A Project report on Employee Satisfication of Godrej Company

`

A SUMMER PROJECT REPORT

ON

EMPLOYEE SATISFACTION

AT

GODREJ & BOYCE MANUFACTURING COMPANY LTD

ACKNOWLEDGEMENT

This project has been made possible direct and indirect cooperation of many

intellectual persons for whom I wish to express my appreciation and gratitude. I

am deeply indebted in Godrej for giving an opportunity to undertake this

project work in an organisation.

I am very much thankful to Mr.Dinabandhu Behera, Asst

Manager-Sales for valuable guidance, cooperation and advice that have made

this project success.

I am very much obliged to my internal guide Mrs.Bidya Dash,

faculty, HRM of Srusti Academy of Management who has provided me all

cooperations necessary for making the project in a fruitful manner

Date: Signature

Place: Anuradha Sahoo

DECLARATION

I do hereby declare the work embodied in this project “Employee satisfaction”

in Godrej & Boyce Manufacturing Company Limited in an organisation.

This project work has neither being submitted for the award of any degree of

any university nor for publication in whole or part.

Date:

Place:

CERTIFICATE

This is to certify that Ms. Anuradha Sahoo of MBA 1st Year, Sec B,

2010-12 Batch of Srusti Academy of Management has successfully

completed the Summer Internship Project(SIP) titled “Employee

Satisfaction” in partial fulfillment of the MBA course.

This SIP report is the record of the authentic work carried out by

her with effect from 13th August to10th September.

She has worked under my guidance.

Signature

Name: (SIP GUIDE)

Date:-

CONTENTS

CHAPTERS

INTRODUCTION

• Back ground of the study

• Objectives of the study

• Need of the study

• Scope of the study

• Methodlogy

• Limitations

COMPANY PROFILE

• About Godrej

LITERATURE REVIEW

• Introduction

• Concept

• Determinants

• Theory

• Factors

• Importance

DATA ANALYSIS

CONCLUSION

• Findings

• Suggestion

BIBLIOGRAPHY

CHAPTER -1

INTRODUCTION

INTRODUCTION

The term job satisfaction was brought to limelight by Hoppock (1935).

According to him job satisfaction is a combination of Psychological,

Physiological & environmental factor that makes a person to admit, “I am

happy at my job”. It has also been defined as the ‘end state of feeling’ it is an

important dimension of moral and not moral itself.

Job satisfaction has been considered as a state of condition where people are:

1. Induced to do work efficiently and effectively;

2. Convinced to remain in the enterprise;

3. Prepared to act efficiently during contingencies;

4. Prepared to welcome the changes;

5. Interested in promoting the image of the organization; &

6. More happy and satisfied with their job.

Job satisfaction is an individual feeling, which could be caused by a variety of

factors. Job satisfaction is a distributive phenomenon. Job satisfaction refers to a

general attitude towards work by an individual worker.

There are two variables, which determine the job satisfaction-

1. Organizational

2. Personal

The level of job determines the job satisfaction. The higher the level of the job,

the greater the satisfaction of the individual. This is because of higher level jobs

carry greater prestige and self-control. This relationship between occupational

level and job satisfaction stems for social reference group theory, in that our

society value some jobs more than others. Hence people in valued jobs will like

them more than those who are in non-valued jobs. The relationship may also

stem from the need fulfilment theory. People in higher-level jobs find most of

their needs satisfied than when they are in lower-level ones. In addition, there

are also other organizational variables like job content, type of leadership, pay

and promotional prospects, interaction in the work group, which affects job

satisfaction of a person.

The personal variables like age, educational level, sex and so on are also

responsible for satisfactions are dissatisfaction of some people.

The different aspects that largely affect the job satisfaction are as under:

1. Opportunity to learn a job.

2. Steadiness of employment.

3. Supervision.

4. Pay.

5. Cooperativeness.

6. Working condition

7. Cleanliness.

8. Working hours.

9. Communication.

10. Recognition.

11. Individual adjustment.

12. Group relationship outside the job.

BACKGROUND THE OF STUDY

The studies primarily aims at what is employee engagement and how it is done in organization.It is aiso aims at how it help to retain employees in concern.

The study is carried out in Godrej and Boyce manufacturing ltd to find out the level of employee engagement in the organization.

BACK GROUND OF TOPIC

As we analyse the topic of our study we have to first analyse what is employee

engagement, and how,why it is essential.

OBJECTIVES

In general the objective of the study is to study various factors affecting job

satisfaction .The specific objective of the study are:-

To study the level of job satisfaction of the workers.

To know the welfare facilities provided by the organisation to the

employees.

To know the degree of effectiveness of the present working environment..

Employee’s feeling of being motivated by their subordinates & the level

of cooperation achieved.

To know employee- employee relationship by the organisation to their

employees.

NEED OF THE STUDY

Measure Employee Satisfaction

A company is only as strong and successful as its members, its employees, are.

By measuring employee satisfaction in key areas, organizations can gain the

information needed to improve employee satisfaction, retention, and

productivity.

Rapidly growing organization.

When an organization is growing quickly, it is critical to find out how

employees feel about their jobs, the organization, and their fit and future within

it.

