A PROJECT REPORT

ON
“EMPLOYEE SATISFACTION AT
GODREJ & BOYCE MANUFACTURING COMPANY
LTD”
Submitted in Partial fulfilment of the requirement
For the award of the degree of
BACHELOR OF BUSINESS ADMINISTRATION
SESSION (2023-2024)

SUPERVISED: Dr Shishir Gupta NAME OF STUDENT:

Zara
(Assistant Professor) ROLL NO: 21BBA245
BATCH: BBA (VI sem.)

ALLEN HOUSE BUSINESS SCHOOL

AFFILIATED TO
C.S.J.M. UNIVERSITY, KANPUR

Page 1
 CERTIFICATE
This is to certify that Mr. / Ms……………Zara……………………. of BBA 6th
Semester has completed her project entitled
“…Employee Satisfaction at Godrej & Boyce Manufacturing Company Ltd…..” in record
of original works done under my
supervision. The work embodied the finding of his investigation conducted during the
period.
This Market Survey Study is his/her original work and has not been submitted to
any other University/Institute.

……………... Dr. Shishir Gupta

Faculty Supervisor Associate Professor
(HOD-BBA)

Page 2
 ACKNOWLEDGEMENT

I Zara, would like to express my sincere, gratitude and regards to the Director
Prof. (DR.) Shivani Kapoor, Head of the Department Dr. Shishir Gupta for their
constant inspiration, supervision and invaluable guidance and providing me the
infrastructural facilities like Library and Computer Laboratory, during the
preparation of the project.
I would also like to extend my sincere gratitude to all my faculty
members and specially
Dr Shishir Gupta respectively (internal guide) for giving their valuable
suggestions.

With regards

Signature of Student

Signature of Internal Guide

 Declaration

I am student of B.B.A. at Allen house Business School, Kanpur hereby, declare

that the Project work entitled “EMPLOYEE SATISFACTION AT
GODREJ&BOYCE MANUFACTURING COMPANY LTD”
is compiled and submitted under the guidance of Dr Shishir Gupta This is my
original work.
Whatever, information furnished in this project report is true to the best of my
knowledge.

Name: Zara
B.B.A. VI Semester.
Roll No: 21BBA245
 CONTENT

CHAPTERS

INTRODUCTION

• Back ground of the study

• Objectives of the study
• Need of the study
• Scope of the study
• Methodology
• Limitations
COMPANY PROFILE

• About Godrej

LITERATURE REVIEW

• Introduction
• Concept
• Determinants
• Theory
• Factors
• Importance
DATA ANALYSIS

CONCLUSION

• Findings
• Suggestion
BIBLIOGRAPHY
 CHAPTER -1

INTRODUCTION

The term job satisfaction was brought to limelight by Hoppock (1935).

According to him job satisfaction is a combination of Psychological,
Physiological & environmental factor that makes a person to admit, “I am
happy at my job”. It has also been defined as the „end state of feeling‟ it is an
important dimension of moral and not moral itself.

Job satisfaction has been considered as a state of condition where people are:

1. Induced to do work efficiently and effectively;

2. Convinced to remain in the enterprise;
3. Prepared to act efficiently during contingencies;
4. Prepared to welcome the changes;
5. Interested in promoting the image of the organization; &
6. Happier and satisfied with their job.

Job satisfaction is an individual feeling, which could be caused by a variety of

factors. Job satisfaction is a distributive phenomenon. Job satisfaction refers to a
general attitude towards work by an individual worker.

There are two variables, which determine the job satisfaction-

1. Organizational
2. Personal
The level of job determines the job satisfaction. The higher the level of the job,
the greater the satisfaction of the individual. This is because of higher level jobs
carry greater prestige and self-control. This relationship between occupational
 level and job satisfaction stems for social reference group theory, in that our
society value some jobs more than others. Hence people in valued jobs will like
them more than those who are in non-valued jobs. The relationship may also
stem from the need fulfilment theory. People in higher-level jobs find most of
their needs satisfied than when they are in lower-level ones. In addition, there
are also other organizational variables like job content, type of leadership, pay
and promotional prospects, interaction in the work group, which affects job
satisfaction of a person.

The personal variables like age, educational level, sex and so on are also
responsible for satisfactions are dissatisfaction of some people.

The different aspects that largely affect the job satisfaction are as under:

1. Opportunity to learn a job.

2. Steadiness of employment.
3. Supervision.
4. Pay.
5. Cooperativeness.
6. Working condition
7. Cleanliness.
8. Working hours.
9. Communication.
10. Recognition.
11. Individual adjustment.
12. Group relationship outside the job.
 BACKGROUND THE OF STUDY

The studies primarily aim at what is employee engagement and how it is done in
organization. It is also aims at how it helps to retain employees in concern.

The study is carried out in Godrej and Boyce manufacturing ltd to find out
the level of employee engagement in the organization.

BACKGROUND OF TOPIC

As we analyse the topic of our study, we have to first analyse what is employee
engagement, and how, why it is essential.

OBJECTIVES

In generals the objective of the study is to study various factors affecting job

satisfaction. The specific objectives of the study are:

 To study the level of job satisfaction of the workers.

 To know the welfare facilities provided by the organisation to the

employees.

 To know the degree of effectiveness of the present working environment.

