Zahid Project

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PROJECT REPORT

Workers Satisfaction - A Comprehensive Survey

With Special Reference to

Vardhman Yarns and Threads Ltd Unit-IV.

BADDI

A PROJECT REPORTSubmitted to PTU, Jallundhar

In partial fulfillment of the requirements for theMASTER OF BUSINESS ADMINISTRATION

PROGRAMME

Submitted to:STN Submitted by:Zaheed Rashid

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CERTIFICATE

It is certified that the project work on the topicWorkers Satisfaction - A Comprehensive Survey ,

with special reference to Vardhman Yarns and Threads

Limited, Baddi, is an original one. This project has been done

under my guidance and has not been submitted earlier to

this University, or to any other institution for fulfillment of the

requirement of any course of study.

The assistance and help received during the project

and source of literature has been fully acknowledged.

Zaheed Rashid

Project Guide.Mr. Vishnu Dutt Roll No.-820379271

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Acknowledgement

If words are considered as symbol of approval and token of appreciation then let the

words play the heralding role of expressing my

sincerest gratitude and thanks

First of all, with the limitless humility, I

would like to thank God who is full of

compassion and mercy. He has bestowed me

with enough courage to accomplish this task.

I am indebted to Mr. Vishnu Dutt Head

P&IR of Vardhman Yarns and Threads Ltd.

Baddi, for providing me an opportunity to carry

on my project work Vardhman Yarns and

Threads Ltd.

I would like to express my sincere

gratitude towards Ms. Shivani Sharma (Project

Supervisor), Mr. Ranjeet Singh and Mr.

Shailender Shukla for having provided me with

the valuable help her. I have learnt a lot. I am

grateful to him for rendering guidance at every

step.

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I would like to extend my warm gratitude

to the other members of Vardhman Yarns and

Threads Ltd. for their help in completing the

project.

In the end, I would like to express my

gratitude to my parents for providing me, their

valuable help throughout the project work.

Zaheed Rashid

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PREFACE

Project is an agglomeration of theoretical concepts which enhances our

skills in the field of technology. Project at Vardhman Yarns and Threads. Ltd. wassurely a learning experience.

The Project Report has been developed as part of MBA Curriculum. The

purpose of my project undertaken is to familiarize the factors which lead to

workers satisfaction in industry (Vardhman Yarns and Threads Ltd.)

The Project was done at Vardhman Yarns and Threads Ltd. It is private unit

situated at Baddi (Solan) H.P. Vardhman Yarns and Threads Ltd is a perfect blendof innovation and performances.

The study describes the factors that influence workers satisfaction in

achieving the objectives of the organization.

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CONTENTS

I. Scope of the Project

II. Profile of Vardhman Yarns and Threads Ltd., Baddi

a) Missionb) Historyc) Philosophyd) Portfolioe) Holdingsf) Marketg) Achievements

III. Workers Satisfaction : An Introductiona) Meaning of Workers Satisfaction.b) History of Workers Satisfactionc) Determinants of Workers Satisfactiond) Importance of Workers Satisfactione) Objective of the Survey

IV. Research Methodologya) Methodology Usedb) Questionnairec) Sampling unit and sampling sized) Method of Data Collectione) Data Analysisf) Inference

V. Analysis of the Survey

VI. Recommendations and SuggestionsVII. Limitations and Directions for Future Research

VIII. AnnexureVI. Bibliography

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SCOPE OF THE PROJECT

The project study is conducted in Vardhman Yarns and Threads Ltd. The

sample chosen for the study includes the regular workers of the organization.

Need of the Project

Employees arent just the faces in the crowd, they are the real

performers . Employees with high satisfaction can reduce the employee turnover.Workers satisfaction is one of the primary factor that influence the working of the

organization. Infact the rate of satisfaction is an indicator of organizations state of

health and also its supervisory and managerial effectiveness .

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Profile

Of

Vardhman Yarns and

Threads Ltd.

Unit-IV

Baddi

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ABOUT THE COMPANY

Vardhman is a major integrated textile producer in India. The Group was setup in 1965 atLudhiana, Northern India. Since then, the Group has expanded manifold and is today,

perhaps, the largest textile conglomerate in India. The Group recorded a turnover of Rs.2210 crores (about US$ 500 million) in FY 2005-06. The Group portfolio includesmanufacturing and marketing of Yarns, Fabrics, Sewing Threads, Fibre and Alloy Steel.

Mission

Vardhman aims to be world class textile organization producing diverse range of products for the global textile market.Vardhman seeks to achieve customer delight

through excellence in manufacturing and customer service based on creative combinationof state-of-the-art technology and human resources. Yardman is committed to beresponsible corporate citizen.

S P Oswal, Chairman - Vardhman Group

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HISTORYThe industrial city of Ludhiana , located in the fertile Malwa region of Central Punjab isotherwise known as the "Manchester of India". Within the precincts of this city is locatedthe Corporate headquarters of the Vardhman Group, a household name in Northern India.The Vardhman Group, born in 1965, under the entrepreneurship of Late Lala RattanChand Oswal has today blossomed into one of the largest Textile Business houses inIndia.

At its inception, Vardhman had an installed capacity of 14,000 spindles, today; itscapacity has increased multifold to over 5.5 lacs spindles. In 1982 the Group entered thesewing thread market in the country which was a forward integration of the business.Today Vardhman Threads is the second largest producer of sewing thread in India. In1990, it undertook yet another diversification - this time into the weaving business. Thegrey fabric weaving unit at Baddi (HP), commissioned in 1990 with a capacity of 20,000meters per day, has already made its mark as a quality producer of Grey poplin, sheeting,and shirting in the domestic as well as foreign market. This was followed by entry into

fabric processing by setting up Auro Textiles at Baddi, which currently has a processingcapacity of 1 lacs meters/day.

