Bsl

A PROJECT REPORT

ON STUDY OF EMPLOYEE SATISFACTION AT BSL LTD. SUBMITTED FOR THE PARTIAL FULLFILLMENT OF TWO YEARS FULL TIME COURSE

MASTER IN BUSINESS ADMINISTRATION BATCH(2010-2012)

SUBMITTED TO: SUBMITTED BY:FMS,MAIET,Jaipur. ASMA MAJEED

MBA SEM-IV(2011-2012)

FACULTY OF MANAGEMENT STUDIES MAHARISHI ARVIND INSTITUTE OF ENGINEERING AND TECHNOLOGY,JAIPUR

(Affiliated to Rajasthan technical university)

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Certificate

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DECLARATION

I, Asma Majeed, do hereby declare that the Project Report entitled “Employee

Satisfaction at BSL.”, submitted to Rajasthan technical university in partial fulfillment of

the requirements for the award of the Degree of Master of Business Administration is a

record of bona fide and Independent project work carried out by me under the guidance

and supervision of Faculty of M.B.A., Department of Management Studies and this

project report do not form part of any previous project report previously submitted to this

University or any other University for the award of any Degree/Diploma/Associate-ship

or other similar Title.

ASMA MAJEED.

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ACKNOWLEDGEMENT

With great pleasure, I would like to express my gratitude to BSL

LTD,BHILWARA for giving me an opportunity to undertake the project in their

esteemed organization.

I am indebted to my Director Col C.D.Sharma, who has provided me with this

opportunity and whose consistent support and inspiration has provided me

the direction to complete the project with a great sense of learning.

My overriding debt continues to my friends who have directly or indirectly

have provided timely assistance needed to complete the research.

Finally, I must mention my thanks to my family who has been a driving force to

prepare this research.

Regards:

ASMA MAJEED

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PREFACE

The human resource of an organization constitutes its e n t i r e w o r k f o r c e .

H u m a n r e s o u r c e m a n a g e m e n t ( H R M ) i s responsible for

selecting and inducting competent people, training them, facilitating and

motivating them to perform at high levels of efficiency, and providing mechanisms

to ensure that they maintain their affiliation with the organization The human

resource of an organization constitutes its e n t i r e w o r k f o r c e . H u m a n

r e s o u r c e m a n a g e m e n t ( H R M ) i s responsible for selecting and

inducting competent people, training them, facilitating and motivating them to

perform at high levels of efficiency, and providing mechanisms to ensure that

they maintain their affiliation with the organization.

We cannot achieve anything on the basis of theoretical knowledge only as provided by

books, in order achieve positive and successful results the classroom learning’s are not

sufficient the practical knowledge is also necessary with theoretical knowledge. To

develop healthy skills in management theoretical knowledge must be supplemented

with the real practical environment.

The objective of this research is aimed at providing a clear understanding of the

satisfaction levels of the employees and how these can be improved in order to

enhance employee motivation and commitment..

For this purpose, I did the research at BSL and I am grateful to the management who

granted their permission and opportunity for the same.

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EXECUTIVE SUMMARY

Employee satisfaction is crucial in today’s world where innovation & constant

improvement, play an increasingly vital role in economic success. When implemented

effectively, they drive many tangible benefits for the organizations ranging from cost

savings, employee participation, employee morale & company productivity.

Employee satisfaction is the terminology used to describe whether employees are

happy and contented and fulfilling their desires and needs at work. Employee

satisfaction is often measured by anonymous surveys administered periodically that

gauge employee satisfaction in areas such as management and teamwork.

Employee satisfaction surveys help employers measure and understand their

employees' attitude, opinions, motivation, and satisfaction.

Factors contributing to employee satisfaction include treating employees with respect,

providing regular employee recognition, empowering employees, offering above

industry-average benefits and compensation, providing employee perks and company

activities, and positive management within a success framework of goals,

measurements, and expectations.

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CONTENTS

LIST OF TABLES AND FIGURES 8-9

CHAPTER 1: INTRODUCTION 11

INTRODUCTION OF THE STUDY 12

OBJECTIVE OF THE STUDY 12

SCOPE OF THE STUDY 13

LIMITATIONS OF THE STUDY 14

METHODOLOGY 15

CHAPTER 2: PROFILE OF THE ORGANISATION 19

COMPANY’S PROFILE 20

CHAPTER 3: INTRODUSTION ABOUT THE TOPIC 46

EMPLOYEE SATISFACTION 47

THEORIES RELATED TO EMPLOYEE SATISFACTION 57

BENEFITS OF EMPLOYEE SATISFACTION 72

FACTORS INFUENCING EMPLOYEE SATISFACTION 76

OBJECTIVES OF EMPLOYEE SATISFACTION 86

CHAPTER 4: RESEARCH METHODOLOGY 97

DATA COLLECTION 99

SAMPLING DESIGN 101

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DATA ANALYSIS AND INTERPRETATION

OF RESULT 102-114

CHAPTER 5: FINDINGS AND OBSERVATIONS 115

MAIN FINDINGS & OBSERVATIONS 116

CONCLUSION 118

SUGGESTIONS 120

QUESTIONNAIRE 122-125

BIBLIOGRAPHY 126

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LIST OF TABLES

Table No Title of the table Page NoTable No.1 Financial statement of BSL 41Table No.2 Access to information 102Table No.3 Ease of conveying

suggestions103

Table No.4 Barriers in conveying suggestion

104

Table No.5 clear instructions provided 105Table No.6 Expectations Conveyed 106Table No.7 Recognition and rewards 107Table No.8 Rewards given by the

company108

Table No.9 Adequate training provided 109Table No.10 Benefits and facilities

provided110

Table No.11 Problems solved effectively 111Table No.12 Suggestions to enhance

employee satisfaction112

Table No.13 Satisfaction with the physical facilities

113

LIST OF FIGURES

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Figure No Title of the figure Page No.Figure No.1 NSC Gill Box 26Figure No.2 Cognetex Ring Spinner 26Figure No.3 Truzschler Blowroom 27Figure No.4 Muratec Autoconer 27Figure No.5 Dornier Jacquard Weaving

Machine28

Figure No.6 IS/ISO logo 30Figure No.7 IS/ISO certification 31Figure No.8 certification for confidence

in textile32

Figure No.9 Benefits of employee satisfaction

71

Figure No.10 Employee satisfaction factors

83

Figure No.11 Means to express dissatisfaction

90

Figure No.12 Access to information 102Figure No.13 Ease of conveying

suggestions103

Figure No.14 Barriers in conveying suggestion

104

Figure No.15 clear instructions provided 105Figure No.16 Expectations Conveyed 106Figure No.17 Recognition and rewards 107Figure No.18 Rewards given by the

company108

Figure No.19 Adequate training provided 109Figure No.20 Benefits and facilities

provided110

Figure No.21 Problems solved effectively 111Figure No.22 Suggestions to enhance

employee satisfaction112

Figure No.23 Satisfaction with the physical facilities

114

1.1INTRODUCTION OF THE STUDY

1.2OBJECTIVE OF THE STUDY

1.3SCOPE OF THE STUDY

1.4LIMITATIONS OF THE STUDY

1.5METHODOLOGY

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1.1 INTRODUCTION OF THE STUDY

The title of my project is "Employee Satisfaction Survey”. Employee satisfaction

is defined as an individual general attitude towards his or her job. It requires

interaction with co-workers and bosses, following organizational rules & policies,

meeting performance standards, living with working conditions that are often not

ideal, and the like.

This means that an employee's assessment of how satisfied or dissatisfied he or

she is with his or her job is a complex summation of a number of discrete job

elements.

1.2 OBJECTIVE OF THE STUDY

Following are the main objectives of employee satisfaction:

Identifying cost-saving opportunities –Profitability, willing Participation

Improving productivity

Reducing turnover

Curbing absenteeism

Strengthening supervision

Evaluating customer-service issues

Healthy / conducive work environment

1.3 SCOPE OF THE STUDY

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It has a great scope in every organization because it depicts true indication of the

internal working environment prevailing inside the company.

Employee satisfaction survey will find out what engages the people within an

organization, understand their perceptions, especially those that are driving the

work behaviours that in turn drive business outcomes. This information will allow

to reinforce employee behaviours. Satisfied employees would seems more likely

to talk positively about the organization, help others, and go beyond the normal

expectations in their job. Moreover, satisfied employees might be more prone to

go beyond the call of duty because they want to reciprocate their positive

experiences.

1.4 SIGNIFICANCE OF THE STUDY

Satisfaction & Productivity: Productivity leads to satisfaction rather than

other way round. If one does a good job then he or she feels good about it.

Satisfaction & Absenteeism: There is a negative relationship between

satisfaction &absenteeism. Dissatisfied employees are more likely to miss

work than satisfied employees.

Satisfaction & Turnover: Satisfaction is also negatively related to turnover.

More is the level of satisfaction more will be the turnover & vice versa.

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1.5 LIMITATIONS OF THE STUDY

The various limitations I Faced while making the project were:

It was not easy to get hold of senior executives of the various

departments because of their busy schedule.

Time constraint was the major problem while doing this project

report.

Often respondents attempt to give answer that they think will please

the interviewer.

It was not possible to cover the entire staff because of the time

constraint; hence a small sample of employees was taken, so the

conclusion drawn out of this study may not be 100% accurate.

While answering the questions the respondents may be biased.

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1.6 METHODOLOGY

Methodology refers to the method adopted for collection of information, which

forms the basis of written report.

I have collected data from primary sources. The mode of collection was through

a questionnaire.

For questionnaire construction following points were considered:

Needed Information

Questionnaire types

Questionnaire structure

Types of Questions

Form and layout of questionnaire

Final questionnaire preparation

1.Needed information: Keeping in consideration the objectives of study a

questionnaire was framed by developing a series of questions that would elicit

the information needed for the proposed analysis.

2.Questionnnaire types: Questionnaire was used for personal interview since

fast desired response could be gathered for drawing the information.

3.Questionnaire structure: Structures of individual questions were framed with

respect to objectives of analysis as well as considering whether the respondents

have the information needed and the will to give the information.

4.Types of questions: Efforts were put to use mainly multiple-choice questions

for collecting the information, as they consume less time & effort to respond and

also simplify tabulation and analysis process.

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5.Determining form and layout: Form and layout of the questionnaire

considering the acceptations of the questionnaire by respondents, easy to handle

and making it easy to control the questionnaire.

The questionnaire was prepared using words simple-straight forward; ambiguous

and leading questions were avoided.

ADVANTAGES

The advantages of using the questionnaire for collecting the information are:

(a) Versatility: Questionnaire are versatile in nature as every human resource

problem involves people as ideas relative to the problem and its solution can be

obtained by asking these people about the problem.

(b) Speed &cost: Questionnaire is usually faster and cheaper in collecting the

data as compared with other primary data collection methods like Observation.

This is because in questionnaire one can receive information unlike observation

where the observer has to wait for the event to occur.

LIMITATIONS

The limitations of the questionnaire method include:

Inability of respondents to provide information – Many persons are

unable to give accurate information on questions asked by the marketing

interviewer because either they are unable to remember facts desired or

they have never known the facts.

Influence of the questioning process – The situation in which a person

is questioned about routine actions is an artificial one at best. As a result,

respondents may furnish reports quite different from the facts.

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Unwillingness of the respondent to provide information: Most

respondents refuse to spare the time to be interviewed or will refuse to

answer some specific questions e.g. personal questions like regarding

income, etc are frequently met with refusals.

