PROJECT REPORT

ON

“STUDY ON ANALYSIS OF EMPLOYEE SATISFACTION”

IN
SIJANG GROUP

Submitted in partial fulfilment of the requirements for the award of the degree of

MASTERS OF BUSSINESS ADMINISTRATION (MBA)

Submitted

by

Ms. B. KAVYA

19211E0013

Under the Esteemed Guidance of

Dr.K. SRINIVASA RAO

Associate Professor

DEPARTMENT OF MANAGEMENT STUDIES

B V RAJU INSTITUTE OF TECHNOLOGY
NARSAPUR
June 2021
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 DECLARATION

I hereby declare that the project report entitled “STUDY ON ANALYSIS OF EMPLOYEE
SATISFACTION” is the original work carried out by me under the esteemed guidance of
Dr. k. Srinivasa Rao, Associate Professor, Departments of Management Studies, BVRIT,
Narsapur for partial fulfilment of requirements for the award of Master of Business
Administration. I also declare that this project report is not been submitted earlier to any
other university or institution.

Roll No:19211E0013 Signature of the Student

Date:
 B V RAJU Institute of Technology
(Sri Vishnu Educational Society)
UGC- Autonomous, Affiliated to JNTU, Hyderabad

CERTIFICATE

This is to certify that the Project Work titled “A STUDY ON ANALYSIS OF EMPLOYEE
SATISFACTION AT SIJANG GROUP” is a bonafide work of Ms. BOMMA KAVYA
Roll No: 19211E0013 carried out in partial fulfilment for the award of degree of MBA of
JNT University under my guidance. This project work is original and not submitted earlier
for the award of any degree / diploma or associate ship of any other University / Institution.

Project Supervisor Head of the Department

Viva-voce held on date:

External Examiner

BVRIT
Vishnupur, Narsapur, Medak, Telangana, India – 502313

Telephone: 08458+222000,001,002,005 E-mail: bvrit@bvrit.ac.in Web: www.bvrit.ac.in

 Acknowledgement

I would like to express our sincere thanks to Dr. K. Lakshmi Prasad, Principal, B V Raju
Institute of Technology, for providing the working facilities in the college.

Our sincere thanks and gratitude to our HOD Dr. I. Nageswara Rao, Dept. of Management
studies, B V RAJU INSTITUTE OF TECHNOLOGY for all the timely support and
valuable suggestions during the period of my Project.

I am extremely thankful and indebted to our Industrial Supervisor Mr. Gowla Thirumalesh
and under Project guide of Dr. K. Srinivasa Rao, Associate Professor, Department of
Management studies, B V RAJU INSTITUTE OF TECHNOLOGY for his constant
guidance, encouragement and moral support throughout the Project.

Finally, I would also like to thank my project Co-ordinator, all the faculty and staff of MBA
Department who helped us directly or indirectly, parents and friends for their cooperation in
completing the project work.

B. KAVYA (19211E0013)
 ABSTRACT

Job satisfaction is one of the most important factors that has drawn the attention of both
managers and academics in the organization. Various studies have been carried out to
understand the factors that determine job satisfaction and how they affect the productivity of
the organization. There is no conclusive evidence that job satisfaction has a direct impact on
productivity as productivity depends on many variables. It remains a major concern of
managers. Job satisfaction is the mental sense of preference a person has about their job. It is
often said that “A satisfied employee is a productive employee. “Job satisfaction is very
important as most people spend a large part of their lives in their workplace and job
satisfaction has an impact on the employee's overall life. Also because satisfied employees
are satisfied and happy people The satisfied employee has better physical and mental well-
being. The study tries to assess how human resource factors affect the level of employee
satisfaction in Sijang groups, to what extent functional factors and well-being factors
motivate the employees of the company.
 CONTENTS

CH. NO. PARTICULARS PAGE NO.

I INTRODUCTION 2

SIGNIFICANCE OF THE STUDY 4

OBJECTIVES OF THE STUDY 6

SCOPE OF STUDY 7

LIMITATIONS OF THE STUDY 8

RESEARCH METHODOLOGY 9

CHAPTERIZATION 11

12
II REVIEW OF LITERATURE
16
COMPANY PROFILE
III

22
IV DATA ANALYSIS AND INTERPRETATION

44
V FINDINGS

SUGGESTIONS 45

CONCLUSION 46

BIBLIOGRAPHY 47
QUESTIONAIRE 49
 CHAPTER -1
INTRODUCTION

1
INTRODUCTION

Human resources are regarded as the most precious asset in every firm. It is the sum of the
innate abilities, acquired knowledge, and skills represented by the talents and aptitudes of the
employed people who include executives, supervisors, and rank-and-file personnel. It should
be highlighted here that human resources should be used to the greatest extent possible in
order to fulfil individual and corporate goals. Thus, it is the employee's performance that
ultimately determines and determines goal attainment.

Employee satisfaction is the phrase used to indicate whether or not employees are happy and
pleased at work, and whether or not their desires and needs are being met. According to many
criteria, employee satisfaction is a factor in employee motivation, goal achievement, and high
employee morale in the workplace.

The phrase refers to the whole relationship that exists between an individual and the
employer for which he is compensated. Satisfaction refers to the straightforward feeling state
that comes with achieving any goal; the end state is the feeling that comes with achieving an
impulse's target.

This project report was primarily concerned with a survey of employee satisfaction in the
Sijang groupings of organisations in Hyderabad. Employee happiness is a key aspect that will
influence the firm's growth and profitability. Employee satisfaction is a word used to indicate
whether or not employees' desires and needs are met at work.

