A STUDY ON

EMPLOYEE SATISFACTION

Submitted in partial fulfillment of the requirements for the Award of Degree of

BACHELOR OF BUSINESS ADMINISTRATION
OF
BANGLORE UNIVERSITY
By

ATHUL BABY

Reg no: 17IXC26003

Under the Guidance of

Prof. Bharath N

IBMR-IBS DEGREE COLLEGE

(AFFILIATED TO BANGLORE UNIVERSITY)

1
 DECLARATION

I, ATHUL BABY, hereby declare that the project report titled ―EMPLOYEE
SATISFACTION‖ submitted to Bangalore University, in partial fulfillment of the
requirement for the award of the degree of Bachelor of Business Administration in HR is a
record of original project work done by me under the guidance of Prof. Bharath N. I further
declare that the work reported in this project has not been submitted and will not be
submitted, either partially or fully, for the award of any other degree or diploma in any other
institute or university.

Name: ATHUL BABY

Registration No: 17IXC26003

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 ACKNOWLEDGEMENT

I would like to take pride and immense pleasure to express my sincere gratitude, register
number 17IXC26003 to all those who were instrumental in the preparation of this project
report.

I am also highly thankful to HR MANAGER OF IRICH WORLD, Bangalore for providing

an opportunity to do my dissertation in the company.

I am also thankful to the staff members who helped me to make this dissertation project
successful.

I would also like to thank principal, Amritha Lewis and the faculty members of IBMR-IBS
institution of management studies for providing necessary guidance and help for successful
completing this project.

I would also like to thank prof. Bharath N project guide, faculty at IBMR-IBS Degree
College for his support, encouragement and motivation.

Lastly, I would like to express my pro fund gratitude towards my family members, and
friends whose help and support has played major role in completing this dissertation project
successful.

Name: ATHUL BABY

Registration Number:
17IXC26003

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 Table of contents

S. No Contents Page number

1. Introduction 7

1.1 introduction on employee satisfaction 23

2 Research design

2.1 Research meaning 40

2.2Definition 40

2.3 Title of the project 41

2.4 Statement of the problem 42

2.5 Objectives of study 43

2.6 Scope of study 44

2.7 Research methodology 44

2.8 Research instrument 44

2.9 Research approach 44

3. Company Profile 45

4. Data analysis 48

5. Summary of finding 63

6. Suggestion and recommendations

6.1 suggestion 64

6.2Recommendation 66

6.3 Conclusion 68

7. Appendix 70

8. Bibliography 72

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 LIST OF TABLES

S.NO. TITLE PAGE NO

1 Do you enjoy your work? 48

2 satisfied with the infrastructure provided by your company 49

3 HOD/superiors as being helping and supportive 50

4 sufficient opportunities to improve your skills 51

5 regular Feedback from your supervisor Regarding your 52

performance
6 organization takes your suggestion seriously 53

7 mission and vision of the organization related to your 54

individual mission and goal

8 manager promote innovation at job 55

9 the regular family programmes should be organized 56

10 fatigue while performing your job 57

11 ever undertaken any training module 58

12 satisfaction level towards trainers of your organization 59

13 satisfied with the level of trust the manager shows towards 60

the team
14 satisfied with the resources provided by your manager to 61
complete your work efficiently

15 satisfied with your job 62

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 LIST OF FIGURES

S.NO. TITLE PAGE NO

1 Do you enjoy your work? 48

2 satisfied with the infrastructure provided by your company 49

3 HOD/superiors as being helping and supportive 50

4 sufficient opportunities to improve your skills 51

5 regular Feedback from your supervisor Regarding your 52

performance
6 organization takes your suggestion seriously 53

7 mission and vision of the organization related to your 54

individual mission and goal

8 manager promote innovation at job 55

9 the regular family programmes should be organized 56

10 fatigue while performing your job 57

11 ever undertaken any training module 58

12 satisfaction level towards trainers of your organization 59

13 satisfied with the level of trust the manager shows towards the 60
team
14 satisfied with the resources provided by your manager to 61
complete your work efficiently

15 satisfied with your job 62

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 CHAPTER 1
INTRODUCTION

Employee satisfaction or job satisfaction is, quite simply, how content or satisfied employees
are with their jobs. Employee satisfaction is typically measured using an employee
satisfaction survey. Factors that influence employee satisfaction addressed in these surveys
might include compensation, workload, perceptions of management, flexibility, teamwork,
resources, etc.

These things are all important to companies who want to keep their employees happy and
reduce turnover, but employee satisfaction is only a part of the overall solution. In fact, for
some organizations, satisfied employees are people the organization might be better off
without. Satisfaction doesn't mean high performance or engagement. HR ideas and strategies
focused on how to improve employee satisfaction oftentimes have results that demoralize
high performers.

Employee satisfaction and employee engagement are similar concepts on the surface, and
many people use these terms interchangeably. The importance of knowing the difference
between satisfaction and engagement is critical for an organization to make strategic
decisions to create a culture of engagement. Employee satisfaction covers the basic concerns
and needs of employees. It is a good starting point, but it usually stops short of what really
matters.

Top of Form

Bottom of Form

Employee Satisfaction versus Employee Engagement

Consider the following definition of employee satisfaction:

Employee Satisfaction Definition:

Employee satisfaction is the extent to which employees are happy or content with their jobs
and work environment.

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Compare that with this definition of employee engagement.

Employee Engagement Definition:

Employee engagement is the extent to which employees feel passionate about their jobs, are

committed to the organization, and put discretionary effort into their work.

By contrast, Passion, commitment, and most importantly, discretionary effort... Engaged

employees are motivated to do more than the bare minimum needed in order to keep their
jobs. They have a strong sense of purpose and leadership. They love to be challenged.
Engaged employees are the engine of a company, and their performance is proof of this. The
importance of engagement cannot be overstated. Satisfied employees are merely happy or
content with their jobs and the status quo. For some, this might involve doing as little work as
possible. An employee satisfaction survey will not diagnose key factors that can help an
organization improve engagement and performance.

Turnover vs. Unwanted Turnover

Some level of turnover is healthy for all companies. Employees who are not adding value or
who are not a good fit for the company leave, making way for fresh new perspectives and
new energy. We could call this healthy turnover. By contrast, unwanted turnover happens
when a company loses talented employees that they want to keep.

Talented and motivated employees expect more from companies. For these employees, job
satisfaction includes a different set of criteria. They want to be engaged and empowered.
They want to be challenged and pushed. They want their work to have meaning. They want a
sense of purpose. A culture of continuous improvement and the importance of professional
development opportunities for employees to grow and advance their careers, to better their
performance, are key factors that contribute to the engagement of high performers.

Why is employee satisfaction a potential problem?

The problem with employee satisfaction is that it does not focus on the things that are
important to your most talented staff. A happy or content employee might be quite satisfied
with a job that requires very little effort. This employee might be perfectly content doing the
bare minimum required to keep his or her job. These employees are likely "very satisfied"

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with their jobs. They usually lack leadership and purpose. Their performance might be "good
enough". They are unlikely to leave the company, but they are not necessarily adding value.

As opposed to satisfied employees, engaged employees add value by pushing limits, driving
growth and innovation. Organizations that embrace a value-centric, engagement focus, too,
have to push limits, Companies with an engagement strategy provide informal and formal
learning experiences in

order to create significant opportunities for employees so employees feel valued and
recognized for their work. Engaged employees will often snatch up these opportunities,
satisfied employees often will not.

Employee satisfaction surveys can lead an organization down the wrong path. As a company,
if you focus on increasing the wrong kind of employee satisfaction, you risk entrenching
those employees who are adding the least value while driving your most talented employees
out.

How to Foster Employee Satisfaction?

Employee satisfaction" is the term used to describe whether employees are happy and
fulfilling their desires and needs at work. Many measures purport that employee satisfaction
is a factor in employee motivation, employee goal achievement, and positive employee
moralein the workplace.

Employee satisfaction, while generally a positive in your organization, can also become a
problem if mediocre employees stay because they are satisfied and happy with your work
environment.

Factors contributing to employee satisfaction include treating employees with respect,

providing regular employee recognition, empowering employees, offering above industry-
average benefits and compensation, providing employee perks and company activities, and
positive management within a success framework of goals, measurements, and expectations.

The critical factor with employee satisfaction is that satisfied employees must do the job and
make the contributions that the employer needs. If they don't, all that the employer does to
provide an environment that satisfies employees is for naught.

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Measuring Employee Satisfaction

Employee satisfaction is often measured by anonymous employee satisfaction surveys that

are administered periodically to gauge employee satisfaction.

In an employee satisfaction survey, employee satisfaction is looked at in areas such as:

management

understanding of mission and vision

empowerment

teamwork

communication

coworker interaction

The facets of employee satisfaction measured vary from company to company.

A second method used to measure employee satisfaction is meeting with small groups of
employees and asking the same questions verbally. Depending on the culture of the company,
and whether employees feel free to provide feedback, either method can contribute
knowledge about the degree of employee satisfaction to managers and employees.

Exit interviews are another way to assess employee satisfaction, in that satisfied employees
rarely leave companies.

How to Make Employee Satisfaction Surveys Successful?

A satisfaction survey is used by an organization or a business to measure the liking and

approval of a particular group of stakeholders for its services, work environment, culture, or
employment. Specifically, an employee satisfaction survey is the survey most frequently
noted.

A satisfaction survey is a series of questions that employees answer to inform the employer
about how they feel about or how they experience their work environment and culture.