SAMPLING PLAN

It involves decisions regarding:

1.Sampling Unit- (who are to be surveyed?) the sampling unit for this project

consists Managers, Supervisors, &Workers of the company. Primary information

has been collected from people who regularly use electronic equipment.

2.Sample Size- (how many should be surveyed?) It includes the number of

sampling unit selected from the population for investigation. The sample size

must be optimum or adequate. If the sample size is small it may not appropriately

represent the population.

Too large sample would be costly in terms of money &time. The optimum

sampling size would fulfill the requirements of efficiency, representative ness,

reliability, and flexibility. The sample size is taken of 70 employees. It is because

of the shortage of time & their busy schedule.

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3.Sampling Procedure- The sampling procedure consists of:

Probability or random sampling- It is one in which each and every unit of

the population has an equal chance of being selected into the sample.

Non-probability or non-random sampling- In this the chance of

including an elementary unit of population in the sample cannot be

determined and hence they do not lend themselves to a statistical

treatment and analysis.

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2.1 Company’s Profile

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2.1) COMPANY’S PROFILE

BSL: ITS ORIGIN & GROWTH

In the days when the idea of manufacturing poly-viscose suiting was a unique

concept in India, the second member of the LNJ Bhilwara Group, BSL Ltd., was

born in the desert state of Rajasthan. The year was 1971 and the town where

this happened was Bhilwara.

Over the years, with the belief that there are no shortcuts to excellence, at BSL

we have moved from strength to strength.Today, as a multi-million dollar

company, and having put the Group firmly on the international map of premium

suiting, we are one of the prominent members of the US$ 900 million LNJ

Bhilwara Group.

With over quarter of a century of experience in textile manufacturing, BSL is

currently producing over 18 million meters of fabric every year.

Product profile covers wool, wool-blended and premium lightweight fabrics, to

wool modal, Trevira wool and other specialized fabrics blended with Lycra, Silk,

Linen, Tencel etc.Our commitment to quality through technology and human

ingenuity, has earned BSL numerous  awards like the National Certificate of

Merit for outstanding export performance. We are ready to meet the challenge in

the years to come and take BSL to higher pinnacles of success.

BSL, products are manufactured under IS/ISO 9001-2008 the quality

management system in accordance  with IS//ISO-9001-2008 and this   unit is 

accredited with Environmental management system IS/ISO 14001-2004.

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It is a "Complete Textile House" that is diversified into spinning, weaving, knitting,

flock fabric and processing having state of art. It is a prominent and leading

manufacturer, exporter and supplier of world-class Suiting’s,Fabric,Cotton and

synthetic yarns from India .

It offers a product range that defines quality, superiority and unmatched

excellence. It is a professionally managed group having complete technical

expertise and a web of ultra-modern textile production machines. It is an IS/ ISO

9001:2000 certified company producing world's finest fabrics.

Based in textile city, Bhilwara, it has one of the largest unit in India to produce

dyed yarn using state-of-the-art machinery. The company exports its premium

product range to Turkey, Belgium, Spain, Middle East, and various other

countries.

Brief history of BSL:

1970 - The Company was Incorporated on 24th October, as a private

limited company and converted into a public limited company on 6th May,

1986. The Company is engaged in the manufacture of the "Bhilwara"

suiting and shirting. The Company has established a manufacturing

capacity of 20 lakhs metre of fabrics per annum at its two plants in

Rajasthan.

The Company's objects is manufacturing and marketing of all types of

synthetic fabrics.

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1984 - The Company had taken up a scheme for replacement of its old

cimmco looms. As a result of this scheme, 8 latest Sulzer projectile looms

were imported from Switzerland and installed.

1985 - 16 more Sulzer weaving machines were imported for the

Company's Mandapam unit.

1986 - 5,89,757 shares issued at par out of which the following shares

were reserved for preferential allotment: 1,52,560 shares to existing

shareholders; 29,497 shares to employees (including working directors);

11,200 shares to business associates and 2,34,000 shares to NRIs with

full repatriation rights. 5,197 shares out of employees and business

associates quota and 22,000 shares out of non-residents quota were not

taken up.

The balance 1,62,500 shares along with the unsubscribed portion of

27,397 shares out of the preferential quota were offered for public

subscription during June. 1,47,343 additional shares allotted to retain

oversubscription (38,140 shares to shareholders and 1,09,203 shares to

the public).

1988 - 3,584 spindles were set up in the follow up of N. Schlumberger's of

France preparatory. It was also proposed to procure international know-

how from Europe for manufacture of worsted fabric in light weight

category.

1989 - 30,000 pref. shares subscribed by financial institutions. 20,50,000

No. of equity shares of Rs.10 each issued at par of which 13,47,343

shares offered as rights shares in prop. 1:1 (all were taken up).

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Additional 17,885 shares were allotted to retain oversubscription. Another

1,02,500 No. of equity shares were issued to employees on an equitable

basis (only 9,500 shares taken up).

The remaining 6,00,157 shares along with 93,000 shares not taken up by

employees were offered for public subscription during February (all were

taken up). Additional 2,89,516 shares were allotted to retain

oversubscription.

1992 - During September, the Company issued 18,52,422 No. of equity

shares of Rs.10 each at a prem. of Rs.10 per share on rights basis in the

prop. of 1:2. All were taken up. Allotment of 2,150 shares was kept in

abeyance.

Another 92,621 No. of equity shares of Rs.10 each at a prem. of Rs.10 per

share were offered to the employees. All were taken up.

19,45,043 shares issued on rights basis.

1993 - The Company undertook to expand the weaving section by

installation of 25 Sulzer projectile weaving machines.

1994 - The Company entered into a collaboration agreement with worsted

fabric manufacturers in Germany for manufacture of woollen/ worsted

fabrics. EOU is being set up in the name of BSL Wulfing Ltd.

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1792 spindles were further installed for production of superfine varieties of

worsted yarn enabling manufacture of yarn for higher range pure wool and

poly wool suitings.

The name of the Company was changed from Bhilwara Synthetics Ltd. to

BSL Ltd.

1995 - 25 Sulzer single width projectile weaving machines were installed

in March.

The Company had undertaken to install 44 Sulzer weaving machines of

which 16 were installed and commercial production was started.

The Company issued 17,00,000 No. of equity shares of Rs.10 each at a

prem. of Rs.100 per share through a prospectus as follows:

1,87,000 shares on firm allotment basis to promoters, relatives.

3,00,000 shares to Indian Development & Multilateral Financial

Institutions/Mutual Funds/banks (only 1,50,000 shares taken up).

3,60,000 shares to FIIs/OCBs/NRIs (only 2,06,900 shares taken up)

Balance 8,53,000 shares along with 3,03,100 shares not taken up under

preferential quota was issued to the public (all were taken up).

16,85,800 No. of equity shares issued through prospectus.

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1996 - With effect from 18th March, the joint venture agreement with M/s.

Wulfing Tuchfabrik GmbH was terminated due to its failure to provide the

committed funds in the form of equity capital to the Company.

1998 - 1920 spindles were installed in its Worsted Spinning Division to

enhance its capacity to 7904spindles.

30,00,000-14% redeemable cum. pref. shares of Rs. 100 each redeemed

on Feb. 1999

Mr. J.N. Pathak, Mr. A.K. Jhajharia and Mr. Pradeep Agarwal resigned

from the Board.

Equity shares of the company delisted from Delhi Stock Exchange with

effect from February 11, 2004.

The 2.40 MW Wind Power Mill has commenced the commercial

generation of power wef March 10, 2004 at Jaisalmer (Rajasthan).

BSL Ltd has informed that the Board of Directors of the Company at its

meeting held on July 30, 2009, have co-opted Shri. A N Choudhary as

Additional Independent Director.

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Spinning:

BSL Limited produces 1000 Tons yarn annually on worsted system.

For the finest yarns you can count on BSL Ltd. where finest  Australian wools are

blended with polyesters from Trevira and Reliance to produce counts Nm 25/2 to

Nm 90/2 to meet home consumption for reputed clients in domestic & overseas

markets. Our plants are equipped with the latest technology Preparatory

Machines i.e.Gill boxes.Combers and Roving machines from NSC {France}, Ring

Frames from Zinser Ring Spinner, Autoconer from Schlafhorst and indigenous

Two for One' Twisters to produce  yarns of international quality.

Figure no.1 NSC Gill Box

Figure no.2 Cognetex Ring Spinner

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Synthetic Spinning:

BSL Ltd. being a pioneer in synthetic fabric manufacturing, has always

updated technology and machines to provide the world market with the

best quality of fiber dyed blended fabrics, be it apparel, technical textiles

or specialty textiles for Aviation & Defense. With an installed capacity of

16896 spindles in Synthetic Spinning, fiber dyed yarn in count range of Ne

2/15 to 2/60's poly viscose are produced on LMW Machines, Murata,

Schlafhorst and Savio Autoconer and Two for One' Twisters to produce

knotfreeyarns.

BSL Limited has recently installed Vortex 861 Spinning machine for

catering to international Viscose yarn markets.

Figure no.3 Truzschler Blowroom

Figure no.4 Muratec Autoconer

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Weaving:

Weaving comprises  Benninger Warping and Sulzer P7100 Projectile, Picanol

Rapier and Dornier Jacquard weaving machines which gives an edge in

manufacturing wide range of fabrics with multiple variations in Poly Viscose, Poly

Wool ,100% Wool and Lycra blend fabrics.

Figure no.5 Dornier Jacquard Weaving Machine

Processing

The most important operation in a composite mill is processing which imparts

required finish and  handle to the fabrics. Our Process House is equipped with

Rotomat, Osthoff singing machine, Sellers shearing machine, MTech Superfinish

machine, TMT2000 Decatising, Hydraulic beam dyeing machine and 7 stentors

to process 2 million meters  fabrics every month.

Furnishing:

As the name suggests, Ambiance is the home furnishing brand from the house of

BSL Ltd. Its wide range of Natural and synthetic blended fabric has carved a

niche for itself, completely based upon its vital strength of weaving and

designing. It is no surprise that when the world's most expensive and exclusive

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hotel property was opened; the world got to see the most amazing and beautiful

silk furnishing from India - a craft of weaving from Ambiance Furnishings.

Garmenting:This brand of ready to wear products manufactured by BSL Ltd. is a corporate

dressing and casual clothing range focused at providing 'latest style Garments' at

a very competitive price to many corporates, educational institutions, industries

like aviation, shipping and defense for uniforms.

PRODUCTS MIX:

Poly-ViscoseFabrics:

BSL Ltd.has a global executive collection for formal and smart casual range. In

Polyester Viscose blends for Suitings, Shirtings, Safari & Corduroy for domestic

and overseas markets.Special finishes like antiwrinkle, anti microbial are

imparted

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WoolWorstedFabrics:

Geoffrey Hammonds a brand of BSL Limited offers designs, a collection of high

comfort and stylish to RMG segment and domestic market.

BSL brand offers 100% Wool, Wool rich, Lycra blended Poly Wool, Poly Viscose,

Mohair Polyester wool. Polyester silk wool fabrics for ladies and mens corporate,

casually and work wear garments to overseas markets.

AWARDS AND CERTIFICATES:

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Figure no.6 IS/ISO logo

Figure no.7 IS/ISO certification

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Figure no.8 Hohenstein certification for confidence in textile

Environment:

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Environmental Safety:

BSL is an extremely eco-conscious organization. It has undertaken extensive

process of greening the barren land around the plant and recycles over 70% of

the water used in the plant.

he company ensures that only Azo-free dyes are used in the dyeing processes.

