SUMMER TRAINING REPORT

ONs

Employee Satisfaction

AT

THOMSON PRESS INDIA LIMITED

Submitted in partial fulfillment of requirement for the award of the Degree of

Masters of Business Administration

Session: 2021-2023

Submitted to: Submitted By:

Controller of Examination BHARAT

Maharshi Dayanand University, Rohtak MBA 3RD SEM

REG. NO.2111841022

ROLL NO.

DELHI INSTITUTE OF MANAGEMENT

FARIDABAD
 DECLARATION

BHARAT, Roll No., student of MBA DELHI INSTITUTE OF MANAGEMENT in of here by

declare that the project entitled “Employee Satisfaction” at THOMSOM PRESS INDIA
LIMITED is an original work and it has not been submitted for any other degree or diploma
courses. The feasible suggestions have been duly incorporated in consultation with supervisor.

BHARAT
 TO WHOM SO EVER IT MAY CONCERN

This is certify that BHARAT a student of MBA 2nd Year (3rd semester of Delhi
Institute of Management (Faridabad) Worked with as a trainee in ‘HUMAN
RESOURCE of e commerce website’ From 15th MAY to 15th JUNE in THOMSOM
PRESS INDIA LIMITED.

By Performance we found him to be a good learner who has shown initiative and
comprehension to grasp the department activities.

This certificate is issue to submit in his Institute and College only.

We wish him success in future,

Thanks and regards.

 ACKNOWLEDGEMENT

I would like to express my sincere gratitude to Ms. NEHA SHARMA, who took great pains to
ensure that my training under him was pleasant. To the best possible extent his sustained
encouragement and constructive criticism at every step has helped me improve my concepts and
ideas.

I would also like to thank all the employees who despite their busy schedule took the pains of
giving their valuable time.

BHARAT
 TABLE OF CONTENTS
CONTENTS PAGE NO

1. INTRODUCTION 5 - 10

 OBJECTIVES OF STUDY

 SCOPE OF STUDY

 LIMITATIONS OF THE STUDY

11 - 23
2. REVIEW OF LITERATURE
24 - 38
3. COMPANY PROFILE
39 - 42
4.RESARCH METHODOLOGY
43 - 54
5. DATA ANALYSIS AND INTERPRETATIONS
55 - 58
6. FINDINGS AND CONCLUSIONS

 FINDINGS

 SUGGESTIONS

 CONCLUSION

59 - 61
ANNEXURE

 QUESTIONNARE

 BIBLIOGRAPHY
CHAPTER.1
INTRODUCTION
Employees are more loyal and productive when they are satisfied Hunter & Tietyen, (1997), and
these satisfied employees affect the customer satisfaction and organizational productivity,
Potterfield, (1999). There is no limit for the employees to reach the full satisfaction and it may
vary from employee to employee. Sometimes they need to change their behaviors in order to
execute their duties more effectively to gain greater job satisfaction, Miller, (2006). Having
good relationships with the colleagues, high salary, good working conditions, training and
education opportunities, career developments or any other benefits may be related with the
increasing of employee satisfaction „

Employee satisfaction is the terminology used to describe whether employees are happy,
contended and fulfilling their desires and needs at work. Many measures support that employee
satisfaction is a factor in employee motivation, employee goal achievement and positive
employee morale in the work place.‟ Susan M. Heath field (About.Com). Cranny, Smith &
stone (1992) defined ES as the combination of affective reactions to the differential perceptions
of what he/she wants to receive compared with he/she actually receives. According to Moyes,
Shao & Newsome (2008) the employee satisfaction may be described as how pleased an
employee is with his or her position of employment. As Spector (1997) defined job satisfaction
as all the feelings that a given individual has about his/her job and its various aspects. Employee
satisfaction is a comprehensive term that comprises job satisfaction of employees and their
satisfaction overall with companies‟ policies, company environment etc.

Everyone from managers, retention agents to HR need to get a handle on employee loyalty and
satisfaction – how committed is the workforce to the organization and if workers are really
contented with the way of things for gauging their likelihood to stay with the company. One of
the main aspects of Human Resource Management is the measurement of employee satisfaction.
Companies have to make sure that employee satisfaction is high among the workers, which is a
precondition for increasing productivity, responsiveness, and quality and customer service. The
litmus test is to study turnover and average length of service. If turnover is on the rise, loyalty
levels are low and vice versa. Comparing them to industry averages gives good idea of attrition
probabilities. Staff attendance, compliance with policies and confidence in leadership are other
indirect indicators of allegiance while excessive theft and sabotage spell obvious lack of
commitment. According to Heskett et al (1994), more satisfied employees, stimulate a chain of
positive actions which end in an improved company performance. In another research it is said
that employee satisfaction influenced employee productivity, absenteeism and retention, Derek
R. Allen & Merris Wilburn, (2002). The success of any company is directly link to the
satisfaction of the employees who embody that company, that retaining talented people is
critical to the success of any organization, Freeman, (2005) .Studies shows that businesses that
excel in employee satisfaction issues reduce turnover by 50% from the norms, increase
customer satisfaction to an average of 95 % & lower labor cost by 12%., Carpitella, (2003). The
more satisfied an employee is, the less turnover and absenteeism occurs, Maloney, & McFillen,
(1986). Judge, ET. al, (1993), on the other hand, mentions that employee satisfaction is
positively correlated with motivation, job involvement, organizational citizenship behavior,
organizational commitment, life satisfaction, mental health, and job performance, and
negatively related to absenteeism, turnover, and perceived stress and identify it as the degree to
which a person feels satisfied by his/her job. In contrast, Rousseau (1978) identified three
components of employee satisfaction: they are characteristics of the organization, job task
factors, and personal characteristics. In the construction industry, where the quality of products
is dependent on the skill of laborers and onsite supervisors, employees play a significant role in
the success and outcome of the product and the company. (U.S. Bureau of Labor Statistics,
2004). Profit and growth are stimulated directly (and primarily) by customer loyalty. Customer
loyalty is a direct consequence of customer satisfaction. Customer satisfaction is heavily
influenced by customer perceptions of the value of services they receive. Value is created by
satisfied, loyal and productive employees. Employees who feel a sense of teamwork and
common purpose, a strong commitment to communication, and managerial empowerment are
most able, and willing, to deliver the results that customers expect (Employee Satisfaction”,
2005) Human Relations perspective posits that satisfied workers are productive workers (e.g.,
Likert, 1961; McGregor, 1960). Thus, organizational productivity and efficiency is achieved
through employee satisfaction and attention to employees‟ physical as well as socio emotional
needs. Human relations researchers further argue that employee satisfaction sentiments are best
achieved through maintaining a positive social organizational environment, such as by
providing autonomy, participation, and mutual trust (Likert, 1961). Employees‟ job satisfaction
sentiments are important because they can determine collaborative effort. Consistent with this
reasoning, Likert (1961) has argued that collaborative effort directed towards the organization’s
goals is necessary for achievement of organizational objectives, with unhappy employees failing
to participate (effectively) in such efforts. In a unique study conducted by Harter et al. (2002),
based on 7,939 business units in 36 organizations, the researchers found positive and
substantive correlations between employee satisfaction-engagement and the business unit
outcomes of productivity, profit, employee turnover, employee accidents, and customer
satisfaction. The predominant view has focused on the situational context (e.g., supervisory
support) as a cause of satisfaction and has argued that high-performance work practices and thus
a positive working climate foster employee satisfaction (see, e.g., Bowen, & Ostroff, 2004;
Wright, Dun ford, & Snell, 2001; Wright, Gardner, Moynihan, & Allen, 2005). Keen
observation of employee reactions and conduct is by far the most obvious and easiest technique.
Casually walk around the office, watching employees working, interacting with each other and
talk to them informally. Are they smiling, energized, cooperative and alert or listless, inactive
and unhelpful? You can even employ a professional consultant as an objective third-party to
assess the work atmosphere and compare with other companies. Taking simple observation to
the next level by asking employees outright in attitude surveys, focus groups and exit interviews
and analyzing the results to determine staff attitude, opinions and motivation. While satisfied
employees are not necessarily loyal or loyal ones always satisfied, it cannot be denied that job
satisfaction fuels loyalty. After all its been rightly said that, the more satisfied an employee is
regarding his or her working conditions, the more likely is he or she to develop a psychological
attachment or commitment to the organization. According to Mark graham Brown, (2006), there
is a strong link between employee satisfaction and customer satisfaction and between customer
satisfaction and future revenue. Companies should try their best to evaluate why employees
leave or what kindles their dissatisfaction. Examine the root causes – where does the problem
lie? Is it earnings or benefits? Does it have something to do with job quality or workplace
support? Or is lack of appreciation or growth to blame. The onus is on the management to keep
employees engaged and happy, so as to persuade them to stay. In