The questionnaire usually offers both questions that ask employees to rate a particular aspect
of the work environment and open-ended questions that allow them to express opinions.

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With carefully chosen questions that do not lead to particular answers, an employer can get a
feel for the happiness, satisfaction, and engagement of employees. When a satisfaction survey
is used at specific intervals, such as annually, an employer can track employee satisfaction
over time to see if it is improving.

Effective Satisfaction Surveys Require Employer Actions

If an employer decides to use a satisfaction survey, the employer must commit to making
changes in the work environment based on the employee responses to the survey. It is the
bottom line for employers who are considering administering a survey to employees.

The employer who chooses to use a satisfaction survey with employees must be committed to
reporting the results to employees. Additionally, the employer should be committed to
making changes to the work environment, with the help and involvement of employees and
teams of employees.

Communicating transparently about the changes, their impact, and future plans, are all part of
a positive satisfaction survey process.

Without transparent communication, results reporting, and employee updates, employees will
not trust the employer's motives in collecting survey data. Over time, employees will cease to
respond or respond only with answers that they believe the employer wants to hear. It makes
the data collected on the survey useless.

The involvement of employees in improving the work environment based on survey results
creates an environment of shared responsibility for workplace culture and improvements.
Employers should avoid leading employees to believe that satisfaction at work is the
employer's responsibility. Employee satisfaction is a shared responsibility.

Employee satisfaction is a measure of how happy workers are with their job and working
environment. Keeping morale high among workers can be tremendous benefit to any
organization, as happy workers will be likely to benefit to any company. There are many
factors for maintaining high employee satisfaction, which wise employers would do will to
implement

To increase employee satisfaction, many companies will have mandatory survey or face to
face meeting either employees to gather information. Both of these tactics have pros and cons
and should be chose carefully. Surveys are often annoying allowing workers more freedom to

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be honest without fear. Interview with company management can feel intimating but if done
carefully can let to workers know their voice has been heard and their concern addressed by
those in changes. Surveys and meetings can truly got the center of data surrounding employee
satisfaction and can be great tools to identify specific problems leading to lowering morale.

Many experts believe that one of the best ways to maintain employee satisfaction is to make
workers feel they are part of the family or team. Holding Office Events such as parties and
group outings can help close bonds among workers. Many companies also participate in team
building retreats that are designed strengthen the working relationship of the employers in the
non-working related settings. Company trips, pain ball wars and guided back parking trips are
versions of this type of team building strategy, with which many employees have founded
success.

Of course, few will not experience a boost in morale after receiving more and many raises
and bonuses can seriously affect employee satisfaction and should be given when possible.
Yet money cannot solve all morale issues and of a company with wide spread problems for
workers cannot

improve their overall improvement, a bonus may be quickly forgotten as daily stress of an
unpleasant job continuous to mount

If possible, provide amenities to your workers to improve morale. Make sure they have a
comfortable, learn, break, rooms which basic necessities such as a running mates keep
facilities such as clean bathroom stocked with supplies. While professionalism is necessary
for most business allowing workers to keep family photos or small trinkets on their desk can
make them fed more comfortable and nested at their workstation. Basic consideration like
these can improve employee satisfaction, as workers will fed well asked for by their
employers.

The backbone of employee satisfaction in respect for workers and the job they perform. In
every interaction with management, employees should be treated with courtesy and interest.
In easy avenue for employers 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 dedications into
compromising will often help to improve morale.

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Importance of Employee Satisfaction

Purpose or benefits of employee satisfaction include as following,

• Enhance employee retention.

• Increase productivity.

• Increase customer satisfaction.

• Reduce turnover, recurring and training cost.

• Enhance customer satisfaction and loyalty.

• Energetic employers

• Improve team work

• Higher quality products and or services due to more competent, energizedemployees.

Employee satisfaction is in regard to one's feeling or state of mind regarding the nature of
their work. It can be influenced by a variety of factors e.g.: quality of one's relationships with
their supervisor, quality of physical environment in which they work, degree of fulfilment in
their work etc.

Locke gives a comprehensive definition of job satisfaction as involving cognitive, effective

and evaluative reactions or attitudes and states it is "a pleasurable or positive emotional state
resulting from the appraisal of one's job or job experience." Job satisfaction is a result of
employees' perception of how well their job provides those things that are viewed as
important.

There are three generally accepted dimensions to job satisfaction.

First, job satisfaction is an emotional response to a job situation, as such it cannot be seen; it
can only be inferred.

Second, job satisfaction is often determined by how well outcomes meet or exceed
expectations. For example, if organizational participants feel that they are working more
harder than others in the department but are receiving fewer rewards, they will probably have
a negative attitude toward the work, the boss or the co-workers. They will be dissatisfied. On
the other hand, if they feel they are being treated very well and are being paid equitably, they
are likely to have a positive attitude toward the job. They will be job - satisfied.

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Third, job satisfaction represents several related attitudes.

Factors determining employee satisfaction

• Factors affecting jobs are the main factors of job satisfaction, which may be challenging
work, reward systems, working conditions, colleagues, learning and personality. Skill variety
autonomy and significance are challenging tasks, which provide maximum satisfaction to
employees. Many people feel bored if a job is too simple and routine, but many employees
also enjoy simple and routine jobs.

• The job characteristics are important factors for providing satisfaction. Reward systems,
equitable rewards, equal pay for equal work, promotion avenues, etc are satisfaction factors.
Money is important to employees having unfulfilled basic needs, i.e. they require more award
and recognition.

• Fairness in promotion, unbiased attitude of management, responsibilities and social status

are the factors that are said to be providing satisfaction to employees.

• Working conditions influence employee's level of satisfaction. Under conducive working

condition, people prefer to work hard while in an adverse atmosphere people avoid work.
Working condition not only include physicals of the work but also the working relationships
in the organization. The

physical conditions, for example, are the light, temperature, willingness, etc. A clerk working
under routine conditions likes to work hard in an air - conditioned atmosphere with computer
facilities. It increases the working capacity of the employee.

The relationships between the employees and the managers have an important bearing
on job satisfaction.

Job satisfaction is greater in case the higher authority is sympathetic, friendly and
willing to help the employees. Employees feel satisfied when their views are listened to and
regarded by their higher authorities

Personal attitude and perceptions are the employees' angles of satisfaction, which
should be taken into consideration while motivating people to arrive at job satisfaction

Feedback from the job itself and autonomy are two of the major job-related
motivational factors. A recent found that career development was most important to both
younger and older employees.

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 Supervision is another moderately important of job satisfaction. There seem to be two
dimensions of supervisory style that affect job satisfaction. One is employee centeredness,
which is measured by the degree to which a supervisor takes a personal interest and cares
about the employee.

It commonly is manifested in ways such as checking to see how well the employee is doing,
providing advice and assistance to the individual, and communicating with the associate on a
personal as well as an official level . The other dimension is participation or influence, as
illustrated by managers who allow their people to participate in decisions that affect their own
jobs. In most case, this approach leads higher job satisfaction.

Friendly, cooperative co-workers or team members are a modest source of job

satisfaction to individual employees. The group, especially a "tight" team, serves as a source
of support, comfort, advice, and assistance to the individual member.

Outcomes of employee satisfaction

To society as a whole as well as from an individual employee's standpoint, job satisfaction in

and of itself is a desirable outcome. It is important to know, if at all, satisfaction relates to
outcomes variable. For example, if job satisfaction is high, will the employee perform better
and the organization be more effective? I f job satisfaction is low, will there be performance
problems and ineffectiveness? The following sections examine the most important of these.

Satisfaction and performance:

Most assume a positive relationship; the research to date indicates that there is no strong
linkage between satisfaction and performance. Conceptual, methodological, and empirical
analyses have questioned and argued against these results.

The best conclusion about satisfaction and performance is that there is, definitely a
relationship. The relationship may even be more complex than others in organization
behaviour. For example, there seem to be many possible-moderating variables, the most
important of which is reward. If people receive reward they feel are equitable, they will be
satisfied, and is likely to result in greater performance effort.

Satisfaction and turnover:

Unlike that between satisfaction and performance, research has uncovered a moderately
negatively relationship between satisfaction and turnover. High job satisfaction will not, in

15
and of itself, keep turnover low, but it does seem to help. On the other hand, if there is
considerable job dissatisfaction, there is likely to be high turnover. Obviously, other variables
enter into an Employees decision to quit besides job satisfaction. For example, age tenure in
the organization, and commitments to the organization, may play a role. Some people cannot
see themselves working anywhere else, so they remain regardless of how dissatisfied they
feel.

Another factor is the general economy, typically there will be an increase in turnover because
will being looking for better opportunities with other organization.

Satisfaction and absenteeism:

Research has only demonstrated a weak negative relationship between satisfaction and
absenteeism. As with turnover, many variables enter into the decision to stay home besides
satisfaction with the job. For example, there are moderating variables such as the degree to
which people that their job is important. For example, research among state govt. Employees
has found those who believed that there was important had lower absenteeism than did who
did not feel this way. Additionally, it is important to remember that although job satisfaction
will not necessarily result in absenteeism, low job satisfaction more likely to bring about
absenteeism

ROLE OF HR IN EMPLOYEE SATISFACTION

EMPLOYEE RETENTION

Employee retention is a process in which the employees are encouraged to remain with the
organization for the maximum period of time or until the completion of the project.
Employee retention is beneficial for the organization as well as the employee. Employees
today are different. They are not the ones who don‘t have good opportunities in hand. As
soon as they feel dissatisfied with the current employer or the job, they switch over to the
next job. It is the responsibility of the employer to retain their best employees. If they don‘t,
they would be left with no good employees. A good employer should know how to attract
and retain its employees.

