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A project is never the sole of product of the person whose name has appeared on the
cover. Even the best effort may not prove successful without the proper guidance. For
a good project one needs proper time, energy, efforts, patience and acknowledge. But
without any guidance it remains unsuccessful I have done this project to the best of
my abilities with all shortcomings in me and I hope that it will serve its purpose.
I owe a deep sense of gratitude to Mr. VED PAL, Mr.R.P.S Gill (HR), Mr. T.C.
PARASHER(HOP), and Mr. JYOTI for allowing me to undergo this project and
for his valuable guidance, keen interest and constant supervision by which I have
completed this project with my best considerations.
I feel good pleasure to express my sincere thanks to Mrs. Ritu Arora coordinator
(HUMAN RESOURSE TRAINING PROGRAMME). It has been my high
privilege to work under her able guidance, which helped me immensely towards
completing my project. In the end, I would like to thank all the faculty members
for their support, which helped me in completing this project.
(GURJEET SINGH)
1
Preface
We want to express our experience and practical knowledge that we gained during the
summer training at SHIVALIK PRINTS Ltd.
It was our first experience when we went to the market not to buy any thing but to do
the survey and to promote the sales of the product in the market. The basic need of the
survey is to ensure about the policies and the strategies in the market. On first day we
were nervous, but because of the good image of the SPL in the market the people
attended us positively. Many people came themselves to us for knowing the details
about the product.
For accomplishment of the project report we daily think about the conditions and
views and then we used to compose the whole thing on computer. In making the
project report theoretical knowledge was needed more than the practical which was
given to us by our Professors in our COLLEGE.
In the market the experience relating to the practical knowledge was very good which
realized us about the real conditions of the marketing.
The study was restricted to the Government and Private Offices in FARIDABAD
City. Of course all care has been taken and an attempt has been made to give as much
clarity and conclusive evidence as possible within the short tenure of the study.
The project flows logically consisting of market research, data collection method and
questionnaire. It is hoped that the findings and the suggestions will help the company,
confidently to formulate its strategy in comparison to its competitors. We have
enjoyed our summer training at SHIVALIK and have learnt lots of new things, which
will be helpful to us during our work in any organization. We thank SHIVALIK for
giving us this opportunity at their office and being good to us all the time.
We promise our help wherever needed to the company, we also yearn to work for the
company in future. We hope the administration to think over our work for a while.
(GURJEET SINGH)
2
CHAPTER 1
INTRODUCTION
To carry out the study of the employee satisfaction at company and assess the
employee satisfaction level in present competitive environment of Industry to help
knowing and reading of the minds of the current generation professionals regarding
their Company Culture, Compensation, Work atmosphere, Management support, Job
satisfaction, performance appraisal and Career growth opportunities.
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1.3 OBJECTIVES OF STUDY:
iii. To derive and analyze the current satisfaction level of the employees in the
company
The methodology followed for conducting the study includes the specification of
research design, sample design, questionnaire design, data collection and statistical
tools used for analyzing the collected data.
1.4a RESEARCH DESIGN: The research design used for this study is of the
descriptive type. Descriptive research studies are those studies which are concerned
with describing the characteristics of a particular individual or a group.
1.4b POPULATION: The total element of the universe from which sample is
selected for the purpose of study is known as population. The population of my
research is the employees of company.
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1.4c SAMPLE SIZE: All the items consideration in any field of inquiry constitutes a
universe of population. In this research only a few items can be selected form the
population for our study purpose. The items selected constitute what is technically
called a sample. Here out sample size is 50 employees from the total population to
conduct the study.
1.4e QUESTIONNAIRE SCHEDULE: Questions are framed in such a way that the
answers reflect the ideas and thoughts of the respondents with regard to level of
satisfaction of various factors of employee satisfaction. The questionnaire has total 50
questions and Likert scaling techniques has been used for each question.
5. Strongly agree
4. Agree
3. Neutral
2. Disagree
1. Strongly disagree
1.4f1 Simple Percentage Analysis: Here the simple percentage analysis is used for
calculating the percentage of satisfaction level in the total respondents.
1.4f2 Two-Way Analysis: The score secured by the respondents who falls between
the score as up to 13 indicates less satisfaction of the respondents, from 14 –20 are
got average satisfaction and above 21 respondents got highly satisfaction level.
1.4f3 Chi-Square Test: Chi-square test is applied to test the goodness of fit, to verify
the distribution of observed data with assumed theoretical distribution. Therefore it is
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a measure to study the divergence of actual and expected frequencies; Karl Pearson’s
has developed a method to test the difference between the theoretical (hypothesis) &
the observed value.
Mean =
Combined Mean =
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1.6 SIGNIFICANCE AND NEED FOR STUDY:
The employee satisfaction is the orientation of the industry towards his work role,
which he is presently playing. The organization will only thrive and survive when its
employees are satisfied.
This makes person says completely that he is fully satisfied with the job. This study
conducted so that the employees give their full, honest and frank opinion by
remaining anonymous about how they feel about their jobs.
The survey is also useful way to assess the training needs and also a tangible
expression of the management’s interest in the employee welfare, which would give
the employee a cause to have and feel better towards the management.
Each and every task has certain limitations and hurdles in the course of its
performance. But this does not mean that the task should stick up whenever certain
limitations come up. The need is to try one’s level best to solve incoming limitations.
Few limitations of the project are enumerated below:
• To create good image, respondents may give responses vary from the facts.
