TABLE OF CONTENTS

S.N. Contents Page No.

1 Introduction of Project 6-20

2 Company Profile 21-28

3 Review of Literature 22-32

4 Objectives 33-34

5 Research Methodology 35-39

6 Data Analysis & Interpretation 40-64

7 Findings & Suggestions 65-68

8 Limitations 69-70

9 Conclusion 71-72

10 References 73-74

Annexure
11 75-80
Questionnaire
 CHAPTER-I

INTRODUCTION OF PROJECT

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INTRODUCTION:

Employee satisfaction is the terminology used to describe whether employees are happy
and contented and fulfilling their desires and needs at work. Many measures purport that
employee satisfaction is a factor in employee motivation, employee goal achievement,
and positive employee morale in the workplace.

Employee satisfaction, while generally a positive in your organization, can also be a

downer if mediocre employees stay because they are satisfied with your work
environment.

Factors contributing to employee satisfaction include treating employees with respect,

providing regular employee recognition, empowering employees, offering above
industry-average benefits and compensation, providing employee perks and company
activities, and positive management within a success framework of goals, measurements,
and expectations.
Employee satisfaction is often measured by anonymous employee satisfaction surveys
administered periodically that gauge employee satisfaction. (I do not support these.)
Employee satisfaction is looked at in areas such as:
 management,
 understanding of mission and vision,
 empowerment,
 teamwork,
 communication, and
 co-worker interaction.

The facets of employee satisfaction measured vary from company to company.

A second method used to measure employee satisfaction is meeting with small groups of
employees and asking the same questions verbally. Depending on the culture of the

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company, either method can contribute knowledge about employee satisfaction to
managers and employees.
Employee satisfaction or Employee satisfaction is, quite simply, how content or satisfied
employees are with their jobs. Employee satisfaction is typically measured using an
employee satisfaction survey. These surveys address topics such as compensation,
workload, perceptions of management, flexibility, teamwork, resources, etc.

These things are all important to companies who want to keep their employees happy and
reduce turnover, but employee satisfaction is only a part of the overall solution. In fact,
for some organizations, satisfied employees are people the organization might be better
off without.

Employee satisfaction and employee engagement are similar concepts on the surface, and
many people use these terms interchangeably. Employee satisfaction covers the basic
concerns and needs of employees. It is a good starting point, but it usually stops short of
what really matters.

No company cannot achieve its goals if it does not have the right set of employees. The
employees in a company largely determine the success of the company. This is the reason
why companies put in extensive efforts in choosing candidates for their company. Most of
the times, skills and knowledge of the employee is considered to gauge his performance
in the company. One factor that is being overlooked by most of the company owners is
employee satisfaction.

Various surveys and researches have shown that employee satisfaction plays a pivotal
role in performance of the candidate. If any company wants to draw out the best from its
employees then it should provide best means to satisfy the need and requirements of its
customers. Before one can know various ways to facilitate employee satisfaction, it is
essential to understand what does it actually mean.

Definition of Employee Satisfaction

Employee satisfaction is the term used to describe a situation when employees are
satisfied and contented with his Employee and the office environment.

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Importance of Employee Satisfaction

Employee Satisfaction is of utmost importance in any organization be it small or large.

Thinking that employee satisfaction is important only for the employee then it is not right.
It is equally important for the organization for which the employee is working as well.
The following points will show the importance of employee satisfaction easily.

• In light of the organization:

1. It enhances employee retention and the company does not need to train employees
repeatedly.
2. The overall productivity of the company is increased and it assists in achieving the
goals of the company.
3. When employees are satisfied with their Employeethey deal with customers in a better
manner and thus customer satisfaction is achieved to great extent.
4. It helps the company in getting better services and products from its employees.
5. Money spent on training new candidates and recruitment of new candidates can be
saved extensively.

• In light of the employee:

1. When the employee gets satisfactory services from the company initially, he tends to
believe that same treatment would be offered in long run.
2. Employee would start taking interest in his work instead of worrying about other
issues.
3. The employee starts feeling a sense of responsibility towards the organisation.
4. He deals with customers in a better way and builds strong relations with them.
5. They would try to produce better results in order to get appreciation from the company.

Factors Influencing Employee Satisfaction

Various factors exist in an organisation that contributes to area of employee satisfaction.
Following are listed factors affecting employee satisfaction. They are:
• The brand name of the organisation is of utmost importance to the employees and it is
considered when employee satisfaction is considered.
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• The aims and objectives of the organisation where an employee works are likely to
affect employee satisfaction.
• Salary and wage is one of the most important factors behind employee satisfaction. The
salary should always be in accordance to the position of the employee in the company.
• Rewards and penalties are other important things that affect level of satisfaction of an
employee in his job.
• The kind of treatment given by the supervisor to the employee largely determines his
satisfaction level. It is always desired to treat employees in a good manner.
• Working methods of the organisation determines the satisfactory level of an employee.
It is true that every organisation has its own working methods but some freedom should
also be given to the employees.
• It is essential to check that the personality of the employee matches the type of
Employee being allotted to him.
• Expectations of the employee should also be in accordance to the level of organisation
in which he or she is working.

Improving Employee Satisfaction

If some organisation does not see employee satisfaction amongst its employees then there
is nothing to be worried about. By following some steps, the organisation can improve
employee satisfaction. One of the best possible ways is to conduct a feedback program.
During this program, the organisation should take feedback from the employees so that
they can know what the requirements of the employees are and what exactly they are
getting in the organisation.
Conclusion

From the above set of information, the level of employee satisfaction in an organisation
can be gauged to great extent. The organisation can also make further improvements to
the existing environment if required.

Employee satisfaction in regards to one’s feeling or state of mind regarding nature of their
work. Employeecan be influenced by variety of factors like quality of one’s relationship
with their supervisor, quality of physical environment in which they work, degree of
fulfillment in their work, etc.
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Positive attitude towards Employee are equivalent to Employee satisfaction where as
negative attitude towards Employee has been defined variously from time to time. In
short Employee satisfaction is a person’s attitude towards job.