A job satisfaction survey can provide the most significant information on the perceptions and
causes of job satisfaction. Employees' attitudes regarding job satisfaction might be favourable
or negative depending on their level of satisfaction or dissatisfaction. Positive feelings can be
reinforced, while unpleasant feelings can be corrected. This survey is the most effective and
efficient method. Which makes the workers to express their inner and real feelings
undoubtedly.

Any future course of action or development that involves employee participation is taken into
account. Management will gain better understanding of their employees' acceptance and
readiness. This survey also allows for the avoidance of misunderstandings and aids
management in the successful resolution of problems. During the study, it was discovered
that some of the employees agreed to participate in the proposed survey research.

2
A totally contented and satisfied employee stimulates an employee to be confident and have a
strong morale, which is beneficial to the organisation as a whole. Thus, an employee's high
motivation and morale inspire him to stay in the organisation, encourages him to face
cutthroat competition, and provides him with enough dynamism to face obstacles.

Every human being possesses his or her own unique resource, which, if correctly channelled
through supportive and supplementing activities, can ultimately be used to achieve
organisational goals.

As correct breathing and eating are vital for a healthy human being, so is contentment with
one's employment. This contentment, in turn, serves as a critical aspect in human resource
development.

Everyone, from managers to retention agents to HR, needs to understand employee loyalty
and satisfaction—how dedicated the workforce is to the organisation and if workers are truly
satisfied with the way things are for determining their propensity to stay with the company.
Employee satisfaction measurement is an important part of human resource management.
Companies must ensure that employee happiness is high among their employees, as this is a
predictor of increased productivity, responsiveness, quality, and customer service.

Hoppock popularised the phrase "job satisfaction" (1935). He received 32 studies on job
satisfaction completed previous to 1933 and discovered that job satisfaction is a combination
of psychological, physiological, and environmental factors that lead to a person saying, "I am
pleased with my job. "Job satisfaction is defined by Locke as a "pleasurable or happy
emotional state coming from an appraisal of one's job or job experiences." The employment
will be rewarding to the extent that it meets the person's primary need and is compatible with
his expectations and ideals.

The word "employee satisfaction" refers to the relationship that exists between an individual
and the employer for which he is compensated. Employee satisfaction is often measured
using an employee satisfaction survey. It highlights and focuses on the likes and dislikes of
the personnel of sijang groups of organisations. This is the most effective and selective
device for diagnosing employee difficulties.

3
SIGNIFICANCE OF THE STUDY

Employee satisfaction is now one of the most important factors of a company's productivity.
Employees expect more in return for their services from their employers. Keeping talented
and good staff is the most difficult task for even the most established companies across he
globe today. Employees that are satisfied with their jobs are not only loyal to their employers,
but they also contribute to the company's productivity.

Every organisation must clearly realise that the amount to which it is productive and
responsive to consumers defines the organization's basic values. In other words, it is widely
held that if a firm takes care of the people it affects, these individuals will undoubtedly take
care of the organisation.

Employee commitment is a critical issue that must be addressed through corporate behaviour.

Measuring employee satisfaction enables a firm to perform better and retain top people.

When employees believe the company has their best interests at heart, they are more likely to
embrace the organization's mission and work hard to help it realise its goals.

It is important to investigate whether employees are satisfied or dissatisfied with their jobs,
whether they are committed or not, because it has been proven that employees who are much
more satisfied will be much more likely to show positive thoughts, feelings, and actions
towards their jobs, which will increase their organisational commitment.

It is also important to assess the relationship between job satisfaction and organisational
commitment because it has the potential to benefit both employers and employees.

If this study demonstrates how job satisfaction and organisational commitment are related,
managers would only need to enhance one variable, job happiness, in order to attain workers'
positive organisational commitment.

This research is being conducted in order to better understand how the company operates and
to gain a better understanding of the concept of job satisfaction.

The organization's degree of employee satisfaction can be assessed by the corporation.

To please employees, the corporation might improve working conditions, the environment,
and other rules.

4
The corporation can put my useful suggestions into action to solve many of the organization's
difficulties.

A survey of employee satisfaction allows the organisation to discover problem areas that
management may be unaware of. Obtaining employee feedback allows you to assess how
well your firm is doing in all areas. It shows employees that you care for them and want to
see their happiness. Major issues arise in the workplace when employees do not believe their
employer cares. Low productivity is a key setback that many businesses face as a result of
dissatisfied employees. There are numerous advantages to soliciting employee feedback.
Feedback is the most important instrument for steering a small business toward the
organization's goals. Employees that are satisfied and motivated will always create a greater
level of customer satisfaction while favourably influencing organisational performance.

5
OBJECTIVES OF THE STUDY
The study's objectives are as follows:

1.To determine the employee's degree of satisfaction.

2.To characterize the employees' attitude toward their work.

3.To comprehend the variables that motivate employees.

4.To investigate employees' attitudes toward the organisation.

6
SCOPE OF THE STUDY
Employment satisfaction is the level of contentment that a person feels about his or her job.
This emotion is primarily based on an individual's impression of satisfaction. Job satisfaction
can be influenced by a person's capacity to execute required duties, the quality of
communication in an organisation, and how management treats employees. There are two
types of job satisfaction: affective job satisfaction and cognitive job satisfaction. Affective
work satisfaction refers to a person's emotional reaction to their employment as a whole.
Cognitive job satisfaction refers to how satisfied a person feels with certain aspects of their
employment, such as income, hours, or benefits. Many firms face difficulties in effectively
evaluating work satisfaction since the notion of satisfaction varies among employees.

