This document discusses various factors that impact employee satisfaction and engagement in the workplace. It identifies hygiene factors like health, safety and benefits that employees expect. It also discusses intrinsic factors like responsibility, work-life balance and autonomy that positively motivate employees. Additionally, it outlines some common workplace issues like poor communication, discrimination and lack of accountability that negatively impact satisfaction.

1. PRESENTED TO : Miss. Nikita Shrivastava
PRESENTED BY : Akash Kumar
Anshul Talreja
Ishan Peter Vicent
Manas Gupta
Mohit Singh Parihar

2. Living conditions are
the everyday environment of
people, where they live, play
and work. These living
conditions are a product of
social and economic
circumstances and the physical
environment – all of which can
impact upon health – and are
outside of the immediate
control of the individual.

3. Working conditions are at the core of paid work and employment
relationships. Generally speaking, working conditions cover a broad
range of topics and issues, from working time (hours of work, rest
periods, and work schedules) to remuneration, as well as the physical
conditions and mental demands that exist in the workplace

5. Hygiene Factors
Hygiene factors are basic expectations that employees have of a working
environment. When these conditions aren't met, employees become
extremely dissatisfied. For example, an office worker may expect a
comfortable chair and a lunch break.
Health & Safety
A healthy and safe environment. Workplace related illness and injury are
a common problem in many industries. Efforts to make a job healthy and
safe may include processes, procedures and safety equipment.
Responsibility & Accountability
The responsibilities and accountability of a position. For example, a
position that includes burdensome or high-risk responsibilities as
compared to a position that has highly achievable objectives.

6. Remuneration
Gainful employment that provides a wage that is competitive given the talent
of an individual and the demands of a job. Where working conditions are poor,
salary may be increased as compensation. For example, a position that is
stressful may be set at a higher pay level than an equivalent position that isn't
stressful.
Profit Sharing
Plans that allow employees to share in the success of a firm such as the
granting of stock.
Employee Benefits
Non-wage compensation such as insurance, disability income protection,
pension, parental leave, daycare, education support, vacation, sick leave,
housing allowances, commuting expenses and wellness programs.

7. Workload
The intensity and hours of work. For example, 40 hours of work with light
content such as long meetings as opposed to 50 hours on a fast moving
assembly line that involves physically exhausting work.
Work Schedule
The working schedule of a job. Employees typically prefer a standard,
predictable schedule. Irregular hours that change week to week can decrease
employee satisfaction. Short shifts may not be worth the effort of a commute
and disruption to schedule. Overly long shifts can be exhausting. Work during
non-standard hours can disrupt sleep and social interactions.
Occupational Stress
Stress related to workload, schedule, office politics, workplace conflict and
inherently stressful activities such as fielding complaints from dissatisfied
customers.

8. Work-Life Balance
Work-life balance is the degree to which an employee feels that their job
compliments and supports their quality of life as opposed to reducing it.
Commuting & Travel
Employees commonly find commuting and travel to be stressful. For example,
an employee who can walk to work may be more satisfied than an employee who
is often stuck in long traffic jams.
Autonomy
The degree of freedom that an employee enjoys in their work. In many cases,
knowledge workers are given significant leverage to achieve their objectives
according to their own style and methods.
Performance Management
The process of setting goals, evaluating performance, rewarding
performance, promoting people and handling low performance.

9. Controls
The internal controls that an employer implements to ensure employee
compliance to rules, regulations and norms. Controls can improve employee
satisfaction if they make a workplace more efficient and civil. Alternatively,
controls may be viewed as an administrative burden or needless paternalism.
Organizational Culture
The norms, expectations and shared symbols of an organization that evolve
over the course of its history. For example, an organization that expects
common courtesies such that coercive or rude behavior is not tolerated may
improve employee satisfaction.
Job Security
The likelihood or perceived likelihood that employment will be
terminated. Generally speaking, employees become extremely dissatisfied
if they feel they are likely to be dismissed. As such, an environment of
stable employment where employees are regularly provided with feedback
can improve working conditions.

