CHAPTER – 1

INTRODUCTION
 INTRODUCTION
Employee job satisfaction plays a pivotal role in the success and sustainability of any
organization. It encompasses the level of contentment and fulfillment employees derive from
their roles, responsibilities, and workplace environment.

High job satisfaction not only fosters a positive and productive workforce but also directly
influences organizational performance by improving employee morale, reducing turnover, and
enhancing overall efficiency.

Satisfied employees are more likely to be engaged, motivated, and committed to their work,
leading to higher levels of innovation and collaboration.

Conversely, low job satisfaction can result in absenteeism, decreased productivity, and a decline
in workplace morale, ultimately affecting the organization’s reputation and profitability.
Therefore, understanding and addressing factors such as fair compensation, effective
communication, professional growth opportunities, recognition, and a healthy work-life balance
are crucial for organizations aiming to create a thriving work environment.

By prioritizing job satisfaction, companies can build a resilient and dedicated workforce that
contributes significantly to achieving long-term goals and maintaining a competitive edge in the
market.

This study aims to assess the impact of employee job satisfaction at MS HR Solutions. A survey
was conducted across different departments to gather employee perceptions and measure
satisfaction levels. The results will help guide improvements in employee engagement and
contribute to the company’s growth.
 CHAPTER – 2

INDUSTRY PROFILE
 INDUSTRY PROFILE

2.1 HR INDUSTRY

The Human Resources (HR) industry plays a critical role in shaping organizational success by
managing the most valuable asset of any business—its people.

The HR sector focuses on workforce planning, employee recruitment, training and development,
compensation, benefits, compliance, and fostering a positive work culture.

This industry bridges the gap between employer goals and employee needs, ensuring alignment
and productivity.

2.2 EVOLUTION OF HR INDUSTRY

The evolution of the HR industry reflects the broader transformation of workplaces and society
over time, driven by economic, technological, and cultural changes.

In its early stages, HR functions were rudimentary and focused primarily on administrative tasks,
such as payroll, record-keeping, and compliance, often referred to as personnel management.

With the rise of industrialization in the late 19 th and early 20th centuries, the need for structured
employee relations grew, and HR began to incorporate recruitment, training, and labor welfare
initiatives.

The mid-20th century saw the emergence of human relations theories emphasizing employee
motivation, job satisfaction, and productivity, spurred by behavioral psychology studies like the
Hawthorne experiments.

By the 1980s and 1990s, globalization and technological advancements began reshaping the HR
landscape, introducing sophisticated tools for recruitment, performance management, and
workforce analytics
HR transitioned from being an administrative support function to a strategic partner, aligning
human capital strategies with business objectives.

In recent decades, digital transformation has revolutionized HR practices with innovations like
artificial intelligence, cloud-based HR management systems, and data-driven decision-making.

Additionally, the focus has shifted toward employee experience, diversity, equity, inclusion, and
fostering a purpose-driven workplace culture.

Today, HR is an integral component of organizational success, balancing technological

innovation with human-centric approaches to address the dynamic challenges of the modern
workforce.

2.3 INDUSTRY CHARACTERISTICS

 People-Centric

HR focuses on managing, developing, and optimizing human capital, ensuring that organizations have the
right talent to meet business goals.

 Compliance-Driven

HR professionals navigate various labor laws, regulations, and company policies to maintain legal and
ethical standards in employment.

 Strategic Partner

HR has evolved from an administrative function to a strategic partner, working closely with management
to align human resources with organizational objectives.

 Employee Engagement & Development

HR is responsible for fostering a positive work culture, enhancing employee engagement, and promoting
continuous professional development.

 Performance Management
Continuous performance monitoring and feedback are key to ensuring employees meet individual and
organizational goals.

2.3 TRENDS IN THE HR INDUSTRY

 Leader and manager development

A top HR focus in 2025 is developing leaders equipped to handle growing responsibilities.

According to Gartner’s survey, 75% of HR leaders believe managers are overwhelmed, while
70% report their current leadership programs are not preparing managers for the future.

 Organizational culture

Most HR leaders recognize the importance of culture — but aligning the vision with reality
remains an HR challenge. Gartner research finds that 57% of HR leaders believe managers do
not enforce the company’s culture, while 53% say leaders don’t feel accountable for
demonstrating cultural values.