High or growing turnover rate.

While some industries have a naturally high turnover, growing turnover is a

problem for any organization. If your absolute level of turnover exceeds the

industry average, you have a problem that an employee satisfaction survey is

the first step to solving.

Excessive rumors.

A strong rumor mill is symptomatic of other problems in the organization.

These can include communications, trust, and fear

Highly competitive industry.

In a highly competitive industry, turnover minimization and productivity and

creativity maximization are keys to success. Staying in touch withemployees is

necessary to facilitate continued competitiveness.

Contemplated changes in pay and benefits.

You must know what needs to be "fixed" and how much "fixing" it needs to

maximize return on invested money and people resources

SCOPE THE STUDY

The study covers all levels of Employees and various aspects of Employees

like:

Identifying Employees attitudes towards various attributes at work place.This

study gives us an insight of how Employees see and perceive about

Organization.

Interpersonal relations,

Opportunities for career growth,

Compensation and benefits,

Training and development,

Working conditions,

Communications,

METHODLOGY

Method is any systematic study of principles that guide the scientific

investigation; it refers to the body of methods and techniques used in conducting

the study. It is studying the attitude of workers and management opinion survey

method was used.

The data are selected from both the

Primary Sources

Secondary Sources

The primary sources are based on taking sample size 33 in Godrej & Boyce

Mfg.Co.Ltd .

The secondary sources were collected from internet, published booklet,

bulletins and different reports annual survey booklet of Godrej.

The data so collected were complied edited and tabulating annually to draw

meaningful conclusion. Some suggestions were given to make this scheme more

effective.

LIMITATIONS

Despite the maximum effort that has been taken to make this project work a

success, the study has suffered from the following limitations.

Time factor acted as a major hindrance within a short period of 1 month.

It was difficult to the researcher to collect adequate data for a clear cut

analysis.

Workers were very reluctant to give information due to ignorance and

fear.

The other factors responsible for getting full information on the tendency

for some workers cheat or lie about the actual facts.

There is some organisation constraint to give full information on his

scheme .There are some confidential reports not easily accessible to the

outsiders.

CHARTER- 2

COMPANY PROFILE

COMPANY PROFILE

Started in 1897 as a lock manufacturing company, the Godrej Group is today

one of the most accomplished and diversified business houses in India. Godrej’s

success has been driven by the company’s commitment to delivering innovation

and excellence. Through the consistent application of this commitment and a

century of ethical business conduct, Godrej has earned an unparalleled

reputation for trust and reliability.

In 1930, Godrej became the first company in the world to develop the

technology to manufacture soap with vegetable oils; that spirit of innovation has

continued throughout the organization’s history. Today Godrej is delivering

consumers exciting innovations across a spectrum of businesses. The

company’s pursuit of excellence is equally well established and enduring. In the

1944 Mumbai docks blast, Godrej safes were the only security equipment

whose contents were unharmed; an equal level of product quality continues to

be expected from every product bearing the Godrej brand name. Godrej

management understands that the company’s greatest asset is the trust and faith

that consumers have reposed in it, and recognizes that the company must

continue to earn this trust. This translates to the organization delivering

outstanding quality and value in everything it does.

Godrej’s ethical and visionary practices have allowed the company to

successfully expand into a number of businesses.

Today Godrej is a leading manufacturer of goods and provider of services in a

multitude of categories: home appliances, consumer durables, consumer

products, industrial products, and agri products to name a few. A recent

estimate suggested that 350 million people across India use Godrej products.

The group has more recently entered the real estate and information technology

sectors, and management views these as avenues for enormous growth.

The Godrej Group stands in a strong position today. With annual sales in excess

of $1 billion, a workforce of approximately 18,000, and a strong diversified

portfolio, Godrej has proven its ability to deliver strong financial performance

The Evolution Of Godrej

1897 - Godrej & Boyce Mfg. Co. Ltd. was established.

1918 - Godrej Soaps Limited was incorporated.

1971- Godrej Agrovet Limited began as an Animal Feeds division of Godrej

Soaps.

Padlocks Furniture Locks Rim Locks

Mortise Cylindrical High Security

Cylinders

Electronic

PRODUCT CATEGORIES

1974 - Veg oils division in Wadala, Mumbai was acquired.

1990 - Godrej Properties Limited, another subsidiary, was established.

1991 - Foods business started. Godrej Agrovet Limited was incorporated.

1994 - Transelektra Domestic Products was acquired.

1995 - Transelektra forged a strategic alliance with Sara Lee USA.

1999 - Transelektra was named Godrej Sara Lee Limited.

2001 - Godrej Consumer Products was formed as a result of the demerger of

Godrej Soaps Limited. Godrej Soaps was renamed Godrej Industries Limited.

2002 - Godrej Tea Limited was set up.

2003 - We entered the BPO solutions and services space with Godrej Global

Solutions Limited.

2004 - Godrej HiCare Limited was set up to provide a Safe Healthy

Environment to customers by providing professional pest management services.

2006 - The foods business was merged with Godrej Tea and Godrej Tea was

renamed Godrej Beverages & Foods Limited.