Fact, this is critical to organizational success.

OBJECTIVE OF THE STUDY

Following are the main objectives of Employee Satisfaction:

 To study the impact of employee satisfaction on productivity

 To study the reason for employee turnover

 To study the factors which can help us reducing absenteeism

 To understand the role of supervision so as to increase employee satisfaction

 To study about the working environment of the company so as to increase employee

satisfaction

LIMITATIONS OF THE STUDY

The various limitations I Faced while making the project were:

 It was not easy to get hold of senior executives of the various departments because of
their busy schedule.

 Time constraint was the major problem while doing this project report.

 Often respondents attempt to give answer that they think will please the interviewer.
  It was not possible to cover the entire staff because of the time constraint; hence a small
sample of employees was taken, so the conclusion drawn out of this study may not be
100% accurate.

SCOPE OF THE STUDY

It has a great scope in every organization because it depicts true indication of the internal
working environment prevailing inside the company.

Employee satisfaction survey will find out what engages the people within an organization,
understand their perceptions, especially those that are driving the work behaviors that in turn
drive business outcomes. This information will allow to reinforce employee behaviors. Satisfied
employees would seem more likely to talk positively about the organization, help others, and go
beyond the normal expectations in their job. Moreover, satisfied employees might be more prone
to go beyond the call of duty because they want to reciprocate their positive experiences.
 CHAPTER-2

REVIEW OF LITERATURE
Theorized causal connections of the variable: Employees usually join the organization bringing
with them their work values. As they interface with the work and the organizational
environment, they find themselves challenged (or not) and 'turned on' (or alienated) by their job
and organizational factors. Based on their experiences, individuals then make some deliberate
choices as to the extent to which they wan/////t to get involved in their jobs and invest themselves
in work. That is, based on how employees perceive their job and work environment, they could
get minimally to highly involve in their jobs. There is thus, a time gap between their interfaces
with the work environment and their ego-involvement in their jobs. No one completely identifies
with the job or invests the self in the work before assessing what the job entails and how
conducive the work environment is. When people get involved in their jobs, they spend greater
amounts of time and energy at the work place. That is, the more the employees engage in work
behavior because of job involvement, the greater will be their interactions with and explorations
in the work environment. As employees explore their work environment, have success
experiences, and gain mastery at work, they develop a sense of competence or confidence in
their own competence. Because of this psychological success feeling, they are likely to get even
more involved in their work in anticipation of experiencing greater successes and more mastery.
In essence, job involvement will lead to a sense of competence, and greater sense of competence
will lead to further job involvement or ego-investment in the job. Thus, the two variables job
involvement and sense of competence will mutually reinforce each other. Not being alienated
from the job (i.e. being job involved to some extent at least) is a necessary precondition for
deriving job satisfaction i.e. satisfaction from the work itself and employee retention.
Likewise, individuals who feel inept in their job (no sense of competence) are not likely to derive
job satisfaction. It is not lack of job satisfaction that makes them but it is the ineptness that
makes them dissatisfied with the job. Thus, to experience satisfactions at the work place, it is
necessary for individuals to be job-involved and feel a sense of competence at work. Based on
the above rationale, we can theorize that job characteristics, organizational climate factors, and
work ethic will directly influence both job involvement and sense of competence, and that job
satisfaction will be experienced through the two intervening variables job involvement and sense
of competence. While job involvement and sense of competence will mutually influence each
other, it is sense of competence that will directly lead to job satisfaction, not job involvement.
The reason is that one can get very involved in the job and keep plodding along without
necessarily experiencing job satisfaction. In other words, for some 'work is work ship' and they
will continue to invest time and effort on the job. However, if one has success experiences on the
job and derives a sense of psychological success by feeling confident that he or she is making a
significant impact on the work environment and gaining mastery over the job, the individual will
derive satisfaction. In effect, the theory postulated here is that the job, organizational climate,
and work ethic variables will have a direct influence on both job involvement and sense of
competence, and sense of competence will lead directly to job satisfaction.

