HRM & Employee Satisfaction of Su - Kam Power System Limited

Annexure 1
A PROJECT ON
HRM & Employee Satisfaction of Su- Kam Power System Limited
Research Supervisor: Suresh R. Patvekar Asstt. Manager,NABARD
Submitted by : Gursharn Singh Enrolment No. 09061402042 Specialisation : OBH
Session 2009-11 Directorate of distance education Guru Jambeshwar University of Science & Technology Hisar (India)
1
Annexure 2
Directorate of distance education Guru Jambeshwar University of Science & Technology Hisar (India)
Resume of Supervisor /Guide
Name Designation Qualification Area of specialization Experience Official address Telephone No (R) Mobile Email
: : : : : : : ____________ (O) ____________ : :
I am willing to supervise Mr. Gursharn Singh, Enrolment No.09061402042, on the topic HRM & Employee Satisfaction of Su- Kam Power System Limited
_________________________ (Signature) with seal
(COUNTERSIGNED BY DIRECTOR OF STUDY CENTRE WITH SEAL)

Annexure III
CERTIFICATE
This is to certify that Mr Gursharn Singh Enrolment no 09061402042 has completed under my supervision his project on HRM & Employee Satisfaction of Su- Kam Power System Limited In the specialization area organization behaviors and HRD.
The work embodied in this report is original and is of the standard expected of an MBA student and has not been submitted in Part of full to this or any other university for the award of any degree and diploma. He has completed all requirements of guidelines for research project report and the work is for evaluation.
Certified that the work done by the candidate is original and is of the standard expected of an MBA student
Signature of Supervisor/ Guide (with seal) NAME DESIGNATION ORGANIZATION : : :
Forwarded by Head / Director of Study Centre (with sign, name & seal)
Annexure 4
DECLARATION
This is to certify that the Project Report entitled HRM & Employee Satisfaction of Su- Kam Power System Limited is my original work and this has not been submitted in part or full to this or any another university for the award of any degree and diploma.
SIGNATURE OF CANDIDATE
GURSHARN SINGH Enrolment no

09061402042 Organization Behavior and HRD
ACKNOWLEDGEMENT
In successfully completing my project report, I am indeed indebted to a large no. of people who have encouraged and helped me in a variety of ways. Its indeed a privilege to express my gratitude to the people involved. I owe my sincere regards to the Almighty for making me able to believe in myself and letting me utilize my potential to the fullest of my energy during the entire course of the study. Special thanks to my research supervisor Mr. Suresh R. Patvekar for guiding and assisting me in completion of the project work.
GURSHARN SINGH
CONTENTS
S.NO 1 2 3 4 5 6 PARTICULARS HR MANAGEMENT ISSUES INTRODUCTION & ENPLOYEE SATISFACTION RESEARCH METHODOLOGY ANALYSIS & INTERPRETATION CONCLUSION REFERENCES PAGE NO 7-10 8-16 17-21 22-60 61 62
HUMAN RESOURCES MANAGEMENT ISSUES
People are our greatest asset is a mantra that companies have been chanting for years. But only a few companies have started putting Human Resources Management (HRM) systems in place that support this philosophy. There are a number of challenges in the Indian industry which require the serious attention of HR managers to find the right candidate and build a conducive work environment which will be beneficial for the employees, as well as the organization. The industry is already under stress on account of persistent problems such as attrition, confidentiality, and loyalty. Other problems are managing people, motivation to adopt new technology changes, recruitment and training, performance management, development, and compensation
management. With these challenges, it is timely for organizations to rethink the ways they manage their people. Managing HR in the knowledge based industry is a significant challenge for HR managers as it involves a multi task responsibility. In the present scenario, HR managers perform a variety of responsibilities. Earlier their role was confined to administrative functions like managing manpower requirements and maintaining rolls for the organization. Now it is more strategic as per the demands of the industry.
Managing People
In view of the industry dynamics, in the current times, there is a greater demand for knowledge workers. Resumes abound, yet companies still fervently search for the people who can make a difference to the business. Often talented professionals enjoy high bargaining power due to their knowledge and skills in hand. The attitude is different for those who are taking up responsibilities at a lesser age and experience. These factors have resulted in the clear shift in approach to individualized career management from organization career
commitment.
Motivating the Workforce

As the competition is growing rapidly in the global market, a technological edge supported by a talent pool has become a crucial factor for survival in the market. Naturally, as a result every organization gives top priority to technology advancement programs. HR managers are now performing the role of motivators for their knowledge workers to adopt new changes.
Competency Development
Human capital is the real asset for any organization, and this makes the HR role important in recruiting, managing, and retaining the best. The HR department has a clear role in this process and determines the success tempo of any organization. An urgent priority for most of the organizations is to have an innovative and competent HR pool; sound in HR management practices with strong business knowledge.
Recruitment and Training
Recruitment has become a major function from an imperative sub system in HR, particularly in the industry. HR managers play a vital role in creating assets for the organization in the form of quality manpower. Attracting new talent also is a top priority for software companies, but less so for smaller companies. Another challenge for HR managers is to put systems in place to make the people a perfect fit for the job. Skill redundancy is fast in the industry. To overcome this problem, organizations give the utmost priority to training and skill enhancement programs on a continuous basis. Many companies are providing technical training to the employees on a quarterly basis. These trainings are quite useful also in terms of providing security to the employees.
The Trust Factor

