CHAPTER - I

1. INTRODUCTION AND DESIGN THE STUDY

1.1 INTRODUCTION OF THE STUDY

In today’s business, engagement is distinctively different from every employee

satisfaction, motivation, and organizational culture. The well-being of the employees and
their happiness must be the priority of every successful enterprise in order to satisfy the
customers and achieve the best results.

Worker engagement, emotionally or intellectually is very essential to the success of

the organization. The level of commitment and investment an employee has in their
organization. It's a measure of how much an employee cares about their work, their team,
and the organization's goals. Also, engagement will give every employee the feeling of
performing at their best by learning new skills and completing all tasks with innovative
ideas.

1.2 MEANING OF EMPLOYEE ENGAGEMENT

Which means, how much an employee is committed to helping their organisation

achieve its goals. It's demonstrated by how employees think, feel, and act, as well as the
emotional connection with employees, feel towards their organisation, their work, and
their team. An engaged employee is aware of business context, and works with
colleagues to improve performance within the job for the benefit of the organization.

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 This paper focuses on how employee engagement is an antecedent of job
involvement and what should a company do to make the employees engaged. The paper
also looks at the Gallup 12 point questionnaire, twelve-question survey that identifies
strong feelings of employee engagement and the steps which shows how to drive an
engaged employee. A detailed and exhaustive exploratory research is also done over the
net through relevant websites to delineate appropriate Employee Engagement methods to
understand the current trends in the Industry and to know the company profile. A
questionnaire was undertaken as a tool for the extraction of the effectiveness of the
Employee Engagement.

1.2.1 DEFINITION

★ “Full engagement occurs at the alignment of maximum job satisfaction and job
contribution.”
— Blessing White

★ “Hay Group defines employee engagement as: ‘a result achieved by stimulating

employees’ enthusiasm for their work and directing it toward organisational
success.’ ”
— Hay Group

★ “Scarlett Surveys defines employee engagement as an individual’s degree of

positive or negative emotional attachment to their organisation, their job and their
colleagues.”
— Scarlett Surveys

★ “Employee engagement is an employee’s intent to stay plus a willingness to do

more than required on the job.”
— Deloitte, Southeast Asia

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1.2.2 KEY POINTS

● Employee engagement describes the level of enthusiasm and dedication a worker

feels toward their job.

● Employee engagement can be critical to a company's success, given its links to job
satisfaction and employee morale.

● Engaged employees are more likely to be productive and higher performing.

● Employers can foster employee engagement through effective communication,

offering rewards, and discussing career advancement.

1.3 STATEMENT OF PROBLEM

A recent employee engagement survey revealed a concerning level of

disengagement among workforce, with a majority of employees reporting low levels of
satisfaction regarding their work, limited opportunities for growth, and a lack of
recognition, which is impacting productivity, retention rates, and the company's overall
ability to achieve strategic goals.

1.4 SCOPE OF THE STUDY

➢ The study is focus each and every employee and their engage make an efficiency
of skills and knowledge for future planning of awareness.

➢ This study involves setting clear expectations and goals and providing
opportunities for employees to discuss their progress and career aspirations.

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 ➢ It encompasses various initiatives and practices aimed at creating a positive work
environment.

1.5 OBJECTIVES OF THE STUDY

● To identify general practices that organizations use to engage employees at their

work.

● To evaluate the effectiveness of the current Employee Engagement practices to

handle disengaged employees.

● To learn how to promote employee well-being and work-life balance.

● To adapt strategies and initiatives to meet the needs of a diverse and evolving
workforce at podaran foods India pvt ltd.

● To Understand how fostering a culture of employee engagement can promote

collaboration, creativity, and innovation at podaran foods India pvt ltd.

1.6 LIMITATIONS OF THE STUDY

➢ As it was not possible to collect data from all regions, only particular places were
taken for study.

➢ The study was conducted for the employees working in Podaran Foods only.

➢ Due to the non-cooperation of some respondents, the accuracy of the study may be
affected.

➢ The study is restricted to the surroundings of Kangeyam in a few areas only.

