Employee satisfaction (1)

PROJECT REPORT
ON
A STUDY OF EMPLOYEE SATISFACTION
REPORT SUBMITTED FOR THE PARTIAL FULFILLMENT OF THE
MASTER OF BUSINESS ADMINISTARTION
BAHRA UNIVERSITY, WAKNAGHAT,
P.O KIARIGHAT-173234,
DISTT. SOLAN (H.P)
EMPLOYEE SATISFACTION
SUBMITTED TO SUBMITTED BY
Dr.Sulochana Syal
Associate Prof.
Anu Mehta
BU2016PGMB015

DECLARATION
I, Anu Mehta, bearing Registration No. BU2016PGMB015, session 2016-18, in
Bahra University Waknaghat do hereby declare that this research project report
submitted for the partial fulfillment of the degree of Bachelor of Business
Administration, entitled “EMPLOYEE SATISFACTION” in MERIDIAN
MEDICARE LTD. is my original work and that it has not been previously
submitted for any award or any degree, diploma associate ship, fellowship or any
other platform.
Guide Signature
Student Signature
Mrs. Sulochana Syal Anu Mehta

ACKNOWLEDGEMENT
Knowledge is like ocean and needs to be supported, guided and inspired by several
specialists in order to achieve the aim. Our personalities are based non the foundation
of education imparted to us by our teacher and parents.
I owe my sincere thanks to Mrs. Sulochana Syal, for their valuable support during
the Project.
I must express my appreciation and thanks to all members of Administration
Department of the organization for their co-operation and help during the project.

INDEX
Sr. No. Chapter No. Chapter Name Page No.
1 Chapter No.1 Introduction 1-5
2 Chapter No.2 Employee Satisfaction 6-17
3 Chapter No.3 Determinates of Employee
Satisfaction
18-28
4 Chapter No.4 Company Profile 29-29
5 Chapter No.5 Data Analyses and Interpretation 30-46
6 Chapter No.6 Findings 47-50
7 Chapter No.7 Recommendation and Conclusion 51-54
8 Chapter No.8 Questionnaire Bibliography 55-59
CHAPTER 1

INTRODUCTION
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 falls short of expectations, the employee is dissatisfied and if it
matches the expectations, the employee is satisfied. A high satisfaction implies
improvement in efficiency and performance doing work 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.
1.1 AIM OF STUDY:
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.
1.2 RATIONALE BEHIND THE STUDY:
Employees are the basis of every organization. Recruiting and retaining
knowledgeable people for the job is essential for an employer. But it works only if
employee satisfaction is considered more important because of it employees attracted
and not leave the company. It is require studying the various factors to assess
employee satisfaction level.
1.3 OBJECTIVES OF STUDY:
i. To Measure the satisfaction levels of employees on various factors and give
suggestions for improving the same.

ii. To study the relationship between the personal factors of the employee
(Gender, Designation, Qualification, Age, and Years of Service in a
company) with satisfaction level.
iii. To derive and analyze the current satisfaction level of the employees in the
company
iv. To study the various factors which influencing employee satisfaction.
1.3a HYPOTHESIS:
1. There is no significant relationship between gender and level of satisfaction.
2. There is no significant relationship between designation and level of
satisfaction.
3. There is no significant relationship between educational qualification and
level of satisfaction.
4. There is no significant relationship between age and level of satisfaction.
5. There is no significant relationship between experience (no. of years of
service) in a company and level of satisfaction.
1.4 RESEARCH METHODOLOGY:
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.
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.
1.4d DATA COLLECTION:
The data source: Primary and Secondary
The research approach: Survey Method
The research instrument: Questionnaire Method
The respondents: Executives, Sr. Executives, Assistant Managers, Managers and
Top Management of various departments.
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
1.4f TOOLS OF ANALYSIS:
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.
.

1.6 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.