 Strategic workforce planning

Although the labor market has undergone significant shifts, most organizations still rely on
headcount-based planning, which limits their ability to anticipate future talent needs. In fact, only
15% of companies engage in strategic workforce planning, leaving a significant gap in HR’s
ability to align talent with long-term business goals.

 Change management

With employees and leaders facing rapid transformations — from shifting work models to new
technologies — 73% of HR leaders say their employees are experiencing change fatigue.
Additionally, 74% agree that managers are not adequately equipped to lead change, further
complicating transformation efforts.

 HR technology
Optimizing HR technology is a growing HR focus as organizations seek to streamline operations
and enhance productivity. Yet 55% of HR leaders report their current technologies don’t meet
evolving business needs, and 51% cannot measure the ROI of their technology investments.

2.4 HR INDUSTRY CHALLENGERS

The HR industry faces several key challenges in today’s rapidly changing work environment.

 Talent Acquisition and Retention

Finding and retaining skilled employees is increasingly difficult as competition for top talent
intensifies. HR must adapt to new recruitment strategies, including the use of AI and digital
platforms.

 Employee Engagement and Satisfaction

Ensuring that employees are motivated and satisfied is a constant challenge. Poor engagement
can lead to high turnover rates and low productivity.

 Diversity and Inclusion

Fostering a diverse and inclusive workplace is crucial, yet many organizations struggle with
implementing effective diversity programs and overcoming biases.

 Adapting to Remote and Hybrid Work

The shift to remote and hybrid work environments presents logistical challenges, including maintaining
communication, collaboration, and company culture.

 Compliance and Legal Issues

HR must stay up to date with changing labor laws, regulations, and compliance requirements, which can
vary by location and industry.

2.4 HR INDUSTRY TOOLS AND SOFTWARE

  Recruitment Tools: LinkedIn Recruiter, Workable, and BambooHR.
 Performance Management: 15Five, Lattice, and SAP Success Factors.
 Payroll Management: ADP, Gusto, and Paychex.
 Learning Management Systems (LMS): Coursera for Business, Moodle.

2.5 Career Opportunities in HR

 HR Manager/Director: Oversees the entire HR function within an organization, from

recruitment to compliance.
 Talent Acquisition Specialist: Focuses on recruiting and hiring new employees.
 Compensation and Benefits Analyst: Specializes in designing and managing
compensation and benefit plans.
 Employee Relations Manager: Handles employee concerns and fosters a positive
workplace culture.
 Training and Development Manager: Develops and delivers training programs to
employees.
 HR Consultant: Provides expert advice to organizations on a variety of HR-related
issues.
 HRIS Analyst: Works with human resources information systems (HRIS) to manage and
analyze employee data.

2.6 THE FUTURE OF HR INDUSTRY

The future of the HR industry is poised for significant transformation, driven by

technological advancements, shifting workplace dynamics, and evolving employee
expectations.

One of the most notable trends is the increasing use of artificial intelligence (AI) and
machine learning in HR functions.
These technologies will enable HR professionals to streamline processes such as recruitment,
performance management, and employee engagement through data-driven insights and
automation.

The rise of AI will also enhance decision-making by predicting employee behaviors,

improving talent acquisition, and personalizing employee experiences.

Additionally, the future of HR will see an accelerated shift towards hybrid and remote work
models, requiring HR to adapt policies and practices to manage distributed teams effectively.

Organizations will place a greater emphasis on flexible work environments, mental health
support, and work-life balance to retain top talent.

Diversity, equity, and inclusion (DEI) initiatives will become even more critical as companies
strive to create inclusive cultures that celebrate a wide range of perspectives.

Employee well-being will be prioritized, with companies investing in comprehensive

wellness programs that support both physical and mental health. As HR becomes more
strategic, there will be a stronger focus on aligning workforce management with
organizational goals to drive business success.

The future of HR will also involve greater reliance on analytics, allowing organizations to
continuously refine their approach to talent management, employee satisfaction, and
organizational development.

