“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 Garhwal

Uttarakhand

Doon College of Agriculture Science & Technology

Camp Road Selaqui,Dehradun(UK)

Submitted By: Submitted To:

Mr. Karan Saikai 1 Mr. Anil Pundir
BBA 4th Semester (Asst. Professor)

Doon College of Agri. Science & Tech. (Department of Business Management)

 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.

2
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.

3
S.NO. Chapters Page.no.
1 Introduction 4-11

2 Introduction of topic 12-23

3 Objectives of study 24-25

4 Research methodology 26-30

5 Data analysis 31-34

6 Questioner 35-46

7 Limitation 47

8 Findings 48

9 Suggestions 49

10 Conclusion 50

11 Bibliography 51

4
 HISTORY
5

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
6 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.

7
BOARD MEMBER:-
 Sandip kumar bhagat
Director

 Purushottom murarkar

Director

 Harsh sharma

Additional director
8
 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. It9 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.
10

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.

11
 

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.
12
Models (methods]
Affect theory
Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous
job satisfaction model. The main premise of this theory is that satisfaction is
determined by a discrepancy between what one wants in a job and what one has
in a job. Further, the theory states that how much one values a given facet of
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.

Dis positional approach

The dis positional approach 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
13 (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.

Discrepancy theory
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 14 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).

15
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.
16
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 17 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
18 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
19
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

20
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 21

self-reported frequency records-based time lost

 OBJECTIVE OF STUDY

Below are engagement studies must deliver to effectively guide engagement and
retention in organization.

 Understand attitudes around workplace condition that drive engagement.

 Identify opportunity to improve workplace condition that drive engagement.

 Uncover insights to develop highly targeted engagement strategies.

 Assess intent to stay and turnover risks.

 Discover potential compliance issues

22
23
24
 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.

25
 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
26 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 schedule was formed for collecting
the data. It contained both open and close ended questions.

27
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.

28
 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.

29
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.

30
 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.

31
 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.
32
 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.
33
 5. 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.
34
 6. 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.

35

7. 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.

Unreasonable amount stress at work

Option No. of respondent percentage

Yes 27 45%
No 21 35%
36
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.

8. Employees satisfaction with payment

Option No. of respondent Percentage

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

37

9. 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.

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

38

10. 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.

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

39

11. 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.

40

QUESTIONNAIRE
1. What is your age?

18-29

30-40

41-55

2. Your education qualification?

PG

UG

Diploma degree

Degree

3. Are you satisfied with your job?

Yes

No

4. How safety you are in measures of institute?

Good

Bad

41

average
 5. How satisfied you are for the leave provided ?

Highly satisfied

satisfied

dissatisfied

6. Overall how satisfied are you with your position at company?

Satisfied dissatisfied

Neutral

6 Do you feel that employees are recognized as individual?

Yes. No

Not sure

7. Does the organization provide medical facilities provided to the

employees by the organization?
42
Yes.

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

Yes no

Sometime

7 Are you satisfied with your payment?

Satisfied

Somewhat satisfied

Somewhat dissatisfied

Dissatisfied

8 How satisfied you are with the process used to determine annual
raises?

Satisfied

dissatisfied

somewhat satisfied

somewhat dissatisfied

43
10. Which of the following factors motivates you most ?

Salary Increase

Promotion

Motivational talks

Recognition

44

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.

45

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.

46
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
47

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
48

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

49