Project Report

PROJECT REPORT
ON
“A STUDY OF EMPLOYEE JOB SATISFACTION AT SOGEFI GROUP”

SUBMITTED IN THE PARTIAL FULFILMENT OF REQUIREMENTS FOR THE AWARD OF THE
DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION
Under Supervision of: Submitted: Gaurav chaudhary

Mrs. Poonam Dagar College Roll No: BB1711
University Roll No: 17034301011
Name of Department: BBA, DCTM College
DEPARTMENT OF MANAGEMENT STUDIES J.C. BOSE UNIVERSITY OF

SCIENCE & TECHNOLOGY, YMCA, FARIDABAD-121006
DECLARATION
I GAURAV CHAUDHARY student of BBA of “Delhi college of technology & Management”,

hereby submit this report in partial fulfillment of the requirements for the award of the
degree of Bachelor of Business Administration (BBA). I declare that the work presented in
this report is my original & is not submitted anywhere else for the award of any other
degree by other university. To the best of my knowledge & belief, this report contains no
material previously published or written by any other person, except where due reference
is made.
Date: ……….. Name: GAURAV CHAUDHARY

ACKNOWLEDGEMENT
I want to thank MRS. POONAM DAGAR for providing me encouragement, motivation and
moral support throughout the project work.
In addition to this I would also like to thanks to Our HOD, MR. DHARMENDRA
SHARMA who supervised my project. Under his unrelated support and guidance, my
project has taken this shape.
I am equally indebted to my family and friends who always inspired and motivated me to
do something better throughout this report.
At last I would like to extend my sincere thanks to all the respondents to whom I visited for
giving their support and valuable information, which helps me in completing my project
work.
Gaurav chaudhary
Course-BBA V Semester
University Roll No. 17034301011
CHAPTER-1
INTRODUCTION
INTRODUCTION TO THE TOPIC :
Employees' satisfaction is the individual employee general attitude towards the job. It is
also an employee cognitive and affective evaluation of his or her job. According to New
Cranny, Smith and Stone (1992), Employee satisfaction is defined as the combination of
affective reactions to the differential perceptions of what he/she wants to receive
compared with what he/she actually receives.
According to Moyes, Shao & Newsome (2008), the employee satisfaction

may be described as how pleased an employee is with his or her position of
employment.
According to Spector (1997) defined employee satisfaction, as all the
feelings that a given individual has about his/her job and its various aspects.
Employee satisfaction is a comprehensive term that comprises job

satisfaction of employees and their satisfaction overall with company‟s policies,
company environment etc. Keeping morale high among workers can be of
tremendous benefit to any company, as happy workers will be more likely to
produce more, take fewer days off and stay loyal to the company. Therefore, the
organization should try to supply the employee expectations in order to approach the
employee satisfaction. In addition, emotional state of the employees may also affect
their satisfaction. This forces the managers to create and sustain the desired working
environment in the organizations. On the other hand, as stated by Organ & Ryan
(1995), the employee satisfaction is one of the bases of organizational citizenship
behavior that is, the well-satisfied employees will work more willingly and this
contributes to the effectiveness of the organizations.
There are various factors that contribute to employee satisfaction, it includes treating
employees with respect, time to time performance appraisals, providing regular employee
recognition, empowering employees, relationship with immediate supervisor, providing
employee perks, company activities, positive management within a success framework of
goals, feeling safe in the work environment, opportunities to use skills and abilities,
compensation and benefit, promotions, training, work tasks factors, relationship with co-
workers, relationship with supervisors. Some more factors include as follows: interesting
work, appreciation of work, job security, job-specific training, good wages,
promotion/growth, good
working conditions, personal loyalty, tactful discipline, sympathetic help with

problems, preferred incentives, flexi-timing, telecommuting, company paid
vacations, accident and health insurance benefits, retired benefits, asset building
loans, company transport and many more.
Having good relationships with the colleagues, high salary, good working
conditions, training and education opportunities, career development or any other
benefits may be related with the increasing of employee satisfaction.
The backbone of employee satisfaction is respect for workers and the job
they perform (Branham, 2005). In every interaction with management, employees
should be treated with courtesy and interest. An easy avenue for employees to
discuss problems with upper management should be maintained and carefully
monitored. Even if management cannot meet all the demands of employees,
showing workers that they are being heard and putting honest dedication into
compromising will often help to improve morale.
Kendall and Hulin (1969) define five different components of employee

satisfaction that are opportunities of promotion, pay, relationship with supervisor,
work itself and co-workers.
SIGNIFICANCE OF EMPLOYEES SATISFACTION

Employee satisfaction is utmost importance in any organization be it small or
large. It plays a significant role in defining organizational success. Every
organization develops strategies that strengthen the work environment and increase
the employees' morale to enhance employees' performance and productivity, which
ultimately results in high profits, customer satisfaction as well as customer retention.
The reason behind having satisfied employees is somewhat elementary. Satisfied
employees are preferred because they simply make a work environment and
organizational climate better (Rue & Byars, 1989). There are many different
practices that an organization can perform to create a better and more effective work
environment; these practices can directly affect employee satisfaction. Some ideas
that managers are the most concerned about, are: attracting the most qualified
workers and utilizing the human capital within the organization (Hoerr, 1989). The
following points will show the importance of employee satisfaction :
1.Increase Employees Performance
Employee Satisfaction has a great impact upon the performance of an
employee. (Judge, Thoresan, Bono., & Patton, 2001) conducted an extensive meta-
analysis about the relationship between these two critical organizational factors and
concluded true correlation between employee satisfaction and employee
performance. Performance of the job by an employee also requires that his
expectations and aspirations in terms of rewards, consideration and fulfillment of his
needs etc. can be met. If these are fulfilled, he/she will be satisfied with the outcome
of job performance and greater employee satisfaction would generally motivate the
employees in performing their tasks more efficiently and that results in increasing
company’s productivity.
2. Organizational Commitment
According to Kreitner & Kinicki (2006), Organizational Commitment
“Reflects the extent to which an individual identifies with an organization and is
committed to its goals.” A happy and satisfied individual can find it easy to live
within the organization as well as outside it. On the contrary a chronically upset
individual make organization life vexations for others with whom he interacts. There
seems to be a strong correlation between employee satisfaction and organizational
commitment. Higher commitment can in turn facilitate higher productivity.
3. Increase Employees Morale

There is a casual relationship between employee satisfaction and employee
morale. Michigan Psychologist Norman R. F. Maier states that “Job satisfaction was
shown to be important by demonstrating that morale index was definitely higher
among employees who were satisfied than among those who were dissatisfied”
(Norman, 1925).
4. Low Absenteeism
Absence is a phenomenon that can reduce an organization‟s effectiveness.
Cascio (2003), defines absenteeism as “Any failure of an employee to report for or
to remain at work as scheduled regardless of the reason.” According to George there
is inversely correlated relationship between employee satisfaction and absenteeism.
In other words, when satisfaction is high, absenteeism is low and when satisfaction
is low, absenteeism is high. It is important to remember that while higher employee
satisfaction will not necessarily result in low absenteeism but low employee
satisfaction is likely to bring about high absenteeism .Absenteeism is influenced by
dozens of interrelated factors which make it even more difficult to quantify, qualify
or rectify.
5. Low Turnover
Turnover refers to the movement of employees out of the organization
According to Michaels and Spector, studies have been reasonably consistent in
showing a correlation between employee satisfaction
and turnover. Employees with low satisfaction are therefore more likely to quit their
jobs.
6. Positive Mental Attitude

