Professional Documents
Culture Documents
Project Report
Project Report
ON
I want to thank MRS. POONAM DAGAR for providing me encouragement, motivation and
moral support throughout the project work.
In addition to this I would also like to thanks to Our HOD, MR. DHARMENDRA
SHARMA who supervised my project. Under his unrelated support and guidance, my
project has taken this shape.
I am equally indebted to my family and friends who always inspired and motivated me to
do something better throughout this report.
At last I would like to extend my sincere thanks to all the respondents to whom I visited for
giving their support and valuable information, which helps me in completing my project
work.
Gaurav chaudhary
Course-BBA V Semester
University Roll No. 17034301011
CHAPTER-1
INTRODUCTION
INTRODUCTION TO THE TOPIC :
Employees' satisfaction is the individual employee general attitude towards the job. It is
also an employee cognitive and affective evaluation of his or her job. According to New
Cranny, Smith and Stone (1992), Employee satisfaction is defined as the combination of
affective reactions to the differential perceptions of what he/she wants to receive
compared with what he/she actually receives.
There are various factors that contribute to employee satisfaction, it includes treating
employees with respect, time to time performance appraisals, providing regular employee
recognition, empowering employees, relationship with immediate supervisor, providing
employee perks, company activities, positive management within a success framework of
goals, feeling safe in the work environment, opportunities to use skills and abilities,
compensation and benefit, promotions, training, work tasks factors, relationship with co-
workers, relationship with supervisors. Some more factors include as follows: interesting
work, appreciation of work, job security, job-specific training, good wages,
promotion/growth, good
Having good relationships with the colleagues, high salary, good working
conditions, training and education opportunities, career development or any other
benefits may be related with the increasing of employee satisfaction.
The backbone of employee satisfaction is respect for workers and the job
they perform (Branham, 2005). In every interaction with management, employees
should be treated with courtesy and interest. An easy avenue for employees to
discuss problems with upper management should be maintained and carefully
monitored. Even if management cannot meet all the demands of employees,
showing workers that they are being heard and putting honest dedication into
compromising will often help to improve morale.
2. Organizational Commitment
According to Kreitner & Kinicki (2006), Organizational Commitment
“Reflects the extent to which an individual identifies with an organization and is
committed to its goals.” A happy and satisfied individual can find it easy to live
within the organization as well as outside it. On the contrary a chronically upset
individual make organization life vexations for others with whom he interacts. There
seems to be a strong correlation between employee satisfaction and organizational
commitment. Higher commitment can in turn facilitate higher productivity.
4. Low Absenteeism
Absence is a phenomenon that can reduce an organization‟s effectiveness.
Cascio (2003), defines absenteeism as “Any failure of an employee to report for or
to remain at work as scheduled regardless of the reason.” According to George there
is inversely correlated relationship between employee satisfaction and absenteeism.
In other words, when satisfaction is high, absenteeism is low and when satisfaction
is low, absenteeism is high. It is important to remember that while higher employee
satisfaction will not necessarily result in low absenteeism but low employee
satisfaction is likely to bring about high absenteeism .Absenteeism is influenced by
dozens of interrelated factors which make it even more difficult to quantify, qualify
or rectify.
5. Low Turnover
Turnover refers to the movement of employees out of the organization
According to Michaels and Spector, studies have been reasonably consistent in
showing a correlation between employee satisfaction
and turnover. Employees with low satisfaction are therefore more likely to quit their
jobs.
8. Organization Success
Employee satisfaction plays a very vital role on the performance of an
organization. It is essential to know as to how employees can be retained through
making them satisfied and motivated to achieve extraordinary results. Target and
achievement depend on employee satisfaction and in turn contribute for
organizational success and growth enhances the productivity and increases the
quality of work.
10 .Other Benefits
In addition, there are number of other benefits bring about by high employee
satisfaction. Highly satisfied employees tend to have better physical and mental
health, learn the new job related tasks easily and have less job stress and unrest.Such
employees will become more co-operative such as helping coworkers, helping
customers etc. Such behavior will improve unit performance and organizational
effectiveness.