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

Another dimension to the challenges faced by our company is the growing pace of talent acquisition. This aspect creates with it the challenge of a smoother assimilation and the cultural binding of the new comers into the organization fold. The pressure of delivering the best of quality services in a reduced time frame calls for ensuring that employees maintain a work life balance.
Attrition/Retention of the Talent Pool
One of the toughest challenges for the HR managers in the industry is to deal with the prevalent high attrition levels. Though there is an adequate supply of qualified staff at entry level, there are huge gaps in the middle and senior level management in the industry. Further, the salary growth plan for each employee is not well defined. This situation has resulted in increased levels of poaching and attrition between organizations. The industry average attrition rate is 3035 per cent and could range up to 60 per cent.
Bridging the Demand Supply Gap

HR managers have to bridge the gap between the demand and supply of professionals. They have to maintain consistency in performance and have to keep the motivation levels of employees high, despite the monotonous nature of work. The same also leads to recurring training costs. Inconsistent performance directly affects revenues. Dwindling motivation levels lead to a loss of interest in the job and a higher number of errors.
10
INTRODUCTION
Introduction to the Organization
Founded in 1992, Su-Kam is Indias biggest producer and supplier of power inverters. With the largest market share, Su-Kam products have set benchmarking standards for the Industry. Indeed, the company has played a seminal role in consolidating and upgrading the inverter industry from the unorganized to the organized sector, thereby adding immense value to the industry as a whole. Su-Kam offers a wide range of inverters and is the only Indian company to produce 100 KVA inverters. It has established itself as a leader in product innovation, design sensibility and sales distribution network. Su-Kam has successfully expanded into other technology driven products like UPS systems and has made its presence felt in the field of batteries both lead acid and VRLA.
11
A continuing focus on quality and adherence to international standards has enabled Su-Kam to export its products to various overseas markets across Asia, Africa, the Middle East and the Pacific region. At the core of Su-Kams growth are the twin values of innovation and customer engagement. The intense focus on R&D enables us to continuously develop new products to meet present and anticipated customer needs and to provide cost effective solutions of power generation. Su-Kam is developing a range of solar products with capability to run homes, offices, residential complexes a pointer to its futuristic vision and commitment to the environment. The wide dealer network, the largest for a company in the industry, and efficient Customer Care Service ensure prompt and effective solutions and after sales service for true Customer
Engagement. Su-Kams robust business model has now been recognized globally also.
All
systems
at
Su-Kam
are
fully
validated
by
independent
international organizations. Su-Kam is the only Indian company in the power solutions business to receive:
ISO 9001:2000 for its Quality management system.
ISO 14001:2004 for its Environment management of production.
12
20
Products
patents.
Applications
for
10
more
have
been
submitted.
CE
(Coformite
European)
and
UL
(Underwriters
laboratories)
certification for its products.
In-house R&D recognition from the Government of India.
Kunwer Sachdev is the CEO of Su-Kam Power System Limited and is responsible for the vision and strategic direction of the company.
13
EMPLOYEE SATISFACTION
What does the term Satisfaction imply to an employee? It implies nothing else than the feeling of either being contended or non-contended on using a product. Employee Satisfaction is a prerequisite for the customer satisfaction. Enhanced employee satisfaction leads to higher level of employee retention. A stable and committed workforce ensures successful knowledge transfer, sharing, and creation --- a key to continuous improvement, innovation, and knowledgebased total customer satisfaction. When companies are committed with providing high quality products and services; when companies set high work standards for their employees; and when employees are empowered through training and development, provided with knowledge and information, permitted to make mistakes without punishment, and trusted; they will experience an increase in their level of satisfaction at work. This level of satisfaction can be enhanced further if teamwork and visionary leadership are introduced. Continuous improvement comes from the efforts of the empowered employees motivated by visionary leadership. This is supported by the findings that empowerment and visionary leadership both have significant correlation with employee satisfaction. Teamwork is also supported by the findings. In addition,
14
the study found significant correlation between employee satisfaction and employees intention to leave. The success of a corporation depends very much on customer satisfaction. A high level of customer service leads to customer retention, thus offering growth and profit opportunities to the organization. There is a strong relationship between customer satisfaction and employee satisfaction. Satisfied employees are more likely to stay with company and become committed and have more likely to be motivated to provide high level of customer service, by doing so will also further enhance the employees satisfaction through feeling of achievement. Enhanced employee satisfaction leads to improved employee retention; and employee stability ensures the successful implementation of continuous improvement and customer satisfaction. Customer satisfaction will no doubt lead to corporate success and greater job security. These will further enhance employee satisfaction. Therefore, employee satisfaction is a prerequisite for customer satisfaction.
15
Research Methodology
Objectives:
The study is conducted with the following objectives:
1. To discover the various expectations that determine the satisfaction level of

