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A

RESEARCH REPORT

ON

Job Satisfaction AtFlags Communications Pvt. Ltd.

(B-Square Group)

UNDER THE GUIDANCE OF SUBMITTED BY : PRADEEP BIDALIYAMR RAKESH SHARMA ROLL NO. : 16080102533

SEMESTER : VI-MBA(3YRS)


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AMITY SCHOOL OF DISTANCE LEARNING, NOIDA

Chapter No. Title PageNo.

I.Acknowledgement

II.Executive Summary

1.Introduction to Job Satisfaction

2.Objectives

3. Job Satisfaction at FLAGS COMMUNICATIONS PVT. LTD

1.1 Scope of Job Satisfaction

1.2 Job Satisfaction according to category

1.3 Motivation and Satisfaction

1.4 Leadership & Satisfaction

1.5 Way of Providing Job satisfaction

4.Research Methodology

5.Results

6.Graphs

7.Interpretation

8. Suggestions & Recommendations

9.Assumptions & Limitations undertaken study

10.Bibliography

11.Annexure


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CONTENTS

ACKNOWLEDGEMENT

Independence is higher than value independence.

Hard work and dedication are the key of success but along with them guidance play a crucial role.

First of all I would like to pay my sincere gratitude to Dr.V.K.Goswami, Director General and Dr.

Nachiketa Mishra, H.O.D., M.B.A. Dept and other faculty members, who all courteously

responded me in giving the final shape to the project.

I would like to express my profound sense of gratitude to the management of FLAGS

COMMUNICATION PVT. LTD. for allowing me to undertake research in their esteemed

organization.

I would like to express my special thanks to Ms. Rakesh Sharma, Manager HR for his guidance

and cooperation to allow me for employees survey.

The list is long but I would like to thank each and every one who had helped me in this project.


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Executive summary

TITLE: An analysis of job satisfaction among the employees at Flags CommunicationsPvt. Ltd.


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INTRODUCTION

What is Job satisfaction?

Job satisfaction is the favorableness or unfavorable ness with which employees view for their

work. It results when there is a fit between Job requirements, wants and expectations of

employees. It expresses the extent of match between the employees expectation of the Job and

the reward that the Job provides.

Job satisfaction at Flags communications Pvt. Ltd.

Job satisfaction at Flags Communication Pvt. Ltd is positively related to the degree to which ones

personal needs are fulfilled. A more realistic approach to job satisfaction at Flags Communication

Pvt. Ltd is to look at the individuals needs in the work situation and to examine also the needs of

the firm and the demands which it has to make of its employees because of pressure exerted by

the environment in which it operates.

OBJECTIVE

To have an idea about the factors effecting Job satisfaction and the factors relating to the

Job satisfaction.

To assess the importance of effective Job satisfaction.

To discuss various methods to improve Job satisfaction.

To analyze various problems inhibiting effective Job satisfaction.


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RESEARCH METHODOLOGY

Research design

The nature of this report is Descriptive and Exploratory. During the study, both primary and

secondary data has been used.

Primary Data : Questionnaire based survey

Secondary Data : Internet, journals, magazines and newspapers.

Sample

20 employees at Flags Communications employed in Okhla HO.

Tools & Techniques used

Interview method was adopted to collect the information from management and non-managementemployees. This was done with the help of questionnaires being given out to them for theircompletion.

Statistical Analyses

The analysis and interpretation of data was based on only simple percentage and average

method.

Signature:

Submitted to: Submitted by:

Pradeep Bidaliya

(Head of Dept, MBA) (MBA-VI Sem)


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INTRODUCTION

Job satisfaction is a nebulous concept and difficult to give an acceptable definition. Vroom has

defined it as the positive orientation of an individual towards the work role, which he is presently

occupying. This can be easily paraphrased, as an individuals liking more aspects of his work

than he dislikes. In other words it refers to the employees general attitude toward his job.

To being with, it is appropriate to mention different approaches to job satisfaction. Researches on

job satisfaction can be divided into a number of different schools of thought. There is what ca n

the called the psychological needs schools exemplified by psychologists like Maslow, Herzberg,

Likert and others. They see motivation as the central factor in job satisfaction and concentrate

their attention on stimuli, which lead to job satisfaction. The needs of individuals for

achievements, recognitions, responsibility, status and advancement are the stimuli.

Second school devotes its attention to leadership as a factor in job satisfaction. Psychologists like

Blake, Monton and Fielder see the behavior of supervisors as an important influence an

employee attitude. According to them leadership style affects job satisfaction.

A third school, represented by the Manchester Business School of Lupton, Gowler and Legge,

approach see reward as an important factor, which influence the attitudes of employees.

A fourth school of thought sees that management ideology and values influence job satisfaction

to a great extent. Writers like Crozier and Gouldner categories varieties of management

behaviour as punishment centred and mock bureaucracy. Punishment centred bureaucracy is

the type of management behaviour which responds to deviation from rules and regulations. Mock

bureaucracy is said to exist when an organization has rules and procedures but neither

management nor the workers identify it with these or accept them as legitimate. In consequence

they are generally ignored. Although a discussion of values as such does not appear often on job

satisfaction literature, it is clear that the kind of legislation formulated by the management and

employees perceptions of the legitimacy of this must have an influence on job satisfaction.

Fifthly, there are behavioral scientists who say that the factors described above are extrinsic to


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the tasks an employee is required to carry out and therefore a less important factor in Job

satisfaction then the work itself and the way it is structured. This group concentrates on the

content of work and on the job design factors. Europe they are represented by Cooper at

Liverpool, Harbst Thorsund and Gulowsen in Norway and Tavislock Institute of London.

Some contribution thinking on the subject, including Herzberg school seems to suggest that it is

only necessary to identify the needs of the employee. The organization for which he works must

then ensured that these needs are met if it wishes to secure the advantages of the labour force

performing at a high level of job satisfaction.

Thus job satisfaction is positively related to the degree to which ones personal needs are fulfilled.

A more realistic approach to job satisfaction may be to look at the individuals needs in the work

situation and to examine also the needs of the firm and the demands which it has to make of its

employees because of pressure exerted by the environment in which it operates. This means that

job satisfaction should be considered with reference to what the organization requires of its

employees and what the employees seek from the firm.


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OBJECTIVES

To have an idea about the factors effecting Job satisfaction and the factors relating to the

Job satisfaction.

To assess the importance of effective Job satisfaction.

To discuss various methods to improve Job satisfaction.

