Employee Satisfaction-Vijay Textiles

EMPLOYEE SATISFACTION
A STUDY ON EMPLOYEE SATISFACTION

WITH REFERENCE TO
Vijay Textiles Private Limited, Hyderabad.
TABLE OF CONTENTS
CHAPTER
CONTENT
INTRODUCTION
INDUSTRY POFILE
COMPANY PROFILE
RESEARCH METHODOLOGY
NEED FOR THE STUDY
OBJECTIVES OF THE STUDY
SCOPE OF THE STUDY
LIMITATIONS OF THE STUDY
REVIEW OF LITERATURE
RESEARCH DESIGN
DATA ANALYSIS
&
INTERPRETATION
FINDINGS
& SUGGESTIONS
BIBLIOGRAPHY
QUESTIONNAIRE
CHAPTER -1
INTRODUCTION
INTRODUCTION
3
"People don't leave their jobs, they leave their managers."

Although committed and loyal employees are the most influential factor to
becoming an employer of choice, it's no surprise that companies and
organizations face significant challenges in developing energized and
engaged workforces. However, there is plenty of research to show that
increased employee commitment and trust in leadership can positively
impact the company's bottom line. In fact, the true potential of an
organization can only be realized when the productivity level of all
individuals and teams are fully aligned, committed and energized to
successfully accomplish the goals of the organization.
As a result, the goal of every company should be to improve the desire of
employees to stay in the relationship they have with the company. When
companies understand and manage employee loyalty - rather than retention
specifically - they can reap benefits on both sides of the balance sheet i.e.,
revenues and costs.
On the revenue side of the balance sheet, loyal and committed employees
are more likely to go "above and beyond" to meet customer needs and are
highly motivated to work to the best of their ability.
On the cost side, loyal employees stay longer, resist competitive job offers,
do not actively look for other employment and recommend the company to
others as a good place to work. These four behaviors positively influence the
cost side of the balance sheet.
In other words, rather than focusing only on retention (that is, trying to retain
employees who have already decided to leave), organizations should
proactively
recognize
the
benefits
of
understanding,
managing
and
improving employee satisfaction. The most successful organizations are

those that can adapt their organizational behavior to the realities of the
current work environment where success is dependent upon innovation,
creativity and flexibility.
One of the key steps to understanding and improving employee satisfaction

is by acknowledging the importance of the following factors in building
loyalty and satisfaction:
Broadly-defined
responsibilities
rather
than
narrowly-defined
job
functions
Effective and regular performance evaluations, both formally and

informally
A corporate emphasis on employee learning, development and growth
Wide-ranging employee participation in the organization as a whole.
Typically, a combination of factors influences employees' decisions to stay at

their current job. Contributing factors include satisfying work, a sense of job
security, clear opportunities for advancement, a compelling corporate
mission combined with the ability to contribute to the organization's success,
and a feeling that their skills are being effectively used and challenged.
Specifically, employees who enjoy their work identify themselves with their
employer and perceive that the company is flexible regarding work and
family issues also intend to stay with the organization.
In particular, consider the following elements of effective strategies designed
to build satisfaction and retain key employees:
Include opportunities for personal growth and invest heavily in the

professional development of the best people in the organization.
Provide
employees
with
well-defined
career
paths
(including
succession plan), mentors and tuition reimbursement for job-related

education.
Train employees, even if it makes them more attractive to the

competition. Without seeing an opportunity on the horizon, few high
potential employees will stay with a company and allow themselves to
grow stagnant.
Acknowledge non-work priorities by recognizing and responding to

employees' needs for greater balance in their lives, since employees
will develop loyalty for organizations that respect them as individuals,
not just as workers.
Definitions of Employee Satisfaction:

The term Employee Satisfaction was brought to limelight in 1935.the studies
conducted prior to 1933 by Hoppock observed that Employee Satisfaction is
combination of psychological, physiological and environment circumstances
that cause a person to say I am satisfied with my job.
Some of the definitions of Employee Satisfaction:

1. Employee satisfaction is defined as a pleasurable or positive
emotional state resulting from the appraisal of ones job or job
experience.
2. Employee satisfaction is a set of favorable or unfavorable feelings
with which employees view their work.
3. Employee Satisfaction will be as the amount of overall positive affect
(or feelings) that individuals have towards their jobs.
CHAPTER -2
INDUSTRY PROFILE & COMPANY PROFILE
Industry Profile
Indian Garment Industry- an Overview

The Garment industry is one of India's largest foreign exchange
earning industries. This accounts to 16% of the countrys total exports earnings. As
per the 1996 Indian textile exports records total garment export value was
Rs.35,000 crores of which apparel occupied over Rs14, 000 crores.
It has been estimated that India has 30,000 readymade garment
manufacturing units and around three million people are working in this industry.
Today garment export business grows, with the help of enthusiasm shown by the
foreign buyers at a high level. Today many leading fashion labels are being
associated with Indian products. India is increasingly being looked upon as a major
supplier of high quality fashion apparels and Indian apparels are highly appreciated
in major markets internationally. The credit goes to the exporters and the
government which spontaneously helping in liberalizing the export policies and tax
reduction methods.
Consistent efforts towards extensive market coverage, improving technical

capabilities and putting together an attractive and wide merchandise line has paid
rich dividends. But till today, our garment industry is dominated by sub-contractors
and it consists mainly small units having 50 to 60 machines. India's supply base is
medium quality, relatively high fashion, but small volume of business.
Recent recession in Europe and the South Asian currency crisis have also
contributed their own bits to the decimating Indian exports. Though these are
expected to fizzle out soon, there is no reason for complacency on the part of Indian
exporters or of the garment industry. The industry will soon competitively face the
short falls faced with regard short of quotas, tariffs, etc.
Thus the need of the hour is to enlarge both manufacturing as well as the
marketing base. Inculcation of a spirit of innovation by way of research and
development and tapping new markets especially in South Africa, Central Africa,
East European countries, Latin America and Australia is also mandatory for export
growth.
The Size of India's Textile industry.
The textile industry in India covers a wide gamut of activities ranging from
production of raw material like cotton, jute, silk and wool to providing high
value-added products such as fabrics and garments to consumers.
The industry uses a wide variety of fibers ranging from natural fibers like
cotton, jute, silk and wool to man made fibers like polyester, viscose, acrylic
and multiple blends of such fibers and filament yarn.
The textile industry plays a significant role in Indian economy by providing

direct employment to an estimated 35 million people, by contributing 4 per
cent of GDP and accounting for 35 per cent of gross export earnings. The
textile sector contributes 14 per cent of the value-addition in the
manufacturing sector.
Textile exports during the period of April-February 2009-2010 amounted to

