Final Report of capstone on Employees satisfaction in Proodle organisation (Proper format)

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A Study On Employees Satisfaction in Proodle
Submitted in partialfulfillment of the requirements for the degree of
Bachelor of Business Administration
by
DECLARATION
I hereby declare that the thesis entitled “The study of employee’s satisfaction in the Proodle organization”
submitted by me, for the award of the degree of bachelor of business administration to is a record of
bonafide work carried out by me under the supervision of x
I further declare that the work reported in this thesis has not been submitted and will not be submitted,
either in part or in full, for the award of any degree or diploma in this institute or any other institute or
university.
Place: xxx
Date: April 2019
Signature of the candidate

CERTIFICATE
This is to certify that the thesis entitled “The study of employee’s satisfaction in the Proodle
organization” submitted by X, for the award of the degree of Bachelor of Business Administration, is a
record of bonafide work carried
out by him under my supervision during the period, 01. 12. 2018 to 30.04.2019, as per
the X code of academic and research ethics.
The contents of this report have not been submitted and will not be submitted
either in part or in full, for the award of any other degree or diploma in this institute or
any other institute or university. The thesis fulfills the requirements and regulations of
the University and in my opinion meets the necessary standards for submission.
Place : Vellore
Date : April 2019 Signature of the Guide

Internal Examiner External Examiner
BBA

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ACKNOWLEDGEMENT
I thank our Chancellor and Vice Presidents for providing an excellent environment and infrastructure for
successfully completing the program on Bachelors in Business Administration.
I am grateful to our Vice-Chancellor and Pro-Vice Chancellor for being a great source of inspiration and
for constant motivation. I thank our Dean for providing all the required facilities for completing the
Project work.
My sincere thanks to our beloved Program Coordinator and other Faculty Members of for shaping this
Capstone project work.
I also like to express my heartfelt gratitude and appreciation,) for his painstaking efforts and contributions
to this project in providing me with valuable points, kind co-operation and scholarly input in order to
complete this project.
I would further like to thank my Faculty Advisor, for her invaluable support during the course of the
project. Finally, I would like to wind up by sincere thanks to Almighty and my dear Parents for supporting
me to finish this project.

EXECUTIVE SUMMARY
This Study is on “Employees Job Satisfaction” which is carried out in PROODLE HOSPITALITY
SERVICE. The main objective of the research was to find out the satisfaction level of employees in the
organization.
Employee satisfaction is essential to the success of any business. The important factors that are to be
considered in the job satisfaction of employees are salary, promotion, working condition, and many others.
The primary data was collected by means of questionnaire. The secondary data was collected from the
company records and websites rest from the Articles.
A structured questionnaire was given to employees and the data was collected based on the same. The
data was analyzed using percentage method and Likert scale method. Utmost care has been taken from the
beginning of the preparation of the questionnaire till the analysis, findings and suggestions.
The analysis leads over to the conclusion that majority of the employees are satisfied. Dissatisfaction with
reference to some of the factors was also reported. It was found that dissatisfaction among employees will
affect the work performance and productivity of the organization. Valuable suggestions and
recommendations are also given to the company for the better prospects.

TABLE OF CONTENT
S.NO CONTENTS Page no.
List of tables
List of Charts
CH 1 INTRODUCTION 4-16
CH 1.1 Introduction 4
CH 1.2 Industry Profile
CH 1.3 Company Profile
5-6
7-8
CH 1.4 Product Profile 9-11
CH 1.5 Review of literature 12-16
CH 1.6 Research Problem 16
CH 1.7 Need for the Study 16
CH 1.8 Research Objectives 16
CH 2 CH 2.1 Research Methodology
a. Research type
b. Research Description
c. Population size, Sampling Type, Size & Techniques
d. Data Types, Data collection Techniques
CH 2.2 Limitations of the Study
CH 2.3 Research Factors
CH 2.3 Conceptual Diagram of the study
CH 2.4 Data Analysis & Interpretation
17-66
18
18
19
19-66
CH 3 CH 3.1 Finding 68
CH 3.2 Suggestions 69
CH 3.3 Conclusion 69
BIBLIOGRAPHY 70-71
ANNEXURE 72

Chapter -1
1.1 Introduction:
Proodle is a respected organization of professionals with legacy-based approach to activities. They are
nurtured by 2 simple principles –To deliver enriching food and integrated facility solutions that are
healthy, holistic and innovative. To full file the expectations of there clients, consumers, employees and
shareholders at every step.
They are Renowned for their quality and admired for our diligence, they take pride in delivering total
well-being and exceptional service at every touch point of commercial catering, facility management, and
contract food service to provide the right from sourcing and procurement through to nutrition analysis by
menu engineering, cooking and service delivery.
Their personalized approach, distinctive brands and culinary innovations have won the hearts, minds and
palates of their customers, and their work touches four major industry segments: Corporates & Services,
Education, Healthcare and Manufacturing.
Objective of the study
In this study, there are approximately three (3) research objectives used as a guideline for the Research to
work on. The objectives were on identifying the employees job satisfaction. Below in the specific
objectives used as reference in this study:
1. To understand the relationship between the employees and management of the organization.
2. To identify the difference between Expectation & Perception of the employees from the organization
regarding salary, working condition, facility provided etc.
3. To identify the employee’ satisfaction level toward organization.

1.2 Industry Profile
The hospitality industry is a wide group of businesses that provide services to customers. It's focused on
the satisfaction of customers by providing specific experiences for them. The hospitality industry is unique
because it relies so heavily on discretionary income and free time. The hospitality industry is a large
industry that contains several different divisions of businesses:
 Air and land travel
 Hotel
 Food and beverage
 Entertainment such as movies/theatre/sports
 Tourist attractions
The multibillion dollar accommodation industry has three essential territories. The primary zone is
facilities, which incorporates inns, motels, quaint little inns, and other hotel organizations. The following
zone is nourishment and drink. This zone involves eateries, inexpensive food chains, and different
foundations that give sustenance and refreshments. Sustenance and drink suppliers may be situated in
lodgings or be independent offices. The last zone of the cordiality business is travel and the travel
industry, which incorporates aircrafts, prepares, and voyage ships.
VISION OF THE COMPANY:
To become a trusted hospitality brand and the first choice of guests.
MISSION OF THE COMPANY:
To provide high quality, healthy and hygienic food solutions to all their guests. To handle a legacy-based
approach to activities and deliver world class solutions at every touch point.
Hospitality Industry in the world and India’s Share
With a reliably developing white collar class and expanding discretionary cashflow, the travel industry and
accommodation area is seeing a solid development and records for 7.5 percent of the nation's GDP. As
indicated by a report by KPMG, the friendliness segment in India is required to develop at 16.1 percent
CAGR(compound annual growth rate) to achieve Rs 2,796.9 thousand crore in 2022.

