Final HR
Content
CHAPTER 1 INTRODUCTION
The success of the organization basically depends on many things; like level of motivation existing in the organization, the organizational climate, co-ordination existing among the employees etc... In this study i just want to prove that job satisfaction plays a major role in the success of the organization .For that matter; the organization should have good working environment, high level of motivation and the employees should be provided with good welfare. Let us just come across these things in detail. 1.1 ORGANIZATIONAL ENVIRONMENT
An organization’s environment is composed of institutions or forces outside the organization that potentially affect the organization’s performance. These typically include suppliers,
customers, competitors, government regulatory agencies, public pressure and the like.
Why should an organization’s structure be affected by its environment? Because of
environmental uncertainty; some organizations face relatively static environments few forces in their environment are changing. There are for example, no new competitors no new technological by current competitors or little activity by public pressure groups to influence the organization. Other organizations face very dynamic environments rapidly changing government regulations affecting their business, new competitors, difficulties in acquiring raw materials, continually changing product preferences by customers and so on. Static environments create significantly less uncertainty for managers than do dynamic ones. And because uncertainty is a threat to an organization’s effectiveness, management will try to minimize it. One way to reduce environmental uncertainty is through adjustments in the organization’s structure.
Recent research has helped clarify what is meant by environme ntal uncertainty. It’s been found there are three key dimensions to any organization’s environmental: capacity, volatility
and complexity.
The capacity of an environment refers to the degree to which it can support growth. Rich and growing environments generate excess resources, which can buffer the organization in times of relative scarcity. Abundant capacity, for example, leaves room for an organization to make mistakes, while scarce capacity does not. In 2004, firms operating in the multimedia software business had relatively abundant environments, whereas those in the full service brokerage business faced relative relativ e scarcity. The degree of instability in an environment is captured in the volatility dimension. When there is a high degree of unpredictable change, the environment is dynamic. This makes it difficult for management to predict accurately the probabilities associated with various decisions alternatives. At the other extreme is a stable environment. The acceleration in Eastern Europe and the demise of the Cold War had dramatic effects on the US defense industry in the 1990s. This moved the environment of major defense contractors like Lockheed Martin, General Dynamics and Northrop Grumman from relatively stable to dynamic. Finally, the environment needs to be assessed in terms of complexity that is, the degree of heterogeneity and concentration among environmental elements. Simple environments are homogeneous and concentrated. This might describe the tobacco industry, since there are relatively few players. It’s easy for firms in this industry to keep a close eye on the competition. In contrast, environments characterized by heterogeneity and dispersion are called complex. This is essentially the current environment for firms competing in the Internet connection business. Every day there seems to be another new kind on the block with whom current Internet access providers have to deal. Organizations that operate in environments characterized as scarce, dynamic and complex face the greatest degree of uncertainty. Why? Because they have little room for error, high unpredictability, and a diverse set of elements in the environment to monitor constantly. Given this three dimensional definition of environment we can offer some general conclusions. There is evidence that relates the degree of environmental uncertainty to different structural arrangements. Specifically, the more scarce, dynamic and complex the environment, the more organic a structure should be. The more abundant stable and simple the environment, the more the mechanistic structure will be preferred. School of Management and Business Studies
Page 2
Special organizational arrangements need to be made for fostering and utilizing entrepreneurship at times. Frequently, entrepreneurship is thought to apply to managing small business, but b ut the concept can also be applied to large organizations organiz ations and to managers mana gers carrying out entrepreneurial roles through which they initiate changes to take advantage of opportunities. 1.2 EMPLOYEE MOTIVATION Motivation is a term that refers to a process that elicits, controls, and sustains certain
behaviours. Motivation is a group phenomenon which affects the nature of an individual's behaviour, the strength of the behaviour, and the persistence of the behaviour. For instance: An individual has not eaten, he or she feels hungry, as a response he or she eats and diminishes feelings of hunger. There are many approaches to motivation: physiological, behavioural, cognitive, and social socialhttp://en.wikipedia.org/wiki/Motivation - cite_note-0. It's the crucial element in setting and attaining goals — and and research shows you can influence your own levels of motivation and self-control. According to various theories, motivation may be rooted in a basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as altruism, selfishness, morality, or avoiding mortality. Conceptually, motivation should not be confused with either either volition volition or optimism. Motivation is related to, but distinct from, emotion. emotion. 1.3 JOB SATISFACTION
The father of scientific management Taylor's (1911) approach to job satisfaction was based on a most pragmatic & essentially pessimistic philosophy that man is motivation by money alone. That the workers are essentially 'stupid & phlegmatic' & that they would be satisfied with work if they get higher economic benefit from it. But with the passage of time Taylor's solely monetary approach has been changed to a more humanistic approach. It has come a long way from a simple explanation based on money to a more realistic but complex approach to job satisfaction. New dimensions of knowledge are added every day & with increasing understanding of new variables & their inter play; the field of job satisfaction has become difficult to comprehend. compreh end.
School of Management and Business Studies
Page 3
The term job satisfaction was brought to limelight by Hoppock (1935). He reviewed 32 studies on job satisfaction conducted prior to 1933 & observed that job satisfaction is a combination of psychological, physiological & environmental circumstances that cause a person to say. 'I am satisfied with wit h my job'. job '. Locke defines defi nes job satisfaction as a s a "pleasurable "pl easurable or o r positive emotional state resulting from the appraisal of one's o ne's job or job experiences". To the t he extent that a person's job fulfils his dominant need & is consistent with his expectations & values, the job will be satisfying. One way to define satisfaction may be to say that it is the end state of feeling. The word 'end' emphasises the fact that the feeling is experienced after a task is accomplished or an activity has taken place whether it is highly individualistic effort of writing a book or a collective endeavour of constructing a building. These activities may be minute or large. But in all cases, they satisfy a certain need. The feeling could be positive or negative depending upon whether need is satisfied or not & could be a function of the effort of the individual on one hand & on the other the situational opportunities available to him. This can be better understood by taking example of a foreman in an engineering industry. He has been assigned the task to complete a special order by a certain, deadline. Person may experience positive job satisfaction because he has been chosen to complete the task. It gives him a special status & feeling that he has been trusted and given a special task, he likes such kind of rush job and it may get him extra wages. The same could be the sources of his dissatisfaction if he does not like rush work, has no need for extra wages. Each one of these variables lead to an end state of feeling, called satisfaction. Sinha (1974) defines job satisfaction an 'a reintegration of affect produced by individual's perception of fulfilment fulfilmen t of his needs in relation to t o his work & the situations situation s surrounding it'.