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1.7 RESEARCH METHODOLOGY

Research Methodology is a systematic way to solve a research problem; it includes

various steps that are generally adopted by a researcher in studying the problem along
with the logic behind them. The present study a employee engagement towards podaran
foods India private limited.

1.7.1 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 the economy
in procedure”

1.7.2 PERIOD OF STUDY

The duration taken by the researcher for the data collection and analysis regarding
the employees engage of 3 months.

1.7.3 METHOD OF COLLECTION

1. Primary data
2. Secondary data

Primary data

Primary data means data which is fresh collected data. Primary data mainly been
collected through personal interviews, surveys etc.

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Secondary data

Secondary data means the data that are already available. Generally speaking
secondary data is collected by some organizations or agencies which have already been
processed when the researcher utilizes secondary data; the process of secondary data
collection and analysis is called desk research.

1.7.4 POPULATION

The aggregate elementary units in the survey are referred to as the population.
Here it covers the entire employees of Podaran foods India Private limited.

➢ Sample Size: The study based only on the employee engage. Total number of
sample taken for the study is 150 respondents.

➢ Sampling unit: Sampling unit is in Kangayam.

➢ Sample design: Convenience sampling techniques were used for the study.

1.7.5 STATISTICAL TOOLS USED

The commonly used statistical tools for analysis of collected data are:

1. Simple Percentage analysis

2. Chi-square test

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1. Simple percentage analysis

This method is used to compare two or more series of data, to describe the
relationship or the distribution of two or more series of data. Percentage analysis
test is done to find out the percentage of the response of the response of the
respondent.

No. of respondents
Simple percentage = ……………………………... X 100
Total No. of respondents

2. Chi-square analysis

A chi-square test is a statistical test that is used to compare observed and expected
results. The goal of this test is to identify whether a disparity between actual and
predicted data is due to chance or to a link between the variables under
consideration.

Pearson’s Chi-Square Test formula is -

● Where X^2 is the Chi-Square test symbol

● Σ is the summation of observations
● O is the observed results
● E is the expected results

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1.8 CHAPTER SCHEME

CHAPTER 1: INTRODUCTION AND DESIGN OF THE STUDY

This chapter includes introduction of the study, objectives of the study, scope
of the study, limitations of the study and research methodology of the study.

CHAPTER 2: REVIEW OF LITERATURE

This chapter presents the information of review related literatures.

CHAPTER 3: COMPANY PROFILE

This chapter contains the industry profile, industrial growth, company
history, company profile, mission and vision of the company.

CHAPTER 4: DATA ANALYSIS AND INTERPRETATION

This chapter deals with data analysis and interpretation of the study.

CHAPTER 5: FINDINGS SUGGESTION AND CONCLUSION

This chapter highlights with the findings, suggestion and the conclusion of
the study.

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 CHAPTER – II

2. REVIEW OF LITERATURE

Bradford F. Mills (2009) Technology provide the potential to meet a great percentage
of residential water and space heating desires in the EU, however modern-day ranges of
adoption are low. In addition, the impact of adoption on family electricity expenditures is
estimated after controlling for determined household heterogeneity in geographic,
residential, and household characteristics.

Susi & Jawaharrani (2011) According to the literature study on Employee

engagement identified work-place culture, work-life balance policies & practices followed
in industries promotes employee engagement in their organizations to rise productivity
and retention rate. Work-life balance is key driver of employees’ satisfaction.

Dr.Samuel obino mokayo & Maureen Jerotich kipyegon (2013) According to their
study Employee Engagement as highly influenced by personal growth and development,
performance management, Remuneration, recreation facilities. They identified
remuneration is the highest contributor of Employee Engagement and Recreation facilities
has least impact on employee engagement.,

T.Suhasini and Dr.K.Kalpana (2013) The take a look at famous that Employee
Engagement is a complete venture and cannot be done via the powerful training
applications additionally. Organizations can enhance engagement through opportunity
thinking, improving employee decision making, and dedication. Employee engagement
results in reduced turnover intentions and elevated revolutionary work-related behaviour.