Job satisfaction is a topic which is concerned by both the people, those who are working in
organizations and for the people who study them. It is the variable which is studied most
frequently in

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organizational behaviour research and it is also a fundamental variable in both research and
theory of organizational experience range from job design to supervision (Hong et al., 2005). As
Job satisfaction is a major concern for the organizational research. On the other hand
organizational performance and employee satisfaction are also the key components which are
affected by this

(Willem et al., 2007). What employee feels and perceived about its job and what are their
experiences on work, does they feel positive or negative about job, this all relates to job
satisfaction
(Kim et al., 2005; Willem et al., 2007). Job satisfaction is the extent to which the employee is
satisfied with his present work due to how many his needs and wants satisfied (Finn, 2001). Job
satisfaction can also be explained as

„„The agreeable emotional condition resulting from the assessment of one’s job as attaining or
facilitating the accomplishment of one’s job values‟‟ (Yang, 2009).

Job satisfaction is complex phenomenon with multi facets (Fisher and Locke, 1992; Xie and
Johns, 2000)

, it is influenced by the factors like salary, working environment, autonomy, communication, and
organizational commitment (Lane, Esser, Holte and Anne, 2010

; Vidal, Valle and Aragón, 2007; Fisher and Locke, 1992; Xie and Johns, 2000). An important
aspect of job satisfaction is that when people have to make a choice where they want to work it
also influences their intent to stay with the organization at current position

(Lane, Esser, Holte and Anne, 2010). If employees are more satisfied with their job it will
enhance their ability of creativity and productivity, it is also directly correlated with the customer
satisfaction

(AL-Hussami, 2008). In the past much of work has already been done by the researchers on the
organizational commitment and the job satisfaction and they also developed the relationship
between job satisfaction and the organizational commitment

(Yang, 2009; Lane et al., 2010; Namasivayama and Zhaob, 2007) that job satisfaction leads to
organizational commitment.

There is also compelling evidence to the organizational commitment impact on job satisfaction
(Namasivayama and Zhaob, 2007).

As previous researches showed relationship between organizational commitment and job

satisfaction (Yang, 2009).

Wong et al. (2001) concluded that if there is lack of satisfaction and commitment in an
organization it would increase the turnover intention of employees.
According to Al-Hussami (2008) the low wages and less job satisfaction are the major
components that are affecting the retention. The supervisory support, lack of respect and
motivation are also the attributes of the job dissatisfaction.

In the past much of work has already been done by the researchers on the organizational
commitment and the job satisfaction and they also developed the relationship between job
satisfaction and the organizational commitment (Yang, 2009;Lane et al., 2010; Namasivayama
and Zhaob, 2007) that job satisfaction leads to organizational commitment. There is also
compelling evidence to the organizational commitment impact on job satisfaction
(Namasivayamaand Zhaob, 2007). As previous researches showed relationship between
organizational commitment and job satisfaction (Yang, 2009).

Job satisfaction can also be explained as„„ the agreeable emotional condition resulting from the
assessment of one’s job as attaining or facilitating the accomplishment of one’s job values‟‟
(Yang, 2009).

Job satisfaction does have impact on future performance through the job involvement, but higher
performance also makes people feel more satisfied and committed. It is a cycle of event that is
clearly in keeping with the development perspective. Attitudes such as satisfaction and
involvement are important to the employees to have high levels of performance. The results of
the study revealed that attitudes namely satisfaction and involvement, and performance are
significantly correlated. Velnampy (2008)

Research has shown that there may be many environmental features that can be created and
maintained to give employees job satisfaction. Pay and benefits, communication,
motivation ,justice and leisure time all seem to play a part as to whether employees are satisfied
with their jobs, according to studies which helps to retain employees. (Brewer 2000; Employee
2000; Money 2000; Wagner 2000

Employers have a need to keep employees from leaving and going to work for other companies.
This is true because of the great costs associated with hiring and retraining new employees. The
best way to retain employees is by providing them with job satisfaction and opportunities for
advancement in their careers (Eskildesen 2000, Hammer 2000).
An alternative approach is that proposed by Sousa-Poza and Sousa-Poza, based on the
assumption

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that there are basic and universal human needs, and that, if an individual’s needs are fulfilled in
their current situation, then that individual will be happy. This framework postulates that job
satisfaction depends on the balance between work-role inputs - such as education, working time,
effort - and work role outputs - wages, fringe benefits, status, working conditions, intrinsic
aspects of the job. If work role outputs („pleasures‟) increase relative to work-role inputs
(„pains‟), then job satisfaction will increase (Sousa-Poza and Sousa-Poza, 2000).

Financial reward is one of the factors that produce job satisfaction as mentioned in need
fulfillment model by Kreitner and Kinicki (2006). In the study of Khojasteh (1993 revealed that
Pay and security were greater motivators for private than for public sectors Professional
development opportunities and salary packages are of great importance that create job
satisfaction factors (Grace & Khalsa, 2003). top most factors in producing job satisfaction
include financial resources, faculty workload, and technology impact (Miller et al., 2001).
Compensation systems may affect faculty’s job satisfaction and thus influence intentions to quite
as well retention rates. Higher compensation level leads to higher job satisfaction and retention
rates for faculty are also higher. An enhanced reward in organizations also enhances job
satisfaction (Boyt et al., 2000).

For understanding job satisfaction it is required to know some major discussions of the industrial
psychology. The concept of job satisfaction is related to this field and and Herzberg’s duality
theory is one of its major propositions (1959). In higher education, job satisfaction, has been
barely examined, and cumulatively the studies in this area suggest there is little unity in
understanding job satisfaction in a college or university context. Herzberg theorized job
satisfaction as a function of motivators that gives job satisfaction and hygiene which results in
job dissatisfaction. Job satisfaction as an emotional situation related to the positive or negative
judgment of job experiences Locke (1969). the classic study of school teachers by Dan Lorie
(1975) emphasized that there are three types of rewards which teachers seek in their careers:
extrinsic, ancillary, and psychic/intrinsic). An extrinsic reward in this context means money
income, prestige, and power. Weiss and Cropanzano (1996, Thoms, Dose, and

Scott, 2002), argued that “job satisfaction is personal assessment of individual for his/her job and
work context. Teacher job satisfaction is determined by the degree to which the individual
perceives job-related needs are being met Linda Evans (1997). Single as well as several factors
measures can be used to measure job satisfaction (Zigarelli, Dinham ,Shann, 1998).