• Some respondents hesitated to give the actual situation; they feared that
management would take any action against them.
• I was able to cover only those employees who were currently working in the
company.
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CHAPTER 2
EMPLOYEE SATISFACTION
2.1 CONCEPT
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.
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
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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 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.
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Core Values as a Foundation of Employee Satisfaction:
These are the values that have enabled employees to build the leading company in
industry; these are the values that will fuel employees’ worldwide growth in the
coming years; and these are the values that will drive employees’ career:
• Ethics – Acting in accordance with the accepted principles of right and wrong
that govern the conduct of our profession.
• Unselfishness – Putting others before yourself, giving your time and effort for
prospects, clients and co-workers. Showing cooperative effort as the member
of a group to achieve a common goal.
The study of "employee satisfaction" helps the company to maintain standards &
increase productivity by motivating the employees. This study tells us how much the
employees are capable & their interest at wok place? What are the things still to be
satisfy to the employees. Although "human resources" are the most important
resources for any organization, so to study on employee’s satisfaction helps to know
the working conditions & what are the things that affect them not to work properly?
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Always majority of done by the machines/equipments but without any manual
moments nothing can be done. So to study on employee satisfaction is necessary
It is! But it is important not to lose sight of people who deliver the end product or
service to the customers – the employees. These are the people that need a proper
support system. Employee satisfaction is paramount as this is what will determine the
success or failure of a company. When employees are satisfied and happy about
working in an organization, the customer is the first person to notice that.
It becomes important to be aware and understand the signals that are given out by the
employees. The management will do well to catch them before it is too late and the
employee makes the decision to quit. This understanding gives the employers an edge
and gives them the time to take corrective measures if necessary, in order to prevent
talent loss. It could be that the employee is not happy with the environment or is
suffering from a relationship issue with a colleague or a superior. These issues need to
be handled before they get out of hand.
How do employers understand their employees? How do they know what employees
want? How do they map their satisfaction levels? There are several ways of mapping
employee satisfaction.
Exit Interviews: This comes into action after an employee submits his resignation
papers. The problem with exit interviews is that most employees, once they decide to
leave, are not forthright. In an attempt to keep good relations with the employer, they
usually do not tell-all as they ought to. Many of them in fact give personal reasons for
leaving and make the employer feel that all is well on the work front.
Employers who fail at HR and see high attrition rate are those that consider monetary
compensation as highly important. In spite of the fact that employees work for
money, emotional rewards go a long way at keeping the employer-employee relation
strong and have a larger impact on employee satisfaction. Tracing and improving this
satisfaction level has to be top priority for the HR department of an organization.
Employee satisfaction mapping can be the key to a better motivated and loyal
workforce that leads to better organizational output in the form of better products and
services and results in overall improvement of an organization.
If a person is not satisfied by the job he is doing, he may switch over to some other
more suitable job. In today’s environment it becomes very important for organizations
to retain their employees. The reason may be personal or professional. These reasons
should be understood by the employer and should be taken care of. The organizations
are becoming aware of these reasons and adopting many strategies for employee
retention.
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The basic needs other than routine tasks are to be taken care of on priority before it
becomes late by HR department.
The company's ability to fulfill 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 fulfillment 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 individual’s 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.
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:
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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 behavior 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 employees 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:
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.
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Expectancy theory predicts that employees in an organization will be motivated when
they believe that:
"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."
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>O
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.
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Vroom’s model is based on three concepts:
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 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.
Maslow believed that these needs are similar to instincts and play a major role in
motivating behavior. 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.
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
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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 neighborhoods and shelter from the environment.
3. 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.
4. Esteem Needs: After the first three needs have been satisfied, esteem needs
becomes increasingly important. These include the need for things that reflect
on self-esteem, personal worth, social recognition and accomplishment.
TWO-FACTOR THEORY:
• Hygiene factors (e.g. status, job security, salary and fringe benefits) which do
not give positive satisfaction, although dissatisfaction results from their
absence. These are extrinsic to the work itself, and include aspects such as
company policies, supervisory practices, or wages/salary.
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is classed as movement, but if you perform a work related action because you want to
then that is classed as motivation.
The following table presents the top six factors causing dissatisfaction and the top six
factors causing satisfaction, listed in the order of higher to lower importance.
Herzberg reasoned that because the factors causing satisfaction are different from
those causing dissatisfaction, the two feelings cannot simply be treated as opposites of
one another. The opposite of satisfaction is not dissatisfaction, but rather, no
satisfaction. Similarly, the opposite of dissatisfaction is no dissatisfaction.
A) Organizational Variables:
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: The 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.
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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.
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.
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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
a 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.
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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.
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.
The employees sent out some signals to express their discontent and the organization
should not take it lightly.
2) Lack of interest: When an employee who stays at work until his job is done, now
begins to leave at sharp 5 pm no matter his job is done or not.
3) Lack of quality and quantity in work: When an employee is dissatisfied in his
job then automatically his mental state is reflected in his quality of his work.
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6) Misbehavior: An employee may express anger, frequent argument with
association and team member, which come out due to frustration.
Effects of Dissatisfaction:
Recognizing the dissatisfaction is only half the battle. The company should consider
the reason for the burnout and should try to solve those problems because it will
affect other employees also. Otherwise it will affect the company in many ways like
* Low productivity
• Employee will believe that the organization will be satisfying in the long run.
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• They are more committed to the organization.
• Their works are more productive.
