Major Research Report

On
Employee Job Satisfaction

Submitted for completion of the requirements for

Bachelors in Commerce (Honors) for session (2020-
2023)

Submitted To: Submitted By:

Name of Guide Tanishka Gupta
Designation

HEC GROUP OF INSTITUTIONS

(Affiliated to Sri Dev Suman Uttarakhand University, Badshai Thaul,
Tehri (Garhwal))
Laksar Road, Jagjeetpur Haridwar- 249408 (Uttarakhand)

Declaration

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I hereby declare that the thesis titled “EMPLOYEE JOB SATISFACTION” submitted for the
award of B.COM (HONS.) at HEC GROUP OF INSTITUTIONS, HARIDWAR, department of
commerce is my original work and the dissertation has not formed the basis for the award of any
degree, associate ship, fellowship or any other similar titles.
The material borrowed from other sources and incorporated the thesis has been duly
acknowledged. I understand that myself could be held responsible and accountable for the
plagiarism , if any detected later on the research paper published based on the research conducted
out of and in the course of the study are also based on the study and not borrowed from other
sources.

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 CERTIFICATE

This is to hereby certify that, the original and genuine investigation work has been carried out to
investigate about the subject matter and the related data collection and investigation has been
completed solely, sincerely and satisfactorily done by, TANISHKA GUPTA a student of
department B.COM HONS.- 6TH SEMESTER ,roll number- 294200140026, for the academic
session 2022-23, regarding the investigatory report entitled “EMPLOYEE JOB
SATISFACTION.”

For marketing department under direct supervision of the under designed as per the requirements
for the sri devsuman university, uttarakhand.

ACKNOWLEDGMENT
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Firstly, I’m thankful to the almighty god for all the blessings showered. I am indebted to the
HEC GROUP OF INSTITUTIONS, HARIDWAR, Department of commerce, which has
accepted me for B.COM(HONS.) Degree program an provided an excellent opportunity to carry
out this research project and enhance my erudition.

I sincerely thanks (name of the guide), assistant professor at HEC GROUP OF INSTITUTIONS,
HARIDWAR, department of commerce from the bottom of my heart for given me her valuable
guidance for the project and sparing her precious time for me from her very busy schedule.

Apart from the efforts put in by me, I would like to appreciate the unflinching support of my best
friend, who has been pillar of strength in the moments of doubt and has been there when there is
no one to answer my queries.

I want to express my heartfelt gratitude to director name for this tremendous support and
mentoring. Without his encouragement and guidance this project would have been materialised
the way it was.

I am grateful for the constant support and help given to me by my friends as I felt motivated and
encouraged every time we discuss about the project which was vital for the success of the
project.

The guidance and support received by my family and friends are beyond the limits.

I remain grateful to all those who spared their valuable time in filling up the questionnaire.

Finally, I am sincerely obliged to all those who have helped me directly and indirectly in the
completion of this study.

TABLE OF CONTENT

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S.NO. TITLE PAGE NUMBER

1. Introduction: About Tenhard India Private Limited

2. Introduction: About Employee Job Satisfaction

3. Literature review on employee job satisfaction

4. Research Methodology

5. Data analysis and interpretation

6. Finding, Suggestions and Conclusion

7. Bibliography

8. Annexure

ANNEXURE

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Tables And Figures No. Particulars Page No.

Fig 1.1 Tenhard India

Fig 1.2 Company Network

Fig 1.3 Popular on Tenhard

Fig 1.4 Popular on Tenhard

Table 1.1 Details of Tenhard

Table 1.2 Financial Highlights

Figure 2.1 Job satisfaction

Figure 2.2 Factors determining job satisfaction level

Figure 2.3 Job satisfaction factors

Figure 2.4 Maslow’s theory of hierarchy of needs

Figure 2.5 Hygiene factors of Herzberg

Figure 2.6 Hygiene factors of Herzberg

Figure 5.1 Working experience

Figure 5.2 Mission to all employees

Figure 5.3 Communication between manager and

employees

Figure 5.4 Support of management in job

Figure 5.5 Satisfaction through level of training

Figure 5.6 Hazards in environment

Figure 5.7 Benefits to employees

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Figure 5.8 Responsibilities listed in position

Figure 5.9 Job advertisement

Figure 5.10 Talent utilized effectively

Table 5.1 Working experience

Table 5.2 Mission to all employees

Table 5.3 Communication between manager and

employees

Table 5.4 Support of management in job

Table 5.5 Satisfaction through level of training

Table 5.6 Hazards in environment

Table 5.7 Benefits to employees

Table 5.8 Responsibilities listed in position

Table 5.9 Job advertisement

Table 5.10 Talent utilized effectively

Table 8.1 Working experience

Table 8.2 Mission to all employees

Table 8.3 Communication between manager and

employees

Table 8.4 Support of management in job

Table 8.5 Satisfaction through level of training

Table 8.6 Hazards in environment

Table 8.7 Benefits to employees

Table 8.8 Responsibilities listed in position

Table 8.9 Job advertisement

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Table 8.10 Talent utilized effectively

CHAPTER – 1
INTRODUCTION OF THE COMPANY

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TENHARD INDIA PVT. LTD.

Tenhard India Private Limited is a Private incorporated on 20 July 2020. It is classified as Non-
government Company and is registered at Registrar of Companies, Delhi. Its authorized share
capital is RS. 100,000 and its paid up capital is Rs. 100,000. It is nvolved in Reproduction of
recorded media [This class includes reproduction of records, audio, video and computer tapes
from master copies, reproduction of floppy, hard or compact disks, reproduction of non-
customised software and film duplicating]
Tenhard India Private Limited’s Annual General Meeting (AGM) was last held on 30 November
2021 and as per records from Ministry of Corporate Affairs (MCA), its balance sheet was last
filed on 31 March 2021.
Tenhard India Pvt Ltd., a Delhi based start up started in 2020 by Miss. Parul Puri (CEO of the
company). It brings a unique concept of revolutionizing the reading habits and bringing a one-
stop destination for all. Tenhard’s sole aim is to take digital reading to the next level and provide

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you with a one-stop destination for all your reading needs. No more searching for your favourite
magazine or newspaper on different sites. Just read on the go from a myriad of categories.
Tenhard has listed the magazine from every genre to make your search easier. Be it regional or
international; you will find every newspaper on Tenhard’s digital newsstand.

