Employee satisfaction is essential to ensure higher revenues for the organization. No amount of trainings or motivation would help, unless and until individuals develop a feeling of attachment and loyalty towards their organization. Employees waste half of their time fighting with their counter parts or sorting out issues with them. Satisfied employees are the happy employees who willingly help their fellow workers and cooperate with the organization even during emergency situations. Such employees do not think of leaving their jobs during crisis but work hard together as a single unit to overcome challenges and come out of the situation as soon as possible. For them, their organization comes first, everything else later. They do not come to office just for money but because they really feel for the organization and believe in its goals and objectives. Satisfied employees also spread positive word of mouth and always stand by each other. Instead of wasting their time in gossiping and loitering around they believe in doing productive work eventually benefitting the organization. They take pride in representing their respective organizations and work hard to ensure higher revenues for the organization.

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Work Environment and Job Satisfaction as Rational Tools For
Employee Satisfaction -A Case of Quess Corp Ltd
Dr. B. Ganesh
Assistant Professor, Kerala Institute of Co-operative Management, Neyyardam P.O,
Thiruvananthapuram 695572, Kerala, India. Email: bganesh2000@gmail.com
Abstract
Employee satisfaction is essential to ensure higher revenues for the organization. No
amount of trainings or motivation would help, unless and until individuals develop a feeling of
attachment and loyalty towards their organization. Employees waste half of their time fighting
with their counter parts or sorting out issues with them. Satisfied employees are the happy
employees who willingly help their fellow workers and cooperate with the organization even
during emergency situations. Such employees do not think of leaving their jobs during crisis but
work hard together as a single unit to overcome challenges and come out of the situation as soon
as possible. For them, their organization comes first, everything else later. They do not come to
office just for money but because they really feel for the organization and believe in its goals and
objectives. Satisfied employees also spread positive word of mouth and always stand by each
other. Instead of wasting their time in gossiping and loitering around they believe in doing
productive work eventually benefitting the organization. They take pride in representing their
respective organizations and work hard to ensure higher revenues for the organization.
Keywords: Satisfaction, employee, organisation
Introduction - Employee Satisfaction
Satisfied employees tend to adjust more and handle pressure with ease as compared to
frustrated group. Employees who are not satisfied with their jobs would find a problem in every
small thing and seem to be too rigid. They find it extremely difficult to compromise or cope up
with the changing times. On the other hand, employees who are happy with their jobs willing
participate in training programs and are eager to learn new technologies, software’s which would
eventually help them in their professional career. Satisfied employees accept challenges with a
big smile and deliver even in the worst of circumstances.
To increase employee satisfaction, many companies will have mandatory survey or face
to face meeting either employee to gather information. Both of these tactics have pros and cons
and should be chose carefully. Surveys are often annoying allowing workers more freedom to be
honest without fear. Interview with company management can feel intimating but if done
carefully can let to workers know their voice has been heard and their concern addressed by
those in changes. Surveys and meetings can truly get the centre of data surrounding employee
satisfaction and can be great tools to identify specific problems leading to lowering their morale.
Many experts believe that one of the best ways to maintain employee satisfaction is to
make workers feel they are part of the family or team. Holding office events such as parties and
group outings can help close bonds among workers. Many companies also participate in team
building retreats that are designed strengthen the working relationship of the employers in the
non-working related settings. Company trips, pain ball wars and guided back parking trips are

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versions of this type of team building strategy, with which many employees have founded
success.
A few will not experience a boost in morale after receiving more and many raises and
bonuses can seriously affect employee satisfaction and should be given when possible. Yet,
money cannot solve all morale issues and of a company with wide spread problems for workers
cannot improve their overall improvement, a bonus may be quickly forgotten as daily stress of an
unpleasant job continuous to mount.
If possible, companies should provide amenities to their workers to improve their morale.
Make sure they have a comfortable break rooms with basic necessities such as a running mates
keep facilities such as clean bathroom stocked with supplies. While professionalism is necessary
for most business allowing workers to keep family photos or small trinkets on their desk can
make them feel more comfortable and nested at their workstation. Basic consideration like these
can improve employee satisfaction, as workers will feel well asked for by their employers.
The backbone of employee satisfaction in respect for workers and the job they perform.
In every interaction with management, employees should be treated with courtesy and interest. In
easy avenue for employers to discuss problems, with upper management should be maintained
and carefully monitored. Even if the management cannot meet all the demands of employees,
making workers feel that they are being heard and putting honest dedications into compromising
will often help to improve morale.
Background of the Problem
Quess Corp ltd started its functioning as a facility management company in the year 2017
with employee strength of 60. Over the period of 10 years the total employee strength had
steadily reached 130 and at that juncture they felt it was ideal to divide their facility management
services vertically into five heads, namely- Chef on Wheels, Spiffy, Avon, Greenpiece, and
Terrier. The total employees have been divided under these five heads. This study is an attempt
to understand the employee satisfaction level past this re-shuffle process. Though the process is
termed as an ideal way of focusing more on employee empowerment, the organisation felt it as a
requisite to understand the employee satisfaction level under this new circumstance.
Significance of the Study
This study focuses on employee satisfaction at Quess Corp Ltd. On top of that, it would provide
valuable information to the organization in understanding the problems if any faced by the
employees.
Employee satisfaction is an important aspect as far as an organization is considered.
Employees are the back bone of any organization. So it is the responsibility of the management
to keep the employees satisfied which in turn enables them to contribute more. It is said that
satisfied employees are more productive. So every organization is giving high priority to keep
their employees satisfied by providing several facilities which improves satisfaction and reduce
dissatisfaction.
An attempt is made to understand the various factors that contribute to the satisfaction of
employees in the organization.
Objectives of the Study
1. To understand the working environment of employees at Quess Corp ltd.