Why are employees in some companies happy to stick with the company while others
look for a change? The reason is that some companies know how to take good care of
their employees and provide a working environment that helps them retain their
identity, while proving themselves and growing along with the company.
How Managers Attract, Hire, Focus, And Keep Their Most Talented
Employees?
Without satisfying an employee's basic needs first, a manager can never expect the
employee to give stellar performance. The basic needs are knowing what is expected
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of the employee at work, giving him the equipment and support to do his work right,
and answering him basic questions of self-worth and self-esteem by giving praise for
good work and caring about his development as a person.
The great manager mantra is don't try to put in what was left out; instead draw out
what was left in. You must hire for talent, and hone that talent into outstanding
performance.
2. Set the right outcomes, not steps. Standardize the end but not the means. As
long as the means are within the company's legal boundaries and industry
standards, let the employee use his own style to deliver the result or outcome
you want.
6. A manager must excel in the art of the interview. See if the candidate's
recurring patterns of behavior match the role he is to fulfill. Ask open-ended
questions and let him talk. Listen for specifics.
8. Spend time with your best people. Give constant feedback. If you can't spend
an hour every quarter talking to an employee, then you shouldn't be a
manager.
10. Do not promote someone until he reaches his level of incompetence; simply
offer bigger rewards within the same range of his work.
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11. Some homework to do: Study the best managers in the company and revise
training to incorporate what they know. Send your talented people to learn
new skills or knowledge. Change recruiting practices to hire for talent, revise
employee job descriptions and qualifications.
Here are some of the best HR practices that help in the creation of a highly satisfied
and motivated work force.
Work Environment
A safe and happy workplace makes the employees feel good about being there. Each
one is given importance and provided the security that gives them the motivation and
incentive to stay. This is usually achieved through internal surveys to find out whether
they are satisfied and if not what they think needs to be changed.
Open Management
Employees don’t like the feeling of being kept in the dark about what is happening in
the company. They feel motivated and develop enthusiasm only when the
management opens up to them and discusses the company policies, sales, clients,
contracts, goals and objectives. This encourages participative management. Asking
them for ideas on how to improve will get their creative juices flowing. Being open
about everything related to the company will help in building trust and motivating the
employees. This open management policy can be practiced using several tools.
Performance Incentives
Every good performance is appreciated in the form of a pat on the back, bonuses or
giving some other compensation for a job well done. Organizations that struggle to
keep up with the attrition rate are mostly those that think employees are “just” doing
their job. Even if it is the employee’s job, completion in an appreciable manner calls
for an incentive, and this goes a long way in boosting the staff morale. These
incentives can be implemented at the individual as well as the team level and it has
been seen that this works wonders in getting the best out of the employees. But it is
important to keep in mind that these bonuses should not be given without a reason,
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unless it is a commitment for annual bonuses or some such thing. Doing so will only
reduce the perceived value of the bonuses.
Performance Feedback
This is one the methods that is being followed by many organizations. Feedback is
not only taken from the boss, but also from other seniors and subordinates.
Previously, appreciation was only sought from the immediate boss or the
management, but now organizations understand the importance of collecting
performance feedback from several quarters. The opinion of everyone matters,
especially for someone who is in a leadership role at any level. Each person in the
team is responsible for giving constructive feedback. This kind of system helps in
identifying people who can perform well as leaders at higher levels in the
organization. Even the senior level managers can use this system to their advantage,
as a tool to improve themselves.
Employee Evaluation
Every company has an employee evaluation system in place but a good system links
individual performance to the goals and priorities of the organization. This works well
when achievements are tracked over a year. For a fair review of each employee, the
evaluation, apart from being done by the boss, should be done by another person at a
higher level, for whom the employee’s contribution is important. Ratings can also be
obtained by other employees. This ensures a fair and accurate rating of each and
every employee.
Sharing of Knowledge
Discussions
Successful organizations nurture ideas and they understand that employees who are
actually working and know the business can provide the best ideas. The management
should have discussions with employees to get these ideas out of them. There can also
be suggestion boxes to capture these ideas. Through this system, managers can find
talented employees and develop them.
Rewards
While recognition of talent is highly important, this recognition has to be made public
and what better way than holding ceremonies and announcing to the whole world (the
employees), the achievements of a fellow employee. There can be nothing better for
an employee than the heady feeling from a resounding applause.
Who doesn’t like a surprise? Surprise deserving employees – when they are least
expecting it. It could be a gift certificate or a small reward of some sort. This surprise
doesn’t have to be limited to the best performers, but it can be randomly given to
others as a motivating factor too. Anyone can be given this surprise reward.
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CHAPTER 3
COMPANY PROFILE
Shivalik Prints Limited is an eminent Processing House in the National capital region
of Northern India, situated in the Heart of Faridabad City. The main
motto of the company is to meet the Export demand of the processed fabric.
Shivalik prints ltd. has registered a phenomenal growth over the years since its
incorporation in 1992. Shivalik prints ltd. had continuously upgraded its facilities and
doubled its production capacity to 150000 mts per day and had recently installed the
state of the art Wider Width upto 120" unit to provide complete solution and to cater
to the growing demand of textile and home furnishing globally.
