Employee Happiness Study at Rajhans Group

1 | P a g e
A
PROJECT REPORT ON
“A STUDY ON EMPLOYEES HAPPINESS INDEX AT
WORKPLACE”
Undertaken at
Rajhans (Desai-Jain) Group, Surat
SUBMITTED BY:
Rajput Vandana Sanjay Singh
Enrolment No.: 201803100310141
Under the Guidance of
Ms. Vaishali Pillai
Assistant Professor
SUBMITTED TO:
Bhulabhai Vanmalibhai Patel Institute of Management
Uka Tarsadia University
BBA (Semester-VI)
April 2020-2021

4 | P a g e
ACKNOWLEDGEMENT
I am greatly thankful to Bhulabhai Vanmalibhai Patel Institute of Management, for giving me
an opportunity to work on “A STUDY ON EMPLOYEES HAPPINESS INDEX” project at
“RAJHANS (DESAI-JAIN) GROUP”.
I wish to express my sincere thanks to Dr. Vijay Gondaliya, I/c Director of Bhulabhai
Vanmalibhai Patel Institute of Management, Gopal Vidyanagar, Uka Tarsadia University.
I wish to express my heartfelt gratitude to my internal guide Ms. Vaishali Pillai and company
guide Mr. Dilip Bhandari, HR Manager whose constant help and support at all stages of this
project has enabled me to complete it.
Last but not least, I thank all those who have helped me directly or indirectly during the course of
this project.
Name & Enrollment of Student:
Vandana Rajput - 201803100310141

5 | P a g e
DECLARATION
I, declare that the project entitled “A STUDY ON EMPLOYEES HAPPINESS INDEX AT
WORKPLACE”, submitted by me for the degree of Bachelor of Business Administration is the
record of work carried out by me during the period from 1st
February 2021 to 31st
March 2021
under the guidance of Ms. Vaishali Pillai.
I further declare that, to the best of our knowledge, the current project does not infringe upon
anyone’s copyright nor violate any proprietary rights and that any ideas, techniques, quotations or
any other material from the work of other people included in this project, published or otherwise,
are fully acknowledged in accordance with the standard referencing practices. If I am found guilty
of copying from any other report or published information and showing as my original work, I
understand that I shall be liable and punishable by the university, which may include Failing me
in examination or any other punishment that university may deem fit.
Date: 26th
April, 2021 Signature of Student:
Place: Uka Tarsadia University
Name of Student:
Vandana Rajput - 201803100310141

6 | P a g e
INDEX
Ch. No Topic Page No
Acknowledgement -
Declaration -
Executive Summary 6
1 Introduction 7
2 Review of Literature 19
3 Research Objectives 28
4 Research Methodology 30
5 Data Analysis 34
6 Findings 54
7 Conclusions 56
8 Recommendation 54
9 Reference 58
10 Appendix 62

7 | P a g e
LIST OF TABLES
Table No. Table Description Page No
5.1 Frequency 35
5.2 Frequency 35
5.3 Frequency 36
5.4 Frequency 36
5.5 Frequency 37
5.6 Frequency 37
5.7 Cross Tabulation 39
5.13 Regression Analysis 49

8 | P a g e
EXECUTIVE SUMMARY
Researcher have undertaken the training under the title of “To study employee’s
happiness index in workplace at Rajhans (Desai-Jain) Group, Surat”, which is the
curriculum of my BBA programme. I undertake this topic for taking practical
exposure in Rajhans (Desai-Jain) Group.
The Primary objective of the study is to measure the happiness level of employee
in the Rajhans (desai-jain) Group and secondary objective is to measure the factors
that leads to employee happiness in the Rajhans (desai-jain) Group, to identify
which part of the business & topic areas need a specific focus.
For achieving this objective researcher has used descriptive research design and
primary data collection method. For getting the result of my research study about
“To study employee’s happiness index in workplace” at Rajhans (Desai-Jain)
Group, a sample of 100 respondents was taken for carrying out research.
For this research data are collected from the questionnaire which were being filled
up by the employees who were working in the organization. After collecting the
data through questionnaire, I have come to know about which factors contributed
mostly for employee’s happiness in the organization.
In the organization, majority of employees are male, married and belong to young
age group. Employees are somewhat happy with their workplace. Employees are
somewhat satisfied with the working relationship with supervisor and are motivated
with individual work. So, from the findings I can conclude that most of the
employees are satisfied and happy in the organisation.

9 | P a g e
CHAPTER 1
ABOUT THE TOPIC & COMPANY INFORMATION

10 | P a g e
1.1 OVERVIEW ABOUT THE COMPANY
Let there be Wings of Happiness…….
Happiness is all around us. All it takes you to do is
To find it, own it and cherish it.
Happiness is in finding joy in little things.
Happiness is in realizing your big dreams.
Happiness is in caring. Happiness is in sharing.
Happiness is in being one with yourself.
Happiness is enjoying with everyone else.
For over the last two decades, there’s been one group that has
Committed itself to usher happiness into people’s lives.
Sharing your smallest joys, your big dreams.
There are the Rajhans (Desai-Jain) Group.
And they give you the Wings of Happiness.

11 | P a g e
1.1.1 History of Company:
The Rajhans (Desai-Jain) Group fittingly represents a successful journey that has
made a mark in the business world. Started with a small edible oil factory in 1996,
Rajhans (Desai-Jain) Group has today turned itself into a whopping 6500cr business
house having operations in Realty, Confectionery, Entertainment, E-commerce,
Textile and Hospitality. With a strength of more than 7000 employees working
directly and indirectly across various verticals, Rajhans (Desai-Jain) Group boasts
being one of the leading business houses in India.
Realty:
With timely success followed by distinctive milestones, the Group entered upon
thriving business of Real Estate. In about a decade, it has undertaken various
projects ranging from residential, commercial, leisure & industrial to name a few.
Rajhans Realty’s construction sites have spread over millions of square feet
exemplifying the ultimate phase of modern structures while making the Group one
of the most trusted realty brands in Gujarat, Maharashtra and Haryana. The proof
for the same lies in various awards bagged by Rajhans Realty from renowned
industry bodies such as CREDAI, Brands Academy, etc. In years to come, the group
is poised to enter states such as Karnataka, Delhi, Punjab, Madhya Pradesh and
Rajasthan.

12 | P a g e
Confectionery:
With an aim to scaling new heights, the Group has set foot in the most enthralling
Confectionery Industry by setting up an international-standard chocolate factory,
‘Schmitten Luxury Chocolates’ within 2,00,000 sq. ft of built-up area in 2013. Such
an enormous facility in itself makes Rajhans Nutriments, one of the third largest
chocolate factories of India. Brand Schmitten Luxury Chocolates and its sub-brand
Hoppits are perfectly moulded into heavenly indulgence while wrapping the
chocoholics in a taste of luxury like never before. The young promising actor
Sidharth Malhotra was the brand ambassador of Hoppits (2015-2019) and
International icon Priyanka Chopra was the face of Schmitten Luxury Chocolates
(2014-2018).
Entertainment:
In the year 2000, the enthusiasm and farsightedness of the management gave a new
direction in the Entertainment industry of Gujarat by establishing state-of-the-art
Cinema House – RAJHANS PRIME CINEMA, in Surat. Currently Rajhans
Cinemas operate more than 50 screens in majors cities with a vision to open 100
more screens pan-India by the end of 2019.
E-commerce:
Rajhans (Desai-Jain) Group envisioned to drive a systematic approach for
optimizing utilization of industrial capacities by giving birth to a B2B online
aggregator – ‘Shareconomy’. Built on the concept of sharing, Shareconomy
connects industrial capacity owners with potential capacity seekers across the globe
within minutes. This innovative venture is poised to revolutionize the industrial
arena by optimizing the underutilized capacities like never before.
Textile:
Rajhans (Desai-Jain) Group owns a notable share in the Textile as well. In the year
2005, the group further strengthened its position in the Textile Industry by setting
up another dyeing-processing mill at kadodara, Surat called, ‘RAJHANS POLY-
PRINTS PVT LTD’. This accomplishment is touted as a stepping stone to the first

13 | P a g e
venture of Group’s textile wing ‘RAJHANS SILK MILLS PVT LTD’. which was
setup at Sachin, Surat in 1997. At present, Rajhans Textile has the capacity to
produce over 2 lakh meters of textile goods. With such dedication, the Group is
eyeing in the high-end linen, shirting and trouser segment soon.
Hospitality:
Encouraged by the philosophy of ‘Atithi Devo Bhava’, the Group envisioned
enormous scope in the Hospitality Industry by establishing a high-end chain of
Enjoy Restaurant, an exclusive Sizzling Salsa eatery for sizzler-lovers and Occasion
Banquet hall for any event celebration. Rajhans Hospitality has become one of the
leading landmarks having further expansion plans in Boutique Hotels at different
locations across the country such as Vaishnodevi, Shirdi and Tirupati.

