DATA INTERPRETATION:

TABULAR REPRESENTATION OF DATA

1. What was the reason for your earlier change of organization?
a. Salary hike
b. Personal problems
c. Health Problems
d. Required a change e. Improper performance appraisal
f. Pressure and stress
g. Others please specify.

REASONS FOR CHANGING THE ORGANISATION

Change of
Organisation

Salary
hike

Personal
problems

Health
problems

Required a
change

Improper
performance
appraisal

Pressure
and
Stress

% of
respondents

25

33

12

11

10

Interpretation:
Most of the employees in the organization changed their parent organization because of
their personal problems. Salary hike is the next influential factor in increasing attrition
rate in the organizations. Out of 100 employees 33% of them vote for personal
problems and 25% of them choose Salary hike. Health problems, Improper
Performance appraisal, need to change the organizational environment and stress are
the other important reasons for changing the organization.

2. How comfortable you are in working in your working hours?

a. Very comfortable
b. Comfortable
c. Neutral
d. uncomfortable
e. Very uncomfortable
1

LEVEL OF COMFORT

Very
comfortable
% of
respondents

Comfortable

Neutral

49

34

Uncomfortable Very
uncomfortable
8

Interpretation:
Within the work hours employees are very comfortable in doing the work. That means
they are getting adequate amenities to accomplish the job as early as possible. Table
clearly showing that 58% of the employees are comfortable with their working and
insignificant percentages of the people are uncomfortable with their working.

3. What would be your favorite relaxation time while completely involved into the

work?
a. Once in an hour
b. Once in two hours
c. Only in official breaks
d. Couldnt relax until the work is completely done
e. Others please specify

RELAXATION TIME

Once in an
hour

Once in two
hours

Only in
official

After
Other reasons
completion of
work

breaks
% of
respondents

36

33

31

Interpretation:
Employees in the organization require relaxation to their mind to recuperate the interest
towards working. Because Organization work always packed with pressure and stress.
To beat this tension most of the employees want once in an hour relaxation (36%), 33%
of the employees want to take relaxation in official break hours and 31% of them never
take relaxation until their work completed.

4. How frequently have you been engaged in CSR/ Co curricular assignments in

your organization?
a. Once in a year
b. Half yearly
c. Quarterly
d. Monthly
e. Never till date

CSR / CO-CURRICULAR ASSIGNMENTS

Once in year
% of
respondents

25

Half yearly

Quarterly

43

25

Monthly

Never

Interpretation:
Apart from their work stress, work pressure, reaching goals in a stipulated time 93% of
the employees are engaged in corporate social responsibility activities to help the
society. Where as 7% of them overwhelms to participate in CSR activities monthly.

5. Please express your satisfaction levels for the following practices in your
organization?
Mark 5 if you are Highly satisfied
Mark 4 if you are Satisfied
Mark 3 if you are Neutral
Mark 2 if you are Dissatisfied
Mark 1 if you are Highly dissatisfied
i)

Performance Appraisal

Highly

Satisfied

Neutral

Dissatisfied

satisfied
% of
respondents

37

34

28

Highly
dissatisfied
0

Interpretation:
Employees are more satisfied with their performance appraisal method that their
organizations are following. Nearly 37% of the employees feel that their organizations
are following crystal clear performance appraisal techniques and 28% of them neutral
in their behavior.

ii)

Compensation & Benefits

Highly

Satisfied

Neutral

Dissatisfied

satisfied

% of
respondents

15

20

28

37

Highly
dissatisfied

Interpretation:
In the organization employees are not satisfied with their compensation & Benefits
what organizations are giving to them. 37% of the employees feels that they are not
getting enough benefits from the organization and 15% of them are highly satisfied
with the compensation methodology.

iii)

Work culture

Highly

Satisfied

Neutral

Dissatisfied

satisfied

% of
respondents

29

23

22

25

Highly
dissatisfied

Interpretation:
Work culture is the most influential factor in improving the performance of the
employee. It is possible when the organization work culture is beyond their
expectations and when the employees are dwelled very easily in the organization.
Nearly 52% of the employees are satisfied with the work culture of the organization
whereas very negligible percentages of people are dissatisfied with the work culture of
the organization.
iv)