Most employees feel that they are worth more than they are actually paid. There is a natural
disparity between what people think they should be paid and what organizations spend in
compensation. When the difference becomes too great and another opportunity occurs,

16
turnover can result. Pay is defined as the wages, salary, or compensation given to an
employee in exchange for services the employee performs for the organization. Pay is more
than "dollars and cents;" it also acknowledges the worth and value of the human contribution.
What people are paid has been shown to have a clear, reliable impact on turnover in
numerous studies.

Employees comprise the most vital assets of the company. In a work place where employees
are not able to use their full potential and not heard and valued, they are likely to leave
because of stress and frustration. In a transparent environment while employees get a sense of
achievement and belongingness from a healthy work environment, the company is benefited
with a stronger, reliable work-force harboring bright new ideas for its growth Blog Online
And Earn Money

Effective employee retention is a systematic effort by employers tocreate and foster an

environment that encourages current employees to remain employed,by having policies and
practices in place that address their diverse needs. A strongretention strategy, therefore,
becomes a powerful recruitment tool.

Retention of key employees is critical to the long-term health andsuccess of any organization.
It is a known fact that retaining the best employees ensurescustomer satisfaction, increased
product sales, satisfied colleagues and reporting staff,effective succession planning, and
deeply embedded organizational knowledge andlearning. Employee retention matters as
organizational issues such as

training time andinvestment, lost knowledge, insecure employees, and a costly candidate
search areinvolved. Hence, failing to retain a key employee is a costly proposition for
anorganization. Various estimates suggest that losing a middle manager in mostorganizations
costs up to five times his salary.

Intelligent employers always realize the importance of retainingthe best talent. Retaining
talent has never been so important in the Indian scenario;however, things have changed in
recent years. In prominent Indian metros at least, thereis no dearth of opportunities for the
best in the business, or even for the second or thirdbest. Retention of key employees and
treating attrition troubles has never been soimportant to companies.

In an intensely competitive environment where HR managers arepoaching from each other,

organizations can either hold on to their employees tight orlose them to competition. For

17
gone are the days when employees would stick to anemployer for years for want of a better
choice. Now, opportunities are abound. In fact,some reports suggest that attrition levels in IT
companies are as high as 40 percent.Though BPO industry shoots ahead at 40 to 50 percent
a year, it is now losing 35 to 40percent of its 350,000-odd employees as well.

In India, there are few sectors where the attrition level is muchlarger compared to other
sectors, for example, IT sector and BPO; whereas, there areorganizations like Air India,
HAL, DRDO, BARC where the attrition is much lower nearly 5% or less than that. Clearly,
the only way out is to develop appropriate effectiveretention strategies.

Employee turnover is one of the largest though widely unknown costs an organization faces.
While companies routinely keep track of various costs such as supplies and payroll, few take
into consideration how much employee turnover will cost them: Ernst & Young estimates it
costs approximately $120,000 to replace 10 professionals. According to research done by
Sibson & Company, to recoup the cost of losing just one employee a fast food restaurant
must sell 7,613 combo meals at $2.50 each. Employee turnover costs companies 30 to 50% of
the annual salary of entry-level employees, 150% of middle-level employees, and up to 400%
for upper level, specialized employees. Now that so much is being done by organizations to
retain its employees. Why is retention so important? Is it just to reduce the turn over costs ?
Well, the answer is a definite no. It‘s not only the cost incurred by a company that
emphasizes the need of retaining employees but also the need to retain talented employees
from getting poached.
Retention involves five major things:
 Compensation
 Environment
 Growth
 Relationship
 Support
Compensation constitutes the largest part of the employee retention process. The
employees always have high expectations regarding their compensation packages.
Compensation packages vary from industry to industry. So an attractive compensation
package plays a critical role in retaining the employees. Compensation includes salary
and wages, bonuses, benefits, prerequisites, stock options, bonuses, vacations, etc. While
setting up the packages, the following components should be kept in mind:

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 Salary and monthly wage: It is the biggest component of the compensation package. It is
also the most common factor of comparison among employees.
It includes:
· Basic wage
· House rent allowance
· Dearness allowance
· City compensatory allowance
Salary and wages represent the level of skill and experience an individual has. Time to time
increase in the salaries and wages of employees should be done. And this increase should be
based on the employee‘s performance and his contribution to the organization.
Bonus: Bonuses are usually given to the employees at the end of the year or on a festival.
Economic benefits: It includes paid holidays, leave travel concession, etc.
Long-term incentives: Long term incentives include stock options or stock grants. These
incentives help retain employees in the organization's start up stage.
 Health insurance: Health insurance is a great benefit to the employees. It saves employees
money as well as gives them a peace of mind that they have somebody to take care of them in
bad times. It also shows the employee that the organization cares about the employee and its
family.
 After retirement: It includes payments that an Employee gets after he retires like EPF
(Employee Provident Fund) etc.
 Miscellaneous compensation: It may include employee assistance programs (like
psychological counselling, legal assistance etc), discounts on company products, use of a
company cars, etc.

ENVIRONMENT

It is not about managing retention. It is about managing people. If an organization manages

people well, employee retention will take care of itself. Organizations should focus on
managing the work environment to make better use of the available human assets. People
want to work for an organization which provides
 Appreciation for the work done
 Ample opportunities to grow
 A friendly and cooperative environment
 A feeling that the organization is second home to the employee

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 Organization environment includes
 Culture
 Values
 Company reputation
 Quality of people in the organization
 Employee development and career growth
 Risk taking
 Leading technologies
 Trust
Types of environment the employee needs in an organization

 Learning environment
It includes continuous learning and improvement of the individual, certifications and
provision for higher studies, etc.
 Support environment
Organization can provide support in the form of work-life balance. Work life
balance includes:
 Flexible hours
 Telecommuting
 Dependent care
 Alternate work schedules
 Vacations
 Wellness
 Work environment
It includes efficient managers, supportive co-workers ,challenging work, involvement in
decision-making, clarity of work and responsibilities, and recognition. Lack or absence of
such environment pushes employees to look for new opportunities. The environment should
be such that the employee feels connected to the organization in every respect.

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 RELATIONSHIP

To enhance good professional relationships at work, the management should keep the
following points in mind.

Respect for the individual: Respect for the individual is the must in the organization.

 Relationship with the immediate manager

A manger plays the role of a mentor and a coach. He designs and plans work for each
employee. It is his duty to involve the employee in the processes of the organization. So an
organization should hire managers who can make and maintain good relations with their
subordinates.

 Relationship with colleagues

Promote team work, not only among teams but in different departments as well. This will
induce competition as well as improve the Relationship among colleagues.

 Recruit whole heartedly

An employee should be recruited if there is a proper place and duties for him to perform.
Otherwise he‘ll feel useless and will be dissatisfied. Employees should know what the
organization expects from them and what their expectation from the organization is.
Deliver what is promised. Promote an employee based culture: The employee should
know that the organization is there to support him at the time of need. Show them that the
organization cares and he‘ll show the same for the organization. An employee based
culture may
include decision making authority, availability of resources, open door policy,
etc.

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 Individual development
Taking proper care of employees includes acknowledgement to the employee‘s dreams
and personal goals. Create opportunities for their career growth by providing mentorship
programs, certifications, educational courses, etc.

 Induce loyalty
Organizations should be loyal as well as they should promote loyalty in the employees
too. Try to make the current employees stay instead of recruiting new ones.

For the first time in several years, the number of employees who say they are satisfied with
their current job took a big jump, rising from 81% in 2013 to 88% in 2016, according to
the Employee Job Satisfaction and Engagement Report by the Society for Human Resource
Management (SHRM). The improving economy was one factor in the high level of
satisfaction, since employers have been more willing and able to boost salaries, benefits and
perks for their workers. Additionally, as the labor market stabilized, job seekers took
advantage of new opportunities for positions that best fit their skills and interests.

Most organizations strive for employee satisfaction, but not all attain this goal. That‘s why
it‘s important for human resources professionals to know more about the factors that can
increase

employee satisfaction, and how it fits into a company‘s overall success.

Factors of Workplace Satisfaction

Keeping employees engaged and satisfied takes more than just good pay and benefits. The
following list reveals some of the key job satisfaction aspects cited by employees:

 Respect – According to the SHRM report, employees rate respectful treatment of all
employees as the most important factor in job satisfaction.
 Trust – Perhaps because of workplace uncertainty in the years following the Great
Recession, employees indicated that trust between themselves and senior management
was another highly important satisfaction factor.
 Security – If you‘ve ever had to go to work each day wondering whether your job is
secure, you know it can cause a great deal of anxiety. Organizations can provide a

22
 sense of security through honest communication and transparency about the
company‘s health and long-term viability.
 Healthy Environment – Workplaces that are free from stress, morale issues,
harassment and discriminatory practices can create a positive and healthy
environment for everyone.
 Career Path – No one wants a dead-end job. Employees are more likely to excel
when they can see an established upward path, with the opportunity to earn a higher
wage and take on greater responsibilities.
 Pay and Benefits – Good wages aren‘t the only reason employees find satisfaction in
their jobs, but they typically rank high on the list. Competitive pay generally makes
employees feel valued, and gives them less reason to look elsewhere for work.
How Important is Job Satisfaction?