To analyze various problems inhibiting effective Job satisfaction.

To appraise the need of Job satisfaction by conducting general interviews and survey

through statistical tools and techniques.

To analyze and comment upon the major strengths and weaknesses of the system of Job

satisfaction in

To discuss the Flags Communication Pvt. Ltds practices for employees Job Satisfaction

system.

How it is beneficial for the company.

What is the satisfaction level of employees for the job


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SCOPE OF JOB SATISFACTION IN

FLAGS COMMUNICATIONS

It is an established fact that the job satisfaction usually leads to quantitative and qualitative

improvement in performance. Every individual has special abilities aptitudes, inherited capacities,

interest and aspirations. Those job which provide the worker a chance to fulfill his interest and

aptitudes, give him satisfaction and pleasure.

Job satisfaction not only increases efficiency, it also provides intrinsic motivation of work. More

over, Job satisfaction is also conductive to the all- round development of the organization

because directly and indirectly it influences attitude, morale, absenteeism, and production level.

Balchin has remarked, An effort should be made to give the average worker a job which is not

merely a means of earning living but which has in all the ingredients of life itself.

Hence, empirical research on job satisfaction in the field, with the aim to determine the

contributory factors of job satisfaction and the measures to be taken to improve it should be

conducted on a large scale.

JOB SATISFACTION ACCORDING TO JOB CATEGORY

In any organization, jobs are arranged in a hierarchy. This system of stratification divides people

in an organization broadly into three groups:

1. Managers

2.Supervisors; and

3.Executives

Managers occupying the top position, Supervisors, the middle, and the Executives the lowest.

Financial remuneration in an organization follows system of differential payment for different

occupational levels. Those at higher levels of the occupational hierarchy are usually paid more

than those at the middle and lower levels.

Besides this, managerial jobs require a high degree of intelligence, higher education and training

(sometimes of a specialized nature) initiative, drive and ability to command and co-ordinate

activities of hundreds of workers in such a manner that the targets set are achieved.


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More often, a managerial job is not only paid more, but the perquisites attached to it may actually

mean that the salary has been doubled or even more. It is thus the hypothesized that:

1)The higher the occupational level, the greater would be the satisfaction of physical needs.

Not only jobs differ in terms of financial rewards in industry, but also in terms of security, which

they provide to an individual. Some jobs are more secure, than others.

The feeling of security seems to increase as one goes up in the organizational hierarchy.

2)Man is a social being. He wished to satisfy many of hit social needs both at work and

outside. The chances of social need satisfaction seem to decrease as one goes down in

the organizational hierarchy.

3)The higher the occupational level the greater will be the social need satisfaction.

Besides the satisfaction of physical, security and social needs, one seeks the satisfaction of ego

needs, both at work and outside it.

Once again satisfaction of ego needs usually goes on decreasing with the decline in the

occupational level of the individual. A managerial job has a higher status, than a supervisory job,

and a supervisor is ranked higher than a worker.

From the above discussion following may be pointed out:

a)The higher the occupational level the greater would be the satisfaction of the ego needs.

b)The extent of total need satisfaction would go on decreasing with the decline in

occupational level.

It is further suggested that there is a close relationship between need satisfaction and job

satisfaction. Thus, the greater the need satisfaction, the more positive will be the attitude of the

workers towards their jobs, and the result will be better and more production.


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TOTAL SATISFACTION AND JOB SATISFACTION

It is therefore necessary to find out the relationship between the satisfaction of human needs and

job satisfaction of human need and job satisfaction. The NEED THEORY as stated by Maslow,

has had a fair degree of acceptance in the literature on human motivation. According to this

theory human behaviour is caused by an individuals need patterns and is directed towards the

satisfaction of these needs. Needs when activated, which motivated him to take such action as

will lead to reduction or elimination of the tension created.

For the purpose of the present study, four of the human needs, which have been considered

rather universal in the literature on propounded theory, have been taken into consideration. It is

generally agreed needs by and large, for there physical and psychic satisfaction. In the present

study the basic contention has been that an individual is an organized whole and his behaviour

can only be understood in its totally. He makes constant efforts to satisfy these needs both at

work and outside it. The satisfaction or non-satisfaction of these needs, it appears lead to the

development of certain attitudes that are carried over from life of work, and it is not possible to

separate his economic self from the rest of the personality. The classification of human needs into

the above four categories is for the purpose of discussion. In an individual these needs appear to

be inseparable.

Dr. Menninger states as follow:

The psychiatrist believes that the mind and the body are inseparable the holistic concept. The

former tendency to regard the mind and the body as separate has been discarded. Now we study

the physical, the chemical, the psychological and the social factor of every individual who comes

to us for help.

The satisfaction of these needs seem to be the end, for which various means may be adopted by

individuals. An individual, job also stratifies many of physical, social, security and egoistic needs,

or it may become a means of satisfying these needs in and outside the work. A composite index

was used to measure the total need satisfaction of the individual. This index was the sum total of


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an individuals score on four separate indexes of need satisfaction. These separate indexes of

need satisfaction were:

1.An index of psychical needs stratification.

2.An index of security needs satisfaction.

3.An index of social need satisfaction.

4.An index of ego needs satisfaction.

Taken together they constituted the total need satisfaction of the individual.

The extent to which these needs can be satisfaction differ form individual to individual. By and

large, it would be logical to state that those at higher occupational level would be able to satisfy

these needs to greater extent than those at lower levels. It has already been discussed that

satisfaction of each of these needs to a greater extent goes on decreasing with the decline in

occupational level. Thus, it may be stated that total need satisfaction will go on decreasing with

the decline in occupational level of the individual as well.

As stated earlier, an individual seeks the gratification of his needs. Although for the purpose of

analysis these need have been categorized into physical, security, social and ego needs but they

are not separated into water-tight compartments and seems to be interrelated and

interdependent. Thus an individual is likely to be concerned with are totally of satisfaction of these

needs. It has already been showed that total need satisfaction goes on decreasing with the

decline in occupational level.

Thus, it may not be illogical to suggest that, not only total need satisfaction would go on but job

satisfaction will also go on decreasing simultaneously.

To conclude, it may be stated that the present chapter concerned with measuring the total need

satisfaction of the workers and establishing its association with job satisfaction.

The study confirms that total need satisfaction goes on decreasing with the decline in

occupational level. It also confirms that not only total need satisfaction goes on decreasing with

the decline in occupational level, but job satisfaction also goes on decreasing simultaneously.