Employee satisfaction is an attitude which results from balancing & summation of many
specific likes and dislikes experienced in connection with the job- their evaluation may
rest largely upon one’s success or failure in the achievement of personal objective and
upon perceived combination of the Employee and combination towards these ends.

According to pestonejee, Employee satisfaction can be taken as a summation of

employee’s feelings in four important areas. These are:

1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,

opportunities on the Employeefor promotion and advancement (prospects),
overtime regulations, interest in work, physical environment, and machines and
tools.
2. Management- supervisory treatment, participation, rewards and punishments,
praises and blames, leaves policy and favoritism.
3. Social relations- friends and associates, neighbors, attitudes towards people in
community, participation in social activity socialibility and caste barrier.
4. Personal adjustment-health and emotionality.

Employee satisfaction is an important indicator of how employees feel about their

Employee and a predictor of work behavior such as organizational citizenship,
Absenteeism, Turnover.

Employee satisfaction benefits the organization includes reduction in complaints and

grievances, absenteeism, turnover, and termination; as well as improved punctuality and
worker morale. Employee satisfaction is also linked with a healthier work force and has
been found to be a good indicator of longevity.

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Employee satisfaction is not synonyms with organizational morale, which the possessions
of feeling have being accepted by and belonging to a group of employees through
adherence to common goals and confidence in desirability of these goals.
Morale is the by-product of the group, while Employee satisfaction is more an individual
state of mind.

DEFINITIONS OF EMPLOYEESATISFACTION

Different authors give various definitions of Employee satisfaction. Some of them are
taken from the book of D.M. Pestonjee “Motivation and Employee satisfaction” which
are given below:
Employee satisfaction is defined as a pleasurable, emotional, state resulting from
appraisal of one’s job. An effective reaction to one’s job.
Weiss
Employee satisfaction is general attitude, which is the result of many specific attitudes in
three areas namely:
Specific Employee factors
Individual characteristics
Group relationship outside the Employee
Blum and Naylor

Employee satisfaction is defined, as it is result of various attitudes the person hold

towards the job, towards the related factors and towards the life in general.
Glimmer

Employee satisfaction is defined as “any contribution, psychological, physical, and

environmental circumstances that cause a person truthfully say, ‘I am satisfied with my
job.”

Employee satisfaction is defined, as employee’s judgment of how well his Employeeon a

whole is satisfying his various needs Mr. Smith

Employee satisfaction is defined as a pleasurable or positive state of mind resulting from

appraisal of one’s Employee for Employee experiences. Locke
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HISTORY OF EMPLOYEESATISFACTION

The term Employee satisfaction was brought to lime light by hoppock (1935). He revived
35 studies on Employee satisfaction conducted prior to 1933 and observes that Employee
satisfaction is combination of psychological, physiological and environmental
circumstances. That causes a person to say. “I m satisfied with my job”. Such a
description indicate the variety of variables that influence the satisfaction of the
individual but tell us nothing about the nature of Employee satisfaction.

Employee satisfaction has been most aptly defined by pestonjee (1973) as a job,
management, personal adjustment & social requirement. Morse (1953) considers
Employee satisfaction as dependent upon Employee content, identification with the co.,
financial & Employee status & priding group cohesiveness

One of the biggest preludes to the study of Employee satisfaction was the Hawthorne
study. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard
Business School, sought to find the effects of various conditions (most notably
illumination) on workers’ productivity.

These studies ultimately showed that novel changes in work conditions temporarily
increase productivity (called the Hawthorne Effect). It was later found that this increase
resulted, not from the new conditions, but from the knowledge of being observed.
This finding provided strong evidence that people work for purposes other than pay,
which paved the way for researchers to investigate other factors in Employee satisfaction.

Scientific management (aka Taylorism) also had a significant impact on the study of
Employee satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific
Management, argued that there was a single best way to perform any given work task.
This book contributed to a change in industrial production philosophies, causing a shift
from skilled labor and piecework towards the more modern approach of assembly lines
and hourly wages.

9
The initial use of scientific management by industries greatly increased productivity
because workers were forced to work at a faster pace. However, workers became
exhausted and dissatisfied, thus leaving researchers with new questions to answer
regarding Employee satisfaction.

It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo
Munsterberg set the tone for Taylor’s work.

Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the
foundation for Employee satisfaction theory. This theory explains that people seek to
satisfy five specific needs in life – physiological needs, safety needs, social needs, self-
esteem needs, and self-actualization. This model served as a good basis from which early
researchers could develop Employee satisfaction theories.

IMPORTANCE OF EMPLOYEESATISFACTION

 Employee satisfaction is an important indicator of how employees feel about their

Employee and a predictor of work behavior such as organizational, citizenship,
Absenteeism, Turnover.

 Employee satisfaction can partially mediate the relationship of personality

variables and deviant work behavior.

 Common research finding is that Employee satisfaction is correlated with life

style.
This correlation is reciprocal meaning the people who are satisfied with the life
tends to be satisfied with their jobs and the people who are satisfied their jobs
tends to satisfied with their life.

 This is vital piece of information that is Employee satisfaction and Employee

performance is directly related to one another. Thus it can be said that, “A happy
worker is a productive worker.”

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  It gives clear evidence that dissatisfied employees skip work more often and more
like to resign and satisfied worker likely to work longer with the organization.

IMPORTANCE TO WORKER AND ORGANIZATION

Employee satisfaction and occupational success are major factors in personal satisfaction,
self-respect, self-esteem, and self-development. To the worker, Employee 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, Employee 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 Employee 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.
Employee satisfaction benefits the organization includes reduction in complaints
and grievances, absenteeism, turnover, and termination; as well as improved punctuality
and worker morale. Employee 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 Employee 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”.

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WORKERS ROLE IN EMPLOYEESATISFACTION

If Employee 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 Employee 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 Employee 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 Employee success is the ability to
work well with others to get the Employee 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 Employee satisfaction.
Learn to de-stress. Plan to avoid burn out by developing healthy stress management
techniques.