2007 - Godrej Beverages & Foods Limited formed a JV with The Hershey

Company of North America and the company was renamed Godrej Hershey

Foods & Beverages Limited.

2008 – Godrej logo colour changed.

In April 2001, Godrej Industries was formed the consumer products division of

Godrej Soaps Limited was de-merged to form Godrej Consumer Products

Limited. In the same year,

Godrej Soaps was renamed Godrej Industries Limited. Godrej Industries

expanded its portfolio of products. It added a slew of investments to its

associate companies, while re-in forcing its existing businesses that include oleo

chemicals, veg oils and medical

diagnostic equipments.

As they say no guts, no glory. But at Godrej, we must say it has been a glorious

106 years of being the face of Indian industry. We have always set the trends,

always defined the market place and always achieved our glory. Here is a quick

preview of the various milestones we have crossed in the past 106 years.

Vision:-:

Godrej in Every Home and Work place.

Mission: -

Enriching quality of life

Everyday every where.

Values:-

Integrity/Trust/To serve respect/Environment.

INITIATIVES

CHAPTER-3

LITERATURE REVIEW

EMPLOYEE SATISFACTION

INRODUCTION

Employee satisfaction is the terminology used to describe whether

employees are happy and contented and fulfilling their desires and

needs at work. Many measures meaning that employee satisfaction is

a factor in employee motivation , employee goal achievement, and

positive employee morale in the workplace.

As per Vroom Employee Satisfaction is a positive orientation of an

individual towards a work role which he is presently occupying´

Employee satisfaction is a measure of how happy workers are with

their job and working environment. Keeping morale high among

workers can be of tremendous benefit to any company, as happy

workers will be more likely to produce more, take fewer days off, and

stay loyal to the company. There are many factors in improving or

maintaining high employee satisfaction, which wise employers would

do well to implement.

Employee satisfaction, while generally a positive in organization, can

also be a bad luck if mediocre employees stay because they are

satisfied with your work environment.

Many experts believe that one of the best ways to maintain employee

satisfaction is to make workers feel like part of a family or team.

Holding office events, such as parties or group outings, can help build

close bonds among workers. Many companies also participate in team-

building retreats that are designed to strengthen the working

relationship of the employees in a non-work related setting. Camping

trips, paintball wars and guided backpacking trips are versions of this

type of team-building strategy, with which many employers have

found success.

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

receiving more money. Raises and bonuses can seriously affect

employee satisfaction, and should be given when possible. Yet money

cannot solve all morale issues, and if a company with widespread

problems for workers cannot improve their overall environment, a

bonus may be quickly forgotten as the daily stress of an unpleasant job

continues to mount.

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

certain they have a comfortable, clean break room with basic

necessities such as running water .Keep facilities such as bathrooms

clean and stocked with supplies. While an air of professionalism is

necessary for most businesses, allowing workers to keep family photos

or small trinkets on their desk can make them feel more comfortable

and nested at their workstation. Basic considerations like these can

improve employee satisfaction, as workers will feel well cared for by

their employers.

The backbone of employee satisfaction is respect for workers and the

job they perform. In every interaction with management, employees

should be treated with courtesy and interest. An easy avenue for

employees to discuss problems with upper management should be

maintained and discuss problem ms with upper management should

be maintained and carefully monitored. Even if management cannot

meet all the demands of employees, showing workers that they are

being heard and putting honest dedication into compromising will

often help to improve morale.

Satisfaction = f(what employee expects, what she gets,

time, back ground of the employee- social, economic,

cultural)

Satisfaction being a continuous process starts from the day 1 and gets

reinforced with time depending on the importance of the various

factors considered to be important for the individual employee. Loyalty

towards the organization starts to develop when the employee

continues to get the positive reinforcements on various important

aspects for the duration of the employment

.

CONCEPT

This Employee Satisfaction Survey asks questions which go to the heart of how

an employee feels about his or her company, job and work life. The result of the

survey will indicate if there is need to follow up.

This survey does not provide a complete list of the numerous issues that

employees could raise about management, work and work life. Even if there

were a complete survey and if the employer were to remedy all complaints,

there would remain a serious flaw in that approach. Aside from the cost &

feasibility such an approach would be paternalistic and

not constructive because it would leave the employees out of the process.

This survey is brief, yet it exposes the core issues. If the need to follow up is

indicated, then the employees need to participate in person in the development

of any follow up action. This process would build trust, openness,

communication & satisfaction ultimately improving the quality of work life and

performance.

Employee Satisfaction Surveys allow an organization to understand employee

perceptions. Perception is reality. Because employees at every organization act

on the basis of their perceptions, management must be keenly aware of

employee’s views.Employee satisfaction surveys deliver a successful means of

measuring, and acting upon,employees' current beliefs on many job-related

subjects

DETERMINANTS OF EMPLOYEE SATISFACTION

Employee satisfaction is a multi-variable and indescribable concept. There are number of

factors that influence employee satisfaction. These factors can be classified into two

categories.

A) Organizational Variables:

The organizational determinants of employee satisfaction play a very important role. The

employees spend major part of their time in organization so there are number

of organizational factors that determine employee satisfaction of the employees. The

employee satisfaction in the organizations can be increased by organizing and managing the

organizational factors.

