Project Report

Study On The Job Satisfaction Of The Interns

At Peacock Solar Pvt. Ltd.

Submitted In Partial Fulfillment Of The Requirement

For The Award Of Degree Of
Master Of Business Administration

Submitted by
PRITHVI SHETTY
MBA (HR)
2019-2021
PRN - 07219005256

Institute of Business Studies & Research

C.B.D. Belapur, Navi Mumbai

Tilak Maharashtra Vidyapeeth

Gultekdi, Pune - 411037

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 ACKNOWLEDGEMENT

I would like to convey my heartiest gratitude to several people, for their support and
guidance which helped me complete my internship.
First and foremost, I would like to thank my college IBSAR and my heartiest thanks
to our Executive Director Dr. M.L. Monga Sir and our Dean Dr. Sumita Sarkar Ma’am
for their support and advice.
I would also like to give a word of thank to my project guide Prof. Sanjeev Arora Sir
for guiding me to complete my project with his valuable inputs.
My special appreciation extends to Ms. Sweta Singh who gave me constant
encouragement throughout the internship; always detailed out the work procedures
and dealt me with great patience.
Thank You.

I had spaced out the paragraphs in my earlier correction

(pls refer to that)

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 Table of Contents
Chapter Index Page
No. No.
1 Rationale for The Study
2 Objective of the Study

 Title of The Project

 Objective of the Study

 Scope of The Study

3 Profile of The Company
4 Review of Literature
5 Research Methodology

 Research Design
 Data Collection Methods / Sources

 Sampling methods
6 Data Analysis & Interpretation
7 Findings
8 Limitations
9 Recommendations & Suggestions
Appendix  Questionnaire
 Bibliography

Why has the questionnaire / bibliography have gone to the

extreme right ? pls chk and align them properly.
Check for other points in te table above …

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 CHAPTER 1

RATIONALE FOR THE STUDY

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 Rationale for The Study:

A rationale is a set of reasons based on logic that justifies to the reader the reason
for which the research study was undertaken. Job satisfaction is a very important
part of an employee's lifecycle and motivation to remain loyal to an organization. It
can be an attitude folks have about their jobs and it results from their notion of their
careers and the degree to which there's a good fit between the individual and
company.

Job satisfaction has been influenced by many intervening factors, like the rewards
that an employee receives. It has been said that job satisfaction has been related to
many kinds of factors.

Job satisfaction is defined as the level of contentment employees feel with their job.
This goes beyond their daily duties to cover satisfaction with team members /
managers, satisfaction with organizational policies, and the impact of their job on
employees’ personal lives. It is the level to which an individual feels favorably or
negatively about various aspects of the job. The satisfaction of an individual in a job
is either positive or negative; and much depends on the factors which make their job
interesting.

Peacock Solar Pvt. Ltd. hires about 500 to 600 interns pan India on an annual basis
for its various jobs which it gets it done through them. These interns after undergoing
a 3 to 4 day intensive training and are then placed on to various functional areas like
IT, Digital Marketing, HR, etc. These interns therefore comprise of the major part of
the workforce at any point in time. It therefore becomes imperative for the
organization to ensure that their job satisfaction level is high to get the best output
from them. This led me to take up a study encircling around job satisfaction of these
interns.

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 CHAPTER 2

OBJECTIVE OF THE STUDY

 Title of the project

 Objective of the study
 Scope of the study

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Title of the Project.

"Study On The Job Satisfaction Of The Interns At Peacock Solar

Pvt. Ltd."

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Objectives of The Study:

 To get an exposure of the industry and understand its various operational

aspects.
 To develop my understanding on the concept of job satisfaction.

 To study the job satisfaction, identify various factors that may enhance the job
satisfaction of the interns and make suitable recommendations therein.

Scope of The Study:

 The scope of the study was limited to interns based at Gurgaon which was done
through virtual mode.
 This study includes various factors that may be linked to Job satisfaction of
interns.

 This study also opens up various avenues of research like measuring the job
satisfaction index which could then be monitored at a defined periodicity.

 This study can also help the HR enthusiasts to conduct further research studies
by linking job satisfaction to employee engagement programs.

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 CHAPTER 3

PROFILE OF THE COMPANY

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 COMPANY PROFILE

About the Company: alignment ??

Peacock Solar was born out of the vision to empower India’s 50 million households
with access to clean energy. Peacock solar leverages data analytics and innovative
finance to make solar affordable and reliable for homeowners across the country.
They offer highest quality of technical expertise in our end-to-end suite of solar panel
installation services. They are proud to be recognized by Climate Finance Lab as
one of the top 9 global ideas for sustainable development in 2018 cycles and funded
by UNICEF to further our vision of getting solar at every home.