employee.
2. To rank the factors according to the importance. 3. To measure the level of satisfaction of employees with respect to the
company.
Employee Satisfaction Measurement
Employee satisfaction has been defined as a function of perceived performance and expectations. It is a persons feeling of pleasure or disappointment resulting from comparing a products outcome to his/her expectations. If the performance (Company Services) falls short of expectations, the employee is dissatisfied and if it matches the expectations, the employee is satisfied. A high satisfaction implies more purchase/use of the product or service. The process is however, more complicated then it appears. It is more important for any organization to offer high satisfaction, as it reflects high loyalty and it will not lead to switching over once a better offer comes in.
16
Tools for tracking and measuring customer satisfaction:
1. Complaint and Suggestion System: Employee can freely deliver

complaints and suggestions through facilities like suggestion box, personal meetings with seniors etc.
2. Lost Employee Analysis: The exit interviews are conducted or employee

loss rate is computed.
3. Employee Satisfaction Survey: Periodic surveys by use of questionnaire

or telephone calls to random sample of recent buyer help to find out customer satisfaction and relate to repurchase intention and word of mouth score.
Technique
To
uncover
the
important
attributes
which
determine
the
satisfaction level of the employee with respect to the various services catered by the company, a non-structured in-depth interview of employee selected by convenience is carried out. Then a list of attributes is finalized keeping in mind that an attribute once selected is not repeated on being encountered for the second time.
17
Scale Construction
On the basis of attributes which have been identified, a questionnaire is prepared which is analyzed for two parameters separately i.e. satisfaction and importance. To each question, there are 5 possible answers out of which one is to be ticked. In case of component pertaining to satisfaction, the respondent has to give a response in terms of highly satisfied, very satisfied, satisfied not so satisfied or dissatisfied. In case of component pertaining to satisfaction, the respondent has to give a response in terms of critical, very important, important, not so important and not at all important. The response for each question in either component of satisfied to dissatisfied and from critical to not at all important, respectively.
Data Collection and Analysis
Exhaustive list of all the employee is obtained. A sample size of 50 is chosen to be representative of the population (nearly 10%). Sample interval is determined by dividing total no. of employee by the sample size (=26.32).Every tenth individual appearing in the exhaustive list is then selected. Samples drawn are used to collect data pertaining to employees satisfaction as well as importance towards the 15 attributes listed.
The results are then categorized on the basis of
18
1. Total Respondents. 2. Department wise. 3. Salary Wise.
For each category, the respondents are selected and then averages of satisfaction and importance are computed for each question respectively. Then the product of corresponding averages is computed to give the satisfaction index.
The formula computation of satisfaction index is:
Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i) Sum of Average Importance (i)
= SXi i
Table 1: TOTAL STRENGTH OF THE EMPLOYEES IN THE COMPANY
19
DEPARTMENT
HR & Administration Accounts Power Division Sales & Marketing Service Customer Care IT & ERP Total
SU-KAM POWER SYSTEM LTD. MALE FEMALE TOTAL

15 15 20 200 350 150 20 770 6 20 10 30 30 100 15 211 21 35 30 230 380 250 35 1231
SU-KAM POWER SYSTEM LTD
MALE 875
FEMALE 441
TOTAL STRENGTH
1316
SAMPLE SIZE
50
SAMPLE INTERVAL
(1231/50) = 24.62
Table 2: STRENGTH OF EMPLOYEES OF SU-KAM IN PERCENTAGE
Percentage of HR & Administration employee Percentage of Accounts Dept. employee
1.70 2.84
20
Percentage of Power Division employee Percentage of Sales & Marketing employee Percentage of Service employee Percentage of Customer Care employee Percentage of It & ERP employee
2.43 18.68 30.86 20.30 2.84
Analysis and Interpretation
1) Listing of Important Attributes
21
Using the in depth interview technique, numbers of attributes were determined which affect the levels of satisfaction of employees with respect to the company.
2) Ranking as per Importance

Ranking is done after analyzing all the attributes for the given sample that which one has more importance and which one is least important.
3) Variation in Satisfaction
It includes two different ways: Satisfaction level of the total respondents. Department wise analysis of satisfaction level. Salary wise analysis of satisfaction level.
Note: The satisfaction scale ranges from a score of 5 for Highly Satisfied to a score of 1 for Dissatisfied. Importance scale ranges from a score of 5 for critically important to a score of 1 for not at all important.
22
TABLE 1: SATISFACTION INDEX FOR THE EMPLOYEES IN SU-KAM POWER SYSTEMS LTD
23
S.No
Questions
Average Satisfaction (S)
Average Importance (i)

