CHAPTER - I

INTRODUCTION

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INTRODUCTION
Representative fulfilment is a percentage of how pleased
representatives are with their coworkers and their work environment.
Maintaining high levels of employee satisfaction may be
tremendously beneficial to any company, as happy employees are
more likely to produce more, take fewer vacation days, and remain
loyal to the company. Several things may aid workers in achieving or
maintaining high levels of happiness, all of which great managers
should consider.
Many firms will conduct mandatory reviews or face-to-face
interviews with workers to determine representative satisfaction
levels. Both of these methods have advantages and disadvantages, and
they should be used with caution. Because studies are generally
unknown, employees have a greater opportunity to be genuine
without fear of penalties. Interviews with company executives may be
intimidating, but when done correctly, they can assure representatives
that their concerns have been heard and addressed. Studies and
gatherings may assist differentiate particular concerns that are
producing helpless resolution, and they can be useful apparatuses for
getting to the heart of contemporary realities concerning
representative fulfilment levels.

Many experts believe that making employees feel important to a

family or group is the most effective way to keep them happy.
Organizing activities in the workplace, such as gatherings or

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gathering travels, may help representatives form more solid bonds.
Many companies also engage in group building retreats, which are
designed to improve workers' working relationships outside of the
office. Setting up camp excursions, paintball wars, and guided hiking
trips are examples of this kind of group-building strategy that has
shown to be successful for certain businesses.

True, not many employees will experience an increase in confidence

as a result of bringing in more money. Raises and prizes may have a
significant impact on representative happiness, thus they should be
offered as soon as possible. Despite the fact that money can't repair all
morale difficulties, and assuming that a company with endless
challenges for employees can't alter their whole atmosphere, a bonus
may be swiftly forgotten as the regular pressure of an unacceptable
employee continues to rise.

If possible, provide offices for your agents to assist the spirit.

Ascertain that they have a tidy, attractive lunchroom with basic
amenities such as running water. Keep workplaces clean and well-
equipped with amenities such as latrines. While most firms need a
professional demeanour, enabling employees to display family photos
or little mementos in their work places may help them feel more
relaxed and at ease in their surroundings. Fundamental considerations

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like these may boost representative satisfaction by making employees
feel that their bosses are paying attention to them.

Worker happiness is built on a foundation of respect for people and

the jobs they do. In every interaction with the board, workers should
be treated with respect and interest. Maintaining and carefully
monitoring a simple conduit for workers to raise concerns with upper
management should be a top priority. Even if the executives are
unable to accommodate all of the representatives' requests,
demonstrating that they are heard and putting real energy in
compromise may often serve to build trust.

Employee Satisfaction Survey by a Reputable Organization

A worker satisfaction survey (ess) is an approach that elicits a fair

assessment of a representative's attitude about their collaborator. How
much a business strives to achieve its ultimate goal of creating the
highest level of customer satisfaction is not fully determined by how
satisfied its employees are. Workers that are happy perform better,
and the best way to find out is to collect data. Organizations in the
wellness field should conduct employee satisfaction surveys once a
year. This repetition and consistency are important because such
movement may have legitimacy if the flaws identified in previous

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evaluations have been addressed. It is preferable not to act on an item
if you are hesitant to do so. Senior management should be included in
the conversation. Handcrafted pieces are common, with roughly 10
limits along which representational fulfilment is assessed. A regular
survey with 97 questions on administration, administrative quality,
correspondence, connections, workplace, execution, representative,
acknowledgment, quality, salary, and benefits is sent to each
employee. The ess is based on the principles of secrecy and
protection. The employee should not provide their name or
occupation number, but rather the office where they are assigned. It
takes seven to ten days to complete a large research using a five-point
grading scale: indisputably agree, concur, deviate, passionately
dissent, and neutral. Finally, the best three areas of weakness
identified by the ess provide as the foundation for an extended hr
activity plan. An ess is a proactive tool that offers senior management
a picture of the organization's health and serves as a preventative
measure.

FOCUS ON THE REQUIREMENTS.

Everyone from managers to maintenance specialists to HR should be

aware of employee loyalty and satisfaction in order to determine how
committed the workforce is to the organisation and whether or not

5
employees are truly satisfied with the current state of affairs in order
to predict their likelihood of remaining with the organisation.
Employee commitment is a little easier to assess than representation
commitment.

The litmus test is to look at turnover and the average length of time in
office. Representative dependability suffers when turnover is high, as
well as the other way around. When you compare them to industry
norms, you may obtain a good idea of the likelihood of consistent
loss. Staff engagement, strategy consistency, and faith in authority are
also unusual evidence of devotion, but recurrent burglary and damage
indicate a realistic lack of responsibility.

"Look for locations with higher levels of turnover and dishonesty - by

hierarchical unit, worker type and level, term of administration, and
socioeconomic factors such as orientation, race/identity, or age," a top
expert advises.

The most obvious and easy technique is to pay careful attention to

employee emotions and behaviour. Walk about the workplace
casually, observing workers at work and drawing in with one another,
and strike up a conversation with them. Is it possible to describe them
as happy, powerful, helpful, and attentive, or do they look to be tired,
lethargic, and pointless? You may even hire an experienced adviser to
evaluate the workplace and compare it to that of other companies.

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Taking basic perception to the next level by directly engaging
workers in surveys, focus groups, and post-employment surveys, and
then analysing the results to identify representative viewpoints,
attitudes, and inspiration. Worker happiness influences usefulness,
productivity, customer loyalty, and maintenance, as well as the other
way around.

While happy workers aren't always dependable, and loyal

representatives aren't always joyful, there's no denying that worker
satisfaction motivates unshakeable loyalty.

Overall, it has been said that the happier a worker is with their
working circumstances, the more likely he or she is to form a mental
attachment or commitment to the business.

OBJECTIVE OF THE STUDY

The main goal of this investigation was to determine the many factors
that influence representative fulfilment, resolve, and inspiration, as
well as the extent to which those factors influence individual worker
performance.

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The main goal of this investigation was to determine the various
factors that contribute to under-roused and under-fulfilled employees,
as well as the consequences of these factors.

Finally, the main purpose of this investigation is to identify

demotivating issues and suggest solutions to eliminate them so that
representatives may operate in a pleasant and rewarding environment.

OBJECTIVE OF THE STUDY

A person's overall attitude regarding their worker is referred to as

representative fulfilment.

Worker satisfaction should be a major factor in representational

authoritative civic behaviour.

Employees that are happy in their jobs will have a positive attitude
toward their bosses.

A person who values inventiveness, individuality, and opportunity is

going to cross paths with a group that emphasises consistency from its
members.

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Methodology of Study

The Objective Of This Project's Research Is To Determine The Level

Of Employee Satisfaction In Tags And The Factors That Affect That
Level.
THE PRIMARY OBJECTIVE OF THIS RESEARCH WAS TO DETERMINE THE MANY
FACTORS THAT AFFECT EMPLOYEE SATISFACTION, MORALE, AND MOTIVATION, AS
WELL AS THE EXTENT TO WHICH THOSE FACTORS AFFECT INDIVIDUAL EMPLOYEE
PERFORMANCE.
THE PRIMARY OBJECTIVE OF THIS RESEARCH WAS TO DETERMINE THE MANY
FACTORS THAT CONTRIBUTE TO UNDER-MOTIVATED AND UNSATISFIED EMPLOYEES,
AS WELL AS THEIR CONSEQUENCES.
FINALLY, THE PRIMARY OBJECTIVE OF THIS RESEARCH IS TO IDENTIFY
DEMOTIVATING FACTORS AND PROPOSE METHODS TO ELIMINATE THEM SO THAT
EMPLOYEES CAN WORK IN A DELIGHTFUL AND SATISFACTORY ENVIRONMENT.