$11,698.5 million as against $11,142.2 million during the same period in the
previous year, showing an increase of around 5 per cent.
Estimates say that the textile sector might achieve about 15 to 18 per cent
growth this year following dismantling of MFA.
Now that the quantitative restrictions are all gone in this huge industry, has it
changed the way the garment manufacturers are operating these days? Are the
foreign orders for Indian garment exporters going up?
"Nothing dramatic has happened in the textiles exports as of now. There is no
deluge of orders. But it I think it will take somas time for the liberated textiles sector
to boom," points out K Baronet, a leading exporter of knitted garments from Torpor
in Tamil Nadir.
Exporters like Baronet do not expect huge orders in the immediate months.
"But we have ramped up our production capacities and are waiting for the big
business to come by," he said. Textile exporters from the garment hot-spot of Torpor
are keeping their fingers crossed.
Many of them as bullish on new export enquiries that have began to trickle in.
"The rush of garment exports in the quota-free regime has not yet happened
in the Indian textiles sector. That is because the normal product and export cycle of
garments is around 60 days. We expect increased bookings by April," says R Shiva,
executive director of the Torpor-based garment factory Classic Polo.
He says in the liberalized textile era, companies will have to restructure their
production capacities to meet export orders.
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Textile exporters anticipate huge orders from major American stores and
brands. "The biggest change is that large textile firms within India are buying smallscale garment manufacturers to shore up their production facilities," says Torporbased textiles consultant Sinai Raja.
"In the months to come, companies will have to increase the production
capacity to face changed global textile trade," he points out.
Already, the Gujarat-based Super Spinning Mills Ltd has moved in to acquire
two sick textile mills in Madura. To increase the company's yarn production capacity
and to cater to the united States export market.
But there are many challenges ahead. "The competitive advantage that India enjoys
now is the low cost of production here. But the real challenge is to develop and offer
value-added services to foreign customers, especially in countries like America,"
says Raja.
Consultants like Raja also add that the textile industry in India will need greater
supply-chain efficiencies and flexible labor laws to succeed in the world market.
The Union government has repeatedly said that whatever the state was expected to
do for the textile industry have already been done.
Thus, it is now the industry's turn to step into the new world order in the unshackled
textiles global market.
RECENT TRENDS
Plans to boost textile exports to $10 bn by 2010
The Union government is planning to boost the export of textiles to the tune
of $10 billion by 2010, said EVKS Elangovan, Union minister of state for textiles. The
minister while speaking on the sidelines of a week-long jute exhibition informed that
the five-year Technology Up gradation Fund Scheme (TUFS) launched in 2003 would
come to an end in 2007.
However, the government may extend TUFS, as the scheme had evoked
overwhelming response in the sector. He also added that the Centre would consider
the expert's suggestion for letting out treated effluent water from the Torpor dyeing
and bleaching units in the sea by setting up an exclusive pipeline. A fixed export
target for jute products has been set by the government at Rest 5,000 crore by
2010 against the present annual export of Rest 1,000 crore.
The government under the joint venture with state government and private
entrepreneurs was going to establish five textile parks, including one at Cuddlier,
Palladium and Perunthurai at a cost of Rest 50-100 crore.
Jute, once popular in West Bengal and its surroundings, has now spread all over
Tamil Nadir, Andhra Pradesh and Karnataka.
Tirupur may lose its position in global market.
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Global and domestic exporters are concerned over the fall-out of frequent
labor unrest and the indefinite closure announced by around 700 dyeing units in
Torpor, in the wake of the effluent treatment and discharge problem faced by them.
If a solution is not found quickly, Torpor runs the risk of losing its premier position in
the global knitwear market, exporters said.
The knitwear hub contributes about $2 billion of the total export of $8.2 billion.
In knitwear production, its share is 70 per cent of the country's total production of
$3.5billion. "If this situation continues, the foreign buyers will shift their orders to
our competitors like China and once the business goes out of India, it is very difficult
to regain the lost markets",
All the investments made to the tune of more than Rest 25,000 crore in the past
couple of years will become idle which in turn will hit the banks which have financed
the exporters.
"This apart, it posed threat to continued employment of about 500,000 people, both
direct and indirect besides affecting the interest of farmers with reduced
consumption of cotton", he added. To put an end to this environmental crisis,
Tirupur units have decided to implement a marine discharge system.
"The Marine Discharge Project can be implemented as a public and private
partnership and we could execute this project as we did in New Torpor Area
Development Corporation Limited a year ago", industry sources said.
The industry is pitching for a contribution of Rest 600 crore as grant from the Centre
for implementing this project and to find a permanent solution for the dyeing units'
problem in the region.
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COMPANY PROFILE
VIJAY was originally incorporated on 2nd February 1990 in the name and style
of Vijay Textiles Private Limited. The Company was subsequently converted into a
Company. Vijay Textiles Limited and a fresh certificate of incorporation was obtained
on 17th June 1994.
VIJAY is an existing profit making company. Initially the company was in the business
of trading in textiles. The major activity consisted of purchase of Polyester Yarn from
Reliance Industries Limited converting the Yarn into Grey Cloth at Bhiwandi through
job contracts and converting the Grey Cloth into finished fabrics through textile
processors. The fabrics were marketed under the brand name "VIJAY" throughout
India.
With the brand name established in the major markets and having created the
necessary sales network the Company ventured into full fledged manufacturing of
processed textiles by acquiring a running textile processing unit from M/s S.K.
Textile Industries on 30th June 1993. The total sale consideration paid for the
acquisition was Rs. 8 50 000/-for the land admeasuring 2 acres together with all the
rights easements equipments structures. The land was purchased on the basis of
negotiated price. The sale was registered vide deed no. 5688 of book 1993 by the
Registrar Rangareddy District Andhra Pradesh. The above consideration was valued
as follows:
Land--2 acres @ Rs. 4 00 000 per acre.
8 colour flat bed and 75 KVA Generator--Rs. 50 000.
The original and residual life of the above equipments is 5 years with normal
maintenance.
13
The Company's facilities for manufacture of processed textiles are located at APIIC
Industrial Estate Khattedan near Hyderabad on freehold land of 2 acres. The
installed capacity is 172 lacs metres. This installed capacity is expressed on the
basis of product mix comprising of 96 lac metre per annum of printed polyester
shirting and 76 lac metre per annum of dyed polyester shirting. However the
capacity utilisation will constantly vary depending on the product mix chosen as
each blended variety viz. trilobal Swiss cotton jersey and boskey require different
processing time. The Company proposes to manufacture more of blended fabrics as
the margins are higher in these varieties.
The Company is presently operating ala capacity of 5-6 lac metres per month. The
Company's Corporate Office and Godown is situated at the prime location "Surya
Towers" in Secunderabad.
In the very first year of manufacturing activity i.e.1993-94 the Company has
achieved a Post Tax Profits of Rs. 98.03 lacs on turnover of Rs. 1304.88 lacs. The
major factors that has contributed for the tremendous increase in the sales for the
year ended 31.3.1994 over the year ending 31.3.1993 are
i) The Company's manufacturing activity commenced from September 1993
onwards which have yielded higher margins. Prior to that the Company was carrying
on only trading activity.
ii) The Company was able to fully meet the demand for fabrics of the desired
designs required quality and quantity at a competitive price during the festive
season of Pongal in January 1994.
The Company during 1993-94 concentrated mainly on 100% Polyester Fabrics and
Grey Fabrics. This product mix was subsequently shifted in favour of Blended Fabrics
which yield substantial margins. This is reflected in the half year results of the
Company ended 31st December 1994. The Company has achieved Profits After Tax
to the tune of Rs. 212.26 lacs on a turnover of Rs. 1536.58 lakhs.
Our vision is to take up new challenges and implement them with the highest
quality standards. The Group also specializes in the childrens garments and
bottoms sector.
It is noteworthy to mention that Vijay Textiles Ltd have been award the ISO
9002 Certification in May 2001 and have subsequently upgraded to the ISO 90012000 Certification.
Management
The Group is headed by Mr. Vijay Kumar Gupta, designated as the
Chairman and Managing director. He has three decades of rich experience in
the garment industry at various levels.
14
Mr. Vijay Kumar Gupta is ably supported by a team of talented and
dedicated professionals from the garment and allied industries.
The Groups progressive HR policies and welfare programmes ensure a
transparent, productive and growth oriented environment to the 1300 plus
employees who play a key role to the success enjoyed by the organization as a
prominent exporter of garments.
Social accountability
At Vijay Textiles Ltd every employee is treated with great care. Apart
from a great salary structure they benefit from ESI, PI, and Gratuity etc. Vijay
Textiles Ltd is proud that some of the employees have put in more than 19 years of
service that speaks a lot about the groups commitment to their employees. The
group also strictly believes in the No Child Lab our Law.
Environmental Accountability
Vijay Textiles Ltd maintains high safely standards, and not to forget the
Effluent treatment plant, which plays a big role in their commitment to preserving
the delicate eco-system.
Suppliers
Over the years Vijay Textiles Ltd has established a reliable and strong support
network for all its supply needs. Nearly 500 looms are controlled and managed
across South Indian towns such as Salem, Nagari, Coimbatore and Cannanore for
production of power loom fabrics of various yarn counts.
Fabrics are also procured from reputed mills such as BVM and Arvind MillsAhmedabad, Nahar- Punjab, Velcord- Mumbai and Premier Mills- Hosur.
All Procurements are made from the above firms in accordance with
predetermined quality standards and regular checks are conducted to ensure
accordance of the same.
Domestic Market
The Group has recently forayed into the booming domestic apparel industry
by launching its own brands Indus Valley (mens and womens clothing) and
Sherwood (kids range) in the local market. The brands are stocked and marketed in
a company owned exclusive outlet and also at various leading garment and lifestyle
stores.
The products promoted under these brand names have already gained a
tremendous response from the domestic market.
Infrastructure
Machinery:
15
Latest world class machines from Durkopp Adler of Germany , Juki, Tajima
and Brother of Japan have been installed at the manufacturing units for an installed
capacity of 1,40,000 garment units per month.
800 sewing machines including special purpose machines have been installed
for quality production i9n large volumes.
Two TAJIMA computerized Embroidery Machines with 20 heads each, A
BARUDAN computerized Embroidery Machine with 20 heads each ,
A pocket
welting machine for cut pockets from Durkopp Adler, Germany and CAD machine
from Gerber, USA for pattern development , complete sophisticated machinery set
up in the factories of the East West Group . We have recently added a TAJIMA
Embroidery @ sequin attaching machine.
As a matter of policy and commitment to quality production, machineries at the
units are replaced every 3 years.
Warehouse
The company has a centralized warehousing, cutting and packing facilities
installed at one of its units. Standard processes, strict adherence to quality norms
and regular maintenance is carried out at the warehousing end as well.
Laundry
To cater to the ever growing and complex needs of the market in terms of
washes and finishes a modern and well equipped laundry is set up with a processing
capacity of 1, 00,000 garments per month. Varied wash procedures based on client
needs such as stone wash, sand wash, enzyme wash, golf wash etc are done here
according to specifications.
It is to be noted that the manufacturing facilities and machineries at the units
have been inspected and approved by some of the largest garment manufacturers
in the United States and the European Union.
Products
Vijay Textiles Ltd today caters toe extensive market requirements and its
product range comprises mens wear, ladies wear and kids wear. The range of
products are produced and exported according to the specifications of the
International fashion labels.
Purchase procedure:
A systematic procedure for purchase of raw materials helps in buying
materials quickly with consistency. In general, purchase procedure of an
organization includes the following aspects.
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RECEIVING PURDHASE REQUISITION:
The purchase department cannot buy the materials on its own as it will not
be aware of what materials are required, their quantity, quality and other details.
Therefore, it will have to be intimated about the materials required by those
departments which are in need of materials. This is done through purchase
requisition. The purchase manager comes to know the details of materials required
by the concern through the purchase requisitions. Purchase requisition is prepared
by the store keeper for materials requirements which are not available in the store.
This requisition has to be approved by head of the department in addition to the
head of department in person who is originating the requisition.
STUDUING THE MARKET AND CHOOSING THE SUPPLIER
The purchase department generally maintains a list of suppliers and other
details for each type or group of materials. Tenders / quotations may be invited from
these suppliers. The comparative statement of various quotations is to be prepared
and the best supplier offering most favorable terms should be selected. When
selecting a particular supplier, the purchase departments supply of required
quantity.
Reliability for supply of quantity
Price quoted
Financial position of the supplier
Terms of payment
Reputation of the supplier
Discounts offered
ISSUING PURCHASE ORDER AND FOLLOWING UP OF DELIVERY SCHEDULES:

Once the supplier is selected the purchase order is to be prepared. The
purchase order is the written commitment from purchase department to buy the
materials and authorization to the supplier to supply materials. It is the contract
between the buyer and seller for stated terms and condition. The supplier is
committed to supply and make payment. It is also an authorization to goods
receiving departments to accept the invoice for payment to the supplier.
Generally, five copies of the purchase order are prepared and used as follows:
One copy is sent to the supplier.
The purchase department retains one copy.
One copy is sent to the store keeper/department, which has requisition

materials.
17
One copy is sent to the receiving department.
One copy is sent to the accounts department.
The purchase order provides detailed information to the supplier regarding

price, quantity, delivery terms, etc. It reduces the purchasing and clerical work into
a routine.
RECEIVING AND INSPECTION OF MATERIALS:
In large organization there may be a separate department for receiving the
materials. But in this organization, this may be entrusted to the store keeper.
FUNCTION OF RECEIVING DEPARTMENT:
Keeping purchase order files in a systematic way.
Receiving and unpacking of materials sent by supplier under various challans.
Verifying the materials received by comparing with purchase orders. This

includes checking quantity, quality, and physical condition of material.
GOODS RECEIVED NOTE:

Preparing a goods received note (GRN), entering the details of materials
received for the information of all those concerned with materials.
Generally, five copies of goods received are purchase and used as given below:
One copy is retained by the goods receiving department.
Four copies are to the store keeper along with materials. The store keeper will verify
the entries with actual goods Countersign them and will send one copy to the
purchase department; one copy to the account department; one copy to be
department which initiated the requisition and one copy is retained by the store
keeper.
VERIFYING AND PASSING SUPPLIERS INVOICE FOR PAYMENT AND

DEDUCTION OF TDS:
Based on goods received note, purchases are verified and a payment is made
to supplier. When the invoice is received from the supplier, it is sent to the
accounting department to check the authenticity as well as accuracy. The quantity,
price and amount received are checked with reference to purchase order and goods
18
received note. If everything is found in order, the accounting section approves the
invoice for payment and the cashier makes the payment as per the agreed.
TAX DEDUCTED AT SOURCE (TDS):

In certain specified case of income, tax should deduce at source by the
person responsible for making payment of such income. As per rule, while making
payment to the supplier TDS is deducted from the payment at a certain rate and the
actual amount is only paid to the concerned supplier.
Payment to contractors
Tax deduction at source on commission and brokerage
Tax deduction at sources on rent
Tax deduction at sources on fees for technical or professionals services
SALES DEPARTMENTS:
Selling is most characteristic feature of the modern marketing system. It is
important not only for increasing the profits of businessman but also for making the
goods and services available to the consumers. The main object of production is to
sell the goods produces. The efficiency of marketing efforts can be measured only
from the volume of sales affected y a businessman.
According to the sec (1) of the sale of goods act, a contract of sale is a
contract where by the seller transfers or agrees to transfer the property in goods to
the buyer for a price. In simple sense, sale means any transfer of property in goods
by one person to another cash deferred payment for any other valuable
consideration.
SALES PROCEDURE:
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REGISTRATION
LETTER OF CREDIT
PROFOMA INVOICE
PRODUCTION OF GOODS
SHIPMENT OF GOODS
NEGOTIATION OF DOCUMENT
SECURING PAYMENT
REGISTRATION:
Exporting involves lot of formalities and it is a lengthy and complicated process. An
exporter is registering his business with various government agencies. Some of the
main steps are to decide the nature of business, to open a bank account, to fox
credit limit, to obtain fax facility, to obtain code number etc.
LETTER OF CREDIT:
20
A letter of credit is a payment term generally used for international sales
transactions. It is basically a mechanism, which allows importers/buyers to offer
secure terms of payment to exporters/sellers in which a bank gets involved. The
technical term for letter of credit is documentary credit. The idea in an
international trade transaction is to shift the risk from the actual buyer to a bank.
Thus the process works both in favor of both the buyer and seller.
PROFOMA INVOICE:
After opening letter of credit the exporter gives a quotation or an offer for
sale to the foreign buyer. It is usually in the form of profoma invoice. This gives
information regarding.
Name and address of the buyer or consignee
Description of goods to be sold
Price
Period of delivery
Mode of payment
Condition of sale and
Other provision such as packing specification, Concessions or discount if any,