1.4 WELFARE Welfare includes anything that is done for the comfort and improvement of employees and is provided over and above the wages. Welfare helps in keeping the morale and motivation of the employees high so as to retain the employees for longer duration. The welfare measures need not be in monetary terms only but in any kind/forms. Employee welfare includes
School of Management and Business Studies
Page 4
monitoring of working conditions, creation of industrial harmony through infrastructure for health, industrial relations and insurance against disease, accident and unemployment for the workers and their families. 1.5 THE OBJECTIVES OF THE STUDY STUDY ARE:
There come basically two types of objectives they are primary and secondary objectives. 1.
Primary objective of the study are: To study about how the organizational environment and employee motivation affects the job satisfaction of the employees.
2.
Secondary Objectives of the study are:
To find out the relationship between organizational environment and job satisfaction
To find out the relationship between employee motivation and job satisfaction
To find out the job satisfaction techniques followed by the company
1.6
To give suggestion based on findings
STATEMENT OF THE PROBLEM OF THE STUDY:
To get the desired results from the employees at the end; the employees should be satisfied in their job. In absence satisfied employees the organizational goals cannot be achieved. It will badly affect the quality, qualit y, productivity and also the th e customer satisfaction. A firm reall really y needs to concentrate more on the job satisfaction and welfare of the employees.
1.7 SCOPE OF THE STUDY The study mainly concentrates on the job satisfaction. The study shows need of motivation, good environmental condition and the welfare for the employees that lead to the
job
satisfaction of the employees. The study analyse how these variables are really helpful in providing job satisfaction satisfa ction to the employees there ther e by attaining organizational or ganizational goals.
School of Management and Business Studies
Page 5
1.8 METHODS USED FOR DATA ANALYSIS ARE:
Using the questionnaire data which are related to the topic under study was collected from the employees and analysis is done in SPSS. 1.9 ANALYSIS AND INTERPRETATION INTERPRETATION
Analysis and interpretation are done on the basis of the results inferred from percentage analysis, regression, chi-square test and ANOVA. 1.10 LIMITATIONS OF THE STUDY ARE:
There may be errors due to bias of respondents and time constraints. These two found to be the limitations of the study.
School of Management and Business Studies
Page 6
CHAPTER 2 PROFILES 2.1 INDUSTRY PROFILE
Fire Protection Industry has gained importance in recent years. It is estimated that the loss of assets due to fire is almost $100 billion per year with an increasing tendency. The total world market for fire protection business show an upward trend, but the rate varies in different segments and countries. Estimated worldwide market size is approximately US$58 billion and expected to grow to around $73 billion by 2015. There are more than 15,000 companies worldwide in the fire protection business of which 5,000 are relevant with around 200 leading companies. Indian fire protection market is expanding to meet the growing demand from the user segment. Large office space, technology parks, commercial complexes, airports, petrochemical complexes, manufacturing manu facturing ventu ventures res are expanding and these ventures continue con tinue to support the growth of the fire protection demand in the country. The fire-fighting industry in India has tremendous potential. As the economy grows, both industry and government are updating fire protection systems for continued operations in industrial plants and offices. The government regulations for fire safety are now mandatory and this has further brightened the market outlook for fire protection systems in India. Technology parks, office buildings for IT/ITES, infrastructure development, new hospitals, shopping malls, hotels and banks will contribute to the demand for fire protection in India. The Government is investing heavily in infrastructure development, upgrading existing airports and setting up new airports and metros in various cities in India. These continue to drive the demand for fire protection. Large refineries, petrochemical complexes, biotechnology ventures, pharmaceutical, automobile, steel, other manufacturing projects and oil/gas exploration programme have specialized fire protection requirements.
School of Management and Business Studies
Page 7
2.2 DEVELOPMENTS IN INDIAN FIRE INDUSTRY
As far as the Indian market is concerned, there is no authentic data on the correct size of the addressable market. However, inside estimates indicate that the current market size is around `3400 crores. Currently, there are more than 60 companies with pan India presence for Fire Protection. However majority of players in this field are either family owned or proprietary concerns. Most of the fire protection companies who operate internationally are already having presence in India. With the market becoming more competitive many of the players in Fire Protection are already diversifying into other fields like Security. Customers are also becoming more conscious of the importance of having a reliable fire protection in place. In the near future, fu ture, there t here will be a consolidation of the number of players p layers and only those who are able to provide quality services will survive. Multinationals are more aggressive in high value projects which are mostly long duration which gives them more revenues. However, the nature of these projects takes a major portion of their resources leaving very little space for them to operate in the other segments. This is likely to continue as long as the large government tenders for power plants etc. 2.3 COMPANY PROFILE
Is primarily promoted by the STC Group, which is a 31 year old, INR. 12 Billion Company headquartered in the State of Oman. The STC Group has autonomous operating divisions in the State of U.A.E., Qatar and also in India. The SPTL team has several man-years of experience in successfully delivering products, solutions and projects. Since its inception, Sobha's reputation is built on rock solid values,
benchmark quality standards,
uncompromising business ethos, focused customer centric approach, robust engineering, inhouse Research and development and transparency in all spheres of conducting business. Human Life is precious and there can be no compromise in quality or standards, while offering Life Safety System Solutions. Sobha continues to promote Life Safety Awareness throughout India, with all the passion that it is known for. This passion has shaped the way, Team – SPTL approaches the subject, accessing risk, researching state-of-art products from technology vendors around the world and designing comprehensive, customer specific solutions.
School of Management and Business Studies
Page 8
SOLUTIONS GIVEN TO THE CLIENTS ARE:
ACTIVE FIRE PROTECTION
Mankind unlike animals seems to have an acquired fear of fires. A child does not fear fire until burnt. But whether acquired or instinctive, our fears eventually result in respect and this respect comes from control. When under man's control it serves him faithfully, when beyond his control it is the prime element of his destruction. Time has become an element of critical importance in scheduling and manufacturing operations. A fire may cause business interruption which could cripple a company or an establishment overnight. Delay in detecting a fire and further delay in calling the fire brigade, are major factors contributing to heavy fire losses. CAUSES OF FIRE
Fire takes place only onl y when three factors are brought together tog ether - Fuel, Heat and Oxygen. Combustion cannot take place if any of the three is either not present or removed. Even if fire has broken out, it can be controlled by breaking the above stated combination.
FIRE HYDRENT SYSTEMS
The Fire Hydrant System is the most effective, efficient and ultimate means of extinguishing very large fires which can prove to be devastating. The main advantage of Fighting Fires with Fire Hydrant System is its accessibility and penetration capability since fires can be fought from a very large distance and to a very large reach ability. Many a time the water from the Hydrants through appropriate nozzle may also be used as shield (Water shield) in protecting the Fire Fighter against Fire and Smoke when evacuating persons in a room engulfed by fire. In other cases when it is required to fight oil fires etc. Special branch pipes attached to the hydrants are used to deliver foam which can create a blanket on the fire resulting in cutting off oxygen supply to the fire.