 Employee’s feeling of being motivated by their subordinates & the level

of cooperation achieved.

 To know employee- employee relationship by the organisation to their

employees.

NEED OF THE STUDY

Measure Employee Satisfaction:
A company is only as strong and successful as its members, its employees, are.
By measuring employee satisfaction in key areas, organizations can gain the
information needed to improve employee satisfaction, retention, and
productivity.
Rapidly growing organization:
When an organization is growing quickly, it is critical to find out how
employees feel about their jobs, the organization, and their fit and future within
it.
High or growing turnover rate:
While some industries have a naturally high turnover, growing turnover is a
problem for any organization. If your absolute level of turnover exceeds the
industry average, you have a problem that an employee satisfaction survey is the
first step to solving.
Excessive rumours:
A strong rumour mill is symptomatic of other problems in the organization.
These can include communications, trust, and fear.
Highly competitive industry:
In a highly competitive industry, turnover minimization and productivity and
creativity maximization are keys to success. Staying in touch with employees is
necessary to facilitate continued competitiveness.
Contemplated changes in pay and benefits:
You must know what needs to be "fixed" and how much "fixing" it needs to
maximize return on invested money and people resources.
 SCOPE THE STUDY

The study covers all levels of Employees and various aspects of Employees like:
Identifying Employees attitudes towards various attributes at work place. This
study gives us an insight of how Employees see and perceive about
Organization.
Interpersonal relations,
• Opportunities for career growth,
• Compensation and benefits,
• Training and development,
• Working conditions,
• Communications,

METHODLOGY

Method is any systematic study of principles that guide the scientific

investigation; it refers to the body of methods and techniques used in conducting
the study. It is studying the attitude of workers and management opinion survey
method was used.
The data are selected from both the
 Primary Sources
 Secondary Sources
The primary sources are based on taking sample size 33 in Godrej & Boyce
Mfg. Co. Ltd.
The secondary sources were collected from internet, published booklet,
bulletins and different reports annual survey booklet of Godrej.
 The data so collected were compiled edited and tabulating annually to draw
meaningful conclusion. Some suggestions were given to make this scheme more
effective.
LIMITATIONS

Despite the maximum effort that has been taken to make this project work a
success, the study has suffered from the following limitations:

 Time factor acted as a major hindrance within a short period of 1 month.

It was difficult to the researcher to collect adequate data for a clear cut
analysis.
 Workers were very reluctant to give information due to ignorance and
fear.
 The other factors responsible for getting full information on the tendency
for some workers cheat or lie about the actual facts.
 There is some organisation constraint to give full information on his
scheme. There are some confidential reports not easily accessible to the
outsider.
 CHAPTER- 2

COMPANY PROFILE

Started in 1897 as a lock manufacturing company, the Godrej Group is today

one of the most accomplished and diversified business houses in India. Godrej
success has been driven by the company’s commitment to delivering innovation
and excellence. Through the consistent application of this commitment and a
century of ethical business conduct, Godrej has earned an unparalleled
reputation for trust and reliability.

In 1930, Godrej became the first company in the world to develop the
technology to manufacture soap with vegetable oils; that spirit of innovation has
continued throughout the organization history. Today Godrej is delivering
consumers exciting innovations across a spectrum of businesses. The company’s
pursuit of excellence is equally well established and enduring. In the 1944
Mumbai docks blast, Godrej safes were the only security equipment whose
contents were unharmed; an equal level of product quality continues to be
expected from every product bearing the Godrej brand name. Godrej
management understands that the company’s greatest asset is the trust and faith
that consumers have reposed in it, and recognizes that the company must
continue to earn this trust. This translates to the organization delivering
outstanding quality and value in everything it does.
Godrej’s ethical and visionary practices have allowed the company to
successfully expand into a number of businesses.
Today Godrej is a leading manufacturer of goods and provider of services in a
multitude of categories: home appliances, consumer durables, consumer
products, industrial products, and every products to name a few. A recent
estimate suggested that 350 million people across India use Godrej products.
The group has more recently entered the real estate and information technology
sectors, and management views these as avenues for enormous growth.

The Godrej Group stands in a strong position today. With annual sales in excess
of $1 billion, a workforce of approximately 18,000, and a strong diversified
portfolio, Godrej has proven its ability to deliver strong financial performance

The Evolution of Godrej:

1897 - Godrej & Boyce Mfg. Co. Ltd. was established.
1918 - Godrej Soaps Limited was incorporated.
1971- Godrej Agrovet Limited began as an Animal Feeds division of Godrej
Soaps.
1974 - Veg oils division in Wadala, Mumbai was acquired.
1990 - Godrej Properties Limited, another subsidiary, was established.
1991 - Foods business started. Godrej Agrovet Limited was incorporated.
1994 - Transelektra Domestic Products was acquired.
1995 - Transelektra forged a strategic alliance with Sara Lee USA.
1999 - Transelektra was named Godrej Sara Lee Limited.
2001 - Godrej Consumer Products was formed as a result of the demerger of
Godrej Soaps Limited. Godrej Soaps was renamed Godrej Industries
Limited.
2002 - Godrej Tea Limited was set up.
2003 - We entered the BPO solutions and services space with Godrej Global
Solutions Limited.
2004 - Godrej HiCare Limited was set up to provide a Safe Healthy
Environment to customers by providing professional pest management
services. 2006 - The foods business was merged with Godrej Tea and
Godrej Tea was renamed Godrej Beverages & Foods Limited.
2007 - Godrej Beverages & Foods Limited formed a JV with The Hershey
Company of North America and the company was renamed Godrej
Hershey Foods & Beverages Limited.
2008 – Godrej logo colour changed.
In April 2001, Godrej Industries was formed the consumer products division of
Godrej Soaps Limited was de-merged to form Godrej Consumer Products
Limited. In the same year,
Godrej Soaps was renamed Godrej Industries Limited. Godrej Industries
expanded its portfolio of products. It added a slew of investments to its associate
companies, while re-in forcing its existing businesses that include oleo
chemicals, veg oils and medical diagnostic equipment.
As they say no guts, no glory. But at Godrej, we must say it has been a glorious
106 years of being the face of Indian industry. We have always set the trends,
always defined the market place and always achieved our glory. Here is a quick
preview of the various milestones we have crossed in the past 106 years.