Apart from popular magazines and newspapers, you will be exposed to a wide variety of blogs
and articles from different genres. You can also binge-read on your favourite novels and books
from any corner of the world. We have aligned all the books and novels from renowned authors
into distinctive categories so that you can easily filter them out. Reach out to blog section to go
through our freshly brewed quality blogs on topics that intrigue, excite, and entertain you.
Tenhard has also started its own issue of magazines that will satiate all your reading needs. From
travel, food, business, sports to celebrity and lifestyle, you can find it all here. With the current
pandemic situation, going digital seems to be the ideal way to stay protected. We believe in
digitalization. Hence, we bring you everything you want to read under one roof. Read, subscribe,
shop; Tenhard is your next-door reading buddy that understands all your needs!

Tenhard India Private Limited is an unlisted private company incorporated on 20 July, 2020. It is
classified as a private limited company and is located in East Delhi, Delhi. It’s authorized share
capital is INR 1.00 lac and the total paid –up capital is INR 1.00 lac. The Corporate
Identification Number (CIN) of Tenhard India Private Limited is U22300DL2020PTC366500.
The registered office of Tenhard India Private Limited is at J 68 LAXMI NAGAR, DELHI, East
Delhi, Delhi. Tenhard India Private Limited has two directors – Ajay Kumar Singh and Parul
Puri Tenhard India Pvt Ltd is a leading name in the e –media industry. We are publishers of
renowned titles like Tenhard Traveller and Food. We provide digital versions of media from
various publishers. Using the latest technology, we help people get the latest news, digitally. We
also provide a huge platform to those who want to make their career in sales, marketing, content
writing or blogging by promoting their talent on our e-media platform.

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 Figure 1.1

Tenhard India Pvt Ltd Situation Overview:

The increasing reading population due to the pandemic have led to the growth of digital
magazine industry and is expected to grow in double digits in the coming future. Nearly 28% of
the population is a vivid reader globally. The products at Tenhard India are with respect to Indian
languages and Tenhard should focus on the material of Global languages to increase its customer
base.

Competitive Landscape

Tenhard India Pvt Ltd is 1 year old startup and it has to go a long way in order to compete with
the firms like Living Media India Ltd, Outlook publishing India Pvt ltd, Digital 18 Media Ltd,
Next gen Publication, Upkar Prakashan, Competition Review Pvt Ltd, Nine dot nine interactive
Pvt Ltd etc (3)

Intensifying Competition: The huge development potential of digital readers is attracting the
attention of new national, local, and regional businesses, while incumbent players are expanding
their investment. Because the sector is price-sensitive, local businesses sometimes compete
exceptionally strongly on price, affecting industry margins.

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Intensifying Competition: The huge development potential of digital readers is attracting the
attention of new national, local, and regional businesses, while incumbent players are expanding
their investment. Because the sector is price-sensitive, local businesses sometimes compete
exceptionally strongly on price, affecting industry margins.
Market Concentration The digital media business increased its market size from Rs 13,683 crore
in 2019 to Rs 15,782 crore in 2020, a 15.3 percent increase over the previous year. Digital media
will expand at a 20% annual rate to a market size of Rs 18,938 crore by 2021, and at a CAGR of
22.47 percent to a market size of Rs 23,673 crore by 2022.

Key Trends 13
Growing Online Retailing with over 460 million internet users, India is the second-largest online
market, trailing only China. With the current government's Digital India plan, internet
penetration is likely to rise even more, driving the market to new highs. Online sales are
predicted to grow in the future as a result of escalating rivalry among store-based retail shops and
an increase in the amount of time spent by the general public on the internet. Furthermore, the
easy financing options and multiple discounts available on e-commerce are driving consumers to
prefer this channel over traditional in-store shopping. (3) Growing Technological Advancement:
Increasing urbanisation and the time-saving techniques of food preparation preferred by many
Indian women are pushing the industry, encouraging industry participants to develop further on
the extension of existing features. Certain food processors, such as coffee grinders, bread
machines, and electric pressure cookers, are currently in great demand due to their increased use
in restaurants, bakeries, and homes.

CompetitorAnalysis

MAGZTER VS. TENHARD INDIA Magzter Inc. is the world’s largest and fastest-growing
digital e-reading platform, which was established in June 2011 by Girish Ramdas (CEO of the
company) and Vijay Radhakrishnan (President of the Company). The company headquartered is
in New York. Currently, the company is working with more than 3,400 publishers from over 175
countries and in more than 50 languages. In a nutshell, Magzter is the market leader in this
industry.

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Roles and Responsibilities
I was appointed as management trainee and was allotted different tasks named as Marketing and
sales, Marketing research and strategy making, Social media marketing, marketing analytics etc.
Getting familiar with different departments and their functions in Tenhard.

The vision of the Company

Tenhard’s sole aim is to take digital reading to the next level and provide you with a one-stop
destination for all your reading needs. To be the market leader in the digital media industry by
2030.support to managers and helping them in completing daily tasks was a inspiring routine.
The 4 pillars of our vision that will help us achieve it are:

 To be a leader– we are committed to being a leader in all facets of our businesses, rather
than being just another participant in this race.

 To be a role model – we will not become leaders by cutting corners or making

compromises. Whatever we do, we will strive to be the best in class. And if we are the
best, then our customer will have no reason to go elsewhere – therefore our leadership is
assured, on pure merit.

 To be a broad -based player – we are committed to meeting all the felt and unfelt needs of
our target customer. And thereby, we can retain him or her across their needs and life-
stages.

 We aim to be an integrated player – we believe that this approach gives us a competitive

edge through sharing of best practices, deriving cross –business synergies & providing
talent pool with world of opportunity to grow.

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SWOT ANALYSIS OF TENHARD INDIA PVT LTD

Strengths

 The extending product line and strengthening technical platform, through strategic
acquisitions and collaborations, with various authors and publication houses help the
company gain a competitive advantage.
 The company provides a variety of e-book content, along with blogs, newspapers and
articles, which helps it to expand its user base across various verticals.

Weaknesses

 Low Presence in overall market.

 Lesser advertising as compared to competitors
 Lack of trust amongst prospect clients being a new entrant in the industry

Opportunities

 The company focuses on new author acquisition and genre upgrade on a regular basis,
which enables it to serve the changing needs of the market.
 Considering the current pandemic situation, and being an E-Reading website, Tenhard
can spread its roots in the E-reading industry and creating a brand for itself by focusing
on delivering compelling reading experiences, eliminating the need for physical books as
well as newspapers.