In the year 1999 the Group has added yet another feather to its cap with the setting up of Vardhman Acrylics Ltd., Bharuch (Gujarat) which is a joint venture in Acrylic Fibre

production undertaken with Marubeni and Exlan of Japan. The company also has a strong presence in the markets of Japan, Hong Kong, Korea, UK and EU in addition to thedomestic market. Adherence to systems and a true dedication to quality has resulted inobtaining the coveted ISO 9002/ ISO 14002 quality award which is the first in Textileindustry in India and yet another laurel to its credit.

PHILOSOPHY

Total customer focus in all operational areas

Products to be of best available quality for premium market segments through TQM andzero defect implementation. All functional areas.

Global orientation targeting - at least 20% production for exports.

Integrated diversification/product range expansion

World class manufacturing facilities with most modern R&D and process technology.

Faith in individual potential and respect for human values.

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Encouraging innovation for constant improvements to achieve excellence in allfunctional areas.

Accepting change as a way of life

Appreciating our role as a responsible corporate citizen.

PORTFOLIOThe group portfolio includes Yarn, Fabrics, Sewing Thread, Fibre and Alloy Steel

Yarns

Yarn Manufacturing is the major activity of the group accounting for 65 percent of thegroup turnover. Vardhman is virtually a supermarket of yarns, producing the widest rangeof cotton, synthetics and blended, Grey and Dyed yarns and Hand Knitting Yarns, inwhich Vardhman is the market leader in India. The group has nine production plants with

a total capacity of over 5.5 lacs spindles, spread all over the country. In many of the yarnmarket segments, Vardhman holds the largest market share. Vardhman is also the largestexporters of yarn from India, exporting yarns worth more than USD 90 million.

Sewing Thread

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Vardhman is the second largest producer of sewing thread in the country. The sewingthread manufacturing capacity is being expanded from present 17 tons per day to 22 tons

per day in its sewing thread plants located at Hoshiarpur, Baddi and Ludhiana. Sewingthreads contributes 12 percent of the group turnover.

Fabrics

The group has created state-of-the-art fabric weaving and processing facilities in its plantat Baddi, Northern India. The group has installed 208 shuttles less looms and a fabric

processing capacity of 30 million meters per annum in collaboration of Tokai Senko of Japan. Fabrics business contributes 8 percent to the group turnover.

Fibre

The group has recently set up an Acrylic Staple Fibre plant at Bharuch in Gujarat incollaboration with Marubeni and Japan Exlan of Japan. The plant has annual capacity of 18000 tons per annum. Fibre contributes 8 percent to the total turnover of the group.

Steel

The Group is also present in upper-end of the steel industry. The group hasmanufacturing capacity of 100000 tons of special and alloy steel. The group supplies itssteel products to some of the most stringent quality steel buyers like Maruti and Telco. Itcontributes 6 percent to the total turnover of the group

HOLDINGS

Spinning Business

Domestic Trade Area Units

Vardhman Spinning & General Mills Ludhiana, PunjabAuro Spinning Baddi, HPArihant Spinning Malerkotla, PunjabArisht Spinning Baddi, HPGas Mercerised Yarn Business Hoshiarpur, PunjabAuro Dyeing Baddi, HP

Export Oriented Units

Anant Spinning Mandideep, MP

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Vardhman Spinning & General Mills Export Oriented Units Baddi, HPVMT Baddi, HP

Fabric Business

Auro Weaving Baddi, HPMSML Textiles Division Baddi, HPAuro Textiles Baddi, HPSewing Thread BusinessST-I Hoshiarpur, PunjabST-II Ludhiana, PunjabST-III Perundurai, TNST-IV Baddi, HP

Vardhman Special Steels Ludhiana, Punjab

Vardhman Acrylics LimitedBharuch, Gujarat

Vardhman Group

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MARKET

Largest Spinning capacity in India - over half a million spindles.

Largest producer of Cotton, Synthetics and Blended yarns in the country

Largest Dyeing Capacity of Fibre and Yarn

Largest Exporter of Cotton Yarn

Market Leader in Hand Knitting Yarns in India

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Largest range of Textile products

Second largest producer of Sewing Thread in the country

Collaborations with specialist worldwide

ACHIEVEMENTS

Its an overwhelming feeling when the efforts and hard work put in are recognized andfelicitated. A feeling that galvanizes the Group into believing in more, in itself andreaffirming its commitment to offer products that invoke trust and reliability

Back home, the Vardhman Group became India's first textile company to be awardedICO9002/ ISO 14002 Certification. It is the largest producer and exporter of yarns andGrey woven fabrics from India. Vardhman is also the largest producer of tyercord yarnsand the second largest producer of sewing threads in India. The Vardhman Group visionof excellence is matched by a dedication and sincerity to be the best and excel in everyindustry it has a presence .