1. Overall Individual satisfaction: Employees be should satisfy with the

organization as a great place to work.

2.Compensation and Benefits :This is the most important variable for employee

satisfaction.

Compensation can be described as the amount of reward that a worker expects

from the job. Employees should be provided with competitive salary packages and they

should be satisfied with it when comparing their pay packets with those of the outsiders who

are working in the same industry. A feeling of employee satisfaction is felt by attaining

fair and equitable rewards.

3.Nature of Work: nature of work has significant impact on the employee satisfaction.

Employee satisfaction is highly influenced by the nature of work. Employees are satisfied

with job that involves intelligence, skills, abilities, challenges and scope for greater freedom.

Job dissatisfaction arises with a feeling of boredom, poor variety of tasks, frustrations and

failures.

4.Work Environment and Conditions: Employees are highly motivated with good

working conditions as they provide a feeling of safety, comfort and motivation. On contrary,

poor working conditions brings out a fear of bad health in employees. Employees spend 6

to 8 hours at their workplace every day which makes a workplace their second home. It is

up to the employers to see and make sure that the office is fully facilitated and is in good

working order. It must be well lit and well ventilated with the right amount of lights, fans, air

-conditioning. Cleanliness is of utmost importance as there are a huge number of workers

working at a job place. The offices, cubicles, rest area, washrooms, kitchen & serving area

must be neat and clean. The more comfortable the working environment is more productive

will be the employees.

5. Job Content: Factors like recognition, responsibility, advancement, achievement etc

can be referred to as job content. A job that involves variety of tasks and less monotonous

results delivers greater employee satisfaction. A job that involves poor content produces job

dissatisfaction.

6. Job Satisfaction: Job satisfaction is the favorableness or un-favorableness with which

employees view their work. As with motivation, it is affected by the environment. Job

satisfaction is impacted by job design. Jobs that are rich in positive behavioral elements ±

such as autonomy, task identity, task significance and feedback contribute to employees

satisfaction. Likewise, orientation is important because the employees acceptance by the

work group contributes to satisfaction. Each element of the environmental system, can

attract or detract from job satisfaction.

7. Organizational Level: The jobs that are at higher levels are viewed as prestigious,

esteemed and opportunity for self-control. The employees that are working at higher level

jobs express greater employee satisfaction than the ones working at lower level jobs.

8. Opportunities for Promotion: Promotion can be reciprocated as a significant

achievement in the life. It promises and delivers more pay, responsibility, authority,

independence and status. So, the opportunities for promotion determine the degree of

satisfaction to the employees

9. Work Group: There is a natural desire of human beings to interact with others and so

existence of groups in organizations is a common observable fact. This characteristic results

in formation of work groups at the work place. Isolated workers dislike their jobs. The work

groups make use of a remarkable influence on the satisfaction of employees. The

satisfaction of an individual is dependent on largely on the relationship with the group

members, group dynamics, group cohesiveness and his own need for affiliation.

10.Leadership Styles: The satisfaction level on the job can be determined by the

leadership styles. Employee satisfaction is greatly enhanced by democratic style

of leadership. It is because democratic leaders promote friendship, respect and warmth

relationships among the employees. On contrary, employees working under authoritarian

and dictatorial leaders express low level of employee satisfaction.

11.Communication Methods:When administrative policies and all important

announcements are communicated to the employees, it boosts their morale. The methods

chosen for communication also play an integral role. Some of the methods that could be

used are intranet, monthly newsletters, weekly meetings etc...

12. Safety measures: An employer must make sure that he provides a safe environment

to his/her employee. The security measures outside office include security guards and

parking facility. While inside the office, there must be introduced safe environment for male

and female employees to work so that if an employee has to work late hours she/he should

feel safe and comfortable working in his/her office. There must be no discrimination or

harassment practiced and the employee should be given equal opportunity to grow as an

individual despite being male or female.

B) Personal Variables:

The personal determinants also help a lot in maintaining the motivation and personal factors

of the employees to work effectively and efficiently. Employee satisfaction can be related to

psychological factors and so numbers of personal factors determine the employee

satisfaction of the employees

1. Personality :The personality of an individual can be determined by observing his

individual psychological conditions. The factors that determine the satisfaction

of individuals and his psychological conditions is perception, attitudes and learning.

2.Age: Age can be described as a noteworthy determinant of employee satisfaction. It is

because younger age employees possessing higher energy levels are likely to be having

more employee satisfaction. In older age, the aspiration levels in employees increase. They

feel completely dissatisfied in a state where they are unable to find their aspiration fulfilled.

3. Education: Education plays a significant determinant of employee satisfaction as it

provides an opportunity for developing ones personality. Education develops and

improvises individual wisdom and evaluation process. The highly educated employees can

understand the situation and asses it positively as they possess persistence, rationality and

thinking power.