Sogefi Group is a leading global supplier of original parts for the automotive industry, with
over 35 years’ experience. Sogefi designs, develops and produces filtration systems and
flexible suspension components as well as air management and engine cooling systems.
Through its strong commitment to research, Sogefi Group continuously improves its
components with technological developments across all product sectors, optimising
performance in terms of life cycle, effectiveness, size, weight and environmental
compatibility.
Sogefi Group is a leading global supplier of original parts for the automotive
industry, with over 35 years’ experience. Sogefi designs, develops and produces filtration
systems and flexible suspension components as well as air management and engine cooling
systems.
Through its strong commitment to research, Sogefi Group continuously improves its
components with technological developments across all product sectors, optimizing
performance in terms of life cycle, effectiveness, size, weight and environmental
compatibility.
Over the years, Sogefi’s growth strategy has been to become an international leader
in the automotive components industry.
SOGEFI PRODUCTS
SUSPENSIONS
COIL SPRINGS
The springs developed by Sogefi may be cold or hot formed according to the initial
technical specifications. Springs are designed to optimise weight, cost, bulk, and vehicle
comfort and handling through side load control, delivering the reliability and lifespan
demanded. The result is a range of helical springs of simple or complex shapes.
STABILIZER BARS
Sogefi supplies stabilizer bars to most car manufacturers to enhance vehicle comfort and
stability. Sogefi develops and manufactures stabilizer bars using both hot and cold bending
processes. Bars are designed to optimize weight and reduce bulk while increasing the
lifetime of the bar. In accordance with the manufacturer’s specifications, Sogefi supplies
bare bars or bars fitted with bonded or traditional rubber bushings and connecting brackets,
developed to optimize comfort and reduce noise.
LEAF SPRINGS
It is a leading manufacturer of parabolic and conventional leaf springs. The wide product
range is suitable for all sorts of vehicles, from the lightest utility vehicles to the heaviest
trucks, built for long-haul or off-road missions. After the rolling and forging operations, the
leaf springs are quenched and tempered to achieve the required mechanical properties. They
are then shot-peened to increase the fatigue life. Magnetic particle inspection tests are
carried out when required.
PRECISION SPRINGS
Sogefi is a European leader in the development and manufacture of a wide and diverse
range of springs comprising wire forms, flat, extension, torsion and compression springs for
applications in a large number of industries: automotive; motorsport; aerospace and defence;
electro-mechanical; textile; nuclear power; food packaging; transport; rail; power generation
and distribution; oil and gas; marine; flow-control; agriculture; petrochemical; off road;
sport and leisure; lighting and medical equipment.
FILTRATION
Sogefi produces a comprehensive range of filter products including oil, petrol, diesel fuel,
air and cabin air filters for the Original Equipment and Original Equipment Spares markets,
and the Independent Aftermarket. Moreover, Sogefi manufactures complete filtration
modules as ‘original equipment’ for Original Equipment Manufacturers (OEM) of
motorcycles, three-wheelers, cars and heavy duty vehicles – applications for which the
Group has developed extensive expertise.
OIL
The oil filter plays an essential role in the proper operation of an engine because it
continuously purifies the oil by screening impurities of both external and internal origin,
such as abrasive particles caused by normal component wear, dust and combustion residues.
AIR
The function of an air filter is to protect the engine from attack by external contaminants.
Depending on its cubic capacity, an engine takes in 200 to 500 cubic meters of air every
hour. This contains dust that eventually forms an abrasive paste that threatens the engine’s
operation. As a result, an air filter must be highly effective.
PETROL
A petrol filter ensures the protection of the carburetor or fuel injection’s supply system by
eliminating any impurities that the fuel may contain. Located in the fuel system between the
fuel pump and the carburetor, the petrol filter screens out any particles larger than 8
micrometers.
DIESEL
In a diesel vehicle, the injection pump and injectors are very sensitive to the presence of
water and dust, especially in the new high-pressure injection systems. The main function of
the diesel filter is to eliminate any impurities and water contained in the diesel fuel.
CABIN
A cabin air filter protects against external pollution as well as any unpleasant smells that
may enter the vehicle. There are two types of cabin air filters for passenger compartments:
pollen filters and activated carbon filters.
