A

PROJECT REPORT

ON

“EMPLOYEE SATISFACTION”

AT

FALCON PIPES PVT LTD, RAJKOT

SUBMITTED BY

DINANI NADEEM .A.

Enrollment no

187360592018

Guided By:-

Prof.Dr. Rajendra Patoliya

Academic year

2019-20

N.R VEKARIYA INSTITUTE OF MANAGEMENT & BUSSINESS STUDIES

Submitted to

Gujarat Technological University

1
2
 INDEX

Sr. No Title Page No

1 Acknowledgement 04

2 Company Profile 05

3 Introduction 09

4 Literature Review 12

5 Details about the study 08

6 Research Methodology 17

7 Graphical Analysis of The Questionnaire 11

8 Areas To Improving 37

9 Questionnaire 38

10 Bibliography 41

11 Annexure 42

3
 ACKNOWLEDGEMENT

1. It is with a deep sense of gratitude that I acknowledge the cooperation and

support of FALCON PIPES PVT LTD, RAJKOT which gave me the unique privilege of
completing my research project by visiting its premises for about 45 days and provided me
with an opportunity to interact with the various personnel.
2. I am particularly grateful to Mr. Dheeraj Lal Suvagiya, The founder of Falcon Pipes
Pvt ltd for allowing me to undergo training in his reputed company.

3. I am Thankful to all the employees, and all the other officers of the company for their
cooperation. I am thankful to each and every employee of Falcon Pipes for co-operating in
their best possible manner.

4. I also express my sincere gratitude to Dr Rajendra Patoliya Sir, The Project Guide
and Coordinator for their guidance and support in enabling me undertake and complete my
Research project Report.

4
SECTION 2

5
 COMPANY PROFILE

Falcon Pipes: Channelizing water, enriching life

Founded by Mr. Dheeraj Lal Suvagiya, FALCON PIPES PVT LTD is a renowned name in the Indian
pipe industry. In our journey so far, we have worked towards creating new benchmark of excellence
in the pipe industry. Delivering better value in segments like agriculture, water technology and
management and others we upgraded our products from plastic column pipe to include world class
HDPE pipes. With research and innovation, we are continuously raising the bar of excellence and
delivering better value.

Our quest for quality has always been the bedrock of our excellence. With our engineering
excellence and eye for innovation, we have charted a distinct course and are surging ahead from our
contemporaries. By delivering better product, backing it incessantly with excellent after sales
services, we are enhancing customer satisfaction.

With a robust marketing network spanning national and international boundaries, we are constantly
pushing our reach and horizons of excellence.

Product Offerings:

Falcon Riser Pipe

Falcon Drop Pipe

Falcon Column Pipe

Falcon HDPE Pipe

Application:

6
Water For Submersible And Jet Pump For Irrigation, Domestic , Industrial Mining and Chemical
Distribution.

A good Substitute for MS, ERW, GI & SS Column Pipes.

Does Not React With Acidic Or Alkaline Water So, Where Higher Depth & Higher TDS Water It
Perform Greatly.

Advantage:

Long Life.

Light In Weight

Power & Energy Saver.

Rigid With High Impact Resistance.

No Rusting , Corrosion Or Deterioration.

Easy Installation &Low Cost Maintenance.

10% To 30% Extra Water Discharge Compare To GI & SS Pipes.

Cost Saver Than GI & SS Pipes.

100% Leak Proof " O " Ring &" Step " Ring Used For Joints & Also Absorb Jerks When The Pump
Is Switched On Or Off.

Minimum Water Loss Due To Glossy Inner Surface.

Hi – Tensile.

Non – Corrosive.

7
 Introduction

1.1 ‘People are our greatest & most valuable asset’ is a mantra that companies have been
chanting for years. But only a few companies have started putting Human Resources Management
(HRM) systems in place that support this philosophy. There are a number of challenges in the Indian
industry which require the serious attention of HR managers to ‘find the right candidate’ and build a
‘conducive work environment’ which will be beneficial for the employees, as well as the
organization. The industry is already under stress on account of persistent problems such as attrition,
confidentiality, and loyalty. Other problems are managing people, motivation to adopt new
technology changes, recruitment and training, performance management, development, and
compensation management. With these challenges, it is timely for organizations to rethink the ways
they manage their people. Managing HR in the knowledge based industry is a significant challenge
for HR managers as it involves a multi task responsibility. In the present scenario, HR managers
perform a variety of responsibilities. Earlier their role was confined to administrative functions like
managing manpower requirements and maintaining rolls for the organization. Now it is more
strategic as per the demands of the industry.

1.2 Managing People

In view of the industry dynamics, in the current times, there is a greater demand for knowledge
workers. Resumes abound, yet companies still fervently search for the people who can make a
difference to the business. Often talented professionals enjoy high bargaining power due to their
knowledge and skills in hand. The attitude is different for those who are taking up responsibilities at
a lesser age and experience. These factors have resulted in the clear shift in approach to
individualized career management from organization career commitment.

1.3 Motivating the Workforce

As the competition is growing rapidly in the global market, a technological edge supported by a
talent pool has become a crucial factor for survival in the market. Naturally, as a result every
organization gives top priority to technology advancement programs. HR managers are now
performing the role of motivators for their knowledge workers to adopt new changes.