School of Management and Business Studies
Page 9
SPRINKLER SYSTEMS
The Sprinkler system is usually needed at unmanned places such as Basement, Car Parks, Shops & Highly inflammable material storage areas etc. However, provision of sprinklers at manned places as well, provide additional safety. The Sprinkler System is mainly provided with Sprinkler Heads fixed at the ceiling and/or on the walls encompassing the area to be protected, with the help of piping. This piping, like the Automatic Hydrant System, is pressurized with water through the pumps. At the Outset of the fire, heat reaches the Sprinkler head, & increases the temperature of the liquid inside the bulb of the Sprinkler. On sensing the increased temperature, the liquid expands and breaks the bulb, thereby spraying water continuously on the Fi8re and eventually extinguishing it. The drop in pressure activates the pumps which in turn keeps the water flowing to the pipe line continuously under pressure.
FIRE SUPPRESSION SYSTEMS
We provide suppression system for server / data centre rooms. The different types of gas suppression systems are CO2, FM 200, NAF III, Argonite and Inert Gas.
FIRE EXTINGUISHERS
After the fire has been detected appropriate action has to be taken to extinguish the
fire
with the right type of fire extinguisher. Different types of Fires have different characters and therefore, an appropriate type of Fire Extinguisher is required to be used. For instance, on Fire involving live electric circuit or electrical equipments, water based fire Extinguishers cannot be used as the same will cause Electrocution. Therefore, it is essential to select an appropriate fire Extinguisher for the classes of fire.
School of Management and Business Studies
Page 10
ELECTRONIC SECURITY
Over the years, Sobha has attained International standards attained through determination for achieving excellence in all respects, a sound knowledge, coupled with respect for the customer and a dynamic partnership with leading technology vendors. In the International Fire Safety & Security engineering segment, we are partnered with world leaders like Honeywell Intl. Group, System Sensor-USA, Notifier-USA., Morley IAS- UK, ESSER (GENT) Germany, Dedicated Micros-UK, ATEIS, High Security Sound-SwitzerlandMircom,Canada,VESDA-VisionSystems-Australia,HID-
SA,Visonic-UK,
EuroplexTechnologies, Biometric Security, Papillon-Russia. In SPTL design and implement comprehensive Fire Safety & Security engineering solutions for our clients. We conduct intensive site studies, risk threat analysis, and develop concept solutions ranging from sub-systems selection to equipment selection. Additionally, after analyzing the various risk factors at a client’s premises, we submit comprehensive Fire & Security safety proposals and project reports, which comply with world-class standards. Further we carry out detailed Engineering & Integration procedures, including cabling, termination, testing, commissioning, training & documentation for all our client’s
requirements, concerning safety and protection against loss of life or property. SPTL's design regulations conform to The National Building Code of India, NFPA & British Standards. To maintain our commitment towards quality, we at Sobha conduct a series of tests & research each product, before system implementation. Only after rigorous scrutiny & intensive analysis, are products introduced into the market, thus ensuring long term customer satisfaction. All our products go through the strictest standards and are constantly monitored by quality control (QC). Sobha has specialized in the following types of Life Safety Engineering systems: Intelligent Home Automation Systems Hybrid Intruder Detection & Alarm systems
Networked Access Control & Time and Attendance monitoring systems IP enabled Closed Circuit TV (CCTV) Surveillance systems Automated Turnstiles & Access Barriers Public Address, Voice Evacuation & Hi-end Audio/Video Systems Building Management Systems.
School of Management and Business Studies
Page 11
PASSIVE FIRE PROTECTION SYSTEMS
SPTL has partnered with prompt International Asia Pacific for Passive fire protection (PFP)
requirements, which is an integral component of the three components of structural fire protection and fire safety in a building. PFP attempts to contain fires or slow the spread, through use of fire resistant walls, floors, and doors. Passive Fire protection is a vital factor in reducing risk is to provide physical barriers to the
spread of fire within the building by dividing it into a series of compartments bounded by fire resisting walls and floors. This concept is fundamentally effective and generally referred to as "compartmentation’’, is fire-proofed to an optimum level to prevent the spread of fire, smoke
and toxic gasses. 2.4 FIRE SAFETY IN THE BUILDING INDUSTRY
Like Buildings, fire control is a continually evolving science that general starts with the idea that a bucket of water or sand in the right hands at the right time and place can make the difference between a minor incident and a major disaster. Unfortunately, we live in a built environment that is considerably more complicated. The risk of a fire defends on a building's use, location, size, occupants design and construction. In general, the larger the building, the greater the risk to life and property. The protection of the structural frame, the enclosure and protection of vertical v ertical and horizontal openings, effective fire-stopping fire-stoppi ng at junctions, protection of service penetrations, use of low flame spread finishing materials and non-combustible materials are all important considerations. In addition, the fire performance of external walls and roofs and their proximity to other buildings are essential factors to consider in the prevention of spread of fire between buildings. All these measures are referred to as "proactive" fire protection for they are systems that do not require power or water to operate in the event of a fire. They protect on demand, as and when necessary.
PROACTIVE FIRE PROTECTION
Products and systems are tested by independently approved testing authorities under standard test conditions.