All of these components are produced, mainly by over-molding and infrared welding
techniques to comply with the most stringent cleanliness requirements.
MANAGEMENT
Role Name
Chairman
Website: www.sogefigroup.com
Headquarters: Milan (Italy)
Size: 5001 to 10000 employees
Founded: Unknown
Type: Company - Public (SOGEFI)
Industry: Transportation Equipment Manufacturing
Revenue: ₹50 to ₹100 billion (INR) per year
Competitors: Unknown
SOGEFI can keep a car's oil clean, its exhaust quiet, and its ride smooth. SOGEFI
Filtration division manufactures oil and cabin air filters, and its Suspension
Components and Precision Spring division makes related components for cars and
trucks. SOGEFI parts can be found in Ford, Fiat, and Renault/Nissan vehicles.
Filter brand names include Coopers, Fram, and Fiaam, and suspension brands
include Allevard Rejna and United Springs. The company markets its products
globally and operates an auto parts distribution network in the US. Europe accounts
for about 80% of SOGEFI's sales. The company is controlled by the Di Benedetti
family through holding company CIR, which owns about 57% of SOGEFI.
CHAPTER-2
LITERATURE REVIEW
Mehra and Mishra4 (1991) in their study explored the potential moderator effect
of mental health on the Intrinsic Job Satisfaction-Occupational stress relationship.
The study was conducted on 250 blue collar industrial workers of UPTRON India
Ltd. The findings of the study showed that mental health has a moderating effect on
the Intrinsic Job Satisfaction-Occupational stress relationship.
Dhar and Jain5 (1992) carried out an investigation amongst academicians. The
investigation explored the nature of relationship between Job Satisfaction, Job
Involvement, Age and Length of service. An important finding of the study was that
Job Involvement and Job Satisfaction are positive correlates which imply that
involvement in Job increases Job Satisfaction and vice-versa.
Rama Devi7 (1997) conducted a study on faculty Job Satisfaction and their views
on management of the two universities in Andhra Pradesh. The sample consisting of
200 teaching faculty and 100 members were selected randomly from each
university and the attempt was made to measure Job Satisfaction of the faculty in
universities of Andhra Pradesh. The study found that the factors such as freedom in
job, scope for self-improvement, income and job security were causing satisfaction
while bureaucratic rules, no recognition for work and routine work were causing
dissatisfaction to them.
Sarri and Judges’8 (2004), article provided greater understanding of the research
on employee’s attitudes and Job Satisfaction. The article identified three gaps
between Human resource practice and the scientific research in the area of
employee attitudes in general and the most focal employee attitude in particular –
Job satisfaction: the causes of employee attitudes, the result of positive or negative
job satisfaction and how to measure and influence employee attitudes. Suggestions
for practitioners are provided on how to close the gaps in knowledge and for
evaluating implemented practices.
Worrell9 (2004) examined and described the levels of Job Satisfaction and
relationship between the variables in a national sample of school psychologists
belonging to the National Association of School Psychologists (NASP). Data were
collected through mailed survey packets including a data form including Minnesota
Satisfaction Questionnaire. 234 full time practitioners responded. Result indicated
that 90% of school psychologists were satisfied or very satisfied with their jobs.
The findings showed a gradual increase in overall satisfaction when compared to
1982 and 1992 that reported being satisfied or very satisfied with their jobs.
Participants in the current sample were more satisfied with their job security,
independence and creativity.
Santhapparaj,11 et.al. (2005) were assessed the job satisfaction of the women
managers working in automobile industry in Malaysia based on primary survey
from 200 woman managers. The result showed that female managers were
generally satisfied with their job. Highest level of satisfaction occurs in the areas of
supervision, job in general, and present job and present pay. However, relatively
more number of women managers was dissatisfied with their co-workers, pay and
present job. The correlation analysis showed that there was a significant negative
correlation between age, education and various job factors that determine the job
satisfaction.