8
1.4 Competency Development

Human capital is the real asset for any organization, and this makes the HR role important in
recruiting, managing, and retaining the best. The HR department has a clear role in this process and
determines the success tempo of any organization. An urgent priority for most of the organizations is
to have an innovative and competent HR pool; sound in HR management practices with strong
business knowledge.

1.5 Recruitment and Training

Recruitment has become a major function from an imperative sub system in HR, particularly in the
industry. HR managers play a vital role in creating assets for the organization in the form of quality
manpower. Attracting new talent also is a top priority for software companies, but less so for smaller
companies. Another challenge for HR managers is to put systems in place to make the people a
perfect fit for the job. Skill redundancy is fast in the industry. To overcome this problem,
organizations give the utmost priority to training and skill enhancement programs on a continuous
basis. Many companies are providing technical training to the employees on a quarterly basis. These
trainings are quite useful also in terms of providing security to the employees.

1.6 The Trust Factor

Low levels of trust inhibit tacit knowledge sharing in the knowledge based industry. It is essential
that Our Company takes more initiatives to improve the security levels of the employees.

1.7 Work life Balance Factor

Another dimension to the challenges faced by our company is the growing pace of talent acquisition.
This aspect creates with it the challenge of a smoother assimilation and the cultural binding of the
new comers into the organization fold. The pressure of delivering the best of quality services in a
reduced time frame calls for ensuring that employees maintain a work life balance.

1.8 Attrition/Retention of the Talent Pool

One of the toughest challenges for the HR managers in the industry is to deal with the prevalent high
attrition levels. Though there is an adequate supply of qualified staff at entry level, there are huge

9
gaps in the middle and senior level management in the industry. Further, the salary growth plan for
each employee is not well defined. This situation has resulted in increased levels of poaching and
attrition between organizations. The industry average attrition rate is 30–35 per cent and could range
up to 60 per cent.

1.9 Bridging the Demand Supply Gap

HR managers have to bridge the gap between the demand and supply of professionals. They have to
maintain consistency in performance and have to keep the motivation levels of employees high,
despite the monotonous nature of work. The same also leads to recurring training costs. Inconsistent
performance directly affects revenues. Dwindling motivation levels lead to a loss of interest in the
job and a higher number of errors.

The most common purpose for surveying employees is satisfaction. Employee satisfaction surveys
deal with workplace issues, such as benefits, commitment to diversity, and effective
communications. The data from these surveys helps paint a portrait of employee attitudes and
opinions. These kinds of surveys are particularly useful after a company has undergone some sort of
change, such as a layoff, an acquisition, or a new department head. They also help employers isolate
the root causes of persistent problems, such as low productivity or high expenses.

Employee satisfaction surveys help employers measure and understand their employees' attitude,
opinions, motivation, and general satisfaction with their work environment. Use employee
satisfaction surveys to inform employee decision making, benefits, work needs and more.

1.10 Employee satisfaction surveys provide valuable data that can ultimately save company
money. Our employee satisfaction surveys can:

 Measure employee satisfaction levels.

 Track changes in employee satisfaction over time.
 Improve overall satisfaction and retention.

10
 Introduction of Departments of Company

Here are 5 often overlooked types of departments in a company’s organizational structure and how
they function together to bring a product to market…

1. The service department.

In an ideal world, your product would work perfectly all the time.But we are not living in a perfect
world and perfect product performance rarely happens in reality.Products fail to perform or break
down completely.When something goes wrong with a product, the company sends their service
department to fix the situation.The service department, typically populated with employees with
backgrounds in electronics and/or engineering, can mitigate equipment failure and troubleshoot
related issues.Time is the most important factor to the service team.

When a system is broken, they work to keep the downtime to a minimum to ensure customer
satisfaction.This involves a lot of traveling for onsite repair.In the case of clinical diagnostics, this
can involve a 24-hour response time, particularly when patients’ lives can depend on the results of
certain diagnostic tests.In any research lab, a quick response by your company is needed to keep
processes and experiments up and running.

Another important aspect of this work is calibrations and validation in order to fulfill the
requirements for IQ/OQ (Installation Qualification/Operational Qualification) protocols or meeting
the standards of ISO (International Organization for Standardization) norms and classifications.In
cases where a system can’t be fixed (e.g. because it’s too old and there are no spare parts), service
engineers contact sales people to help the customer get a quick replacement or new technology as
quickly as possible.

In cases where the product that fails to perform is a reagent or software program, application
scientists may be brought in to fix the situation instead of service engineers.

11
2. The supply chain management department.

Supply chain management is all about the flow of goods and services.From raw materials, to
delivering the finished goods from the production site to the point of consumption, this involves a
very efficient and effective electronic system.The supply chain management department must handle
the planning, monitoring, and execution of supply chain activities.Most often, this is done by
leveraging a worldwide logistics system.

If the supply chain is managed correctly, the company will be able to deliver their products fast and
cost-effectively to clients in different countries.This systematic, strategic coordination of different
traditional business functions involves operations management, logistics, procurement, and
information technology, but also industrial and systems engineering.The end result is the
synchronization of supply with demand on a global scale.While it’s important for the customer to
receive the ordered products on time, proper supply chain management also includes helping service
and sales teams with special client demands.