Satisfied employees cultivate positive mental attitude which is beneficial to
the society as a whole. A happy human on the job is also happy away from the job.
Dissatisfaction with one‟s job may have especially volatile spillover effect on many
other things such as family life, leisure activities etc. Happiness is after all the heart
of human life which spins off to the society in general. The dissatisfied employees
take more “Mental health days off i.e. days off not due to illness or personal reason.”
The time thus being a non-renewal resource, the ultimate sufferer is the
organization.
7. Increase Customer Satisfaction

It’s not a new insight that satisfied employees can have a significant impact
on customer satisfaction. Satisfied, motivated and engaged employees understand
the role; they need to play in consistently delivering good customer interactions.
They create and nurture good relationships with customers that build customer
satisfaction, increase customer retention and enhance customer loyalty. The
companies that lead their industries in employee satisfaction are generally the ones
that have the highest levels of customer satisfaction too. They understand that
keeping customer’s happy starts with ensuring employees are satisfied, motivated,
empowered and engaged and they know that measuring employee satisfaction is
actually one more way to monitor service quality.
8. Organization Success
Employee satisfaction plays a very vital role on the performance of an
organization. It is essential to know as to how employees can be retained through
making them satisfied and motivated to achieve extraordinary results. Target and
achievement depend on employee satisfaction and in turn contribute for
organizational success and growth enhances the productivity and increases the
quality of work.
It is indispensable for an organization to exactly feel as to what employees

feel, think, wish and to discover and make strategies that how the staff dedication
and commitment can be improved. Through this initiative business outcomes can be
improved, productivity can be enhanced, commitment can get strengthened.
Increasing staff satisfaction is very vital and important factor for the success of an
organization.
9. Reduce Union Activities

It has been proved that satisfied employees are generally not interested in
unions and they do not perceive them as necessary. Employee dissatisfaction has
proved to be the major cause of unionization. The employees join the union because
they feel that individually they are unable to influence changes which would
eliminate the causes of dissatisfaction. The level of union activities is related to the
level of dissatisfaction. Low level of dissatisfaction results in only grievances while
higher levels of dissatisfaction will result in employee strikes.
10 .Other Benefits
In addition, there are number of other benefits bring about by high employee
satisfaction. Highly satisfied employees tend to have better physical and mental
health, learn the new job related tasks easily and have less job stress and unrest.Such
employees will become more co-operative such as helping coworkers, helping
customers etc. Such behavior will improve unit performance and organizational
effectiveness.
INTRODUCTION TO THE COMPANY :
Sogefi Group is a leading global supplier of original parts for the automotive industry, with
over 35 years’ experience. Sogefi designs, develops and produces filtration systems and
flexible suspension components as well as air management and engine cooling systems.
Through its strong commitment to research, Sogefi Group continuously improves its
components with technological developments across all product sectors, optimising
performance in terms of life cycle, effectiveness, size, weight and environmental
compatibility.
Sogefi Group is a leading global supplier of original parts for the automotive
industry, with over 35 years’ experience. Sogefi designs, develops and produces filtration
systems and flexible suspension components as well as air management and engine cooling
systems.
Through its strong commitment to research, Sogefi Group continuously improves its
components with technological developments across all product sectors, optimizing
performance in terms of life cycle, effectiveness, size, weight and environmental
compatibility.
Over the years, Sogefi’s growth strategy has been to become an international leader
in the automotive components industry.
By gaining strategic strength through acquisitions and organic growth in both mature

markets and new emerging markets, Sogefi has demonstrated a strong ability to integrate
diverse cultures, technologies and markets.
Sogefi S.p.A. is listed on the Milan Stock Exchange in the STAR segment and is a

partner to the world’s leading manufacturers of cars, commercial vehicles and earth-moving
equipment. Today, it has a presence in 23 countries on 4 continents, with 42 manufacturing
sites.
SOGEFI PRODUCTS
SUSPENSIONS
Sogefi’s Suspensions Business Unit produces a complete range of products, engineered in

close collaboration with automotive manufacturers, including helical springs, stabilizer bars,
torsion bars, stabilinker, leaf springs and track tensioners.
COIL SPRINGS
The springs developed by Sogefi may be cold or hot formed according to the initial
technical specifications. Springs are designed to optimise weight, cost, bulk, and vehicle
comfort and handling through side load control, delivering the reliability and lifespan
demanded. The result is a range of helical springs of simple or complex shapes.
STABILIZER BARS
Sogefi supplies stabilizer bars to most car manufacturers to enhance vehicle comfort and
stability. Sogefi develops and manufactures stabilizer bars using both hot and cold bending
processes. Bars are designed to optimize weight and reduce bulk while increasing the
lifetime of the bar. In accordance with the manufacturer’s specifications, Sogefi supplies
bare bars or bars fitted with bonded or traditional rubber bushings and connecting brackets,
developed to optimize comfort and reduce noise.
LEAF SPRINGS
It is a leading manufacturer of parabolic and conventional leaf springs. The wide product
range is suitable for all sorts of vehicles, from the lightest utility vehicles to the heaviest
trucks, built for long-haul or off-road missions. After the rolling and forging operations, the
leaf springs are quenched and tempered to achieve the required mechanical properties. They
are then shot-peened to increase the fatigue life. Magnetic particle inspection tests are
carried out when required.
COMPOSITE COIL SPRINGS

Sogefi Group developed the industry’s first coil springs produced with composite material
aimed at passenger vehicle and light commercial vehicle suspension applications. The main
principle behind Sogefi’s innovation is to apply the advantages of composite material –
based on fibreglass and epoxy resin – to automotive coil springs.
The Composite Coil Springs are an environmentally friendly innovation since, with a
reduced weight of a range from 40% to 70%, they contribute to a real reduction in fuel
consumption compared to traditional steel coil springs. In addition, the production of
Composite Coil Springs is three to five times less energy-intensive, at the same time
ensuring a drastic reduction in the wastage and useof consumables. To know more about the
reduction of environmental impacts of Coil Springs, please consult paragraph 4.2 ‘Reducing
product environmental impact’.
PRECISION SPRINGS
Sogefi is a European leader in the development and manufacture of a wide and diverse
range of springs comprising wire forms, flat, extension, torsion and compression springs for
applications in a large number of industries: automotive; motorsport; aerospace and defence;
electro-mechanical; textile; nuclear power; food packaging; transport; rail; power generation
and distribution; oil and gas; marine; flow-control; agriculture; petrochemical; off road;
sport and leisure; lighting and medical equipment.
FILTRATION
Sogefi produces a comprehensive range of filter products including oil, petrol, diesel fuel,
air and cabin air filters for the Original Equipment and Original Equipment Spares markets,
and the Independent Aftermarket. Moreover, Sogefi manufactures complete filtration
modules as ‘original equipment’ for Original Equipment Manufacturers (OEM) of
motorcycles, three-wheelers, cars and heavy duty vehicles – applications for which the
Group has developed extensive expertise.
INDEPENDENT AFTER MARKET -