The Peacock Solar has its business interests in solar energy services. They
provide hassle-free solar panel installation. In the 21st century where
Conventional source of energy generates 800 metric tons of Carbon dioxide
resulting in 1.2 million deaths annually. As electricity demand escalated, with
supply depending largely on fossil fuels. They also concerns arose about
carbon dioxide emissions contributing to possible global warming.

Peacock solar aims to be the energy partner for 200 million households by
leveraging data Analytics and innovative finance to provide access to solar
energy in and contribute to stabilizing their ecology. Peacock solar has built its
operations and marketing in a scalable manner. They promote the most

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important aspects that will shape India’s future. Peacock Solar is active in
serving the Nation for the last 10 years.

They believe in harnessing the pristine power of nature and providing a

sustainable and easy lifestyle for years to come. The skyrocketing price of
electricity makes solar panels the need of the hour. An array of solar cells in the
solar panel absorbs sunlight to generate electricity by the photovoltaic effect.
They have an end to end solution for solar panel installation.

Their idea was selected by Climate Finance Lab as one of the top 9 global
ideas for sustainable development in 2018 cycles. They also received grand
finance from UNICEF worth $ 85,000 to build our go-to-market and scaling
strategy for scaling solar. Their business model has the potential to generate
50 GW and save 25 million metric tons of carbon dioxide.

Vision:

 To thrive in times of urbanization, they tend to focus on the instant gratification of

our needs.
 Peacock Solar-residential rooftop solar company, aspire to meet your energy
needs sustainably.
 Vision could be to get clean energy access to households so that they improve
their family's lifestyle.

Mission:
Peacock Solar aims to provide every household with access to clean energy via
solar at their rooftop through effective financing and implementation.

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Solar energy is the best available resource to quench people’s energy requirements
in the modern evolution of technology. They provide everyone the best solutions for
their house

Benefits of installing Solar rooftop panels in buildings: -

 Cost savings.
 It is a secure investment.
 It increases access to energy.
 Support from the government.
 Reduces carbon footprints.
 Green source of energy.
 Low maintenance cost.
 Suitable for Indian climate.
 Multiple applications of solar power.
 It doesn’t require additional space for installation.

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Organization Structure of Peacock Solar:

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Peacock Solar has one sister company named Blitzjobs.

Blitzjobs has been established with a vision to provide best-in class workforce
solutions to organizations, colleges and individuals alike. Blitzjobs is the ultimate
solution for all the HR problems organizations face. They are committed to providing
their clients with top notch solutions that leave them satisfied and help to accelerate
their growth. The manpower strength is 51 and has its Headquarters at Bengaluru,
Karnataka.

They have built their credibility by consistently performing well and have emerged as
a service partner of choice with various organizations of repute like Peacock Solar
and Eureka Forbes. Their aim is to provide a significant competitive edge to their
clients in a fast growing market like India. They offer the right talent at their earliest
possible and enable their clients to do better business every day.

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 CHAPTER 4

REVIEW OF LITERATURE

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 Review of Literature

What is Job Satisfaction?

Job satisfaction is a measure of worker’s 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 cognitions 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.

Features of Job Satisfaction:

 Job satisfaction is intangible in nature. Recognizing or measuring job satisfaction

is only possible by understanding the way in which the workers behave in the
workplace.

 It is proportionate with one’s expectations and outcomes in the workplace and the
management. When the results are in tune with the expectations, it creates job
satisfaction and vice versa.

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 Job Satisfaction and Employee Satisfaction are two different elements. Job
satisfaction is with one’s feelings about his/her job. Employee Satisfaction is the
feelings towards other individuals and the company.

Benefits of Job Satisfaction:

Job satisfaction has many benefits to an organization. Some of the most notable are:

 Lowers voluntary turnover

 Reduces Employee Absenteeism

 Reduces long-term HR costs

 Contributes positive results towards Employee Referral Programs

 Boosts Employee Productivity

 Increases Employee Retention

Understanding its benefits, job satisfaction is essential for every business.

Now, to the tough question of “how to improve job satisfaction”?

There are many common factors to improve satisfaction like salary, an Employee
Benefits Package, job security, working conditions, etc. These are the ones you
might already know, so here’s something different for you today!

Factors Affecting Job Satisfaction:

1. Working Environment:

It is essential to provide employees with a work environment that is conducive to

their overall development.