3.44 4.48 3.72 3.9 4.04 3.78 4.06 3.12 3.14 4.2 3.78 3.74 3.8 3.34 3.24 55.78
Sxi
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum
Working Environment Convenient Work Location Recognition for the work done Friendly working environment Opportunities for flexible working Working in dynamic organization Working in reputed organization Interesting and Enjoyable Work Work that gives a sense of achievement Working with young people Job security Opportunities for personal development Opportunities for Promotion/career Prospects Fair payment for the work done Good Policies
2.06 1.68 2.9 2.76 2.44 2.54 2.24 2.00 2.40 1.86 3.00 2.98 2.84 1.76 3.16
7.086 7.526 10.79 10.76 9.858 9.601 9.094 6.24 7.536 7.812 11.34 11.15 11.02 5.878 10.24 135.931
= SXi i
135.931 55.78
2.436
24
Figure 1
SATISFACTION INDEX FOR THE EMPLOYEES IN SU-KAM POWER SYSTEMS LTD.
25
10
12
14
16
18
20
1. Working Environment.
2. Convenient Work Location.
Listing of Important Attributes
4. Friendly Working Environment.
3. Recognition for the Work Done.
5. Opportunities for Flexible Working.
7. Working in a Reputed Organization.

Sxi
6. Working in a Dynamic Organization.
W or ki C ng on En ve vi ni R ro en ec nm og tW en ni or tio t k n Fr Lo fo ie ca rt nd tio he ly O n w w pp or or or ki k tu ng do ni ne tie en W s or vi fo ro ki rf ng nm le in en xi W bl dy t e or na w ki m or ng ic kin in or g In re ga W te pu ni re or za te st k d tio in th or g at n ga an gi ni d ve za En s tio a jo se n ya ns bl e e W W of or or ki ac k ng hi O ev w pp ith em or O yo en tu pp un ni t or tie g tu s pe ni fo tie op rp s le Jo er fo b rP so se na ro cu m ld rit ot ev y Fa io el n/ ir op ca pa m re ym en er en t Pr tf os or pe th ct e s w or k do G ne oo d Po lic ie s
26
Average Importance
Average Satisfaction
8. Interesting & Enjoyable Work. 9. Work that gives a sense of Achievement. 10.Working with Young People. 11. Job Security. 12.Opportunities for Personal Development. 13.Opportunities for Promotion/Career Prospects. 14. Fair Payment for the Work Done. 15. Good Policies.
Ranking as per Importance
After analyzing all the attributes for the given sample, it was found that Work Location is Critically important to all employees (I = 4.48) followed by working with young people (I = 4.20) working in reputed organization (I = 4.06) and other attributes which are very important are opportunities for flexible working (I = 4.04) Friendly working environment (I = 3.90) followed by opportunities for promotion & career prospects (I = 3.80).
Working in Dynamic organization and Job Security with same is also important (I = 78) followed by opportunities for personal development (I = 74) and recognition for the work done (I = 3.72).
27
Attributes like working environment (I = 3.44) and fair salary are also more important followed by Good policies (I = 3.24) which are critically important. Work that gives a sense of achievement (I = 3.14) and interesting & enjoyable work (I = 3.12) are also equally important.
Variation in Satisfaction
Satisfaction level of total respondents
The Satisfaction Index for the total respondents is for the total respondents 2.436 (Table 1 and Figure 1) which indicates that the employees are relatively satisfied with the various services being catered by the company as against their importance. It can be attributed to the fact that the company caters to the various needs of the employees and it tries to provide the more important needed services like Opportunities for promotions, Fair Salary and Good Company Policies as and when needed.
28
Department wise analysis of satisfaction level
Analysis of Table 2 8 and a glance of Figures 2 8 reveal that employees of Accounts Dept. are most satisfied ( Satisfaction Index = 2.825) followed by employees of Power Division ( Satisfaction Index = 2.822) and the employees of Customer Care Dept. ( Satisfaction Index = 2.666).
The Satisfaction level of HR & Adm. Dept. is also good (Satisfaction Index = 2.664) followed by Sales & Marketing Dept. (Satisfaction Index = 2.390) and Employees of Service Dept. (Satisfaction Index = 2.335) and IT & ERP Dept. (Satisfaction Index = 2.106).
TABLE 2: SATISFACTION INDEX FOR THE EMPLOYEES OF & ADMINISTRATION DEPARTMENT
29
S.No.
Questions