Organizations have significant effects on the people who work for them and some of those
effects are reflected in how people feel about their work (Spector, 1997). This makes job
satisfaction an issue of substantial importance for both employers and employees. As many
studies suggest, employers benefit from satisfied employees as they are more likely to profit
from lower staff turnover and higher productivity if their employees experience a high level of
job satisfaction. However, employees should also „be happy in their work, given the amount of
time they have to devote to it throughout their working lives‟ (Nguyen, Taylor and Bradley,
2003a). The following passage summarizes the importance of job satisfaction for both employers
and their workers: Job satisfaction is important in its own right as a part of social welfare, and his
(simple) taxonomy [of a good job] allows a start to be made on such questions as

„In what respects are older workers‟ jobs better than those of younger workers?‟ (And vice
versa), „Who has the good jobs?‟ and „Are good jobs being replaced by bad jobs?‟ In addition,
measures of job quality seem to be useful predictors of future labor market behavior. Workers‟
decisions about whether to work or not, what kind of job to accept or stay in, and how hard to
work are all likely to depend in part upon the worker‟s subjective evaluation of their work, in
other words on their job satisfaction. (Clark, 1998)

Job satisfaction has been defined in several different ways and a definitive designation for the
term is unlikely to materialize. A simple or general way to define it therefore is as an attitudinal
variable: Job satisfaction is simply how people feel about their jobs and different aspects of their
jobs. It is the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs.
(Spector, 1997)

In addition to the intrinsic desirability of having employees at the workplace who are satisfied,
administrators have also been concerned about the job involvement of employees which
enhances the goal commitment and reduces the turnover of employees (Jauch and Sekaran,
1978). Job satisfaction, which has been studied extensively, is a function of several important
variables - especially the

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characteristics of the job itself (Hackman and Oldham, 1975), and the organizational climate
(Litwin and Stringer, 1968). Job characteristics have been shown in many studies to influence the
job satisfaction of employees (see for instance, the extensive review by Rabinowitz and Hall,
1977). Various organizational climate factors such as communication, participation in decision-
making, and stress have also been examined as to their relationship to job satisfaction and found
to be significant predictors. While two-way communication (Bateman, 1977; Price, 1972) and
participation in making job-related decisions (Patchen, 1970; White and Ruh, 1973) have a
positive effect on job satisfaction, stress has a negative relationship, in the sense that the greater
the amount of stress experienced by employees, the lesser is the extent of job satisfaction
experienced by them (Bhagat, 1982; Lyons, 1971).

Compensation

In today's world employers face challenges in retaining efficient employees in wake of rapid
increase in the volume of work Employers are struggling to find and retain good people at all
levels to keep pace with the volume of work and this means new pressures on salaries and
compensation for employees Furthermore employers caution about pay levels and compensation
despite a strengthening market has led to increasing employee frustration The market economy
also motivates the employment situations to change constantly and the person who works his or
her entire career for the same business is less and less common If employees are staying with the
organization from two to five years then the employer probably has done what is realistically and
necessary to retain employees

Bob (2011) Compensation processes are based on Compensation Philosophies and strategies and
contain arrangement in the shape of Policies and strategies, guiding principles, structures and
procedures which are devised and managed to provide and maintain appropriate types and levels
of pay, benefits and other forms of compensation.
Bob (2011) This constitutes measuring job values, designing and maintaining pay structures,
paying for performance, competence and skill, and providing employee benefits. However,
compensation management is not just about money. It is also concerned with that non-financial
compensation which provides intrinsic or extrinsic motivation.

Pearce (2010) Compensation implies having a compensation structure in which the employees
who perform better are paid more than the average performing employees.

Hewitt (2009). Compensation Management as the name suggests, implies having a compensation
structure in which the employees who perform better are paid more than the average performing
employees. This encourages top-performers to work harder and helps to build a competitive
atmosphere in the organization.

Reward system of any organization affects the employee performance and their aspiration to stay
employed (Bamberger & Meshoulam, 2000, MacDuffie, 1995). Striking compensation offers
accomplish the financial and substantial desires and also considered as a means of establishing
social networks by employee‟s ranks and place of authority in organization so it is the significant
factor of retention. It is further described that a major difference among workers exists in
acknowledging the worth of financial rewards for employee retention (Pfeffer, 1998; Woodruffe,
1999 cited in Madiha et al., 2009).

Harrison and Liska (2008) in their study posit that reward is the centre piece of the employment
contract-after all it is the main reason why people work. This includes all types of rewards, both
intrinsic and extrinsic, that are received as a result of employment by the organization.

V.S.P.Rao (2008) mentions in the strategic overview that the main objectives of compensation
administration are to design a cost-effective pay structure that will attract, motivate and retain
competent employees and that will also be viewed as fair by these employees. Apart from
meeting legal requirements, organizations have to take care of ever rising employee expectations
and competitive pressures while designing an effective compensation plan.

Employee Retention
There are major challenges in attempting to retain employees (Barney, 1991; Price, 2003;
Sinangil, 2004; Woods, Heck, & Sciarini, 1998) which become an increasingly important aspect
of building

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organisational capabilities to ensure sustained competitiveness (Holland, Sheehan, & De Cieri,

2007). These challenges, among other things, are essentially linked with the infrastructural
support, remuneration packages, leadership styles and cultures within an organisation (Lok &
Crawford, 1999; Pamela, 2003; Sheridan, 1992). Such challenges are further complicated by the
fact that highly skilled employees tend to change jobs for better financial rewards and improved
working conditions. In addition, highly skilled employees are often poached by large scale
international organisations that can provide them with better remunerations and other benefits
(Zheng & Lamond, 2010).

Retention is largely influenced by rewards as organizational rewards have a satisfaction-impact

on them and they thought it to be costly to leaving such a competitive reward and consider them
as they will not find such rewards anywhere, hence they decide to stay. Organizations attach
measurably and psychologically, the employees through these rewards (Becker, 1960) and
considering these rewards as a satisfactory form of appreciation employees will stop thinking
about opportunities from other organizations (Foong-Ming, 2008)

Various studies examined that employee compensation rewards and recognition affects employee
turnover and retention Becker and Huselid 1999 Cho et al 2006 Guthrie 2001 Huselid 1995
Milman 2003 Milman and Ricci 2004 Shaw et al 1998 US Department of Labor 1993 Walsh and
Taylor 2007 Youndt et al 1996 Employee commitment is promoted by highly competitive wage
systems and it results in the attraction and retention of a superior workforce Becker and Huselid
1999 Guthrie 2001 Shaw etal 1998 cited in Moncarz Zhao and Kay 2008 Hence the study
represents that rewards have a positive effect on employee retention.

