The document is a project report on an employee satisfaction survey conducted at TEVA API INDIA LTD. Some key findings from the report include:
- Most employees expressed satisfaction with TEVA as an employer and felt they understood the company's long-term strategy.
- Over 96% of employees understood what the company is trying to achieve.
- The majority of employees felt their work gave them a sense of personal accomplishment and that they received appropriate recognition for their contributions.
- Confidence in company leadership was reported as more than enough by 19 employees and enough by 10 employees, with only 1 reporting less than enough confidence.
In under 3 sentences, this summary highlights the
Determinants of employee satisfaction (es) in public health service organizat...Alexander Decker
This document summarizes a study that aimed to determine the factors affecting employee satisfaction in public health service organizations (PHSOs) in Eastern Province, Sri Lanka. The study conducted a literature review on previous research related to employee satisfaction. It identified environmental, psychological, and structural factors as potential determinants of employee satisfaction in PHSOs based on the literature. The study collected primary data through questionnaires distributed to 100 employees at 3 government hospitals in Eastern Province. Factor analysis and regression analysis were used to analyze the data. The results found that the environmental, psychological, and structural factors identified were reliable determinants of employee satisfaction in PHSOs that explained around 93% of the variation in satisfaction levels.
Employee satisfaction is defined as how happy workers are with their job and work environment. High satisfaction implies improved performance and loyalty. Many factors influence satisfaction, including compensation, work environment, management support, and career growth. The study assesses employee satisfaction levels at a company through surveys and identifies relationship between satisfaction and personal factors. It aims to understand employee needs and suggest improvements to enhance satisfaction.
This dissertation examines a theoretical model of pay satisfaction consequences. It develops two typologies to explain the relationship between dimensions of pay satisfaction and various consequences. Through a combination of these typologies, a general model of pay satisfaction consequences is formed. The model proposes that different dimensions of pay satisfaction will influence different types of consequences in various ways. The model is tested using Heneman and Schwab's conceptualization of pay satisfaction.
To study and understand the level of satisfaction of employees working in VJ Industries and the various factors that influences the performance of an employee. This project was undertaken in order to completion of my UG
Employee satisfaction level at hindalco industries project reportBabasab Patil
The document discusses Hindalco Industries, a large aluminum and copper company in India. It provides details on Hindalco's history and operations, including its smelters, rolled product facilities, and research centers. The document also discusses Hindalco's subsidiaries and the history of one of its plants in Belgaum.
The document discusses conducting an employee satisfaction survey at Jagajampi Bajaj Pvt. Ltd. The objectives of the survey were to determine employee satisfaction levels and identify areas for improvement. A questionnaire was used to collect feedback from a sample of employees. The results would help management enhance working conditions and make any necessary changes.
This employee satisfaction survey asks questions to gather information about how employees feel about their job, position in the company, relationships with colleagues and managers, advancement opportunities, and overall satisfaction. It contains demographic questions about gender, tenure, age, and position. It also contains statements about various aspects of work where employees can select their level of agreement from strongly agree to strongly disagree. These aspects include overall satisfaction, recommendation of the company, communication, workload, learning opportunities, tools/resources, pay/benefits, and communication within departments. An optional comment field is also provided at the end.
This document summarizes research on the relationship between employee satisfaction and organizational performance. It discusses that while most research has focused on individual employee satisfaction and performance, theorists have suggested employee satisfaction should relate to organizational performance levels. The document reviews two studies that found positive relationships between aggregated employee satisfaction at the business unit or organizational level and various performance outcomes such as productivity, profitability, and customer satisfaction. However, both studies had limitations in generalizability across industries. Overall, the research suggests higher aggregated employee satisfaction within an organization or business unit may positively relate to organizational performance.
Determinants of employee satisfaction (es) in public health service organizat...Alexander Decker
This document summarizes a study that aimed to determine the factors affecting employee satisfaction in public health service organizations (PHSOs) in Eastern Province, Sri Lanka. The study conducted a literature review on previous research related to employee satisfaction. It identified environmental, psychological, and structural factors as potential determinants of employee satisfaction in PHSOs based on the literature. The study collected primary data through questionnaires distributed to 100 employees at 3 government hospitals in Eastern Province. Factor analysis and regression analysis were used to analyze the data. The results found that the environmental, psychological, and structural factors identified were reliable determinants of employee satisfaction in PHSOs that explained around 93% of the variation in satisfaction levels.
Employee satisfaction is defined as how happy workers are with their job and work environment. High satisfaction implies improved performance and loyalty. Many factors influence satisfaction, including compensation, work environment, management support, and career growth. The study assesses employee satisfaction levels at a company through surveys and identifies relationship between satisfaction and personal factors. It aims to understand employee needs and suggest improvements to enhance satisfaction.
This dissertation examines a theoretical model of pay satisfaction consequences. It develops two typologies to explain the relationship between dimensions of pay satisfaction and various consequences. Through a combination of these typologies, a general model of pay satisfaction consequences is formed. The model proposes that different dimensions of pay satisfaction will influence different types of consequences in various ways. The model is tested using Heneman and Schwab's conceptualization of pay satisfaction.
To study and understand the level of satisfaction of employees working in VJ Industries and the various factors that influences the performance of an employee. This project was undertaken in order to completion of my UG
Employee satisfaction level at hindalco industries project reportBabasab Patil
The document discusses Hindalco Industries, a large aluminum and copper company in India. It provides details on Hindalco's history and operations, including its smelters, rolled product facilities, and research centers. The document also discusses Hindalco's subsidiaries and the history of one of its plants in Belgaum.