There is little doubt that great employees are an organization‘s number one resource. Keeping
worker‘s happy helps strengthen a company in many ways, including:

 Lower Turnover – Turnover can be one of the highest costs attributed to the HR
department. Retaining workers helps create a better environment, and makes it easier
to recruit quality talent and save money. The bottom line: satisfied employees are
typically much less likely to leave.
 Higher Productivity – Irrespective of job title and pay grade, employees who report
high job satisfaction tend to achieve higher productivity.
 Increased Profits – Keeping employees safe and satisfied can lead to higher sales,
lower costs and a stronger bottom line.
 Loyalty – When employees feel the company has their best interests at heart, they
often support its mission and work hard to help achieve its objectives. And, they may
be more likely to tell their friends, which helps spread goodwill.
Keeping Employees Happy is HR Job #1

It doesn‘t take much extra effort to keep employees happy. They want to feel respect and
trust, while working in a safe environment, with good pay and opportunities to advance.
When your company develops ways to deliver on these important factors, it can satisfy
employees – and help build a stronger, more stable and profitable future.

23
HR’s role in employee engagement

At present the challenge for the vast majority of organisations is how to create high levels
of employee engagement and commitment. Decision makers recognise the added value of ‗I
love my job‘ (engagement) and ‗I love my organisation‘ (commitment), and the two combine
to create the best scenario for both employees and organisations.

4 influencers of engagement and commitment

Manager motivates me in my work

The work of my team contributes to the success of the organisation

I feel that I fit in at my organisation

I feel that I am appreciated by my organisation

From our work with multinationals we see that the above four influencers provide managers,
CEOs and directors with tangible and actionable points that help improve engagement and
commitment. Working alongside those individuals driving the two key themes, should also be
HR.

HR have the tools and knowledge to really increase engagement and commitment within
organisations and in doing so, can show stakeholders both their contribution to business
performance, as well as their added value as business partners.

HR adding value

By focusing on positively impacting the latter two influencers, we believe HR can help create
high employee engagement and commitment in organisations, and illustrate their added
value.

1. Employees fit within organisations

The first area that HR can positively impact is the cultural fit within organisations and this
can be achieved in three ways:

Hiring based on cultural fit

Skills can be taught, cultural fit cannot

The first clear and valuable role for HR is to focus on creating a match between employees
and organizations‘ culture, with the basis of such harmony beginning in the hiring process.

24
Perspective employees should complement an organization‘s culture and there should be an
immediate feeling from HR that the interviewee and organisations culture are a match. No
matter how talented perspective employees may be, if there is any doubt about the cultural fit
those prospects shouldn‘t be hired.

Safeguarding culture

Once employees are hired, HR also has a key role in making sure new employees remain on
board by safeguarding organizations‘ culture. HR occupy a unique position within
organisations as they are the mediators between organizations‘ stakeholders and the business
objectives, and employees. By inhabiting such a position, HR can make certain that the
direction and strategy set by stakeholder‘s fits with the culture of an organisation (the
employees). In doing so, HR add value by helping organisations to avoid any potentially
damaging rifts that could jeopardize their culture.

Communication of values

Alongside safeguarding culture, HR have a duty to ensure the continuous communication of

organizations‘ values, and what they stand for. As mediators and business partners, HR are
perfectly placed to facilitate the continuous communication by helping to keep organisational
values on the agenda. Not only is this valuable for stakeholders, it also helps maintain
employees‘ feeling of belonging.

2. Appreciation from the organisation

Alongside cultural fit, HR can make sure that employees receive adequate appreciation from
the organisation and add further value by:

Recognizing performance

In liaison with managers, HR need to make sure that outstanding individual and team
performances are recognized and rewarded. Taking the lead in sharing regular performance
related insights (obtained from measuring tools such as engagement surveys) is one area
where HR can illustrate real added value. Key organisational metrics should, for motivational
and transparency purposes, be made visible throughout the organisation and no-one is better
placed to do this than HR.

25
Building a culture of praise and recognition

As an extension of this, and to further drive engagement and commitment, the same insights
can be used to build a culture of praise and recognition. Ideally, employees not only receive
appreciation from managers, but also colleagues. Encouraging employees to do so and
creating an environment where praise is well received has a tremendous positive impact,
throughout all levels of organisations.

Aspects of Employee Engagement

Three basic aspects of employee engagement according to the global studies are:-

 The employees and their own unique psychological make up and experience
 The employers and their ability to create the conditions that promote employee
engagement
 Interaction between employees at all levels.
Thus it is largely the organization‘s responsibility to create an environment and culture
conducive to this partnership, and a win-win equation.

Categories of Employee Engagement

According to the Gallup the Consulting organization there are there are different types of
people: -

Engaged--"Engaged" employees are builders. They want to know the desired

Expectations for their role so they can meet and exceed them. They're naturally curious about
their company and their place in it. They perform at consistently high levels. They want to
use their talents and strengths at work every day. They work with passion and they drive
innovation and move their organization forward

Not Engaged---Not-engaged employees tend to concentrate on tasks rather than the goals and
outcomes they are expected to accomplish. They want to be told what to do just so they can
do it and say they have finished. They focus on accomplishing tasks vs. achieving an
outcome. Employees who are not-engaged tend to feel their contributions are being
overlooked, and their potential is not being tapped. They often feel this way because they
don't have productive relationships with their managers or with their coworkers.

Actively Disengaged--The "actively disengaged" employees are the "cave dwellers." They're
"Consistently against Virtually Everything." They're not just unhappy at work; they're busy
26
acting out their unhappiness .They sow seeds of negativity at every opportunity. Every day,
actively disengaged workers undermine what their engaged coworkers accomplish. As
workers increasingly rely on each other to generate products and services, the problems and
tensions that are fostered by actively disengaged workers can cause great damage to an
organization's functioning.

Importance of Engagement

Engagement is important for managers to cultivate given that disengagement or

alienation is central to the problem of workers‘ lack of commitment and motivation (Aktouf).
Meaningless work is often associated with apathy and detachment from ones works (Thomas
and Velthouse). In such conditions, individuals are thought to be estranged from their selves
(Seeman, 1972) .Other Research using a different resource of engagement (involvement and
enthusiasm) has linked it to such variables as employee turnover, customer satisfaction –
loyalty, safety and to a lesser degree, productivity and

profitability criteria (Harter, Schmidt & Hayes, 2002).

An organization‘s capacity to manage employee engagement is closely related to its ability to

achieve high performance levels and superior business results. Some of the advantages of
Engaged employees are

 Engaged employees will stay with the company, be an advocate of the company and
its products and services, and contribute to bottom line business success.
 They will normally perform better and are more motivated.
 There is a significant link between employee engagement and profitability.
 They form an emotional connection with the company. This impacts their attitude
towards the company‘s clients, and thereby improves customer satisfaction and
service levels
 It builds passion, commitment and alignment with the organization‘s strategies and
goals
 Increases employees‘ trust in the organization
 Creates a sense of loyalty in a competitive environment
 Provides a high-energy working environment
 Boosts business growth
 Makes the employees effective brand ambassadors for the company

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A highly engaged employee will consistently deliver beyond expectations. In the

workplace research on employee engagement (Harter, Schmidt & Hayes, 2002) have
repeatedly asked employees ‗whether they have the opportunity to do what they do best
everyday‘. While one in five employees strongly agree with this statement. Those work units
scoring higher on this perception have substantially higher performance.

Thus employee engagement is critical to any organization that seeks to retain valued
employees. The Watson Wyatt consulting companies has been proved that there is an
intrinsic link between employee engagement, customer loyalty, and profitability. As
organizations globalize and become more dependent on technology in a virtual working
environment, there is a greater need to connect and engage with employees to provide them
with an organizational ‗identity.‘

Factors Leading to Employee Engagement-

Studies have shown that there are some critical factors which lead to Employee

engagement. Some of them identified are

Career Development- Opportunities for Personal Development

Organizations with high levels of engagement provide employees with opportunities to

develop their abilities, learn new skills, acquire new knowledge and realize their Potential.
When companies plan for the career paths of their employees and invest in them in this way
their people invest in them.

Career Development – Effective Management of Talent

Career development influences engagement for employees and retaining the most

talented employees and providing opportunities for personal development.

Feeling Valued & Involved

Career Development- Opportunities for personal development

Career Development – Effective Management of talent

Leadership- Clarity of company Values

Leadership – Respectful treatment of employees

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Leadership – Company‘s standards of ethical behavior

Empowerment Image

Equal opportunities & fair treatment

Performance Appraisal

Pay & benefits

Health & Safety

Job satisfaction

Communication

Family friendliness

Co-operation

Leadership- Clarity of Company Values

Employees need to feel that the core values for which their companies stand are

unambiguous and clear.

Leadership – Respectful Treatment of Employees

Successful organizations show respect for each employee‘s qualities and contribution –
regardless of their job level.

Leadership – Company’s Standards of Ethical Behavior

A company‘s ethical standards also lead to engagement of an individual

Empowerment

Employees want to be involved in decisions that affect their work. The leaders of high
engagement workplaces create a trustful and challenging environment, in which employees
are encouraged to

dissent from the prevailing orthodoxy and to input and innovate to move the organization
forward.

29
Image

How much employees are prepared to endorse the products and services which their company

provides its customers depends largely on their perceptions of the quality of those goods and
services. High levels of employee engagement are inextricably linked with high levels of
customer engagement.

Other factors

Equal Opportunities and Fair Treatment

The employee engagement levels would be high if their bosses (superiors) provide equal
opportunities for growth and advancement to all the employees

Performance appraisal

Fair evaluation of an employee‘s performance is an important criterion for determining the

level of employee engagement. The company which follows an appropriate performance
appraisal technique (which is transparent and not biased) will have high levels of employee
engagement.

