The document provides details from a presentation on employee satisfaction at Hero E-Cycles Pvt. Ltd. It includes:
- An introduction defining employee satisfaction and its importance.
- Research methodology describing a survey of 100 employees to measure satisfaction.
- Key findings from the survey showing most employees are satisfied with work conditions and compensation but some factors like stress, refreshments, and work-life balance could be improved.
- Suggestions including enhancing communication, improving refreshments, reducing stress, and increasing motivational activities.
- A conclusion that most employees are satisfied overall but some areas need further improvement.
The document discusses stress management in the workplace. It provides definitions of stress from researchers like Hans Selye who saw stress as not entirely negative. The document then outlines a study conducted among 100 employees at a company to understand sources of stress. The study found that over 50% of employees experienced work-related stress due to high workload. It was also found that over 70% of employees felt frustrated due to excessive stress. The document provides recommendations to help reduce stress through measures like yoga, scheduling work appropriately, and creating more awareness about stress management.
This study aimed to identify factors that influence employee job satisfaction and performance in Jordan's industrial sector. A survey of 147 employees found that the most significant factors affecting job satisfaction were salary and benefits. The top factors influencing an employee's decision to leave a job were low salary and a negative work environment. Statistical analysis revealed a significant relationship between these factors and employees' gender and age profiles. Specifically, salary and stress levels had a stronger influence on job satisfaction and intention to leave for female and younger employees.
The document discusses stress management and defines stress management as tools, strategies or techniques that reduce stress and its negative impacts on mental or physical well-being. It provides background on stress research over the last 100 years and definitions of stress from researchers like Hans Selye. The document also includes a case study that analyzed stress levels and causes among 100 employees at a company, finding that workload, long hours and meeting targets were top stressors and over 70% of employees felt frustrated due to excessive stress. Suggestions to address stress included redesigning jobs, offering yoga/meditation, and better work scheduling.
This document summarizes research into employee motivation in the workplace. A questionnaire found that most respondents were women aged 26-40 who felt motivation was important. While 70% were happy in their current job, only 60% felt motivated in their last job, suggesting demotivated employees change jobs. Employees are most motivated by feeling valued, given responsibilities, and having an understanding employer who provides flexibility. The conclusion recommends managers understand individual motivations to increase productivity and potential. Motivated employees will work efficiently to support company goals.
Compensation Package and Employee Job Satisfaction of First Security Islami B...Sakhawat Hossain
The document provides information about a presentation on compensation packages and employee job satisfaction at First Security Islami Bank Ltd. The presentation includes:
- An introduction of the presenter and the student conducting the study.
- The objectives of the study are to evaluate compensation policies, satisfaction levels, factors influencing satisfaction, and ways to improve satisfaction at First Security Islami Bank Ltd.
- The methodology includes primary data collection through interviews and questionnaires, and secondary data collection from sources like the bank's website and journals.
A Study on Effect of Motivation on Employee Job Performance at Anurag Group o...IRJET Journal
This study examines employee motivation at Anurag Group of Institutions in Hyderabad. The objectives are to identify motivational and demotivational factors for employees, and understand the impact of monetary and non-monetary benefits. A survey was conducted of 50 faculty members. The findings show that most employees are motivated by monetary incentives and have worked at the institution for 5 years or less. While the management is interested in motivation, other factors like workload demotivate employees. Most employees are satisfied with incentives and feedback to improve performance.
This document presents the results of a study on job satisfaction at THDC India Limited. It finds that good pay is the biggest motivator for employees. Most employees are optimistic about their future success with the company and feel the environment is suitable. The study also found that the company cares about its people and employees are satisfied with working conditions and benefits. Suggestions to improve job satisfaction include more regular feedback between employees and supervisors and improving relationships between coworkers. In conclusion, while employees are satisfied to an extent in their jobs, maintaining a supportive work environment is also important for employee performance.
- The document is a study on employee motivational practices conducted by Kanika Jain for her MBA.
- The objectives of the study are to study existing motivational practices, identify employee satisfaction levels, suggest ways to increase motivation, and identify the organization's motivational processes.
- A questionnaire was administered to 60 employees selected randomly from various departments to collect primary data, and secondary data was collected from sources like journals and company materials.
- The findings show that employees are moderately satisfied with incentives but promotion motivates most. Involvement in decision-making and benefits need improvement. Suggestions include improving policies, benefits, incentives, and including employees in decisions.
The document discusses stress management in the workplace. It provides definitions of stress from researchers like Hans Selye who saw stress as not entirely negative. The document then outlines a study conducted among 100 employees at a company to understand sources of stress. The study found that over 50% of employees experienced work-related stress due to high workload. It was also found that over 70% of employees felt frustrated due to excessive stress. The document provides recommendations to help reduce stress through measures like yoga, scheduling work appropriately, and creating more awareness about stress management.