14 | P a g e
1. Jayesh B. Desai - Group Chairman
He is a very young, charismatic, energetic &
passionate personality, who has been leading
the Group since its inception. He is a first-
generation entrepreneur, an exemplary leader
& a driving force behind the success of the
Rajhans (Desai-Jain) Group.
2. Shivlal G. Jain - Group M.D.
He is a dynamic and committed leader with
intrinsic decision-making ability which is a
result of his extensive experience and
incredible dedication. He is a key person in the
success story of the Group, his wisdom and
experience has have become invaluable assets
for the Group.
3. Pankaj Jain - Director
Oversees and coordinates business activities in
line with the overall business strategy to
ensure that the best quality Schmitten and
Hoppits reaches the consumer while building a
longer term vision of being the preferred
premium chocolate manufacturer.
1.2 Executive Profile Details:

15 | P a g e
1.3 Product Line:
1.4 Work Culture:
Work at Rajhans means a unique mixture of fun and growth. They help their
employees grow as a person, as a fellow human, as a leader and as a team player.
They have transparency in their organizational culture. They have a culture where
in any one can suggest ideas regarding the organization’s expansion & success.
They motivate employees by rewarding them for the good work done. They conduct
weekly staff gatherings on Saturdays. Purpose of these gatherings is to update
everyone with the know-how of upcoming projects, new ventures, sharing ideas for
the development of the organization followed by snacks. It helps employees in
developing and creating healthy & constructive environment in organization.
1.4.1 They follow equity theory:
At Rajhans (Desai-Jain) Group, they are a closely-knit group of employees who
care for each other. The care is also reflected in their work culture where they treat
every employee as a part of family. They put the equity theory to practice at work
which is why their calendar gives equal importance to every festival. Adding to it
are the celebrations that they organise at their work place. Take for instance, Holi

16 | P a g e
and Diwali, when every employee, irrespective of caste or religion participates in
office activities like Rangoli making or singing. At Rajhans (Desai-Jain) Group,
work is not the only routine that they practice. They add fun to work and maintain
equal balance between work and play.
1.4.2 Fun at Work Place:
They celebrate employee birthdays by gifting bouquet of flowers, inspiring books
and chocolates on behalf of the organization.
They celebrate all the festivals such as Holi, Diwali, etc. with enthusiasm and joy
every year by cutting cake, distributing gifts and sweets, followed by few words
from the top management. Rajhans (Desai-Jain) group observes holiday on these
festivals.
1.4.3 Training & Development:
Generally, they conduct the behavioural and soft skills related training programmes
which go a long way in shaping up an employee to produce key results in this
competitive corporate world. Following which they take valuable feedback and
suggestions from their employees and management. This leads to the successful
completion of the training programme.
1.4.4 Management:
A group so well poised has to be driven by stalwarts who live their passion every
moment. Rajhans (Desai-Jain) Group is spearheaded by dynamic leaders who
imbibe their values in the workforce and thereby ensuring growth in various
verticals of the business. With their technical expertise, excellent domain
knowledge and extensive cross-functional experience, the group is driven towards
new benchmarks while spreading Wings of Happiness.

17 | P a g e
1.5 OVERVIEW ABOUT THE TOPIC:
1.5.1 Concept of Happiness Index:
The happiness index is a continuous monitoring tool that analyses staff feedback in
real-time. As index is always available, companies can track their worker’s feelings,
voice & work satisfaction as they evolve. “Happiness is subjective to each
individual”. This tool looks at eleven specific & customisable workplace factors &
enables an organisation to track the trends in each area. Ultimately, to identify
which part of the business & topic areas need a specific focus.
Employees happiness in the workplace is usually dependent on the work
environment. Maintaining a level of employee’s happiness at work has become
more significant & relevant due to the intensification of work caused by economic
uncertainty & increase in competition. In fact, companies with higher than average
employee happiness exhibit better financial performance & customer satisfaction.
It is thus beneficial for companies to create & maintain positive work environments
& leadership that will contribute to the happiness of their employees.
1.5.2 Intended Uses of the Happiness Index:
The Happiness Index is a tool for the use of researchers, community, organizers and
policy makers seeking to understand and enhance individual happiness, community
well-being, social justice, economic equality, and environmental sustainability. The
index was formed with the intent to promote social change by making the survey
instrument and data freely available to community organizers, educators,
researchers, students, organizations, government, and more.
1.5.3 Domains of Happiness:
The Happiness Index measures life satisfaction, the feeling of happiness, and other
happiness domains: psychological well-being, health, time balance, community,
social support, education, arts and culture, environment, governance, material well-
being, and work. The qualities measured in the domains are as follows:
1. Psychological Well-being: optimism, sense of purpose and of accomplishment.

18 | P a g e
2. Health: energy level and ability to perform everyday activities.
3. Time Balance: enjoyment, feeling rushed, and sense of leisure.
4. Community: sense of belonging, volunteerism, and sense of safety.
5. Social Support: satisfaction with friends and family, feeling loved, and feeling
lonely.
6. Education, Arts, and Culture: access to cultural and educational events and
diversity.
7. Environment: access to nature, pollution and conservation.
8. Governance: trust in government, sense of corruption, and competency.
9. Material well-being: financial security and meeting basic needs.
10. Work: compensation, autonomy, and productivity.
1.5.4 Shortcomings of Happiness Index:
1. The measurement of Happiness Index reflects the fact that happiness is a deeply
personal matter and subjective. However, arriving at a definition of happiness
and working it out is difficult.
2. The paradox of happiness is difficult to measure.
3. Happiness is too vague and multifaceted a concept to define clearly and
precisely.
4. Even if it could be defined, it is essentially qualitative concept that is difficult
to quantify and measure with any confidence.
5. Even if it could be measured, designing and implementing policy based on
happiness raises a number of ethical and political issues that cannot be solved
by improving the science of measurement.
1.5.5 The impact of happiness:
The fundamental reason why happiness or positivity is so important is because it is
extremely vital for achieving our own goals in life. Happy people usually live for
longer on an average, have stronger immune systems, endure pain better, are more

19 | P a g e
content with jobs and are more productive. Marriages too are successful among
happy couples. Happiness is a choice and we must always choose to be happy under
all circumstances. We have a very short life to live, and therefore, we should
surround ourselves with love, kindness and abundant happiness.
1.5.6 Factors responsible for employee’s happiness at workplace:
Happiness is not fundamentally rooted in obtaining sensual pleasures & money, but
those factors can influence the well-being of an individual at the workplace.
However, freedom & autonomy at a workplace have the most effect on the
employees’ level of happiness & other important factors are gaining knowledge &
the ability to influence the self’s working hours.
1.5.6.1 Organisational culture:
Organisational culture represents how employees are treated by their bosses &
peers. An effective organisation should have a culture that considers employees
happiness & encourages employee satisfaction. An employee feels satisfied not
through comparisons with other peers, but through his/her own happiness &
awareness of being in harmony with their colleagues.

20 | P a g e
1.5.6.2 Employee salary:
There are many reasons that can contribute to happiness at work. However, when
individuals are asked with regards to why they work, money is one of the most
common answers as it provides people with sustenance, security & privilege.
1.5.6.3 Job security:
Job security is an important factor to determine whether employees feel happiness
at work. The expectation of the job availability has been related with the job-related
well-being. And a higher level of job security corresponds to a higher level of job
satisfaction alongside a higher level of well-being.
1.5.6.4 Career development:
The option for moving or shifting to alternative roles motivates the employee’s
participation in the workplace. It means that if an employee can see the future
potential for a promotion, motivation levels will increase and ultimately their
happiness levels will also increase.
1.5.6.5 Work-life balance:
The non-work activity is not limited to family life only but also to various
occupation & activities of which one’s life is composed. When employees &
workers have control over their work schedule, they are more capable of balancing
work & non-work related activities.
1.5.6.6 Working Relationship:
Co-workers & colleagues are an important social group & relationships with them
can be a source of pleasure. Employees tend to be happier & more hardworking
when they are in good working environment.
1.5.6.7 Leadership:
In relations to the work place, successful leadership will structure and develop
relationships amongst employees and consequently, employees will empower each
other. Feelings, including happiness, are often hidden by employees and should be
identified for effective communication in the workplace.
So, these all are the factors that influence the employee’s happiness at workplace.