Textile Export Promotion Council 2003-04Gold trophy in EOU/EPZ for export of cotton yarn

Textile Export Promotion Council 2003-04Bronze trophy in mill fabric exporter category

Textile Export Promotion Council 2002-03

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Gold Trophy in EOU/EPZ for export of cotton yarn

Textile Export Promotion Council 1998-99Silver Trophy

Textile Export Promotion Council 1997-98Bronze Trophy

Textile Export Promotion Council 1996-97Silver Trophy

Govt. of India Award 1994-5, 1995-96Award of Merit

Textile Export Promotion Council 1993-94(Merchant Export Category for Fabrics)Bronze Trophy

Textile Export Promotion Council 1993-94(Merchant Export Category for Fabrics)

Gold Trophy

Textile Export Promotion Council 1990-00 Gold Trophy

Vardhman Yarns and Threads Limited, UNIT-IV,BADDI

Vardhman Textiles Limited (VTXL) transferred its threads business on a slump sale basisto one of its subsidiary companies, Vardhman Yarns and Threads Limited (VYTL),through a Scheme of Arrangement, Re-organization and Demerger as sanctioned by the

Honble Punjab and Haryana High Court, with effect from 1st

April, 2008. The holding of VTXL in VYTL as on the said date was more than 98 percent. The threads business of the subsidiary company, viz. VYTL, comprises of four manufacturing units located atHoshiarpur and Ludhiana (Punjab), Perundurai (Tamil Nadu) and Baddi(HimachalPradesh).

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The Company entered into a joint venture in VYTL with M/s. American & Efird, Inc.(A&E), one of the worlds largest global manufacturers and distributors of industrialsewing threads, embroidery threads and technical textiles, with A&Es initial holding of 35 percent. Recently, A&E has acquired the additional 14 percent equity shares of the

joint venture company, VYTL, from Vardhman Textiles Limited and thus holds 49

percent equity shares. The joint venture Company, however, continues to be a subsidiaryof Vardhman Textiles Limited, whose shareholding is now 51 percent

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EmployeeSatisfaction

An Introduction

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WORKERS SATISFACTION

Workers are not just the faces in the crowed they are the real performer.

Workers satisfaction has been defined as a pleasurable or positive emotional state

resulting from the appraisal of ones job or job experiences or more simply, the extent to

which people enjoy their jobs.

The satisfaction level of employees can be measured using a number of different

methods. One of the most, common methods used by most of the organization is workers

satisfaction survey, conducted from time to time.

WORKERS SATISFACTION

Workers satisfaction describes how content an individual is with his or her job.

It is a relatively recent term since in previous centuries the jobs available to a particular

person were often predetermined by the occupation of that person's parent. There are a

variety of factors that can influence a person's level of satisfaction; some of these factors

include the level of pay and benefits, the perceived fairness of the promotion system

within a company , the quality of the working conditions, leadership and social

relationships , and the job itself (the variety of tasks involved, the interest and challenge

the job generates, and the clarity of the job description/requirements).

The happier people are within their job, the more satisfied they are said to be.

Workers satisfaction is not the same as motivation, although it is clearly linked. Job

design aims to enhance workers satisfaction and performance, through methods such as

job rotation, job enlargement and job enrichment. Other influences on satisfaction include

the management style and culture, employee involvement, empowerment and

autonomous work groups. Workers satisfaction is a very important attitude which is

frequently measured by organizations. The most common way of measurement is the use

of rating scales where employees report their reactions to their jobs. Questions relate to

rate of pay, work responsibilities, variety of tasks, promotional opportunities the work

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itself and co-workers. Some questioners ask yes or no questions while others ask to rate

satisfaction on 1-5 scale (where 1 represents "strongly disagree" and 5 represents

"strongly agree.").

HistoryOne of the biggest preludes to the study of workers satisfaction was the

Hawthorne studies. These studies (1924-1933), primarily credited to Elton Mayo of the

Harvard Business School , sought to find the effects of various conditions on workers

productivity. These studies ultimately showed that novel changes in work conditions

temporarily increase productivity (called the Hawthorne Effect ). It was later found that

this increase resulted, not from the new conditions, but from the knowledge of being

observed. This finding provided strong evidence that people work for purposes other than

pay, which paved the way for researchers to investigate other factors in workers

satisfaction.

Scientific management (Taylorism ) also had a significant impact on the study of

job satisfaction. Frederick Winslow Taylor s 1911 book, Principles of Scientific

Management, argued that there was a single best way to perform any given work task.

This book contributed to a change in industrial production philosophies, causing a shift

from skilled labor and piecework towards the more modern approach of assembly lines

and hourly wages . The initial use of scientific management by industries greatly

increased productivity because workers were forced to work at a faster pace. However,

workers became exhausted and dissatisfied, thus leaving researchers with new questions

to answer regarding workers satisfaction. It should also be noted that the work of W.L.

Bryan, Walter Dill Scott , and Hugo Munsterberg set the tone for Taylors work.

Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the

foundation for workers satisfaction theory. This theory explains that people seek tosatisfy five specific needs in life physiological needs, safety needs, social needs, self-

esteem needs, and self-actualization. This model served as a good basis from which early

researchers could develop job satisfaction theories.

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Measuring workers satisfaction

There are many methods for measuring workers satisfaction. By far, the most

common method for collecting data regarding workers satisfaction is the Likert scale

(named after Rensis Likert ). Likert scales typically allow for five, seven, or nineresponses to questions/statements on surveys, with the highest and lowest score

indicating extreme degrees of either agreement or disagreement, and with the middle

score showing neutrality. Sometimes an even number of options are used to force

direction towards positive or negative in ones choice. Here is a simple example of a

Likert scale:

I feel that my work is appreciated.

1) Strongly disagree

2) Disagree

3) Neutral

4) Agree

5) Strongly agree

Other less common methods of for gauging job satisfaction include: Yes/No

questions, True/False questions, point systems, checklists, and forced choice answers.