Ultimately, the HR industry will evolve into a more agile, data-driven, and employee-centric
function, helping organizations thrive in an ever-changing global landscape.
 CHAPTER – 3

COMPANY PROFILE
 COMPANY PROFILE

ABOUT OURSELVES

MS hr solutions is the best enabling partner in providing the requisite HR &

Business auxiliary services and also tapping the organization expertise, knowledge,
process and systems and also in putting them effectively and enhancing the
efficiency of organization. We have strong base of experienced filed resources to
expand our customer visibility. In our domain MS hr solutions pioneers in the
relevant areas, takes complete control in all HR domain activities by providing

 Business Auxiliary Services

 Handling Human Resources Training Programs
 Query Management
 Staffing – Manpower Placement (Flexi & Permanent)
 Payroll & Taxation related Statutory Compliance
 Statutory Audit
 Payroll support services
 Selection-Manpower Sourcing

 Training and Recruiting all types of executives

Middle / Management Personnel,
Junior Level Staff,
Workers Laborers,
Skilled/Unskilled,

OUR SERVICES

Business Auxiliary Services

 Promotion or marketing or sale of goods produced by or belonging to client

 Promotion or marketing of service provided by or belonging to client
 Proven experience on QR Code – Field implementation
 Handled all kind of technical challenges on UPI connect
HR Training & Development Services

 Technical Skill Training

 Job Specification Training
 Motivation Training
 Organizational Training
 Job design Training

Statutory Audit

Query Management

 Client’s Query Management through E-Mails & Calls to help client to lead
the business successfully.
 Client’s observation/query rectified within the TAT.

Staffing – Manpower Placement

 Contract Employment/Short-Term Staffing

 Contract-to-Hire
 Direct Placement Hire
 Retention system
 Support on pre-hiring, training & post hiring

Employees Provident Fund Act, 1952.

 Muster Roll
 Wage Register/Pay Roll register
 Online KYC Report
  Inspection Book – Report
 Monthly Remittance Audit
 Annual Return Audit

Employee State Insurance Corporation Act, 1948

 Muster Roll
 Wage Register
 Inspection Book Report
 Accident Register
 Monthly Remittance Audit
 Half Yearly Return Audit (Form -6)

The Contract Labour (Regulation & Abolition) Act, 1970

 Obtain of Form-1, XII, XIII

 Muster Roll, Wage Register, Over Time Register, Fine Register Deduction Register,
Advance Register
 Half Yearly Return By Contractor-Form-XXIV
 Annual Return By Principle Employer-Form-XXV

Payment Of Bonus Act, 1965

 Register Of Bonus-Form-C MIS Report

 Provision for Bonus
 Annual Returns – Form-D

Payment Of Bonus Act, 1965

  Register Of Bonus-Form-C MIS Report: Form C is used to maintain records of
bonuses paid to employees, ensuring transparency and compliance with the law.
 Provision for Bonus: Provision for bonus refers to the amount reserved by an employer
in their financial records for bonus payments.
 Annual Returns – Form D: Employers must file Form D annually with the concerned
authority to report compliance with the Act.

Payment Of Gratuity Act

The Payment of Gratuity Act, 1972 is an Indian law that makes companies pay a one-time
gratuity to retiring employees or employees who resigns after a minimum of 5 years of
service. The law applies to all companies of at least 10 employees

The gratuity is 15 days’ wages for every year of employee service, or partial year over six
months

 Notice of Opening – Form A: Employers are required to notify the controlling authority
when they become liable to provide gratuity benefits.
 Register & Calculations Sheet of Gratuity: Maintains records of employees eligible for
gratuity, their service period, wages, and gratuity payable.

 Declaration in Form F: Employees must nominate beneficiaries for gratuity by

submitting Form F.
 Payment of Gratuity Act, Abstract: A summarized version of the act, outlining key
provisions like eligibility, payment rules, forfeiture conditions, and employer obligation

Payroll support services

 Resource Requisition
 Staff Enrollment
 Attendance & Leave Management
 Staff Management
 HRMS & Payroll onboard
 Performance Tracking
  Bonus
 Statute handling-PF/ESI/FORM F/FORM 34
 Monthly Reports
 Comparison Analysis
 Pay slip Reports
 Federal & State Compliance
 Background checks

Selection – Manpower Sourcing

 Placing a job advert.

 Screening applications.
 Candidate interviews.
 Preliminary screening, phone interviews, face-to- face meetings
 Verifications and references.
 Final selection

 Scheduling onsite interview (As per client’s requirement).

 Making a job offer.
 Arrangement of candidate replacements (if required

OUR TEAM STRUCTURE (LEVELS OF HIREARCHY

LIST OF CLIENTS WE SERVE PROUDLY
SUPRA CONTROLS PVT LTD
 CHAPTER – 4

THEORETICAL

FRAME WORK

THEORETICAL FRAMEWORK WORK OF STUDY

4.1 EMPLOYEES JOB SATISFACTION

When we study interaction between human needs and organizational climate several questions
arise. Such as, what does a worker expect from job up to organization? How do attitudes of
workers effect from quantity of products? What do they think about management? Etc. the
answer of all these questions may be that they think unfavorable. Thus job satisfaction is the key
to main problem.