FACTORS OF EMPLOYEESATISFACTION

Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major
components of Employee 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
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  Security
 Loyalty
Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and
listed various Employeefactors of Employeesatisfaction. 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 Employeesatisfaction pertains to relationship of worker with his
immediate superiors. Supervision, as a factor, generally influences
Employeesatisfaction.
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 Employeeinvolving present monitory remuneration
for work done.
5. Opportunities for advancement
It includes all aspect of Employeewhich 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 Employeesituation, 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

13
 It includes relationship of worker with the employees specially those employees at
same or nearly same level within the organization.
9. Communication
It includes Employeesituation, 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 EMPLOYEE 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 loosing their job.

EFFECTS OF LOW EMPLOYEESATISFACTION

1. HIGH ABSENTEEISM

Absenteeism means it is a habitual pattern of absence from duty or obligation.

If there will be low Employeesatisfaction among the employees the rate of
absenteeism will definitely increase and it also affects on productivity of organization.

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 J
o High B
b

s
a
t
i
s
f
a
c
t low
i A
n
low High

Rate of turn over and absences

Fig.no. 1 Curve showing relationship between job satisfaction and rate of turn over
and absenteeism.

In the above diagram line AB shows inverse relationship between Employeesatisfaction

and rate of turn over and rate of absenteesm.
As th Employeesatisfaction is high the rate of both turn over and absentiseesm is low and
vise a versa.
2.HIGH TURNOVER

In human resource refers to characteristics of a given company or industry relative to the

rate at which an employer gains and losses the staff.
If the employer is said to be have a high turnover of employees of that company
have shorter tenure than those of other companies.

3.TRAINING COST INCREASES

As employees leaves organization due to lack of Employeesatisfaction. Then Human

resource manager has to recruit new employees. So that the training expenditure will
increases.

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INFLUENCES ON EMPLOYEESATISFACTION

There are no. of factors that influence Employee satisfaction. For example, one recent
study even found that if college students majors coinsided with their Employee, this
relationship will predicted subsequent Employeesatisfaction. However, the main
influences can be summerised along with the dimentions identified above.

The work itself

The concept of work itself is a major source of satisfaction. For example, research related
to the Employeecharactoristics approach to Employeedesign, shows that feedback from
Employeeitself and autonomy are two of the major Employeerelated motivational factors.
Some of the most important ingridents of a satisfying Employeeuncovered by survey
include intersting and challenging work, work that is not boring, and the Employeethat
provides status.

Pay
Wages and salaries are recognised to be a significant, but complex, multidimentional
factor in Employeesatisfaction. Money not only helps people attain their basic needs
butevel need satisfaction. Employees often see pay as a reflection of how managemnet
view their conrtibution to the organization. Fringe benefits are also important.
If the employees are allowed some flexibility in choosing the type of benefits they prefer
within a total package, called a flexible benefit plan, there is a significant increase in
both benefit satisfaction and overall Employeesatisfaction.

Promotions
Promotional opportunities are seem to be have avarying effect on Employeesatisfaction.
This is because of promotion take number of different forms.

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 CHAPTER-II

COMPANY PROFILE

17
COMPANY PROFILE:

KJS Cement (I) Limited is a part of KJS Group of Industries. The group is
a multi location and multi unit group of industries with presence in Mining,
Iron & Steel, Power, Media, Infrastructure development such as Housing,
Hotels, Commercial space development, Logistics & Transportation and
Cement.
KJS Group of Industries was founded by Mr. Kamaljeet Singh Ahluwalia,
Chairman of the Group, Mr. Pawan Kumar Ahluwalia, Vice Chairman &
Group Managing Director and Mr. Prashant Ahluwalia, Jt. Managing
Director of the Group.

Currently the group’s turnover is INR 5,000 cr/annum and over 5000
employees are working with the group.

KJS Cement (I) Limited started production in 2012 and is catering to the

markets in the
state of MP, UP & Bihar. The first Cement Plant of the Group having rated
Clinker production capacity of 6000 MT per day and cement production
capacity of 2.25 MTPA was commissioned in March 2012 and Cement
under the Brand name KJS Cement was launched in July 2012.
KJS Cement (I) Limited plant is one of the most ultra-modern cement
plants in India with machinery & technology imported from FL. Smidth &
Co, Denmark and Loesche Germany. The company has been Certified for its
Integrated Management system (IMS) by British Standard Institute (BSI)
comprising of certification for ISO 9001 (2008), ISO 14001 (2004), OHSAS
18001 (2007), ISO 50001 (2011).

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19
 Message from Vice Chairman & MD

Dear Stakeholders,

Thank you for being a part of KJS Cement Family!

We started this journey in the year 2012, a journey which aimed at

contributing to nation building and today KJS is one of the leading cement
manufacturing companies in India and a market leader in Central India.

The Company’s vision is to create value on a sustained basis for all

stakeholders through lofty standards of transparency, accountability and
leadership in cement manufacturing. We at KJS believe in consistent growth
20
for all the stakeholders. A strong corporate governance structure, high
quality professional workforce and merit-based corporate culture have been
the main drivers of this success.

I am proud to be part of this successful organisation which is dedicated to

doing business while living up to our Corporate Business Principles by being
transparent, honest and caring for individuals and society. We plan to further
build upon KJS achievements to date with a forward-looking, dynamic
management style and new initiatives.

Sincerely,
Pawan Kumaar Ahluwalia
Vice Chairman & Managing Director – KJS Cement (I) Limited

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 CHAPTER-III

REVIEW OF LITERATURE

22
REVIEW OF LITERATURE:

This chapter deals with the review of literature in connection with Customer satisfaction.
The following important research studies have been carried out in this field:

Levesque, T and McDougall, G.H.G. (1996),, Determinants of Customer Satifaction

in retail Banking, Internations Journal of Bank Marketing, Vol.14, No.3, pp. 12-20.

Malhotra, M., and Arora, S. (1999). The study investigates that level of customer
satisfaction in the public sector banks and th3e private, with the purpose of helping bank
managements to formulate marketing strategies to attract customers towards them. The
exploratory study was done by collecting dataa from the cities of amritsir, Ludhiana and
Chandigarh. Twenty attributes were taken into consideration for measuring the level of
satisfaction/disatiasfaction. The study found that there are six factiors, in order of their
improtance are routine operation factor, price factor, situation factor, environmental
facotrs, technology factor and interactive facror. Similarly, for customers of private
sector banks, the foactors found to be important are staff factor, routine operation factor,
service factor, environmental facotrs, technology factor, interactive facror and
promotional facotr. Moreover, factor wise average scores of these factors reveal that
there is significant difference between the satisfaction lvele of the customres of public
and the private sector banks. The latter are found to be more satisfied. A few strategies
suggested by the authors to improve service quality are proper training of the staff,
conducting market surveys periodically, personaliziang the service, avoiding long
queues,having well lit, ventilated and clean surroundings.