This study aimed to identify factors that influence employee job satisfaction and performance in Jordan's industrial sector. A survey of 147 employees found that the most significant factors affecting job satisfaction were salary and benefits. The top factors influencing an employee's decision to leave a job were low salary and a negative work environment. Statistical analysis revealed a significant relationship between these factors and employees' gender and age profiles. Specifically, salary and stress levels had a stronger influence on job satisfaction and intention to leave for female and younger employees.
The document discusses stress management and defines stress management as tools, strategies or techniques that reduce stress and its negative impacts on mental or physical well-being. It provides background on stress research over the last 100 years and definitions of stress from researchers like Hans Selye. The document also includes a case study that analyzed stress levels and causes among 100 employees at a company, finding that workload, long hours and meeting targets were top stressors and over 70% of employees felt frustrated due to excessive stress. Suggestions to address stress included redesigning jobs, offering yoga/meditation, and better work scheduling.
This document summarizes research into employee motivation in the workplace. A questionnaire found that most respondents were women aged 26-40 who felt motivation was important. While 70% were happy in their current job, only 60% felt motivated in their last job, suggesting demotivated employees change jobs. Employees are most motivated by feeling valued, given responsibilities, and having an understanding employer who provides flexibility. The conclusion recommends managers understand individual motivations to increase productivity and potential. Motivated employees will work efficiently to support company goals.
Compensation Package and Employee Job Satisfaction of First Security Islami B...Sakhawat Hossain
The document provides information about a presentation on compensation packages and employee job satisfaction at First Security Islami Bank Ltd. The presentation includes:
- An introduction of the presenter and the student conducting the study.
- The objectives of the study are to evaluate compensation policies, satisfaction levels, factors influencing satisfaction, and ways to improve satisfaction at First Security Islami Bank Ltd.
- The methodology includes primary data collection through interviews and questionnaires, and secondary data collection from sources like the bank's website and journals.
A Study on Effect of Motivation on Employee Job Performance at Anurag Group o...IRJET Journal
This study examines employee motivation at Anurag Group of Institutions in Hyderabad. The objectives are to identify motivational and demotivational factors for employees, and understand the impact of monetary and non-monetary benefits. A survey was conducted of 50 faculty members. The findings show that most employees are motivated by monetary incentives and have worked at the institution for 5 years or less. While the management is interested in motivation, other factors like workload demotivate employees. Most employees are satisfied with incentives and feedback to improve performance.
This document presents the results of a study on job satisfaction at THDC India Limited. It finds that good pay is the biggest motivator for employees. Most employees are optimistic about their future success with the company and feel the environment is suitable. The study also found that the company cares about its people and employees are satisfied with working conditions and benefits. Suggestions to improve job satisfaction include more regular feedback between employees and supervisors and improving relationships between coworkers. In conclusion, while employees are satisfied to an extent in their jobs, maintaining a supportive work environment is also important for employee performance.
- The document is a study on employee motivational practices conducted by Kanika Jain for her MBA.
- The objectives of the study are to study existing motivational practices, identify employee satisfaction levels, suggest ways to increase motivation, and identify the organization's motivational processes.
- A questionnaire was administered to 60 employees selected randomly from various departments to collect primary data, and secondary data was collected from sources like journals and company materials.
- The findings show that employees are moderately satisfied with incentives but promotion motivates most. Involvement in decision-making and benefits need improvement. Suggestions include improving policies, benefits, incentives, and including employees in decisions.
- The document is a study on employee motivational practices conducted by Kanika Jain for her MBA.
- The objectives of the study are to study existing motivational practices, identify employee satisfaction levels, suggest ways to increase motivation, and identify the organization's motivational processes.
- A questionnaire was administered to 60 employees selected through random sampling to collect primary data, and secondary data was collected from sources like journals, magazines, newspapers and websites.
- The findings show that employees are moderately satisfied with existing incentives but promotion opportunities motivate most. Suggestions include improving policies, benefits, incentives, and involving employees in decision-making. The conclusion is that motivation leads to benefits like cost savings and productivity,
Leadership Essentials incorporate viable examination, an unmistakable vision, the capacity to impact others and foster individuals' ability, and the flexibility needed to look after center.
The document summarizes the results of a survey of 35 bank employees about stress. Key findings include:
- 77% of employees reported being satisfied with their work performance, while 23% were not.
- 89% worked over 8 hours per day, the starting point for stress.
- 40% said they would miss a family function for overtime, while 54% would not.
- 57% regularly spend time on entertainment to reduce stress, while 43% do not.
- 54% felt their social life was balanced, while 40% did not.
- 89% planned their work, while 11% did not.
- 63% feared the quality of their work, while 37% did not.