Threats

 Stiff competition from other leading E-Reading websites.

 Competitive Pricing of other E-Reading websites
 Lack of reading options in niche genre.

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PORTER’S 5 FORCES ANALYSIS OF TENHARD INDIA PVT LTD

 Competitive rivalry
 E- Reading industry is becoming highly competitive with major settled players operating
in the industry.
 Companies are competing on price and also using low price and high return strategy for
customer to lure them.

 Threats of new entrants

 Other E- Reading companies can enter the industry.
 Difficult to enter E -Reading industry as a small “start -up” player due to capital and
regulatory requirements.

 Substitute product
 Similarity in services makes switch over a potent threat.
 Quality and option -oriented customers can switch to other avenues.

 Bargaining power of supplier

 Suppliers being the Authors or Publication houses have high bargaining power because
they have customer database and can influence Customers in making choices.
 Threat of suppliers or other competitors hiring away key professional and executive
talent.

 Bargaining power of buyer

 Bargaining power of customers especially in corporate is very high because they bring in
a lot of potential readers.
 Individual consumers are not a major factor.
 Many substitutes in the E – Reading industry.

MISSION OF THE COMPANY

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  Exceeding expectations of all stakeholders.
 Develop a mutually trusted relationship with business partners.
 Provide superior value compared to competitors.

COMPANY NETWORK

Figure 1.2

Tenhard – Your Best Read is Just One Tap Away!

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Maybe you can hold a bundle of magazines in hand or read two newspapers at the same time.
But, to stay connected with this rapidly pacing world, you need to change your old school mode
of reading. Tenhard brings you a wide collection of hundreds and thousands of magazines and
newspapers from leading media houses from across the world. Everything is just one tap away at
Tenhard!

Tenhard’s sole aim is to take digital reading to the next level and provide you with a one-stop
destination for all your reading needs. No more searching for your favourite magazine or
newspaper on different sites. Just read on the go from a myriad of categories. We have listed the
magazine from every genre to make your search easier. Be it regional or international; you will
find every newspaper on our digital newsstand.

We don’t intend to stop right there. Apart from popular magazines and newspapers, you will be
exposed to a wide variety of blogs and articles from different genres. You can also binge-read on
your favourite novels and books from any corner of the world. We have aligned all the books and
novels from renowned authors into distinctive categories so that you can easily filter them out.

TABLE- 1.1

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REGISTERED DETAILS - TENHARD INDIA PRIVATE LIMITED

CIN
U22300DL2020PTC366500
INCORPORATION DATE / AGE
20 July, 2020 / 2 years
LAST REPORTED AGM DATE
30 November, 2021

AUTHORIZED CAPITAL
INR 1.0 Lakhs
PAIDUP CAPITAL
INR 1.0 Lakhs
INDUSTRY*
Manufacturing (Paper & Paper Products; Publishing, printing and reproduction of recorded media)

TYPE
Unlisted Private Company
CATEGORY
Company limited by Shares
SUBCATEGORY
Non-government company

EMAIL ADDRESS
Login for email address. This is to prevent spam.
WEBSITE
Website not known. Click here to let us know.
REGISTERED ADDRESS
J 68
LAXMI NAGAR
DELHI
East Delhi - 110092
Delhi - India

TABLE-1.2

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 FINANCIAL HIGHLIGHTS - TENHARD INDIA PRIVATE LIMITED

Provided here are the financial indicators for financial year ending on 31 March, 2021. Actual numbers
and more financial data, updated until 31 March, 2021.
Here is a summary of financial information of TENHARD INDIA PRIVATE LIMITED for the financial
year ending on 31 March, 2021.

 Revenue / turnover of TENHARD INDIA PRIVATE LIMITED is Revenue

 Net worth of the company is Net worth
 EBITDA of the company is EBITDA
 Total assets of the company is Assets
 Liabilities of the company is Liabilities

Operating Revenue Under INR 1 crore

EBITDA 000000

Net worth N/A

Debt/Equity Ratio 3.78

Return on Equity 21.84 %

Total Assets N/A

Fixed Assets N/A

Current Assets N/A

Current Liabilities N/A

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Trade Receivables N/A

Trade Payables N/A

Current Ratio 1.26

POPULAR ON TENHARD

Figure 1.3 Figure 1.4

TABLE-1.3
Directors of TENHARD INDIA PRIVATE LIMITED

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 DIRECTOR NAME DESIGNATION
IDENTIFICATION
NUMBER
08784350 AJAY KUMAR SINGH DIRECTOR
08784379 PARUL PURI DIRECTOR

REVENUE AND COMPETITORS

Estimated Revenue & Valuation

 Tenhard India Pvt Ltd.'s estimated annual revenue is currently $27.1M per year.
 Tenhard India Pvt Ltd.'s estimated revenue per employee is $133,650

Employee Data

 Tenhard India Pvt Ltd. has 203 Employees.

 Tenhard India Pvt Ltd. grew their employee count by 95% last year.

OBJECTIVE OF THE STUDY

 To study the employee job satisfaction in TENHARD INDIA PVT. LTD. Company.
 To understand the various aspects related to employee’s satisfaction in the organization.
 To know employee’s understanding of company’s mission and vision statement.
 To check employee’s satisfaction level and their team leaders, with the management and
within the team members.
 To measure employee’s satisfaction on compensation and benefits.
 To find out the expectation of employees from management.

LIMITATION OF THE STUDY

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  Only the domestic market in the focus of this study.
 Sample size is limited due to the limited period allocated for the survey
 The analysis is completely based on the information provided by the employees and
hence could be biased.
 Taking appointment of the respondents become a little difficult.
 Geographical area is restricted only to Chennai region.
 Employees felt that the questionnaire was too big.

CHAPTER :2
INTRODUCTION TO EMPLOYEE JOB SATISFACTION

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INTRODUCTION TO JOB SATISFACTION
Job satisfaction, an unquantifiable metric, is defined as a positive emotional response, you
experience when doing your job or when you are present at work. Leading organizations are now
trying to measure this feeling, with job satisfaction surveys becoming a staple at most
workplaces.

It’s important to remember that job satisfaction varies from employee to employee. In the same
workplace under the same conditions, the factors that help one employee feel good about their
job may not apply to another employee. For this reason, it is essential to have a multidimensional
approach to employee satisfaction, covering the following areas:

 The challenging nature of work, pushing employees to new heights

 A level of convenience (short commutes, access to the right digital tools, and
flexible hours)

 Regular appreciation by the immediate management and the organization as a

whole

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  Competitive pay, which employees maintain a good quality of life

 The promise of career progression in sync with employees’ personal growth targets

Figure 2.1

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 that he/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.

