SUMMER TRAINING REPORT

On

“EMPLOYEE SATISFACTION”

At

“VICTORIA TOOLS PVT.LTD”

Submitted to
Maharishi Dayanand University Rohtak
for
Partial Fulfillment of the Award of Degree of
MASTERS OF BUSINESS ADMINISTRATION
(BATCH-2015-17)
Submitted to: Submitted by:
The Controller of Examination Name:- Heena Aggarwal
Registration no:-
ROLL NO:-

INSTITUTE OF MANAGEMENT & TECHNOLOGY (FARIDABAD)

[Approved by AICTE, and affiliated to M.D.U, ROHTAK]

ACKNOWLEDGEMENT
It may take just formality to deference and hallucinate net of heightened words, to
express
Gratitude in favour of a teacher, or an institute but the fact is somewhat different that
the feelings of an obliged heart cannot be put on papers. Always there remains a lot to
say but want of words too. We would like to thank our college for providing this
opportunity to prepare this valuable project.

Prof- Parul khanna our mentors who took great pains in going through the each step
of our project and made valuable comments and suggestions, which has helped us to
prepare this project on time.

Last but not the least we would like to thank the entire team of VICTORIA TOOLS
who have come forward with helping hands whenever any assistance has been sought.
Without the support and guidance of all the people mentioned above, it would not have
been easy to consummate this project.

[HEENA AGGARWAL]

PREFACE

The 21st Century definitely belongs to human resource not with standing the fact that
human resource outsourcing has become the order of the day. Workers and employees
are the main foundation of the organization and firms and play a significant and crucial
role in success of any company. For the best functioning of human resource in an
organization a Human Resource Department is must.
In Human Resource Management the Employee Satisfaction, Recruitment & Selection,
Training & Development, Placement and all type of acquisition areas are covering all
aspects, which help in acquiring fresh employees and train them for the betterment of
the organization by different and ample methods. By these processes and procedures
every organization can get the best from the employees in the competitive world. The
role of Human Resource Management in the organization is at centre stage.
Human Resource Management is important for all types of organizations. It is a sole of
an organization and firms because in an industry every process which is related to the
workers and employees, all work is headed by the HR Manager in the Personnel
Department whether it is Recruitment and selection, training & development,
performance appraisal or others as manpower planning. Every step in these topics is
taken by the HR Department.
I have put in my best efforts to complete this report in every aspect. I have referred all
the books and journals of this esteemed organization in this concern. I have taken help
from those persons who are highly related from this topic as much as possible for me.
 INDEX

CONTENT PAGE NO.

 Acknowledgement
 Preface
 Executive summary
Chapter 1: The Industry & Company Profile
 Brief Profile of Industry
 Competitive structure SWOT analysis
 Company Profile:
 Mission Vision & Core values
 Organization structure
 Growth Plan
Chapter 2: Review of Literature
Chapter 3: Research Methodology Universe and survey Population
 Research design
 Sample size and techniques
 Data collection (Primary & Secondary)
 Analysis pattern
 Limitations of the Study
 Hypothesis
Chapter 4: Data Analysis & Interpretations
Chapter 5: Recommendations & Suggestions
Chapter 6: Conclusion
Appendix
 Bibliography
 Questionnaire
 List of Tables
 List of Graphs
 List of Graphs

Chapter 1
Introduction
 CHAPTER 1: COMPANY PROFILE
Victora Tool Engineers is the flagship company of a leading Indian conglomerate with a turnover
exceeding INR 65 million. The group has diversified interests across verticals such as the
manufacture of sheet metal components, assemblies for the auto industry, elevator industry, white
goods, as well as in the telecom and hospitality sectors.
Established in 1972 by G. S. Banga, an acclaimed authority in the field of Tool Engineering and
recipient of "Self-made Industrialist" Award from the President of India, the group has kept itself at
the very forefront of technology ever since inception. Under the inspiring leadership of S. S. Banga,
our growth story is evident through our 11 state-of-the-art, TS 1696 certified manufacturing facilities
across the country today. Witnessing year-on-year growth in turnover as well as product range, the
company is continuously engaged in a pursuit of excellence. We attribute our success and edge over
our peers to world-class infrastructure, a highly skilled workforce, process and system delivery
adhering to global quality standards, wide-spectrum offerings and an unwavering commitment to
customer satisfaction.

VICTORA AUTO PARTS

Located in one of the most bustling manufacturing hubs in Faridabad in the National Capital Region
of Delhi, Victora Auto Parts Pvt. Ltd. has established itself as a market leader in the manufacture of
world-class exhaust rod hangers for numerous automobile industry majors.