These demands might include standing orders, storing custom products, or keeping a special
inventory of certain reagent batches for customers who need these goods to keep their own
production up and running.

3. The production and quality assurance departments.

The production department turns raw material or other inputs into final products following a series of
processes.This involves the purchasing of the raw materials and effective planning of a long line of
production processes.

12
These production processes need to be monitored to make sure every product is produced correctly
— including the correct amount of the product, the correct quality standards of the product, and so
on.Depending on the size of the company, these production processes may be split over several
different departments.In larger organizations, a quality assurance team may be commissioned.With
fierce competition between many biotechnology and biopharmaceutical companies, quality assurance
has become the market differentiator

4. The finance department

Fortunately, in industry, financial experts within a dedicated finance department focus exclusively on
the fiscal aspects of running a company.These finance departments include accounting, controlling,
and auditing segments.

Finance departments focus heavily on planning and organizing the company’s finances and
producing financial statements.For the customer, the finance department helps evaluate and approve
their credit rating (or funding level).Once a new customer starts ordering from a company, the
company’s finance team will handle the invoices and all issues related to money trafficking.These
customer-facing finance activities are often integrated with customer service activities to keep the
customer happy and cared for.

5. The information technology department.

The information technology (IT) department plays a pivotal, although often unappreciated, role in
product development.This department provides the tools to ensure every department receives
information at the right time and at the right place.Unfortunately, most employees and customers
only acknowledge the IT department’s presence when a computer crashes.

13
SECTION 3

14
15
 EMPLOYEE SATISFACTION

3.1 What does the term ‘Satisfaction’ imply to an employee? It implies nothing else than the
feeling of either being contended or non-contended on using a product.

3.2 Employee Satisfaction is a prerequisite for the customer satisfaction.

3.3 Enhanced employee satisfaction leads to higher level of employee retention.

3.4 A stable and committed workforce ensures successful knowledge transfer, sharing, and
creation --- a key to continuous improvement, innovation, and knowledge-based total customer
satisfaction.

3.5 When companies are committed with providing high quality products and services; when
companies set high work standards for their employees; and when employees are empowered
through training and development, provided with knowledge and information, permitted to make
mistakes without punishment, and trusted; they will experience an increase in their level of
satisfaction at work.

3.6 This level of satisfaction can be enhanced further if teamwork and visionary leadership are
introduced.

3.7 Continuous improvement comes from the efforts of the empowered employees motivated by
visionary leadership. This is supported by the findings that empowerment and visionary leadership
both have significant correlation with employee satisfaction. Teamwork is also supported by the
findings. In addition, the study found significant correlation between employee satisfaction and
employee’s intention to leave.

3.8 The success of a corporation depends very much on customer satisfaction. A high level of
customer service leads to customer retention, thus offering growth and profit opportunities to the
organization. There is a strong relationship between customer satisfaction and employee satisfaction.
Satisfied employees are more likely to stay with company and become committed and have more
likely to be motivated to provide high level of customer service, by doing so will also further
enhance the employee’s satisfaction through feeling of achievement. Enhanced employee satisfaction
leads to improved employee retention; and employee stability ensures the successful implementation

16
of continuous improvement and customer satisfaction. Customer satisfaction will no doubt lead to
corporate success and greater job security. These will further enhance employee satisfaction.
Therefore, employee satisfaction is a prerequisite for customer satisfaction.

Employee satisfaction is closely related to Job satisfaction. In the next few paragraphs, I am going to
discuss Job satisfaction at length.

3.9 Job satisfaction describes how content an individual is with his or her job. It is a relatively
recent term since in previous centuries the jobs available to a particular person were often
predetermined by the occupation of that person’s parent. There are a variety of factors that can
influence a person’s level of job satisfaction. Some of these factors include the level of pay and
benefits, the perceived fairness o the promotion system within a company, the quality of the working
conditions, leadership and social relationships, the job itself (the variety of tasks involved, the
interest and challenge the job generates, and the clarity of the job description/requirements).

3.10 The happier people are within their job, the more satisfied they are said to be. Job satisfaction
is not the same as motivation, although it is clearly linked. Job design aims to enhance job
satisfaction and performance methods include job rotation, job enlargement and job enrichment.
Other influences on satisfaction include the management style and culture, employee involvement,
empowerment and autonomous workgroups. Job satisfaction is a very important attribute which is
frequently measured by organizations. The most common way of measurement is the use of rating
scales where employees report their reactions to their jobs. Questions relate to relate of pay, work
responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Some
questioners ask yes or no questions while others ask to rate satisfaction on 1 – 5 scale 9where
1represents “not all satisfied” and 5 represents “extremely satisfied”).

Definitions

3.11 Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal
of one’s job; an affective reaction to one’s job; and an attitude towards one’s job. Weiss (2007) has
argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the
objects of cognitive evaluation which are affect (emotion), beliefs and behaviours. This definition
suggests that we from attitudes towards our jobs by taking into account our feelings, our beliefs, and
our behaviours.