4.00 2.75 3 2.64 1.83 3.25 1.90 3.78 3.24
Sxi
1 2 3 4 5 6 7 8 9
Working Environment Convenient Work Location Recognition for the work done Friendly working environment Opportunities for flexible working Working in dynamic organization Working in reputed organization Interesting and Enjoyable Work Work that gives a sense of achievement
3.76 3.00 2.75 1.80 2.00 1.45 2.15 1.99 3.16
15.04 8.25 8.25 4.752 3.66 4.712 4.085 7.522 10.238
10 11 12
Working with young people Job security Opportunities for personal development
3.20 2.84 2.54
4.12 3.80 3.78
13.184 10.792 9.601
13
Opportunities for Promotion/career Prospects
4.10
2.15
8.815
14 15 Sum
Fair payment for the work done Good Policies
1.05 4.36
3.84 2.67 46.75
4.032 11.641 124.574
30
SXi
124.574 i
2.664 46.75
FIGURE 2: SATISFACTION INDEX FOR THE EMPLOYEES OF HR & ADMINISTRATION DEPARTMENT
31
10
15
20
25
TABLE 3: SATISFACTION INDEX FOR THE EMPLOYEES OF ACCOUNTS
DEPARTMENT
W or ki C ng on En ve ni vi R ro ec en nm og tW ni en or t io t k Fr n Lo ie fo ca nd rt tio he ly O pp n w w or or or ki tu k ng ni do tie W en ne or s vi fo ki ro ng rf nm le in xi en W dy bl t or e na ki w m ng or ic ki in ng or In re W ga te pu or ni re k te za st th d in tio at or g n ga an gi ve ni d za s En a tio jo se ya n ns bl e W e of W or ki or ac ng k hi O ev w pp ith em or O pp yo tu en ni or un t tie tu g s ni pe fo tie op rp s Jo le fo er b rP so se na ro cu m ld rit ot ev Fa y io el n/ ir op ca pa m re ym en er en t Pr tf os or pe th ct e s w or k do G ne oo d Po lic ie s
32
Sxi Average Importance Average Satisfaction
S.No.
Questions

3.00 2.50 1.00 4.20 4.15 1.97 2.87 4.02 1.76 3.79 3.57 4.19 4.69 3.30 2.90 47.91
Sxi
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum
2.40 1.19 3.69 2.90 3.33 1.50 4.45 3.23 2.59 1.48 4.39 3.50 2.25 2.05 3.10
7.20 2.975 3.69 12.18 13.819 2.955 12.771 12.984 4.558 5.609 15.672 14.665 10.552 6.765 8.99 135.385
= SXi i
135.385 47.91
2.825
33
FIGURE 3: SATISFACTION INDEX FOR THE EMPLOYEES OF
ACCOUNTS DEPARTMENT
34
10
12
14
16
18
W or ki C ng on En ve vi ni R ro en ec nm tW og en ni or tio t k Fr n Lo fo ie ca nd rt tio he ly O n pp w w or or or ki k tu ng do ni tie ne en W s or vi fo ro ki rf ng nm le in en xi bl W dy t e or na w ki m or ng ic ki ng in or In re ga W te pu ni or re za te k st d tio th in or at g n ga an gi ni ve d za En s tio a jo se n ya ns bl e e W of W or or ac ki k ng hi O ev w pp em ith or O yo en tu pp un t ni or tie g tu s pe ni fo tie op rp s Jo le er fo b rP so se na ro cu m ld ri t ot ev y Fa io el n/ ir op ca pa m re ym en er en t Pr tf os or pe th ct e s w or k do G ne oo d Po lic ie s
TABLE 4: SATISFACTION INDEX FOR THE EMPLOYEES OF POWER DIVISION
Average Satisfaction Average Importance Sxi
35
S.No.
Questions

4.25 2.35 1.59 1.38 4.03 3.27 1.28 3.81 4.19 2.59 1.98 3.08 1.78 4.45 4.78 44.81
Sxi
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum
3.58 1.50 3.20 1.39 2.46 4.62 3.00 1.38 2.85 1.11 3.67 1.29 2.87 3.40 4.25
15.21 3.52 5.08 1.91 9.91 15.10 3.84 5.25 11.94 2.87 7.26 3.97 5.10 15.13 20.31 126.47
= SXi i
126.4736 = 2.8224 44.81
36
FIGURE 4: SATISFACTION INDEX FOR THE EMPLOYEES OF POWER DIVISION
37
10
15
20
25
DEPARTMENT
W or ki Co ng nv En en vi Re ie ro nt co nm W gn en or itio t k Fr n Lo fo ie ca nd rt tio he ly O n pp w w or or or ki k tu ng do ni tie ne en W s or vi fo ro ki rf ng nm le in en xi bl W dy t e or na w ki m or ng ic kin in or g In re ga W te pu ni or re za te k st d tio th in or at g n ga an gi ni ve d za En s tio a jo se n ya ns bl e e W of W or or ac kin k hi g O ev w pp em ith or O yo en tu pp un t ni or tie g tu s pe ni fo tie op rp s Jo le er fo b rP so se na ro cu m ld rit ot ev y Fa io el n/ ir op ca pa m re ym en er en t Pr tf os or pe th ct e s w or k do G ne oo d Po lic ie s
TABLE 5: SATISFACTION INDEX FOR THE EMPLOYEES OF SALES & MARKETING
38
S.No.
Questions