The use of cutting edge technology at our facilities includes the latest high-end design software and
programs like AutoCAD, CAM, CATIA, POWER 3.1. We have Sharp Cutting Machines, Power
Presses, computer operated and fully automatic CNC Machines which are some of the basic tools to
complement our skilled and experienced technical professionals' commitment to quality. We have
featured outstanding growth rate and have an impressive customer base, which includes mainly
Tenneco Automotive and other majors like Maruti Suzuki, Hyundai, Schindler.
Key Milestones
Our 42-year old experience, unparalleled quality & delivery standards, custom-made dimensional
accuracy in products, top-of-the-line technology and ethical and transparent business practices join
forces to culminate in a position of undisputed market leadership in the industry. The sheer range of
our products enables application across many segments, such as the automobile industry, white goods
industry and the housing sector, among others. Our key expertise areas include:
 Diagram 1.1: Key Milestones
Manufacturing Plants

UNIT-1
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the industry's standard dummy text ever since the 1500s, when an unknown printer took a galley of
type and scrambled it to make a type specimen book. It has survived not only five centuries, but also
the leap into electronic typesetting, remaining essentially unchanged. It was popularised in the 1960s
with the release of Letraset sheets containing Lorem Ipsum passages, and more recently with desktop
publishing software like Aldus PageMaker including versions of Lorem Ipsum.
UNIT-2
Lorem Ipsum is simply dummy text of the printing and typesetting industry. Lorem Ipsum has been
the industry's standard dummy text ever since the 1500s, when an unknown printer took a galley of
type and scrambled it to make a type specimen book. It has survived not only five centuries, but also
the leap into electronic typesetting, remaining essentially unchanged. It was popularised in the 1960s
with the release of Letraset sheets containing Lorem Ipsum passages, and more recently with desktop
publishing software like Aldus PageMaker including versions of Lorem Ipsum.
 TOOL ROOM DIVISION
A dedicated Tool Room Division of the company was been set up in Faridabad in the National Capital
Region of India way back in 1990, with state-of-the-art infrastructure. It has kept pace with constant
upgrades in technology and is considered amongst the most advanced Tool Room facilities in the
country today.

ELEVATOR DIVISION
The Elevator Division has come to occupy a place of great importance over the years in the group's
manufacturing portfolio due to its world-class engineering and delivery standards. It is the only
Indian manufacturer to partner with Schindler, the world's largest automatic elevator company, for
sophisticated elevator door assemblies.

VTEPL UNIT -6
Lorem Ipsum is simply dummy text of the printing and typesetting industry. Lorem Ipsum has been
the industry's standard dummy text ever since the 1500s, when an unknown printer took a galley of
type and scrambled it to make a type specimen book. It has survived not only five centuries, but also
the leap into electronic typesetting, remaining essentially unchanged. It was popularised in the 1960s
with the release of Letraset sheets containing Lorem Ipsum passages, and more recently with desktop
publishing software like Aldus PageMaker including versions of Lorem Ipsum.

VICTORA AUTO PARTS

Victora Auto Parts Pvt. Ltd holds a position of unchallenged market leadership in the manufacture of
world-class exhaust rod hangers for numerous automobile industry majors in India. Its well-equipped
manufacturing plant features the latest machinery required to churn out products of extreme precision
and quality in line with high-end customer specifications.

Future Plans
Some major factors that have contributed to the company's remarkable growth over the decades are
its pragmatic approach towards changing times and embracing the latest technology, finding the
newest means to maximize productivity and scale overall capabilities whilst maintaining impeccable
production and delivery standards. Some of the current initiatives in the pipeline aimed at achieving
these objectives include:
A sprawling new production facility at Faridabad, NCR of 60000 Sq. Feet Covered Area is under
construction. It is expected to be ready by March- 2014. 1000 Ton--- 400 Ton---- 600 Ton---- 400
Ton
All the presses are planned with two-moving Bolsters (Center to Right & Center to Left)
 Lead press 1000 ton is with Link Motion drive to handle Deep Draw and High Tensile Parts.
Maximum Die Height of 1150 mm and Minimum Die height of 650 mm (Suitable for tools with
both 800 and 1100 mm Die height)
Bolster Size: 3200 x 2200 mm (LR x FB).
We have product warehouses in USA, Germany and Czech Republic. We plan to open another
high capacity warehouse in Thailand.

OUR MISSION
 We strive to be the strongest & most respected engineering company in the country.
 We will achieve this by clearly positioning ourselves in a competitive environment; enhance our
brand equity through international quality products, market leadership, enlarged customer base,
better-cost controls and pricing opportunities.
 We feel responsible to our employees. We must respect their dignity and recognize their merit.
 Each one of us must uphold the core value of professionalism, commitment and integrity in
keeping with the highest traditions of the company.
 As responsible Corporate Citizens, we must not only encourage civic improvements, better health
and education, but also protect our environment and natural resources.
 Our final responsibility is to our stakeholders.
 Business must make a sound profit and thus be investor attractive. We must experiment with new
ideas, new facilities and new products.
 When we operate on these principles, the stakeholders should realize a fair return.

COMPANY VIEW
We are confident that these businesses will gain momentum as the infrastructure and automobile
sectors are moving in the fast lane. The rural development and healthcare programmes initiated by the
company are excellent examples of our commitment to play the role of an enlightened corporate
citizen.

We are confident that our committed workforce will carve the road to success by exceeding our
customers' expectations. The future belongs to us because we believe in our ability to shape it.
Finally, I wish to express my sincere appreciation to our eminent Board of Directors, esteemed
shareholders and other stakeholders who have reposed trust and confidence in management.

PRODUCTS:
CLIENTS:
To achieve the above objectives, we consider our employees as our biggest strength. One of the
strongest motivating force in VTE is "satisfied customers". We believe our prosperity is directly
linked with the prosperity of our customers. Mutual trust, healthy relationship, innovative
technologies, quality products and services are the corner stones of our commitment to our customers.
Among our customers are:

Maruti Suzuki India Ltd

Schindler India Pvt Ltd

Ericsson

Sona Koyo Steering Ltd

Denso India Ltd

Sharda Motor Industries Ltd

Rane NSK Steering Systems Limited

Satyam Auto Components Ltd.