THE STUDY'S PLAN:

A RESEARCH DESIGN IS A COMBINATION OF DATA COLLECTION AND ANALYSIS
CONDITIONS THAT STRIVES TO BALANCE RELEVANCE TO THE RESEARCH PURPOSE
WITH THE PROCEDURE ECONOMY.
WE HAVE SELECTED A DESCRIPTIVE RESEARCH STUDY FOR OUR PROJECT. DRS ARE
STUDIES INVOLVED WITH DESCRIBING THE PERSONALITY OF AN INDIVIDUAL OR A
GROUP OF INDIVIDUALS.

IN THIS RSD, THE FOLLOWING POINTS ARE HIGHLIGHTED: -

FORMING THE OBJECTIVES OF THE STUDY.
DEVELOPING DATA COLLECTION METHODS
SELECTING THE SAMPLE FROM WHICH THE DATA WILL BE COLLECTED
THE INFORMATION IS CURRENTLY BEING PROCESSED AND ANALYZED.
INCLUDING DETAILS ABOUT THE RESULTS

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TESTING: IN THIS SECTION, WE WILL DISCUSS HOW TO SELECT WHICH ITEMS TO
OBSERVE FOR A SPECIFIC STUDY. WE TARGETED EMPLOYEES IN THE DIESEL LOCO
SHED IN THE GIVEN PROJECT FOR DATA COLLECTION. INDIVIDUAL DIESEL LOCO SHED
EMPLOYEES WERE USED AS SAMPLING ELEMENTS. THERE WERE A TOTAL OF 147
EMPLOYEES IN OUR SAMPLE, WITH 27 SUPERVISORS AND 120 WORKERS.
OUR SAMPLING STRATEGY WAS LIKELY SAMPLING, ALSO KNOWN AS RANDOM
SAMPLING OR CHANCE SAMPLING. UNDER THIS SAMPLING METHOD, EVERY ITEM IN
THE UNIVERSE HAS AN EQUAL CHANCE OF BEING INCLUDED IN THE SAMPLE.
WHETHER ONE ITEM OR THE OTHER IS SELECTED IS ENTIRELY DETERMINED BY
CHANCE.

COMPILATION OF INFORMATION
THE DATA COLLECTION TASK BEGINS AFTER THE PROBLEM HAS BEEN DEFINED AND
THE RESEARCH DESIGN PLAN HAS BEEN REVIEWED AFTER THE RESEARCH.
IN THIS ARTICLE, WE DISCUSSED THE SOURCES OF DATA COLLECTION AND THE
METHODS OF DATA COLLECTION.

THE MANY DATA COLLECTION SOURCES ARE AS FOLLOWS:

PRIMARY SOURCES: TAGS EMPLOYEES WERE APPROACHED WITH THE INTENTION OF
SURVEYING THEIR LEVELS OF SATISFACTION.

WE VISITED SECONDARY SOURCES, INCLUDING SITES, THE LIBRARY, AND LAST YEAR'S
EMPLOYEE SATISFACTION PROJECT.

THE MANY DATA COLLECTION METHODS ARE AS FOLLOWS:

OBSERVATIONAL STRATEGY:
IN THIS METHOD, THE INFORMATION IS RESOLVED BY THE INVESTIGATOR'S DIRECT
OBSERVATION WITHOUT ASKING THE RESPONDENT. WE WENT TO THE WORKSHOP
AND DID THIS DURING WORKING HOURS WITH THE WORKERS AND SUPERVISORS.

SURVEY: THIS METHOD IS VERY COMMON, PARTICULARLY FOR LARGE INQUIRIES.

THIS METHOD INVOLVES GIVING THE PERSON RESPONSIBLE FOR ANSWERING THE
QUESTION A QUESTIONNAIRE AND RETURNING IT TO THE RESPONDENT, WHO IS

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RESPONSIBLE FOR ANSWERING THE QUESTION ON THEIR OWN. FOR THIS PURPOSE,
WE CREATED A QUESTIONNAIRE, WHICH CAN BE FOUND IN THE APPENDIX.

INTERVIEW TECHNIQUE: IT INVOLVES DATA COLLECTION, PRESENTATION OF ORAL-

VERBAL STIMULI, AND AN ORAL-VERBAL RESPONSE. INDIVIDUAL INTERVIEWS OR
TELEPHONE INTERVIEWS MIGHT BE USED TO ACHIEVE THIS GOAL. WE INTERVIEWED
EMPLOYEES AS THEY COMPLETED THE QUESTIONNAIRE IN ORDER TO DETERMINE
THEIR PROBLEMS AND LEVEL OF SATISFACTION.

I'VE SELECTED A SURVEY-BASED DATA COLLECTION METHOD.

THIS IS ONE OF THE MOST COMMON AND WIDELY APPLIED PRIMARY DATA
COLLECTION METHODS. WE CAN GET A LOT OF INFORMATION ABOUT AN
EMPLOYEE'S PERFORMANCE, INCLUDING ATTITUDE, MOTIVATION, AND OPTIONS,
AMONG OTHER THINGS.

SAMPLING LAYOUT AND SAMPLE SIZE

THE SAMPLE SIZE FOR THE STUDY IS 50 PARTICIPANTS.

NON-PROBABILITY CONVENIENCE SAMPLING WAS ADAPTED AND USED FOR THE
STUDY'S SAMPLING TECHNIQUE, WHICH WAS ADAPTED AND USED FOR THE STUDY.

CONVENIENCE SAMPLING IS BASED ON THE RESEARCHER'S CONVENIENCE IN

SELECTING A SAMPLE, AS THE NAME INDICATES. INCIDENTAL SAMPLING IS A TYPE OF
SAMPLING IN WHICH RESPONDENTS ARE INCLUDED IN THE SAMPLE ONLY BECAUSE
THEY ARE AVAILABLE AT THE LOCATION WHERE THE SURVEY IS CONDUCTED. IN
MOST CASES, THE RESEARCHER'S JOB IS CONSTRAINED.

THE CHI-SQUARE TEST AS A NON-PARAMETRIC TEST FOR INVESTIGATING

PERCENTAGES

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 CHAPTER – II
REVIEW OF LITERATURE

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ARTICLE 1:
TITLE: Self-business and Representative Satisfaction Levels Researching the Job of Self-
Effectiveness, Sadness, and Status
Don E. Bradley and James Roberts are the creators of this work. A \sTheoretical:
Independent employment is seen by many American workers as a means of gaining greater
freedom and increasing their fulfilment. In any event, there is just a smattering of logical
evidence to support the claim that autonomous employment leads to greater worker
satisfaction. To better understand the link between representative fulfilment and independent
work, this study investigates the likelihood that 1) independently employed individuals have
novel character traits that incline them toward emphatically assessing their positions, and 2)
individuals who have been independently employed for longer periods of time are bound to
assess their worker fulfilment differently than individuals who have been independently
employed for shorter periods of time. There is a review of the literature on the relationship
between autonomous work and worker fulfilment, as well as character and status. The data
for this investigation came from the National Survey of Families and Households: Waves I
and II, 1987-1988 and 1992-1994 (NSFH), and the benefits and drawbacks of using optional
data were discussed. In general, the findings reveal that self-employed persons had much
higher levels of worker satisfaction than representatives. Normal character traits among
independently employed persons, as well as split mental contrasts amongst independently
employed individuals, such as sadness and self-adequacy levels, may help to explain the
positive relationship between worker fulfilment and autonomous employment to some extent.
(AKP)

Psychosocial Aspects of Employee Satisfaction in the Cultural Sector is the title of the
second article. TITLE: Psychosocial Aspects of Cultural Sector Employee Satisfaction
Singha Priyankar, Raychaudhuri, and Souvik Raychaudhuri are the authors of Psychosocial
Aspects of Employee Satisfaction.
Conceptual:

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The ebb and flow study investigates sexual orientation differences in representational
fulfilment in the social business. It was also attempted to evaluate their various mental
characteristics. The sample size was set at 50 people (male-25 and female-25). The
respondents in each group ranged in age from 22 to 35 years old and had at least two years of
job experience. The information was provided by a painter, musician, visual architect,
entertainer, and artist. Representative fulfilment, abstract prosperity, relational connection
quality, and pleasure were measured using the Satisfaction Level of Employees Scale, the
Subjective Well-Being Inventory, the Interpersonal Relationship Inventory, and the Oxford
Happiness Inventory. The findings of the current study revealed that there is no significant
difference between male and female orientations in terms of worker fulfilment and relational
connections, and that there is no significant relationship between representative fulfilment
and other selected correlates. The findings of this research may be useful in future
assessments.