Relationships and practical implications

One important discovery is that workers satisfaction is correlated with life

satisfaction. This correlation is reciprocal, meaning people who are satisfied with life

tend to be satisfied with their job and people who are satisfied with their job tend to be

satisfied with life.

There is evidence that workers satisfaction is negatively correlated with

absenteeism . That is, people who are dissatisfied with their job tend to miss more work.

Although there is not a strong correlation, people tend not to miss work very much

regardless of their degree of satisfaction. However, people will readily deem extraneous

situations to be justifiable reasons to miss work. For example, a dissatisfied worker may

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not miss work on a warm, sunny day but will be more likely to miss on a cold, snowy

day.

Along the same lines as absenteeism, workers satisfaction also is negatively

correlated with turnover . People are much more likely to quit their job when they aredissatisfied, and people are even more likely to have intentions of quitting when they are

dissatisfied.

Determinants of Workers Satisfaction:

The various factors influencing workers satisfaction may be classified into two

categories:

I. Environmental factors, and

II. Personal factors

I. Environmental factors : These factors relate to the work environment, main

among which are as follows:

a) Job content : Job content in terms of achievement recognition, advancement,

responsibility and the work itself, tend to provide satisfaction where the job is lessrepetitive and there us variation on job content, workers satisfaction tends to be

highest.

b) Occupational Level: The higher the level of the job in the organizations

hierarchy, greater the satisfaction of the individual. This is because position at

higher levels are generally better paid, more challenging and provide greater

freedom of operation.

c) Pay and Promotion: All other things being equal, higher pay and better

opportunities for promotion lead to higher satisfaction.

d) Work group: Satisfaction is generally high when an individual is accepted by his

peers and he has a high need for affiliation.

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e) Supervision: Considerable supervision tends to improve workers satisfaction.

II. Personal factors:

Personal life exercises a significant influence on workers satisfaction. The main

elements of personal life are:

a) Age: Workers in the advanced age group tend to be more satisfied probably

because they have adjusted with their job conditions.

b) Sex: One study revealed that women are less satisfied than men due to fewer

job opportunities. However, other study indicates that female workers may be

more satisfied due to their lower occupational aspirations.

c) Educational level: More educated employees tend to be less satisfied with

their jobs probably due to their higher job aspirations.

d) Marital Status: Married employees and employees having more dependents

tend to be more dissatisfied due to their greater responsibilities. However,

other study indicates that employees may be more satisfied because they value

their jobs more than unmarried workers.

e) Experience: Job satisfaction tends to increase with increasing years of

experience.

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Objectives of Workers Satisfaction Survey:

The most important thing is the human being. You may have the best projects in the

world, or the best sophisticated equipment, but without satisfied employees you have

nothing

Yoshiki Yamasaki

The study aimed to explore the relationships between job satisfaction and

organizational commitment role conflict and ambiguity, and demographic variable with

retention of workers within the Vardhman Yarns and Threads Ltd.

Optimizing the employees satisfaction is the key to success of any business.

Measuring the satisfaction felt by employees is the first step in the process of improving

workers satisfaction. With the help of this survey, the proportion of the highly satisfied

employees and dissatisfied employees can be easily found.

An employee/workers satisfaction survey is one of the few initiatives that can lead

to considerable cost savings while revealing concrete steps that could be taken to enhance

workers satisfaction level. There may be two types of objectives behind conducting

workers satisfaction surveys. They are :

a) Primary Objectives:

i. To study workers satisfaction level and its impact on the overall functioning of

the organization.

ii. To identify the factors which can help the company to enhance workers

satisfaction.

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b) Secondary Objectives:

i. Identifying issues related to employee employer relations.

ii. Independently evaluating management strengths and weaknesses.

iii. Based upon the study, suggesting ways to improve labor relations, productivity

etc.

iv. Soliciting employees involvement in the process of change.

Importance of Workers Satisfaction:

In accomplishing the goals of any organization, the manager is not working alone.

He is working as a member of a team, the other members of the team being his staff. As

manager of this team, he is responsible for its effectiveness and efficiency. Such

management of staff involves creating conditions and motivating staff to work

effectively. To obtain peak performance from the employees, the motivation needed is

Employee Satisfaction.

Make employees satisfied. Realize that satisfied employees are the most critical asset to success of organization.

R.B. Crosby

An employee may be satisfied or dissatisfied depending upon various reasons. A

man may be satisfied with his job because he realy finds fulfillment in it. A man may be

dissatisfied because is genuinely discontented. But he may also be dissatisfied because

he wants to do a better job, wants to improve his own work and that of his group, wants

to do bigger and better things. And this dissatisfaction is the most valuable attitude any

company can possess in its employees, and the most real expression of pride in job and

work, and of responsibility. That is why companies conduct employee satisfaction

survey. Employees satisfaction survey provides a detailed analysis of the employees

satisfaction level and attitude towards the organization. It is generally found that

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employees do not only have questions, but they have answers as well. By listening to

them and acting upon the survey results, the organization wide strengths can be identified

thoroughly and built upon these strengths. Some typical reasons, why companies conduct

employees satisfaction survey include:

Identify labor relations issues confidentially and anonymously.

Independently evaluate management teams strengths and weaknesses.

Improve productivity, quality and customer service through the development of

action plan.

Align compensation and benefit programs with employee needs.

Establish benchmark data to evaluate future improvements.

Reduce turnover rates and cost of recruiting, hiring and retraining employees.

Solicit employees involvement in the process of change.

Capture employee opinions on issues important to their satisfaction such as

benefits, policies, management etc.

Provide feedback to increase the effectiveness of management and raise morale

by letting employees know that management cares for what they think.