Malhotra, M., and Arora, S. (1999), Customer Satisfaction – A Comapritive

Analysis of Public and Private Sector banks, Abhigyan, Vol.17, No.3, pp. 19-30.

Armstrong Robert W., and Seng T.B. (2000), The study extends the current undrstanding
of cuctomer satisfaction at the business –to – business level in the Asian banking
industry. It incorporates guanxi (Cuhinese business relationship), relationship marketing
and the disconfirmation paradigm. The research highlights the importance of relational
constructs and disconfirmation paradigm in the influencing customer satisfction at the
business – to – business level in the Singapore banking industry. At the business – to –
23
business level in the Asian context, the disconfirmation papdigm is still the predominant
paradigm influencing the customer satisfaction process. Relationship marketing and
guanxi are significant in the comprehesive model of corporate customer satisfaction.
Relationship marketing is found to have both a direct and an indirect impact through
disconfirmation) on corporate customer satisfaction. Guanxi is found to exert an idirect
impact on satisfaction as opposed to the intial hypothesized direct impact on
satisfactionon.

Armstrong Robert W., and Seng T.B. (2000), “Corporate – Customer Satisfaction in
the marketing in the Banking Industry”.

Athanassopoulous, A., Gounraris, S. and Stathakopuoulos V. (2001), The paper

investigates the behavioural consequences of customer satisfaction in the banking
industry. The authors examine theimpact of customer satisfaction on customers
behavioural responses. The findings indicate that when customers assessed customer
satisfaction to be high, they either decided to stay whith the existing service provideror
subdue their negative behavioural intensitons. Customer satisfaction is also found to have
strong positive association with word-of mouth communication. The research reuslts
confirm prior research and indicate that the customer satisfaction dimensions arenot
industry specific, but also country specific. The authors suggest to develop strategies to
enhance behavioral responses to customer satisfaction and prohibit negative ones. Such
strategies can include meeting customers desired service levels, preventing service
problemsfrom occuring, dealing effectively with dissatsfied customers, solving service
problems effectively when they occure and dealing with customer complaints positively.

Athanassopoulous, A., Gounraris, S. and Stathakopuoulos V. (2001), “Behavioral

Responses ti Custome Satisfaction: An Empirical Study”, Eeuropean Journal of
Marketing, Vol. 35, No. 5/6, pp. 687 – 707.

Sureshchandar G.S., Rajendran C. and Anantharaman R.N. (2002) adopt a different

approach and view customer satisfaction as a multi dimensional construct just as service
quality, but argues that customer satisfaction should be operationalized along the same
factors (and the corresponding items) on which service quality is operationalized. Based
24
on this approach, the link between service quality and customer satisfaction has been
investigated. The results indicate that the two constructs are indeed independent but are
closely related, implying that an increase in one is likely to lead to an increase in another.

Sureshchandar G.S., Rajendran C. and Anantharaman R.N. (2002) Customer

perceptions of service quality in the banking sector of a developing economy: a critical
analysis, International Journal of Bank Marketing, Vol. 21 Iss: 5, pp.233 - 242

Singh S. (2004) empirically studies the appraisal of customer services of PSBs in terms of
level of customer service and satisfaction determined by brand, location and design,
variety of services, rates and changes, systems and procedures etc. The study concludes
that staff behavior is very polite and services are provided even in the late hours. Study
reveals that 62 percent respondents answer that immediate credit is not given for
outstation cheques, 93 percent feel that they do not hold periodical meetings and services
are not provided according to the given schedules. It concludes that services of private
sector banks are better than the services of public sector banks.

Singh S. (2004), “An Appraisal of Customer Services of Public Sector Banks, IBA
Bulletin, Vol XXVI, No. 8, (aug.), pp. 33-38.

Saha P. and Zhao Y. (2005) analyze the relationship between service quality and
customer satisfaction in internet banking and five service quality dimensions are selected.
A qualitative research approach is used to get a better understanding of this issue. A small
quantitative survey has been also conducted to support the results obtained from the
qualitative study. Nine service quality dimensions i.e. efficiency, reliability,
responsiveness, fulfillment, privacy, communication, personalization, technology update
and logistic/technical support are identified in this study. The quality performance of all
the nine dimensions is shown to have a strong impact on customer satisfaction.

25
 CHAPTER-IV

OBJECTIVES OF THE STUDY

26
OBJECTIVES:

The objectives of the study are:-

1. To discover the various expectations those determine the satisfaction level of

employee(s).

2. To measure the level of satisfaction of employees with respect to the company.

3. To judge the level of job satisfaction of employees on various parameters.

4. Working conditions

· Salary structure/ Perquisites/ Other benefits

· Relationship with employees of company

· Policies of company.

5. To discover the various expectations those determine the satisfaction level of

employee(s).

6. To measure the level of satisfaction of employees with respect to the company.

7. To judge the level of job satisfaction of employees on various parameters.

8. Working conditions

· Salary structure/ Perquisites/ Other benefits

· Relationship with employees of company

· Policies of company.

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 CHAPTER-V

RESEARCH METHODOLOGY

28
 RESEARCH METHODOLOGY

RESEARCH
Research is a process in which the researcher wishes to find out the end result for
a given problem and thus the solution helps in future course of action. The research has
been defined as “A careful investigation or enquiry especially through search for new fact
in any branch of knowledge”.