Some job satisfaction elements may be more essential than others, depending on the demands
and personal and professional aspirations of individual worker. Managers at an organisation
can use proven test methodologies such as the Work Descriptive Index (JDI) or the
Minnesota Satisfaction Questionnaire (MSQ) to build a benchmark for measuring and
eventually creating job satisfaction . These assessments assist management in objectively
defining work satisfaction.

Employee job satisfaction is a significant outcome of their labour for the firm.
The results of a study on job satisfaction will indicate the factor of employee feelings.

It is a fascinating and significant subject for research.

It consists of extrinsic and intrinsic aspects and aids in the retention of workers.
This report will help the company's management understand employee satisfaction levels so
that they can take steps to boost productivity.
The organization's degree of employee satisfaction can be assessed by the corporation.

Based on the results of my survey, the company can enhance working conditions, the
environment, and other policies to better satisfy its employees.
They may put my useful advice into action to help the organisation overcome several issues.

It gives me an excellent opportunity to apply theoretical principles learned in my study to

practical events in the organisation.
I can understand how an organisation works and gain a better Insight on the concept of job
happiness.

7
LIMITATIONS OF THE STUDY
Each task has its own set of constraints and roadblocks that must be overcome in order to be
completed.
The research is limited to a single organisation.

Due to time constraints, the investigation could not be conducted in more depth.
Some respondents did not provide accurate responses due to the sensitivity of some
information.

Respondents had indicated answers in questionnaires that were potentially socially wrong,
regardless of their true feelings.
Respondents may give comments that differ from reality in order to build excellent images.

8
RESEARCH METHODOLOGY

Methodology is the systematic, theoretical examination of the procedures used in a particular

field of study. It consists of a theoretical examination of the corpus of methods and principles
linked with a particular field of knowledge. It usually includes terms like paradigm,
theoretical model, stages, and qualitative or quantitative approach.

Data for the study is gathered from employees using a questionnaire. Statistical methods and
data reported in tables and charts were used for analysis and interpretation.

SOURCES OF DATA

SECONDARY DATA
 Secondary data are ones that have already been gathered by someone else; these are
pre-existing data. Secondary data, such as textbooks, are employed in this study.

PRIMARY DATA
 Primary data are those that are obtained for the first time and hence have a unique
nature. The primary study gathering technique in this study is a questionnaire.

TOOLS OF THE STUDY

Likert Scale- Five-point scale.

A likert scale is a rating scale that is used to assess attitudes or opinions. Respondents are
asked to rate items based on their level of agreement using this scale.

For example:
 Strongly agree
 Agree
 Neutral
 Disagree
 Strongly disagree

9
Multiple choice grid.
A Multiple Choice Grid question is essentially a Likert question. It is typically used for
reviewer ranking questions in which you want your reviewers to rank contributions from 1 to
5 based on a variety of criteria.

TOOLS FOR THE PRESENTATION

 Table presentation of the data.

 Graphical representation of the data.

PERIOD OF THE STUDY

 A period of 45 days was taken to complete the study.

10
CHAPTERIZATION

CHAPTER-1:- The first chapter is titled as” Introduction” which contains introduction,
objectives, scope, need and significance, methodology and limitations.
CHAPTER-2:- The second chapter is titled as “Review of Literature” which contains
the various studies conducted.
CHAPTER-3:- The third chapter is titled as “Profile of the Organization” which
contains the organization workforce, its structure, departments and performance for
past few two years.
CHAPTER-4:- The fourth chapter is titled as “Data Analysis and Interpretation” which
contains qualitative and quantitative status of the collected data.
CHAPTER-5:- The fifth chapter is titled as “Findings, Suggestions and Conclusion”
which contains the pool of findings from the study, conclusions drawn from various
sources and suggestions to be given which regards to our observation of the study.

11
 CHAPTER-2
LITERATURE REVIEW

12
The history of job satisfaction goes back to the early 90's with the situational perspective of
job satisfaction, a perspective that states that satisfaction is determined by certain
characteristics of the job and characteristics of the work environment itself. This view has
been suggested in the literature by the early Hauser, Taylor studies, and the various projects
at Western Electric's Hawthome facility (Cramy, Smith and Stone 1992). These studies are
based on the assumption that a certain degree of job satisfaction occurs under certain working
conditions. The Hawthome studies are considered the most important study of the human
dimensions of industrial relations of the early 20th century and were conducted at Bell
Telephone Western Electric's Chicago manufacturing facility from 1924 through the early
years of the Depression. In the early 1920s, the plant set up an industrial research department,
and human resource managers developed experiments to examine the effects of different
working conditions on productivity morale (Bramign and Zwerman 2001). Today the
reference to the “Hawthome effect” describes a situation in which the introduction of test
conditions to identify silent behavioral aspects results in a change in the behavior to be
identified. The initial Hawthome effect related to the observation that worker productivity
increased with each variation in working conditions introduced by the experiments
”(Bramign and Zwerman 2001). He simply said that people change their behavior when they
see their behavior being watched. The evolution of the Hawthome degree also marks the
beginning of applied psychology as we know it today. These early studies mark the birth of
research on job satisfaction in terms of ergonomics, design and productivity.

The Job Descriptive Index is one of the most widely used and investigated indicators of job
satisfaction (JDI). Smith, Kendall, and Hulin developed the JDI in 1969, which is a 72-item
adjective check list type questionnaire (Gregson, 1991). This metric is based on five aspects
of job satisfaction. The first aspect is the work itself; job satisfaction is measured in terms of
basic job characteristics such as autonomy, skill variety, feedback, task identity, and task
relevance (Hackman & Oldham, 1975). The second element is measured by how managers
provide feedback, evaluate employee performance ratings, and delegate job responsibilities.