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2. To understand the job satisfaction level of employees at Quess Corp ltd.
Scope of the Study
The study aims to understand the employee satisfaction at Quess Corp Ltd, Bangalore
based on factors like working environment and job satisfaction.
Limitations of the Study
o 100% reliability and accuracy cannot be expected from the respondents due to bias of the
respondents.
o Time period was very limited to conduct the study.
Results And Interpretations
The study focuses on the two spheres under which the employees are to be taken care by
the organisation. It focuses on the aspects such as working environment and job satisfaction. The
study tries to understand the existing level of relationship between the employees and their job
satisfaction level which implies identifying the satisfaction level of employees towards their job
irrespective of their gender. The study has also tried to gain an insight into the work environment
prevailing at Quess Corp. The study has taken into consideration the entire group of employees
representing Quess Corp as part of this study,Classification of respondents based on socio-
economic demographic characteristics. Socio-economic-demographic characteristics explain
about age, gender, educational qualification, marital status and work experience of respondents.
Table 1.1
Classification of respondents based on socio- economic demographic characteristics
Factors Frequency Per centage
CLASSIFICATION
BASED ON AGE
20-30 47 36
30-40 62 48
40-50 13 10
above 50 8 6
Total 130 100
CLASSIFICATION
BASED ON GENDER
Male 85 65
Female 45 35
Total 130 100
CLASSIFICATION
BASED ON
EDUCATIONAL
QUALIFICATION
SSLC 0 0
12th/ pre-degree 6 5
UG 45 35
PG 79 60
Others 0 0
Total 130 100

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CLASSIFICATION
BASED ON MARITAL
STATUS
single 26 20
Married 104 80
Total 130 100
CLASSIFICATION
BASED ON WORK
EXPERIENCE
less than 2 years 35 27
between 2-5 81 62
above 5 14 11
Total 130 100
From table 1.1 it can be inferred that 48 per cent of respondents are in the age group of 30-40
and remaining 36 per cent of respondents belong to the category of 20-30, and remaining 10 per
cent of respondents belong to the category of 40-50 .We can interpret that half of the workers are
below the 50 age group.
Source: primary data
 It can be inferred that 65 per cent of respondents are male and 35 per cent are female.
This shows that male workers are more than female workers.
 It can be inferred that 60 per cent of respondents are belong to PG qualification and
remaining 35 per cent of respondents are belongs to the category of UG.
 It can be inferred that 80 per cent of respondents are married and 20 per cent are
unmarried.
 It can be inferred that 62 per cent of respondents are having experience of greater than 2
years. The workers have sufficient experience on their work.
Table 1.2
Classification of respondents based on working environment factors
factor/opinion Highly
satisfied
satisfied neutral satisfied highly
dissatisfied
F F F F
Amount of paid vacation
and sick leave offered
86 66 26 20 10 8 8 6 0 0
Good work done is
appreciated
85 65 30 23 10 9 5 3 0 0
Proper lighting and
ventilation
75 58 28 22 17 14 5 3 4 3
Proper sanitation 85 65 21 16 19 15 2 1 4 3
flexible working hours 110 85 12 9 8 6 0 0 0 0
Opinion about health and
safety measures in company
87 67 32 24 7 5 2 1 2 1
Location of work 75 58 25 19 10 8 18 14 2 1