There are a lot of factors which go together to ensure high job satisfaction rates in a company.

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To begin with hygiene factors like : good pay, work life balance, perks, leaves etc., play a very
important role in making sure that the employee is content in the job. Job satisfaction can be a
relative term as it may depend on an individual's perception but overall job satisfaction can
be judged through various indirect parameters like productivity, attrition rate, employee feedback
etc. It may also differ from industry to industry. The measurement or perception of job
satisfaction may be different from IT sector when compared to manufacturing sector.

DEFINATIONS OF JOB SATISFACTION

 According to Smith et al. (1969), “job satisfaction is the feeling an individual has about
his or her job.”

 Locke (1969), suggested that job satisfaction was a positive or pleasurable reaction
resulting from the appraisal of one’s job, job achievement, or job experiences.

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  Vroom (1982), defined job satisfaction as workers’ emotional orientation toward their
current job roles.

 Similarly, Schultz (1982), stated that job satisfaction is essentially the psychological
disposition of people toward their work.

 Lofquist and Davis (1991), defined job satisfaction as “an individual’s positive
affective reaction of the target environment as a result of the individual’s appraisal of the
extent to which his or her needs are fulfilled by the environment”.

10 PROVEN INGREDIENTS FOR JOB SATISFACTION

We may already have an idea of ingredients that go into making work satisfying.

Although it is subjective, job satisfaction research (Kumari,2011) has showcased the following:

 Communication

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Communication can be extremely important to retaining levels of satisfaction, on both a personal
and professional level. It is exhibited in allowing employees to be open, collaborative,
trustworthy, and even confrontational when needed.

 Culture
Defining a company culture links to job satisfaction as it provides values and guidance about
topics ranging from organizational goals to appropriate levels of interaction between employees.

 Security
It’s no surprise that once a culture is established in a workplace, satisfaction can then be
enhanced by added feelings of security. Security may arise from knowing you work for a viable
company with long-term goals, insinuating feelings of belonging to that company (Berg, Grant,
& Johnson, 2010). This can be enhanced by having honest communication and transparency
within a company.

 Leadership
Tied into increased motivation for employees, leadership, or influencing a group toward the
achievement of a vision or set of goals (Kinicki & Kreitner, 2006), can lead to job satisfaction by
making sure communication and instruction of tasks is adequate and easily understood.

In turn, when employees feel that leaders can guide them through tasks, their motivation and
satisfaction increases.

With leadership having a crucial influence on job satisfaction, this related article with leadership
activities is a recommended read.

 Opportunities
Employees can gain more satisfaction with their job when more challenging opportunities arise.
This can lead to participation in interesting and diverse projects and get employees away from
the monotony of a role.

 Career development
Employees can become more satisfied with their job when they know there is an individualized
plan for them. Beyond the formal nature of appraisals, if there is a path in place for growth, this
can encourage employees to stay happier for longer.

 Working conditions

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 Job satisfaction can be increased if a resilient workplace is a cooperative environment.
This means a place with respect for diverse ideas and opinions, honest and constructive
feedback, mentoring opportunities, and freedom from harassment.

 Employee personality
Most ingredients linked to job satisfaction may have roots in elements outside of the employees’
control (such as leadership from managers and communication from company leaders), but what
about the employees themselves? Can they control their own levels of satisfaction? Bakker,
Tims, and Derks (2012) talk about just that.

These researchers discuss how job satisfaction can be determined by how proactive the employee
is at work. Does the employee proactively seek out a manager for feedback? Does the employee
go the extra mile to achieve tasks within a company? Does the employee try to stick to company
goals, lead meetings, and ask questions when unsure about how to complete a task?

If yes, these employees are ones who can show more satisfaction in the workplace. Pro-
activeness in the workplace can lead to positive job appraisals, which when fed back to the
employee, can lead to satisfaction.

For more on constructive feedback, read our article discussing ways to give negative
feedback constructively.

 Pay and benefits

Organizational success and job satisfaction are also linked to employees’ perceptions of adequate
pay and benefits (Edwards, 2008).

While pay and benefits are not the only reason employees find satisfaction in their workplaces,
research going back more than 30 years (e.g., Gerhart,1987) shows that pay and benefits, at least
according to how employees view themselves in their roles, has ranked high on lists of job
satisfaction factors.

 Rewards and recognition

Beyond monetary gain and being paid fairly for the work they do, job satisfaction for
employees means that promotional policies are unambiguous and in line with their
expectations.

10 FACTORS THAT DETERMINE YOUR EMPLOYEE’S SATISFACTION

LEVEL

There’s no one definition of job satisfaction, and factors contributing to it will depend on the
nature of your workplace.

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 For example, a satisfied employee in the manufacturing sector looks different from a satisfied
software developer. However, there are ten traits that every workplace geared toward employee
well-being and satisfaction will have in common.

1. Does your company care about its employees?

Remember, it’s not enough to only care – communicate this care regularly to employees through
newsletters, rewards, informal recognition, paid incentives, and other forms of communication.
Companies with a high job satisfaction level, such as Google and Starbucks, also feature
employee happiness and satisfaction stories as part of their communication strategy.

2. Does the workplace have room for employees to engage in their hobbies?

Today, most of us spend a significant part of the week at work, but this doesn’t mean we want to
ignore our hobbies or personal interests.
A workplace where employees have enough free time to read a book, catch up on the news, have
a pleasant meal for example – and where such behaviors are not considered slacking off – will
better enable job satisfaction.

3. What is the average interval between promotions?

The current business environment is fast-paced, and employees will switch to greener pastures if
promotions aren’t forthcoming. A good rule of thumb is to keep the interval between employee
promotions below the average employee tenure. For example, if employees stay with your
company for five years and two months on average, promotions should be scheduled at least at
two-year intervals. If such transitions aren’t possible, provide cross-training programs to give
every employee a chance to explore new roles in the organization..

4. Do employees feel respected by their peers?

A workplace where employees feel regularly criticized or under some type of scrutiny is ripe for
dissatisfaction. You can detect their dissatisfaction via one-on-one conversations with
employees, or through anonymized data collected via employee satisfaction surveys and then
take appropriate measures to improve their experience in this area.