Sogefi Independent After Market, a division of the Filtration Business Unit, serves all
channels of the independent automotive replacement markets. Products supplied include a
comprehensive range of oil, air, fuel and cabin filters to satisfy the servicing needs of a
diverse replacement market encompassing passenger cars, trucks, agricultural vehicles,
industrial on and off-road systems and equipment.
Sogefi’s aftermarket products benefit from Sogefi’s strong Original Equipment
presence as a major global filtration systems supplier. These filtration products for light
vehicles are sold by the Sogefi Aftermarket under the CoopersFiaam FRAM® and Purflux,
brand names. Sogefi Pro is the brand dedicated to commercial vehicle applications.
OIL
The oil filter plays an essential role in the proper operation of an engine because it
continuously purifies the oil by screening impurities of both external and internal origin,
such as abrasive particles caused by normal component wear, dust and combustion residues.
AIR
The function of an air filter is to protect the engine from attack by external contaminants.
Depending on its cubic capacity, an engine takes in 200 to 500 cubic meters of air every
hour. This contains dust that eventually forms an abrasive paste that threatens the engine’s
operation. As a result, an air filter must be highly effective.
PETROL
A petrol filter ensures the protection of the carburetor or fuel injection’s supply system by
eliminating any impurities that the fuel may contain. Located in the fuel system between the
fuel pump and the carburetor, the petrol filter screens out any particles larger than 8
micrometers.
DIESEL
In a diesel vehicle, the injection pump and injectors are very sensitive to the presence of
water and dust, especially in the new high-pressure injection systems. The main function of
the diesel filter is to eliminate any impurities and water contained in the diesel fuel.
CABIN
A cabin air filter protects against external pollution as well as any unpleasant smells that
may enter the vehicle. There are two types of cabin air filters for passenger compartments:
pollen filters and activated carbon filters.
AIR & COOLING

Sogefi Air & Cooling core business focuses on the engineering and manufacturing of high-
tech plastic automotive components, in direct liaison with the engineering offices of car
engine manufacturers. The know-how is applied to the supply of sub-systems and complete
modules with high added value in the areas of air intake and cooling.
Sogefi’s thermoplastic components offer a triple advantage over metal parts: price, weight
and CO2 emissions.
INTAKE MANIFOLD SYSTEMS

The automotive market demands more efficient and cleaner engines. Sogefi intake modules
fulfil more functions than just the distribution of an equal air quantity per cylinder, in each
cycle. They can be equipped with additional dynamic air distribution devices to improve
low and medium speed engine torque by runner length selection. A specific attention is
given to emission control and enhanced combustion efficiency with active swirl and tumble
control system and/or an exhaust gas recirculation nozzle.
Engine downsizing has a direct consequence on design: Sogefi Air & Cooling provides
solutions of high-tech plastic air intake modules with integrated liquid-cooled ‘charge air
cooler’ for the latest generation of turbocharged engines and enhanced dynamic
performance.
CHARGED AIR DUCTING
Since the first large scale mass production of turbo for internal combustion engines (in the
90’s for diesel, in the 2000’s for petrol), Sogefi has developed, manufactured and delivered
high-temp plastic Turbo outlets in substitution of metal components.
Sogefi’s engineering teams design tailored solutions, compliant with the most stringent
environmental requirements, thanks to an adapted shape, quick-connecting parts, and
integrated resonators. The market trends for fuel consumption reduction and increased
downsizing enhance the air pressure and temperature conditions at the turbo outlet. Based
on its process expertise in blow molding and injection molding, Sogefi provides high-tech
plastic solutions withstanding pressure boosts of up to 2.5 bar and temperatures up to
220°C.
AIR INDUCTION SYSTEM

Based on the process expertise in blow molding, injection, welding, and filtration (in
partnership with the Filtration Business Unit) manufacturing and assembly, Sogefi develops,
manufactures and delivers complete air intake systems:
• Dust side ducts, air cleaners and clean side ducts;
• Compact porous ducts and resonators on Air inlet ducts;
• Turbo inlet ducts.
All of these components are produced, mainly by over-molding and infrared welding
techniques to comply with the most stringent cleanliness requirements.
THERMOST AT HOUSINGS & DUCTS

Sogefi develops and produces solutions for engine temperature management for a wide
application range – from small petrol engines to large diesel engines – thanks to a complete
portfolio of products, from simple water outlet to smart mechatronic multiway valves, able
to control the flow in the different branches of the water circuit from 0 to 100%. Based on
its full cooling system knowledge, Sogefi designs and provides the right solution for engine
temperature management in line with CO2 emission reduction, fuel economy and price
targets defined by the customer.
Glycol-resistant thermoplastic, as well as injection molding, welding and assembly
process skills associated with mechanical and CFD expertise are key points for Sogefi to
build optimized designs for Housing and Water Pipes.
Finer engine thermal management is defined by the automotive manufacturers as one
of the key levers to achieve the future European CO2 emission targets. Among the latest
cooling innovations, our technical teams have developed the new Sogefi Smart Multi-Way
Coolant valve that contributes up to 2% to fuel saving versus a standard thermostat; this new
patented technology entered production in 2013 with the new Euro6 engines.
For more details about the environmental impact reduction of Smart coolant valves, please
consult paragraph 4.2 ‘Reducing product environmental impact’.
COOLANT PUMP MODULES

Sogefi was among the first suppliers in the world to deliver a thermosetting plastic coolant
pump on a high volume series application. This innovative product provides a CO2 emission
reduction thanks to its contribution to weight reduction. The Sogefi coolant pump range also
includes a conventional aluminum body coolant pump.
MANAGEMENT
Role Name
Chairman
Chief Audit Executive
Chief Executive Officer
Group Chief Financial Officer & Investors Relation
General Counsel and Secretary of the Board of Directors
Group Strategy Director
Chief Risk Officer
Suspensions Business Unit CEO
Air & Cooling Business Unit CEO
Filtration Business Unit CEO

Group Overview
Website: www.sogefigroup.com
Headquarters: Milan (Italy)
Size: 5001 to 10000 employees
Founded: Unknown
Type: Company - Public (SOGEFI)
Industry: Transportation Equipment Manufacturing
Revenue: ₹50 to ₹100 billion (INR) per year
Competitors: Unknown
SOGEFI can keep a car's oil clean, its exhaust quiet, and its ride smooth. SOGEFI
Filtration division manufactures oil and cabin air filters, and its Suspension
Components and Precision Spring division makes related components for cars and
trucks. SOGEFI parts can be found in Ford, Fiat, and Renault/Nissan vehicles.
Filter brand names include Coopers, Fram, and Fiaam, and suspension brands
include Allevard Rejna and United Springs. The company markets its products
globally and operates an auto parts distribution network in the US. Europe accounts
for about 80% of SOGEFI's sales. The company is controlled by the Di Benedetti
family through holding company CIR, which owns about 57% of SOGEFI.
CHAPTER-2
LITERATURE REVIEW
Mira Singh and Pestonjee1 (1990), hypothesized that Job Satisfaction is

influenced by the levels of Occupation, Job involvement and Participation. The
sample for the study consisted of 250 officers and 250 clerical cadres belonging to a
Nationalised bank in Western India. The study confirmed the hypothesis and it was
found that Job Satisfaction of the Bank employees was positively affected by the
Occupational level, Job involvement and participation.
Balgir2 (1991) attempted to understand hygiene-motivational factors as postulated

by Hergeberg based on their need priorities that dominate the minds of Indian
Managers while continuing service in their respective Organisations. The results
revealed that Job Satisfaction, Salary, Job Security, better chances of promotion,
happy Personal life, high Position and friendly social circle are some of the
motivating factors in that order which strongly influence Indian Mangers.
Mathew3 (1991) tested the relationship between Satisfaction and Organisational

commitment with a Non-recursive model that permitted the simultaneous
examination of the influence of satisfaction on commitment and the influence of
commitment on satisfaction. The study highlighted that the two variables were
reciprocally related but that the influence of satisfaction on commitment was
stronger.
Mehra and Mishra4 (1991) in their study explored the potential moderator effect
of mental health on the Intrinsic Job Satisfaction-Occupational stress relationship.
The study was conducted on 250 blue collar industrial workers of UPTRON India
Ltd. The findings of the study showed that mental health has a moderating effect on
the Intrinsic Job Satisfaction-Occupational stress relationship.
Dhar and Jain5 (1992) carried out an investigation amongst academicians. The
investigation explored the nature of relationship between Job Satisfaction, Job
Involvement, Age and Length of service. An important finding of the study was that
Job Involvement and Job Satisfaction are positive correlates which imply that
involvement in Job increases Job Satisfaction and vice-versa.
Syeed6 (1992), made an endeavour to determine the relationship between employee

