employee satisfaction project

7/31/2019 employee satisfaction project

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PROJECT REPORT

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CONTENTS

Chapter No. Title Page No.

Acknowledgement 2

HRM Summary 4

Introduction 9

Employee Satisfaction 12

Research Methodology 14

Analysis andInterpretation

18

Conclusion 45

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HUMAN RESOURCES MANAGEMENT ISSUES

People are our greatest asset is a mantra that companies have been chanting for

years. But only a few companies have started putting Human ResourcesManagement (HRM) systems in place that support this philosophy. There are a

number of challenges in the Indian industry which require the serious attention of

HR managers to find the right candidate and build a conducive work

environment which will be beneficial for the employees, as well as the

organization. The industry is already under stress on account of persistent

problems such as attrition, confidentiality, and loyalty. Other problems are

managing people, motivation to adopt new technology changes, recruitment and

training, performance management, development, and compensation

management. With these challenges, it is timely for organizations to rethink the

ways they manage their people. Managing HR in the knowledge based industry is

a significant challenge for HR managers as it involves a multi task responsibility.

In the present scenario, HR managers perform a variety of responsibilities. Earlier

their role was confined to administrative functions like managing manpower

requirements and maintaining rolls for the organization. Now it is more strategic

as per the demands of the industry.

Managing People

In view of the industry dynamics, in the current times, there is a greater demand

for knowledge workers. Resumes abound, yet companies still fervently search forthe people who can make a difference to the business. Often talented

professionals enjoy high bargaining power due to their knowledge and skills in

hand. The attitude is different for those who are taking up responsibilities at a

lesser age and experience. These factors have resulted in the clear shift in

approach to individualized career management from organization career

commitment.

Motivating the Workforce

As the competition is growing rapidly in the global market, a technological edge

supported by a talent pool has become a crucial factor for survival in the market.

Naturally, as a result every organization gives top priority to technology

advancement programs. HR managers are now performing the role of motivators

for their knowledge workers to adopt new changes.

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Attrition/Retention of the Talent Pool

One of the toughest challenges for the HR managers in the industry is to deal with

the prevalent high attrition levels. Though there is an adequate supply of qualified

staff at entry level, there are huge gaps in the middle and senior level

management in the industry. Further, the salary growth plan for each employee isnot well defined. This situation has resulted in increased levels of poaching and

attrition between organizations. The industry average attrition rate is 3035 per

cent and could range up to 60 per cent.

Bridging the Demand Supply Gap

HR managers have to bridge the gap between the demand and supply of

professionals. They have to maintain consistency in performance and have to keep

the motivation levels of employees high, despite the monotonous nature of work.

The same also leads to recurring training costs. Inconsistent performance directly

affects revenues. Dwindling motivation levels lead to a loss of interest in the job

and a higher number of errors.

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Introduction to the Organization

Founded in 1992, Su-Kam is Indias biggest producer and supplierof power inverters. With the largest market share, Su-Kam products have

set benchmarking standards for the Industry. Indeed, the company hasplayed a seminal role in consolidating and upgrading the inverter industryfrom the unorganized to the organized sector, thereby adding immensevalue to the industry as a whole. Su-Kam offers a wide range of invertersand is the only Indian company to produce 100 KVA inverters. It hasestablished itself as a leader in product innovation, design sensibility and

sales distribution network.Su-Kam has successfully expanded into other technology driven

products like UPS systems and has made its presence felt in the field ofbatteries both lead acid and VRLA.

A continuing focus on quality and adherence to internationalstandards has enabled Su-Kam to export its products to various overseas

markets across Asia, Africa, the Middle East and the Pacific region. At thecore of Su-Kams growth are the twin values of innovation and customerengagement. The intense focus on R&D enables us to continuouslydevelop new products to meet present and anticipated customer needsand to provide cost effective solutions of power generation. Su-Kam isdeveloping a range of solar products with capability to run homes, offices,

residential complexes a pointer to its futuristic vision and commitment tothe environment. The wide dealer network, the largest for a company inthe industry, and efficient Customer Care Service ensure prompt andeffective solutions and after sales service for true CustomerEngagement. Su-Kams robust business model has now been recognized

globally also.

All systems at Su-Kam are fully validated by independentinternational organizations. Su-Kam is the only Indian company in thepower solutions business to receive:

ISO 9001:2000 for its Quality management system.