etc.
The customers of essay exports i.e., importer plays an order for preparing
sample garments mentioning type of fabric, cooler of the garments, type of print
and specimen of embroidery and wash care instructions and grams per meter of the
garments.
Based on the above the sample department of essay exports develop the
sample and sent for approval, any further correction by the buyer is also carried out
and the specimen garments is prepared which is called prototype then price is
quoted for various size small, medium large of the prototype on a format which is
called preformed invoice.
When a preformed invoice is accepted by the buyer, it becomes a
confirmed order and it is a signal for the exporter to proceed with the formalities
connected with the exporter of the goods mentioned.
PRODUCTION OF GOODS:
The next steps in the processing of a sales order are to make arrangements
for production of the goods. The exporter if he is a manufacturer should then make
21
arrangements for the productions of the item ordered by the buyer. Once the goods
are ready for shipments they should be packed and marked properly.
If the buyer has given specific instructions about packing and marking they
should be followed accordingly. Marking should include the shipping marks of the
consignee, the part of destination, measurements, the country of origin etc.
SHIPMENTS OF GOODS:
Then the exporter may have top arrange for booking of shipping space in
advance of actual sending of goods. Shipping is the most commonly used method of
dispatching goods to a foreign country. Goods are also sent by air or sea good can
be shipped out of India only after obtaining the customs clearance. To obtain the
customs clearance, the exporter should submit bill in the prescribed form. The
shipping bills should be accompanied by the following documents:
Contracts with the overseas buyer in original
Invoice of the goods
Packing list
A profoma showing details of drawback of duty if any claimed
A copy of the letter of credit if any
The customs authorities verified the goods and scrutinize the shipping bill
and other requisite documents and if satisfied, they put it for export subject to the
physical examination of the cargo by the customs staff. After finishing all the
customs formalities, the shipping company issues a shipping order to the exporters
when it agrees to carry the exporters goods. The shipping order is a document
containing instructions to the captain of the ship to accept goods on the board the
ship from the exporter or his agent. Then, the credit worthiness of the importer
should be thoroughly verified.
NEGOTIATION OF DOCUMENTS
Once the goods have been physically loaded on board the ship, the exporter
should arrange to obtain payment for the exports by negotiating the relevant
documents through banks. A complete set of documents submitted for the purpose
of negotiation is called negotiating set of document which usually consists of the
following.
Letter of credit
Commercial invoice together with the packing slip

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Certificate of origin
Marine insurance policy in duplicate
GR- 1 from duplicate and triplicate
Bill of lading/air way bill incomplete set.
COMMERCIAL INVOICE:
It is a document prepared by the exporter. It gives details of the goods
shipped, their description, the shipping marks, the unit and total value as the case
may be. Based on the contract, the number and date of the bill of lading as well as
the name of the ship cargo. The invoice should be made out of in the name of the
buyer mentioned in the LC i.e. letter of credit.
CERFICATE OF ORIGIN:
Certificate of origin states the country in which products under export were
original produced manufactured. It is quite likely that the goods produced in a
particular country attract preferential tariff rated in the foreign market at the time of
importation or it may be that goods produced in a particular banned for import in
the foreign market. The certificate of origin helps the buyer in adhering to the
import regulations of the country.
MARINE INSURANCE:
In case the contract with the foreign buyer is on C.I (i.e. cost and insurance)
or C.I.F. (i.e. cost, insurance and freight basis), the exporter has to make insurance
cover against all the risks of damages to or loss of goods during the sea voyage or
airway for getting the insurance cover the exporter has to submit an application
describing the goods and mentioning the name of ship.
On which the goods are located as well as the value of the goods for
application the insurance company issues a policy in the name of the exporter and
endorsed in bank. Sometimes, the insurance may also be taken by the buyer as it is
based on the contract between the two.
BILL OF LADING:
The bill of lading is a receipt given by the shipping company for the goods
loaded on a particular ship. It is one of the most important documents in the
process of exporting because it carries with it the legal title to the goods shipped on
board the vessel indicated there in.
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It gives broad description of goods, the quantity of goods, the total number of
packages, gross and net weight, the part of shipment, the part if discharge, the
name of the ship and the amount of freight to be paid in case of already prepaid or
freight to be collected. The date on the bill of lading is highly significant because it
is the one, which is taken as the date of the shipment of goods and should therefore
be within the validity date given documentary letter of credit.
BILL OF EXCHANGE:
Submitting a complete set of negotiable document to the negotiating bank
through which the documentary letter of credit has been advised is the first step in
the negotiation or procedure. Where all the terms, and conditions of the letter of
credit has been complied with by the exporter while submitting his documents to
the negotiating bank, the documents are deemed to be clean. The letter of credit
opened by the buyer through his bank authorizes drawing a bill of exchange against
which payment will be made by the opening bank on behalf of the buyer, provided
the terms and conditions specified in the letter of credit are complied with.
A bill of exchange is a draft drawn by the negotiating bank on the opening
bank or the buyer as the may be, and is an instrument of payment, which
negotiable. The drafts drawn are of two types. One is sight draft.
SECURING PAYMENT:
The exporter can resort to a number of alternatives for securing payment of
export dues from the importers. This depends on his contact with the importer. In
this concern, a bill of exchange is prepared for invoice amount thus two set of
documents containing bill of exchange, invoice, negotiable copy of the bill of lading
is presented to the bankers along with letter of credit. The bankers of essay exports
scrutiny the document and credit the invoice amount in local currency.
EXPORT COUNTRIES:
This concern exporting (i.e. sales) textiles & garments to the following countries
namely,
1. Germany
France
3.USA
4.Japan
5.Italy
6.Australia
24
CHAPTER -3
25
Research methodology is a way to systematically solve the research
problem; it may be understood as a science of studying how research is done
scientifically. Thus where we talk of research methodology we not only take
of research method, but also consider the logic behind the methods we use
in the context of our research study and explain why we are using the
particular method.
NEED FOR THE STUDY

Why Measure Employee Satisfaction
A company is only as strong and successful as its members, its employees,
are. By measuring employee satisfaction in key areas, organizations can gain
the information needed to improve employee satisfaction, retention, and
productivity. However, a recent study by the Society of Human Resource
Management (SHRM) indicated that often the HR department's perceptions
of employee satisfaction versus the true measure of employee satisfaction
are not always in sync.
26
Employees who arent satisfied with their jobs are very likely to leave. If they
dont leave they can become a source of bad morale and do a great deal of
harm in the organization. In many cases employers without proper data will
assume the wrong reasons for employee dissatisfaction. Many bosses will
automatically think that money is the top reason for leaving a job. Wouldnt it
be better to have real data and react accordingly?
Surveying employees on a regular basis is a great way to stay in touch with

the pulse of the business. Before launching a survey though it is important to
establish the ground rules.
Many employees will be unwilling to express their honest feelings if they
think they will be singled out. Make sure that the surveys are conducted with
anonymity. Be certain to have the support of company management all the
way to the top. Employees want to know that the leadership is behind the
survey and that their responses will be taken seriously.
OBJECTIVES OF THE STUDY

Since this has been a growing company in Pharma Sector, I wanted to check
out levels of satisfaction before coming up with new policies to take future
course of actions. I was given the task to understand the various aspects
related to Employees satisfaction in the organization.
Vijay Textiles also wanted to make out an external survey in indentifying the
benefits other company offers to its Employees and compare those things
along with the benefits offered by the company.
27
Organization also wanted to know Employees understanding of companys

mission and vision statement.
Company also wanted to check Employees satisfaction levels with their team
leaders, with the Management and within the team members.
Some of the objectives that are identified were:
To measure Employees satisfaction on Compensation and Benefits.
To find out the expectations of Employees from Management.
To compare the desired satisfaction with the actual one.
To compare the satisfaction in different levels i.e. female and male

Employees, juniors and seniors and within different teams.
SCOPE OF THE STUDY

The study covers all levels of Employees and various aspects of Employees
like:
Identifying Employees attitudes towards various attributes at work
place.
This study gives us an insight of how Employees see and
perceive about Organization.

Interpersonal relations, Opportunities for career growth, Compensation and
benefits, Training and development, Working conditions, Communications,
These aspects were taken into consideration to measure Employee
Satisfaction at Vijay Textiles Ltd.,.
Dimensions of employee satisfaction survey are
The knowledge of the company vision/ mission and strategies of
employees?
Satisfaction with HR Policies and Procedures
How confident is the employee about the Companys ability to reach its
Goal?
28
Compensation and Benefits

Whether the company has made reasonable efforts to allow its
employees to balance their work and family?