They need an environment which is healthy and safe and which caters to both
personal comforts and facilitates doing a good job. If the working conditions are good
(clean, attractive surroundings), the personnel will find it easier to carry out their jobs.

On the other hand, if the working conditions are poor (hot, noisy surroundings),
personnel will find it more difficult to get things done.

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Hence, it can be said that having a friendly, and supportive environment can lead to
increased job satisfaction.

2. Fair Policies and Practice:

Individuals who perceive that promotion decisions are made in a fair and just
manner are likely to experience satisfaction from their jobs.

Very often employees are demotivated and dissatisfied with their jobs because unfair
policies and practices prevail at their place of work.

It is therefore of utmost importance for an organization to have a fair and equal

system regarding practices and policies so that there is no discrimination and
frustration.

3. Caring Organization:

Care can be shown in various ways, but it takes into consideration career
development, adult treatment, being taken seriously and being appreciated for a job
well done.

When people feel that the organization; for which they are working, cares for them
and takes actions to improve their work and lives, they are happy, and this creates
higher satisfaction.

4. Appreciation:

The human race loves to be appreciated.

Even for the smaller job that does one seek to have an appreciation, from
colleagues, boss, and seniors. When one gets acknowledged in front of everyone, it
gives up a boost to their morale.

When appreciation leads to encouragement, the ultimate result is reflected in the

efficiency of work automatically.

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Therefore, the level of job satisfaction is always higher wherever appreciation is
higher.

5. Pay:

Wages and salaries are recognized to be a significant but cognitively complex

(Carraher, & Buckley, 1996) and multidimensional factor in job satisfaction. Money
not only helps people attain their basic needs but is also instrumental in providing
upper-level need satisfaction.

Employees often see pay as a reflection of how management views their contribution
to the organization. Fringe benefits are also significant, but they are not as influential.

One reason undoubtedly is that most employees do not even know how much they
are receiving in benefits. Moreover, most tend to undervalue these benefits because
they do not realize their significant monetary value.

6. Age:

Age is one of the factors affecting job satisfaction. Various studies carried out in this
field have shown that job satisfaction tends to increase with age.

That is older employees tend to report higher satisfaction, and younger employees
say the lowest job satisfaction rates.

7. Promotion:

Promotional opportunities seem to have a varying effect on job satisfaction. This is

because promotions take some different forms and have a variety of accompanying
rewards.

In recent years, the flattening of organizations and accompanying empowerment

strategies, promotion in the traditional sense of climbing the hierarchical corporate
ladder of success is no longer available as it once was.

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8. Feel of Belongingness:

Most of the organization fails to understand this fundamental factor, whereas many
have started acting towards it. If an employee feels that he / she is considered an
important part of the team, he / she belongs to the organization then there are higher
chances of job satisfaction.

Texting or emailing an employee on his/her birthday, communicating the crisis to

even at the ground level employee, making special efforts during festive seasons, all
these small little gestures make an employee believe that he or she belongs to the
firm.

This brings job satisfaction and loyalty together.

9. Initiation and Leadership:

If an employee is given an equal number of opportunities to show their talent, take

the lead and initiate then the chances of having a higher level of job satisfaction is
more.

Suppose in an organization; no employee is asked to give suggestions, nobody is

bothered to inform them of the decision.

There are only a few figures who lead the team always.

In such conditions, an employee wouldn’t feel satisfied with whatever job he or she is
currently doing.

10. Feeling of Being Loved:

It is noticed that if an employee has a good bonding with colleague’s arid seniors,
then the job satisfaction level is higher.

One feels like coming to the office and performing the job. If the environment is not
friendly, office politics is at its peak, and malpractices are done, then all these factors
together leave no stone unturned in discouraging an employee from not coming to
the office.

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11. Safety and Security:

These days’ companies are taking endless measures in order to see that an
employee is catered to a different kind of facilities like health care and medical
checkups.

There are a few institutions that also provide insurance policies at a lower rate.

Hence, this aspect of safety and security plays a major role. If an employee doesn’t
feel safe and secured at the organization that he or she works in, the level of job
satisfaction is ultimately going to fall.

12. Challenges:

There are a few types of employees who love to experiment; they like it when the
challenging job is assigned to them. To them, the challenge is always associated
with ability and capability.

They feel that if an employee is given a challenging job, it means that the leader
trusts his or her capacity to fulfill the expectations.

Thus, wherever challenges have involved the level of job satisfaction automatically
raises up.

13. Responsibilities:

This suggests that when an employee is given a bigger responsibility it makes him or
her conscious about the fact that the employers think him or her as a capable and
trustworthy candidate.