School of Management and Business Studies
Page 12
SERVICES PROVIDING TO THE CLIENTS ARE:
ANNUAL MAINTENANCE FOR FIRE PROTECTION AND DETECTION
In today’s competitive era, quality is a prime factor. Quality output from any system depends on system’s maintenance. To get performance at the hour of need ―maintenance‖ is a key factor. Maintenance of ―Fire Systems‖ requires special skills. Every organization may not
have specialized maintenance team to take care of all variety of Fire System. We have introduced the concept of Annual Maintenance Contracts. We provide Annual Maintenance Contract (Comprehensive & Non- Comprehensive) for corporate customers. We have highly trained professionals to analyze, recommend, install and give you a comprehensive solution, which would be to your satisfaction. PROVIDES ANNUAL MAINTENANCE SERVICES FOR:
Fire hydrant/sprinkler system
Fire alarm system
Fire extinguishers
PA system
CCTV
Access controller
Boom barriers
Fire suppression systems
Water leak detection
BMS Operations
Fire officers
Fire and safety audits
School of Management and Business Studies
Page 13
ARCHITECTURAL PRODUCTS AND DOOR SOLUTIONS
SPTL has partnered with Hafele GmbH & Co of Germany for Karnataka. HAFELE offers Furniture Fittings and Architectural as well as Electronic Locking Systems. Hafele products range from Door controls: Door closers, Handles, hinges and locks Glass Fittings: Patch fittings for glass doors, Floors Springs & other Accessories, Shower cubicles, Shop Front partitions. Automatics: Sliding, Revolving and Swing doors. Backed by these dual fields of competence, HAFELE today enjoys a position as innovative global player among hardware suppliers and offers progressive, ingeniously designed system solutions the world over. Hafele’s development for over more than 75 years has led it to become an internationally internati onally active company group specializing in hardware h ardware technology technolog y marked by extraordinary growth .Over many successful years of trading, the company has gathered an unparalleled fund of specialized expertise and clocked up many impressive achievements. Countless industrial and trade partner around the world use Hafele. In Germany alone, more than 100,000 planners and woodworking companies use Hafele. PARTIAL CLIENT LISTS OF THE COMPANY ARE:
STATE
BANK
OF
INDIA,STATE
BANK
OF
MYSORE,HAL,WIPRO,TATA
CONSULTANCY SERVICES,INFOSYS,HP,BHARAT ELECTRONICS,THE LEELA PALACE,TAJ,DELL,SHELL
TECHNOLOGY
INDIA,ISROTITAN,MICO
BOSCH
GROUP,ABB SYSTEM HOUSE,GE BEL,L&T INFOTECH,RENAULT NISSAN are the major clients of the company.
QUALITY POLICY OF THE COMPANY
The people of sobha Projects always deliver the highest quality Products, Services and Solutions that ensure value and contribute to our customer’s success. We will truly excel in everything we do; thus meeting and exceeding our customer’s expectations. They will do so:
School of Management and Business Studies
Page 14
By providing leadership to drive the continuous quest for quality at Sobha Projects, By developing and nurturing our Human Resources, recognizing that these are central to our line of businesses, By following well defined and continuously improving processes to ensure that we achieve customer satisfaction consistently. Quality Objectives:
Build Quality consciousness at all stages amongst all our Employees and associates.
Seek continuous improvement of the processes used in the organization with the intent of improving product & service quality and the cycle time for the product availability so as to ensure customer delight.
Delight the customer not only by meeting their stated needs but also their implied needs.
Demonstrate commitment to Quality first time, on time and every time in line with our policy of consistency in providing customer satisfaction.
Give the highest priority for resolution of customer complaints. Cycle time for providing root-cause analysis and initiating corrective measures less than 24 hours.
Have our employees and associates allocate nearly 2% time for training/updating of their skills.
Encourage development and empowerment of our Employee-Associates.
Individual departments within the company identify their objective based on above Objectives. The Objectives are evaluated and improved upon to achieve continuous improvement.
It is the responsibility of the Management to ensure that all the staff members in the Sales and Marketing, Project Engineering & Customer Support departments understand the Quality policy and the Quality Objectives and the Quality Systems & Processes are implemented, constantly reviewed and improved upon.
School of Management and Business Studies
Page 15
Vision
To achieve leadership in our chosen markets through cost-efficient and timely delivery of the best quality products and solutions to become the most preferred systems integrator and engineering solutions company. Mission
To be the first choice of our principal and customer partners in the areas of building and facilities automation, industrial automation, instrumentation and process automation, machines and machine tools, fire and security engineering, electrical wiring devices and cabling solutions, construction, construct ion, chemicals and Building products, systems and equipment. To grow and profit by building a dedicated and talented core team of Professionals synonymous with accomplishment and leadership who will set aggressive goals centered on meeting and exceeding customer expectation to deliver products and services of outstanding quality and value. Core values
Building an organization based on learning, innovation and quality. Enabling each of our team members to rise to their full potential and reward them with wealth creation. Highest levels o Personal and Professional integrity relentless, pursuit of excellence. Strong fundamentals: delivering the highest quality, on time, at the right price, people-oriented, process driven, a relationship approach with both our customers and principal partners. OTHER COMPANIES IN THE GROUP INCLUDES:
The STC-group is a 26-year-old, Rs.3500million enterprise employing over 2000 people. Headquartered in the state of Oman, the group has autonomous operating divisions in the U.A.E., Qatar and India. Principal activities of the company may be broadly classified as: STC in Oman, UAE & Qatar
(The flagship company headquartered in Oman): Interior design, Construction & Project Management; Manufacturing & Trading.
School of Management and Business Studies
Page 16
Sobha Developers Ltd. (SDL)
(Head-quartered in Bangalore): Turnkey construction and project management. The INFOSYS HQS Building, Sobha Garnet, Sobha Windfall, Sobha Diamond, Sobha Saphire, Sobha Emerald, Sobha Coral, Sobha Jade, Sobha Alexander, Sobha Opal, Sobha Pearl & Sobha Ultima are among the several projects being executed. All INFOSYS Facilities in Bangalore, Mysore, Hyderabad, and Chennai & Pune are also being executed on a turnkey basis. Sobha Renaissance Information Technology Pvt. Ltd., (SRIT)
(Head-quartered in Bangalore with an Autonomous Operating Unit in Illinois, U.S.A): Application Software development and ODCs focused at legacy migration / re-engineering, e-transformation & E-com solutions. Currently, executing a multi-million dollar software development project for a Fortune-150 U.S. Corporation.
HBR Consultants Pvt. Ltd
HBR represents the interests of over 30 European & other manufactures of machinery and equipment for wood processing .From Simple classical machines to CNC machines, HBR provides equipment renowned worldwide for quality and reliability.
SUCCESS THROUGH DIVERSIFICATION DIVERSIFICATION SPTL will expand its business profile horizontally to grow the profitability of the company
vertically. Therefore the theme "Success Through Diversification" While SPTL will add more Products & Services to each of its Divisions portfolio, the company will ensure a carefully planned & wellcontrolled growth. SPTL will diversify only in its core expertise area. SPTL’s Strategic Alliance
Group lends Strategic Planning & Marketing Services to the various Operating Divisions of SPTL; and, Project Advisory Services to the various principal partners of SPTL Its mandate is to identify projects having synergy with SPTL’s divisional activities, evaluate the project’s potentials in full,
assist in making the project a reality & culminate it into an extension of our pertinent operating division's activity, or as a separate venture/entity.
School of Management and Business Studies
Page 17
Besides identifying market opportunities and assisting in developing appropriate marketing strategies, this group provides advice on local customs, laws & regulations, all of which are critical to the success of any venture. Additionally, contact with key Governmental bodies & Ministries and other liaisoning services are also handled with experience & efficiency. Joint ventures will be structured either as direct Management participation only or through direct equity holdings. With its team of Financial & Marketing Professionals, SPTL will lend its expertise to all aspects of a Project, playing the role of a either a Developer, reliable Process Technology identifier identifi er and/or Project Manager. 2.5 DEPARTMENT PROFILE OF THE COMPANY COMPANY ARE: 1.