4. Gender Differences: The gender and race of the employees plays important

determinants of Employee satisfaction. Women, the fairer sex, are more likely to be satisfied

than their male counterpart even if they are employed in small jobs. The employee

satisfaction can also be determined by other factors like learning, skill autonomy, job

characteristics, unbiased attitude of management, social status etc. It is important for

managers to consider all these factors in assessing the satisfaction of the employees and

increasing their level of employee satisfaction

THEORY

The company's ability to fulfill the physical, emotional, and psychological needs of its

employees. Satisfying the employee's all needs, so that he can give 100% to the company.

Satisfaction refers to the level of fulfillment on one's needs, desires, and wants. It can be

experienced in various levels or degrees.

Vital ingredients for any employees satisfaction are physical, security, social and egoistic

needs which satisfy individuals psycho social.

1 .Physical and Security need: This relates to satisfaction of bodily function like hunger,

thirst, shelter as well as to be secure in the employment.

2. Social Need: Since human beings are dependent on each other. There are some needs

which can be satisfied only when individual is recognized by other people

.3. Egoistic Need: This relates to man desire to mans desire to be dependant to do things of

his own end to sense of accomplishment To a considerable extent however physical needs

are satisfied off the job. Social needs are satisfied through personal contacts around the job

where egoistic needs are chiefly satisfied through the job.

EQUITY THEORY:

Equity Theory attempts to explain relational satisfaction in terms of perceptions

of fair/unfair distributions of resources within interpersonal relationships. Equity theories

considered as one of the justice theories. It was first developed in 1962 by John Stacey

Adams, a workplace and behavioral psychologist, who asserted that employees seek to

maintain equity between the inputs that they bring to a job and the outcomes that they

receive from it against the perceived inputs and outcomes of others (Adams, 1965). The

belief is that people value fair treatment which causes them to be motivated to keep the

fairness maintained within the relationships of their co-workers and the organization. The

structure of equity in the workplace is based on the ratio of inputs to outcomes. Inputs are

the contributions made by the employee for the organization; this includes the work done by

the employees and the behavior brought by the employee as well as their skills and other

useful experiences the employee may contribute for the good of the company.

The idea is to have the rewards (outcomes) be directly related with the quality and quantity

of the employees contributions (inputs). If both employees were perhaps rewarded the same,

it would help the workforce realize that the organization is fair, observant, and appreciative.

This can be illustrated by the following equation:

Inputs:

Time, Effort, Loyalty, Hard Work, Commitment, Ability, Adaptability, Flexibility,

Tolerance, Determination, Enthusiasm, Personal sacrifice, Trust in superiors, Support from

co-workers and colleagues, and Skill.

Outcomes:

Outputs are defined as the positive and negative consequences that an individual perceives a

participant has incurred as a consequence of his/her relationship with another. When the

ratio of inputs to outcomes is close, than the employee should have much satisfaction with

their job. Outputs can be both tangible and intangible (Walster , Traupmann & Walster,

1978). Typical outcomes include any of the following: Job security, Esteem, Salary,

Employee benefit, Expenses, Recognition, Reputation, Responsibility, Sense of

achievement, Praise, Thanks, and Stimuli

EXPECTANCY THEORY (VROOMS THEORY):

Expectancy theory is about the mental processes regarding choice, or choosing. It explains

the processes that an individual undergoes to make choices. In organizational behavior

study, expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale

School of Management. Expectancy theory predicts that employees in an organization will

be motivated when they believe that:

putting in more effort will yield better job performance

better job performance will lead to organizational rewards, such as an increase in

salary or benefits

These predicted organizational rewards are valued by the employee in question.

This theory emphasizes the needs for organizations to relate rewards directly to performance

and to ensure that the rewards provided are those rewards deserved and wanted by the

recipients.

Emphasizes self interest in the alignment of rewards with employee's wants. Emphasizes the

connections among expected behaviors, rewards and organizational goals

Vroom's theory assumes that behavior results from conscious choices among alternatives

whose purpose it is to maximize pleasure and to minimize pain .Together with Edward

Lawler and Lyman Porter, Vroom suggested that the relationship between people's behavior

at work and their goals was not as simple as was first imagined by other scientists. Vroom

realized that an employee's performance is based on individual factors such as personality,

skills, knowledge ,experience and abilities.

Victor H. Vroom introduces three variables within the expectancy theory which are valence

(V), expectancy (E) and instrumentality (I). The three elements are important behind

choosing one element over another because they are clearly defined: effort -performance

expectancy (E>P expectancy), performance-outcome expectancy (P>Expectancy)

.E>P expectancy: Our assessment of the probability our efforts will lead to the required

performance level

.P>O expectancy: Our assessment of the probability our successful performance will lead to

certain outcomes

Vrooms model is based on three concepts:

1. Valence - Strength of an individuals preference for a particular outcome. For the valence

to be positive, the person must prefer attaining the outcome to not attaining it.

2. Instrumentality -Means of the first level outcome in obtaining the desired second level

outcome; the degree to which a first level outcome will lead tothe second level outcome.

Expectancy: Our assessment of the probability our efforts will lead to the

requiredperformance level.