Pay and Benefits

The company should have a proper pay system so that the employees are motivated to work
in the organization. In order to boost his engagement levels the employees should also be
provided with certain benefits and compensations.

Health and Safety

Research indicates that the engagement levels are low if the employee does not feel secure
while working. Therefore, every organization should adopt appropriate methods and systems
for the health and safety of their employees.

Job Satisfaction

Only a satisfied employee can become an engaged employee. Therefore, it is very

essential for an organization to see to it that the job given to the employee matches his career
goals which will make him enjoy his work and he would ultimately be satisfied with his job.

30
Communication

The company should follow the open door policy. There should be both upward and
downward communication with the use of appropriate communication channels in the
organization. If the employee is given a say in the decision making and has the right to be
heard by his boss than the engagement levels are likely to be high.

Family Friendliness

A person‘s family life influences his wok life. When an employee realizes that the

organization is considering his family‘s benefits also, he will have an emotional attachment
with the organization which leads to engagement

Co-operation

If the entire organization works together by helping each other i.e. all the employees as well
as the supervisors co-ordinate well than the employees will be engaged.

How to measure Employee Engagement?

Gallup research consistently confirms that engaged work places compared with least engaged
are much more likely to have lower employee turnover, higher than average customer loyalty,
above average productivity and earnings. These are all good things that prove that engaging
and involving employees make good business sense and building shareholder value. Negative
workplace relationships may be a big part of why so many employees are not engaged with
their jobs.

Step I: Listen

The employer must listen to his employees and remember that this is a continuous process.
The information employee‘s supply will provide direction. This is the only way to identify
their specific concerns. When leaders listen, employees respond by becoming more engaged.
This results in increased productivity and employee retention. Engaged employees are much
more likely to be satisfied in their positions, remain with the company, be promoted, and
strive for higher levels of performance.

Step II: Measure current level of employee engagement

Employee engagement needs to be measured at regular intervals in order to track its

contribution to the success of the organization.

31
But measuring the engagement (feedback through surveys) without planning how to handle
the result can lead employees to disengage. It is therefore not enough to feel the pulse—the
action plan is justas essential.

THEORETICAL REVIEW

Goyal (1995) Determined the extent of employee satisfaction experienced by textile workers
due to primarily the statutory labour welfare facilities provided in the private, public and
cooperative textile sectors in Punjab, the awareness and implementation of these labour
welfare facilities and their correlation with job satisfaction, including the relationship
between labour welfare and job satisfaction.

Judge, Timothy A.; Thoresen, Carl J.; Bono, Joyce E.; Patton, Gregory K.Psychological
Bulletin, Vol 127(3), May 2001, Database: Psyc articles [Journal Article] A qualitative and
quantitative review of the relationship between job satisfaction and job performance is
provided. The qualitative review is organized around 7 models that characterize past research
on the relationship between job satisfaction and job performance. Although some models
have received more support than have others, research has not provided conclusive
confirmation or discontinuation of any model, partly because of a lack of assimilation and
integration in the literature

Allen and Meyer, 1996; Karrasch, 2003; Organization commitment can be defined as
affiliation of employees to the organization and involvement in it. In general, there are three
dimensions of commitment which are continuance commitment, affective commitment and
normative commitment.

Srivastava (2004) The Impact of Labour Welfare on Employees Attitudes and Job
Satisfaction, a comparative study was conducted on workers in the private and public sectors
of Kanpur city. The researcher attempted to assess the quality labour welfare activities;
measure the degree of job satisfaction of workers provided with labour welfare facilities in
private and public sectors and evaluates the attitudes of workers towards management in both
the sectors

BrikendAziri Management Research and Practice 12/2011; Employee Satisfaction represents

one of the most complex areas facing today‘s managers when it comes to managing their
employees. Many studies have demonstrated an unusually large impact on the job satisfaction
on the motivation of workers, while the level of motivation has an impact on productivity,

32
and hence also on performance of business organizations. Unfortunately, in our region, job
satisfaction has not still received the proper attention from neither scholars nor managers of
various business organizations.

AlamSageer, Dr. SameenaRafat, Ms. Puja Agarwal ISSN: 2278-487X. Volume 5, Issue 1
(Sep-Oct.

2012), PP 32-39 Employee satisfaction is the terminology used to describe whether

employees are happy, contended and fulfilling their desires and needs at work. Many
measures support that employee satisfaction is a factor in employee motivation, employee
goal achievement and positive employee morale in the work place. Basically employee
satisfaction is a measure of how happy workers are with their job and working environment.
In this paper various variables responsible for employee satisfaction has been discussed such
as Organization development factors, Job security factors, Work task factors, Policies of
compensation and benefit factor and opportunities which give satisfaction to employees such
as Promotion and career development also has been described .This paper also deals the
various ways by which one can improve employee satisfaction.

HalilZaimSelimZaim Fatih University, TURKEY Employee satisfaction is considered to be a

critical success factor for organizations. The concept of employee satisfaction has gained a
special concern from both academicians and practitioners. This study aims to provide a
framework for employee satisfaction and determine the critical factors of employee
satisfaction and to measure their effect on overall evaluation of employee satisfaction in
small and medium sized enterprises (SME) based on the data collected from Turkey. Data
analysis revealed that there is a positive relationship between the each factor of employee
satisfaction which are named satisfaction from pay and benefits (P&B), satisfaction from
peers (P), satisfaction from management (M), satisfaction from working environment (WE),
satisfaction from superior (S) and overall employee loyalty in SMEs. Furthermore, relevant
recommendations and measures for improving the employee satisfaction are proposed.

Employees are the greatest asset of the organization and these days the only employees can
create competitive advantage for the company. The paper says that the key drives of
engagement are workers, employees and managers or entire organization. Communication
plays a significant role in employee engagement.According to (Reddering, 2009), a well
communicated employee is an engaged employee. Employee engagement is not a new word
that has come from nowhere but it was there from years before. Employee engagement

33
encourages productive and dedicated team members which ultimately enhances the
productivity of the organization. According to Gallup, there are 3 levels of employee
engagement – actively disengaged, not engaged and actively engaged. The paper also
discusses about the various elements of empowerment and 360 solutions is enhancing their
employee engagement levels.

Employee engagement is problematic. The results from the survey show this beyond any
doubt. When employees are engaged, they demonstrate higher levels of performance and
commitment, and improved work relationships. When they are disengaged, productivity
suffers and relationships between employees can become dysfunctional. Whether engaged or
disengaged, employees generally stay with their organizations, having either a positive or
negative impact. Increasing engagement is a multifaceted challenge, but there are a number
of common themes. One, provide people with greater control over how they do their work.
Two, give employees opportunities to use their skills. Three, build better communication and
relationships between management and staff. These themes remain constant; they are
identified by engaged and disengaged employees, males and females, and all generations.
Driving engagement requires adjusting our work environments and processes. This is the
realm and responsibility of leadership, and it is leaders who bear the initial burden. More than
eight out of 10 respondents indicate that senior leaders and managers are the ones to increase
engagement. From initially matching a person‘s skills to the job requirements,
tocommunicating clear expectations, to recognizing a job well done, leadership begins and
sustains employee engagement. Yet there is also reason for hope in these results. With
increased communication, less micromanaging, and greater responsibilities for employees,
employee engagement makes leaps forward. Organizations with training on how to increase
engagement show much improvement compared with those with no training, even when that
training is infrequent. It does not have to take much to get started and realize some benefits of
increased engagement.

As per the author, (Bakker, 2011) , Top Tips for Driving Engagement

Build positive work relationships.

Ensure a good fit between people‘s skills and their job requirements.

Provide regular feedback on performance.

Give opportunities to learn new skills.

34
Give employees greater control over their work: stop micromanaging.

Celebrate progress and recognize employees‘ accomplishments.

Share information: communicate the direction and strategy of the organization.

Give employees the opportunity to share their ideas.

Employee engagement is a concept with multiple definitions, arguably no form of direct

measure, and a puzzling crossover with other longer standing concepts. As said above, the
paper includes various definitions of employee engagement by Kahn, Gallup, Kieron Shaw,
Dell and International Survey Research. So, there are no limits to the definition of employee
engagement and to measure it every organization has different tools such as Surveys
(engagement Survey, Attitude Survey), Q12 questionnaire (byGallup), 12 attitude
statements(by Development Dimensions International).

According to (Colin Dicke, 2007) HR leaders need to be very concerned about employee
engagement that can make their organization productive and healthy.

The definition of engagement has been studied in order to better understand how it compares
to related concepts of employee satisfaction, employee attitudes, and affective organizational
commitment. From this point, the value-profit chain has been expanded to suggest a means
by which engagement can bring forth positive effect for the firm with special attention paid to
the potential for complex relationships between engagement and firm-level financial
performance to egress. Lastly, evidence supporting and taking away from the argument that
engagement exhibits a positive causal influence on firm performance has been evaluated by
(Holwerda, 2006). Does this bring us any closer to determining what practical benefit
engagement holds for corporations today? Is employee engagement really just old wine in
new bottles? The answer to the latter question is yes in some cases. The concept of employee
engagement, especially in a practical sense, adopts heavily from engagement is considered at
its most basic level—as a mechanism to achieve the goal of the most positive work
environment possible—it appears that old wine may still serve its purpose, even if it is in new
bottles.