The document discusses conducting an employee satisfaction survey at Jagajampi Bajaj Pvt. Ltd. The objectives of the survey were to determine employee satisfaction levels and identify areas for improvement. A questionnaire was used to collect feedback from a sample of employees. The results would help management enhance working conditions and make any necessary changes.
This employee satisfaction survey asks questions to gather information about how employees feel about their job, position in the company, relationships with colleagues and managers, advancement opportunities, and overall satisfaction. It contains demographic questions about gender, tenure, age, and position. It also contains statements about various aspects of work where employees can select their level of agreement from strongly agree to strongly disagree. These aspects include overall satisfaction, recommendation of the company, communication, workload, learning opportunities, tools/resources, pay/benefits, and communication within departments. An optional comment field is also provided at the end.
This document summarizes research on the relationship between employee satisfaction and organizational performance. It discusses that while most research has focused on individual employee satisfaction and performance, theorists have suggested employee satisfaction should relate to organizational performance levels. The document reviews two studies that found positive relationships between aggregated employee satisfaction at the business unit or organizational level and various performance outcomes such as productivity, profitability, and customer satisfaction. However, both studies had limitations in generalizability across industries. Overall, the research suggests higher aggregated employee satisfaction within an organization or business unit may positively relate to organizational performance.
This is a slightly modified version (includes text of speaker notes) of the presentation that our CEO, Brennan, delivered at the CHRO Summit in Toronto. It focuses on why leaders need to focus on employee engagement more, why they don't currently and how to fix that.
Claire Lew provides a summary of 7 practices for doing more with less resources:
1) Question what "more" means and identify the single most important goal or metric.
2) Check in with the team to understand how changes are affecting morale and priorities.
3) Clearly describe the strategic change and its impacts to provide direction and manage expectations.
4) Follow up with the team to refine understanding and address concerns about the changes.
5) Establish frameworks and provide context for feedback to scale the new strategic mindset.
6) Develop leaders by focusing on areas like managing change and effective communication.
7) Slow down and manage one's own stress to ultimately enable faster team progress.
Want to learn How to Use Creativity In Management Sector? Then enroll yourself at MIT ID Innovation. It is one of the leading institutes in India for Innovation related courses.
For more details, visit : https://mitidinnovation.com/recreation/how-to-use-creativity-in-the-management-sector/
Nonprofit Insights: Making It Last with For-Profit CompaniesVolunteerMatch
The world of corporate-nonprofit partnerships is shifting – in a major way. The simple partnerships that used to characterize how nonprofits and for-profits worked together have become complicated, integrated relationships.
If you want to increase your organization's fundraising, brand awareness, volunteer involvement and build highly-effective partnerships with for-profit organizations, check out this VolunteerMatch webinar with Bruce Burtch, a leading expert in the field of cross-sector partnerships and cause marketing. Bruce walks us through the sea change occurring in the nonprofit/for-profit relationship, and shares strategies for attracting and securing partnerships with companies that can create long-term benefits beyond simple funding.
No matter what your experience working with companies, this presentation will help you gain an updated perspective on how nonprofits can build strong, lasting relationships with companies.
Build an Innovation Engine in 90 Days Webinar
Share on email EMAILShare on print PRINT More Sharing Services SHARE
By Scott D. Anthony and David Duncan
Today's innovators face a dilemma: Ad hoc innovation efforts like hack-a-thons are easy to do but rarely pay off. Yet building large-scale innovation functions can require big change and take time to produce major results.
There's an intermediate option: The "minimum viable innovation system" - a reliable and repeatable innovation capability that can be up and running in 90 days.
In this webinar Innosight's Scott D. Anthony and David Duncan, coauthors of the new Harvard Business Review article "Build an Innovation Engine in 90 Days," share how to build a lean and mean innovation system in your organization.
Building compelling business cases for Design SystemsLaura Van Doore
This talk was originally presented at Web Directions Summit 2018 in sunny Sydney.
Design Systems have reached peak popularity. It’s no secret that the topic of Design Systems have been an outrageously popular topic over the past few years. Every design team has either built one, is building one, or wants to build one. But it’s not designers who we have to convince when it comes to investing in the build of a design system. Especially if we aren’t lucky enough to be in an organisation where design has a ‘seat at the table’. How can we sell the benefits of a design system with more focus on appealing to upper management, who may not see the same benefits we do?
This talk is aimed primarily at designers, but may also interest product managers, front end developers & other roles core to a product team. It will be of most benefit to those who are either looking to introduce a design system into their organisation, or to bolster their case to increase the business investment in an existing design system. The aim of the session is to equip the audience with the right tools & mindset to effectively sell a design system project to higher levels of business function within their organisation.
The document outlines five skills that lead to great work: asking the right question, seeing for yourself, talking to your outer circle, improving the mix, and delivering the difference. While most employees believe everyone should do great work, only 65% report that all employees actually do so. The document also finds gaps between the skills needed for great work and the percentage of employees that have mastered them, such as only 18% being good at asking the right question. It recommends that leaders recognize employees for their great work, as recognition significantly improves employees' skills and ability to deliver innovation. Empowering employees to do great work through recognition can result in positive business outcomes.
This document discusses what makes a company one of the "Best Places to Work" according to employee feedback on Glassdoor. It notes that common attributes seen in top companies are a clear vision, strong leadership, and transparency. It recommends that companies listen to employee feedback, respond rapidly and considerately to issues raised, and track what employee comments say about what works and what doesn't in order to improve. It encourages companies to get a free Glassdoor employer account to facilitate transparency and engagement with current and prospective employees.