Shivalik Prints ltd. occupies highly sophisticated and advanced machinaries and
caring different types of dyeing and printing process for smaller as well as Wider
Width fabrics for export. The company has improved its production facilities further
for Wider Width processing and installed latest imported machineries to name a few
are Rotary Screen Printing from Stork Pegasus, Austria, Engraver from CST, South
Africa, Spectrophotometer and Computer Color Matching System from Datacolor
USA, Weft Straightner from E+L Italy. The company has also imported continuos
Scouring and Bleaching range having capacity of 70000 mts a day. Along with
installation of these imported machines,the company has also installed Montex Twin
Stenter,Merceriser,Fully Automatic Jumbo Jiggers,Loup Ager & Polymerizing
machine, Singeing Machine .
Shivalik Prints is able to perform all types of printing xxxxx, Procion, Discharge,
Disperse, Pigment, and Rubrise on all different types of fabrics. The Shivalik's,
meticulous attention towards the quality right from the stage of designing, artwork,
tracing and exposing till the final stage of processing. shivalik has strengthen itself
through constant R&D, updating of technology, highly skilled manpower,usage of
branded raw materials and maintaining lead in the textile sector along with having an
updated testing laboratory which performs atleast 20 tests of finished fabric before
passing out the factory.
In the times to come ,Shivalik Prints Ltd., continues to uphold its position of
eminence as a leading processing house to achieve all heights of customer satisfaction
and its responsibility towards social and environmental concerns.
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Other Information:
Infrastructure
Our company is well versed with world class infrastructure required for
manufacturing and exporting high quality home furnishing items. We maintain sound
relations with trusted manufacturers for meeting our day to day requirements. Our
team of dedicated professionals keep themselves updated with the latest fashion
trends and source products accordingly.
Quality Assurance
Quality is the inseparable part of our company’s policy. For fostering high standards
of quality, we procure products from reliable vendors and test them at our end for
complete customer satisfaction. We also make sure that the products are packed as per
the clients’ specifications. We also perform regular audits of factories manufacturing
products offered by us.
Our Focus
The main focus of our organization is to organize buyer and vendor meetings. We
ensure effective communication between both the parties and help in negotiating for
fair price. Following up orders and ensuring that they are shipped well on time is our
key responsibility. Complete care is taken about the packaging and labeling of
products. our company is also engaged in completing documentation work as per
import and export regulations.
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Network
Although, we are very new in the industry, still we have managed to establish vast
network across the globe. Currently, we are exporting home furnishing items to
European countries and U.S.A countries at regular intervals. We have also garnered a
long list of clients having complete faith in our product range as well as services.
Quality Policy
We are in business only because of our valued customers, whose point of view is the
only way to see things.
We dedicate all our resources to delight our customers by providing them quality
product and services.
SHIVALIK products have the best possible aggregate and each and every product
goes through numerous quality checks and testing, to provide for optimum Quality.
Repeat orders from almost all our clients is a testimony to this fact
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Products:
1. Cushion Covers
Any sofa set is incomplete without cushion and every cushion needs a cover to
enhance its beauty. We have a mind boggling range of beautifully desingned Cushion
Cover in keeping with the latest trends in the Home Furnishing Industry. Our experts
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cushion covers that will blend in with your decorand also give special look.
36
The most important thing in abedroom or a living room with a bed or a divan is
mainly Bedsheet laid on it. No matter what material the bed is usually made up of, it
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your beds or divans. Combining with style, these Printed bed sheet lend a special aura
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Table Linen:
A delightful range of Table Linen awaits you at S.M.C.S. we source the best available
desing which can be suited to your tastes and preferences. Whether you are looking
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linens are the perfect solution for you. The table linen presented by us imparts a regal
& royal look to any dinning area and compliments the accompanying furniture in a
quite impressive way.
Table Linen
Table Linen
37
CHAPTER 4
This chapter is allocated for analysis and interpretation of data. Preparing percentage
analysis, two-way table, chi-squire test and mean and combined mean does the
analysis of employee satisfaction, which is directly extracted from the questionnaire.
The variations in the extent of the employee satisfaction can be measured with the
variables such as job satisfaction, promotional opportunity, manager/supervisor co-
operation, performance appraisal, compensation etc.
The Respondents were asked to state their level of satisfaction relating to fifty factors.
Based on their responses the satisfaction score obtained by each respondent was
found out. Points or scores were allocated based on the response. For each of the
factor three levels of satisfaction were assigned namely high, medium and low. The
scores were allocated as follow.
• Strongly agree = 5
• Agree= 4
• Neutral = 3
38
• Disagree =2
• Strongly disagree = 1
The total scores secured by each respondent were thus arrived at. All the respondents
were classified based on their level of satisfaction. Those who have obtained up to 13
points were classified under low satisfaction category, respondents with 14 – 20
points were classified under medium satisfaction category and those with more than
21 points were classified under high satisfaction category.
GENDER
Gender Frequency Percentage
MALE 41 82
FEMALE 9 18
Total 50 100
39
GENDER
90
80
70
Percentage
60
50
40
30
20
10
0
E
AL
AL
M
M
INTERPRETATION: FE
Majority of the respondent are male (82%) and 18% respondents are female.
DESIGNATION
Designation Frequency Percentage
TOP MANAGEMENT 04 08
MIDDLE 21 42
MANAGEMENT
LOWER 25 50
MANAGEMENT
Total 50 100
40
DESIGNATION
60
50
40
Percentage
30
20
10
0
TOP MANAGEMENT MIDDLE LOWER
MANAGEMENT MANAGEMENT
INTERPRETATION:
The above table indicates that Majority of the respondents are 50% in lower
management (i.e. Executive and Sr. Exe.), 42% is in middle management (i.e. Asst.