3.423 3.577 3.615 3.808 3.577 4.231 2.885 4.077 3.077 3.962 3.462 3.423 3.923 3.885 3.615 54.54
Sxi
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum
1.769 2.769 2.923 3.000 2.423 1.962 2.308 2.346 3.115 2.462 1.731 2.000 2.615 1.923 2.577
6.05 9.90 10.56 11.42 8.66 8.30 6.65 9.56 9.58 9.75 5.99 6.84 10.25 7.47 9.31 130.35
= SXi i
130.359 = 2.390 54.54
39
FIGURE 5: SATISFACTION INDEX FOR THE EMPLOYEES OF SALES & MARKETING DEPARTMENT
40
10
12
14
16
18
20
TABLE 6: SATISFACTION INDEX FOR THE EMPLOYEES OF SERVICE DEPARTMENT

W or kin Co g nv En en vi Re ie ro co nt nm gn W en or iti t on k Fr Lo ie fo ca nd rt tio he ly O pp n w w or or or kin tu k ni do g tie W en ne or s vi fo ki ro ng rf nm le in xi en W dy bl t or e na kin w m or g ic kin in or In g re W ga te pu or ni re k te za st th d in tio at or g n ga an gi ve ni d za s En a tio jo se ya n ns bl e W e of W or kin or ac k hi g O ev wi pp em th O or pp yo tu en ni or un t tie tu g s ni pe fo tie op rp s Jo le fo er b rP so se na ro cu m ld rit ot ev Fa y io el n/ ir op ca pa m re ym en er en t Pr tf os or pe th ct e s w or k do G ne oo d Po lic ie s
41
S.No.
Questions

3.41 4.58 4.08 4.16 4.33 4.00 4.16 3.33 3.08 3.25 4.25 4.41 4.16 4.16 4.00 59.41
Sxi
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum
2.25 1.66 3.16 2.83 2.5 2.5 2.16 1.83 2.5 2.33 2.41 2.16 1.41 2.25 3.08
7.68 7.63 12.93 11.81 10.83 10.00 9.02 6.11 7.70 7.58 10.27 9.56 5.90 9.37 12.33 138.7
= SXi i
138.774 = 2.335 59.417
42
FIGURE 6: SATISFACTION INDEX FOR THE EMPLOYEES OF SERVICE DEPARTMENT
43
10
15
20
25
TABLE 7: SATISFACTION INDEX FOR THE EMPLOYEES OF
CUSTOMER CARE DEPARTMENT
44
S.No .
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum
Questions

3.75 4.75 3.50 4.50 4.25 3.5 3.75 3.75 4.00 4.5 3.00 3.20 3.5 3.90 4.0 57.85
Sxi
1.75 1.75 3.00 2.75 2.75 1.5 2.5 3.25 4.75 2.5 3.00 1.85 1.5 4.0 3.0
6.56 8.31 10.50 12.38 11.69 5.25 9.37 12.19 19.00 11.25 9.00 5.92 5.25 15.60 12.0 154.28
= SXi
154.281 = 2.666
45
57.85
FIGURE 7: SATISFACTION INDEX FOR THE EMPLOYEES OF CUSTOMER CARE DEPARTMENT
46
10
15
20
25
30
TABLE 8: SATISFACTION INDEX FOR THE EMPLOYEES OF IT & ERP DEPARTMENT

47
S.No.
Questions
Average
Average
Sxi
Satisfaction Importance (S)

1 2 3 4 5 6 7 8 9 10 11 12 Working Environment Convenient Work Location Recognition for the work done Friendly working environment Opportunities for flexible working Working in dynamic organization Working in reputed organization Interesting and Enjoyable Work Work that gives a sense of achievement Working with young people Job security Opportunities for personal development 2.00 1.25 2.875 2.5 2.00 2.12 1.5 2.75 1.75 3.00 2.37 2.12
(i)
3.37 4.5 3.75 3.75 3.75 3.75 3.37 3.62 4.25 3.00 3.25 3.87 6.75 5.62 10.78 9.37 7.50 7.96 5.06 9.96 7.43 9.00 7.719 8.23
13
Opportunities for Promotion/career Prospects
1.87
3.87
7.26
14 15 Sum
Fair payment for the work done Good Policies
2.12 1.75
3.50 3.87 55.5
7.43 6.78 116.90
48
= SXi i
116.906 = 2.106 55.5
FIGURE 8: SATISFACTION INDEX FOR THE EMPLOYEES OF IT & ERP DEPARTMENT
49
10
12
14
16
18
20
TABLE 9: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP A
( less than equal to 75,000 p.a)
W or ki C ng on En ve ni vi R ro ec en nm og tW ni en or tio t k Fr n Lo ie fo ca nd rt t io he ly O pp n w w or or or ki tu k ng ni do tie W en ne or s vi fo ki ro ng rf nm le in xi en W dy bl t or e na ki wo m ng rk ic in in or In g re W ga te pu or ni re k te za st th d in t io at or g n ga an gi ve d ni za s En a tio jo se ya n ns bl e W e of W or or kin ac k hi g O ev w pp ith em or O pp tu yo en ni or un t ti e tu g s ni pe fo ti e op rp s Jo le fo er b rP so se ro na cu m ld rit ot ev Fa y io el n/ ir op ca pa m re ym en er en t Pr tf os or pe th ct e s w or k do G ne oo d Po lic ie s
50
S.No.
Questions