21 | P a g e
CHAPTER 2
LITERATURE REVIEW

22 | P a g e
(Kemakorn Chaiprasit, Orapin Santidhirakul, 2011) had conducted a study on
Happiness at Work of Employees in Small and Medium-sized Enterprises,
Thailand. The main aim of the study was to measure the factors affecting happiness
of employees and level of happiness at work. In this study, they adopted descriptive
survey research design. A sample of 300 employees was selected for study. At last
they concluded that Relationship, quality of work life and leadership were three
factors that led to happiness at work and able to predict happiness at work.
(Khairunesa Isa, Zahrul Akmal Damin, Lutfan Jaes, Azmi Abdul Latiff,
Abdul Halim Abdul Rahman, Abu Khari A’ain, Naim Maslan, Siti Solehah
Tenah, 2019) had conducted a study on Domains that lead to happiness at
workplace. The main aim of the study was to identify domains, individual domain,
organizational domain and individual social domain that contribute to happiness at
workplace. In this study, they adopted descriptive survey research design. A sample
of 535 employees was selected for study. At last they concluded that organizations
should consider assisting employees in having work life balance by restricting
working hours and providing time for their employees to do volunteer work in the
society.
(Madiha Kiran, Sobia Khurram , 2018) had conducted a study on Flexitime and
Employee Happiness at Workplace in Software Houses. The main aim of the study
was to find out the relationship of internal workplace flexibility with employee
happiness. In this study, they adopted explanatory research design. A sample of 358
employees was selected for study. At last they concluded that when organizations
give discretion to its employees to decide about when, where, what and how to
work, it makes employees more committed, engaged, satisfied and thus happier.
(Baek-Kyoo Joo, Insuk Lee, 2017) had conducted a study on Workplace
Happiness: work engagement, career satisfaction and subjective well-being. The
main aim of the study was to investigate the effects of perceived organizational
support and psychological capital on happiness in employees work, careers and
lives. In this study, they adopted descriptive survey research design. A sample of
550 employees was selected for study. At last they concluded that employees were

23 | P a g e
highly engaged in their work, satisfied with their careers, and felt a greater sense of
well-being in their lives when they had higher POS and PsyCap.
(Dr. Marlina Merdeka Nor Hafizah Md Isa, Dr. Syed Azizi Wafa Syed Khalid
Wafa, 2020) had conducted a study on the determinants of happiness at workplace
amongst workers in the government sector in Lahad Datu, Sabah. The main aim of
the study was to determine the significant difference in happiness at workplace
between employment status & income level as well as to examine the relationship
between social support, work conditions and happiness at the workplace. In this
study, they adopted descriptive survey research design. A sample of 106 employees
was selected for study. At last they concluded that there was significant difference
in happiness at the workplace between employment status and income level of
workers.
(Agota Kun, Peter Gadanecz, 2019) had conducted a study on workplace
happiness, well-being and their relationship with psychological capital: A study of
Hungarian Teachers. The main aim of the study was to investigate the relationship
between teachers’ psychological resources through the concept of psychological
capital, workplace well-being and perceived workplace happiness. In this study,
they adopted descriptive survey and qualitative as well as quantitative research
design. A sample of 297 employees was selected for study. At last they concluded
that the future focus on employee well-being must consider positive contributing
factors and adopt a positively-oriented approach to promoting well-being.
(Dr. Gudivada Venkat Rao, Vijaya Lakshmi, Rama Goswami, 2017) had
conducted a study on factors of workplace happiness. The main aim of the study
was to determine the level of happiness, influence of intrinsic, extrinsic factors and
work-life issues on happiness of employees. In this study, they adopted descriptive
they concluded that the happiness at workplace is derived from all the three factors,
i.e., extrinsic, intrinsic and work life. The age is a significant factor of happiness.
The work-life issues are important during the early period of employment and

24 | P a g e
extrinsic during the advancing age. The happiness of employees is improved by
providing flexible timings in the organization.
(Muhamad Khalil Omar, Nur Farah Syuhada Mohd Ramdani, Idaya Husna
Mohd, Norashikin Hussein, 2018) had conducted a study on Organizational
Happiness Index (OHI): A Study of a Public University in Malaysia. The main aim
of the study was to test a systematic measurement of organizational happiness index
and quantitatively produce the index for the participating organization besides
analysing the identified research framework. In this study, they adopted descriptive
they concluded that employees were feeling slightly happy working in the public
university.
(Thiruvenkadam.T, Sudarasan Jayasingh, 2018) had conducted a study on
determinants of employee happiness in an information technology company in
India. The main aim of the study was to study the factors determining the level of
happiness of employees, to analyse the influence of demographic factors on
employee happiness and how employee happiness is correlated with various factors.
In this study, they adopted descriptive survey research design. A sample of 410
employees was selected for study. At last they concluded that the constructs like
work life balance, physical and mental well-being, relationship with managers has
a significant influence on employee happiness.
(Waleed Al-Ali, Ali Ameen, Osama Isaac, Gamal S. A. Khalifa, Ahmed
Hamoud Shibami, 2019) had conducted a study on the mediating effect of job
happiness on the relationship between job satisfaction and employee performance
and turnover intentions: A case study on the oil and gas industry in the United Arab
Emirates. The main aim of the study was to examine the mediating effect of job
happiness factor on the relationship between job satisfaction and both employees’
performance and turnover intentions. In this study, they adopted descriptive survey
research design. A sample of 722 employees was selected for study. At last they
concluded that job happiness plays a full mediation role between job satisfaction

25 | P a g e
and turnover intention and a partial mediation role between job satisfaction and job
performance.
(Muhamad Khalil Omar, Ridhawati Zakaria, Azzarina Zakaria, 2016) had
conducted a study on Organizational Happiness Index (OHI): Conceptualization
and Operationalization of measurement among employees in service industry. The
main aim of the study was to propose a systematic measurement of organizational
happiness index and quantitatively produce the index for each participating service
organization besides analysing the identified research framework. In this study, they
adopted descriptive survey research design. A sample of 300 employees was
selected for study. At last they concluded that the index could be implemented as a
benchmark to assess happiness level intra and inter-organization, and index could
also be used as a reference to rank employers.
(Khaled adnan Bataineh, 2019) had conducted a study on Impact of work-life
balance, Happiness at work on employee performance. The main aim of the study
was to understand the effect of work-life balance and happiness at work on
employee’s performance. In this study, they adopted descriptive survey research
that work-life balance and happiness positively and significantly affect employee
performance. However, job satisfaction has non-impact on employee performance.
(Namita, Dr. Narendra Singh, 2017) had conducted a study on happiness of
employees at work in manufacturing industry, India. The main aim of the study was
to determine factors affecting the happiness of employees at work and to measure
the level of educational qualification on happiness of employees at work. In this
study, they adopted descriptive survey research design. A sample of 50 employees
was selected for study. At last they concluded that the level of educational
qualifications of employees was at the medium level and relationship, quality of
work-life and leadership were three factors that led to happiness at work and able
to predict happiness at work.
(Gyumin Lee, Vincent P. Magnini, BeomCheol (Peter) Kim, 2011) had
conducted a study on employee satisfaction with schedule flexibility: Psychological

26 | P a g e
antecedents and consequences within the workplace. The main aim of the study was
to examine worker’s satisfaction with their work schedule flexibility. In this study,
they adopted descriptive survey research design. A sample of 400 employees was
selected for study. At last they concluded that worker’s levels of emotional
intelligence and overall job satisfaction serve as an antecedent of their schedule
flexibility satisfaction. Moreover, the decreased turnover intent is a consequence of
schedule flexibility satisfaction.
(Rajesh Kumar Upadhyay, Amar Kumar Mishra, Vipul Jain, 2019) had
conducted a study on workplace spirituality and subjective happiness at higher
educational institutions: an Indian perspective. The main aim of the study was to
investigate the influence of work spirituality on the subjective happiness along with
the role of individual traits like self-esteem and gratitude in it. In this study, they
selected for study. At last they concluded that a happy worker leads to high
productivity and it motivates the workers to raise the bar. A worker feels secure in
a positive environment created through common vision and happiness.
Acknowledgement for the work and respect for the contribution in institutional
building motivates the workers that results in SH.
(Christoph Egermann, 2018) had conducted a study on the effect of employee’s
happiness on their productivity. The main aim of the study was to examine the
relationship between happiness and productivity, which has different benefits. In
this study, they adopted descriptive survey research design. A sample of 60
employees was selected for study. At last they concluded that happiness has a big
impact on the worker’s productivity.
(Hamidreza Barzegar Moghadam, Zahra Vazifeh, Hamid Okati, 2017) had
conducted a study on factors affecting the happiness of staff members of Zabol
University of Medical Sciences. The main aim of the study was to investigate the
factors affecting the happiness and vivacity of the employees and to introduce ways
to increase these indices. In this study, they adopted descriptive survey research