THE THIRD ARTICLE CONTAINS THE FOLLOWING INFORMATION:

TITLE: The Effects of Age and Gender on Employee Satisfaction in Organizational Culture
Victoria and Howl are the creators.
Theoretical:
The rationale - The goal of this research is to see what the components that make up
company culture imply for representative fulfilment, taking into account their age and
orientation. a strategy/procedure/approach Each of the three public clinics in a large Greek
city produced a total of 125 usable evaluations. Among the metrics used were the
Organizational Culture Profile and the Job Descriptive Index. Measurable investigations
include expressive insights, stepwise relapse assessment, and t-tests. As the degree of worker
satisfaction rises, representatives perceive explicit social qualities, as seen by the findings.
Among them are decency, possibilities for self-awareness, job excitement, and a respectable
reputation. On the other hand, antagonism, a social hallmark, tends to limit representational
satisfaction levels. Above and beyond, it shows that representational orientation and age have
an impact on what corporate attributes signify for employee satisfaction. With writing
differentiated direction and age traits, this effect is predicted. Managers may include these
goals by fostering an authoritative culture that fosters overall employee satisfaction,
encouraging people to stay and advance their careers within the firm. As a result, the
association's risk of losing excellent representatives is reduced, and it is almost certain to

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gain a strategic advantage. Inventiveness/Value - These findings aid in a better understanding
of representational fulfilment and its relationship to friends culture.

ARTICLE NO. 4:
TITLE: Employee satisfaction among generalists: An in-depth analysis of the writing
IRREN VAN HUM, IRREN VAN HUM, IRREN VAN HUM, IRREN VAN HUM, IRREN
VAN HUM, IRREN VAN HUM, IRREN VAN HUM, IRREN VAN HUM, IRREN VAN
OBJECTIVE: The number of general experts who are fatigued and worn out has recently
increased (GPs). One of the elements that impact the progression of burnout, according to
experts, is the degree of worker satisfaction. Following that, we conducted a writing
experiment to see what variables impact the amount of representational fulfilment expressed
by general professionals. Two methods were used to locate the references. We searched four
writing data sets for references and studied the reference arrangements of relevant
distributions from 1990 to July 2006. The review had to have GPs as members, it had to be
indicative of accurate investigation, it had to be focused on representational fulfilment, and it
had to include more than 30 topics. As a result of our search, we were able to identify 24
important references. Variety of work, relationships, communication with partners, and
participation in teaching clinical understudy were all mentioned twice as factors that
increased worker satisfaction. Low pay, excessive working hours, administrative
responsibilities, a large project, a lack of time, and a lack of appreciation were all issues that
hampered representational fulfilment.

ARTICLE FIVE:
TITLE: Employee satisfaction among general experts in Norway
MAGNE NAYLENNA, MAGNE NAYLENNA, MAGNE NAYLEN
Conceptual:
The goal of this research was to compare and contrast worker satisfaction among general
practitioners (GPs) and emergency clinic physicians. Plan. In 2002, Norwegian physicians
were sent a postal survey that included comparable data from 1994 and 2000 for the majority
of the respondents. Material. A total of 295 physicians out of 1174 responded to the review
(73 percent reaction rate). The most basic result pointers. Employees' self-reported levels of
satisfaction, as measured by the Satisfaction Level of Employees Scale (JSS). Results.
Norwegian GPs demonstrated a severe degree of representational fulfilment with a mean
score of 52.6 on the JSS (10 is least and 70 is most extreme). Opportunities to employ their
15
skills, a collaborative effort with colleagues and collaborators, job variety, and the flexibility
to pick their work style were found to be the most fulfilling. Despite significant
improvements in health, GPs' levels of satisfaction remained stable in 1994, 2000, and 2004.
General specialists have a higher level of job satisfaction than clinic physicians. Ends.
Despite general talks about dissatisfied physicians and specialists, Norwegian general
practitioners display a high and consistent level of representational fulfilment.

ARTICLE SIX:

TITLE: Employee satisfaction: how effective are single-item vs multiple-item measures?

Titus Oshagbemi, Titus Oshagbemi, Titus Oshagbemi, Titus Oshagbemi, Titus Oshagbemi,
Titus Oshagbemi, Titus Oshagbemi, Titus Oshagbe
Dynamic:
Chiefs who want to know their employees' overall satisfaction levels are often presented with
the question of which percentage of worker satisfaction to use: single or different things? The
purpose of this investigation is to compare the findings of a single vs a different item
measure used to assess the degree of satisfaction among college professors' employees. The
goal of the investigation was to see whether the activities were unrivalled in determining the
degree of general fulfilment among representatives. The single-item measure, in contrast to
the information from the various thing measure, overstated the amount to which people were
satisfied with their job while basically misjudging both the level of dissatisfied
representatives and the individuals who demonstrate indifference. As a result, we believe that
the single-item measure's findings provide a more positive image of representational
fulfilment than the impression supplied by the numerous object measure would suggest.

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ARTICLE SEVENTH:

Employee Engagement as a Precursor to Worker Satisfaction Employee Satisfaction as a

Precursor to Employee Engagement TITLE: Employee Satisfaction as a Precursor to
Employee Engagement
Susan Abraham, Susan Abraham, Susan Abraham, Susan Abraham, Susan Abraham, Susan
Abraham, Susan Abraham, Susan Abraham, Susan Abraham, Susan Abraham, Susan
Abraham, Susan Abraham, Susan Abraham, Susan Abraham, Susan Abraham, Susan
Abraham, Susan Abraham, Susan Abraham
Conceptual:
Representatives who are associated with are one method of retaining workers in the current
challenging market. The clear investigation was conducted among 30 specialists from private
security organisations in Cochin to investigate the impact of worker satisfaction on
representative commitment. A survey was used to collect data, which included a subscale of
worker satisfaction and the Gallup 12 of representative commitment. According to the
findings, representative fulfilment and worker commitment are linked. As evidenced by
relapse discoveries, a representative commitment was directed as a result of factors such as
the idea of the gig, bosses' affirmation of one's presentation, cooperation, joint effort across
divisions, similar benefits, and equivalent and legitimate organisation of corporate principles.
Departmental collaboration changes with education, according to the results of a free sample
t-test. The findings of this research demonstrate that leaders must create an atmosphere that
fosters trust, collaboration, and progress for labourers to maintain a high level of fulfilment,
which leads to commitment.