5. Is there a culture of two-way feedback?

Employees need regular feedback (both positive and constructive) to know that they are on
the right track. Also, they want to share their opinions with managers/HR/senior

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 management to guide the future of the company. This culture of two-way feedback is
essential to maintaining employee satisfaction.

6. Does your company care about its employees?

Remember, it’s not enough to only care – communicate this care regularly to employees through
newsletters, rewards, informal recognition, paid incentives, and other forms of
communication .Companies with a high job satisfaction level, such as Google and Starbucks,
also feature employee happiness and satisfaction stories as part of their communication strategy

7. Where do you stand on the issue of work- life balance?

Companies must try to build a non-toxic culture of high performance, where productivity isn’t
prioritized over well-being. Positive work-life balance is integral to this. As per the 2019
Workplace Happiness Report by Udemy, work-life balance adds meaning to the job for 37% of
professionals. Mandatory work-from-home days, paid time off, and flexible working benefits are
great ways to help employees achieve this.

8. How do employees rate their relationships with their reporting heads?

We have all heard the axiom that employees don’t quit jobs, they quit bosses. And this is
confirmed by studies – a poll by Gallup found that 75% of voluntary attrition can be attributed to
the behavior of immediate supervisors and not the job itself.

9. Does your organization follow fair and inclusive policies?

Diversity and inclusion in the workplace have a positive impact on the business bottom line,
while also improving a company’s culture and work environment. By ensuring fairness toward
all your employees, regardless of age, gender, or disability, you can increase the average level of
satisfaction across the company. In other words, job satisfaction shouldn’t be limited to a select
few – everyone, across the company, should experience the same level of well-being.

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 Figure 2.2

10. Can employees nurture their creative instincts in their jobs?

While this depends on your specific industry of operation, employees mustn’t be stifled when
showing a spirit of creativity in their jobs.
In fact, learning and development programs can be deployed to strengthen creative skills, making
your company more innovation-friendly. Otherwise, you risk having a workforce that feels
unheard, with the same rules imposed upon them over and over again.

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IMPORTANCE OF 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:

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. Employers 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:

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

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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:

1. Compensation & Working conditions

One of the biggest factors of job satisfaction are 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.

Figure 2.3

2. Work life balance

Every individual wants to have a good workplace which allow 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.
3. Respect & Recognition

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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.
4. 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.
5. 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.
6. 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.
There are several theories given which help in evaluating & measuring job satisfaction of
employees at workplace. Some of them are:
- Hierarchy of Needs by Maslow

Figure 2.4

- Hygiene Theory by Herzberg

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 Figure 2.5 Figure 2.6

These help in understanding the parameters or factors which influence job satisfaction of
employees at workplace.

MEASURING JOB SASTISFACTION

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:
1. Are you happy with your salary/incentives?

2. Is your contribution to the company recognized with awards?

3. Do you find your workplace conditions good, hygienic, competitive?

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 4. Do you have a good work life balance?

5. 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.

MERITS- EMPLOYEE JOB SATISACTION:

 Sets people management priorities for CEO

 Detects potential problem areas early
 Evaluates success of policies and practices
 Makes employees feel involved and cared about
 Customer and employee satisfaction are liked.

DEMERITS- EMPLOYEE JOB SATISFACATION:

 Managers could get lost in data

 Inaction could destroy credibility
 Periodic change could paralyze company
 Employee may not revel innermost feelings
 Too general in scope to affect individuals.

 TRENDS AND STATISTICS SUGGESTING EMPLOYEE

SATISFACTION IS ON RISE

Looking at job satisfaction statistics reveals a mixed bag of sorts. On average, there’s an upward
curve, as most employees are happy with where they work. But there are also clear problem
areas. Take a look at these numbers from The Conference Board and Udemy to understand
exactly what we are talking about:
 54% of respondents say that they are satisfied, as per the Conference Board’s
survey of approximately 2,000 U.S. employees. This is the highest that we have
seen in the last two decades. Contributing factors include better commutes, the

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 physical environment, job security, one’s colleagues, and the nature of the work
itself.

 A staggering 84% of millennials are currently employed at their “dream job,”

found Udemy’s survey of 1,000+ full-time U.S employees. 54% of baby boomers
agree. Overall, millennials are happy with the flexibility of their schedules, remote
work facilities, and investments made by employers in their career development.

 Your company’s mission matters in the case of employee satisfaction. 62% of

employees across various generations would be okay with a pay cut if their
prospective employer had a mission in sync with their personal values, found
Udemy.
 In both reports, there is a visible difference in job satisfaction between men and
women. Conference Board’s survey found that work-life balance, communication,
and the people at work have a more significant impact on female workers. On the
other hand, men are more likely to find satisfaction in financial drivers.

 Udemy’s survey confirmed that job satisfaction statistics were skewed in favor of
men. There was at least a 10 percentage-point difference between satisfaction with
remote working, flexible schedules, and investments in employee development.

So, what do these statistics tell us? To begin with, companies seem to be moving in the right
direction, identifying the most important factors for employee satisfaction. Next, millennials
seem to be benefiting the most from this trend. However, satisfaction drivers among varied
demographics need to be examined to ensure an inclusive strategy for employee well-being.

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 CHAPTER 3
LITERATURE REVIEW

LITERATURE REVIEW ON EMPLOYEE JOB SATISFACTION

 Review of Literature Warn (2003): Emphasized aspects of the workplace,

contributing to depression and lack of job satisfaction. Stress is normally caused by a
lack of power over the intended effects. At the workplace, tension is felt because of a
lack of authority, job conflicts, and uncertainty, contributing to frustration. The
principle of checkability brings a solution to lower pressures and contributes to job
fulfillment in which a person has an attitude of desires and needs that depends on the
aspirations of the individual and governs multiple facets of the working situation. A
supportive working atmosphere, such as a positive environment for studying or no
abuse at work or anxiety in the workplace, helps minimize depression and achieve job
satisfaction.