27 | P a g e
that all the identified factors (organizational learning, regional facilities, staff
justice, positive thinking, flexible structure, status of job role, interest in work,
workplace safety and interaction with colleagues) have been affective on the
employee’s wellbeing.
(Pelin Buruk, Omer Faruk Simsek & Ercan Kocayoruk, 2017) had conducted
a study on Higher-order Traits and Happiness in the Workplace: The Importance of
Occupational Project Scale for the Evaluation of Characteristic Adaptations. The
main aim of the study was to explain the relationship between job satisfaction and
the Big Two, Stability and Plasticity, which are the higher-order traits of Big Five.
In this study, they adopted descriptive survey research design. A sample of 253
employees was selected for study. At last they concluded that the relationship
between the Big Two and job satisfaction, finding out that both dimensions of the
Big Two, Stability and Plasticity correlated positively with job satisfaction.
(Ana Suzete Semedo, Arnaldo Coelho, Neuza Ribeiro, 2019) had conducted a
study on Authentic leadership, happiness at work and affective commitment: An
empirical study in Cape Verde. The main aim of the study was to investigate the
relationship between perceptions of authentic leadership (AL) and affective
commitment (AC) both directly and indirectly through the mediating effect of
happiness at work. In this study, they adopted descriptive survey research design.
A sample of 543 employees was selected for study. At last they concluded that the
perceptions of AL explain employee’s happiness at work. Perceptions of AL also
predict AC both directly and through the mediating effect of happiness at work.
(Secil Tastan, Burcu Aydin Kucuk, Serin Isiacik, 2020) had conducted a study
on Towards Enhancing Happiness at Work with the Lenses of Positive
Organizational Behaviour: The Roles of Psychological Capital, Social Capital and
Organizational Trust. The main aim of the study was to investigate the impacts of
positive psychological and social resources on individual’s happiness at workplace
and to unveil the contextual role of organizational trust on the impact of individuals
psychological resources and their happiness at work. In this study, they adopted
descriptive survey research design. A sample of 222 employees was selected for

28 | P a g e
study. At last they concluded that the psychological capital and social capital had
significant positive impacts on employee’s happiness at workplace. Organizational
trust has a moderating role on the impact of psychological capital on happiness at
workplace.
(Shinya Takeda, Shigeki Nakayama, Md. Sahab Uddin, Atsumi Hiramoto,
Masahiko Inoue, 2019) had conducted a study on Correlation between Subjective
happiness and pleasant activities at workplace in nursing staff for older individuals
in Japan. The main aim of the study was to investigate the correlations between
nursing staff’s mental health, number of years worked, nights shifts performed, and
pleasant activities at the workplace. In this study, they adopted descriptive survey
research design. A sample of 143 employees was selected for study. At last they
concluded that it is essential to expand the repertoire of pleasant activities at the
workplace to increase the subjective happiness of nursing staff for older individuals.
(Thomas A. Wright, Douglas G. Bonett, Russell Cropanzano, 2007) had
conducted a study on The Moderating Role of Employee Positive Well Being on
the Relation Between Job Satisfaction and Job Performance. The main aim of the
study was to better understand the happy/productive worker thesis and the relation
between job satisfaction and job performance. In this study, they adopted
descriptive survey research design. A sample of 109 employees was selected for
study. At last they concluded that PWB moderates the relation between job
satisfaction and job performance. And performance was higher when employees
reported high scores on both PWB and job satisfaction.
(Zaki Abdullah, Duddy Roesmara Donna, Dinda Aisyah Najmi, 2019) had
conducted a study on Measuring Amil Happiness Using Psychological Approach:
Evidence from Yogyakarta, Indonesia. The main aim of the study was to measure
level of amil’s happiness in the workplace and further study its impact on amil
productivity. In this study, they adopted descriptive survey research design. A
sample of 46 employees was selected for study. At last they concluded that the
happiness level of amil has a positive relationship with his or her productivity level.

29 | P a g e
Therefore, psychology condition of an amil should be considered in order to
increase the performance of zakat institutions.
(Nasreen Awada, Siti Sarawati Hj. Johar, Fadillah Binti Ismail, 2019) had
conducted a study on The Effect of Employee Happiness on Employee Performance
in UAE: The Moderating role of Spirituality and Emotional wellness. The main aim
of the study was to examine the effect of employee happiness on employee spiritual
and emotional wellness, and employee performance. Also, to examine the
moderating role of employee spiritual and emotional wellness. In this study, they
selected for study. At last they concluded that employee happiness has a significant
effect on employee performance and spiritual and emotional wellness. Employee
spiritual and emotional wellness moderated the effect of employee happiness on
employee performance.
(Jarrod Haar, Anja Schmitz, Annamaria Di Fabio, and Urs Daellenbach, 2019)
had conducted a study on The Role of Relationships at Work and Happiness: A
Moderated Mediation Study of New Zealand Managers. The main aim of the study
was to tests positive relational management (PRM) and its influence on employee
happiness. In this study, they adopted descriptive survey research design. A sample
of 302 employees was selected for study. At last they concluded that positive
interpersonal relationships at work helps in shaping the happiness of managers.

30 | P a g e
CHAPTER 3
RESEARCH OBJECTIVES

31 | P a g e
3.1 Objectives of the study:
Primary objective:
To measure the happiness level of employees in the Rajhans (desai-jain) Group.
Secondary objective:
To measure the factors that leads to employee happiness in the Rajhans (desai-jain)
Group.
To identify which part of the business & topic areas need a specific focus.

32 | P a g e
CHAPTER 4
RESEARCH METHODOLOGY

33 | P a g e
Problem Statement:
There have been a number of valuable studies regarding employee’s happiness
index. In the Indian context there are less researches based on this topic. Therefore,
there is research gap on this regard. By conducting this research, the researcher
hopes to fill the existing research gap. There is no substantive empirical study that
has been conducted to investigate, how employee’s happiness influence employee’s
performance in Rajhans (Desai-Jain) Group in Surat. This is the research gap that
will be primarily addressed in this research.
Objectives of the study:
Primary objective:
To measure the happiness level of employees in the Rajhans (desai-jain) Group.
Secondary objective:
To measure the factors that leads to employee happiness in the Rajhans (desai-jain)
Group.
To identify which part of the business & topic areas need a specific focus.
Research Design:
There are three types of research design,
➢ Exploratory Research Design
➢ Descriptive Research Design
➢ Causal Research Design
For this research study, Descriptive Research Design is used because; in this
research design, the research has got very specific objectives, clear-cut data
requirements. The recommendation/findings in a descriptive research are definite.

34 | P a g e
Sources of Data:
Primary and Secondary data
Primary data is information that you collect specifically for the purpose of your
research project. An advantage of primary data is that it is specifically tailored to
your research needs.
Secondary data refers to data that was collected by someone other than the user.
Common sources of secondary data for social science include censuses, information
collected by government departments, organisational records and data that was
originally collected for other research purposes.
For this research study, Primary data is obtained through questionnaires.
Sampling Method:
There are two types of sampling method.
➢ Probability Sampling Method
➢ Non-Probability Sampling Method
• Probability Sampling Method:
A probability sampling method is any method of sampling that utilizes
some form of random selection.
• Non-Probability Sampling Method:
A Non-probability sampling is a sampling technique where the samples
are gathered in a process that does not give all the individuals in the
population equal chances of being selected.
Here, for this research study Non-Probability Sampling Method is used and the
data is collected through Convenience Sampling Method.
Size of Population:
For this research study, 7000 Employees of the Rajhans (Desai-Jain) Group is
selected as the population.

35 | P a g e
Sampling Size:
The sample of 100 employees is selected from Rajhans (Desai-Jain) Group for the
research study.
Data Collection Method:
Here, for this research study, Survey Data Collection method is used for the study.
Data Collection Tool:
The data collection tool used for the employees of Rajhans (Desai-Jain) Group is
Questionnaire Method, which is designed in a structured way. In the Questionnaire,
the researcher has used close ended questions which includes Demographic profiles
& Likert Scale.
Data Collection Survey:
Each person is contacted personally and the questionnaire of structured format is
filled by them.

36 | P a g e
CHAPTER 5
DATA ANALYSIS, INTERPRETATION &
INFERENCE

37 | P a g e
Demographic Profile:
Respondents of Gender:
Table No. 5.1
Interpretation:
From the above table, we can say that 72% of respondents are male and 28% of
respondents are female at Rajhans (Desai-Jain) Group. So, it can be interpreted that
majority of the employees are male in Rajhans (Desai-Jain) Group.
Respondents of Age:
Table No. 5.2
Interpretation:
From the above table, we can say that 49% of respondents are from the age group
of 23-30, 40% of respondents are from the age group of 31-40, and 11% of
respondents are from the age group of 41-50 respectively. So, it can be interpreted
that majority of the employees belongs to young age group.
GENDER
Frequency Percent Valid Percent Cumulative Percent
Valid male 72 71.3 71.3 71.3
female 28 27.7 27.7 99.0
Gender 1 1.0 1.0 100.0
Total 101 100.0 100.0
AGE
Frequency Percent Valid Percent Cumulative Percent
Valid 23-30 49 48.5 48.5 48.5
Age 1 1.0 1.0 49.5
31-40 40 39.6 39.6 89.1
41-50 11 10.9 10.9 100.0
Total 101 100.0 100.0