Job Satisfaction and Organisational effectiveness. The sample for the study
consisted of 44 supervisors of a public sector undertaking which was randomly
drawn from a single unit of the Company. The main objective of the study was to
relate satisfaction with Organisational effectiveness along with personal attributes
such as age, education, pay, length of service etc. the study revealed that Job
satisfaction facets had more explanatory power than the personal attributes of
respondents. It was clear from the study that the Organisation through its human
resource development policies and practices created better environment for
employees, resulting in greater satisfaction which in turn enhanced Organisational
effectiveness.
Rama Devi7 (1997) conducted a study on faculty Job Satisfaction and their views
on management of the two universities in Andhra Pradesh. The sample consisting of
200 teaching faculty and 100 members were selected randomly from each
university and the attempt was made to measure Job Satisfaction of the faculty in
universities of Andhra Pradesh. The study found that the factors such as freedom in
job, scope for self-improvement, income and job security were causing satisfaction
while bureaucratic rules, no recognition for work and routine work were causing
dissatisfaction to them.
Sarri and Judges’8 (2004), article provided greater understanding of the research
on employee’s attitudes and Job Satisfaction. The article identified three gaps
between Human resource practice and the scientific research in the area of
employee attitudes in general and the most focal employee attitude in particular –
Job satisfaction: the causes of employee attitudes, the result of positive or negative
job satisfaction and how to measure and influence employee attitudes. Suggestions
for practitioners are provided on how to close the gaps in knowledge and for
evaluating implemented practices.
Worrell9 (2004) examined and described the levels of Job Satisfaction and
relationship between the variables in a national sample of school psychologists
belonging to the National Association of School Psychologists (NASP). Data were
collected through mailed survey packets including a data form including Minnesota
Satisfaction Questionnaire. 234 full time practitioners responded. Result indicated
that 90% of school psychologists were satisfied or very satisfied with their jobs.
The findings showed a gradual increase in overall satisfaction when compared to
1982 and 1992 that reported being satisfied or very satisfied with their jobs.
Participants in the current sample were more satisfied with their job security,
independence and creativity.
Santhapparaj10 (2005) studied the Job Satisfaction of the women managers

working in automobile Manufacturing Industry in Malaysia. It was based on
primary survey from 200 women managers. The study investigated the relationship
between specific aspects of Job Satisfaction and the personal characteristics of
women managers. It was also aimed to retest the Herzberg’s Two-Factors theory.
The correlation analysis showed that there was a significant negative correlation
between education level and pay, promotion people on present job and job in
general. The percentage of overall satisfaction was 75.59%. The results did not
support the Hezberg’s theory and concluded that no separate and distinct factors
lead to job satisfaction or dissatisfaction, but if they were together contributed to
job satisfaction or dissatisfaction. The study reveals that there was a need for
change in the Organisational culture and the management should create the
environment for social and organisational network. The factor which was relatively
less satisfied was the pay and this can be improved only through dialogue which
involve cost to the organisation and the less level of satisfaction on present job
could be easily improved by job rotation, providing challenging job and so on.
Santhapparaj,11 et.al. (2005) were assessed the job satisfaction of the women
managers working in automobile industry in Malaysia based on primary survey
from 200 woman managers. The result showed that female managers were
generally satisfied with their job. Highest level of satisfaction occurs in the areas of
supervision, job in general, and present job and present pay. However, relatively
more number of women managers was dissatisfied with their co-workers, pay and
present job. The correlation analysis showed that there was a significant negative
correlation between age, education and various job factors that determine the job
satisfaction.
Rajesh12 (2007) studied the Quality of Work life and Job satisfaction in 10 IT
Companies professionals from 3 cities i.e. Hyderabad, Bangalore and Chennai. The
objectives of the study were to explore the levels of Job Satisfaction and
relationship between demographic characteristics and satisfaction, to find
differences exists between demographic characteristics with overall Job
Satisfaction, to identify specific Indicators that causes dissatisfaction and to
examine the hierarchy of needs among IT Professionals. The questionnaire was
administered to collect primary data. The study revealed that higher income groups
and higher experienced were the most dissatisfied with Job Security. It was also
showed that the most satisfied employees in IT Industry were of Hyderabad,
followed by Chennai and Bangalore respectively.
Chen and Silverthrone13 (2008) examined the relationship between Locus of

Control (LOC) and the work-related behavioural measures of job stress, Satisfaction
and performance of professional accountants who work for Certified Public
Accountant (CPA) firms in Taiwan. The main objective of the study was to assess
how LOC impacts individuals and behaviour in the work place in three primary
areas: Job Stress, Job Satisfaction and Job performance. A total of 620 survey
instruments were mailed to 310 Certified Public Accountant firms in Taiwan with
two surveys sent to each firm. The findings indicated that one aspect of an
accountant’s personality, as measured by locus of control, plays an important role in
predicting the level of Job satisfaction, stress and performance. Individuals with a
higher internal locus control are more likely to have lower levels of job stress and
higher levels of job performance and satisfaction.
O’Leary, Patrick, et.al14 (2008) studied the relationship between job

characteristics and job satisfaction amongst physicians in Russia. This research
included rewards, other people, nature of work and organisational context. The
instrument used in this study was based on the Physicians work-life survey (PWS)
created by Konrad et.al (1999) and representing the Society for General Internal
Medicine. The survey was distributed to physicians in four Russian cities. The
sample included 2,325 physicians. The research had a large number of female
respondents. The study found that the male doctors report higher levels of Job
satisfaction than Female doctors and polyclinic doctors report higher level of
satisfaction than those employed by Hospitals. The majority of doctors are satisfied
with patient’s relationship, colleagues and staff relationship, and prestige and the
majority of physicians were dissatisfied with administration and time constraints.
The dissimilar finding in the study was that women physicians appear more likely
to be satisfied with their compensation than do their male counterparts. The study
also found that doctors were more likely to be satisfied if they maintained clinical
autonomy, if they were paid well, if they did not have excessive bureaucratic
interference.
Origo and Pagani15 (2008) investigated the relationship between flexibility and
Job Satisfaction. In their analysis they verified whether various aspects of flexibility
namely functional and quantitative flexibility, produce different impact on overall
extrinsic and intrinsic Job Satisfaction. They also tested whether the impact of
flexibility on Job Satisfaction varied with workers characteristics. Empirical
evidence was based on a representative sample of European employees taken from
a specific wave of the Euro barometer Survey. The study found that there was a
positive link between functional flexibility and Job Satisfaction and there was either
no effect or a negative impact of quantitative flexibility. The positive impact of
functional flexibility was greater when compared to the satisfaction for intrinsic
aspects of the job. Estimate by workers characteristics highlighted interesting
differences by age, skill and country of residence.
Mau, et.al.16(2008) examined the Job Satisfaction of beginning teachers and the
factors influencing their satisfaction and investigated if students who persisted in
teaching aspiration were more likely to be satisfied with their work. 450 tenth grade
students from a nationally representative sample, who aspired to be teachers, were
examined over ten year period regarding their career choices. A Job Satisfaction
model was tested using clusters of variables as guided by Social Cognitive Career
Theory (SCCT). The study found that the students who persisted in teaching were
significantly more satisfied than those who did not persist and those with non-
teaching career. Beginning teachers were more satisfied with their jobs than those in
other occupations. Teachers who had teaching license also reported that they were
more satisfied than those who did not have license. The social-contextual factors i.e.
race, socioeconomic status, teaching license, parent’s education and occupation
were the best predictors of Job Satisfaction.
Liu, et.al.17 (2008) investigated the dimensionality and generalizability of Public