(A Hero Group Company)
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Employee satisfaction is measured as an individual’s general attitude towards his or her job.
A person’s job is more than just the obvious activities of shuffling papers, writing programming code,
waiting on customers, or driving a truck.
Jobs require interaction with co-workers and bosses, following organizational rules &policies,
meeting performance standards, living with working conditions that are often less than ideal, and the
like.
This means that an employee’s assessment of how satisfied or dissatisfied he or she is with his or her
job is a complex summation of a number of discrete job elements.
The two most widely used approaches to measure satisfaction level are:
 Single Global Rating
 Summation score
The single global rating method is nothing more than asking individuals to respond to one question
such as “All things considered, how satisfied are you with your job?”
The respondents then reply by circling a number between one and five that corresponds to the answer
from “Highly satisfied” to “Highly dissatisfied”.

The summation score method is more sophisticated. It identifies key elements in a job and asks for
the employee’s feelings about each. Typical factors that would be included are the nature of the work,
supervision, present pay, promotion opportunities, and relations with co-workers. These factors are
rated on a standardized scale and then added up to create an overall job satisfaction score.

Comparison of one-question global ratings with the more lengthy summation of job factors method
indicates that the former is essentially valid as the later. The best explanation for this outcome is that
the concept of employee.
 Chapter 2
Review of Literature
 CHAPTER 2: REVIEW OF LITERATURE

HISTORY OF EMPLOYEE SATISFACTION

The assessment of job satisfaction through employee anonymous surveys became commonplace in
the 1930s. Although prior to that time there was the beginning of interest in employee attitudes, there
were only a handful of studies published.

Latham & Budworth note that Uhrbrock in 1934 was one of the first psychologists to use the
newly developed attitude measurement techniques to assess factory workers attitude. They also note
that in 1935 Hoppock conducted a study that focused explicitly on employee satisfaction that is
affected by both the nature of the job and relationships with coworkers and supervisors.

MANAGING EMPLOYEE SATISFACTION

Increasing employee satisfaction is important for its humanitarian value and for its financial benefit.
As early as1918, Edward Thorn Dike explored the relationship between work and satisfaction in the
journal of Applied Psychology.
Employees with higher job satisfaction:
 Believe that the organization will be satisfying in the long run.
 Care about the quality of their work
 Are more committed to the organization
 Have higher retention rates
 Are more productive

SEVEN FACTORS TO INCREASE EMPLOYEE SATISFACTION

1. CONSISTENT VALUES:- In some organizations, employees observe that core values
appear to be abandoned when the economy is poor. Leadership values seemed to apply in
good times, but to dwindle or even disappear. This organisation, however, held tightly to its
core values as the economy turned.

2. LONG TERM FOCUS:- This company clearly saw the recession as a temporary problem,
and maintained its focus on the long term objectives. Employees don’t mind going through
difficult times when they believe there is a brighter future ahead.
 3. LOCAL LEADERSHIP:-Company recognized that the major source of satisfaction or
dissatisfaction came from what happen in each work group. Every manager and supervisor
received a clear assessment of the satisfaction of their employees.

4. CONTINUES COMMUNICATION:-People tend to communicate less during bad time.

This company increased its efforts to communicate and share important information. If there
was no good news to share, they would share the reality of their current situation.

5. COLLABORATION:- Groups made significant improvements in their ability to share

resources and work together. This reduced cost and increased efficiency.

6. OPPORTUNITIES FOR DEVELOPMENT:- Because the pace of work was slower, people
had the opportunity to learn new skills and develop new capabilities. They also increased
formal training.

7. SPEED AND AGILITY:- With less budget, everyone saw the need to move quickly and take
advantage of opportunities in the market place. Speed of decisions was emphasized.

FACTORS INFUENCING EMPLOYEE SATISFACTION

1. OPPORTUNITY
Employees are more satisfied when they have challenging opportunities at work. This includes
chances to participate in interesting projects, Jobs with a satisfying degree of challenge and
opportunities for increased responsibility. Important: this is not simply "Promotional Opportunity”.
Employees have found challenge through projects, team, leadership, special assignments- as well as
promotions.
Actions:
 Promote from within when possible.
 Reward promising employees with roles on interesting projects.
 Divide jobs into levels of increasing leadership and responsibility.
2. STRESS
When negative stress is continuously high, job satisfaction is low. Jobs are more stressful if they
interfere with employees personal lives on are a continuing source of worry for concern.
Actions:
 Promote balance of work and personal lives.
 Make sure that senior managers model this behavior.
 Distribute work evenly within work teams.
 Review work procedures to remove unnecessary "red tape" or bureaucracy.
  Manage the number of interruptions employees have to endure while doing their jobs.
 Some organizations utilize exercise or "fun" breaks at work
3. LEADERSHIP
Employees are more satisfied when their managers are good leaders. This includes motivating
employees to do a good job, striving for excellence or just taking action.
Actions:
 Make sure your managers are well trained. Leadership combines attitudes and behavior. It can
be learned.
 People respond to managers that they can trust and who inspire them to achieve meaningful
goals.
4. WORK STANDARDS
Employees are more satisfied when their entire workgroups takes pride in the quality of its work.
Actions:
 Encourage communication between employees and customers. Quality gains importance when
employees see its impact on customers.
 Develop meaningful measures of Quality. Celebrate achievements in quality.

