CHAPTER I

1.1 INTRODUCTION

A feeling of fulfillment or enjoyment that a person derives from their job. Job satisfaction is
defined as the extent to which an employee feels self-motivated, content & satisfied with his/her
job. Job satisfaction happens when an employee feels he or she is having job stability, career
growth and a comfortable work life balance. This implies that the employee is having
satisfaction at job as the work meets the expectations of the individual. Job Satisfaction, as the
name suggests, is the feeling of contentment or a sense of accomplishment, which an employee
derives from his/her job. It is a result of appraisal that causes one to attain their job values or
meet out their basic needs. It helps in determining, to what extent a person likes or dislikes
his/her job.

In simple words, job satisfaction can be defined as the extent of positive feelings or attitudes that
individuals have towards their jobs. When a person says that he has high job satisfaction, it
means that he really likes his job. Feels good about it and values his job highly.

The employee‘s attitude towards the job and organization as well becomes positive when they
realize that their job facilitates them in achieving their needs and values, directly (by performing
it) or indirectly (by the package they get). In short, it represents the difference between
employee‘s expectations and experience he/she derives from the job. The wider the gap, the
more is the dissatisfaction.

A few definitions of employee job satisfaction are quoted as follows:

• According to E.A. Locke, ‗Job satisfaction is a pleasurable or positive emotional state

resulting from the appraisal of one‘s job or job experience.‖
• According to Fieldman and Arnold, ―Job satisfaction will be defined as the amount of
overall positive affect or (feelings) that individuals have towards their jobs.‖

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 • According to Andrew Brin, ―Job satisfaction is the amount of pleasure or contentment
associated with a job. If you like your job intensely, you will experience high job
satisfaction. If you dislike your job intensely, you will experience job- dissatisfaction.

IMPORTANCE OF EMPOLYEES JOB SATISFACTION:

A satisfied employee is always important for an organization as he/she aims to deliver the best of
their capability. Every employee wants a strong career growth and work life balance at
workplace. If an employee feels happy with their company & work, they look to give back to the
company with all their efforts. Importance of job satisfaction can be seen from two perspectives
i.e. from employee and employer perspective:

For Employees: Job satisfaction from an employee perspective is to earn a good gross salary,
have job stability, have a steady career growth, get rewards & recognition and constantly have
new opportunities.

For Employers: For an employer, job satisfaction for an employee is an important aspect to get
the best out of them. A satisfied employee always contributes more to the company, helps
control attrition & helps the company grow. An employer needs to ensure a good job description
to attract employees and constantly give opportunities to individuals to learn and grow.

The positive effects of job satisfaction include:

• More efficiency of employees of workplace if they are satisfied with their job.
• Higher employee loyalty leading to more commitment.
• Job satisfaction of employees eventually results in higher profits for companies.
• High employee retention is possible if employees are happy.

EMPLOYEE’S JOB SATISFACTION FACTORS:

Job satisfaction is related to the psychology of an employee. A happy & content employee at a
job is always motivated to contribute more. On the other hand, a dissatisfied employee is
lethargic, makes mistakes & becomes a burden to the company. The elements & factors which
contribute to job satisfaction are:

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Compensation & Working conditions:

One of the biggest factors of job satisfaction is the compensation and benefits given to an
employee. An employee with a good salary, incentives, bonuses, healthcare options etc is
happier with their job as compared to someone who doesn‘t have the same. A healthy workplace
environment also adds value to an employee.

Work life balance:

Every individual wants to have a good workplace which allows them time to spend with their
family & friends. Job satisfaction for employees is often due a good work life balance policy,
which ensures that an employee spends quality time with their family along with doing their
work. This improves the employee's quality of work life.

Respect & Recognition:

Any individual appreciates and feels motivated if they are respected at their workplace. Also, if
they are awarded for their hard work, it further motivates employees. Hence recognition is one of
the job satisfaction factors.

Job security:

If an employee is assured that the company would retain them even if the market is turbulent, it
gives them immense confidence. Job security is one of the main reasons for job satisfaction for
employees.

Challenges:

Monotonous work activities can lead to dissatisfied employees. Hence, things like job rotation,
job enrichment etc can help in job satisfaction of employees as well.

Career Growth:

Employees always keep their career growth part as a high priority in their life. Hence, if a
company helps groom employees and gives them newer job roles, it enhances the job satisfaction
as they know they would get a boost in their career.

MEASURING JOB SATISFACTION:

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It is critical for any company to measure job satisfaction as the efficiency, productivity and
loyalty of an employee depends on it. Companies can conduct surveys with questionnaires
asking the employees about their feedback and understand if they are satisfied or dissatisfied
with their job. Companies can ask the following questions to measure job satisfaction and can
give multiple options like Satisfied, somewhat satisfied, neutral, somewhat dissatisfied,
dissatisfied:

• Are you happy with your salary/incentives?

• Is your contribution to the company recognized with awards?
• Do you find your workplace conditions good, hygienic, competitive?
• Do you have a good work life balance?
• Are you happy with company policies for your career growth & training and
development?

Apart from the above questions, specific open-ended questions about job satisfaction can also
help in understanding employee pain-points and how the company can improve to ensure a
happy employee.

Hence, this concludes the definition of Job Satisfaction along with its overview.

FACTORS DETERMINING EMPLOYEES JOB SATISFACTION:

There are number of factors which effect job satisfaction. Value system possessed by an
individual and the culture supporting the value system in the organization can be called as an
important and basic for job satisfaction. However, some of the important factors that determine
job satisfaction of the employees in the organization are as under:

Work Content:

Content of the work itself is a major source of satisfaction. The work must be challenging. It
should lend itself opportunities to use employee skills, ability and experience. The content of the
work should be encouraging and interesting and have variety inbuilt in it so that it is not boring.
Positive feedback from the job and autonomy has been considered to be important for motivation
of employees. Too tough or job having two little challenge brings frustration and feeling of
failure. Hence, the job should be moderately tough so that the individual has to stretch his ability,

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imagination and skills. Once such job is completed successfully, the workers get a great sense of
satisfaction.

Pay and promotion policy:

Salary and wages play decisive part in the study of job satisfaction. Equitable rewards are
multidimensional in nature. The benefits are varied in nature namely; pay, perks and rewards are
associated with motivation of employees. Pay system and promotion policy of the organization
must be just, unambiguous and in line with the prevalent industry norms and employee
expectations. Employee wages and salary must ensure him the social status and should be able to
fulfill the expectations. Individual must perceive salary administration and promotion policy as
being fair. Organization should ensure that their policies are growth oriented and incremental in
nature so that employees take additional responsibility voluntarily. Apart from financial benefits,
organization must provide adequate perks and non-financial benefits so that they are motivated
and display high level of satisfaction.

Supportive Working Conditions:

Working conditions have a modest but lasting effect on job satisfaction. Due to fast development
of technology, it is necessary that the organizations are operating on upgraded technology, latest
systems and procedures. The layout of workplace must be ideally suited form operational point
of view and the employee should display great degree of satisfaction. The place should be neat
and clean with necessary facilities as per Factories Act. Light, ventilation, cleanliness, enough
space for work, immediate availability of supervision, adequate tools and generally good
surrounding will definitely add to job satisfaction. If the work place were closer to home, it
would add to employee retention.

Work group:

The concept of work group and work teams is more prevalent today. Work group of multi-skilled
persons with one goal will be able to function effectively if they are friendly and co-operative.
The work group serves as a source of support, comfort, advice and assistance to individual
worker. A good work group makes the job more enjoyable. The factor of work group support is

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essential for job satisfaction. If the reverse conditions prevail, the people may not be able to get
along with each other and the level of job satisfaction will be reduced.

Supervision:

Supervision is one of the moderate factors, which effect job satisfaction. Qualified supervisors
should be available for advice, guidance and problem solving. Supervisors should be placed
close to the place of work and should be available. They should take personal interest in the
affairs of employees both on personal and at official level. Supervision is related to leadership.
Such supervision improves the morale and job satisfaction of employees. The concept
supervision has changed, and what is vogue in practice today is self-serviced teams and work
group. The group prefers more freedom of work in relation to working hours, time management,
frequent breaks and autonomy as long as job is completed in time. Flatter organizational
structure has come into practice and the step-in command structure has reduced. There is a
participative management and work has to meet the established standards in terms of quality and
quantity. The levels might have been reduced but not the value of supervision as factor of job
satisfaction.
Promotion Chances:
Promotional opportunities affect job satisfaction considerably. The desire for promotion is
generally strong among employees as it involves change in job content, pay, responsibility,
independence, status and the like. An average employee in a typical government organisation can
hope to get two or three promotions in his/her entire service, though chances of promotion are
better in the private sector. It is no surprise that the employee takes promotion as the ultimate
achievement in his/her career and when it is realized, he/she feels extremely satisfied.

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NOTE:
Job satisfaction increases when employees have a good relationship with their peers and
managers, when the work is stimulating and where their work style and personality fits in with
the company culture.

CAUSES OF EMPLOYEE’S JOB SATISFACTION IN WORK PLACE:

Money is not always the main cause of job satisfaction. When employees spend a majority of
their waking hours in the workplace, they need more than a paycheck to satisfy them. Using their
talents, engaging them in challenging projects, offering incentives, and creating a friendly and
respectful environment with low stress are among the reasons your staff will be glad to show up
each day to contribute to the company's ultimate success.

Good-Fit Company Culture:

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When employees like their co-workers and find commonalities among their peers and
supervisors, they tend to be more satisfied at work. When employees connect with co-workers
and develop personal relationships they usually are happier at work. Overall job satisfaction also
correlates with how well employees get along with their direct supervisors. Hiring managers and
small business owners should look for employees with similar backgrounds and tastes as their
current staff, and hire those who'll easily fit into the current company culture.
Interesting and Satisfying Work:

Employees are most satisfied when they find their work interesting. Being able to retain a certain
amount of autonomy allows workers to develop their own challenges and find ways to overcome
obstacles, leading to a more satisfying work experience. Challenges and diversity in the daily
grind also keep work interesting. While the nature of specific jobs may not typically lead to a
diverse workday, successful managers should look for ways to increase challenges for workers
and vary their daily routines to provide a range of responsibilities.

Rewards and Incentives:

While pay may not always be a worker's prime reason for job satisfaction, it doesn't hurt.
Incentives that include bonuses and pay raises often can help employees overcome poor attitudes
toward other, less enjoyable areas of their work. When workers receive rewards for a job well
done, they often feel more satisfied with their jobs. Incentives such as getting a better office
space, a few extra paid vacation days and other perks can significantly increase workers‘ job
satisfaction. Stock options and profit sharing can provide employees with a feeling of ownership
in the company and offer increasing satisfaction when the results of their work show up in a
check.

Low Stress Environment:

Employees who feel continuous stress and pressure to perform at work may develop apathy,
fatigue, muscle tension, headaches, substance abuse problems and high blood pressure. Job
satisfaction increases when employees can enjoy a stress-free environment in which they know
they're appreciated and they're not in fear of losing their jobs if they make a mistake. Workers
can employ techniques to take care of themselves, such as eating a healthy diet, eliminating
negative thinking and resolving conflicts as they arise. At the same time, as a boss you can

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maintain open and clear communication, give employees some control over their production and
praise effective workers regularly.

FACTORS AFFECTING EMPLOYEE’S JOB SATISFACTION:

Job satisfaction depends on several different factors such as satisfaction with pay, promotion
opportunities, fringe benefits, job security, relationship with co-workers and supervisors, etc. Job
satisfaction may lead to cost reduction by reducing absences, task errors, conflicts at work and
turnover.
As work is an important aspect of people‘s lives and most people spend a large part of their
working lives at Work, understanding the factors involved in job satisfaction is crucial to
improving employees ‗performance and productivity.
Factors affecting the level of job satisfaction are;
• Working Environment
• Fair Policies and Practice.
• Caring Organization.
• Appreciation.
• Pay.
• Age.
• Promotion.
• Feel of Belongings.
• Initiation and Leadership.
• Feel of Being Loved.
• Safety and Security.
• Challenges.
• Responsibilities.
• Creativity in Job.
• Personal Interest and Hobbies.
• Respect from Co-Workers.
• Relationship with Supervisors.
• Feedback.
• Flexibility.
• Nature of Work.