Human resource Department
2.
Purchase Department
3.
Marketing Department
4.
Admin Department
5.
Finance & audit Department
6.
Annual maintenance contract Department
7.
Alarm Department
8.
Hydrant Department
9.
Design department
10.
AGM Department
School of Management and Business Studies
Page 18
CHAPTER 3 RESEARCH METHODOLOGY 3.1 RESEARCH METHODOLOGY
1. 2.
Title of the project Type of research
3.
Source of data
4.
Sampling technique
5.
Tools for data collection
6.
Tools for analysis
7.
Period of study
3.2 TITLE OF THE PROJECT ”ORGANIZATIONAL ”ORGANIZATION AL ENVIRONMENT AND EMPLOYEE MOTIVATION AS DETERMINANTS OF JOBSATISFACTION AND WELFARE” WELFARE”
3.3 TYPE OF RESEARCH USED IN THE STUDY: Descriptive Research
School of Management and Business Studies
Page 19
Descriptive research design has been used in this study. This research includes surveys through questionnaire and fact-finding enquires. Descriptive research is mainly promoted to know the present state affairs. The descriptive research includes surveys and fact-finding enquire of different kinds. The major purpose of descriptive research is description of the state affairs, as it exists at present. The major characteristic of this method is the researcher has no control over the variables, he can report only what has happened or what is happening. Ex post factor studies also include attempts by the researchers seeks to discover causes even when they cannot control the variables. The methods of research utilized in descriptive research are survey methods of all kinds, including comparative and correlation methods.
3.4 Source of data Sources of data in this study are primary sources and secondary sources. 3.4.1 Primary data
The primary sources are the original source from which data is collected directly by the researcher that have not been previously collected. There are several methods of collecting primary data, particularly in survey and descriptive researches. The researcher has used observation method, interview method and questionnaires to collect the primary data. 3.4.2 Secondary data
The secondary data are data which have already been collected and analyzed by someone else. These sources include not only published materials, but also unpublished records. Secondary data was collected from company brochures and websites.
3.5 VARIABLES There are two variables used in the study are; dependent and independent variables.
Dependent Variables of the study are: Employee motivation Organizational environment and Employee welfare
School of Management and Business Studies
Page 20
Independent variable of the study is: Job satisfaction
3.6 SAMPLING TECHNIQUE USED IN THE STUDY ARE: Population: - The population of the organization is 273 employees.
Sample Unit: - Sample unit is the middle level employees in SPTL, Bangalore. Sample Size: - out of 273 employees of the organization 30 employees are selected as
sample size by using Simple random sampling method. Simple random sampling method means giving equal chance to everyone to be selected from the population.
3.7 Tools for data collection
Questionnaire: The questionnaire framed is distributed among the employees to get the required facts of the topic under study. It aims at getting the actual information and finding inferences from it. Type of questionnaire used: Structured questionnaire with 25 closed ended questions to get information from employees regarding employee motivation, organizational environment, job satisfaction and welfare.
School of Management and Business Studies
Page 21
CHAPTER 4 DATA ANALYSIS AND INTER PR ETATIONS Management attitude in motivation
1. Management is really interested in motivating the employees? TABLE NO:4.1
particulars Very good No. of 6 respondents Percentage 20
Good 19
average 4
bad 1
Total 30
63.3
13.3
3.3
100
Fig 4.1
INFERENCE: About 63% of the employees are said ok ay about the attitude of the management. This shows that the management need to put more effect on this. School of Management and Business Studies
Page 22
Incentives 2. How far you are satisfied with the t he incentives provided by the organization? TABLE NO:4.2
particulars No. of respondents Percentage
Very good 6
Good 10
Average 10
bad 4
Total 30
20
33.33
33.33
13.33
100
Fig 4.2
INFERENCE: Only 50% of the employees including good & very good, said satisfactory. So this that incentives provided by the company are not good.
School of Management and Business Studies
shows
Page 23
Decision making in department
3. Does the management involve you indecision making which are connected to t o your department? TABLE NO:4.3
particulars No. of respondents Percentage
Very good 7
Good 17
average 6
bad 0
Total 30
23.33
56.66
20
0
100
Fig 4.3
INFERENCE 80% of the employees including good & very good, said satisfactory. So this that employee’s involvement involvement in decision making is good.
School of Management and Business Studies
shows
Page 24
Safety measures
4. Good safety measures adopted in the organization? TABLE 4.4
particulars No. of respondents Percentage
Very good 4
Good 18
average 7
Bad 1
Total 30
13.33
60
23.33
3.33
100
Fig 4.4
INFERENCE 73% of the employees are satisfied with the safety measures adopted by the company.
School of Management and Business Studies
Page 25
Working environment
5. Rate your level of satisfaction with the working environment of the organization? TABLE NO: 4.5
particulars No. of respondents Percentage
Very good 5
Good 17
Average 8
bad 0
Total 30
16.66
56.66
26.66
0
100
Fig 4.5
INFERENCE 72% of the employees are satisfied with the working environment of the organization.
School of Management and Business Studies
Page 26
Recognition of the work 6. Does Organization recognize and acknowledge your work? TABLE 4.6 particulars No. of respondents Percentage
Very good 6
Good 17
average 6
bad 1
Total 30
20
56.66
20
3.33
100
Fig 4.6
INFERENCE 77%of the employees are okay with this.
School of Management and Business Studies
Page 27
Policies in motivating goals
7. Organizational policies motivates for achieving its aims and objectives? TABLE 4.7
particulars No. of respondents
Very good 5
Good 17
average 8
bad 0
Total 30
Percentage
16.66
56.66
26.66
0
100
Fig4.7
INFERENCE 77% of the employees are okay with this. t his. So the organizational policies motivate employees for achieving goals.
School of Management and Business Studies
Page 28
Level of motivation in the organization
8. level of motivation in the organization? TABLE 4.8
particulars No. of respondents Percentage
Very good 5
Good 6
average 18
bad 1
Total 30
16.66
20
60
3.33
100
Fig 4.8
INFERENCE 63% of the employees are not satisfied with the level of motivation they are getting. This need to improve..
School of Management and Business Studies
Page 29
Feeling of security in job
9. The employees in the organization feel secured in their job? TABLE 4.8
particulars No. of respondents Percentage
Very good 3
Good 18
average 8
bad 1
Total 30
10
60
26.66
3.33
100
Fig 4.9
INFERENCE 70% of the employees feel secure in their job.