Coworkers, the third dimension, are evaluated in terms of social support, networking, and the
potential benefits of those ties (Cranny, Smith & Stone, 1992). Pay, the fourth aspect, is an
essential source of fulfilment because it gives a possible source of self-esteem as well as the
generic chance for anything money can purchase (Brocker, 1998). Obviously, pay satisfaction
is determined mostly by current earnings, but also by potential for salary rises. The fourth
aspect is promotion, and the JDI clearly examines how future expectations can affect job

13
satisfaction. Today, the JDI's components are often tested by changing the adjective checklist
and use a Likert scale on phrases such as "opportunity for progress are many," with scores
ranging from one (strongly disagree) to five (strongly agree) (Cranny, Smith & Stone,
1992).“These instruments were created for use with adult career counselling clients who have
job experience. They are especially beneficial for customers who are “career changers,”
defined as “adults with significant work experience in one or more chosen occupations who
are unsatisfied with their work and remain unsure about their career future” (Thompson
&Blain, 1992).

A study undertaken across Europe, Asia, Africa, and the Americas found many similarities.
“A total of 10339 workers from ten European nations, Russia, Japan, and the United States
were polled. Researchers repeatedly recognised the same top five critical characteristics in a
job: the ability to mix work and personal life, work that is actually pleasurable, future
stability, good income or salary, and enjoyable coworkers. Workers specifically stressed the
importance of possible development and the opportunity to build skills as a strategy to retain
employability and job security across the four major geographic regions studied” (Yan
elovich Partners, 1998p.42). According to a survey of members of the Association for
Investment Management and Research, 81 percent of the managers indicated they were
satisfied or extremely satisfied with their jobs. When asked to name the elements that make
them feel good about their jobs, most managers mentioned professional achievement.
Personal or professional development, the work itself, and their level of responsibility are
more essential than monetary reward. Company policies, administration, relationships with
supervisors, salary, and the detrimental influence of work on their personal life were
identified as factors that contributed to their bad feelings about their positions (Cardona,
1996.p.9). It has been advocated to reduce the number of work days employees miss by
enhancing job satisfaction, restructuring disability programmes, and involving supervisors in
management in order to eliminate some of these negative feelings and increase productivity
(Maurice, 1998,p.13).

According to other research, customer satisfaction and loyalty are excellent predictors of
profitability... the most powerful determinants of customer happiness: employees' general job
satisfaction and employees' contentment with their work-life balance” (McDonald and
Hutcheson,1999, p.18). It is crucial to remember that job happiness might fluctuate. ‘The
findings of studies evaluating disparities in age groups and levels of job satisfaction reveal
that job satisfaction grows with age” (Osipow,1968).

14
“From the perspective of an employee, job satisfaction is a desirable outcome in and of itself.
Job satisfaction is significant from the standpoint of managerial or organisational success
because of its impact on absenteeism (1) turnover (2) pro-social “citizenship” behaviours
such as aiding coworkers, helping coworkers, helping customers, and being more helpful. (3)
Thus, managers must understand what employees value in order to build occupations, reward
systems, and human resource management policies that result in optimal job satisfaction and
productivity” (Karl and Sutton 1998, p.515). Organizations must assess and pay attention to
existing levels of work satisfaction in order to understand what employees value.

There are a plethora of current research on job satisfaction, with some intriguing findings.
One study investigates the association between managerial experience, life satisfaction, and
organisational characteristics in health care organisations. A two-stage Delphi analysis of
American College of Healthcare executives (ACHE) members identified nine categories of
critical work skills, knowledge, and abilities required for success as health care management
in this study. The nine areas are cost/finance, leadership, professional staff interactions,
health care delivery ideas, access ability, ethics, quality/risk management, technology, and
marketing, in that order.

15
 CHAPTER-3
COMPANY PROFILE

16
Sijang Group is one of India's newest and fastest-growing firms, with interests in a variety of
industries. Sijang Group, which was created in 2017, aspires to be the global leader in
innovation and technology. Its subsidiary entities include Sijang Advisory Services Pvt Ltd,
Sijang Sensory Branding Technology Pvt Ltd, and Plant air companies.

As sijang, we always bring an original way of living, and it is the collaboration of individuals
who offer ideological plans and successful methods for progress and better lives for all.
Sijang provides reasonably cost Sensory branding products for hire and sale internationally.
We are India's first Sensory branding technology firm, with our unique goods, high stock
levels, and dedicated, hardworking, and knowledgeable team. Our forward-thinking team
provides you with a hassle-free final solution by delivering efficiency, quality, and the
greatest customer service at all times.

SIJANG ADVISORY SERVICES PVT.LTD

Sijang was formed in 2017 by the merger of two successful companies. Thus, sijang is a full-
service accounting business that has been advising local and international clients for over 5
years and offers a wide variety of legal, taxes, and advisory services to the commercial,
industrial, and financial communities. We are one of very few CA firms in India having a
unique combination of corporate law and tax practice, and hence having an office of 1300 sq.

17
ft. in Hyderabad to offer all financial and legal services under one roof. We firmly believe
that this provides an edge, which is most critical for the success of commercial transactions.

SERVICES

AUDITING SERVICES

 Starting from signing of balance sheet to filing taxations, auditing and general
management.

INSURANCE CONSULTANCY

 Comparative market analysis and pricing assistance provided.

BUSSINESS CONSULTANCY

 Manage the risk that can be encountered within the economic sector.

FINANCE CONSULTANCY

 Manage the risk that can be encountered within the economic sector.