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Working Environment:
It is essential to provide employees with a work environment which is conducive to their overall
development. They need an environment which is healthy and safe and which caters for both
personal comforts and facilitates doing a good job. If the working conditions are good (clean,
attractive surrounding), the personnel will find it easier to carry out their jobs.
On the other hand, if the working conditions are poor (hot, noisy surrounding), personnel will
find it more difficult to get things done.
Hence, it can be said that having a friendly, and supportive environment can lead to increased
job satisfaction.

Fair Policies and Practice:

Individuals who perceive that promotion decisions are made in a fair and just manner are likely
to experience satisfaction from their jobs. Very often employees are demotivated and dissatisfied
with their jobs because unfair policies and practices prevail at their place of work.
It is therefore of utmost importance for an organization to have a fair and equal system regarding
practices and policies so that there is no discrimination and frustration.
Caring Organization:
Care can be shown in various ways, but it takes into consideration career development, adult
treatment, being taken seriously and being appreciated for a job well done.
When people feel that the organization; for which they are working, cares for them and takes
actions to improve their work and lives, they are happy, and this creates higher satisfaction.
Appreciation:
Human race loves to be appreciated. Even for the smaller job that does one seek to have an
appreciation, from colleagues, boss, and seniors. When one gets acknowledged in front of
everyone, it gives up a boost to their morale. When appreciation leads to encouragement, the
ultimate result is reflected in the efficiency of work automatically. Therefore, the level of job
satisfaction is always higher wherever appreciation is higher.
Pay:
Wages and salaries are recognized to be a significant but cognitively complex (Carraher, &
Buckley, 1996) and multidimensional factor in job satisfaction. Money not only helps people
attain their basic needs but is also instrumental in providing upper-level need satisfaction.

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Employees often see pay as a reflection of how management views their contribution to the
organization. Fringe benefits are also significant, but they are not as influential.
One reason undoubtedly is that most employees do not even know how much they are receiving
in benefits. Moreover, most tend to undervalue these benefits because they do not realize their
significant monetary value.
Age:
Age is one of the factors affecting job satisfaction. Various studies carried out in this field have
shown that job satisfaction tends to increase with age. That is older employees tend to report
higher satisfaction, and younger employees say the lowest job satisfaction rates.

Promotion:
Promotional opportunities seem to have a varying effect on job satisfaction. This is because
promotions take some different forms and have a variety of accompanying rewards.
In recent years, the flattening of organizations and accompanying empowerment strategies,
promotion in the traditional sense of climbing the hierarchical corporate ladder of success is no
longer available as it once was.
Feel of Belongings:
Most of the organization fails to understand this fundamental factor, whereas many have started
acting towards it. If an employee feels that he is considered as an important part of the team, he
belongs to the organization then there are higher chances of job satisfaction.
Texting Or mailing an employee on his/her birthday, communicating the crisis to even at the
ground level employee, making special efforts during festive seasons, all these small little
gestures make an employee believe that he or she belongs to the firm. This brings job satisfaction
and loyalty together. Initiation and Leadership:
If an employee is given an equal number of opportunities to show their talent, take the lead and
initiate then the chances of having a higher level of job satisfaction is more. Suppose in an
organization; no employee is asked to give suggestions, nobody is bothered to inform them of
the decision .There are only a few figures who lead the team always . In such conditions, any
employee wouldn‘t feel satisfied with whatever job he or she is currently doing. Feel of Being
Loved:

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It is noticed that if an employee has good bonding with colleagues‘ arid seniors, then the job
satisfaction level is higher. One feels like coming to the office and performing the job. If the
environment is not friendly, office politics is at its peak, and malpractices are done, then all these
factors together leave no stone unturned in discouraging an employee from not coming to the
office.
Safety and Security:
These days‘ companies are taking endless measures in order to see that an employee is catered to
a different kind of facilities like health care and medical checkups.There are a few institutions
that also provide insurance policies at a lower rate.
Hence, this aspect of safety and security plays a major role. If an employee didn‘t feel safe and
secured at the organization that he or she works in, the level of job satisfaction is ultimately
going to fall.
Challenges:
There are a few types of employees who love to experiment; they like it when the challenging
job is assigned to them. To them, the challenge is always associated with ability and capability.
They feel that if an employee is given a challenging job, it means that the leader trusts his or her
capacity to fulfill the expectations.
Thus, wherever challenges have involved the level of job satisfaction automatically rises up.
Responsibilities:
This suggests that when an employee is given a bigger responsibility it makes him or her
conscious about the fact that the employers think him or her as a capable and trustworthy
candidate.Jobs where responsibility is involved always carry a higher level of satisfaction. The
idea of responsibility and the feel that one gets when the responsibility gets accomplished cannot
be traded for anything in the world.
If an employee is not given any responsibility to handle, ultimately the result is that the person
feels detached and doubts about self-worth which immediately affects the job satisfaction.
Creativity in Job:
Job satisfaction is always higher wherever creativity is involved. The creative freedom gives a
sense of fulfillment whenever any project is complete. It makes an employee feels as if the
project belongs to them for their creativity is there. Even if it is just a creative sentence that they
have put in, means a lot to them.
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On the other hand, in jobs which are monotonous, the employee won‘t feel like he or she belongs
to the project. The alienation takes place, and hence the job satisfaction level falls drastically.
Personal Interest and Hobbies:
People, who pursue their hobbies and interest as their career, gain the highest level of satisfaction
in whatever they do at their workplace .This is because their job is not a job for them, but a way
of getting closer to their interest and making money. Whatever, they will be more than just to
have a promotion.

Respect from Co-Workers:

Employees seek to be treated with respect by those they work with. A hostile work environment
with rude or unpleasant coworkers is one that usually has lower job satisfaction .Managers need
to take a step and mediate conflicts before they escalate into more serious problems requiring
disciplinary action. Employees may need to be reminded of what behaviors are considered
inappropriate when interacting with coworkers.
Relationship with Supervisors:
One of the major reasons employees think about quitting a company is that their supervisor does
not care about them .A participative climate created by the supervisor seems to have a more
substantial effect on workers‘ satisfaction than does participation in a specific decision .Effective
managers know their employees need recognition and praise for their efforts and
accomplishments .Employees also need to know their supervisor‘s door is always open for them
to discuss any concerns they have that are affecting their ability to do their jobs. It will lead to
their satisfaction in the office.
Feedback:
Not receiving feedback on their work can be quite discouraging for most people. Effective
feedback will help the team members know where they are and how they can improve.Authority
also needs to know what kind of feedback the team members respond to best. Research shows
that learners seek and respond to positive feedback, while experts respond to negative
feedback.In the case of negative feedback, it‘s not enough to simply point out what is wrong.
One should explain the reason something they did isn‘t working, and how it might be corrected.
Flexibility:

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Offering flexibility is a great way to show the team members that what is expected from them.
What‘s more, the gift of time is one of the most appreciated workplace perks. Smart people work
best when they can choose their schedule.Flexible hours can increase engagement and
productivity. But keep in mind that these may decrease collaboration.

These factors can be explained with the help of the chart:

ORGANISATIONAL FACTORS:
Some of the organizational factors which affect job satisfaction are:
Salaries and Wages:
Wages and salaries play a significant role in influencing job satisfaction. This is basically
because of a few basic reasons. Firstly, money is an important instrument in fulfilling one‘s
needs. Money also satisfies the first level needs of Maslow‘s model of satisfaction. Secondly,
employees often see money as a reflection of the management‘s concern for them. Thirdly, it is
considered a symbol of achievement since higher pay reflects higher degree of contribution
towards organizational operations.
Non-monetary benefits are also important, but they are not as influential. One reason for that is
that most of the employees do not even know how much they are receiving in benefits.
Moreover, a few tend to under value there benefits because they do not realize their monetary

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value. The employees, generally, want a pay system which is simple, fair and in line with their
expectations.

Promotion Chances:

Promotional chances considerably affect the job satisfaction because of the following
reasons:

Firstly, Promotion indicates on employee‘s worth to the organisation which is highly morale
boozing. This is particularly true in case of high level jobs. .Secondly, Employee takes
promotion as the ultimate achievement in his career and when it is realized, he feels extremely
satisfied.Thirdly, Promotion involves positive changes e.g. higher salary, less supervision, more
freedom, more challenging work assignments, increased responsibilities, status and like.

Company Policies:
Organizational structural and policies also play on important role in affecting the job satisfaction
of employees. An autocratic and highly authoritative structure causes resentment among the
employees as compared to a structure which is more open and democratic in nature.

Organizational policies also govern the human behavior in the organizations. These policies can
generate positive or negative feelings towards the organization. Liberal and fair policies usually
result in more job satisfactions. Strict policies will create dissatisfaction among the employees
because they feel that they are not being treated fairly and may feel constrained. Thus, a
democratic organizational structure with fair and liberal policies is associated with high job
satisfaction.

WORK ENVIRONMENT FACTORS:

The work environmental factors include the following important factors:
SUPERVISION:
Supervision is a moderately important source of job satisfaction. There are two dimensions of
supervisory styles which affect the job satisfaction:
First is Employee Centeredness:
Whenever the supervisor is friendly and supportive of the workers there is job satisfaction. In
this style, the supervisor takes personal interest in employee‘s welfare. Second is Participation:
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The superiors, who allow their subordinates to participate in decisions that affect their own jobs,
help in creating an environment which is highly conducive to job satisfaction. Thus, the
supervisors who establish a supportive personal relationship with subordinates and take personal
interest in them contribute to the employees‘ satisfaction.

WORK GROUP:

The nature of the work group or team will have effect on job satisfaction in the following
ways:

(i) A friendly and co-operative group provides opportunities to the group members to
interact with each other. It serves as a source of support, comfort, advice and assistance to the
individual group members. If on the other hand, the people are difficult to get along with, the
work group will have a negative impact on job satisfaction.

(ii) The work group will be even a stronger source of satisfaction when members have
similar attitudes and values. In such a group, there will less friction on day to day basis.

(iii) Smaller groups provide greater opportunity for building mutual trust and understanding
as compared to larger groups.
Thus, the group size and quality of interpersonal relations within the group play a significant role
in worker‘s satisfaction.
WORKING CONDITIONS:
Good working conditions are desirable by the employees, as they lead to more physical comfort.
People desire that there should be a clean and healthy working environment. Temperature,
humidity, ventilation, lighting and noise, hours of work, cleanliness of the work place and
adequate tools and equipment are the features which affect job satisfaction. While the desirable
working conditions are taken for granted and may not contribute heavily towards job
satisfaction. Poor working conditions do become a source of job dissatisfaction.

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Simply because they lead to physical discomfort and physical danger. Moreover, all the
employees are not satisfied or dissatisfied by favorable or unfavorable work environment as
shown in the figure given below.

As shown in the figure, all the four employees are dissatisfied when the working conditions are
unfavorable. However, as the working conditions start becoming favorable, the job satisfaction
of employee A and B increases sharply while employees C and D have only minor increase in
satisfaction.
WORK ITSELF:
The content of the work itself plays a major role in determining the level of job satisfaction.
Some of the aspects of the work which affect job satisfaction are:
(i) Job Scope:
It provides the amount of responsibility, work pace and feedback. The higher the level of these
factors, higher the job scope and higher the level of satisfaction.
(ii) Variety:
A moderate amount of variety is very effective. Excessive variety produces confusion and stress
and a too little variety causes monotony and fatigue which is dissatisfies.
(iii) Lack of Autonomy and Freedom:
Lack of autonomy and freedom over work methods and work pace can create helplessness and
dissatisfaction. Employees do not like it when their every step and every action is determined by
their supervisor.
(iv)Role Ambiguity and Role Conflict:

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Role ambiguity and role conflict also lead to confusion and job dissatisfaction because
employees do not know exactly what their task is and what is expected of them.

(v) Interesting Work:

A work which is very interesting and challenging and provides status will be providing
satisfaction to the employees as compared to work which is boring and monotonous.

PERSONAL FACTOR:
Personal attributes of the individuals also play a very important role as to whether they are
satisfied at the job or not. Pessimists and people with negative attitudes will complain about
everything including the job. They will always find something wrong in every job to complain
about.

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1.2 COMPANY PROFILE:

Even as common sense dictates that inclement weather and traffic-choked streets can stymie the
efforts of delivery firms, one may be surprised to learn that the real logistical challenge for them
is to find the correct address."Today we fulfill over 10 million orders a month with 99% fidelity and
fulfillment timelines between 30 minutes and 72 hours," claims Barua
NAME OF THE COMPANY: Delhivery pvt ltd
LAUNCH DATE: May 2011
FOUNDERS & NAME: SAHIL BARUA, MOHIT TANDON, BHAVESH MANGLANI,
SURAJ SAHARAN & KAPIL BHARATHI.
LOCATION: CHENNAI
FUNDING RAISED IN 2017: $138 million
INDUSTRY IT OPERATES IN: Logistics
Over the last few years, we have realized that our challenges are bigger than last mile and cash
on delivery," says Sahil Barua, CEO and co-founder of the Gurgaon-based company. "With
respect to addresses, we are working on routing proprietary software that picks up the correct
address in case someone has given a wrong pin code or character," he adds.

