A SUMMER TRAINING REPORT

ON
JOB SATISFACTION AND THE EFFECT
TOWARDS EMPLOYEE PERFORMANCE
W.R.T INGLU

Submitted in partial for the award of fulfilment the degree

Master of Business Administration Chhattisgarh Swami
Vivekanand Technical University, Bhilai

Submitted by,
Varsha Bhojwani
MBA – Semester 3rd
Session 2022-23

Approved By, Guided By,

Dr.Chandra Mohan Singh Mrs. Sanjana Mitra
(Head of the Department) (Assistant Professor)

Lakhmi Chand Institute of

Technology
Bilaspur (C.G)
 DECLARATION BY THE CANDIDATE

I the undersigned solemnly declare the report of the thesis work entitled “ JOB
SATISFACTION AND THE EFFECT TOWARDS EMPLOYEE
PERFORMANCE W.R.T INGLU ” is based on my own work carried out
during the course of my study under the supervision of Ms.
Namrata Ojha.
I assert that the statements made and conclusions drawn are an
outcome of my research work. I further declare that to the best of my
knowledge and belief the report does mot contain any part of any work which
has been submitted for the award of MBA degree or any other
degree/diploma/certificate in this university of India or abroad.

(Signature of the candidate)

Varsha Bhojwani
Enrollment No. CB3840
 CERTIFICATE FROM THE SUPERVISOR

This is to certify that the work incorporated in the thesis “ JOB

SATISFACTION AND THE EFFECT TOWARDS EMPLOYEE
PERFORMANCE W.R.T INGLU ” is a record of research work carried out by
Varsha Bhojwani bearing Enrollment No.: CB3840 under my guidance and
supervision for the part fulfilment for the award of MBA Degree of
Chhattisgarh Swami Vivekanand Technical University, Bhilai (C.C), India.

To the best of my knowledge and belief the thesis

1) Embodies the work of the candidate herself,

2) Has duly been completed,
3) Is up to the desired standard both in respect of contents and language
for external viva.

(Signature)
Mrs. Sanjana Mitra
(Assistant Professor)
 ACKNOWLEDGEMENT

I wish to acknowledge my sincere gratitude and indebtness to my report guide

Ms. Namrata Ojha, Assistant Professor, Department of MBA, Lakhmi Chand
Institute of Technology for helping me at every step and guiding me in every
way possible. This project would not have been successful without her help
and continuance guidance throughout. I sincerely express my deep sense of
gratitude to Dr, Himanshu Vaishnaw, Head of Department MBA LCIT for his
extraordinary cooperation, valuable guidance and supervision. I would like to
thanks all my faculty members of MBA, LCIT for their valuable suggestion and
useful comment throughout this report work.

I sincerely acknowledge the efforts of all those who have directly or indirectly
helped me in completing our report work. It is the kindness of these
acknowledge person that this report work sees the light of the day. I submit
this report work of mine with great humility and utmost regard.

Date: Varsha Bhojwani

Enrollment No.:- CB3840
 TABLE OF CONTENTS

Si.No Title Content Pg.No

1 Chapter 1 Introduction to the study 6

2 Chapter 2 Company profile 11

3. Chapter 3 Literature Review 15

4. Chapter 4 Research Methodology 20

5. Chapter 5 Data, Data Analysis & Interpretation 23

6. Chapter 6 Findings of the Study 42

7. Chapter 7 Recommendation of the Study 44

8. Chapter 8 Limitation of the Study 46

9. Chapter 9 Conclusions of the Study 48

10. Annexure 1 : Questionnaire 50

Annexure 2 : Bibliography 55
 CHAPTER 1
INTRODUCTION

6
INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

The history of the development of the personnel management or the

Human Resources Management in India is of comparatively recent origin.
But Kautilya had dealt with some of the important aspects of HRM in his
“Arthashastra”, in 400 B.C. the government in those days adopted the
techniques of HRM as suggested by Kautilya.

Though the importance of labour officers was recognised as early as 1929,

the appointment of officers to solve labour and welfare problems gained
momentum only after the enactment of the Factories Act, in 1948. However
it was only in the late
1990’s that the emphasis was shifted from Labour Management to Human
Resource Management.