Affect Theory

17
3.12 Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction
model. The main premises of this theory is that satisfaction is determined by a discrepancy between
what one wants in a job and what one has in a job. Further, the theory states that how much one
values a given facet of work (e.e. the degree of autonomy in a position) moderates how
satisfied/dissatisfied one becomes when expectations are/are not met. When a person values a
particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations
are met) and negatively (when expectations are not met), compared to one who does not value that
facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent
about autonomy, then Employee A would be more satisfied in a position that offers a high degree of
autonomy compared to Employee B. this theory also states that too much of a particular facet will
produces stronger feelings of dissatisfaction the more a worker values that facet.

Dispositional Theory

3.13 Another well known job satisfaction theory is the Dispositional Theory. It is a very general
theory that suggests that people have innate dispositions that cause them to have tendencies toward a
certain level of satisfaction, regardless of one’s job. This approach became a notable explanation of
job satisfaction in light evidence that job satisfaction tends to be stable over time and across careers
and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A
significant model that narrowed the scope of the Dispositional Theory was the core Self-evaluations
Model, proposed by Timorthy A. Judge in 1998. Judge argued that there are four Core Self-
evaluations that determine one’s disposition towards job satisfaction: self-esteem, general self-
efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the
value one places on his self) and general self-efficacy (the belief in one’s own competence) lead to
higher work satisfaction. Having an internal locus of control (believing one has control over her/his
own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower
levels of neuroticism lead to higher job satisfaction.

Two – Factor Theory (Motivation – Hygiene Theory)

3.14 Fredrick Herzberg’s Two factor theory (also known as Motivator Hygiene Theory) attempts
to explain satisfaction and motivation in the workplace. This theory states that satisfaction and
dissatisfaction are driven by different factors motivation and hygiene factors, respectively.
Motivating factors are those aspects of the job that make people want o perform, and provide people
with satisfaction. These motivating factors are considered to be intrinsic to the job, or the work
carried out. Motivating factors include aspects of the working environment such as pay, company

18
policies, supervisory practices, and other working conditions. While Herzberg’s model has
stimulated much research, researchers have been unable to reliably empirically prove the model, with
Hackman & Oldham suggesting that Herzberg’s original formulation of the model may have been a
methodological artifact. Furthermore, the theory does not consider individual differences, conversely
predicting all employees will react in an identical manner to changes in motivating/hygiene factors.
Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are
to be measured.

Measuring Job Satisfaction

3.15 There are many methods for measuring job satisfaction. By far, the most common method for
collecting data regarding job satisfying is the Likert scale (named after Rensis Likert). Other less
common methods of for gauging job satisfaction include: Yes/No questions, True/False questions,
point systems, checklist, forced choice answers. The Job Descriptive Index (JDI), created by smith,
Kendall, & Hulin (1969), job satisfaction that has been widely used. It measures one’s satisfaction in
five facets: pay, promotions and opportunities, coworkers, supervision, and the work itself. The scale
is simple, participants answer either yes, no, or decide in response to whether given statements
accurately describe one job. The Job in General Index is an overall measurement of job satisfaction.
It was an improvement to the job Descriptive Index because the JDI focused too much on individual
facets and not enough on work satisfaction in general.

IOSR Journal of Business and Management (IOSR-JBM)

A research work on Employee Satisfaction measurement with special

reference to KRIBHCO, Surat

19
e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 17, Issue 7.Ver. I (July 2015), PP 01-07

www.iosrjournals.org

DOI: 10.9790/487X-17710107 www.iosrjournals.org

A Study of Employee Satisfaction and Its Impact on Employee

Retention in Retail Sector

By:Prof. (Dr.) Parul Jhajharia,Havisha Gupta

Abstract: Employee satisfaction is a measure of how happy workers are with their job and working
environment.

Keeping morale high among workers can be of tremendous benefit to any company because happy
workers are

more likely to produce more, take fewer days off and stay loyal to the company. There are many
factors in

improving or maintaining high employee satisfaction. But before that, it is important to measure the
satisfaction

levels of the employees. Hence, this project aims at measuring Employee Satisfaction and its impact
on

20
employee retention .The project’s conclusion includes the final questionnaire which can be used for
the annual

employee satisfaction survey in the company and an explanation of all the parameters used with their
respective

reasons. Recommendations which were drawn from the study and limitations of the research have
been

provided at the end.

Key Words: Employee satisfaction, em

21
International Journal of Modern Engineering Research (IJMER)

www.ijmer.com Vol.3, Issue.1, Jan-Feb. 2013 pp-523-529 ISSN: 2249-6645

Abstract: This research work has been done to measure the satisfaction level of employees with
special reference to

KRIBHCO, Surat. Today to sustain in such a competitive market its very important to retain
good employees, that

contribute towards the attainment of Organizational goal and customer satisfaction as well.
Many researchers have worked

in this area with different organizations but this kind of research work has not been done
before in KRIBHCO, Surat. We

went ahead in this research with sample size of 150 employees based on systematic sampling.
Data was collected based on

structured questionnaire method on Likert five point scale for 23 major variables which were
reduced to five factors namely

Empowerment & Work Environment, Working Relation, Salary & Future prospects, Training
& work Involvement and Job

Rotation. We found the employees to be satisfied on the basis of above said five factors. For the
purpose of data analysis we

22
used IBM SPSS 20. We performed factor analysis to reduce the data and non parametric tests
as Kruskal-Wallis and Mann

Whitney Rank test. Chi-Square tests were performed to view the satisfaction level of the
employees against each major

variables found after dimension reduction. We also found that a few important factors that
normally contribute to the

employee satisfaction, didn’t have much influence on employee satisfaction in KRIBHCO,

Surat, such as : welfare

measures, role clarity, freedom of decision making and recognition at work. The innovativeness
and creativeness of

employees also took a back seat as far as satisfaction level was concerned.