38 | P a g e
Respondents of Educational Qualifications:
Table No. 5.3
Interpretation:
From the above table, we can say that 23% of respondents did HSC, 33% of
respondents dis graduate, 42% of respondents did post graduate and 2% of
respondents did above post graduate. So, it can be interpreted that majority of the
employees are post graduated and literate.
Respondents of Marital Status:
Table No. 5.4
Interpretation:
From the above table, we can say that 41% of respondents are unmarried and 59%
of respondents are married. So, it can be interpreted that majority of the employees
are married in Rajhans (Desai-Jain) Group.
EDUCATION
Frequency Percent
Valid
Percent
Cumulative
Percent
valid HSC 23 22.8 22.8 22.8
graduate 33 32.7 32.7 55.4
post graduate 42 41.6 41.6 97.0
above Post graduate 2 2.0 2.0 99.0
Education 1 1.0 1.0 100.0
Total 101 100.0 100.0
MARITAL STATUS
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid unmarried 41 40.6 40.6 40.6
married 59 58.4 58.4 99.0
Marital status 1 1.0 1.0 100.0
Total 101 100.0 100.0

39 | P a g e
Respondents of Salary:
Table No. 5.5
Interpretation:
From the above table, we can say that 31% of respondents are having salary between
15,000-20,000, 31% of respondents are having salary between 20,000-25,000, 21%
of respondents are having salary between 25,000-30,000, and 17% of respondents
are having salary between 30,000 & above. So, it can be interpreted that majority
of the employees are having salary between 15,000 to 25,000.
SALARY
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid 15,000-20,000 31 30.7 30.7 30.7
20,000-25,000 31 30.7 30.7 61.4
25,000-30,000 21 20.8 20.8 82.2
30,000 &ABOVE 17 16.8 16.8 99.0
Salary 1 1.0 1.0 100.0
Total 101 100.0 100.0

40 | P a g e
Respondents of Work Experience:
Table No. 5.6
Interpretation:
From the above table, we can say that 9% of respondents are having less than 6
months of work experience, 15% of respondents are having 6 months-1 year of
work experience, 49% of respondents are having 1-3 years of work experience, 10%
of respondents are having 3-5 years of work experience and 17% of respondents are
having 5-7 years of work experience. So, it can be interpreted that majority of the
employees are having 1 to 3 years of work experience.
Hypothesis Development:
Based on factors affecting employee’s happiness, the following hypothesis are
developed:
Ho1 There is no significant relationship between workplace & employee
happiness.
WORK EXPERIENCE
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid less than 6 months 9 8.9 8.9 8.9
6 months - 1 year 15 14.9 14.9 23.8
1 - 3 years 49 48.5 48.5 72.3
3 - 5 years 10 9.9 9.9 82.2
5 - 7 years 17 16.8 16.8 99.0
Work experience 1 1.0 1.0 100.0
Total 101 100.0 100.0

41 | P a g e
Ho2 There is no significant relationship between working condition &
employee happiness.
Ho3 There is no significant relationship between salary & employee
happiness.
Ho4 There is no significant relationship between superiors & employee
happiness.
Ho5 There is no significant relationship between promotion & employee
happiness.
Ho6 There is no significant relationship between environment &
employee happiness.

42 | P a g e
A. Reliability Statistics:
Reliability test was carried out by using SPSS software and the reliability test
measure given below: Cronbach’s alpha: .938, the standard value is at 0.5 but over
here it’s highly reliable, so all the questions were found reliable.
B. Cross Tabulation:
Table No. 5.7
Reliability Statistics
Cronbach's Alpha N of Items
.938 32
Workplace * Employees Happiness
overall happiness
total
neutral agree
strongly
agree 18
workplace very unhappy count 0 2 0 1 3
expected
count
1.0 1.4 .7 .0 3.0
neither happy nor
unhappy
count 3 6 1 0 10
expected
count
3.2 4.6 2.2 .1 10.0
somewhat happy count 15 24 11 0 50
expected
count
15.8 22.8 10.9 .5 50.0
very happy count 14 14 10 0 38
expected
count
12.0 17.3 8.3 .4 38.0
total count 32 46 22 1 101
expected
count
32.0 46.0 22.0 1.0 101.0

43 | P a g e
Chi-Square Tests
Value df
Asymp. Sig.
(2-sided)
Pearson Chi-Square 37.091a
9 .000
Likelihood Ratio 13.150 9 .156
Linear-by-Linear
Association
11.223 1 .001
N of Valid Cases 101
Interpretation:
It has been observed that employees are somewhat happy with their workplace.
Here it has been observed that the significance test value for workplace is less than
significance level 0.05 hence null hypothesis is rejected. This suggest that there is
a significant relationship between workplace and employee’s happiness.

44 | P a g e
Table No. 5.8
Working Condition * Employees Happiness
overall happiness
total
neutral agree
strongly
agree 18
working condition very unhappy count 0 2 0 0 2
expected
count
.6 .9 .4 .0 2.0
somewhat unhappy count 0 0 0 1 1
expected
count
.3 .5 .2 .0 1.0
neither happy nor
unhappy
count 5 4 1 0 10
expected
count
3.2 4.6 2.2 .1 10.0
expected
count
15.2 21.9 10.5 .5 48.0
expected
count
12.7 18.2 8.7 .4 40.0
total count 32 46 22 1 101
expected
count
32.0 46.0 22.0 1.0 101.0

45 | P a g e
Chapter – 6
FINDINGS AND RECOMMENDATIONS

46 | P a g e
6.1Findings and Recommendations: -
The researcher found that,
In Rajhans, majority of employees are male, married and belong to young age group.
Employees are somewhat happy with their workplace.
Respondents are highly satisfied with promotions which motivate the employees, with
financial incentives provided by their organization and with the higher designation provided by
the organization.
Respondents are satisfied with incentives and other benefits which influence their happiness.
Respondents are somewhat satisfied with the working relationship with supervisor and are
motivated with individual work.
Respondents are somewhat satisfied with the guidance and motivation provided by their
supervisor.
Respondents are somewhat satisfied with the safe environment in the factory.
Suggestions: -
• The factory should provide better and adequate training program and health care benefits.
• The factory should improve working condition so it would not affect employee’s happiness.
• The factory should provide proper incentives and should provide bonus as per the work.
• The factory should give paid leaves and tour to balance employees work-life.

47 | P a g e
Chapter – 7
Conclusion

48 | P a g e
Conclusion:
This research proof that HAPPINESS is an important part of human
psychology. Happiness indirectly motivates employee which makes a person
want to work towards a goal. It makes people want to act. Most of the
respondents are highly satisfied with the promotion policy at present, and
somewhat happy with the salary increments which were given to them, non-
financial incentives, financial incentives, paid leaves, leaves they get per year,
total benefit package, housing facilities, individual work. This study also
concludes that working relationship with supervisor also reward and praise,
participation in factory management, lunch breaks, rest breaks and housing
facilities provided by the organization can make an employee happy. The
respondents are satisfied with incentives and other benefits, regular bonus,
guidance and motivation, competition between peers and coworkers, payment,
personnel policies, teamwork, new skills, training, health care benefits,
financial assistance for education, medical facility, training, job security and
nature of work which can directly or indirectly make a person happy.

49 | P a g e
CHAPTER 8
REFERENCES

50 | P a g e
Bibliography
Agota Kun, Peter Gadanecz. (2019). Workplace happiness, well-being and their relationship
with psychological capital: A study of Hungarian Teachers. Current Psychology, 15.
Ana Suzete Semedo, Arnaldo Coelho, Neuza Ribeiro. (2019). Authentic leadership, happiness
at work and affective commitment: An empirical study in Cape Verde. European
Business Review, Vol. 31, 22.
Baek-Kyoo Joo, Insuk Lee. (2017). Workplace happiness: work engagement, career
satisfaction and subjective well-being. Evidence-based HRM: a Global Forum for
Empirical Scholarship, Vol. 5, No. 2, 17.
Christoph Egermann. (2018). The effect of employees’ happiness on their productivity.
Applied Econometrics, 17.
Dr. Gudivada Venkat Rao, Vijaya Lakshmi, Rama Goswami. (2017). A Study on Factors of
workplace happiness. International Journal of Marketing & Financial Management,
Vol 5, Issue 8, 16.
Dr. Marlina Merdeka Nor Hafizah Md Isa, Dr. Syed Azizi Wafa Syed Khalid Wafa. (2020). The
Determinants of happiness at workplace amongst workers in the government sector
in Lahad Datu, Sabah. South East Asia Journal of Contemporary Business, Economics
and Law, Vol. 21, Issue 2, 11.
Gyumin Lee, Vincent P. Magnini, BeomCheol (Peter) Kim. (2011). Employee satisfaction with
schedule flexibility: Psychological antecedents and consequences within the
workplace. International Journal of Hospitality Management, 9.
schedule flexibility: Psychological antecedents and consequences within the
workplace. International Journal of Hospitality Management, 9.
Hamidreza Barzegar Moghadam, Zahra Vazifeh, Hamid Okati. (2017). A study of factors
affecting the happiness of staff members of Zabol University of Medical Sciences.
World Journal of Environmental Biosciences, Volume 6, 8.
Jarrod Haar, Anja Schmitz, Annamaria Di Fabio, and Urs Daellenbach. (2019). The Role of
Relationships at Work and Happiness: A Moderated Mediation Study of New
Zealand Managers. Sustainability, 16.
Kemakorn Chaiprasit, Orapin Santidhirakul. (2011). Happiness at Work of Employees in Small
and Medium-sized Enterprises, Thailand. Procedia- Social and Behavioral Sciences,
12.