CHAPTER 2
2.1 CONCEPT
Employee satisfaction is the terminology used to describe whether employees are
happy and contented and fulfilling their desires and needs at work. Many measures
meaning that employee satisfaction is a factor in employee motivation, employee
goal achievement, and positive employee morale in the workplace.
As per Vroom “Employee Satisfaction is a positive orientation of an individual
towards a work role which he is presently occupying”
Employee satisfaction is a measure of how happy workers are with their job and
working environment. Keeping morale high among workers can be of tremendous
benefit to any company, as happy workers will be more likely to produce more, take
fewer days off, and stay loyal to the company. There are many factors in improving
or maintaining high employee satisfaction, which wise employers would do well to
implement.
Employee satisfaction, while generally a positive in organization, can also be a bad
luck if mediocre employees stay because they are satisfied with your work
environment.
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.
.

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:
• Professionalism – Demonstrating professional methods, character and
standards. Treating prospects, clients and co-workers generously and
charitably at all times, but especially in the face of adversity.
• Enthusiasm – Showing excitement, optimism and passion for your work.
• Resourcefulness – Acting effectively and imaginatively to produce great
results from scarce resources.
• Self-directedness – Working independently and autonomously to achieve the
goals set by management.
• 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.
• Strategic-mindedness – Suggesting and implementing long-term
improvements springing from a sequence of short-term tasks.
2.2 WHY TO STUDY ABOUT EMPLOYEE SATISFACTION?
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?

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
The Hows and Whys of Employee Satisfaction Mapping:
An organization is all about customer satisfaction. Companies understand this and
focus all their energy on their service or customer experience. However, many
companies do this at the cost of employee experience. What does this mean? Is
customer satisfaction not the priority?
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.
With employees getting thin-skinned every day, it depends completely on the
employer to ensure they do not have their top talent drained away by the new
competitor on the block. In the current scenario, the decision of hopping by the
employee is triggered by the minutes of issues, such as being ticked off in a not too
friendly tone or even an uneasy office environment.
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.
Surveys: This is a traditional method that involves employees’ participation.
Employers create surveys that have questions on the different parameters related to
the organization. They put forth questions in such a way that every aspect of an
organization is touched and the feedback is returned in the form of an opinion given
by each employee. This helps employers understand how employees think and their
satisfaction levels, and paves the path for problem solving. These surveys can
actually identify problem areas and help come up with solutions to solve the
problems. They reveal the employee attitude on the whole.

One-on-One Interviews: A non-conventional tool, this involves discussions with
every employee on a one-to-one basis every few months. Their thoughts are recorded
and trouble parameters identified and taken care of.
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.
2.3 THEORIE’S OF EMPLOYEE SATISFACTION
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.
3. Egoistic Need: This relates to man desire to mans desire to be dependant to
do things of his own end to sense of accomplishment

To a considerable extent however physical needs are satisfied off the job. Social
needs are satisfied through personal contacts around the job where egoistic needs are
chiefly satisfied through the job.
EXPECTANCY THEORY (VROOM’S THEORY):
Expectancy theory is about the mental processes regarding choice, or choosing. It
explains the processes that an individual undergoes to make choices. In
organizational behaviour study, expectancy theory is a motivation theory first
proposed by Victor Vroom of the Yale School of Management.
Expectancy theory predicts that employees in an organization will be motivated
when they believe that:
• putting in more effort will yield better job performance
• better job performance will lead to organizational rewards, such as an
increase in salary or benefits
• These predicted organizational rewards are valued by the employee in
question.
"This theory emphasizes the needs for organizations to relate rewards directly to
performance and to ensure that the rewards provided are those rewards deserved and
wanted by the recipients."
Emphasizes self interest in the alignment of rewards with employee's wants.
Emphasizes the connections among expected behaviours, rewards and organizational
goals
Vroom's theory assumes that behaviour results from conscious choices among
alternatives whose purpose it is to maximize pleasure and to minimize pain. Together
with Edward Lawler and Lyman Porter, Vroom suggested that the relationship
between people's behaviour at work and their goals was not as simple as was first
imagined by other scientists. Vroom realized that an employee's performance is