School of Management and Business Studies
Page 30
Medical benefits
10. The medical benefits provided in the organization are satisfactory? sati sfactory? TABLE 4.10
particulars No. of respondents Percentage
Very good 6
Good 19
average 4
bad 1
Total 30
20
63.33
13.33
3.33
100
Fig 4.10
INFERENCE 83% of the employees are satisfied with the medical benefits they are getting.
School of Management and Business Studies
Page 31
Roles and responsibility
11. I am satisfied with the responsibility and role that I have in my work? TABLE 4.11
Particulars No. of respondents Percentage
Very good 10
Good 14
average 5
bad 1
Total 30
33.33
46.66
16.66
3.33
100
Fig 4.11
INFERENCE 80% of the employees are happy with the t he roles and responsibility they are having.
School of Management and Business Studies
Page 32
Relationship with co-worker
12. How about the relationship with co-workers? TABLE 4.12
particulars No. of respondents Percentage
Very good 11
Good 16
average 3
bad 0
Total 30
36.66
53.33
10
0
100
Fig 4.12
INFERENCE 89% of the employees are satisfied with the t he relationship with the co-worker.
School of Management and Business Studies
Page 33
Motivating each other
13. Support from the other staff members is helpful to get motivated? TABLE 4.13
Particulars No. of respondents
Very good 4
Good 21
average 4
bad 1
Total 30
Percentage
13.33
70
13.33
3.33
100
Fig 4.13
INFERENCE 83% of the employees are satisfied with the t he support they are getting from other staff members to get motivated.
School of Management and Business Studies
Page 34
Increase in salary with motivation
14. Reasonable periodical increase in salary really motivates u in work? TABLE 4.14
particulars No. of respondents Percentage
Very good 4
Good 15
average 10
bad 1
Total 30
13.33
50
33.33
3.33
100
Fig 4.14
FINDINGS 63% of the employees said said that reasonable periodical increase in ssalary alary really motivates them to work.
School of Management and Business Studies
Page 35
Incentives and performance
15. Do you think that incentives and other benefits will influence your performance? TABLE 4.15
particulars
Very good
Good
average
bad
Total
No. of respondents Percentage
8
14
8
0
30
26.66
46.66
26.66
0
100
Fig4.15
INFERENCE 72% of the employees said that incentives and other benefits really motivate them in their performance.
School of Management and Business Studies
Page 36
Helping beyond responsibilities
16. Employees in my organization will go beyond their job j ob responsibilities to help another member of their organization or team TABLE 4.16
particulars
Very good
Good
average
bad
Total
No. of respondents Percentage
5
20
4
1
30
16.66
66.66
13.33
3.33
100
Fig 4.16
INFERENCE 82% of the employees are satisfied in this.
School of Management and Business Studies
Page 37
Thinking outside the box
17. My organization welcomes and encourages employees to think outside the box TABLE 4.16
particulars No. of respondents Percentage
Very good 2
Good 18
average 9
bad 1
Total 30
6.66
60
30
3.33
100
Fig 4.17
INFERENCE 33% of the employees said average and bad, so management need to encourage outside box thinking.
School of Management and Business Studies
Page 38
Enjoyment in work
18. Most employees in the organization enjoy their work TABLE 4.18
particulars No. of
Very good 3
Good 18
Average 9
bad 0
Total 30
respondents Percentage
10
60
30
0
100
FINDINGS Fig 4.18
INFERENCE 70% of the employees enjoy their work. Management can do things for making rest of the employees to involve in this.
School of Management and Business Studies
Page 39
Working conditions
19. Good physical working conditions are provided in the organization TABLE 4.19
particulars No. of respondents Percentage
Very good 3
Good 19
Average 7
bad 1
Total 30
10
63.33
23.33
3.33
100
Fig 4.19
INFERENCE 73% of the employees are satisfied with the t he working conditions they are providing.
School of Management and Business Studies
Page 40
Growth opportunities
20. I find opportunities for advancement in this t his organization TABLE 4.20
particulars No. of respondents Percentage
Very good 6
Good 18
Average 6
bad 0
Total 30
20
60
20
0
100
Fig 4.20
INFERENCE 80% of the employees found opportunity for advancement in the organization.
School of Management and Business Studies
Page 41
Resources available in the organization
21.
I am provided with all the t he resources to perform TABLE 4.21
particulars No. of respondents
Very good 8
Good 15
Average 6
bad 1
Total 30
Percentage
26.66
50
20
3.33
100
Fig 4.21
INFERENCE
23%of the employees are lacking some resources to perform.
School of Management and Business Studies
Page 42
Good and safe working conditions
22. The working conditions are good and safe TABLE 4.22
particulars No. of
Very good 6
Good 19
Average 4
Bad 1
Total 30
respondents Percentage
20
63.33
13.33
3.33
100
Fig 4.22
INFERENCE 73% of the employees said that they are enjoying good and safe working conditions.
School of Management and Business Studies
Page 43
Organization’s view view
23. The organization views its employees as assets TABLE 4.23
Particulars No. of respondents Percentage
Very good 4
Good 19
Average 6
bad 1
Total 30
13.33
63.33
20
3.33
100
Fig 4.23
INFERENCE 76% of the employees said that the organization views its employees as assets.
School of Management and Business Studies
Page 44
Open and comfortable work environment
24. Management has created an open and comfortable work environment TABLE 4.24
particulars
Very good
Good
Average
bad
Total
No. of respondents Percentage
5
18
7
0
30
16.66
60
23.33
0
100
Fig 4.24
INFERENCE 76% of the employees said that they have open and comfortable work environment.
School of Management and Business Studies
Page 45
Insurance scheme of the company
25. The insurance scheme provided by the organization helps in motivating employees TABLE 4.25
particulars No. of
Very good 6
Good 18
Average 6
bad 0
Total 30
respondents Percentage
20
60
20
0
100
Fig 4.25
INFERENCE 80% of the employees are satisfied.
School of Management and Business Studies
Page 46
REGRESSION
Overall satisfaction Table 4.26(a)
Variables Entered/Removed(b) Entered/Removed(b)
Model 1
Variables Entered motivation, Welfare, Environment(a)
Variables Removed .
Method Enter
a. All requested variables (motivation, welfare and environment) entered. b. Dependent Variable: overall Table 4.26(b)
Model 1
R .958(
Model Summary R Adjusted Square R Square
0.917
Std. Error of the Estimate
0.908
1.72897
a) a. Predictors: (Constant), motivation, Welfare, Environment Since R sq are is .91 the model explains 91% of the variation.
Table 4.26(c) Mode l 1 Regression Residual Total
ANOVA(b)
Mean Square 286.992 2.989
Sum of Squares df 860.977 3 77.723 26 938.700 29 a. Predictors: (Constant), motivation, Welfare, Environment
School of Management and Business Studies
F
Sig.