A Thiagarajan B & Renugadevi V (2015) According to this have a look at Career

9
improvement, motivation elements and overall performance appraisal are related to
worker engagement. The consequences are that leaders ought to be cultured on
engagement, career development opportunities which are maximum vital and that overall
performance improvement have to champion employees existence stability, and those
practices are beneficial to elevate engagement levels.

Markos and Sridevi (2016) have stated that worker engagement is a strong predictor
of effective organizational overall performance and absolutely shows the two-manner
relationship between agency and worker compared to the 3 earlier constructs: employee
commitment, activity pleasure, and organizational citizenship conduct.

Osborne and Hammoud (2017) write that US businesses lose around $350 billion
annually because of disengaged employees. Recognition and rewards, worker
empowerment, and building a bond between employees and leaders are worker
engagement strategies that companies need to observe This research hole has resulted in a
disjointed technique to information and developing strategies for employee engagement
inside businesses.

Bersin (2018) The use of superior technology, skilled labour, satisfactory practices,
and training has helped to growth the efficiencies in many fundamental companies and
companies. However, disengaged personnel who've reduced productivity since the
economic meltdown have affected the economic performances of many U.S. Businesses.

Arrowsmith and Parker (2019) have written that worker engagement has come to be
a dominant a part of the literature on human aid control (HRM). However, there was quite
less investigation of this implication for human resource management in corporations.

Mukherjee (2019) discover that although truthful praise practices are conventional
within the 3 IT businesses, however, there may be a distinction in notion within the

10
distinct categories of rewards amongst the three groups of personnel from the same
business area. Differences are also seen inside the employees' attitudes from the unique
groups in the same business zone, "Information Technology," in judging the role of
rewards in worker engagement.

V.Vijay Anand & C.Vijay Banu (2020) This take a look at explains that Employee
Engagement is the key thing for all corporations to sustain. Employee Engagement is
positively influenced by using activity, Rewards and popularity, opportunities, group work
and communication. It acts as a Retention device. According to this examine Pay and
benefit is the most influencing component of Employee Engagement.

Madhura Bedarkar, Deepika Pandita (2020) carried out a have a look at on “Drivers
of employee Engagement impacting Employee Performance. The take a look at
anticipated three drivers of Employee Engagement; they're management, conversation and
work existence balance.

Jie Feng (2020) Changing Employee engagement, entry of latest competitors with
better merchandise, and product upgrades through existing competitors make new
merchandise a necessary funding for maximum groups. In addition to the investments in
R&D and production of new merchandise, corporations also want to put money into
marketing to sell them.

CHAPTER-III

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 3. INDUSTRY AND COMPANY PROFILE

3.1 INDUSTRY PROFILE

The beverage industry (also known as the drink industry) manufactures drinks and
ready-to-drink products. Examples are bottled water, soft drinks, energy drinks, milk
products, coffee and tea-based products, nutritional beverages, and alcohol. The beverage
industry is traditionally a market with specific high demands regarding hygiene and its
related technologies. Exquisite hygiene is needed to maintain the end product's high-
quality standards and shelf life, whether it is mineral/drinking water, lemonade, fruit juice,
beer, wine, or (sparkling) wine. Beverage production varies mainly depending on the
product being made.

The beverage industry consists of two major categories:

● Alcoholic beverage industry: The alcoholic beverage industry includes distilled

spirits, (sparkling) wine, cider, and brewing.
● Non-alcoholic beverage industry: The non-alcoholic beverage industry is
comprised of soft drink (or soft beverage industry) or syrup manufacture; soft
drink and water bottling and canning), fruit juices bottling, canning, and boxing,
the coffee industry, and the tea industry.

The non-alcoholic beverages industry is comprised of companies involved in the

production and sales of drinking products not containing alcohol. The breadth of this
segment spans from bottled water, to coffee and tea, to soft drinks, juices and other
products.

Some of the biggest trends in the industry follow the general trend in consumer
goods products of an increased focus on health and wellness. In the non-alcoholic

12
beverages sector this has expressed itself through functional beverages and fermented
beverages. Both types of products aim to provide some benefits to the consumer beyond
simple thirst quenching or flavor. In the case of functional water, additional nutrients or
naturally occurring chemicals are added to the water, while fermented products like
kombucha market the naturally occurring health benefits of the product, often digestive
health.