RESEARCH METHODOLOGY

The procedure using, which researchers go about their work of describing,

explaining and predicting phenomena, is called Methodology. Methods compromise the
procedures used for generating, collecting, and evaluating data. Methods are the ways of
obtaining information useful for assessing explanation.
A. RESEARCH DESIGN

A research design is an arrangement of conditions for connections and analysis of

data in a manner that aims to combine relevance to the research purpose with
economy in procedure. Research design is a plan that specifies the sources and types
of information relevant to the research problem. It is a strategy specifying which
approach will be used for gathering and analyzing the data. In fact, it is the
conceptual structure with which research is conducted; it constitutes the blue print
for the collection, measurement and analysis of data. The plan is an outline to
research scheme on which the researcher id to work. The structure of the research is
a more specific outline or the scheme. The strategy shows how the research will be
carried out, specifying the method to be used in collecting data.
TYPES OF RESEARCH DESIGN
Research design is mainly of three types: -
1. Exploratory research
2. Descriptive research
3. Experimental research

29
Descriptive research
The type of research used in this project is descriptive in nature. Descriptive research is
essentially a fact finding related largely to the present, abstracting generations by cross
sectional study of the current situation .The descriptive methods are extensively used in
the physical and natural science, for instance when physics measures, biology classifies,
zoology dissects and geology studies the rock. But its use in social science is more
common, as in socio economic surveys and job and activity analysis

DESCRIPTIVE RESEARCH AIMS

 To portray the characteristics of a particular individual situation or group (with or
without specific initial hypothesis about the nature of this characteristics).

 To determine the frequency with which something occurs or with which it is

associated with something else ( usually , but not always ,with a specific initial
hypothesis).
The descriptive method has certain limitation; one is that the research may make
description itself an end itself. Research is essentially creative and demands the discovery
of facts on order to lead a solution of the problem. A second limitation is associated
whether the statistical techniques dominate. The desire to over emphasis central
tendencies and to fact in terms of Average, Correlation, Means and dispersion may not
always be either welcome. This limitation arises because statistics which is partly a
descriptive tool of analysis can aid but not always explain causal relation.

DESIGN OF DESCRIPTIVE STUDIES:

Descriptive studies aim at portraying accurately the characteristics of a particular
group or solution. One may under take a descriptive study about the work in the factory,
health and welfare. A descriptive study may be concerned with the right to strike, capital
punishment, prohibition etc:
A descriptive study involves the following steps:
1. Formulating the objectives of the study.
2. Defining the population and selecting the sample.
3. Designing the method of data collection.

30
 4. Analysis of the data.
5. Conclusion and recommendation for further improvement in the practices.
SAMPLING DESIGN
Sampling is used to collect primary data when the source of data is far too many to be
exhausting handled. Sampling is the integral part of data collection process. The
way of selecting a sample is known as sample design. It is the definite plan for
obtaining a sample from a given population. It may as well lay down the number of
items to be included in the sample i.e. the size of the sample.
Sample design is determined before data are collected.

Sources of data collection:

The data was collected using both primary sources and the secondary sources.

1. Primary sources: The researcher collected the primary data by means of structured
questionnaire along with personal interviews, since a few open ended questions
require clarification.

Questionnaire and Interview:

The data is collected from managers, supervisors with the help of questionnaire generated
for this purpose. The questionnaire consists of single parts.
The questionnaires have been thoroughly discussed with the respondent to clarify doubts,
if any, regarding what has been asked. It had taken the researcher nearly six weeks to
complete the survey work. The respondents have been required to give their answer by
putting tick mark across the multiple choice questions and in open ended questions the
respondents were asked to express their views in their own words. Almost all the
respondents have been contracted and interviewed personally at the time of filling up the
questionnaire. Then their replies have been received and further clarification and
supplementary information considered to be necessary have been secured.

31
 2. Secondary Data:
The researcher has also collected the secondary data by means of the documentary
sources such as:
 Company records
 Registers files booklets
 Magazine
 Journals
 Booklets

32
 CHAPTER-VI
DATA ANALYSIS & INTERPRETATION

33
DATA ANALYSIS & INTERPRETATION:

After data have been collected, the researcher turns to the task of analyzing them. The
analysis of data requires a number of closely related operations such as establishment of
categories, the application of these categories to raw data through tabulation and drawing
statically inferences.

Tabulation is the part of technical procedure where in the classified data are put in the
form of tables.

After analyzing the data, the researcher should have to explain the findings on the basis
of some theory. It is known as interpretation.

The data has been collected from 100 employees of KJS CEMENT, MAIHAR through
questionnaire.

The data thus collected was in the form of master table.

That made possible counting of classified data easy. From the master table various
summery tables were prepared. They have been presented along with their interpretation
in this manner.

34
6.1. Responses regarding whether the respondents are satisfied with the workplace
of organization

Table 6.1

Satisfaction level No. Of respondents Percentage

Strongly satisfied 31 31
Satisfied 49 49
Slightly satisfied 12 12
Dissatisfied 5 5
Strongly dissatisfied 3 3

Graph 6.1

INTERPRETATION:

Above table shows that 31% employees are strongly satisfied with their work place.
61% employees are satisfied with their workplace. It means over all 92% employees are
satisfied and other 18% are not satisfied with the work place.

35
6.2. Responses regarding whether the respondents are satisfied with the
infrastructure of organization

Table 6.2
Satisfaction level No. Of respondents Percentage
Strongly satisfied 50 50
Satisfied 20 20
Slightly satisfied 10 10
Dissatisfied 16 16
Strongly dissatisfied 4 4

Graph 6.2

INTERPRETATION:

Above table shows that 70% respondents are satisfied with infrastructure and 30% are
dissatisfied with infrastructure of KJS CEMENT.
It can be interpreted that 30% are not satisfied with infrastructure which not more in
number.

36
6.3. Responses regarding whether the respondents are satisfied
with the canteen facility provided by organization.

Table 6.3

Satisfaction level No. Of respondents Percentage

Strongly satisfied 56 56
Satisfied 17 17
Slightly satisfied 16 16
Dissatisfied 9 9
Strongly dissatisfied 3 3

Graph 6.3

INTERPRETATION:

Above table shows that 88% employees are satisfied with the canteen facility provided by
the organization. Only 12% employees are not satisfied with canteen facility.

37
6.4.Responses regarding whether the respondents are satisfied with the
implementation of rules and responsibilities.