The Human Resource Management has been gaining importance. In fact,

the principles and the practice of management has been increasingly
humanized. HRM is being judged as one of the fundamental areas of
management. In the management of the five ‘M’s, money, materials,
machines, men, and methods. It is the men which stand out and without
which all the other “M” are a waste. Management of human resource
includes guiding human resources in to a dynamic organisation that attains
its objectives with a high degree of morale and to the satisfaction of those
who are concerned with it.

Different terms are being used to denote Human Resource Management.

They are the labour management relations, employee-employer relations,
industrial relations, personnel administrations, etc…though these terms can
be differentiated widely, it should be noted that all these terms deal with the
management of the Human Resource in an organisation.

7
In its simplest sense, Human Resource Management means, employing
people, developing their resources, utilising, maintaining and compensating
their services in tune with the job and the organisational requirements.

OBJECTIVES OF HRM

Objectives are the pre-determined goals to which individual or group

activity in an organisation is directed. Organisational objectives and
individual and the social goals influence objectives of personnel
management..

The objectives of HRM are as follows:

• To create and utilize an able and motivated workforce, to accomplish the

basic organizational goals.

• To establish and maintain sound organisational structure and desirable

working relationships among all the members of the organisation.

• To secure the integration of the individual groups within the organisation

by co-ordination of the individual and group goals with those of
organisation.

• To create facilities and opportunities for individual or group development

so as to match it with the growth of the organisation

• To attain an effective utilization of the Human Resource in achievement o

the organizational goals.

• To identify and satisfy individual and group needs by providing adequate

and equitable wages, incentives, employee benefits, and social security
and the measures for challenging work, status, prestige,
recognition, etc…

Since the late 1990’s the emphasis on HRD, cultural diversity, teamwork,
and participative management had been continuing. Further, the emerging

8
areas are Total Quality Management in HRM, empowering the employees
and developing empowered teams and integrating HRM with strategic
management as the top management realised that HRM is the core of
management and also that HRM is the core of core competencies of the
21st century corporations.

JOB SATISFACTION:

Job satisfaction describes how content an individual is with his or her

job. It refers to attitudes and feelings people have about their job. The
happier people are within their job, the more satisfied they are said to be.
Positive and favorable attitudes towards the job indicate job satisfaction.
Negative and unfavorable attitudes towards job indicate job dissatisfaction.
Morale is often defined as being equivalent to job satisfaction

The level of job satisfactions affected by intrinsic and extrinsic

motivating factors. It includes quality of supervision, social relationships
with work group, management style and culture, employee involvement,
empowerment and autonomous work groups.

It is commonly held and a seemingly not unreasonable belief that an

increase in job satisfaction will result in improved performance. But
research has not established any strongly positive connection between
satisfaction and performance. It is argued that it is not job satisfaction that
produces high performance but high performance that produces job
satisfaction, and that a satisfied worker is not necessarily a satisfied
worker. People are motivated to achieve certain goals and will be satisfied
if they achieve certain these goals through improved performance. This
suggests that performance improvements can be achieved by giving people
the opportunity to perform, ensuring that they have the knowledge and skill
required to perform, and rewarding them by financial and non-financial
means when they do perform.

9
 Job satisfaction is a very important attribute which is frequently
measured by organizations. The level of job satisfaction can be measured

With use of attitude survey by use structured questionnaire, by use of

interviews, by a combination of questionnaire and interview and by use of
focus groups. Questions relate to rate of pay, work responsibilities, variety of
tasks, promotional opportunities the work itself and co-workers. Some
questioners ask yes or no questions while others ask to rate satisfaction on
1-5 scale (where 1 represents "not at all satisfied" and 5 represents
"extremely satisfied").

Job satisfaction relates to how much one likes a specific job or work
activity and not how hard one works or how well one works. The best leaders
may well be those who can motivate workers to perform at a high level while
maintaining an equally high level of job satisfaction. For an organization to
be successful they must continuously ensure the satisfaction of their
employees.

With respect to the above theory a study on job satisfaction levels of

employees is conducted at INGLU, Delhi.

FACTORS AFFECTING JOB SATISFACTION

1. Salary
2. Working condition and Environment
3. Performance appraisal
4. Rewards and Recognition
5. Incentives and Perquisites
6. Work-Life balance
7. Career growth
8. Job security
9. Company policies
10. Training and Development

10
11
 CHAPTER 2

COMPANY PROFILE

A BRIEF INTRODUCTION TO INGLU

INGLU was established in the year 2017 in Delhi by Ansh Sehdev he is the
founder of the company.