based on individual factors such as personality, skills, knowledge, experience and
abilities.
Victor H. Vroom introduces three variables within the expectancy theory which are
valence (V), expectancy (E) and instrumentality (I). The three elements are important
behind choosing one element over another because they are clearly defined: effort-
performance expectancy (E>P expectancy), performance-outcome expectancy (P>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.
VRoom’s model is based on three concepts:
1. Valence - Strength of an individual’s preference for a particular outcome.
For the valence to be positive, the person must prefer attaining the outcome to
not attaining it.
2. Instrumentality – Means of the first level outcome in obtaining the desired
second level outcome; the degree to which a first level outcome will lead to
the second level outcome.
3. Expectancy - Probability or strength of belief that a particular action will lead
to a particular first level outcome.
Vroom says the product of these variables is the motivation.
In order to enhance the performance-outcome tie, managers should use systems that
tie rewards very closely to performance. Managers also need to ensure that the
rewards provided are deserved and wanted by the recipients. In order to improve the
effort-performance tie, managers should engage in training to improve their
capabilities and improve their belief that added effort will in fact lead to better
performance.
MASLOW'S HIERARCHY OF NEEDS:

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

There are five different levels in Maslow’s hierarchy of needs:
1. Physiological Needs: These include the most basic needs that are vital to
survival, such as the need for water, air, food and sleep. Maslow believed that
these needs are the most basic and instinctive needs in the hierarchy because
all needs become secondary until these physiological needs are met.
2. Security Needs: These include needs for safety and security. Security needs
are important for survival, but they are not as demanding as the physiological
needs. Examples of security needs include a desire for steady employment,
health insurance, safe 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.
5. Self-actualizing Needs: This is the highest level of Maslow’s hierarchy of
needs. Self-actualizing people are self-aware, concerned with personal
growth, less concerned with the opinions of others and interested fulfilling
their potential.
TWO-FACTOR THEORY:
The two-factor theory (also known as Herzberg's motivation-hygiene theory) was
developed by Frederick Herzberg, a psychologist who found that job satisfaction
and job dissatisfaction acted independently of each other. The theory states that there
are certain factors in the workplace that cause job satisfaction, while a separate set
of factors cause dissatisfaction.
The two-factor, or motivation-hygiene theory, developed from data collected by
Herzberg from interviews with a large number of engineers and accountants in the
Pittsburgh area. From analyzing these interviews, he found that job characteristics
related to what an individual does — that is, to the nature of the work he performs —
apparently have the capacity to gratify such needs as achievement, competency,
status, personal worth, and self-realization, thus making him happy and satisfied.
However, the absence of such gratifying job characteristics does not appear to lead to
unhappiness and dissatisfaction. Instead, dissatisfaction results from unfavorable
assessments of such job-related factors as company policies, supervision, technical
problems, salary, interpersonal relations on the job, and working conditions. Thus, if
management wishes to increase satisfaction on the job, it should be concerned with
the nature of the work itself — the opportunities it presents for gaining status,
assuming responsibility, and for achieving self-realization. If, on the other hand,
management wishes to reduce dissatisfaction, then it must focus on the job
environment — policies, procedures, supervision, and working conditions. If
management is equally concerned with both then managers must give attention to
both sets of job factors. Thus, satisfaction and dissatisfaction are not on a continuum
with one increasing as the other diminishes, but are independent phenomena.

Two-factor theory distinguishes between:
• Motivators (e.g. challenging work, recognition, responsibility) which give
positive satisfaction, arising from intrinsic conditions of the job itself, such as
recognition, achievement, or personal growth, and
• 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.
Essentially, hygiene factors are needed to ensure an employee is not dissatisfied.
Motivation factors are needed in order to motivate an employee to higher
performance, Herzberg also further classified our actions and how and why we do
them, for example, if you perform a work related action because you have to then
that 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.
Leading to satisfaction
• Achievement
• Recognition
• Work itself
• Responsibility
• Advancement
• Growth
Leading to dissatisfaction
• Company policy
• Supervision
• Relationship with boss
• Work conditions
• Salary
• Relationship with peers
• Security
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.