ESTATE CONSULTANCY

 Comparative market analysis and pricing assistance provided.

ENTREPRENEURSHIP PROGRAM

 Sijang provides a unique opportunity to focus on the business skills and frame works.

TECHNOLOGY

 Expertising students in web development, game development, IOT, ethnical hacking,

virtual reality etc.

SIEC

 It is an anticipated and recognized business event for all industry players.

18
SIJANG SENSORY BRANDING TECHNOLOGY PVT.LTD
Sijang Sensory Branding Technology Pvt. Ltd. creates customised Multisensory branding
experiences for all relevant sectors using proprietary techniques. Sensory branding is a style
of marketing that uses all of the senses to promote a brand. It connects with clients on an
emotional level by utilising their senses. Brands can create emotional associations in the
minds of their customers by appealing to their senses. A multifunctional brand experience
develops specific beliefs, feelings, thoughts, and opinions in the consumer's head to form a
brand image.

Sensory marketing refers to the approaches used to appeal to your clients' senses and
influence their behaviour depending on how your brand and tactics make them feel. The five
senses are, as we all know, sight, hearing, taste, touch, and smell. Sensory marketing is
basically the process of gaining the trust and attention of a consumer by appealing to each of
these five senses.

It is not surprising that sensory marketing has become popular among a wide range of
industries and enterprises all around the world.

19
The above figure shows that sensory branding is included with :

 Touch marketing
 Visual marketing
 Taste marketing
 Music marketing
 Scent marketing

PERSONAL POLICY AND OBJECTIVES

The intention of the company is to provide a suitable, safe and healthy working environment
to each employee of the company. Because policies are plans of action, organisations must
implement personnel policies to maintain consistency and uniformity in how people are
treated. They aid in motivating and fostering loyalty. Policies serve as a standard against
which to compare and evaluate performance. A policy is more specific and binds
management to a specified course of action.

20
COMPANY AT A GLANCE
CORPORATE OFFICE.

 Sijang Advisory Service Pvt.ltd.

 Phoenix primea, Tower c, level4, Road No:2, Financial District, Nanakramguda,
Hyderbad-500032, Telangana State, India

REGISTER OFFICE.

 Sijang Sensory Branding Technology pvt Ltd, #38, college road, Nungambakkam,
Chennai-600034, Tamil Nadu State, India
 Ph No-7092690922
 For General Queries: info@sijanggroup.com
 For Technical Queries: support@sijanggroup.com

WEBSITE

 www.sijanggroup.com
 www.sijangsigns.com
 www.plantair.in

21
 CHAPTER-4
DATA ANALYSIS AND INTERPRETATION

22
DATA ANALYSIS
Data analysis is used after collection, organizing and presentation. By data analysis, we mean
the examination of the nature of data using a variety of statistical tools ranging from simple to
difficult and sophisticated approaches that can be handled by qualified investigators or
specialists.

INTERPRETATION

The final step in an investigation consists of interpreting the data which have been collected.
Interpretation of data means the techniques of drawing conclusions from the critical study of
the collected data. If the data analysis is not properly evaluated, the entire purpose of the
research will be thwarted, and incorrect conclusions may be reached. Correct interpretation
will result in a valid study conclusion, which will help one make appropriate decisions.

23
 1) Is there clear understanding of the strategic objectives of the organization?

TABLE NUM-1:-

SL.NO OPINION NUMBER OF PERCENTAGE

RESPONDENTS
1 YES 45 96
2 NO 5 4
3 TOTAL 50 100

FIGURE NUM-1:-

YES NO

4%

96%

INTERPRETATION:-
Out of 50 respondents 96% of the employees are having clear understanding of the strategic
objectives of the organization. 4% of employees are not having clear understanding of the
strategic objectives of the organization.

24
 2) Is it clear what your role demands in meeting the company demands?

TABLE NUM-2:-

SL NO OPINION NO OF PERCENTAGE
RESPONDENTS
1 YES 43 87
2 NO 7 13
3 TOTAL 50 100

FIGURE NUM-2:-

YES NO

13%

87%

INTERPRETATION:-
Out of 50 respondents 87% of the employees are clear with what their role demands in
meeting the company demands. 13% of the employees are not clear with what their role
demands in meeting the company demand.

25
 3) Will you be working for the same organization in the next two years?

TABLE NUM-3:-

SL.NO OPINION NO OF PERCENTAGE

RESPONDENTS
1 YES 30 60
2 NO 20 40
3 TOTAL 50 100

FIGURE NUM-3:-

YES NO

40%

60%

INTERPRETATION:-
Out of 50 respondents 60% of the employees are going to work in the same organization for
the next two years. 40% of the employees are not willing to work in the same organization for
next two years.

26
 4) Do you relish being member of your team?

TABLE NO-4:-

SL NO OPINION NO OF PERCENTAGE
RESPONDENTS
1 YES 46 91
2 NO 4 9
3 TOTAL 50 100

FIGURE NO-4:-

YES NO

9%

91%

INTERPRETATION:-
Out of 50 respondents 91% of the employees are happy to be a part of the team where as very
less percent that is 9% of the employees are not happy to be a part of the team.

27
 5) Does your team provide you support at work whenever needed?

TABLE NO-5:-

SL NO OPINION NUM OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 40 80
2 STRONGLY 0 0
DISAGREE
3 NEITHER AGREE NOR 0 0
DISAGREE
4 AGREE 5 10
5 DISAGREE 5 10
6 TOTAL 50 100

FIGURE NUM-5:-

Chart Title
45
40
35
30
25
20 40
15
10
5
5 5
0 0 0
STRONGLY AGREE STRONGLY NEITHER AGREE AGREE DISAGREE
DISAGREE NOR DISAGREE

INTERPRETATION:-
Out of 50 respondents 90% of the employees are supported by the team whenever needed in
work where as 10% of the employees are not getting any support from the team at work
place.