Table 6.4

Satisfaction level No. Of respondents Percentage

Strongly satisfied 51 51
Satisfied 23 23
Slightly satisfied 10 10
Dissatisfied 11 11
Strongly dissatisfied 6 6

Graph 6.4

INTERPRETATION:

Above table shows that 84% employees are satisfied with implementation of rules and
responsibilities. And 16% of respondents are not seems to be satisfied with the
implementing rules and responsibilities.

38
6.5. Responses regarding whether the respondents are satisfied with the freedom
given at work.

Table 6.5

Satisfaction level No. Of respondents Percentage

Strongly satisfied 30 30
Satisfied 36 36
Slightly satisfied 14 14
Dissatisfied 16 16
Strongly dissatisfied 4 4

Graph 6.5

INTERPRETATION:

Above table shows that 80% respondents are happy with the freedom at work given by
management but only 20% of respondents are not satisfied with freedom given at wrk
place.

39
6.6. Responses regarding whether the respondents are satisfied with the team spirit
in organization

Table 6.6

Satisfaction level No. Of respondents Percentage

Strongly satisfied 52 52
Satisfied 21 21
Slightly satisfied 7 7
Dissatisfied 16 16
Strongly dissatisfied 4 4

Graph 6.6

INTERPRETATION:

Above table shows that 80% employees are satisfied with team sprit built in organization
and other employees are not satisfied with team spirit in the organization.

40
6.7 Responses regarding whether the respondents are satisfied with convenient
working hours

Table 6.7

Satisfaction level No. Of respondents Percentage

Strongly satisfied 20 20
Satisfied 41 41
Slightly satisfied 11 11
Dissatisfied 23 23
Strongly dissatisfied 5 5

Graph 6.7

INTERPRETATION:

Above table shows that 20% employees strongly feels that the working hours decided by
organization are most convenient for them. Other 52% employees are satisfied with these
working hours. And only 28% employees are not much satisfied with the working hours.

41
6.8 Responses regarding whether the respondents are satisfied with Employee
security

Table 6.8

Satisfaction level No. Of respondents Percentage

Strongly satisfied 13 13
Satisfied 18 18
Slightly satisfied 11 11
Dissatisfied 12 12
Strongly dissatisfied 46 46

Graph 6.8

INTERPRETATION:

Above table shows that only 31 % employees are satisfied with the Employee security.
And remaining 69% of employees are not satisfied with the Employee security provided
by the organization.

42
6.9 Responses regarding whether the respondents are satisfied with the targets
achievable

Table 6.9

Satisfaction level No. Of respondents Percentage

Strongly satisfied 64 64
Satisfied 21 21
Slightly satisfied 11 11
Dissatisfied 4 4
Strongly dissatisfied 0 0

Graph 6.9

INTERPRETATION:

Above table shows that 96% employees are strongly in favor that the targets given are
achievable and only 4% are not feels that the targets given are achievable.

43
6.10 Responses regarding whether the respondents are satisfied with the targets
achievable

Table 6.10

Satisfaction level No. Of respondents Percentage

Strongly satisfied 9 9
Satisfied 22 22
Slightly satisfied 4 4
Dissatisfied 20 20
Strongly dissatisfied 45 45

Graph 6.10

INTERPRETATION:

Above table shows that only 35% employees are satisfied with the payment as per their
roles and responsibility and remaining 65% are not satisfied with the payment according
to their roles and responsibilities.

44
6.11. Responses regarding whether the respondents are satisfied with the
opportunities of promotions

Table 6.11

Satisfaction level No. Of respondents Percentage

Strongly satisfied 8 8
Satisfied 14 14
Slightly satisfied 6 6
Dissatisfied 26 26
Strongly dissatisfied 46 46

Graph 6.11

INTERPRETATION:

Only 22% of the employees are satisfied with the opportunities of promotions given by
organization. And most of the employees nearly 78% are not satisfied with opportunities
of promotions.

45
6.12. Responses regarding whether the respondents are satisfied with the payment of
salary on time

Table 6.12

Satisfaction level No. Of respondents Percentage

Strongly satisfied 44 44
Satisfied 16 16
Slightly satisfied 4 4
Dissatisfied 32 32
Strongly dissatisfied 4 4

Graph 6.12

INTERPRETATION:

Above table shows that 60% of employees are satisfied with the payment of salaries on
time. Only 40% of the employees are not much satisfied with the payment of salaries on
time.

46
6.13. Responses regarding whether the respondents are satisfied with the quality of
formal training and induction program

Table 6.13
Satisfaction level No. Of respondents Percentage
Strongly satisfied 42 42
Satisfied 36 36
Slightly satisfied 4 4
Dissatisfied 14 14
Strongly dissatisfied 4 4

Graph 6.13

INTERPRETATION:

From the above table it shows that 76% of the respondents are satisfied with the quality of
training and induction program and only

47
6.14. Responses regarding whether the respondents are satisfied with the quality of
in-house training

Table 6.14

Satisfaction level No. Of respondents Percentage

Strongly satisfied 51 51
Satisfied 19 19
Slightly satisfied 6 6
Dissatisfied 20 20
Strongly dissatisfied 4 4

Graph 6.14

INTERPRETATION:

Above table shows that 86% of the respondents are satisfied with in house training held
by the management. And only 24% of respondents are not satisfied with the quality of in
house training.

48
6.15. Responses regarding whether the respondents are satisfied with the period of
training

Table 6.15

Satisfaction level No. Of respondents Percentage

Strongly satisfied 12 12
Satisfied 23 23
Slightly satisfied 18 18
Dissatisfied 20 20
Strongly dissatisfied 17 17

Graph 6.15

INTERPRETATION:

Above table shows that 12% are strongly satisfied with the training program 41% of
respondents are satisfied with the period of training but 37% of respondents are not
satisfied with the period of training.

49
6.16 Responses regarding whether the respondents are satisfied with the proper and
proactive HR division

Table 6.16

Satisfaction Level No. Of Respondents Percentage

Strongly satisfied 72 72
Satisfied 18 18
Slightly satisfied 2 2
Dissatisfied 6 6
Strongly dissatisfied 2 2

Graph 6.16

INTERPRETATION:

Above table shows that 92% of the respondents are satisfied with the HR division

Only 8% of the respondents are not satisfied with the proactive and proper HR division,
which is very negligible in number.