This is true even when occupational level is kept constant. In a slightly the number of needs that

are satisfied, the greater is the job satisfaction.


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MOTIVATION AND JOB SATISFACTION

The prosperity, if not survival of the business organization today largely depend on the

performance of its employees. Thus, blending the individual goals with organizational objectives

for achieving their commitment to the organization assumes vital importance. Not withstanding

improved monetary compensation, better working conditions, job security and comprehensive

conditions for employment, it has been observed that fairly a large majority of employees are not

only unwillingly to direct their energies for the attainment of the direct their energies for the

attainment of the organizational goals but also dont enjoy their work assignments. Lack of

involvement on their part results in low levels of productivity and job performance. Experience

over the years has show that the provisions of such facilities does not itself create high tempo of

work or the degree of identification with the organization which the management expects and also

for job satisfaction. In this context, job motivation has, in recent years, emerged as an important

area of concern.

The reason for motivation of personnel is the desire to secure optimum performance from the

employees.

Performance (P) is a function of individuals ability (A), knowledge (K) and motivation (M). This

can be depicted as:

P= M (A+K)

The mere presence of ability and knowledge cannot guarantee that the individual will put forth his

best effort. There is another factor, namely motivation (M) that ensures the expected performance

of the employees.

Motivation comprises of two factors namely (a) incentives (I) i.e. the forces which motivate the

employee to put forth his best efforts, and (b) Disincentives (DI) i.e. the forces which

motivation is M= 1-Di when combined the above two presentations can be depicted as below:

P = (I-DI) (A+K)

This shows that higher (I-DI) should result in better performance of the employees with (A+K)


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factor remain constant. Hence, job performance is dependent not only on an employees skill and

ability but also on motivation which transforms ability to do into will to do.

Thus motivation is a productivity factor in industry. The word motivation has been derived from

motive initiated activity and is an inner force with directs behaviour towards goals. Behind every

activity of a human being there is a motive.


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MOTIVATION DEFINED

Webster defines motivation as to provide with a motive; to impel, incite, and motive as that

within the individual rather than without, which incites him to action; any idea, need emotion, or

organic state that prompts to an action. Incite is defined as that which incites, or tends to incite,

to determination or action. Incite is defined as to arouse to action, spur or urge on. Therefore to

activate the employee or move him into action, it is advisable to ascertain the motive involved. As

the motive is within the individual, it is first necessary to study his needs, emotions etc. After this

an investigation must be made of the factors likely to incite him (i.e. incentive) and also, those,

which have the opposite effect (i.e. disincentive). Austin defines disincentive as that which

impedes or tends to impede determination or action.

According E.L.F. Brech motivation is a general inspiration, all process which gets the members

of the team to pull their weight effectively to give their loyalty to the group to carry out, properly to

play an effective part in the job that the groups has undertaken.

Motivation may be defined as to how a manager works to induce his ordinates to act in a desired

manner by satisfying there needs and desire.

Motivation can be either positive or negative. Positive motivation induces people to work in a

healthy way and to improve their performance while negative motivation forces people to work

under pressure of punishment, reprimand or fear of loss. The results of positive motivation are

always better and permanent in nature.


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THE BENEFITS OF MOTIVATION

In brief the benefits of motivation are as follows:

1)It increases employee productivity.

2)It creates a favorable image of the company.

3)It provides means of satisfying the needs of employees.

4)It helps in boosting group morale.

5)It encourages discipline among the employees.

It is, therefore necessary for the mangers to understand their subordinates and the factors, which

make them, tick. This is possible only if an analysis is made of the needs craving satisfaction in

the minds of their subordinates.

Motivation is mainly psychological. It refers those factors, operating within an individual, which

induces him to act or not to act in a certain way. It may be defined as propensity, or the level of

desire of an individual to behave in a certain manner at, a certain time and in a certain situation.

Being motivated means to behave in a particular way.

Motivation in an organization is the willingness of the employee to work for organizational goals.

The more positively an employee is motivated towards the organization, the more effective is his

performance, his motivation, to a large extent, is determined by his perception. When his

employees perceive incentive schemes differently all employees are not equally motivated to

work efficiently.

It is also misleading to talk about motivation without specifying the goal of motivation. For

effective motivation employees needs should be identified and also the extent to which these

needs are important

to them, without this motivational efforts of the management are not likely to give results.

An individuals needs are determined by certain psychological imbalances within him, his past

experience, social expectations and the interaction of two or more of these forces. Social motives

should be recognized for understanding human behaviour. Some kind of behaviour may be

caused by various social motives, or different types of behaviour may be caused by the some

motives. For example, the motive for doing overtime work may be to earn extra money for some,


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while for others it may be to get relief from family tensions and worries. Similarly some people

accept extra work once to earn extra money to meet their present needs but refuse the same

second time. In the same way motives vary in intensity also from people to people and also for

same person at different times.

AIMS OF MOTIVATION

The aims of motivation may be:

A)To develop smooth human relations in the organization.

B)To satisfy the economic, social and psychological needs of the employees.

C)To boost morale of the employees.

D)To create a feeling of job satisfaction amongst employees as a result of which the

employees are motivated to do more work.

E)To increase productivity and job performance.

F)To seek maximum cooperation of employees and establish harmonious relations

between labour and management.

G)To get maximum exploitation of human recourses.

H)To achieve the goals of the organization.


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THEORIES OF MOTIVATION

It is relevant to understand the different theories advanced in connection with motivation. The

important theories are:

1)The Interaction Theory.

2)The Participation Theory.

3)The Pattern Concept and

4)The Achievement Expectoration Theory.

2)The Interactive Theory

In this theory, emphasis is placed on the organization as a social system consisting of

three variables namely (a) activities (b) interactions and (c) sentiments.

Activities can be noted and described, interaction can be measured and their results

noted. As against this, sentiments are part of what is called individual self-interest.

According to him, if motives are examined it would generally be noticed that they are

neither individual nor selfish but they are the product of group life and serve the gains of

the whole group, not just the individual.

2) The Participation Theory

Some physiological advance the participative leadership style for securing maximum

motivation. Here participation is used to motivate person towards predetermined goals.

Douglas Mc Gregor presented two opposite sets of assumptions X and Y which

represent the anchor points in a scale, implicit in most approaches to supervision and

utilized to motivate people between the two extremes, several assumptions based on the

combinations of the two extremes can be made.