51 | P a g e
Kemakorn Chaiprasit, Orapin Santidhirakul. (2011). Happiness at Work of Employees in Small
and Medium-sized Enterprises, Thailand. Procedia- Social and Behavioral Sciences,
12.
Khairunesa Isa, Zahrul Akmal Damin, Lutfan Jaes, Azmi Abdul Latiff, Abdul Halim Abdul
Rahman, Abu Khari A’ain, Naim Maslan, Siti Solehah Tenah. (2019). Domains that
lead to happiness at workplace. International Journal of Engineering and Advanced
Technology (IJEAT), Vol-8, Issue-5C, 7.
Khaled adnan Bataineh. (2019). Impact of Work-Life Balance, Happiness at work, on
Employee Performance. International Business Research; Vol. 12, No. 2, 14.
Madiha Kiran, Sobia Khurram . (2018). Flexitime and Employee Happiness at Workplace in
Software Houses. Pakistan Journal of Commerce and Social Sciences, Vol. 12(3), 18.
Muhamad Khalil Omar, Nur Farah Syuhada Mohd Ramdani, Idaya Husna Mohd, Norashikin
Hussein. (2018). Organizational Happiness Index (OHI): A study of a Public University
in Malaysia. International Journal of Academic Research in Business & Social
Sciences, Vol.8, No. 11, 11.
Muhamad Khalil Omar, Ridhawati Zakaria, Azzarina Zakaria. (2016). Organizational
Happiness Index (OHI): Conceptualization and Operationalization of Measurement
among Employees in Service Industry. Social and Management Research Journal, 20.
Namita, Dr. Narendra Singh. (2017). Happiness of employees at work in manufacturing
industry, India. International Research Journal of Management Science &
Technology, Vol 8 Issue 6, 8.
Nasreen Awada, Siti Sarawati Hj. Johar, Fadillah Binti Ismail. (2019). The Effect of Employee
Happiness on Employee Performance in UAE: The Moderating role of Spirituality
and Emotional wellness. Journal of Social Science, 14.
Pelin Buruk, Omer Faruk Simsek & Ercan Kocayoruk. (2017). Higher-order Traits and
Happiness in the Workplace: The Importance of Occupational Project Scale for the
Evaluation of Characteristic Adaptations. The Journal of General Psychology, Vol.
144, 20.
Rajesh Kumar Upadhyay, Amar Kumar Mishra, Vipul Jain. (2019). Workplace spirituality and
subjective happiness at higher educational institutions: an Indian perspective. Int. J.
Work Organization and Emotion, Vol. 10, No. 4, 18.
Secil Tastan, Burcu Aydin Kucuk, Serin Isiacik. (2020). Towards Enhancing Happiness at Work
with the Lenses of Positive Organizational Behavior: the Roles of Psychological
Capital, Social Capital and Organizational Trust. Postmodern Openings, Vol. 11, 34.

52 | P a g e
Shinya Takeda, Shigeki Nakayama, Md. Sahab Uddin, Atsumi Hiramoto, Masahiko Inoue.
(2019). Correlation between Subjective happiness and pleasant activities at
workplace in nursing staff for older individuals in Japan. Community Mental Health
Journal, 8.
Thiruvenkadam.T, Sudarasan Jayasingh. (2018). Determinants of Employee Happiness in an
Information Technology Company in India. International Journal of Engineering &
Technology, 7(3.10) (2018) 173-178, 7.
Thomas A. Wright, Douglas G. Bonett, Russell Cropanzano. (2007). The Moderating Role of
Employee Positive Well Being on the Relation Between Job Satisfaction and Job
Performance. Journal of Occupational Health Psychology, 13.
Waleed Al-Ali, Ali Ameen, Osama Isaac, Gamal S. A. Khalifa, Ahmed Hamoud Shibami.
(2019). The mediating effect of job happiness on the relationship between job
satisfaction and employee performance and turnover intentions: A case study on
the oil and gas industry in the United Arab Emirates. Journal of Business and Retail
Management Research (JBRMR), Vol. 13 Issue 4, 14.
Zaki Abdullah, Duddy Roesmara Donna, Dinda Aisyah Najmi. (2019). Measuring Amil
Happiness Using Psychological Approach: Evidence from Yogyakarta, Indonesia.
International Journal of Zakat, 8.

53 | P a g e
CHAPTER 9
APPENDIX

54 | P a g e
QUESTIONNAIRE
Data are collected for research work and other than this has no other purpose. I hereby request
you to fill up this questionnaire that will give me the required information for study. This study is
only for the academic purpose & I promise you that information provided by you will never be
disclosed to anyone, under any circumstances. Please Tick [ ] the appropriate option.
SECTION A Demographic Profile:
(A) Name (optional):
(B) Organization(optional):
(C) Department(optional):
(D) Gender:
[ ] Male [ ] Female [ ] Transgender
(D) Age group:
[ ] 23 – 30 [ ] 31-40
[ ] 41- 50
(H) Education:
[ ] above 50
[ ] H.S.C [ ] Graduate
[ ] Post Graduate
(F) Marital status:
[ ] Above P.G
[ ] Unmarried [ ] Married
[ ] Other Specific
(E) Salary:
[ ] 15,000-20,000 [ ] 20,000-25,000

55 | P a g e
[ ] 25,000-30,000
(F) Work experience:
[ ] 30,000 above
[ ] Less than 6 months [ ] 6 months – 1 year
[ ] 1 - 3 years [ ] 3 – 5 years
[ ] 5 – 7 years [ ] More than 7 years
SECTION B Overall Happiness
Are you happy at workplace? How happy are you at the workplace? Please mark on “” the
answer Based on the following scale 1 = very unhappy 2 = somewhat unhappy 3 = neither happy
nor unhappy 4 = somewhat happy 5 = very happy
1 2 3 4 5
How happy are you at workplace being
part of this organization?
How happy are you with the working
conditions?
How happy are you with the basic
salary/pay provided to you?
How happy are you with the
superiors/managers of the company?
How happy are you with the promotion
in Company?
How happy are you with the work
environment of the Company?
SECTION C QUESTIONNAIRE

56 | P a g e
Indicate to what extent you agree with the following statements using 5-point scale given below;1-
Strongly disagree, 2-Disagree, 3-Neutral, 4-Agree, 5-Strongly agree
LIKERT SCALE
WELL-BEING 1 2 3 4 5
1 I have freedom to make important decisions regarding my work.
2 I am happy with the leaves provided by the organization.
3
I have a flexible working hour so I enjoy some quality time with my
family members.
4 I love the coffee at work.
5 I get vacations from my organization.
JOB 1 2 3 4 5
1 I am happy with the basic salary provided to me.
2 Salary matches with responsibilities and my performance level.
3 Financial rewards and bonus are good.
4 Yearly increments are provided to me.
5 I feel that my job allow me to develop new skills.
6 I receive appropriate recognition and appreciation for my work.
PEOPLE
1 I feel free to ask advice/support from my manager.
2 I enjoy to work with my colleagues/peer groups.
3 The colleagues are supportive and helpful.
4 I am able to coordinate with my peer groups.

57 | P a g e
5 The manager is supportive and helpful.
6 The manager provides proper instructions for every task.
7
Activities are conducted for maintaining harmony and proper
environment.
ORGANIZATION
1 I enjoy the organization’s culture.
2 I am aware with the vision and policy of the Company.
3 There is no communication gap in the organization.
4 My suggestions were also considered in decision-making.
5 The work is distributed equally in the organization.
6 I feel proud to work in this company.
7 I will refer a friend to apply for a job at this company.
+

59 | P a g e
Chi-Square Tests
Value df
Asymp. Sig.
(2-sided)
Pearson Chi-Square 1.063E2a
12 .000
Linear-by-Linear
Association
4.964 1 .026
Interpretation:
It has been observed that employees are somewhat happy with their working
condition.
a significant relationship between working condition and employee’s happiness.