INGLU is one of the fastest growing global youth community and a student
startup which helps the students in holistic development. INGLU stands for
Internship, Network, Growth, Leadership and Unity.

12
INGLU helps in providing some specific benefits to the student members of
our Organization, which includes providing Internship opportunities
conference and workshops on several different topics such as GDPI,
DIGITAL MARKETING, GRAPHIC DESIGNNING etc, and also some
discount offers are provided in the partner companies/organization to the
students .

Since its establishment INGLU has collaborated with many small and big
organization namely OYO Rooms, BRAND FACTORY, PIZZA HUT,
BRITISH
COUNCIL, IDP, Education to Ireland.

INGLU has also partnered in many events of Delhi University and has
conducted several workshop and training sessions for the enhancement of
student career opportunities.

I - Internship

N - Networking

G - Growth

L - Leadership

U - Unity

Vision

To become one of the fastest growing global youth community and

to provide some specific benefits to the student members of our
organization.

Mission

13
 To leverage our flexible customer-centric approach, widespread
presence and unique quality assurance processes to offer innovative
low-risk, costeffective resourcing solutions to the IT Industry. We
pursue process-driven frameworks to provide scalable and
predictable manpower solutions that enable our customers to recruit
and retain in a hassle-free manner.

Competitive Advantages

• Adopts professional practices for running operations

• Uses automated tools for managing and monitoring tasks
• Offers extensive experience of working with companies have given us
a better understanding of their expectations and resulted in repeated
business
• Dedicates client specific teams
• Delivers quality within expected timeframes
• Offers an internally generated database of over 100,000 resumes
• Services based on 4 years of expertise in contract to hires
• Support and delivers in multiple locations
• Employs innovative resourcing options like Train / upgrade and hire
• Specializes in specific technology domains

Competitive Edge In Recruiting Quality Resources

• Identifies innovative sourcing strategies for unlocking hidden resource

pools
• Builds stronger relationships with candidates through career
counselling and prompt feedbacks
• Stays ahead using mature recruitment methodologies

14
• Understands technology and is up-to-date with technology trends
• Emphasizes on recruiter development by.

• Equipping them information on the latest market trends

• Providing technical inputs through regular training sessions
• Identifying new avenues for enhancing internal database
• Consistently improving performance through motivational incentives
and accountability

• Offering an environment that support self-development

• Listening to them and facilitating an environment for sharing
bestpractice

• Supporting individuals and teams wherever necessary

15
 CHAPTER 3

A LITERATURE REVIEW

Review of Literature

Warn (2003)

Highlighted on work place dimensions leading to stress & eventually reducing

job satisfaction. Stress is generally experienced due to loss of control of the
desired outcomes of the job. Stress is felt at the work place due to lack of
power, role conflict and role ambiguity leading to job dissatisfaction. The
concept of controllability brings in a solution in decreasing the stress and
leading to job satisfaction, wherein an individual brings in a mindset of
expectations and needs which is dependent on the individual’s aspirations

16
and control over various aspects of work situations. A positive working
atmosphere like positive learning environment or no harassment environment
or not being fearful in work place helps in reducing stress and achieving job
satisfaction.

Zaki (2003)

Explains the job satisfaction and performance of Lebanese banking

nonmanagerial staff. The researcher found a significant relationship between
job satisfaction and gender in relation to pay and supervision. Only satisfied
people in the organization perform and it is the duty and responsibility of the
organization to take proper care of them. Female employees were more
satisfied with the salary whereas male employees were more satisfied with
the supervision. The author even says at times this may not be relevant
because self-ratings are inflated and generally colleagues’ performance is
under rated

Saari & Judge (2004)

Discussed on employee attitudes leading to job satisfaction. The employee

attitude is related to the job, when a person has a liking towards to the job the
satisfaction level increases there by increasing the organization performance
as in a whole.

Austin (2007)

Mentions “Self-fulfillment”, “Independence” and “Job environment” are the key

reasons to managers’ job satisfaction in Cyprus. Good pay, highly skilled
subordinates, growth opportunities relates to self-fulfillment. Employers should
focus on these three factors i.e. the demographic variables (age, gender,
number of years in the organization, public or private sector, number of
employees supervised) independence in work and the work environment to
make the system flow flawlessly leading to job satisfaction.