This software - named "ADFIX" - does not depend on just a single character, but checks the
whole addres"We are continuously seeking tech-led solutions and constantly working towards
improving our technological prowess," he says. "This has led us to be a leader in logistics
services with unmatched technology solutions," he adds.

Although time will tell whether it will dart past larger players like BlueDart and Aramex, its
journey crossing half a decade has been nothing short of remarkable.

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Since its inception in 2011, Delhivery has become India‘s leading supply chain services
company. Our vision is to become the operating system for commerce in India, through a
combination of world-class infrastructure, logistics operations of the highest quality and
cuttingedge engineering and technology capabilities.
Every customer that delhivery private limited deals with is treated as a partner and not as a
customer; it‘s this approach that has led Delhivery private limited to become a unique courier
company through business processes, we endeavor to enhance our organizational agility and
operational efficiency. We search for every possible opportunity to reduce costs and increase
productivity. We also look forward to find ways to improve our ―ABILITY‖ to add value to our
services in order to exceed our customer‘s needs & expectations. We take great pride in being a
customer – oriented organization, making sure that our customers are satisfied with the task that
we execute for them. Delhivery private limited is reliable, prompt, efficient and professionally
managed courier company which offers to meet all your requirements. We provide worldwide
courier service, worldwide express delivery, Air & Land courier services, documents/parcels
courier service.

Our goal is rather simple; provide a courier service that is super fast in terms of customer service
and delivery time while maintaining cost effectiveness. We believe this sets us apart from other
courier service providers.

OUR VISSION:

Our vision is to provide unrivaled courier services to clients around the world through
professional approach & delivering in time to all destinations around the world.

OUR MISSION:

Delhivery provides products and services with the aim of building trust and improving the lives
of consumers, small businesses, enterprises and our growing team of employees and partners.
We are disrupting India‘s logistics industry through our proprietary network design,
infrastructure, partnerships, and engineering and technology capabilities. We bring unparalleled
cost efficiency and pan-India reach to the businesses of over 100,000 customers and over 15
million consumers every month.

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To become the most economical courier/parcel service provider in the world that offers wide
range of time saving services through excellence and perfection. Through our regional &
international network, we aim high to become one of the world‘s leading courier service
providers through customized service that meets the changing nature of courier industry.
OUR TEAM:

Our team consists of dedicated personnel who work together in complete synergy and
coordination with a strong sense of shared responsibility. We learn from each other and share our
skills & knowledge for our customer‘s benefit.

PROFESSIONALISM:

We stand by the highest standards of professionalism and determined to deliver outstanding

quality so that our relationships with our clients will be long lasting.

Delhivery private limited offers the following services to our valuable customers: -

 Door to door international courier/parcel service along with international express

delivery.
 Same Day Delivery services within UAE
 Door to Door Regional Parcel service within GCC & Middle East (ME) countries
 Overnight Parcel delivery services
 Customs brokerage
 Warehousing services
 Pick up services
 Specification of our services

What We Provide:
Delhivery‘s reputation for high priority delivery service is second to none. Delhivery is called
upon to provide immediate deliveries for trauma surgeries on a daily basis. Delhivery is trusted
with thousands of medical records, lab specimens and high priority surgical deliveries for
hospitals and medical practices throughout much of Oregon.
Professional Services:

21
Delhivery, Inc. sends uniformed drivers in clearly marked professional vehicles. We have an
exceptional reputation and a cutting edge communication system with two way data transfer in
every vehicle. If you are currently using an in house courier for your delivery needs please check
our cost analysis page to see just how much you can save with Delhivery.

Advanced Courier Software Technology:

Delhivery embraces innovative technology to better serve our customers. Notice the Driver tab
on this website. After a driver starts with us they are given a log in and put through training and
testing on a regular basis.

Training:

At Delhivery we ensure our drivers are trained to handle your packages with the care they need

• Annual OSHA specimen handling and quality training provided by: Integrity Corporate
Services.
• Annual DG Certification & IATA 650 Compliance training World Courier
• DOT certified for transport of UN3373, UN1845 and UN2814

• TSA and SIDA Certified Drivers at multiple locations throughout the state
• Equipment

• Well marked, fuel efficient, highly visible and professional delivery vehicles
• Uniformed drivers with picture ID badge
• Smart phones with real time data
• On Time courier management software coordinating driver position and route status
• On line real time tracking, dispatching and invoicing
• Specimen transport coolers compliant with all training regulations (with dry ice on board)
• Hand cart / Dollies / Hand Truck / Pallet Jacks / Blankets – depending on vehicle
• Multiple Warehouse locations with space available
• Dock /Forklift on site
• Temperature controlled office storage
• Camera and sound surveillance security system
• Secure office surrounded by flood lights and 7 foot high barbed wire fence and

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 CCTV
• Multi-line VOIP phone system
Here‘s the thing with Delivery private limited, it has an excellent delivery service and fairly
competitive prices in the areas it does provide its services. However, the fact that its coverage
area is comparatively less Delivery private limited may not be a reliable candidate for
Ecommerce websites that plan to depend solely on it and no other courier services for the
purposes of logistics.A plus point however is the fact that the same account can be used for the
purposes of expansions to international spaces as well. And when it comes to international
services Delivery private limited is pretty much unbeatable.

Everyone who has searched about logistics services has heard the name of Delivery private
limited. But do they hold a candle to their brand value? Well, the answer is less than pleasing.
An amateur planning on using their services might feel that they cover everything within his
needs. Their experiential statistics might even point him to think that Delivery private limited is
the best in the business.

This just goes to show that a well-funded promotion can do just about anything. However, when
it comes to their service, they are not as awesome as they make themselves up to be. Many users
have ended up suffered at the hand of Delivery private limited because of untimely deliveries
and even loss of deliveries.

Our surface mode is a cost effective logistic solution for commercial and private shippers across
the length and breadth of our country. We cater to a wide range of services and are adequately
equipped to deliver shipments to preferred destinations meeting strict deadlines. Our transport
partners aid in reaching your documents and parcels on time.

Through our surface operation we can save on your cost. Our routes are extensive and we also
cater to remote rural destinations making us the most preferred courier services in the country.
Book your shipment through surface mode and stay within your budget. Our surface mode
include cars and pickups, box tricks and dock highs, cargo and sprinter vans, Less than Truck
Load (LTL) and Full Truck Load (FTL), Flatbeds, Reefers and specialized transportation.

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Our surface mode delivery mechanism is personalized and competitive. We also offer cargo
insurance on the request of the customer. Our customers can heave a sigh of relief with our
powerful online tracking system. Our team of logistic professionals assists in choosing the right
freight package suiting your needs. Our vehicles are GPRS integrated assuring prompt delivery
to even the remotest of destinations.
Step By Step Procedure:
Ensure Perfect Booking For A Perfect Delivery:

• Use a corrugated box or a rigid carton of adequate strength.

• Check the weight specification of the box / carton.

• Do not over-stuff it and do not exceed the weight specification.

• Provide internal protection with adequate cushioning material.

• Use strong tape designed for shipping. Tape should be at least 2″ wide, but preferably 3″
wide.

• Use proper labeling that clearly shows Origin and Destination address, including phone
numbers and PIN codes.
Some Packaging Suggestions:
Ensure Perfect Booking For Perfect Delivery:

How to Pack Guidelines

• CDs/DVDs: Packing must be in padded envelopes or in blister-proof packing.

• Sample medical vials: Must have adequate protection inside the packing so that the same do
not move.
• Shredded paper can be used for packing such materials.
• Foodstuff samples like, Tea, Rice, Grains, Pulses, etc: Fabric-reinforced envelopes must be
used. Plain covers should not be used.
• Books: Must be packed in cartons / wooden cases. If in cartons, double strapping must be
done to ensure that the contents hold together.

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• Textile goods: Must be first wrapped in polythene or any suitable waterproof material and
then covered with strong Hessian / Jute cloth.
• Electronic articles: Must be packed in adequate-ply corrugated cartons.

Some Useful Tips for Packaging International Shipments:

No consignment can travel up to the destination in sealed condition. It will be opened and
checked at various check-points. Therefore packaging must be strong enough to sustain the
pressures of journey. Under any circumstances overnight, no one will be responsible for any
damage/breakage of the consignment in transit.

• Ensure that the packing box is suitable in size and strength to hold its contents.

• Ensure that the cushioning material is stuffed generously in the box.

• Use of strapping is a good way to seal the box as it supports even weaker boxes.

• Fragile items should always be packed by a professional packer with proper markings
indicating it as FRAGILE.

• Ensure that specially designed boxes are used for packing floppies and video-cassettes.

• Ensure that while packing sharp items like Knives, Scissors etc. the edges and points of these
items are fully protected.

• Shipments packed in wooden box should have an open-able lid, which can be opened and
relocked again and again.

• Ensure that no single package weighs more than 35 Kgs.

The following items are not accepted for carriage by DELHIVERY PRIVATE LTD.
• Firearms parts thereof and ammunition.
• All Dangerous Goods as defined by IATA.
• Corpses cremated or disinterred remains.
• Foodstuffs/Perishables (Food and beverages requiring refrigeration or other environmental
control).
• Gambling Devices: Lottery tickets and gambling devices prohibited by national, provincial,
state or local law.
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• Live animals and plants (Note: Cut flowers are acceptable for Canada).
• Money (Coins, Cash currency, Paper money and Negotiable Instruments).
• Pornographic material.
• Radio-active Material.
• Any shipment which is likely to cause damage to equipment, personnel or other shipments.
Carriage of any item that is prohibited by law or regulations of the country from which it is
sent, the country to which it is destined or any country through which the shipment may
transit.

Our team of passionate problem-solvers is committed to disrupting the tired data industry with
the most accurate, real-time community-driven business information in existence. With a dozen
employees and 70 member team in India, we‘re a global company making waves in the data
industry.

As we look toward the future, we‘re gearing up for 10 million active users. We‘re expanding the
insights users can contribute and innovating new ways to understand that information. We‘ll be
extensively mapping relationships between businesses like no one else has before

“There must be a better way”

The company‘s motto is ―there must be a better way‖. This reflects our commitment to
innovation in a constant striving to improve the way we do things. Although the company is able
to offer the full range of courier services, we have particular expertise in couriering perishable
products.

SERVICES

Domestic:
When referring to the services listed below we define ―business day‖ as Mondays to Fridays
from 08h00 to 17h00 – excluding any Public Holidays.

• Same day courier (SDC)

Collect as soon as possible and lodge on the next available flight to destination (major centers
only). Delivery within 2 hours of the flight landing.
• Dawn Courier (DWC)
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Collect by 17h00 and deliver the following business day by 09h00 in major centers.
• Overnight Express (ONC)
Collect by 17h00 and deliver the following business day by 10h30 in major centers.

• Next Day Service (NXD)

Collect by 17h00 and deliver the following business day – or the business day thereafter.
• Economy Service (ECO)
Collect by 17h00 and deliver within 2 to 3 business trading hours.
• Saturday
Collect or deliver on a Saturday before 12h00.
• After Hours
Collections or deliveries done outside of business trading hours.
• Public Holidays
Collections or deliveries done on a public holiday.
• Embassies and Consulates
Collections and deliveries to and/or from an embassy or consulate will attract a surcharge
• Special Surcharges
Collections and deliveries to and from all of the following will attract a surcharge: Plots, Farms,
Mines, Power Stations, Trust Areas, Townships, Game Reserves, National Parks, Hospitals and
Chain stores.
1.3 INDUSTRY PROFILE:
The courier industry in India has come a long way from its origin in modern form in 1980s and
thereafter. The industry has grown in size and reach. A significant number of players have scaled
up their operations to match the contemporary, world-class professional environment. The
industry has invested in information technology systems and set up good processes and
proprietary systems capable for handling large volumes.

The Indian courier industry size is estimated at Rs. 14,000 crores in 2015-16. As a premium
segment, the courier industry is a small but significant segment of the logistics industry. It is one
of the fastest growing segments of the industry. The industry is expected to grow at 17% per
annum to Rs. 20,000 crores in the next three years.