Vision:
Godrej in Every Home and Work place.
Mission:
Enriching quality of life everyday everywhere.
Values:
Integrity/Trust/To serve respect/Environment.

INITIATIVES
 CHAPTER-3

LITERATURE REVIEW

EMPLOYEE SATISFACTION

INRODUCTION

Employee satisfaction is the terminology used to describe whether employees

are happy and contented and fulfilling their desires and needs at work. Many
measures meaning that employee satisfaction is a factor in employee
motivation, employee goal achievement, and positive employee morale in the
workplace.
As per Vroom Employee Satisfaction is a positive orientation of an individual
towards a work role which he is presently occupying.
Employee satisfaction is a measure of how happy workers are with their job and
working environment. Keeping morale high among workers can be of
tremendous benefit to any company, as happy workers will be more likely to
produce more, take fewer days off, and stay loyal to the company. There are
many factors in improving or maintaining high employee satisfaction, which
wise employers would do well to implement.
Employee satisfaction, while generally a positive in organization, can also be a
bad luck if mediocre employees stay because they are satisfied with your work
environment.
Many experts believe that one of the best ways to maintain employee
satisfaction is to make workers feel like part of a family or team. Holding office
events, such as parties or group outings, can help build close bonds among
workers. Many companies also participate in team-building retreats that are
designed to strengthen the working relationship of the employees in a non-work
related setting. Camping trips, paintball wars and guided backpacking trips are
versions of this type of team-building strategy, with which many employers
have found success.
Of course, few workers will not experience a boost in morale after receiving
more money. Raises and bonuses can seriously affect employee satisfaction, and
should be given when possible. Yet money cannot solve all morale issues, and if
a company with widespread problems for workers cannot improve their overall
environment, a bonus may be quickly forgotten as the daily stress of an
unpleasant job continues to mount.
If possible, provide amenities to your workers to improve morale. Make certain
they have a comfortable, clean break room with basic necessities such as
running water. Keep facilities such as bathrooms clean and stocked with
supplies. While an air of professionalism is necessary for most businesses,
allowing workers to keep family photos or small trinkets on their desk can make
them feel more comfortable and nested at their workstation. Basic
considerations like these can improve employee satisfaction, as workers will
feel well cared for by their employers.
The backbone of employee satisfaction is respect for workers and the job they
perform. In every interaction with management, employees should be treated
with courtesy and interest. An easy avenue for employees to discuss problems
with upper management should be maintained and discuss problem ms with
upper management should be maintained and carefully monitored. Even if
management cannot meet all the demands of employees, showing workers that
they are being heard and putting honest dedication into compromising will often
help to improve morale.
Satisfaction = f (what employee expects, what she gets, time, back ground of
the employee- social, economic, cultural)
Satisfaction being a continuous process starts from the day 1 and gets reinforced
with time depending on the importance of the various factors considered to be
important for the individual employee. Loyalty towards the organization starts
to develop when the employee continues to get the positive reinforcements on
various important aspects for the duration of the employment
.

CONCEPT

This Employee Satisfaction Survey asks questions which go to the heart of how
an employee feels about his or her company, job and work life. The result of the
survey will indicate if there is need to follow up.
This survey does not provide a complete list of the numerous issues that
employees could raise about management, work and work life. Even if there
were a complete survey and if the employer were to remedy all complaints,
there would remain a serious flaw in that approach. Aside from the cost &
feasibility such an approach would be paternalistic and not constructive because
it would leave the employees out of the process.
This survey is brief, yet it exposes the core issues. If the need to follow up is
indicated, then the employees need to participate in person in the development
of any follow up action. This process would build trust, openness,
communication & satisfaction ultimately improving the quality of work life and
performance.
Employee Satisfaction Surveys allow an organization to understand employee
perceptions. Perception is reality. Because employees at every organization act
on the basis of their perceptions, management must be keenly aware of
employee’s views. Employee satisfaction surveys deliver a successful means of
measuring, and acting upon, employee’s current beliefs on many job-related
subjects

DETERMINANTS OF EMPLOYEE SATISFACTION

Employee satisfaction is a multi-variable and indescribable concept. There are

number of factors that influence employee satisfaction. These factors can be
classified into two categories.