The document summarizes a study on the quality of work-life of employees at Club Mahindra in Ashtamudi, Kollam. It discusses the significance and objectives of studying quality of work-life. It describes the resort profile, methodology used which was a survey of 50 employees selected randomly out of 85 total employees. The findings include that employees had an above average opinion of the work-life environment and elements that improve quality of work-life. Their opinion of amenities was moderate and there was no difference in opinion between education levels. Suggestions include maintaining a good work-life atmosphere, implementing more strategies, and providing standard amenities.
This document discusses factors that influence employee job satisfaction. It analyzes data collected from a survey of 50 bank employees in Cummilla, Bangladesh. The study found that most employees were satisfied with their job placement, work responsibilities, and incentive mechanisms. However, some expressed dissatisfaction with work conditions and communication within the organization. The key factors identified as influencing job satisfaction are salary, recognition, leadership styles, work conditions, company policies on compensation and benefits, and job security. The study suggests organizations provide training, career development opportunities, performance-based rewards, and a safe working environment to improve employee satisfaction.
EMPLOYEE SATISFACTION FROM KHANNA PAPER MILLS HarbakshSingh14
This document discusses employee satisfaction at an organization. It defines employee satisfaction and discusses its importance. Employee satisfaction is impacted by factors such as work expectations, recognition, communication, opportunities for learning/growth, feedback, and care for well-being. It also outlines seven ways to improve employee satisfaction, including being realistic about expectations, recognizing good work, focusing on long-term goals, improving communication, caring about well-being, offering learning opportunities, and providing frequent feedback. Employee satisfaction is important for motivation, retention, and achieving organizational goals.
This document summarizes the results of a job satisfaction survey conducted among staff of the Health Planning Directorate of the Federal Ministry of Health. It found that 70% reported at least moderate job satisfaction, attributed to flexibility, independence, and career growth opportunities. However, major sources of dissatisfaction were lack of job security, poor communication, and inadequate salaries. The document recommends addressing hygiene factors like improving job security, establishing clear policies and management systems, and enhancing interpersonal relationships and communication. It also suggests providing long-term career development plans and better recognition/incentive programs to increase motivation and satisfaction.
Dissertation report on A Study on employees motivation its effect on their wo...Anurag Singh
This dissertation analyzes the impact of employee motivation on work performance at ICICI Securities Ltd. Through surveys of 40 employees, it examines how various motivational approaches, both monetary and non-monetary, affect performance. The study finds that non-monetary incentives like praise, involvement in decision-making, and training have the strongest positive impact on performance. However, employees report only being partially satisfied with the overall motivational approaches. The dissertation concludes more can be done to enhance motivation, especially by improving compensation and implementing promotions, to boost both employee and company productivity. It recommends ICICI Securities focus more on monetary incentives and competitive salaries to increase motivation levels.
The document discusses factors that influence employee job satisfaction. It describes job satisfaction as how content an employee is with their job or aspects of their job. Researchers note job satisfaction can be affective (feelings about the job) or cognitive (thoughts about the job). Stress is a major cause of low job satisfaction, which can be caused by unreasonable workloads, lack of tools to do the job, and fear of losing one's job. Organizations can improve job satisfaction by focusing on engagement, compensation, benefits, relationships, career development, training, and job security. Job satisfaction is also related to work behaviors like absenteeism, turnover, and adjustment. Environmental factors like communication and relationships with supervisors also influence satisfaction. Individual
This document discusses job satisfaction. It defines job satisfaction as the level of contentment an employee feels in their job. It explores factors that can influence job satisfaction such as salary, work relationships, career development opportunities, and feeling appreciated. The document also presents a job satisfaction model and discusses how employees can express dissatisfaction through exit, voice, loyalty, or neglect behaviors. It concludes by providing recommendations for improving job satisfaction in one's current role such as defining one's role, creating a long-term career plan, and having realistic expectations.
The document discusses a study conducted on stress factors and their effects on employee performance at Union Bank of India's Tirur branch. The study found that unclear job tasks, unsupportive supervisors, overburdening, late sitting hours, disturbed social life, and lack of participation in decisions were the main causes of stress. Overburden was cited as a stress factor by 90% of employees, while 80% mentioned unclear tasks and 70% cited unsupportive supervisors. The stress factors were found to decrease employee performance through reduced efficiency, increased absenteeism, decreased job interest, and poorer quality work. The study recommends management provide counseling, stress training, and more employee autonomy to improve performance.
This document appears to be a research paper or project report on studying the impact of rewards and recognition on employee motivation. It includes an abstract outlining the objectives of studying effective rewards, employee behavior differences, motivation's effect on performance and growth. It also describes the descriptive research design used with company employees as respondents. The introduction discusses using rewards and recognition to motivate employees. It then provides a company profile and organizational chart before reviewing relevant literature and outlining the study's scope, objectives, data analysis, findings, suggestions and conclusions.