5. FAIR REWARDS
Employees are more satisfied when they feel they are rewarded for the work they do. Consider
employee’s responsibilities, the effort they have put forth, the work they have done well and the
demands of their jobs.
Actions:
 Make sure rewards are for genuine contributions to the organization.
 Be consistent in your reward policies.
 If your wages are competitive, make sure employees know this.
 Rewards can includes a variety of benefits and perks other than money.
6. ADEQUATE AUTHORITY
Employees are more satisfied when they have adequate authority to do their jobs.
Actions:
 Let employees make decisions.
 Allow employees to have input on decision that will affect them.
 Establish work goals but let employees determine how they will achieve those goals. Later
reviews may identify innovative "best practices.
SIGNIFICANCE OF EMPLOYEE SATISFACTION
A review of the evidence has identified our factors conductive to high levels of employee’s
job satisfaction, mentally challenging work, equitable rewards colleagues. Importantly each of these
factors is controllable by managing.
MENTALLY CHALLENGING WORK
People prefer jobs that give them opportunities to use their skills and abilities and offer a variety of
tasks, freedom and feedback on how well they’re doing. These characteristics make-work mentally
challenging.

EQUITABLE REWARDS
Employees want pay systems and promotion policies that they perceive as being just, unambiguous,
and in line with their expectations. When pay is seen, as fair based on job demands, individual skill
level, and community pay standards, satisfaction is likely to result. Similarly, employees seek fair
promotion and practices. Promotion provides opportunity for personal growth, more responsibilities,
and increased social status. Individuals who perceive that promotion decisions are made in fair and
just manner, therefore, are likely to experience satisfaction from their jobs.
Employees are concerned with their work environment for both personal comfort and facilitating
doing a good job. Studies demonstrate take employees prefer physical surroundings that are not
dangerous or uncomfortable. In addition, most employees prefer working relative close to home, in
clean and relatively modern facilities, and with adequate tools and equipment.

SUPPORTIVE COLLEAGUES
People get more out of work than merely money or tangible achievements. For most employees, work
also fills the need for social interaction. Not surprisingly, therefore, having friendly and supportive
co-workers leads to increased job satisfaction. The behavior of one’s boss is also a major determinant
of satisfaction. Studies generally find that employee satisfaction is increased

When the immediate supervisor understands and friendly, offer praise for good performance, listen to
employees’ opinions, and shows a personal interests in them.
The notion that managers and organizations can control the level of employee job satisfaction is
inherently attractive. It fits nicely with the view that managers directly influence organizational
process outcomes. Unfortunately there is a growing body if evidence that challenges the notion that
managers control the factors that influence employee job satisfaction. The only place where
managers will have any significant influence will be through their control of selection process.
How Satisfied Are People In Their Jobs At Victoria Tools Pvt. Ltd.?

Are most people satisfied with their jobs? The answer seems to be a qualified “yes” in most of the
developed countries. In spite of general positive results, recent trends are not encouraging. The
evidence indicates a marked decline in job satisfaction since the early 1990’s.

What Factors might explain this recent drop in job satisfaction? Experts suggest it might be due to
employer’s efforts at trying to increase productivity through heavier employee workloads and tighter
deadlines. Another contributing factor may be a feeling, increasingly reported by workers, that they
have less control over their work.
Apparently even economic prosperity doesn’t necessarily translate into higher job satisfaction.

What factors might explain this recent drop in satisfaction level? Experts suggest it might be due to
employer’s efforts at trying to increase productivity through heavier employee workloads and tighter
deadlines. Another contributing factor may be a feeling increasingly reported by the workers, that
they have less control over work. While it is possible that higher pay alone translates into higher job
satisfaction, an alternative explanation is that higher pay is reflecting different types of jobs. Higher
paying –jobs generally require higher skills, give incumbents greater responsibilities are more
stimulating and provide more challenges, and allow workers more control. So it may be that the
report of higher job satisfaction among better-paid workers reflects the greater challenge and freedom
they have in their job rather than the pay itself.

HOW PEOPLE CAN EXPRESS DISSATISFACTION

Employee dissatisfaction can be expressed in a number in a number of ways. For example, rather than
quit, employees can complain, be insubordinate, steal organizational property, or shirk a part of their
work responsibilities. The figure below offers four responses that differ from one another along two
dimensions: constructive/destructive and active/passive.
They are defined as follows:
 Exit: Behavior directed toward leaving the organization, including looking for a new position
as well as resigning.

 Voice: Actively & constructively attempting to improve conditions including suggesting

improvements, discussing problems with superiors, &some forms of union activity.
 Loyalty: Passively optimistically waiting for conditions to improve, including speaking up for
the organization in the face of external criticism and trusting the organization and its management
to “do the right thing”.

 Neglect: Passively allowing conditions to worsen, including chronic absenteeism, reduced

effort, and increased error rate.

Exit and neglect behaviors’ encompass our performance variables –productivity, absenteeism, and
turnover. But this model expands employee response to include voice and loyalty- constructive
behaviors that allow individuals to tolerate unpleasant situations or to revive satisfactory working
conditions. It helps us to understand situations such as those sometimes found among unionized
workers, for whom low job satisfaction is coupled with low turnover. Union members often express
dissatisfaction through the grievance procedure or through formal contract negotiations. These voice
mechanisms allow union members to continue their jobs while convincing themselves that they are
acting to improve the situation.