A) Organizational Variables:
The organizational determinants of employee satisfaction play a very important
role. The employees spend major part of their time in organization so there are
number of organizational factors that determine employee satisfaction of the
employees. The employee satisfaction in the organizations can be increased by
organizing and managing the organizational factors.
1. Overall Individual satisfaction: Employees be should satisfy with the
organization as a great place to work.
2. Compensation and Benefits: This is the most important variable for
employee satisfaction.
Compensation can be described as the amount of reward that a worker expects
from the job. Employees should be provided with competitive salary packages
and they should be satisfied with it when comparing their pay packets with
those of the outsiders who are working in the same industry. A feeling of
employee satisfaction is felt by attaining fair and equitable rewards.
3. Nature of Work: nature of work has significant impact on the employee
satisfaction. Employee satisfaction is highly influenced by the nature of work.
Employees are satisfied with job that involves intelligence, skills, abilities,
challenges and scope for greater freedom. Job dissatisfaction arises with a
feeling of boredom, poor variety of tasks, frustrations and failures.
4. Work Environment and Conditions: Employees are highly motivated with
good working conditions as they provide a feeling of safety, comfort and
motivation. On contrary, poor working conditions brings out a fear of bad health
in employees. Employees spend 6 to 8 hours at their workplace every day which
makes a workplace their second home. It is up to the employers to see and make
sure that the office is fully facilitated and is in good working order. It must be
well lit and well-ventilated with the right amount of lights, fans, air
conditioning. Cleanliness is of utmost importance as there are a huge number of
workers working at a job place. The offices, cubicles, rest area, washrooms,
kitchen & serving area must be neat and clean. The more comfortable the
working environment is more productive will be the employees.
5. Job Content: Factors like recognition, responsibility, advancement,
achievement etc can be referred to as job content. A job that involves variety of
tasks and less monotonous results delivers greater employee satisfaction. A job
that involves poor content produces job dissatisfaction.
6. Job Satisfaction: Job satisfaction is the favourableness or un-favourableness
with which employees view their work. As with motivation, it is affected by the
environment. Job satisfaction is impacted by job design. Jobs that are rich in
positive behavioural elements ± such as autonomy, task identity, task
significance and feedback contribute to employee’s satisfaction. Likewise,
orientation is important because the employee’s acceptance by the work group
contributes to satisfaction. Each element of the environmental system, can
attract or detract from job satisfaction.
7. Organizational Level: The jobs that are at higher levels are viewed as
prestigious, esteemed and opportunity for self-control. The employees that are
working at higher level jobs express greater employee satisfaction than the ones
working at lower-level jobs.
8. Opportunities for Promotion: Promotion can be reciprocated as a
significant achievement in the life. It promises and delivers more pay,
responsibility, authority, independence and status. So, the opportunities for
promotion determine the degree of satisfaction to the employees
9. Work Group: There is a natural desire of human beings to interact with
others and so existence of groups in organizations is a common observable fact.
This characteristic results in formation of work groups at the work place.
Isolated workers dislike their jobs. The work groups make use of a remarkable
influence on the satisfaction of employees. The satisfaction of an individual is
dependent on largely on the relationship with the group members, group
dynamics, group cohesiveness and his own need for affiliation.
10.Leadership Styles: The satisfaction level on the job can be determined by
the leadership styles. Employee satisfaction is greatly enhanced by democratic
style of leadership. It is because democratic leaders promote friendship, respect
and warmth relationships among the employees. On contrary, employees
working under authoritarian and dictatorial leaders express low level of
employee satisfaction.
11.Communication Methods: When administrative policies and all the
important announcements are communicated to the employees, it boosts their
morale. The methods chosen for communication also play an integral role.
Some of the methods that could be used are intranet, monthly newsletters,
weekly meetings etc.
12. Safety measures: An employer must make sure that he provides a safe
environment to his/her employee. The security measures outside office include
security guards and parking facility. While inside the office, there must be
introduced safe environment for male and female employees to work so that if
an employee has to work late hours, she/he should feel safe and comfortable
working in his/her office. There must be no discrimination or harassment
practiced and the employee should be given equal opportunity to grow as an
individual despite being male or female.

B) Personal Variables:
The personal determinants also help a lot in maintaining the motivation and
personal factors of the employees to work effectively and efficiently. Employee
satisfaction can be related to psychological factors and so numbers of personal
factors determine the employee satisfaction of the employees

1. Personality: The personality of an individual can be determined by observing

his individual psychological conditions. The factors that determine the
satisfaction of individuals and his psychological conditions is perception,
attitudes and learning.
2. Age: Age can be described as a noteworthy determinant of employee
satisfaction. It is because younger age employees possessing higher energy
levels are likely to be having more employee satisfaction. In older age, the
aspiration levels in employees increase. They feel completely dissatisfied in a
state where they are unable to find their aspiration fulfilled.
3. Education: Education plays a significant determinant of employee
satisfaction as it provides an opportunity for developing one’s personality.
Education develops and improvises individual wisdom and evaluation process.
The highly educated employees can understand the situation and asses it
positively as they possess persistence, rationality and thinking power.
4. Gender Differences: The gender and race of the employees plays important
determinants of Employee satisfaction. Women, the fairer sex, are more likely to
be satisfied than their male counterpart even if they are employed in small jobs.
The employee satisfaction can also be determined by other factors like learning,
skill autonomy, job characteristics, unbiased attitude of management, social
status etc. It is important for managers to consider all these factors in assessing
the satisfaction of the employees and increasing their level of employee
satisfaction

THEORY

The company's ability to fulfil the physical, emotional, and psychological needs
of its employees. Satisfying the employee's all needs, so that he can give 100%
to the company. Satisfaction refers to the level of fulfilment on one's needs,
desires, and wants. It can be experienced in various levels or degrees.