1) The document discusses a study conducted on job satisfaction levels of 20 employees at ITN Ltd. It analyzes factors like salary, age, promotion opportunities, workload distribution, job security, welfare services, organizational culture, and innovation encouragement.
2) The findings show that while most employees were satisfied with salary, security, and welfare services, many felt a lack of promotion opportunities, burden of additional responsibilities, and disconnect with organizational culture and values.
3) The conclusion recommends that management should motivate employees by addressing these issues, providing satisfying compensation, maintaining benefits, offering fair promotions, and cultivating a cooperative work environment to improve job satisfaction.
Team Jackfruit introduces their team members and provides an overview of their report on job satisfaction. They define job satisfaction and the related concepts of job involvement and organizational commitment. They hypothesize a relationship between organizational commitment and job satisfaction. The report then discusses factors that contribute to job satisfaction, the effect of job satisfaction on employee performance, and strategies to improve employee engagement such as providing positive work environments and opportunities for development. It analyzes the impacts of satisfied versus dissatisfied employees using the exit-voice-loyalty-neglect framework.
Team Jackfruit introduces their team members and provides an overview of their report on job satisfaction. They define job satisfaction and the related concepts of job involvement and organizational commitment. They hypothesize a relationship between organizational commitment and job satisfaction. The report then discusses factors that contribute to job satisfaction, the effect of job satisfaction on employee performance, and strategies to improve employee engagement such as providing positive work environments and opportunities for development. It analyzes the impacts of satisfied versus dissatisfied employees using the exit-voice-loyalty-neglect framework.
This document discusses factors that motivate employees at Vitafoam Nigeria Plc. It defines motivation and different types of motivation. It also identifies key factors that influence workforce motivation such as reward and recognition, learning and development, open communication, and relationship with line managers. Survey results from Vitafoam show that recognition is important to employee motivation and that employees feel motivated when they receive thanks or praise for their work. The document recommends practices like open communication, training opportunities, and good relationships with line managers to build a motivated workforce.
This document provides an introduction and overview of an MBA project on assessing employee satisfaction. It discusses the concept of employee satisfaction and different theories related to it. The objectives of the study are to measure satisfaction levels on various factors, study the relationship between personal factors and satisfaction, analyze current satisfaction levels, and identify factors influencing satisfaction. The research methodology includes a descriptive design, questionnaire for data collection, and statistical tools like percentage analysis and chi-square test for analysis. Key factors discussed that influence employee satisfaction include compensation, work environment, management support, and career growth opportunities.
Employee engagement refers to an employee's emotional commitment and positive attachment to their job, colleagues, and organization. It goes beyond job satisfaction to involve motivation and investment in work. Highly engaged employees are motivated to perform well beyond minimum requirements. The document outlines key drivers of engagement including strong leadership, clear communication, career development opportunities, recognition, input into decision-making, and maintaining ethical standards. Fostering engagement provides benefits like improved performance, retention, advocacy, and business success.
The document analyzes the results of a survey given to employees about their organization's performance appraisal system. Some key findings include:
- Employees' top expectation from the appraisal system is that it informs salary administration and benefits, while their lowest expectation is that it informs decisions about layoffs.
- The majority of employees (86%) are aware of their job responsibilities but are dissatisfied (70%) with the appraisal system.
- Most employees are unaware (66%) of the performance ratings used in appraisals and are not given a chance (77%) to self-evaluate.
- The appraisal system lacks proper complaint channels (73%) and does not clearly communicate standards (64%) or business goals (
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
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Similar to presentation on Employee Satisfaction.pptx
- The document is a study on employee motivational practices conducted by Kanika Jain for her MBA.
- The objectives of the study are to study existing motivational practices, identify employee satisfaction levels, suggest ways to increase motivation, and identify the organization's motivational processes.
- A questionnaire was administered to 60 employees selected through random sampling to collect primary data, and secondary data was collected from sources like journals, magazines, newspapers and websites.
- The findings show that employees are moderately satisfied with existing incentives but promotion opportunities motivate most. Suggestions include improving policies, benefits, incentives, and involving employees in decision-making. The conclusion is that motivation leads to benefits like cost savings and productivity,
Leadership Essentials incorporate viable examination, an unmistakable vision, the capacity to impact others and foster individuals' ability, and the flexibility needed to look after center.
The document summarizes the results of a survey of 35 bank employees about stress. Key findings include:
- 77% of employees reported being satisfied with their work performance, while 23% were not.
- 89% worked over 8 hours per day, the starting point for stress.
- 40% said they would miss a family function for overtime, while 54% would not.
- 57% regularly spend time on entertainment to reduce stress, while 43% do not.
- 54% felt their social life was balanced, while 40% did not.
- 89% planned their work, while 11% did not.