Keywords: Job Satisfaction, role clarity, empowerment and job rotation.

A Research Analysis on Employee Satisfaction in terms

23
of Organizational Culture and Spiritual Leadership

Bulent Aydin (Corresponding author)

Department of Business Administration

Gebze Institute of High Technology (Gyte)

Assan A.S., Yunus Mah. PO box 34873, Kartal, Istanbul, Turkey

Tel: 90-532-777-7131 E-mail: bulentaydin@kibarholding.com

Adnan Ceylan (Assoc. Prof.)

Department of Business Administration

Gebze Institute of High Technology (Gyte)

PO box 41400, Istanbul Cad., Gebze Kocaeli, Turkey

Tel: 90-532-777-7131 E-mail: aceylan@gyte.edu.tr

Abstract

In this study, we have constructed an original model and carried out a research analysis in
metalworking manufacturing.

24
The main subject of the research model is to investigate the employee satisfaction in terms of
organizational culture and

spiritual leadership; and the aim is to contribute to academic researchers as well as businesses,
about how to maximize

the employee satisfaction. The research was applied on 578 employees of the related industry.
By the results, it has been

determined that the constructed model is significant (at the p<0.001 level) and employee
satisfaction has positive

significant correlations with organizational culture and spiritual leadership (at the p<0.001
level). Additionally, the total

explained variance of employee satisfaction depending on these two variables has come out as
the value of 0.77.

Keywords: Employee satisfaction, Organizational culture, Spiritual leadership

25
SECTION 4

26
27
 RESEARCH METHODOLGY

4.1 Introduction . Research is a careful inquiry or examination to discover new

information and to expand and verify existing knowledge. According to Clifford Woddy, Research is
defined as “the process which includes defining and redefining problems, formulating hypothesis or
suggested solutions, collecting, organizing and evaluating data, making deductions and reaching
conclusions and at last carefully testing the conclusions to determine whether they fit the formulating
hypothesis.”

Employee Satisfaction Measurement.

4.2 Employee satisfaction has been defined as a function of perceived performance and
expectations. It is a persons’ feeling of pleasure or disappointment resulting from comparing a
products’ outcome to his/her expectations.

4.3 If the performance (Company Services) falls short of expectations, the employee is
dissatisfied and if it matches the expectations, the employee is satisfied. A high satisfaction implies
more purchase/use of the product or service. The process is however, more complicated then it
appears. It is more important for any organization to offer high satisfaction, as it reflects high loyalty
and it will not lead to switching over once a better offer comes in.

4.4 Tools for tracking and measuring customer satisfaction:

(a) Complaint and Suggestion System: Employee can freely deliver complaints and
suggestions through facilities like suggestion box, personal meetings with seniors etc.
(b) Lost Employee Analysis: The exit interviews are conducted or employee loss rate is
computed.

(c) Employee Satisfaction Survey: Periodic surveys by use of questionnaire or telephone

calls to random sample of recent buyer help to find out customer satisfaction and relate to
repurchase intention and word of mouth score.

4.5 Statement of the Problem. Human behaviour is unpredictable. One can act according to
one’s own decision. No one can expect the same type of behaviour from anyone at all
circumstances. Human behaviour is highly influenced by the environment. Because of this factor,
we cannot expect that one can act in the same way on a particular problem in all situations.

28
4.6 Most times human behaviour is influenced by the nature of work group. Friendly cooperative
co-workers will definitely have a positive approach towards their work. The work group serve as a
source of support, comfort, advice and assistance to the individual workers. A good work group
makes the job more enjoyable, and the performance of the group will be very high. This will
automatically lead to the attainment of the individual as well as die organizational goals. As a result
every one of the organization will have a high job satisfaction and will have a peaceful life.

4.7 If there is dissatisfaction with the job it will make the workers become restless which may be
reflected in the form of low production, high wastage of materials, accidents, conflicts among
workers, absenteeism, high employee turnover, strike and lockouts etc. Therefore, it is more
important to study the job satisfaction of workers as it one of deciding factors which will determine
the whole operation of an organization.

4.8 Scope of the Study. The scope of the study is as under:

(a) Conduct the study in the premises of Falcon Pipes Pvt Ltd, Rajkot.

(b) Include 30 employees at random.

(c) Seek individual responses to questionnaires.

(d) Collect data from participants.

(e) No comparisons will be made with other organizations.

(f) Include open and close ended questions while seeking data.

(g) Protect the privacy of individuals responding to questionnaires.

4.9 Objectives of the Study. The objectives of the study are as follows:

(a) Measure job satisfaction of the employees of Falcon Pipes Pvt Ltd, Rajkot.

(b) To assess the general attitude of the employees towards Falcon Pipes Pvt Ltd Rajkot.

(c) To assess the level of commitment across process and facilities.

(d) To analyze the strengths and weakness of Avi Electronics & Networks Pvt Ltd, Pune
as an organization

(e) To help the management of the company to know about the actions to be taken to
increase the level of satisfaction of the employees.