Vital ingredients for any employee’s satisfaction are physical, security, social
and egoistic needs which satisfy individuals psycho social.

1. Physical and Security need: This relates to satisfaction of bodily function

like hunger, thirst, shelter as well as to be secure in the employment.
2. Social Need: Since human beings are dependent on each other. There are
some needs which can be satisfied only when individual is recognized by other
people
3. Egoistic Need: This relates to man desire to man’s desire to be dependant to
do things of his own end to sense of accomplishment To a considerable extent
however physical needs are satisfied off the job. Social needs are satisfied
through personal contacts around the job where egoistic needs are chiefly
satisfied through the job.

EQUITY THEORY:
Equity Theory attempts to explain relational satisfaction in terms of perceptions
of fair/unfair distributions of resources within interpersonal relationships.
Equity theories considered as one of the justice theories. It was first developed
in 1962 by John Stacey Adams, a workplace and behavioural psychologist, who
asserted that employees seek to maintain equity between the inputs that they
bring to a job and the outcomes that they receive from it against the perceived
inputs and outcomes of others (Adams, 1965). The belief is that people value
fair treatment which causes them to be motivated to keep the fairness
maintained within the relationships of their co-workers and the organization.
The structure of equity in the workplace is based on the ratio of inputs to
outcomes. Inputs are the contributions made by the employee for the
organization; this includes the work done by the employees and the behaviour
brought by the employee as well as their skills and other useful experiences the
employee may contribute for the good of the company.

The idea is to have the rewards (outcomes) be directly related with the quality
and quantity of the employee’s contributions (inputs). If both employees were
perhaps rewarded the same, it would help the workforce realize that the
organization is fair, observant, and appreciative.
This can be illustrated by the following equation:

Inputs:
Time, Effort, Loyalty, Hard Work, Commitment, Ability, Adaptability,
Flexibility, Tolerance, Determination, Enthusiasm, Personal sacrifice, Trust in
superiors, Support from co-workers and colleagues, and Skill.
Outcomes:
Outputs are defined as the positive and negative consequences that an individual
perceives a participant has incurred as a consequence of his/her relationship
with another. When the ratio of inputs to outcomes is close, than the employee
should have much satisfaction with their job. Outputs can be both tangible and
intangible (Walster, Traupmann & Walster, 1978). Typical outcomes include any
of the following: Job security, Esteem, Salary, Employee benefit, Expenses,
Recognition, Reputation, Responsibility, Sense of achievement, Praise, Thanks,
and Stimuli

EXPECTANCY THEORY (VROOMS THEORY)

Expectancy theory is about the mental processes regarding choice, or choosing.

It explains the processes that an individual undergoes to make choices. In
organizational behaviour study, expectancy theory is a motivation theory first
proposed by Victor Vroom of the Yale School of Management. Expectancy
theory predicts that employees in an organization will be motivated when they
believe that:
• putting in more effort will yield better job performance
• better job performance will lead to organizational rewards, such as an
increase in salary or benefits
• These predicted organizational rewards are valued by the employee in
question.
This theory emphasizes the needs for organizations to relate rewards directly to
performance and to ensure that the rewards provided are those rewards deserved
and wanted by the recipients.
Emphasizes self interest in the alignment of rewards with employee's wants.
Emphasizes the connections among expected behaviours, rewards and
organizational goals
Vroom's theory assumes that behaviour results from conscious choices among
alternatives whose purpose it is to maximize pleasure and to minimize pain.
Together with Edward Lawler and Lyman Porter, Vroom suggested that the
relationship between people's behaviour at work and their goals was not as
simple as was first imagined by other scientists. Vroom realized that an
employee's performance is based on individual factors such as personality,
skills, knowledge, experience and abilities.
Victor H. Vroom introduces three variables within the expectancy theory which
are valence (V), expectancy (E) and instrumentality (I). The three elements are
important behind choosing one element over another because they are clearly
defined: effort -performance expectancy (E>P expectancy), performance-
outcome expectancy (P>Expectancy)

.E>P expectancy: Our assessment of the probability our efforts will lead to the
required performance level

.P>O expectancy: Our assessment of the probability our successful performance

will lead to certain outcomes

Vrooms model is based on three concepts:

1. Valence - Strength of an individual’s preference for a particular outcome. For

the valence to be positive, the person must prefer attaining the outcome to not
attaining it.
2. Instrumentality -Means of the first level outcome in obtaining the desired
second level outcome; the degree to which a first level outcome will lead to the
second level outcome.

Expectancy: Our assessment of the probability our efforts will lead to the
required performance level.

3. Expectancy - Probability or strength of belief that a particular action will

lead toa particular first level outcome.

Vroom says the product of these variables is the motivation

In order to enhance the performance-outcome tie, managers should use systems

that tie rewards very closely to performance. Managers also need to ensure that
the rewards provided are deserved and wanted by the recipients. In order to
improve the effort performance tie, managers should engage in training to
improve their capabilities and improve their belief that added effort will in fact
lead to better performance.