Manager and Manager), and 8% is in top management group.
QUALIFICATION
Qualification Frequency Percentage
POST GRADUATE 18 36
GRADUATE 32 64
Total 50 100
41
QUALIFICATION
70
60
50
Pecentage
40
30
20
10
0
POST GRADUATE GRADUATE
INTERPRETATION:
The above table indicates that Majority of the respondents are Graduates i.e. 64% and
36% respondents are post graduates.
EMPLOYEE AGE
Employee Age Frequency Percentage
20 – 30 Yr 19 38
31 – 40 23 46
Above 40 Yrs 08 16
Total 50 100
42
EMPOYEE AGE
50
45
40
35
Percentage
30
25
20
15
10
5
0
20 – 30 Yr 31 – 40 Above 40 Yrs
INTERPRETATION:
The above table indicates that Majority of the respondents i.e. 46% are in 31-40 years
age group, 38% in 20-30 years age group, and 16% are in above 40 years age group.
43
Below 5 Years 11 22
5 – 10 Years 18 36
Above 10 Years 21 42
Total 50 100
NO. OF YEARS IN SERVICE
45
40
35
30
Percentage
25
20
15
10
5
0
Below 5 Yr 5 – 10 Yr Above 10 Yr
INTERPRETATION:
The above table indicates that Majority of the respondents i.e. 42% are in above 10
years of experience, 36% are in 5-10 years of experience, and 22% are in below 5
years of experience.
The score secured by the respondents who falls between the score as up to 13
indicates less satisfaction of the respondents, from 14 –20 are got average satisfaction
and above 21 respondents got highly satisfaction level
From the above table the percentage of highly satisfied are in male group followed by
the female group. The percentage of low satisfied is highest in female group.
INFERENCE:
From the above table the percentage of highly satisfied respondents is more in top
management group i.e. 50%. In medium satisfaction the highest percentage is in
middle management group i.e. 43%. In low satisfaction again top management group
respondents are more.
INFERENCE:
46
From the above table the percentage of highly satisfied is more among the
respondents of post graduate group. The percentage of medium satisfied is highest
among the respondents of graduate level group. And the percentage of low
satisfaction is highest among the graduate level group i.e. 9%.
The above table reveals that the percentage of highly satisfied is in the above 40
Years age group (50%) and 43 % of highly satisfied in the 31-40 Years age group.
And in medium satisfaction 52% is the highest percentage in 31-40 Years age group
and followed by Above 40 Years age group with 38% of satisfaction. The highest
percentage of 21% in low satisfaction is in 20-30 Years age group.
INFERENCE:
47
The above table reveals that the respondents having 5-10 Years of experience have
derived highest satisfaction level with 61%. The percentage of medium satisfaction is
high in the category of Above 10 Years group i.e. 48%. And in low satisfaction level
the percentage of Below 5 Years of experience is high i.e. 28%.
CHI-SQUARE TEST:
Chi-square test is applied to test the goodness of fit, to verify the distribution of
observed data with assumed theoretical distribution. Therefore it is a measure to study
the divergence of actual and expected frequencies; Karl Pearson’s has developed a
method to test the difference between the theoretical (hypothesis) & the observed
value.
HYPOTHESIS - 1:
1.5
22 20.50 2.25 0.1098
-1.5
3 4.50 2.25 0.5000
0.24
15 14.76 0.0576 0.0039
-0.24
3 3.24 0.0576 0.0178
-1.74
4 5.74 3.0276 0.5275
1.74
3 1.26 3.0276 2.4029
Total 3.5617
Degree of freedom - 2
Since the calculated value is less than the table value. So the Null hypothesis is
accepted. Hence, there is no significant relationship between gender and level of
satisfaction.
HYPOTHESIS - 2:
2 0.24
1.76 0.0576 0.0327
10 0.76
9.24 0.5776 0.0625
10 -1
11.00 1 0.0909
1 -0.6
1.60 0.36 0.2250
9 0.6
8.40 0.36 0.0429
10 0
10.00 0 0.0000
1 0.36
0.64 0.1296 0.2025
2 -1.36
3.36 1.8496 0.5505
5 1
4.00 1 0.2500
Total 1.4570
Degree of freedom - 4
Since the calculated value is less than the table value. So the Null hypothesis is
accepted. Hence, there is no significant relationship between designation and level of
satisfaction.
HYPOTHESIS - 3:
50
O E O–E (O – E)2 (O – E)2/ E
17 -1.56
18.56 2.4336 0.1311
12 1.56
10.44 2.4336 0.2331
12 1.12
10.88 1.2544 0.1153
5 -1.12
6.12 1.2544 0.2050
3 0.44
2.56 0.1936 0.0756
1 -0.44
1.44 0.1936 0.1344
Total 0.8946
Degree of freedom - 2
Since the calculated value is less than the table value. So the Null hypothesis is
accepted. Hence, there is no significant relationship between educational qualification
of employee and their level of satisfaction.