Theory X is based on assumptions and beliefs which are based on the study of many

people at work, and the nature and structure of many organizations and their style of

supervision. These assumptions imply that the supervision has a low opinion of the

workers and still has expectation from them. Such workers beliefs reduce the supervisor


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efforts to increase satisfaction in work, which in turn confirms a workers view that work is

a necessary evil.

Theory Y puts forward the opposite assumptions, which provide a totally different picture

of human nature.

Therefore, theory Y implies that on the job satisfaction is necessary to motivate

employees.

2)The Pattern Concept

Likert, on the basis of his studies of the pattern of management practices of highly

successful companies have invoked a pattern, which he believes can establish a system

of maximum effectiveness.

His findings indicate that managers and supervisor, whose pattern of leadership yield

consistently favorable attitude, more often think of employees as human being rather

than just person to get work done. He emphasizes that workers should be treated as

human being rather than as Cogs in a machine.

Whilst this is commendable, he fails to appreciate that given F.W. Taylor evinced

considerable awareness of individuals importance and the limitation of money as a

motivator.

3)The Achievement Theory

David Mc Clelland stresses the need to achieve which exists in human beings. According

to him, if a person is given a thorough understanding of the theoretical concept relating to

achievement motivation and his own scores, such an individual would subsequently

perform more effectively in competitive achievement situations.

Thus, there are several theories of motivation, which indicate that the area is still not very

explicit. The best approach would be to analyze the needs of human being to develop a

theory of motivation.


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IMPLICATION OF HUMAN NEEDS

Needs can be defined as a condition requesting supply or relief, the lack of any thing requisite,

desired or useful. A motivation situation has two aspect i.e. (1) subjective and (2) objectives.

Subjective aspect is a need, a drive or a desire and the objective side is the incentive or goal. If

the process of obtaining the incentive satisfies the need, the situation is considered as motivating.

Hence, it is necessary to understand the role played by needs of human beings, if one desired

to secure maximum motivation.

Human needs have to be inferred from human behaviour. There are different theories but

Maslows need hierarchy theory is most popular.


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MASLOWS NEED HIERARCHY THEORY

Mallows theory encompasses all human needs and classifies them into five categories. His

approach is direct, simple and practical. The five needs clusters are Physiological needs, Safety

needs, Love needs, Esteem needs and Self Actualization needs.

1.PHYSIOLOGICAL NEEDS

Are being to life and include need for food, shelter, air and companionship with others. They are

relatively independent to each other and in some cases can be identified with a specific location

in the body. Theses needs are cyclic. In other words, they are satisfied for a short period only and

they reappear again for example, a person feels hungry three times a day and drinks water

several times, depending on the weather. That is, these needs are involved in maintaining the

body fit.

2.SAFETY NEEDS

Also called Security Needs, find expression in such desires as economic security and protection

from physical dangers. These needs become inactive once they are satisfied. An individual who

is safe, feels endangered no longer, and hence makes no attempt to ensure further security.

In an industrial environment, safety needs are of primary importance to employees, because they

are dependent on others for safety i.e. supervisors.

3.BELONGINGNESS AND LOVE NEEDS

Man is a social animal. All individuals want to associate with others to gain acceptance and

friendship. People do not work for money alone but also for companionship. Cohesive informal

groups indicate that employees have found an outlet for their social needs. A simple index of the

satisfaction of social needs in organized settings is the frequency with which employees spend

their free time together, and away from work situations, e.g. games and outings. However,

association with others is also based on like-mindedness. Thus, people become friendly only with

those who are like-minded.


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4.ESTEEM NEEDS

Refer to a desire for high evaluation by others for self-respect and self-esteem. These include

those needs, which indicate self-confidence achievement, competence, knowledge and

independence, competitive-ness and a desire for the approval of ones performance by peers.

Efficient managers satisfy these needs to create a feeling of worth among employees so that the

employees may feel motivated to put in their best and organizational goals may be achieved.

5.SELF ACTUALIZATION NEEDS

Refer to self-fulfillment. KURT GTOLDSTEIN and means, to become actualized in what one is

potentially good at, coined the term self-actualization. A person may achieve self-actualization in

being the ideal fitter, supervisor, teacher or an eminent artist. Hence self-actualization refers to

realization of ones own potentialities and continued self-development i.e. what one can be he

must be some of the important points of the needs hierarchy theory are:

1. As the name suggests, these needs are arranged in a lowest to highest hierocracy.

Unless the lower-order needs are first, though partially, satisfied, the satisfaction of

higher order needs will not be possible. Thus psychological needs have will not be

possible. Thus psychological have to be satisfied before we can think of security. Security

one moves up to the social needs i.e. belongingness and love needs. Then esteem and

self-actualization

2. As suggested above, a satisfied need is no motivator of behaviour. Once a need is fully

satisfied, it does not remain a potential motivator. Only unsatisfied or partially satisfied

needs motivate behaviour. Thus a hungry person when fully fed stops looking for food till

this hunger remanifests itself.

3. Since the theory assumes, that human beings are normal exceptions to the general

ranking of the need hierarchy will exist. A highly motivated artist may forgo his need for

food and shelter to complete a painting, which might satisfy his ego or self-actualization

needs.


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4. A behavior may be motivated by several needs at a given time, though one of the five

needs will predominate in causing this behaviour. One needs my lead different kinds of

behaviour in different situations. Deprivation of a need may lead to aggression, assertion,

compliance, shrewdness, etc. hence it may be difficult to segregate needs from

behaviour.

5. Finally Maslow points out that though satisfaction of higher order needs can be

postponed, their satisfaction leads to greater biological efficiency. Organizations should

motivate their employees to attain these higher needs. This is in consonance with the

human desire to get closer to higher order needs.

Although Maslow first propounded his theory in 1943, researchers have attempted only

recently to determine its relevance as a model for studying work motivation. In the west,

the major work had been done by porter using a 15-item questionnaire to measure the

relative satisfaction of the first sets of needs pointed out by Maslow. The items were

checked on three seven points scales referring to importance to respondent. Need

fulfillment was defined as the difference between expected and existing needs. The

higher the difference, the lower was the need fulfillment. Porters conclusions were:

1.Vertical location of management position is in important variable in determining the extent

to which psychological needs are fulfilled.

2.Esteem, security and auto my needs were significantly more satisfaction in middle then in

bottom management.

3.Higher-order needs were relatively least satisfied in both bottom and middle management.

4.Self-actualization and security were perceived as being important areas of need

satisfaction.