2.4 DETERMINANTS OF EMPLOYEE SATISFACTION
Employee satisfaction is a multi-variable and indescribable concept. There are
number of factors that influence employee satisfaction. These factors can be
classified into two categories.
A) Organizational Variables:
The organizational determinants of employee satisfaction play a very important role.
The employees spend major part of their time in organization so there are number of
organizational factors that determine employee satisfaction of the employees. The
employee satisfaction in the organizations can be increased by organizing and
managing the organizational factors.
1) Overall Individual satisfaction: Employees be should satisfy with the
organization as a great place to work.
2) Compensation and Benefits: This is the most important variable for employee
satisfaction. Compensation can be described as the amount of reward that a worker
expects from the job. Employees should be provided with competitive salary
packages and they should be satisfied with it when comparing their pay packets with
those of the outsiders who are working in the same industry. A feeling of employee
satisfaction is felt by attaining fair and equitable rewards.
3) Nature of Work: 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.

4) Work Environment and Conditions: Employees are highly motivated with
good working conditions as they provide a feeling of safety, comfort and
motivation. On contrary, poor working conditions brings out a fear of bad
health in employees. Employees spend 6 to 8 hours at their workplace every
day which makes a workplace their second home. It is up to the employers to see
and make sure that the office is fully facilitated and is in good working order. It
must be well lit and well ventilated with the right amount of lights, fans, air-
conditioning. Cleanliness is of utmost importance as there are a huge number of
workers working at a job place. The offices, cubicles, rest area, washrooms,
kitchen & serving area must be neat and clean. The more comfortable the
working environment is more productive will be the employees.
5) Job Content: Factors like recognition, responsibility, advancement,
achievement etc can be referred to as job content. A job that involves
variety of tasks and less monotonous results delivers greater employee
satisfaction. A job that involves poor content produces job dissatisfaction.
6) Job Satisfaction: Job satisfaction is the favorableness or un-favorableness with
which employees view their work. As with motivation, it is affected by the
environment. Job satisfaction is impacted by job design. Jobs that are rich in positive
behavioral elements – such as autonomy, task identity, task significance and
feedback contribute to employee’s satisfaction. Likewise, orientation is important
because the employee’s acceptance by the work group contributes to satisfaction.
Each element of the environmental system, can attract or detract from job
satisfaction.

7) Organizational Level: The jobs that are at higher levels are viewed as
prestigious, esteemed and opportunity for self-control. The employees that
are working at higher level jobs express greater employee satisfaction than
the ones working at lower level jobs.
8) Opportunities for Promotion: Promotion can be reciprocated as a
significant achievement in the life. It promises and delivers more pay,
responsibility, authority, independence and status. So, the opportunities for
promotion determine the degree of satisfaction to the employees.
11) Communication Methods: When administrative policies and all important
announcements are communicated to the employees, it boosts their morale. The
methods chosen for communication also play an integral role. Some of the
methods that could be used are intranet, monthly newsletters, weekly meetings
etc...
12) Safety measures: An employer must make sure that he provides a safe
environment to his/her employee. The security measures outside office include
security guards and parking facility. While inside the office, there must be introduced
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.