29
4.10 Data Collection

Following are the sources for the collection of data:

(a) Primary source

(b) Secondary source

4.11 Data Collection Methods

There are three main methods of data collection

(a) Observation

(b) Experimentation

(c) Survey

(d) Direct interview method

I have selected survey method of data collection which is one of the very common and widely used
methods for collection of primary data. We can gather wide range of valuable information about the
behavior of the employee’s viz. attitude, motive and options etc.

4.12 PrimaryData.The Primary Data required for this project work was collected through
Questionnaires. This method consisted of preparing detailed questions covering the Employee
satisfaction standards in the Company. Thereafter it was distributed amongst a total of 30 personnel
of the Company(respondents) who were randomly selected. Further, no names were sought from
those filling in this Questionnaire so as to obtain their free and frank opinion as also to protect their
privacy. The format of the Questionnaire is attached as Annexure I to this report.

4.13 Secondary Data. As Secondary Data is data which has been collected earlier for other
purposes, the requirement of this type of data with respect to this report was obtained from the
company website.

4.14 Sample Size and Method of Sampling. The details are as follows:

(a) Universe. The Universe for the purpose of this report was finite i.e., Falcon
PipesPvt ltd, Rajkot.

(b) The Sampling Unit was an individual employed by Falcon Pipes Pvt ltd, Rajkotand
the Sample Size was limited to a total of 30 personnel of the Company.

(c) Method of Sampling adopted was Simple Random Sampling Method because all
employees have relatively different levels of satisfaction, thus a sample size of 30 was
considered to be adequate.

(d) Tools Used.

(i) Percentage Analysis.

30
 (ii) Bar Diagram.

(iii) Pie Chart.

4.15 Limitations of the Project

The limitations of the project are enumerated as follows:

(a) The student had no prior exposure to the Corporate environment, its work culture,
work ethics etc. To that extent, understanding its dynamics in a limited period, was difficult.
This reflected on obtaining data/information from the Organization for the purpose of this
study.

(b) Employees by and large are reluctant in expressing their feelings/thoughts in the
Questionnaire and tend to be biased.

(c) The Organization is reluctant to openly share data/information and tend to keep
sensitive data/information confidential which is understandable.

(d) Some personnel in the Organization, irrespective of their seniority, cannot pay
adequate attention to the requests of such studies given the constraints of time and the work
pressures prevalent in the Industry today.

31
SECTION 5

32
 DATA ANALYSIS & INTERPRETATION

5.1 The analysis and interpretation of the Questionnaire to the Participants (format is as per
Annexure I to this report) is enumerated in succeeding paragraphs.

Q-1 Are you clear about the results expected of you in your job?

The responses showed that majority of the employees were clear about their job. The response was as
under:-

Response Nos Percentage

Yes 28 93.3

No 2 6.7

Can’t say 0 0

Total 30 100

Yes
No
Can't say

Interpretation.

Employees of the company are aware of the management’s expectations from them.

33
Q-2 Are you clear about the overall goals of the company?

The response was as under:-

Response Nos Percentage

Yes 27 90

No 3 10

Can’t say 0 0

Total 30 100

Clarity of Company Goals ?

Yes
No
Can't say

Interpretation.

Employees of the company are quite clear of the goals of the organization

34
Q-3 Are you satisfied with your job assignment?

The response was as under:-

Response Nos Percentage

Yes 19 63.33

No 5 16.67

Can’t say 6 20

Total 30 100

Job Satisfaction

Yes
No
Can't say

Interpretation.

While a large proportion of the employees are happy and satisfied with their work assignment, a
fairly large proportion do not appear to be happy and satisfied.

35
Q-4 Does your job make use of your skills and abilities?

The response was as under:-

Response Nos Percentage

Yes 21 70

No 3 10

Can’t say 6 20

Total 30 100

Utilization of Skills

Yes
No
Can't say

Interpretation.

Skills and abilities of employees are being utilised by the company. However these skills and
abilities are not being optimally utilised.

36
Q-5 Do you get a sense of accomplishment from your work?

The response was as under:-

Response Nos Percentage

Yes 17 56.67

No 5 16.67

Can’t say 8 26.67

Total 30 100

Sense of Accomplishment

Yes
No
Can't say

Interpretation.

Higher order needs of a large number of employees needs more attention. Majority of employees
appear to be getting a sense of accomplishment in their respective jobs.

37
Q-6 Would you like to continue in your current area of work?

Response Nos Percentage

Yes 26 86.67

No 2 6.67

Can’t say 2 6.67

Total 30 100

Attitude towards current job?

Yes

No

Can't say

Interpretation.

Attitude of Employees towards their current job is reasonably satisfactory.

38
Q-7 Does your job, through variety and challenge, provide opportunities for learning and growth?

The response was as under:-

Response Nos Percentage

Yes 18 60

No 4 13.33

Can’t say 8 26.67

Total 30 100

Growth Opportunities

Yes No

Can't say

Interpretation.

More attention needs to be given to individual growth of employees of the company. A fair
proportion of the respondents seemed to be unsure of learning and growth prospects in the company.

39
Q-8 Is the environment of your workplace safe clean, healthy and hygienic?

The response was as under:-

Response Nos Percentage

Yes 28 93.33

No 0 0

Can’t say 2 6.67

Total 30 100

Work Environment

Yes No

Can't say

Interpretation.