- 63% feared the quality of their work, while 37% did not.
The document summarizes a study on the quality of work-life of employees at Club Mahindra in Ashtamudi, Kollam. It discusses the significance and objectives of studying quality of work-life. It describes the resort profile, methodology used which was a survey of 50 employees selected randomly out of 85 total employees. The findings include that employees had an above average opinion of the work-life environment and elements that improve quality of work-life. Their opinion of amenities was moderate and there was no difference in opinion between education levels. Suggestions include maintaining a good work-life atmosphere, implementing more strategies, and providing standard amenities.
This document discusses factors that influence employee job satisfaction. It analyzes data collected from a survey of 50 bank employees in Cummilla, Bangladesh. The study found that most employees were satisfied with their job placement, work responsibilities, and incentive mechanisms. However, some expressed dissatisfaction with work conditions and communication within the organization. The key factors identified as influencing job satisfaction are salary, recognition, leadership styles, work conditions, company policies on compensation and benefits, and job security. The study suggests organizations provide training, career development opportunities, performance-based rewards, and a safe working environment to improve employee satisfaction.
EMPLOYEE SATISFACTION FROM KHANNA PAPER MILLS HarbakshSingh14
This document discusses employee satisfaction at an organization. It defines employee satisfaction and discusses its importance. Employee satisfaction is impacted by factors such as work expectations, recognition, communication, opportunities for learning/growth, feedback, and care for well-being. It also outlines seven ways to improve employee satisfaction, including being realistic about expectations, recognizing good work, focusing on long-term goals, improving communication, caring about well-being, offering learning opportunities, and providing frequent feedback. Employee satisfaction is important for motivation, retention, and achieving organizational goals.
This document summarizes the results of a job satisfaction survey conducted among staff of the Health Planning Directorate of the Federal Ministry of Health. It found that 70% reported at least moderate job satisfaction, attributed to flexibility, independence, and career growth opportunities. However, major sources of dissatisfaction were lack of job security, poor communication, and inadequate salaries. The document recommends addressing hygiene factors like improving job security, establishing clear policies and management systems, and enhancing interpersonal relationships and communication. It also suggests providing long-term career development plans and better recognition/incentive programs to increase motivation and satisfaction.
Dissertation report on A Study on employees motivation its effect on their wo...Anurag Singh
This dissertation analyzes the impact of employee motivation on work performance at ICICI Securities Ltd. Through surveys of 40 employees, it examines how various motivational approaches, both monetary and non-monetary, affect performance. The study finds that non-monetary incentives like praise, involvement in decision-making, and training have the strongest positive impact on performance. However, employees report only being partially satisfied with the overall motivational approaches. The dissertation concludes more can be done to enhance motivation, especially by improving compensation and implementing promotions, to boost both employee and company productivity. It recommends ICICI Securities focus more on monetary incentives and competitive salaries to increase motivation levels.
The document discusses factors that influence employee job satisfaction. It describes job satisfaction as how content an employee is with their job or aspects of their job. Researchers note job satisfaction can be affective (feelings about the job) or cognitive (thoughts about the job). Stress is a major cause of low job satisfaction, which can be caused by unreasonable workloads, lack of tools to do the job, and fear of losing one's job. Organizations can improve job satisfaction by focusing on engagement, compensation, benefits, relationships, career development, training, and job security. Job satisfaction is also related to work behaviors like absenteeism, turnover, and adjustment. Environmental factors like communication and relationships with supervisors also influence satisfaction. Individual
This document discusses job satisfaction. It defines job satisfaction as the level of contentment an employee feels in their job. It explores factors that can influence job satisfaction such as salary, work relationships, career development opportunities, and feeling appreciated. The document also presents a job satisfaction model and discusses how employees can express dissatisfaction through exit, voice, loyalty, or neglect behaviors. It concludes by providing recommendations for improving job satisfaction in one's current role such as defining one's role, creating a long-term career plan, and having realistic expectations.
The document discusses a study conducted on stress factors and their effects on employee performance at Union Bank of India's Tirur branch. The study found that unclear job tasks, unsupportive supervisors, overburdening, late sitting hours, disturbed social life, and lack of participation in decisions were the main causes of stress. Overburden was cited as a stress factor by 90% of employees, while 80% mentioned unclear tasks and 70% cited unsupportive supervisors. The stress factors were found to decrease employee performance through reduced efficiency, increased absenteeism, decreased job interest, and poorer quality work. The study recommends management provide counseling, stress training, and more employee autonomy to improve performance.
This document appears to be a research paper or project report on studying the impact of rewards and recognition on employee motivation. It includes an abstract outlining the objectives of studying effective rewards, employee behavior differences, motivation's effect on performance and growth. It also describes the descriptive research design used with company employees as respondents. The introduction discusses using rewards and recognition to motivate employees. It then provides a company profile and organizational chart before reviewing relevant literature and outlining the study's scope, objectives, data analysis, findings, suggestions and conclusions.