96.005
.000(a)
Page 47
b. Dependent Variable: overall Since the p value is less than .05, the F value is significant and proves that the model is good.
Model 1 Constant Environment Welfare motivation
Coefficients(a) Unstandardized Coefficients Std. B Error
Standardized Coefficients Beta
T 0.765
Sig. 0.041
2.531
3.308
1.135
0.203
0.357
5.597
0.000
1.034
0.280
0.217
3.686
0.001
1.353
0.134
0.651
10.092
0.000
a. Dependent Variable: overall Model overall satisfaction is a function of (environment , motivation and welfare)
Interpretation · Model is accepted since p<0.05. · R square value is 0.917 which shows 91.7% of variation in overall satisfaction can be explained by motivation, welfare and environment. . Regression equation can be stated as: Overall satisfaction= overall satisfaction is a function of (environment, motivation, and welfare)
Table 4.27
Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases
Chi-Square Tests
Value 8.625(a) 11.145 0.463 30
df 15 15 1
Asymp. Sig. (2-sided) 0.896 0.742 0.496
a. 32 cells (100.0%) have expected count less than 5. The minimum expected count is .33.
Ho: There is no association between overall satisfaction and gender School of Management and Business Studies
Page 48
H1: there is an association between overall satisfaction and gender
Interpretation : Since the p value is more than .05, we cannot reject the null hypothesis; Therefore there is no association between gender and overall satisfaction.
Case Processing Summary
Cases Valid
N Environment * gender Satisfaction * gender Welfare * gender motivation * gender
Environment
30 30 30 30
Percent 100.0% 100.0% 100.0% 100.0%
N 0 0 0 0
Percent 0.0% 0.0% 0.0% 0.0%
Total
N 30 30 30 30
Table 4.28(a) Environment * gender Cross tabulation Gender male female 10.00 Count 2 1
11.00 12.00 13.00 14.00 15.00 17.00 Total
Missing
% within gender Count % within gender Count % within gender Count % within gender Count % within gender Count % within gender Count % within gender Count % within gender
10.0% 5 25.0% 7 35.0% 1 5.0% 2 10.0% 3 15.0% 0 0.0% 20 100.0%
10.0% 0 0.0% 3 30.0% 1 10.0% 2 20.0% 2 20.0% 1 10.0% 10 100.0%
Percent 100.0% 100.0% 100.0% 100.0%
Total 3 10.0% 5 16.7% 10 33.3% 2 6.7% 4 13.3% 5 16.7% 1 3.3% 30 100.0%
Interpretation School of Management and Business Studies
Page 49
The values shows that there is no relationship between environment and gender Table4.28(b) Satisfaction * gender Cross tabulation
Satisfaction
7.00 8.00 9.00 10.00 11.00 12.00 13.00 14.00
Total
gender male female 1 1
Count % within gender Count % within gender Count % within gender Count % within gender Count % within gender Count % within gender Count % within gender Count % within gender Count % within gender
5.0% 5 25.0% 2 10.0% 2 10.0% 4 20.0% 3 15.0% 2 10.0% 1 5.0% 20
10.0% 0 0.0% 0 0.0% 2 20.0% 5 50.0% 0 0.0% 1 10.0% 1 10.0% 10
100.0%
100.0%
Total 2 6.7% 5 16.7% 2 6.7% 4 13.3% 9 30.0% 3 10.0% 3 10.0% 2 6.7% 30 100.0 %
Interpretation The values shows that there is no relationship between satisfaction and gender
Table4.28(c) Welfare * gender Cross tabulation
Gender Male Welfare
female
Total
8.00
Count
2
1
3
9.00
% within gender Count
10.0% 2
10.0% 3
10.0% 5
10.00
% within gender Count
10.0% 6
30.0% 2
16.7% 8
School of Management and Business Studies
Page 50
11.00
% within gender
30.0%
20.0%
26.7%
Count
9 45.0%
1 10.0%
10 33.3%
1
3
4
5.0% 20
30.0% 10
13.3% 30
100.0%
100.0%
100.0%
% within gender 12.00
Count % within gender
Total
Count % within gender
Interpretation The values shows that there is no relationship between welfare and gender
Table 4.28(d) motivation * gender Cross tabulation
Gender Male Motivation
10.00
Count
female
Total
1
0
1
% within gender
5.0%
0.0%
3.3%
12.00
Count % within gender
1 5.0%
1 10.0%
2 6.7%
13.00
Count
2
0
2
10.0%
0.0%
6.7%
1
0
1
5.0%
0.0%
3.3%
1
2
3
5.0%
20.0%
10.0%
1
3
4
5.0%
30.0%
13.3%
4
1
5
20.0%
10.0%
16.7%
% within gender 14.00
Count % within gender
15.00
Count % within gender
16.00
Count % within gender
17.00
Count % within gender
18.00
Count
3
0
3
% within gender
15.0%
0.0%
10.0%
19.00
Count % within gender
2 10.0%
3 30.0%
5 16.7%
20.00
Count
3
0
3
15.0%
0.0%
10.0%
1
0
1
5.0%
0.0%
3.3%
20
10
30
100.0%
100.0%
100.0%
% within gender 21.00
Count % within gender
Total
Count % within gender
Interpretation The values shows that there is no relationship between motivation and gender
School of Management and Business Studies
Page 51
Fig1.1 (mean values of four variables in the organization)
Interpretation The values show that the level of motivation is very low in the organization compared to environment, satisfaction and welfare. Employees are very much satisfied with the welfare facilities they are getting.
School of Management and Business Studies
Page 52
CHAPTER5 FINDINGS, CONCLUSION AND SUGGESTIONS FINDINGS
The variation in the variable overall satisfaction shows 91.7% of the variation. So overall satisfaction depends on the variables environment, motivation and welfare. And the model is accepted since p<0.05. Chi-square tests shows that, the p value is more than .05( p>0.05 p>0.05), we cannot reject the null hypothesis; Therefore there is no association between gender and overall satisfaction. The study shows that employees are very much satisfied with the welfare they are getting and the overall satisfaction is very good. There is a strong relationship between organizational environment, employee motivation and welfare in providing job satisfaction to the employees. The study shows that the level of motivation they are getting is very poor; the organizational environment is also not that much satisfactory; employees are not that much satisfied with the incentives they are getting right now; majority of the employees are getting chances to take part in the decision making process of their departments; majority of the employees are satisfied with the working environment of the organization and that increases the level of School of Management and Business Studies
Page 53
performance; most of o f the employees feel f eel secured secu red in their job; the th e medical benefits providing by the organization are highly satisfactory; satisfactor y; good interpersonal relationship existing among the employees; employees are really helping each other for the accomplishment of the organizational goals; the organization promotes creative thinking; opportunity for advancement is also existing in the organization; employees are highly satisfied with the insurance policies adopted by the organization. The study shows that majority of the employees are satisfied with the responsibilities they are given; reasonable periodical increment in salary motivates the employees; incentives and other benefits really helpful to motivate the employees; majority of the employees enjoying their work. Good organizational environment existing in the organization; good safety measures are existing in the organization; organizational policies existing in the organization really motivates people to work; majority of the employees are really getting motivated in the organization; organization considers the employees as assets.