ISO 14001:2004 for its Environment management of production.

20 Products patents. Applications for 10 more have beensubmitted.

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CE (Coformite European) and UL (Underwriters laboratories)certification for its products.

In-house R&D recognition from the Government of India.

Kunwer Sachdev is the CEO of Su-Kam Power System Limited and isresponsible for the vision and strategic direction of the company.

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EMPLOYEE SATISFACTION

What does the term Satisfaction imply to an employee? It impliesnothing else than the feeling of either being contended or non-contended on usinga product. Employee Satisfactionis a prerequisite for the customer satisfaction.Enhanced employee satisfaction leads to higher level of employee retention.A stable and committed workforce ensures successful knowledge transfer, sharing,and creation --- a key to continuous improvement, innovation, and knowledge-based total customer satisfaction.

When companies are committed with providing high quality products andservices; when companies set high work standards for their employees; and whenemployees are empowered through training and development, provided with

knowledge and information, permitted to make mistakes without punishment, andtrusted; they will experience an increase in their level of satisfaction at work.This level of satisfaction can be enhanced further if teamwork and visionary

leadership are introduced.Continuous improvement comes from the efforts of the empowered

employees motivated by visionary leadership. This is supported by the findingsthat empowerment and visionary leadership both have significant correlation with

employee satisfaction. Teamwork is also supported by the findings. In addition,the study found significant correlation between employee satisfaction andemployees intention to leave.

The success of a corporation depends very much on customer satisfaction.A high level of customer service leads to customer retention, thus offering growth

and profit opportunities to the organization. There is a strong relationship betweencustomer satisfaction and employee satisfaction. Satisfied employees are morelikely to stay with company and become committed and have more likely to bemotivated to provide high level of customer service, by doing so will also furtherenhance the employees satisfaction through feeling of achievement. Enhancedemployee satisfaction leads to improved employee retention; and employeestability ensures the successful implementation of continuous improvement andcustomer satisfaction. Customer satisfaction will no doubt lead to corporatesuccess and greater job security. These will further enhance employee satisfaction.Therefore, employee satisfaction is a prerequisite for customer satisfaction.

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Research Methodology

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Objectives:

The study is conducted with the following objectives:

1. To discover the various expectations that determine the satisfaction level ofemployee.

2.To rank the factors according to the importance.

3. To measure the level of satisfaction of employees with respect to thecompany.

Employee Satisfaction Measurement

Employee satisfaction has been defined as a function of perceived performanceand expectations. It is a persons feeling of pleasure or disappointment resultingfrom comparing a products outcome to his/her expectations.

If the performance (Company Services) falls short of expectations, theemployee is dissatisfied and if it matches the expectations, the employee is

satisfied. A high satisfaction implies more purchase/use of the product or service.The process is however, more complicated then it appears. It is more important

for any organization to offer high satisfaction, as it reflects high loyalty and it willnot lead to switching over once a better offer comes in.

Tools for tracking and measuring customer satisfaction:

1. Complaint and Suggestion System: Employee can freely delivercomplaints and suggestions through facilities like suggestion box, personalmeetings with seniors etc.

2. Lost Employee Analysis: The exit interviews are conducted or employee

loss rate is computed.

3. Employee Satisfaction Survey: Periodic surveys by use of questionnaireor telephone calls to random sample of recent buyer help to find outcustomer satisfaction and relate to repurchase intention and word of mouthscore.

Technique

To uncover the important attributes which determine the

satisfaction level of the employee with respect to the various servicescatered by the company, a non-structured in-depth interview of employeeselected by convenience is carried out. Then a list of attributes is finalizedkeeping in mind that an attribute once selected is not repeated on beingencountered for the second time.

Scale Construction

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On the basis of attributes which have been identified, a questionnaire isprepared which is analyzed for two parameters separately i.e. satisfaction andimportance.

To each question, there are 5 possible answers out of which one is to beticked. In case of component pertaining to satisfaction, the respondent has to givea response in terms of highly satisfied, very satisfied, satisfied not so satisfied or

dissatisfied.In case of component pertaining to satisfaction, the respondent has to give

a response in terms of critical, very important, important, not so important andnot at all important. The response for each question in either component of

satisfied to dissatisfied and from critical to not at all important, respectively.