The company stringently adheres to all pollution controlling norms and

procedures.

Contributing towards Society:

We are of the firm belief that true development can take place only if we can

contribute to the society.

We are in the process of implementing various schemes, which will help the

people of the region to upgrade their vocational skills.

Human Resource Development:

The company lays a lot of emphasis on management of its human

resources. We impart in-house and specialised training for our newly

recruited and existing staff.

The workforce is trained on correct use of machinery, safety, improving

work efficiency, waste control and self development.

The company avails the services of reputed external agencies for

consultancy - Institute of Labour Department, Jaipur , Bombay Textile

Research Association, North India Textile Association and IIT, Delhi.

QUALITY:

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The quality standards at BSL set the benchmark in textiles industry both in India

and abroad.

Quality consciousness is not limited merely to the department of quality

control; it stretches over every product and the entire manufacturing

process.

Skilled technical managers and staff of every department are experts, who

understand the critical importance of progressively higher standards of

quality in today's competitive environment.

Raw materials such as fibers, yarns, dyes and chemicals are thoroughly

tested before they enter the manufacturing process. Every stage of the

production line has its own set of comprehensive monitoring systems.

Dyes are evaluated for strength, sublimation, dispersion, washing & light

fastness properties.In case of chemicals & auxiliaries; physical state

purity, specific gravity, amine value, cloud point, padding and boiling point

are evaluated.

The fibers (wool, polyester, viscose tops & special fiber) are tested for

fiber fineness micron (fiber diameter), fiber bundle strength, moisture

regain percentage, finish percentage (as per WTO standards and

specifications).

o At the lab the micron is checked on the Wira Fiber Fineness Meter

from UK, certified by the Interwoollab, Brussels.

o Polyester viscose and cotton yarns are tested for - Count and

several other tests.

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Only after the material fulfills the standard specifications, is it allowed to proceed

to the production line.

In-Process Testing:

Each and every batch is tested for wrapping gm/mtr and Uster percentage after

combing at the 2nd, 4th, 5th, 6th passage of Gilling & Roving.

The yarn is checked on the Zellweger Uster Tester-3 and Uster Classimat II,

Switzerland to assure consistency in yarn quality conforming to the norms of

Uster statistics.

All finished fabrics are tested in accordance with international standards.

These tests include:

Residual Shrinkage, Tensile Strength, Pilling, CRA, Drape and Fastness to Light

Washing & Rubbing as per ASTM and BIS standards

CSIRO- Fast Quality Control:

Fabric Assurance by Simple Testing - BSL is one of the few companies in the

world to use this latest Australian test- to ensure that the fabric is a truly world

class product.

Simple Finishing processes modify the surface of the fabric, which in turn

influences the appearance and handle.

Fabric assurance by Simple Testing gives information to the apparel

manufacturers for improvising and taking corrective actions in various processes

of garment making

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Exports:

BSL Ltd. has become a largest international player in the field of textile exports.

Today we are present across 48 countries with an ever-increasing export volume

crossing US $ 30 million. We at BSL Ltd continue to push the boundaries when it

comes to matching global quality standards and forecasting trends.

CODE OF CONDUCT For

DIRECTORS AND SENIOR MANAGEMENT

BSL LIMITED is committed to maintain sound standards of Business Conduct and

Corporate Governance.

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The Board of Directors (the .Board.) and the senior management of BSL LTD.

undertake to abide by following Code of Conduct adopted by the Board and affirm

compliance with this Code on an Annual basis by acknowledging the same as

provided in the end.

The Code is named as Code of Conduct for The Board of Directors and Senior

Management and is framed in terms of Clause 49 of the Listing Agreement with the

Stock Exchanges.

APPLICABILITY

The Code is applicable to all the members of The Board of Directors and senior

management of the Company.

Senior Management shall mean personnel of the Company who are members of its

core management team excluding Board of Directors.

THE CODE

Conflicts of Interest: The Directors and senior management should be scrupulous in

avoiding .conflicts of interest. with the Company. In case there is likely to be a

conflict of interest, in the case of a senior management personnel, he should make full

disclosure of all facts and circumstances thereof to the Chairman & Managing

Director and a prior written approval should be obtained. In case there is likely to be

a conflict of interest in the case of Chairman & Managing Director, he should make

full disclosure of all facts and circumstances to the Chairman of the Board. The

Chairman and any Director of the Board in like circumstances should make full

disclosures to the Board.

Honest and Ethical Conduct: The Directors and senior management shall act in

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accordance with the highest standards of personal and professional integrity, honesty

and ethical conduct and use their powers of office, in good faith and in the best

interests of the Company as a whole.

Confidentiality: The Directors and senior management shall maintain the

confidentiality of confidential information of the Company or that of any customer,

supplier or business associate of the Company to which Company has a duty to

maintain confidentiality, except when disclosure is authorized or legally mandated.

The Confidential information includes all non-public information (including private,

proprietary, and other) that might be of use to competitors or disclosure of which

might be harmful to the Company or its associates. The use of confidential

information for his/her own advantage or profit is also prohibited.

Protection and Proper Use of Company's Assets: The Directors and senior

management should protect Company's assets and property. Company's assets should

be used only for legitimate business purposes.

Compliance with Laws, Rules, and Regulations: The Directors and senior

management shall endeavour to ensure compliance with all applicable laws, rules, and

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regulations applicable to the Company. Transactions, directly or indirectly, involving

securities of the Company should not be undertaken without complying with Code of

Conduct for Prohibition of Insider Trading.

COMPLIANCEWITH CODE OF CONDUCT

Each Director and senior management personnel shall adhere to this code of conduct

and affirm compliance with the code as of the date of appointment and thereafter on

an annual basis. Violation of this Code will lead to appropriate action.

AFFIRMED

Signature : ____________________

Name :

Date :

BOARD OF DIRECTORS

Arun Churiwal (Chairman & Managing Director) Ravi Jhunjhunwala Shekhar Agarwal

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Salil Bhandari Sushil Kumar Churiwala Sushil Jhunjhunwala A. N. Choudhary Nivedan Churiwal (Executive Director)

ADVISORR.

N. Gupta

BUSINESS HEAD

J. C. Soni

CFO & CO. SECRETARY & COMPLIANCE OFFICERPraveen Jain

Financial statement of BSL ltd:

40

Table No.1 Financial statement of BSL

SWOT ANALYSIS OF THE COMPANY:

41

Strengths:

Integrated textiles manufacturer with a presence across the product value chain.

Proximity to the raw material centres as well as consumption centres.

The largest manufacturer of PV dyed yarn in India with ~25% market share.

Large and reputed customer brands within India and abroad.

.

Weaknesses:

Lack of branding and small presentations in fabrics & home textile segment.

Major raw materials –polyester and viscose fibres on oil prices and are volatile.

Opportunities:

Affordability and durability of PV fabrics opens a huge potential market for the company.

Volatility in cotton prices is causing huge demand for the pv fabrics.

Partnering opportunities with foreign brand for garmenting.

Threats:.

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Fluctuation in forex market effect export demand.

Availability of cost effective labor due to NAREGA.

Power cost is vulnerable to fluctuating coal price

MANAGEMENT COMMITMENT

“The top management of the company is committed to the development and

implementation of the quality management system and continually improves its

effectiveness. This is done by effectively communicating the importance and

need to meet the customer requirements.”

MISSION OF THE COMPANY:

Customer Delight:

By providing superior product, on time, every time.

Shareholders Delight:

By providing better than market returns on investment.

Employee Delight:

By providing opportunities to learn, contribute and enjoy working with Bsl ltd.

CUSTOMER FOCUS

The organization ensures that the requirements of the the customer are fully

understood, determined and effective action taken to ensure customer

satisfaction. separate procedures are available for understanding customer

requirement and ensuring customer satisfaction. The organization attaches great

importance to customer perception to monitor information relating to customer

perception, various methods as one to one meeting with the customers,

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customer feedback, market survey report, repeat order data, dealer reports and

complaints received.

QUALITY POLICY

The organization has established quality objectives consistent with the quality

policy.

Up gradation of the quality policy is of prime importance for the organization for

customer satisfaction. As such the organization has decided that:

o Coefficient of variation of yarn count be brought to 1.65 from existing 1.75

over a period of 2 years.

o Customers complaints will be brought down from 2.5 to 2.0 per

1000tonnes of yarn on the basis of 20s average count over period of 3

years.

The organization endeavors to continually improve the effectiveness of the qulity

management system through the following:

→ Quality policy and objectives.

→ Internal quality audit results.

→ Analysis of data.

→ Corrective and preventive actions.

→ Management reviews.

→ Customer feedback and reports

MANAGEMENT REPRESENTATIVE:

The organization has nominated a member of organizations management as

management representative who in addition to other responsibilities is

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responsible for establishing, implementing and maintaining the quality

management according to IS/ISO 9001:2008.

MANAGEMENT REVIEW:

The management has decided to organize quality management system review at

planned intervals to ensure continuing suitability of quality management system,

its adequacy and effectiveness.

Words of the group chairman emeritus- Mr L.N Jhunjhunwala

It's one thing to be the global best in your business and another to be a class

apart. But, doing business based upon heritage, ethics and being the global best

is what we strive for. We believe in transforming lives of people at large, through

inclusive growth and economic prosperity which means that people are involved

from the floor level to the most tedious process, right to getting the final product

Words of the chairman and managing director- Mr A.K Churiwal

It takes a pool of talent, hard work and integrity to be the global best holistic

textile company. There are requirements of constant innovations in products,

peoples training, new technology adoptions and reducing wastage of natural

resources to carve the niche of being the leading holistic textile company

globally. We are constantly investing in technology and research and

development with a single objective of being the best in product manufacturing

and service. But all this with one core belief, 'People before Profits' and 'product

innovation before prejudice'.

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3.1 EMPLOYEE SATISFACTION

3.2 THEORIES RELATED TO EMPLOYEE SATISFACTION:

3.3 BENEFITS OF EMPLOYEE SATISFACTION

3.4 FACTORS INFUENCING EMPLOYEE SATISFACTION

3.5 OBJECTIVES OF EMPLOYEE SATISFACTION

3.1 EMPLOYEE SATISFACTION

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Employee satisfaction is the terminology used to describe whether

employees are happy and contended and fulfilling their desires and needs

at work.Many measures meaning that employee satisfaction is a factor of

employee motivation, goal achievement and positive employee morale in

the workplace.

As per Vroom, “Employee satisfaction is a positive orientation of individual

towards a work role which he is presently occupying.”

Küskü (2003) advises that employee satisfaction reflects the degree to

which the individual’s needs and desires are met and the extent to which

this is perceived by the other employees.

According to Staples and Higgins (1998) employee satisfaction is generally

perceived as the scope of the work and all the positive attitudes regarding

the work environment. Gruneberg (1979) concludes that since people

spend a great amoun tof their time at work, an understanding of the factors

involved in their satisfaction at work is important for improving their well

being

Employee satisfaction is a measure of how happy workers are with their

job and working environment. Keeping morale high among workers can be

of tremendous benefit to any company, as happy workers will be more

likely to produce more, take fewer days off, and stay loyal to the company.

There are many factors in improving or maintaining high employee

satisfaction, which wise employers would do well to implement.