Saiyadain recently carried out a study of Indian samples. He collected data from randomly


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selected samples of four adjacent levels from the same organization and administered Porters

questionnaire and a job satisfaction questionnaire to them. The result showed increased

satisfaction with higher levels, particularly for the esteem, autonomy satisfaction of belongingness

needs was higher than at higher levels.

HERZBERG ET ALS MOTIVATION HYGIENE THEORY


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This theory suggests a non-linear relationship between mans performance and environment. It

tests the concept that man has two sets of needs the need to avoid pain and the needs to grow

psychologically. It proposes that job satisfaction and job dissatisfaction are two independent and

distinct experiences, and that one is not the adverse of the other. The theory implies that both the

outer needs.

The analysis revealed that when positive feelings were described as achievement recognition,

responsibility work achievement, and growth predominated. Herzberg called them motivators and

noticed that they when negative feelings content factors, supervision, company policy and

administration, working conditions, relationship with superiors, peers and subordinates, status,

job security and personal life dominates, the narration. These were called Hygiene factors and

were found to be job context variables. Thus the results suggested that hygiene variables lead to

job dissatisfaction because of the need to avoid unpleasantness. Motivations lead to job

satisfaction because of the need for growth and self-actualization.


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LEADERSHIP STYLES AND JOB SATISFACTION

Job satisfaction and consequent productivity is also a function of leadership styles. Leadership

styles have their effect on motivation, which in turn influences the performance of the

subordinates. It is therefore an important function of manpower management, to ensure that an

adequate leadership style is adopted, so that the subordinates are motivated to give their best to

the organization and organizational goals are achieved.

LEADERSHIP DEFINED

The relation between a superior and subordinate triggers a persons will-to-do and transforms

lukewarm desires for achievement into burning passions for successful achievements. (George

R. Terry Principles of Management). This is in essence the result of good leadership. According

to David C. Mc Clelland, a strong drive for achievement is an important attribute for motivation

and the quality which characterize outstanding leaders. Taunenbaum defined leadership as the

interpersonal influence, exercised in situations and directed, through the communication process,

towards the attainment of goals. According to Terry the relationship in which one person, or the

leader, influences others to work together willfully on related tasks to attain that to which the

leader desirers.

Thus leadership is a process of purposive behavior. It must be realized that in management the

term leadership does not refer to excelling. It is concurred with guiding others or the activities of

followers towards predetermined objectives or goals. Therefore, the leaders act must be goal

oriented. He must use his influence to achieve some desired goals or goals through his followers.

LEADERSHIP STYLES AND ASSUMPTIONS

The leadership style is a result of leaders own philosophy personally, experience and value

system. It also depends upon the types of his followers and the organizational atmosphere or

climate prevailing in the company.


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POSITIVE V. NEGATIVE LEADERSHIP

Leadership styles can be positive or negative, depending on the leaders approach influencing

these subordinates. Where the leader uses fear and force in directing his subordinates towards

the organizational goals, the approach I described as negative. Such a leader relies heavily on

control and uses his authority to fine, reprimand, discharge or to ridicule his subordinates. The

result is that subordinates are not motivated. They continuously remain tension and only that

much which saves them from punishment. There is no job satisfaction for them and they leave

whenever they get a better place to work.

On the other hand the positive approach is based upon praise, reward and incentives. The

relation between the leader and subordinates is friendly. This approach induces subordinates to

work for the achievements of goals prescribed by their leader. This approach requires analysis of

human needs for maximum motivation. It requires a study of a individual to find out his needs and

wants and then provide a work situation which enables the followers to satisfy such needs whilst

simultaneously working toward the accomplishment of organizational goals. It is based on the

need to integrate needs and goals those of the organization with those of the employees. This

approach leads to job satisfaction and increased productivity.

For convenience of discussion leadership style can be classified as (a) Autocratic or Authoritarian

(b) paternalistic (c) Laissez Faire or free-rein (d) job oriented as against employee centred

supervision and (e) Democratic and participative. In practice, a leader adopts a combination of

style, as these classifications are arbitrary.

At attempt has, therefore, been made to measure the extent of physical, security, social and ego

need satisfaction (as well as the total need satisfaction of the individuals) both at work and

outside it.


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MOTIVATION AND INCENTIVES-FINANCIAL

In the previous chapter it has been made clear that the role of motivation in job satisfaction and

performance of workers is significant. Motivation can be positive or negative. A positively

motivated employee is sincere and devoted to his job. He remains achieved. Incentives motivate

workers to a great extent. It is therefore Flags Communication Pvt. Ltd use both incentives

financial & non financial in cash. Invectives for job satisfaction can be financial or non financial.

Present chapter is devoted to the role played by financial incentives in job performance.

In the light of the need hierarchy concept, in case of persons operation at the lower level, where

physiological needs are not yet fully satisfied, money can be very powerful motivator of human

conduct. However, as one rises higher in the management hierarchy, money may still be

important in view of rising prices and inflation in the country, but its importance diminishes and

other non-financial incentives became more powerful.

There is no escaping the fact that it is necessary to have and adequate compensation

programme, which will attract and retain key people of superior caliber in the organization. Such a

program would also stimulate such person to improve their performance.


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COMPENSATION PROGRAMME

IN

FLAGS COMMUNICATION PVT. LTD.

An effective compensation programme would have a base pay an incentive element such as

commission on sale achieved, besides fringe benefits. The basic pay must be equitable when

compared with salaries prevailing outside and within the organization for similar jobs. The

importance of base pay lies in that it determines many other payments such as the bonus

payable and certain fringe benefits. The base pay represents the long-term value of the position,

whilst bonus and commission type benefits are the short-term values. The incentive aspect of pay

can be used to secure the desired conduct from the employees.

For example, to sales man, different rates of commissions can be given on different types of

products. A higher rate should be given for selling a product, which is more difficult to sell, but

which provides the company with a higher margin of profits. Thus an adequate compensation

structure can be devised to motivate the employees in the desired direction by integrating the

employees goal with those of the company.

Fringe benefits like provident fund, free medical facility, leave travel concession, leave

encashment, gratuity etc. do not generally motivate employees. This is because, after some time,

these are taken, as granted and employees begin to consider these as a part of their

salary. Also these have no relationship with their job performance and productivity. All the most

fringe benefits can generate loyalty of the employees towards the organization.

REWARD SYSTEMS

The idea of rewards is deeply rooted in every culture and society. Organizations incur huge

amounts in financing the reward system. Often more than 50 percent of the total operating cost.