Work Environment
Opportunities for growth
Whether individuals are respected in this company
About Training Need
LIMITATIONS OF THE STUDY

These were certain limitations of my project if these limitations would have
been taken care of project would have been catered to its need in a better
way
Survey was conducted in 30 days due to which Employees did not get
enough time to complete the survey properly.

Incidents happening at the time of the survey have affected it.
Employees thought that the questionnaire was too big and too specific.
Responses to open ended questions were not been given as the
employees were reluctant in giving responses due, to which we could
not decipher the exact opinion of the Employees for most of the
questions.
Study is restricted to Hyderabad plant and had taken less sample size
as most of the employees are unable to provide the data.
29
REVIEW OF LITERATURE
JOB SATISFACTION
Job satisfaction describes how content an individual is with his or her job.
The happier people are within their job, the more satisfied they are said to
be. Job satisfaction is not the same as motivation, although it is clearly
linked. Job design aims to enhance job satisfaction and performance,
methods include job rotation, job enlargement and job enrichment. Other
influences on satisfaction include the management style and culture,
employee involvement, empowerment and autonomous work groups. Job
satisfaction is a very important attribute which is frequently measured by
organizations. The most common way of measurement is the use of rating
scales where employees report their reactions to their jobs. Questions relate
to
rate
of
pay,
work
responsibilities,
variety
of
tasks,
promotional
opportunities the work itself and co-workers. Some questioners ask yes or no
questions while others ask to rate satisfaction on 1-5 scale (where 1
represents "not at all satisfied" and 5 represents "extremely satisfied").
The concept of job satisfaction traditionally has been of great interest to
social scientists concerned with the problems of work in an industrial society.
A
number
of
consequences
have
been
shown
to
result
from
job
satisfaction/dissatisfaction. Despite the large number of studies that have

dealt with these issues, however, there has been little accumulation of
knowledge.
30
Definitions
Job satisfaction has been defined as a pleasurable emotional state resulting
from the appraisal of ones job; an affective reaction to ones job; and an
attitude towards ones job.
History
One of the biggest preludes to the study of job satisfaction was the
Hawthorne studies. These studies (1924-1933), primarily credited to Elton
Mayo of the Harvard Business School, sought to find the effects of various
conditions (most notably illumination) on workers productivity. These studies
ultimately showed that novel changes in work conditions temporarily
increase productivity (called the Hawthorne Effect). It was later found that
this increase resulted, not from the new conditions, but from the knowledge
of being observed. This finding provided strong evidence that people work
for purposes other than pay, which paved the way for researchers to
investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the
study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of
Scientific Management, argued that there was a single best way to perform
any given work task. This book contributed to a change in industrial
production philosophies, causing a shift from skilled labor and piecework
towards the more modern approach of assembly lines and hourly wages. The
initial use of scientific management by industries greatly increased
productivity because workers were forced to work at a faster pace. However,
workers became exhausted and dissatisfied, thus leaving researchers with
new questions to answer regarding job satisfaction. It should also be noted
that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the
tone for Taylors work.
Some argue that Maslows hierarchy of needs theory, a motivation theory,
laid the foundation for job satisfaction theory. This theory explains that
people seek to satisfy five specific needs in life physiological needs, safety
needs, social needs, self-esteem needs, and self-actualization. This model
31
served as a good basis from which early researchers could develop job
satisfaction theories.
Models of job satisfaction
Affect Theory
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous
job satisfaction model. The main premise of this theory is that satisfaction is
determined by a discrepancy between what one wants in a job and what one
has in a job. Further, the theory states that how much one values a given
facet of work (e.g. the degree of autonomy in a position) moderates how
satisfied/dissatisfied one becomes when expectations are/arent met. When a
person values a particular facet of a job, his satisfaction is more greatly
impacted both positively (when expectations are met) and negatively (when
expectations are not met), compared to one who doesnt value that facet. To
illustrate, if Employee A values autonomy in the workplace and Employee B
is indifferent about autonomy, then Employee A would be more satisfied in a
position that offers a high degree of autonomy and less satisfied in a position
with little or no autonomy compared to Employee B. This theory also states
that too much of a particular facet will produce stronger feelings of
dissatisfaction the more a worker values that facet.
Dispositional Theory
Another well-known job satisfaction theory is the Dispositional Theory. It is a
very general theory that suggests that people have innate dispositions that
cause them to have tendencies toward a certain level of satisfaction,
regardless of ones job. This approach became a notable explanation of job
satisfaction in light of evidence that job satisfaction tends to be stable over
time and across careers and jobs. Research also indicates that identical twins
have similar levels of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was
the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998.
Judge argued that there are four Core Self-evaluations that determine ones
32
disposition towards job satisfaction: self-esteem, general self-efficacy, locus

of control, and neuroticism. This model states that higher levels of selfesteem (the value one places on his/her self) and general self-efficacy (the
belief in ones own competence) lead to higher work satisfaction. Having an
internal locus of control (believing one has control over her\his own life, as
opposed to outside forces having control) leads to higher job satisfaction.
Finally, lower levels of neuroticism lead to higher job satisfaction.
Job Characteristics Model
Hackman & Oldham proposed the Job Characteristics Model, which is widely
used as a framework to study how particular job characteristics impact on
job outcomes, including job satisfaction. The model states that there are five
core job characteristics (skill variety, task identity, task significance,
autonomy, and feedback) which impact three critical psychological states
(experienced meaningfulness, experienced responsibility for outcomes, and
knowledge of the actual results), in turn influencing work outcomes (job
satisfaction,
absenteeism,
work
motivation,
etc.).
The
five
core
job
characteristics can be combined to form a motivating potential score (MPS)

for a job, which can be used as an index of how likely a job is to affect an
employee's attitudes and behaviours. A meta-analysis of studies that assess
the framework of the model provides some support for the validity of the
JCM.
Measuring job satisfaction
There are many methods for measuring job satisfaction. By far, the most
common method for collecting data regarding job satisfaction is the Likert
scale (named after Rensis Likert). Other less common methods of for gauging
job satisfaction include: Yes/No questions, True/False questions, point
systems, checklists, and forced choice answers. This data is typically
collected using an Enterprise Feedback Management (EFM) system.
The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is
a specific questionnaire of job satisfaction that has been widely used. It
33
measures ones satisfaction in five facets: pay, promotions and promotion

opportunities, coworkers, supervision, and the work itself. The scale is
simple, participants answer either yes, no, or cant decide (indicated by ?)
in response to whether given statements accurately describe ones job.
The work itselfresponsibility, interest, and growth.

Quality of supervisiontechnical help and social support.
Relationships with co-workerssocial harmony and respect.
Promotion opportunitieschances for further advancement.
Payadequacy of pay and perceived equity vis--vis others.
The Job in General Index is an overall measurement of job satisfaction. It is

an improvement to the Job Descriptive Index because the JDI focuses too
much on individual facets and not enough on work satisfaction in general.
Other job satisfaction questionnaires include: the Minnesota Satisfaction
Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale.
The MSQ measures job satisfaction in 20 facets and has a long form with 100
questions (five items from each facet) and a short form with 20 questions
(one item from each facet). The JSS is a 36 item questionnaire that measures
nine facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one
of the first scales used widely, measured overall job satisfaction with just one
item which participants respond to by choosing a face.
Some general myths relating to Job Satisfaction.
Argument: Satisfaction Causes Performance -If job satisfaction
causes high levels of performance, the message to managers is quite
simple: To increase employees work performance, make them happy.
Research, however, indicates that no simple and direct link exists between
individual job satisfaction at one point in time and work performance at a
later point. This conclusion is widely recognized among OB scholars, even
though some evidence suggests that the relationship holds better for
professional or higher level employees than for nonprofessionals or those at
lower job levels. Job satisfaction alone is not a consistent predictor of
individual work performance.
34
Argument:
Performance
Causes
Satisfaction:
If high levels
of
performance cause job satisfaction, the message to managers is quite