To measure employee satisfaction ,many companies will have mandatory

surveys or face-to-face meetings with employees to gain information. Both

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of these tactics have pros and con and should be chosen carefully.

Surveys are often anonymous, allowing workers more freedom to be

honest without fear of repercussion. Interviews with company management

can feel intimidating, but if done correctly can let the worker know that their

voice has been heard and their concerns addressed by those in charge.

Surveys and meetings can truly get to the center of the data surrounding

employee satisfaction, and can be great tools to identify specific problems

leading to lowered morale. Many experts believe that one of the best ways

to maintain employee satisfaction is to make workers feel like part of a

family or team. Holding office events, such as parties or group outings, can

help build close bonds among workers.

Many companies also participate in team-building retreats that are

designed to have found success. strengthen the working relationship of the

employees in a non-work related setting. Camping trips ,backpacking wars

and guide backpacking trips are versions of this type of team-building

strategy, with which many employers have found success. Employee

satisfaction is a measure of how happy the employees are with their work.

Of course, few workers will not experience a boost in morale after

receiving more money. Raises and bonuses can seriously affect employee

satisfaction, and should be given when possible. Yet money cannot solve

all morale issues, and if a company with widespread problems for workers

cannot improve their overall environment, a bonus may be quickly

forgotten as the daily stress of an unpleasant job continues to mount.

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If possible, provide amenities to your workers to improve morale. Make

certain they have a comfortable, clean break room with basic necessities

such as running water. Keep facilities such as bathrooms clean and

stocked with supplies. While an air of professionalism is necessary for

most businesses, allowing workers to keep family photos or on their desk

can make them feel more comfortable and nested at their workstation.

Basic considerations like these can improve employee satisfaction, as

workers will feel well cared for by their employers. The backbone of

employee satisfaction is respect for workers and the job they perform. In

every interaction with management, employees should be treated with

courtesy and interest. An easy avenue for employees to discuss problems

with upper management should be maintained and carefully monitored.

Even if management cannot meet all the demands of employees, showing

workers that they are being heard and putting honest dedication into

compromising will often help to improve morale. Employee satisfaction

surveys help employers measure and understand their employees'

attitude, opinions, motivation, and satisfaction.

Employee satisfaction is the terminology used to describe whether

employees are happy and contented and fulfilling their desires and needs

at work. Employee satisfaction is often measured by anonymous surveys

administered periodically that gauge employee satisfaction in areas such

as management and teamwork.

Employee satisfaction is measured as an individual’s general attitude

towards his or her job.

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A person’s job is more than just the obvious activities of shuffling papers,

writing programming code, waiting on customers, or driving a truck.

Jobs require interaction with co-workers and bosses, following

organizational rules &policies, meeting performance standards, living with

working conditions that are often less than ideal, and the like.

This means that an employee’s assessment of how satisfied or dissatisfied

he or she is with his or her job is a complex summation of a number of

discrete job elements.

The two most widely used approaches to measure satisfaction level are:

Single Global Rating

Summation score

The single global rating method is nothing more than asking individuals to

respond to one question such as “All things considered, how satisfied are

you with your job?”

The respondents then reply by circling a number between one and five that

corresponds to the answer from “Highly satisfied” to “Highly dissatisfied”.

The summation score method is more sophisticated. It identifies key

elements in a job and asks for the employee’s feelings about each. Typical

factors that would be included are the nature of the work, supervision,

present pay, promotion opportunities, and relations with co-workers. These

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factors are rated on a standardized scale and then added up to create an

overall job satisfaction score.

Comparison of one-question global ratings with the more lengthy

summation of job factors method indicates that the former is essentially

valid as the later. The best explanation for this outcome is that the concept

of employee.

Employee satisfaction is looked at in areas such as:

management,

understanding of mission and vision,

empowerment,

teamwork,

communication, and

coworker interaction.

The facets of employee satisfaction measured vary from company to

company.A second method used to measure employee satisfaction is

meeting with small groups of employees and asking the same questions

verbally. Depending on the culture of the company, either method can

contribute knowledge about employee satisfaction to managers and

employees.

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Exit interviews are another way to assess employee satisfaction in that

satisfied employees rarely leave companies. It may be obvious, but high

employee satisfaction levels reduce the rate of staff churn.

However, most of us can relay a customer experience when, seemingly

"happy" staff, enjoying their place of work, display little interest in serving

the needs of the customer or of the organisation. This lies at the centre of

the debate about the impact of staff "happiness" at work, and whether

indeed, "happiness" is what an organisation should be striving for amongst

its workforce.

The human relations school perspective on organizations focused on the

“complexity of human motivation and the importance of informal

structure.”(Scott, Davis, 65)  Many organizations used the research of the

human relations school to restructure their organizations to have more

informal structure and to motivate their employees. 

There have been many critics of the idea that employee satisfaction leads

to higher productivity.  One of the arguments has been that there is little to

no evidence to support the idea that employee satisfaction leads to higher

productivity.

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Organizations which have a better work culture, one where the employee

is happy and feels that they are important to the organization, is more likely

to have an easy time recruiting some of the best and the brightest new

employees in comparison to an organization where the employees are not

satisfied.  Also when employees have a higher satisfaction they are more

likely to stay with a particular organization saving that organization the cost

of constantly training new employees.   

There is also the benefit that when employees are satisfied they are more

likely to accept a lower pay then when they are unhappy with their job.

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Employee satisfaction has to be measured and evaluated before a new

compensation plan can be implemented. Usually, an outside survey firm is hired

to perform the annual survey for employees. The results of this survey is shared

through out the company. Thus, the top management will get to know how

employees feel about the compensation.

Employee satisfaction towards compensation is the most important discourse for

any company, because it is directly related to the performance that can be

achieved by employees. The more an employee is satisfied and happy with their

compensation, the better they perform. In turn, this will influence the company

performance too. Thus companies should strive to bring in a fair compensation

plan so as to increase employee satisfaction.

Employee satisfaction with respect to compensation and rewards depends on the

level of intrinsic and extrinsic results and how the employee views those results.

These results have different values for different employees. For most of the

employees, a responsible and challenging job may have neutral or even negative

value depending on their education and previous experience by work providing

intrinsic results. These employees might have a higher value for monetary

rewards, whereas for a few others, a responsible and challenging position or the

learning involved in the job may have very high positive values.

MANAGING EMPLOYEE SATISFACTION

Increasing employee satisfaction is important for its humanitarian value

and for its financial benefit.

As early as1918, Edward Thorn Dike explored the relationship between

work and satisfaction in the journal of Applied Psychology.

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Employees with higher job satisfaction:

Believe that the organization will be satisfying in the long run.

Care about the quality of their work

Are more committed to the organization

Have higher retention rates

Are more productive

LITERATURE REVIEW:

Pool examines the relationship of employee job satisfaction with a number of variables

(substitutes of leadership, leadership styles, and work motivation) to see how strong the

impact is of each. He divides his sample into occupations (workers, managers, and

executives) and analyzes his results. As mentioned above, this author cites the work of

Weiss, Dawis, England, and Lofquist, and their five essential dimensions of job

satisfaction. Using the same five-item scale (determined by a combination of the job

itself, pay, promotion opportunities, supervision, and co-workers),.

The author suggests that the subordinates motivation may predict his/her job

satisfaction. He cites the expectancy theory of Nadler, Cammam, Jenkins, and Lawler

(1975), which says that a worker perceives two levels of outcomes from work: the first

tier is the degree to which the job performance is successful, the second tier is the set

of valued rewards attainable from this successful outcome. The theory describes the

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link in the mind of the employee between high job performance and valued rewards for

his or her work. This would suggest for my purposes that UNVs would have greater

motivation for their work if high rewards were perceived as a result (4).

In the results of his survey, Pool finds that the most important predictor of job

satisfaction was work indeed motivation. Weaker predictors were consideration-style

leadership, and task and organizational substitutes (both substitutes being

characteristics which either neutralize or replace a leaders behavior). This coincides

with the earlier work of Vroom (1964), which proposes a bi-directional relationship

between work motivation and job satisfaction.

Pool's findings help to explain the contradictory data from my own survey. Since my

results show a high level of work satisfaction along with simultaneous evidence of

discrimination, under-support, and insufficient employee training, the importance of

motivation as a predictor of work satisfaction is important. As shown above,

humanitarian interest was the most cited motivation for UNVs working in Kosovo. Based

on Pool's results, one may deduce that the perception of successful humanitarian work

has strongly influenced the work satisfaction reported by these Volunteers..

3.2 THEORIES RELATED TO EMPLOYEE SATISFACTION:

Equity Theory

Equity Theory shows how a person views fairness in regard to social

relationships. During a social exchange, a person identifies the amount of

input gained from a relationship compared to the output, as well as how

much effort another persons puts forth. Equity Theory suggests that if an

individual thinks there is an inequality between two social groups or

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individuals, the person is likely to be distressed because the ratio between

the input and the output are not equal.

For example, consider two employees who work the same job and receive

the same benefits. If one individual gets a pay raise for doing the same or

less work than the other, then the less benefited individual will become

distressed in his workplace. If, on the other hand, one individual gets a pay

raise and new responsibilities, then the feeling of inequality is reduced.

Two-Factor Theory (Motivator-Hygiene Theory):

Frederick Herzberg’s Two factor theory (also known as Motivator Hygiene

Theory) attempts to explain satisfaction and motivation in the

workplace.This theory states that satisfaction and dissatisfaction are driven

by different factors – motivation and hygiene factors, respectively. An

employee’s motivation to work is continually related to job satisfaction of a

subordinate. Motivation can be seen as an inner force that drives

individuals to attain personal and organizational goals (Hoskinson, Porter,

& Wrench, p. 133).

Motivating factors are those aspects of the job that make people want to

perform, and provide people with satisfaction, for example achievement in

work, recognition, promotion opportunities. These motivating factors are

considered to be intrinsic to the job, or the work carried out. Hygiene

factors include aspects of the working environment such as pay, company

policies, supervisory practices, and other working conditions.

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While Hertzberg's model has stimulated much research, researchers have

been unable to reliably empirically prove the model, with Hackman &

Oldham suggesting that Hertzberg's original formulation of the model may

have been a methodological artifact. Furthermore, the theory does not

consider individual differences, conversely predicting all employees will

react in an identical manner to changes in motivating/hygiene factors.

Finally, the model has been criticised in that it does not specify how

motivating/hygiene factors are to be measured.

Maslow's Hierarchy of Needs:

Maslow's hierarchy of needs is a theory in psychology, proposed by Abraham

Maslow in his 1943 paper A Theory of Human Motivation Maslow subsequently

extended the idea to include his observations of humans' innate curiosity. His

theories parallel many other theories of human developmental psychology, all of

which focus on describing the stages of growth in humans. Maslow use the terms

Physiological, Safety, Belongingness and Love, Esteem, and Self-Actualization

needs to describe the pattern that human motivations generally move through.

Physiological Needs

Physiological needs are those required to sustain life, such as:

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air

water

nourishment

sleep

According to Maslow's theory, if such needs are not satisfied then one's motivation will

arise from the quest to satisfy them. Higher needs such as social needs and esteem are

not felt until one has met the needs basic to one's bodily functioning.

Safety

Once physiological needs are met, one's attention turns to safety and security in order

to be free from the threat of physical and emotional harm. Such needs might be fulfilled

by:

Living in a safe area

Medical insurance

Job security

Financial reserves

According to Maslow's hierarchy, if a person feels that he or she is in harm's way,

higher needs will not receive much attention.