Ambience
Highly

Satisfied

Neutral

Dissatisfied

satisfied

% of
respondents

13

31

47

Highly
dissatisfied

Interpretation:
Internal and External environment (Ambience) of the organization help to employees to
understand the work culture of the organization. Even though employees are satisfied
with the work culture most of them really dissatisfied with the ambience of the
organization. 47% of the employees are dissatisfied with the ambience of the
organization. This means organizations are not creating enough exposure to excel
employee abilities as well as skills. Out of 100 only 13% of them are satisfied with the
ambience of the organization.
6

v)

Working Hours/ shifts

Highly

Satisfied

Neutral

Dissatisfied

satisfied

% of
respondents

13

43

Highly
dissatisfied

40

Interpretation:
Employees are improperly balancing their work- life balance. This is statement
supported by the above table. Nearly 83% of the people agreed that their working hours
made them unhappy. Whereas 3% of employees are satisfied with the organization
working hours.
vi)

Monitoring system
Highly

Satisfied

Neutral

Dissatisfied

satisfied

% of
respondents

16

44

31

Highly
dissatisfied

Interpretation:
44% of the employees are satisfied with monitoring system that the organization is
using to measure the performance of the individual. This monitoring system will help
the organization in the process of performance appraisal. This satisfaction percentage
also proved in Performance appraisal table. That means employees are getting right
appraisal based on their performance.
vii)

Training & Development

Highly

Satisfied

Neutral
7

Dissatisfied

Highly

satisfied

% of
respondents

38

dissatisfied

33

20

Interpretation:
Training & Development is widely used by organization in different ways at different
levels dealing with different people. 38% of the people highly satisfied with the method
that organizations are following for Training and developing their skills, capability, and
confidentiality. Only 9% of the people are dissatisfied with T&D.

viii)

Job rotation(Change across rolls)

Highly

Satisfied

Neutral

Dissatisfied

satisfied

% of
respondents

19

28

23

Highly
dissatisfied

12

17

Interpretation:
Most of the organizations do job rotation to reduce the feeling of monotony. Generally
employees invite job rotation to give up the boredom of doing the same work. This is
also proved from the table. 47% people are very delighted in doing job with rotation
and 29% of employees are wanted to carry out the same work to get perfection.

ix)

Support towards innovation

Highly

Satisfied

Neutral

Dissatisfied

satisfied

% of
respondents

12

34

23

Highly
dissatisfied

21

Interpretation:
46% of the employees are feels that their organizations are very supportive towards
innovation and 31% of the employees are contradicting notion of Support of
organization towards innovation.

x)

Job profile
Highly

Satisfied

Neutral

Dissatisfied

satisfied

% of
respondents

37

32

12

18

Highly
dissatisfied

Interpretation:
Employees are highly satisfied with the job what they are doing. 69% of the employees
are satisfied with their job profile and only 18% of the employees are dissatisfied with
their job profile.

xi)

Code of conduct

Highly

Satisfied

Neutral

Dissatisfied

satisfied

% of
respondents

45

22

20

Highly
dissatisfied

12

Interpretation:
From the above table it is evident that employees are satisfied with the code of conduct
of the organization. Nearly 67% of the employees are satisfied with the firms code of
conduct and 12% of them are dissatisfied with it.

xii)

Information sharing across employers

Highly

Satisfied

Neutral

Dissatisfied

satisfied
% of
respondents

26

18

29

Highly
dissatisfied

26

Interpretation:
Information sharing helps to employees to know internal issues in the organization. It
helps to reduce the barriers of effective corporate internal communication. 44% of the
employees are satisfied with their information sharing across employees, 26% of
employees are dissatisfied and remaining people are neutral in their behaviour.
xiii)

Overall satisfaction towards HR Practices

Highly

Satisfied

Neutral
10

Dissatisfied

Highly

satisfied
% of
respondents

dissatisfied

49

26

24

Interpretation:
Considering all the above factors employees were asked to tick the overall satisfaction
towards HR practices. From the table it is obviously understood that 49% of the
employees are highly satisfied with the practices, 26% of the employees are satisfied
and remaining 24% employees are neither satisfied nor dissatisfied with the HR
practices in their own organizations. Interestingly none of the employees are
dissatisfied with the HR practices.