SAFETY POLICY OF VICTORIA PVT.LTD

 Adopt optimum safety systems

 Train associates and create awareness
 Prevent personal and equipment loss
 Eco-friendly production activities

POLLUTION CONTROL MEASURES

The company has installed an effluent treatment plant based on the zero discharge concepts. This
enables Victoria Tools to reuse the entire discharge of water for boiler and gardening purposes. This is
a major contribution of Victoria Tools towards environmental pollution reduction and conservation.
The other major pollutants produced are sulphur, carbon powder and pigments in the Banbury
section. To create a carbon free atmosphere the company has installed automatic Banbury’s coupled
with appropriate ventilation systems. Pollutants are also generated from the electric generators and
the boiler house. The boilers use Residual Fuel Oil (RFO) and the generators run on diesel as well as
RFO.
The flue gases generated by the burning of RFO as also RFO are both potential pollutants. The flue
gases generated by the burning of RFO as well as diesel are released through chimneys into the
atmosphere. The chimneys are fitted with Oxygen detectors, which transmit information about the
Oxygen content of the exhaust gases to automated valves. These valves in turn, control ration the air
to fuel in order to maintain a low level of pollution.

IMPORTANCE TO WORKER AND ORGANIZATION

Job satisfaction and occupational success are major factors in personal satisfaction, self-respect, self-
esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that
can often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible,
innovative, and loyal.
For the organization, job satisfaction of its workers means a work force that is motivated and
committed to high quality performance. Increased productivity- the quantity and quality of output per
hour worked- seems to be a byproduct of improved quality of working life. It is important to note that
the literature on the relationship between job satisfaction and productivity is neither conclusive nor
consistent.
However, studies dating back to Herzberg’s (1957) have shown at least low correlation
between high morale and high productivity and it does seem logical that more satisfied workers will
tend to add more value to an organization.
Unhappy employees, who are motivated by fear of loss of job, will not give 100 percent of
their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and also as
soon as the threat is lifted performance will decline.
Job satisfaction benefits the organization includes reduction in complaints and grievances,
absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job
satisfaction is also linked with a healthier work force and has been found to be a good indicator of
longevity.
Although only little correlation has been found between job satisfaction and productivity,
Brown (1996) notes that some employers have found that satisfying or delighting employees is a
prerequisite to satisfying or delighting customers, thus protecting the “bottom line”.

WORKERS ROLE IN JOB SATISFACTION

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own
satisfaction and well being on the job. The following suggestions can help a worker find personal job
satisfaction: Seek opportunities to demonstrate skills and talents. This often leads to more challenging
work and greater responsibilities, with attendant increases in pay and other recognition.
Develop excellent communication skills. Employer’s value and rewards excellent reading, listening,
writing and speaking skills.

Know more. Acquire new job related knowledge that helps you to perform tasks more efficiently and
effectively. This will relive boredom and often gets one noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often
results in recognition as well as in increased responsibilities and rewards.
Develop teamwork and people skills. A large part of job success is the ability to work well with others
to get the job done.
Accept the diversity in people. Accept people with their differences and their imperfections and learn
how to give and receive criticism constructively.
See the value in your work. Appreciating the significance of what one does can lead to satisfaction
with the work itself. This help to give meaning to one’s existence, thus playing a vital role in job
satisfaction.
Learn to de-stress. Plan to avoid burn out by developing healthy stress management techniques.

FACTORS OF JOB SATISFACTION

Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major components
of job satisfaction. These are as under:

 The way the individual reacts to unpleasant situations,

 The facility with which he adjusted himself with other person
 The relative status in the social and economic group with which he identifies himself
 The nature of work in relation to abilities, interest and preparation of worker
 Security
 Loyalty
Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and listed various
job factors of job satisfaction. These are briefly defined one by one as follows:
1. Intrinsic aspect of job
It includes all of the many aspects of the work, which would tend to be constant for the work
regardless of where the work was performed.
2. Supervision
This aspect of job satisfaction pertains to relationship of worker with his immediate superiors.
Supervision, as a factor, generally influences job satisfaction.
3. Working conditions
 This includes those physical aspects of environment which are not necessary a part of the work.
Hours are included this factor because it is primarily a function of organization, affecting the
individuals comfort and convenience in much the same way as other physical working conditions.
4. Wage and salaries
This factor includes all aspect of job involving present monitory remuneration for work done.

5. Opportunities for advancement

It includes all aspect of job which individual sees as potential sources of betterment of economic
position, organizational status or professional experience.
6. Security
It is defined to include that feature of job situation, which leads to assurance for continued
employment, either within the same company or within same type of work profession.
7. Company & management
It includes the aspect of worker’s immediate situation, which is a function of organizational
administration and policy. It also involves the relationship of employee with all company
superiors above level of immediate supervision.
8. Social aspect of job
It includes relationship of worker with the employees specially those employees at same or nearly
same level within the organization.
9. Communication
It includes job situation, which involves spreading the information in any direction within the
organization. Terms such as information of employee’s status, information on new developments,
information on company line of authority, suggestion system, etc, are used in literature to
represent this factor.
10. Benefits
It includes those special phases of company policy, which attempts to prepare the worker for
emergencies, illness, old age, also. Company allowances for holidays, leaves and vacations are
included within this factor.