India is now and then idea of as a poor economy; be that as it may, as of late over the most recent quite a
long while the Indian economy has extended extensively. The economy has begun to develop just as the
individual abundance of its kin. This local achievement has made the requirement for more eateries, inns,
and amusement scenes for movement. In any case, the residential side of the travel industry isn't every one
of that makes India's accommodation piece of the overall industry so expansive.
Different regions in the friendliness business originate from organizations that have redistributed their
work to India, in light of the fact that the wages are so a lot less expensive. This acquires agents who are
meeting and working with the global organizations, hence fortifying the business.
Market Size
India is the most digitally-advanced traveller nation in terms of digital tools being used for planning,
booking and experiencing a journey, India’s rising middle class and increasing disposable incomes has
continued to support the growth of domestic and outbound tourism.
Foreign Tourist Arrivals (FTAs) increased to 8.36 million in January-October 2018, achieving a growth
rate of 6.20 per cent year-on-year.
The Hospitality sector in India accounted for 8 per cent of the total employment opportunities generated in
the country in 2017, providing employment to around 41.6 million people during the same year. The
number is expected to rise by 2 per cent annum to 52.3 million jobs by 2028.
International hotel chains are increasing their presence in the country, as it will account for around 47 per
cent share in the Hospitality sector of India by 2020 & 50 per cent by 2022
Investments
During the period April 2000-June 2018, the hospitality sector attracted around US$ 11.39 billion of FDI,
according to the data released by Department of Industrial Policy and Promotion (DIPP).

1.3 Company profile:
Proodle Hospitality Services Private Limited is Located at1st Main Road, Defense Colony, Ekkatuthangal,
Chennai, Tamil Nadu 600032 The head office of Proodle Integrated Service Solution (P) Limited is
located in Ekkatuthangal, Chennai.
Date of Establishment:
The company was establishment in the year 2008.
Management Team:
Mr. Srinath Raghavan – Director
They have a experience of more than 30 years in the Hospitality Industry, Mr. Raghavan has pioneered the
growth of one of Chennai's largest chains of Restaurant – Oriental Cuisines Division
Mr.Madhan Mohan Raj – Chief Operating Officer (COO)
Mr.Madhan Mohan Raj has over 18 years of experience in the hospitality industry and heads the food
services and facility management business of Proodle India. He provide Proodle’s corporate governance,
business strategy and implementation and ensures that standards and certifications are proper across the
CSR Activities:
The company is involved in 2 CSR activities right now.
 ‘NO Hunger’ program:
The NO Hunger program was designed with a single and simple self-explanatory motto – Combat
the concept of hunger and malnutrition and eliminate the same by proactively engaging with
various stakeholders and affected parties at various levels. This is done through
 Food Festivals and Promotional Programs:
 Innovative programs designed to involve and educate employees on eating right, avoiding food
wastage and in making healthy choices.
 Sample programs include ‘Muligai Virundu’ (Feast prepared with an herbal base), Millennium
food festival etc.
 Focus on traditional ingredients, recipes and health benefits associated with the same.
 Helps to avoid food fatigue and break the monotony on campus.

Suppliers:
The proodle integrated solution take their supplies form the Whole sale market directly itself, for this
purpose they have Special team Member assigned for the duty, the purpose is to only finding out the best
material at the best price and best quality and remaining dairy products they take it from Aavin milks.
Customers
1. Hyundai Motor
2. India Yamaha Motor
3. Lotus Footwear Enterprises
4. Mobis Enterprise
5. Flex
6. MRF
7. Sakura
8. KOYAMA Precision Works
9. L&T Construction
10. KYOWA
11. KYB
12. Johoku Manufacturing Pvt Ltd
13. Seikisui
14. L&T Construction
15. L&T Shipbuilding
16. L&T IDPL
17. Times of India
18. L& T Valves
19. Nichias
20. Ruhrpumpen
Competitors
 Darling
 Unicorn Service
 Benzz Service
 Sree arunacal hospitality
 Subraman hospitality

1.3 Product Profile:-
They offer different products under the name of various brand there are around 9 Brands under which
around 200 different items is been prepared and served to the customer.
 Desir
Desir is a unique concept based approach, in its menu items they serve combos and as a-la- carte. With
local sourcing of ingredients and seasonal changes to menu, they deliver defining gastronomic
experiences.
Some Items Names Are:
Sheek Kebab
Biryani
Paneer Makhani and Naan
Chicken Tikka and Roti
 Grandma’s Recipe
Grandma’s Recipe has given all the traditional food items under one umbrella. With simple and a
traditional touch, Grandma’s Recipe delivers the perfect twist and gentle touch to the busy lifestyle
Viruthunagar Parotta
Kadalai curry
Dal Maharani
Steam Rice
Mochai Vatha Kolambu
 The Bejing presents the flavor aroma and delight of a Pan-Asian cuisine. With a pleasing contrast of
flavors, smooth texture and memorable taste
Sweet Corn Soup

Vegetable Dumplings
Manchurian
Fried Rice
Noodles
 Fruiteria Fruiteria is an exclusive fruit and juice bar with 100% natural products, smoothies and juices
freshly prepared right in front of your eyes. With no concentrates or added sugar, the juices, the one
value they stand for – your health and wellness.
SMOOTHIES – Deep frozen fruit chunks blended with fresh juice, skim yogurt or soy milk. More
refreshing and consistent than a traditional juice
JUICES– Juices made to order: from a traditional orange juice to combinations with veggies or milk
FRUIT SALADS – A starter or it can be a side dish. Infinite combinations apply and include the
possibility of toppings (liquid non-fat yogurt, nuts)
FRUIT COCKTAILS - A smaller format, as a dessert or an any-time snack. They can be shown in
many formats and even have orange juice, served in a cup
SNACKS – Which have, Fruit chunks skewers, small cherries or raspberries bags
PIECES – In this, Whole or prepared to be eaten (peeled and chopped)
 Masala Kart offers a host of tasty and authentic chaat items prepared in a hygienic environment.
Dahi Puri
Panni Puri
Aloo Tikki Chaat
Pav Bhajji
Sev Puri
 Yumm Bites is a one-stop destination offering a variety of daily convenience and pre-packaged
products. This brand marries the multiplicity of offerings with the convenience of a quick and smooth

purchase. With well-defined in-store concept design, practical placing and broad variety, Yumm Bites
delivers an enticing angle to a normal ‘running’ purchase.
1) Biscuits
2) Chocolates
3) Chips
4) Nuts
5) Packaged drinking water
6) Bottled Beverage
 Bakers and Bread
Bakes and Breads delivers an astounding variety of cakes, breads, cupcakes and pastries. Using timely
production methods and by the personal touch, they deliver indulgent cakes and pastries juxtaposed with
an interest in healthy savory whole food.
1.4 Review of literature:-

The human resources management is the term used to describe the employees in the organization
where the organization has three responsibility that are staffing, employee compensation and
benefits and designing work to follow for the development of the organization. It has important
role in the organization to avoid shortage of human resources management. Nguyen Ngoc
Thang (2012), has analysed that the Vietnam Company suffers from shortage of human
resources. So, the company should improve HRM for the benefits of the whole Vietnam. It
should implement better reward, selection, planning and appraisal for improving the HRM.
Performance of the employee depicts employee's potential and their ability of work they can do.
Performance of the employee will be paid accordingly to their performance of the work. On the
off chance that they employee performance more it influence the employee performance related
pay. Patrick L. O'Halloran, (2012) has analyzed the performance related pay influences the
employee turnover. It provides more empirical support for the sorting model of Performance
Related Pay than the classic organization model. Furthermore, workers accepting some form of
Performance Related Pay are less likely to stop and are substantially less likely to be let go than
those not getting any form of Performance Related Pay. It reveals negative relationship between
a total measure of Performance Related Pay and turnover and furthermore there is a negative
relationship between profit sharing and turnover.
Job satisfaction clarifies about how much a representative fulfilled of doing job in the association
with the different ways included like their sentiments, conduct, intrigue. At the point when there
is increment in the execution, its outcome job satisfaction of the worker in light of the fact that
with no intrigue or satisfaction a representative can't execution it well. Xiao‐Hong Chen, Ke
Zhao, Xiang Liu, Desheng Dash Wu, (2012), say that the instrument through which
incorporating and bargaining peace promotion practices are decidedly related on job satisfaction.
Incorporating peace promotion conduct is emphatically identified with advancement execution;
and keeping away from refereeing conduct is contrarily identified with development execution.
Motivating workers in the association is to expand the efficiency and get best of their capacity as
a yield. Tracy H Porter, Kelly Diane Riesenmy, Dail Fields, (2016), as broke down the worker
inspiration to lead for an association needs to recognize the possibility for improvement as
authoritative pioneers. The quality of relationship differs among the three elective kinds of