TITLE OF THE EIGHTH ARTICLE: Employee Satisfaction in Different Workplaces

SAMREEN NAZ, SAMREEN NAZ, SAMREEN NAZ, SAMREEN NAZ, SAMREEN
NAZ, SAMREEN NAZ, SAMREEN NAZ, SAMREEN NAZ, SAMREEN NAZ,
SAMREEN NAZ, SA
Conceptual:

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Worker fulfilment refers to how employees feel about their jobs, interpersonal relationships,
income, and opportunities for progress. The main issue in a medical care administration's
atmosphere of pressure and division of labour is to function effectively under these
conditions. Educators, brokers, business leaders, sales representatives, and any residual
skilled labourers are dissatisfied with their jobs. According to this research study, a variety of
factors influence worker performance, including position fulfilment, workplace,
compensation arrangements, segment qualities, instructional capabilities, and others. This
inquiry focuses on investigating the growing literature on work environment fulfilment in
various workplaces, and it concludes that further research is needed to understand the overall
relevance of the numerous known components to working environment happiness in diverse
workspaces. According to findings from a writing research, female specialists in medical
services organisations have a problem with job dissatisfaction. Various studies have shown
that representational fulfilment is important for each level of employee in any firm, in both
the commercial and governmental sectors.

PREDICTION OF INDIVIDUAL WORK END IN LIGHT OF REPRESENTATIVE

FULFILLMENT LEVELS AND INDIVIDUAL DATA IN THE NINTH ARTICLE
Kenneth Taylor, Kenneth Taylor, Kenneth Taylor, Kenneth Taylor, Kenneth Taylor, Kenneth
Taylor, Kenneth Taylor, Kenneth Taylor, Kenneth Taylor, Kenneth Taylor, Kenneth Taylor,
Kenneth Taylor, Kenneth Taylor, Kenneth Taylor
Conceptual:
The Minnesota Satisfaction Questionnaire (MSQ) was administered to an example of 475
labourers of a rebate corporate shop while individual data was gathered. According to
employee records, around 20% of the experts were shortly to be dismissed. "Leavers" were
significantly less pleased than "stayers" on 10 of the 27 MSQ scales, and on three of the 11
personal items, "leavers" were not quite the same as "stayers." To predict the outcome, a
variety of discriminant abilities were created using just anecdotal data, MSQ scales, and the
two sets of indicators in the mix. The MSQ scales alone improved the hit rate for anticipating
"takeoff" the most within the cross-approval group.

H. De Witte and J.H. Buitendach are the authors of the tenth article. TITLE: In a parastatal,
maintenance labourers face job insecurity, extraneous and intrinsic representational
fulfilment, and passionate authoritative obligation.

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The goal of this study was to see whether there was a link between job insecurity,
representational fulfilment, and eager hierarchical responsibility among maintenance
labourers (N = 178) in a Gauteng parastatal. It was decided to use a cross-sectional design.
We collected a total of 178 designated random samples of maintenance representatives. The
Minnesota Job Insecurity Inventory is a tool that measures how vulnerable people are to
losing their jobs. As estimation tools, the Employee Satisfaction Questionnaire and the
Organizational Commitment Questionnaire were used. Workplace insecurity and a strong
sense of hierarchical duty, as well as occupation instability and a strong sense of hierarchical
responsibility, were shown to have inconspicuous but significant relationships. In the
relationship between work fragility and passionate hierarchical responsibility, representative
fulfilment was shown to be an intervening component.

Study HEYWOOD RESEARCH LIMITED BY HEYWOOD RESEARCH LIMITED

Heawood Research Limited led a representative fulfilment survey for East Staffordshire
Borough Council sometime between 2007 and 2009. (ESBC). Heawood was picked in a
competitive bidding process for their shown ability to get high response rates and provide
excellent value for money. This contextual analysis demonstrates how employee satisfaction
assessments at ESBC might provide quick and exact benchmarking of representative opinions
and authoritative culture. Heawood developed and evaluated worker satisfaction studies
focused on lIP with the help of a lIP Assessor (Investors In People). Their poll had a 40%
response rate. Heawood put out a complex internal advertising effort to promote the survey.
There were group briefings, pre-send messages and letters from the Chief Executive to all
employees, as well as informal walk around presentations by the Learning and Development
Officer in each division. Heawood employed both paper and a web-based review, which was
hosted on the company's website, with greetings sent through email. The survey remained
available for a long period, with weekly updates being sent out.
The overall response rate was estimated to be extraordinarily high, with 46% coming from
the paper research and 80% from the web-based review. This demonstrated that
representatives were responding to a request for assistance. Client support was rated as a
reasonable high need, there was a pleasant and welcoming atmosphere, committee
administration allowed for a good balance of fun and serious activities, work obligations were
typically clear, only 7% rated it as a bad work environment, and the representatives were
enthusiastic about the future. Unfavorable outcomes included a general belief that there was a

19
lack of two-way communication, that the association's way of life was clashing, and that the
administration style should have been addressed.
Changes in administrative behaviour were suggested as a solution to the problems. A series
of centre meetings was also recommended as a means of determining the challenges and
obtaining responses from inside the workforce. A meet and greet programme should be
implemented to begin the process of two-way communication between administrators and
representatives. A training programme should be developed to assist directors in modifying
their behaviour.

SOURCES OF COMPLETION THE NUMBER OF EMPLOYEES

A few factors influence representative fulfilment. The most significant among them are wage
structure, kind of employment, advancement changes, supervision quality, workgroup, and
working environment.
Compensation: A worker's compensation has a substantial impact on their level of
satisfaction. Because of two factors, this is the case. To begin with, money is a necessary tool
for satisfying one's needs, and workers have traditionally seen pay as a sign of management's
regard for them.
NATURE OF THE WORKPLACE: Most labourers need scholastic challenges in their jobs.
They like being given chances to use their talents and abilities, as well as a variety of
assignments, autonomy, and feedback on their work. Occupations that fit these criteria are
intellectually stimulating. Weariness is induced by a task with insufficient difficulty.
However, an excessive amount of difficulty may result in letdown and a sense of
disappointment. When employees are faced with an inconspicuous task, they feel happy and
fulfilled.
Promotional opportunities: Promotional opportunities have a significant impact on employee
satisfaction. Representatives want progress since it implies a change in job content, salary,
responsibility, autonomy, notoriety, and other factors. No one is surprised that the worker
views promotion as the pinnacle of his trade, and that when he achieves it, he is overjoyed.
Management: There is a link between the kind of monitoring and the amount of employee
satisfaction. Managers that maintain a consistent one-on-one relationship with their
subordinates and demonstrate a genuine interest in them contribute to their employees'
happiness. The manager is effective if he can create and maintain a favourable work
environment. Management may provide a lot of joy as well as a lot of sadness. For the
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growth of mentalities, the administrative position is a point of confluence. The effect of
powerless monitoring is truancy and turnover.

WORKGROUP: Individual experts see workgroups as a source of delight. For the most part,
it does this by providing chances for a group of people to connect with one another. For some
professionals, it is often assumed that business meets their want for social interaction.

EMPLOYEE SATISFACTION LEVEL DETERMINANTS

Worker fulfilment is an important concept to consider while measuring representative
behaviour in the workplace. Worker happiness is influenced by a variety of things. Worker
fulfilment refers to a set of generally recognised stable features of a company that distinguish
it from others. This collection of characteristics is a little difficult to grasp. Following are the
factors that are most likely to change over time.

WORK THAT IS INTELLECTUALLY DIFFICULT: Employees choose jobs that allow

them to put their talents and abilities to good use. Giving a scope of responsibilities,
flexibility, and feedback on their display are all important components of fulfilling job. When
labourers are given difficult tasks to do, their talents and knowledge grow.
WORKING CONDITIONS: Employees are concerned about their workplace for both
personal comfort and the ability to function successfully. Representatives should have the
choice of working in a safe and pleasant environment provided by the company.
Temperature, light, bustle, and other environmental elements should not be restricted as well.
SECURITY ON THE JOB: The most important aspect of a worker's business is the stability
of their employer. If a representative believes that their job is secure at the company where
they work, the individual will be satisfied and focused on their responsibilities.