Avalaunch Media Double Diamond Digital Series March 2019Avalaunch Media
Speaker presentations from Avalaunch Media's second Utah Google Day. "Elevation Performance with Experimentation and Optimization." Salt Lake City, March 2019.
The document discusses making board meetings for startups more effective by moving them online and making them continuous rather than periodic in-person meetings. It proposes creating an online platform where founders can blog their progress, including business model testing results and canvases. Advisors and investors could then continuously and remotely view progress, provide real-time feedback, and have their questions answered without long lag times between traditional board meetings. This would help startups get more experienced advice, improve the guidance they receive, and eliminate geography as a barrier to investment. It could also increase investors' visibility into portfolio companies and allow them to scale their involvement. The document provides an example demo of how such a platform may work.
Questback "Employee engagement is evolving - are you?"Questback UK
People born after 1980 make up around 30% of the current workforce. Why is this important to HR? Because, this generation, these “millenials”, are very different from their predecessors. They expect everything to be online, on-demand and suited to their individual needs, and they expect to give and receive feedback all the time through a variety of different channels. By 2025, around 75% of staff will be “digital natives”.
In this webinar, Questback – in association with Personnel Today – look at how traditional employee engagement surveys fail to deliver. We also examine how the way in which we collect and deliver feedback needs to evolve to adapt to the changing demographics of the workforce.
The document discusses frameworks for early stage company growth, covering topics such as crossing the chasm model, hype curve, and the 8 fundamental parts of company building: idea, team, customer development, market development, business plan, operations, product, and fundraising. It provides guidance on validating ideas, building a strong team, gathering customer feedback, developing markets, creating business plans, running operations, and targeting the right investors at different stages. The overall message is that all parts are important for startup success, and companies should learn and iterate constantly.
InMobi - Creating an environment in which people thrive - 2017Kevin Freitas
The document discusses building an engaging workplace culture at InMobi. It outlines several principles for driving engagement, including not requiring monetary incentives to feel valued, trusting employees to solve issues, and ensuring fairness and visible rewards. Specific practices highlighted include opportunity programs, celebrations, health clubs, continuous feedback platforms, recognition awards, equal benefits, and aligning all practices to the company's culture and values. The results of these efforts include high internal engagement scores, many referrals and few open positions due to internal mobility.
Recent statistics indicate that 97% of organizations conduct Agile initiatives but only 6% of these initiatives come to enable greater adaptability to market conditions. This is worrying.
How can we improve this outcome?
Which is the key element that can enable obtaining better results?
becoming a leading innovative organization basic presentationAtul Dighe
This document discusses how leading innovative organizations challenge assumptions, identify disruptive forces, tap into privileged insights, and foster an innovative mindset. Specifically, it recommends that organizations:
1) Identify and address biases to challenge normalcy and status quo thinking.
2) Scan the environment to identify disruptive trends and new competitors that could create opportunities.
3) Leverage existing insights from customers, operations, and the market to develop future advantages.
4) Foster an innovative culture where all employees question assumptions and actively seek new growth opportunities beyond the core business.
Participants will be able to:
Understand the evolution of employee rewards and recognition
Understand what employees really want out of work and be able to apply this understanding to implement a process to design recognition and reward systems
Know how why effective reward and recognition systems are important through their contribution to the business bottom-line
This document is a project report on job satisfaction submitted by a student named Avi Pipada. The report examines job satisfaction levels among employees of Fieldfresh Foods Pvt Ltd through a survey. Key findings include that most employees are satisfied with their job and feel their performance is affected by satisfaction levels. The report provides analysis of employee responses to an 11 question survey and concludes that overall job satisfaction is high due to good compensation, opportunities, and working conditions. Recommendations encourage providing rewards, training, achievable targets, and counseling to increase satisfaction.
The document discusses gamifying the workplace for Generation Y employees. It notes that Gen Y expects challenges and engagement from work similar to games. It proposes a gamified project management tool called the "Gamified WorkLife" tool that incorporates elements like:
1) Real-time feedback on performance and progress through meters.
2) Transparency through visible reputations, badges and rankings compared to peers.
3) Goal-setting through tasks and milestones that provide a sense of small, frequent wins through a points/reputation system and badges.
IJERA (International journal of Engineering Research and Applications) is International online, ... peer reviewed journal. For more detail or submit your article, please visit www.ijera.com
Job Finding Apps Everything You Need to Know in 2024SnapJob
SnapJob is revolutionizing the way people connect with work opportunities and find talented professionals for their projects. Find your dream job with ease using the best job finding apps. Discover top-rated apps that connect you with employers, provide personalized job recommendations, and streamline the application process. Explore features, ratings, and reviews to find the app that suits your needs and helps you land your next opportunity.
This is a slightly modified version (includes text of speaker notes) of the presentation that our CEO, Brennan, delivered at the CHRO Summit in Toronto. It focuses on why leaders need to focus on employee engagement more, why they don't currently and how to fix that.
Claire Lew provides a summary of 7 practices for doing more with less resources:
1) Question what "more" means and identify the single most important goal or metric.
2) Check in with the team to understand how changes are affecting morale and priorities.
3) Clearly describe the strategic change and its impacts to provide direction and manage expectations.
4) Follow up with the team to refine understanding and address concerns about the changes.