Jobs where responsibility is involved always carry a higher level of satisfaction. The
idea of responsibility and the feel that one gets when the responsibility gets
accomplished cannot be traded for anything in the world.

If an employee is not given any responsibility to handle, ultimately the result is that
the person feels detached and doubts about self-worth which immediately affects job
satisfaction.

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14. Creativity in the Job:

Job satisfaction is always higher wherever creativity is involved. The creative

freedom gives a sense of fulfillment whenever any project is complete.

It makes an employee feels as if the project belongs to them for their creativity is
there. Even if it is just a creative sentence that they have put in, it means a lot to
them.

On the other hand, in jobs that are monotonous, the employee won’t feel like he or
she belongs to the project. The alienation takes place, and hence the job satisfaction
level falls drastically.

15. Personal Interest and Hobbies:

People who pursue their hobbies and interest as their career, gain the highest level
of satisfaction in whatever they do at their workplace.

This is because their job is not a job for them, but a way of getting closer to their
interest and making money. Whatever, they will be more than just to have a
promotion.

16. Respect from Co-Workers:

Employees seek to be treated with respect by those they work with. A hostile work
environment with rude or unpleasant coworkers is one that usually has lower job
satisfaction.

Managers need to take a step and mediate conflicts before they escalate into more
serious problems requiring disciplinary action.

Employees may need to be reminded of what behaviors are considered

inappropriate when interacting with coworkers.

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17. Relationship with Supervisors:

One of the major reasons employees think about quitting a company is that their
supervisor does not care about them.

A participative climate created by the supervisor seems to have a more substantial

effect on workers’ satisfaction than does participation in a specific decision.

Effective managers know their employees need recognition and praise for their
efforts and accomplishments.

Employees also need to know be assured that their supervisor’s door is always open
for them to discuss any concerns they have that are affecting their ability to do their
jobs. It will lead to their satisfaction in the office.

18. Feedback:

Not receiving feedback on their work can be quite discouraging for most people.
Effective feedback will help the team members know where they are and how they
can improve.

Authority also needs to know what kind of feedback the team members respond to
best. Research shows that learners seek and respond to positive feedback, while
experts respond to negative feedback.

In the case of negative feedback, it’s not enough to simply point out what is wrong.
One should explain the reason something they did isn’t working, and how it might be
corrected.

19. Flexibility:

Offering flexibility is a great way to show the team members that what is expected
from them. What’s more, the gift of time is one of the most appreciated workplace
perks. Smart people work best when they can choose their schedule.

Flexible hours can increase engagement and productivity.

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 20. Nature of Work:

The nature of work can define the willingness to work. Most individuals have a liking
for certain tasks and would prefer to handle these tasks. One should make sure that
he/she is going for firms where he/she gets to apply the skills, abilities, and
knowledge to the fullest.

Recent research has found that such job characteristics and job complexity mediate
the relationship between personality and job satisfaction, and if the creative
requirements of employees’ jobs are met, they then tend to be satisfied.

For each working personal job satisfaction has a different meaning. There are
different factors that influence the level of job satisfaction. The ones that are listed
above are the most common ones.

It is vital for an employee to have a satisfaction level derived from the job that he or
she is doing.

Ways to Improve Job Satisfaction:

 Always be quick to reward excellent work. Timely recognition of a worker's

efforts will boost their confidence and add to their job satisfaction. Here, you must
deliver proper rewards and recognition in place beforehand to further sweeten the
deal.

 Be sure to keep the workers for the long-term instead of the short term. It
means reassuring workers that they can rely on a future with the company. Make
your workers understand that they are there to be a part of the family and not a
project. In making them stay, you should have better employee
development opportunities like promotion, training, etc.

 Employee health is a big deal in the workplace today. Nowadays, millennials

want to work in an office where they care about their workforce. In his regard, you
must have good corporate health programs in order.

 Every employer must understand that they need constructive feedback to

grow as a unit. In this regard, you should give importance to your employee's

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 opinions. When you act on your worker's
view, they feel valued. It makes them
feel great about the company and
themselves, which results in better
satisfaction.

 Most employers disregard any

criticism they get from their employees. It is an unfair practice that diminishes job
satisfaction. You must respond well to constructive criticism and work on developing
yourself.

 For better job satisfaction, you must avoid micromanagement at all costs. It
shows that you don't trust your workforce's ability, which hurts their work and
attitude. In the end, it is sure to bite into your workforce's job satisfaction levels.