The Non-alcoholic Beverages Market is segmented by Type (Carbonated Beverage

and Non-carbonated Beverage), Distribution Channel (Supermarkets/Hypermarkets,
Convenience Stores, Online Stores, Specialty Stores, and Other Distribution Channels),
and Geography (North America, Europe, Asia-Pacific, South America, and Middle-East &
Africa). The report offers the market size and forecasts in value (USD billion) for the
above segments.

Non-alcoholic Beverages Market Analysis

The non-alcoholic beverages market is projected to register a CAGR of 4.7% over

the forecast period. Demand for healthy beverages and consumer preference for unique
and different flavors is expected to drive the market for non-alcoholic beverages across
regions. The young population is increasingly becoming health-conscious, driving the
demand for zero calorie beverages or those with fewer calories. The demand is also
fuelled by growth in the functional beverages category, including sports drinks, due to
higher average participation in physical activities. With increasing health awareness and
growing demand from millennials, the sports drink segment of the market is identified as
the fastest-growing subsegment.

Non-alcoholic Beverages Industry Segments

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 The non-alcoholic beverages market is segmented by type, distribution channel,
and geography. By type, the market is segmented into carbonated and non-carbonated
beverages. The non-carbonated beverages are further segmented into fruit and vegetable
juices, functional drinks, ready-to-drink tea and coffee, bottled water, and other non-
carbonated beverages. By distribution channel, the market is segmented into
supermarkets/hypermarkets, convenience stores, online sales channels, and other
channels. By geography, the market is segmented into North America, Europe, Asia-
Pacific, South America, and Middle East & Africa. For each segment, the market sizing
and forecasts have been done based on value (in USD billion).

Non-alcoholic Beverages Market Competitor Analysis

The non-alcoholic beverages market is highly competitive due to the large number
of companies that manufacture functional beverages. Some major players in the market,
such as PepsiCo Inc., The Coca-Cola Company, Danone SA, Red Bull Gmbh, and Nestlé
SA, offer consumers a wide range of carbonated and functional beverages.

INDUSTRIAL GROWTH

The beverage industry is a shifting landscape as volume leading categories such as

soft drinks continue to lose volume versus prior year (-3.5% in 2009 according to A.C
Nielsen) while functional and health and wellness oriented categories enjoy strong volume
growth. Functional beverages continue to be the hottest segment in beverage.

Market research firm Zenith International estimates global per capita consumption
of functional beverages will increase 25% from 2010 to 2013, roughly from 5.5 litres per
person to 6.9 litres. Industry giants Coca Cola (www.coke.com) and pepsi
(www.pepsico.com) continue to diversify their portfolios, as evidenced with coke's
acquisitions involving Glaceau's Vitamin water and its recent investment in Zico Coconut
Water.

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 Once the beverage manufacturers identified that can support the filling processes,
packaging and closures required for their beverage product, the next important factor to
take into account is location. Choosing a beverage manufacture that is geographically
convenient for the distribution network is important. In some instances, there may not be a
contract manufacturing facility within your immediate geography. In this case, need to
find shipping companies and inventory options to transport and store your product.
Sourcing beverage manufacturing plants, solving logistics issues, identifying freight
operators and storage facilities are services provides on a regular basis.

SOFT AND CARBONATED DRINKS MARKETS

Soft drinks industry is purely in a perfectly competitive market. Great employment

opportunities in this industry due to 70% growth every year. Government provide 25%
subsidy to fruit juices on machinery. Government impose tax 5% for fruit Juices and 12%
for beverages. Climatic change is considered as a major barrier.

In India, carbonated beverages make up more than 40% of the non-alcoholic

beverage market. The top brands in the carbonated soft drink market include Coca-Cola,
Pepsi, Thumbs Up, Sprite, and Mountain Dew. In India, carbonated drinks are taxed at
40% due to a 28% Goods and Services Tax and a 12% compensation cess. This tax rate
applies to all carbonated drinks, regardless of sugar content. This plays a major role in
beverage industries.