50
6.17 Responses regarding whether the respondents are satisfied with the
performance appraisal system

Table 6.17

Satisfaction level No. Of respondents Percentage

Strongly satisfied 62 62
Satisfied 28 28
Slightly satisfied 4 4
Dissatisfied 4 4
Strongly dissatisfied 2 2

Graph 6.17

INTERPRETATION:

Above table shows that 90% respondents are satisfied with the performance appraisal
system and only 10% of the respondents are not much satisfied with the performance
appraisal system implemented in organization.

51
6.18 Responses regarding whether the respondents are satisfied with the
performance appraisal system

Table 6.18

Satisfaction Level No. Of Respondents Percentage

Strongly Satisfied 69 69
Satisfied 19 19
Slightly Satisfied 6 6
Dissatisfied 4 4
Strongly Dissatisfied 2 2

Graph 6.18

INTERPRETATION:

Above table shows that the 69% of respondents are strongly satisfied with the office
events and parties organized by the organization. 25% of respondents are satisfied with
these events and only 6% of respondents are not satisfied with the events organized by the
management

52
6.19 Responses regarding whether the respondents are satisfied with the celebration
of employees birthday

Table 6.19

Satisfaction Level No. Of Respondents Percentage

Strongly Satisfied 82 82
Satisfied 16 16
Slightly Satisfied 2 2
Dissatisfied 0 0
Strongly Dissatisfied 0 0

Graph 6.19

INTERPRETATION:

Above table shows that nearly all the respondents are satisfied with the employees
birthday remembered and celebrated in the organization. No one seems to be dissatisfied
with the celebration of the employee’s birthdays.

53
6.20 Responses regarding whether the respondents are satisfied with forum for face-
to-face communication

Table 6.20

Satisfaction Level No. Of Respondents Percentage

Strongly Satisfied 18 18
Satisfied 22 22
Slightly Satisfied 9 9
Dissatisfied 37 37
Strongly Dissatisfied 14 14

Graph 6.20

INTERPRETATION:

Above table shows that only 40% of the respondents are satisfied with the forum for face-
to-face communication and remaining all the 60% of the respondents are not satisfied
with the forum for face-to-face communication.

54
6.21 Responses regarding whether the respondents are satisfied with encouragement
to employees suggestions

Table 6.21

Satisfaction Level No. Of Respondents Percentage

Strongly Satisfied 8 8
Satisfied 32 32
Slightly Satisfied 19 19
Dissatisfied 25 25
Strongly Dissatisfied 26 26

Graph 6.21

INTERPRETATION:

Above table shows that the overall 59% of the respondents are satisfied with the
encouragement given to the employees suggestions in management decision making and
remaining 41% of the respondents are not much satisfied with the encouragement given
to the suggestions of the employees.

55
6.22 Responses regarding whether the respondents are satisfied with positive
acceptance of employees suggestions

Table 6.22

Satisfaction Level No. Of Respondents Percentage

Strongly Satisfied 4 4
Satisfied 22 22
Slightly Satisfied 4 4
Dissatisfied 45 45
Strongly Dissatisfied 25 25

Graph 6.22

INTERPRETATION:

Above table shows that the 26% of the respondents are satisfied with the positive
acceptance of the suggestions given by the respondents but most of the respondents 70%
are dissatisfied with this point.

56
6.23 Responses regarding whether the respondents are satisfied with management
keeps promises

Table 6.23

Satisfaction Level No. Of Respondents Percentage

Strongly Satisfied 76 76
Satisfied 14 14
Slightly Satisfied 4 4
Dissatisfied 6 6
Strongly Dissatisfied 0 0

Graph 6.23

INTERPRETATION:

Above table shows that 90% of the respondents are satisfied with the management keeps
promises and only 10% of the respondents are dissatisfied with the thing that the
management keeps promises.

57
 CHAPTER-VII
FINDINGS & SUGGESTIONS

58
 FINDINGS AND SUGGESTIONS

All the findings are drawn based on the analysis and interpretation of the primary data
regarding the Employee satisfaction of the employees of KJS CEMENT, MAIHAR.

 From the analysis and interpretation, it is concluded that most of the employees
are satisfied with the workplace and only few employees are not satisfied with the
workplace, which are negligible in number. And similarly in case of infrastructure
most of the employees are satisfied and very small number of employees are not
happy with the infrastructure of KJS CEMENT and the canteen facilities. It means
the workplace and infra structure of KJS CEMENT is good or satisfactory.
 It is concluded that near about all the employees are satisfied with implementation
of rules and responsibilities. And only some of them are not seems to be satisfied
with the implementing rules and responsibilities. Therefore it shows that
implementation of rule and responsibility is done fairly.
 From the study it is clear that the higher percentage of employees are happy with
the freedom at work given by management but only some of them are not feeling
satisfied with the freedom given at work place.
 According to analysis and interpretation, most of the employees are satisfied with
the team spirit built in organization and only few are not happy with team spirit in
the organization. From this it seems that the team spirit in the organization is
strong.
 This study shows that only few employees strongly feel that the working hours
decided by organization are most convenient for them. Other is not in favor with
these working hours. So it is clear that the management kept the main
consideration about working conditions and the hours, which satisfies the
employees.
 The study shows that very small numbers of employees are satisfied with the
Employee security. And remaining most of the employees are not satisfied with
the Employee

59
 security provided by the organization. Hence from this analysis it is cleared that
there is feeling of fear of Employee loss in the employees of KJS CEMENT.
 An analysis shows that employees are strongly in favor that the targets given are
achievable and only are not feels that the targets given are achievable. Hence the
targets set by management are achievable.
 From the analysis it is concluded that very small number of employees are
satisfied with the payment as per their roles and responsibility and remaining all
are not satisfied with the payment according to their roles and responsibilities.
Hence from this analysis it can be cleared that payment according to roles and
responsibilities are not much satisfied.
 Only little number of the employees is satisfied with the opportunities of
promotions given by organization. It shows that the employees do not have any
growth of opportunities. Analysis shows that the payment of salary is made
always on time.
 From the analysis and interpretation it is clear that very large number of the
respondents are satisfied with the quality of training and induction program and in
house training held by the management. And few are not satisfied with the quality
of in house training. But the period of training is not satisfactory to the employees.
 From the analysis it is clear that HR division is most satisfactory to all employees
only few are not satisfied with the HR division in the company.
In case of performance appraisal system and the office events and parties
organized by the organization near about all the employees are satisfied. The
birthdays of all the employees are remembered and celebrated in the organization.