administration inspiration. For deciding worker MTL Employee appraisals of pay, advancement
openings, acknowledgment, work outline, nature of authoritative correspondences, and work
environment deep sense of being assume an imperative part.
The new employees need to know basic information of their employer. This gives the positive
relationship to the firm performance. For job satisfactorily the Training programs are used train
new employee for the basic knowledge. Sohyoun Synthia Shin, Sungho Lee (2016), say that
the Customer Orientation (CO), competitor Orientation (PO) and Technology Orientation (TO)
positively influence the innovativeness, which contributes to the firms performance.
The HR strategy is about the duty in which the association ensures that they meet their
objectives, mission, and future needs of the organization. Jane Frances Maley, (2011), has
announced that the Human asset strategy utilized by a multinational organization significantly
affects the reason and agreeableness of the whole execution administration process. It adds to a
more full comprehension of the effect of strategy on execution administration, which is
distinguished as a crucial procedure for authoritative aggressiveness. It additionally speaks to an
important advance in the improvement of universal business explore.
The employee positive health care that depicts about the work and non-work regions. Where
there is sure health comes about there is a superior employee work execution. In turns positive
health care the association gets more elevated amount of employment fulfilment and execution.
Lauren J. Davenport, Amanda F. Allisey, Kathryn M. Page, Anthony D. LaMontagne,
Nicola J.Reavley, (2016), says that there is a lot of scholastic writing that supporters the
utilization of positive work put rehearses. This influences a one of a kind commitment to the
work to put psychological wellness by covering the improvement rules which centres around
advancing positive emotional well-being in the work put. Altogether, 220/278 techniques were
appraised as basic or critical by no less than 80 for every penny of the two boards.
Engagement of the employee in the organisation with the full potential and interest there is
positive result of their performance and benefit of the organisation. Lisa E. Baranik, Lillian
Eby, (2016), has found that the Employees engage in helping behaviours at work, positive affect
may increase and, in turn, employees may reap the benefits that are associated with high positive

effects. Managers can increase OCB-Is in their organizations by helping to foster collegiality
such as by recognizing employee participation in social activities at the organization, actively
discouraging employee incivility. Positive work environments characterized by high job
satisfaction, fairness, and organizational commitment and low role ambiguity and role conflict
are also associated with OCB-Is.
Another paper which studied the support of the organisation on the employee performance,
found the perception in the organisation is that the employees believes in the well being of the
organisation and fulfilment of their emotional needs and social support. Owais Nazir, Jamid U
Islam (2017), has analysed that the perceived organizational support on employee performance
and affective commitment are positively revealed. It has been mediated by employee
engagement.
Motivating the employee by the pioneers is to expand their execution and their duty towards the
workplace they work. Knowing the employees will offer plan to pioneer key to rouse them in the
way they are. Michael C. Sturman, Robert Ford (2011), say that the major key to inspiration is
to think about their employees. The friendliness employees search for occupations that are
reasonable, fun, fascinating, and imperative. It acknowledges initiative by chiefs who can figure
out what every individual is searching for in the work relationship and can give it reliably and
decently. It additionally gives authority that takes the time and endeavours to guarantee that
employees are fittingly treated, remunerated, regarded, and perceived. The trap is that
everybody's meaning of reasonable, fun, intriguing, essential, and properly oversaw is unique.
To analyse the problem which affect the employee works in the work place. The difficulties arise
when there is difference in the demographical area which affects the work perception. When the
employee know the work and understand the work will not affect the work and work place.
Tachia Chin, Ren-huai Liu (2015), say that “Harmony with corporate system”, “Harmony
between departments” and “Harmony with firm leader” are found to create employee grievances
the most. Many other in age, gender, marital status, educational level, tenure and position are
discovered to affect workers’ perceptions of work place harmony. Clash, compromise,
communication, consensus, and conflict model are supported.
Employee fulfilled when they are making the most of their work. The impact of the employee
satisfaction is by the low persuading in their commitment, elite yet no evaluation this

components will affect the employee satisfaction. Sandra Brunia, Iris De Been, Theo J.M. van
der Voordt, (2016), has revealed that the Employee satisfaction is impacted by numerous
physical qualities of the workplace and by the execution procedure. Satisfaction with the
association has an effect too.
The problems arise in the organisation when employees take advantage of their work. The
negotiation behaviour of the employee are disagree or dissatisfied with the other employee the
problems arises. Aukje Nauta, Karin Sanders, (2000), as said that the negotiation behaviour
specifically, the problem-solving approach—was more likely when individuals were extraverted
and agreeable, when employees perceived high interdepartmental interdependence, and when
organizations did not have a low-cost strategy. Battling was more probable when people were
extraverted and repulsive, and yielding was almost certain when office individuals saw a power
advantage opposite the other division. It gives direction to associations in their endeavors to
support valuable exchange conduct between offices..
To analyse the Organisational trust and employee knowledge, where there is confidence of the
employee towards the performance that are beneficial. The skills of the employee knowledge on
their job are outlined with their duties in which they believe on the work they do and result will
be favour on them. Heidi Olander, Mika Vanhala, Pia Hurmelinna-Laukkanen, Kirsimarja
Blomqvist, (2016), has said that the Knowledge leaking and leaving from a firm can be
approached with both formalized and soft types of employee-related mechanisms. It is positively
related to both the forms, and the presence of organizational trust is especially effective in
reinforcing employee-related practices that can prevent knowledge leaving.
To analyse the relationship of the job training satisfaction, job satisfaction and turnover
intention. When the employee is interested and satisfied with their training. The training can
increase the job satisfaction. Wen-Rou Huang, Chih-Hao Su, (2016), says that the relationship
among Job Training Satisfaction, Job Satisfaction and Turnover Intention are examined. A
Negative relationship between Job Training Satisfaction and Turnover Intention is found and
mediated by Job Satisfaction. The Job Training Satisfaction can be used to predict Turnover
Intention, which is served as guidance in designing the training programs. And Job Satisfaction
is positively related to Job Training Satisfaction but is negatively related to Turnover Intention.

1.5 RESEARCH PROBLEM:
To understand the Employee satisfaction is one of the most important issues concerning business
organizations of all types. Employee satisfaction is a key component of a successful and prosperous
organization. It has been linked to higher profit margins. Therefore, this study concerns to identify the
Employee satisfaction which is based on some factors which is based on salary problem, working
condition, proper benefit, employees relationship faced by the employees of organization. The study has
been done under The Proodle Hospitality services.
1.6 NEED FOR THE STUDY:
The aim of the study is to find out the factors influencing employee satisfaction and how those and
other factors motivate them for high performance.