Social Needs

Once a person has met the lower level physiological and safety needs, higher level

needs become important, the first of which are social needs. Social needs are those

related to interaction with other people and may include:

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Need for friends

Need for belonging

Need to give and receive love

Esteem

Once a person feels a sense of "belonging", the need to feel important arises. Esteem

needs may be classified as internal or external. Internal esteem needs are those related

to self-esteem such as self respect and achievement. External esteem needs are those

such as social status and recognition. Some esteem needs are:

Self-respect

Achievement

Attention

Recognition

Reputation

Maslow later refined his model to include a level between esteem needs and self-

actualization: the need for knowledge and aesthetics.

Self-Actualization

Self-actualization is the summit of Maslow's hierarchy of needs. It is the quest of

reaching one's full potential as a person. Unlike lower level needs, this need is never

fully satisfied; as one grows psychologically there are always new opportunities to

continue to grow.

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Self-actualized people tend to have needs such as:

Truth

Justice

Wisdom

Meaning

Self-actualized persons have frequent occurrences of peak experiences, which are

energized moments of profound happiness and harmony. According to Maslow, only a

small percentage of the population reaches the level of self-actualization.

The Expectancy Theory:

According to Quick (1998) Victor Vroom of Yale University is the person most linked tothis

theory. Leonard, Beauvais and Scholl (1999) advise that the expectancy theory reliesupon

extrinsic causes for behaviours exhibited in the workplace.

In this theory, external ewards are seen as causing motivational states that fuel behaviours, as

opposed to intrinsic motivators, where behaviours are derived as a consequence of internal

forces such as enjoyment of the work itself. Shamir (1990) contends that motivational theories

based on extrinsic motivation assume that the followers make conscious choices to maximise

self-interest.Isaac, Zerbe, and Pitt (2001) suggest that in essence the expectancy model

suggests that an individual feels motivated when the following three conditions are perceived.

The personal expenditure of effort will result in an acceptable level of performance.The

performance level achieved will result in a specific outcome for the individual.The outcome

attained is personally valued by the individual .

From an organisational perspective Quick (1998) advises the use of the expectancy theory

within appraisal systems to shift from a subjective, input oriented, to a more objective, results-

measured orientation. Organisational goals must also complement personal goals

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The Porter and Lawler Model:

Porter and Lawler devised perhaps the most complete model of the satisfaction-performance

relationship (Sutermeister, 1971). The model predicts that satisfactionresults from performance

itself, the rewards for performance and the perceivedequitability of those rewards.

In the Porter and Lawler model, if an individual is attracted by the value of the reward,then the

individual will aim for a higher level of performance. If the individual also perceives that the

increased effort will lead to a reward as highly probable, the individual will further increase his

effort.

Also, if the individual inherently has the required abilities, the individual’s performance will also

improve. If the intrinsic and extrinsic rewards the individual receives from the improved

performance are perceived as equitable, then satisfaction will result, satisfaction being the

difference between perceived equitable and actual rewards. In summary, the model predicts that

performance leads to satisfaction rather than satisfaction leading to improved performance.

The employee’s satisfaction with rewards is, in part, related to what is expected and how much

is received. Feelings of satisfaction or dissatisfaction occur when employees compare their input

like job skills, education, effort and performance with output that is the mix of extrinsic and intrinsic

rewards they receive.

Employee satisfaction is also affected by comparisons with other employee in the same types of

jobs and the same types of organisations. As a result, employees compare their own input or

output ratio with that of other employees.

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While comparing themselves to others, most of the employees highlight only their strong points,

such as certain skills or a recent incident of effective performance. Employees also give their

own performance a higher rating than the one they receive from their supervisors. The problem

of unrealistic self-ratings exists to some extent as managers in most organisations do not

communicate a candid evaluation of their subordinates’ performances to them.

The biggest problem however, is the failure by supervisors to communicate a candid appraisal

of performance, which makes it difficult for employees to develop a realistic view of their own

performance. This increases the possibility of dissatisfaction with the pay that the employees are

receiving.

Employees often misperceive the rewards of other employees. According to evidences,

employees tend to overestimate the pay of other employees doing the same jobs and to

underestimate their performance.

Employee satisfaction results from a mix of rewards rather than from any single reward. The

evidence advises that both intrinsic rewards and extrinsic rewards are essential and cannot be

directly substituted for each other. Employees who are paid high for repetitious, boring job will be

dissatisfied with the need of intrinsic rewards, just as employees who are paid low for interesting,

challenging work can be dissatisfied with extrinsic rewards.

Employee satisfaction is very important for organisations, as it:

Enhances employee retention

o Increases productivity.

o Increases customer satisfaction.

o Reduces turnover, recruiting, and training costs.

o Enhances customer satisfaction and loyalty.

o Improves teamwork.

o Improves the quality of products and or services due to more competent, energised employees.

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7 WAYS TO IMPROVE EMPLOYEE SATISFACTION:

GIVE EMPLOYEES MORE CONTROL:

Employers should look for ways to give employees more control over their

schedules, environment, and/or work habits. For instance, employers could offer

alternative work schedules such as flextime or telecommuting.

Today's employees have demanding schedules outside of work, and many

workers appreciate a boss who considers work-life balance. Because every

person's obligations outside of work are different, customized schedules are a

great way to improve employee satisfaction.

Employers should also encourage employees to customize their workstations.

This could include décor and/or equipment. This not only gives employees

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control over their work environments, but it can ease personal barriers such as

back pain or eyestrain. In addition, studies show that certain colors or décor can

improve happiness. Employees will be able to create a place they enjoy working

in rather than being stuck in a bland office cubicle.

Another way to give employees a sense of control is to create employee-driven

competitions such as sales competitions. These activities put employees in

control of their success. Each employee can set personal goals, and they will feel

a sense of accomplishment rather than obligation.

EASE COMMUTING STRESS:

Employers should consider ways to decrease commuting stress. For instance,

employers could stagger work times to avoid heavy traffic. Review beginning and

ending times and determine if the specific times or the amount of people arriving

at each time can be adjusted. In addition, review late arrival policies.

If employees are severely reprimanded for arriving late, they will be much more

stressed during a bad commute and will arrive at the office miserable. 

Another possibility is to offer telecommuting options. This eliminates the

necessity of commuting and allows employees to work where they are most

comfortable. Telecommuting also has a variety of benefits for the employer such

as reduced costs.

STOP WASTING TIME:

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Tight deadlines are another major sources of stress for many employees.

Employers can ease this stress by freeing up more time. For instance,

employers can make meetings shorter and more efficient.

Consider tricks that sound silly but are actually effective such as having a

meeting with no chairs. People will be more likely to stick to the necessary

agenda when they have to stand the entire meeting.

Whenever possible, substitute conference calls for meetings. To reduce

unnecessary chitchat, make calls before lunchtime or at the end of the day.

People will want to cut to the chase, so they can go to lunch or get home.

Another idea is to create organizational systems that improve efficiency.

Clutter and confusion are major time zappers. Organized offices and systems

ease stress, save time, and increase productivity.

ENCOURAGE SOCIAL CONNECTIONS:

Socialization is a key component of happiness. "Interacting with others

gives people a boost in mood – surprisingly, this is true even for

introverts,"

Employers should find ways to encourage social relations. Consider an

office arrangement that fosters communication. Arrange workstations so

employees can see each other and talk.

Employers can also encourage office celebrations for holidays and

birthdays. These celebrations do not need to be expensive. It can be as

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simple as asking everyone to bring in a covered dish. Even when there is

no reason to celebrate, encourage employees to eat lunch together.

Provide a comfortable eating area.

Socialization is not limited to office hours. Encourage out of office

socialization such as volunteer programs. This gives employees a change

to develop relationships outside of the office while promoting the company

in a positive way. Community service is a great way to build a positive

reputation, and it is a happiness booster for employees.

PROMOTE GOOD HEALTH:

Poor health is not only damaging to employees, it is detrimental to

businesses. The first step is to educate employees on health topics.

Provide reading materials or offer seminars. People can't make positive

changes if they don't know what to change.

Once employees know about health topics such as stress, exercising, and

healthy eating, start a health related competition such as the Biggest

Loser. This offers employees motivation and a support system. If the

entire office is involved, employees will be more likely to accomplish their

goals.

To help employees make positive lifestyle changes, have a kitchen

equipped with a refrigerator and microwave to prepare healthy meals.

Research shows that preparing food is healthier than eating out. Also,

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encourage breaks throughout the day. Even small amounts of exercise

throughout the day are beneficial.

CREATE AN ATMOSPHERE OF GROWTH:

Jobs are more than a source of income. Jobs are a venue for employees to

grow and learn. In a survey about employee motivation, employees ranked

job characteristics that motivated them

Employers can create an atmosphere of growth by providing training,

acknowledging benchmarks, and celebrating accomplishments. Employers

should also encourage employees to take risks and learn new skills.

Employees will become bored and lose motivation if they are never given an

opportunity to expand their skills and responsibilities.

BREAK UP ROUTINES:

Employers should look for small ways to surprise employees. For

instance, you can occasionally bring in a special treat such as coffee or

baked goods. Small gestures show employees that you appreciate their

time.

Another idea is to host an office party for a quirky holiday. Employers

could even allow employees to create a holiday. Again, this does not need

to be expensive. The keys are breaking up the routine of the workweek,

promoting socialization, and demonstrating your appreciation.

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Also consider an office give-away. You can hold a raffle or competition to

motivate employees. The prize can be as simple as a gift card or as

extravagant as a vacation.

What Employers Can Do About Employee Satisfaction

In this environment for employee satisfaction, it is vitally important to know which factors

most affect employee satisfaction. You want to spend your time, money, and energy on

programs, processes, and factors that will have a positive impact on employee

satisfaction. A 2009 survey, by the Society for Human Resource Management (SHRM)

looked at 24 factors that are regularly thought to relate to employee satisfaction. The

study found that employees identified these five factors as most important:

job security,

benefits (especially health care) with the importance of retirement benefits rising

with the age of the employee,

compensation/pay,

opportunities to use skills and abilities, and

feeling safe in the work environment.

The next five most important factors affecting employee satisfaction were:

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the employee's relationship with his or her immediate supervisor,

management recognition of employee job performance,

communication between employees and senior management,

the work itself, and

autonomy and independence in their job.

Factors that were not strongly connected to employee satisfaction included:

“the organization’s commitment to a ‘green’ workplace,

networking opportunities,

career development opportunities,

paid training and tuition reimbursement programs, and

the organization’s commitment to professional development.”

In contrast, Human Resources professionals ranked these ten factors as most important

in employee satisfaction:

job security,

relationship with immediate supervisor,

benefits,

communication between employees and senior management,

opportunities to use skills and abilities,

management recognition of employee job performance,

job-specific training,

feeling safe in the work environment,

compensation/pay, and

overall corporate culture.

I’ve consolidated for you the results of employee satisfaction surveys and their

implications for the workplace. Most importantly, I have provided research data that

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defines the factors most important to employees as you continue to seek to provide a

workplace that emphasizes employee satisfaction as a recruiting and retention tool.

3.3 BENEFITS OF EMPLOYEE SATISFACTION:

Figure no.9 Benefits of employee satisfaction

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Identify Problems – Surveys are can be very effective in identify problems areas

before they become serious, especially those that are hidden from senior

management.