5) Establish frameworks and provide context for feedback to scale the new strategic mindset.
6) Develop leaders by focusing on areas like managing change and effective communication.
7) Slow down and manage one's own stress to ultimately enable faster team progress.
Want to learn How to Use Creativity In Management Sector? Then enroll yourself at MIT ID Innovation. It is one of the leading institutes in India for Innovation related courses.
For more details, visit : https://mitidinnovation.com/recreation/how-to-use-creativity-in-the-management-sector/
Nonprofit Insights: Making It Last with For-Profit CompaniesVolunteerMatch
The world of corporate-nonprofit partnerships is shifting – in a major way. The simple partnerships that used to characterize how nonprofits and for-profits worked together have become complicated, integrated relationships.
If you want to increase your organization's fundraising, brand awareness, volunteer involvement and build highly-effective partnerships with for-profit organizations, check out this VolunteerMatch webinar with Bruce Burtch, a leading expert in the field of cross-sector partnerships and cause marketing. Bruce walks us through the sea change occurring in the nonprofit/for-profit relationship, and shares strategies for attracting and securing partnerships with companies that can create long-term benefits beyond simple funding.
No matter what your experience working with companies, this presentation will help you gain an updated perspective on how nonprofits can build strong, lasting relationships with companies.
Build an Innovation Engine in 90 Days Webinar
Share on email EMAILShare on print PRINT More Sharing Services SHARE
By Scott D. Anthony and David Duncan
Today's innovators face a dilemma: Ad hoc innovation efforts like hack-a-thons are easy to do but rarely pay off. Yet building large-scale innovation functions can require big change and take time to produce major results.
There's an intermediate option: The "minimum viable innovation system" - a reliable and repeatable innovation capability that can be up and running in 90 days.
In this webinar Innosight's Scott D. Anthony and David Duncan, coauthors of the new Harvard Business Review article "Build an Innovation Engine in 90 Days," share how to build a lean and mean innovation system in your organization.
Building compelling business cases for Design SystemsLaura Van Doore
This talk was originally presented at Web Directions Summit 2018 in sunny Sydney.
Design Systems have reached peak popularity. It’s no secret that the topic of Design Systems have been an outrageously popular topic over the past few years. Every design team has either built one, is building one, or wants to build one. But it’s not designers who we have to convince when it comes to investing in the build of a design system. Especially if we aren’t lucky enough to be in an organisation where design has a ‘seat at the table’. How can we sell the benefits of a design system with more focus on appealing to upper management, who may not see the same benefits we do?
This talk is aimed primarily at designers, but may also interest product managers, front end developers & other roles core to a product team. It will be of most benefit to those who are either looking to introduce a design system into their organisation, or to bolster their case to increase the business investment in an existing design system. The aim of the session is to equip the audience with the right tools & mindset to effectively sell a design system project to higher levels of business function within their organisation.
The document outlines five skills that lead to great work: asking the right question, seeing for yourself, talking to your outer circle, improving the mix, and delivering the difference. While most employees believe everyone should do great work, only 65% report that all employees actually do so. The document also finds gaps between the skills needed for great work and the percentage of employees that have mastered them, such as only 18% being good at asking the right question. It recommends that leaders recognize employees for their great work, as recognition significantly improves employees' skills and ability to deliver innovation. Empowering employees to do great work through recognition can result in positive business outcomes.
This document discusses what makes a company one of the "Best Places to Work" according to employee feedback on Glassdoor. It notes that common attributes seen in top companies are a clear vision, strong leadership, and transparency. It recommends that companies listen to employee feedback, respond rapidly and considerately to issues raised, and track what employee comments say about what works and what doesn't in order to improve. It encourages companies to get a free Glassdoor employer account to facilitate transparency and engagement with current and prospective employees.
Avalaunch Media Double Diamond Digital Series March 2019Avalaunch Media
Speaker presentations from Avalaunch Media's second Utah Google Day. "Elevation Performance with Experimentation and Optimization." Salt Lake City, March 2019.
The document discusses making board meetings for startups more effective by moving them online and making them continuous rather than periodic in-person meetings. It proposes creating an online platform where founders can blog their progress, including business model testing results and canvases. Advisors and investors could then continuously and remotely view progress, provide real-time feedback, and have their questions answered without long lag times between traditional board meetings. This would help startups get more experienced advice, improve the guidance they receive, and eliminate geography as a barrier to investment. It could also increase investors' visibility into portfolio companies and allow them to scale their involvement. The document provides an example demo of how such a platform may work.
Questback "Employee engagement is evolving - are you?"Questback UK
People born after 1980 make up around 30% of the current workforce. Why is this important to HR? Because, this generation, these “millenials”, are very different from their predecessors. They expect everything to be online, on-demand and suited to their individual needs, and they expect to give and receive feedback all the time through a variety of different channels. By 2025, around 75% of staff will be “digital natives”.
In this webinar, Questback – in association with Personnel Today – look at how traditional employee engagement surveys fail to deliver. We also examine how the way in which we collect and deliver feedback needs to evolve to adapt to the changing demographics of the workforce.
The document discusses frameworks for early stage company growth, covering topics such as crossing the chasm model, hype curve, and the 8 fundamental parts of company building: idea, team, customer development, market development, business plan, operations, product, and fundraising. It provides guidance on validating ideas, building a strong team, gathering customer feedback, developing markets, creating business plans, running operations, and targeting the right investors at different stages. The overall message is that all parts are important for startup success, and companies should learn and iterate constantly.