COMPANY HISTORY

Podaran Foods India Private limited was founded by Mr.M.K.Podaran. The

15
Company was established in the year 1969. Mr. P. Suresh Kumar acts an executive
director. The company entered into partnership agreement as on 1 April 2011, there were
six partners namely as M. K. Podaran, Mr. K. Subramani, SMT. P. Annakkodi, SMT.S.
Selvi, Mr. P. Suresh Kumar and Mr. S. Gopal.

Podaran Foods as a dreamt product of Tamizhan Swadeshi named Podaran. During

the earlier stage, Podaran Foods was initiated as a small firm in the important city of
Kangayam, Tirupur and now, it has a wide count of branches across all Indian states.
Podaran Foods, the pride founder behind the company was born in Melappalayam – the
proudest city from where thiyagi Tirupur Kumaran and Theeran chinnamalai was
identified as Nation’s pride. He was born in the year 1969 in a small village
Melappalayam near Nathakadaiyur.

Quite, it is apt to say that today’s proudest Indian product - “Podaran Foods” was
founded as an ever-loving dream of Podaran who fought in the Swadeshi movement after
being admired by the policies of Mahatma Gandhi ji.“Podaran Foods started with a motive
to protest all other countries products owing to an inspirational thought from Swadeshi
movement”

A dream can never happen at its first sight and by the way, he involved himself in
the manufacturing and supplying process of GoliSoda alone and later, in the year 1986, he
promoted his product from Golisoda to Familiar “Podaran Foods” and now it has been
familiar across India.

The company was undertaken by his son “Suresh Kumar” in the year 2009 who
has an admiration from his father, the founder Podaran. With his serious effort, Suresh
Kumar expanded his business and exported the Podaran Foods across various states
including “Karnataka, Andhra Pradesh, Kerala, and Andaman and Nicobar Islands”. At
the same year, the drinks were introduced in the small mini bottles under the brand name
Podaran Foods. Currently, many flavors have been introduced as like Apple, Guava, and
etc. and also an important product,TILO was introduced and running successfully.

16
COMPANY PROFILE

Podaran Foods India Pvt. Ltd., are one stop-destination for all our daily beverage
requirements. From Carbonated Drinks to Fruit Juices, we'll find a wide range of drinks at
our destination. The business journey began way back in the year 1969 as a manufacturer,
supplier and trader and since then we have continuously meeting all the beverage
requirements of the domestic market. From individual clients, hotels, bulk buyers to the
variety of Fruit Juices, we offer includes Mango Juice, Apple Juice, Mixed Juice, etc.

Moreover, different flavors of Soft Drinks like Lemon Flavor, Orange Flavor and
many other is also what we offer. We have used rich quality ingredients with no
preservatives to manufacture the drinks as we value the health of the consumer. The
relishing, fresh and mouth watering taste of these drinks is what is greatly appreciated by
our clients

Based in a prime location in Kangayam, Tamil Nadu, India, Podaran Foods India
Pvt. Ltd., are an illustrious manufacturer trader and supplier dealing in assortment of fruit
juices and carbonated drinks. The foundation stone was laid in the year 1969. The product
range includes Soft Drinks, Paneer Soda, Mango Juice, Orange Flavor Drinks and more.
We formulate these drinks from natural, pure and excellent quality ingredients, flavors,
color, fruits, sugar etc, that is sourced from authorized vendors. We have right facilities
for manufacturing, testing, storing, packaging, and delivery of these drinks and juices.

COMPANY LOGO

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MISSION AND VISION OF THE COMPANY

MISSION

➢ At Podaran Foods, commit themselves to grow business with Integrity, Excellence,

Honesty, and Updated knowledge.The mission is to achieve dynamic business
entity.

➢ We create value by Providing private brand fruit and beverage solutions for our
customers through best-in-category market responsiveness and service while
continually improving execution in all areas of our operation.

VISION

➢ To establish leadership in whatever we are excellence in our primary objective is

to play a useful and constructive role keeping in mind the safety of consumers.

➢ The Podaran foods will continue to develop private brand capabilities and build
relationships with customers and employees that create value over the long term.