MASLOW'S HIERARCHY OF NEEDS

Maslow’s hierarchy of needs is a theory in psychology, proposed by Abraham

Maslow in his 1943 paper. A Theory of Human Motivation. Maslow
subsequently extended the idea to include his observations of humans' innate
curiosity.
Maslow’s hierarchy of needs is most often displayed as a pyramid. The lowest
levels of the pyramid are made up of the most basic needs, while the more
complex needs are located at the top of the pyramid. Needs at the bottom of the
pyramid are basic physical requirements including the need for food, water,
sleep and warmth. Once these lower-level needs have been met, people can
move on to the next level of needs, which are for safety and security. As people
progress up the pyramid, needs become increasingly psychological and social.
Soon, the need for love, friendship and intimacy become important. Further up
the pyramid, the need for personal esteem and feelings of accomplishment take
priority. Like Carl Rogers, Maslow emphasized the importance of self-
actualization, which is a process of growing and developing as a person to
achieve individual potential.
Maslow believed that these needs are similar to instincts and play a major role
in motivating behaviour. Physiological, security, social, and esteem needs are
deficiency needs (also known as D-needs), meaning that these needs arise due to
deprivation. Satisfying these lower-level needs is important in order to avoid
unpleasant feelings or consequences.

Maslow termed the highest-level of the pyramid as growth need (also known as
being needs or B-needs). Growth needs do not stem from a lack of something,
but rather from a desire to grow as a person.
There are five different levels in Maslow’s hierarchy of needs:
1. Physiological Needs:
These include the most basic needs that are vital to survival, such as the need for
water, air, food and sleep. Maslow believed that these needs are the most basic
and instinctive needs in the hierarchy because all needs become secondary until
these physiological needs are met.
2. Security Needs:
These include needs for safety and security. Security needs are important for
survival, but they are not as demanding as the physiological needs. Examples of
security needs include a desire for steady employment, health insurance, safe
neighbourhoods and shelter from the environment.

Social Needs:
These include needs for belonging, love and affection. Maslow considered these
needs to be less basic than physiological and security needs. Relationships such
as friendships, romantic attachments and families help fulfill this need for
companionship and acceptance, as does involvement in social, community or
religious groups.
1. Esteem Needs:
After the first three needs have been satisfied, esteem needs becomes
increasingly important. These include the need for things that reflection self-
esteem, personal worth, social recognition and accomplishment.
2.Self-actualizing Needs:
This is the highest level of Maslow’s hierarchy of needs. Self-actualizing people
are self-aware, concerned with personal growth, less concerned with the
opinions of others and interested fulfilling their potential.
3. TWO-FACTOR THEORY:
4. The two-factor theory (also known as Herzberg's motivation-hygiene theory)
was developed by Frederick Herzberg, a psychologist who found that job
satisfaction and job dissatisfaction acted independently of each other. The
theory states that there are certain factors in the workplace that cause job
satisfaction, while a separate set of factors cause dissatisfaction.
5. The two-factor, or motivation-hygiene theory, developed from data collected
by Herzberg from interviews with a large number of engineers and
accountants in the Pittsburgh area. From analysing these interviews, he found
that job characteristics related to what an individual does ² that is, to the
nature of the work he performs ² apparently have the capacity to gratify such
needs as achievement, competency, status, personal worth, and self-
realization, thus making him happy and satisfied. However, the absence of
such gratifying job characteristics does not appear to lead to unhappiness a
dissatisfaction results from unfavourable assessments of such job –related
factors as company policies, supervision, technical problems, salary,
interpersonal relations on the job, and working conditions. Thus, if
management wishes to increase satisfaction on the job, it should be
concerned with the nature of the work itself ² the opportunities it presents for
gaining status, assuming responsibility, and for achieving self-realization. If
on the other hand, management wishes to reduce dissatisfaction, then it must
focus on the job environment policies, procedures, supervision, and working
conditions. If management is equally concerned with both then managers
must give attention to both sets of job factors. Thus, satisfaction and
dissatisfaction are not on a continuum with one increasing as the other
diminishes, but are independent phenomena. This theory suggests that to
improve job attitudes and productivity, administrators must recognize and
attend to both sets of characteristics and not assume that an increase in
satisfaction leads to decrease in un-pleasurable dissatisfaction. Instead,
dissatisfaction results from unfavourable assessments of such job -related
factors as company policies, supervision, technical problems, salary,
interpersonal relations on the job, and working conditions. Thus, if
management wishes to increase satisfaction on the job, it should be
concerned with the nature of the work itself ² the opportunities it presents for
gaining status, assuming responsibility, and for achieving self-realization. If,
on the other hand, management wishes to reduce dissatisfaction, then it must
focus on the job environment ² policies, procedures, supervision, and working
conditions. If management is equally concerned with both then managers
must give attention to both sets of job factors. Thus, satisfaction and
dissatisfaction are not on a continuum with one increasing as the other
diminishes, but are independent phenomena. This theory suggests that to
improve job attitudes and productivity, administrators must recognize and
attend to both sets of characteristics and not assume that an increase in
satisfaction leads to decrease in unpleasurable dissatisfaction.
 FACTORS