Service Motivation and also examined the relationship between each dimension of
public service motivation and public servant’s Job Satisfaction. Exploratory factor
analysis and confirmatory factor analysis techniques were applied to survey data of
191 public servants in China. The result indicated that the public service motivation
observed in the West existed in china, but the generalizability of the construct was
limited. Three of the four dimensions of public service motivation (attraction to
public policy making, commitment to the public interest and self-sacrifice) existed
in China, but the fourth dimension (compassion) was unconfirmed.
Chileshe and Haupt18 (2009) investigated the perceived age differences in Job
Satisfaction of construction workers in South Africa. The main objectives of the
study were to identify the major variables affecting the relative aspects of work
within the South African Construction industry and to investigate the impact of age
on the satisfaction derived from work. A total of 300 questionnaires were sent to
potential respondents. A total of 65 usable questionnaires were returned. Result of
the study indicated that Job Satisfaction differential does not exist between younger
and older workers. Although both younger and older workers ranked the
relationship with workmates as being poor, age does not have an influence on the
effects of the aspects of work. In terms of the effects of Job Satisfaction younger
workers reported higher scores than older workers on ‘indifference’, whereas the
younger workers ranked poor recognition of abilities as the most effect in
comparison to the older workers who reported suffering from a “lack of alertness”
as the most ranked effect.
Gunlu, et.al.19 (2009) examined the effect of Job Satisfaction on Organisational

commitment for managers in large-scale hotels in the Aegean region of Turkey and,
in addition, examined whether there is significant relationship between the
characteristics of the sample, organisational commitment and Job satisfaction. Two
structured questionnaire were administered to large scale hotel managers in the
tourism industry. The population was selected randomly with a sampling ratio of 25
percent. A total of 48 managers in four-star hotels and 75 managers in five-star
hotels were reached for a total sample of 123 managers. A total of 43 managers
were middle level, whereas 80 were lower level managers such as supervisors. The
data were analysed using statistical package for Social Sciences version 13. The
findings of the study indicated that extrinsic, intrinsic and general job satisfaction
had a significant effect on normative commitment and affective commitment.
Bellou20 (2009) examined the influence of gender and age on relationship between
organisational culture and Job satisfaction. One hundred and twenty five (125)
usable questionnaires were gathered from three Public Hospitals located in a major
Greek City. The measures adopted include the Organisational Culture Profile and
Job Descriptive Index. The statistical analyses include descriptive statistics,
stepwise regression analyses and t-test. The finding of the study was that the
employee’s gender and age influenced the way that the organisational values
affected their Job Satisfaction.
Nilufar Ahsan21 (2009) investigated the relationship between Job stress and Job
Satisfaction. The study conducted in a Public University in Klang Valley area in
Malaysia and 300 respondents were selected as a sample of the study. The
determinants of job stress that have been examined under this study include
management role, relationship with others, work load pressure, homework interface,
role ambiguity and performance pressure. The results of the study revealed that the
association between relationship with others and job stress is not significant. The
relationship between workload pressure and job stress, role ambiguity and job stress
is significant. The study concluded that the motivation is a key factor as well in
affecting job stress among employees. Employees who were highly motivated will
feel happier and were more willing to work for the organisation.
Kamal and Hanif22 (2009) studied the various factors of job satisfaction among
different commercial bankers in Pakistan. They used to statistical techniques like
regression and correlation to gauge level significance for the factor. The findings of
the study were pay has been considered as the major factor for job satisfaction, and
other factors like promotion, recognition, job involvement and commitment are also
taken into consideration. Job satisfaction is an attitude of an employee over a period
of his job, so the factors of satisfaction and dissatisfaction changes over the period.
It is used as a key factor to gauge the performance of particular employee and
organisation. Satisfied employees are more likely to be friendly and responsive
which attracts customers. Dissatisfied employees can lead to customer
dissatisfaction. The objective of the study of Castro and Martin23 (2010) is to
explore the relationship between organisational climate and Job Satisfaction and to
determine whether employee’s perceptions of work environment influenced their
level of Job Satisfaction. Questionnaire was administered to the sample of 696
employees from a population of 1453 employees working in three regions in which
the organisation was operational. Confirmatory and explanatory factor analyses
were used to investigate the structure of the climate model. The findings of the
study indicated a positive relationship between organisational climate scores and
Job satisfaction scores.
Salman Khalid24 (2010) examined Job Satisfaction level of Bank Employees in

Punjab Province. The information collected from 144 respondents from four Banks
employees who were randomly selected from both public and private sector banks.
Five components of Job Satisfaction such as work, pay, promotion, salary and
recognition were examined besides overall Job Satisfaction. The findings of the
study indicated that the sectoral differences in terms of salary, promotions, job
security, recognition and benefits play a significant role in influencing one’s
perception of job satisfaction. Private sector bank employees reported
dissatisfaction in terms of Job Security. To overcome this obstacle private sector
banks need to introduce special schemes related retirement, pension, gratuity and
other benefits to enhance the employee’s sense regarding job security in effort to
increase organisational commitment which in turn will lead to employee’s
commitment and high degree of satisfaction.
Rane25 (2011) studied the importance of employee Job Satisfaction. He explained

that the employee Job Satisfaction was essential to face the dynamic and ever
increasing challenges of maintaining productivity of the organisation by keeping
their work force constantly engaged and motivated. The study found that the high
Job Satisfaction correlated strongly with the feeling of having fun at work. The
article explained that the possible ways to enhance their performance in order to
face new challenges were providing positive work environment, the appreciation of
performance, personal recognition of employees by the management, and employee
participation in decision making, providing training facilities to improve worker’s
skills and potentials. There should be a continuous process of assessment of Job
satisfaction of employees by obtaining feedback in a specially designed evaluation
format before and after the training programmes. He concluded that the Job
satisfaction of an employee in any organisation was of paramount importance to
achieve the targeted goals on a sustainable basis.
Javed and Premarajan26 (2011) examined the influence of distributive and

procedural justice on pay and Job Satisfaction. They provided that distributive
justice and procedural justice had differentiating impact on Job Satisfaction and
four facets of pay satisfaction i.e. level, raise, benefits and administration. The
survey carried out among 122 Indian managers. It was found that the distributive
justice as a more important predictor of all four dimensions of pay satisfaction and
Job Satisfaction. Procedural justice was also found to be a statistically significant
predictor of pay structure and Job Satisfaction.
Biswas27 (2011) studied the impact of Human Resource Management policies and
practices in a globalized Indian economy and subsequently their outcome with
respect to individual behaviour and performances. The data were collected from
357 managerial level employees of Indian Organisations. The result of the study
found that the Job Satisfaction significantly correlated with employee performance
and also showed that although discrepancies were abounding regarding individual
reactions to a hitherto closed and controlled economy. The findings indicated that
human resource practices in India need to adapt to contemporary practices and
procedures worldwide, while at the same time maintain in its unique cultural ethos.
Chiun Lo and Ramayah28 (2011) examined the relationship between mentoring