Omey (2007)

Discusses the relationship between educational level and job satisfaction. He

says though there is a relationship it also says that there is no relationship as
well. Higher educated workers are always satisfied in comparison with the
lower educated workers, the fact being higher educated people obtain a job of
better quality. He adds lower educated workers can also have higher level of
job satisfaction from the psychological benefits of a “good job”. Quality of jobs
offered to the employees differs with the educational level leading to different
degree of job satisfaction. Job characteristics have a big role as here one gets

17
a scope to use his or her own skills. Therefore the author suggests that
organizations should focus more on job quality than educational level.
.
Silverthrone (2008)

Studied the contribution of personality variable locus of control on job

satisfaction and related outcomes such as performance and job stress.
Findings reveal that internal locus of control leads to lower level of job stress
and higher level of job satisfaction and performance. External locus of control
doesn’t reduce the job stress whereas internal locus of control leads to
performance and satisfaction by reducing the job stress.

Antvor(2010)

Discusses the influence of national culture on the national job satisfaction

level and at the same time he also discusses its effect on other evaluations of
job related aspects. They state that although cultural influence was there in
national job satisfaction, all job aspects of job satisfaction were not cultural
context specific. Management has to be careful while comparing the results
from a cross-national job satisfaction study.

Artz (2010)

Studies the link between Fringe benefits and job satisfaction. Fringe benefits
always don’t lead to job satisfaction. It is always acceptable to an extent
where in the employee has a feeling that he is able to satisfy his needs. Many
a times it is found that it doesn’t match the requirement of the employee
leading to dissatisfaction. Therefore, organizations have to review their
system in a better way which will provide fringe benefits as required and
provide employees every opportunity to avail them, ultimately leading to job
satisfaction

Kumari and Pandey (2011)

States that public sector and private sector both are equally important for any
nation and these two are the basic requirement for any nation to prosper and
grow. Here the job satisfaction level was tested in relation to job ambivalence
(the state of having mixed feelings or contradictory ideas about something).
Higher performance rating was given to the supervisor when the job
ambivalence faced by the employees is less and vice-e-versa. Job
satisfaction and performance has no relation when the job ambivalence
increases towards the job. Therefore, organizations should focus on bringing
clarity to the employees about their work, the process to be followed for the
better understanding of the job.

Ramayah (2011)

18
Evaluates within the Malaysian context whether mentoring leads to job
satisfaction. His findings reveal that career mentoring was related to all the
dimensions of job satisfaction. The dimensions of job satisfaction studied here
were: job itself, co-workers, supervisors, and promotion. Mentor plays an
important role in higher level of learning always and it directly results in
positive employee outcomes. But, psychological mentoring doesn’t have a
significant relationship with the three factors of job satisfaction (co-workers,
job itself and promotion). It is also stated in the study that because
psychological mentoring leads to non-monetary satisfaction, employees at
maximum time don’t value it.

Al-Zoubi (2012)

Studies the relationship between job satisfaction of various private and public
Jordanian organizations and Salary. He found that salary is not a prime factor
that influences job satisfaction. Though financial effect is fast but has very sort
effect. Job satisfaction is always a long-term requirement by an organization.
Therefore, organizations should think of innovative ways that will enhance all
job aspects including salaries as well as psycho-social variables that
enhances the work life quality. Saleem, Mahmood and Mahmood (2010) study
was focused to the mobile telcome services in Pakistan wherein the effect of
work motivation on job satisfaction was studied. Training is perceived to be a
regular ongoing process for systematic progression of employees’ attitude,
skill and knowledge in creating motivation towards their job satisfaction .The
HRM system of the organization helps in resolving the issues of work
motivation and job satisfaction.

Witte (2012)

Highlighted on the group differences aspect in job satisfaction. The study was
done on the banking sector in Belgium. A model was created for testing the
hypothesis .The model was “Job Demand Control support” and the analysis
found says that job demand(It is a psychology which says the job requires
certain capabilities)have the highest effect in explaining satisfaction in relation
to the working conditions and less in relation to explaining satisfaction with job
content.

Seniwoliba A.J. (2013)

Studies the job satisfaction level of teachers in public senior high school in the
Temale Metropolis of Ghana and it was found that extrinsic factors i.e. salary,
incentives, working conditions, security (Medical allowance and future
pension benefits) motivates the employees and helps in achieving job
satisfaction effectively. Salary and working conditions play a larger role in job
satisfaction and by enlarge organizations should focus on it always and take

19
steps for improving it. Equal pay for equal rank has to be preached by
organizations.