Rajesh12 (2007) studied the Quality of Work life and Job satisfaction in 10 IT
Companies professionals from 3 cities i.e. Hyderabad, Bangalore and Chennai. The
objectives of the study were to explore the levels of Job Satisfaction and
relationship between demographic characteristics and satisfaction, to find
differences exists between demographic characteristics with overall Job
Satisfaction, to identify specific Indicators that causes dissatisfaction and to
examine the hierarchy of needs among IT Professionals. The questionnaire was
administered to collect primary data. The study revealed that higher income groups
and higher experienced were the most dissatisfied with Job Security. It was also
showed that the most satisfied employees in IT Industry were of Hyderabad,
followed by Chennai and Bangalore respectively.
Origo and Pagani15 (2008) investigated the relationship between flexibility and
Job Satisfaction. In their analysis they verified whether various aspects of flexibility
namely functional and quantitative flexibility, produce different impact on overall
extrinsic and intrinsic Job Satisfaction. They also tested whether the impact of
flexibility on Job Satisfaction varied with workers characteristics. Empirical
evidence was based on a representative sample of European employees taken from
a specific wave of the Euro barometer Survey. The study found that there was a
positive link between functional flexibility and Job Satisfaction and there was either
no effect or a negative impact of quantitative flexibility. The positive impact of
functional flexibility was greater when compared to the satisfaction for intrinsic
aspects of the job. Estimate by workers characteristics highlighted interesting
differences by age, skill and country of residence.
Mau, et.al.16(2008) examined the Job Satisfaction of beginning teachers and the
factors influencing their satisfaction and investigated if students who persisted in
teaching aspiration were more likely to be satisfied with their work. 450 tenth grade
students from a nationally representative sample, who aspired to be teachers, were
examined over ten year period regarding their career choices. A Job Satisfaction
model was tested using clusters of variables as guided by Social Cognitive Career
Theory (SCCT). The study found that the students who persisted in teaching were
significantly more satisfied than those who did not persist and those with non-
teaching career. Beginning teachers were more satisfied with their jobs than those in
other occupations. Teachers who had teaching license also reported that they were
more satisfied than those who did not have license. The social-contextual factors i.e.
race, socioeconomic status, teaching license, parent’s education and occupation
were the best predictors of Job Satisfaction.
Chileshe and Haupt18 (2009) investigated the perceived age differences in Job
Satisfaction of construction workers in South Africa. The main objectives of the
study were to identify the major variables affecting the relative aspects of work
within the South African Construction industry and to investigate the impact of age
on the satisfaction derived from work. A total of 300 questionnaires were sent to
potential respondents. A total of 65 usable questionnaires were returned. Result of
the study indicated that Job Satisfaction differential does not exist between younger
and older workers. Although both younger and older workers ranked the
relationship with workmates as being poor, age does not have an influence on the
effects of the aspects of work. In terms of the effects of Job Satisfaction younger
workers reported higher scores than older workers on ‘indifference’, whereas the
younger workers ranked poor recognition of abilities as the most effect in
comparison to the older workers who reported suffering from a “lack of alertness”
as the most ranked effect.
Bellou20 (2009) examined the influence of gender and age on relationship between
organisational culture and Job satisfaction. One hundred and twenty five (125)
usable questionnaires were gathered from three Public Hospitals located in a major
Greek City. The measures adopted include the Organisational Culture Profile and
Job Descriptive Index. The statistical analyses include descriptive statistics,
stepwise regression analyses and t-test. The finding of the study was that the
employee’s gender and age influenced the way that the organisational values
affected their Job Satisfaction.
Nilufar Ahsan21 (2009) investigated the relationship between Job stress and Job
Satisfaction. The study conducted in a Public University in Klang Valley area in
Malaysia and 300 respondents were selected as a sample of the study. The
determinants of job stress that have been examined under this study include
management role, relationship with others, work load pressure, homework interface,
role ambiguity and performance pressure. The results of the study revealed that the
association between relationship with others and job stress is not significant. The
relationship between workload pressure and job stress, role ambiguity and job stress
is significant. The study concluded that the motivation is a key factor as well in
affecting job stress among employees. Employees who were highly motivated will
feel happier and were more willing to work for the organisation.