3. Expectancy - Probability or strength of belief that a particular action will lead toa

particular first level outcom

Vroom says the product of these variables is the motivation

In order to enhance the performance-outcome tie, managers should use systems that tie

rewards very closely to performance. Managers also need to ensure that the rewards

provided are deserved and wanted by the recipients. In order to improve the effort-

performance tie, managers should engage in training to improve their capabilities and

improve their belief that added effort will in fact lead to better performance.

MASLOW'S HIERARCHY OF NEEDS

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

his 1943 paper .A Theory of Human Motivation. Maslow subsequently extended the idea

to include his observations of humans' innate curiosity.

Maslow’s hierarchy of needs is most often displayed as a pyramid. The lowest levels of the

pyramid are made up of the most basic needs, while the more complex needs are located at

the top of the pyramid. Needs at the bottom of the pyramid are basic physical requirements

including the need for food, water, sleep and warmth. Once these lower-level needs have

been met, people can move on to the next level of needs, which are for safety and security.

As people progress up the pyramid, needs become increasingly psychological and social.

Soon, the need for love, friendship and intimacy become important. Further up the pyramid,

the need for personal esteem and feelings of accomplishment take priority. Like Carl

Rogers, Maslow emphasized the importance of self-actualization, which is a process of

growing and developing as a person to achieve individual potential.

Maslow believed that these needs are similar to instincts and play a major role in motivating

behavior. Physiological, security, social, and esteem needs are def iciency needs (also

known as D-needs), meaning that these needs arise due to deprivation. Satisfying these

lower-level needs is important in order to avoid unpleasant feelings or consequences.

Maslow termed the highest-level of the pyramid as growth need (also known as being

needs or B-needs). Growth needs do not stem from a lack of something, but rather from a

desire to grow as a person.

There are five different levels in Maslow’s hierarchy of needs:

1. Physiological Needs:

These include the most basic needs that are vital to survival, such as the need for water, air,

food and sleep. Maslow believed that these needs are the most basic and instinctive needs in

the hierarchy because all needs become secondary until these physiological needs are met.

2. Security Needs:

These include needs for safety and security. Security needs are important for survival, but

they are not as demanding as the physiological needs. Examples of security needs include a

desire for steady employment, health insurance, safe neighborhoods and shelter from the

environment.

Social Needs:

These include needs for belonging, love and affection. Maslow considered these needs to be

less basic than physiological and security needs. Relationships such as friendships, romantic

attachments and families help fulfill this need for companionship and acceptance, as does

involvement in social, community or religious groups.

1. Esteem Needs:

After the first three needs have been satisfied, esteem needs becomes increasingly important.

These include the need for things that reflection self-esteem, personal worth, social

recognition and accomplishment.

2.Self-actualizing Needs:

This is the highest level of Maslow’s hierarchy of needs. Self-actualizing people are self-

aware, concerned with personal growth, less concerned with the opinions of others and

interested fulfilling their potential.

3. TWO-FACTOR THEORY:

4. The two-factor theory (also known as Herzberg's motivation-hygiene theory)was

developed by

Frederick Herzberg, a psychologist who found that job satisfaction and job

dissatisfaction acted independently of each other. The theory states that there are certain

factors in the workplace that cause job satisfaction, while a separate set of factors cause

dissatisfaction.

5. The two-factor, or motivation-hygiene theory, developed from data collected by Herzberg

from interviews with a large number of engineers and accountants in the Pittsburgh area.

From analyzing these interviews, he found that job characteristics related to what an

individual does ² that is, to the nature of the work he performs ² apparently have the capacity

to gratify such needs as achievement, competency, status, personal worth, and self-

realization, thus making him happy and satisfied. However, the absence of such gratifying

job characteristics does not appear to lead to unhappiness a dissatisfaction results from

unfavorable assessments of such job –related factors as company policies, supervision,

technical problems, salary, interpersonal relations on the job, and working conditions. Thus,

if management wishes to increase satisfaction on the job, it should be concerned with the

nature of the work itself ² the opportunities it presents for gaining status, assuming

responsibility, and for achieving self-realization. If on the other hand, management wishes

to reduce dissatisfaction, then it must focus on the job environment policies, procedures,

supervision, and working conditions. If management is equally concerned with both

thenmanagers must give attention to both sets of job factors. Thus, satisfactionand

dissatisfaction are not on a continuum with one increasing as the other diminishes, but are

independent phenomena. This theory suggests that toimprove job attitudes and productivity,

administrators must recognize andattend to both sets of characteristics and not assume that

an increase insatisfaction leads to decrease in un-pleasurable dissatisfaction.

Instead,dissatisfaction results from unfavourable assessments of such job -relatedfactors as

company policies, supervision, technical problems, salary,interpersonal relations on the job,

and working conditions. Thus, if management wishes to increase satisfaction on the job, it

should beconcerned with the nature of the work itself ² the opportunities it presents

for gaining status, assuming responsibility, and for achieving self-realization. If,on the other

hand, management wishes to reduce dissatisfaction, then it mustfocus on the job

environment ² policies, procedures, supervision, andworking conditions. If management is

equally concerned with both thenmanagers must give attention to both sets of job factors.