60 | P a g e
Table No. 5.9
Chi-Square Tests
Value df
Asymp. Sig.
(2-sided)
9 .005
Linear-by-Linear
Association
.222 1 .638
Salary * Employees happiness
overall happiness
total
neutral agree
strongly
agree
18
salary
somewhat unhappy
count 5 2 1 0 8
expected
count
2.5 3.6 1.7 .1 8.0
neither happy nor
unhappy
count 12 8 3 1 24
expected
count
7.6 10.9 5.2 .2 24.0
somewhat happy
count 15 23 16 0 54
expected
count
17.1 24.6 11.8 .5 54.0
very happy
count 0 13 2 0 15
expected
count
4.8 6.8 3.3 .1 15.0
total
count 32 46 22 1 101
expected
count
32.0 46.0 22.0 1.0 101.0

61 | P a g e
Interpretation:
It has been observed that employees are somewhat happy with their salary.
Here it has been observed that the significance test value for workplace is more than
significance level 0.05 hence null hypothesis is not rejected. This suggest that there
is not a significant relationship between salary and employee’s happiness.
Table No. 5.10
Superiors * Employees Happiness
overall happiness
total
neutral agree
strongly
agree 18
superiors very unhappy count 0 0 1 0 1
expected
count
.3 .5 .2 .0 1.0
expected
count
.6 .9 .4 .0 2.0
neither happy nor
unhappy
count 9 7 2 0 18
expected
count
5.7 8.2 3.9 .2 18.0
expected
count
14.9 21.4 10.2 .5 47.0
expected
count
10.5 15.0 7.2 .3 33.0
total count 32 46 22 1 101
expected
count
32.0 46.0 22.0 1.0 101.0

62 | P a g e
Interpretation:
It has been observed that employees are somewhat happy with their superiors.
is not a significant relationship between superiors and employee’s happiness.
Chi-Square Tests
Value df
Asymp. Sig.
(2-sided)
12 .011
Linear-by-Linear
Association
.265 1 .606

63 | P a g e
Table No. 5.11
Chi-Square Tests
Value df Asymp. Sig. (2-sided)
12 .012
Linear-by-Linear
Association
2.774 1 .096
Promotion * Employees Happiness
overall happiness
total
neutral agree
strongly
agree 18
promotion very unhappy count 0 0 1 0 1
expected
count
.3 .5 .2 .0 1.0
expected
count
.6 .9 .4 .0 2.0
neither happy nor
unhappy
count 6 6 4 0 16
expected
count
5.1 7.3 3.5 .2 16.0
expected
count
12.7 18.2 8.7 .4 40.0
expected
count
13.3 19.1 9.1 .4 42.0
total count 32 46 22 1 101
expected
count
32.0 46.0 22.0 1.0 101.0

64 | P a g e
Interpretation:
It has been observed that employees are very happy with their promotions in the
company.
is not a significant relationship between promotions and employee’s happiness.
Table No. 5.12
Environment * Employees Happiness
overall happiness
total
neutral agree
strongly
agree 18
environment very unhappy count 0 2 0 0 2
expected
count
.6 .9 .4 .0 2.0
neither happy nor
unhappy
count 4 4 1 0 9
expected
count
2.9 4.1 2.0 .1 9.0
expected
count
16.5 23.7 11.3 .5 52.0
expected
count
11.7 16.9 8.1 .4 37.0
6 count 0 0 0 1 1
expected
count
.3 .5 .2 .0 1.0
total count 32 46 22 1 101
expected
count
32.0 46.0 22.0 1.0 101.0

65 | P a g e
Chi-Square Tests
Value df
Asymp. Sig.
(2-sided)
Pearson Chi-Square 1.069E2a
12 .000
Linear-by-Linear
Association
3.413 1 .065
Interpretation:
It has been observed that employees are somewhat happy with their working
environment.
a significant relationship between working environment and employee’s happiness.

66 | P a g e
C. Regression Analysis:
Table No. 5.13
Descriptive Statistics
mean std. deviation n
workplace 4.1881 .84514 101
overall happiness 4.0396 1.58064 101
Interpretation:
Here in the above table it has been observed that the workplace has a negative
correlation with the overall happiness of employee’s.
Table No. 5.14
Correlations
workplace
overall
happiness
Pearson correlation workplace 1.000 -.335
overall happiness -.335 1.000
sig. (1-tailed) workplace . .000
overall happiness .000 .
n workplace 101 101
overall happiness 101 101
working condition 4.2178 .81980 101

67 | P a g e
Correlations
working
condition
overall
happiness
Pearson correlation working condition 1.000 -.223
overall happiness -.223 1.000
sig. (1-tailed) working condition . .013
n working condition 101 101
Interpretation:
Here in the above table it has been observed that the working condition of
employees has a negative correlation with the overall happiness of employee’s.
Table No. 5.15
Correlations
salary
overall
happiness
Pearson correlation salary 1.000 .047
overall happiness .047 1.000
sig. (1-tailed) salary . .320
n salary 101 101
salary 3.7525 .80506 101

68 | P a g e
Interpretation:
Here in the above table it has been observed that the salary of employees has a
positive correlation with the overall happiness of employee’s.
Table No. 5.16
superiors 4.0792 .82077 101
Correlations
superiors
overall
happiness
Pearson correlation superiors 1.000 .052
sig. (1-tailed) superiors . .304
n superiors 101 101
Interpretation:
Here in the above table it has been observed that the superiors/managers in company
has a positive correlation with the overall happiness of employee’s.

69 | P a g e
Table No. 5.17
Interpretation:
Here in the above table it has been observed that the promotions of employees has a
positive correlation with the overall happiness of employee’s.
Table No. 5.18
promotion 4.1881 .84514 101
Correlations
promotion
overall
happiness
Pearson correlation promotion 1.000 .167
sig. (1-tailed) promotion . .048
n promotion 101 101
environment 4.2376 .78928 101

70 | P a g e
Interpretation:
Here in the above table it has been observed that the working environment of
employees has a positive correlation with the overall happiness of employee’s.
Correlations
environment
overall
happiness
Pearson correlation environment 1.000 .185
sig. (1-tailed) environment . .032
n environment 101 101

71 | P a g e
CHAPTER 6
FINDINGS AND RECOMMENDATIONS

72 | P a g e
5.1 Findings and Recommendations: -
The researcher found that,
• In Rajhans, majority of employees are male, married and belong to young age
group.
• Employees are somewhat happy with their workplace.
• Respondents are highly satisfied with promotions which motivate the
employees, with financial incentives provided by their organization and with the
higher designation provided by the organization.
• Respondents are satisfied with incentives and other benefits which influence
their happiness.
• Respondents are somewhat satisfied with the working relationship with
supervisor and are motivated with individual work.
• Respondents are somewhat satisfied with the guidance and motivation
provided by their supervisor.
• Respondents are somewhat satisfied with the safe environment in the factory.
Suggestions: -
• The factory should provide better and adequate training program and health care
benefits.
• The factory should improve working condition so it would not affect employee’s
happiness.
• The factory should provide proper incentives and should provide bonus as per the
work.
• The factory should give paid leaves and tour to balance employees work-life.

73 | P a g e
CHAPTER 7
CONCLUSION

74 | P a g e
Conclusion: -
This research proof that HAPPINESS is an important part of human psychology.
Happiness indirectly motivates employee which makes a person want to work
towards a goal. It makes people want to act. Most of the respondents are highly
satisfied with the promotion policy at present, and somewhat happy with the salary
increments which were given to them, non-financial incentives, financial
incentives, paid leaves, leaves they get per year, total benefit package, housing
facilities, individual work. This study also concludes that working relationship with
supervisor also reward and praise, participation in factory management, lunch
breaks, rest breaks and housing facilities provided by the organization can make an
employee happy. The respondents are satisfied with incentives and other benefits,
regular bonus, guidance and motivation, competition between peers and co-
workers, payment, personnel policies, teamwork, new skills, training, health care
benefits, financial assistance for education, medical facility, training, job security
and nature of work which can directly or indirectly make a person happy.