Opportunity: Employees are more satisfied when they have challenging

opportunities at work. This includes chances to participate in interesting
projects, jobs with a satisfying degree of challenge and opportunities for
increased responsibility. Important: this is not simply "promotional
opportunity." As organizations have become flatter, promotions can be rare.
People have found challenge through projects, team leadership, special
assignments-as well as promotions. which are not limited by availability of
positions. They simply demonstrate achievement.
Stress: When negative stress is continuously high, job satisfaction is low. Jobs
are more stressful if they interfere with employees' personal lives or are a
continuing source of worry or concern.
Leadership: Employees are more satisfied when their managers are good
leaders. This includes motivating employees to do a good job, striving for
excellence or just taking action.
Work standards: Employees are more satisfied when their entire workgroup
takes pride in the quality of its work
Fair Rewards: Employees are more satisfied when they feel they are rewarded
fairly for the work they do. Consider employee responsibilities, the effort they
have put forth, the work they have done well and the demands of their jobs.
Adequate Authority: Employees are more satisfied when they have adequate
freedom and authority to do their jobs.

IMPORTANCE

1. Importance of employee satisfaction for organization

• Enhance employee retention.

•Increase productivity
• Increase customer satisfaction
• Reduce turnover, recruiting, and training costs.
• Enhance customer satisfaction and loyalty.
• More energetic employees.
• Improve teamwork.
• Higher quality products and/or services due to more competent, energized
employees.
2. Importance of employee satisfaction for employee

• Employ will believe that the organization will be satisfying in the long run
• They will care about the quality of their work.
• They will create and deliver superior value to the customer.
• They are more committed to the organization.
• Their works are more productive.
 CHAPTER-4
DATA ANALYSIS

Q.1 Does your job make use of your knowledge, skill and abilities?

0%

9% 6%

very low extent

low extent
fair extent
36%
high extent
49%
very high extent

Analysing the above pie chart low extent is 6%, fair extent is 49%, high extent
is 36% and very extent is 9% among which fair extent is appreciated.
Q.2 Are you satisfied with the safety conditions in your work place?

25

20

Axis Title
15

10

0
very low extent low extent fair extent high extent very high extent
Axis Title

Analysing the above responses “High extent” is appreciated.

Therefore, it can be concluded that the safety conditions of employees in Godrej
is quite good in drawing employee’s satisfaction.
Q3. Are you satisfied with general amenities (canteen, drinking water e.t.c) at
work?

0%
6% 9%

very low extent

low extent
36%
fair extent
high extent

49% very high extent

Very low extent 0%

Low extent 6%
Fair extent 49%
High extent 36%
Very high extent 9%

From the above pie chart fair extent 49% is appreciated which quite is good in
drawing employee satisfaction.
Q4. Is there cooperation and teamwork among individuals in your work unit?

18

16

14

12

10

0
very low extent low extent fair extent high extent very high extent

Analysing the above bar graph fair extent is appreciated which is quite good in
drawing employee satisfaction.
Q5. Are you clear of the goals of your work unit?

very low extent low extent fair extent high extent very high extent

0% 0%

12%
24%

64%

From the above analysis high extent is 64%, fair extent is 24% and very high
extent is 12% among which high percentage is appreciated.

Therefore, it can be concluded that the of employees in Godrej are clear of their
goals which is quite good in driving employee’s satisfaction.
Q6. Are you clear about the overall vision, mission and goals of the company?

very low extent low extent fair extent high extent very high extent

0%

12% 9%

30%

49%

Analysing the above pie chart very high extent is 0%, low extent is 9%, fair
extent is 30 %, high extent is 49% and very high extent is 12% among which
high extent is appreciated.
Therefore, it can be concluded that the of employees in Godrej are
having clear vision, mission and goals of the companies which is quite good in
drawing employee’s satisfaction.
Q7. Do you receive the information you need to do your job well?

3% 0%

18%

very low extent

low extent
fair extent
52% high extent
27%
very high extent

Analysing the above pie chart “High extent” is appreciated. It can be seen that
52% of the total sample population of Godrej need to do your job well.

Therefore, it can be concluded that the of employees in Godrej can do their job
well which is quite good in drawing employee’s satisfaction.
Q8. Do you receive the regular feedback about your job performance from your
superior?

0%
9% 12%

very low extent

low extent
33%
46% fair extent
high extent
very low extent

Very low extent 0%

Low extent 12%
Fair extent 33%
High extent 46%
Very high extent 9%

From the above pie chart high extent is appreciated, which is quite good in
driving employee’s satisfaction.
Q9. Do your superiors focus on team building and team work?

18

16

14

12

10

0
very low extent low extent fair extent high extent very high extent

Analysing the above graph high extent is appreciated.

Therefore, it can be concluded that the of employees in Godrej feel that their
superiors focus on team building and team work which is quite good in driving
employees satisfaction.
Q10. Are your opinions and suggestions well taken by your superiors and peers?

0% 0%

13%

28%
very low extent
low extent
fair extent
high extent
very high extent

59%

Analysing the above pie chart very low extent is 0%, low extent is 0%,
Fair extent is28%, high extent is 59%, very extent is 13% among which high
extent is appreciated.
Q11. Are you satisfied with the medical facilities available to you?

3% 0%
6%

very low extent

low extent
34%
fair extent
high extent
57% very high extent

Analysing the above pie chart “High extent” is appreciated. It can be seen that
61% of the total sample population of Godrej are satisfied with the medical
facilities available to them.