different. Rather than focusing first on peoples job satisfaction, attention
should be given to helping people achieve high performance; job satisfaction
would be expected to follow. Research indicates an empirical relationship
between individual performance measured at a certain time period and later
job satisfaction. A basic model of this relationship, based on the work of
Edward
E.
Lawler
and
Lyman
Porter,
maintains
that
performance
accomplishment leads to rewards that, in turn, lead to satisfaction. In this

model rewards are intervening variables; that is, they link performance
with later satisfaction. In addition, a moderator variableperceived equity of
rewardsfurther affects the relationship. The moderator indicates that
performance will lead to satisfaction only if rewards are perceived as
equitable. If an individual feels that his or her performance is unfairly
rewarded, the performancecausessatisfaction relationship will not hold.
Argument: Rewards Cause Both Satisfaction and Performance : This
final argument in the job satisfactionperformance controversy is the most
compelling. It suggests that a proper allocation of rewards can positively
influence both performance and satisfaction. The key word in the previous
sentence is proper. Research indicates that people who receive high rewards
report higher job satisfaction. But research also indicates that performancecontingent rewards influence a persons work performance. In this case, the
size and value of the reward vary in proportion to the level of ones
performance accomplishment. Large rewards are given for high performance;
small or no rewards are given for low performance. And whereas giving a low
performer only small rewards initially may lead to dissatisfaction, the
expectation is that the individual will make efforts to improve performance in
order to obtain greater rewards in the future. The point is that managers
should
consider
satisfaction
and
performance
as
two
separate
but
interrelated work results that are affected by the allocation of rewards.

Whereas job satisfaction alone is not a good predictor of work performance,
well-managed rewards can have a positive influence on both satisfaction and
performance.
35
What kindles dissatisfaction?
Earnings or benefits
Job quality or workplace support
Lack of appreciation
Stagnation or no growth
Lack of freedom
Best Practices -Employee Satisfaction.

1) Recruiting and Hiring it all starts with this
2) Provide a Career / Skill Path
3) Employee Development and Training
4) Strong Supervisors / Good Coaching
5) Work Environment / Company Culture
6) Rewarding work / empowering employees.
7) Recognition (first) and Reward (second)
How to keep Employees Engaged and Happy?
Strengthen work environment
Make improvements to mould the company as an employer of choice
Treat employees as an important part of the organisation
Encourage participation in various planning and decision-making
aspects
Offer meaningful work and challenging assignments to effectively
utilise staff skills
Empower employees and ensure them of job security.
Provide legitimate feedback, genuinely listen to staff concerns and
make their interests a management priority
36
Role of Employee Satisfaction & Morale Boosting
37
Seven social learning processes and strategies were identified that relate to
Job Satisfaction
and Morale. These are:
_ Conditions of Service,
_ Recognition & Reward,
_ Organizational Loyalty to Workers,
_ Workplace Design,
_ Job Significance,
_ Performance Management, and
_ Loyalty to the Organization
These seven elements of Job Satisfaction and Morale align with components
of the Job Characteristics Model (Hackman & Oldham, 1980) that are claimed
to be necessary for job satisfaction and the motivation to perform ones job
38
well.
For
instance,
Conditions
of
Service,
Recognition
&
Reward,
Organizational Loyalty to Workers, and Workplace Design all relate to ones

satisfaction with the work context, or to use Hackman and Oldhams (1980)
terms, Job Context Satisfaction. Similarly, Job Significance Pascoe, Ali. &
Warne (your own belief that your work is important and has value) and
Performance Management relate to Experienced Meaningfulness of Work
and Knowledge of Results, respectively, both of which are posited as
necessary psychological states for high levels of motivation to work well.
Whilst there appears to be no direct relationship between Loyalty to the
Organization and elements of the Job Characteristics Model, ones attitude to
the organization for which they work would influence their motivation to work
well.
Conditions of Service
Generally, the data indicates that there is a perception that the conditions of
service and the implementation of certain associated policies and practices
are having some negative impacts on how people view their work
environment. The interviews highlighted how social changes with regard to
individuals goals and aspirations are impacting on work expectations. An
example is the difference in expectations between long serving personnel
and new recruits (generation of baby boomers and generation X). Long
serving members, until very
recently, thought of their work in the Defence Forces as a long term career;
however, new personnel view it as an opportunity to enjoy the work and the
challenges the military offers, but not necessarily as a lifelong career. The
changing role of the military from war fighting to that of the peacekeeping
and humanitarian assistance has an impact on the conditions of service and
ultimately on job satisfaction. The data clearly indicates that younger
personnel now have much higher expectations of being able to balance their
personal life with work commitments. Thus, many comments occurred in the
interviews that related to
family friendly policies in the service, for example:
39
Id leave if thats whats necessary because I have to put my family first

now.
I dont think [this service] has found a method to address women who want
to have families
My partner and I have not lived in the same state since95its just not a
sacrifice Im prepared to keep making.
The shrinking labour market available for recruiting new staff led to the
civilianisation of some military billets, the billets which were often perceived
to be the jewels in the crown as far as military postings are concerned.
Although it was recognized that the civilians formed an important part of the
service, there seemed to be some degree of resentment:
[There is] the perception that civilians were taking over the organizationa
lot of things we used to do is now being taken over by civiliansWe had
people come in and werent trained to the same level as the [service]
people. It meant then the [uniformed] people had to take up the slack.
Two quality of work issues emerged from the interviews: having interesting
and challenging work (which is discussed under the heading of job
significance), and the change in the way things are manufactured and
repaired. An example relating to the latter is:
The techniciansare very much monkey see monkey do these dayshell
learn to replace boxes. Thats his career.
This change in the way things are replaced rather than repaired has a
significant impact on job design and it may be necessary to re-design other
aspects of maintenance-type jobs to sustain interest and variety.
Due to the changing economic climate there were changes introduced to
promotion and advancement policies. This has impacted heavily on officers'
perceptions of conditions of service:
I have a letter from the Chief of Defence Force (CDF) telling me that I can
expect probably two jobs in rank and then its up or out.I have no
40
security of tenure here, whereas before I was promoted to this rank I

probably did.
Many interviewees indicated they had planned to stay until they were 55
years old, but that they now felt that this was not possible. Interestingly, this
has been compounded by the policy of the service whereby some talented
young people are being given fast track promotions, and by the perception
that if you have not reached a particular rank by a certain age then you are
wasting your time staying in the service.
With the downsizing policies that plague most government and private sector
organisations, the culture to work long hours seems to be heavily
entrenched. This occurs both at junior and senior ranks. The research data
points to the general perception that junior staff will be told to go home, but
that no-one tells the senior ranks to go home and not to work such long
hours.
The quantitative survey canvassed opinions on having sufficient resources to
do your work, and the workload.
Sixty-two percent and 72%, respectively, of respondents were satisfied with
the level of resourcing and the workload, indicating that this factor is not
adversely affecting Job Satisfaction and Morale.
Recognition and Reward
The lack of proper recognition for a job well done seems to be an endemic
problem for many organisations (Mitchell, 2000). The research data indicates
that the lack of recognition and extrinsic reward for ones work is mainly due
to the system because rules and regulations largely prevent supervisors from
offering encouragement awards (such as gift vouchers) in recognition of a
job well done. Most interviewees talked about the use of promotion as a
reward, but also emphasised that not everyone who is capable is going to be
promoted because there are not enough positions available.
Interviewees also commented that the existing honours and awards system
is complex. The research team was told that due to a heavy workload
commendations are not written (only one or two people seem to be writing
41
up 90% of the commendations), and as a consequence there are probably a

