. Differences in affectivity likely impact how individuals will
perceive objective job circumstances like pay and working conditions, thus
affecting their satisfaction in that job.
There are two personality factors related to job satisfaction, alienation and locus
of control. Employees who have an internal locus of control and feel less
alienated are more likely to experience job satisfaction, job involvement and
organizational commitment. A meta-analysis of 187 studies of job satisfaction
concluded that high satisfaction was positively associated with internal locus of
control. The study also showed characteristics like
high machiavellianism, narcissism, trait anger, type A personality dimensions of
achievement striving and impatience/irritability, are also related to job
satisfaction.

Psychological well-being

Psychological well-being (PWB) is defined as “the overall effectiveness of an

individual’s psychological functioning” as related to primary facets of one’s
life: work, family, community, etc.] There are three defining characteristics of
PWB. First, it is a phenomenological event, meaning that people are happy
when they subjectively believe themselves to be so. Second, well-being
involves some emotional conditions. Particularly, psychologically well people
are more prone to experience positive emotions and less prone to experience
negative emotions. Third, well-being refers to one's life as a whole. It is a global
evaluation. PWB is primarily measured using the eight-item Index of
Psychological Well-Being developed by Berkman (IPWB). IPWB asks
respondents to reply to a series a questions on how often they felt “pleased
about accomplishing something,” “bored,” “depressed or unhappy,” etc.

In the workplace plays an important role in determining job satisfaction and

has attracted much research attention in recent years. These studies have
focused on the effects on job satisfaction as well as job performance.

Measuring

The majority of job satisfaction measures are self-reports and based on multi-
item scales. Several measures have been developed over the years, although
they vary in terms of how carefully and distinctively they are conceptualized
with respect to affective or cognitive job satisfaction. They also vary in terms of
the extent and rigour of their psychometric validation.

Other job satisfaction questionnaires include: the Minnesota Satisfaction

Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces
Scale. The MSQ measures job satisfaction in 20 facets and has a long form with
100 questions (five items from each facet) and a short form with 20 questions
(one item from each facet). The JSS is a 36 item questionnaire that measures
nine facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of
the first scales used widely, measured overall job satisfaction with just one item
which participants respond to by choosing a face.

Relationships and practical implications

Job satisfaction can be indicative of work behaviors such as organizational

citizenship and withdrawal behaviors such as absenteeism,] and turnover
Further, job satisfaction can partially mediate the relationship of personality
variables and deviant work behaviors.

One common research finding is that job satisfaction is correlated with life

satisfaction This correlation is reciprocal, meaning people who are satisfied
with life tend to be satisfied with their job and people who are satisfied with
their job tend to be satisfied with life.

An important finding for organizations to note is that job satisfaction has a

rather tenuous correlation to productivity on the job. This is a vital piece of
information to researchers and businesses, as the idea that satisfaction and job
performance are directly related to one another is often cited in the media and in
some non-academic management literature. A recent meta-analysis found
surprisingly low correlations between job satisfaction and performance. Further,
the meta-analysis found that the relationship between satisfaction and
performance can be moderated by job complexity, such that for high-
complexity jobs the correlation between satisfaction and performance is higher
than for jobs of low to moderate complexity. the relationship of satisfaction to
productivity is not as straightforward as often assumed and can be influenced by
a number of different work-related constructs, and the notion that "a happy
worker is a productive worker" should not be the foundation of organizational
decision-making. For example, employee personality may even be more
important than job satisfaction in regards to performance.

Absenteeism

Numerous studies have been done to show the correlation of job satisfaction
and absenteeism. For example, Goldberg and Wald man looked at absenteeism
in two dimensions as total time lost (number of missed days) and the frequency
of time lost. Self-reported data and records-based data were collected and
compared. Following absenteeism measures were evaluated according to
absenteeism predictors.

Self-report time lost self-reported frequency records-based time lost

 OBJECTIVE OF STUDY

 Understand attitudes around workplace condition that drive engagement.