2.5 HOW EMPLOYEES CAN EXPRESS THEIR DISSATISFACTION?
Top Triggers of Employee Dissatisfaction:
• Ambiguity in role and responsibilities
• Responsibility without accountability. If one has responsibility but no power
to take decisions or accountability one gets de-motivated as one cannot show
results or move things forward.
• Sometimes employees set too high unrealistic standards/ expectations for
themselves and that too sometimes lead to against within them. In this case if
they do not have a good mentor, it may lead to a lot of stress and pressure as
inability to achieve unrealistic goals may be due to circumstances beyond
their control.
• Lack of professionalism, lack of systems and processes also leads to
employee angst.
• Biased approach/favoritisms/discrimination at work
• Lack of challenge in the work/lack of opportunities to move up the career
ladder
The employees sent out some signals to express their discontent and the organization
should not take it lightly.
1) Excessive absenteeism: When a regular employee suddenly begins to take leave
or is late to work, it could indicate either his personal problems or job dissatisfaction.
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.

4) Complaints by employee: Many complaints are put forward by the employee
regarding salary, benefits, working hours, working conditions etc.
5) Off the job work: Misusing the company facility for his personal use during
working hours.
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
* High employee turnover cost
* Poor employee morale
2.6 WHY IS EMPLOYEE SATISFACTION IMPORTANT?
Purpose / benefits of employee satisfaction include as follows:
1. Importance of employee satisfaction for organization
• Enhance employee retention.
• Increase productivity.
• Increase customer satisfaction
• Reduce turnover, recruiting, and training costs.
• Enhance customer satisfaction and loyalty.
• More energetic employees.
• Improve teamwork.
• Higher quality products and/or services due to more competent, energized
employees.
2. Importance of employee satisfaction for employee
• Employee will believe that the organization will be satisfying in the long run.

• They will care about the quality of their work.
• They will create and deliver superior value to the customer.
• They are more committed to the organization.
• Their works are more productive.
2.7 THE BEST HR PRACTICES THAT SUCCESSFUL COMPANIES
PRACTICE
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
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.
1. Know what can be taught, and what requires a natural talent.
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.
3. Motivate by focusing on strengths, not weaknesses.
4. Casting is important, if an employee is not performing at excellence, maybe
he is not cast in the right role.

5. Every role is noble, respect it enough to hire for talent to match.
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.
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 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
Knowledge sharing is a wonderful strategy that helps in the betterment of the
employees and their work. Keep all the knowledgeable information in central
databases that can be accessed by each and every employee.
Publicize Good Performances
Every company has some employees who outperform others. Such performances
should be highlighted and displayed where other employees can look at them; such
as on the display boards and intranet etc. This will encourage others to give their best
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.

CHAPTER 3
COMPANY PROFILE
Meridian Medicare ltd.
The incorporation of the company took place on 24th May 1972. The building work
& installation of the machinery from Japan was undertaken rapidly & the production
commenced from 2nd July 1973 with metal jacketed cell in Hyper Grade in UM-1 &
UM-2 segments. On 1st October 1973 the company, introduced Hi-Top grade
performance cell for the first time in India & on 1st January 1976 it introduced paper
jacketed "SPECIAL" cells. Since then the company has progressed between ups &
downs by sincere efforts of management & employees and the future has been paved
for higher achievements. Total number of employees working in a company is 795.
AIM: Our aim is to supply portable source of energy
& its related products, thus contributing to the
betterment of society, not only in India but throughout
the world.
PHILOSOPHY:
Meridian Medicare ltd. has a very simple and
systematic philosophy. It has been clearly defined to all
employees of the organization. The main vital
philosophy of the organization is "People Before
Product". This philosophy has been supported and
implemented by all the employees from top level to
lower management in the organization. The logic
behind this philosophy is to achieve organizational
goals and objectives.
The main basic management objective of the company
is "To Contribute to the Society ". Therefore, in order

to achieve above said objective, the company has its
own creed and principles
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
ANALYSIS AND INTERPRETATION:
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.
CALCULATION OF SATISFACTORY SCORES:
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