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The economic growth in the country and the consequent trade growth will be primary growth
driver for the courier industry. The growth in current customer industry segments and expansion
into new industry segments will be demand drivers for the courier industry, In addition, increase
in reach through expansion of network and new products like temperature-controlled logistics,
services for importers and others will provide additional growth of the industry.

The courier industry serves as a key enabler for business by providing time-bound logistics
services to customer industry segments. Besides providing critical services and aiding economic
growth, the courier industry in India has significant contribution to the economy. As a labor
intensive industry, the courier industry is estimated to presently employ about 11.9 lakhs
persons, directly and indirectly. Based on the growth estimates for the industry, the employee
base of the industry, direct and indirect, is expected to grow to 17.2 lakhs by 2015-16. The
courier industry also makes significant contribution to the national exchequer with total tax
contributions expected to be over Rs 1100 crores in form of service tax and corporate tax.

Through this platform we wish to have a consistent dialogue with you. You too, share with us
your views & concerns about courier & cargo consignments. So that we could slowly establish a
lasting & mutually fulfilling professional relationship!
A courier is someone who transports documents and packages for individuals, businesses,
institutions, and government agencies.

―A Courier company is one which delivers messages, packages and mail and is known for their
speed, security, tracking service and specialisation.‖A courier service was developed to offer a
faster and more secure alternative to the usual mail service that had been the only delivery
service for so long. Traditional mail services are known for having slow delivery times and can
incur expenses if items are large or heavy; couriers seemed to be the perfect alternative and
despite it being slightly more expensive than normal postage it is beneficial for certain deliveries.

Courier services became increasingly popular with the arrival of Internet shopping. Being able to
order large and multiple items from online sellers required specialist delivery services that would
enable customers to not only receive their items but also enable online sellers to offer things such
as next day delivery. Something that is only possible with a courier service.

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Standard Services on Offer

 Delivery of large and heavy items

 Safely and Securely transported
 Signature required delivery for important items
 Worldwide delivery
 Next day delivery
 Fast track delivery
 Ability to track your delivery
Courier companies are the ideal tool for those who work from home either full time or just
occasionally.
Home workers rely on courier services to make sure that the fact they are not in the office does
not hamper buy adder all no prescription their ability to meet tight deadlines and notify people of
relevant information or send the right documents. Working from home is an entirely different set
up to being in a busy office environment although the work and priorities are still the same.
Home working can be a necessity for those with children, that live a distance from the Head
Office of the company or simply have the equipment to be based in their own homes. Courier
services can make life so much easy for those reliant on someone else to get their mail,
documents and important packages from A to B quickly and safely.

More delivery experts are branching out into extensive delivery services to ensure they fulfil the
needs of their customers. So many people rely on the professionalism and security of a courier
provider to transport their most prized possessions.

Couriers are the perfect solution to many of your transport needs, from delivering online
shopping items, transporting your beloved pets or even helping you to move home there is a full
range of services they can offer and areas they can be of service to you. Couriers on uShip are
professional; full trained and experts in their field. The level of reviews and recommendations
prove they are worth their weight in gold within their industry and can be a useful resource in
your time of need.

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 Couriers usually travel by foot, bicycle, motorcycle, automobile, delivery truck, or public
transportation. While most couriers and messengers work full time during regular business
hours, evening and weekend hours are common.

Couriers are distinguished from ordinary mail services by features such as speed, security,
tracking, signature, specialization and individualization of express services, and swift delivery
times, which are optional for most everyday mail services. As a premium service, couriers are
usually more expensive than standard mail services, and their use is normally limited to packages
where one or more of these features are considered important enough to warrant the cost.

In cities, there are often bicycle couriers or motorcycle couriers but for consignments requiring
delivery over greater distance networks, this may often include lorries, railways and aircraft.

Just-In-Time or ―JIT‖ inventory method often use on-board couriers (OBCs). On-board couriers
are individuals who can travel at a moment‘s notice anywhere in the world, usually via
commercial airlines. While this type of service is the second costliest— general aviation charters
are far more expensive—companies analyze the cost of service to engage an on-board courier
versus the ―cost‖ the company will realize should the product not arrive by a specified time (an
assembly line stopping, untimely court filing, lost sales from product or components missing a
delivery deadline, organ transplants).A courier provides doorto-door delivery service for a
variety of clients, including law offices, banks, and hospitals. Most workers specialize in local
deliveries, often in large urban areas. They offer same-day or one-hour delivery services.
Packages delivered may include important legal or financial documents, passports, and medical
samples that senders are unwilling to entrust to other types of delivery.

A courier will also:

• Pick up and deliver items to their final destination

• Verify delivery information, such as names, addresses, and telephone numbers
• Load items onto delivery vehicles
• Plan and follow the most efficient routes for delivery
• Collect necessary payments and signatures from clients
• Record delivery information, such as time of delivery and recipient‘s name

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Couriers receive their instructions either in person or by cell phone or two-way radio. With this
information, they plan the most efficient route and delivery schedule. Some couriers carry items
only for specific clients, such as law firms, financial institutions, or medical laboratories.
Couriers spend most of their time making deliveries and are not closely supervised. The
expectation to make multiple deliveries in a safe and timely manner can make the job stressful.
Those who deliver by bicycle must be physically fit and able to cope with all weather conditions
and the hazards of heavy traffic. Car, van, and truck couriers often have to deal with traffic jams,
road construction, and difficult parking situations.

Significance:

You will be working with business clients, residential customers or both. Businesses are more
likely to use your services regularly, while residential customers occasionally mail packages.
Focus on office complexes, small corporations, small retail outlets and auto repair places. Strive
to become their regular delivery person. For example, auto repair places often need parts
delivered to complete repairs. A muffler may need to be delivered to the muffler shop across
town.

Identification:

Small courier companies need to decide what types of items they will pick up and deliver. This
will further determine the businesses in which they target. Some couriers carry airline tickets,
medical specimens and donated organs, according to the Bureau of Labor Statistics. You may
want to limit your deliveries to envelopes and small boxes. For example, you could transport a
vendor's paycheck to his office if a company needs to pay him right away. Additionally, you may
limit your box deliveries to 5 or 10 lbs. For example, a female courier may not want to lift
extremely heavy items.

Function:

Most courier companies charge a flat rate plus mileage for their services. Check with competitive
courier services and determine the going rate. You can then choose to be a discount service or
establish yourself as a small exclusive courier for breakable items, for example. Establishing a
particular niche market for your services can warrant charging higher prices.

Promotion:

31
Business cards and brochures are more professional than fliers. Sell business owners and
managers on your service. Acquire several clients to start, particular those that will need your
services daily or frequently. Provide customers with a price break as an incentive. For example,
charge $10 per delivery for repeat customers instead of the usual $15 rate. Use the price break as
an incentive to capture a company's business. Also, advertise in both the print and online yellow
pages, as businesses will often reference the yellow pages when looking for a courier.

Considerations:
Expand your business by hiring additional drivers, especially if your workload exceeds what you
personal can handle. Offer drivers a commission and mileage for each delivery. The commission
can be based on the price of the job. You can continue to make deliveries or split your time
between deliveries and acquiring more customers. Eventually, you will need to set up a dispatch
center for coordinating pickups and deliveries.
Couriers are responsible for distributing packages and documents for institutions, businesses,
government agencies, and individuals. They pick up documents and packages from customer´s
offices or houses and then deliver them to final destinations within the same area. These workers
also deliver important items such as passports, medical specimens, airline tickets, financial
documents, donated organs, legal documents, etc. They may work for different types of
companies like financial institutions, law firms, banks, and medical laboratories or having their
own business.
Education:
Persons who want to work as Couriers need to have a High School Diploma. These jobs do not
demand candidates having advanced academic requirements, just suitable skills such as good
sense of direction and a good driving record. New employees in this field usually receive on-
thejob training with experienced workers for a short period of time. In some cases they need
special courses when they must transport sensitive or hazardous packages. Another requirement
that applicants must meet is having a valid State driver´s license and a clean driving record.
1.4 NEED FOR THE STUDY:
It is very difficult to administer and it is very difficult to satisfy the employee working in the
organization. Employee being the important factor they have to be satisfied by attractive salary
and all other perquisites required by them. The success of the company depends upon the hard

32
work performed by the workers. This study helps to find out the satisfaction level of the
employees in the organization. The company is also facing stiff problem with reference to
employees satisfaction, thus to find the exact condition about their level, the study is made to
find the factor influencing the employees dissatisfaction level.

1.5 OBJECTIVES OF THE STUDY

Primary objectives

• To study the employee‘s job satisfaction in Delhivery Pvt Ltd.

33
Secondary objectives

• To find out the demographical factor that influence employee‘s satisfaction

• To study the overall employee‘s satisfaction level in the organization
• To identify the motivational factor to improve the satisfaction level of employee‘s
• To know the employee‘s job satisfaction towards the facilities
• To suggest the measures to improve employee‘s satisfaction

1.6 SCOPE OF THE STUDY:

• Job satisfaction plays an important role in productivity of employees in the organization

 It is an important output that employees work for organization.

34
 • Job satisfaction is an interesting and significant area for conducting research.
• This study will help the organization to find out the employee job satisfaction that reveals
the factors of feelings of employees.

CHAPTER II

2.1 REVIEW OF LITERATURE

35
Samanvitha and Jawahar, (2012) aimed at determining and establishing a relationship between
strategic emotional intelligence and job satisfaction among faculty members in Arts and Science
Institutions. Sample consists of 98 faculty members in Tami Nadu. The result of the study
showed that the emotional intelligence at work has a great influence on the level of job
satisfaction and in turn on work performance.

Natarajan, (2012) conducted a study in a public sector organization with an all India presence.
This study explored the relationship of personal and organizational values with Job Satisfaction.
220 participants from a large public sector organization were asked to rate on a 7 point scale the
24 items value taxonomy developed by McDonald and Gandz. Results revealed that perceived
organizational values emerge as potent predictor of all the three components of job satisfaction
as compared to personal values.

Raghunatha Reddy and Krishna Sudheer (2011) studied the Employee Involvement and Job
Satisfaction in Indian Corporate sector. This study meant to find out the employee‘s attitude
towards job satisfaction and job involvement. The findings of the study show that the managerial
level of employees has low level of satisfaction and Engineers have low level of Job
Involvement and supervisors have low level of commitment towards the organization.

Pankaj Deshwal (2011) investigated the level of Job Satisfaction among engineering faculty
members in engineering colleges of technical Universities in Utter Pradesh and also examined
the effects of the dimensions of the job on level of Job Satisfaction among them. He collected
data from 360 engineering faculty members. Investigate the levels of Job Satisfaction among
engineering colleges on technical University, examine the effects of the dimensions of the job on
levels of satisfaction among them, and give suggestions to maintain or improve faculty
member‘s Job Satisfaction were three objectives of the results study. The study revealed that the
faculty members were found to be neutral with Organization policies, independence, and
promotional opportunity and satisfied with work variety, creativity, compensation and social
status of Job, Job security, achievement but the faculty members dissatisfied with working
conditions and recognition.

Chiun Lo and Ramayah (2011) examined the relationship between mentoring and employee‘s
job satisfaction among employees from small and medium enterprises in Malaysia. A total of
36
156 Malaysian executives from 21 selected small and medium enterprises were participated in
this study. The results show that there was a positive relationship between career mentoring and
all dimensions in job satisfaction such as coworkers, job itself, promotions and supervisors. On
the other hand, no significant relationship was found between psychosocial mentoring and three
aspects of employee‘s job satisfaction, namely co-workers, job itself and promotion.

Biswas (2011) studied the impact of Human Resource Management policies and practices in a
globalized Indian economy and subsequently their outcome with respect to individual behaviour
and performances. The data were collected from 357 managerial level employees of Indian
Organizations. The result of the study found that the Job Satisfaction significantly correlated
with employee performance and also showed that although discrepancies were abounding
regarding individual reactions to a hitherto closed and controlled economy. The findings
indicated that human resource practices in India need to adapt to contemporary practices and
procedures worldwide, while at the same time maintain in its unique cultural ethos.

Javed and Premarajan (2011) examined the influence of distributive and procedural justice on
pay and Job Satisfaction. They provided that distributive justice and procedural justice had
differentiating impact on Job Satisfaction and four facets of pay satisfaction i.e. level, raise,
benefits and administration. The survey carried out among 122 Indian managers. It was found
that the distributive justice as a more important predictor of all four dimensions of pay
satisfaction and Job Satisfaction. Procedural justice was also found to be a statistically significant
predictor of pay structure and Job Satisfaction.