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Source: Primary data
Note; F: Number of respondents
%: Per centage of respondents
From table 1.2, it can be inferred that 66 per cent of respondents are highly satisfied with the
amount of paid vacation and leave offered 20 per cent of respondents are satisfied, 8 per cent of
respondents expressed neutral opinion and 6 per cent of the respondents are dissatisfied
It can be inferred that more than 65 per cent of respondents are satisfied with the work
appreciation, 9 per cent of respondents expressed neutral opinion and 3 per cent of the
respondents are dissatisfied
It can be inferred that more than 58 per cent of respondents are satisfied with the proper
lighting and ventilation facilities, 13 per cent of respondents expressed neutral opinion and 5
per cent of the respondents are dissatisfied
It can be inferred that more than 65 per cent of respondents are satisfied with the proper
sanitation, 15 per cent of respondents expressed neutral opinion and 2 per cent of the
respondents are dissatisfied.
It can be inferred that more than 85 per cent of respondents are satisfied with the flexible
working hours, 6 per cent of respondents expressed neutral opinion.
It can be inferred that more than 87 per cent of respondents are satisfied with the health and
safety measures provided by the company, 5 per cent of respondents expressed neutral opinion
and 1 per cent expressed dissatisfaction
It can be inferred that more than 58 per cent of respondents are satisfied with the location of
work 8 per cent of respondents expressed neutral opinion and 14 respondents are dissatisfied.
Table: 1.3
Classification of respondents based on the job satisfaction factors
factor/opinion Highly
satisfied
satisfied neutral Satisfied highly
dissatisfied
F F F F F
Relationships with your co-
workers
60 46 46 35 21 16 1 1 2 2
Relationship with your
superior
51 38 65 50 10 8 2 2 2 2
Relationship with your
subordinates
82 63 46 35 2 2 0 0 0 0
Relationship with the top
management of the
company
20 15 76 58 32 25 2 2 0 0
Opportunity to use your
skills and talents
56 43 26 20 43 33 4 3 1 1
Opportunities for learning
and growth
96 74 17 13 11 8 4 3 2 2

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Support for additional
training and development
75 58 25 19 22 17 5 4 3 2
Career development
programs
55 4 50 38 17 13 5 4 3 2
Source: Primary data
Note; F: Number of respondents
%: Per centage of respondents
From the above table 1.3, it can be inferred that 46 per cent of respondents are highly satisfied
with the relationship with co-workers, 35 per cent of respondents are satisfied, 16 per cent of
respondents expressed neutral opinion and 2 per cent of the respondents are dissatisfied.
 It can be inferred that more than 38 per cent of respondents are satisfied with the
relationship with superior, 8 per cent of respondents expressed neutral opinion and 2 per
cent of the respondents are dissatisfied.
 It can be inferred that more than 63 per cent of respondents are satisfied with the
relationship with subordinates, 2 per cent of respondents expressed neutral opinion.
 It can be inferred that more than 58 per cent of respondents are satisfied with the
relationship with top management of the company, 25 per cent of respondents expressed
neutral opinion and 2 per cent of the respondents are dissatisfied.
 It can be inferred that more than 43 per cent of respondents are satisfied with the
opportunities to use skills and talents provided by the organisation, 33 per cent of
respondents expressed neutral opinion, 3 per cent of the respondents are dissatisfied.
 It can be inferred that more than 74 per cent of respondents are satisfied opportunities
for learning and growth provided by the company, 8 per cent of respondents expressed
neutral opinion and 3 per cent expressed dissatisfaction.
 It can be inferred that more than 58 per cent of respondents are satisfied with the support
for additional training and development, 17 per cent of respondents expressed neutral
opinion and 4 respondents are dissatisfied.
 It can be inferred that more than 42 per cent of respondents are satisfied with the career
development programs provided by the organisation, 13 per cent of respondents
expressed neutral opinion and 4 respondents are dissatisfied
HYPOTHESISTESTING
HO: There is no significant difference between male and female respondents on working
environment
Ha: There is a significant difference between male and female respondents on working
environment
Table 1.4ANOVAWorking environment satisfaction
Sum of
Squares
Df Mean
Square
F Sig.
Between Groups 0.039 1 0.039 0.285 0.594
Within Groups 17.657 128 0.138
Total 17.696 129

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Inference
For understanding the significant difference between male and female respondents on
working environment ANOVA was used. Level of significance 0.594 which is greater than 0.05
hence it can be inferred that there is no significant difference between male and female
respondents and their working environment. Therefore we accept the null hypothesis and reject
the alternative hypothesis.
HYPOTHESIS TESTING
HO: There is no significant difference between male and female respondents on job
satisfaction
Ha: There is a significant difference between male and female respondents on job
satisfaction
Table 1.5
ANOVAJob satisfaction
Inference
For understanding the significant difference between male and female respondents on job
satisfaction ANOVA was used. Level of significance 0.536 which is greater than 0.05 hence it
can be inferred that there is no significant difference between male and female respondents and
their job satisfaction. Therefore we accept the null hypothesis and reject the alternative
hypothesis
Conclusion
The study was an attempt to understand the employee satisfaction level at Quess Corp
Ltd, Bangalore. This study was mainly focused on two important factors - work environment and
job satisfaction. The statistical analysis was mainly to find out the significant difference between
gender on factors such as working environment and job satisfaction. From the statistical analysis
it was effectively found that there is no significant difference between gender and the factors of
employee satisfaction.From the study it was also found that most of the respondents were
satisfied with various benefits provided by the organisation and also with the working
environment and job satisfaction prevailing at Quess Corp.
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