 It is concluded that the employees are not much satisfied with the forum for face-
to-face communication. From the analysis it is clear that half of the employees are
satisfied and other half are not satisfied with the encouragement given to the
suggestions of the employees. But only few thinks that there is positive
acceptance of the suggestions given by the employees. From the analysis it is clear
that management keeps all the promises.

60
 SUGGESTIONS

The suggestions are drawn from the analysis and observations. Few suggestions are given
as under:

 In case of working hours decided by the organization are not convenient for the
employees of KJS CEMENT, MAIHAR. The working hours are 10 hours per day
that from 8AM to 6PM. These hours should minimize up to 8 hours.

 The criteria for Employee security is not much satisfactory so management have
concentrate on Employee security of employees so that they can work without fear
of Employee loss in the organization.

 Opportunities of growth of employees are very less so that there can be employee
turnover hence management has to give emphasis on increasing the promotion
opportunities for according to the performance of employees.

 From analysis we concluded that the period of in house training is very short that
is of only 3 days, which is not sufficient to get complete knowledge about the
work. Hence the training period should extend up to 5 days.

 As there is an active participation of employees in decision making but rarely the

suggestions given by them are drawn in action. Hence the confidence of
employees gets demotivated.

So to motivate the employees management can take into consideration some

proper suggestions given by the employees. It will help to increase the motivation
and ultimately the Employeesatisfaction of the employees of KJS CEMENT .,
MAIHAR.

61
CHAPTER-VIII
LIMITATIONS

62
 LIMITATIONS

LIMITATIONS:

1. Due to time constraints the sample size had to be confirmed to 100.

2. The respondents have replied to the queries recalling from their memory.
Therefore recall bias and personal bias are possible.

3. Since the data was collected using a schedule, the interviewer’s inability to
understand and record the responses correctly is possible.

4. The respondents were unable or unwilling to give a complete and accurate

response to certain questions

63
CHAPTER-IX

64
CONCLUSION

Consumer behavior is the action and decision processes of people who purchase
goods and services for personal consumption. Consumer decision making is influenced by
social, psychological, and personal factors. Social factors are forces exerted by other
people that affect consumer behavior. A social class is a relatively homogeneous and
stable group of people with similar values, attitudes, and behaviors. A role is a set of
functions and activities that a person in a particular position is expected to perform.
Culture is learned values, behaviors, and meaningful symbols shared by members of a
society. A culture is further divided into several subcultures.

Psychological factors are internal forces within people that affect buying decisions. These
factors are motives, perception, learning and personality etc. Motivation research involves
analyzing the major motives that influence buying behavior. Perception is the process by
which an individual selects, organizes and interprets information inputs to create
meaning. An attitude is a person’s overall feeling towards some object.

65
CHAPTER-X
REFERENCES

66
 REFERENCES

BOOKS

 Hitt, Miller, Colella “Organizational Behavior A Strategic Approach”, Wiley

Student’s Edition.
 Luthans Fred “Organizational Behavior”, McGraw Hill 7th Edition.
 Newstrom John W., Davis Keith, “Organizational Behavior Human Resource At
Work”, 9th Edition, Tata McGraw Hill Edition.
 Pestonjee D. M. “Motivation and Employee Satisfaction”, 1st Edition. Macmillan
India Limited.

Websites:-

1) www.scribd.com
2) Slideshare.com
3) Wikepedia.com

67
CHAPTER-XI
ANNEXURE

68
 QUESTIONNAIRE

1. Whether the respondents are satisfied with the workplace of organization

(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied
2. Whether the respondents are satisfied with the infrastructure of organization
(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied

3. Whether the respondents are satisfied with the canteen facility provided by
organization.
(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied

4. Whether the respondents are satisfied with the implementation of rules and
responsibilities.
(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied
5. Responses regarding whether the respondents are satisfied with the freedom given
at work.
(a) Strongly satisfied

69
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied
6. Responses regarding whether the respondents are satisfied with the team spirit in
organization
(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied
7. Responses regarding whether the respondents are satisfied with convenient
working hours
(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied
8. Responses regarding whether the respondents are satisfied with Employee
security
(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied
9 Responses regarding whether the respondents are satisfied with the targets
achievable
(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied
10 Responses regarding whether the respondents are satisfied with the targets
achievable
(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
70
(d) Dissatisfied
(e) Strongly dissatisfied
11. Responses regarding whether the respondents are satisfied with the
opportunities of promotions
(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied
12. Responses regarding whether the respondents are satisfied with the payment of
salary on time
(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied
13. Responses regarding whether the respondents are satisfied with the quality of
formal training and induction program
(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied
14. Responses regarding whether the respondents are satisfied with the quality of in-
house training
(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied
15. Responses regarding whether the respondents are satisfied with the period of
training
(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied
71
16 Responses regarding whether the respondents are satisfied with the proper and
proactive HR division
(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied
17 Responses regarding whether the respondents are satisfied with the performance
appraisal system
(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied
18 Responses regarding whether the respondents are satisfied with the performance
appraisal system
(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied
19 Responses regarding whether the respondents are satisfied with the celebration of
employees birthday
(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied
20 Responses regarding whether the respondents are satisfied with forum for face-
to-face communication
(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied
21 Responses regarding whether the respondents are satisfied with encouragement
to employees suggestions

72
(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied
22 Responses regarding whether the respondents are satisfied with positive
acceptance of employees suggestions
(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied
23 Responses regarding whether the respondents are satisfied with management
keeps promises
(a) Strongly satisfied
(b) Satisfied
(c) Slightly satisfied
(d) Dissatisfied
(e) Strongly dissatisfied

73