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CHAPTER 2
2.1 RESEARCH METHODOLOGY
a. Researchdesign:
b. Data collection techniques:
The information was collected from primary and secondary sources.
Primary data: The responses collected from the employees by the survey through
questionnaires which were filled up with the involvement of the researcher.
Secondary data: Referred to research articles for the information.
c. Population Size: 100
d. Sampling Design: Purposive Sampling
e. Techniques: Correlation, ANOVA and Regression
2.2 Limitations of the study:
The limitations of the study are those shortcomings faced during the research to achieve the

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stated research objectives. The followings are the limitations of the research conducted:-.
 Sample size may not be the complete representative of the population.
 Poor English literacy of the respondents who couldn’t understand the Questionnaire
2.3 ResearchFactors
1. Employees Satisfaction (Dependent)
1. Salary Paid(Independent)
2. Work balance(Independent)
3. Promotion opportunity(Independent)
4. Team Work(Independent)
5. Motivation(Independent)
6. Performance Appraisal(Independent)
7. Rules and Regulation(Independent)
8. Satisfaction in Workplace(Independent)
2.4 Conceptual Diagram of the study:

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.
2.5 DATA ANALYSIS AND INTERPRETATION
Demographic Analysis
Demographics are characteristics of a population. Characteristics like gender, age,
education, profession, occupation, income level and marital status, are all typical examples
of demographics that are used in surveys
Employees
Satisfaction
Salary Paid
Work balance
Promotion
opportunity
Team Work
Motivation
Performance
Appraisal
Rules and
Regulation
Satisfaction in
Workplace

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Figure 2.1
Table 2.1 Gender
Frequency Percent ValidPercent
Cumulative
Percent
Valid 1.0 80 80.0 80.0 80.0
2.0 20 20.0 20.0 100.0
Total 100 100.0 100.0
From the above graph shows that 79.2% respondents are Male and 20% are Female.
Figure 2.2

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Table 2.2 Age
Cumulative
Percent
Valid 1.0 13 13.0 13.0 13.0
2.0 42 53.0 42.0 66.0
3.0 38 26.0 38.0 92.0
4.0 7 8.0 7.0 100.0
Total 100 100.0 100.0
From the above graph shows that 53% respondents belongs to 21-30 years of age group,
26.7% of respondent are from 31-40 years , 13.3% is from 1-20 years age group rest
remaining is above 41-50 years.

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Figure 2.3
From the above graph shows that 60% respondent belongs to HSC, 26% respondents belongs to
Graduation, 10% respondents belongs to SSLC and 4% respondents belong to PG.
Table 2.3 Educational Qualification
Cumulative
Percent
Valid 1.0 7 7.0 7.0 7.0
2.0 48 60.0 60.0 67.0
3.0 39 26.0 26.0 93.0
4.0 6 7.0 7.0 100.0
Total 100 100.0 100.0

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Figure 2.4
Table 2.4 Occupation
Cumulative
Percent
Valid 1.0 80 80.0 80.0 80.0
3.0 20 20.0 20.0 100.0
Total 100 100.0 100.0
From the above graph shows that 80% respondent belongs to salaried, 20% respondents
belongs to Professional.

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Figure 2.5
Table 2.5 Your Status
Cumulative
Percent
Valid 1.0 39 47.0 47.0 47.0
2.0 61 53.0 53.0 100.0
Total 100 100.0 100.0
From the above graph shows that 53.3% respondent belongs to Married, remaining 46.7%
respondents belongs to Unmarried.

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Figure 2.6
Table 2.6 Your familyType
Cumulative
Percent
Valid 1.0 80 73.0 73.0 73.0
2.0 20 27.0 27.0 100.0
Total 100 100.0 100.0
From the above graph shows that 73.3% respondent belongs to Nuclear family and 26.7%
respondents belongs to Joint Family.

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Figure 2.7
Table 2.7 Size of the family
Cumulative
Percent
Valid 1.0 7 6.0 6.0 6.0
2.0 78 73.0 73.0 85.0
3.0 8 13.0 13.0 96.0
4.0 7 4.0 4.0 100.0
Total 100 100.0 100.0
The above graph shows that 73.3% respondents have 3-6 Members, 13.3% respondent have
7-9 members in the family, 4% respondents are above 9 members in a family, and
remaining 6% family have 3 Members in family.

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Figure 2.8
Table 2.8 Children
Cumulative
Percent
Valid 1.0 13 20.0 20.0 20.0
2.0 29 33.0 33.0 42.0
3.0 25 13.0 13.0 66.0
4.0 33 34.0 34.0 100.0
Total 100 100.0 100.0
The above graph shows that 33.3% of respondents have Two children in a family and same
33% of respondent don’t have any child, 13% respondent have More than Two children,
Rest 20% of respondent have One Child only.

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Figure 2.9
Table 2.9 Whetherany otherfamily memberis working
Cumulative
Percent
Valid 1.0 19 20.0 20 20
2.0 81 80.0 80 100.0
Total 100 100.0 100.0
From the above graph shows that 80% respondents only Father is a working Member and
in 20% respondent says that Spouse is a working person in Family.

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Figure 2.10
Table 2.10 Annual Income
Cumulative
Percent
Valid 1.0 18 20 20 20
2.0 51 60 60 80
3.0 25 13 13 93.0
4.0 6 7 7 100.0
Total 100 100.0 100.0
The above graph shows that 60% of respondents belong to 1-2 Lakhs, 20% of respondent
are form Below 1 Lakh, 13.3% respondent are from 2-3 Lakhs, and rest 7% of respondent
belong to Above 3 Lakh category.

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Figure 2.11
Table 2.11 Do you have any vehicle?
Cumulative
Percent
Valid 1.0 67 67 67.0 67.0
2.0 6 6.0 6.0 73.0
3.0 27 27.0 27.0 100.0
Total 100 100.0 100.0
The above graph shows that 66.7% of respondents have Two Wheeler and 26.7% of
respondent don’t have any vehicle, and remaining 6.6% of respondent have Four Wheeler.

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Figure 2.12
Table 2.12 You stay in
Cumulative
Percent
Valid 1.0 41 32.0 32.0 32.0
2.0 59 68.0 68.0 100.0
Total 100 100.0 100.0
The above graph showsthat 68.2% of respondentsstayinRentedHouse andremaining31.8% of respondentstay
intheirOwnHouse.

35
Figure 2.13
Table 2.13 Region
Cumulative
Percent
Valid 1.0 60 60.0 60.0 60.0
2.0 26 26.0 26.0 86.0
3.0 7 7.0 7.0 93.0
4.0 7 7.0 7.0 100.0
Total 100 100.0 100.0
The above graph shows that 60% respondents belongs to North Region, 26.7% respondent
belong to South Region, 4% respondents are above 9 members in a family, and remaining 6%
family have 3 Members in family.

36
Figure 2.14
Table 2.14 Overall Satisfaction
Cumulative
Percent
Valid 1.0 4 4.0 4.0 4.0
2.0 14 14.0 14.0 18.0
3.0 40 40.0 40.0 58.0
4.0 38 38.0 38.0 96.0
5.0 4 4.0 4.0 100.0
Total 100 100.0 100.0
The above graph shows that 21% respondents are experienced between 0-2 Years, 38%
respondent are experienced between 2-4 Years. 32% respondents are experienced between
4-6 Years, 4% respondents are experienced between 8-10 Years and 2% respondents are
experienced between 8-10 Years

37
Figure 2.15
Table 2.15 Abilityto balance work withtheir personal life
Cumulative
Percent
Valid 1.0 3 3.8 3.8 3.8
2.0 9 9.4 9.4 13.2
3.0 45 45.3 45.3 58.5
4.0 35 34 34 92.5
5.0 8 7.5 7.5 100.0
Total 100 100.0 100.0
The above graph shows that 45% of respondent are moderately satisfied with the work and
personal life balance, 34% of respondents are just satisfied and 7.5% of respondent are strongly
satisfied with the work and personal life balance.