• 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.
NUMBER OF RESPONDENTS AND LEVEL OF
SATISFACTION
LEVEL OF SATISFACTION NO. OF RESPONDENTS
High satisfaction 22
Medium satisfaction 18
Low satisfaction 10
TOTAL 50
4.A DATA PRESENTATION WITH SIMPLE
PERCENTAGE TABLE
SIMPLE PERCENTAGE TABLE – 1:
GENDER: There is as yet no consistent evidence as to
whether women are more satisfied with their job than
men, holding such factors as job and occupational level
constant. In order to know the ratio of gender among
employees of company and the difference in their level
of satisfaction, the respondents were asked about their
gender.
GENDER

Gender Frequency Percentage
MALE 41 82
FEMALE 9 18
Total 50 100
GENDER
0
10
20
30
40
50
60
70
80
90
M
A
LE
FE
M
A
LE
Percentage
INTERPRETATION:
Majority of the respondent are male (82%) and 18%
respondents are female.
DESIGNATION: Designation of the respondents may
affect the perception of employee satisfaction. Top and
middle level employees may expect much better work
life and compensation then others. According to
designation the respondents are classified into three
categories as under.
DESIGNATION
Designation Frequency Percentage
TOP MANAGEMENT 04 08
MIDDLE
MANAGEMENT
21 42
LOWER
MANAGEMENT
25 50
Total 50 100

DESIGNATION
0
10
20
30
40
50
60
TOP MANAGEMENT MIDDLE
MANAGEMENT
LOWER
MANAGEMENT
Percentage
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 of the respondents
may affect the perception of employee satisfaction.
Highly educated may expect much better work life
then others. According to educational qualification the
respondents are classified into two categories as under.
QUALIFICATION
Qualification Frequency Percentage
POST GRADUATE 18 36
GRADUATE 32 64

Total 50 100
QUALIFICATION
0
10
20
30
40
50
60
70
POST GRADUATE GRADUATE
Pecentage
INTERPRETATION:
respondents are Graduates i.e. 64% and 36%
respondents are post graduates.
AGE: Age is an important factor that has an influence
of employee satisfaction. Hence according to age
levels the respondents are classified into three
categories.
EMPLOYEE AGE
Employee Age Frequency Percentage
20 – 30 Yr 19 38
31 – 40 23 46
Above 40 Yrs 08 16

Total 50 100
EMPOYEE AGE
0
5
10
15
20
25
30
35
40
45
50
20 – 30 Yr 31 – 40 Above 40 Yrs
Percentage
INTERPRETATION:
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.
YEARS OF EXPERIENCE: The experience of the
employees in their job is another factor affecting the
perception on employee satisfaction. Highly
experienced may expect better working conditions and
having less experienced satisfy with the existing one.

The respondents are classified into three categories
according to their level of experience as under:
NO. OF YEARS OF SERVICE
Yrs of Service Frequency Percentage
Below 5 Years 11 22
5 – 10 Years 18 36
Above 10 Years 21 42
Total 50 100
NO. OF YEARS IN SERVICE
0
5
10
15
20
25
30
35
40
45
Below 5 Yr 5 – 10 Yr Above 10 Yr
Percentage
INTERPRETATION:
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.
4. D DESCRIPTIVE STATISTICS TABLE
(COMBINED MEAN)

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.
Sr.
No.
Factors Combined
Mean
Remarks
A1 COMPANY CULTURE 3.96 Excellent
A2 COMPANY POLICY AND ACTIVITIES 4.03 Excellent
A3 WORK PLACE AND ENVIRONMENT 4.21 Excellent
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
A10
OPPORTUNITY FOR PROMOTION/ CAREER
PROSPECTUS 3.84 Good
COMBINED MEAN VALUE OF FACTORS
3.96
4.03
4.21
4.07
3.80
3.84
3.62
3.85
4.05
3.84
3.30
3.40
3.50
3.60
3.70
3.80
3.90
4.00
4.10
4.20
4.30
FACTORS
MEAN
A1 A2 A3 A4 A5 A6 A7 A8 A9 A10

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 (Mean–4.07), Job Satisfaction (Mean–4.05),
Company Policy (Mean–4.03) and Company Culture
(Mean–3.96).
CHAPTER 5
FINDINGS