Employees who are engaged during a change management initiative are likely to have
increased ―buy-in‖ and better performance. Considerable research concerning change
management strategies lists employee engagement as a primary function for successfully
implementing a change management initiative. The key functions associated with successful

35
change management also share a strong relationship with employee engagement.
Communication is most common of these functions followed by collaboration, information
flow, trust, and effective problem solving. If an organization is proficient in the functions
required for successful change management, they are proficient in functions strongly
associated with employee engagement. Contrary to the statements of change management
consultants there are no ‗silver bullet‘ strategies that apply to all firms. (Dicke, CAHRS,
2007) in his research has determined that there are different types of change, so as an
organization begins the process of developing a change management strategy it is important
that they adjust accordingly. Organizational commitment is a closely related concept to
employee engagement but holds a longer history; therefore research on its relationship with
change management can provide valuable insight. Successful change management strategies
seem to be customized according to the unique qualities and competitive environment of an
organization and may incorporate different components of other successful strategies. Finally,
the largest barrier to employee engagement during change seems to be an organizational
culture lacking experience with or support for the primary functions required for engagement
and change management.

(Alan M. Saks, 2006) purpose of this study was to test a model of the antecedents and
consequences of job and organization engagements based existing models of engagement and
SET. This study provides one of the first empirical tests of the antecedents and consequences
of employee engagement and makes a number of contributions to this new and emerging
area. First, this study approached engagement as role specific with respect to one's job and
organization. In fact, the results demonstrate that job and organization engagements are
related but distinct constructs. Participants' scores were significantly higher for job
engagement compared to organization engagement. Second, this study found that a number of
factors predict job and organization engagement. While POS predicted job and organization
engagement, job characteristics predicted job engagement and procedural justice predicted
organization engagement. Third, the results of this study indicate that job and organization
engagement are related to employees' attitudes, intentions, and behaviors. In particular, job
and organization engagements predicted job satisfaction, organizational commitment,
intention to quit, and OCBO while only organization engagement predicted OCBI. Finally,
the results of this study suggest that employee engagement can be understood in terms of
SET. That is, employees who perceive higher organizational support are more likely to
reciprocate with greater levels of engagement in their job and in the organization; employees

36
who are provided with jobs that are high on the job characteristics are more likely to
reciprocate with greater job engagement; and employees who have higher perceptions of
procedural justice are more likely to reciprocate with greater organization engagement.
Engaged employees are also more likely to have a high-quality relationship with their
employer leading them to also have more positive attitudes, intentions, and behaviors.

(Carnegie, 2011) enjoined that in this era everything can be copied like cost structure,
products, strategies and technologies but what gives any company competitive edge in the
market is people – the workforce of the company and it also gives a better ROI and therefore
better profitability. Rather saying employee, it‘s an engaged employee is the need of the hour.
In his research he found that, according to the employees thefactors that drives engagement is
how your supervisor treats you and the respect and recognition that you get in the company.
Then the author discusses about various findings

i.e. among the 1,500 employees, only 29% are fully engaged and 26% are disengaged.
Almost half (45%) are partially engaged, Gender, ethnicity and work status (full/part time) do
not emerge as critical variables of employee engagement. As the recruiting costs are
increasing at a very high rate i.e. 1.5 times annual salary so as the need to retain an employee
in the organization. Long-term employee engagement starts with good communication
between employer and employees as well as among co-workers, fostering a positive working
environment

As Kahn (1990, 1992) asserted, people exhibit engagement by ―harnessing‖ themselves to

their role through the investment of varying degrees of personal energies and emotions.
Theoretical support for Kahn‘s suppositions on engagement can be found in the work of
Kelman (1958), who posited that the lowest investment of personal energies into role
performance is one that was solely physical, automatic, or robotic as mentioned by
Hochschild, (1983) and devoid of cognitive or emotional involvement. The next level of
personal investment for Kelman(1958) was that which included cognitive energies.
Traditionally, the investment of cognitive energies into role performance has been the focus
of rational theories of motivation. Under these theories (i.e., Equity Theory, Adams, 1963,
1965; Expectancy Theory, Vroom, 1964), individuals are viewed as rational beings who
cognitively assess personal costs and benefits before taking action.

Employees are an asset to an organization. Using the organization‘s intellectual capital has
become an important source of competitive advantage. (Artur, 1994; Becker and Huslid,

37
2000; Buckingham and Vosburgh ;2001) One way organizations can successfully navigate
these challenges and capitalize on their intellectual capital is to foster employee engagement.
Page | 21 Engaged employees are energized and passionate about the work they do. With
passion comes excitement, enthusiasm and productivity. (Kroth and Boverie, 2003) It is very
much an organization‘s self interest that can build wealth as fast as disgruntled one can
destroy it. (Catlette and Hadden, 2001)

Engaged employees are committed, motivated, energetic and enthusiastic about problem
solving. They are absorbed in their work, put their heart into their jobs, are excited about
doing a good job, exert energy in their work and are a source of competitive advantage for
their employees. (Katzenbach, 2000) Each individual employee has direct and unilateral
control over amount of discretionary effort he or she chose to make available to the
organization (Catlette and Hadden, 2001).An engaged employee will consistently outperform
and achieve new standards of excellence. (Harter, Schmidt and Hayes, 2002).

Engagement at work was conceptualized by Kahn, (1990) as the ‗Harnessing of

Organizational Members selves to their work roles‘, In engagement, people employ and
express themselves physically, cognitively, and emotionally during role performances.

The second related construct to engagement in organizational behavior is the notion of flow
advanced by Csikszentmihalyi (1975, 1990). Csikzentmihalyi (1975) defines flow as the
‗Holistic Sensation‘ that, people feel when they act with total involvement. Flow is the state
in which there is little distinction between the self and environment. When individuals are in
Flow State little conscious control is necessary for their actions.

Employee engagement is the thus the level of commitment and involvement an employee has
towards their organization and its values. An engaged employee is aware of business context,
and works with colleagues to improve performance within the job for the benefit of the
organization. The organization must work to develop and nurture engagement, which requires
a two-way relationship between employer and employee.‘ Thus Employee engagement is a
barometer that determines the association of a person with the organization

Engagement is most closely associated with the existing construction of job involvement
(Brown 1996) and flow (Csikszentmihalyi, 1990). Job involvement is defined as ‗The degree
to which the job situation is central to the person and his or her identity (Lawler & Hall,
1970). Kanungo (1982) maintained that job involvement is a ‗Cognitive or belief state of

38
Psychological identification. Job involvement is thought to depend on both need saliency and
the potential of a job to satisfy these needs. Thus job involvement results form a cognitive
judgment about the needs satisfying abilities of the job. Jobs in this view are tied to one‘s self
image. Engagement differs from job in as it is concerned more with how the individual
employees his/her self during the performance of his / her job. Furthermore engagement
entails the active use of emotions. Finally engagement may be thought of as an antecedent to
job involvement in that individuals who experience deep engagement in their roles should
come to identify with their jobs.

When Kahn talked about employee engagement he has given important to all three aspects
physically, cognitively and emotionally. Where as in job satisfaction importance has been
given more to cognitive side.

HR practitioners believe that the engagement challenge has a lot to do with how

Employee feels about the about work experience and how he or she is treated in the
organization. It has a lot to do with emotions which are fundamentally related to drive bottom
line success in a company. There will always be people who never give their best efforts no
matter how hard HR and line managers try to engage them. ―But for the most part employees
want to commit to companies because doing so satisfies a powerful and a basic need in
connect with and contribute to something significant‖.

As the economy is growing, organizations having an active employee engagement programs

will thrive. The era is now for HR and talent management professionals to do more effort for
helping everyone to achieve highest level of satisfaction and motivation. Enhancing the level
of employee engagement to re- engage workers is supposed to be the 1st step in this retention
process to ensure survival of the fittest i.e. only the best and brightest attain success in the
organization. The paper by (Cataldo, 2011) also discusses about the attributes of different
employee engagement levels. It was basically based on the Gallup‘s survey of Employee
Engagement i.e. the Q12 questionnaire. According to the Gallup organization, the cost for
keeping actively disengaged workers over a five- year period was approximately $300 billion
in lost productivity and employee performance. Then it describes about 4 steps of improving
employee engagement taking the example of south west airlines. In conclusion, This white
paper:

Outlines the characteristics of engaged employees

39
Identifies the traits that engaged, disengaged and actively disengaged
employees demonstrate
Explores the costs of poor employee engagement to organizations
Provides suggestions to human resource and talent management professionals
on how to gauge employee engagement in their organizations
Offers employee engagement trends and steps to improve employee
engagement that HR and talent management professionals can take

The interconnectedness of structures in 1965; and the growing weight of evidence since that
time suggest that productivity challenges are unlikely to be solved by fixing a single factor in
isolation. People play the critical role in positioning all other factors for maximum effect. The
examples in this white

40
 CHAPTER 2

RESEARCH DESIGN

This chapter provided methods that was used in data collection and they include; Research
design, Survey population, sampling design, Sampling size, Sources of data, Tools and
methods of data collections and probable problems to be encountered during data collection.

RESEARCH DESIGN:

A research design is the arrangement of condition for collection and analysis of data in a
manner which may result in an economy in procedure. It stands for advance planning for
collection of the relevant data and the techniques to be used in analysis, keeping in view the
objective of the research availability of time.

There are three types of research designs. They are,

 Exploratory research design.

 Conclusive research design.
1. Descriptive research design.
2. Causal research design.
 Performance monitoring research.

The Research design used in this study was descriptive research design. It includes surveys
and fact-finding enquiries of different kinds. The main characteristic of this method is that the
researcher has no control over the variables; he can report only what has happened or what is
happening.