REASONS OF LOW JOB SATISFACTION

Reasons why employees may not be completely satisfied with their jobs:
1. Conflict between co-workers.
2. Conflict between supervisors.
3. Not being opportunity paid for what they do.
4. Have little or no say in decision making that affect employees.
 5. Fear of losing their job.

TWO FACTOR THEORY (Motivator or Hygiene theory)

This theory states that satisfaction and dissatisfaction are driven by different factors – motivation and
hygiene factors, respectively. An employee’s motivation to work is continually
Related to job satisfaction of a subordinate. Motivation can be seen as an inner force that drives
individuals to attain personal and organizational goals (Hoskinsons, Porter & Wrench)

Motivating factor are those aspects of the job that make people want to perform, and provide with
satisfaction, for example achievement in work, recognition, promotion opportunities.
These motivating factors are considered to be intrinsic to the job, or the work carried out

Hygiene factors include aspects of the working environment such as pay, company policies,
supervisory practices, and other working conditions.

While Herzberg’s model has stimulated much research, researchers have been unable to reliably
empirically prove the model, with Hackman & Oldham suggesting that Herzberg’s original
formulation of the model may have been a methodological artifact.
Furthermore, the theory does not consider individual differences, conversely predicting all employees
will react in an identical manner to changes in motivating/hygiene factors.
 Chapter 3
Research Methodology
 Chapter 3: Research Methodology

Methodology refers to the method adopted for collection of information, which forms the basis of
written report.
I have collected data from primary sources. The mode of collection was through a questionnaire.
For questionnaire construction following points was considered:
 Needed Information
 Questionnaire types
 Questionnaire structure
 Types of Questions
 Form and layout of questionnaire
 Final questionnaire preparation

1. Needed information: Keeping in consideration the objectives of study a questionnaire was framed
by developing a series of questions that would elicit the information needed for the proposed analysis.
2. Questionnaire types: Questionnaire was used for personal interview since fast desired response
could be gathered for drawing the information.
3. Questionnaire structure: Structures of individual questions were framed with respect to
objectives of analysis as well as considering whether the respondents have the information needed
and the will to give the information.
4. Types of questions: Efforts were put to use mainly multiple-choice questions for collecting the
information, as they consume less time & effort to respond and also simplify tabulation and analysis
process.
5. Determining form and layout: Form and layout of the questionnaire considering the acceptations
of the questionnaire by respondents, easy to handle.

OBJECTIVES OF THE STUDY

Following are the main objectives of Employee Satisfaction:
 To identify the adequate material and equipment for doing job correctly.
 To check working condition of the employees.
 To check the personal and work related problems
 To evaluate the satisfaction level of employees with the welfare facilities.
SCOPE OF THE STUDY
This study emphasis in the following steps:-

To identify the employees level of satisfaction upon that job.

This study is helpful to the organizations for conducting research.
It is helpful to identify the employees’ level of satisfaction towards welfare measures.
This study is helpful to the organizations for identifying the area of dissatisfaction of job of
the employees.
This study helps to make a managerial decision to the company.

SAMPLING PLAN
It involves decisions regarding:
1. Sampling Unit- (who are to be surveyed?) the sampling unit for this project consists Managers,
Supervisors, &Workers of the company. Primary information has been collected from people who
regularly use electronic equipment.
2. Sample Size- (how many should be surveyed?) It includes the number of sampling unit selected
from the population for investigation. The sample size must be optimum or adequate. If the sample
size is small it may not appropriately represent the population.
Too large sample would be costly in terms of money &time. The optimum sampling size would
fulfill the requirements of efficiency, representative ness, reliability, and flexibility. The sample size is
taken of 40 employees. It is because of the shortage of time & their busy schedule.

RESEARCH DESIGN:

This is a diagnostic type of research. Survey method is adopted using questionnaire with appropriate
scaling techniques. The survey was done on two grades of employees dealing with the general
administration of the organization. These two grades are:
1. Managers
2. Supervisors
Questionnaire method has been adopted to collect primary data. The questionnaire for conducting the
research process has the following features:
Close ended: The questionnaire prepared is close ended so that the employees will be comfortable
enough to provide the precise information as required. The close-ended question gave the five degree
freedom for expressing their satisfaction or consent over a particular question expressed numerically
as 1, 2,3,4,5.
1: corresponds to Strongly Disagree
2: corresponds to Disagree
3: corresponds to Neither agree nor disagree
4: corresponds to Agree
5: corresponds to Strongly Agree

ADVANTAGES
The advantages of using the questionnaire for collecting the information are:
(a) Versatility: Questionnaire are versatile in nature as every human resource problem involves
people as ideas relative to the problem and its solution can be obtained by asking these people about
the problem.

(b) Speed & cost: Questionnaire is usually faster and cheaper in collecting the data as compared with
other primary data collection methods like Observation. This is because in questionnaire one can
receive information unlike observation where the observer has to wait for the event to occur.