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What dissatisfies workers:

There are some management practices which affect the moral and motivation or

willingness of employee to give their best or work in the desired manner. Some of these

practices are:

a) Under assignment: If a skilled man is assigned as unskilled or routine job, it

may cause frustration or job dissatisfaction.

b) Over assignment: If a good worker is overloaded to the point where the feels

being exploited, this may make him lose interest in work. In big organizations,

it is rather, a common practice to pick up good workers as other cannot be

trusted or depended upon.

c) Buchmastership: An expression coined by Pakistan can also be a reason for

dissatisfaction. Superiors or leaders avoiding and work themselves and

passing on the same to their subordinates and then finding fault with them is a

common management practice which may erode employee satisfaction.

d) Coercive Control: Coercive type of control or supervision which may give a

worker a feeling that he is not being trusted, it may also dissatisfy him or erode his interest in the work life. Some control no doubt is essential but if it

is coercive resulting in frequent warnings or punishments, or withdrawal of

facilities to chasten the employee, it dampens the morale and motivation of

the employees.

e) Manipulative Behavior : Manipulative behavior of the management, which

may take the form of divide and rule policy or tactics, making promises which

are not fulfilled, encouraging grouping, may also have a de-motivating effect.

When employees perceive such behavior, they naturally cease to work and

lose interest in the same.

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f) To conclude, it may be observed that personnel policies are an expression of

intents and plans of management designed to attain the objectives of an

organization; they are a guide for managements decisions and plans of action

which govern the enterprise in its relationships with its employees. Such

policies are established in consultation with the employees themselves to

ensure uniformity in action and to give the security of knowing what to

expect, they are generally always put into writing. Effectiveness of

implementation of these personnel policies can only be judged by conducting

the employee satisfaction survey and based on the results and findings of

satisfaction survey the necessary corrective action can be initiated.

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RESEARCHMETHODOLOG

Y

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RESEARCH METHODOLOGYADOPTED

( DETAILED )

Methodology Used :-

The study is entirely based upon primary data and direct interaction with the employees.

Questionnaire :-

The first step involved in this study was the construction of questionnaire . .There are

total 20 questions, for which data is required, questions were selected and finalized after

discussion with the management / guide.

(Ref. Appendix, Form No. 1).

The Questionnaire for employee satisfaction survey is designed, both in English and

Hindi, so that maximum responses can be availed and for maximum clarity. Each

question has five responses with different parameters (Rating), and employee has to

select any one from them. The different responses and parameters (Ratings) are :

Parameter Rating

Strongly agree 05

Agree 04

Neutral 03

Disagree 02

Strongly disagree 01

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Sampling Unit & Sample Size:-

This survey covers 30 Employees in each and every functional department of Vardhman

Yarns and Threads Limited Baddi.

Method of Data Collection:-

Face to face interaction was held with all the employees and the questionnaires were got

filled. Prior permission form the management was also taken for conducting this survey.

Employees are assured of utmost confidentiality vis--vis the management. After

conducting the survey, data is processed statistically and inference analyzed.

Data Analysis:-

After the data had been collected and compiled, each statement was analyzed individually

or in grouping, as per the module. Then, the factors relevant to the statements were

identified by clubbing the results of the related statements as discussed previously. The

analysis was based on average satisfaction level analysis.

After receiving the feed-backs from all the employees, a consolidated report was

prepared in, MS Office (Excel) and relevant inputs were filled in that report. Once the

individual responses were collected these were grouped Department Wise / Experience

Wise and a Matrix for Department Wise / Experience Wise Responses was

prepared.

Inference analyzed from the Study

Based upon the survey feed backs, the issues related to employees satisfaction,

and dissatisfaction are identified.

It had also helped in identifying factors, which can help the company to enhance

employee satisfaction level.

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The Satisfaction level in employees having different no. of years experience in

Vardhman Yarns and Threads Ltd.

Feed Back from the survey can enlighten Management to streamline its policies.

The survey provides benchmark data to evaluate future improvements.

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RESULTS AND

FINDINGS

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RESULTS AND FINDINGS OF WORKES SATISFACTIONSURVEY AT VARDHMAN YARNS AND THREADS LTD.

30 regular employees of the organization were considered for this Workers

Satisfaction Survey. Following table shows the categorization of all the employees as

per departments and experience level:

Department Employees withexperience

between 1 to 5years.

Employees withexperience

between 5 to 10years

Employees withexperience

between 10 to15 years

TotalEmployees

Twisting 02 03 05 10

Dyeing 03 04 03 10

Make Up 05 02 03 10

Total 10 09 11 30

The responses of all the employees were collected and analyzed. Diagrams,

showing satisfaction level of the different departments and experience level of employees

are given further.

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Workers Satisfaction Level

I.Feeling of self-esteem or self-respect in job

DepartmentSatisfaction level in different experience

groupsOverall

SatisfactionAvg

1-5 yrs. 5-10 yrs. 10-15 yrs.Twisting 4.5 4.7 4.8 4.7Dyeing 3.6 3.8 4 3.8

Make up 4 4.5 5 4.5Overall 4 4 4.6 4.3

4.5 4.74.8 4.7

3.6 3.84 3.84

4.55

4.5

0

1

2

3

4

5

6

1-5 yrs. 5-10 yrs. 10-15 yrs. Overall

Avg

TwistingDyeing

Make up

Error: Reference source not found

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RESULTS AND FINDINGS:

1. Workers of all the departments are satisfied as the overall satisfactionlevel is above 4.

2. If we consider the satisfaction level in experience groups, we find that

workers in all the departments are satisfied.