The process of „global interlinking of economies‟, accelerated by technological development,

has intensified competition in today‟s business environment (Kuruvilla

& Ranganathan, 2010 Steven & Gregory, 2002). There is increasing recognition that
„increases in global trade, facilitated by advancements in technology, communication employee
and organizational values and goals Gentry et al 2007 argued that employees feel connected with
the organization if they get support from their supervisors which lead them to return the favor to
the supervisors and organization through retention

When an employee makes the decision to leave an organisation, the reason can rarely be
attributed to one single factor such as a failure to be awarded a promotion or pay increase. More
commonly, one event may act as a catalyst for the employee to leave, but the underlying reasons
will be attributable to multiple events during the employee‟s time at the firm (Davies, 2001; Oh,
1997; Walker, 2001). Truly understanding how different factors interact with one another, and
the impact that they have on an individual‟s commitment to an organisation, can be very
challenging

Once quality employees have been identified and have become an integral part of the
organization, the challenge to the employer is to retain them. Employees who are more
committed are less likely to have the intention to leave their jobs (Mathieu and Zajac, 1990) or to
actually leave (Netemeyer et al. 1995). Employees with strong affective commitment contribute
more to the accomplishment of organizational goals and they are also less likely to leave the
organization. Employees with high degrees of continuance commitment are also less likely to
leave the organization (Sethi et aI., 1996).

Today, however, retention of valuable employees is a global challenge. Managers and toplevel
authorities are constantly met with the issue of retaining employees, and there is a wealth of
evidence that worldwide, retention of skilled employees has been of serious concern to managers
in the face of ever increasing high rate of employee turnover (Arthur, 1994; Buck & Watson,
2002; Budhwar & Mellahi, 2007; Debrah & Budhwar, 2004; Samuel & Chipunza, 2009; Tayeb,
1997).

Allan and Sienko (1997), Fierman (1994), Kitay and Lansbury (1997), and Korman and Kraut
(1999) have assessed changes in organisations, in terms of both organisational structure and
employer and employee relationships. Changes in the economic environment have affected both
formal and informal contracts of employment. These in turn, have affected employee motivation
and organisational commitment. Adjusting successfully to relationship changes has had
„enormous implications in terms of sustained competitive advantage based on the ability to
access and retain a committed skilled workforce‟ (Kissler, 1994, p. 335).

A number of different factors can affect employee turnover. These include the internal structure
of the

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organisation, recruitment policies and strategies, career progression opportunities, rewards and
benefits, and training and development (Fitz enz, 1990). In order to improve employee employer
relations, reduce turnover, and improve commitment levels, HRM policies need to take all of
these factors into account and manage them congruently (Arthur, 1994; Delaney & Huselid,
1996; Ichniowski, Shaw, & Prennushi, 1997; MacDuffie, 1995). (Davidow & Uttal, 1989). The
literature on employee retention clearly explains that satisfied employees who are happy with
their jobs are more devoted for doing a good job and look forward to improve their
organizational customers„ satisfaction (Denton

2000).Employees who are satisfied have higher intentions of persisting with their organization,
which results in a decreased turnover rate (Mobley et al., 1979). Abundant studies have
hypothesized and empirically validated the link between satisfaction and behavioral intentions
and behaviors such as employee’s retention

(Anderson & Sullivan, 1993). Further, numerous studies explain the importance of high
employees„ involvement and how it could enhance their retention

Retention of talented employees can be a source of advantage to an organization But there are
challenges in attempting to retain these employees Barney 1991 Werrierfelt 1984 Pettman 1975
In a perfect world the productive employees are encouraged to stay within the organization and
the nonproductive poor performers are encouraged to leave In fact if it were measurable a
company would keep each employee: 1 whose contribution produces a positive risk adjusted
profit for the firm and 2 who will also have a more positive influence on the firm than any
employee hired to replace him or her taking into account the cost of hiring the new employee But
because of problems such as asymmetric information it is not an easy task to carry out this goal.

Work Environment:
Although learning and growing opportunities seems to be significant for the employee retention
(Arnold,2005; Echols, 2007; Herman, 2005; Hiltrop, 1999; Hytter, 2007; Michaels et al., 2001;
Rodriguez, 2008;Walker, 2001), an organization needs to develop a supportive learning and
challenging work environment. Prior studies derived the idea of “learning and working
environment” (Abrams et al., 2008; Birt et al., 2004;Bouwmans, 2006; Christiaensen et al., 2009;

Kyndt et al., 2009; Van Hamme, 2009; Visser, 2001). It generally relates with the climate where
employees can learn and perform. Particularly, support and aspiration at work, stress of work,
degree of empowerment and the responsibility that workers acknowledge, alternatives in the job
tasks and development, stipulation of challenging and significantly meaningful work and
developmental opportunities, are the other concepts that describes the term working
environment(Natalie et al., 2011).

For the retention of talented employees learning and development opportunities considered as
essential so learning and working climate must be encouraged in the organization (Arnold, 2005;
Echols, 2007; Herman, 2005; Hiltrop, 1999; Hytter, 2007; Michaels et al., 2001; Rodriguez,
2008; Walker, 2001 cited in Natalie et al., 2011). These studies demonstrates that work
environment have a positive influence on employee retention.

A sense of belonging in the work environment is considered to be more valued by the employees
(Miller, Erickson & Yust, 2001). By offering suitable level of privacy and sound control on work
place that improves the levels of motivation to be committed with the organization for long term,
it is easy for the organizations with magnificent personalization strategies to satisfy and retain
employees (Wells & Thelen, 2002 cited in Madiha et al., 2009).

Miller, Erickson & Yust (2001), stated workers think them to be valued in the work climate that
offers them a sense of belonging. Sometimes employee satisfaction and retention can be attained
by offering proper level of privacy and proper control on the workplace which improves the
motivation intensity to be loyal with organization, in organizations having munificent
personalization procedures and strategies (Well
 CHAPTER-3

COMPANY PROFILE

HPL is a dynamic Group with a clear vision to be “Bring the Best” by not losing focus on the
challenges the new economic order the world over poses for growing companies.

HPL has collaborations with equity participation with world renowned multi-national companies
in the electrical field such as Moeller in Austria & Germany and Socomec S.A., in France.
Moeller is over a billion Euro company renowned for its low and high voltage electrical
equipments and circuit breakers. It is having equity participation with HPL in Moeller HPL (P)
Ltd.

Socomec of France which specializes in Switchgear & Energy Management Products in Europe
is having equity participation with HPL in HPL Electric & Power Pvt.Ltd.

The product manufactured by these joint ventures companies are the best in Technology, Quality
and Design that is available in Europe & now in India.

HPL manufactures a wide range of Products in Switchgears, Metering, Lighting, protection

equipments.

The company has 69 marketing offices spread throughout the country with 1200 authorized
dealers and 15000 retailers stretched all across the country. Our team of over 5000 work force
and more than 350 sales and service engineers are there for effective and quick before-and-after
sales service.