 Identify opportunity to improve workplace condition that drive engagement.

 To find out the level employee satisfaction in the company

 To identify problem of the Employee which affects their performance

 To find out the deficiencies in company policies affecting the employee

which in turn affects the co. profitability.
 RESEARCH

The whole research process adopted in the preference work is explained

stepwise in this chapter. In fact,the present work was taken up by the researcher
after determining the problem through the interactions with the
customers(particularly business angels) and their portfolio companies in
manufacturing and services sectors, review of literature ,discussion with
profeesional.particularly small and medium enterprises which are the backbone
of our industrial growth needs both financial and management skills which can
be catered by private .The research design of this project is exploratory.

Though each research study has its own specific purpose but the research
design of this project on shree salasar industry is exploratory in nature as the
objectives is the development of the hypothesis rather than their testing.The
research designs of ferrosilicon producing process. A continuous method of
manufacturing ferrosilicon which comprises continuously injecting a starting
material substantially in fine grained from containing a silica containing
material an iron containing material, with a carrier gas,into a plasma gas.

Every project would based on certain methodology, which is a way to

systematically solve the problem or attain its objectives.It is a very important
guideline and lead to completion of any project work through observation,data
collection and data analysis.

Research methodology comprises of defining & redefining problems, collecting

, organizing & evaluation data , making deductions & researching to
conclusion.
 RESEARCH DESIGN
The study involves descriptive research, descriptive study is often used to
validate current practices and make verdict or conclusion. For this particular
study descriptive research was used to obtain a picture of production managers
competencies with a perspective of whether it has any correlation to

employee productivity.Research design of framework or plan for a study that

guides the collection and analysis of data a typical research design of a
company basically tries to resolve the following issues.

a) Determining data collection design

b) Determining data methods
c) Determining data sources
d) Determining primary data collection methods
e) Development questionnaires
f) Determining sampling plan

EXPLORATORY RESEARCH DESIGN:

Exploratory research design is reffered as gathering information in an

informal and unstructured manner. The exploratory research design is
proper when the researchers knows small about the opportunity or issues.
Exploratory research design is not limited to one specific paradigm but
may use either qaulitative or quantitative approaches. Its basic purpose is
to identify factors underlying a problem and to determine which one of
them need to be further researched by using rigorous conclusive research
designs.

CONCLUSIVE RESEARCH DESIGN:

Conclusive research design is defined by malhatra,as a research designed

to assit the decision maker in deciding , evaluting and choosing the better
action course in a given situation. Conclusive research may be either
descriptive or casual research design respectively.
 Sample design:-

Sample size:- The sample size in this research is of 59 employees.

Sample area:- The sample area in this research is the Industry of
the Shree Salasar industry pvt.ltd.

DATA COLLECTION

In this research there are two types of data collection:-

1. Primary data
2. Secondary data

Collection of data:-

A questionnaire was designed in order to obtain answers pertinent to

the objective of research. A structured interview shedule was formed for
collecting the data. It contained both open and close ended questions.
 Analysis of data:-

For the purpose of analysis, the statistical tool like mean, average and

percentages are used. The like-rt scaling system consisting of five categories of

agreements and disagreements was applied to each item. Each item could be

replied by checking any of the first answer.

 DATA ANALYSIS

1. Employees regarding age group

Option No. of respondent Percentage

18-29 20 33%
30-40 24 40%
41-55 15 25%
Total 59 100

45

40

35

30

25
no.of respondent
20 percentage

15

10

0
18-29 30-40 41-55

INTERPRETATION:-As you can see above graph shows that 33%

respondent comes under age of 18-29, 40% comes under the age of 30-40
and 25% comes under the age of 41-55.
 2. Employees education qualification

Option No. of respondent Percentage

PG 20 33%
UG 18 30%
Diploma degree 21 35%
Total 59 100

40

35

30

25

20 no.of respondent
percentage
15

10

0
PG UG Diploma degree

INTERPRETATION:-Above graph shows that out of 100%, 33%

employees education qualification are PG, as 30% are UG qualification
and for 35% holds diploma degree.
 3. Employees job satisfaction