1) The document discusses a study conducted on job satisfaction levels of 20 employees at ITN Ltd. It analyzes factors like salary, age, promotion opportunities, workload distribution, job security, welfare services, organizational culture, and innovation encouragement.
2) The findings show that while most employees were satisfied with salary, security, and welfare services, many felt a lack of promotion opportunities, burden of additional responsibilities, and disconnect with organizational culture and values.
3) The conclusion recommends that management should motivate employees by addressing these issues, providing satisfying compensation, maintaining benefits, offering fair promotions, and cultivating a cooperative work environment to improve job satisfaction.
Team Jackfruit introduces their team members and provides an overview of their report on job satisfaction. They define job satisfaction and the related concepts of job involvement and organizational commitment. They hypothesize a relationship between organizational commitment and job satisfaction. The report then discusses factors that contribute to job satisfaction, the effect of job satisfaction on employee performance, and strategies to improve employee engagement such as providing positive work environments and opportunities for development. It analyzes the impacts of satisfied versus dissatisfied employees using the exit-voice-loyalty-neglect framework.
Team Jackfruit introduces their team members and provides an overview of their report on job satisfaction. They define job satisfaction and the related concepts of job involvement and organizational commitment. They hypothesize a relationship between organizational commitment and job satisfaction. The report then discusses factors that contribute to job satisfaction, the effect of job satisfaction on employee performance, and strategies to improve employee engagement such as providing positive work environments and opportunities for development. It analyzes the impacts of satisfied versus dissatisfied employees using the exit-voice-loyalty-neglect framework.
This document discusses factors that motivate employees at Vitafoam Nigeria Plc. It defines motivation and different types of motivation. It also identifies key factors that influence workforce motivation such as reward and recognition, learning and development, open communication, and relationship with line managers. Survey results from Vitafoam show that recognition is important to employee motivation and that employees feel motivated when they receive thanks or praise for their work. The document recommends practices like open communication, training opportunities, and good relationships with line managers to build a motivated workforce.
This document provides an introduction and overview of an MBA project on assessing employee satisfaction. It discusses the concept of employee satisfaction and different theories related to it. The objectives of the study are to measure satisfaction levels on various factors, study the relationship between personal factors and satisfaction, analyze current satisfaction levels, and identify factors influencing satisfaction. The research methodology includes a descriptive design, questionnaire for data collection, and statistical tools like percentage analysis and chi-square test for analysis. Key factors discussed that influence employee satisfaction include compensation, work environment, management support, and career growth opportunities.
Employee engagement refers to an employee's emotional commitment and positive attachment to their job, colleagues, and organization. It goes beyond job satisfaction to involve motivation and investment in work. Highly engaged employees are motivated to perform well beyond minimum requirements. The document outlines key drivers of engagement including strong leadership, clear communication, career development opportunities, recognition, input into decision-making, and maintaining ethical standards. Fostering engagement provides benefits like improved performance, retention, advocacy, and business success.
The document analyzes the results of a survey given to employees about their organization's performance appraisal system. Some key findings include:
- Employees' top expectation from the appraisal system is that it informs salary administration and benefits, while their lowest expectation is that it informs decisions about layoffs.
- The majority of employees (86%) are aware of their job responsibilities but are dissatisfied (70%) with the appraisal system.
- Most employees are unaware (66%) of the performance ratings used in appraisals and are not given a chance (77%) to self-evaluate.
- The appraisal system lacks proper complaint channels (73%) and does not clearly communicate standards (64%) or business goals (
Similar to presentation on Employee Satisfaction.pptx (20)
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An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
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This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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2. Hero E Cycles Pvt. Ltd.
Company name Hero E Cycles Pvt. Ltd.
Type Unlisted private company
Registered address HERO NAGAR G.T. road Ludhiana
ludhiana-141003, Punjab India
Company category Company limited by shares
Date of incorporation 22 January 2020
Authorized capital INR 9100.0 Lacks
Paid up capital INR 9000.0 Lacks
3. Introduction To The Topic
Employee satisfaction is a broad term used by the
HR industry to describe how satisfied or content
employees are with elements like their jobs, their
employee experience, and the organizations they
work for. Employee satisfaction is one key metric
that can help determine the overall health of an
organization, which is why many organizations
employ regular surveys to measure employee
satisfaction and track satisfaction trends over
time. A high satisfaction level indicates that
employees are happy with how their employer
treats them
4. Definition
“ Employee satisfaction as
employees’ emotional state
regarding the job, considering what
they expected and what they
actually got out of it.”
Cranny, Smith and Stone
5. Objectives Of Study
To measure the satisfaction and engagement of the employees.