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  Zaki (2003): Explains Lebanese non-management banking employees' work
satisfaction and results. The researchers found a substantial link in terms of pay and
supervision between work satisfaction and gender. Only satisfied people within the
company are willing to carry out their roles and obligations. Women workers were
happy with the salaries, while men were happier with supervision. The author himself
often claims this does not matter because the self-rate is inflated, and his colleagues'
success is usually underestimated. JAC : A Journal Of Composition Theory Volume
XIII, Issue XI, NOVEMBER 2020 ISSN : 0731-6755 Page No: 301
 Austin (2007): The major reasons for managers' work satisfaction in Cyprus are
"self-fulfillment," "independence," and "job environment." Fair salaries, well-
educated subordinates, the prospects for self-realization are development
opportunities. Employers can reflect on the three aspects of community independence
of their work setting to ensure the framework's flow contributes to job satisfaction,
i.e., age, sex, number of years in the company, public and private sector, number of
workers oversaw.
 Omey (2007): Discusses the connection between education and work satisfaction.
Although there's a relationship, he claims there's no relationship, too. In contrast with
the lower-skilled employees, higher-education workers are often happy, as they
receive a better-quality job. He continues that under-trained employees can also be
better pleased with the "good job psychological advantages. Employee quality varies
with the educational level and results in various levels of work fulfilment. Job
features play a major role, and you have the chance to use your skills. The author thus
argues that organizations should concentrate more on standards of work than
education.
 Hawley (2008): Discusses the degree and the factors impacting the teachers'
happiness in the beginning. Teachers are pleased with their jobs, and academic
proficiency, race, socio-economic status, teacher's degree, and whether their mother
was a teacher are the variables contributing to their work satisfaction. The teaching
license plays an important part here because it demonstrates the expertise and
experience that the instructor wants to be taught.
 Silverthrone (2008): The contribution to job content and the associated effects, such
as output and tension, of the individually variable locus of control was studied.
Findings suggest that a low degree of work tension and a greater level of satisfaction
and efficiency are the product of the internal position of control. The external control
locus doesn't reduce work stress, while the internal control locus decreases work
stress by reducing efficiency and happiness.
 Antvor (2010): Discusses the national culture's impact on the national work
satisfaction level but discusses its role on other measures of the employment aspects
at the same time. While there was a cultural impact on domestic job satisfaction, they
claimed that all work satisfaction factors were not unique to the cultural context. The
findings of a cross-border work satisfaction survey must be compared with
management.

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  Artz (2010): Studies the relationship between rewards and work satisfaction for
Outer. Benefits from the periphery do not necessarily contribute to workplace
satisfaction. In so long as the employee has the impression that he can fulfill his
desires, it is still appropriate. It is also noticed that it does not fulfill the employee's
expectations, which contributes to discontent. Organizations need to evaluate their
processes more effectively and, if possible, provide fringe incentives and offer
workers the chance to make use of them, thereby generating satisfaction with their
work.
 Mudor and Tookson (2011): Discuss the relationship between human capital
administration, employee satisfaction, and attrition eventually. Monitoring,
recruitment, and compensation procedures, which are the three factors of HRM
practices, are extremely counterproductive to employee satisfaction. Efficient workers
lead to continuous employment and fair wages for employees. Job quality contributes
directly to turnover.
 Ramayah (2011): Evaluates whether mentoring results in work satisfaction within
the Malaysian context. His results suggest that career mentoring is connected to every
aspect of work satisfaction. The aspects of job satisfaction analyzed were: jobs
themselves, employees, managers, and promotion. At a higher education level,
mentors often play an important role and deliver meaningful job results directly. But
psychological mentoring has no essential connection to the three variables that fulfill
the job (co-workers, the job itself, and promotion). The study also suggests that since
therapeutic mentoring contributes to non-monetary happiness, workers would not
appreciate it in the longest possible term.

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 CHAPTER 4
RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
This study deals with the general research strategy that outlines the way in which research is
undertaken and among other things, identifies the method used. These methods define the mean
or mode of data collection or sometimes how a specific result is obtained.
This study includes reseach design, research population, sample size, sample technique,
description of tools, data collection procedures and methods of analysis.

RESEARCH DESIGN
A descriptive research design was carried out a study on employee job satisfaction in
TENHARD INDIA PRIVATE LIMITED company.

RESEARCH POPULATION
The tool set of observation that can be made or an aggregate of all the units concerning this study
is called “population”.

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DATA COLLECTION METHOD
 The data was collected using primary and secondary sources.
 Primary data was collected using structured questionnaire.
 Secondary data was helpful in review of literature.
 The information pertaining to this study was collected from 100 respondents.
 The questionnaire was created in google forms and was circulated.

SAMPLING TECHNIQUE
The sampling technique used in this study is Simple random sampling. Simple random sampling
is the method used to call a smaller sample size from a larger population and use it to research
and make generalizations about a larger group.

 Descriptive analysis
It is concerned with charts, tables and interpretation from the findings of a research of a research
study. The following are the descriptive statistics which are used in this study.

 Percentage analysis:
Percentage analysis is the method to represent raw data as a percentage for better understanding
of data collected. It is one of the statistical estimates used to divulge the attribute of the sample
or population in the total. It includes computing proportions of factors chosen for the analysis
and its findings will give sample elucidation for the researchers and readers.

QUESTIONNAIRE DESIGN
The questionnaire for the research is to be structured in which different type of questions like
open ended and close ended are covered. The questions will be designed as an option, multiple
choice. A close ended question is one where the respondents is given a range of answers and has
to make a choice of one or more. The questions in the questionnaire were arranged in a
sequential manner.
The instruments used in the study are research instrument which is used for gathering or
collecting information. These instruments are:
 Direct questions
 Close end questions
 Dichotomous questions
 Multiple choice questions

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  MULTIPLE CHOICE QUESTIONS
A multiple choice question refers to one which provide several set alternatives for its answers.
Thus, it is a middle ground between free answers and dichotomous questions.

 DICHOTOMOUS QUESTIONS
It is a question which can have two possible answers. Dichotomous questions are usually used in
a survey that asks for yes/no, true/false, or agree/disagree answers. They are used for clear
distinctions of qualities, experiences or respondent’s opinion.

SAMPLE SIZE
Sample size is the act of choosing the number of respondents. Sample of 100 respondents were
taken from the population by using random sampling method.

SAMPLE DESIGN
Sample design is imperative in every specific study. Hence in this study simple random sampling
methods have been used to collect data.

SAMPLING TECHNIQUE
The collected data will be analyzed with the help of statistical tools. The percentage analysis is
used.

DATA EDITING AND STATISTICAL TOOLS

Primary data source was applied for the collection of the data from TENHARD INDIA PVT.
LTD. Data collected are edited and coded by using the tabular columns. This helps in converting
the gathered data into a tabular grouped data.
 Percentage analysis is applied to create a contingency table from the frequency
distribution and represent te collected data for better understanding.
 Chart analysis is applied for better understanding of percentage analysis and it is done via
pie, bar charts, etc.