Option no. of respondents percentage

Yes 45 76%
No 14 23%
Total 59 100

Graphical representation:-
80

70

60

50

40

30

20

10

0
yes no

no.of respondants percentage

INTERPRETATION:-

From above graph shows that out of 100% no. of respondents in employees
satisfaction respondent 76% agreed as yes and 23% disagreed as No.
 4. Employees safety

Option No. of respondents percentage

Good 28 47%

Bad 17 28%

Average 14 23%

Total 59 100

Graphical representation:-

50

45

40

35

30

25 no.of
respondents
20 percentage
15

10

0
good bad average

INTERPRETATION:- in above graph employees safety its is clear that 47%

employees share a good experience, 28% in bad experience, 23% in average
level.
 5. Employees satisfied leave provided

option No. of respondent percentage

Highly satisfied 21 35%

Satisfied 20 33%

Dissatisfied 18 30%

Total 59 100

Graphical representation
40

35

30

25

20 no.of respondent
percentage
15

10

0
highly satisfied satisfied dissatisfied

INTERPRETATION:- In graph shown above employees 35% highly satisfied

with leave provide, 33% share satisfied , 30% dissatisfied with leave provide.

6. Employees satisfaction with their position at company

Option No.of respondent percentage

satisfied 25 42%

dissatisfied 19 32%

neutral 15 25%

Total 59 100

Graphical representation

45

40

35

30

25

20

15

10

0
satisfied dissatisfied neutral

no.of respondent
percentage

INTERPRETATION:- In above graph employees satisfaction with their

position.they share 42% satisfied, 32% dissatisfied,and 25% neutral.

7. Employees recognized as individual

Option No. of respondents percentage

Yes 24 40%

No 21 35%

Not sure 14 23%

Total 59 100

Graphical representation

45

40

35

30

25

20
no.of respondents
15

10 percentage

0
yes no not sure

INTERPRETATION:- In above graph 40% shared yes as individual

recognize,35% as No and 25% as shared not sure.

8. Employee relish on their teammate

 Option No. of respondent percentage

Every time 22 37%

Sometime 19 38%

Sometime not 18 30%

Total 59 100

Graphical representation

40

35

30

25

20
no.of
resondant
15
percentage
10

0
everytime sometime sometime not

INERPRETATION:- the above graph shows that 37% relish on their

teammate,38% relish sometime and 30% sometime not.

9. Unreasonable amount stress at work

Option No. of respondent percentage
Yes 27 45%
No 21 35%
Sometimes little bit 11 18%
Total 59 100

Graphical representation

50

45

40

35

30

25
no.of
20 respndants
15 percentage
10

0
yes no sometimes litte bit

INTERPRETATION:- As you can see in the graph 45% given as yes ,35% as
no, and 18% as little bit of stress at work.
 10. Employees satisfaction with payment

Option No. of respondent Percentage

Satisfied 20 33%
Dissatisfied 12 20%
Somewhat satisfied 17 28%
Somewhat 10 16%
dissatisfied
Total 59 100

Graphical representation

35

30

25

20

15 no.of respondants

10
percentage
5

0
satisfied dissatisfied somewhat somewhat
satisfied dissatisfied

INTERPRETATION:- As above given graph shows that 33% are satisfied

with the payment,20% dissatisfied,28% somewhat satisfied and 16% somewhat
dissatisfied.
 11.Employees satisfaction with annual raises process

Option No. of respondent Percentage

satisfied 22 37%
Somewhat satisfied 11 18%
Somewhat dissatisfied 15 25%
Dissatisfied 11 18%
Total 59 100

Graphical representation
40
35
30
25
20
15
percentage
10
no.of respondent
5
0
satisfied somewhat somewhat dissatisfied
satisfied dissatisfied