large number of exceptional people who are missing out. Quotes typical of
those about the honours and awards system are:
The honours and awards system is quite a complex one but its one of the
most publicly and visibly recognised way of getting reward.
"Conspicuous service medals and the Australia Day Medals theres a
general avoidance of
people [in this HQ] getting those sort of things because its then seen as
being nepotistic, if the head shed [HQ] gets all the kudos.
There were also a number of comments about inadequate feedback:
Ive been here for three months and I dont get any feedback on the work
that Ive doneI presume its been OK because they havent come back to
me and said Youre hopeless.
On the matter of intrinsic reward, typical comments were:
Its been very rewarding personally, professionally, if not financially, but Ive
done a lot of really interesting things.
You get offered good opportunities because youre good doing that stuff
and youre working hard..
Such comments indicate that some have specifically joined the military
because of intrinsic rewards such as a wide variety of jobs and opportunities.
Organizational Loyalty to Workers
The prevailing economic climate has led many organizations onto a path of
implementing efficiency measures. Restructuring, frequent organizational
changes and downsizing are the results of that. It is not Pascoe, Ali. & Warne
surprising, therefore, that there is the perception that the organization is less
loyal to workers now than in the past as illustrated by the following
comment:
42
Well hang on, there aint no loyalty here, and Im busting my buns and have
for the past 30
something year, always been a workaholic and always delivered 150%.
The other aspect of organisational loyalty raised during interviews related to
the contract of trust between leaders and staff being broken:
[There is the] expectation that theres going to be more money put into
people and the only place they can get that money from, because they cant
go across to the government say we need more money The only way they
can get it is out of operating costs.
We keep saying that people are the backbone of [this service], but there is a
general feeling out there that that is a platitude and we dont really live up to
that.
Loyalty to the Organization
According to Reichheld (2001) unless leaders of an organization have built
relationships on loyalty then nothing will keep staff and other stakeholders
from jumping ship the instant a better opportunity comes along. This is likely
to be reflected in the level of job satisfaction and staff retention rates, and
involves staff being loyal to the organisation and the organisation being loyal
to staff. Reichheld (2001) also states that true employee loyalty includes
responsibility and accountability for building successful, mutually valuable
relationships. Many of the interviewees considered themselves loyal to the
service, were happy, and would stay with the service forever, if they could:
Imsort of very proud to be wearing the uniform and I knew it was
something that I wanted to do when I was in high school.
Im probably actually quite loyal to the organisation, shared objectives you
know it would take a long period of not having a good time. Its not just a
case of I didnt enjoy the last six months.
There were, however, some mixed messages from people who perceived
themselves as extremely loyal to the service and yet they were leaving it:
43
Im leaving but Ive actually really enjoyed it. Its the best place that Ive
worked with Defence
Im really glad I worked here and Ive got this loyalty to the service, which is
making me sad to leave.
there is a simmering air of discontentment and unhappiness and theres
also this underpinning loyalty and love for the service.
In the quantitative survey only 15% of respondents indicated that they would
not consider a career outside Defence. This could lead to a serious problem
should those remaining 85% employees act upon it and leave the
Department. Despite the mixed messages concerning loyalty to the service,
and despite the fact that staff still indicated they are leaving, there is a clear
sense of loyalty to the service.
Workplace design
The physical design of a workplace impacts on the behaviours that occur in
that space. Fifty-nine percent of respondents to the quantitative survey
found the work environment too noisy, and only 45% indicated they could
work effectively in the open plan environment. From the interview data it
became apparent that the preferred solution to this was to book a quiet
conference
room
and
work
there.
Interestingly,
some
interviewees'
comments indicated they favoured an open plan environment, and that

common identity, morale and communication had been enhanced due to the
collocation of staff:
You can just pull up a chair and talk about something
It really promotes a team, and what it does promote is the transfer of
knowledge.
Job Significance
Job significance is the extent to which one feels his or her work is significant,
or is something that counts, and if one sees their job as trivial they are
unlikely to experience it as meaningful. In turn, they are unlikely to develop a
high level of job satisfaction or work motivation (Hackman & Oldham, 1980).
44
Regardless of industry or organisation, lack of tangible and significant

outcomes from work can lead to workers being less willing to engage in
generative learning. Most of the interviewees talked about the importance of
feeling they are making a contribution and that their work is having an
effect. Some indicated that working at the HQ has given them a clearer
picture of what the service does and how they contribute to that, for
example:
Its the first job Ive ever had where I can make a big difference, and I love
it.
I really enjoyed it because I felt I was actually contributing something.
Im very pleased to be going back to something whereI think I can make a
contribution because I struggled to find a way to really make a contribution.
Service to our nation is one of the greatest things you can ever do and the
simple satisfaction of something like Timor, of something like the Gulf, of
actually getting out there and doing what you are trained to do is
remarkable.
Others talked about a lack of challenge and job significance as a reason for
leaving:
More administration, its a day-to-day task that doesnt contribute to the
bigger goal doesnt have a big impact on any projects whatever.
The research data clearly points to lack of job significance as a main reason
for those who leave the service.
Performance Management
Assessment, reporting and performance management form a significant part
of the overall management of military personnel throughout their careers.
Issues raised in relation to performance management of individuals are
indicated by the following comments:
Evaluation of personnel and reports were not handed in on time and as a
result some people missed [out] on advancement.
45
It doesnt say anything about, you know, congratulations, well done, or

how valued you are to the organisation. What it says is that "Now that you're
here, perform or youre out.
Individuals identified the following as important in their performance
management: realistic goals, trust, making sure your performance is fully
recorded, and the linking of the financial and performance
The Role of Job Satisfaction and Morale in Organizational Learning

Job satisfaction and the motivation to perform well at work is important in
today's business climate not merely because of their links with high levels of
work effectiveness they are also important because the competitive
advantage requires a knowledge edge and this cannot be achieved unless
employees are willing to engage in behaviours that will result in generative
learning. These include the willingness to share corporate knowledge and the
willingness to voice new ideas and engage in dialogue about new and
innovative ways of working. Figure 2 below illustrates the impact that factors
associated with Job Satisfaction and Morale can have on these two elements
that are vital to generative learning. The findings of the study reported in this
paper
suggest
that
Conditions
of
Service,
Recognition
&
Reward,
Organizational Loyalty to Workers, Workplace Design, and Performance

Management contribute directly to Job Satisfaction & Morale. Loyalty To the
Organization and Job Significance also contribute to Job Satisfaction &
Morale, but the relationship is recursive. For instance, higher levels of Job
Satisfaction & Morale would have positive impacts on
Loyalty to the Organization and levels of Job Significance. Finally, Job
Satisfaction & Morale will impact on Motivation to Work Well, and this directly
46
influence employees Willingness To Share Corporate Knowledge and their

Willingness to Voice New Ideas.
Research design
After having defined the objective the next is to formulate steps, which will
specify the ways of achieving the primary and secondary objectives.
Generally the data collection method and sampling plan are the main
elements that constitute the research design.
Research design provides smooth operations yielding maximal information
with minimum expenditure of effort time and money.
Research design has a plan in advance of data collection analysis for our
research report.
A research design is the logical and systematic planning and directing piece
of research.
A research design is the arrangement of conditions for collection and
analysis of data in a manner that aims to confirm relevance to the research
purpose with economy procedure.
The study is designed as descriptive one based on survey method. The
sample was selected based on convenience sampling method. Both primary
data and secondary data were collected. And the collected data were
analyzed by using statistical tools like percentage method and pie charts.
47
Pre testing of questionnaire The researcher to remove questions that are

vague and ambiguous in the nature conducted the pre testing. The samples
of 21 respondents were selected and the questionnaire was pre-tested and
the researcher did necessary modification.
Data collection
There are two types of data
Primary data: - the primary data is that information which is collected for
the first time, and thus happens to be original in character primary data is
never collected before. Primary data can be collected through method of
survey, observations and questionnaire.
Here the data has been collected through questionnaire.
Secondary data: the pre-existing data not gathered for the purposes of the
current research. This is the data which have already been
collected by some other agency and which have already been
processing.
Here the secondary data was collected from web sites, journals and books.
Sample
A sample is a segment of the population selected to represent the population
as a whole.
Sample size
The study of Employee Satisfaction was done with a sample size of 21
Employees who were at least three years old in the organization.
48
RESEARCH INSTRUMENT:
The research instrument used for collecting the data is questionnaire.
Questionnaire:
The Questionnaire is prepared in an organized and thorough manner and
reframed accordingly after considering all the required aspects of the
attrition analysis, using last years data. The scale ranges from a score of 1
for Strongly Agree to a score of 6 for Unable to Rate.
Parameters Used For the Survey