In many service industries and public sector organization, reward costs can go as high as 80

percent. The investment of such enormous resources makes sense only when reward systems

are designed and managed to specifically support the organizations mission and strategies. For

all practical purpose, this macro level perspective means that the reward system should enable

the organization to achieve the following objectives.


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1.To attach individuals with the knowledge, ability and talents demanded by specific

organization task.

2.To retain valued and productive employees in the organization.

3.To promote specific job behaviors conducive to higher level and job promoting.

4.To promote attitude conducive to loyalty and commitment to the organization, higher job

involvement, and job satisfaction.

5.To stimulate employee growth that enables the employees to accept more challenging jobs.

6.To comply with the requirements that may be imposed by the laws of the land (Kanungo

and Mendonca. 1992 pp 11-121.)


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MOTIVATION AND INCENTIVES-NON FINANCIAL

Money is an important motivator of human behaviour, but in terms of the need hierarchy it

satisfies only physiological need of the human being. This brings into focus the importance of

non-financial incentives or psychic wages, aimed at satisfying the other needs in the hierarchy i.e.

safety needs, belongingness and love needs, esteem needs and self actualization needs. The

psychological need for safety and security can be satisfied by the psychological climate or

environment of the workplace. Some organizations are noted for their policies of hiring and firing

at will, whereas in other organizations even an inefficient employee may retire at the age of

superannuating. In the former workers need o security and safety is not satisfied while in the later

there is no motivation for work, though the job of the employee is safe and secure. What is

needed is that a balance should be struck so that sufficient sense of security is created without

encouraging complacency. The need for belongingness and love in the work situation can be

met by providing appropriate interactions. In this connection workers participation in

management scheme can play in important role.

As one moves up the employees hierarchy or the management hierarchy, the need higher up in

the Maslows need hierarchy come into operation. For example, a high level executive has his

esteem needs which can often be satisfied by giving him an air-conditioned cabin, motor car

and other benefits of this nature which increases his prestige and satisfies his ego.

The employee must be made to feel that he has achieved something through his contribution;

such a feeling of achievement can motivate him, for extra efforts. However, achievement should

be followed by recognition also. Human beings want others to know of their accomplishments.

Therefore, the person who has achieved something should be praised in public and given

recognition for good work.

The needs for self-actualization in present in almost every human being and should be stimulated

by providing him opportunities for growth and promotion. The only limitation would be that his

activities must be directed towards the achievement of appropriate organizational goals.

Some of the non-financial incentives, in brief are as follows:


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1.Providing responsibility through job enlargement.

2.Providing involvement or participation.

3.Creating a sense of achievement.

4.Providing recognition for accomplishment.

5.Offering inducement of promotion and growth as a result of effective performance.

1) PROMOTION POLICY AS MOTIVATION

Adequate policy regarding promotion generate job satisfaction and motivate employees

for better work. Promotion refers to assignment to an employee of a position of grater

responsibility and increased authority. It normally involves ascending in the management

hierarchy and increase in pay and status of the employee. It can be used to satisfy the

employees needs for self-actualization and thereby to motivate him. In addition,

promotion using employees skill for more production. Promotion is also a source for

recruitment for higher appointments and also provides a motivational environment. It also

offers careers to efficient employees within the organization.

Promotion policy should be open and know to each employee. When employees know

that every one of them can rise higher, provided they work efficiently and give better

results, they will be motivated for better and more work.

2) QUALITY CIRCLES

The concept of quality circle (QC) is the outcome of the Japanese concern for satisfaction

quality control. QC is primarily based on the recognition of the value of employees as

human beings. Hence managers have to treat them with dignity and train them to accept

responsibility and contribution to their job. Thus motivated, they would be capable of

making their valuable suggestions through the use of their initiative, suggestions through

the use of their initiative, experience and intelligence without just putting in physical

efforts. QC is defined as a small group of 5-10 workers voluntarily performing quality

control activities within the workshop to each they belong. QC is a voluntary group effort.

This group which consists of across-section of employees then a cost finds way and

means to improve quality of their product.


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3) WORK REDESIGN

Work redesign is basically the change in the nature of the job of the employees as a

motivational technique. The managers have a number of alternatives to bring about

change. However, by the large, job rotation enlargement are extensively used. Job

rotation is a systematic movement of people from one job to another. It provides them the

broad-based understanding of various functional activities of the organization and helps

them develop the perspective to relate their own job. It however entails some prior

training before the person is rotated. Job rotation has been found to be a good

motivational device but can become expensive if it needs the dislocation of employees

and meeting the costs of this dislocation. Job enlargement, on the other hand, would

necessitate giving more tasks to be performed by employee on a given day. It is the

horizontal extension of the job more of same things. However, such an exercise entails

the complete redefining the job of the employees and would often require extra payment

to the change in the job description.

4) FLEXIBLE WORK HOURS

Organization frequently use modified work schedules to increase employee motivation.

The flexible work hours can take many forms. It can mean a change in traditional 8-5,

Monday through Friday, work schedule (flex time). It can also mean doing work at home.

Many variations are available. One alternate is the compressed work week. Instead of

working 8 hours/days, one can work for 10 hours/day for 4days. Another popular method

is the flexible work schedule. Hence, all the employees are required to work for certain

core hours, the rest of the hours can be flexible, as long as eight hours of work/day has

been done. Thus, the employees can come one hour late and can stay one hour after

work. Yet another system is working at home. Giving, the easy availability of computer

technology and networking, employees stay home and still do a full days work. This is

particularly more suitable for working mothers.


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5) DEMOCRATIZATION OF WORK

If worker have to be provided sense of participation, importance, pride, freedom and self

self-expression, it is necessary that they are involved in the decision making process,

particularly those decisions that affect them the most. Democratization entitles sharing in

an appropriate way, the decision-making powers with the lower levels in the organization,

so as to generate a feeling of involvement with the job and the organization. It is also

called participative management or codetermination. Many organizations that have

experienced this idea have found that it leads to high satisfaction and productivity,

provided that there is trust between the participation levels, liberal sharing of information

and a positive top management attitude.

6) SCIENTIFIC MANAGEMENT APPROACH

In the 1900s, Frederick Winslow Taylor proposed scientific management principles

designed to maximize production efficiency. He sought to replace the seat-of-the-plants

approach determining each element of a workers job with a scientific approach. The

centerpiece management was the elimination of time and motion waste. This was done

by carefully studying

jobs to determine the most efficient way in which they could be completed. Jobs were

partitioned into small and simple segments, and the workers were given specific

instructions on how each segment was to be done.