Job satisfaction is derived from the Latin word “satis” and “facere” which means “enough and to
do” respectively.

C.L.. Hulpin, measured the effects of community characteristics of job satisfaction of female
clerical workers. He found that job conditions held constant job satisfaction,

The success of any organization depends on the effective utilization and motivation of human
resources,

More often “Employee Attitude”, “Job Satisfaction” and industrial morale are used
synonymously but they are not the same.

4.2BENEFITS OF JOB SATISFACTION

One benefit of job satisfaction study in that they give management of indication of general levels
of satisfaction in a company.

 It include specific areas of satisfaction and dissatisfaction.

 Improved communication.

Job satisfaction can help discover the causes of indirect productivity problems such as
absenteeism, turnover and poor quality of work.

It helps the management both to get better handle on why employer lagging to plan better
solutions problems. They help management assess training needs. Job satisfaction survey is an
indicator of the effectiveness of organizational rewards systems. They help managers judge
whether the best performance are receiving the most rewards and the most satisfaction from their
jobs.
One of the best uses of job satisfaction survey is the evaluation of original changes on employee
attitudes. An unexpected benefit from job satisfaction survey is proved attitudes. For some
employee, survey is an emotional release a chance to get things off their chest. For others survey
is a tangible expression of marketer’s want, but neither really knows. Job satisfaction surgery is
one way to find out.

4.3ADVANTAGES OF JOB SATISFACTION

Several benefits are derived from the study of job satisfaction by management.

 Indication of general level

A study of job satisfaction gives the management an indication of general level of satisfaction
among the workers of the company. The study can be made with references to a particular
subject up a group of employees in other workers. The study tells how employees feel about their
job and the organization what part of their feeling need attention up whose feelings are involved
for looking at employees problems.

 Communications

The various communication is brought on by job satisfaction survey. The flow of communication
is in all directions i.e. upwards, downwards and lateral because such surveys are planned, taken
up and discussed. Where this encourages the workers to explain what is in their minds upward
communication may be fruitful.

 Training needs

It determines the training needs of the employee and the supervisors, during the course of survey.
It can be well established in what areas, the employees are satisfied or not satisfied it well helps
the management to determine employees or supervisors need training and in which field, so that
management can arrange for the training.

 Improved attitudes

The attitudes of workers are improved through job satisfaction. On the other it shows an
expression of management interest in employees welfare gives employees a better feeling
towards management.
  Unions

Generally executives and union office bears discuss about the various wants of the employees
but survey verify such arguments. Union rarely opposes the survey result and in the most of the
cases supports them, especially when they know that they will share the results.

4.4MINNESOTA SATISFACTION QUESTIONNAIRE

The Minnesota Satisfaction Questionnaire (MSQ) is a long form consists of 100 questions that
make up twenty subscales measuring satisfaction with ability, utilisation, achievement, activity,
advancement, authority, company policies and practices, compensation, co-workers, creativity,
independence, moral values, recognition, responsibility, security, social service, social status,
supervision-human relations, supervision- technical, variety and working conditions. Twenty of
these items make up a frequently used measure of general job satisfaction. These twenty items
are referred to as the short form of the Minnesota Satisfaction Questionnaire. The items can be
separated into twelve items subscale for intrinsic satisfaction such as satisfaction with the chance
to use abilities and feelings of accomplishment from the job and an eight items subscale
measuring extrinsic satisfaction such as satisfaction with pay, chances for advancement and
supervision.

4.5SINGLE GLOBAL RATING

Under single global rating, the employees are asked to respond to one question. An
example of single question may be: “Considering all dimensions of the job, how
satisfied are you with your job?” Employees need to respond by reporting “a
figure” based on rating scale. Rating scales are from 1 to 5 as follows: I for Highly
Dissatisfied, 2 for Dissatisfied, 3 for No comment, 4 for Satisfied and 5 for Highly
Satisfied. Thus, the rating, based on above scale, to a question given by the
employee is a reflection of magnitude or measurement of employee’s job attitude
toward his/her job 10.
4.6 FACTORS OF JOB SATISFACTION

Job satisfaction can be viewed as an overall attitude or it can apply to the various parts of an
individual’s job. There are multifarious factors which affect an employees job satisfaction and
can be divided into two groups namely organisational and personal variables.