Thus, satisfactionand dissatisfaction are not on a continuum with one increasing as the

other diminishes, but are independent phenomena. Thi s theory suggests that toimprove job

attitudes and productivity, administrators must recognize andattend to both sets of

characteristics and not assume that an increase insatisfaction leads to decrease in un-

pleasurable dissatisfaction.

FACTORS

Opportunity: Employees are more satisfied when they have challenging

opportunities at work. This includes chances to participate in interesting

projects, jobs with a satisfying degree of challenge and opportunities for

increased responsibility. Important: this is not simply "promotional

opportunity." As organizations have become flatter, promotions can be rare.

People have found challenge through projects, team leadership, special

assignments-as well as promotions. which are not limited by availability of

positions. They simply demonstrate achievement.

Stress: When negative stress is continuously high, job satisfaction is low. Jobs

are more

stressful if they interfere with employees' personal lives or are a continuing

source of

worr or concern.

Leadership: Employees are more satisfied when their managers are good

leaders. This includes motivating employees to do a good job, striving for

excellence or just taking action.

Work standards: Employees are more satisfied when their entire workgroup

takes pride in the quality of its work

Fair Rewards:Employees are more satisfied when they feel they are rewarded

fairly for the work they do. Consider employee responsibilities, the effort they

have put forth, the work

they have done well and the demands of their jobs.

Adequate Authority:

Employees are more satisfied when they have adequate freedom and authority

to do

their jobs.

IMPORTANCE

1. Importance of employee satisfaction for organization

• Enhance employee retention.

•Increase productivity

• Increase customer satisfaction

• Reduce turnover, recruiting, and training costs.

• Enhance customer satisfaction and loyalty.

• More energetic employees.

• Improve teamwork.

• Higher quality products and/or services due to more competent, energized

employees.

2. Importance of employee satisfaction for employee

• Employ will believe that the organization will be satisfying in the long run

• They will care about the quality of their work.

• They will create and deliver superior value to the customer.

• They are more committed to the organization.

• Their works are more producti

CHAPTER-4

DATA ANALYSIS

Q.1 Does your job make use of your knowledge, skill and abilities?

6%

48%

36%

9%

very low extentlow extentfair extenthigh extentvery high extent

Analysing the above pie chart low extent is 6%,fair extent is 49%,high extent is

36% and very extent is 9% among which fair extent is appreciated.

Q.2 Are you satisfied with the safety conditions in your work place?

very low extent low extent fair extent high extent very high extent0

5

10

15

20

25

Axis Title

Axis

Title

Analysing the above responses “ High extent” is appreciated.

Therefore it can be concluded that the safety conditions of

employees in Godrej is quite good in drawing employees satisfaction.

Q3. Are you satisfied with general amenities (canteen, drinking water e.t.c) at

work?

9%

48%

36%

6%


Very low extent 0%

Low extent 6%

Fair extent 49%

High extent 36%

Very high extent 9%

From the above pie chart fair extent 49% is appreciated which quite is good in

drawing employee satisfaction.

Q4. Is there cooperation and teamwork among individuals in your work unit?


2

4

6

8

10

12

14

16

18

Analysing the above bar graph fair extent is appreciated which is quite

good in drawing employee satisfaction .

Q5.Are you clear of the goals of your work unit?

24%

64%

12%

very low extent low extent fair extent high extent very high extent

From the above analysis high extent is 64%, fair extent is 24% and very

high extent is 12% among which high percentage is appreciated.

Therefore it can be concluded that the of employees in

Godrej are clear of their goals which is quite good in driving employees

satisfaction.

Q6. Are you clear about the overall vision,mission and goals of the company?

9%

30%

48%

12%very low extent low extent fair extent high extent very high extent

s

Analysing the above pie chart very high extent is 0%, low extent is 9%,fair

extent is 30 %, high extent is 49% and very high extent is 12% among which

high extent is appreciated.

Therefore it can be concluded that the of employees in Godrej are

having clear vision , mission and goals of the companies which is quite good in

drawing employees satisfaction.

Q7. Do you receive the information you need to do your job well?

18%

27%

52%

3%


Analysing the above pie chart “High extent” is appreciated .It can be seen

that 52% of the total sample population of Godrej need to do your job

well.

Therefore it can be concluded that the of employees in

Godrej can do their job well which is quite good in drawing employees

satisfaction.

Q8. Do you receive the regular feedback about your job performance from your

superior?

12%

33%

45%

9%

very low extentlow extentfair extenthigh extentvery low extent

Very low extent 0%

Low extent 12%

Fair extent 33%

High extent 46%

Very high extent 9%

From the above pie chart high extent is appreciated ,which is

quite good in driving employees satisfaction.

Q9. Do your superiors focus on team building and team work?


2

4

6

8

10

12

14

16

18

Analysing the above graph high extent is appreciated.

Therefore it can be concluded that the of employees in Godrej

feel that their superiors focus on team building and team work which is quite

good in driving employees satisfaction.

Q10. Are your opinions and suggestions well taken by your superiors and

peers?

28%

59%

13%


Analysing the above pie chart very low extent is 0%, low extent is 0%,

Fair extent is28%, high extent is 59%, very extent is 13% among which high

extent is appreciated.

Q11. Are you satisfied with the medical facilities available to you?