6. How satisfied are you while working in teams at your organization?

a. Highly satisfied

b. satisfied

d. Dissatisfied

e. Highly Dissatisfied

Highly

Satisfied

c. Neutral

Neutral

Dissatisfied

satisfied
% of
respondents

10

14

32

Highly
dissatisfied

36

Interpretation:
Graph showing the employees preferences towards satisfaction in working as teams in
their organizations. Most of them feel unhappy in working as teams. 44% of the
employees are dissatisfied with the Team work and only 23% of the employees are taste
the synergy effect. 32% of the people are neither vex with the teams nor getting synergy
effect from the team work.
7. What are you expecting for your work from your organization?
a) Recognition

b) Reward

c) Award
11

d) Responsibility

e) Promotion
Recognition
% of
respondents

42

Reward

Award

14

Responsibility Promotion

21

14

Interpretation:
Promotion was expected by 42% of the employees and Recognition was expected by
8% of the employees. That indicates employees are very happy when organizations
encourage them through promotion. From the graph we can understand that the gap of
promotion does not fill by other source of encouragement. Reward and Responsibility
both are occupy 14% of employee expectation and 21% of expectation occupied by
Award.
9. What makes you to continue in the organization?

a) Salary b) team c) organization benefits d) organization Environment

Salary

% of
respondents

40

Team

20

Organization
al Benefits

Organization
al
environment

15

25

Interpretation:
Employees feel salary is the basic need to develop reputation and enjoy the luxuries of
life which satisfies his self esteem and motivates to enhance ones skills. Employees
believe that organizational environment adds value to their possession and builds
confidence to colour their career in that organization. Other Factors like Team work and
organizational benefits are given priority in continuation respectively.

12

13

STATISTICAL ANALYSIS
Factor Analysis
Total Variance Explained
Component
Initial Eigen values

Total

% of
Variance

Cumulative
%

2.276

18.963

18.963

1.567

13.060

1.313

Extraction Sums of Squared

Loadings

Rotation Sums of Squared

Loadings

% of
Variance

Cumulative
%

2.276

18.963

18.963

2.195

18.290

18.290

32.023

1.567

13.060

32.023

1.475

12.291

30.582

10.940

42.963

1.313

10.940

42.963

1.407

11.722

42.304

1.206

10.049

53.012

1.206

10.049

53.012

1.211

10.093

52.397

1.135

9.456

62.469

1.135

9.456

62.469

1.209

10.072

62.469

.946

7.887

70.356

.823

6.861

77.217

.800

6.666

83.882

.728

6.066

89.948

10

.600

5.001

94.949

11

.515

4.293

99.242

12

.091

.758

100.000

Total

Extraction Method: Principal Component

14

Total

% of
Variance

Cumulative
%

Table Name: Rotated component matrix

Observations: Factor analysis is used to reduce the number of factors which influence
the satisfaction of employee regarding employee engagement practices. The 5 key
factors influencing the employee satisfaction are:
Factor-1: the most influencing factor is the combination of code of conduct and
information sharing between the employees. It can be named as formal and friendly
environment.
Factor 2: performance appraisal
Factor 3: support towards innovation
Factor 4: training and development
Factor 5: work culture
These are the five factors which the company needs to concentrate to improve

Performance appraisal

&benefitsCompensation

CultureWork

Ambience

Shifts

Monitoring system

T&D

RotationJob

Support innovation

Job profile

Code of conduct

Info sharing

Overall satisfaction

employee engagement practices in order to improve employee satisfaction.

Pearson
correlat
ion

.991

-.499

.470

.256

-.661

.576

.759

.450

.607

.982

.076

.116

Sig
N

.001
100

.068
100

.073
100

.115
100

.044
100

.010
100

.031
100

.046
100

.052
100

.002
100

.178
100

.158
100

Correlations

Interpretation:

15

Correlation analysis will reveal the strength of association between dependent

(employee satisfaction) and independent variables (Factors considered for the study).
From the above analysis, performance appraisal, working hours, monitoring system,
T&D, job rotation and job profile have a significance value less than 0.05. Except
working hours or shifts, other variables or factors show positive correlation with the
employee satisfaction.