Evaluation:

Hulin and Judge (2003) have noted that job satisfaction includes
multidimensional psychological responses to an individual's job, and that these
personal responses have cognitive (evaluative), affective (or emotional), and
behavioral components. Job satisfaction scales vary in the extent to which they
assess the affective feelings about the job or the cognitive assessment of the job.
Affective job satisfaction is a subjective construct representing an emotional feeling
individual have about their job. Hence, affective job satisfaction for individuals
reflects the degree of pleasure or happiness their job in general induces.

Cognitive job satisfaction is a more objective and logical evaluation of various facets
of a job. Cognitive job satisfaction can be uni-dimensional if it comprises evaluation
of just one facet of a job, such as pay or maternity leave, or multidimensional if two
or more facets of a job are simultaneously evaluated. Cognitive job satisfaction does
not assess the degree of pleasure or happiness that arises from specific job facets,
but rather gauges the extent to which those job facets are judged by the job holder to
be satisfactory in comparison with objectives they themselves set or with other jobs.
While cognitive job satisfaction might help to bring about effective job satisfaction,
the two constructs are distinct, not necessarily directly related, and have different
antecedents and consequences.

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Job satisfaction can also be seen within the broader context of the range of issues
which affect an individual's experience of work, or their quality of working life. Job
satisfaction can be understood in terms of its relationships with other key factors,
such as general well-being, stress at work, control at work, home-work interface, and
working conditions.

Job Design:
It is not uncommon for managers and supervisors to confuse the processes of job
analysis and job design. Job analysis is the study of jobs as currently performed by
employees. It identifies job duties and the requirements needed to perform the work
successfully. Job design which is an outgrowth of job analysis, is concerned with
structuring jobs in order to improve organization efficiency and employee job
satisfaction. Job design is concerned with changing modifying and enriching jobs in
order to capture the talents of employees while improving organization performance.
For example, companies like Metawave Communication, Lucent Technologies and
PageNet, which are engaged in continuous improvement or process Re-engineering
may revamp their jobs in order to eliminate unnecessary job tasks or find better ways
of performing work. Job design should facilitate the achievement of organizational
objectives. At the same time, the design should recognize the capabilities and needs
of those who are to perform the job.

As following figure illustrates, job design is a combination of four basic

considerations –
(1) The organizational objectives the job was created to fulfill,
(2) Industrial engineering consideration, including ways to make the job
technologically efficient,
(3) Ergonomic concerns, including workers, physical and mental capabilities and
(4) Behavioral concerns that influence an employee’s job satisfaction.

Job Enrichment:
Any effort that makes work more rewarding or satisfying by adding more meaningful
tasks to en employee’s job is called job enrichment. Originally popularized by
Frederick Herzberg, job enrichment is touted as a fulfilling the high motivational
needs of employees, such as self-fulfillment and self-esteem, which achieving long

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term job satisfaction and performance goals. Job enrichment, or the vertical
expansion of jobs may accomplished by increasing the autonomy and responsibility
of employees. Herzberg discusses five factors for enriching jobs and thereby
motivating employees, achievement, recognition, growth, responsibility and
performance of the whole job versus only parts of the job. For example, managers
can use these five factors to enrich the jobs of employees by:

• Increasing the level of difficulty and responsibility of the job.

• Allowing employees to retain more authority and control over work outcomes.
• Providing unit or individual job performance reports directly to employees
• Adding new tasks to the job that require
training and growth.
• Assigning individuals specific tasks,
thus enabling them to become experts.

These factors allow employees to

assume a greater role in the decision
making process and become more involved in planning, organizing, directing and
controlling their own work. Vertical job enrichment can also be accomplished by
organizing workers into teams and giving these teams greater authority for self-
management. In spite of the benefits to be achieved through job enrichment, it must
not be considered a panacea for overcoming production problems and employee
discontent. Job enrichment programs are more likely to succeed in some jobs and
work situations than in others. They are not the solution to such problems as
dissatisfaction with pay, employee benefits or with employment security. Moreover,
not all employees object to the mechanical pacing of an assembly line, nor do all
employees seek additional responsibility or challenge. Some prefer routine jobs
because they can let their minds wander while performing their work.

Job Characteristics:
Job design studies explored a new field when behavioral scientists focused on
identifying various job dimensions that would improve simultaneously the efficiency
of organizations and the job satisfaction of employees. Perhaps the theory that best
exemplifies this research is the one advanced by Richard Hackman and Greg

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Oldham. Their job characteristics model proposes that three psychological states of
a jobholder result in improved work performance, internal motivation, and lower
absenteeism and turnover. The motivated, satisfied and productive employee is one
who –

(1) Experiences meaningfulness of work performed

(2) Experiences responsibility for work outcomes and
(3) It has knowledge of the results of the work performed.