CHAPTER : 5
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 DATA ANALYSIS AND INTERPRETATION

The data collected through the questionnaires have been tabulated & analyzed through Pie
Diagrams.

QUES 1. Since how many years you are working in this organization?
Table 5.1
RESPONSES NO. OF RESPONDENTS PERCENTAGE
0-5 years 15 15%
5-10 years 45 45%
10-15 years 10 10%
More than 15 years 30 30%
TOTAL 100 100%

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 WORKING EXPERIENCE
0-5 YEARS
MORE TAN 15 15%
YEARS
30%

10-15 YEARS
10% 5-10 YEARS
45%

Figure 5.1

INTERPRETATION
From fig. 5.1., it is clear that out of 100 respondents,15% people of the organization are working
from 0-5 years, 45% people working from 5-10 years, 10% people working from 10-15 years
and 30% people of the organization are working from more than 15 years.

QUES 2. Does the company clearly conveys its mission to all the employees?
Table 5.2
RESPONSES NO. OF RESPONDENTS PERCENTAGE

YES 79 79%

NO 20 20%

SOME WHAT 1 1%

TOTAL 100 100

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 THIS SHOWS THAT COMPANY CLEARLY
CONVEYS ITS MISSION
20 1
YES
NO
SOME WHAT

79

Figure 5.2
INTERPRETATION
From the fig. 5.2., it is clear that 79% have responded that the company clearly conveys its
mission to employees, 20% have responded that the company does not clearly conveys its
mission to employees and remaining 1% have responded to somewhat.

QUES 3. Do you feel that there is a good communication from managers to employees?
Table 5.3
RESPONSES NO. OF RESPONDENTS PERCENTAGE

ALWAYS 90 90%

SOMETIMES 7 7%

NEVER 3 3%

TOTAL 100 100%

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 THIS SHOW THAT THE COMMUNICATION
BETWEEN MANGER TO EMPLOYEES
3%
7%
ALWAYS
SOMETIMES
NEVER

90%

Figure 5.3

INTERPRETATION
From the fig. 5.3., it is observed that 90% have responded that there is a good communication
between managers to employees, 7% says there is sometimes good communication between
manager to employees and remaining 3% says there’s no good communication.

QUES 4. Does the management support in the job?

Table 5.4
RESPONSES NO. OF RESPONDENTS PERCENTAGE

Always 75 75%

Sometimes 10 10%

Partially 10 10%

Never 5 5%

TOTAL 100 100%

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 SUPPORT OF MANAGEMENT IN JOB
NEVER
PARTIALLY 5%
10%
SOMETIMES
10% ALWAYS
SOMETIMES
PARTIALLY
NEVER

ALWAYS
75%

Figure 5.4
INTERPRETATION
From fig. 5.4., it is clear that, 75% people says management always support the employees in
their job, 10% people says management sometimes support the employees in their job, 10%
partially support their employees and 5% people says management never support the employees
in their job.

QUES 5. Do you feel satisfied with the level of training you received for job?
Table 5.5
RESPONSES NO. OF RESPONDENTS PERCENTAGE

Highly satisfied 70 70%

Satisfied 20 20%

Dis-satisfied 8 8%

Highly dis-satisfied 2 2%

TOTAL 100 100%

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 SATISFACTION THROUGH LEVEL OF TRAINING

Highly dis-satisfied
Dis-satisfied
8% 2%
Highly satisfied
Satisfied
20% Satisfied
Dis-satisfied
Highly dis-satisfied

Highly satis-
fied
70%

Figure 5.5
INTERPRETATION
From fig. 5.5., it is clear that, 70% people are highly satisfied with the level of training received
for job, 20% of people are only satisfied, 8% of people were dis-satisfied and 2% people are
highly dis-satisfied.

QUES 6. Are there any hazards in your environment?

Table 5.6
RESPONSES NO. OF RESPONDENTS PERCENTAGE

ALWAYS 5 5%

SOMETIMES 75 75%

NEVER 20 20%

TOTAL 100 100%

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 HAZARDS IN ENVIRONMENT
Always
Never 5%
20%
Always
Sometimes
Never

Sometimes
75%

Figure 5.6
INTERPRETATION
From fig. 5.6., it is clear that, 5% people says there are always hazards in the environment of the
organization, 75% people says there are sometimes hazards and remaining 20% says that there is
never hazards in the environment of the organization.

QUES 7. Are you satisfied with your current responsibilities and benefits?
Table 5.7
RESPONSES NO. OF RESPONDENTS PERCENTAGE

Highly satisfied 60 60%

Satisfied 30 30%

Dis-satisfied 5 5%

Highly dis-satisfied 5 5%

TOTAL 100 100%

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 SATISFACTION OF RESPONSIBILITIES AND BEN-
EFITS TO EMPLOYEES
Dis-satis-
Highlyfied
dis-satisfied
5%5%
Highly satisfied
Satisfied
Satisfied Dis-satisfied
30% Highly dis-satisfied

Highly sat-
isfied
60%

Figure 5.7
INTERPRETATION
From fig. 5.7., it is clear that, 60% people are highly satisfied with the responsibilities and
benefits, 30% people says they are only satisfied, 5% people are dis-satisfied and remaining 5%
are highly dis- satisfied with the responsibilities and benefits.

QUES 8. Are you comfortable with the responsibilities listed in the position?
Table 5.8
RESPONSES NO. OF RESPONDENTS PERCENTAGE

Highly comfortable 30 30%

Comfortable 50 50%

Uncomfortable 15 15%

Highly Uncomfortable 5 5%

TOTAL 100 100%

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 responsibilites listed in position

Highly uncomfortable Highly

Uncom- com-
fortable5% fortable
15% 30% Highly comfortable
Comfortable
Uncomfortable
Highly uncomfortable

Comfortable
50%

Figure 5.8

INTERPRETATION
From fig. 5.8., it is clear that, 30% people are highly comfortable with responsibilities listed in
position, 50% people are comfortable with responsibilities listed in position, 15% are
uncomfortable and remaining 5% were highly uncomfortable.