SAMPLING TECHNIQUES:

The simple random sampling technique was employed in the selection of the sample.

SAMPLE SIZE:

50

41
DATA COLLECTION METHORD:

The data collection method for the study the researcher should keep in the mind the two
sources of data.

• Primary data

• Secondary data.

PRIMARY DATA COLLECTION:

Source of primary data:

1. Experimentation

2. Observation

3. Questionnaire schedule

Primary data has been collected through structured questioner. The questionnaire consisted of
a variety of questions that lay consistent with the objective of the research.

 Questionnaire

The questionnaire was prepared keeping in view the objectives of study. Different questions
were so arranged to know satisfaction level of customers towards services provided by
company. The questionnaire not only focused gathering information on the above mentioned
areas but also about the service suggestions to be envisaged under support, update and
engage.

Questionnaire contains four types of questions

1. Open Ended
2. Dichotomous
3. Fixed Alternative Question

42
STUDY CONDUCTED
The primary data was gathered through personal interaction. The information was gathered
from the structured questionnaire.
SECONDARY DATA:

Secondary data has been collected from the Company Website, Internet etc.

Simplex percentage analysis:

Percentage analysis is the method to represent raw streams of data as a percentage (a part
in100‐ percent) for better understanding of collected data.

Graphs:
Graphical representations are used to show the results in simple form. The graphs are
prepared on the basis of data that is received from the percentage analysis

Simple random sampling

Simple random sampling was used in selecting respondents from the sample frame. The
researcher used this technique to ensure that each members of the target population has an
equal and independent chance of being included in the sample of this study.

Objectives ofstudy

 To study the job satisfaction levels among the employees of Irich world.

 To study the various factorsaffecting employee satisfaction.

 To analyse the current satisfaction level of the employees in the company.

 To study the satisfaction level of employees regarding resources provided by the

manager.

 To know whether organisation takes employees suggestions.

 To study about sufficient opportunities to improve employee‘s skills.

 To study the satisfaction level of employees regarding infrastructure of the company.

 To know about supportiveness of superiors.

 To suggest measures for improvement

43
  To examine the importance given by employees to their work & the level of their
satisfaction.
 To find out whether the changes in technology in Irich world. have been properly
matched by training & development of its manpower.

 To study the satisfaction level towards trainers.

 To increase the overall satisfaction of an employee.

Statement of the problem

Scope of study

Employee satisfaction is an important aspect as far as an organization is considered.

Employees are back bone of every organization. So it is responsibility of the management to
keep the employees to contribute more. It is said that satisfied employees are more
productive. So every organization is giving high priority to keep their employees satisfied by
providing several facilities which improves satisfaction and reduce dissatisfaction

Job satisfaction describes how content an individual is with Joining process. There are a
variety of factors that can influence a person‘s level of joining process satisfaction. Some of
these factors include the level of on-boarding and pre-boarding, interview and satisfaction
about position and company.

Limitation of 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.

• The findings are based on the answers given by the employees, so any error or bias may
be affect the validity of the finding

44
 CHAPTER 3
COMPANY PROFILE
Irich Private Limited is a Private incorporated on 18 August 2016. It is classified as Non-govt
company and is registered at Registrar of Companies, Bangalore. Its authorized share capital
is Rs. 11,000,000 and its paid up capital is Rs. 11,000,000. It is involved in Business
activities n.e.c.

Irich Private Limited's Annual General Meeting (AGM) was last held on 29 September 2018
and as per records from Ministry of Corporate Affairs (MCA), its balance sheet was last filed
on 31 March 2018.

Directors of Irich Private Limited are Kalyankumar Rachavarapalli Karanam, Vinu

Anabaghu Yadakunar Kumar and Rudrappa Venkataramanappa.

Irich Private Limited's Corporate Identification Number is (CIN)

U74999KA2016PTC095817 and its registration number is 95817.Its Email address is
info@irichworld.com and its registered address is No. 31/1C, Doddakallasandra, Uttarahalli,
Hobli Bangalore Bangalore KA 560062 IN , - , .

Current status of Irich Private Limited is - Active

Company Name IRICH PRIVATE LIMITED

Company Status Active

RoC RoC-Bangalore

Registration Number 95817

Company Category Company limited by Shares

Company Sub Category Non-govt company

Class of Company Private

45
Date of Incorporation 18 August 2016

Age of Company 3 years, 7 month, 1 days

Activity Business activities n.e.c.

Share Capital & Number of Employees

Authorised Capital ₹11,000,000

Paid up capital ₹11,000,000

Director Details

DIN Director Name Designation Appointment Date

07591800 KALYANKUMAR RACHAVARAPALLI Managing 18 August 2016

KARANAM Director

07593263 VINU ANABAGHU YADAKUNAR KUMAR Director 18 August 2016

08298708 RUDRAPPA VENKATARAMANAPPA Additional 10 December 2018

Director

46
 CHAPTER 4
DATAANALYSIS

1. Do you enjoy your work?

Responses Percentage No. of respondent

Highly satisfied 8% 4

Satisfied 40% 20

Neutral 30% 15

Dissatisfied 12% 6

Highly dissatisfied 10% 5

Total 100% 50

10% 8%

12% Highly satisfied

Satisfied
Netural
40% Disstisfied
Highly dissatisfied
30%

Analysis: Out of 50 respondents 4 were highly satisfied or enjoy their work, 20 were
satisfied, 15 were neutral regarding their response, 6 were dissatisfied whereas 5
were highly dissatisfied. Majority of respondents were satisfied with the nature of
work assigned to them.

47
2. Are you satisfied with the infrastructure provided by your company?

Responses Percentage No. of respondent

Highly satisfied 10% 5

Satisfied 30% 15

Neutral 50% 25

Dissatisfied 6% 3

Highly dissatisfied 4% 2

Total 100% 50

4%
6% 10%

Highly satisfied
satisfied
30% Netural
Dissatisfied
Highly dissatisfied
50%

Analysis: Out of 50 respondents 5 were highly satisfied with the infrastructure, 15

satisfied, 25 gave neutral response, 3 were dissatisfied whereas 2 were highly
dissatisfied. Majority of respondents were neither satisfied nor dissatisfied.

48
3.Do you find your HOD/superiors as being helping and supportive?

Responses Percentage No. of respondent

Highly satisfied 4% 2

Satisfied 14% 7

Neutral 20% 10

Dissatisfied 58% 29

Highly dissatisfied 4% 2

Total 100% 50

4% 4%

14%

Highly satisfied
Satisfied
Neutral
20% Dissatisfied
Highly dissatisfied
58%

Analysis: Out of 50 respondents 2 were highly satisfied with the supportiveness of

their HOD/superior, 7 were satisfied, 10 were neutral regarding their response, 29
were dissatisfied whereas 2 were highly dissatisfied. Majority of respondents were
neutral with HOD/superior supportiveness.

49
4. Do you get sufficient opportunities to improve your skills?

Responses Percentage No. of respondent

Highly satisfied 10% 5

Satisfied 20% 10

Neutral 40% 20

Dissatisfied 18% 9

Highly dissatisfied 12% 6

Total 100% 100

12% 10%

Highly satisfied
20%
18% Satisfied
Neutral
Dissatisfied
Highly dissatisfied

40%

Analysis: Out of 50 respondents 5 were highly satisfied by getting sufficient

opportunities to improve their skills, 10 were satisfied, 20 were neutral regarding their
response, 9 were dissatisfied whereas 6 were highly dissatisfied. Majority of
respondents were satisfied.

50
5. Do you get regular Feedback from your supervisor Regarding your
performance?

Responses Percentage No. of respondent

Highly satisfied 30% 15

Satisfied 20% 10

Neutral 32% 16

Dissatisfied 12% 6

Highly dissatisfied 6% 3

Total 100% 0

6%

12%
30%
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
32%

20%

Analysis: Out of 50 respondents 15 were highly satisfied by getting regular

feedback from their superiors, 10 were satisfied, 16 were neutral regarding their
response, 6 were dissatisfied whereas 3 were highly dissatisfied.

51
6. Whether your organization takes your suggestion seriously?

Responses Percentage No. of respondent

Frequently 6% 3

Rarely 30% 15

Occasionally 64% 32

Total 100%

6%

30% Frequently
Rarely
Occasionally

64%

Analysis: Out of 100 respondents 9 were highly satisfied by the nature of work, 40
satisfied, 29 were neutral regarding their response, 15 were dissatisfied whereas 7
were highly dissatisfied. Majority of respondents were satisfied by the nature of work
assigned to them.

52
7. Does the mission and vision of the organization related to your individual
mission and goal?

Responses Percentage No. of respondent

Always 6% 3

Mostly 24% 12

Sometimes 40% 20

Rarely 30% 15

Not at all 0% 0

Total 100% 50

0%

6%

30%
24% Always
Mostly
Sometimes
Rarely
Not at all

40%

Analysis: Out of 50 respondents 3 said there mission & vision of organization is

always related to their individual mission and goal, 12 said mostly, 20 said
sometimes, 15 said rarely.

53
8. Does your manager promote innovation at job?

Responses Percentage No. of respondent

Highly satisfied 10% 5

Satisfied 40% 20

Neutral 30% 15

Dissatisfied 16% 8

Highly dissatisfied 4% 2

Total 100% 50

4%
10%

16%

Highly satisfied
Satisfied
Neutral
Dissatisfied
40%
Highly dissatisfied
30%

Analysis: Out of 50 respondents 5 were highly satisfied; they said their manager
promote innovation at job, 20 were satisfied, 15 were neutral regarding their
response, 8 were dissatisfied whereas 2 were highly dissatisfied.