Working Environment – From something small like a broken chair to the more

serious problem of sick building syndrome that can result in personnel

experiencing headaches; eye, nose, and throat irritation; a dry cough; dry or itchy

skin; dizziness and nausea; and difficulty in concentrating. Surveys allow

environmental problems to be identified in a measured and controlled manner.

Remuneration & Benefits – Measure and monitor how satisfied personnel are

with their remuneration and benefits.

Mood and Moral – Provides a simple but effective method to measure and

monitor the mood and moral of an organization.

Benchmark – In the same way that an organization will consider their financial

position by comparison with previous years, so the regular use of online surveys

will allow an organization to monitor and measure their progress and

development in non-financial terms.

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Processes & Procedures – As businesses evolve some of the traditional

processes and procedures can become antiquated, personnel are often the first

to know and the last to be asked. New technology is often a driver that will cause

a business to evolve and the business processes need to be constantly

challenged to ensure that they are properly aligned with the technology.

Training – Lack of proper training is a common cause of dissatisfaction among

employees and can lead to more serious problems such as stress.

Communication – For an organization to run efficiently good internal and

external communications are essential, surveys can provide a method to help

organizations to monitor and measure how well an organization communicates.

Goals and Objectives – Surveys can measure and monitor the extent that the

personnel are aligned with the senior management’s business goals and

objectives.

Compliance – To properly comply with an ever increasing array of regulations

the modern organization needs to be able to disseminate information throughout

the organization and ensure, through records, that the information has been

received, and importantly, understood. Online questionnaires can offer an

organization a cost effective method to meet many of their obligations.

Keeping the Initiative – It is always better for management to ask than be told.

By conducting periodic employee satisfaction surveys the management is able to

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retain the initiative in trying to identify problems that could otherwise

metamorphose into demands.

RISKS:

Management – Some managers can regard any form of employee

consultation as a sign of weakness and may have a tendency to dismiss

out of hand any negative comment.

Warts and All – A survey is likely to reveal warts and all. Senior

management should be prepared for discovering that the top down view

can differ from the bottom up view and that ignorance, of any identified

problems, can no longer be used as an excuse.

Non-Action – Many employees will invest time and effort in participating

in a survey and their hopes and expectations will be raised. If nothing is

done post survey to address the issues that have been raised by the

survey then employees may develop a cynical attitude and make it more

difficult to obtain employee feedback in future.

Management should be prepared to formally recognize and respond to

any issue that is raised as a result of conducting a survey even if the

demands of employees are not to be met. If senior management agree to

address and resolve some issues then action needs to have started

before any further survey is scheduled.

Can Cause Problems – Where surveys reveal, or bring problems, to the

surface there could be a tendency for senior management to blame the

messenger.

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3.4 FACTORS INFUENCING EMPLOYEE SATISFACTION

1.OPPORTUNITY

Employees are more satisfied when they have challenging opportunities at work.

This includes chances to participate in interesting projects, Jobs with a satisfying

degree of challenge and opportunities for increased responsibility. Important: this

is not simply "Promotional Opportunity”. Employees have found challenge

through projects, team, leadership, special assignments- as well as promotions.

Actions:

Promote from within when possible.

Reward promising employees with roles on interesting projects.

Divide jobs into levels of increasing leadership and responsibility.

2. STRESS

When negative stress is continuously high, job satisfaction is low. Jobs are more

stressful if they interfere with employees personal lives on are a continuing

source of worry for concern.

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Actions:

Promote balance of work and personal lives.

Make sure that senior managers model this behavior.

Distribute work evenly within work teams.

Review work procedures to remove unnecessary "red tape" or

bureaucracy.

Manage the number of interruptions employees have to endure while doing

their jobs.

Some organizations utilize exercise or "fun" breaks at work.

3. LEADERSHIP

Employees are more satisfied when their managers are good leaders. This

includes motivating employees to do a good job, striving for excellence or just

taking action.

Actions:

Make sure your managers are well trained. Leadership combines attitudes

and behavior. It can be learned.

People respond to managers that they can trust and who inspire them to

achieve meaningful goals.

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4. WORK STANDARDS

Employees are more satisfied when their entire workgroups takes pride in the

quality of its work.

Actions:

Encourage communication between employees and customers. Quality

gains importance when employees see its impact on customers.

Develop meaningful measures of Quality. Celebrate achievements in

quality.

5. FAIR REWARDS

Employees are more satisfied when they feel they are rewarded for the work they

do. Consider employee’s responsibilities, the effort they have put forth, the work

they have done well and the demands of their jobs.

Actions

Make sure rewards are for genuine contributions to the organization.

Be consistent in your reward policies.

If your wages are competitive, make sure employees know this.

Rewards can includes a variety of benefits and perks other than money.

6. ADEQUATE AUTHORITY

Employees are more satisfied when they have adequate authority to do their

jobs.

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Actions

Let employees make decisions.

Allow employees to have input on decision that will affect them.

Establish work goals but let employees determine how they will achieve

those goals. Later reviews may identify innovative "best practices.

Ask, “if there were just one or two decisions that you could make the

biggest difference in your job?"

CENTRALIZATION/DECENTRALIZATION

The amount to which each organization is centralized or decentralized has

a major impact on how the employees perceive the organization. One of

the benefits are that it allows for the people who are closest to the

problem.

This in turn allows problems and decisions to be made in a timely manner.

Employees that are closest to the problem have the greater knowledge as

to what the decision's factors are, often creating good decisions. Another

benefit of a more decentralized organization is that because employees

have more decision-making authority, they are more motivated by their

jobs.

The motivation comes from the chance to be their own manager when

hierarchy of authority.An organization’s level structure, including height

and width, is another factor in employee satisfaction.

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The fact that a flat organization structure enables employee’s opinions and

views to be heard by management and have an impact on daily business.

The flatter organization also proves to be more caring about employees.

With only a limited number of employees, each one is treated with a

degree of respect and importance. Knowing they are valued members of

the organization gives a degree of satisfaction. This also makes its easier

for employees to work, and they feel more comfortable in their work

environment.

DIVISION OF LABOUR

It has significant impact on employee satisfaction. Employees are given more

responsibility with regards to making decisions involving customers. This gives

them a sense of importance within the organization. Servers at organization are

able to approach the tables in their own style and are free to offer coupons and

other check adjustments without the permission of manager. They are able to

determine when other employees can finish their shift.

SIGNIFICANCE OF EMPLOYEE SATISFACTION

A review of the evidence has identified our factors conductive to high levels of

employee’s job satisfaction, mentally challenging work, equitable rewards

colleagues. Importantly each of these factors is controllable by managing.

MENTALLY CHALLENGING WORK

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People prefer jobs that give them opportunities to use their skills and abilities and

offer a variety of tasks, freedom and feedback on how well they’re doing. These

characteristics make-work mentally challenging.

EQUITABLE REWARDS

Employees want pay systems and promotion policies that they perceive as being

just, unambiguous, and in line with their expectations. When pay is seen, as fair

based on job demands, individual skill level, and community pay standards,

satisfaction is likely to result. Similarly, employees seek fair promotion and

practices. Promotion provides opportunity for personal growth, more

responsibilities, and increased social status. Individuals who perceive that

promotion decisions are made in fair and just manner, therefore, are likely to

experience satisfaction from their jobs.

SUPPORTIVE WORKING CONDITION

Employees are concerned with their work environment for both personal comfort

and facilitating doing a good job. Studies demonstrate take employees prefer

physical surroundings that are not dangerous or uncomfortable. In addition, most

employees prefer working relative close to home, in clean and relatively modern

facilities, and with adequate tools and equipment.

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SUPPORTIVE COLLEAGUES

People get more out of work than merely money or tangible achievements.

For most employees, work also fills the need for social interaction. Not

surprisingly, therefore, having friendly and supportive co-workers leads to

increased job satisfaction.

The behaviour of one’s boss is also a major determinant of satisfaction.

Studies generally find that employee satisfaction is increased when the

immediate supervisor understands and friendly, offer praise for good

performance, listen to employees’ opinions, and shows a personal

interests in them.

The notion that managers and organizations can control the level of

employee job satisfaction is inherently attractive. It fits nicely with the view

that managers directly influence organizational process outcomes.

Unfortunately there is a growing body if evidence that challenges the

notion that managers control the factors that influence employee job

satisfaction. The most recent findings indicate that employee job

satisfaction is largely genetically determined.

The only place where managers will have any significant influence will be

through their control of selection process. If managers want satisfied

workers, they need to make sure their selection process screens out the

negative, maladjusted trouble-making faultfinder who derives little

satisfaction in anything about their jobs.

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Figure no.10 Employee satisfaction factors

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1. Organization development factors

• Brand of organization in business field and comparison with leading competitor.

• Missions and Vision of organization.

• Potential development of organization.

2. Policies of compensation and benefits factors

• Wage and salary

• Benefits

• Rewards and penalties

3. Promotions and career development factors

• Opportunities for promotion.

• Training program participated or will do.

• Capacity of career development

4. Work task factors

• Quantity of task

• Difficult level of task

5. Relationship with supervisor factors

• Level of coaching

• Level of assignment for employee

• Treatment to employee etc

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6. Working conditions and environment factors

• Tools and equipment

• working methods

• Working environment

7. Coporare culture factors

• Relationship with coworkers

• Level of sharing etc

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3.5 OBJECTIVES OF EMPLOYEE SATISFACTION

Employee satisfaction is regarded as a function of harmony between rewards

given by the work environment and the desire of the individual for these rewards.

Therefore different objectives have to be considered in mind while survey:

MANAGEMENT SATISFACTION: It has been considered that employee

satisfaction, especially because of their role in the employee’s performance and

career. Many dimensions of satisfaction with higher management have been

investigated such as understanding of employee’s suggestions when taking

decisions, showing the necessary concern for employee’s problems and being

accessible by the employees.

COLLEAGUE SATISFACTION: Workforce share the work environment with

others doing the same kind of work. The success and interest shown by other

employees in their own work usually strongly affect the satisfaction that people

feel in their work environment. As well as thoughts about colleagues,

qualifications, knowledge and skill, the friendship and co-operation among those

working in the same organization.

OTHER WORK GROUP SATISFACTION: Employees can be successful in their

own jobs only if they can make the work environment more productive with the

help of other employees who work in the same organization but have different

jobs and by giving support to the various jobs done. Group satisfaction should be

analyzed as a dimension of satisfaction since the strong bonds among

employees doing different jobs is of major importance for people working in the

same organization to be successful in their respective jobs.

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PHYSICAL ENVIRONMENT SATISFACTION: No matter how motivated and

efficient people are in their jobs, various physical characteristics of the

environment they work in seriously affect the success and productivity they would

like to attain. Therefore, the conditions of the physical environment like canteen &

work area are also often emphasized in studies dealing with employee

satisfaction.

SALARY AND OTHER MATERIAL BENEFITS SATISFACTION: Salary and

other material benefits appear as an important objective of satisfaction action.

Salaries paid for work done and therefore, have the effect of increasing general

satisfaction.

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DRIVERS OF SATISFACTION

Satisfaction Drivers: Requirements with very high scores for both stated and

derived importance. These are the strongest drivers of satisfaction and should

feature very strongly in employer’s plans for improving co- worker satisfaction.

Hygiene Factors: Items with stated importance but low derived importance.

Strong performance by the employer in these areas will often be taken for

granted, and while performance beyond acceptable minimum standards will not

necessarily result in an increase in co-worker satisfaction, poor performance will

have a strong adverse effect on co-worker satisfaction.