This will enable to

1. Maximise the success of our core business

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 2. Grow by expanding into complementary private brand channels and
product lines where we can add superior value.

Some Key Business Details

Nature of Business Manufacturer , Supplier and Trader

Year Of Establishment 1969

No. of Employees 200

Original Equipment Manufacturer Yes

Product Range ❖ Carbonated drinks

❖ Fruit juices

Product flavours ❖ Lemonade

❖ Jeera Masala
❖ Cola flavor
❖ Orange juice
❖ Clear lemon
❖ Guava juice
❖ Mango juice
❖ Apple Juice

PRODUCT IMAGE

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ADDRESS

PODARAN FOODS INDIA PVT LTD

49, Melappalayam, Mullipuram (Post),

Nathakadaiyur,Tirupur (Dist),
Kangayam – 638108.

CHAPTER – IV
DATA ANALYSIS AND INTERPRETATION

TABLE NO 4.1

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1 AGE GROUP OF THE RESPONDENTS:

S.NO AGE NO.OF. NO.OF.

RESPONDENTS RESPONDENTS

1 Below 25 51 34%

2 26-35 57 38%

3 36-50 28 19%

4 Above 50 14 9%
Total 150 100%

Source: Primary data

INTERPRETATION

The above table shows that age group of the respondents, 34% of the respondents
are the age group below 25, 38% of the respondents are the age group 26-35, 19% of the
respondents are the age group 36-50 and 9% of the respondents are the age group above
50. Mostly 38% of the respondents are the age group 26-35.

CHART NO 4.1
AGE GROUP OF THE RESPONDENTS

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 TABLE NO 4.2

GENDER OF THE RESPONDENTS

22
 S.NO GENDER NO.OF. PERCENTAGE
RESPONDENTS

1 MALE 102 68%

2 FEMALE 48 32%

3 OTHERS 0 0

TOTAL 150 100%

Source: Primary data

INTERPRETATION

The above table shows that gender of the respondents, 68% of the respondents are male,
32% of the respondents are female and remain and there are no other genders.

Majority 68% of the respondents are male.

CHART NO 4.2

GENDER OF THE RESPONDENTS

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 TABLE NO 4.3

EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

24
 S.NO EDUCATIONAL NO. OF PERCENTAGE
QUALIFICATION RESPONDENTS

1 No formal education 35 23%

2 School level 43 29%

3 diploma 63 42%

4 Degree completion 9 6%

Total 150 100%

Source: Primary data

INTERPRETATION

The above table shows that educational qualification of the respondents, 42% of the
respondent’s educational qualification is under graduate, 29% of the respondent’s
educational qualification is school level, 23% of the respondent’s educational qualification
is No formal education and 6% of the respondent’s educational qualification is degree
completion.

Mostly 42% of the respondent’s educational qualification is under graduate.

CHART NO 4.3

EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

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 TABLE NO 4.4

YEARS OF EXPERIENCE

26
 S.NO YEARS OF NO.OF. PERCENTAGE
EXPERIENCE RESPONDENTS

1 0-5 76 51%

2 5-10 31 21%

3 10-15 24 16%

4 15-20 11 7%

5 20-25 8 5%

TOTAL 150 100%

Source: Primary data

INTERPRETATION

The above table shows that year of experience, 51% of the respondents are said 0-5 year
experience, 21% of the respondents are said 5-10 year experience, 16% of the respondents
are said 10 -15 year experience, 7% of the respondents are said 15 – 20 year experience
and 5% of the respondents are said 20 – 25 year experience.

Majority 51% of the respondents are said 0-5 year experience.