Rane (2011) studied the importance of employee Job Satisfaction. He explained that the
employee Job Satisfaction was essential to face the dynamic and ever increasing challenges of
maintaining productivity of the organization by keeping their work force constantly engaged and
motivated. The study found that the high Job Satisfaction correlated strongly with the feeling of
having fun at work. The article explained that the possible ways to enhance their performance in
order to face new challenges were providing positive work environment, the appreciation of
performance, personal recognition of employees by the management, and employee participation
in decision making, providing training facilities to improve worker‘s skills and potentials. There
should be a continuous process of assessment of Job satisfaction of employees by obtaining

37
feedback in a specially designed evaluation format before and after the training programs. He
concluded that the Job satisfaction of an employee in any organization was of paramount
importance to achieve the targeted goals on a sustainable basis.

Salman Khalid (2010) examined Job Satisfaction level of Bank Employees in Punjab Province.
The information collected from 144 respondents from four Banks employees who were
randomly selected from both public and private sector banks. Five components of Job
Satisfaction such as work, pay, promotion, salary and recognition were examined besides overall
Job Satisfaction. The findings of the study indicated that the sectoral differences in terms of
salary, promotions, job security, recognition and benefits play a significant role in influencing
one‘s perception of job satisfaction. Private sector bank employees reported dissatisfaction in
terms of Job Security. To overcome this obstacle private sector banks need to introduce special
schemes related retirement, pension, gratuity and other benefits to enhance the employee‘s sense
regarding job security in effort to increase organizational commitment which in turn will lead to
employee‘s commitment and high degree of satisfaction.

Chileshe and Haupt(2009) investigated the perceived age differences in Job Satisfaction of
construction workers in South Africa. The main objectives of the study were to identify the
major variables affecting the relative aspects of work within the South African Construction
industry and to investigate the impact of age on the satisfaction derived from work. A total of
300 questionnaires were sent to potential respondents. A total of 65 usable questionnaires were
returned. Result of the study indicated that Job Satisfaction differential does not exist between
younger and older workers. Although both younger and older workers ranked the relationship
with workmates as being poor, age does not have an influence on the effects of the aspects of
work. In terms of the effects of Job Satisfaction younger workers reported higher scores than
older workers on ‗indifference‘, whereas the younger workers ranked poor recognition of
abilities as the most effect in comparison to the older workers who reported suffering from a
―lack of alertness‖ as the most ranked effect.
Gunlu, et.al.(2009) examined the effect of Job Satisfaction on Organizational commitment for
managers in large-scale hotels in the Aegean region of Turkey and, in addition, examined
whether there is significant relationship between the characteristics of the sample, organizational
commitment and Job satisfaction. Two structured questionnaire were administered to large scale
38
hotel managers in the tourism industry. The population was selected randomly with a sampling
ratio of 25 percent. A total of 48 managers in four-star hotels and 75 managers in five-star hotels
were reached for a total sample of 123 managers. A total of 43 managers were middle level,
whereas 80 were lower level managers such as supervisors. The data were analyzed using
statistical package for Social Sciences version 13. The findings of the study indicated that
extrinsic, intrinsic and general job satisfaction had a significant effect on normative commitment
and affective commitment.

Bellou (2009) examined the influence of gender and age on relationship between organizational
culture and Job satisfaction. One hundred and twenty five (125) usable questionnaires were
gathered from three Public Hospitals located in a major Greek City. The measures adopted
include the Organizational Culture Profile and Job Descriptive Index. The statistical analyses
include descriptive statistics, stepwise regression analyses and t-test. The finding of the study
was that the employee‘s gender and age influenced the way that the organizational values
affected their Job Satisfaction.

Nilufar Ahsan (2009) investigated the relationship between Job stress and Job Satisfaction. The
study conducted in a Public University in Klang Valley area in Malaysia and 300 respondents
were selected as a sample of the study. The determinants of job stress that have been examined
under this study include management role, relationship with others, work load pressure,
homework interface, role ambiguity and performance pressure. The results of the study revealed
that the association between relationship with others and job stress is not significant. The
relationship between workload pressure and job stress, role ambiguity and job stress is
significant. The study concluded that the motivation is a key factor as well in affecting job stress
among employees. Employees who were highly motivated will feel happier and were more
willing to work for the organization.

Kamal and Hanif (2009) studied the various factors of job satisfaction among different
commercial bankers in Pakistan. They used to statistical techniques like regression and
correlation to gauge level significance for the factor. The findings of the study were pay has been
considered as the major factor for job satisfaction, and other factors like promotion, recognition,
job involvement and commitment are also taken into consideration. Job satisfaction is an attitude

39
of an employee over a period of his job, so the factors of satisfaction and dissatisfaction changes
over the period. It is used as a key factor to gauge the performance of particular employee and
organization. Satisfied employees are more likely to be friendly and responsive which attracts
customers. Dissatisfied employees can lead to customer dissatisfaction.

Chen and Silverthrone (2008) examined the relationship between Locus of Control (LOC) and
the work-related behavioral measures of job stress, Satisfaction and performance of professional
accountants who work for Certified Public Accountant (CPA) firms in Taiwan. The main
objective of the study was to assess how LOC impacts individuals and behavior in the work
place in three primary areas: Job Stress, Job Satisfaction and Job performance. A total of 620
survey instruments were mailed to 310 Certified Public Accountant firms in Taiwan with two
surveys sent to each firm. The findings indicated that one aspect of an accountant‘s personality,
as measured by locus of control, plays an important role in predicting the level of Job
satisfaction, stress and performance. Individuals with a higher internal locus control are more
likely to have lower levels of job stress and higher levels of job performance and satisfaction.

O’Leary, Patrick, et.al (2008) studied the relationship between job characteristics and job
satisfaction amongst physicians in Russia. This research included rewards, other people, nature
of work and organizational context. The instrument used in this study was based on the
Physicians work-life survey (PWS) created by Konrad et.al (1999) and representing the Society
for General Internal Medicine. The survey was distributed to physicians in four Russian cities.
The sample included 2,325 physicians. The research had a large number of female respondents.
The study found that the male doctors report higher levels of Job satisfaction than Female
doctors and polyclinic doctors report higher level of satisfaction than those employed by
Hospitals. The majority of doctors are satisfied with patient‘s relationship, colleagues and staff
relationship, and prestige and the majority of physicians were dissatisfied with administration
and time constraints. The dissimilar finding in the study was that women physicians appear more
likely to be satisfied with their compensation than do their male counterparts. The study also
found that doctors were more likely to be satisfied if they maintained clinical autonomy, if they
were paid well, if they did not have excessive bureaucratic interference.

40
Origo and Pagani (2008) investigated the relationship between flexibility and Job Satisfaction.
In their analysis they verified whether various aspects of flexibility namely functional and
quantitative flexibility, produce different impact on overall extrinsic and intrinsic Job
Satisfaction. They also tested whether the impact of flexibility on Job Satisfaction varied with
workers characteristics. Empirical evidence was based on a representative sample of European
employees taken from a specific wave of the Euro barometer Survey. The study found that there
was a positive link between functional flexibility and Job Satisfaction and there was either no
effect or a negative impact of quantitative flexibility. The positive impact of functional flexibility
was greater when compared to the satisfaction for intrinsic aspects of the job. Estimate by
workers characteristics highlighted interesting differences by age, skill and country of residence.

Mau, et.al.(2008) examined the Job Satisfaction of beginning teachers and the factors
influencing their satisfaction and investigated if students who persisted in teaching aspiration
were more likely to be satisfied with their work. 450 tenth grade students from a nationally
representative sample, who aspired to be teachers, were examined over ten year period regarding
their career choices. A Job Satisfaction model was tested using clusters of variables as guided by
Social Cognitive Career Theory (SCCT). The study found that the students who persisted in
teaching were significantly more satisfied than those who did not persist and those with
nonteaching career. Beginning teachers were more satisfied with their jobs than those in other
occupations. Teachers who had teaching license also reported that they were more satisfied than
those who did not have license. The social-contextual factors i.e. race, socioeconomic status,
teaching license, parent‘s education and occupation were the best predictors of Job Satisfaction.

Liu, et.al. (2008) investigated the dimensionality and generalizability of Public Service
Motivation and also examined the relationship between each dimension of public service
motivation and public servant‘s Job Satisfaction. Exploratory factor analysis and confirmatory
factor analysis techniques were applied to survey data of 191 public servants in China. The result
indicated that the public service motivation observed in the West existed in china, but the
generalizability of the construct was limited. Three of the four dimensions of public service
motivation (attraction to public policy making, commitment to the public interest and
selfsacrifice) existed in China, but the fourth dimension (compassion) was unconfirmed.

41
Rajesh (2007) studied the Quality of Work life and Job satisfaction in 10 IT Companies
professionals from 3 cities i.e. Hyderabad, Bangalore and Chennai. The objectives of the study
were to explore the levels of Job Satisfaction and relationship between demographic
characteristics and satisfaction, to find differences exists between demographic characteristics
with overall Job Satisfaction, to identify specific Indicators that causes dissatisfaction and to
examine the hierarchy of needs among IT Professionals. The questionnaire was administered to
collect primary data. The study revealed that higher income groups and higher experienced were
the most dissatisfied with Job Security. It was also showed that the most satisfied employees in
IT Industry were of Hyderabad, followed by Chennai and Bangalore respectively.

Santhapparaj (2005) studied the Job Satisfaction of the women managers working in
automobile Manufacturing Industry in Malaysia. It was based on primary survey from 200
women managers. The study investigated the relationship between specific aspects of Job
Satisfaction and the personal characteristics of women managers. It was also aimed to retest the
Herzberg‘s Two-Factor theory. The correlation analysis showed that there was a significant
negative correlation between education level and pay, promotion people on present job and job
in general. The percentage of overall satisfaction was 75.59%. The results did not support the
Hezberg‘s theory and concluded that no separate and distinct factors lead to job satisfaction or
dissatisfaction, but if they were together contributed to job satisfaction or dissatisfaction. The
study reveals that there was a need for change in the Organizational culture and the management
should create the environment for social and organizational network. The factor which was
relatively less satisfied was the pay and this can be improved only through dialogue which
involve cost to the organization and the less level of satisfaction on present job could be easily
improved by job rotation, providing challenging job and so on.

Santhapparaj, et.al. (2005) were assessed the job satisfaction of the women managers working
in automobile industry in Malaysia based on primary survey from 200 woman managers. The
result showed that female managers were generally satisfied with their job. Highest level of
satisfaction occurs in the areas of supervision, job in general, and present job and present pay.
However, relatively more number of women managers was dissatisfied with their co-workers,
pay and present job. The correlation analysis showed that there was a significant negative
correlation between age, education and various job factors that determine the job satisfaction.
42
Sarri and Judges (2004), article provided greater understanding of the research on employee‘s
attitudes and Job Satisfaction. The article identified three gaps between Human resource practice
and the scientific research in the area of employee attitudes in general and the most focal
employee attitude in particular –Job satisfaction: the causes of employee attitudes, the result of
positive or negative job satisfaction and how to measure and influence employee attitudes.
Suggestions for practitioners are provided on how to close the gaps in knowledge and for
evaluating implemented practices.

Worrell (2004) examined and described the levels of Job Satisfaction and relationship between
the variables in a national sample of school psychologists belonging to the National Association
of School Psychologists (NASP). Data were collected through mailed survey packets including a
data form including Minnesota Satisfaction Questionnaire. 234 full time practitioners responded.
Result indicated that 90% of school psychologists were satisfied or very satisfied with their jobs.
The findings showed a gradual increase in overall satisfaction when compared to 1982 and 1992
that reported being satisfied or very satisfied with their jobs. Participants in the current sample
were more satisfied with their job security, independence and creativity.

Rama Devi (1997) conducted a study on faculty Job Satisfaction and their views on
management of the two universities in Andhra Pradesh. The sample consisting of 200 teaching
faculty and 100 members were selected randomly from each university and the attempt was
made to measure Job Satisfaction of the faculty in universities of Andhra Pradesh. The study
found that the factors such as freedom in job, scope for self-improvement, income and job
security were causing satisfaction while bureaucratic rules, no recognition for work and routine
work were causing dissatisfaction to them.