Communication is essential for every meeting in a successful business. A breakdown in

communication causes a relationship conflict. No matter how brilliant a notion is, it is
meaningless until it is communicated and comprehended by others. When an idea or a
concept is sent, astonishing correspondence occurs when the psychological image perceived
by the recipient is indistinguishable from the shipper's imagined vision.
REWARDS AND PAY: A representative reward framework consists of an organization's
strategies, tactics, and procedures for compensating its employees based on their dedication,
competence, and talent, as well as their fair evaluated value. It is created within the
21
framework of the organization's reward way of thinking, goals, and strategies, and includes
cycles, structures, and methodologies for awarding and maintaining appropriate pay, perks,
and other forms of remunerations.

HEALTH AND WELL-BEING: The term "safety" refers to the absence of the risk of harm
or disaster.
Mistakes or persistent weakness may jeopardise a representative's success in the workplace
(physical as well as mental). The executives are in charge of providing health-care
administrations to guarantee that their employees remain healthy.
DEVELOPMENT OF A PROFESSION: A profession may be defined as a series of distinct
but related professional activities that provide a person with purpose and coherence in their
life. A career may be seen as both a personal and a societal endeavour. People generate
callings out of their extraordinary experiences, but society's professional possibilities also
influence and mould them.
APPRAISAL OF EXECUTION: Many people think that evaluating execution is an important
component of being a leader. The presentation evaluation should be done in a methodical and
thoughtful manner. Methodical execution assessment is defined as data that assists in making
and maintaining judgments about advances, salary hikes, cuts, and movements. It provides
such knowledge before it is needed, preventing hasty decisions when they are needed. If
representatives are taught about their display as critique, they will be stimulated and their
presentation levels will rise.
Training is the exact and formal difference in behaviour that happens as a consequence of
teaching, educating, improvement, and arranged insight that occurs as a result of instruction,
educating, improvement, and organised insight. The primary purpose of directing is to assist
the organisation in achieving its main goal by providing some benefit to its most valuable
asset: the people it employs. Preparing entails allocating resources to those who will work on
their presentations and engaging them in ways that will complement their natural abilities.
Strengthening: The most popular method of providing labourers more conspicuous control
over their job and allowing them to accept more responsibility for themselves is to empower
them. It allows and empowers people to make choices close to the focal point, giving them
greater room to put themselves out there.

22
 CHAPTER – III
INDUSTRY PROFILE
AND
COMPANY PROFILE

23
Raymond Group is a texture and design merchant based in India that was founded in 1925. It
can create 31 million metres of fleece and fleece blended textiles, with a maximum capacity
of 31 million metres. [3] Clothing brands include Raymond, Raymond Premium Apparel,
Raymond Made to Measure, Ethnix, Park Avenue, Park Avenue Woman, and others.
ColorPlus, Kamasutra, and Parx are among the top five. Every one of the products is sold via
'The Raymond Shop' (TRS), a chain of more than 700 stores in India and internationally, with
locations in more than 200 cities.

The group also has financial interests in ready-to-wear garments, architect wear, beauty care
items and toiletries, designing records and equipment, prophylactics, and air sanction
operations.

Raymonds declared their foray into the land market as Raymond Realty in 2019. The new
venture would begin with a Rs. 250 crore (about $36 million) investment in the development
of mid-price and luxury accommodation units on 20 pieces of land in Thane's expanding
neighbourhood. Around here, the Raymond gang controls north of 125 parcels of land.

History

Raymond has been synonymous with trust, excellence, and brilliance since its founding in
1925.

Raymond is a unique company with a strong position in the material and garment industries,
as well as a public and overall presence in the FMCG, Realty, Engineering, and Prophylactics
industries. Raymond has attracted the support of over a billion people in recent years by
providing high-quality products to its customers.

Raymond is a material power to be reckoned with, with a cutting-edge infrastructure as well

as a vertically and horizontally integrated material manufacturer with robust fibre to texture
capabilities. Raymond offers a variety of shirting and fitting fabrics, including Worsted
textures, Cotton, Wool Mixes, Linen, and Denim. Raymond and its brands are present in
level IV and V metropolitan regions, with more than 1500 shops scattered over more than
600 towns and a massive organisation of more than 20,000 retail sites in India. Over time, the
brand has become a preferred choice for top-tier businesses on both sides of the globe.

24
Raymond is also the No. 1 brand in the OTC market and the commercial leader in high-end
cotton shirting materials.

The Raymond Group's company has a significant presence in the B2B market. Our best-in-
class and fully-owned auxiliaries, Silver Spark Apparel Ltd, Celebrations Apparel Ltd, and
Everblue Apparel Ltd, manufacture suits, trousers, shirts, and pants for top design houses
across the globe, and are India's only manufacturer of full-material extravagant jackets.

Raymond is a vital element of the denim industry, being one of the primary makers and
preferred suppliers of high-quality Ring Denim to a number of the world's most well-known
Jeanswear companies. Raymond has established its supremacy in the materials industry by
naming ready-to-wear clothing Park Avenue, Raymond Ready To Wear ColorPlus, Parx, and
Ethnix, among others. The organisation who invented the notion of tailored apparel,
'Raymond Made To Measure,' provides top-notch administration to well-known customers
who want their garments tailored. Raymond Consumer Care, a subsidiary of the Raymond
Group, has a significant presence in the FMCG industry. Park Avenue and KS, the company's
most well-known brands, cater to the male grooming industry, while Premium and
KamaSutra cater to the home consideration and sexual wellness industries.

JK Files (India) Ltd., a subsidiary of Raymond Ltd., entered the design industry in 1949. JK
Files Ltd. is now the world's largest manufacturer of steel documents, accounting for about
65 percent of the whole business. Through its subsidiary Ring Plus Aqua Ltd, the company
also has a presence in the automotive parts market. Ring gears, flexplates, and water syphon
orientation are all manufactured by this company. The company has strong ties with both
domestic and international OEMs in a variety of fields, including automotive, modern, power
generation, horticulture, and marine applications.

Raymond Group is a newcomer to the property development industry. The organization's

main idea is to 'Go Beyond,' and it has started out on a quest to build top-notch dwellings for
everyone. The 'Optimistic District,' a sprawling 14-section of land gated community, heralds
a new era in life.