28
 6) Is your team an inspiration for you to do your best at the job?

TABLE NUM-6:-

SL NO OPINION NO OF PERCENTAGE
RESPONDENTS
1 STRONGLY AGREE 40 80
2 STRONGLY DISAGREE 1 1
3 NEITHER AGREE NOR 0 0
DISAGREE
4 AGREE 4 9
5 DISAGREE 5 10
6 TOTAL 50 100

FIGURE NUM-6:-

Chart Title
45

40

35

30

25

20 40
15

10

5
4 5
0 1 0
STRONGLY AGREE STRONGLY NEITHER AGREE AGREE DISAGREE
DISAGREE NOR DISAGREE

INTERPRETATION:-
Out of 50 respondents 90% of the employees are taking the team as their inspiration for doing
their best at job and only single person is not satisfied with the statement and 10% of the
employees are disagree with the statement.

29
 7) Do you feel that your opinions are heard and value by your superior?

TABLE NUM-7:-

SL NO OPINION NUM OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 36 75
2 STRONGLY DISAGREE 2 1
3 NEITHER AGREE NOR 0 0
DISAGREE
4 AGREE 6 12
5 DISAGREE 6 12
6 TOTAL 50 100

FIGURE NUM-7:-

Chart Title
40

35

30

25

20
36
15

10

5
6 6
0 2 0
STRONGLY AGREE STRONGLY NEITHER AGREE AGREE DISAGREE
DISAGREE NOR DISAGREE

INTERPRETATION:-
Out of 50 respondents 87% of the employees are feeling that their opinions are valued by the
respective superiors and 13% of the employees are feeling that their opinions are not heard
and valued by the superiors.

30
 8) Do you feel there is a scope for personal growth such as skill enhancement?

TABLE NUM-8:-

SL NO OPINION NUM OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 37 74
2 STRONGLY DISAGREE 3 6

3 NEITHER AGREE NOR 0 0

DISAGREE
4 AGREE 4 8
5 DISAGREE 6 12
6 TOTAL 50 100

FIGURE NUM-8:-

40
35
30
25
20
37
15
10
5
4 6
3
0 0
STRONGLY STRONGLY NEITHER AGREE AGREE DISAGREE
AGREE DISAGREE NOR DISAGREE

INTERPRETATION:-
Out of 50 respondents 82% of the employees are feeling that there is a scope for personal
growth and 12% of the employees are not agreeing with the statement.

31
 9) Do your seniors, managers encourage you to give your best effort?

TABLE NUM-9:-

SL NO OPINION NUM OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 38 76
2 STRONGLY DISAGREE 3 6

3 NEITHER AGREE NOR 1 2

DISAGREE
4 AGREE 2 4
5 DISAGREE 6 12
6 TOTAL 50 100

FIGURE NUM-9:-

40

35

30

25

20 38
15

10

5
6
3 1 2
0
STRONGLY STRONGLY NEITHER AGREE AGREE DISAGREE
AGREE DISAGREE NOR DISAGREE

INTERPRETATION:-
Out of 50 respondents 80% of the employees are feeling happy with the encouragement of
the seniors and managers to give their best effort. Where as very less percent of the
employees are not happy with the statement.

32
 10) Do you think your valued by your manager?

TABLE NUM-10:-

SL NO OPINION NUM OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 37 74
2 STRONGLY DISAGREE 2 4

3 NEITHER AGREE NOR 3 6

DISAGREE
4 AGREE 4 8
5 DISAGREE 4 8
6 TOTAL 50 100

FIGURE NUM-10:-

40

35

30

25

20
37
15

10

5
2 3 4 4
0
STRONGLY STRONGLY NEITHER AGREE AGREE DISAGREE
AGREE DISAGREE NOR DISAGREE

INTERPRETATION:-
Out of 50 respondents,82% of the employees are accepting the statement by saying that they
are valued by their manager. We can see that 12% of the employess are disagreeing with the
statement.

33
 11) Do you think you go beyond your limits to fulfill a task?

TABLE NUM-11:-

SL NO OPINION NUM OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 35 70
2 STRONGLY DISAGREE 3 6
3 NEITHER AGREE NOR 3 6
DISAGREE
4 AGREE 3 6
5 DISAGREE 6 12
6 TOTAL 50 100

FIGURE NUM-11:-

40

35

30

25

20
35
15

10

5
6
3 3 3
0
STRONGLY AGREE STRONGLY NEITHER AGREE AGREE DISAGREE
DISAGREE NOR DISAGREE

INTEPRTATION:-
We can observe that most of the employees are working effectively in order to meet the
objectives of the company by working extra hours. Very less percent of the employees are not
going beyond there limits in order work effectively.

34
 12) Do you think you have had enough training to solve customer issues?

TABLE NUM-12:-

SL NUM OPINION NUM OF PERCENTAGE

RESPONDENTS
1 YES 41 82
2 NO 4 9
3 MAY BE 5 9
4 TOTAL 50 100

FIGURE NUM-12:-

YES
NO
MAY BE

82

INTERPRETATION:-
Out of 50 repondents 82% of the employees are agreeing with the statement that they had
enough training to solve the customer issues. And the rest of the employees are not agreeing
with the statement.

35
 13) Do you receive constructive feedback from your manager?