and employee’s job satisfaction among employees from small and medium
enterprises in Malaysia. A total of 156 Malaysian executives from 21 selected small
and medium enterprises were participated in this study. The results show that there
was a positive relationship between career mentoring and all dimensions in job
satisfaction such as coworkers, job itself, promotions and supervisors. On the other
hand, no significant relationship was found between psychosocial mentoring and
three aspects of employee’s job satisfaction, namely co-workers, job itself and
promotion.
Pankaj Deshwal29 (2011) investigated the level of Job Satisfaction among

engineering faculty members in engineering colleges of technical Universities in
Utter Pradesh and also examined the effects of the dimensions of the job on level of
Job Satisfaction among them. He collected data from 360 engineering faculty
members. Investigate the levels of Job Satisfaction among engineering colleges on
technical University, examine the effects of the dimensions of the job on levels of
satisfaction among them, and give suggestions to maintain or improve faculty
member’s Job Satisfaction were three objectives of the results study. The study
revealed that the faculty members were found to be neutral with Organisation
policies, independence, and promotional opportunity and satisfied with work
variety, creativity, compensation and social status of Job, Job security, achievement
but the faculty members dissatisfied with working conditions and recognition.
Raghunatha Reddy and Krishna Sudheer30 (2011) studied the Employee

Involvement and Job Satisfaction in Indian Corporate sector. This study meant to
find out the employee’s attitude towards job satisfaction and job involvement. The
findings of the study show that the managerial level of employees has low level of
satisfaction and Engineers have low level of Job Involvement and supervisors have
low level of commitment towards the organisation.
Natarajan,31 (2012) conducted a study in a public sector organisation with an all

India presence. This study explored the relationship of personal and organisational
values with Job Satisfaction. 220 participants from a large public sector
organisation were asked to rate on a 7 point scale the 24 items value taxonomy
developed by McDonald and Gandz. Results revealed that perceived organizational
values emerge as potent predictor of all the three components of job satisfaction as
compared to personal values.
Samanvitha and Jawahar,32 (2012) aimed at determining and establishing a

relationship between strategic emotional intelligence and job satisfaction among
faculty members in Arts and Science Institutions. Sample consists of 98 faculty
members in Tami Nadu. The result of the study showed that the emotional
intelligence at work has a great influence on the level of job satisfaction and in turn
on work performance.
CHAPTER-3
RESEARCH METHODOLOGY
2
Research:
“Research can be defined as “the manipulation of things, concepts or symbols for the
purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids
in construction of theory or in the practice of an art” In short, the search for knowledge
through objective and systematic method of finding solution to a problem is research.”
RESEARCH METHODOLOGY
Research Methodology is a way to find out the result of a given problem on a specific
matter or problem that is also referred as research problem. In Methodology, researcher uses
different criteria for solving/searching the given research problem. Different sources use
different type of methods for solving the problem. If we think about the word
“Methodology”, it is the way of searching or solving the research problem.
According to Goddard & Melville (2004), answering unanswered questions or exploring

which currently not exist is a research. The Advanced Learner’s Dictionary of current
English lays down the meaning of research as a careful investigation or inquiry especially
through search for new facts in any branch of knowledge. Redmen & Mory (2009), define
research as a systematized effort to gain new knowledge.
OBJECTIVE OF THE STUDY:
 To measure the satisfaction level of employees on various factors and gives

suggestions for improving the same.
 To study the various factors which influencing employee satisfaction.
 To study what are the facility provide to the workers.
LIMITATIONS OF THE STUDY
• This is subjected to the basis and prejudices of the respondents, hence 100% of accuracy
cannot be assured.
• The research was carried out in a short span of time, where in the research could not widen
the study.
• The period of study was too short. So it was not possible to collect the relevant
information with in that period.
3
• The findings are based on the answers given by the employees, so any error or bias may be
affect the validity of the finding.
4
CHAPTER-4
DATA ANALYSIS
5
It Shows the significance of various benefits given to employees by DFIL.
1.1 Medical Facilities
Serial no. Variables No. of respondents Percentage

1. Strongly 17 42.5%
Satisfied
2. Satisfied 13 32.5%
3. Neither 3 7.5%
dissatisfied nor
satisfied
4. Dissatisfied 2 5%
5. Strongly 5 12.5%
Dissatisfied
25
20
15
10
0
strongly satisfied Neither dissatisfied strongly
satisfied dissatisfied dissatisfied
nor satisfied
Interpretation
In the above graph, 42.5% of respondent are strongly satisfiedwith the medial facilities that
are provided to them, whereas, 7.5% of employees stated that they were neither satisfied nor
dissatisfied with the medical facilities and 12.5% of employess stated that they were
dissatisfied with the medical facilities.
6
1.2 Retirement benefits

1. Strongly 18 45%
Satisfied
3. Neither 4 10%
dissatisfied nor
satisfied
5. Strongly 3 7.5%
Dissatisfied
20
18
16
14
12
10
8
6
4
2
0
nor satisfied
Interpretation
In the above graph, 45% of respondent are strongly satisfied with the retirement benefitsthat
are provided to them, whereas, 10% of employees stated that they were neither satisfied nor
dissatisfied with the retirement benefitsand 7.5% of employess stated that they were
dissatisfied with the retirement benefits.
1.3 Housing benefits

7

Satisfied
3. Neither 6 15%
dissatisfied nor
satisfied
5. Strongly 4 10%
Dissatisfied
16
14
12
10
0
nor satisfied
Interpretation
In the above graph, 37.5% of respondent are strongly satisfied with the housing benefitsthat
are provided to them, whereas, 15% of employees stated that they were neither satisfied nor
dissatisfied with the housing benefitsand 10% of employess stated that they were
dissatisfied with the housing benefits.
8
1.4 Leaves

Satisfied
2. Satisfied 6 15%
3. Neither 6 15%
dissatisfied nor
satisfied
4. Dissatisfied 3 7.5%
5. Strongly 6 15%
Dissatisfied
9
20
18
16
14
12
10
0
satisfied dissatisfied nor dissatisfied
satisfied
Interpretation
In the above graph, 47.5% of respondent are strongly satisfied with the leavesthat are
provided to them, whereas, 15% of employees stated that they were neither satisfied nor
dissatisfied with the leavesand 15% of employess stated that they were dissatisfied with the
leaves.
1.5 Promotion
10

1. Strongly 4 10%
Satisfied
3. Neither 6 15%
dissatisfied nor
satisfied
5. Strongly 10 25%
Dissatisfied
Chart Title
16
14
12
10
8
6
4
2
0
nor satisfied
Interpretation
In the above graph, 10% of respondent are strongly satisfied with the promotionthat are
11
dissatisfied with the promotionand 25% of employess stated that they were dissatisfied with
the promotion.
1.6 Conveyance

1. Strongly 10 25%
Satisfied
2. Satisfied 12 30%
3. Neither 8 20%
dissatisfied nor
satisfied
5. Strongly 4 10%
Dissatisfied
Interpretation
In the above graph, 25% of respondent are strongly satisfied with the conveyancethat are
dissatisfied with the conveyanceand 10% of employess stated that they were dissatisfied
with the conveyance.
1.7 Loans & advances