CHART NO 4.4

YEARS OF EXPERIENCE

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 TABLE NO 4.5

5.RESPONDENT’S OPINION ABOUT FACTORS PERCEPTION

LEVEL ABOUT SKILL DEVELOPMENT PROGRAM

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 S.NO FACTORS PERCEPTION LEVEL

HIGHLY SATISFIED DISSATISFIED HIGHLY

SATISFIED DISSATISFIED

RES % RES % RES % RES %

1 SELF CONFIDENCE 72 48 56 37 13 9 9 6
2 LEARNING CAPACITY 64 43 59 39 19 13 8 5
3 PERFORMANCE 59 39 46 31 29 19 16 11

4 TIME MANAGEMENT 69 46 51 34 18 12 12 8

5 WORK PLACE 61 41 72 48 11 7 6 4
FLEXIBILITY
6 CURRENT ROLE 57 38 63 42 16 11 14 9

7 CAREER 74 49 39 26 25 17 12 8
ADVANCEMENT
8 WORK-LIFE BALANCE 56 37 42 28 28 19 24 16

9 EFFECTIVE 79 53 49 33 11 7 11 7
LEADERSHIP
10 AUTONOMY AND 63 42 71 47 9 6 7 5
EMPOWERMENT

Source: Primary data

INTERPRETATION

The above table shows that 53% of the respondents are feel highly satisfied for Effective
leadership, 49% of the respondents are feel highly satisfied for Carrier advancement, 48%
of the respondents are feel highly satisfied for Self-confidence, 48% of the respondents
are feel satisfied for Work place flexibility, 47% of the respondents are feel satisfied for
Autonomy and Empowerment, 46% of the respondents are highly satisfied for Time
management, 43% of the respondents are feel highly satisfied for Learning capacity, 42%
of the respondents are feel satisfied for Current role, 39% of the respondents are highly

29
satisfied for Performance and remaining 37% of the respondents are feel highly satisfied
for Work-life balance. Majority 53% of the respondents are feel highly satisfied for
Effective leadership.

CHART NO 4.5

RESPONDENT’S OPINION ABOUT FACTORS PERCEPTION LEVEL

ABOUT SKILL DEVELOPMENT PROGRAM

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 TABLE NO 4.6

6.RESPONDENT’S OPINION ON GREAT PLACE TO WORK

31
 S.NO PLACE TO WORK NO.OF.RESPONDENTS PERCENTAGE

1 Slightly like 63 42%

2 Netural 41 27%

3 Likely 28 19%

4 Very likely 18 12%

Total 150 100%

Source: Primary data

INTERPRETATION

The above table shows that 42% of the respondents are recommend this place for Slightly
Likely, 27% of the respondents are recommend this place for Neutral, 19% of the
respondents are recommend this place for Likely and 12% of the respondents are
recommend this place for Very Likely.

Mostly 42% of the respondents are helps to improve administration Strongly agree.

CHART NO 4.6

RESPONDENT’S OPINION ON GREAT PLACE TO WORK

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33
 CHART NO 4.7

RESPONDENT’S OPINION ABOUT GIVING FEEDBACK

34
 TABLE NO 4.8

RESPONDENT’S OPINION TOWARDS RATING THE

COMMUNICATION WITHIN TEAM

S.NO RATE THE NO.OF PERCENTAGE

COMMUNICATION RESPONDENTS
TEAM

1 Excellent 28 19%

2 Good 59 39%

3 Poor 51 34%

4 Very poor 12 8%

Total 150 100%

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Source: Primary data

INTERPRETATION

The above table shows that 39% of the respondents are feel Good for
communication within team, 34% of the respondents are feel Poor for communication
within team, 19% of the respondents are feel Excellent for communication within team,
and 8% of the respondents are feel Very Poor for communication within team.

Mostly 39% of the respondents are feeling good for communication within team.

CHART NO 4.8

RESPONDENT’S OPINION TOWARDS RATING THE

COMMUNICATION WITHIN TEAM

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 TABLE NO 4.9

9.RESPONDENT’S OPINION ON RECEIVING FEEDBACK ON

WORK PERFORMANCE

S.NO FEEDBACK ON NO.OF PERCENTAGE

WORK RESPONDENTS
PERFORMANCE

37
 1 Daily 34 23%

2 Weekly 57 38%

3 Monthly 24 16%

4 Annually or less 35 23%

frequently

TOTAL 150 100%

Source: Primary data

INTERPRETATION

The above table shows that 38% of the respondents are weekly receive feedback,
23% of the respondents are daily and annually or less frequently receiving feedback and
6% of the respondents are monthly receive feedback. Mostly 38% of the respondents are
weekly receiving feedback on work performance.

38