75 | P a g e
CHAPTER 8
REFERENCES

76 | P a g e
Bibliography
Agota Kun, Peter Gadanecz. (2019). Workplace happiness, well-being and their relationship with
psychological capital: A study of Hungarian Teachers. Current Psychology, 15.
Ana Suzete Semedo, Arnaldo Coelho, Neuza Ribeiro. (2019). Authentic leadership, happiness at
work and affective commitment: An empirical study in Cape Verde. European Business
Review, Vol. 31, 22.
Baek-Kyoo Joo, Insuk Lee. (2017). Workplace happiness: work engagement, career satisfaction
and subjective well-being. Evidence-based HRM: a Global Forum for Empirical
Scholarship, Vol. 5, No. 2, 17.
Christoph Egermann. (2018). The effect of employees’ happiness on their productivity. Applied
Econometrics, 17.
Dr. Gudivada Venkat Rao, Vijaya Lakshmi, Rama Goswami. (2017). A Study on Factors of
workplace happiness. International Journal of Marketing & Financial Management, Vol
5, Issue 8, 16.
Dr. Marlina Merdeka Nor Hafizah Md Isa, Dr. Syed Azizi Wafa Syed Khalid Wafa. (2020). The
Determinants of happiness at workplace amongst workers in the government sector in
Lahad Datu, Sabah. South East Asia Journal of Contemporary Business, Economics and
Law, Vol. 21, Issue 2, 11.
schedule flexibility: Psychological antecedents and consequences within the workplace.
International Journal of Hospitality Management, 9.
schedule flexibility: Psychological antecedents and consequences within the workplace.
International Journal of Hospitality Management, 9.
Hamidreza Barzegar Moghadam, Zahra Vazifeh, Hamid Okati. (2017). A study of factors affecting
the happiness of staff members of Zabol University of Medical Sciences. World Journal of
Environmental Biosciences, Volume 6, 8.
Jarrod Haar, Anja Schmitz, Annamaria Di Fabio, and Urs Daellenbach. (2019). The Role of
Relationships at Work and Happiness: A Moderated Mediation Study of New Zealand
Managers. Sustainability, 16.
Kemakorn Chaiprasit, Orapin Santidhirakul. (2011). Happiness at Work of Employees in Small and
Medium-sized Enterprises, Thailand. Procedia- Social and Behavioral Sciences, 12.
Kemakorn Chaiprasit, Orapin Santidhirakul. (2011). Happiness at Work of Employees in Small and
Medium-sized Enterprises, Thailand. Procedia- Social and Behavioral Sciences, 12.

77 | P a g e
Khairunesa Isa, Zahrul Akmal Damin, Lutfan Jaes, Azmi Abdul Latiff, Abdul Halim Abdul
Rahman, Abu Khari A’ain, Naim Maslan, Siti Solehah Tenah. (2019). Domains that lead
to happiness at workplace. International Journal of Engineering and Advanced Technology
(IJEAT), Vol-8, Issue-5C, 7.
Khaled adnan Bataineh. (2019). Impact of Work-Life Balance, Happiness at work, on Employee
Performance. International Business Research; Vol. 12, No. 2, 14.
Madiha Kiran, Sobia Khurram . (2018). Flexitime and Employee Happiness at Workplace in
Software Houses. Pakistan Journal of Commerce and Social Sciences, Vol. 12(3), 18.
Muhamad Khalil Omar, Nur Farah Syuhada Mohd Ramdani, Idaya Husna Mohd, Norashikin
Hussein. (2018). Organizational Happiness Index (OHI): A study of a Public University in
Malaysia. International Journal of Academic Research in Business & Social Sciences,
Vol.8, No. 11, 11.
Muhamad Khalil Omar, Ridhawati Zakaria, Azzarina Zakaria. (2016). Organizational Happiness
Index (OHI): Conceptualization and Operationalization of Measurement among Employees
in Service Industry. Social and Management Research Journal, 20.
Namita, Dr. Narendra Singh. (2017). Happiness of employees at work in manufacturing industry,
India. International Research Journal of Management Science & Technology, Vol 8 Issue
6, 8.
Nasreen Awada, Siti Sarawati Hj. Johar, Fadillah Binti Ismail. (2019). The Effect of Employee
Happiness on Employee Performance in UAE: The Moderating role of Spirituality and
Emotional wellness. Journal of Social Science, 14.
Pelin Buruk, Omer Faruk Simsek & Ercan Kocayoruk. (2017). Higher-order Traits and Happiness
in the Workplace: The Importance of Occupational Project Scale for the Evaluation of
Characteristic Adaptations. The Journal of General Psychology, Vol. 144, 20.
Rajesh Kumar Upadhyay, Amar Kumar Mishra, Vipul Jain. (2019). Workplace spirituality and
subjective happiness at higher educational institutions: an Indian perspective. Int. J. Work
Organization and Emotion, Vol. 10, No. 4, 18.
Secil Tastan, Burcu Aydin Kucuk, Serin Isiacik. (2020). Towards Enhancing Happiness at Work
with the Lenses of Positive Organizational Behavior: the Roles of Psychological Capital,
Social Capital and Organizational Trust. Postmodern Openings, Vol. 11, 34.
Shinya Takeda, Shigeki Nakayama, Md. Sahab Uddin, Atsumi Hiramoto, Masahiko Inoue. (2019).
Correlation between Subjective happiness and pleasant activities at workplace in nursing
staff for older individuals in Japan. Community Mental Health Journal, 8.
Thiruvenkadam.T, Sudarasan Jayasingh. (2018). Determinants of Employee Happiness in an
Information Technology Company in India. International Journal of Engineering &
Technology, 7(3.10) (2018) 173-178, 7.

78 | P a g e
Thomas A. Wright, Douglas G. Bonett, Russell Cropanzano. (2007). The Moderating Role of
Employee Positive Well Being on the Relation Between Job Satisfaction and Job
Performance. Journal of Occupational Health Psychology, 13.
Waleed Al-Ali, Ali Ameen, Osama Isaac, Gamal S. A. Khalifa, Ahmed Hamoud Shibami. (2019).
The mediating effect of job happiness on the relationship between job satisfaction and
employee performance and turnover intentions: A case study on the oil and gas industry in
the United Arab Emirates. Journal of Business and Retail Management Research (JBRMR),
Vol. 13 Issue 4, 14.
Zaki Abdullah, Duddy Roesmara Donna, Dinda Aisyah Najmi. (2019). Measuring Amil Happiness
Using Psychological Approach: Evidence from Yogyakarta, Indonesia. International
Journal of Zakat, 8.

79 | P a g e
CHAPTER 9
APPENDIX

80 | P a g e
QUESTIONNAIRE
Data are collected for research work and other than this has no other purpose. I hereby request
you to fill up this questionnaire that will give me the required information for study. This study
is only for the academic purpose & I promise you that information provided by you willnever
be disclosed to anyone, under any circumstances.
Please Tick [ ✓] the appropriate option.
SECTION A Demographic Profile:
(A) Name (optional):
(B) Organization(optional):
(C) Department(optional):
(D) Gender:
[ ] Male [ ] Female [ ] Transgender
(D) Age group:
[ ] 23 – 30 [ ] 31-40
[
(H) Education:
] 41- 50 [ ] above 50
[ ] H.S.C [ ] Graduate
[ ] Post Graduate [ ] Above P.G
(F) Marital status:
[ ] Unmarried [ ] Married
[ ] Other Specific

81 | P a g e
(E) Salary:
[ ] 15,000-20,000 [ ] 20,000-25,000
[ ] 25,000-30,000 [ ] 30,000 above
(F) Work experience:
[ ] Less than 6 months [ ] 6 months – 1 year
[ ] 1 - 3 years [ ] 3 – 5 years
[ ] 5 – 7 years [ ] More than 7 years
SECTION B Overall Happiness
Are you happy at workplace? How happy are you at the workplace? Please mark on “” the
answer Based on the following scale 1 = very unhappy 2 = somewhat unhappy 3 =
neither happy nor unhappy 4 = somewhat happy 5 = very happy
1 2 3 4 5
How happy are you at workplace being
part of this organization?
How happy are you with the working
conditions?
How happy are you with the basic
salary/pay provided to you?
How happy are you with the
superiors/managers of the company?
How happy are you with the promotion in
Company?
How happy are you with the work
environment of the Company?

82 | P a g e
SECTION C QUESTIONNAIRE
Indicate to what extent you agree with the following statements using 5-point scale given
below;1-Strongly disagree, 2-Disagree, 3-Neutral, 4-Agree, 5-Strongly agree
LIKERT SCALE
WELL-BEING 1 2 3 4 5
1 I have freedom to make important decisions regarding my work.
2 I am happy with the leaves provided by the organization.
3
I have a flexible working hour so I enjoy some quality time with
my family members.
4 I love the coffee at work.
5 I get vacations from my organization.
JOB 1 2 3 4 5
1 I am happy with the basic salary provided to me.
2 Salary matches with responsibilities and my performance level.
3 Financial rewards and bonus are good.
4 Yearly increments are provided to me.
5 I feel that my job allow me to develop new skills.
6 I receive appropriate recognition and appreciation for my work.
PEOPLE
1 I feel free to ask advice/support from my manager.
2 I enjoy to work with my colleagues/peer groups.
3 The colleagues are supportive and helpful.

83 | P a g e
4 I am able to coordinate with my peer groups.
5 The manager is supportive and helpful.
6 The manager provides proper instructions for every task.
7
Activities are conducted for maintaining harmony and proper
environment.
ORGANIZATION
1 I enjoy the organization’s culture.
2 I am aware with the vision and policy of the Company.
3 There is no communication gap in the organization.
4 My suggestions were also considered in decision-making.
5 The work is distributed equally in the organization.
6 I feel proud to work in this company.
7 I will refer a friend to apply for a job at this company.
+

Employee Happiness Study at Rajhans Group

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Employee Happiness Study at Rajhans Group

Similar to Employee Happiness Study at Rajhans Group (20)

Recently uploaded

Recently uploaded (20)

Employee Happiness Study at Rajhans Group