Singh & Jain (2013)

Highlights on employees job satisfaction and its impact on their performance.

Employees’ attitude reflects the moral of the company. Happy employees play
an important role in the areas of customers’ service and sales as they are the
one to interact with the customer on a daily basis. Work environment is the
key factor in job satisfaction. Good work environment and good working
conditions leads to job satisfaction at the same time helps in increasing
employee work performance, profitability, customer satisfaction as well as
retention.

Aristovnik (2014)

Discusses influence of organizational and environmental factors on employee

job satisfaction. The police employees rated salary and security as the least
motivator and support from the management as high. Police employees rate
trust and belongingness as the key factor to job satisfaction.

Conclusion and Implications for further research

The literature review indicates there are many factors which help in achieving
job satisfaction The factors may be the type of work assigned to them; work
environment, work design etc. Salary is certainly an important factor but it
always doesn’t play such a big role as it looks. Non-monetary benefits play a
bigger role at large. Therefore, organizations have to have a intellect think on
their HRM system on a regular basis so that it helps in improving the system,
work environment, decreasing the job stress and finally leading to job
satisfaction and more job involvement. Future studies can focus on factors
such as mentoring, coaching and personal development plans influencing job
satisfaction. The next generation employees, the Z generation is a completely
different breed. Researches focused on understanding what influences the job
satisfaction of these employees will be quite relevant for the Organisation.

20
 CHAPTER 4
RESEARCH METHODOLOGY

THE OBJECTIVES OF THE STUDY ARE:

• The main objective of the study is to determine the job satisfaction and
the effect towards performance of the employees working in the
company.

21
 • To know whether the employees are satisfied with their job, managers,
colleagues, work environment, pay and promotion.
• To suggest ways to improve the job satisfaction of employees so that it
will help the company to have better productivity.
•

SOURCES OF DATA COLLECTION:

The tools for collecting data were done by the following methods:

Primary source: Is collected by interviewing and active interaction with all the
permanent employees of the organization.

Secondary source: Secondary data was collected from internal records,

manuals, staff policy brochures, magazines, text books and websites

RESEARCH PLAN
Research Design: Descriptive

Research Method Used Interview method

Research Technique Used Qualitative technique

Data Collection
From INGLU, Delhi
(Region/Location)
Sampling Plan Cluster sampling

No. of samples collected 50

SAMPLING:

The sampling technique taken for the study is cluster sampling where it
is assumed the entire population of INGLU-Delhi is represented by the
employees working in Delhi. Number of Sample Collected: 50

22
 SAMPLING PLAN
Measure Item Number of Respondents

0-20 10

Age 20-30 37

30-50 3

< 1 Lakh Below

Income 1-3 Lakhs -

3-5 Lakhs -

Total 50

23
 CHAPTER 5

DATA TABULATION,

ANALYSIS

&

RESULTS

LIST OF TABLES & CHARTS

Table & Chart .No Content Pg.No

5.1 Designation of the employees 25

5.2 Work atmosphere in the organization 26

24
5.3 Facilities provided to do the job 27

5.4 Communication/relationship with the managers/leads 28

5.5 Your manager/lead’s management skills 29

5.6 Recognition received from manager/lead 30

5.7 Freedom to do your job efficiently 31

5.8 Growth opportunities in the organisation 32

5.9 Salary structure 33

5,10 Benefits/incentives 34

5.11 Job security 35

5.12 Performance appraisal system in the organisation 36

5.13 Relationship with peers/colleagues 37

5.14 Co-operation between members/departments. 38

5.15 Access to company sponsored training & seminars 39

5.16 Overall satisfaction with your job 40

5.17 Overall satisfaction with the organisation 41

DATA ANALYSIS & INTERPRETATION

5.1: Designation of employees

25
 Desi gnation Of Employees

BDE
Mana ger
Recruiters
Team leads
Others

5.2: Work atmosphere in the organisation

26
 Work atmosphere in the organisation

Very Satisfied
Satisfied
Neutral
Dissatisfied

5.2:
VERY SATISFIED NEUTRAL DISSATISFIED VERY
SATISFIED DISSATISFIED
25% 66% 8% 1% 0%

91% of the employees are satisfied

8% of the employees’ level of satisfaction is neutral
1% of the employees are dissatisfied