The environment at the work place is neat, clean, tidy and hygienic.

40
Q-9 Does your job leave you with sufficient time for your personal/family and social life?

The response was as under:-

Response No Percentage

Yes 29 97

No 1 0

Can’t say 0 3

Total 30 100

Avail of Pers Time

Yes No

Can't say

Interpretation.

Majority of employees are satisfied with availability of personal time, however, a fair proportion is
not satisfied with the same.

41
Q-10 Are your superiors fair and equitable in their dealings with people?

Response was as under:-

Response No Percentage

Yes 27 90

No 2 6.66

Can’t say 1 3.33

Total 30 100

Inter pers Relations

Yes No

Can't say

Interpretation.

Reveals, healthy inter personal relations between management and employees of the company.

42
Q-11 Have your performance appraisals been fair?

The response was as under:-

Response Nos Percentage

Yes 20 66.67

No 5 16.67

Can’t say 5 16.67

Total 30 100

Performance Appraisal Fair?

Yes No

Can't say

Interpretation.

Reveals, a fair proportion of employees are not satisfied with their appraisal.

43
Q-12 Are there clear criteria for giving rewards?

The response was as under:-

Response No Percentage

Yes 26 86.67

No 3 10

Can’t say 1 3.33

Total 30 100

Fair Policy for Rewards?

Yes No

Can't say

Interpretation.

Reflects a healthy system of rewards in the company.

44
Q-13 Is credit for work well done given timely?

The response was as under:-

Response No Percentage

Yes 19 63.33

No 9 30

Can’t say 2 6.67

Total 30 100

Credit for Work

Yes No

Can't say

Interpretation.

Reveals the fact that while most of the time, good work is being appreciated, however more emphasis
is required to ensure that good work does not go unrecognised.

45
Q-14 How satisfied are you with your total remuneration package considering your duties and
responsibilities?

The response was as under:-

Response No Percentage

Extremely 13 43.33
satisfied
Satisfied 7 23.33

Neutral 4 13.33

Dissatisfied 4 13.33

Extremely 2 6.67
dissatisfied
Total 30 100

Satisfaction with Remuneration

16
12
8
Nos
4
0
d d l d d
sfie sfie utra sfie sfie
sa
ti
Sa
ti Ne ss
ati ati
le y Di diss
em ely
tr m
Ex tre
Ex

Interpretation.

While compensation package of the company is by and large fair, there is room for improvement.

46
Q-15 Roles and responsibilities of people in the workplace are clearly defined?

The response was as under:-

Response Nos Percentage

Strongly 17 56.67
agree
Agree 5 16.67

Neutral 1 3.33

Disagree 4 13.33

Strongly 3 10
Disagree

Clearly defined Roles

14

12

10
Nos
8

0
Strongly agree Agree Neutral Disagree Strongly Disagree

Interpretation.

Roles and responsibilities in the company are well defined in most of the cases. However
more needs to be done towards better division and definition of the same.

47
Q-16Superiors in the company welcome free and frank communication from employees?

The response was as under:-

Response No Percentage

Strongly 14 46.67
agree
Agree 6 20

Neutral 2 6.67

Disagree 4 13.33

Strongly 4 13.33
Disagree

Frank Communications
16
14
12
10
Nos
8
6
4
2
0
Strongly agree Agree Neutral Disagree Strongly Disagree

Interpretation.

Free and frank opinions from employees are welcome in the company.

48
SECTION 6

49
Findings

6.1 The findings consequent to the study are as enumerated in succeeding paragraphs.

(a) Majority(90%) of the employees were clear about their own role and the
company goals.

(b) Only 63 percent of the employees were satisfied with their job assignments.

(c) Only 70 percent of the employees feel that the company is utilising their skills
and abilities.

(d) 87 percent of the employees want to continue in their current area of work.

(e) 60 percent of respondents felt that their job provided opportunities for learning
and growth.

(f) 93 percent of respondents felt that environment of your workplace safe clean,
healthy and hygienic.

(g) 97 percent of respondents felt adequate private time for self and family was
available.

(h) 90 percent of employees were of the opinion that their employees were fair and
equitable in their dealings with people.

(i) Only 63 percent of employees thought that credit for work well done was given
timely.

(j) 67 percent of employees were satisfied with their remuneration package

considering their job and responsibilities.

(k) 67 percent of employees were satisfied with freedom for free and frank
communication with superiors.

50
Suggestions

6.2 In general, level of employee satisfaction in the company is quite high. However as far as
satisfaction goes, sky is the limit and there is no end to expectations. Following suggestions are made
with the intention of further improvement:-

(a) System of reward and recognition may be improved. Though there is no bias in
rewards, employees have a feeling that their good work is not given credit in time.

(b) Remuneration to employees may be improved, if feasible.

(c) Communication (free and frank exchange between employees and employers) may be
given more attention.

(d) Opportunities for personal learning, growth and personal development of the
employees deserves due attention. Investment in employees is indirectly investment in the
company.

(e) Job assignment needs to be reviewed periodically in order to avoid monotony and
boredom.