HYPOTHESIS - 4:
0.26
9 8.74 0.0676 0.0077
-0.58
10 10.58 0.3364 0.0318
51
0.32
4 3.68 0.1024 0.0278
-1.98
6 7.98 3.9204 0.4913
2.34
12 9.66 5.4756 0.5668
-0.36
3 3.36 0.1296 0.0386
1.72
4 2.28 2.9584 1.2975
-1.76
1 2.76 3.0976 1.1223
0.04
1 0.96 0.0016 0.0017
Total 3.5856
Degree of freedom - 4
Since the calculated value is less than the table value. So the Null hypothesis is
accepted. Hence, there is no significant relationship between age and level of
satisfaction
HYPOTHESIS - 5:
-1.5
4 5.50 2.25 0.4091
52
2
11 9.00 4 0.4444
-1.5
9 10.50 2.25 0.2143
-0.62
4 4.62 0.3844 0.0832
-1.56
6 7.56 2.4336 0.3219
1.18
10 8.82 1.3924 0.1579
2.12
3 0.88 4.4944 5.1073
-0.44
1 1.44 0.1936 0.1344
0.32
2 1.68 0.1024 0.0610
Total 6.9335
Degree of freedom - 4
Since the calculated value is less than the table value. So the Null hypothesis is
accepted. Hence, there is no significant relationship between experience of employee
and their level of satisfaction.
The tables below show the combined mean of the perceived value of employee
satisfaction in relation with factors described. Higher the score, better the satisfaction
of the particular factor.
53
A4 COMMUNICATION 4.07 Excellent
A5 TRAINING AND DEVELOPMENT 3.80 Good
A6 PERFORMANCE APPRAISAL 3.84 Good
A7 COMPENSATION 3.62 Good
A8 MANAGER/SUPERVISOR CO-OPERATION 3.85 Good
A9 JOB SATISFACTION 4.05 Excellent
OPPORTUNITY FOR PROMOTION/ CAREER
A10 PROSPECTUS 3.84 Good
INTERPRETATION:
The average Employee Satisfaction for the total respondents is 3.93 which indicate
that the employees are relatively satisfied with the various services being catered by
the company. It can be attributed to the fact that the company caters to the various
needs of the employees. It also shows that employees are not satisfied in
Compensation Area (Mean-3.62) compare to all areas. Similarly other areas must be
taken care by company are Training and Development (Mean–3.80), Performance
Appraisal and Opportunity for Career Prospectus (Mean-3.84), Manager/ Supervisor
Co-operation (Mean-3.85). Total respondent shows that employees are more satisfied
in Work Placement and Environment (Mean-4.21) followed by Communication Area
54
(Mean–4.07), Job Satisfaction (Mean–4.05), Company Policy (Mean–4.03) and
Company Culture (Mean–3.96).
The tables below show the overall mean of the perceived value of employee
satisfaction related to categories like gender, designation, qualification, employee age
and experience in relation with factors described. Higher the score, better the
satisfaction of the particular factor. It also gives the clear picture of how the people
from different categories perceive the same factor in the same organization
differently. This shows the perception of the employees with different background
perceives the things differently.
MEAN and SD
CAT. A1 A2 A3 A4 A5 A6 A7 A8 A9 A10
GENDER
3.9 4.2 3.8 3.6 4.0
Mean 4 4.06 1 4.10 0 3.84 7 3.90 7 3.85
0.3 0.3 0.5 0.3
SD 3 0.35 0.4 0.38 8 0.39 1 0.32 8 0.45
DESIGN.
3.9 4.2 3.8 3.5 4.1
Mean 8 4.07 7 4.11 4 3.88 5 3.89 0 3.93
0.3 0.2 0.4 0.3
SD 1 0.37 8 0.37 0.4 0.39 6 0.31 7 0.35
QUAL.
3.9 4.1 3.7 3.6 3.9
Mean 2 3.97 7 4.01 6 3.78 4 3.75 6 3.75
0.3 0.4 0.5 0.3
SD 2 0.35 0.4 0.4 9 0.33 2 0.33 5 0.48
EMP.
AGE
3.9 4.2 3.7 3.6 4.0
Mean 4 3.97 1 4.07 6 3.84 2 3.83 4 3.81
0.3 0.4 0.5 0.3 0.3
SD 3 0.35 2 0.39 1 0.35 8 0.35 9 0.37
YRS OF
55
SERVICE
4.0 4.2 3.8 3.6 4.0
Mean 1 4.06 2 4.08 2 3.86 2 3.86 5 3.89
0.4 0.3 0.3 0.5 0.3
SD 1 0.34 6 0.39 2 0.32 3 0.39 4 0.31
MEAN FACTORWISE
4.30
4.20
4.10
4.00
MEAN
3.90
3.80
3.70
3.60
3.50
3.40
A1
A2
A3
A4
A5
A6
A7
A8
A9
0
A1
GENDER DESIGNATION QUALIFICATION
EMPLOYEE AGE YEARS OF SERVICE
INTERPRETATION:
From the Table and Figure displayed mean factor wise i.e. A1 to A10 for category
like Gender, Designation, Qualification, Employee Age and Years of service in a
company. From this we can analyzed which category of respondents are more
satisfied and less satisfied in particular factor i.e. A1 to A10.
56
A3 (Workplace), A4 (Communication), A6 (Performance Appraisal), A9 (Job
Satisfaction), A10 (Opportunity for Promotion and Career): Designation category
(Mean-4.27, 4.11, 3.88, 4.10, 3.93 respectively) is more satisfied while Qualification
category (Mean-4.17, 4.01, 3.78, 3.96, 3.75 respectively) is less satisfied.
57
CHAPTER 5
FINDINGS
1) The number of male employees in the company is more with the percentage of
82%; where as female employees are only 18%.