Kamal and Hanif22 (2009) studied the various factors of job satisfaction among
different commercial bankers in Pakistan. They used to statistical techniques like
regression and correlation to gauge level significance for the factor. The findings of
the study were pay has been considered as the major factor for job satisfaction, and
other factors like promotion, recognition, job involvement and commitment are also
taken into consideration. Job satisfaction is an attitude of an employee over a period
of his job, so the factors of satisfaction and dissatisfaction changes over the period.
It is used as a key factor to gauge the performance of particular employee and
organisation. Satisfied employees are more likely to be friendly and responsive
which attracts customers. Dissatisfied employees can lead to customer
dissatisfaction. The objective of the study of Castro and Martin23 (2010) is to
explore the relationship between organisational climate and Job Satisfaction and to
determine whether employee’s perceptions of work environment influenced their
level of Job Satisfaction. Questionnaire was administered to the sample of 696
employees from a population of 1453 employees working in three regions in which
the organisation was operational. Confirmatory and explanatory factor analyses
were used to investigate the structure of the climate model. The findings of the
study indicated a positive relationship between organisational climate scores and
Job satisfaction scores.
Biswas27 (2011) studied the impact of Human Resource Management policies and
practices in a globalized Indian economy and subsequently their outcome with
respect to individual behaviour and performances. The data were collected from
357 managerial level employees of Indian Organisations. The result of the study
found that the Job Satisfaction significantly correlated with employee performance
and also showed that although discrepancies were abounding regarding individual
reactions to a hitherto closed and controlled economy. The findings indicated that
human resource practices in India need to adapt to contemporary practices and
procedures worldwide, while at the same time maintain in its unique cultural ethos.
Research:
“Research can be defined as “the manipulation of things, concepts or symbols for the
purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids
in construction of theory or in the practice of an art” In short, the search for knowledge
through objective and systematic method of finding solution to a problem is research.”
RESEARCH METHODOLOGY
Research Methodology is a way to find out the result of a given problem on a specific
matter or problem that is also referred as research problem. In Methodology, researcher uses
different criteria for solving/searching the given research problem. Different sources use
different type of methods for solving the problem. If we think about the word
“Methodology”, it is the way of searching or solving the research problem.
• This is subjected to the basis and prejudices of the respondents, hence 100% of accuracy
cannot be assured.
• The research was carried out in a short span of time, where in the research could not widen
the study.
• The period of study was too short. So it was not possible to collect the relevant
information with in that period.
3
• The findings are based on the answers given by the employees, so any error or bias may be
affect the validity of the finding.
4
CHAPTER-4
DATA ANALYSIS
5
25
20
15
10
0
strongly satisfied Neither dissatisfied strongly
satisfied dissatisfied dissatisfied
nor satisfied
Interpretation
In the above graph, 42.5% of respondent are strongly satisfiedwith the medial facilities that
are provided to them, whereas, 7.5% of employees stated that they were neither satisfied nor
dissatisfied with the medical facilities and 12.5% of employess stated that they were
dissatisfied with the medical facilities.
6
20
18
16
14
12
10
8
6
4
2
0
strongly satisfied Neither dissatisfied strongly
satisfied dissatisfied dissatisfied
nor satisfied
Interpretation
In the above graph, 45% of respondent are strongly satisfied with the retirement benefitsthat
are provided to them, whereas, 10% of employees stated that they were neither satisfied nor
dissatisfied with the retirement benefitsand 7.5% of employess stated that they were
dissatisfied with the retirement benefits.
16
14
12
10
0
strongly satisfied Neither dissatisfied strongly
satisfied dissatisfied dissatisfied
nor satisfied
Interpretation
In the above graph, 37.5% of respondent are strongly satisfied with the housing benefitsthat
are provided to them, whereas, 15% of employees stated that they were neither satisfied nor
dissatisfied with the housing benefitsand 10% of employess stated that they were
dissatisfied with the housing benefits.
8
1.4 Leaves
20
18
16
14
12
10
0
strongly satisfied Neither dissatisfied strongly
satisfied dissatisfied nor dissatisfied
satisfied
Interpretation
In the above graph, 47.5% of respondent are strongly satisfied with the leavesthat are
provided to them, whereas, 15% of employees stated that they were neither satisfied nor
dissatisfied with the leavesand 15% of employess stated that they were dissatisfied with the
leaves.