3. The graph results that with passage of time satisfaction level has

increased.


II.Teamwork is valued in the company

S.No. Department OverallSatisfactionLevel

Satisfaction level in differentexperience groups

1-5 yrs. 5-10 yrs. 10-15 yrs.

1. Twisting 4.6 4.5 4.6 4.62. Dyeing 4.3 4 4 53. Make Up 4.8 4.4 5 5

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54.64.5 4.6 4.6 4.3

44

4.4

55

4.8

0

1

23

4

5

6

1-5 yrs. 5-10 yrs. 10-15 yrs. OverallLevel

Twisting

DyeingMake Up

Error: Reference source not found


1. All the workers of all the departments are satisfied as the overall

satisfaction level is above 4.

2. If we consider the satisfaction level in different experience groups, we find

that workers all the departments are satisfied.

3. The graph results shows that with passage of time the overall satisfactionlevel increases.


III.Feeling of Worthwhile accomplishment in job



1-5 yrs. 5-10 yrs. 10-15 yrs.1. Twisting 4.3 4 4 4.82. Dyeing 4.4 4 4.5 4.73. Make Up 4.4 4 4.5 4.74. Overall 4.4 4 4.3 4.7

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4.7

44

4.8

4.34.4

4

4.5

4

4.54.7

4.4

3.63.8

44.24.44.64.8

5


Twisting

DyeingMake Up


1. Workers in all the departments are satisfied as the satisfaction level is above 4.

2. If we consider the satisfaction level in different experience groups we find that


3. The graph shows that with the passage of time over all satisfaction level increases.


IV.No Problem of Favoritism in organization.



1-5 yrs. 5-10 yrs. 10-15 yrs.1. Twisting 4.3 4 4.3 4.62. Dyeing 4.4 4 4.5 4.73. Make Up 4.5 4.2 4.5 4.7

4. Overall 4.4 4.1 4.4 4.7

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4.7

4.3

4

4.6

4.34.4

4

4.5

4.2

4.54.7

4.5

3.6

3.8

44.2

4.4

4.6

4.8


Twisting

DyeingMake Up


1. Workers in all the departments are satisfied as the overall satisfaction level is

above.

2. If we consider the satisfaction level in experience level groups, we find that

workers, between the experience of 10-15 yrs are satisfied.

3. The graph shows that with the passage of time the overall satisfaction level

increases.


V.Opportunity for Personnel Growth / Development



1-5 yrs. 5-10 yrs. 10-15 yrs.1. Twisting 4.4 4 4.3 4.82. Dyeing 4.3 4 4.2 4.73. Make Up 4.5 4.4 4.5 4.6

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4

4.3

4.8

4.4

4

4.2

4.7

4.34.4

4.54.6

4.5

3.6

3.8

4

4.2

4.4

4.6

4.8

5

1-5 yrs. 5-10 yrs. 10-15yrs.

OverallAvg

TwistingDyeing

Make up



above 4.

2. If we consider the satisfaction level in experience groups, workers in all the

departments are satisfied.

3. The graph shows that with the passage of time overall satisfaction level

increases.


VI.Open Communication in the Company



1-5 yrs. 5-10 yrs. 10-15 yrs.1. Twisting 4.7 4.5 4.7 4.82. Dyeing 4.3 4 4.3 4.73. Make Up 4.4 4 4.5 4.74. Overall 4.5 4.2 4.5 4.7

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4.74.7

4.5

4.84.7

4.3

4

4.3

4

4.54.7

4.4

3.63.8

44.24.44.64.8

5


Twisting

DyeingMake Up



above 4.

2. If we consider the satisfaction level in experience groups, we find that



increases.


VII.Respect and Fair Treatment from Superiors

S.No. Department Overall

SatisfactionLevel

Satisfaction level in different

experience groups1-5 yrs. 5-10 yrs. 10-15 yrs.

1. Twisting 4.3 4 4.3 4.62. Dyeing 4.4 4 4.5 4.63. Make Up 4.5 4.2 4.5 4.74. Overall 4.4 4.1 4.4 4.6

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4.6

4.3

4

4.6

4.34.4

4

4.5

4.2

4.54.7

4.5

3.6

3.8

44.2

4.4

4.6

4.8


Twisting

DyeingMake Up


1. Workers in all the departments are satisfied as the overall


2. If we consider the satisfaction level in experience groups,

we find that workers in all the departments are satisfied.

3. The graph shows that with the passage of time the overall

satisfaction level increases.


VIII. Fair Pay and Benefits in Comparison to Others



1-5 yrs. 5-10 yrs. 10-15 yrs.1. Twisting 4.7 4.5 4.7 4.82. Dyeing 3.8 3.6 3.8 43. Make Up 4.5 4 4.5 54. Overall 4.3 4.0 4.3 4.6

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4.5 4.74.8 4.7

3.6 3.84 3.84

4.55

4.5

0

1

2

3

4

5

6

1-5 yrs. 5-10 yrs. 10-15 yrs. OverallAvg

TwistingDyeing

Make up



above 4.

2. If we consider the satisfaction level in experience groups, we find that workers

in all the departments are satisfied.