Dhar and Jain(1992) carried out an investigation amongst academicians. The investigation
explored the nature of relationship between Job Satisfaction, Job Involvement, Age and Length
of service. An important finding of the study was that Job Involvement and Job Satisfaction are
positive correlates which imply that involvement in Job increases Job Satisfaction and viceversa.
Syeed (1992), made an endeavor to determine the relationship between employee Job
Satisfaction and Organizational effectiveness. The sample for the study consisted of 44
supervisors of a public sector undertaking which was randomly drawn from a single unit of the

43
Company. The main objective of the study was to relate satisfaction with Organizational
effectiveness along with personal attributes such as age, education, pay, length of service etc. the
study revealed that Job satisfaction facets had more explanatory power than the personal
attributes of respondents. It was clear from the study that the Organization through its human
resource development policies and practices created better environment for employees, resulting
in greater satisfaction which in turn enhanced Organizational effectiveness.

Balgir(1991) attempted to understand hygiene-motivational factors as postulated by Hergeberg

based on their need priorities that dominate the minds of Indian Managers while continuing
service in their respective Organizations. The results revealed that Job Satisfaction, Salary, Job
Security, better chances of promotion, happy Personal life, high Position and friendly social
circle are some of the motivating factors in that order which strongly influence Indian Mangers.

Mathew (1991) tested the relationship between Satisfaction and Organizational commitment
with a Non-recursive model that permitted the simultaneous examination of the influence of
satisfaction on commitment and the influence of commitment on satisfaction. The study
highlighted that the two variables were reciprocally related but that the influence of satisfaction
on commitment was stronger.

Mehra and Mishra (1991) in their study explored the potential moderator effect of mental
health on the Intrinsic Job Satisfaction-Occupational stress relationship. The study was
conducted on 250 blue collar industrial workers of UPTRON India Ltd. The findings of the study
showed that mental health has a moderating effect on the Intrinsic Job Satisfaction-Occupational
stress relationship.

Mira Singh and Pestonjee (1990) hypothesized that Job Satisfaction is influenced by the levels
of Occupation, Job involvement and Participation. The sample for the study consisted of 250
officers and 250 clerical cadres belonging to a nationalized bank in Western India. The study
confirmed the hypothesis and it was found that Job Satisfaction of the Bank employees was
positively affected by the Occupational level, Job involvement and participation.
Sinha and singh (1961) studied the relationship between job satisfaction and absenteeism. A
random sample as selected from various departments of Tisco, Jamshedpur. The sample
consisted of high and low absentee workers. Respondents consisted of 50 each from both the

44
categories. Job satisfaction questionnaire consisted of items of four components of job
satisfaction namely nature of work, wages and security, supervisors and supervision and
company‘s overall personnel policy. It was found that low absentees ere significantly more
satisfied with their job than high absentees.

Bidwel and Charles (1956) studied on the job satisfaction and school management and
concluded that effective education is necessary to develop good image of the school and that
teachers ―job satisfaction increased by perfect management.

Gardon (1955) in his research on the job satisfaction of the workers of industrial concern and
human needs industries found that if person‘s individual needs are satisfied then their job
satisfaction increases; thereby reflecting a positive relation with the job satisfaction

Morge (1953) in his study of the job satisfaction of the employees of white collars jobs found
that fifty five male teachers were satisfied with their job with oppose to thirty five percent female
employees who were not satisfied with their job. This study highlighted the relationship between
gender and job satisfaction and concluded that satisfaction is affected by gender.

45
 CHAPTER III RESEARCH

METHODOLOGY:
The methodology followed for conducting the study includes the specification of research design,
sample design, questionnaire design, data collection and statistical tools used for analyzing the
collected data.

3.1 RESEARCH DESIGN:

The research design used for the study is of the descriptive type. It refers to those studies which
are concerned with describing the characteristics of a particular individual or a group.

3.2 SOURCES OF DATA

Primary data:

Primary data is information that is collected for the purpose at hand and this normal refers to
information collected directly by the company or individual, primary sources of data collection is
done by questionnaire.

Secondary data

Secondary data collected from the sources that have already collected it. Basically it is second
hand or re-used data that is collected primary data. For this study the secondary data collected
through books, magazines, records.

DESCRIPTIVE RESEARCH DESIGN

The design for this study is descriptive research design. The design was chosen as it describes
accurately the characteristics of a particular system as well as the views held by individuals about
the system.

SOURCES OF DATA

46
 • Primary data
• Secondary data
PRIMARY SOURCES OF DATA:

Primary data is information that is collected for the purpose at hand and this normal refers to
information collected directly by the company or individual, primary sources of data collection is
done by questionnaire.

SECONDARY SOURCES OF DATA:

Secondary data collected from the sources that have already collected it. Basically it is second
hand or re-used data that is collected from primary data. For this study the secondary data
collected through books, magazines, records.

3.3 SAMPLE SIZE

The total population of this study is 420 employees and the sample size taken for this study in
130 respondents.

3.4 SAMPLING TECHNIQUE

In this study the researcher used convenience sampling technique. A convenience sampling is a
type of non-probability sampling that involving the sample being drawn from the part if the
population that is close to hand. That is sample population selected because it is readily available
and convenient, as researchers are drawing on relationships or network to which they have easy
access.

DATA COLLECTION INSTRUMENT

The questionnaire method was used to collect primary data. This method was chosen for
formulating reasons. The universe was small hence this method was found suitable. And the
questionnaire contains the questions related to the field.

DATA ANALYSIS

Analysis is the process of placing the data in the ordered form, combing them with the existing
information and extracting the meaning from them. Only analysis brings out the information
from the data.

3.5 TOOLS OF ANALYSIS:

CHI SQUARE TEST:

47
Chi square test is supplied to the test the goodness of fit, to verify the distribution of observed
data with assumed theoretical distribution. Therefore it is a measure to study the divergence of
actual and expected frequencies;

Karl pear son‘s has developed a method to test the difference between the theoretical
(hypotheses) & the observed value.

Chi square test (χ2) = SUM OF (O-E)2 / E

Degree of freedom= V= (R-1) (C-1)

Where,

‗O‘= Observed frequency

‗E‘= Expected frequency

‗R‘=Number of rows

‗C‘=Number of columns

For the chi square test the table value has taken @ 5% level of significance.

ANOVA METHOD (ONE WAY ANOVA):

The acronym of ANOVA refers to analysis of variance and is statistical procedure used to test
the degree to which two or more groups vary or differ in an experiment. In most compliments, a
great deal of variance usually indicates that there was a significant finding from the research.

48
3.6 LIMITATIONS OF THE STUDY:
• The research study conducted with a sample of 130 respondents only. So the findings are
limited to the views of the respondents only.
• To create good image, respondents may give responses vary from the facts.
• Some respondents may give the actual situation; they feared that management would take
any action against them.
• I was able to cover only those employees who were currently working in the company.

49
 CHAPTER IV

DATA ANALYSIS AND INFERENCE

TABLE 4.1.1

TABLE SHOWING GENDER

Sl. No Description No. Of. Responded Percentage

1 Male 80 62%
2 Female 50 38%
Total 130 100%

CHART 4.2.1

CHART SHOWING GENDER

50
 Gender
Male Female

50

38%
80
62%

No. Of. Respondend Percentage

INFERENCE:

From the above table it is inferred that 62% of the respondents are Male in gender and 38% of
the respondents are Female in gender.

TABLE 4.1.2

TABLE SHOWING AGE

Sl. No Description No. Of. Responded Percentage
1 less than 20 10 8%
2 21 - 30 40 31%
3 31 - 40 50 38%
4 41 - 50 30 23%
Total 130 100

CHART 4.2.2

CHART SHOWING AGE

51
 Age
Series2 Series1

23%
41 - 50
30

38%
31 - 40
50

31%
21 - 30
40

8%
less then 20
10

INFERENCE:

From the above table it is inferred that 23% of the respondents are 41 – 50 in age, 8% of the
respondents are less than 20 in age, 31% of respondents are 21 – 30 in the age and 38% of the
respondents are 31 – 40 in the age.

TABLE 4.1.3

TABLE SHOWING MARITAL STATUS

Sl. No Description No. Of. Responded Percentage
1 Married 40 31%
2 Unmarried 90 69%
Total 130 100%

CHART 4.2.3

CHART SHOWING MARITAL STATUS

52
 MARITAL STATUS
Married Unmarried

90
69%

40 31%

No. Of. Respondend Percentage

INFERENCE:

From the above table inferred that 31% of the respondents are married in marital status and 69%
of the respondents are Unmarried in marital status.

TABLE 4.1.4

TABLE SHOWING EDUCATIONAL QUALIFICATION

Sl. No Description No. Of. Responded Percentage
1 Diploma 40 31%
2 ITI 30 23%
3 UG 30 23%
4 PG 30 23%
Total 130 100%

53
 CHART 4.2.4

CHART SHOWING EDUCATIONAL QUALIFICATION

Educational Qualification
Percentage No. Of. Responded

23%
PG 30

23%
UG 30

23%
ITI 30

31%
Diploma 40

INFERENCE:

From the above table inferred that 31% of the responded are diploma, 23% of the respondents
are PG, 23% of the respondents are UG, and 23% of the respondents are ITI.

TABLE 4.1.5

TABLE SHOWING WORK EXPERIENCE

Sl. No Description No. Of. Responded Percentage
1 1-5 years 30 23%
2 6-10 years 50 38%
3 11-15 years 20 15%
4 Above 15 years 30 23%
Total 130 100%

54
 CHART 4.2.5
CHART SHOWING WORK EXPERIENCE

Work experience

No. Of. Responded Percentage

50

38%
30 30
23% 23%
20
15%

1-5 years 6-10 years 11-15 years Above 15 years

INFERENCE:

From the above table it is inferred that 15% of the respondents are 11 – 15 years in the work
experience, 23% of the respondents are above 15 years in work experience, 23% of the
respondents are 1 – 5 years in work experience and 38% of the respondents are 6 – 10 years in
work experience.

TABLE 4.1.6

TABLE SHOWING THE TRAINING STRUCTURE WAS PLANNED & ARTICULATE

WAY BEFORE THE FORMAL TRAINING PERIOD
Sl. No Description No. Of. Responded Percentage
1 Strongly agree 30 23%
2 Agree 40 31%
3 Neutral 20 15%
4 Disagree 30 23%
5 Strongly disagree 10 8%

55
 Total 130 100%

CHART 4.2.6

CHART SHOWING THE TRAINING STRUCTURE WAS PLANNED & ARTICULATE

WAY BEFORE THE FORMAL TRAINING PERIOD
Training structure were planned & articulate way
before the formal training period

No. Of. Responded Percentage

40

30 31% 30
23% 23%
20
15%
10 8%

Strongly agree Agree Neutral Disagree Strongly

disagree

INFERENCE:

From the above table it is inferred that 31% of the respondents are agree, 23% of the respondents
are strongly agree, 23% of the respondents are disagree, 15% of the respondents are neutral, 8%
of the respondents are strongly disagree

TABLE 4.1.7

TABLE SHOWING OVERALL COMPENSATION PACKAGE

Sl. No Description No. Of. Responded Percentage
1 Highly satisfied 20 15%
2 Satisfied 20 15%
3 Neutral 60 46%
4 Dissatisfied 10 8%
5 Highly dissatisfied 20 15%

56
 Total 130 100%

CHART 4.2.7

CHART SHOWING OVERALL COMPENSATION PACKAGE

Overall compensation package

No. Of. Responded Percentage

60

46%

20 20 20
15% 15% 15%
10 8%

Highly satisfied Satisfied Neutral Dissatisfied Highly

dissatisfied

INFERENCE:

From the above table it is inferred that 46% of respondents are neutral in overall compensation
package, 15% of respondent are highly satisfied in overall compensation package ,15% of the
respondents are satisfied in overall compensation package, 8% of the respondents are dissatisfied
in overall compensation package and 15% of the respondents are highly dissatisfied in overall
compensation package.

TABLE 4.1.8

TABLE SHOWING EMPLOYEE PARTICIPATIVE IN DECISION MAKING

Sl. No Description No. Of. Responded Percentage
1 Strongly agree 40 31%
2 Agree 20 15%
3 Neutral 30 23%
4 Disagree 20 15%

57
 5 Strongly disagree 20 15%
Total 130 100%

CHART 4.2.8

CHART SHOWING EMPLOYEE PARTICIPATIVE IN DECISION MAKING

Employee participative indecision making

No. Of. Responded Percentage

40

31% 30
23%
20 20 20
15% 15% 15%

Strongly agree Agree Neutral Disagree Strongly

disagree

INFERENCE:

From the above table it is inferred that 31% of respondent are strongly agree in employee
participative in decision making, 15% of the respondent are agree in employee participative in
decision making, 23% of the respondent are neutral in employee participative in decision
making, 15% of the respondent disagree and strongly disagree in employee participative in
decision making.