EXPORTS

HPL enjoys a fine reputation in the international market, thanks to its high quality standards,
excellent after sales support & timely deliveries.

Currently, HPL is on a global expansion policy to expand its business horizons and is looking for
marketing alliances for its products from unexplored markets.

Mission

Our mission is to provide the latest and the best technology product in the field of Switchgear,
Electronic Meters, and Lighting.
Future Vision

In line with its global ambitions, HPL has been gearing up its operations by strengthening current
business practices and aligning them with the best global standards to create new benchmarks of
quality and customer satisfaction. HPL is committed to develop empowering technology in the
form of easy to use, dependable products that meet the Customers needs.

Exporting its products to Middle East, SAARC and European Countries, HPL is increasingly
focused on export-led growth through optimal utilization of its comparative technical advantage
vis-à-vis competitors.

Two key factors at HPL ensure a lasting competitive advantage: an innovative business model,
and complete market intelligence. Optimum implementation of these factors enables HPL to
create a more effective, sustainable operation, and more value for the customers and it will
continue to focus on consolidating its dominant position in India, while expanding its reach
globally.

Management:

Mr. Lalit Seth

Managing Director

A visionary entrepreneur endowed with inimitable dynamism and futuristic sagacity is a keen
observer of market trends all over the world. It was his distinctive idea of import substantiation
that resulted in growth of HPL, having experience of over 37 years in the Industry.
Mr. Rishi Seth
Joint Managing Director

An MBA has been in business for the past 15 years looking after the Energy Meter marketing,
Production, Planning, General Administration of a few units.

Mr. Gautam Seth

Joint Managing Director

A Qualified Chartered Accountant has been in Business for 12 years and is handling Finance,
Accounts, taxation and other related activities.

QUALITY POLICY

HPL is committed to have satisfied customers through supply of quality Energy Meters, Energy
Measurements Systems, Switchgears, Circuit Breakers, Distribution Systems, Sheet Metal
Enclosures and Lighting products by way of fulfilling the customers requirements, timely
delivery and services.

This shall be achieved by Quality Management Systems and continual improvement in products,
process & Systems which will be achieved by time bound quantified Quality Objectives.
Our quality management policies ensure customer satisfaction, reduce cycle time and costs, and
also eliminate errors and rework. At HPL, We strongly believe that results (performance and
financial) are the natural consequence of effective quality management.

PRODUCTS:

 Switchgear:

 Contactor 25 Models in just 9 frames

 Capacitor Duty Contactor upto 62Kvar

 Highest Electrical life upto 2.5 million operations

 Site mounted add on accessories

 Range 125A to 3200A

 A Compact Secure Transfer System

 A Simple, Adaptable Control Module

 Flexible Upgradeability
 Metering

 Range : Current : CT Ratio 1A or 5A on secondary and upto 10000 A on the primary

 Voltage : upto 700 VAC without VT upto 500 kV with VT

 Test Function provision for wrong connection

 Backlit function parameters assignable

 Hours run function parameters assignable

 PROTECTION:

 MCB:

 Conforms to IS: 13947 / Part 3, IEC : 60947 - 3

 Choice of 2 Ploe & 4 Pole versions

 Front operation with three stable positions I-O-II

 Isolator at middle position

 Range : 40, 63, 100 & 125 Amps

 Conforms to IS 13947-3

 Available in 2 P, 3P & 4 P version

 Finger touch proof

 Luminaries:

 Mini

 Energy saving adapter with T5 Fluorescent Lamp

 Allow users to retrofit the existing T8/T12 Fluorescent Lamp for 40% energy saving.
 Wire & Cables:

 Co-axial Cables

    Solid / Stranded bare annealed electrolytic grade copper

     PE foam and solid
     Copper ABC / ATC Wire braiding / aluminum  taping / foiling
     Specially formulated PVC
     RG and UR series BS : 2316 / MIL-C-17

 Domestic Wires

     Range : Available in FR / FRLS / HR / ZHFR insulation

     Conforms to IS 694/1990
     Electrolytic grade over 100% pure copper
    Bunching of copper in uniform lay & diameter
     High insulation Resistance
     Double insulation with ultra thin Layer

 WORKS:

HPL is committed to constantly pushing new frontiers of knowledge in pursuit of new horizons
of technology. HPL has nine integrated state-of-the-art Manufacturing facilities having
international quality certificate ISO-9001:2000. These production units dedicated to deliver
international quality standards are located at Okhla (Delhi), Noida (U.P.), Gurgaon (Haryana),
Jabli (Himachal Pradesh) and Sonipat (Haryana).

We have a well equipped:

  R & D Centre for energy Meters

  Electronic Meter Test Benches
  CFL Manufacturing Plants
  Molding shop
  Machine shop
  Press Shop
  Electroplating
  Paint shop

All our products go through various intricate stages of testing and inspection that conform to
national and international standards of quality. We take pride in ensuring that our entire product
range from start to finish goes through challenging tests to come out excellent in use and
performance.

Recently, large investments were directed towards enhancing the manufacturing strengths. In
addition to expansion and modernization of the existing facilities, significant investments were
made in building substantial capacities for new products, targeted to drive growth in key
geographies in the coming years.
Our mission is to provide the latest and the best technology product in the field of Switchgear,
Electronic Meters, and Lighting.

In line with its global ambitions, HPL has been gearing up its operations by strengthening current
business practices and aligning them with the best global standards to create new benchmarks of
quality and customer satisfaction. HPL is committed to develop empowering technology in the
form of easy to use, dependable products that meet the Customer’s needs.

Exporting its products to Middle East, SAARC and European Countries, HPL is increasingly
focused on export-led growth through optimal utilization of its comparative technical advantage
vis-à-vis competitors. Two key factors at HPL ensure a lasting competitive advantage: an
innovative business model, and complete market intelligence. Optimum implementation of these
factors enables HPL to create a more effective, sustainable operation, and more value for the
customers and it will continue to focus on consolidating its dominant position in India, while
expanding its reach globally.
Today, HPL is regarded as “The Technology Brand of India” and is one of the premium
manufacturers of reliable Electrical Protection Equipment’s, Switchgears, Electronic Energy
Meters and Energy Management Systems.

HPL has collaborations with equity participation with world renowned multi-national companies
in the electrical field such as Moeller in Austria & Germany and Scooped S.A., in France.
Moeller is over a billion Euro company renowned for its low and high voltage electrical
equipment and circuit breakers. It is having equity participation with HPL in Moeller HPL (P)
Ltd. Scooped of France which specializes in Switchgear & Energy Management Products in
Europe is having equity participation with HPL in HPL Electric & Power Pvt.Ltd.
The product manufactured by these joint ventures companies are the best in Technology, Quality
and Design that is available in Europe & now in India.HPL manufactures a wide range of
Products in Switchgears, Metering, Lighting, protection equipments.