3) Majority of the employees belongs to the age group of 31-40 Years i.e. middle
age group.
4) The data regarding the qualification of the employees’ shows that majority of
the employees are graduates with 64%. The percentage level of post graduates
is low i.e. 36%.
6) The respondents are satisfied with the environment and nature of work
environment and nature of work as their mean value is near to 4.20 which are
excellent.
8) Employees are also satisfied with job satisfaction provided by the company
the mean value is 4.05; which is an excellent level.
58
9) Employees are happy with Company policies and activities with mean value
of 4.03 which is again an excellent level.
10) Employees are also happy with culture of the company with mean value of
3.96 which is good agreeable level.
11) The respondent’s relationship with the seniors is good as their mean value is
3.85 is an agreeable level.
12) Study reveals that employees are less satisfied with training program with
agreeable mean value of 3.80.
13) Study also reveals that employees are not more satisfied with performance
appraisal and opportunity for promotion with mean value of 3.84.
14) Employees are dissatisfied with Compensation (pay and benefits) with mean
value of 3.62 which is lowest value compare to all other factors.
15) Years of Service category i.e. experience employees (Mean-4.01) are more
satisfied while Qualification category (Mean-3.92) is less satisfied with
Company Culture.
17) Designation category (Mean-4.27, 4.11, 3.88, 4.10, and 3.93 respectively) is
more satisfied while Qualification category (Mean-4.17, 4.01, 3.78, 3.96, 3.75
respectively) is less satisfied in related to factors Workplace and Environment,
Communication, Performance Appraisal, Job Satisfaction, Opportunity for
Promotion and Career.
59
19) Gender category (Mean-3.90) is more satisfied while Qualification category
(Mean-3.75) is less satisfied with Manager/Supervisor Co-operation.
1) Highly satisfied employees are more among the male respondents than the
female respondents.
2) Highly satisfied employees are more among the top management category
than the middle and lower management one.
3) Highly satisfied employees are more among the age group of old employees
i.e. above 40 years of age.
4) Highly satisfied employees are more among the post graduate than the
graduate employees.
1) Some employees are not satisfied with promotion policy of the company.
2) Some employees are not satisfied with their pay scale. It revealed that
employees in a company are not attracted by company policies and activities
6) Feedbacks revealed that superior not encourage them for their development
and they are not concern with their future plan.
7) Employees are not finding opportunity for their career promotion because they
believe that company is not giving opportunity to access other area of
company and also they are not happy with formal career planning happened in
a company.
61
9) Employees are not multitasked.
10) Job rotation method is not used so that employees do not have understanding
of other departments and their functions.
CHAPTER 6
6.1 RECOMMENDATIONS
- Benchmark rates of pay with other companies who compete in the same labor
market. Make adjustments, if you are behind the market i.e. analyze industry trend
and according to trend change in pay structure.
- Ensure that your employees recognize the value of their total package (bonus
opportunities, health cover, sick pay etc) not just basic pay.
62
- Training sessions for supervisors and managers, regular communication session
during recruiting, hiring, and follow-up during supervisory-staff meeting.
- Train managers to more effectively train, coach and develop their teams.
- Use Training Need Analysis and ask each of the head of the department to act
according to the guidelines given by HRD and send only employees who need desire
skills to improve competency for job.
- Managers should utilize one-to-one employee meeting to develop and coach their
staff.
- Implement smart training that is not only relevant but helps broaden employee
experiences and provides development opportunities.
- Accurately defined the employee’s job description, the skills most important to the
job, discuss the job skill the employees perform well and identify areas that meet
improvement, set mutual and worthwhile goals and coach to improve employee
performance.
MANAGER/SUPERVISOR CO-OPERATION:
63
-Demonstrate to employees that the company cares about them, wants them to
advance in their careers and will help them satisfy their need for personal growth.
-‘Walk the talk’ by not only communicating the corporate strategy but also ensuring
that it is applied consistently throughout the company, including making the reward
system consistent with strategic goals.
-Watch for and eliminate all inconsistencies between promoting a belief in employees
and managerial behavior or policies that undermines the commitment.
- Weed out poor managers because many employees leave their jobs because they are
unhappy with their bosses – remember “people don’t leave their jobs, they leave their
managers”.
PERFORMANCE APPRAISAL:
- Implement 360 degree appraisal system so that from top to bottom everyone
included giving feedback for an employee.
- Encourage your employees to contribute to the success of the business. Ask for their
opinions and suggestions.
- Introduce a suggestion scheme to get ideas on how the business could be improved.
Reward the good ones.
- Encourage your line managers to 'catch people doing things right' and give positive
feedback when people do things well.
64
- Conduct regular performance reviews to identify employees' strengths and
weaknesses, and help them improve in areas that will lead to job advancement.
- Provide employee well defined career paths (including succession plan), mentors
and tuition remuneration for job-related education.
- Implement a good promotion process, “soft skills” training development before and
after promotion.
- Implement job rotation method so that every employee can get an opportunity to
access other department and understand responsibilities and problems face by other
departments.
- Top management identifies employees and prepares them for next higher position by
providing necessary training and education.
- Identify your employees' talents and then encourage them to stretch their abilities
into new areas.
OTHER RECOMMENDATIONS:
- Give employees the best equipment and supplies possible. Ensure that your
equipment is properly maintained, and regularly upgrade machinery, computers and
software. In addition, provide employees with the highest quality supplies you can
afford.