6%

34%

57%

3%


Analysing the above pie chart “High extent” is appreciated.It can be seen that

61% of the total sample population of Godrej are satisfied with the medical

facilities available to them.

Therefore it can be concluded that the of employees in Godrej

are satisfied with the medical facilities available to them which is quite good in

driving employees satisfaction.

Q12. Are you satisfied with the reward given to every individual of a team for

work well done?

39%

48%

12%


Very low extent 0%

low extent 0%

Fair extent 39%

High extent 49%

Very high extent 12%

Analysing the above pie chart high extent is appreciated which

is quite good in driving employees satisfaction

Q13. Do you feel that Godrej has revised the HR policy in recent years?


2

4

6

8

10

12

14

16

18

Analysing the bar graph fair extent is appreciated having a good percentage of

41% which is quite good in drawing employees satisfaction.

Q14. Are you satisfied with the amount of time you spent on training in the past

one years?

6%

36%

48%

9%


From the above pie chart analysis very low extent is 0%,low extent is 6%,fair

extent is 36%,high extent is49%,very high extent is 9% among which high

extent is appreciated which is quite good in driving employees satisfaction.

Q15. Has the training you attended helped you to do your job in a better way?

9%

33%

45%

12%


From the above analysis high extent is appreciated therefore it is concluded that

the of employees in Godrej believe that the training they have attended has

helped them to do their job in a better way which is quite good in driving

employees satisfaction.

FINDINGS

Very low extent 0%

Low extent 9%

Fair extent 33%

High extent 46%

Very high extent 12%

Godrej make very good use of the knowledge, skills and abilities of the

employees.

Godrej employees are satisfied with the safety conditions in their work

place.

The employees are very much satisfied with general amenities provided

to them.

There is good cooperation and teamwork among their individuals .

Employees are clear of the goals of their company.

Most of the employees are clear about the overall vision, mission and

goals of the company.

Employees receive the regular information that they need to do their job

well.

Employees in Godrej receive the regular feedback about their job

performance from their superior.

Superiors in Godrej focus on team building and team work.

Employees opinions and suggestions are well taken by their superiors and

peers.

Employees in Godrej are satisfied with the medical facilities available to

them.

Most of the employees are satisfied with the reward given to them in the

team their good work.

Godrej has revised their HR policy in recent years.

Employees are satisfied with the amount of time they spent on training in

the past one year.

The training attended by the employees has helped them to do their job

in a better way.

SUGGESTIONS

In general, level of employee satisfaction in the company is quite high. However asfar as

satisfaction goes, sky is the limit and there is no end to expectations. Following suggestions

are made with the intention of further improvement:-

System of reward and recognition may be improved. Though there is no bias in

rewards, employees have a feeling that their good work is not given credit in time

Remuneration to employees may be improved, if feasible.

Communication (free and frank exchange between employees and employers)may

be given more attention

Opportunities for personal learning, growth and personal development of the

employees deserves due attention. Investment in employees is indirectly investment

in the company

Job assignment needs to be reviewed periodically in order to avoid monotonyand

boredom.

CONCLUSION

The project has given me an opportunity to interact with the Corporate Sector and to

actually see how academic teaching of the classrooms in Management is

translated to reality and practice. In fact it was very heartening to experience

that all concepts and theories mentioned in various books are actually implemented

by the Company albeit under a different name to suit its needs/style/culture.

Also, undertaking this project has helped me in learning to think of a topic in a logical

manner and examining the issue in its totality. This has also promoted interaction with

people from different walks of life, experiences and outlooks thus giving me a broader

perspective to the issue of training in particular and the business environment in

general.

Finally to conclude, I would like to submit that while pursuing this research, I learnt that it

is very important to learn the subject first, so as to understand the requirement/problem at

hand and then consider its present status and future prospects so as to arrive at a suggested

set of solutions so vital to the purpose of such studies.

BIBLOGRAPHY

www.godrej.com

www.google.com

www.connect.godrej.com

Cite.HR

HRM(VSP.Rao)

Internet Search

http://www.connect.godrej.com/

http://www.google.com/

http://www.godrej.com/

QUESTIONNAIRE

1. Does your job make use of your knowledge, skills and abilities?

Very low extent Low extent Fair extent High extent Very high extent

2. Are you satisfied with the safety conditions in your work place?


3. Are you satisfied with general amenities (canteen, drinking water e.t.c) at work?


4. Is there cooperation and teamwork among individuals in your work unit?


5. Are you clear of the goals of your work unit?


6. Are you clear about the overall vision, mission and goals of the company?


7. Do you receive the information you need to do your job well?


8. Do you receive the regular feedback about your job performance from your superior?


9. Do your superiors focus on team building and team work?


10. Are your opinions and suggestions well taken by your superiors and peers?


11. Are you satisfied with the medical facilities available to you?


12. Are you satisfied with the reward given to every individual of a team for work well done?


13. Do you feel that Godrej has revised the HR policy in recent years?


14. Are you satisfied with the amount of time you spent on training in the past one year?


15. Has the training you attended helped you to do your job in a better way?


A Project report on Employee Satisfication of Godrej Company

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