25
COMPANY HISTORY OF RAYMOND LTD. (RAYMOND)
raymond limited, the world's largest incorporated worsted texture producer, is a major indian
lifestyle material and marked dressing company with interests in design (records, power
apparatuses, auto-parts), fmcg, and real estate. in 1925, the raymond woolen mill was
founded in the thane creek valley as the raymond woolen mill. the organization's
headquarters are in mumbai. two of the organization's three main divisions are materials
engineering and aviation. the organization's material company has an appropriation
organisation of over 4000 multi-brand outlets and north of 400 uncommon retail shops in the
indigenous market. suits are offered in india via 30000 stores in north of 400 towns, and a
select chain is available in more than 150 cities in india and worldwide, with items exported
to more than 55 countries, including the united states, canada, europe, japan, and the middle
east. one of the organization's three design departments is j.k. records and tools. j.k. talabot
ltd., which services both domestic and international commercial sectors, as well as a larger
share in car components manufacturer ring plus aqua ltd. raymond ltd. was one of the earliest
corporations in the united states. raymond aviation, which now operates under the moniker
million air and has an armada of three helicopters and one chief fly for the bustling business
leader, has been providing air sanction administrations for quite some time. lala juggilal lala
kailashpat singhania purchased the raymond woolen mill in 1944. in 1950, the company
established jk files and tools, a new assembly operation aimed at delivering native design
records. this has now become the world's most powerful office of its kind. king's corner, the
primary luxury raymond retail showcase area in bombay's ballard estate, inaugurated in 1958.
in 1964, the company established a new combing division. then followed a period of vertical
integration, which made it easier to process multi-filaments and encouraged mixed-materials
innovation. raymond established a readymade clothes facility in thane in 1968. from that
point forward, raymond's readymade clothing company has virtually expanded. another
creation facility was built at jalgaon in 1979 to meet the growing demand for worsted fleece
materials. vijaypat singhania took over the company in 1980 and breathed new life into it,
transforming it into a contemporary force to be reckoned with. in 1986, the company
launched 'park avenue,' an excellent way of life brand that provides a complete wardrobe
solution for men who want to look good while staying current with trends and style. aside
from local activities, the company expanded globally, with the first raymond shop opening in
oman in 1990. another creation factory was built at chhindwara, near nagpur, in 1991. the
renaissance collection (super 100s to super 140s), which consists of merino fleece combined
with polyester and expert strands (super 100s to super 140s), as well as raymond's denim, has
26
been available since approximately 1996. the organisation began delivering air sanction
administrations in india in 1996. raymond founded 'parx,' an upscale casual clothing business
that gives customers a variety of semi-formal and casual outfits, in 1999. after a year, he
launched 'be,' an elite ready-to-wear designer apparel brand for people, in 2000. raymond
established 'silver spark apparel ltd.' in 2003 to manufacture suits and formal jeans primarily
for the business sector, and the company also purchased colorplus around the same time. in
2004, super 220s materials from the chairman's collection dominated the market. the
company built 'everblue apparel ltd.,' a cutting-edge jeanswear processing factory in
bangalore, in 2005, and 'festivities apparel ltd.,' a suitable shirt fabrication office around the
same time. the super 230s, made of 11.8 microns of fleece, were created with the progress of
the world's greatest worsted-fitting materials from the world's best fleece at any moment.
raymond made a remarkable and well-documented accomplishment. raymond launched its
third worsted facility in vapi, gujarat, in 2006, and a planned studio in italy at the same time
to provide state-of-the-art planning skills to goods and adjacent brands. raymond set up the a-
list checked fleece office raymond fedora ltd in jalgaon and the greenfield shirting company
in kolhapur, which produces high-esteem cotton shirting, as part of the organization's jv with
gruppo zambaiti. j.k. talabot ltd formed a joint venture with mob france to manufacture
records and scratches at the same period. zapp, a children's apparel company, opened its first
store in ahmedabad. during the 2006-2007 fiscal year, the company formed a partnership with
grotto, an italian clothing company, to manufacture 60 gas selected brand boutiques (ebos). in
2007, raymond also announces a usd 1.3 billion french joint venture with treves sa to enter
the vehicle furnishing sector. in october of 2007, raymond sent the chosen zapp lead store in
eranakulam, kochi. the company selected to put its child image raymond into the designated
quick dress market in december 2007.
the corresponding joint venture (jv) between raymond and the italian style house grotto has
been sorted out.

it was built less than two years ago and is now in jeopardy. in august 2008, the chamber is
intended to investigate the possibility of exiting the jv. raymond plans to increase the number
of retail stores from 433 to 950, with sales estimated to increase from rs 7 billion in 2008 to rs
11 billion to rs 12 billion in 2009-2010. the majority of these stores will open in small
clusters. on october 1, 2013, the company completed the renovation of its bangalore suit
manufacturing plant by selling it as a going concern to its completely claimed auxiliary silver
spark apparels limited on a straight deal basis. as a consequence of the reorganisation, silver
27
spark apparels limited's suit fabrication duties have been integrated. as a result of this effort,
the company's independent exhibition for fy 2014 is not identical to that of the previous year.
the business received a request from the bombay high court in 2015, supporting the
consolidation agreement with the old trinity india limited. the gathering was scheduled on
april 1, 2013. as a result, the financial reports of this business recall the activities of both the
ring gear bearing and forging divisions. during the audit period, raymond zambaiti limited
changed its name to 'raymond luxury cottons limited.' this company caters to customers
looking for top-of-the-line luxury cotton shirts. cotonifico honegger s.p.a., a prior joint
venture partner, was declared bankrupt by an italian court. the chapter 11 interaction is under
underway. the company's application for a sum of rs11 crore in goods receivables has been
accepted by the italian court receiver. to address its tendencies and manage genuine
difficulties in italy, the company has hired an italian legal adviser. in 2015, raymond limited
purchased the complete freedoms offered by the stated subsidiary company and paid rs20
crore in value share cash-flow to support the auxiliary's growth ambitions. in fy 2015, the
company granted and distributed 10.20 percent - 750 unsecured redeemable non-convertible
debentures (ncd) series g of rs1000000/ - each for cash at standard, totaling rs75 crore, on a
private arrangement basis. the wholesale debt market of the national stock exchange of india
limited is where the previously stated ncd series is traded (wdm). during the year under audit,
750 unsecured redeemable non-convertible debentures (ncd) series b of rs1000000/- apiece
were recovered. throughout the year 2016, the firm issued and designated the following two
series of debentures on a private arrangement basis: unsecured redeemable non-convertible
debentures (ncd) series h for cash at standard, totaling rs 100 crore. i 9.75 percent - 1000 rs
1000000/ ii) unsecured redeemable non-convertible debentures (ncd) series i for cash at
standard, totaling rs 100 crore, 9.52 percent - 1000 rs1000000/ the national stock exchange of
india limited's wholesale debt market is where the previously stated ncd series are traded
(wdm). during the year under audit, 1000 unsecured redeemable non-convertible debentures
(ncd) series an of rs1000000/ - each were recovered on development, totaling rs100 crore,
and 300 unsecured redeemable non-convertible debentures (ncd) series d of rs1000000/ -
were recovered on development, totaling rs30 crore. when the accompanying two batches of
debentures arrived at development in 2017, the company recovered them: unsecured
redeemable listed non-convertible debentures (ncd) for series c, totaling rs100 crore, i 10.55
percent - 1000 rs1000000/ ii) zero coupon - 350 rs1000000/ - series e unsecured redeemable
listed non-convertible debentures (ncd), totaling rs35 crore. in april 2017, the company
granted and issued 8.35 percent - 1500 unsecured redeemable non-convertible debentures
28
(ncd) for series j of rs1000000/- each for cash at standard, totaling rs 150 crore, on a private
arrangement basis. ncds are traded on the wholesale debt market (wdm) of the national stock
exchange of india limited. on september 21, 2016, the company entered into a share purchase
agreement with neel metals products limited, selling its whole value share responsibility for
value partakes in rose engineered products india private limited, a 50:50 joint venture (rose).
because to the swap, rose was no longer an associate of ring plus aqua limited and raymond
limited. the enterprise value of rose was calculated to be rs20.19 crore. during development in
2018, the company recovered rs 100 crores in zero coupon-1000 unsecured redeemable listed
non-convertible debentures (ncds) for series f. in march 2018, the company granted and
dispersed 8.65% - 1000 unsecured redeemable listed non-convertible debentures (ncd) for
series k of rs1000000/ - each for cash at standard, totaling rs 150 crore, on a private position
basis. the noncommunicable diseases (ncds) include

29
 CHAPTER -IV
DATA ANALYSIS
AND
INTERPRETATION

30
1) How satisfied do you feel with your responsibilities? Table #1: Representatives'
satisfaction with their responsibilities.
RESPONSES NO. OF PERCENTAGE
RESPONDENTS
Strongly Satisfied 15 30%
Satisfied 32 64%
Neutral 3 6%
Dissatisfied 0 0%
Strongly Dissatisfied 0 0%
TOTAL 50 100%

Graph # 1. Satisfaction level of employees with the work load.

Analysis: Nearly 64% of employees are satisfied with the quantity of work they get from the
organisation. 30% of employees are extremely content with their work load, whereas 6% are
dissatisfied with the work load offered by the company.
Interpretation: Based on the findings, we can conclude that the majority of employees are
satisfied with their work assignments, and the company should look into why the other
employees are not..