3. The graph shows that with the passage of time the overall satisfaction levelincreases.


IX.Proper Information by Management Regarding the Job




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4

4.7

4.4

4

4.8

4.3

4

4.5

4

4.5

4.7

4.4

3.63.8

44.24.44.64.8

5

1 - 5

y r

5 - 1 0

y r

1 0 - 1

5 y

O v e

r a l l

L

Twisting

Dyeing

Make Up









X. Rewards on Basis on Performance



1-5 yrs. 5-10 yrs. 10-15 yrs.1. Twisting 4.3 4 4.3 4.62. Dyeing 4.4 4 4.5 4.73. Make Up 4.5 4.2 4.5 4.74. Overall 4.4 4.1 4.4 4.7

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4.3

4.7

4.4

4

4.6

4.3

4

4.5

4.2

4.5

4.7

4.5

3.6

3.84

4.2

4.4

4.6

4.8

1 - 5

y

5 - 1 0

y

1 0 - 1

5

O v e

r a l l

L

Twisting

Dyeing

Make Up









XI. Management is aware of Working Conditions of Employees.



1-5 yrs. 5-10 yrs. 10-15 yrs.1. Twisting 4.7 4.5 4.7 4.82. Dyeing 3.8 3.6 3.8 43. Make Up 4.5 4 4.5 5

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4. Overall 4.3 4 4.3 4.6

4.5 4.74.8 4.7

3.6 3.84 3.84

4.55

4.5

0

1

2

3

4

5

6


Twisting

Dyeing

Make up



above 4.

2. If we consider the satisfaction level in experience groups, we find that workers in

all the departments are satisfied.


increases.


XII. Grievance is Properly Handled



1-5 yrs. 5-10 yrs. 10-15 yrs.1. Twisting 4.6 4.5 4.6 4.62. Dyeing 4.3 4 4 53. Make Up 4.8 4.4 5 54. Overall 4.6 4.3 4.5 4.9

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4.65

4.5 4.6

4.6

4.34

44.4

5 5

4.8

0

1

2

3

4

5

6

1-5 yrs. 5-10yrs.

10-15yrs.

OverallLevel

TwistingDyeing

Make Up



above 4.




increases.


XIII. Management Facilitates Self - Improvement

S.No. Department Overall

SatisfactionLevel

Satisfaction level in different

experience groups1-5 yrs. 5-10 yrs. 10-15 yrs.

1. Twisting 4.7 4.5 4.7 4.82. Dyeing 3.8 3.6 3.8 43. Make Up 4.5 4 4.5 54. Overall 4.3 4.0 4.3 4.6

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4.5 4.74.8 4.7

3.6 3.84 3.84

4.55

4.5

0

1

2

3

4

5

6


TwistingDyeing

Make up



above 4.





XIV. No Fear of Job Security




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4.7

4.3

4

4.6

4.3

4.4

4

4.5

4.2

4.5 4.7

4.5

3.6

3.84

4.2

4.4

4.6

4.8

1 - 5

y r

5 - 1 0

y

1 0 - 1

5

O v e

r a l l

L

Twisting

Dyeing

Make Up



above 4.




increases.


XV. Process of Goal Setting Ensures Task Commitment




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4.7

44

4.8

4.34.4

4

4.5

4

4.54.7

4.4

3.63.8

44.24.44.64.8

5


Twisting

DyeingMake Up



above 4.




increases.


XVI. Working Environment and Culture Encourages to Work Hard




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4.7

4.3

4

4.6

4.3

4.4

4

4.5

4.2

4.5

4.7

4.5

3.6

3.8

44.2

4.4

4.6

4.8


Twisting

DyeingMake Up



above 4.




increases.


XVII. Interest of Management in Welfare Activities



1-5 yrs. 5-10 yrs. 10-15 yrs.1. Twisting 4.6 4.5 4.6 4.62. Dyeing 4.3 4 4 53. Make Up 4.8 4.4 5 54. Overall 4.6 4.3 4.5 4.9

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54.64.5 4.6 4.6 4.3

44

4.4

55

4.8

0

1

23

4

5

6


Twisting

DyeingMake Up



above 4.




increases.


XVIII. Individual Capabilities are Fully Utilized




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4.7

44

4.8

4.3

4.4

4

4.5

4

4.54.7

4.4

3.63.8

44.24.44.64.8

5


Twisting

DyeingMake Up



above 4.




increases.


XIX. Responsibilities are Given as per Qualification and Skill




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4.7

44

4.8

4.34.4

4

4.5

4

4.54.7

4.4

3.63.8

44.24.44.64.8

5


Twisting

DyeingMake Up



above 4.




increases.


XX. Adequate Information is given Regarding other Departments



1-5 yrs. 5-10 yrs. 10-15 yrs.1. Twisting 4.7 4.5 4.7 4.82. Dyeing 3.8 3.6 3.8 43. Make Up 4.5 4 4.5 54. Overall 4.3 4.0 4.3 4.6

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4.5 4.74.8 4.7

3.6 3.84 3.84

4.55

4.5

0

1

2

3

4

5

6


TwistingDyeing

Make up



above 4.




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ANALYS

IS

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ANALYSIS

Table and Diagram shows that, the workers in all the departments are satisfied

and have the satisfaction level is above or equal to 4. Hence over all rating is above 4. It

results that the policies adopted for welfare and satisfaction of workers are sufficient and

good. Satisfaction level is increasing with the time span and the figures also shows that

the management is fair ,understand and cares for its workers and their needs.

Finally we can say that in over all, the personnel policies being adopted by the

management are effective and up to the satisfaction level of the employees. In all the

experience groups employees have shown satisfaction level above 4. Management candepend on such policies for a long period, it can review all the policies and re-structure

them, if they want to further enhance employee satisfaction as well as productivity. As

individual growth is must for the organizational growth and for that satisfaction is the top

requirement.