Hidden Opportunities: Factors with low stated importance, but high-derived

importance, such as ‘being treated equally’. While co- workers do not rate these

factors high in importance, performance in these areas will have a strong impact

on overall satisfaction; a good co-worker experience will have a strong positive

effect on overall satisfaction, while a bad one will have a lasting negative effect.

Marginals: Requirements with both stated and low derived importance. Such

requirements cannot be dismissed as unimportant, since all of the requirements

included on the questionnaire were rated as important by co-workers during

exploratory phase of the research..

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HOW SATISFIED ARE PEOPLE IN THEIR JOBS?

Are most people satisfied with their jobs? The answer seems to be a

qualified “yes” in most of the developed countries. In spite of general

positive results, recent trends are not encouraging. The evidence indicates

a marked decline in job satisfaction since the early 1990’s.

What Factors might explain this recent drop in job satisfaction? Experts

suggest it might be due to employer’s efforts at trying to increase

productivity through heavier employee workloads and tighter deadlines.

Another contributing factor may be a feeling, increasingly reported by

workers, that they have less control over their work.

Apparently even economic prosperity doesn’t necessarily translate into

higher job satisfaction.

What factors might explain this recent drop in satisfaction level? Experts

suggest it might be due to employer’s efforts at trying to increase

productivity through heavier employee workloads and tighter deadlines.

Another contributing factor may be a feeling increasingly reported by the

workers, that they have less control over work.

While it is possible that higher pay alone translates into higher job

satisfaction, an alternative explanation is that higher pay is reflecting

different types of jobs. Higher paying –jobs generally require higher skills,

give incumbents greater responsibilities are more stimulating and provide

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more challenges, and allow workers more control. So it may be that the

report of higher job satisfaction among better-paid workers reflects the

greater challenge and freedom they have in their job rather than the pay

itself.

HOW PEOPLE CAN EXPRESS DISSATISFACTION

Employee dissatisfaction can be expressed in a number in a number of ways.

For example, rather than quit, employees can complain, be insubordinate,

steal organizational property, or shirk a part of their work responsibilities. The

figure below offers four responses that differ from one another along two

dimensions: constructive/destructive and active/passive.

Active

Destructive Constructive

Passive

Figure no.11 Means to express dissatisfaction

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VOICE EXIT

LOYALTYNEGLECT

They are defined as follows:

1 Exit: Behavior directed toward leaving the organization, including looking for a

new position as well as resigning.

2.Voice: Actively &constructively attempting to improve conditions including

suggesting improvements, discussing problems with superiors, &some forms of

union activity.

3.Loyalty: Passively optimistically waiting for conditions to improve, including

speaking up for the organization in the face of external criticism and trusting the

organization and its management to “do the right thing”.

4.Neglect: Passively allowing conditions to worsen, including chronic

absenteeism, reduced effort, and increased error rate.

Exit and neglect behaviours encompass our performance variables –productivity,

absenteeism, and turnover. But this model expands employee response to

include voice and loyalty- constructive behaviors that allow individuals to tolerate

unpleasant situations or to revive satisfactory working conditions. It helps us to

understand situations such as those sometimes found among unionized workers,

for whom low job satisfaction is coupled with low turnover. Union members often

express dissatisfaction through the grievance procedure or through formal

contract negotiations. These voice mechanisms allow union members to continue

their jobs while convincing themselves that they are acting to improve the

situation.

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SCOPE OF EMPLOYEE SATISFACTION

Manager’s interest is jobs satisfaction tends to center on its effect on employee

performance. Researchers have recognized this interest, so we find a large

number of studies that have been designed to assess the impact of jobs

satisfaction on employee productivity.

SATISFACTION AND PRODUCTIVITY

The statement that “ happy workers are productive workers” is generally

found false. Based on the evidence, or accurate conclusions is that

actually the reverse – productive workers are likely to be happy workers.

That is, productivity leads to satisfaction rather than other way round. If

one does a good job then he or she intrinsically feels good about it. At the

individual level, productivity, higher productivity leads to increase verbal

recognition, pay level, and probabilities for promotion, These rewards, in

turn, increases level of satisfaction with the job.

If we move from individual level to the organizational level, there is

renewed support for the original satisfaction-performance relationship.

When satisfaction and productivity data are gathered for the organization

as a whole, rather than at the individual level, we find that organizations

with more satisfied employees tend to be more effective than organizations

with fewer satisfied employees. So while we might not be able to say that a

happy worker is more productive, it might be true that happy organizations

are more productive.

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SATISFACTION AND ABSENTEEISM

There is a consistent negative relationship between satisfaction and

absenteeism. While It certainly makes sense that dissatisfied employees are

more likely to miss work, other factors have an impact on the relationship.

SATISFACTION AND TURNOVER

Satisfaction is also negatively related to turnover. Yet again, other

factors such as labour market conditions, expectations about alternative

job Opportunities, and length of tenure with the organization are

important constraints on the actual decision to leave one’s current job.

Evidence indicates that an important moderator of the satisfaction

turnover relationship is the employee’s level of performance.

Specifically, level of satisfaction is less important in predicting turnover

for superior performers. This is because the organization makes

considerable efforts to keep these people.

They get pay raises, praise, recognition, increased promotional

opportunities, and so forth. Just the opposite tends to apply to poor

performers. Few attempts are made by the organization to retain them.

Therefore job satisfaction is more important in influencing poor

performers to stay than superior performers. Regardless of level of

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satisfaction the latter is more likely to remain with the organization

because the receipt of recognition, praise, and other rewards gives

them more reasons for staying.

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SATISFACTION AND OCB

It seems logical to assume that job satisfaction should be a major determinant of

an employee’s organizational citizenship behaviors (OCB). Satisfied employees

would seems more likely to talk positively about the organization, help others,

and go beyond the normal expectations in their job. Moreover, satisfied

employees might be more prone to go beyond the call of duty because they want

to reciprocate their positive experiences.

There is a modest overall relationship between job satisfaction and OCB. But

satisfaction is unrelated to OCB when fairness is controlled for. Basically, job

satisfaction comes down to conceptions of fair outcomes, treatments and

procedures. If one doesn’t like their supervisor, the organization’s procedures, or

pay policies are fair, your job satisfaction is likely to suffer significantly. However,

when one perceives organizational processes and outcomes to be fir, trust is

developed. And when one trusts their employer, then they are more wiling to

voluntarily engage that go beyond formal job requirements.

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FURTHER STUDY

The most recent findings indicate that employee job satisfaction is largely

genetically determined. Whether the person is happy or not is essentially

determined by his orher gene structure.

Approximately 80 percent of people’s differences in happiness, or

subjective well being have been found to be attributable to their different

genes.

Analysis of satisfaction data for a selected sample of individual over 50

years period that individual results were consistently stable over time, even

these people changed employers and occupations. This and other

research suggests that an individual’s disposition in life-positive or

negative is established by his or her genetic make-up, holds overtime and

carries over into his or her disposition toward work.

Given these finding, there is probably little that most managers can do to

influence employee satisfaction, In spite of the fact managers and

organization go to extensive lengths to try to improve employee job

satisfaction through actions as manipulating job characteristics, working

conditions, and rewards and these actions are likely to have little effect.

The only place where managers will have any significant influence

will be through their control of selection process. If managers want

satisfied workers, they need to make sure their selection process

screens out the negative, maladjusted trouble-making faultfinder

who derives little satisfaction in anything about their jobs.

Fringe Benefits should be taken into great consideration and it

should be provided to each & every employee of the company.

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3.1 DATA COLLECTION

3.2 SAMPLING DESIGN

3.3 DATA ANALYSIS AND INTERPRETATION OF RESULT

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Research Methodology

Research methodology is a way to systematically solve the research problem. When we

talk of research methodology we not only talk of research methods but also consider the

logic behind it. We use in the context of our research studies and explain why we are

not using the other method so that research result is capable of being

evaluated either by the researcher himself or by the others.

The purpose of this section is to describe the methodology carried out to

complete the work. The effectiveness of any research work depends upon

the correctness and effectiveness of the research methodology.

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3.1 DATA COLLECTION

D a t a i s d e f i n e d a s r a w f a c t s t h a t n e e d t o b e p r o c e s s e d s o t h a t

i n f o r m a t i o n i s p r o d u c e d . F o r   achieving useful results it is necessary to collect

accurate data. If the data on the basis of which we reach to the accurate conclusion, is

no correct. It is worthless to do survey So for getting the useful results of research

it is very necessary to consider methods of collecting data and the quantity

of information they be expected to produce.

Kinds of data collection

Primary Data

Secondary Data

PRIMARY DATA

A data that is collected very first time to a specific purpose directly from the field of

enquiry by engaging trained investigators, not have been use for any other purpose is

called primary data.

SOURCES OF COLLECTING PRIMARY DATA

Self framed Questionnaires.

Sample

Personal Interview

Observation

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SECONDARY DATA

S e c o n d a r y d a t a a r e s u c h n u m e r i c a l i n f o r m a t i o n , w h i c h h a v e b e e n

a l r e a d y c o l l e c t b y s o m e agency for a specific purpose and are subsequently

compiled from the source of application in adifferent connection.

SOURCES OF COLLECTING SECONDARY DATA

Internet

Magazine

Prior report of the company

Newspapers

Samples

T h e r e s e a r c h p e r s o n a l l y a d m i n i s t e r e d s e l f f r a m e d q u e s t i o n n a i r e t o

5 0 r e s p o n d e n t s f o r t h e  purpose of collecting information on the views

and of the employees regarding the job satisfaction .T h e r e s e a r c h

w a s  personally conducted.

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3.2 SAMPLING DESIGN

SAMPLE SIZE : The sample size for the research work was 50 employees working in

BSL ltd.

TOOL : The tool used in the research was Questionnaire.

TOOL DESIGN: The Questionnaire was analyzed Question wise via percentage

analysis

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3.4 DATA ANALYSIS AND INTERPRETATION OF RESULT:

1.) I get all information about the events and affairs of the company which have an effect on my work

Sr. No RESPONSE RESPONDENT PERCENTAGE1. Agree 40 80%2. Disagree 5 10%3. Uncertain 5 10%

Table No.2 Access to information

Agree80%

Disagree10%

Uncertain10%

Access to information

Figure no.12 Access to information

Interpretation: 80% of the employees agree that they have an access to all

information regarding the events and affairs of the company,10% employees said that

they don’t have access to all the information while other 10% of the employees were

uncertain in this matter.

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2) When you have a suggestion to improve your job is it easy for you to get your ideas across to your immediate supervisor.

Sr. No RESPONSE RESPONDENT PERCENTAGE1. Yes 12 24%2. No 31 62%3. Uncertain 7 14%

Table No.3 Ease of conveying suggestions

Figure no.13 Ease of conveying suggestions

Interpretation: 62% employees said that it is not easy for them to convey their

suggestions to their supervisor’s, 24% said that yes they can convey their suggestions

while 14% were uncertain in this respect.

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3.) According, to you what are the barriers that stops you to convey your suggestions?

Sr. No RESPONSE RESPONDENT PERCENTAGE1. Improper communication 15 30%

2. Lack of management support 6 12%

3. Supervisor’s attitude 29 58%

Table No.4 Barriers in conveying suggestion

Figure no.14 Barriers in conveying suggestion

Interpretation: 58% employees feel that due to the supervisor’s attitude they are unable to convey

their suggestions, 30% feel due to lack of proper mode of communication while 12% feel that due to lack

of management’s support in their decisions and suggestions they are unable to convey.