LIMITATIONS OF THE STUDY

The limitations of the questionnaire method include:
1. Inability of respondents to provide information – Many persons are unable to give accurate
information on questions asked by the marketing interviewer because either they are unable to
remember facts desired or they have never known the facts.
2. Influence of the questioning process – The situation in which a person is questioned about routine
actions is an artificial one at best. As a result, respondents may furnish reports quite different from the
facts.
3. Unwillingness of the respondent to provide information- Most respondents refuse to spare the
time to be interviewed or will refuse to answer some specific questions e.g. personal questions like
regarding income, etc are frequently met with refusals.
 Chapter 4
Data analysis & Interpretation
 Chapter 4: Data analysis & interpretation
Ques.1 Do you have adequate material and equipment to do your job correctly?
Table 4.1: Adequate Equipments
Particulars No. Of respondents Percentage
Always 2 5%
Most of the times 16 40%
Sometimes 9 22%
Never 13 33%
Total 40 100%

Graph 4.1: Adequate Equipments

INTERPRETATION
From the graph it is viewed that 5% of them have always adequate material and equipment, 40% of
them have most of the time adequate material & equipment, 22% of them have sometimes adequate
material, 33% of them have never sufficient material to do job correctly.
Ques.2 Do you receive recognition for work well done?
Table 4.2: Recognition

NO. OF
PARTICULARS RESPONDENTS PERCENTAGE
ALWAYS 20 50%
MOST OF THE TIMES 5 11%
SOMETIMES 1 3%

NEVER 14 36%

TOTAL 40 100%

Graph 4.2:
Recognition

INTERPRETATION
From the Table, it is analyzed that 50% of the employees always receive recognition, 11% of them
most of the time receive recognition, 3% of them sometimes receive recognition, 36% of them never
receive recognition..
Ques.3 How much percentage of employees satisfied with the company policies?
Table 4.3: Employee Satisfaction with company policies

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

YES 36 90%

NO 4 10%

TOTAL 40 100%

Graph 4.3: Employee Satisfaction with company policies

INTERPRETATION
From the above Table and graph, it is analyzed that 90% of the employees are satisfied with the
company policy and only 10% are not satisfied with the company policy.
Thus it can be concluded that most of the employees are fully satisfied with the company policies.
Ques.4 Do you think that employees are satisfied from their job?
Table 4.4: Employee Satisfaction with job
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

YES 34 85%

NO 6 15%

TOTAL 40 100%

Graph 4.4: Employee Satisfaction with job

INTERPRETATION
From the Table 4.4 and graph, it reveals that 85% of employees are satisfied from the job and only
15% of the employees are not satisfied from the job.
Ques.5 Do you discuss your personal & work related problem
Table 4.5: Employee Satisfaction with job

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

ALWAYS 1 5%

NEVER 12 30%

SOMETIMES 26 65%

TOTAL 40 100%

Graph 4.5: Personal & Work Related Problem

INTERPRETATION
From the above Table and graph, it is highlighted that 65% of the employees sometimes discus their
problem, 30% of the employees never discuss their problem, and only 5% of the employees were
always discuss their problem.
Hence, the organization should also give priority for discussing their work related problems which
can enhance the intrapersonal activities.
Ques.6: Are you satisfied with restroom/locker facilities & other welfare facilities?
Table 4.6: Satisfaction with Restroom Facilities

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

STRONGLY SATISFIED 4 17%
SATISFIED 0 0%
DISSATISFIED 28 48%
STRONGLY DISSATISFIED 8 35%
TOTAL 40 100%

Graph 4.6: Satisfaction with Restroom Facilities

INTERPRETATION
From the above graph and Table it reveals that 17% of employees were strongly satisfied, 0% of the
employees were satisfied, 48% of employees were dissatisfied, 35% of employees were strongly
dissatisfied with the welfare activities provided by the company.
Ques.7 Are the employees satisfied with the working environment?
Table 4.7: Satisfaction with Working Environment
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

YES 38 95%

NO 12 5%

TOTAL 40 100%

Graph 4.7: Satisfaction with Working Environment

INTERPRETATION
From the above Table and graph, it can be viewed that 95% of the employees are satisfied, and only
5% are not satisfied with the working environment.
Ques.8 Do you aware of your various organization’s initiatives?
Table 4.8: Awareness of Organisation’s Initiatives

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

YES 36 90%

NO 4 10%

TOTAL 40 100%

Graph 4.8: Awareness of Organisation’s Initiatives

INTERPRETATION
From the above Table and graph, it is analyzed that 90% of the employees are aware with the
organization’s initiative and only 10% are not aware with the organization’s initiative.
Thus it can be concluded that most of the employees are fully aware with the organization’s initiative.
Ques.9 Do you agree that your unit is a place to work?
Table 4.9: Place to Work
NO. OF
PARTICULARS RESPONDENTS PERCENTAGE

STRONGLY AGREE 4 10%

AGREE 1 3%
NIETHER AGREE NOR
DISAGREE 4 10%
DISAGREE 8 20%

STRONGLY DISAGREE 23 57%

TOTAL 40 100%

Graph 4.9: Place to Work

INTERPRETATION
The above graph reveals that 10% employees strongly agree, 3% employees are agree, 10%
employees are neither agree nor disagree, 20% employees are disagree, 57% employees are strongly
disagree that their unit is a place to work.
Ques.10 Do you improved over the last three months?
Table 4.10: Improvement over last 3 month

Particulars No. of respondents Percentage

Strongly Agree 1 3%
Agree 16 40%

Neither Agree Nor Disagree 4 10%

Disagree 0 0%

Strongly Disagree 19 47%

Total 40 100%

Table 4.10: Improvement over last 3 month

INTERPRETATION
From the above Table it reveals that, 40% of employees are agree, 10% employees are neither agree
nor disagree, 3% employees are strongly agree, 47% employees are strongly disagree with their
improvement.
Ques.11 Do you receive feedback for your work?
Table 4.11: Feedback of Work

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

ALWAYS 6 15%
MOST OF THE TIMES 2 5%
SOMETIMES 18 45%
NEVER 14 35%
TOTAL 40 100%

Graph 4.11: Feedback of Work

INTERPRETATION
From the Table11, it is highlighted, 15% of the employees are always receiving feedback, 5% of
employees are most of the time, 45% of employees are sometimes, 35% of them are never receive
feedback.
 Chapter 5
Recommendations & Suggestions
 Chapter 5: Recommendations & Suggestions
 Giving recommendations to a company like VICTORIA TOOLS PVT. LTD. is like showing
light to the sun, but still here is a sincere effort to throw light on some issues, which could not
catch the sight of VICTORIA TOOLS PVT. LTD. officials.