27
 5.3 Facilities provided to do the job

Facilities provided to do the job

Very Satisfied
Satisfied
Neutral
Dissatisfied

5.3:
VERY SATISFIED NEUTRAL DISSATISFIED VERY
SATISFIED DISSATISFIED
17% 54% 24% 5% 0%

71% of the employees are satisfied

24% of the employees’ level of satisfaction is neutral
5% of the employees are dissatisfied

28
 5.4 Communication/relationship with the Manager/Lead

Communication \relationship with the Manager/L ead

Very Satisfied
Satisfied
Neutral

5.4:
VERY SATISFIED NEUTRAL DISSATISFIED VERY
SATISFIED DISSATISFIED
26% 63% 11% 0% 0%

89% of the employees are satisfied

11% of the employees’ level of satisfaction is neutral
0% of the employees are dissatisfied

29
 5.5 Your Manager/Lead’s management skills

Your Manage r/Lead's mana gement skills

V Satisfied
Satisfied
Neutral
Dissatisfied

5.5:
VERY SATISFIED NEUTRAL DISSATISFIED VERY
SATISFIED DISSATISFIED
20% 66% 13% 1% 0%

86% of the employees are satisfied

13% of the employees’ level of satisfaction is neutral
1% of the employees are dissatisfied

30
 5.6 Recognition received from Manager

Recognition rece ived from Manager

Very Satisfied
Satisfied
Neutral
Dissatisfied

5.6:
VERY SATISFIED NEUTRAL DISSATISFIED VERY DIS-
SATISFIED SATISFIED
17% 66% 14% 3% 0%

83% of the employees are satisfied

14% of the employees’ level of satisfaction is neutral
3% of the employees are dissatisfied

31
 5.7 Freedom to do your job efficiently

Freedom to do your job efficiently

Very Satisfied
Satisfied
Neutral

5.7:
VERY SATISFIED NEUTRAL DISSATISFIED VERY DIS-
SATISFIED SATISFIED
18% 69% 13% 0% 0%

87% of the employees are satisfied

13% of the employees’ level of satisfaction is neutral
0% of the employees are dissatisfied

32
 5.8 Growth opportunities that you have in the organisation

Growth oppurtunities that you have in the organisation

Very Satisfied
Satisfied
Neutral
Dissatisfied

5.8:
VERY SATISFIED NEUTRAL DISSATISFIED VERY DIS-
SATISFIED SATISFIED
9% 57% 30% 4% 0%

66% of the employees are satisfied

30% of the employees’ level of satisfaction is neutral
4% of the employees are dissatisfied

33
 5.9 Salary structure

Salary structure

Very
Satisfied
Satisfied
Neutral
Dissatisfied
Very
Dissatisfied

5.9:
VERY SATISFIED NEUTRAL DISSATISFIED VERY DIS-
SATISFIED SATISFIED
10% 51% 27% 11% 1%

61% of the employees are satisfied

27% of the employees’ level of satisfaction is neutral
11% of the employees are dissatisfied

34
 5.10 Benefits/incentives

Benifits\incentives

Very Satisfied
Satisfied
Neutral
Dissatisfied

5.10:
VERY SATISFIED NEUTRAL DISSATISFIED VERY DIS-
SATISFIED SATISFIED
9% 41% 39% 11% 0%

50% of the employees are satisfied

39% of the employees’ level of satisfaction is neutral
11% of the employees are dissatisfied

35
 5.11 Job security

job security

very sat -
isfied
satisfied
neutral
dissatisfied
very dissat -
isfied

5.11:
VERY SATISFIED NEUTRAL DISSATISFIED VERY DIS-
SATISFIED SATISFIED
10% 58% 24% 8% 0%

68% of the employees are satisfied

24% of the employees’ level of satisfaction is neutral
8% of the employees are dissatisfied

36
 5.12 Performance appraisal system in the organisation

Performance appraisal system in the organisation

Very Satisfied
Satisfied
Neutral
Dissatisfied

5.12:
VERY SATISFIED NEUTRAL DISSATISFIED VERY DIS-
SATISFIED SATISFIED
9% 58% 26% 7% 0%

67% of the employees are satisfied

26% of the employees’ level of satisfaction is neutral
7% of the employees are dissatisfied