HPL is committed to have satisfied customers through supply of quality Energy Meters, Energy
Measurements Systems, Switchgears, Circuit Breakers, Distribution Systems, Sheet Metal
Enclosures and Lighting products by way of fulfilling the customers requirements, timely
delivery and services.

This shall be achieved by Quality Management Systems and continual improvement in products,
process & Systems which will be achieved by time bound quantified Quality Objectives.

Our quality management policies ensure customer satisfaction, reduce cycle time and costs, and
also eliminate errors and rework. At HPL, We strongly believe that results (performance and
financial) are the natural consequence of effective quality management.
OUR VISION
In line with its global ambitions, HPL has been gearing up its operations by strengthening current
business practices and aligning them with the best global standards to create new benchmarks of
quality and customer satisfaction. HPL is committed to develop empowering technology in the
form of easy to use, dependable products that meet the Customers needs. Exporting its products
to Middle East, SAARC and European Countries, HPL is increasingly focused on export-led
growth through optimal utilization of its comparative technical advantage vis-à-vis competitors.

Two key factors at HPL ensure a lasting competitive advantage: an innovative business model,
and complete market intelligence. Optimum implementation of these factors enables HPL to
create a more effective, sustainable operation, and more value for the customers and it will
continue to focus on consolidating its dominant position in India, while expanding its reach
globally.
ABOUT THE COMPANY
HPL, Born in 1956 is among the most reliable multiproduct Electrical Equipment Company in
India. Its product range covers Electronic Energy Meters, LV Electrical Switchgears,
Controlgear, Circuit Breakers, Lighting and Wires & Cables.

HPL, caters to the technology segment in India with world class products and new technological
advancements, with a clear focus on future while meeting the demands of present, ushering India
into the global world of Electrical Technology.

HPL has 9 state of art manufacturing facilities and a well equipped R&D centre backed by a
highly skilled team of engineering professionals. The R&D is approved by Government, the
Ministry of Science and Technology creates and develops a line of world class products using
Advance Technology.

At HPL technology is prominent, ensured by our world class R&D centre and quality maintained
manufacturing facilities at various locations. Armed with latest technology, high end machinery
and skilled workforce, our manufacturing units are fully equipped to produce the finest of
products, which are subjected to rigorous testing and validation. “ Today HPL is among the
largest manufacture of Electronic Energy Meters in the world producing over 6 million
annually .” We understand that behind any successful business are its people. Our talented team
of engineers, technocrats, researchers and designers serve as the backbone of HPL. Our skilled
workforce, along with the state of the art facilities help us to create products of high standards
and quality. HPL has gained many laurels and certificates over the years. Our manufacturing
facilities are ISO 9001 certified for exceptional Quality Management, ISO 14001 certified for
Environmental Management System and OGSAS – 18001, 27001 for implementing an
occupational Health and Safety Management System. Also, our products are ISI certified by
Bureau of Indian Standard, a mark of quality products in India. Certain select ranges of products
have also been awarded with KEMA certification for energy utilization and have been given CE
certificate to give acceptability of the products n Europe and other international markets.

Following our 3D philosophy towards work: Duty to work, Discipline to quality, Devotion to our
consumers, we have been able to carve a niche for ourselves globally and have been branded as
the ‘Technology Brand of India’.
 CHAPTER 4
RESEARCH
METHODOLOGY
Research Methodology

“Research is a systematized effort to gain new knowledge.” It is a systematic study consisting of

a problem formulating a hypothesis collecting the facts and data, analyzing the facts and reaching
for certain conclusions, which can be in the form of either solution towards a problem.

Research design

A research design is the arrangement of conditions for collection and analysis of data in a manner
that aims to combine relevance to the research purpose with economy in procedure. The research
design used in my study is basically descriptive in nature.
Types of research

 Exploratory research
 Descriptive research
 Causal research
 Applied research
 Basic research

Exploratory research

Exploratory studies are conducted to clarify the ambiguous problems.

Ambiguity means that the nature of problem to be solved is unclear.

Descriptive research

The research design in my study is descriptive. Its studies are concern with describing the
characteristics of a particular group or individual. Studies concerned with specific prediction with
narration of facts and characteristics concerning individual, group or situations are examples of
descriptive research .it is also known as social research

Causal research

The mean purpose of causal research is to identify the cause and effect relationship between
variables.

Applied research

Applied research is conducted when a decision is to be made about a specific real-like problem.

Basic research

Basic or pure research (fundamental research) attempts to expand the limits of knowledge.

Sample Design

A sample design is a definite plan for obtaining a sample from a given population. It refers to the
technique or the procedure the researcher would adopt in selecting items for the sample i.e. the
size of the sample. Stratified sample method is adopted to select the sample.

Sample Size

It includes the number of sampling unit selected from the population for investigation. The
sample size must be optimum or adequate. If the sample size is small it may not appropriately
represent the population.

Too large sample would be costly in terms of money &time. The optimum sampling size would
fulfill the requirements of efficiency, representativeness, reliability, and flexibility.
The sample size is taken of 100 employees. It is because of the shortage of time & their busy
schedule.

METHODS OF DATA COLLECTION

Data collection is an art. Sometime it is very time consuming affair. The source information falls
under two categories:

 Primary Data
 Secondary Data
Primary data

Primary data is which data that is collected first time. In my study I collected my primary data
through:

 Observation method
 Interview method
 Questionnaire method
 Internet
Secondary Data

The secondary data means data that are already available in various reports, diaries, letters,
books, etc.

 Life history, diaries, autobiographies, letters and testaments.

 Reports published by various Research Organizations.

Sampling Method

Stratified method of sampling was used for face-to-face survey while snowball sampling method
was used while conducting telephonic survey.
 CHAPTER 5

DATA ANALYSIS

&

INTERPRETATIONS
Q.1 Do you have adequate material & equipment to do your job correctly?

Options % of respondents

Yes 83

No 17

Table 4.1: Adequacy of material & equipment for doing job

 % of respondents

Yes
No

Figure 4.1: Adequacy of material & equipment for doing job

INTERPRETATION:

The above table shows that the 83% employees are satisfied with the material& equipment
provided for their performance while 17% are not satisfied with it.

Q.2: Does your employer at work encourage your development?