1.5 Promotion
10
Chart Title
16
14
12
10
8
6
4
2
0
strongly satisfied Neither dissatisfied strongly
satisfied dissatisfied dissatisfied
nor satisfied
Interpretation
In the above graph, 10% of respondent are strongly satisfied with the promotionthat are
provided to them, whereas, 15% of employees stated that they were neither satisfied nor
11
dissatisfied with the promotionand 25% of employess stated that they were dissatisfied with
the promotion.
1.6 Conveyance
Interpretation
In the above graph, 25% of respondent are strongly satisfied with the conveyancethat are
provided to them, whereas, 20% of employees stated that they were neither satisfied nor
dissatisfied with the conveyanceand 10% of employess stated that they were dissatisfied
with the conveyance.
Chart Title
30
25
20
15
10
0
strongly satisfied Neither dissatisfied strongly
satisfied dissatisfied nor dissatisfied
satisfied
Interpretation
In the above graph, 62.5% of respondent are strongly satisfied with the loans & advances
that are provided to them, whereas, 10% of employees stated that they were neither satisfied
nor dissatisfied with the loans & advancesand 7.5% of employess stated that they were
dissatisfied with the loans & advances.
13
Chart Title
25
20
15
10
0
strongly satisfied Neither dissatisfied strongly
satisfied dissatisfied nor dissatisfied
satisfied
Interpretation
In the above graph, 57.5% of respondent are strongly satisfied with the job securitythat are
provided to them, whereas, 12.5% of employees stated that they were neither satisfied nor
dissatisfied with the job securityand 7.5% of employess stated that they were dissatisfied
with the job security.
14
2.How satisfied are you with the working condition of DFIL? Rate them at the scale of 1
(strongly dissatisfied) to 5 (strongly satisfying).
Chart Title
14
12
10
0
strongly satisfied Neither dissatisfied strongly
satisfied dissatisfied nor dissatisfied
satisfied
Interpretation
In the above graph, 20% of respondent are strongly satisfied with the lighting and
ventilationthat are provided to them, whereas, 17.5% of employees stated that they were
neither satisfied nor dissatisfied with the lighting and ventilationand 17.5% of employess
stated that they were dissatisfied with the lighting and ventilation.
Chart Title
16
14
12
10
0
strongly satisfied satisfied Neither dissatisfied strongly
dissatisfied nor dissatisfied
satisfied
Interpretation
In the above graph, 37.5% of respondent are strongly satisfied with the working
surroundingsthat are provided to them, whereas, 25% of employees stated that they were
neither satisfied nor dissatisfied with the working surroundingsand 15% of employess stated
that they were dissatisfied with the working surroundings.
Chart Title
12
10
0
strongly satisfied satisfied Neither dissatisfied strongly
dissatisfied nor dissatisfied
satisfied
Interpretation
In the above graph, 27.5% of respondent are strongly satisfied with the work load
pressurethat are provided to them, whereas, 12.5% of employees stated that they were
neither satisfied nor dissatisfied with the work load pressureand 20% of employess stated
that they were dissatisfied with the work load pressure.
18
3. How satisfied are you with the working environment of DFIL? Rate them at the scale of
1 (strongly dissatisfied) to 5 (strongly satisfying).
Chart Title
30
25
20
15
10
0
strongly satisfied satisfied Neither dissatisfied strongly
dissatisfied nor dissatisfied
satisfied
Interpretation
In the above graph, 60% of respondent are strongly satisfied with the my job gives me the
opportunity to learnthat are provided to them, whereas, 7.5% of employees stated that they
were neither satisfied nor dissatisfied with the my job gives me the opportunity and 7.5% of
employess stated that they were dissatisfied with the my job gives me the opportunity.
3.2Training to do my job
18
16
14
12
10
0
strongly satisfied satisfied Neither dissatisfied strongly
dissatisfied nor dissatisfied
satisfied
Interpretation
In the above graph, 42.5% of respondent are strongly satisfied with the training to do my
jobthat are provided to them, whereas, 7.5% of employees stated that they were neither
satisfied nor dissatisfied with the training to do my joband 12.5% of employess stated that
they were dissatisfied with the training to do my job.