The results of Taylors efforts in economic terms were nothing short of spectacular. He

was consistently able to achieve productivity improvements in the range of 200 percent or

more. Many workers, however, did not like the jobs designed according to the dictates of

scientific management. They found the repetitive work depersonalized, boring and


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unchallenging. Because their job often represented small cogs in a big wheel

employees increasingly complained that their work was meaningless. To offset the

boredom of their highly repetitive jobs, workers would do things that were not always in

the best interest of the organization. They came to work late, they took three or four days

weekends, and they quit to find more interesting work.

Probably one of the most publicized reactions to overspecialized jobs was the action by

automobile assembly-line workers in the early 1970s at the Lords town, Ohio, Chevrolet

plant. Workers were found to be welding empty soda pop bottles inside doors, purposely

gauging the paint on cars as they went by, and engaging in other dysfunctional

behaviors.

The Lords town workers, it was said, were frustrated and looking for ways to overcome

the dull, repetitive and unchallenging tasks they were assigned. Welding a bottle inside a

door or putting a deep scratch into cars paint without getting caught provided a

diversionary outlet.

The Lords town events occurred in the early 1970s, but the recognition that a good thing

work simplification could be carried too far began to get attention in the late 1940s and

early 1950s. As a result of insights from psychologists, sociologists, and other social

scientists, attention began to shift to the human needs of people. The job themselves had

been engineered to be efficiently performed by the robot like workers. But people are not

robots. They have needs and feelings. No matter how well engineered a job is, if the

design fails to consider the human element, the economics of specialization.

It should be more than offset by the diseconomies of employee dissatisfaction. And on

many jobs, this is exactly what was happing. So attention becomes increasingly focused

on job approaches that would make work less routine interesting and more meaningful.


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RESEARCH METHODOLOGY

The present study on job satisfaction is an outcome of the various methods and

procedures followed while collecting and analyzing the data. The following is a brief

discussion on such issues:

1Reference period : The present study covers the job satisfaction techniques followed

during the year 2005 in Shriram Pistons & Rings Ltd. This implies that the

employees performance for the 2004-05 has been considered for review.

2Selection of location : The present study was conducting in Shriram Pistons & Rings

Ltd. This was done with a view to gain an insight in to the satisfaction techniques

being followed in the service industry.

3Sampling procedure & design : The total strength of Shriram Pistons & Rings Ltd. is

1800 employees. This includes manager, including General Manager. Only those

employees were considered for the purpose of study that had completed one

year of service as on 31-3-2005. The Shriram Pistons & Rings Ltd. count of such

employee was only 1300. I have selected Random selection techniques for the

sample size of 40.This was

done for both the management and non-management employees of the

organization. Help was taken from the Personal Executive and Manager.

4Tools and techniques used : Interview method was adopted to collect the information

from management and non-management employees. This was done with the

help of questionnaires being given out to them for their completion.

5Collection of data : Data for the competition of this study was collected both from

primary and secondary sources. Primary data was collected from the respondent

through questionnaire based survey while the internet, magazines, books and

journals were used for the collection of secondary data.

6Analysis of data : The data was collected with help of schedules that was later fed

into the master tabulation sheets.

The data then was subjected to specific classification and was further tabulated for


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the purpose and interpretation. The analysis and interpretation of data was based on

only simple percentage and average method.

Worker's satisfaction in monetary level

80%

10%

0%

10%

Highly Satisfied

Satisfied

Below Satisfied

Cannot Say

Figure 1

Social Security

20%

80%

0%

0%

Highly SatisfiedSatisfied

Below Satisfied

Cannot Say

Figure 2


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Working Condition

70%

30%

0%

0%

Highly Satisfied

Satisfied

Below Satisfied

Cannot Say

Figure 3

Selection Process

80%

20%

0%

0%

Highly SatisfiedNot Satisfied

Below Satisfied

Cannot Say

Figure 4


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Motivation Level in Employee

60%

10%

20%

10%

Monitorly

Non-monitorly

Reward

Cannot say

Figure 5

Attitude & Behaviour of Management

20%

40%

40%

0%

Very good

Good

Average

Cannot say

Figure 6


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Medical help provide to the Employee

30%

50%

20%0%

Highly Satisfied

Satisfied

Not Satisfied

Cannot say

Figure 7

Training facility

40%

40%

20%0%

Highly SatisfiedSatisfied

Not Satisfied

Cannot say

Figure 8


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Recruit policy of the Company to

Employee

20%20%

30%30%

Very True

TRUE

Average

Not Satisfied

Figure 9

Different Cultural Activities in the

Organizations taken by management

through employees satisfactory level

10%

30%

50%

10%

Very True

TRUE

Average

Not Satisfied

Figure 10


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Loan/Advances given by Management in

case of need

24%

24%

50%2%

Very True

TRUE

Average

Not Satisfied

Figure 11

Role of company in social Welfare

Activities

40%

10%

40%

10%

Very True

TRUE

Average

Not Satisfied

Figure 12


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Facility given by company for the

Education of their Children

27%

46%

18%

9%

Highly Satisfied

Satisfied

Not Satisfied

Cannot say

Figure 13

Safety measurement taken by the company

for employees

40%

60%

0%

0%

Highly Satisfied

Satisfied

Not Satisfied

Cannot say

Figure 14


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Employee satisfy from their job

60%

40%

0%

0%

Highly Satisfied

Satisfied

Not Satisfied

Cannot say

Figure 15


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RESULTS

1. The finding of the study reveals that the occupational level of the individual is significantly

associated with need satisfaction. The higher the occupational status the greater is the

need satisfaction.

2. There is a high and positive correlation between the total need satisfaction of the

individual and the satisfaction he derives from his job. Satisfaction from job has impact on

his productivity.

3. An important finding is that job satisfaction varies with the level of jobs one holds. The

higher the occupational level, the grater is the job satisfaction.

INTERPRETATION

These results or survey that 80% employees are satisfied with their job but 15% of the sample

had negative attitude or job dissatisfaction. This early finding is quite similar to the performance of

evidence that has since been reported.

These figures are quite different from the commonsense view in which workers are considered

as robots doom to dissatisfaction in their work because the working hour of the organization is not

very good. So the employees are dissatisfaction.

The view that is clearly taken is that the majority of the gain fully employed tend to have job

satisfaction are at best natural. Only a small percentage of job satisfaction is there. This survey

indicated that is considerably more job satisfaction than dissatisfaction then the entire person who

are gainfully employed is included in the survey.