Therefore, it can be concluded that the of employees in Godrej are satisfied with
the medical facilities available to them which is quite good in driving
employee’s satisfaction.
Q12. Are you satisfied with the reward given to every individual of a team for
work well done?

0%
0%

12%

39%
very low extent
low extent
fair extent
49% high extent
very high extent

Very low extent 0%

low extent 0%
Fair extent 39%
High extent 49%
Very high extent 12%

Analysing the above pie chart high extent is appreciated which is quite good in
driving employee’s satisfaction
Q13. Do you feel that Godrej has revised the HR policy in recent years?

18

16

14

12

10

0
very low extent low extent fair extent high extent very high extent

Analysing the bar graph fair extent is appreciated having a good percentage of
41% which is quite good in drawing employee’s satisfaction.
Q14. Are you satisfied with the amount of time you spent on training in the past
one years?

0%

9% 6%

very low extent

low extent
36% fair extent
high extent
very high extent
49%

From the above pie chart analysis very low extent is 0%, low extent is 6%, fair
extent is 36%, high extent is49%, very high extent is 9% among which high
extent is appreciated which is quite good in driving employee’s satisfaction.
Q15. Has the training you attended helped you to do your job in a better way?

0%

12% 9%

very low extent

low extent
fair extent
33%
high extent
very high extent
46%

Very low extent 0%

Low extent 9%
Fair extent 33%
High extent 46%
Very high extent 12%

From the above analysis high extent is appreciated therefore it is concluded that
the of employees in Godrej believe that the training they have attended has
helped them to do their job in a better way which is quite good in driving
employee’s satisfaction.

FINDINGS
• Godrej makes very good use of the knowledge, skills and abilities of the
employees.
• Godrej employees are satisfied with the safety conditions in their work
place.
• The employees are very much satisfied with general amenities provided
to them.
• There is good cooperation and teamwork among their individuals.
• Employees are clear of the goals of their company.
• Most of the employees are clear about the overall vision, mission and
goals of the company.
• Employees receive the regular information that they need to do their job
well.
• Employees in Godrej receive the regular feedback about their job
performance from their superior.
• Superiors in Godrej focus on team building and team work.
• Employees opinions and suggestions are well taken by their superiors
and peers.
• Employees in Godrej are satisfied with the medical facilities available to
them.
• Most of the employees are satisfied with the reward given to them in the
team their good work.
• Godrej has revised their HR policy in recent years.
• Employees are satisfied with the amount of time they spent on training in
the past one year.
• The training attended by the employees has helped them to do their job
in a better way.

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

 System of reward and recognition may be improved. Though there is no

bias in rewards, employees have a feeling that their good work is not
given credit in time  Remuneration to employees may be improved, if
feasible.
 Communication (free and frank exchange between employees and
employers) may be given more attention
 Opportunities for personal learning, growth and personal development of
the employees deserves due attention. Investment in employees is
indirectly investment in the company
 Job assignment needs to be reviewed periodically in order to avoid
monotony and boredom.

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

Also, undertaking this project has helped me in learning to think of a topic in a

logical manner and examining the issue in its totality. This has also promoted
interaction with people from different walks of life, experiences and outlooks
thus giving me a broader perspective to the issue of training in particular and
the business environment in general.

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

BIBLOGRAPHY
www.godrej.com www.google.com

www.connect.godrej.com

Cite.HR

HRM (VSP.Rao)

Internet Search

QUESTIONNAIRE

1. Does your job make use of your knowledge, skills and abilities?
Very low extent Low extent Fair extent High extent Very high
extent 2. Are you satisfied with the safety conditions in your work place?
Very low extent Low extent Fair extent High extent Very
high extent 3. Are you satisfied with general amenities (canteen, drinking water
e.t.c) at work?
Very low extent Low extent Fair extent High extent
Very high extent 4. Is there cooperation and teamwork among individuals
in your work unit?
Very low extent Low extent Fair extent High extent Very
high extent
5. Are you clear of the goals of your work unit?
Very low extent Low extent Fair extent High extent Very high extent

6. Are you clear about the overall vision, mission and goals of the company?
Very low extent Low extent Fair extent High extent Very high extent

7. Do you receive the information you need to do your job well?

Very low extent Low extent Fair extent High extent Very high extent
8. Do you receive the regular feedback about your job performance from your superior?
Very low extent Low extent Fair extent High extent Very
high extent
9. Do your superiors focus on team building and team work?
Very low extent Low extent Fair extent High extent Very high extent

10. Are your opinions and suggestions well taken by your superiors and peers?
Very low extent Low extent Fair extent High extent Very high extent
11. Are you satisfied with the medical facilities available to you?
Very low extent Low extent Fair extent High extent Very high extent
12. Are you satisfied with the reward given to every individual of a team for work well done?
Very low extent Low extent Fair extent High extent Very high extent
13. Do you feel that Godrej has revised the HR policy in recent years?

Very low extent Low extent Fair extent High extent Very high extent

14. Are you satisfied with the amount of time you spent on training in the past one year?
Very low extent Low extent Fair extent High extent Very high
extent
15. Has the training you attended helped you to do your job in a better way?

Very low extent Low extent Fair extent High extent Very high
extent