38
Figure 2.16
Table 2.16 Chance to learn new.
Cumulative
Percent
Valid 1.0 2 2.0 2.0 2.0
2.0 14 15 15 17.0
3.0 50 47.2 47.2 64.2
4.0 28 28.3 28.3 92.5
5.0 6 7.5 7.5 100.0
Total 100 100.0 100.0
The above graph showsthat 47% of respondentare neutral andsaythat have chance to learnnew but2% of
respondentsare dissatisfied,just7.5%of respondentare extremelydelightedandremaining28.3% of employees
are satisfiedandsaythathave chance to learnnew

39
Figure 2.17
Table 2.17 FacilitiesProvided
Cumulative
Percent
Valid 1.0 3 3.8 3.8 3.8
2.0 12 9.4 9.4 15.0
3.0 55 56.6 56.6 70.0
4.0 27 26.4 26.4 97.0
5.0 3 3.8 3.8 100.0
Total 100 100.0 100.0
The above graph showsthat 3.8% of respondentare Dissatisfied,9.4% of respondentsare poorlysatisfied,56.6%
of respondentare Neutral,26.4% of respondentare satisfiedandremaining3.8% are extremelydelightedwiththe
facilitiesprovidedtothem.

40
Figure 2.18
Table 2.18 Managementproblemsolving.
Cumulative
Percent
Valid 2.0 12 12.0 12.0 12.0
3.0 54 54.0 54.0 66.0
4.0 33 33.0 33.0 99.0
5.0 1 1.0 1.0 100.0
Total 100 100.0 100.0
The above graph showsthat 12% of respondentsare poorlysatisfied, 54% of respondentare Neutral,33% of
respondentare Satisfiedandremaining1%are extremelydelightedwiththe Managementproblemsolving
strategy.

41
Figure 2.19
The above graph and downwardstable showsthat3.8% of respondentare Dissatisfied,15.1% of respondentsare
poorlysatisfied,47.2%of respondentare Neutral,24.5% of respondentare Satisfiedandremaining9.4%are
extremelydelightedwithRulesandRegulation.
Table 2.19 Rules and Regulations
Cumulative
Percent
Valid 1.0 3 3.8 3.8 3.8
2.0 18 15.1 15.1 18.9
3.0 44 47.2 47.2 66.1
4.0 27 24.5 24.5 90.6
5.0 8 9.4 9.4 100.0
Total 100 100.0 100.0

42
Figure 2.20
The above graph and downwardstable showsthat1.9% of respondentare Dissatisfied, 48.1% of respondentare
Neutral,36.5% of respondentare Satisfiedandremaining3.9% are extremelydelightedwithLevel of
understandingof HRand welfare policy.
Table 2.20 Level of understandingof HR and welfare policy
Cumulative
Percent
Valid 1.0 3 1.9 1.9 1.9
2.0 11 9.6 9.6 11.5
3.0 51 48.1 48.1 59.6
4.0 32 36.5 36.5 96.1
5.0 3 3.9 3.9 100.0
Total 100 100.0 100.0

43
Figure 2.21
The above graph and downwardstable showsthat4% of respondentare Dissatisfied,20% of respondentsare
poorlysatisfied,46%of respondentare Neutral,25% of respondentare Satisfiedandonly5% are extremely
delightedwithSalarypaidtothem.
Table 2.21 Salary Paid
Cumulative
Percent
Valid 1.0 4 4.0 4.0 4.0
2.0 21 20 20.0 24.0
3.0 47 46 46.0 70.0
4.0 23 25 25 95.0
5.0 5 5 5.0 100.0
Total 100 100.0 100.0

44
Figure 2.22
delightedwithThe physical conditionof Workplace
Table 2.22 Satisfaction In Workplace
Cumulative
Percent
Valid 1.0 3 2 2 2.0
2.0 12 11.0 11.0 13.0
3.0 59 59.0 59.0 74.0
4.0 24 26.0 26.0 98.0
5.0 2 2.0 2.0 100.0
Total 100 100.0 100.0

45
Figure 2.23
The above graph and downwardstable showsthat12% of respondentsare poorlysatisfied,58% of respondentare
Neutral,23% of respondentare Satisfiedandremaining7% are extremelydelightedwith Satisfactionlevel
regardingco-operationbetweendifferentdepartments
Table 2.23 Satisfaction level regardingco-operationbetween
differentdepartments
Cumulative
Percent
Valid 2.0 12 12.0 12.0 12.0
3.0 61 58.0 58.0 70.0
4.0 21 23.0 23.0 93.0
5.0 6 7 7 100.0
Total 100 100.0 100.0

46
Figure 2.24
The above graph and downwardstable showsthat4% of respondent are Dissatisfied,11% of respondentsare
delightedwith level regardinginterpersonal relationshipwithpeers,superiorsand subordinate
Table 2.24 Satisfaction level regardinginterpersonal
relationshipwithpeers,superiors& subordinate
Cumulative
Percent
Valid 1.0 4 4.0 4.0 4.0
2.0 13 11.0 11.0 15.0
3.0 44 47.0 47.0 62.0
4.0 36 34.0 34.0 96.0
5.0 3 4 4 100.0
Total 100 100.0 100.0

47
Figure 2.25
delightedwiththe waysuperiorconsiderthe view andtake intoconsideration
Table 2.25 The way superiorgetsrespondent’sview&
take it whenmaking the key decision.
Cumulative
Percent
Valid 1.0 2 2.0 2.0 2.0
2.0 18 15.0 15.0 17.0
3.0 40 42.0 42.0 59.0
4.0 34 35.0 35.0 94.0
5.0 6 6.0 6.0 100.0
Total 100 100.0 100.0

48
Figure 2.26
The above graph and downwardstable showsthat,9.4% of respondentsare poorlysatisfied,43% of respondent
are Neutral,39.6% of respondentare Satisfiedandonly7.6% are extremelydelightedwiththe workingcondition.
Table 2.26 To what extentdo you agree withthe working
condition?
Cumulative
Percent
Valid 2.0 15 9.4 9.4 9.4
3.0 39 43.4 43.4 52.8
4.0 39 39.6 39.6 92.4
5.0 7 7.6 7.6 100.0
Total 100 100.0 100.0

49
Figure 2.27
The above graph and downwardstable showsthat7.5% of respondentsare poorlysatisfied,56.5% of respondent
are Neutral,32% of respondent are Satisfiedandonly2% are extremelydelightedwiththe incentivescheme for
theirefficientwork.
Table 2.27 Do you have any incentiveswage scheme for
efficientworkon your organization?
Cumulative
Percent
Valid 2.0 7 7.5 7.5 7.0
3.0 59 56.5 56.5 64
4.0 32 34 34 98
5.0 2 2.0 2.0 100.0
Total 100 100.0 100.0

50
Figure 2.28
Table 2.28 Performance Appraisal
Cumulative
Percent
Valid 1.0 74 74.0 74.0 74.0
2.0 20 20.0 20.0 94.0
3.0 6 6.0 6.0 100.0
Total 100 100.0 100.0
The above graph shows that 74% of respondents say YES that they feel rewarded for their
work employee and 20% of respondents say NO but remaining 6% are not sure.