TABLE 4.1.9

TABLE SHOWING GRIEVANCE HANDLING IN YOUR ORGANIZATION

Sl. No Description No. Of. Responded Percentage
1 Highly satisfied 30 23%
2 Satisfied 20 15%
3 Neutral 40 31%
4 Dissatisfied 10 8%

58
 5 Highly dissatisfied 30 23%
Total 130 100%

CHART 4.2.9

CHART SHOWING GRIEVANCE HANDLING IN YOUR ORGANIZATION

Grievance handling in your organization
Percentage No. Of. Responded

Highly dissatisfied 23%

Dissatisfied 8%
30
10
Neutral 31%

Satisfied 15%
20
Highly satisfied 23%

30 40

INFERENCE:

From the above table it is inferred that 31% of the respondent are neutral in grievance handling
in your organization, 23% of the respondent are highly satisfied and highly dissatisfied in
grievance handling in your organization, 15% of the respondent are satisfied in grievance
handling in your organization,8% 9f the respondent are dissatisfied in grievance handling in your
organization.

TABLE 4.1.10

TABLE SHOWING BENEFITS FULFILLED THE NEED OF THE EMPLOYEE

Sl. No Description No. Of. Responded Percentage
1 Highly satisfied 20 15%
2 Satisfied 20 15%
3 Neutral 20 15%

59
 4 Dissatisfied 40 31%
5 Highly dissatisfied 30 23%
Total 130 100%

CHART 4.2.10

CHART SHOWING BENEFITS FULFILLED THE NEED OF THE EMPLOYEE

Benefits fulfilled the need of the employee

No. Of. Responded Percentage

40

31% 30
23%
20 20 20
15% 15% 15%

Highly Satisfied Neutral Dissatisfied Highly

satisfied dissatisfied

INFERENCE:

From the above table it is inferred that 31% of the respondent are dissatisfied in benefits fulfilled
the need of the employee, 15% of the respondent are highly satisfied and 15% of the respondent
are satisfied in in benefits fulfilled the need of the employee, 23% of the respondent are highly
dissatisfied in benefits fulfilled the need of the employee, 15% of the respondent are neutral in
benefits fulfilled the need of the employee.

TABLE 4.1.11

TABLE SHOWING BONUS AND INCENTIVE

Sl. No Description No. Of. Responded Percentage
1 Strongly agree 30 23%
2 Agree 20 15%

60
 3 Neutral 60 46%
4 Disagree 10 8%
5 Strongly disagree 10 8%
Total 130 100%

CHART4.2.11

CHART SHOWING BONUS AND INCENTIVE

Bonus and incentive

No. Of. Responded Percentage

60

46%

30
23%
20
15%
10 8% 10 8%

Strongly agree Agree Neutral Disagree Strongly

disagree

INFERENCE:

From the above table it is inferred that 46% of the respondent are neutral in bonus and incentive
to the employee, 23% of the respondents are strongly agree in bonus and incentive to the
employee, 15% of the respondents are agree in bonus and incentive to the employee, 8% of
respondent are disagree and strongly disagree in bonus and incentive to the employee.

TABLE 4.1.12

TABLE SHOWING SALARY INCREASE MOTIVATE TO THE EMPLOYEE

Sl. No Description No. Of. Responded Percentage
1 Strongly agree 15 12%
2 Agree 20 15%

61
 3 Neutral 35 27%
4 Disagree 30 23%
5 Strongly disagree 30 23%
Total 130 100%

CHART 4.2.12

CHART SHOWING SALARY INCREASE MOTIVATE TO THE EMPLOYEE

Csalary increase motivate to the employee
Percentage No. Of. Responded

Strongly disagree 23%

30
Disagree 23%
30
Neutral 27%

Agree 15%
20
Strongly agree 12%
15 35

INFERENCE:

From the above table it is inferred that 23% of the respondent are strongly disagree in salary
increase motivate to the employee, 27% of the respondent are neutral in salary increase motivate
to the employee, 15% of the respondents are agree in salary increase motivate to the
employee,13% of the respondent are strongly agree in salary increase motivate to the employee,
23% of the respondent are disagree in salary increase motivate to the employee.

TABLE 4.1.13

TABLE SHOWING EMPLOYEES ARE RECOGNIZED AS INDIVIDUAL

Sl. No Description No. Of. Responded Percentage
1 Strongly agree 20 15%
2 Agree 20 15%
3 Neutral 60 46%

62
 4 Disagree 20 15%
5 Strongly disagree 10 8%
Total 130 100%

CHART4.2.13

CHART SHOWING EMPLOYEES ARE RECOGNIZED AS INDIVIDUAL

Employees are recognized as individual

No. Of. Responded Percentage

60

46%

20 20 20
15% 15% 15%
10 8%

Strongly agree Agree Neutral Disagree Strongly

disagree

INFERENCE:

From the above table it is inferred that 46% of the respondent are neutral in employee are
recognized as individual, 15% of the respondent are strongly agree and agree in employee are
recognized as individual, 8% of the respondent are strongly disagree in employee are recognized as
individual, 15% of the respondents are disagree in employee are recognized as individual.

TABLE 4.1.14

TABLE SHOWING APPRECIATION OR REWARD SYSTEM

Sl. No Description No. Of. Responded Percentage
1 Strongly agree 20 15%
2 Agree 45 35%
3 Neutral 35 27%

63
 4 Disagree 25 19%
5 Strongly disagree 5 4%
Total 130 100%

CHART 4.2.14

CHART SHOWING APPRECIATION OR REWARD SYSTEM

Appreciation or reward system

No. Of. Responded Percentage

45

35% 35
27% 25
20 19%
15%

5 4%

Strongly agree Agree Neutral Disagree Strongly

disagree

INFERENCE:

From the above table it is inferred that35% of the respondent are agree in apperception or
reward system provide by your management , 15% of the respondent are strongly agree in
apperception or reward system provide by your management ,27% of the respondent are neutral
in apperception or reward system provide by your management ,19% of the respondent are
disagree in apperception or reward system provide by your management ,4 of the respondent are
strongly disagree in apperception or reward system provide by your management .

TABLE 4.1.15

TABLE SHOWING MEDICAL FACILITIES PROVIDE BY YOUR ORGANIZATION

Sl. No Description No. Of. Responded Percentage
1 Highly satisfied 40 31%

64
 2 Satisfied 20 15%
3 Neutral 40 31%
4 Dissatisfied 10 8%
5 Highly dissatisfied 20 15%
Total 130 100%

CHART 4.1.15

CHART SHOWING MEDICAL FACILITIES PROVIDE BY YOUR ORGANIZATION

Medical facilities provide by your organization

No. Of. Responded Percentage

40 40
31% 31%
20 20
15% 15%
10 8%

Highly satisfied Satisfied Neutral Dissatisfied Highly

dissatisfied

INFERENCE:

From the above table it is inferred that 31% of the respondent are highly satisfied, 15% of the
respondent are satisfied, 31% of the respondent are neutral, 8% of the respondent are dissatisfied
in medical facilities provide by your organization, 15% of the respondent are highly dissatisfied
in medical facilities provide by your organization.

TABLE 4.1.16

TABLE SHOWING RECREATION SCHEME

Sl. No Description No. Of. Responded Percentage
1 Strongly agree 35 27%
2 Agree 25 19%

65
 3 Neutral 40 31%
4 Disagree 20 15%
5 Strongly disagree 10 8%

Total 130 100%

CHART 4.2.16

CHART SHOWING RECREATION SCHEME

Recreation scheme

Percentage No. Of. Responded

Strongly disagree 8%
10
Disagree 15%
20
Neutral 31%
40

Agree 19%
25
Strongly agree 27%
35

INFERENCE:

From the above table it is inferred that 31% of the respondent are neutral i, 15% of the
respondent are disagree, 19% of the respondent are agree, 27% of the respondent are strongly
agree, 8% of the respondent are strongly disagree.

TABLE 4.1.17

TABLE SHOWING DRINKING WATER FACILITY

Sl. No Description No. Of. Responded Percentage

1 Highly satisfied 10 8%

66
 2 Satisfied 55 42%
3 Neutral 25 19%
4 Dissatisfied 10 8%
5 Highly dissatisfied 30 23%
Total 130 100%

CHART 4.2.17

CHART SHOWING DRINKING WATER FACILITY

Drinking water facility

No. Of. Responded Percentage

55

42%

30
25 23%
19%
10 8% 10 8%

Highly satisfied Satisfied Neutral Dissatisfied Highly

dissatisfied

INFERENCE:

From the above table it is inferred that 8% of the respondent are highly satisfied in drinking
water facility provide to the employee, 42% of the respondent are satisfied in drinking water
facility provide to the employee, 19% of the respondents are neutral in drinking water facility
provide to the employee, 8% of the respondent are dissatisfied in drinking water facility provide
to the employee, 23% of the respondent are highly dissatisfied in drinking water facility provide
to the employee.
TABLE 4.1.18

TABLE SHOWING THE WORKING ENVIRONMENT

Sl. No Description No. Of. Responded Percentage
1 Highly satisfied 20 15%
2 Satisfied 40 31%
3 Neutral 60 46%
67
 4 Dissatisfied 5 4%
5 Highly dissatisfied 5 4%
Total 130 100%

CHART 4.2.18

TABLE SHOWING THE WORKING ENVIRONMENT

The working environment

No. Of. Responded Percentage

60

46%
40
31%
20
15%
5 4% 5 4%

Highly Satisfied Neutral Dissatisfied Highly

satisfied dissatisfied

INFERENCE:

From the above table it is inferred that 46% of the respondent are highly satisfied in the working
environment, 31% of the respondent are satisfied in the working environment, 46% of the
respondent are neutral in the working environment, 4% of the respondent are dissatisfied and
highly dissatisfied in the working environment.

TABLE 4.1.19

TABLE SHOWING THE FIRST AID

Sl. No Description No. Of. Responded Percentage
1 Strongly agree 30 23%
2 Agree 25 19%

68
 3 Neutral 15 12%
4 Disagree 20 15%
5 Strongly disagree 40 31%
Total 130 100%

CHART 4.2.19
CHART SHOWING THE FIRST AID

The FIRST AID

No. Of. Responded Percentage

40

30 31%
25
23%
19% 20
15 15%
12%

Strongly Agree Neutral Disagree Strongly

agree disagree

INFERENCE:

From the above table it is inferred that 23% of the respondent are strongly agree in the first aid
provided in our organization, 19% of the respondent are agree in the first aid provided in our
organization, 12% of the respondent are neutral in the first aid provided in our organization, 15
of the respondent are disagree in the first aid provided in our organization, 31% of the
respondent are strongly disagree in the first aid provided in our organization

TABLE 4.1.20

TABLE SHOWING THE SANITARY FACILITY

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 Sl. No Description No. Of. Responded Percentage
1 Highly satisfied 20 15%
2 Satisfied 30 23%
3 Neutral 20 15%
4 Dissatisfied 50 38%
5 Highly dissatisfied 10 8%
Total 130 100%
CHART 4.2.20

CHART SHOWING THE SANITARY FACILITY

SANITARY facility

No. Of. Responded Percentage

50

38%
30
23%
20 20
15% 15%
10 8%

Highly satisfied Satisfied Neutral Dissatisfied Highly

dissatisfied

INFERENCE:

From the above table it is inferred that 15% of the respondents are highly agree in sanitary
facility provide the organization, 23% of the respondent are satisfied in sanitary facility provide
the organization, 15% of the respondent are neutral in sanitary facility provide the organization,
38% of the respondent are dissatisfied in sanitary facility provide the organization,8% of the
respondent are highly dissatisfied in sanitary facility provide the organization.

ANOVA
TABLE 4.1.21
RELATIONSHIP BETWEEN EDUCATIONAL QUALIFICATION AND

70
 COMPENSATION PACKAGE
H0: There is no significant relationship between educational qualification and compensation
package.
H1: There is a significant relationship between educational qualification and compensation
package.
ANOVA
EDUCATIONALQUALIFICATION
Sum of Squares Df Mean Square F Sig.
Between Groups 155.769 4 38.942 324.519 .000
Within Groups 15.000 125 .120
Total 170.769 129

FORMULA:

ANOVA TESTF = MSC/MSE

Where,

MSC = Mean Sum of Column

MSE = Mean Sum of Error

Degree of freedom = 4

At 5% level of significant the table value is 6.39

Calculated value is 324.519

TABLE VALUE < CALCULATED VALUE

H0 is rejected

OUTPUT:

The table value is less than calculated value so H1 is accepted

Hence there is significant relationship between educational qualification and.