54
9. Do you agree the regular family programmes should be organized?

Responses Percentage No. of respondent

Highly agree 42% 21

Agree 34% 17

Neutral 12% 6

Disagree 16% 8

Highly disagree 8% 4

Total 100% 50

8%

16%
42% Highly agree
Agree
Neutral
12%
Disagree
Highly disagree

34%

Analysis: Out of 50 respondents 9 were highly satisfied by the nature of work, 40

satisfied, 29 were neutral regarding their response, 15 were dissatisfied whereas 7
were highly dissatisfied. Majority of respondents were satisfied by the nature of work
assigned to them.

55
10. Do you fatigue while performing your job?

Responses Percentage No. of respondent

Yes 42% 21

No 58% 29

Total 100% 50

42%
Yes
No
58%

Analysis: Out of 50 respondents 9 said yes they get fatigue while performing their
job & 29 said no they don’t get fatigue.

56
11. Have you ever undertaken any training module?

Responses Percentage No. of respondent

Yes 100% 50

No 0% 0

Total 100% 50

0%

Yes
No

100%

Analysis: Out of 50 respondents 50 said yes they have undertaken training module.
It means company provides training to everyone.

57
12. Rate the satisfaction level towards trainers of your organization?

Responses Percentage No. of respondent

Highly satisfied 8% 4

Satisfied 80% 40

Neutral 12% 6

Dissatisfied 0% 0

Highly dissatisfied 0% 0

Total 100% 50

0% 0%

8%
12%

Highly satisfied
Satisfied
Netural
Dissatisfied
Highly dissatisfied

80%

Analysis: Out of 50 respondents 4 were highly satisfied regarding trainers, 40 were

satisfied, 6 were neutral regarding their response, no one is dissatisfied or highly
dissatisfied.

58
13. Are you satisfied with the level of trust the manager shows towards the
team?

Responses Percentage No. of respondent

Highly satisfied 10% 5

Satisfied 46% 23

Neutral 26% 13

Dissatisfied 16% 8

Highly dissatisfied 2% 1

Total 100% 50

2%

10%
16%

Highly satisfied
Satisfied
Neutral
Dissatisfied
26% Highly dissatisfied
46%

Analysis: Out of 50 respondents 5 were highly satisfied with the level of trust the
manager shows towards the team, 23 were satisfied, 13 were neutral regarding their
response, 8 were dissatisfied whereas 1 was highly dissatisfied.

59
14. Are you satisfied with the resources provided by your manager to complete
your work efficiently?

Responses Percentage No. of respondent

Highly satisfied 20% 10

Satisfied 40% 20

Neutral 20% 10

Dissatisfied 14% 7

Highly dissatisfied 6% 3

Total 100% 50

6%
20%
14%

Highly satisfied
Satisfied
Netural
Dissatisfied
20%
Highly dissatisfied

40%

Analysis: Out of 50 respondents 10 were highly satisfied with the resources

provided by the manager to complete their work, 20 were satisfied, 10 were neutral
regarding their response, 7 were dissatisfied whereas 3 were highly dissatisfied.

60
15. In totality are you satisfied with your job?

Responses Percentage No. of respondent

Highly satisfied 22% 11

Satisfied 34% 17

Neutral 28% 14

Dissatisfied 16% 8

Highly dissatisfied 0% 0

Total 100% 50

0%

16%
22%

Highly satisfied
Satisfied
Neutral
Dissatisfied
28%
Highly dissatisfied

34%

Analysis: Out of 50 respondents 11 were highly satisfied by the nature of job, 17

were satisfied, 14 were neutral regarding their response, 14 were dissatisfied
whereas 0 were highly dissatisfied.

61
 CHAPTER 5
SUMMARY OFFINDING

1. 40% of therespondents are satisfied they enjoy their work.

2. 50% of the respondents are neither satisfied nor dissatisfied regarding infrastructure
of the organization.

3. 58% of the respondents are dissatisfied regarding supportiveness of their

HOD/superiors.

4. 40% employees gave neutral response of getting sufficient opportunities to improve

their skills.

5. 30% employees are highly satisfied with getting regular feedback from their superior
and 32% gave neutral response.

6. 64% of the respondents said organization takes their suggestion occasionally.

7. 40% employees said that mission & vision of organization is sometimes related
individual mission & goal.

8. 40% of the respondents they said there manager promote innovation at job.

9. 42% of the respondents are highly agree of having regular family programmes.

10. Majority of the employees does not get fatigue while performing their job.

11. Company provides training to all the employees.

12. Majority of the employees are satisfied with trainers.

13. 46% of employees satisfied with the level of trust the manager shows towards their
team & 1 was highly dissatisfied.

14. 40%of the respondents are satisfied with the resources provided by manager to
complete their work & 14 % are dissatisfied.

15. No one is highly dissatisfied with their job. 34% respondents are satisfied.

62
 CHAPTER 6
SUGGESTION ANDCONCLUSION

 To motivates the employees mostly suggestion should be taken from them.

 Innovation should be provided by the manager to improve employee‘s skills.

 To avoid the fatigueless of employees the manager should take some extra activities.

 External training /seminar related to technical development should be introduced in

organisation to increase effectiveness of training programme.

 HOD/superiors should support to employees.

 Sufficient opportunities should be given to employees to improve their skills.

So to motivate the employees, management should take into consideration some suggestions
given by the employees. It will help to increase the motivation and ultimately the job
satisfaction of the employees of Irich world.

Recruitment and Retention Strategies

 Compensation and benefit systems – effective programs tied to the market

 Work schedules – programs designed around the work and the needs of the workers
 Training and development – the opportunity to enhance current skills
 Longer-term career development – the opportunity to develop business and leadership
skills
 Opportunities for advancement – both technical and management career paths offered
 Opportunities for recognition – variety of incentives plans for both teams and
individuals
 Quality of leadership – training for managers and empowerment of employees
 Sense of community – sense of belonging and being connected
 Lifestyle accommodation – flextime, telecommuting, child care
 Organizational stability and employment security

CONCLUSION

63
THE SEED OF SUSTAINABILITY IS SOWN WITHIN THE ORGANISATION BY
NURTURING A HEALTHY AND HAPPY TEAM.

As the world moves faster and competition becomes more intense due to
globalization, human talent will determine which organizations will be successful in
the future. Training helps to achieve this aim. Training is an important tool in the
hands of organization.

Employees are enjoying their work; they are satisfied with the resources provided to
them, also happy with the trust shown by the manager towards their team.

Company should give focus on support of HOD to employees. It should give

sufficient opportunities to improve employee’s skills.

64
 APPENDIX

Dear Respondent,

We are the students of M.B.A. and we are conducting a survey on the employee
satisfaction with the performance appraisal. You are kindly requested to give your
feedback. The data collected will be used only for academic purpose.

Please tick ( ) the relevant option:-

 Gender:
1) Male
2) Female

 Age:
1) 15-30
2) 30-50
3) 50 above

 Marital status:
 1) Single
 2) Married

 Education:
1) Under Matriculation
2) Intermediate
3) Graduate
4) Post Graduate
5) Other________

 Experience:
1) below 5 years
2) 5 to 10 years
3) above 10 years

65
 ORGANIZATIONAL DETAILS:
1. Do you enjoy your work?
A) Highly satisfied
B) Satisfied
C) Neither satisfied nor dissatisfied
D) Dissatisfied
E) Highly Dissatisfied

2. Are you satisfied with the infrastructure provided by your company?

A) Highly satisfied
B) Satisfied
C) Neither satisfied nor dissatisfied
D) Dissatisfied
E) Highly Dissatisfied

3. Do you find your HOD/superiors as being helping and supportive?

A) Highly satisfied
B) Satisfied
C) Neither satisfied nor dissatisfied
D) Dissatisfied
E) Highly Dissatisfied

4. Do you get sufficient opportunities to improve your skills?

A) Highly satisfied
B) Satisfied
C) Neither satisfied nor dissatisfied
D) Dissatisfied
E) Highly Dissatisfied

66
5. Do you get regular Feedback from your supervisor
regarding your performance?
A) Highly satisfied
B) Satisfied
C) Neither satisfied nor dissatisfied
D) Dissatisfied
E) Highly Dissatisfied

6. Whether your organization takes your suggestion seriously?

A) Frequently
B) Rarely
C) Occasionally

7. Does the mission and vision of the organization related to your individual
mission and goal?
A) Always
B) Mostly
C) Sometimes
D) Rarely
E) Not at all

8. Does your manager promote innovation at job?

A) Highly satisfied
B) Satisfied
C) Neither satisfied nor dissatisfied
D) Dissatisfied
E) Highly Dissatisfied

9. Do you agree the regular family programmers should be organized?

A) Highly agree
B) Agree
C) Neither agree nor disagree
D) Disagree
E) Highly Disagree
67
10. Do you fatigue while performing your job?
A) Yes
B) No

11. Have you ever undertaken any training module?

A) Yes
B) No

12. Rate the satisfaction level towards trainers of your organization?

A) Highly satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly Dissatisfied

13. Are you satisfied with the level of trust the manager shows towards the
team?
A) Highly satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly Dissatisfied

14. Are you satisfied with the resources provided by your manager to complete
your work efficiently?
A) Highly satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly dissatisfied

68
15. In totality are you satisfied with your job?
A) Highly satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly dissatisfied

69
 BIBLIOGRAPHY
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