51
Figure 2.29
Table 2.29 Do you feel that your opinionsare heard and valuedby your
superior?
Cumulative
Percent
Valid 1.0 64 64.0 64.0 64.0
2.0 34 34.0 34.0 98.0
3.0 2 2.0 2.0 100.0
Total 100 100.0 100.0
The above graph shows that 64% of respondents say YES that their opinions are heard and
valued by the superior and 34% of respondents say NO but remaining 2% are not sure.

52
Figure 2.30
Table 2.30 Team Work
Cumulative
Percent
Valid 1.0 84 84.0 84.0 84.0
2.0 16 16.0 16.0 100.0
Total 100 100.0 100.0
The above graph shows that 80% of respondents say YES and 20% of respondents say NO
about the upgrading of skills and learning other task.

53
Figure 2.31
Table 2.31 Do you think you go beyondyour limitsto fulfill a task?
Cumulative
Percent
Valid 1.0 44 44.0 44.0 44.0
2.0 54 54.0 54.0 98.0
3.0 2 2.0 2.0 100.0
Total 100 100.0 100.0
The above graph shows that 44% of respondents say YES and 54% of respondents say NO and
remaining 2% responded says that they go beyond your limits to fulfill the task.

54
Figure 2.32
Table 2.32 Do you receive constructive feedbackfromyour manager?
Cumulative
Percent
Valid 1.0 66 66.0 66.0 66.0
2.0 34 34.0 34.0 100.0
Total 100 100.0 100.0
about the feedback from the manager.

55
Figure 2.33
regarding the praise when they do good work.
Table 2.33 Does your manager praise you whenyou have done a good
job?
Cumulative
Percent
Valid 1.0 76 76.0 76.0 76.0
2.0 24 24.0 24.0 100.0
Total 100 100.0 100.0

56
Figure 2.34
Table 2.34 Does your team provide you support at work whenever
needed?
Cumulative
Percent
Valid 1.0 84 84.0 84.0 84.0
2.0 16 16.0 16.0 100.0
Total 100 100.0 100.0
regarding the Team Support at Work.

57
Figure 2.35
regarding environment at the work place help to strike the balance between work life and
personal life
Table 2.35 Do you think the environmentat work helpsyou strike the
right balance betweenyourwork life andpersonal life?
Cumulative
Percent
Valid 1.0 74 74.0 74.0 74.0
2.0 26 26.0 26.0 100.0
Total 100 100.0 100.0

58
Figure 2.36
and remaining 6% responded says we are not sure that manager understand about the balance
between work life and personal life.
Table 2.36 Do you think your manager understandsa healthybalance
betweenwork life and personal life?
Cumulative
Percent
Valid 1.0 72 72.0 72.0 72.0
2.0 22 22.0 22.0 94.0
3.0 6 6.0 6.0 100.0
Total 100 100.0 100.0

59
Figure 2.37
and remaining 10% responded are not Sure about Organization fair policy for promotion.
Table 2.37 Do you think the organization has fair policiesfor
promotion for all employees?
Cumulative
Percent
Valid 1.0 72 60 60 60.0
2.0 22 30 30 90.0
3.0 6 10 10 100.0
Total 100 100.0 100.0

60
Figure 2.38
Table 2.38 Overall Job Satisfaction?
Cumulative
Percent
Valid 1.0 72 72.0 72.0 72
2.0 22 22.0 22.0 94.0
3.0 6 6.0 6.0 100.0
Total 100 100.0 100.0
The above graph shows that 72% of respondents say YES about the overall Job satisfaction
and 22% of respondents say NO and remaining 6% responded says that they are not sure about
the Job overall satisfaction.

61
Measurement tools:
In thisstudywe have usedSPSSto findoutCorrelation,Regression andAnova.Andthese are the statistical tools
that couldfetchthe requiredanswerappropriately.
INTERPRETATION:
Correlation
Correlation is a statistical measure of the relationship between two variables. The correlation
values range from +1 to -1. A zero correlation indicates that there is no relationship between the
variables. A correlation of -1 indicates a perfect negative correlation, which means that as one
variable increases, the other decreases. A correlation of +1 indicates a perfect positive
correlation, which means that both variables move in the same direction together.

62
Interpretation
Overall Satisfaction
 The table displays the relationship between Overall Satisfaction and New Opportunities. The
correlation between Overall Satisfaction and New Opportunities is 0.458 and 1 which indicates that
there is a weak positive correlation between Overall Satisfaction and New Opportunities.
 The table displays the relationship between Overall Satisfaction and Rules and Regulation. The
correlation between Overall Satisfaction and Rules and Regulation is 0.470 and 1 which indicates
that there is a positive correlation between Overall Satisfaction and Rules and regulation.
 The table displays the relationship between Overall Satisfaction and Salary Paid. The correlation
between Overall Satisfaction and Salary Paid is 0.393 and 1 which indicates that there is a weak
positive correlation between Overall Satisfaction and Salary Paid.
New Opportunities
 The table displays the relationship between New Opportunities and Overall Satisfaction. The
correlation between New Opportunities and Overall Satisfaction is 0.450 and 1 which indicates that
there is a weak positive correlation between New Opportunities and Overall Satisfaction
 The table displays the relationship between New Opportunities and Rules and Regulation. The
correlation between New Opportunities and Rules and Regulation is 0.492 and 1 which indicates
that there is a positive correlation between New Opportunities and Rules and Regulation.
 The table displays the relationship between New Opportunities and Salary Paid. The correlation
between New Opportunities and Salary Paid is 0.540 and 1 which indicates that there is a strong
positive correlation between New Opportunities and Salary Paid.
Rules and regulation
 The table displays the relationship between Rules and Regulation and Overall Satisfaction. The
correlation between Rules and Regulation and Overall Satisfaction is 0.470 and 1 which indicates
that there is a positive correlation between Rules and Regulation and Overall Satisfaction.

63
 The table displays the relationship between Rules and Regulation and New Opportunities. The
correlation between Rules and Regulation and New Opportunities is 0.492 and 1 which indicates
that there is a positive correlation between Rules and Regulation and New Opportunities
 The table displays the relationship between Rules and Regulation and Salary Paid. The correlation
between Rules and Regulation and Salary Paid is 0.378 and 1 which indicates that there is a poor
positive correlation between Rules and Regulation and Salary Paid
Salary Paid
 The table displays the relationship between Salary Paid and Overall Satisfaction. The correlation
between Salary Paid and Overall Satisfaction is 0.393 and 1 which indicates that there is a poor
positive correlation between Salary Paid and Overall Satisfaction.
 The table displays the relationship between Salary Paid and New Opportunities. The correlation
between Salary Paid and New Opportunities is 0.540 and 1 which indicates that there is a positive
correlation between Salary Paid and New Opportunities.
 The table displays the relationship between Salary Paid and Rules and Regulation. The correlation
between Salary Paid and Rules and Regulation is 0.378 and 1 which indicates that there is a poor
positive correlation between Salary Paid and Rules and Regulation.
Correlations
Work Balance Motivation
Performance
Appraisal
Work Balance Pearson Correlation 1 .095 .067
Sig. (2-tailed) .348 .506
N 100 100 100
Motivation Pearson Correlation .095 1 .747**
Sig. (2-tailed) .348 .000
N 100 100 100
Performance Appraisal Pearson Correlation .067 .747**
1
Sig. (2-tailed) .506 .000
N 100 100 100
**. Correlation is significantatthe 0.01 level (2-tailed).