Achieving these three psychological states serves as reinforcement to the employee

and as a source of internal motivation to continue doing the job well. As Hackman
and Oldham state, “The net result is a self-perpetuating cycle of the positive work
motivation powered by self-generated rewards, which is predicted to continue until
one or more of the three psychological states is no longer present or until the
individual no longer values the internal rewards that derive from good performance.

The Compressed Workweek:

Under the compressed workweek, the number of days in the workweek is shortened
by lengthening the number of hours worked per day. This schedule is best illustrated
by the 4 day 40 hour week might work 10 hours a day. Monday through Thursday
although the 4 /10 schedule is probably the best known other compressed
arrangements include reducing weekly hours to 38 to 36 hours or scheduling 80
hours over 9 days (9 / 80), taking 1 day off every other week. Organizations that
operate batch processing systems (e.g. oil companies like Exon or Shell Oil use
shorter workweeks to coordinate work schedules “with production schedules.
Compressed workweeks may assist with scheduling arrangements by improving
plant and equipment utilization. The keying of work schedules to processing time for
a specific operation rather than to a standard workweek reduces startup and
closedown time and often results in higher weekly output. Two of the strongest
advantages for the compressed work schedule are that it accommodate the leisure
time activities of employees and facilitates the employees scheduling of medical,
dental, and other types of personal appointments. Other advantages include the
improvement of employee job satisfaction and morale reduced absenteeism and the

29
facilitation of recruitment. The major disadvantage of the compressed workweek
involves federal laws regarding overtime. The Standard Acts stringent rules requiring
the payment of overtime to nonsupervisory employees who work more than 40 hours
a week. Another disadvantage of the compressed workweek is that is increases the
amount of stress on managers and employees, and long workdays can be
exhausting.

Causes of Job Satisfaction:

 Experience:

The experience an employee receives from various components of the work

environment, will influence his/her attitude towards them. Suppose a job is
monotonous and not exciting, then the employee is likely to get dissatisfied with it.
There are many organizations which invest a large sum in making it more
interesting and challenging so that it actively engage the employees and their
satisfaction level would be high.

 Association:

Association plays a dominant role in job satisfaction, in the sense that if the
current job of the employee is similar to the one he has done in the past, then he
may derive satisfaction level of his previous job to the present one.

 Social Learning:

In an organization, people work in groups and interact with them regularly, either
formally or informally, which has a great impact on the level of their satisfaction.
Employees whose job is similar communicate with one another and tend to
develop the same feelings for job elements like the work itself, working conditions,
rules, supervisor, manager, etc. Suppose, if someone says that This job is tedious
and unchallenging, everyone in the group agrees to it and develop similar attitude.

 Heredity:

Genetic predispositions is important in the context of job satisfaction as people.

According to research, about 30 percent of the job satisfaction is based on the
heredity components.

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Job Satisfaction at Peacock Solar:

Does your questionnaire contain any question abt team work?

You have included Team work as a parameter in the above

fig.

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 CHAPTER 5

RESEARCH METHODOLOGY

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 Research Methodology
Meaning of Research Methodology:
Research methodology is the path through which researchers need to conduct their
research. It shows the path through which these researchers formulate their problem
and objective and present their result from the data obtained during the study period.
This research design and methodology chapter also shows how the research
outcome at the end will be obtained in line with meeting the objective of the study.
This chapter hence discusses the research methods that were used during the
research process. It includes the research methodology of the study from the
research strategy to the result dissemination.

Objectives of Research:
The purpose of the study was to understand the Intern’s Job Satisfaction towards the
Peacock Solar. It also understands the intern’s preference.

Research Design:
The research design is intended to provide an appropriate framework for a study. A
very significant decision in research design process is the choice to be made
regarding research approach since it determines how relevant information for a study
will be obtained.

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 Data Collection Methods / Sources
Data Collection Methods:
The tools used for analyzing data are were rating method; graphs, pie charts etc.
Questionnaire is was distributed to the individual respondents and special care has
been was taken to make him/her feel comfortable so that, he/she could answer all
the questions. This method is followed to get unbiased answers.
Types of Data:
There are two types of Data-

Primary Data:
Data that has been collected from first-hand experience is known as primary data.
Primary data was collected through survey method by distributing questionnaires
through email to interns at ‘’Peacock Solar’’. Copies of the questionnaire were
emailed to the interns, at random to obtain their responses.
Secondary Data:
Data collected from a source that has been published in any form is called as
Secondary data. The review of literature in any research is based on Secondary
data. Mostly from internet and social media.
Sample Design:
Sample size and sample area are two important things in a sample design. Sample
size indicates the number of interns taken for study. Sample area means area
covered for conducting the research.