InMobi - Creating an environment in which people thrive - 2017Kevin Freitas
The document discusses building an engaging workplace culture at InMobi. It outlines several principles for driving engagement, including not requiring monetary incentives to feel valued, trusting employees to solve issues, and ensuring fairness and visible rewards. Specific practices highlighted include opportunity programs, celebrations, health clubs, continuous feedback platforms, recognition awards, equal benefits, and aligning all practices to the company's culture and values. The results of these efforts include high internal engagement scores, many referrals and few open positions due to internal mobility.
Recent statistics indicate that 97% of organizations conduct Agile initiatives but only 6% of these initiatives come to enable greater adaptability to market conditions. This is worrying.
How can we improve this outcome?
Which is the key element that can enable obtaining better results?
becoming a leading innovative organization basic presentationAtul Dighe
This document discusses how leading innovative organizations challenge assumptions, identify disruptive forces, tap into privileged insights, and foster an innovative mindset. Specifically, it recommends that organizations:
1) Identify and address biases to challenge normalcy and status quo thinking.
2) Scan the environment to identify disruptive trends and new competitors that could create opportunities.
3) Leverage existing insights from customers, operations, and the market to develop future advantages.
4) Foster an innovative culture where all employees question assumptions and actively seek new growth opportunities beyond the core business.
Participants will be able to:
Understand the evolution of employee rewards and recognition
Understand what employees really want out of work and be able to apply this understanding to implement a process to design recognition and reward systems
Know how why effective reward and recognition systems are important through their contribution to the business bottom-line
This document is a project report on job satisfaction submitted by a student named Avi Pipada. The report examines job satisfaction levels among employees of Fieldfresh Foods Pvt Ltd through a survey. Key findings include that most employees are satisfied with their job and feel their performance is affected by satisfaction levels. The report provides analysis of employee responses to an 11 question survey and concludes that overall job satisfaction is high due to good compensation, opportunities, and working conditions. Recommendations encourage providing rewards, training, achievable targets, and counseling to increase satisfaction.
The document discusses gamifying the workplace for Generation Y employees. It notes that Gen Y expects challenges and engagement from work similar to games. It proposes a gamified project management tool called the "Gamified WorkLife" tool that incorporates elements like:
1) Real-time feedback on performance and progress through meters.
2) Transparency through visible reputations, badges and rankings compared to peers.
3) Goal-setting through tasks and milestones that provide a sense of small, frequent wins through a points/reputation system and badges.
IJERA (International journal of Engineering Research and Applications) is International online, ... peer reviewed journal. For more detail or submit your article, please visit www.ijera.com
Job Finding Apps Everything You Need to Know in 2024SnapJob
SnapJob is revolutionizing the way people connect with work opportunities and find talented professionals for their projects. Find your dream job with ease using the best job finding apps. Discover top-rated apps that connect you with employers, provide personalized job recommendations, and streamline the application process. Explore features, ratings, and reviews to find the app that suits your needs and helps you land your next opportunity.
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
Leadership Ambassador club Adventist modulekakomaeric00
Aims to equip people who aspire to become leaders with good qualities,and with Christian values and morals as per Biblical teachings.The you who aspire to be leaders should first read and understand what the ambassador module for leadership says about leadership and marry that to what the bible says.Christians sh
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Resumes, Cover Letters, and Applying OnlineBruce Bennett
This webinar showcases resume styles and the elements that go into building your resume. Every job application requires unique skills, and this session will show you how to improve your resume to match the jobs to which you are applying. Additionally, we will discuss cover letters and learn about ideas to include. Every job application requires unique skills so learn ways to give you the best chance of success when applying for a new position. Learn how to take advantage of all the features when uploading a job application to a company’s applicant tracking system.
1. ←
←
←
←A
←PROJECT REPORT
←ON
←EMPLOYEE SATISFACTION SURVEY
←
←SUBMITTED TO
←
←EMPI B-SCHOOL, NEW DELHI
←In partial fulfilment of the requirement for the award of the Post
Graduate Programme of
←RESEARCH & BUSINESS ANALYTICS
←
QuickTimeª and a
decompressor
are needed to see this picture.
←
←
←2008-2010
←
←
←SUBMITTED BY
←
DEEPIKA TYAGI
←
←submitted to
2. ←Mr. David Easow
←Director, Vc-Magtics
← INDEX
←
←
2
3. ←Sr. No ← Title ←Page No
←1 ←Acknowledgement ←03
←2 ←Employee Satisfaction Survey ←04
←3 ←Company Profile ←05
←4 ←Exclusive Summary ←07
←5 ←Objectives Of Survey ←08
←6 ←Research Methodology ←09
←7 ←Graphical Analysis of The ←11
Questionnaire
←8 ←Areas To Improving ←37
←9 ←Questionnaire ←38
←10 ←Bibliography ←41
3
5. ←
←
←
←
←
←
←
← ACKNOWLEDGEMENT
←
←
← Before I go on to elaborate and explain this
exhaustive piece of work, I would first and foremost like
to express my heartfelt gratitude to a few people who
have contributed to the successful completion of my
thesis.
←
← Heading the list is my guide Prof. NAGRANI without
whose invaluable support and constant guidance this
thesis would not have seen the light of day.
←
← I would like to thanks Mr. Vinay Agarwal (Vice
President) and Mr. Anant Kumar Singh (HR Manager) Of
TEVA API INDIA LTD. And all the respondents who spent
their valuable time to reply of my questions and therefore
helped me reach a conclusion. And lastly to my parents
who bear the expense of my project.