64
Work Balance
 The table displays the relationship between Work Balance and Motivation. The correlation
between Work Balance and Motivation is 0.095 and 1 which indicates that there is a poor positive
correlation between Work Balance and Motivation.
 The table displays the relationship between Work Balance and Performance Appraisal. The
correlation between Work Balance and Performance Appraisal is 0.067 and 1 which indicates that
there is a poor positive correlation between Work Balance and Performance Appraisal.
Motivation
 The table displays the relationship between Motivation and Work Balance. The correlation
between Motivation and Work Balance. is 0.095 and 1 which indicates that there is a poor
correlation between Motivation and Work Balance.
 The table displays the relationship between Motivation and Performance Appraisal. The correlation
between Motivation and Performance Appraisal. is 0.747 and 1 which indicates that there is a high
positive correlation between Motivation and Performance Appraisal.
Correlations
Team Work
Promotion
Opportunity Job Satisfaction
Team Work Pearson Correlation 1 .050 .026
Sig. (2-tailed) .620 .797
N 100 100 100
Promotion Opportunity Pearson Correlation .050 1 .287**
Sig. (2-tailed) .620 .004
N 100 100 100
Job Satisfaction Pearson Correlation .026 .287**
1
Sig. (2-tailed) .797 .004
N 100 100 100
**. Correlation is significantatthe 0.01 level (2-tailed).
Team Work

65
 The table displays the relationship between Team Work and Promotion Opportunity. The
correlation between Team Work and Promotion Opportunity is 0.050 and 1 which indicates that
there is a poor positive correlation between Team Work and Promotion Opportunity.
 The table displays the relationship between Team Work and Job satisfaction. The correlation
between Team Work and Job satisfaction is 0.026 and 1 which indicates that there is a poor
positive correlation between Team Work and Job Satisfaction.
Promotion Opportunity
 The table displays the relationship between Promotion opportunity and Team Work. The
correlation between Promotion opportunity and Team Work is 0.050 and 1 which indicates that
there is a poor positive correlation between Promotion opportunity and Team Work.
 The table displays the relationship between Promotion opportunity and Job satisfaction. The
correlation between Promotion opportunity and Job satisfaction is 0.287 and 1 which indicates that
there is a poor positive correlation between Promotion opportunity and Job satisfaction.
Job satisfaction
 The table displays the relationship between Job satisfaction and Team Work. The correlation
between Job satisfaction and Team Work satisfaction is 0.26 and 1 which indicates that there is a
poor positive correlation between Job satisfaction and Team Work.
 The table displays the relationship between Job satisfaction and Promotion Opportunity. The
correlation between Job satisfaction and Promotion Opportunity satisfaction is 0.287 and 1 which
indicates that there is a poor positive correlation between Job satisfaction and Promotion
Opportunity.
Regression
Model Summary

66
Model R R Square
AdjustedR
Square
Std.Error of
the Estimate
1 .791a
.625 .580 .5794
a. Predictors:(Constant),PromotionOpportunity , Team Work,
FacilitiesProvided,Managementproblemsolving.,Motivation,
chance to learn new., Rules and Regulations, Work Balance,
Performance Appraisal, Salary Paid
Interpretation
The independentvariablescontribute 62.5% to dependentvariable.
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
95.0% ConfidenceInterval
for B
B Std.Error Beta LowerBound Upper Bound
1(Constant)
-.821 .416
-
1.973
.052-1.648 .007
Chance to learnnew. .000 .102 .000 -.001 .999-.202 .202
FacilitiesProvided .465 .107 .405 4.346 .000.252 .677
Managementproblem
solving.
.726 .115 .517 6.337 .000.498 .953
RulesandRegulations .167 .094 .172 1.777 .079-.020 .354
SalaryPaid -.012 .111 -.012 -.111 .912-.232 .208
Work Balance
-.136 .111 -.129
-
1.230
.222-.357 .084
Motivation .333 .168 .202 1.983 .051-.001 .667
Performance Appraisal
-.172 .164 -.110
-
1.050
.297-.498 .154
Team Work -.073 .187 -.029 -.390 .697-.445 .299
PromotionOpportunity .064 .092 .049 .690 .492-.120 .247

67
a. DependentVariable:OverallSatisfaction
ANOVAa
Model Sumof Squares df Mean Square F Sig.
1 Regression 46.444 10 4.644 13.834 .000b
Residual 27.865 83 .336
Total 74.309 93
a. DependentVariable:OverallSatisfaction
b. Predictors:(Constant),PromotionOpportunity,TeamWork,FacilitiesProvided,
Managementproblemsolving., Motivation,chance tolearnnew.,Rulesand
Regulations,WorkBalance,Performance Appraisal,SalaryPaid
Interpretation
The significance level value is .000 which is less than 0.05. Therefore, we accept the alternate hypothesis
and reject the null hypothesis.
ANOVA TEST
Analysis of variance test (ANOVA) checks the hypothesis of two or more variables are equal. This
evaluates the importance of one or more variable comparing the different factor level. To do ANOVA, one
must need response variable and at least one or more categorical factor level. ANOVA requires data
collected from total strength that are normally distributed with equal variations between factor levels.

68
Analysisof perceptionabout RulesandRegulation,Motivation,PerformanceAppraisalattractionbasedon Gender
usingAnova.
ANOVA
Sum of Squares df Mean Square F Sig.
Rules and Regulations Between Groups 2.890 1 2.890 3.433 .067
Within Groups 82.500 98 .842
Total 85.390 99
Motivation Between Groups .722 1 .722 2.581 .111
Total 28.160 99
Performance Appraisal Between Groups .160 1 .160 .467 .496
Total 33.760 99
INTERPRETATION
H0: There is no difference in perceptions about Rules and Regulation based on gender.
H1: There is difference in perceptions about Rules and Regulation based on gender.
Level of significance: 0.05
The table shows the perceptions about the Rules and Regulation based on gender.
The level of significance (p) for customer perception is 0.67. The indicated value is
greater than 0.05. Hence the null hypothesis is accepted and it can be concluded that
there is no difference in perceptions about Rules and Regulation based on gender.
H0: There is no difference in perceptions about Motivation based on gender.
H1: There is difference in perceptions about Motivation based on gender.

69
The table shows the perceptions about the Motivation based on gender. The level of
significance (p) for Motivation is 0.440. The indicated value is greater than 0.111.
Hence the null hypothesis is accepted and it can be concluded that there is no
difference in perceptions about Motivation based on gender.
H0: There is no difference in perceptions about Performance Appraisal based on gender.
H1: There is difference in perceptions about Performance Appraisal based on gender.
The table shows the perceptions about the Performance Appraisal based on gender.
The level of significance (p) for Performance Appraisal is 0.496. Hence the null
hypothesis is accepted and it can be concluded that there is no difference in
ANOVA
Sum of Squares df Mean Square F Sig.
Rules and Regulations Between Groups 2.933 3 .978 1.138 .338
Total 85.390 99
Motivation Between Groups .027 3 .009 .031 .993
Total 28.160 99
Performance Appraisal Between Groups .105 3 .035 .100 .960
Total 33.760 99
INTERPRETATION:
H0: There is no difference in perceptions about Rules and Regulation based on Age.
H1: There is difference in perceptions about Rules and Regulation based on Age.
The table shows the perceptions about the Rules and Regulation based on Age. The
level of significance (p) for customer perception is 0.338. The indicated value is

70
there is no difference in perceptions about Rules and Regulation based on Age.
H0: There is no difference in perceptions about Motivation based on Age.
H1: There is difference in perceptions about Motivation based on Age.
The table shows the perceptions about the Motivation based on Age. The level of
significance (p) for customer perception is 0.993. The indicated value is greater than
0.05. Hence the null hypothesis is accepted and it can be concluded that there is no
difference in perceptions about Motivation based on Age.
H0: There is no difference in perceptions about Performance Appraisal based on Age.
H1: There is difference in perceptions about Performance Appraisal based on Age.
The table shows the perceptions about the Performance Appraisal based on Age. The
level of significance (p) for customer perception is 0.993. The indicated value is
there is no difference in perceptions about Performance Appraisal based on Age.