Data Collection and Analysis

Exhaustive list of all the employee is obtained. A sample size of 50 ischosen to be representative of the population (nearly 10%). Sample interval isdetermined by dividing total no. of employee by the sample size (=26.32).Everytenth individual appearing in the exhaustive list is then selected. Samples drawnare used to collect data pertaining to employees satisfaction as well as importancetowards the 15 attributes listed.

The results are then categorized on the basis of1. Total Respondents.

2. Department wise.3. Salary Wise.

For each category, the respondents are selected and then averages of

satisfaction and importance are computed for each question respectively. Then theproduct of corresponding averages is computed to give the satisfaction index.

The formula computation of satisfaction index is:

Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i)Sum of Average Importance (i)

= SXi

i

Table 1:TOTAL STRENGTH OF THE EMPLOYEES IN THE COMPANY

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DEPARTMENT SU-KAM POWER SYSTEM LTD.

MALE FEMALE TOTALHR & Administration 15 6 21

Accounts 15 20 35

Power Division 20 10 30

Sales & Marketing 200 30 230Service 350 30 380

Customer Care 150 100 250

IT & ERP 20 15 35

Total 770 211 1231

SU-KAM POWER SYSTEM LTD MALE FEMALE875 441

TOTAL STRENGTH 1316

SAMPLE SIZE 50

SAMPLE INTERVAL (1231/50) = 24.62

Table 2: STRENGTH OF EMPLOYEES OF SU-KAM IN PERCENTAGE

Percentage of HR & Administration employee 1.70

Percentage of Accounts Dept. employee 2.84

Percentage of Power Division employee 2.43

Percentage of Sales & Marketing employee 18.68

Percentage of Service employee 30.86

Percentage of Customer Care employee 20.30

Percentage of It & ERP employee 2.84

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SATISFACTION INDEX FOR THE EMPLOYEES INSU-KAM POWER SYSTEMS LTD.

0

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Listing of Important Attributes

1. Working Environment.2. Convenient Work Location.

3. Recognition for the Work Done.4. Friendly Working Environment.5. Opportunities for Flexible Working.6. Working in a Dynamic Organization.7. Working in a Reputed Organization.8. Interesting & Enjoyable Work.9. Work that gives a sense of Achievement.10.Working with Young People.11.Job Security.12.Opportunities for Personal Development.13.Opportunities for Promotion/Career Prospects.14.Fair Payment for the Work Done.

15.Good Policies.

Ranking as per Importance

After analyzing all the attributes for the given sample, it was found that WorkLocation is Critically important to all employees (I = 4.48) followed by workingwith young people (I = 4.20) working in reputed organization (I = 4.06) and other

attributes which are very important are opportunities for flexible working (I =4.04) Friendly working environment(I = 3.90) followed by opportunities for

promotion & career prospects (I = 3.80).

Working in Dynamic organization andJob Securitywith same is also important (I= 78) followed by opportunities for personal development(I = 74) and recognitionfor the work done (I = 3.72).

Attributes like working environment(I = 3.44) and fair salaryare also moreimportant followed by Good policies (I = 3.24) which are critically important. Workthat gives a sense of achievement(I = 3.14) and interesting & enjoyable work(I

= 3.12) are also equally important.

Variation in Satisfaction

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Satisfaction level of total respondents

The Satisfaction Index for the total respondents is for the total respondents -2.436 (Table 1 and Figure 1) which indicates that the employees are relativelysatisfied with the various services being catered by the company as against theirimportance. It can be attributed to the fact that the company caters to the variousneeds of the employees and it tries to provide the more important needed serviceslike Opportunities for promotions, Fair Salary and Good Company Policies as andwhen needed.

Department wise analysis of satisfaction level

Analysis of Table 2 8 and a glance of Figures 2 8 reveal that employees ofAccounts Dept. are most satisfied ( Satisfaction Index = 2.825) followed byemployees of Power Division ( Satisfaction Index = 2.822) and the employees ofCustomer Care Dept. ( Satisfaction Index = 2.666).

The Satisfaction level of HR & Adm. Dept. is also good (Satisfaction Index =2.664) followed by Sales & Marketing Dept. (Satisfaction Index = 2.390) andEmployees of Service Dept. (Satisfaction Index = 2.335) and IT & ERP Dept.

(Satisfaction Index = 2.106).