←
←
←
5
6. ←
← Employee Satisfaction Surveys
←
←
←The most common purpose for surveying employees is
satisfaction. Employee satisfaction surveys deal with
workplace issues, such as benefits, commitment to
diversity, and effective communications. The data from
these surveys helps paint a portrait of employee attitudes
and opinions. These kinds of surveys are particularly
useful after a company has undergone some sort of
change, such as a layoff, an acquisition, or a new
department head. They also help employers isolate the
root causes of persistent problems, such as low
productivity or high expenses.
←
←Employee satisfaction surveys help employers measure
and understand their employees' attitude, opinions,
motivation, and general satisfaction with their work
environment. Use employee satisfaction surveys to inform
employee decision making, benefits, work needs and
more.
←
←
←Employee satisfaction surveys provide valuable
data that can ultimately save your company money. Our
employee satisfaction surveys can:
←
←>> Measure employee satisfaction levels
←>> Track changes in employee satisfaction over time
←>> Improve overall satisfaction and retention
←
←
6
7. ←
←
← COMPANY PROFILE
←
←
QuickTimeª and a
decompressor
are needed to see this picture.
←
←
←
←
←
QuickTimeª and a
decompressor
are needed to see this picture.
7
8. ←
←
←Teva Pharmaceutical Industries Ltd. Is a global
pharmaceutical company specializing in the development,
production and marketing of generic and proprietary
branded pharmaceuticals as well as active pharmaceutical
ingredients. Teva is among the top 20 pharmaceutical
companies and among the largest generic pharmaceutical
companies in the world.
← Teva of Israel, the world's largest generics company,
made a quiet entry into the Indian market some two-and-
a-half years ago when it acquired JK Industries'
pharmaceuticals business.
←
←In the last one year, the company was reported to be in
talks with some leading Indian companies for an
acquisition. What added grist to the rumour mills was its
appointment of DS Brar, the former Ranbaxy honcho, as
its advisor in India.
←
←The backbone of Teva Pharmaceutical Industries is its
world-leading generic pharmaceuticals business. Through
subsidiary Teva Pharmaceuticals USA, the company
makes generic versions of brand-name antibiotics, heart
drugs, heartburn medications, and more -- in all about
300 generic products. Teva's US generic products include
equivalents of such blockbusters as antidepressant Prozac
and cholesterol drug Mevacor.
←
←The company, Israel's top drug maker, also develops
and manufactures proprietary drugs, including multiple
sclerosis treatment Copaxone and Parkinson's disease
treatment Azilect. Its active pharmaceutical ingredients
division makes drug components for Teva and other
pharmaceutical manufacturers.
←
8
9. ←
←
←
← EXECUTIVE SUMMARY
←The compiled report signifies level of employee
satisfaction in TEVA API INDIA LTD. Most of the
employees are satisfied with this company.
←Company has a very good image among its employees.
←
←Most of the employees know company’s strategy; they
have confidence in its leadership. Employees are satisfied
with this company.
←
←Most of the Employees are getting appropriate
recognition for their contribution. TEVA providing fair
salary to its employees for their work.
Teva as an organization really has a very bright future
because of its environment.
Organization is like a family where employees have to put
share of responsibilities and work in accordance with the
organization goal.
As far as employer-employee relationship is concerned
working in TEVA is very satisfactory. People always get
chance to show their talents and get recognized.
Management is quit approachable.
←
←
9
10. ←
← OBJECTIVES OF SURVEY
←
←
o Measure job satisfaction of the employees of TEVA API
INDIA LTD.
o To assess the general attitude of the employees
towards TEVA API INDIA LTD.
←
o To assess the level of commitment across process and
facilities.
←
o To analyze the strengths and weakness of TEVA as an
organization
o To help the management of the company to know
about the actions to be taken to increase the level of
satisfaction of the employees.
←
←
←
←
←
10
11. RESEARCH METHODOLOGY
←
←
←
RESEARCH PROCESS
Different steps are to be followed in the research process
and they are explained as below:
1. PROBLEM SOLVING
This is the basic step in the research process. It is well
said, “A problem well defined is half solved” here the
problem is “To analyze the attitudes of the employees
regarding the various benefits provided to them by TEVA
API INDIA LTD.”
2. RESEARCH DESIGN
Once the problem is defined the next step is the Research
Design. Research design is the basic framework, which
provides guidelines for the rest of the research process.
The research design for this project is descriptive research
design as descriptive studies attempt to obtain a complete
and accurate description of this situation. So in this study
full description of the attitudes of the employees
regarding the benefits provided to them will be known so
it is a descriptive study.
3. SAMPLING DESIGN
The sampling design used in this project is QUOTA
SAMPLING, as the sample of the employees for the survey
11
12. were selected from the organization from different quotas
as some managers were intervened, some executives and
few operators.
4. POPULATION
The total element of the universe from which the sample
is to be selected to be studied is known as population.
The populations of my research are the employees of
TEVA API INDIA LTD.
5. SAMPLE SIZE
The sample sizes for my project are 30 employees
working in the organization,
DATA COLLECTION
Following are the sources for the collection of data:
Primary source
Secondary source
DATA COLLECTION METHODS
There are three main methods of data collection
Observation
Experimentation
Survey
Direct interview method
I have selected survey method of data collection.
This is one of the common and widely used methods for
primary data collection. We can gather wide range of
valuable information about the behavior of the employee’s
viz. attitude, motive and options etc.