To identify the relationship of the employees with their superiors and
co workers.
To identify the satisfaction level of the employees on working
conditions and environment.
To identify the grievance handling procedures in the organization.
6. Research Methodology
oResearch Design : Descriptive Research
oSampling area : Dhanansu (Ludhiana)
oSampling Method : Simple random sampling
oSample Size : 100 respondents
oData Collection : Primary and Secondary Sources
oStatistical Tools Used : Graphical Representation
8. Statement: 1 Different Age Group Of Employees
Different
age
groups
20-30 30-40 40-50 50-60
No. of
responde
nts
20% 45% 20% 15%
0
10
20
30
40
50
no of respondents
Age groups in the organization
20-30
30-40
40-50
50-60
Interpretation:
the above chart explains that 45% of the employees are
9. Statement:2 Opinion About Stress Involved In The Job
Sr no Stress No of
respondent
s
%Age
1 Yes 75 75%
2 No 25 25%
Total 100 100% 75%
25%
stress involved
yes
no
Interpretation:
The above table shows that 75% employees said that
stress is involved in their work and only 25% employees are feel that no
stress is involved in their work.
10. Statement:3 Cause Of Stress
Sr
no
Stress causing
factors
Strongly
agree
agree neutral Disagree Strongly
disagree
Cumulative
score
Rank
1 Superior
subordinate
15(5) 20(4) 10(3) 30(2) 25(1) 270 4
2 Communication 35(5) 30(4) 15(3) 10(2) 10(1) 370 2
3 Work environment 25(5) 20(4) 20(3) 25(2) 10(1) 325 3
4 Work load/
deadlines
40(5) 30(4) 10(3) 15(2) 5(1) 385 1
Interpretation:
From the above table it can be seen that work load with highest
cumulative score of 385 is the factor that give stress to the employees most
followed by communication gap whereas superior subordinates relationship is
the factor that has least influence on the stress of employees.
11. Statement 4: Satisfaction Regarding Training Sessions
Sr
no
Training
session
No of
respondents
%age
1 Highly
satisfied
25 25%
2 Satisfied 50 50%
3 Neutral 12 12%
4 Dissatisfied 9 9%
5 Highly
dissatisfied
4 4%
25%
50%
12%
9% 4%
satisfaction on training
highly
satisfied
satisfied
nuteral
dissatisfied
highly
dissatisfied
Interpretation:
The above table shows that 50% of employees are
satisfied with the training programs and 5% of the employees are
dissatisfied with it.
12. Statement 5: Satisfaction Of Employees Regarding Engagement
In Activities
Sr
no.
Satisfaction
level
No of
respondent
s
%ag
e
1 Highly
satisfied
24 24%
2 Satisfied 40 40%
3 Neutral 20 20%
4 Dissatisfied 10 10%
5 Highly
dissatisfied
6 6%
0
5
10
15
20
25
30
35
40
45
satisfaction on engagement in
activities
satisfaction
level
Interpretation:
The above table and diagram and shows that 24% employees
are highly satisfied 40% employees are satisfied 20% employees are neutral
10% employees are dissatisfied and 6% employees are highly dissatisfied.
13. Statement 6 : List Of Activities In Which Employees Are
Engaged
Sr
no
List of
activities
Highly
satisfied
satisfied neutra
l
dissatisfie
d
Highly
dissatisfie
d
Cumulative
score
Rank
1 Games/sports 25(5) 35(4) 10(3) 18(2) 12(1) 293
2 Training/seminar
s
20(5) 35(4) 30(3) 10(2) 5(1) 355
3 Chai pe charcha 25(5) 35(4) 15(3) 8(2) 7(1) 333
4 Birthday
celebration
35(5) 45(4) 10(3) 7(2) 3(1) 447
5 Other 15(5) 35(4) 25(3) 15(2) 10(1) 330
Interpretation:
From the above table we can seen that satisfaction level
with the highest cumulative score 447 that the factor is most followed by
the birthday celebration whereas the sports/games us the factor that have
less satisfaction level.
14. Statement 7: Satisfaction level Of employees
regarding Working Shifts
Sr
no
Working
shift
No of
respondents
%ag
e
1 Day 75 75%
2 Night 25 25%
75%
25%
Satisfaction on
working shift
Day
Night
Interpretation:
the above table depicts that the 75% of the employees
are satisfied with the day shift and rest of the employee are satisfied
with night shift.
15. Statement 8: Satisfaction On Medical Facilities In
Organization
Sr
no
Satisfaction
level
No of
respondent
s
%ag
e
1 Highly
satisfied
18 18%
2 Satisfied 50 50%
3 Neutral 25 25%
4 Dissatisfied 5 5%
5 Highly
dissatisfied
2 2%
0
10
20
30
40
50
60
satisfaction level
satisfaction
level
Interpretation:
The above chart and table shows that 50% of the
employees are satisfied with the medical facilities and only 5% of the
employees are dissatisfied with the same.