TABLE NUM-13:-

SL NO OPINION NUM OF PERCENTAGE

RESPONDENTS
1 YES 40 78
2 NO 8 17
3 MAY BE 2 5
4 TOTAL 50 100

FIGURE NUM-13:-

17

YES
NO
MAY BE

78

INTERPRETATION:-
Out of 50 respondents, 78% of the employees are receiving the constructive feedback from
the managers about their work in the organization and 17% of the employees feel that they
are getting the constructive feedback from the managers.

36
 14) Does your manager praise you when you have done a good job?

TABLE NUM-14:-

SL NO OPINION NUM OF PERCENTAGE

RESPONDENTS
1 STRONGLY AGREE 39 78
2 STRONGLY 3 6
DISAGREE
3 NEITHER AGREE 0 0
NOR DISAGREE
4 AGREE 3 6
5 DISAGREE 5 10
6 TOTAL 50 100

FIGURE NUM-14:-

45
40
35
30
25
20 39
15
10
5
3 3 5
0 0
STRONGLY AGREE STRONGLY NEITHER AGREE AGREE DISAGREE
DISAGREE NOR DISAGREE

INTERPRETATION:-
Out of 50 respondents, 78% of the employees are strongly agreeing with the statement and
feel with the system of performance appraisal in the organization. And also very less percent
of the employees are not agreeing with the statement.

37
 15) Does your job cause an unreasonable amount of stress for you?

TABLE NUM-15:-

SL NO OPINION NUM OF PERCENTAGE

RESPONDENTS
1 NOT AT ALL 26 53
2 CAUSE MORE 2 4
STRESS
3 LESS STRESS 22 43
4 TOTAL 50 100

FIGURE NUM-15:-

43 NOT AT ALL
CAUSE MORE STRESS
53
LESS STRESS

INTERPRETATION:-
Out of 50 respondents, mostly 90% of the employees are happy with their work and they does
not have any stress during their work in the organization. Very less percent of the employees
are feeling stress in their work.

38
 16) Do you think your manager understands a healthy balance between work life and
personal life?

TABLE NUM-16:-
SL NO OPINION NUM OF PERCENTAGE
RESPONDENTS
1 YES 35 70
2 NO 5 9
3 MAY BE 10 21
4 TOTAL 50 100

FIGURE NUM-16:-

21

YES
9 NO
MAY BE

70

INTERPRETATION:-
Out of 50 respondents, 70% of the employees are agreeing with the statement by saying that
their managers understands healthy balance between work life and professional life.

39
 17) Do you think the organization has fair policies for promotion to all employees?

TABLE NUM17:-
SL NO OPINION NUM OF PERCENTAGE
RESPONDENTS
1 YES 32 65
2 NO 8 17
3 MAY BE 10 18
4 TOTAL 50 100

FIGURE NUM-17:-

18

YES
NO
17
MAY BE
65

INTERPRETATION:-
Out of 50 respondents 65% of the employees are agreeing with the statement by saying that
they have fair policies in organization for promoting the employees to the higher position.
And 17% of the employees are not agreeing with the statement.

40
 18) Do you think manager treats all the team members equally?

TABLE NUM: 18:-

SL NO OPINION NUM OF PERCENTAGE

RESPONDINGS
1 STRONGLY AGREE 35 87
2 STRONGLY 3 4
DISAGREE
3 NEITHER AGREE OR 4 3
DISAGREE
4 AGREE 3 2
5 DISAGREE 5 4
6 TOTAL 50 100

FIGURE NUM-18:-

40
35
30
25
20
35
15
10
5
3 4 3 5
0
STRONGLY STRONGLY NEITHER AGREE DISAGREE
AGREE DISAGREE AGREE NOR
DISAGREE

INTERPRETATION:-
Out of 50 respondents, 87% of the employees are strongly agreeing with the statement by
saying that their manager treats all the employees equally in the organization. We can see that
4% of the employees are opted for both agree and disagree.

41
 19) Are you satisfied with your job over all?

TABLE NUM: 19:-

S L NO OPINION NUM OF PERCENTAGE

RESPONDENTS
1 UNSATISFIED 6 13
2 SATISFIED 33 65
3 MORE SATISFIED 11 22
4 TOTAL 50 100

FIGURE NUM:19:-

13

22
unsatisfied
satisfied
more satisfied

65

INTERPRETATION:-
Out of 50 respondents, 22% of the employees are more satisfied with the job and 65% of the
employees are satisfied with the overall job. We can observe that 13% of the employees are
not satisfied with the job

42
 CHAPTER-5
FINDINGS, SUGGESTIONS AND
CONCLUSION

43
FINDINGS

 Employees are pleased with good compensation as the key motivating factor for job
efficiency.
 The employees are satisfied with the offers from SIJANG.
 Most workers have no other sources of income.
 Most employees are referred directly to SIJANG.
 Most employees are satisfied with the working conditions in the organization.
 Most employees are happy with the promotion and transfer policy.
 The employees are satisfied with the physical working conditions at SIJANG.
 The employees have good chemistry between the work groups, that is, between the
different job title classes.
 Employees are pleased with the working hours at SIJANG.
 There is a mixed bag of feelings about how problems are resolved at SIJANG, with
the majority leaning toward discontent.
 The majority of employees are pleased with the present canteen facilities. Which
provides staff with high-quality cuisine.
 As part of internal wall facilities, they prefer medical facilities to accident
compensation.
 Employees feel they need more housing than education and transportation.
 Most workers believe that salaries are insufficient and that the range of salaries is a
key factor in employee satisfaction and therefore industrial growth.
 Almost all employees are very satisfied with the company's working environment.
 All employees were satisfied with the company's salary structure.
 All employees have a good relationship with their employer and work colleagues.
 The company offers a good training program for employees.
 Some employees were dissatisfied with their working hours.
 Employees are satisfied with the company's infrastructure.