12
14. ←1. How long has you worked for Teva API India
LTD.?
← Less than one year
← One year to less than two years
← Two years to less than five years
← Five years to less than ten years
← Ten years or more
14
15. ←Analysis: -
9
Bars show counts
8
8
7
6
Count
4
3 3
2
1
Ten year or more
Less than one year
One year to Less than two year five year ten year
Two year to less than less than
Five year to
Question 1
←
←
←
←
15
17. ←Sr. ← Work with TEVA ←Value ←Percenta
no ge
←1 ←Less than one year ←8 ←26.67%
←2 ←One year to less than two year ←3 ←10.00%
←3 ←Two year to less than five year ←7 ←23.33%
←4 ←Five year to less than ten year ←3 ←10.00%
←5 ←Ten year or more ←9 ←30.00%
17
18. ← ← Total ←30 ←100%
←COMMENT: - 30% employees are working more than
ten year with TEVA, 26.67% working from less than one
year , 23.33% working from more than two year, 10%
are working from one year and 10% employees are
working from more than five year with this company.
←
←
←
←
←
←
←2. Overall, how satisfied are you with Teva API
India LTD. as an Employee?
← (a) Very Satisfied (b) Satisfied
← (c) Neither Satisfied nor dissatisfied
← (d) Dissatisfied (e) Very Dissatisfied
←Analysis: -
18
19. ←
17
Bars show counts
15 13
10
Count
5
1
0
Very satisfied Satisfied
Question 2
19
22. ←
←
←
←COMMENT: - 56.67% employees of the company are
satisfied with this company as an employee 43.33%
employees are very satisfied. Nobody is dissatisfied
←
←
←
←
←3. How satisfied are you that you understand the
long-term strategy of Teva API India LTD.?
← (a) Very Satisfied (b) Satisfied
← (c) Neither Satisfied nor dissatisfied
← (d) Dissatisfied (e) Very Dissatisfied
←Analysis: -
←
22
23. ←
17
Bars show counts
15
12
10
Count
5
1 1
0
Satisfied
Very satisfied Neither satisfied nor dissatisfied
Question 3
←
23
25. ← ← TOTA ←30 ←100%
L
←COMMENT: - Most of the employees (56.67%) are
satisfied that they understand the long term strategy of
TEVA, some of them (40%) very satisfied and very less
no (3.33%) of employee is neither satisfied nor
dissatisfied.
←
←
←
←
←4. Do you understand what Company Teva API
India LTD. as a Company, is trying to achieve?
← (a) Yes (b) No
←Analysis:-
←
25
26. ←
29
30
Bars show counts
20
Count
10
1 1
0
Yes No
Question 4
←
26
27. ←S. ← Understanding Level ←Value ←Percenta
no ge
←1 ←Yes ←29 ←96.67%
←2 ←No ←1 ← 3.33%
← ← TOT ←30 ← 100%
AL
←COMMENT: - Majority of the employees (96.67%) of the
company understand what is company’s objective & goal,
less no of employee (3.33%) don’t understand what
company TEVA API INDIA LTD. As a company is trying to
achieve
←
←
←
←
←
←
←
←
27
28. ←5. Do your work gives you a feeling of personal
accomplishment?
← (a) Yes (b) No
←Analysis: -
←
25
Bars show counts
25
20
15
Count
10
5
5
1
Yes No
Question 5
←
←
←
28
30. ←S. ← ←Value ←Percenta
no ge
←1 ←Yes ←25 ←83.33%
←2 ←No ←05 ←16.67%
← ← TOTA ←30 ←100%
L
←COMMENT:- Most of the employee’s (83.33%) work
give them the feeling of personal accomplishment , some
of them (16.67%) don’t feel personal accomplishment
from their work.
←
←
←
←
←
←
←
30
31. ←
←6. Do you receive any appropriate recognition for
your contributions?
← (a) Yes (b) No
←Analysis: -
←
31
32. ←
25
Bars show counts
25
20
15
Count
10
5
5
1
Yes No
Question 6
←
←
←
←
←
←S. ← ←Value ←Percenta
no ge
←1 ←Yes ←25 ←83.33%
←2 ←No ←5 ←16.67%
32
34. ←COMMENT: - Majority of the employees (83.33%)
receive appropriate recognition for their contribution,
some of them (16.67%) did not receive any appropriate
recognition.
←
←
←
←
←
←
←7. How much confidence you have in the
leadership of Teva API India LTD.?
←
← (a) More than Enough (b) Enough
34
35. ← (c) Less than Enough
Analysis:
19
Bars show counts
15
10
10
Count
5
1 1
0
Enough
More than enough Less than enough
Question 7
←
←
35
36. ←S. ← ←Value ←Percenta
no ge
←1 ←More than enough ←19 ←63.34%
←2 ←Enough ←10 ←30.33%
←3 ←Less than enough ←1 ← 3.33%
36
38. ←COMMENTS:- Majority of the Employees (63.34) of the
company have more than enough & some of them
(30.33%) enough confidence in the leadership of this
company, very less no of employee (3.33%) has less than
enough confidence in the leadership of TEVA.
←
←
←
←
←
←
←8. Your role at Teva API India LTD
← (a) Do you have enough authority to
← Make decisions you need to make?
←
← (a) Yes (b) No
38
39. ←
← Analysis: -
←
25
Bars show counts
25
20
15
Count
10
5
5
1
Yes No
Question 8 a
←
←
←S. ← ←Value ←Percenta
no ge
←1 ←Yes ←25 ←83.33%
←2 ←No ←05 ←16.67%
39
41. ←COMENTS: - In TEVA majority of the employees
(83.33%) have enough authority to make decisions what
they need to make, some of them (16.67%) don’t have
enough authority .