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4) I am provided with clear instructions and sufficient facilities regarding

new assignments

Sr. No RESPONSE RESPONDENT PERCENTAGE1. Yes 40 80%2. No 10 20%

Table No.5 clear instructions provided

Figure no.15 clear instructions provided

Interpretation: 80% employees feel that they are provided with clear instructions regarding new

assignments while 20% employees deny the fact.

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5) I am clearly informed about what exactly is expected of me regarding my work?

Sr. No RESPONSE RESPONDENT PERCENTAGE1. Yes 5 10%2. No 35 70%3. Not always 10 20%

Table No.6 Expectations Conveyed

Figure no.16 Expectations Conveyed

Interpretation: 70% employees feel that they are not clearly conveyed the expectations, 10% feel

that they are conveyed what is expected from them while 20% say that it is not done always.

6) Employees receive recognition and appreciation for their abilities, efficiency and good work done

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Sr. No RESPONSE RESPONDENT PERCENTAGE1. Yes 41 82%2. No 9 18%

Table No.7 Recognition and rewards

Figure no.17 Recognition and rewards

Interpretation: 82% employees said that yes rewards are given for recognition of employee’s

abilities while 18% deny this fact.

7) What form of reward is expected to be given by the company ?

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Sr. No RESPONSE RESPONDENT PERCENTAGE

1. In terms of gifts 4 8%

2. Linked to appraisal 6 12%

3. Increment 38 76%

4. Something to remember 2 4%

Table No.8 Rewards given by the company

Figure no.18 Rewards given by the company

Interpretation: 76% employees said that the company may give increments as a

form of reward,12% said that reward may be in the form of appraisal,8% said that it

may be in the form of gifts,4% said that it may be in the form of something to

remember..

8.) There are adequate training programs and workshops conducted as per my requirement to perform my job well.

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Sr. No RESPONSE RESPONDENT PERCENTAGE

1. Agree 42 84%

2. Disagree 8 16%

Table No.9 Adequate training provided

Figure no.19 Adequate training provided

Interpretation: 84% employees agreed that effective training is provided while

16% disagreed to this fact.

9) The company provides excellent benefits and welfare facilities for the employees and their families

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Sr. No RESPONSE RESPONDENT PERCENTAGE1. Agree 45 90%2. Disagree 5 10%

Table No.10 Benefits and facilities provided

Figure no.20 Benefits and facilities provided

Interpretation: 90% employees feel that the company provides them excellent benefits

and welfare facilities while 10% deny this fact.

10) The management takes good care of the problems of the employees and tries to solve or redress them with proper counseling as soon as possible

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Sr. No RESPONSE RESPONDENT PERCENTAGE1. Agree 45 90%2. Disagree 5 10%

Table No.11 Problems solved effectively

Figure no.21 Problems solved effectively

Interpretation: 90% employees feel that the management takes good care of the

problems of the employees and tries to solve or redress them with proper counseling as

soon as possible where as 10% employees don’t agree to this.

11) What do you think should be modified to enhance employee satisfaction?

Sr. No RESPONSE RESPONDENT PERCENTAGE1. Give more opportunity to show their

skills

7 14%

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2. Provide adequate authority 28 56%

3. Break up routines 12 24%

4. Proper work environment 1 2%

5. Encourage team work 2 4%

Table No.12 Suggestions to enhance employee satisfaction

Figure no.22 Suggestions to enhance employee satisfactionInterpretation: 56% employees feel that adequate authority should be provided to

employees for enhancing their satisfaction level, 24% said that break up routines should

be provided,14% felt that employees must be given more opportunity to show their

skills. 4% felt that team work should be encouraged while 2% said that proper work

environment should be maintained in order to enhance employee satisfaction levels.

12) How satisfied are you with the physical working conditions mentioned below, in the organization

(1) Very satisfied, (2) Satisfied, (3) Uncertain, (4) Dissatisfied,(5) Very dissatisfied, (6) Not Applicable

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Drinking water facilities

Toilet facilities

Lighting

Work area(space)

Maintenance of computers and other equipments

Cleanliness of workplace

Sports club

Noise control

Telephone facilities

Canteen facilities

Sr. No RESPONSE RESPONDENT PERCENTAGE1. Very satisfied 10 20%2. Satisfied 25 50%3. Uncertain 0 0%4. Dissatisfied 8 16%5. Very dissatisfied 7 14%

Table No.13 Satisfaction with the physical facilities

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Figure no.23 Satisfaction with the physical facilities

Interpretation: 50% of the employees are satisfied with the physical facilities

provided,20% are very much satisfied with th facilities and hace no complaints,14% are

very dissatisfied,16% are very dissatisfied with the facilities and 0% are uncertain.

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5.1 MAIN FINDINGS & OBSERVATIONS

5.2 CONCLUSION

5.3 SUGGESTIONS

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5.1 Main Findings & Observations

INTERPRETATION OF RESULTS

Acc to the PRIMARY DATA ANALYSIS, the following major issues were brought under

consideration:

Majority of the employees agreed that they have access to all information

regarding the events of their company and the events that have an effect on their

job.

Employees said that it is not easy for them to convey their suggestions to their

higher authorities owing to various reasons like:

58% employees feel that due to the supervisor’s attitude they are unable to convey their

suggestions,

30% feel due to lack of proper mode of communication while

12% feel that due to lack of management’s support in their decisions and suggestions they are

unable to convey.

80% of the employees said that they are provided clear instructions about hoe to perform their job

but are not clearly conveyed the expectations required from them while 20% said that

expectations are sometimes conveyed and sometimes not.

82% employees said that rewards are given as a means of recognition and the company is

expected to give the following forms of rewards:

o 76% employees said that the company may give increments as a form

of reward,

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o 12% said that reward may be in the form of appraisal,

o 8% said that it may be in the form of gifts,

o 4% said that it may be in the form of something to remember

84% employees agreed that effective training is provided while 16% disagreed to

this fact which indicated towards the fact that the company understands the

importance of effective training of the employees.

90% employees feel that the company provides them excellent benefits and welfare

facilities while 10% deny this fact, indicating to the fact that the company is very

well aware of the needs of the employees and is socially responsible.

Majority of employees agreed that the management takes good care of the problems of

the employees and tries to solve or redress them with proper counseling as soon

as possible indicating towards a good grievance handling procedure of the

company.

56% employees feel that adequate authority should be provided to employees for

enhancing their satisfaction level, 24% said that break up routines should be

provided, 14% felt that employees must be given more opportunity to show their

skills,4% felt that team work should be encouraged while 2% said that proper

work environment should be maintained in order to enhance employee

satisfaction levels.

50% of the employees are satisfied with the physical facilities provided,20% are

very much satisfied with the facilities and have no complaints,14% are very

dissatisfied,16% are very dissatisfied with the facilities, indicating to the fact that

the company is concerned about providing better facilities to its employees but

needs to further improve them to enhance their satisfaction levels.

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5.2 CONCLUSION

The motive of conducting this research is to generate widespread

understanding of the employee satisfaction in BSL,bhilwara. The research

focused on examining the operations of BSL in providing satisfaction to its

employees.

The weaknesses observed especially in that the employees are not able

to communicate their suggestions about their work to the higher authority,

they are not informed of the expectations required from them on job, and

despite providing immense physical facilities a fraction of employees are

unsatisfied and hence company should work in this respect.

The strengths identified such as access to information to enhance

employee’s commitment, ensured reward, adequate training provided to

the employees, effective problem solving and providing better physical

working conditions to enhance the level of satisfaction of the employees.

Measures for training, development of the employees and environmental

awareness are given top priority by the management.

The percentage of satisfied employees through exceed the percentage of

dissatisfied employees but for the further development of the company

employee satisfaction must be given most priority.

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Good management is the solution to every problem and good

management means working in partnership with the employees.

It is an acknowledged fact that satisfaction of the employees is vital for the

growth of any company. If a company doesn’t look forward in this respect,it

may end up loosing its best potential of employees. Providing a platform &

participating collectively is important, for a suggestion program becomes

an employee involvement technique, a quality & productivity enabler & a

vehicle providing timely & meaningful recognition to all employees.

5.3 SUGGESTIONS

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The research has made an attempt to suggest some measures which are as

follows:

As majority of employees said that they don’t find it easy to communicate

their suggestions to the higher authority, effective measures must be taken

to encourage them to express their ideas.

Meetings involving employees of different levels should be encouraged so

that the employees get an effective platform to communicate and express

themselves.

As supervisor’s attitude is the major reason in this respect, supervisors

must be provided effective behavioural training so that the environment

could be made productive.

Non-monetary benefits could also help to motivate the employees such as

awards for the employee of the month. An employee bulletin board could

also be put up; a letter of appreciation from the immediate boss of the

employee or department head could be displayed on it appreciating the

efforts of the employees as a means of enhancing the satisfaction level of

the employees.

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Adequate authority must be provided to the employees so that they are in

the position to take decisions as they are much closer to the problem plus

this would help the company in motivating the employees and in increasing

their commitment towards the organization.

Supervisors must clearly convey what is expected from the employees so

that it would help employee to effectively direct his efforts in the particular

direction plus it would help both the employee and the supervisor to know

whether further training for the employee is required.

Employees must be provided more opportunity in showing their skills this is

possible by giving them challenging job assignments.

Break up routines like office party, organizing competitions, picnic for the

employees etc should be encouraged by the management to break up the

routine of the workweek, promoting socialization, and demonstrating your

appreciation.

Timely surveys should be conducted by the management to determine the

satisfaction levels of the employees and to remove the causes of

dissatisfaction from amongst the employees.

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QUESTIONNAIRE

1) I get all information about the events and affairs of the company which

have an effect on my work.

Agree

Disagree

Uncertain

2) When you have a suggestion to improve your job is it easy for you to get

your ideas across to your immediate supervisor.

Yes

No

3) According, to you what are the barriers that stops you to convey your

suggestions?

Improper communication

Lack of management support

Supervisor’s attitude

4) I am provided with clear instructions and sufficient facilities regarding

new assignments

Yes

No

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5) I am clearly informed about what exactly is expected of me regarding my

work?

Yes

No

Not always

6) Employees receive recognition and appreciation for their abilities,

efficiency and good work done

Yes

No

7) What form of reward is expected to be given by the company ?

In terms of gifts

Linked to appraisal

Increment

Something to remember

8.) There are adequate training programs and workshops conducted as per

requirement to perform my job well.

Agree

Disagree

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9) The company provides excellent benefits and welfare facilities for

the employees and their families

Agree

Disagree

10) The management takes good care of the problems of the employees

and tries to solve or redress them with proper counseling as soon as

possible

Agree

Disagree

11) What do you think should be modified to enhance employee

satisfaction?

Give more opportunity to show their skills

Provide adequate authority

Break up routines

Proper work environment

Encourage team work

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12) How satisfied are you with the physical working conditions mentioned

below, in the organization?

Drinking water facilities

Toilet facilities

Lighting

Work area(space)

Maintenance of computers and other equipments

Cleanliness of workplace

Sports club

Noise control

Telephone facilities

Canteen facilities

(1) Very satisfied, (2) Satisfied, (3) Uncertain, (4) Dissatisfied,(5) Very dissatisfied,

(6) Not Applicable

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THANK YOU! FOR YOUR SUPPORT

BIBLIOGRAPHY

www.eh.net

www.bsllimited.com

www.wordpress.com

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