QUES 9. Who prepares job circular or job advertisement in your organization for a vacant
position?
Table 5.9
RESPONSES NO. OF RESPONDENTS PERCENTAGE

Departmental head 9 9%

Intermediate supervisor 73 73%

Other 18 18%

TOTAL 100 100%

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 OTH DEPARTMENTAL HEAD
ERS 9%
18%

DEPARTMENTAL HEAD
INTERMEDIATE SUPERVISOR
OTHERS

INTERMEDIATE SU-
PERVISOR
73%

Figure 5.9
INTERPRETATION
From fig. 5.9., it is clear that, 9% people says departmental head, 73% intermediate supervisor
and 18% others prepares job circular or job advertisement in your organization for a vacant
position.

QUES 10. Is your talent being utilize effectively and efficiently?

Table 5.10
RESPONSES NO. OF RESPONDENT PERCENTAGE

Highly utilized 32 32%

Sometimes utilized 66 66%

Not utilized 2 2%

TOTAL 100 100%

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 TALENT UTILZED EFFECTIVELY AND EF-
FICIENTLY AND EFFECTIVELY
NOT UTILIZED
2% HIGHLY
UTILZED HIGHLY UTILZED
32% SOMETIMES UTILIZED
NOT UTILIZED

SOMETIMES
UTILIZED
66%

Figure 5.10
INTERPRETATION

From fig. 5.10., it is observed that most people i.e., 66 % says that their talent is sometimes
utilized , 32% says highly utilized and remaining 2% says not utilized.

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 CHAPTER 6
FINDINGS, SUGGESTIONS AND CONCLUSION

FINDING
As per the survey done by employees of “TENHARD INDIA PRIVATE LIMITED” we
observed that:
 45% people of the organization are working from 5-10 years and 30% people of the
organization are working from more than 15 years.
 Most people i.e., 66% says that their talent is utilized effectively and efficiently.
 10% people says departmental head 50% intermediate supervisor and 10% others
prepares job circular or job advertisement in your organization for a vacant position.
 20% people are highly comfortable with responsibilities listed in position and 50%
people are highly un-comfortable with responsibilities listed in position.

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  60% people are highly satisfied with the responsibilities and benefits 5% people are
highly dis- satisfied with the responsibilities and benefits.
 5% people says there are always hazards in the environment of the organization and 75%
people says there are hardly hazards.
 70% people are highly satisfied with the level of training received for job and 2% people
aren’t.

SUGGESTION
From the overall analysis done can see that the employee in “TENHARD INDIA
PRIVATE LIMITED” are unite satisfied with the current role however it shall require few
changes need to be done as per the response received. Through the salary package of
“TENHARD INDIA PRIVATE LIMITED” does not meet the other company standards however
this could be balanced with the other non- monetary benefits that could be provided. Employees
do have a neutralized responses in most of the questions and it looks like the workplace in
maintained comfortable that makes them to be involved in the business for a long term.

From my overall analysis can see that the employees stand neutralized leaving th organization
not in a complete negative side however the success of the company would be maintained or
grown when the positivity of the employees are reflected in the survey conducted. I would
suggest to maintain the same level of space which will not degrade the company and to work on
the neutralized part to be changed to a positive one. Overall, the satisfaction level looks
satisfactory.

CONCLUSION
From the study done, I got an opportunity to know the working, knowledge of a company and
the various factor that determine the employee satisfaction of the employees. Also, this has given
me wide scope to know the attitude of the employees towards the organization and the various
factors that determine the level of satisfaction on the same.
Overall, this study has given me a wide opportunity to understand the factors determine the
satisfaction level and the factors affecting the same.

CHAPTER: 7

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 https://www.educba.com/types-of-research-methodology/
 https://mrp.ase.ro/no34/f7.pdf
 https://www.slideshare.net/Himnahsu/review-of-literature-on-employees-satisfaction
 https://www.researchgate.net/publication/
315663121_A_Review_of_Literature_on_Employees'_Job_Satisfaction_and_Contentment
 http://inet.vidyasagar.ac.in:8080/jspui/bitstream/123456789/6277/13/13_Chapter4.pdf
 https://www.studocu.com/in/document/university-of-mysore/introductory-psychology/
jobsatisfactionpaper/37712337
 https://www.ipl.org/essay/Conclusion-On-Employee-Satisfaction-FKJMKCKK6CED6
 https://www.123helpme.com/essay/What-Is-The-Conclusion-Of-Job-Satisfaction-PCEJQ9G8NR

CHAPTER: 8

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 QUESTIONNAIRE

QUES 1. Since how many years you are working in this organization?

RESPONSES NO. OF RESPONDENTS PERCENTAGE

0-5 years

5-10 years

10-15 years

More than 15 years

TOTAL 100 100%

QUES 2. Does the company clearly conveys its mission to all the employees?

RESPONSES NO. OF PERCENTAGE

RESPONDENTS
YES

NO

SOME WHAT

TOTAL 100 100

QUES 3. Do you feel that there is a good communication from managers to employees?

RESPONSES NO. OF PERCENTAGE

RESPONDENTS
ALWAYS

SOMETIMES

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 NEVER

TOTAL 100 100%

QUES 4. Does the management support in the job?

RESPONSES NO. OF RESPONDENTS PERCENTAGE

Always

Sometimes

Partially

Never

TOTAL 100 100%

QUES 5. Do you feel satisfied with the level of training you received for job?

RESPONSES NO. OF RESPONDENTS PERCENTAGE

Highly satisfied

Satisfied

Dis-satisfied

Highly dis-satisfied

TOTAL 100 100%

QUES 6. Are there any hazards in your environment?

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 RESPONSES NO. OF RESPONDENTS PERCENTAGE

ALWAYS

SOMETIMES

NEVER

TOTAL 100 100%

QUES 7. Are you satisfied with your current responsibilities and benefits?

RESPONSES NO. OF RESPONDENTS PERCENTAGE

Highly satisfied

Satisfied

Dis-satisfied

Highly dis-satisfied

TOTAL 100 100%

QUES 8. Are you comfortable with the responsibilities listed in the position?

RESPONSES NO. OF RESPONDENTS PERCENTAGE

Highly comfortable

Comfortable

Uncomfortable

Highly Uncomfortable

TOTAL 100 100%

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QUES 9. Who prepares job circular or job advertisement in your organization for a vacant
position?

RESPONSES NO. OF RESPONDENTS PERCENTAGE

Departmental head

Intermediate supervisor

Other

TOTAL 100 100%

QUES 10. Is your talent being utilize effectively and efficiently?

RESPONSES NO. OF RESPONDENT PERCENTAGE

Highly utilized

Sometimes utilized

Not utilized

TOTAL 100 100%

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