12

Satisfied
3. Neither 4 10%
dissatisfied nor
satisfied
5. Strongly 3 7.5%
Dissatisfied
Chart Title
30
25
20
15
10
0
satisfied
Interpretation
In the above graph, 62.5% of respondent are strongly satisfied with the loans & advances
that are provided to them, whereas, 10% of employees stated that they were neither satisfied
nor dissatisfied with the loans & advancesand 7.5% of employess stated that they were
dissatisfied with the loans & advances.
13
1.8 Job security

Satisfied
3. Neither 5 12.5%
dissatisfied nor
satisfied
5. Strongly 3 7.5%
Dissatisfied
Chart Title
25
20
15
10
0
satisfied
Interpretation
In the above graph, 57.5% of respondent are strongly satisfied with the job securitythat are
provided to them, whereas, 12.5% of employees stated that they were neither satisfied nor
dissatisfied with the job securityand 7.5% of employess stated that they were dissatisfied
with the job security.
14
2.How satisfied are you with the working condition of DFIL? Rate them at the scale of 1
(strongly dissatisfied) to 5 (strongly satisfying).
2.1 Lighting and ventilation

1. Strongly 8 20%
Satisfied
2. Satisfied 12 30%
3. Neither 7 17.5%
dissatisfied nor
satisfied
5. Strongly 7 17.5%
Dissatisfied
15
Chart Title
14
12
10
0
satisfied
Interpretation
In the above graph, 20% of respondent are strongly satisfied with the lighting and
ventilationthat are provided to them, whereas, 17.5% of employees stated that they were
neither satisfied nor dissatisfied with the lighting and ventilationand 17.5% of employess
stated that they were dissatisfied with the lighting and ventilation.
2.2 Working surroundings

Satisfied
3. Neither 10 25%
dissatisfied nor
satisfied
5. Strongly 6 15%
Dissatisfied
16
Chart Title
16
14
12
10
0
strongly satisfied satisfied Neither dissatisfied strongly
dissatisfied nor dissatisfied
satisfied
Interpretation
In the above graph, 37.5% of respondent are strongly satisfied with the working
surroundingsthat are provided to them, whereas, 25% of employees stated that they were
neither satisfied nor dissatisfied with the working surroundingsand 15% of employess stated
that they were dissatisfied with the working surroundings.
2.3Work load pressure

17

Satisfied
3. Neither 5 12.5%
dissatisfied nor
satisfied
5. Strongly 8 20%
Dissatisfied
Chart Title
12
10
0
satisfied
Interpretation
In the above graph, 27.5% of respondent are strongly satisfied with the work load
pressurethat are provided to them, whereas, 12.5% of employees stated that they were
neither satisfied nor dissatisfied with the work load pressureand 20% of employess stated
that they were dissatisfied with the work load pressure.
18
3. How satisfied are you with the working environment of DFIL? Rate them at the scale of
1 (strongly dissatisfied) to 5 (strongly satisfying).
3.1 My job gives me the opportunity to learn

1. Strongly 24 60%
Satisfied
2. Satisfied 8 20%
3. Neither 3 7.5%
dissatisfied nor
satisfied
5. Strongly 3 7.5%
Dissatisfied
19
Chart Title
30
25
20
15
10
0
satisfied
Interpretation
In the above graph, 60% of respondent are strongly satisfied with the my job gives me the
opportunity to learnthat are provided to them, whereas, 7.5% of employees stated that they
were neither satisfied nor dissatisfied with the my job gives me the opportunity and 7.5% of
employess stated that they were dissatisfied with the my job gives me the opportunity.
3.2Training to do my job

Satisfied
3. Neither 3 7.5%
dissatisfied nor
satisfied
5. Strongly 5 12.5%
Dissatisfied
20
18
16
14
12
10
0
satisfied
Interpretation
In the above graph, 42.5% of respondent are strongly satisfied with the training to do my
jobthat are provided to them, whereas, 7.5% of employees stated that they were neither
satisfied nor dissatisfied with the training to do my joband 12.5% of employess stated that
they were dissatisfied with the training to do my job.
3.3My superior evaluate my work performance on regular basis

21

1. Strongly 14 35%
Satisfied
2. Satisfied 14 35%
3. Neither 5 12.5%
dissatisfied nor
satisfied
5. Strongly 4 10%
Dissatisfied
Chart Title
16
14
12
10
0
satisfied
Interpretation
In the above graph, 35% of respondent are strongly satisfied with theevaluation of work
performance done by superior on regular basis, whereas, 12.5% of employees stated that
they were neither satisfied nor dissatisfied with and 10% of employess stated that they were
dissatisfied with the evaluation of work performance done by superior on regular basis.
22
4. Rate the following factors at the scale of 1(strongly agree) to 5(strongly disagree).
4.1The policies are clearly articulated

1. Strongly 22 55%
Satisfied
2. Satisfied 12 30%
3. Neither 2 5%
dissatisfied nor
satisfied
5. Strongly 3 7.5%
Dissatisfied
25
Chart Title
20
15
10
0
satisfied
23
Interpretation
In the above graph, 55% of respondent are strongly satisfied with the policies are clearly
articulated that are provided to them, whereas, 5% of employees stated that they were
neither satisfied nor dissatisfied with the policies are clearly articulated and 7.5% of
employess stated that they were dissatisfied with the policies are clearly articulated.
4.2 I feel fairly compensated for the work I do in this organization

1. Strongly 7 17.5%
Satisfied
3. Neither 4 10%
dissatisfied nor
satisfied
Dissatisfied
24
16
14
12
10
0
satisfied
Interpretation
In the above graph, 17.5% of respondent are strongly satisfied with the fairly compensated
for the work, whereas, 10% of employees stated that they were neither satisfied nor
dissatisfied with the compensated for the work and 37.5% of employess stated that they
were dissatisfied with the compensated for the work.
4.3 I experience a sense of community

25

Satisfied
3. Neither 2 5%
dissatisfied nor
satisfied
5. Strongly 4 10%
Dissatisfied
18
16
14
12
10
0
satisfied
Interpretation
In the above graph, 32.5% of respondent are strongly satisfied with the experience a sense
of community, whereas, 5% of employees stated that they were neither satisfied nor
dissatisfied with the experience a sense of community and 10% of employess stated that
they were dissatisfied with experience a sense of community.
26
4.4 Problems are managed effectively when they arise

Satisfied
2. Satisfied 6 15%
3. Neither 9 22.5%
dissatisfied nor
satisfied
5. Strongly 4 10%
Dissatisfied
16
14
12
10
0
satisfied
Interpretation
In the above graph, 37.5% of respondent are strongly satisfied with the Problems are
managed effectively when they arise, whereas, 225% of employees stated that they were
27
neither satisfied nor dissatisfied with the Problems are managed effectively when they
ariseand 10% of employess stated that they were dissatisfied with the Problems are managed
effectively when they arise.
5. Do you recommend this company as a good place to work?