3.46 4.46 3.17 2.10 3.00 1.78 2.00 3.50 2.15 3.21 3.35 1.78 4.28 4.00 3.96 46.25
Sxi
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum
2.07 1.64 3.17 1.82 2.07 2.75 2.22 2.71 1.85 1.71 3.03 1.63 3.53 2.64 2.77
7.17 7.33 11.81 3.92 6.21 4.91 4.45 9.50 3.99 5.51 10.19 2.92 15.16 10.57 11.01 114.67
= SXi i
114.679 = 46.251
2.479
51
FIGURE 9: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP A (less than equal to 75,000 p.a)
52
10
12
14
16
TABLE 10: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP B (

W or ki C ng on En ve vi ni R ro en ec nm tW og en ni or tio t k Fr n Lo fo ie ca nd rt tio he ly O n pp w w or or or ki k tu ng do ni tie ne en W s or vi fo ro ki rf ng nm le in en xi bl W dy t e or na w ki m or ng ic ki ng in or In re ga W te pu ni or re za te k st d tio th in or at g n ga an gi ni ve d za En s tio a jo se n ya ns bl e e W of W or or ac ki k ng hi O ev w pp em ith or O yo en tu pp un t ni or tie g tu s pe ni fo tie op rp s Jo le er fo b rP so se na ro cu m ld ri t ot ev y Fa io el n/ ir op ca pa m re ym en er en t Pr tf os or pe th ct e s w or k do G ne oo d Po lic ie s
75,000 5,00,000 p.a)
53
S.No.
Questions

3.41 4.48 3.58 3.86 4.03 3.17 3.06 3.00 2.49 3.19 4.12 3.96 3.51 3.55 3.89 53.35
Sxi
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum
2.10 1.86 2.93 2.65 2.34 2.17 2.58 3.50 1.75 3.59 3.40 2.72 2.44 2.31 3.99
7.18 8.34 10.51 10.25 9.46 6.88 7.93 10.50 6.89 7.93 14.01 10.80 8.60 8.20 15.55 143.09
= SXi i
143.092 = 53.351
2.682
54
FIGURE 10: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP B (75,000 5,00,000 p.a)
55
10
12
14
16
18
TABLE 11: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP C ( more than 5,00,000 p.a)
W or kin Co g nv En en vi Re ie ro nt co nm W gn en or itio t k Fr n Lo fo ie ca nd rt tio he ly O n pp w w or or or kin k tu do ni g tie ne en W s or vir fo kin on rf g m le in en xi bl W dy t e or na wo kin m rk g ic in in or g In re ga W te pu ni or re za te k st d tio th in or at g n ga an gi ni ve d za En s tio a jo se n ya ns bl e e W of W or or ac ki k ng hi O ev w pp em ith or O yo en tu pp un ni t or tie g tu s pe ni fo tie op rp s Jo le er fo b rP so se na ro cu m ld rit ot ev y Fa io el n/ ir op ca pa m re ym en er en t Pr tf os or pe th ct e s wo rk do G ne oo d Po lic ie s
56
S.No.
Questions
Average Importanc e (i)

3.41 4.47 3.94 3.82 4.00 3.00 3.94 3.00 3.23 3.70 3.52 3.23 4.10 4.35 4.00 55.74
Sxi
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Sum
2.00 1.35 2.94 2.88 2.52 1.88 1.47 2.11 2.82 3.11 3.99 1.52 3.72 4.00 3.99
6.82 6.04 11.59 11.02 10.12 5.64 5.79 6.35 9.13 11.55 14.10 4.94 15.28 17.40 15.99 151.82
= SXi i
151.823 = 55.744
2.723
57
FIGURE 11: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME GROUP C (more than 5,00,000 p.a)
58

10 12 14 16 0 2 4 6 8
18
20
Salary wise analysis of Satisfaction Level
Tables and Figures 9 11 indicates that employees pertaining to
(Satisfaction Index = 2.72) followed by the employees of category B