- Show your employees that you value them. Recognize outstanding achievements
promptly and publicly, but also take time to comment on the many small
contributions your staff makes every day to the organization's mission. Don't forget
— these are the people who make you look good.
65
- Be flexible. Today's employees have many commitments outside their job, often
including responsibility for children, aging parents, chronic health conditions and
other issues. They will be loyal to workplaces that make their lives more convenient
by offering on-site childcare centers, on-site hair styling and dry cleaning, flexible
work hours, part-time positions, job-sharing or similar practices.
- Make room for fun. Celebrate successes and recognize when milestones are reached.
Potluck lunches, birthday parties, employee picnics and creative contests will help
remind people why your company is a great place to work.
- Reduce the paperwork burden. If your technologists spend nearly as much time
filling out paperwork, it's time for a change. Paperwork pressures can add to the stress
and burnout that employees feel. Eliminate unnecessary paperwork; convert more
paperwork to an electronic format; and hire non-tech administrative staff to take over
as much of the paperwork burden as is allowed under legal or regulatory restrictions.
- Foster an environment of teamwork. It takes effort to build an effective team, but the
result is greater productivity, better use of resources, improved customer service and
increased morale
6.2 CONCLUSION
Research shows that satisfied employees are more efficient and productive so they
positively influence organizational performance and work towards fulfillment of
company’s objectives and goals. Good Company Culture, Company Policies,
Convenient Work location, Communication , job satisfaction, opportunities for
promotion and career prospects, fair salary are few area which are critically
important from the view point of most of the employees.
In conclusion, several themes emerged from the overall result of the survey. The
cause of concern here is that employees have indicated that they need more for their
compensation and from their superiors. Based on the results as a whole, without
significant and meaningful improvement in Compensation, Manager/Supervisor Co-
operation, Training and Development, Performance Appraisal and Opportunity for
66
career and promotion, the company’s current climate could eventually erode the
employee’s outlook and eventually their commitment to doing their job.
The good news is that employees seem ready and willing to offer their insight and
constructive ideas on how to improve their area within company. They are highly
satisfied with Company Culture, Company Polices, Work Place and Environment
where they are work, Interpersonal Communication in a company and more important
is satisfied by job they are doing.
Employees have an average mean of 3.93 which indicates that the employees are
relatively satisfied with the various services being catered by the company. Major
concern areas are Compensation, Training and Development, Performance Appraisal,
Manager/Supervisor Co-operation and Opportunity for career and promotion.
The study on employee’s satisfaction at Shivalik Print Ltd. is cased out with full co-
operation of the employees and management. As far as possible with in the given
limits the study is completed with the satisfaction of many peoples. The data collected
are analyzed scientifically. It is assured that the company may get high boosted moral
in the organization provided some of the recommendations made in the report are
carried out.
Further from this survey I hope the organization will be benefited and with the
help of the recommendations given the organization can improve its functioning and
the overall employee satisfaction level in the organization and its performance will
increase.
67
APPENDIX
QUESTIONNAIRE
Department: Qualification:
Please take a few minutes to complete this survey. You are the person who can give
us fair guidance without any bias. Based on your personal experience in this
organisation, please fill this form to help us building our organization much better &
professional. Share your views by putting a “√ " mark in the boxes against each
question
A4 COMMUNICATION
Management communicates its goals & strategies
16 effectively to its employees.
I get all information about the events and affairs of
17 the company which have an effect on my work.
I am kept informed about the activities that go on in
18 my organization.
I have a good understanding about the company’s
19 various benefit plans/schemes.
20 I am satisfied with communications generally.
A6 PERFORMANCE APPRAISAL
Performance appraisal reports in our
organisation are based on objective assessment
26 and adequate information.
My performance for every year is reviewed and
27 discussed with me.
The management periodically provides feedback on
the good and the bad aspects of an employees work
and where he/she must improve, by way of
28 performance appraisal.
29 I feel my services are well recognized.
30 My appraisal helps me in planning for the future.
A7 COMPENSATION
I agree that the Company’s compensation package
31 matches similar organizations in the industry.
I feel, I am paid fairly considering my qualification,
32 experience, and responsibilities.
I am rewarded fairly considering my dedications and
33 performance on the job given to me.
All the allowances and advances are provided on
34 time.
35 Individual initiative is encouraged in the Company.
A8 MANAGER/SUPERVISOR CO-OPERATION
My Manager/Supervisor communicates my
36 weaknesses and helps me in overcoming them.
My Manager/Supervisor gives appreciation to good
37 work done by me promptly.
My Manager/Supervisor encourages my
38 development...
My Manager guides me and prepares me for future
39 responsibilities.
40 My manager always treats me with respect.
A9 JOB SATISFACTION
41 I am trusted to do my job.
42 I am provided adequate facilities to do my job.
70
I am clearly informed about what exactly is expected
43 of me regarding my work.
44 I feel totally secure in this job.
My job is a good use and application of my skills,
45 experience and qualifications.
Date: ___________
71
BIBLIOGRAPHY
• L.M. Prasad: Principles and Practice of Management, 6th edition, Sultan Chand
& Sons, New Delhi.
• S.P. Gupta : Statistical Methods, 36th edition, Sultan Chand & Sons, New
Delhi
• Internet Sites:
o www.humanresource.hrvinet.com
o www.hrblogs.com
72
o hrmba.blogspot.com
o www.citehr.com
o www.wikipedia.org
o www.shivalikprintltd.com
73