 Purpose

An employee’s purpose is the fulfilment they get when they do work that is meaningful to them.
When employees find purpose in their workplace, they feel more motivated, passionate and
committed to their job. It also makes them more authentic and enthusiastic at work, helping them
collaborate better with others and improving their productivity.

To facilitate this, organizations can communicate their strategic plan to employees and involve
them in decision-making. Employees can contribute better when they are aware of the
significance of their work and feel valued in the workplace.

 Engagement

Engagement in the workplace is essential to improving employee satisfaction and performance.

It also contributes to building a better work culture, improving communication and collaboration
and reducing turnover.

When employees feel engaged in their work, they can direct their efforts to accomplishing short-
and-long-term goals and towards their team’s success. Helping employees feel engaged at work
requires managers to have honest conversations with them, prioritise feedback, reward their
achievements and ensure their physical and mental well-being.

 Compensation

Compensation is the monetary value employees receive for their efforts and
contributions. Providing fair compensation is a means for companies to
demonstrate that they value their employees’ efforts
They can do this by providing competitive salaries, health and wellness benefits,
yearly bonuses, overtime pay, stock options and employee benefit programmes.
This helps improve employee productivity, motivation and loyalty. It also allows
an organisation to attract top talent and retain existing employees.

 Opportunities

Having a well-defined career path and development opportunities helps employees

improve their skills and expertise. Organizations can provide career development
opportunities by encouraging employees to complete certification courses, attend
networking events and conferences, publish research papers and pursue higher
education.

They can also organise management and leadership training for mid-level and
senior employees, which helps them improve their leadership, time management
and communication skills. When employees receive additional resources and time
to focus on learning new skills and being more competent, they become more
productive and engaged in their job.

 Management

Employees’ relationship with management impacts their job satisfaction.

Employees who have a positive relationship with the management feel more
trusted, respected and valued for their contribution.

Effective management also promotes a healthy feedback culture that encourages

employees to provide feedback for their peers and seniors without feeling
apprehensive
4.7 IMPORTANCE OF JOB SATISFACTION

o Satisfied employees are more motivated, focused, and efficient, which leads
to higher productivity and better organizational outcomes.
o Job satisfaction reduces turnover rates, saving organizations the time and
cost associated with recruitment and training.
o A positive work environment contributes to better mental and physical
health, reducing absenteeism and healthcare costs.
o Content employees take pride in their work, ensuring higher quality output
and better attention to detail.
o Job satisfaction fosters a collaborative and supportive workplace culture,
improving teamwork and morale.
o Happy employees provide better customer service, leading to increased
customer loyalty and satisfaction.
o Satisfied employees feel valued and are more likely to contribute innovative
ideas and solutions.
o Companies known for high employee satisfaction attract top talent,
enhancing their competitiveness and reputation in the market.
Focusing on job satisfaction creates a win-win situation where employees
thrive, and organizations achieve long-term success
4.7 OUTCOMES OF JOB SATISFACTION

 Job Satisfaction and Productivity

 Job Satisfaction and Employee Turnover
 Job Satisfaction and Absenteeism
 Job Satisfaction and Union Activities
 Job Satisfaction and Safety
 Other effects of Job Satisfaction
 CHAPTER – 5

OBJECTIVES OF THE

STUDY
 OBJECTIVES OF THE STUDY
 To know about satisfaction level of the employees.
 To assess the satisfaction level of employees on working conditions and environment.
 To recognize about wages paid by the organization to their employees.
 To know the reaction of employees when they are dissatisfied.
 CHAPTER – 6

RESEARCH

METHODOLOGY
 RESEARCH METHODOLOGY

Research methodology is a systematic method to resolve a research problem through data

gathering using various techniques, providing an interpretation of data gathered and drawing
conclusions about the research data. Essentially, a research methodology is the blueprint of a
research or study. As such, the methodology in research proposal is of utmost importance.

According to Clifford Woody research comprises defining and

redefining problems, formulating hypothesis or suggested solutions; collecting, organizing and
evaluating data; making deductions and reaching conclusions; and at last carefully testing the
conclusions to determine whether they fit the formulating hypothesis.

6.1 RESEARCH DESIGN