TABLE 2: SATISFACTION INDEX FOR THE EMPLOYEES OF

HR & ADMINISTRATION DEPARTMENT

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0

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Average Satisf


ACCOUNTS DEPARTMENT

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= SXi = 135.385 = 2.825i 47.91

Note: The satisfaction scale ranges from a score of 5 for Highly Satisfied to ascore of 1 for Dissatisfied. Importance scale ranges from a score of 5 forcritically important to a score of 1 for not at all important.

FIGURE 3: SATISFACTION INDEX FOR THE EMPLOYEES OF

ACCOUNTS DEPARTMENT

S.No. Questions AverageSatisfaction

(S)

AverageImportance

(i)

Sxi

1 Working Environment 2.40 3.00 7.202 Convenient Work Location 1.19 2.50 2.975

3 Recognition for the work done 3.69 1.00 3.69

4 Friendly working environment 2.90 4.20 12.18

5 Opportunities for flexible working 3.33 4.15 13.819

6 Working in dynamic organization 1.50 1.97 2.955

7 Working in reputed organization 4.45 2.87 12.771

8 Interesting and Enjoyable Work 3.23 4.02 12.984

9 Work that gives a sense ofachievement

2.59 1.76 4.558

10 Working with young people 1.48 3.79 5.609

11 Job security 4.39 3.57 15.672

12 Opportunities for personaldevelopment

3.50 4.19 14.665

13 Opportunities for Promotion/careerProspects

2.25 4.69 10.552

14 Fair payment for the work done 2.05 3.30 6.765

15 Good Policies 3.10 2.90 8.99

Sum 47.91 135.385

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Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i)

Sum of Average Importance (i)

= SXi = 126.4736 = 2.8224i 44.81



POWER DIVISION


(S)

AverageImportance

(i)

Sxi

1 Working Environment 3.58 4.25 15.21

2 Convenient Work Location 1.50 2.35 3.523 Recognition for the work done 3.20 1.59 5.08






9 Work that gives a sense of achievement 2.85 4.19 11.94


11 Job security 3.67 1.98 7.26

12 Opportunities for personal development 1.29 3.08 3.97


2.87 1.78 5.10


15 Good Policies 4.25 4.78 20.31

Sum 44.81 126.47

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TABLE 5:SATISFACTION INDEX FOR THE EMPLOYEES OF SALES

& MARKETING DEPARTMENT

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= SXi = 130.359 = 2.390i 54.54

Note: The satisfaction scale ranges from a score of 5 for Highly Satisfied to a

score of 1 for Dissatisfied. Importance scale ranges from a score of 5 forcritically important to a score of 1 for not at all important.

FIGURE 5: SATISFACTION INDEX FOR THE EMPLOYEES OF SALES

& MARKETING DEPARTMENT


(S)

AverageImportance

(i)

Sxi








9 Work that gives a sense of achievement

3.115 3.077 9.58


11 Job security 1.731 3.462 5.99


2.000 3.423 6.84


2.615 3.923 10.25


15 Good Policies 2.577 3.615 9.31

Sum 54.54 130.35

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0

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Average Importance

Average Satisfaction


SERVICE DEPARTMENT

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= SXi = 138.774 = 2.335i 59.417



SERVICE DEPARTMENT


(S)

AverageImportance

(i)

Sxi










11 Job security 2.41 4.25 10.27

12 Opportunities for personal development 2.16 4.41 9.5613 Opportunities for Promotion/careerProspects

1.41 4.16 5.90


15 Good Policies 3.08 4.00 12.33

Sum 59.41 138.7

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0

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Average Importance


TABLE 7: SATISFACTION INDEX FOR THE EMPLOYEES OFCUSTOMER CARE DEPARTMENT

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= SXi = 154.281 = 2.666i 57.85


FIGURE 7: SATISFACTION INDEX FOR THE EMPLOYEES OFCUSTOMER CARE DEPARTMENT

S.No.