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CONCLUSION

The present study is concerned mainly with the role of satisfaction which an individual drives from

job in increasing his productivity. The question as to why man work is considered rather irrelevant

as man has been working in every society through out the ages. Whatever may be the reason for

working, men have continued to work. The urge to work seems, to be deep rooted in most men,

and work is viewed much more, than a means of seeking economic gratifications.

In can be said that work forms an essential part of human activity. Work occupies so much of

mans life span, that the satisfaction or dissatisfaction from it can affect the individual

considerably in all walks of life. Besides this, a mans job satisfied so many of his needs, which it

becomes extremely important to enquire about the factors that are associated with satisfaction or

dissatisfaction with the job. The impact of work on men cannot be denied. It operates as a great

stabilizing, integrating and ego satisfying, central influence in the pattern of each person life. If a

job fails to satisfy these needs of an individual, it is problematic whether man can find adequate

substitutes to provide a sense of significance and achievement, purpose and justification for his

life.

The role that work plays in the life of many may easily be seen when one is unemployed. Not

merely because it means loss of money, but

also because of loss of status in the society and he finds it difficult to save his face.

As an individuals work means so much to him and since its impact on the individual is

considerable, social scientists, the world over started focusing their attention on the problem of

satisfaction or dissatisfaction with work.

Different workers in the field have dealt with the problem of satisfaction or dissatisfaction with

work in different manner. The earliest researches on job satisfaction were primarily production

oriented rather than employee oriented. The idea was to isolate those factors on the job, which

were generally considered desirable by the employees. This approach to the study of work and

the accompanying satisfaction or dissatisfaction with it was termed as the incentive approach with

it literature on vocational motivation.


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The incentive approach was considered insufficient to explain the phenomenon of job

satisfaction.

Similarly, the human relations approach to the study of job satisfaction was also considered

inadequate to explain the phenomenon.

The two-factor theory, proposed by Herzberg to explain the phenomenon of job satisfaction has

received considerable attention

in the literature on vocational motivation recently. His motivation and maintenance factors

approach to the study of job satisfaction is a novel one. However, research findings explanation

of job satisfaction rather than confirm it.

Certain psychologists proposed a rather useful approach to the study of job satisfaction. They

advocated that there is very little difference between general adjustment and occupational

adjustment. Some thinkers suggest employee cantered approach to job satisfaction. The

argument is that it created a feeling of confidence among the employees and motivates them to

do their best for the organization.

In view of such contradictory evidence, it was decided to utilize a comprehensive approach to

explain the phenomenon of job satisfaction; the present study has utilized the concept of human

needs as the basic analytical tool. The theory of human needs states that man has several needs

to satisfy.

Some of these needs have been called primary and others as secondary needs. It states that

whenever any of these (or all of these) needs are activated, they create a sort of dissonance in

the individual, who is thus motivated to task such action as may be necessary to reduce this

tension.

Analyzing the job situation in the context of the need theory, it is apparent that when an individual

comes to work, he brings with him certain needs. He is constantly seeking the gratification of his

needs

on the job situation. He expects to satisfy these needs on the jobs and in return work to achieve

organizational goals. In this process of seeking adjustment with the various physical, social and


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psychological aspects of the work environment, if the individual feels he is able to satisfy those

needs which are of significant importance to him, he is likely to be positively oriented towards his

job.

The phenomenon of satisfaction with work, however, can only be understood in its totally. An

individual in an organized whole and his behaviour has to be understood in its totality. Not only

does he seek satisfaction of his needs on the job, but outside it as well. It is necessary to satisfy

his needs, both, at work situation and outside it. The satisfaction or dissatisfaction of these needs

leads to the development of certain attitudes of life and work.


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FRAMEWORK OF JOB SATISFACTION

ASSUMPTIONS AND LIMITATIONS

UNDERTAKEN STUDY

ASSUMPTIONS

Due to lack of sufficient knowledge, I had to make a number of assumptions for the sake of a

useful & reasonably accurate project in the field of Job satisfaction. While I believe that al such

assumption were justice and have put in all possible efforts to reduce assumptions to a minimum

by procuring the facts all techniques from wherever they were available some assumptions and

limitations remain to keep every thing honest. I would like to list them here:

LIMITATONS

1The permanent employees have been considering for this study.

2Only the employees who have completed their one-year completed year of service have

been considered for this study.

3In few cases, the respondent had refused to give the information.

4Confidentiality of certain information at the unit level also major limitation of this study.

5Contacting managers of the organization was time consuming exercise

6The study covers only the permanent employees of the organization who have completed

their one year service hence the study is just based on a limited number of people.

7Since the Flags Communication Pvt. Ltd was newly established hence the permanently

count of employees was too less and thus the sample size of was also small.


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SUGGESATIONS

AND

RECOMMENDATIONS

The following recommendations and suggestions are made on the bases of study conducted

in Flags Communication Pvt. Ltd,

New Delhi:

1The study shows that the employees want feedback as to how they are doing. The job

satisfaction system hence should be capable enough to give them that feedback.

2General interviews and survey should not be conducted without knowing what is it

needed

3Measures of job satisfaction should always be conducted on the bases of sufficient and

relevant in formations.

4The employees should always be aware of the standard and the job content expected

out of them.

5Job satisfaction tools should be selected carefully after taking in to consideration the

requirement of the study.

6The manager should try silence; use open-ended questions to understand the feelings

of the sub ordinates.

7Financial reward and promotional opportunities should be provided.

8Ethics for working conditions and working hours should be practical.

9To avoid boredom and motivate to workers cultural programs and vocational tours

should be organized.


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Q.No Question Options Dimensions

Tick1. Employees satisfaction in monetary

level

Can not say2. Social Security

Can not say3. Working Condition

Can not say

Not Satisfied4. Selection Process

Can not say

Cannot Say5. Motivation Level in Employee

Can not say

6. Attitude & Behaviors of Management

Not Satisfied


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Good7. Medical help provide to the Employee

Can not say8. Training facility

Can not say

Cannot say9. Recruit policy of the Company to

Employee

Not Satisfied10. Different Cultural Activities in the

Organizations taken by management

through employees satisfactory level

Not Satisfied

Cannot say11. Loan/Advance given by Management

in case of need

Not Satisfied12. Role of Company in Social Welfare

activities

Not Satisfied13. Facility given by company for the

education of their Children


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Can not say14. Safety measurement taken by the

Company for employees

Can not say15. Employees satisfy from their job

Can not say

(NAME OF THE EMPLOYEE)

Designation:

flags project updated

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