5.A1 FINDINGS FROM SIMPLE
PERCENTAGE ANALYSIS AND
DESCRIPTIVE STATISTICS
1) The number of male employees in the company
is more with the percentage of 82%; where as
female employees are only 18%.
2) The percentage of lower management
employees in the company is more i.e. 50%.
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%.
5) Majority of employees experience with 42%
have more than 10 years of experience.
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.
7) Communication of company people with their
employees also seems to be excellent as mean
value is 4.06.
8) Employees are also satisfied with job
satisfaction provided by the company the mean
value is 4.05; which is an excellent level.

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.
16) Designation category (Mean-4.07, Mean-3.84)
is more satisfied while Qualification (Mean-
4.01, Mean-3.76) and Employee Age (Mean-
4.01, Mean-3.76) category is less satisfied with

Company Policy and Training and
Development.
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.
18) Gender category (Mean-3.67) is more satisfied
while Designation category (Mean-3.55) is less
satisfied with Compensation
19) Gender category (Mean-3.90) is more satisfied
while Qualification category (Mean-3.75) is
less satisfied with Manager/Supervisor Co-
operation.
5.A2 FINDINGS FROM TWO-WAY TABLE
1) Highly satisfied employees are more among the
male respondents than the female respondents.
top management category than the middle and
lower management one.

age group of old employees i.e. above 40 years
of age.
post graduate than the graduate employees.
5) Highly satisfied employees are with above 10
years of experience.
5.A3 FINDINGS FROM CHI- SQUARE
ANALYSIS
1) There is no significant relationship between
gender and level of satisfaction.
designation and level of satisfaction.
3) There is no significant relationship between age
and level of satisfaction.
educational qualification and level of
satisfaction.
experience and level of satisfaction.
5.A4 FINDINGS FROM DATA COLLECTION
AND SELF OBSERVATION

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
3) There is training department in the organization
but infrastructure not good. Thus, employees
are not happy with proper training from time to
time. Feedback revealed that head of the
department is not give them fair chance to
attend training program and workshops that
means they are not happy with their seniors.
4) Feedback indicates that company do not have
enough infrastructure for training and they are
not received enough training related to work.
5) Company management is required to talk with
the employees and provide understanding of
appraisal and method of appraisal to newly
joined employees.
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.

CHAPTER 6
RECOMMENDATIONS AND CONCLUSION
To improve employee satisfaction, company should do
followings in areas needs improvement:
TRAINING AND DEVELOPMENT:
- Review approach to induction.
- Review approach to training and development.
- Train managers to more effectively train, coach and
develop their teams.
- Improve infrastructure of training department.
- Outsource some of the training specially related to IT
which need experience IT trainer with practical
exposure.
- 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.
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 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 Panasonic
Energy India Co. 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.
QUESTIONNAIRE

Employee Satisfaction Survey
Company Name: PANASONIC ENERGY INIDA CO. LIMITED
Department: Qualification:
Designation: Sex (M / F):
No. Of Years of Service: Age:
The level of satisfaction is rated at a 1-5 scale:
Employee can apply √ in box based on rating mention as:
Strongly Agree -5 Agree -4 Neutral -3 Disagree -2 Strongly Disagree
-1
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
S.N. Statement Ratings
5 4 3 2 1
A1 COMPANY CULTURE
1
The top management of this organization makes
effort to identify and utilize the potential of the
employee.
2
Top Management shows genuine interest in the well
being of all employees and even support them during
personal emergencies.
3
Employees are encouraged to suggest new ideas
about their work.
4
Weaknesses of employees are communicated
to them in a non-threatening way.
5
In this organization, difference of opinion with
seniors is taken positively.
A2 COMPANY POLICY AND ACTIVITIES
6
Employees are encouraged to participate in making
decision which affects their work.
7
The company provides excellent benefits and
welfare facilities for the employees and their
families.
8 Delegation of authority to encourage juniors to