31
2) What level of satisfaction do you have with your working environment? Table # 2:
Employee satisfaction with their working environment.
RESPONSES NO. OF PERCENTAGE
RESPONDENTS
Strongly Satisfied 6 12%
Satisfied 32 64%
Neutral 8 16%
Dissatisfied 0 0%
Strongly Dissatisfied 4 8%
TOTAL 50 100%

Graph # 2. Satisfaction level of employees with the working environment.

According to the graph above, 64 percent of employees are satisfied with their workplace
environment. The work load offered by the company is rated extremely satisfied by 12
percent of employees, neutral by 16 percent, and severely dissatisfied by 8 percent.
The majority of employees are satisfied with their workplace, and management should
provide all necessary amenities to enhance the working environment.

32
3) Are you satisfied with the Rules and Norms of the Organization?
Table # 3. Rules and Norms of the Organization.

RESPONSES NO. OF PERCENTAGE

RESPONDENTS
Strongly Satisfied 0 0%
Satisfied 37 74%
Neutral 10 20%
Dissatisfied 2 4%
Strongly Dissatisfied 1 2%
TOTAL 50 100%

Graph # 3. Rules and Norms of the Organization.

Examining the graph above, it can be seen that 74% of employees are satisfied with the
association's values and standards. Unbiased representatives account for around 20% of the
workforce. 4% of employees are dissatisfied with the association's standards and rules, with
2% being very dissatisfied.
The majority of the employees seem to be satisfied with the organization's values and
standards.

33
4) How satisfied would you say you are with the exhibition assessment program's
transparency? Table # 4: Simplicity of the execution assessment programme
RESPONSES NO. OF PERCENTAGE
RESPONDENTS
Strongly Satisfied 4 8%
Satisfied 10 20%
Neutral 20 40%
Dissatisfied 12 24%
Strongly Dissatisfied 4 8%
TOTAL 50 100%

Graph # 4. Transparency in performance appraisal program.

Analysis:
It is apparent from the graph above that 40% of the workers are neutral. With the openness of
the company's performance assessment procedure. With the openness in the company's
performance evaluation procedure, 24% of workers are unhappy, 20% are pleased, and 8%
are both highly satisfied and strongly dissatisfied.
Interpretation: We may deduce from the foregoing research that workers are pleased with
the openness of the performance assessment procedure.

34
5) Is the job security satisfactory to you? Table # 5: Is Your Job Safe?
RESPONSES NO. OF PERCENTAGE
RESPONDENTS
Strongly Satisfied 10 20%
Satisfied 20 40%
Neutral 10 20%
Dissatisfied 4 8%
Strongly Dissatisfied 6 12%
TOTAL 50 100%

Graph # 5. Job Security.

According to the graph above, 40% of employees are satisfied with their job security. 20% of
employees are highly pleased or indifferent, while 12% are extremely unhappy with their job
security and 8% are dissatisfied with their job security.
Interpretation: The majority of employees are satisfied with their job security.

35
6) How happy are you with the quantity of Informal Appreciation you get from
your boss? Informal Appreciation (Table #6)
RESPONSES NO. OF PERCENTAGE
RESPONDENTS
Strongly Satisfied 2 4%
Satisfied 38 76%
Neutral 8 16%
Dissatisfied 0 0%
Strongly Dissatisfied 2 4%
TOTAL 50 100%

Graph # 6. Informal Appreciation.

Analysis: According to the graph above, 76 percent of employees are satisfied with their
boss's Informal Appreciation. Neutral employees account for around 16% of the
workforce. 4 percent of employees are both disgruntled and delighted with their boss's
Informal Appreciation.
The employees seem to be delighted with the amount of Informal Appreciation they get from
their employer.

36
7) How pleased are you with your ability to strike a balance between your personal
and professional lives? Table # 7 shows how to strike a balance between job and family
life.
RESPONSES NO. OF PERCENTAGE
RESPONDENTS
Strongly Satisfied 4 8%
Satisfied 40 80%
Neutral 6 12%
Dissatisfied 0 0%
Strongly Dissatisfied 0 0%
TOTAL 50 100%

Graph # 7. Balance between family life and work life.

Analysis: It can be observed from the graph above that 80% of employees are satisfied with
the opportunity to maintain balance. Only 12% of employees are satisfied with their
capacity to combine their personal and professional life, while 8% are very satisfied.
The capacity to find a balance between their personal and professional life is praised by the
majority of employees.

37
8) To what extent do you believe your pay is commensurate with your responsibilities?
Table # 8: Compensation for employees based on their tasks.
RESPONSES NO. OF PERCENTAGE
RESPONDENTS
Strongly Satisfied 4 8%
Satisfied 20 40%
Neutral 20 40%
Dissatisfied 6 12%
Strongly Dissatisfied 0 0%
TOTAL 50 100%

Graph # 8. Employees compensation matching their responsibilities.

Analysis: According to the graph above, 40% of employees are neutral and pleased, while
12% are dissatisfied and 8% are extremely content with their salary, which is
commensurate with their responsibilities.
Interpretation: Based on the findings of the previous research, we can conclude that
the majority of employees are satisfied with remuneration that is proportional with
their responsibilities.

38
9) How happy are you with your remuneration package? Table # 9 shows the whole
compensation package.
RESPONSES NO. OF PERCENTAGE
RESPONDENTS
Strongly Satisfied 2 4%
Satisfied 12 24%
Neutral 18 36%
Dissatisfied 14 28%
Strongly Dissatisfied 4 8%
TOTAL 50 100%

Graph # 9. Salary Package.

According to the research, 36% of employees are unsatisfied with their pay package, 28% are
unhappy, 24% are delighted, 8% are very dissatisfied, and 4% are very satisfied.
Interpretation: We may draw from the above study that employees are relatively satisfied
with their wage package, and management should take this into account and take
necessary action.

39
10) What level of satisfaction do you have with your retirement benefits? Table # 10
shows the benefits of retirement.

RESPONSES NO. OF PERCENTAGE

RESPONDENTS
Strongly Satisfied 2 4%
Satisfied 18 36%
Neutral 26 52%
Dissatisfied 4 8%
Strongly Dissatisfied 0 0%
TOTAL 50 100%

Graph # 10. Retirement Benefits.

Analysis: It can be gathered from the graph above that 52 percent of employees are pleased
with their wage package. 36 percent of employees are pleased, 8% are unhappy, and 4% are
very delighted with their compensation package.
Interpretation: Based on the findings of the previous research, we can conclude that
employees are satisfied with their retirement benefits to some degree.

40
11) How pleased are you with your company's employee insurance plan? Employees
Insurance Scheme (Table 11).
RESPONSES NO. OF PERCENTAGE
RESPONDENTS
Strongly Satisfied 10 20%
Satisfied 30 60%
Neutral 10 10%
Dissatisfied 0 0%
Strongly Dissatisfied 0 0%
TOTAL 50 100%

Graph # 11. Employees Insurance Scheme.

Analysis:
According to the graph above, 60% of workers are happy with the insurance scheme, whereas
20% are indifferent or highly satisfied with the company's employee insurance
scheme.
Interpretation: The employee insurance scheme is well-liked by the majority of workers.

41
12) Are the fringe benefits satisfactory to you? Table # 12: Supplementary Benefits.
RESPONSES NO. OF PERCENTAGE
RESPONDENTS
Strongly Satisfied 4 8%
Satisfied 30 60%
Neutral 16 32%
Dissatisfied 0 0%
Strongly Dissatisfied 0 0%
TOTAL 50 100%

Graph #12. Fringe Benefits.

Nearly 60% of employees are pleased with the company's fringe benefits, while 32% are
indifferent and 8% are very satisfied.
The majority of employees are delighted with the company's fringe benefits.