71
CHAPTER 3
3.1 FINDINGS:
 It was seen from the ANOVA test completed that there is no distinction in
recognitions about on Rules and Regulation, Motivation and Performance
Appraisal based on Gender
 It was seen from the ANOVA test did that there is no distinction in discernments
about Rules and Regulation, Motivation and Performance Appraisal based on age
groups
about Rules and Regulation, Motivation and Performance Appraisal based on
Occupation.
about Rules and Regulation, Motivation and Performance Appraisal based on
Monthly Income.
 It was seen that 74% of respondents are satisfied and 26% of respondents are not
satisfied regarding environment at the work place.
 It was seen that 60% of respondents are satisfied and 30% of respondents are not
and remaining 10% responded are not Sure about Organization fair policy for
promotion
 It was seen that 84% of respondents satisfied and 16% of respondents are not
satisfied with the Team Support at Work.
 It was seen that 76% of respondent are satisfied and 24% of respondents are not
satisfied with the praise or extra benefit provided to them when they do good
work.

72
3.2 SUGGESTIONS:
 Management should provide promotional facilities to the employees then only they will be
motivated in the job.
 Management should provide proper safety measures in the organization, so the employees will be
secured in the job.
 Management should provide proper leave to the employees.
 Management should provide more opportunities to employees in order to participate in decision
making...
 Develop the skills and potential of your workforce
 Management should take remedial measures to improve general working condition of the firm
there by employees will be satisfied in their job.
 Most of the employees want to increase in salary to makes them motivated and work more
effectively.
 Management have to make effective communication channels in the firm.
3.3 CONCLUSION:
As a part of our project work, I got an opportunity to spend a period of Time in Proodle Organization. It
helped me to analyze the working of the organization which helped as to convert our theoretical
knowledge into practical.
It is indeed necessary for any organization to understand the need of their employees and fulfill them
before they leave the organization. If nothing is done by the organization then there are chances to loose
talented employees from any organization to its competitors. Hence it is necessary for any organization to
ensure employees satisfaction.
From the study it was identified that the most of the employees are satisfied with the job. Majority of the
employees are satisfied with the salary structure, promotional programs, working condition, allowances
provided by the organization. They are also satisfied with the employer-employee relationship and
communication channel in the organization. But still only 40% of the employees get opportunities to
participate in decision making. Also majority of the employees are not provided with the welfare

73
measures. If the firm concentrates of the findings and suggestions of their survey, we hopefully believe
that the organization can further bring out their labor with full satisfaction and obtain good result.
3.4 BIBLIOGRAPHY:
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MANUFACTURING ORGANIZATIONS", International Journal of Conflict Management, Vol. 11 Issue:
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ANNEXURE:
COVER LETTER
Dear respondents, I am pursing B.B.A at have undertaken a project on “THE STUDY OF
EMPLOYEE’S SATISFACTION IN THE PROODLE ORGANIZATON.”. This research has been
undertaken as a part of our academic curriculum under Capstone project of Vellore Institute of
Technology, Vellore. Hence for the completion, I request you to provide the necessary
information and I assure you that the information provided by you will be kept highly
confidential and used for this project only.
Thanking you

76
QUESTIONNAIRE ON EMPLOYEE SATISFACTION
Demographics Factors
1. Age
o Up to 20 years
o 21-30 years
o 31-40 years
o 41-50 years
2. Educational Qualification
o Up to SSLC
o HSC
o Graduation
o Post-Graduation
3. Occupation
o Salaried
o Self- Employed
o Professional
o Other
4. Your Status
o Unmarried
o Married
5. Your family Type
o Nuclear family
o Joint family
6. Size of the family
o 3 Members
o 3 – 6 Members
o 7–9 members
o Above 9 members

77
7. No. Of Children you have
o One
o Two
o More than two
o None
8. Whether any other family member is working
o Spouse
o Father
o Mother
o Children
9. Annual Income
o Below I Lakh
o 1 – 2 Lakhs
o 2 - 3 Lakhs
o Above 3 Lakhs
10. You stay in
o Own House
o Rented House
11. Do you possess?
o Two Wheeler
o Four Wheeler
o Both
o None
12. Which region are you from?
o North Region
o South Region
o West Region
o East Region
Fairness at work and employee satisfaction survey
13. Are you satisfied with your Job overall?
o Yes
o No

78
14. Will you be working for the same organization in next 2 years?
o Yes
o No
15. Do you think the organization has fair policies for promotion for all employees?
o Yes
o No
16. Do you feel that the management is just towards administering policies concerning employees?
o Yes
o No
17. Do you think the organization has fair policies for promotion for all employees?
o Yes
o No
Work/Life balance and employee satisfaction survey
18. Do you think your manager understands a healthy balance between work life and personal life?
o Yes
o No
19. Does your job cause an unreasonable amount of stress to you?
o Yes
o No
20. Do you think the environment at work helps you strike the right balance between your work life and
personal life?
o Yes
o No

79
Teamwork and employee satisfaction survey
21. Does your team provide you support at work whenever needed?
o Yes
o No
22. Is your team an inspiration for you to do your best at the job?
o Yes
o No
Feedback and employee satisfaction survey
23. Does your manager praise you when you have done a good job?
o Yes
o No
24. Do you receive constructive feedback from your manager?
o Yes
o No
Job passion and self-evaluation
25. Do you think you have had enough training to solve customer issues?
o Yes
o No
26. Do you think you go beyond your limits to fulfill a task?
o Yes
o No
27. Does the management involve you while taking leadership related decisions?
o Yes

80
o No
28. Do you experience personal growth such as upgrading your skills and learning other tasks apart from
your regular to-dos?
o Yes
o No
Relationship with the supervisor and employee satisfaction
29. Do you feel there is a scope for personal growth such as skill enhancement?
o Yes
o No
30. Do you feel that your opinions are heard and valued by your superior?
o Yes
o No
31. Do you feel you are rewarded for your dedication and commitment towards the work?
o Yes
o No
32. Do your seniors, managers encourage you to give your best effort?
o Yes
o No
Likert Scale
33. Overall, how satisfied are you working for the company?
o Poor Satisfaction
o Need to Improve
o Seldom Satisfaction
o Great Satisfaction
o Extremely Delighted
34. Satisfaction level regarding working life’s in an organization

81
o Poor Satisfaction
o Need to Improve
o Seldom Satisfaction
o Great Satisfaction
o Extremely Delighted
35. Ability to balance work with their personal life
 Poor Satisfaction
 Need to Improve
 Seldom Satisfaction
 Great Satisfaction
 Extremely Delighted
36. How much are you satisfied with the facilities provided to you?
 Need to Improve
37. The way by which management solve the problem of employees.
 Need to Improve
38. Level of understanding of rules, responsibility & authority in organization
 Need to Improve
39. How much are you satisfied with the wages paid to you?

82
 Need to Improve
40. Level of satisfaction regarding the physical condition of workplace & space.
 Need to Improve
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