Chart Title
16
14
12
10
0
strongly satisfied satisfied Neither dissatisfied strongly
dissatisfied nor dissatisfied
satisfied
Interpretation
In the above graph, 35% of respondent are strongly satisfied with theevaluation of work
performance done by superior on regular basis, whereas, 12.5% of employees stated that
they were neither satisfied nor dissatisfied with and 10% of employess stated that they were
dissatisfied with the evaluation of work performance done by superior on regular basis.
22
4. Rate the following factors at the scale of 1(strongly agree) to 5(strongly disagree).
25
Chart Title
20
15
10
0
strongly satisfied satisfied Neither dissatisfied strongly
dissatisfied nor dissatisfied
satisfied
23
Interpretation
In the above graph, 55% of respondent are strongly satisfied with the policies are clearly
articulated that are provided to them, whereas, 5% of employees stated that they were
neither satisfied nor dissatisfied with the policies are clearly articulated and 7.5% of
employess stated that they were dissatisfied with the policies are clearly articulated.
14
12
10
0
strongly satisfied Neither dissatisfied strongly
satisfied dissatisfied nor dissatisfied
satisfied
Interpretation
In the above graph, 17.5% of respondent are strongly satisfied with the fairly compensated
for the work, whereas, 10% of employees stated that they were neither satisfied nor
dissatisfied with the compensated for the work and 37.5% of employess stated that they
were dissatisfied with the compensated for the work.
18
16
14
12
10
0
strongly satisfied satisfied Neither dissatisfied strongly
dissatisfied nor dissatisfied
satisfied
Interpretation
In the above graph, 32.5% of respondent are strongly satisfied with the experience a sense
of community, whereas, 5% of employees stated that they were neither satisfied nor
dissatisfied with the experience a sense of community and 10% of employess stated that
they were dissatisfied with experience a sense of community.
26
16
14
12
10
0
strongly satisfied satisfied Neither dissatisfied strongly
dissatisfied nor dissatisfied
satisfied
Interpretation
In the above graph, 37.5% of respondent are strongly satisfied with the Problems are
managed effectively when they arise, whereas, 225% of employees stated that they were
27
neither satisfied nor dissatisfied with the Problems are managed effectively when they
ariseand 10% of employess stated that they were dissatisfied with the Problems are managed
effectively when they arise.
100
90
80
70
60
50
40
30
20
10
0
yes no
28
Interpretation
In the above graph, 88% respondent are recommend this company as a good place to work
and 12% respondent are not recommend this company as a good place to work.
CHAPTER-5
FINDINGS
29
CHAPTER-6
CONCLUSION
The factors that were under working environment, it was researched, the significance
of each factor of working environment and to know from which factor employees are
satisfied and from which employees are dissatisfied .So improvement can be done on that
factor of working environment from which employees are dissatisfied and increase the
satisfaction level of level of employees. From the data it can be concluded that employees
are strongly satisfied with their training of job (42.5%) and strongly dissatisfied by the
performance evaluation done by the supervisors (10%)
32
IMPLICATIONS
BIBLIOGRAPHY
http://study.com/academy/lesson/what-is-employee-satisfaction-examples-factors-
quiz.html
http://www.custominsight.com/employee-engagement-survey/what-is-employee-
satisfaction.asp
https://www.thebalance.com/employee-satisfaction-1918014
http://www.indianmirror.com/indian-industries/sugar.html
https://www.dalmiabharat.com/index80c2.html?act=cms-page&cat_id=8&id=3
34
APPENDICES
This survey asks questions about your experience working for DFIL.
1. How satisfied are you with several benefits provided to you? Rate them at the scale
of 1(strongly dissatisfied) to 5 (strongly satisfying).
2.
3. How satisfied are you with the working condition of DFIL? Rate them at the scale
of 1 (strongly dissatisfied) to 5 (strongly satisfying).
5. Rate the following factors at the scale of 1(strongly agree) to 5(strongly disagree).
Name (optional):
Gender:
Male
Female
Current position:
Executive
Non-executive
37