10. Workplace issues are problems and risks that decrease employee satisfaction
and organizational performance. These are mostly intangible and intractable
problems of culture and systems. It is also common for workplace issues to
originate with upper management. The following are common examples of
workplace issues.

11. The following are common examples of workplace issues:
Communication Failure
Discrimination
Mismanagement
Lack of training
Lack of trust
Harassment
Lack of Accountability
Lack of confidence in management
Misinformation
Poor Ethics
Hygiene Factors
Low engagement

13. WAGES IN THE FASHION INDUSTRY
Many fashion brands assure their customers that the workers who made their
clothing are paid "at least the minimum legal wage". But what exactly does that
mean?
First of all, it means that many other brands do not even pay the minimum legal
salary!
WORKING HOURS
Garment workers are often forced to work 14 to 16 hours a day, 7 days a week.
During peak season, they may work until 2 or 3 am to meet the fashion brand's
deadline. Their basic wages are so low that they cannot refuse overtime - aside
from the fact that many would be fired if they refused to work overtime. In some
cases, overtime is not even paid at all.

14. HEALTH AND SAFETY
CONDITIONS
The collapse of the Rana Plaza in 2013, killing 1134
garment workers in Dhaka, Bangladesh, has
revealed the unacceptable working conditions of
the whole fashion industry to the world.
Employees usually work with no ventilation,
breathing in toxic substances, inhaling fiber
dust or blasted sand in unsafe buildings.
Accidents, fires, injuries, and disease are very
frequent occurrences on textile production sites.
On top of that, clothing workers regularly face
verbal and physical abuse. In some cases, when
they fail to meet their (unreachable) daily target,
they are insulted, denied breaks, or not allowed
to drink water.

15. CHILD LABOUR IN THE
FASHION INDUSTRY
160 million children in the world are forced to
work. Because the fashion industry requires low-
skilled labour, child labour is particularly
common in this industry.
In South India, for example, 100,000 girls work
under the Sumangali scheme, a practice which
involves sending young girls from poor families
to work in a textile factory for three or five years
in exchange for a basic wage and a lump sum
payment at the end to pay for their dowry. Girls
are overworked and live in appalling conditions
that can be classified as modern slavery.

16. UNIONS RESTRICTIONS IN THE
FASHION INDUSTRY
In most of these factories, garment workers are not
allowed to form unions to defend their rights
collectively.
Governments’ laws and specific regulations in
export zones where factories are established often
restrict the creation of unions, like in Bangladesh,
where only 10% of the 4,500 garment factories have
a registered union.
Some factories owners also threaten or physically
attack unions members or fire them with total
impunity, which does not encourage employees to
form unions.

17. Positive reinforcement
A simple example of positive reinforcement is giving out bonuses for
achieving specific goals. Employees who reach measurable goals
receive a bonus, which encourages them to work more efficiently.
Bonuses can help to build a healthy competition among employees.
However, they're not going to provide much of a motivational boost if
the bonus is too weak. The most basic form of positive reinforcement
involves an employee offering their skills to a business and the business
then pays. This cycle continues for the duration of the business
relationship. Moreover, offering competitive salaries is another
effective way to implement positive reinforcement in the workplace

18. Open communication
One way to improve employee engagement is to make the workplace a place
of open communication. Employees feel more engaged when they are given
the opportunity to voice their concerns and ideas. Feeling valued is a
powerful motivator. The difference between a happy employee who puts forth
their best effort every day and one who gives minimal effort is a matter of
feeling progress. By fostering open communication, you can create a positive
working environment where everyone can contribute their ideas.
Flexible work schedules
Companies who provide employees with the option of choosing their own
work schedules have many benefits, including improved morale and
decreased stress. In fact, 68% of employees report feeling excessively
stressed and overburdened at work. By contrast, flexible work schedules
have been associated with a lower risk of work-related stress. However,
despite these benefits, employers must be wary of the potential for conflict
with employees.