42
13) What level of satisfaction do you have with the promotional opportunities?
Promotional Opportunities (Table #13)
RESPONSES NO. OF PERCENTAGE
RESPONDENTS
Strongly Satisfied 0 0%
Satisfied 18 36%
Neutral 20 40%
Dissatisfied 12 24%
Strongly Dissatisfied 0 0%
TOTAL 50 100%

Graph # 13. Promotional Opportunities.

According to the graph above, 40% of employees are worried about their chances for
advancement. 36 percent of employees are happy with the company's promotional
opportunities, while 24 percent are dissatisfied.
Interpretation: It is possible to conclude that the employees are satisfied with the promotional
opportunities to some degree.

43
14) How pleased are you with your Career Development Activities? Career
Development Activities (Table 14).
RESPONSES NO. OF PERCENTAGE
RESPONDENTS
Strongly Satisfied 0 0%
Satisfied 20 40%
Neutral 24 48%
Dissatisfied 6 12%
Strongly Dissatisfied 0 0%
TOTAL 50 100%

Graph #14. Career Development Activities.

According to the graph above, 48% of workers are disinterested in career development
activities, 40% are pleased, and 12% are unhappy with the company's career development
activities.
The majority of workers are satisfied with the Career Development Activities in general.

44
15) What level of satisfaction do you have with the recreational activities? Recreational
Activities (Table 15).
RESPONSES NO. OF PERCENTAGE
RESPONDENTS
Strongly Satisfied 0 0%
Satisfied 24 48%
Neutral 20 40%
Dissatisfied 6 12%
Strongly Dissatisfied 0 0%
TOTAL 50 100%

Graph # 15. Recreational Activities.

According to the graph above, 48 percent of employees are content with Recreational
Activities, 40% are neutral, and 12% are dissatisfied with the company's career development
activities.
Interpretation: It's reasonable to conclude that the employees are satisfied with their leisure
activities to some degree.

45
CHAPTER – VII
FINDINGS
AND
CONCLUSIONS

46
FINDINGS

The majority of respondents are delighted to be identified as members of the RAYMOND

GROUP.
The RAYMOND GROUP has achieved a significant milestone in its journey.
Representatives are pleased to state that the nature of their goods is critical to the success of
their business.
Despite the fact that most workers are happy in their jobs, they are under a lot of stress at
work for a variety of reasons.
It has been determined that a small percentage of respondents are dissatisfied with current
special efforts, content with collaborator assurance, and authoritative principles and standards
that will help to build inspiration and fulfilment in the future.
A large number of respondents reported dissatisfaction with professional stability, execution
assessment clarity, framework retirement benefits, and remuneration that provides a basic
standard of living while also promoting a positive image of the company.

Ends
Representatives who do well will be motivated if they get appropriate incentives or increases.
It is critical to promote an organised approach to work that improves quality and efficiency.
People who are prone to working for long periods of time should be given with leisure areas
and exposed to stress-relieving activities such as Yoga and Meditation.
Solid teamwork, information on departmental needs, such as labour to enhance
administration, further developed preparatory projects to provide the impression of having a
place, and a lot of comfort will help labourers reach their full potential.
Workers at a higher level of the board should be taught how to strengthen their management
skills so that they can take on greater responsibilities.
Workers also want the employer to take the following steps to encourage them to do better
job.
Everything that should be considered is better pay design, awards and recognition, and
treating representatives fairly.
Workplace safety, generous government aid, advances, and the simplicity of execution
assessment are all examples of performance-based remuneration schemes.
The corporation could do the following to update communication.

47
Interdepartmental meetings are held on a regular basis, with a focus on departmental
involvement.

Ideas
Representatives have expressed some dissatisfaction with their pay rates. As a result, the
company may conduct another poll to determine worker expectations.
According to the study, representatives are dissatisfied with their job and structure. As a
result, the company may go to great efforts to identify and address the needs of its employees.
According to the investigation, representatives are dissatisfied with their growth
opportunities, which might possibly open avenues for advancement. As a result, the company
may look for a simple solution to cope with its labourers' needs.
Experience, age, training, restricted time options, compensation, and job satisfaction all have
a strong link. Following that, the company may study these characteristics in order to
improve worker satisfaction.
The company could do a comprehensive study to delve further into representative
assumptions about compensation, workplace, and growth opportunities, among other things.

Index of Books

48
List of references:
UNDERSTANDING EMPLOYEE SATISFACTION LEVEL, by Michael M. Grunberg
ORGANIZATIONAL BEHAVIOR OF STEPHEN P. ROBBINS
PERSONNEL MANAGEMENT by P. Subba Rao
ORGANIZATIONAL BEHAVIOR by K. Ashwatappa is a book on hierarchical behaviour.
Websites: www.hr survey.com - representative attitude.html, www.hr survey.com - worker
attitude.html, www.hr survey.com - employee attitude.html, www.hr survey.com - employee
attitude.html, www.hr survey.com - employee attitude.html, www.hr survey.com - employee
www.hrsolutionsinc.com
www.humanlinks.com is a website dedicated to connecting people.
www.questionpro.com is a website dedicated to answering questions.
www.teamtechnology.co.uk has representative - fulfilment - survey.html.
www.knowledgenetwork.gov.uk

49
QUESTIONNAIRE FOR EMPLOYEES OF
RAYMOND GROUP.
a. Name :
b. Department :
c. Designation :
d. Age as on your eixt date :
e. Sex : Male Female
f. Qualification : High School Bachelor's Degree
Master's Degree Ph.D. Other
g. . Experience (in years) :

1. How satisfied are you with the work load?

Strongly Satisfied Neutral Dissatisfied Strongly
Satisfied Dissatisfied
2. How satisfied are you worth the working environment?
Strongly Satisfied Neutral Dissatisfied Strongly
Satisfied Dissatisfied
3. Are you satisfied with the rules and norms of the organization?
Strongly Satisfied Neutral Dissatisfied Strongly
Satisfied Dissatisfied
4. How satisfied are you with the transparency in performance appraisal program?
Strongly Satisfied Neutral Dissatisfied Strongly
Satisfied Dissatisfied
5. Are you satisfied with the job security?
Strongly Satisfied Neutral Dissatisfied Strongly
Satisfied Dissatisfied
6. How satisfied are you with the amount of Informal Appreciation you receive from
your supervisor?
Strongly Satisfied Neutral Dissatisfied Strongly
Satisfied Dissatisfied

50
7. How satisfied are you with opportunity of maintaining balance between your family
life and work life?
Strongly Satisfied Neutral Dissatisfied Strongly
Satisfied Dissatisfied
8. How far are you satisfied that your compensation matches your responsibilities?
Strongly Satisfied Neutral Dissatisfied Strongly
Satisfied Dissatisfied
9. How satisfied are you with the salary package?
Strongly Satisfied Neutral Dissatisfied Strongly
Satisfied Dissatisfied
10. How satisfied are you with retirement benefits?
Strongly Satisfied Neutral Dissatisfied Strongly
Satisfied Dissatisfied
11. How satisfied are you with the Employee Insurance Scheme?
Strongly Satisfied Neutral Dissatisfied Strongly
Satisfied Dissatisfied
12. Are you satisfied with the fringe Benefits?
Strongly Satisfied Neutral Dissatisfied Strongly
Satisfied Dissatisfied
13. How satisfied are you with the promotional opportunities?
Strongly Satisfied Neutral Dissatisfied Strongly
Satisfied Dissatisfied
14. How far are you satisfied with the career development activities?
Strongly Satisfied Neutral Dissatisfied Strongly
Satisfied Dissatisfied
15. How satisfied are you with the recreational activities?
Strongly Satisfied Neutral Dissatisfied Strongly
Satisfied Dissatisfied

51