Options % of respondents

Yes 75

No 25

Table 4.2: Role of encouragement of employees

 % of respondents

Yes
No

Figure 4.2: Role of encouragement of employees

INTERPRETATION:

The above table shows that 75% employees are satisfied with the encouragement of
management while 25% are unsatisfied with it.

Q.3: Does your opinion seem to count at work?

Options % of respondents

Yes 78

No 15

Can’t say 7

Table 4.3: Consideration of opinion of employee at work

 % of respondents

Yes
No
Can’t say

Figure 4.3: Consideration of opinion of employee at work

INTERPTRTATION:

The above table shows that the 78% employees are satisfied with the consideration of
opinion of their work while 15% are unsatisfied. 7% employees say nothing on this.

Q.4: Do you discuss personal and work related problem with your employer in the
company?

Options % of respondents

Yes 63

No 37
Table 4.4: Discussion of personal & work related problems with employer

% of respondents

Yes
No

Figure 4.4: Discussion of personal & work related problems with employer

INTERPRETATION:

The above table shows that only 63% employees are able to discuss their personal & work
related problems in organization while 37% are not discuss their problem

Q.5: Does work culture of the company is open and employees can speak without fear?

Options % of respondents

Very much true 10

Mostly true 30

Sometime true & sometime 40

not

Not true 20
Table 4.5: Openness of work culture

% of respondents

Very much true

Mostly true
Sometime true & sometime
not
Not true

Figure 4.5: Openness of work culture

INTERPRETATION:

The above table shows 10% employees think that the openness of work culture is true very
much while 30% thinks that mostly true. 40% thinks that this is sometime true and
sometime not and 20% are not satisfied with it.

Q.6: Do you know what is expected from you in the organization?

Options % of respondents

Very much true 45

Mostly true 40

Sometime true and sometime not 5

Not true 10

Table 4.6: Expectations of the organization

 % of respondents

Very much true

Mostly true
Sometime true and
sometime not
Not true

Figure 4.6: Expectations of the organization

INTERPRETATION:

The above table shows that 45% employees think very much true about the expectations
while 40% think it mostly true. 5% says it sometime true and sometime not and 10% think
that it is not true.

Q.7: Are you satisfied with the organization performance appraisal procedure?

Options % of respondents

Yes 69

No 31

Table 4.7: Level of satisfaction from performance appraisal procedure

 % of respondents

Yes
No

Figure 4.7: Level of satisfaction from performance appraisal procedure

INTERPRETATION:

The above table shows that only 69% employees are well satisfied with the performance
appraisal procedure while 31% are unsatisfied with that.

Q.8: Is there enough growth opportunities for employees in the company?

Options % of respondents

Yes 65

No 20

Can’t say 15

Table 4.8: Career growth opportunity for employees

 % of respondents

Yes
No
Can’t say

Figure 4.8: Career growth opportunity for employees

INTERPRETATION:

Above table shows that 65% employees are satisfied with the career growth opportunity of
the company while 20% are unsatisfied with this. 15% are nothing say on this.

Q.9: Do you think that the employee benefits provided by the company are better than
those provided by other companies?

Options % of respondents

Mostly true 60

Sometime true and sometime not 27

Not true 13

Table 4.9: Comparison of employee benefit in the company with other company
 % of respondents

Mostly true
Sometime true and
sometime not
Not true

Figure 4.9: Comparison of employee benefit in the company with other company

INTERPRETATION:

Above table shows that 60% employees are fully satisfied with employee benefit of
company while 13% are not satisfied with it. 27% thinks that it is sometime yrue and
sometime not.

Q.10: Is mission/purpose of the company is knows & understood?

Options % of respondents

Yes 86

No 14

Table 4.10: Clarity of mission/purpose of company

 % of respondents

Yes
No

Figure 4.10: Clarity of mission/purpose of the company

INTERPRETATION:

The above table shows that the 86% employees are known about the mission/purpose of the
company while 14% do not understand this.

CHAPTER-6
 FINDINGS

&

CONCLUSIONS

RECOMMENDATIONS

 40% of the Employees are not satisfied with the benefits provided by the company, so as
to motivate them the company can offer benefits such as picnic for the employees, dinner
for the family, birthday dinner for two etc.

 Non-monetary benefits could also help to motivate the employees such as awards for the
employee of the month. An employee bulletin board could also be put up; a letter of
appreciation from the immediate boss of the employee or department head could be
displayed on it appreciating the efforts of the employees.
  It was observed that 37% of the employees are not satisfied with the teamwork. They
should be told that teamwork would help in achieving the targets successfully. So it
should be greatly taken care of.

 38% of the Employees are not satisfied with the adequate feedback received by the
Managers. Employees must be informed regularly regarding their job performance, their
success and failure.

CONCLUSIONS

The employer employee relations are cordial in HPL INDIA.

 Measures for training, development, safety of the employees and environmental

awareness are given top priority by the management.

 In view of the above findings and analysis the report reveals that the management and
employee must work hand in hand together.
  The percentage of satisfied employees through exceed the percentage of dissatisfied
employees but for the further development of the company employee satisfaction must be
given most priority.

 Good management is the solution to every problem and good management means
working in partnership with the employees.

FINDINGS:

 The internal department of core competencies and continuous process improvements has made
HPL one of the most exciting Staffing companies to work

 The management showing their full efforts for the growth of HPL.

 There are employees in all experience level in the organization.

Use good efferts by employees for do any works
 CHAPTER 7
ANNEXURE

Questionnaire
EMPLOYEE SATISFACTION QUESTIONNAIRE

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

  Yes

 No

2. Does someone at work encourage your development?

 Yes

 No

3. Does your opinion seem to count at work?

 Yes

 No

 Can’t say

4. Do you discuss personal and work related problem to someone in the company?

 Yes

 No

5. Does work culture of the company is open and employees can speak without fear?

 Very much true

 Mostly true

 Sometime true and sometime not

 Not true

6. Do you know what is expected of you from the organization?

 Very much true

 Mostly true
  Sometime true and sometime not

 Not true

7. Are you satisfied with organization performance appraisal procedure?

 Yes

 No

8. Do there are enough growth opportunity for employees in the company?

 Yes

 No

 Can’t say

9. Do the employee benefit provided by the company are better than those provided by
other companies?

 Mostly true

 Sometime true and sometime not

 Not true

10. Is mission/purpose of the company is known and understood?

 Yes

BIBLIOGRAPHY
  Gupta C.B Human Resources Management Person Education, New Delhi

 C.R Kothari Business Research Education New Delhi 2nd Edition

 Sharma V.K Human Resources Management 3rd Edition

Websites:

www.hplindia.com

www.hr.in