1. Yes 88 88%
2. No 12 12%
100
90
80
70
60
50
40
30
20
10
0
yes no
28
Interpretation
In the above graph, 88% respondent are recommend this company as a good place to work
and 12% respondent are not recommend this company as a good place to work.
CHAPTER-5
FINDINGS
29
1. DFIL is considered to be a good place to work and 88% of employees recommend it

as a good place to work and 12% of employees did not recommended it as a good
place to work.
2. The motivating factors to work for DFIL is their appreciation and reward system
following with responsibility and authority and facilities provided by the company
then promotions.
3. In all the benefits provided to employees by DFIL employees are satisfied with their
job security (57.5%) and medical benefits (42.5%) and dissatisfied with the
promotion benefits (37.5%).
4. In terms of working environment employees are satisfied with their training of
job(42.5%) and dissatisfied by the performance evaluation done by the supervisors
(10%).
5. In terms of working surrounding employees are satisfied with the working of AC
and fans (85%).
6. The main improvement employees want is in DFIL’s promotion strategies.
7. Employees working on executive level recommend DFIL as a good place to work
rather than employees working on non-executive level.
30
31
CHAPTER-6
CONCLUSION
In this research It was researched, the significance of each benefits provided by

DFIL and to know from which benefit employees are satisfied and from which employees
are dissatisfied. So improvement can be done on the benefits from which employees are
dissatisfied. It was concluded that employees are strongly satisfied with job security (57.5%)
and medical facilities (42.5%) and dissatisfied with the promotion strategy (37.5%).
The factors that were under working environment, it was researched, the significance
of each factor of working environment and to know from which factor employees are
satisfied and from which employees are dissatisfied .So improvement can be done on that
factor of working environment from which employees are dissatisfied and increase the
satisfaction level of level of employees. From the data it can be concluded that employees
are strongly satisfied with their training of job (42.5%) and strongly dissatisfied by the
performance evaluation done by the supervisors (10%)
32
IMPLICATIONS
Employee satisfaction is useful to increase your company’s goodwill and reputation,

one of your best investments may be in the area of employee satisfaction. Although the
definition may vary slightly between human resource (HR) professionals, employee
satisfaction generally refers to how happy workers are with their job. At first glance, this
may be viewed as a one-way street (what the business can do for the employee). However,
smart companies realize that ultimately employee satisfaction results in workers who are
less stressed and healthier, as well as more energetic, creative, and productive. All these
facets play a vital role in profitability and success.
33
BIBLIOGRAPHY
 http://study.com/academy/lesson/what-is-employee-satisfaction-examples-factors-
quiz.html
 http://www.custominsight.com/employee-engagement-survey/what-is-employee-
satisfaction.asp
 https://www.thebalance.com/employee-satisfaction-1918014
 http://www.indianmirror.com/indian-industries/sugar.html
 https://www.dalmiabharat.com/index80c2.html?act=cms-page&cat_id=8&id=3
34
APPENDICES
This survey asks questions about your experience working for DFIL.
Strongly Dissatisfied Neither Satisfied Strongly

dissatisfied dissatisfied Satisfied
nor satisfied
(1) (2) (3) (4) (5)
Medical
facilities
Retirement
benefits
Housing
benefits
Leaves
Promotion
Conveyance
Loans &
advances
Job security
35
1. How satisfied are you with several benefits provided to you? Rate them at the scale
of 1(strongly dissatisfied) to 5 (strongly satisfying).
2.
3. How satisfied are you with the working condition of DFIL? Rate them at the scale
of 1 (strongly dissatisfied) to 5 (strongly satisfying).

nor satisfied
(1) (2) (3) (4) (5)
Lighting and
ventilation
Working
surroundings
Work load
pressure

nor satisfied
(1) (2) (3) (4) (5)
My job gives
me the
opportunity to
learn.
Training to do
my job.
My superior
evaluate my
work
performance on
regular basis.
4. How satisfied are you with the working environment of DFIL? Rate them at the
scale of 1 (strongly dissatisfied) to 5 (strongly satisfying).
36
5. Rate the following factors at the scale of 1(strongly agree) to 5(strongly disagree).
Strongly Disagree Nether Agree Strongly

disagree disagree agree
(1) (2) nor agree (4)
(3) (5)
The policies are
clearly
articulated.
I feel fairly
compensated for
the work I do in
this organization.
I experience a
sense of
community.
Problems are
managed
effectively when
they arise.
6. Do you recommend this company as a good place to work?

 Yes
 No
 Name (optional):
 Gender:
 Male
 Female
 Current position:
 Executive
 Non-executive
37

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PROJECT REPORT

“A STUDY OF EMPLOYEE JOB SATISFACTION AT SOGEFI GROUP”

Under Supervision of: Submitted: Gaurav chaudhary

DEPARTMENT OF MANAGEMENT STUDIES J.C. BOSE UNIVERSITY OF

I GAURAV CHAUDHARY student of BBA of “Delhi college of technology & Management”,

Date: ……….. Name: GAURAV CHAUDHARY

According to Moyes, Shao & Newsome (2008), the employee satisfaction

Employee satisfaction is a comprehensive term that comprises job

working conditions, personal loyalty, tactful discipline, sympathetic help with

Kendall and Hulin (1969) define five different components of employee

SIGNIFICANCE OF EMPLOYEES SATISFACTION

3. Increase Employees Morale

6. Positive Mental Attitude

7. Increase Customer Satisfaction

It is indispensable for an organization to exactly feel as to what employees

9. Reduce Union Activities

INTRODUCTION TO THE COMPANY :

By gaining strategic strength through acquisitions and organic growth in both mature

Sogefi S.p.A. is listed on the Milan Stock Exchange in the STAR segment and is a

Sogefi’s Suspensions Business Unit produces a complete range of products, engineered in

COMPOSITE COIL SPRINGS

INDEPENDENT AFTER MARKET -

AIR & COOLING

INTAKE MANIFOLD SYSTEMS

AIR INDUCTION SYSTEM

• Compact porous ducts and resonators on Air inlet ducts;

• Turbo inlet ducts.

THERMOST AT HOUSINGS & DUCTS

COOLANT PUMP MODULES

Chief Audit Executive

Chief Executive Officer

Group Chief Financial Officer & Investors Relation

General Counsel and Secretary of the Board of Directors

Group Strategy Director

Chief Risk Officer

Suspensions Business Unit CEO

Air & Cooling Business Unit CEO

Filtration Business Unit CEO

Mira Singh and Pestonjee1 (1990), hypothesized that Job Satisfaction is

Balgir2 (1991) attempted to understand hygiene-motivational factors as postulated

Mathew3 (1991) tested the relationship between Satisfaction and Organisational

Syeed6 (1992), made an endeavour to determine the relationship between employee

Santhapparaj10 (2005) studied the Job Satisfaction of the women managers

Chen and Silverthrone13 (2008) examined the relationship between Locus of

O’Leary, Patrick, et.al14 (2008) studied the relationship between job

Liu, et.al.17 (2008) investigated the dimensionality and generalizability of Public

Gunlu, et.al.19 (2009) examined the effect of Job Satisfaction on Organisational

Salman Khalid24 (2010) examined Job Satisfaction level of Bank Employees in

Rane25 (2011) studied the importance of employee Job Satisfaction. He explained

Javed and Premarajan26 (2011) examined the influence of distributive and

Chiun Lo and Ramayah28 (2011) examined the relationship between mentoring

Pankaj Deshwal29 (2011) investigated the level of Job Satisfaction among

Raghunatha Reddy and Krishna Sudheer30 (2011) studied the Employee

Natarajan,31 (2012) conducted a study in a public sector organisation with an all

Samanvitha and Jawahar,32 (2012) aimed at determining and establishing a

According to Goddard & Melville (2004), answering unanswered questions or exploring

 To measure the satisfaction level of employees on various factors and gives

LIMITATIONS OF THE STUDY

It Shows the significance of various benefits given to employees by DFIL.

1.1 Medical Facilities

Serial no. Variables No. of respondents Percentage

1.2 Retirement benefits

Serial no. Variables No. of respondents Percentage