Sample Size:

The number of observations taken from a population through which statistical

inferences for the whole population are made.

Sample size was taken as – 100.

Sample Area:

Sample area means that area in which research is conducted. This was Gurgaon in
my case.

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Sample Technique:

Sampling is a method that allows us to get information about the population based
on the statistics from a subset of the population (sample), without having to
investigate every individual.

This Sampling technique uses randomization to make sure that every element of the
population gets an equal chance to be part of the selected sample. It’s alternatively
known as random sampling. The sampling technique used in my study was Stratified
Random Sampling.

Questionnaire Method:

Questionnaire is a job analysis method, it is to be completed by job-handler and

approved by job-handler superiors, are useful when a large number of jobs are
to be covered. A questionnaire is a quick and efficient way to obtain information
from large number of employees.

The questionnaire is the main instrument for collecting data in survey research.
Basically, it is a set of standardized questions, often called items, which follow a
fixed order to collect individual data about one or more specific topics.

A questionnaire was prepared and was randomly administered to the interns.

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 CHAPTER 6

DATA ANALYSIS AND INTERPRETATION

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a) Conducive work Culture:

Interpretation:

Out of 100 respondents, 2% of work culture was poor. 9% of work culture was fair.
16% of work culture was average. 48% of work culture was good and 25% of work
culture was very good.

As much as 73% of the sample population responded that the work culture was
conducive which indicates a healthy work environment in the organization.

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b) Support from colleagues:

Interpretation:

Out of 100 respondents, 1% of the support from colleagues was poor. 10% of the
support from colleagues was fair. 26% of the support from colleagues was average.
43% of the support from colleagues was good and 20% of the support from
colleagues was very good.

As much as 33% of the sample population responded that they did not
receive much support from the colleagues which indicates that the
interns and other employees in the organization were hostile to other
interns.

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c) Leadership exhibited by your superior:

Interpretation:

Out of 100 respondents, 9% of the leadership exhibited by the superior was fair. 43%
of the leadership exhibited by the superior was average. 32% of the leadership
exhibited by the superior was good and 16% of the leadership exhibited by the
superior was very good.

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 People look upon their leaders as role models and try to emulate them but here more
than 50% of the sample population responded that they were not so happy with the
leadership exhibited by their seniors.

d) Amount of work load – work life balance:

Interpretation:

Out of 100 respondents, 8% of the amount of work was fair. 46% of the amount of
work was average. 31% of the amount of work was good and 15% of the amount of
work was very good.

40
 Considering the average to reprsent moderate work load and subsequently good /
very good representing less work load, it was observed that more than 90% of the
people were happy with the burden of work. They felt the work burden was not much
giving them enough room for work life balance.

e) Well defined job role:

Interpretation:

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 Out of 100 respondents, 12% of the job role was fair. 34% of the job role was
average. 40% of the job role was good and 14% of the job role was very good.

f) Periodic performance review process:

Interpretation:

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 Out of 100 respondents, 13% of the periodic performance review process was fair.
20% of the periodic performance review process was average. 46% of the periodic
performance review process was good and 21% of the periodic performance review
process was very good.

g) Flexible work options: pls change the background or the graph type.

Interpretation:

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 Out of 100 respondents, 6% of the flexible work was fair. 23% of the flexible work
was average. 39% of the flexible work was good and 32% of the flexible work was
very good.

h) Level of Autonomy:

Interpretation:

44
 Out of 100 respondents, 5% of the level of autonomy was poor. 24% of the level of
autonomy was fair. 33% of the level of autonomy was average. 20% of the level of
autonomy was good and 18% of the level of autonomy was very good.

i) Initial training during the beginning of internship:the text below in the graph
is not readable

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 Interpretation:

Out of 100 respondents, 6% of the initial training during the internship was fair. 34%
of the initial training during the internship was average. 30% of the initial training
during the internship was good and 30% of the initial training during the internship
was very good.

j) Appreciation of your work by the seniors:…This is a dark background…pls

change

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 Interpretation:

Out of the respondents, 5% of the appreciation got from the seniors was fair. 29%
of the appreciation got from the seniors was average. 40% of the appreciation got
from the seniors was good and 26% of the appreciation got from the seniors was
very good.

k) Visible growth path:

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 Interpretation:

Out of 100 respondents, 1% of the growth path was poor. 5% of the growth path
was fair. 28% of the growth path was average. 46% of the growth path was good
and 20% of the growth path was very good.

l) Brand image / Company image: txt in the graph is not readable

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 Interpretation:

Out of 100 respondents, 5% of the company image was fair. 26% of the company
image was average. 50% of the company image was good and 19% of the company
image was very good.