ANOVA
TABLE 4.1.22
RELATIONSHIP BETWEEN WORK EXPERIENCE AND BONUS & INCENTIVE

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H0: There is no significant relationship between work experience and bonus & incentive.
H1: There is a significant relationship between work experience and bonus & incentive.
ANOVA WORKEXPERIENCE
Sum of Squares Df Mean Square F Sig.
Between Groups 117.436 4 29.359 110.096 .000
Within Groups 33.333 125 .267
Total 150.769 129

FORMULA:

ANOVA TESTF = MSC/MSE

Where,

MSC = Mean Sum of Column

MSE = Mean Sum of Error

Degree of freedom = 4

At 5% level of significant the table value is 6.39

Calculated value is 110.096

TABLE VALUE < CALCULATED VALUE

H0 is rejected

OUTPUT:

The table value is less than calculated value so H1 is accepted

Hence there is significant relationship between work experience and compensation package.

CHI-SQUARE
TABLE NO: 4.1.23

RELATIONSHIP BETWEEN WORKING ENVIRONMENT AND

72
 SANITARY FACILITY
H0: There is no significant relationship between working environment and sanitary facility.
H1: There is a significant relationship between working environment and sanitary facility.

Chi-Square Tests
Value Df Asymp. Sig. (2-sided)

Pearson Chi-Square 362.917a 16 .000

Likelihood Ratio .000
285.520 16
Linear-by-Linear Association 112.373 1 .000
N of Valid Cases 130

a. 16 cells (64.0%) have expected count less than 5. The minimum expected count is .38.

FORMULA:
Chi-square test (x2) = ∑ (O – E) 2 / E
Degree of freedom = (R – 1) (C – 1) =16
At 5% level of significance the table value is 26.296
Calculated value = 362.917
TABLE VALUE < CALCULATED VALUE
Hence H1 is accepted.
OUTPUT:
The table value is less than calculated value so H1 is accepted.
Hence, there is significance relationship between .

CHAPTER V
5.1 FINDINGS
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 It is found that 62% of the respondents are Male in gender and 38% of the respondents
are Female in gender.
 It is found that 23% of the respondents are 41 – 50 in age, 8% of the respondents are less
than 20 in age, 31% of respondents are 21 – 30 in the age and 38% of the respondents are
31 – 40 in the age.
 It is found that 31% of the respondents are Married in marital status and 69% of the
respondents are Unmarried in marital status.
 It is found that 31% of the responded are diploma, 23% of the respondents are PG, 23%
of the respondents are UG, 23% of the respondents are ITI.
 It is found that 15% of the respondents are 11 – 15 years in the work experience, 23% of
the respondents are above 15 years in work experience, 23% of the respondents are 1 – 5
years in work experience and 38% of the respondents are 6 – 10 years in work
experience.
 It is found that 31% of the respondents are agree, 23% of the respondents are strongly
agree, 23% of the respondents are disagree, 15% of the respondents are neutral, 8% of the
respondents are strongly disagree.
 It is found that 46% of respondents are neutral in overall compensation package, 15% of
respondent are highly satisfied in overall compensation package ,15% of the respondents
are satisfied in overall compensation package, 8% of the respondents are dissatisfied in
overall compensation package and 15% of the respondents are highly dissatisfied in
overall compensation package.
 It is found that 38% of the respondent are neutral in top management policies, 15% of the
respondent are satisfied and dissatisfied in top management policies, 23% of the
respondent are highly satisfied in top management policies, 8% of the respondent are
highly dissatisfied in top management policies.
 It is found that 31% of respondent are strongly agree in employee participative in
decision making, 15% of the respondent are agree in employee participative in decision
making, 23% of the respondent are neutral in employee participative in decision making,
15% of the respondent disagree and strongly disagree in employee participative in
decision making.

74
 It is found that 31% of the respondent are neutral in grievance handling in your
organization, 23% of the respondent are highly satisfied and highly dissatisfied in
grievance handling in your organization, 15% of the respondent are satisfied in grievance
handling in your organization,8% 9f the respondent are dissatisfied in grievance handling
in your organization.
 It is found that 31% of the respondent are dissatisfied in benefits fulfilled the need of the
employee, 15% of the respondent are highly satisfied and 15% of the respondent are
satisfied in in benefits fulfilled the need of the employee, 23% of the respondent are
highly dissatisfied in benefits fulfilled the need of the employee, 15% of the respondent
are neutral in benefits fulfilled the need of the employee.
 It is found that 46% of the respondent are neutral in bonus and incentive to the employee,
23% of the respondents are strongly agree in bonus and incentive to the employee, 15%
of the respondents are agree in bonus and incentive to the employee, 8% of respondent
are disagree and strongly disagree in bonus and incentive to the employee.
 It is found that 23% of the respondent are strongly disagree in salary increase motivate to
the employee, 27% of the respondent are neutral in salary increase motivate to the
employee, 15% of the respondents are agree in salary increase motivate to the
employee,13% of the respondent are strongly agree in salary increase motivate to the
employee, 23% of the respondent are disagree in salary increase motivate to the
employee.
 It is found that 46% of the respondent are neutral in employee are recognized as
individual, 15% of the respondent are strongly agree and agree in employee are
recognized as individual, 8% of the respondent are strongly disagree in employee are
recognized as individual, 15% of the respondents are disagree in employee are
recognized as individual.
 It is found that 31% of the respondent are highly satisfied in medical facilities provide by
your organization, 15% of the respondent are satisfied in medical facilities provide by
your organization, 31% of the respondent are neutral in medical facilities provide by your
organization, 8% of the respondent are dissatisfied in medical facilities provide by your

75
 organization, 15% of the respondent are highly dissatisfied in medical facilities provide
by your organization.
 It is found that35% of the respondent are agree in apperception or reward system provide
by your management , 15% of the respondent are strongly agree in apperception or
reward system provide by your management ,27% of the respondent are neutral in
apperception or reward system provide by your management ,19% of the respondent are
disagree in apperception or reward system provide by your management ,4 of the
respondent are strongly disagree in apperception or reward system provide by your
management .
 It is found that 31% of the respondent are neutral in recreation scheme provide in your
organization, 15% of the respondent are disagree in recreation scheme provide in your
organization, 19% of the respondent are agree in recreation scheme provide in your
organization, 27% of the respondent are strongly agree in recreation scheme provide in
your organization, 8% of the respondent are strongly disagree recreation scheme provide
in your organization.
 It is found that 8% of the respondent are highly satisfied in drinking water facility
provide to the employee, 42% of the respondent are satisfied in drinking water facility
provide to the employee, 19% of the respondents are neutral in drinking water facility
provide to the employee, 8% of the respondent are dissatisfied in drinking water facility
provide to the employee, 23% of the respondent are highly dissatisfied in drinking water
facility provide to the employee.
 It is found that 46% of the respondent are highly satisfied in the working environment,
31% of the respondent are satisfied in the working environment, 46% of the respondent
are neutral in the working environment, 4% of the respondent are dissatisfied and highly
dissatisfied in the working environment.
 It is found that 23% of the respondent are strongly agree in the first aid provided in our
organization, 19% of the respondent are agree in the first aid provided in our
organization, 12% of the respondent are neutral in the first aid provided in our
organization, 15 of the respondent are disagree in the first aid provided in our

76
 organization, 31% of the respondent are strongly disagree in the first aid provided in our
organization.
 It is found that 15% of the respondents are highly agree in sanitary facility provide the
organization, 23% of the respondent are satisfied in sanitary facility provide the
organization, 15% of the respondent are neutral in sanitary facility provide the
organization, 38% of the respondent are dissatisfied in sanitary facility provide the
organization,8% of the respondent are highly dissatisfied in sanitary facility provide the
organization.

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5.2 SUGGESTIONS

 The company can provide rewards to the employee‘s for motivating them.
 The company can provide transport facilities to the employee‘s.
 The organization could encourage the ideas and the suggestions given by the employee‘s
in the work place.
 The company can provide safe and comfortable working environment.

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5.3 CONCLUSION

The study on Employees Job Satisfaction at DELHIVERY PRIVATE LIMITED is cased out
with full co-operation of the employees and management. It is assured that the company may get
high boosted moral in the organization provided. Some of the suggestions made in the report is
carried out. The satisfaction level for each parameter is identified individually from the
employees. This study helps the organization to concentrate on those parameters, which lack the
employees satisfaction. An overall study of the research reveals good satisfaction level of the
employees in their jobs, but at the same time the organization lacks on certain factors such as
recognition and promotion policies. If these factors are given little more care, the company can
maintain good workers with high level of satisfaction among the employees with organizational
commitment and involvement.

79
BIBLIOGRAPHY:

Aguinis Herman, performance management, 2nd edition, 2009 person education, New
Delhi.
Bandura a, self-efficiency, the exercise of control, 1997 free man, New York.
Kothari. C. R. Research Methodology.
Prasad .L. M. Organization behavior.
Rao T.V, performance appraisal, theory and practice, Vikas, Delhi.

WEBSITE

www.encylopaediamanagement.com
www.findarticles.com www.performanceappraisal.com
www.surveyshare.com

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 QUESTIONNAIRE

Personal Details
1. Gender
a. Male [ ] b. Female [ ]
2. Age
a. Less than 20 [ ] b. 21 – 30 [ ] c.31 – 40 [ ] d. 41 – 50 [ ]
3. Marital status
a. Married [ ] b. Unmarried [ ]
4. Educational qualification
a. Diploma b. ITI c. UG d. PG
5. Work experience
a. 1 - 5 years [ ] b. 6 - 10 years [ ] c. 11 – 15 years [ ] d. Above 15 years [ ]
To study the overall employees satisfaction level in the organization
6. Do you feel that proper training structure were planned & articulate way before the formal
training period
a. Strongly agree b. Agree c. Neutral d. Disagree e. Strongly disagree
7. Do you satisfied with the overall compensation package
a. Highly satisfied b. Satisfied c. Neutral d. Dissatisfied e. Highly dissatisfied
8. Do you agree management taking the employees participative in decision making
a. Strongly agree b. Agree c. Neutral d. Disagree e. Strongly disagree
9. Did you satisfied with the grievance handling in your organization
a. Highly satisfied b. Satisfied c. Neutral d. Dissatisfied e. Highly dissatisfied
10. Do you agree that the benefits may fulfill the need of the employee
a. Strongly agree b. Agree c. Neutral d. Disagree e. Strongly disagree

To identify the motivational factor to improve the satisfaction level of employees

11. Do you satisfied with the bonus and incentives available to you?
a. Highly satisfied b. Satisfied c. Neutral d. Dissatisfied e. Highly dissatisfied 12.
Do you agree that salary increase motivates you most?

81
 a. Strongly agree b. Agree c. Neutral d. Disagree e. Strongly disagree
13. Do you feel that employees are recognized as individual?
a. Strongly agree b. Agree c. Neutral d. Disagree e.
Strongly disagree
14. Do you satisfied with the appreciation or reward system provide by your management
a. Strongly agree b. Agree c. Neutral d. Disagree e.
Strongly disagree

To know the employee job satisfaction towards the facilities

15. Do you satisfied with the medical facilities provided by your organization?
a. Highly satisfied b. Satisfied c. Neutral d. Dissatisfied e. Highly
dissatisfied 16. Do you agree with the recreation scheme provided in your
organization?
a. Strongly agree b. Agree c. Neutral d. Disagree e. Strongly disagree
17. Do you satisfied with drinking water facility provided to the employees
a. Highly satisfied b. Satisfied c. Neutral d. Dissatisfied e. Highly dissatisfied
18. Do you feel satisfied with the working environment?
a. Highly satisfied b. Satisfied c. Neutral d. Dissatisfied e. Highly dissatisfied
19. Do you think that the first aid provided in your organization is useful
a. Strongly agree b. Agree c. Neutral d. Disagree e. Strongly disagree

20. Do you satisfied with the sanitary facility provided in your organization
a. Highly satisfied b. Satisfied c. Neutral d. Dissatisfied e. Highly dissatisfied

82