W or ki Co ng nv En en vi Re ie ro nt co nm W gn en or itio t k Fr n Lo fo ie ca nd rt tio he ly O n pp w w or or or ki k tu ng do ni tie ne en W s or vi fo ro ki rf ng nm le in en xi bl W dy t e or na w ki m or ng ic kin in or g In re ga W te pu ni or re za te k st d tio th in or at g n ga an gi ni ve d za En s tio a jo se n ya ns bl e e W of W or or ac kin k hi g O ev w pp em ith or O yo en tu pp un t ni or tie g tu s pe ni fo tie op rp s Jo le er fo b rP so se na ro cu m ld rit ot ev y Fa io el n/ ir op ca pa m re ym en er en t Pr tf os or pe th ct e s w or k do G ne oo d Po lic ie s
(income group 75,000 5, 00,000; Satisfaction Index = 2.68) and the
Category C (income group (more than 5, 00,000) are the most satisfied
59
employees of category A (income group less than 75,000; Satisfaction Index = 2.47) are least satisfied.
CONCLUSION
Research shows that satisfied, motivated employees will create higher customer satisfaction and in turn positively influence organizational performance. Convenient work location, working with young people,
60
opportunities for promotion and career prospects, fair salary, good policies, job security and dynamic working environment are few attributes which are critically important from the view point of most of the employees.
Employees have an overall satisfaction index of 2.43 which indicates that the employees are relatively satisfied with the various services being catered by the company as against their important.
It seems that employees of Accounts Department. are nearly as satisfied as Power Division, Customer Care, Human Resources & Administration, Service Department, however IT & ERP Department are most dissatisfied.
Employees falling in C category of the income group (Rs.5, 00,000 and more p.a.) are the most satisfied than the other categories of income.
Therefore a comprehensive Employee Satisfaction process can be a key to a more motivated and loyal workforce leading to increased customer satisfaction and overall profitability for the organization.
61
REFERENCES
1. ORGANIZATINAL STRUCTURE & BEHAVIOR Mr. Chandan.
2. ORGANIZATION SRUCTURE & BEHAVIOUR LUTHANS
3. BREAKING THE CHAIN OF ORGANIZATION STRUCTURE TODD JICKS, DAVE ULRICH
4. ONLINE BOOKS FROM GOOGLE.COM
62

HRM & Employee Satisfaction of Su - Kam Power System Limited

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Annexure 1

Research Supervisor: Suresh R. Patvekar Asstt. Manager,NABARD

Submitted by : Gursharn Singh Enrolment No. 09061402042 Specialisation : OBH

Resume of Supervisor /Guide

: : : : : : : ____________ (O) ____________ : :

_________________________ (Signature) with seal

(COUNTERSIGNED BY DIRECTOR OF STUDY CENTRE WITH SEAL)

Signature of Supervisor/ Guide (with seal) NAME DESIGNATION ORGANIZATION : : :

GURSHARN SINGH Enrolment no

HUMAN RESOURCES MANAGEMENT ISSUES

Motivating the Workforce

Recruitment and Training

The Trust Factor

Work life Balance Factor

Attrition/Retention of the Talent Pool

Bridging the Demand Supply Gap

Introduction to the Organization

ISO 9001:2000 for its Quality management system.

ISO 14001:2004 for its Environment management of production.

certification for its products.

In-house R&D recognition from the Government of India.

The study is conducted with the following objectives:

1. To discover the various expectations that determine the satisfaction level of

Employee Satisfaction Measurement

Tools for tracking and measuring customer satisfaction:

1. Complaint and Suggestion System: Employee can freely deliver

2. Lost Employee Analysis: The exit interviews are conducted or employee

3. Employee Satisfaction Survey: Periodic surveys by use of questionnaire

Data Collection and Analysis

The results are then categorized on the basis of

1. Total Respondents. 2. Department wise. 3. Salary Wise.

The formula computation of satisfaction index is:

Table 1: TOTAL STRENGTH OF THE EMPLOYEES IN THE COMPANY

SU-KAM POWER SYSTEM LTD. MALE FEMALE TOTAL

SU-KAM POWER SYSTEM LTD

Table 2: STRENGTH OF EMPLOYEES OF SU-KAM IN PERCENTAGE

Percentage of HR & Administration employee Percentage of Accounts Dept. employee

2.43 18.68 30.86 20.30 2.84

Analysis and Interpretation

1) Listing of Important Attributes

2) Ranking as per Importance

Average Satisfaction (S)

Average Importance (i)

SATISFACTION INDEX FOR THE EMPLOYEES IN SU-KAM POWER SYSTEMS LTD.

2. Convenient Work Location.

Listing of Important Attributes

4. Friendly Working Environment.

3. Recognition for the Work Done.

5. Opportunities for Flexible Working.

7. Working in a Reputed Organization.

6. Working in a Dynamic Organization.

Ranking as per Importance

Satisfaction level of total respondents

Department wise analysis of satisfaction level

TABLE 2: SATISFACTION INDEX FOR THE EMPLOYEES OF & ADMINISTRATION DEPARTMENT

Average Satisfaction (S)

Average Importance (i)

3.76 3.00 2.75 1.80 2.00 1.45 2.15 1.99 3.16

15.04 8.25 8.25 4.752 3.66 4.712 4.085 7.522 10.238

3.20 2.84 2.54

4.12 3.80 3.78

13.184 10.792 9.601

Opportunities for Promotion/career Prospects

: : : : : : : (O) : :