 50% of the Employees are not satisfied with the benefits provided by the company, so as to
motivate them the company can offer benefits such as picnic for the employees, dinner for the
family, birthday dinner for two etc.

 Non-monetary benefits could also help to motivate the employees such as awards for the
employee of the month. An employee bulletin board could also be put up; a letter of

Appreciation from the immediate boss of the employee or department head could be

 It was observed that 37% of the employees are not satisfied with the teamwork. They should
be told that teamwork would help in achieving the targets successfully. So it should be greatly
taken care of.

 38% of the Employees are not satisfied with the adequate feedback received by the Managers.
Employees must be informed regularly regarding their job performance, their success and
failure.
Chapter 6
Conclusion
 Chapter 6: Conclusion
The employer employee relations are cordial in VICTORA TOOS PVT. LTD.

 Measures for training, development, safety of the employees and environmental awareness are
given top priority by the management.

 In view of the above findings and analysis the report reveals that the management and employee
must work hand in hand together.

 The percentage of satisfied employees through exceeds the percentage of dissatisfied employees
but for the further development of the company employee satisfaction must be given most
priority.

 Good management is the solution to every problem and good management means working in
partnership with the employees
Annexure
 Bibliography
BOOKS
 Aswathappa. K, Human Resource and Personnel Management Text and cases, Tata Mc Graw Hill,
2002, New Delhi.
 Aswathappa. K, Human Resource and Personnel Management, Tata Mc Graw Hill, 1999, New
Delhi.
 Bhattacharya K.R. Deepak, HRM ,Excel Books, 2002
 Chandan J.S., Management Concept & Strength, Vikas Publishing House Pvt ltd,2003
 Gantt, H. L. (1911) Work, wages, and profits. New York: Engineering Magazine Company.
 Gary Dessler, Framework for Human Resource Management, Prentice Hall, Tenth Edition 2005
New Delhi.
 Gary Dessler, Human Resource Management, Prentice Hall, Tenth Edition 2004, New Delhi.
 Ghanekar Dr. Anjali, Human Resource Management, Everest Publishing House, HRM 2003
 Human Resource and Personal Management, Tata McGraw Hill, 2000.
 Human Resources – A Relook to the Workplace – Dr. K.K. Chaudhri.
 Human Resources Management – Carter McNamara
 Rao VSP, Managing People, Excel Books, 2002
 Workplace (Health Safety and Welfare) Regulations 1992; Approved Code of Practice; ref L24;
HSE Books.

Websites:
www.victoriatool.com
www.google.com
www.gallop.com
www.wikipedia.com
 Questionnaire
Name: _____________________________
Age : _____
Occupation
o Service
o Profession
o Business
o Others

EMPLOYEE SATISFACTION QUESTIONNAIRE

1. Do you have adequate material and equipment to do your job correctly?

Always
Most of the times
Sometimes
Never

2. Do you receive recognition for work well done?

Always
Most of the times
sometimes
Never

3. Is there anyone who encourages you at your development?

Yes
No

4. Do you think that employees are satisfied from their job?

Yes
No

5. Do you discuss your personal &work related problems?

Always
Sometimes
Never

6. Are you satisfied with restroom/locker facilities & other welfare facilities?

Strongly satisfied
Satisfied
Dissatisfied
Strongly dissatisfied

7. Are the employees satisfied with working environment?

Yes
No

8. Do you aware of your various organization’s initiatives?

Yes
No

9. Are you agree that your unit is a place to work?

Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
10. Do you improved over the last three months?

Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree

11. Do you receive feedback for your work?

Always
Most of the time
Sometimes
Never
 List of Tables

S. No. Name Page No.

Table 4.1 Adequate Equipments
Table 4.2 Recognition
Table 4.3 Employee Satisfaction with company policies
Table 4.4 Employee Satisfaction with job
Table 4.5 Employee Satisfaction with job
Table 4.6 Satisfaction with Restroom Facilities
Table 4.7 Satisfaction with Working Environment
Table 4.8 Awareness of Organisation’s Initiatives
Table 4.9 Place to Work
Table 4.10 Improvement over last 3 month
Table 4.11 Feedback of Work
 List of Graphs

S. No. Name Page No.

Graph 4.1 Adequate Equipments
Graph 4.2 Recognition
Graph 4.3 Employee Satisfaction with company policies
Graph 4.4 Employee Satisfaction with job
Graph 4.5 Employee Satisfaction with job
Graph 4.6 Satisfaction with Restroom Facilities
Graph 4.7 Satisfaction with Working Environment
Graph 4.8 Awareness of Organisation’s Initiatives
Graph 4.9 Place to Work
Graph 4.10 Improvement over last 3 month
Graph 4.11 Feedback of Work