INTERPRETATION:- As above shown graph 37% of them are satisfied with

annual raise, 18% of them somewhat satisfied, 25% somewhat dissatisfied and
18% dissatisfied.
 12.Employees motivates by

Option No.of respondents Percentage

Salary Increase 9 15%

Promotion 15 25%

Motivational talks 19 32%

Recognition 16 27%
Total 59 100

Graphical representation

35

30

25

20
percentage
15 no.of
respondent
10

0
salary increase promotion motivational recognition
talks

INTERPRETATION:- As shown in above graph 15% employees responded

that salary increase motivates, 25% shows that promotion motivates, 32%
shows that motivational talks motivates and 27% shows that recognition
motivates.
 LIMITATIONS

 And the survey was allowed only on free time.

 It was limited only under the industry not outside of the work.

 In the process of collection of data many respondents were unwilling to

fill the questionnaire due to lack of time.

 The respondents were hesitating to fill the maximum questionnaire.

 FINDINGS

 By what i found in this research is that majority of employees felt that

they are satisfied with the job and some of them are dissatisfied.

 They are good with each other being teammate supporting each other
beside.

 The employees and workers are motivated by the motivational talks and
recognition.

 All employees/workers doesn’t have a proper time table for break.

 They are willing to work hard on the development of the product.

 They are loyal of their work and their superiors.

 All the employees / workers doesn’t have the better facilities. But they
 are happy with the job.

 They used to have a less safety in the industry. But now its getting
improve for employees and workers safety.

 If something accident happen in the work, like death then they get the
compensation or other family members can get the job.

SUGGESTIONS

 Organization should provide more communication with the employees

and workers.

 Organization should provide better facilities to the workers.

 Superior atleast should engage with the subordinates.

 Organization should make a proper time for break.

 Organization should look for a smart workers and employees for the job.

 Organization should maintain a proper time table and rules.

 Organization should have a good relationship with the workers.

 Organization should make a proper decision for the development of the

 product.

CONCLUSION

On this survey/research shows that the majority of employees felt that they are
satisfied with the job. As some of the employees are not fully satisfied with the
job. And it shows that they are happy with the improvement of the safety given
for them. Some of the majority are satisfied with their payment and some of
them are not fully satisfied with the payment, so organization should take
necessary step so the payment should be given in time so that it increase their
motivation.

They are all willing to work hard on their work and give full time on the
development of the product and industry. They are loyal of their work and their
management. They are highly supportive to their teammates and work hard with
each other and they have respect for each other. And they are fully satisfied
with the compensation if something accidents happens to them during work
time.
 Bibliography

Armstrong,M.(1999), A handbook of human recourse management practice,

Kogan Page, UK.

Chandan Jit, S., “Organizational Behaviour”, 22nd Edition, Vikas Publishing

House Pvt. Ltd., New Delhi, 1999.

Company website.

Salasarinds@gmail.com
 QUESTIONNAIRE

1. What is your age?

 18-29

 30-40

 41-55

2. Your education qualification?

 PG

 UG
 Diploma degree

3. Are you satisfied with your job?

 Yes

 No

4. How safety you are in measures of institute?

 Good

 Bad

 average

5. Which of the following factors which motivated you most?

 Salary increase

 Promotion

 Leave
 Motivational talk

 Recognition

6. Are you satisfied with you current position?

 Satisfied

 Dissatisfied

 Neutral

7. Are you satisfied with working hours?

 Yes

 No

8. Are you satisfied whit the welfare facilities provided to the employees
by the organization

 Yes.

 No
9. Does your job cause unreasonable amount of stress to you?

 Yes

 no

 Sometime

10. Are you satisfied with your payment?

 Satisfied

 Somewhat satisfied

 Somewhat dissatisfied

 Dissatisfied

11. Are you satisfied with the process used to determine annual raises?

 Satisfied

 dissatisfied

 somewhat satisfied

 somewhat dissatisfied

12. Which of the following factors motivates you most ?

 Salary Increase

 Promotion

 Motivational talks

 Recognition