Not an appropriate graph …legend ??...if at all you have o show…then use
bar chart.

m) Remuneration during internship:

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 Interpretation:

As per the company’s policy, Interns do not get remuneration.

n) Challenge in the job:

50
Interpretation:

Out of 100 respondents, 5% of the challenge in the job was poor. 24% of the
challenge in the job was fair. 39% of the challenge in the job was average. 26% of
the challenge in the job was good and 6% of the challenge in the job was very
good.

Would you recommend this company to others seeking internship?

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Interpretation:

Out of 100 respondents, 64% interns will recommend this company to others seeking
internship. 13% intern will not recommend this company to others seeking internship.
23% possibly recommend this company to others seeking internship.

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Anything else would you like to share about your internship? …The graph
seems to be contradictory…almost everyone said no remuneration..lokok at
m) graph….here 26% responded no stipend ??

Interpretation:

Out of 100 respondents, 6% of the interns said that nothing as such which means
they do not want to elaborate more. 26% of the interns said that they do not have
stipend. 45% of the interns said that it was a good experience and 23% of the interns
said that people are friendly in nature.

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CHAPTER 7

FINDINGS

54
The findings of the study are as follows:

 The Colleagues are very supportive at Peacock Solar.

 They evaluate the intern’s periodic performance based on their job.
 The interns had a good experience at Peacock Solar.
 The Interns do not get remuneration at Peacock Solar.
 Most of the Interns are satisfied with their roles and responsibilities which were
given by the company.
 The Interns get lot of appreciations from the seniors.
 In Peacock Solar, the company image was good.

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 CHAPTER 8

LIMITATIONS

Limitations:

The project suffers from the following limitations due to the inherent and restrictive
nature of the study undertaken:

1. The findings of study are were restricted to Gurgaon branch.

2. In this pandemic, it was much difficult to get the filled questionnaire from interns all
across who were also operating on “work from home” mode.

56
3. The refusal to part with the information and the busy schedule of the interns also
proved to be a hindrance in my study.

4. Due to a limited sample size, the inferences may not be a true representative of
the entire intern population.

CHAPTER 9

RECOMMENDATIONS & SUGGESTIONS

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The following are the recommendations based on the job satisfaction deployed for
interns –

 A positive work environment.

 Proper growth opportunities.

58
 The interns should get remuneration.
 Work life for the interns should balance.
 Evaluate the job performance of the interns.
 The level of autonomy should increase.

APPENDIX

59
 Questionnaire

Respondent # ______

The responses received through this questionnaire would not be reproduced

elsewhere in any form. They would be used solely for my research purpose.

Name: __________________________
60

Area of Internship / Domain: ________________

 Answer the following questions with an assessment of rating your job
satisfaction on the various parameters during the internship. (Select any
one and put a tick √ in the most appropriate option according to you, for
each of the parameters below)

Very
Poor Fair Average Good
Parameters Good
(1) (2) (3) (4)
(5)
a) Conducive work Culture
b) Support from colleagues
c) Leadership exhibited by
your superior
d) Amount of work load – work life
balance
e) Well defined job role
f) Periodic performance review
process
g) Flexible work options
h) Level of Autonomy
i) Initial training during the
beginning of internship
j) Appreciation of your work by the
seniors
k) Visible growth path
l) Brand image / Company image
m) Remuneration during internship
n) Challenge in the job
Make it bold e) f) etc…as done above

 Would you recommend this company to others seeking internship?

a) Yes

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 b) No
c) Maybe

 Anything else would you like to share about your internship?

___________________________________________________________________

___________________________________________________________________

Now that you have assigned values to each of your ratings….in

your data interpretation and analysis…it would be interesting to
know how have people rated all the 14 parameters….highest to
lowest..

BIBLIOGRAPHY

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WEBSITE:

 https://www.peacock.solar/
 https://www.intechopen.com/books/cyberspace/research-design-and-
methodology
 https://en.wikipedia.org/wiki/Job_satisfaction
 https://www.iedunote.com/factors-affecting-job-satisfaction

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BOOKS REFERRED:

 Human Resource Management (Tilak Maharashtra Vidyapeeth).

Write the names (proper names) of 2-3 books first….with proper authors pls.

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