Questions AverageSatisfaction

(S)

AverageImportance

(i)

Sxi









4.75 4.00 19.00


11 Job security 3.00 3.00 9.00


1.85 3.20 5.92


1.5 3.5 5.25


15 Good Policies 3.0 4.0 12.0

Sum 57.85 154.28

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0

5

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Average Importance


TABLE 8: SATISFACTION INDEX FOR THE EMPLOYEES OF IT &ERP DEPARTMENT

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= SXi = 116.906 = 2.106i 55.5



FIGURE 8: SATISFACTION INDEX FOR THE EMPLOYEES OF IT &

ERP DEPARTMENT


(S)

AverageImportance

(i)

Sxi

1 Working Environment 2.00 3.37 6.75

2 Convenient Work Location 1.25 4.5 5.623 Recognition for the work done 2.875 3.75 10.78







1.75 4.25 7.43


11 Job security 2.37 3.25 7.719


2.12 3.87 8.23


1.87 3.87 7.26


15 Good Policies 1.75 3.87 6.78

Sum 55.5 116.90

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0

2

4

6

8

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14

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Average Importance



INCOME GROUP A ( less than equal to 75,000 p.a)

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= SXi = 114.679 = 2.479i 46.251




INCOME GROUP A (less than equal to 75,000 p.a)


(S)

AverageImportance

(i)

Sxi










11 Job security 3.03 3.35 10.19


3.53 4.28 15.16


15 Good Policies 2.77 3.96 11.01

Sum 46.25 114.67

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0

2

4

6

8

10

12

14

16

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Sxi

TABLE 10: SATISFACTION INDEX FOR THE EMPLOYEES OFINCOME GROUP B ( 75,000 5,00,000 p.a)

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chiev

ement

Worki

ngwith

youn

gpeo

ple

Jobs

ecurity

Opportu

nities

forp

erson

alde

velop

ment

Oppo

rtunities

forP

romoti

on/ca

reerP

rospe

cts

Fairp

ayme

ntfor

thew

orkdone

Good

Polici

es

Average Satisfac

Average Importa

Sxi


INCOME GROUP C ( more than 5,00,000 p.a)

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= SXi = 151.823 = 2.723

i 55.744

Note: The satisfaction scale ranges from a score of 5 for Highly Satisfied to ascore of 1 for Dissatisfied. Importance scale ranges from a score of 5 for

critically important to a score of 1 for not at all important.

FIGURE 11: SATISFACTION INDEX FOR THE EMPLOYEES OFINCOME GROUP C (more than 5,00,000 p.a)


(S)

AverageImportanc

e(i)

Sxi










11 Job security 3.99 3.52 14.10


3.72 4.10 15.28


15 Good Policies 3.99 4.00 15.99

Sum 55.74 151.82

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0

2

4

6

8

10

12

14

16

18

20

Worki

ngEnviro

nment

Conv

enien

tWork

Locatio

n

Reco

gnitio

nforthe

work

done

Frien

dlywork

ingenvir

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nt

Opp

ortunitie

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xible

worki

ng

Work

ingin

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rganiz

ation

W

orking

inreputed

orga

nizati

on

Intere

sting

andE

njoyable

Work

Worktha

tgive

sasens

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ement

Worki

ngwith

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Jobs

ecurity

Opportu

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forp

erson

alde

velop

ment

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rtunities

forProm

otion

/caree

rPros

pects

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ayme

ntfor

thew

orkdone

Good

Policie

s

Average Sat

Average Im

Sxi

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Salary wise analysis of Satisfaction Level

Tables and Figures 9 11 indicates that employees pertaining toCategory C (income group (more than 5, 00,000) are the most satisfied(Satisfaction Index = 2.72) followed by the employees of category B

(income group 75,000 5, 00,000; Satisfaction Index = 2.68) and theemployees of category A (income group less than 75,000; SatisfactionIndex = 2.47) are least satisfied.

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CONCLUSION

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Research shows that satisfied, motivated employees will createhigher customer satisfaction and in turn positively influence organizationalperformance. Convenient work location, working with young people,

opportunities for promotion and career prospects, fair salary, good

policies, job security and dynamic working environment are few attributeswhich are critically important from the view point of most of theemployees.

Employees have an overall satisfaction index of 2.43 which

indicates that the employees are relatively satisfied with the variousservices being catered by the company as against their important.

It seems that employees of Accounts Department. are nearly assatisfied as Power Division, Customer Care, Human Resources &Administration, Service Department, however IT & ERP Department are

most dissatisfied.

Employees falling in C category of the income group(Rs.5, 00,000 and more p.a.) are the most satisfied than the othercategories of income.

Therefore a comprehensive Employee Satisfaction process canbe a key to a more motivated and loyal workforce leading toincreased customer satisfaction and overall profitability for theorganization.

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Documents

employee satisfaction project