37
 5.13 Your relationship with colleagues

your relationship with colleagues

very satisfied
satisfied
neutral
dissatisfied
very dissatisfied

5.13:
VERY SATISFIED NEUTRAL DISSATISFIED VERY DIS-
SATISFIED SATISFIED
21% 65% 11% 3% 0%

86% of the employees are satisfied

11% of the employees’ level of satisfaction is neutral
3% of the employees are dissatisfied

38
 5.14: Co-operation between members/depts, in the
organisation

Co -operation between m embers \depts, in the

organisation

Very Satisfied
Satisfied
Neutral
Dissatisfi ed

5.14:
VERY SATISFIED NEUTRAL DISSATISFIED VERY DIS-
SATISFIED SATISFIED
18% 72% 8% 2% 0%

90% of the employees are satisfied

8% of the employees’ level of satisfaction is neutral
2% of the employees are dissatisfied

39
 5.15 Access to company sponsored training and seminars

Access to company sponsored training and seminars

very satisfies

satisfied

neutral

dissatisfied

very dissatisfied

5.15:
VERY SATISFIED NEUTRAL DISSATISFIED VERY DIS-
SATISFIED SATISFIED
19% 21% 54% 6% 0%

40% of the employees are satisfied

54% of the employees’ level of satisfaction is neutral
6% of the employees are dissatis

40
 5.16 Your overall satisfaction with your job

Your overall satisfaction with your job

Very Satisfied
Satisfied
Neutral
Dissatisfied
Very Dissatisfied

5.16:
VERY SATISFIED NEUTRAL DISSATISFIED VERY DIS-
SATISFIED SATISFIED
30% 52% 14% 3% 1%

82% of the employees are satisfied

14% of the employees’ level of satisfaction is neutral
4% of the employees are dissatisfied

41
 5.17 Your overall satisfaction with the organisation

Your overall satisfaction with the organisation

very satisfied

satisfied

neutral

dissatisfied

very dissatisfied

5.17:
VERY SATISFIED NEUTRAL DISSATISFIED VERY DIS-
SATISFIED SATISFIED
44% 49% 6% 1% 0%

93% of the employees are satisfied

6% of the employees’ level of satisfaction is neutral
1% of the employees are dissatisfied

42
 CHAPTER 6

FINDINGS OF STUDY

43
Findings of Study:

o It is found that the HRM practises for employee participation is

likely to be more among the employees with low job status or
the interns.

o The status of HRM practices as perceived by the respondents

does not differ by difference in gender , area of residence and
family size of the respondents.

o The working environment and organisational commitment has

been somewhat good while work like balance of the employees
is found to be at moderate level.

o The working environment is not perceived differently by male

and female employees, employees from rural and urban areas
and employees hailing from small and large families.

o The work life balance does not differ between male and female
employees.

o The work life balance among the employees tend to decline

with increase in age level, education level, job status, family
income level, length of service and experience in current job.

o The job satisfaction level of directly recruited employees is

notably higher than that of promoted employees.

44
 CHAPTER 7

RECOMMENDATIONS OF THE STUDY

45
SUGGESTIONS:

• The company should frequently conduct training sessions with

updated technology to improve skills and efficiency of employees and
increase productivity.
• The training given to the employees should be measured using a
strong measurement tool to see that the employees learning from
training are absorbed.
• They also need to emphasize on coaching & mentoring programs for
employees as well-mentored individuals feel that they are being
looked after, gain confidence in their abilities and respond accordingly.
They are often happier, more loyal, productive and be keen to
continue their path of self-improvement.
• The employees must be provided with incentives target based
incentives, and performance based incentives
• Identify competency required from new employees and tighten the
recruitment process and measure the effectiveness of the same.
• The employer must consider the key area when hiring new employees
& also when making decisions about the existing employees.
• Formulate retention policy by identifying the best employees
• Employer should compare the salary structure with the competing
companies and fix their salary and benefits accordingly.

46
 CHAPTER 8
LIMITATION OF THE STUDY

47
Limitation of the study:

o The data have been collected from the present employees only.
So it may vary in the future.
o The duration of the study is limited. So it may not be able to
cover the entire scope.
o The study was confined only to the permanent staff of INGLU ,
Delhi.
o This study assumes that the entire working population of the
company is represented by the employees working in Delhi.