←
←
←
←
←
←(b) How satisfied are you with the type of work
that you do?
←
← (a) Very Satisfied (b) Satisfied
41
42. ← (c) Neither Satisfied nor dissatisfied
← (d) Dissatisfied (e) Very Dissatisfied
←
←Analysis:-
15
14 Bars show counts
15
10
Count
5
1 1
0
Satisfied
Very satisfied Neither satisfied nor satisfied
Question 8 b
←
42
44. ← ← TOTA ←30 ←100%
L
←COMMENT:- Majority of the employees (50.00%) are
satisfied with their work what they do, some of them
(46.67%) are very satisfied and very less no of employee
(3.33%) is neither satisfied nor dissatisfied.
←
←
←9. Did Teva API India LTD. Provide as much initial
training as you needed?
←
← (a) Yes (b) No
←
←Analysis: -
44
45. ←
19
Bars show counts
15
11
10
Count
5
1
0
Yes No
Question 9
←
←
←S. ← ←Value ←Percenta
no ge
←1 ←Yes ←19 ←63.33%
←2 ←No ←11 ←36.67%
45
47. ←
←COMMENTS: - Majority of the employees (63.33%) said
that TEVA provided initial training to as they needed
←
←
←
←
←
←
←
←
←10. Pay and Benefits
← (a) Is your salary fair for your responsibilities?
←
← (a) Yes (b) No
47
48. ←
←Analysis:
Bars show counts
Bar
20
15
Count
10
5
0
yes No
Question 10
←
←S. ← ←Value ←Percenta
no ge
←1 ←Yes ←22 ←73.33%
←2 ←No ←08 ←26.67%
48
50. ←
←
←
←
←COMMENT: - Majority of the employee’s (73.33%)
salary is fair for their responsibilities but some of the
employee’s (26.67%) salary is not fair for their
responsibilities.
←
←
←
←
←
←
←
←
←11. What can Teva API India LTD do to increase
your satisfaction as an employee?
50
51. ←SUGGETIONS:-
←
o Facilities: -
← - Schooling for children
← - Medical facility
←
o Technical training.
o Salary should be increase
o Company should provide some money and time to
spend Socially.
o Company should have some tie-up with some good
school of NCR for education of children.
o Company should arrange one trip in a year for
enjoyment of employees.
←
←
←
← AREAS TO IMPROVING
51
52. o Medical Facility should be available in the company
area.
o Schooling facility for the employee’s children.
o Time to time Training should be provided by the
company.
o Compensation
← - Salary
← - Benefits
←
o Opportunities for professional development
o Recognition
←
←
←
←
←
←
←
←
←
← QUESTIONNAIRE
←
52
53. Teva API India LTD. Employee Satisfaction
Survey
←
←
← Good morning, I’m Deepika Tyagi From ‘EMPI
Business School’ (New Delhi) I’m doing a survey
on employee’s satisfaction. It’s a project of my end
semester.
←
←Name ………………………………………………
←
← Age….
← 21 to 34
← 35 to 44
← 45 to 54
← 55 or older
←
← Sex….
← Male
← Female
←
← Signature………………………..
←
←
←1. How long has you worked for Teva API
India LTD.?
← Less than one year
← One year to less than two years
← Two years to less than five years
← Five years to less than ten years
← Ten years or more
53
54. ←2. Overall, how satisfied are you with Teva API
India LTD. as an Employee?
← (a) Very Satisfied
← (b) Satisfied
← (c) Neither Satisfied nor dissatisfied
← (d) Dissatisfied
← (e) Very Dissatisfied
←
←
←
←3. How satisfied are you that you understand the
long-term strategy of Teva API India LTD.?
← (a) Very Satisfied
← (b) Satisfied
← (c) Neither Satisfied nor dissatisfied
← (d) Dissatisfied
← (e) Very Dissatisfied
←
←
←
← 4. Do you understand what Company Teva API
India LTD. as a Company, is trying to achieve?
← (a) Yes
← (b) No
←
←
←
← 5. Do your work gives you a feeling of personal
← Accomplishment?
← (a) Yes
← (b) No
←
54
55. ←6. Do you receive any appropriate recognition for
your contributions?
← (a) Yes
← (b) No
←
←
←7. How much confidence you have in the
leadership of Teva API India LTD.?
← (a) More than Enough
← (b) Enough
← (c) Less than Enough
←
←
←8. Your role at Teva API India LTD
← (a) Do you have enough authority to make
decisions you need
← to Make?
← (a) Yes
← (b) No
← (b) How satisfied are you with the type of work
that you do?
← (a) Very Satisfied
← (b) Satisfied
← (c) Neither Satisfied nor dissatisfied
← (d) Dissatisfied
← (e) Very Dissatisfied
←9. Did Teva API India LTD. Provide as much
initial training as you needed?
← (a) Yes
← (b) No
←
←
55
56. ←10. Pay and Benefits
← (a) Is your salary fair for your
responsibilities?
← (a) Yes
← (b) No
←
←
←
←(b) Are there any benefits you would like added
to Teva API India LTD 's benefits package?
←
← Yes What would you like added?
←_______________________________________
_______________
← No
←11. What can Teva API India LTD do to
increase your satisfaction as an employee?
←
←
←
←
←
←
←
←
←
←
56