School of Management and Business Studies
Page 54
CONCLUSION
Job satisfaction and welfare is considered to be one of the most important drivers of quality, customer satisfaction and productivity. Objective of the study is to investigate an important driver of job satisfaction. The study argues that organizational environment and employee motivation
strongly influences job satisfaction. Satisfied employees are highly motivated,
have good morale at work, and work more effectively and efficiently. They are also more committed to continuous improvement and to quality. To test the relationship between these constructs, the level of employee motivation and how far they are satisfied with the organizational environment is measured. The results reveals that the organizational environment, employee motivation and welfare; these are the strong drivers of job satisfaction. And in this study the results shows that overall satisfaction is a function of Organizational environment, employee motivation and welfare. Overall satisfaction is there in the organization; and there is no relationship between gender and overall satisfaction.
School of Management and Business Studies
Page 55
SUGGESTIONS
The employee’s opinion is that they are not satisfied with the incentives and other
benefits they are given, so s o the organization can give more monetary and nonnon monetary rewards to the employees those who are utilizing the time properly.
Majority of the employees says that level of motivation existing in the organization is so far not satisfactory. So the organization can give more time on increasing the level of motivation
Majority of the employees says the organizational environment existing in the organization is so far not satisfactory. So the organization can give more time on increasing this also.
Reasonable periodical increase in salary motivates people in their work; the organization can give more attention to that also
Half of the employees are enjoying their work; the management can conduct recreational activities to increase the men-management relationship. It will definitely help the rest of the employees to enjoy their work and the employees will really get motivated too
School of Management and Business Studies
Page 56
Some of the employees are not provided with the resources to perform; management should give special concentration to those employees
Some of the employees are not happy with the present organizational environment ; the organization can try to create more open and comfortable environment for those employees
BIBLIOGRAPHY
th
Michael Armstrong, A hand book of Human Resource Management practices, 10 edition, Kogan page. Scott Snell and George Boblander, Human Resource Management, Thomson Learning Inc (2007).
Izabela Robinson, Human Resource Management in organization, Jaico publishing house (2007).
Garry Dessler, Human Resource Management 9 th edition , Prentice Hall of India (2003).
Rose Mary Lucas, Ben Lupton and Hamish Mathieson, Human Resource Management in an international context, Jaico publishing house (2008). John.M.Ivancevich, Human Resource Management, 10th edition, Tata Mc Graw Hill Education Private Limited (2008).
T.Lata Sujata and Sapna Singh, Work life balance issues of women at call centers, The IUP Journal of Management Research, (October 2011).
Rice P, Maintaining WLB in 2010, IEEE Journals.
Devi Elsa Sanatombi, Rao Ashok, Mayye.S, Bairy K.L, Perception and attitude towards work life balance among allied and nursing health care professional, International journal of nursing education.
School of Management and Business Studies
Page 57
Dr.Vijaya T.G and Hemamalini.R, Organizational role stress and work life balance among IT Professionals, International Journal of business economics and management research.
WEB SITE
www.citeHR.com (referred in the month of June,2012) www.citeHR.com
www.wikipedia.org www.wikipedia.org ( referred in the month of June,2012)
www.google.co.in www.google.co.in (referred in the month of June,2012)
APPENDIX
School of Management and Business Studies
Page 58
ORGANIZATIONAL ENVIRONMENT AND EMPLOYEE MOTIVATION AS DETERMINANTS OF JOB SATISFCTION AND WELFARE IN SPTL
Kindly fill the following: (Please put a tick mark in the appropriate box) 1. Management is really interested in motivating the employees? Very Good
Good
Average
Bad
2. How far you are satisfied with the t he incentives provided by the organization? Very Good
Good
Average
Bad
3. Does the management involve you indecision making which are connected to your department? Very Good
School of Management and Business Studies
Good
Page 59
Average
Bad
4. Good safety measures adopted in the organization? Very Good
Good
Average
Bad
5. Rate your level of satisfaction with the working environment of the organization? Very Good
Good
Average
Bad
6. Does Organization recognize and acknowledge your work? Very Good
Good
Average
Bad
7. Organizational policies motivates for achieving its aims and objectives? Very Good
Good
Average
Bad
8. level of motivation in the organization? Very Good
Good
Average
Bad
School of Management and Business Studies
Page 60
9. The employees in the organization feel secured in their job? Very Good
Good
Average
Bad
10. The medical benefits provided in the organization are satisfactory? Very Good
Good
Average
Bad
11. I am satisfied with the responsibility and role that I have in my work? Very Good
Good
Average
Bad
12. How about the relationship with co-workers? Very Good
Good
Average
Bad
motivated? 13. Support from the other staff members is helpful to get motivated? Very Good
Average
Good
Bad
14. Reasonable periodical increase in salary really motivates u in work? Very Good
School of Management and Business Studies
Good
Page 61
Average
Bad
15. Do you think that incentives and other benefits will influence your performance? performance? Very Good
Average
Good
Bad
ob responsibilities to help another 16. Employees in my organization will go beyond their jjob member of their organization or team team Very Good
Good
Average
Bad
17. My organization welcomes and encourages employees to think outside the box box Very Good
Good
Average
Bad
18. Most employees in the organization enjoy their work Very Good
Good
Average
Bad
19. Good physical working conditions are provided in the organization Very Good
Average
School of Management and Business Studies
Good
Bad
Page 62
20. I find opportunities for advancement in this organization
Very Good
Good
Average
Bad
21.
I am provided with all the t he resources to perform
Very Good
Good
Average
Bad
22. The working conditions are good and safe Very Good
Average
Good
Bad
23. The organization views its employees as assets
Very Good
Average
Good
Bad
24. Management has created an open and comfortable work environment Very Good
Average
Good
Bad
25. The insurance scheme provided by the organization helps in motivating employees
Very Good
Good
Average
Bad
School of Management and Business Studies
Page 63
THANK YOU FOR GVING YOUR PRECIOUS TIME……!!!
School of Management and Business Studies
Page 64