develop handling higher responsibilities is quite
common here.
9
People lacking competence in doing their jobs are
helped to acquire competence rather than being left
unattended.
10
Management takes sincere efforts to identify and
utilize employee’s full potential.
A3 WORK PLACE AND ENVIRONMENT
11
The psychological climate in this organisation is
very conducive to any employee interested in
developing himself by acquiring new knowledge &
skills.
12 I believe that the work atmosphere is friendly.
13 I feel I can trust what company tells me.
14
I am encouraged to experiment and try out new /
creative ideas.
15 My working environment is satisfactory.
A4 COMMUNICATION
16
Management communicates its goals & strategies
effectively to its employees.
17
I get all information about the events and affairs of
the company which have an effect on my work.
18
I am kept informed about the activities that go on in
my organization.
19
I have a good understanding about the company’s
various benefit plans/schemes.
20 I am satisfied with communications generally.
A5 TRAINING AND DEVELOPMENT
21
We have good Training & Development
infrastructure and facilities.
22
I have received all the training I need to effectively
carry out my job.
23
Every employee is given a fair chance, by the head
of the concerned department to attend the workshops
and training programs.
24
Company provides as much initial training as
needed.
25 Employees take training seriously and learned.
A6 PERFORMANCE APPRAISAL
26
Performance appraisal reports in our
organisation are based on objective assessment
and adequate information.
27 My performance for every year is reviewed and

discussed with me.
28
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
performance appraisal.
29 I feel my services are well recognized.
30 My appraisal helps me in planning for the future.
A7 COMPENSATION
31
I agree that the Company’s compensation package
matches similar organizations in the industry.
32
I feel, I am paid fairly considering my qualification,
experience, and responsibilities.
33
I am rewarded fairly considering my dedications and
performance on the job given to me.
34
All the allowances and advances are provided on
time.
35 Individual initiative is encouraged in the Company.
A8 MANAGER/SUPERVISOR CO-OPERATION
36
My Manager/Supervisor communicates my
weaknesses and helps me in overcoming them.
37
My Manager/Supervisor gives appreciation to good
work done by me promptly.
38
My Manager/Supervisor encourages my
development...
39
My Manager guides me and prepares me for future
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.
43
I am clearly informed about what exactly is expected
of me regarding my work.
44 I feel totally secure in this job.
45
My job is a good use and application of my skills,
experience and qualifications.
A10 OPPORTUNITY FOR PROMOTION / CAREER PROSPECTUS
46
I have opportunities for advancement in my current
organization.
47
I have access to opportunities in different areas
within my organization.
48
I am happy with the formal career planning that
happens in my workplace.
49 My present work will help me grow in my career.

50
If I do good work, I can count on career growth in
the Company.
Date: ___________
Thanks for your valuable time and response
BIBLIOGRAPHY
ANNEXURE
BIBLOGRAPHY
1. Flippo EdwinB., Personnel management, Edition
sixth, Tata Mc Graw Hills, 1984, p.g. 225-230
2. Gupta, C.B., Human Resource Management, Edition
Fifth(Reprint),Sultan Chand and Sons, New
Delhi 2001, P.G. 5.3-5.10
3. Rao, P.Subba, Essentials of Human Resource
Management and Industrial Relations; Edition

Second, Himalaya Publishing House, New Delhi
2001, p.g.206-210
4. David A. Decenzo/Stephen P. Robins (2004)
Personal Human Resource management
5. www.indiatimes.com
6. www.managementparadise.com
7. www.yourworld.com
8. www.humanresource.about.com
9. http://allprojectsmba.com/Project-Report-on-
performanceappraisal.htm
10. A. Monappa (2004), Personal Management
11. www.naukrihub/performanceappraisal.com
12. Barid, liayad, Grith Dorell, Lunderson, John
13. http://performanceappraisal.naukrihub.com/

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