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Recommendati ons

and

Suggestions

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RECOMMENDATIONS AND SUGGESTIONS

Money isnt everything when it comes to keeping the employees satisfied. In fact,

in todays thriving job market, a great salary and bonus package is only a job interview

away. So the money which an organization is paying to its employees is not enough to

make them stick around. Most employees seek satisfaction, respect and recognition,

which is beyond financial compensation. Based on the current workers satisfaction

survey and its findings, here are some suggestions for management, to further improve

the satisfaction level of its employees:

Management must provide challenging job to the employees. It should give them

ownership of their projects and an increased degree of responsibility.

Management must help each employee to pursue his goals and reach his

potential. The opportunity for personal growth is a powerful motivator. Allow the

employees to do things they enjoy and help them to continually develop new

skills.

Management should encourage active solicitation of employees ideas and their

involvement in problems solving processes. It greatly enhances the ability of

employees to make a contribution to the organization and gives a sense of

accomplishment and value.

Management must take time to listen to employees. It should be approachable and

must show genuine interest in their ideas and concerns. Management must make

them feel important.

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Management should make efforts to retain employees. By retention of

experienced people, management can reduce the over all cost of the product by

reducing the training cost of new fresh employees.

Management must involve the employees in planning and decision making. It

should make them clear that their input is valued. Management must solicit their

suggestions and encourage initiative.

Management must reward good performance on a consistent basis. Money and

position arent everything but are still important. Management must make the

employees aware of the way they can gain influence in the organization.

Management should establish high standard and encourage the employees to

maintain those standards each and every day. High expectations on managements

part will bring out pride and self confidence in employees.

Always treat your employees with respect, no matter what the circumstances. If a

person feels you respect him / her then he / she will want to please you.

Management should create a base of loyal employees. Listen to them, and keep

them informed.

Management should take care of the of working environment of the employees.

Better quality of work environment directly results in higher productivity and

higher employee satisfaction.

As you change your thought towards people, people change towards you.

John Kehoe

LIMITATIONS AND DIRECTIONS FOR FUTURE RESEARCH

This survey is based on some selective standard modules. However many other

modules can be used for analyzing the satisfaction level is more depth.

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Unlimited demographics, which are unique to different organizations, may

produce different results. For example:

a) Sex (Male/Female)

b) Income Level

c) Qualification

d) Region

e) Marital Status and

f) Age Factor, etc

This study is limited to some selective, questions, however, more

questions can be customized or added in the survey.

This study is relevant to personnel policies only, but there are other

management policies, which are directly or indirectly related to employee

satisfaction, like Financial Policies, Operational Policies, Marketing

Policies.

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ANNEXURE

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ANNEXURE

Questionnaire used for main studyPunjab Technical University, Jullundhar

Department of Management Studies.

ZAHEED RASHID

Dear Sir/Madam,As part of my MBA Project work ,I am conducting a survey on the workers

satisfaction in Vardhman Yarns and Threads Ltd. The purpose of this study is to find andanalyze the factors important for workers satisfaction in Vardhman Yarns and ThreadsLtd. I request you to kindly take the trouble of supplying the necessary information in theenclosed Performa.

The information sought for, is purely for academic purpose and project work andwould not be used for any other purpose. Moreover ,I assure you it would be kept strictly

confidential. You are not to mention your name anywhere. Your co-operation would be of immense utility in the completion of the project work.

Thanking you

Yours sincerely

Zaheed Rashid

_______________________________________________________________________________________________ _

PERSONAL DETAILS

Department__________________ Gender_____________

Marital Status________________ Age__________

Work Experience_________________

Ratings:1- Strongly disagree.2- Disagree.

3- Neutral.4- Agree.5- Strongly agree

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QUESTIONNAIRE

S.No. StatementRating

Low High

1The feeling of self-esteem or self-respect respect I get from being inmy job. 1 2 3 4 5

2 Teamwork is valued in the company. 1 2 3 4 5

3 There is a feeling of worthwhile accomplishment in my job. 1 2 3 4 5

4 Favoritism is not a problem in the organization. 1 2 3 4 5

5There is opportunity for personnel growth/development inthe company. 1 2 3 4 5

6 There is open communication in the company. 1 2 3 4 5

7The amount of respect and fair treatment I receivefrom my superiors. 1 2 3 4 5

8Compared with other people my pay and benefits areFair. 1 2 3 4 5

9 I am well informed by the management about my job. 1 2 3 4 5

10 Rewards are given strictly on the basis of performance. 1 2 3 4 5

11Management is well aware of working conditions of itsemployees. 1 2 3 4 5

12 Grievance is properly handled by the management 1 2 3 4 5

13 Management facilitates self-improvement of employees 1 2 3 4 5

14 Workers at my level have no fear of job security. 1 2 3 4 5

15The process of goal setting ensures commitment of task. 1 2 3 4 5

16Working environment and culture encourages me towork hard. 1 2 3 4 5

17 Management has interest in the welfare of the workers. 1 2 3 4 5

18 Individual capabilities are fully utilized in the organization. 1 2 3 4 5

19Responsibilities are given according to thequalification and skills. 1 2 3 4 5

20Adequate information is given about other departmentsof the organization. 1 2 3 4 5

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BIBLIOGRAPHY

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BIBLIOGRAPHY

Gupta.C.B Human Resource Management.

Published by- Sultan Chand & Sons (New Delhi).

Edition - 2006.

Kothari.C.R. Research Methodology.

Published by- Mc Graw Hill Publications.

Edition - 2006.

Prasad.L.M. Organizational Behavior.

Published by- Sultan Chand & Sons.

Edition - 2005.

www.vardhman.com.

_________________

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Zahid Project

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