16. Statement 9: Satisfaction of Employees with refreshment
facility
Sr
no
Satisfacti
on level
No of
respondents
%age
1 Highly
satisfied
10 10%
2 Satisfied 20 20%
3 Neutral 25 25%
4 Dissatisfie
d
35 35%
5 Highly
dissatisfie
d
10 10%
0
5
10
15
20
25
30
35
40
satisfaction level
satisfaction
level
Interpretation:
The above table and chart explain that 30% of the
employees are satisfied with refreshment facility and only 16% of the
employees are dissatisfied with the same.
17. Statement 10: Working Conditions In The Organization
SR
NO
Working
Condition
s
No of
responden
ts
%a
ge
1 Very good 25 25
%
2 Good 35 35
%
3 Average 25 25
%
4 Poor 15 15
%
25%
35%
25%
15%
working condition in the
organization
very good
good
average
poor
Interpretation:
The above table and chart shows that 35% employees rated
working conditions as good on the other hand only 15% felt that the working
conditions are not up to the mark.
18. Statement 11: Adequate and fair compensation for
work
Strongly
agree
Agree neutral disagree Strongly
agree
30 45 15 8 2
0
10
20
30
40
50
Fair Compensation
Fair
Compensati
on
Interpretation:
According to the above chart and Diagram most of the
employees are strongly agree with Fair Compensation. But only 2%
employees are strongly disagree.
19. Statement 12:Job Satisfaction Towards Bonus And
Incentives Given By The Organization.
Sr
no
Satisfaction
level
No of
respondents
%age
1 Highly satisfied 29 29%
2 Satisfied 44 44%
3 Neutral 17 17%
4 Dissatisfied 8 8%
5 Highly
dissatisfied
2 2%
0
5
10
15
20
25
30
35
40
45
50
satisfaction level
satisfaction
level
Interpretation:
The above table and chart shows that 29% of
employees are highly satisfied, 44% of the employees are satisfied,
17% employees are neutral, with the incentives and bonus given by
the organization and 8% of the employees are dissatisfied and 2%
employees are highly dissatisfied with that.
20. Statement 13: Grievance Level In The Organization
Sr
no.
Level of
grievance
No. of
respondents
%age
1 Mostly 15 15%
2 Rarely 20 20%
3 Sometime 65 65%
4 Not at all 0 0%
15%
20%
65%
0%
Level Of Grievance
mostly
rarely
sometimes
not at all
Interpretation:
21. Statement 14: Reasons For Grievance
Sr
no.
Reasons for
grievance
No. of
respondents
%age
1 Supervision 45 45%
2 Economic
reasons
55 55%
0
10
20
30
40
50
60
supervision economic
reasons
Reasons for grievance
reasons
22. sr.
no
Motivational
factors
Strongly
agree
Agree neutral disagr
ee
Strongly
disagree
C. score Rank
1 Promotion 26(5) 22(4) 18(3) 20(2) 14(1) 326 2
2 Leave 10(5) 16(4) 24(3) 30(2) 20(1) 266 4
3 Salary increase 36(5) 20(4) 16(3) 10(2) 18(1) 446 1
4 Motivational talk 22(5) 20(4) 20(3) 28(2) 10(1) 326 3
5 recognition 6(5) 22(4) 22(3) 12(2) 38(1) 246 5
Statement 14: Motivational Factors
Interpretation:
From the above table it can be seen that salary increase
with cumulative score 446 is the factor that motivates the employees
most followed by promotion whereas leave is the factor that has least
influence on the motivation level of employees.
23. FINDINGS
Majority of employees are satisfied with the working conditions of the organization and
only 15% of employees feel the need to improve on the working condition.
75% of the employees feel that a high level of stress is involved in their job.
Work load/Deadline come out to be one of the main factor causing stress.
Communication gap was also identified as the reason for stress among the employees.
Majority of the employees are satisfied with the training session .
Majority of the employees are dissatisfied with refreshment facilities.
Employees feel that they fair compensated for the work they perform.
Salary increase was given the highest preference by employees, when ask about the
factor that motivated them.
Majority of the employees has good opinion about their senior (motivator and
cooperative).
24. SUGGESTION
Communication between employer and employees should be enhanced by
formal and informal meetings .
There should be improvement in refreshment facilities.
There should be improvement in the working conditions.
There should be less burden on employees regarding work and provide
recreation facilities to employees.
Increase the motivational level and activities for employees to increase the
morale.
25. Conclusion
The position of an organization is good as compare to others cycle companies. It
can be concluded that majority of employees are satisfied with the organization
but there are some need to improvement in working condition as well as that
sector which need to improvement such as motivational activities and
refreshment facility.