48
 CHAPTER 9

CONCLUSION OF THE STUDY

49
Conclusion:

Job satisfaction is important in its own right as a part of social welfare.

Job satisfaction trends can affect labor-market-behavior and influence work
productivity, work effort, employee absenteeism and staff turnover.
Moreover, job satisfaction is considered a strong predictor of overall
individual well-being, as well as a good predictor of intentions or decisions
of employees to leave a job.

Job satisfaction is also important in everyday life. Organizations have

significant effects on the people who work for them and some of those
effects are reflected in how people feel about their work. This makes job
satisfaction an issue of substantial importance for both employers and
employees. Employers benefit from satisfied employees as they are more
likely to profit from lower staff turnover and higher productivity if their
employees experience a high level of job satisfaction. However, employees
should also be happy in their work, given the amount of time they have to
devote to it throughout their working lives.

In short, the survey suggests that the salary, benefits & incentives,
while extremely important, is not enough. The company has look into these
matters and try to resolve this issue and it should also focus on training and
developmental activities because they play a vital role in shaping up
employees in the organisation. This will in turn help the organisation to
increase its efficiency and productivity..

50
ANNEXURE 1: QUESTIONNAIRE
NAME:
JOB DESIGNATION:
Please indicate your level of satisfaction with each of the following statements:

Work atmosphere in the organization

☐ very satisfied

☐ satisfied

☐ netural

☐ dissatisfied

☐ very dissatisfied
Work load

☐ very satisfied

☐ satisfied

☐ netural

☐ dissatisfied

☐ very dissatisfied
Facilities provided to do the job

☐ very satisfied

☐ satisfied

☐ netural

☐ dissatisfied

☐ very dissatisfied
Communication/ relationship with the supervisor

☐ very satisfied

☐ satisfied

☐ netural

51
☐ dissatisfied

☐ very dissatisfied
Your supervisor management capabilities

☐ very satisfied

☐ satisfied

☐ netural

☐ dissatisfied

☐ very dissatisfied
Recognition received from supervisor

☐ very satisfied

☐ satisfied

☐ netural

☐ dissatisfied

☐ very dissatisfied
Freedom to do your job efficiently

☐ very satisfied

☐ satisfied

☐ netural

☐ dissatisfied

☐ very dissatisfied
Growth opportunities that you have in the organization

☐ very satisfied

☐ satisfied

☐ netural

☐ dissatisfied

☐ very dissatisfied

52
Salary structure

☐ very satisfied

☐ satisfied

☐ netural

☐ dissatisfied

☐ very dissatisfied
Benefits/ incentives

☐ very satisfied

☐ satisfied

☐ netural

☐ dissatisfied

☐ very dissatisfied
Job security

☐ very satisfied

☐ satisfied

☐ netural

☐ dissatisfied

☐ very dissatisfied
Performance appraisal system in the organization

☐ very satisfied

☐ satisfied

☐ netural

☐ dissatisfied

☐ very dissatisfied

53
Your relationship with peers/co-workers

☐ very satisfied

☐ satisfied

☐ netural

☐ dissatisfied
☐ very dissatisfied
Co- operation between members/departments in the
organization

☐ very satisfied

☐ satisfied

☐ netural

☐ dissatisfied

☐ very dissatisfied
Access to company sponsored training and seminars

☐ very satisfied

☐ satisfied

☐ netural

☐ dissatisfied

☐ very dissatisfied
Are you satisfied with the promise kept by the top management

☐ very satisfied

☐ satisfied

☐ netural

☐ dissatisfied

☐ very dissatisfied

54
Your overall satisfaction with your job

☐ very satisfied

☐ satisfied

☐ netural

☐ dissatisfied

☐ very dissatisfied
Your overall satisfaction with the organization

☐ very satisfied

☐ satisfied

☐ netural

☐ dissatisfied

☐ very dissatisfied

55
ANNEXURE 2:

BIBLIOGRAPHY

Web source: https://www.google.com/url?

sa=t&rct=j&q=&esrc=s&source=web
&
cd=&cad=rja&uact=8&ved=2ahUKEwih9prP6Ov2AhUIB94KHcqF
A
MwQFnoECAUQAQ&url=https%3A%2F%2Fingluglobal.com%2F
& usg=AOvVaw1UicXjVgqgm8XY_2F1d-rN

Reference:

• INGLU brochure

• INGLU candidate training manual

56
57