TEST OF HYPOTHESES - CHI-SQUARE

Performance Appraisal * Overall satisfaction
Chi-Square Tests

Value

Asymp. Sig. (2sided)

df

Pearson Chi-Square

.982a

.013

Likelihood Ratio

1.003

.009

Linear-by-Linear Association

2.43

.291

N of Valid Cases

100

16

Compensation & Benefits * Overall satisfaction

Chi-Square Tests

Value

Asymp. Sig. (2sided)

df

Pearson Chi-Square

2.496a

.869

Likelihood Ratio

2.575

.860

Linear-by-Linear Association

.463

.496

N of Valid Cases

100

Work culture * Overall satisfaction

Chi-Square Tests
Value

Asymp. Sig. (2sided)

df

Pearson Chi-Square

1.938a

.025

Likelihood Ratio

1.943

.015

Linear-by-Linear Association

.528

.468

N of Valid Cases

100

Ambience * Overall satisfaction

Chi-Square Tests
Value

Asymp. Sig. (2sided)

df

Pearson Chi-Square

4.490a

.611

Likelihood Ratio

4.297

.637

Linear-by-Linear Association

1.303

.254

N of Valid Cases

100

Working Hours/ shifts * Overall satisfaction

17

Chi-Square Tests
Value

Asymp. Sig. (2sided)

df

Pearson Chi-Square

2.115a

.909

Likelihood Ratio

2.132

.907

Linear-by-Linear Association

.195

.659

N of Valid Cases

100

Monitoring system * Overall satisfaction

Chi-Square Tests
Value

Asymp. Sig. (2sided)

df

Pearson Chi-Square

5.278a

.040

Likelihood Ratio

5.613

.048

Linear-by-Linear Association

1.199

.274

N of Valid Cases

100

Training & Development * Overall satisfaction

Chi-Square Tests

Value

Asymp. Sig. (2sided)

df

Pearson Chi-Square

4.698a

.032

Likelihood Ratio

5.116

.027

Linear-by-Linear Association

.096

.757

N of Valid Cases

100

Job rotation * Overall satisfaction

Chi-Square Tests

Value

Asymp. Sig. (2sided)

df

Pearson Chi-Square

2.749a

.049

Likelihood Ratio

2.844

.044

Linear-by-Linear Association

.577

.447

N of Valid Cases

100

18

Support towards innovation * Overall satisfaction

Chi-Square Tests

Value

Asymp. Sig. (2sided)

df

Pearson Chi-Square

3.341a

.011

Likelihood Ratio

3.452

.003

Linear-by-Linear Association

.268

.604

N of Valid Cases

100

Job profile * Overall satisfaction

Chi-Square Tests
Value

Asymp. Sig. (2sided)

df

Pearson Chi-Square

.413a

.001

Likelihood Ratio

.406

.002

Linear-by-Linear Association

.001

.982

N of Valid Cases

100

Code of conduct * Overall satisfaction

Chi-Square Tests
Value

Asymp. Sig. (2sided)

df

Pearson Chi-Square

8.907a

.019

Likelihood Ratio

12.032

.061

3.138

.076

Linear-by-Linear Association
N of Valid Cases

100

Information sharing * Overall satisfaction

19

chi-Square Tests
Value

Asymp. Sig. (2sided)

df

Pearson Chi-Square

8.279a

.218

Likelihood Ratio

8.393

.211

Linear-by-Linear Association

2.476

.116

N of Valid Cases

100

Inference: From the chi square analysis, it is understood that Performance appraisal,
Work culture, Monitoring system, Training and Development, Job rotation, Support
towards innovation, Job profile and Code of conduct show a significant impact on the
employee satisfaction. The other factors like Compensation & benefits, Ambience of
the organization, Working hours/shifts and information sharing between the employees
do not show much impact on the employee satisfaction.

Proof for the Hypotheses

Hypothesis 1:
Null hypothesis: There is no significant relationship of the work environment and
cultural factors as a part of engagement to the satisfaction of an employee.
Alternative Hypothesis: There is a significant relationship of the work environment
and cultural factors as a part of engagement to the satisfaction of an employee.
Observation: According to the inference from Chi-Square the parameters like Work
Environment does not have significant impact and Cultural factors has impact on
20

employee satisfaction but on considering the entire hypothesis to be unified, this

indicates that Null Hypothesis is proved to be true.
Hypothesis 2:
Null hypothesis: There is no significant relationship of the motivational factors and
the learning opportunities as a part of engagement to the satisfaction of an employee.
Alternative hypothesis: There is a significant relationship of the motivational factors
and the learning opportunities as a part of engagement to the satisfaction of an
employee.
Observation: According to the inference from Chi-Square the parameters as Training
and Development, Performance appraisal, Job rotation and other motivation factors and
learning opportunities have significant impact on employee satisfaction. Hence the
Alternative hypothesis is proved to be true.

21