44
SUGGESTIONS
 Through succession planning and career planning, the organisation may provide all-
around growth for its personnel.
 Management can adopt better training methods.
 The organisation can minimize the candidate eligibility verification process.
 The company can provide sufficient rest time to the employees and reduce the over
working hour.
 In order to solve the grievance of the employees, management can adopt quick action
to grievance, acknowledging grievance, examine the cause of grievance, etc…

45
CONCLUSION

As a part of my project work, I got an opportunity to spend a period of thirty days in SIJANG
GROUPS. It helped me to analyse the working of the organization which helped as to convert
our theoretical knowledge into practical.

The present study is an attempt to determine employee’s satisfaction in SIJANG GROUP OF

ORGANIZATION. It is indeed vital for any organisation to understand and meet the needs of
its personnel before they depart. If nothing is done by the organisation, talented employees
from any organisation may be lost to competitors. Any firm must ensure employee
satisfaction in this situation.

According to the findings of the study, the majority of employees are content with their jobs.
The majority of employees are pleased with the organization's compensation structure,
promotional initiatives, working conditions, and allowances. They are also pleased with the
employer-employee connection and the organization's communication channels. Nonetheless,
70 percent of employees are given the opportunity to participate in decision making.
Furthermore, the majority of employees are supplied with welfare measures. If the firm
focuses on the survey's findings and recommendations, we expect that the organisation can
continue to carry out their work with complete satisfaction and obtain good results.

Based on the analysis, I conclude that the job allows individuals to put their skills to use at
the workplace. A number of employees agreed that there is some flexibility in coordinating
with work at times, and they are content with the existing interpersonal communication. To
evaluate the performance of employee in sijang, they use a rigorous planning and evaluation
procedure.

According to the analysts report, there is room for improvement in Sijang Pvt Ltd's working
conditions.

Finally I would like to conclude that the employees of sijnag groups are satisfied with their
work and organization.

46
BIBLOGRAPHY
QUESTIONAIRE

47
BOOKS: -
i. Dr. Gupta C. Human Resource management, Chand and Sons, New Delhi, 2004.
ii. Rakesh Chopre, Human Resource Management U.K publishing 2edition New Delhi,
2004.
iii. Kothari. C. R, Research methodology, New Age International Private Ltd, New Delhi,
2004.
iv. Bird, S R , Rotolo, T, & Wharton A S (2000). Social context at work; A Multilevel
Analysis of Job Satisfaction. Sociological Forum, 15 (1), 65-90.
v. Bockeman, P, limakunnas, P, (2006), Do Job Disamenties Raise Wages or Ruin Job
Satisfaction? International Journal of Manpower, Vol. 27. No. 3, pp. 290-302.
vi. Desmarais, M (2005). Employee satisfaction and Customer satisfaction.
vii. Formell, and Donald R, Lehmann (1994), “Customer Satisfaction, Market Share, and
profitability,” Journal of Marketing, 56, 53-56.
viii. Anderson, E W, Fomell, C, Rust, R, T, & , (1997). Customer satisfaction,
productivity, and profitability, Difeerences between goods and services Marketing
Science, 16, 129-145.
ix. Bird, S R, Rotolo, T, & Whatson A S (2000). Social context at work; A Multilevel
Analysis of job satisfaction. Sociological Forum,15(1), 65-90.

WEBSITES: -
 www.wikipedia.com
 www.google.com

48
QUESTIONAIRE
1.Is their clear understanding of the strategic objectives of the organization?

o Yes
o No

2.Is it clear what your role demands in meeting the company demands?

o Yes
o No

3.Will you be working for the same organization in the next two years?

o Yes
o No

TEAM WORK

Rate yourself in the linear scale from (low ‘1’-High ‘2’)

1. Strongly agree
2. Strongly disagree
3. Neither agree nor disagree
4. Agree
5. Disagree

4.Do you relish being member of your team?

o Yes
o No

5.Does your team provide you support at work whenever needed?

o 1
o 2
o 3
o 4
o 5

49
6.Is your team an inspiration for you to do your best at the job?

o 1
o 2
o 3
o 4
o 5

RELATION WITH THE SUPERVISOR

7. Do you believe your superior values and listens to your opinions?

o 1
o 2
o 3
o 4
o 5

8. Do you believe there is room for personal development, such as skill development?

o 1
o 2
o 3
o 4
o 5

9.Do your seniors, managers encourage you to give your best effort?

o 1
o 2
o 3
o 4
o 5

JOB PASSION

10.Do you think you are valued by your manager?

o 1
o 2

50
 o 3
o 4
o 5

11.Do you think you go beyond your limits to full fill a task?

o 1
o 2
o 3
o 4
o 5

12.Do you think you have had enough training to solve customer issues?

o Yes
o No
o May be

13.Do you receive constructive feedback from your manager?

o Yes
o No
o May be

14.Does your manage praise you when you have done a good job?

o 1
o 2
o 3
o 4
o 5

WORK LIFE BALANCE

15.Does your job cause any unreasonable amount of stress for you?

o Not at all
o Causes more stress
o Less stress

51
16.Do you think your manager understands a healthy balance between work life and personal
life?

o Yes
o No
o May be

17.Do you think organization has fair policies for promotion to all employees?

o Yes
o No
o May be

18.Do you think manager treats all the team members equally?

o 1
o 2
o 3
o 4
o 5

19.Are you satisfied with your job over all?

o Unsatisfied
o Satisfied
o More satisfied

52