51
SECTION 7

52
 CONCLUSION

7.1 The project has given me an opportunity to interact with the Corporate Sector and to actually
see how academic teaching of the classrooms in Management is translated to reality and practice. In
fact it was very heartening to experience that all concepts and theories mentioned in various books
are actually implemented by the Company albeit under a different name to suit its
needs/style/culture.

7.2 Also, undertaking this project has helped me in learning to think of a topic/subject/issue in a
logical manner and examining the issue in its totality. This has also promoted interaction with people
from different walks of life, experiences and outlooks thus giving me a broader perspective to the
issue of training in particular and the business environment in general.

7.3 Finally to conclude, I would like to submit that while pursuing this research, I learnt that it is
very important to learn the background/genesis of the topic/subject/issues first, so as to understand
the requirement/problem at hand and then consider its present status and future prospects so as to
arrive at a suggested set of solutions/recommendations/suggestions so vital to the purpose of such
studies.

SECTION 8

53
SECTION 8

54
 BIBLIOGRAPHY

Reference websites.

1. www.falconpipes.in

2. www.wikipedia.com

Reference Books.

1. Research Methodology by C R Kothari.

55
SECTION 9

56
 ANNEXURE I

Copy No ……
Date ….

QUESTIONNAIRE: PARTICIPANTS

1. Introduction. This questionnaire seeks data from respondents(employees of the company)

chosen at random. This data is for the purpose of this study alone and will not be used for any other
purpose and is purely academic in nature.

2. The questions are as follows:

Q-1 Are you clear about the results expected of you in your job?

a. Yes.

b. No.

c. Can’t say.

Q-2 Are you clear about the overall goals of the company?

a. Yes.

b. No.

c. Can’t say.

Q-3 Are you satisfied with your job assignment?

a. Yes.

b. No.

c. Can’t say.

Q-4 Does your job make use of your skills and abilities?

a. Yes.

b. No.

57
 c. Can’t say.

Q-5 Do you get a sense of accomplishment from your work?

a. Yes.

b. No.

c. Can’t say.

Q-6 Would you like to continue in your current area of work?

a. Yes.

b. No.

c. Can’t say.

Q-7 Does your job, through variety and challenge, provide opportunities for learning and growth?

a. Yes.

b. No.

c. Can’t say.

Q-8 Is the environment of your workplace safe clean, healthy and hygienic?

a. Yes.

b. No.

c. Can’t say.

Q-9 Does your job leave you with sufficient time for your personal/family and social life?

a. Yes.

b. No.

c. Can’t say.

Q-10 Are your superiors fair and equitable in their dealings with people?

a. Yes.

58
 b. No.

c. Can’t say.

Q-11 Have your performance appraisals been fair?

a. Yes.

b. No.

c. Can’t say.

Q-12 Are there clear criteria for giving rewards?

a. Yes.

b. No.

c. Can’t say.

Q-13 Is credit for work well done given timely?

a. Yes.

b. No.

c. Can’t say.

Q-14 How satisfied are you with your total remuneration package considering your duties and
responsibilities?

a. Extremely satisfied.

b. Satisfied.

c. Neutral.

d. Satisfied.

e. Extremely dissatisfied.

Q-15 Roles and responsibilities of people in the workplace are clearly defined?

a. Strongly agree.

59
 b. Agree.

c. Neutral.

d. Disagree.

e. Strongly disagree.

Q-16 Superiors in the company welcome free and frank communication from employees?

a. Strongly agree.

b. Agree.

c. Neutral.

d. Disagree.

e. Strongly disagree.

Q-17 Do your superiors encourage you to think innovatively and challenge outmoded traditions and
practices?

a. Strongly agree.

b. Agree.

c. Neutral.

d. Disagree.

e. Strongly disagree.

Q.18 From how many years have you been working with Falcon Company?

a. 0-3 Years

b. 3-5 Years

c. 5 to 7 Years

d. More than 7 Years

60
Q.19. How is the working Environment?

a. Participative

b. Autonomy

c. Whimsical

d. Red Tapism

Q.20. Your work is according to your qualification and skills.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q.21. Employees are satisfied with the top Management.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

61
Q.22.. Working hours at XYZ Company is satisfactory.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q.23. “Employees in the organization have necessary authority to perform their duties effectively”.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q.24.. “Organization organizes counseling programs for the employees regularly”.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q8. “Employees in XYZ Company share experience to help each other”.

62
a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q.25. “Employees get Appreciation and rewards if the desired work / targets are accomplished”.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q10. “Company has good career prospect for its employees”.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q11. “Physical working condition in the Company is satisfactory”.

a. Strongly Agree

b. Agree

63
c. Neutral

d. Disagree

e. Strongly Disagree

Q12. “Top management involves employees in the management decisions”.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q13. “Welfare facilities provided to the employees by the organization are satisfactory”.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q14. Which of the following factors which motivates you most ?

a. Salary Increase

b. Promotion

c. Leave

d. Motivational talks

64
e. Recognition

Q15. Your company recognize and acknowledge your work.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q16. Company provides satisfactory Salary according to the Work.

a. Strongly Agree

b. Agree

c. Neutral

d. Disagree

e. Strongly Disagree

Q17. Rate your Overall Satisfaction with your Job ?

a. Highly Satisfied

b. Satisfied

c. Average

d. Dissatisfied

e. Highly Dissatisfied

65