The primary data about Employee Satisfaction is collected from Employees
using a structured Questionnaire which contained both open ended as well
as closed ended Questions. A questionnaire of questions was designed
keeping in view the objectives and other aspects which are mentioned below
General
Work Environment
Respect for Employees
Respect for Management
Opportunities for Growth
Teamwork
Communication
Feed back
Closing
Our motive was to cover all the areas which were related to Employees and
measure his/her satisfaction level in those areas.
49
To carry out the survey we prepared the questionnaire divided into various
sections and we uploaded the questionnaire into the website and the survey
would be active for a stipulated period of time.
STATISTICAL TOOLS USED FOR ANALYSIS:
After data collection, statistical tools are used for analyzing the data and
results are obtained. From the obtained results, findings and suggestions can
be done.
CHAPTER -4
DATA ANALYSIS
&
INTERPRETATION
50
Work Environment
This section is related to the facilities at your workplace and the resources
available to you to do your job
1. I have the resources I need to do my job well.
S No.
Attributes
No. of employees
Strongly Agree
11
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
51
2. The necessary information systems are in place and accessible for

me to get my job done.
S No.
Attributes
No. of employees
Strongly Agree
10
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
52
3. My workplace is well maintained.
S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
10
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
53
4. My workplace is safe.
S No.
Attributes
No. of employees
Strongly Agree
13
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
54
5. I feel comfortable expressing my views and raising concerns at

work.
S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
10
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
0
55
6. I am very much satisfied with the kind of work I do.

S No.
Attributes
No. of employees
Strongly Agree
11
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
56
7. I feel that my talent is used in the best way.

S No.
Attributes
No. of employees
Strongly Agree
12
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
57

In this section you are supposed to give your feedback on how satisfied are
you with the pay and the benefits that you get at Vijay Textiles.
9. I am paid fairly for the work I do.

S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
9
58
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
10. My salary & benefits is competitive with similar jobs I might find
elsewhere.
S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
2
59
11. I am satisfied with my benefits package.

S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
3
60

This section deals with the organization attitude towards its employees.
61
13. My Superiors & Management values my talents and the

contribution I make.
S No.
Attributes
No. of employees
Strongly Agree
10
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
62
14. My team leader always treats me with respect.
S No.
Attributes
No. of employees
Strongly Agree
11
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
63
15. Everybody is treated fairly in this organization.
S No.
Attributes
No. of employees
Strongly Agree
10
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
64

This section deals with the employees attitude towards management.
16. Our senior leaders demonstrate strong leadership skills.
S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
65
17. Our team lead knows his job well.
S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
66
18. Our HR Manager knows his job well.

S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
67

This section deals with opportunities that Vijay Textiles provides for
professional & personal growth.
19. I receive the KT I need to do my job well.

S No.
Attributes
No. of employees
Strongly Agree
11
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
68
20. My work is challenging and stimulating
S No.
Attributes
No. of employees
Strongly Agree
15
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
0
69
21. I have a mentor at work.

S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
0
70
Team work
This section deals with how good are you working in teams.
22. New members are welcomed warmly and they easily mingle with
the team.
S No.
Attributes
No. of employees
Strongly Agree
12
Moderately Agree
Neutral
Moderately Disagree
1
71
Strongly Disagree
Unable to Rate
23. Do you feel that we all are part of a team and are working
towards a shared goal?
S No.
Attributes
No. of employees
Strongly Agree
16
Moderately Agree
Neutral
0
72
24.
Moderately Disagree
Strongly Disagree
Unable to Rate
Management
communicates
well
with
the
rest
of
the
organization.
S No.
Attributes
No. of employees
Strongly Agree
7
73
Moderately Agree
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
Feed back
This section deals with concept of taking feedback from the employees of
Vijay Textiles.
25. I receive useful and constructive feedback from my manager,
that helps me improve my performance.
S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
10
Neutral
74
Moderately Disagree
Strongly Disagree
Unable to Rate
26. I am given adequate feedback about my performance.

S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
10
Neutral
Moderately Disagree
0
75
Strongly Disagree
Unable to Rate
27. I have an opportunity to participate in the goal setting process.

S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
9
76
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
28. My work is being rewarded or recognized at appropriate times.

S No.
Attributes
No. of employees
Strongly Agree
Moderately Agree
3
77
Neutral
Moderately Disagree
Strongly Disagree
Unable to Rate
29. I would recommend others to work for this company.
S No.
Attributes
No. of employees
Yes
20
No
78
CHAPTER -5
FINDINGS &
SUGGESTIONS
79
FINDINGS
After being a part of entire survey i.e. from preparation of questionnaire to
the preparation of final report, I was able to identify the benefits from the
survey conducted and also recognized some of the areas where Employees
showed dissatisfaction, which are as follows:
1. Employees were pleased to work with Vijay Textiles.
2. People expressed their confidence in management of Vijay Textiles
3. Most of the Employees were not clear about the mission & vision
statement of Vijay Textiles.
4. Employees are not comfortable with the work place.
5. Employees are unhappy with the Pantry & Conference facilities
provided to them.
6. Employees feel that they are unable to balance their personal and
professional life.
7. Most of the Employees are displeased with their Compensation and
benefits part.
80
8. Individuals are treated fairly in Vijay Textiles.

9. Employees are very much happy with their respective team leads.
10.
Individuals working in teams are happy with cooperation which
they get
from their respective teams.
11.
People working in Vijay Textiles felt that they can freely share
their opinion on various things relating to work and personal life with
others.
12.
Employees strongly feel that they have Opportunity for their
career growth at Vijay Textiles.
13.
Employees are pleased with the HR department.
14.
Lack of discipline is found with respect to time management.
15.
Employees are satisfied with the current policies of Vijay Textiles
Ltd.,.
16.
Employees are unhappy with their performance evaluation policy.
17.
Most of the Employees are dissatisfied with the lack of feedback
they get from their team leaders.
81
SUGGESTIONS
After the successful completion of the survey i.e. when all Employees
submitted their feedback we analyzed it in following ways
Consolidated report of all the Employees taken and difficulties faced by them
were taken into consideration. Then team wise about the perception and
problems faced in teams were analyzed. Then reports were divided according
to gender and analyzed and finally reports according to seniority were
prepared from which the consolidated report that had been enclosed shows
the overall levels of Employee Satisfaction at Vijay Textiles Ltd.,
After analyzing the consolidated report, I thought the below suggestions
given by me would help Vijay Textiles to create an amicable & peaceful
environment where people feel proud to work.
The recommendations are follows:
1. Some of the questions for which negative feedback was expected were
deleted , in my view when they were planning to take an overall
opinion about employee satisfaction levels all the factors related to
employee satisfaction should be covered.
2. Quick and prompt action should be taken for the areas found in
Employee feedback which need improvement.
3. Employee should be given more time to fill up the survey.
4. Recent training and development sessions were useful to employees.
Most of them felt that the training sessions should continue and this
session should focus more on their technical and soft skills.
5. In spite of company providing many benefits to employees, most of
them are not happy with benefits plans of the company, I would like to
recommend Hetero to go for benefits like sodexho passes, spouse
insurance etc...
6. Most of the employees felt that they should be a balance of work
between personal and professional life. This kind of stress can be reduced
by encouraging fun related activities in the office regularly.
7. Employees says that there should be more space in the pantry and they
also require more chairs as employees cannot go together for lunch and
82
hence hampers the mutual communications. This can be overcome by

providing more chairs or by making the sitting arrangements more
spacious.
8. Hetero should try to encourage its employees by taking them out for an
outing or team dinner so as to boost up the team and give them
relaxation from their routine activities.
9. Employees feel that their performance evaluation is not fair, this can be
abridged by making its employees clear about the policies and
procedures.
10. Team leads should give them a feedback for every fifteen days so that
they can asses themselves and work on their weakness to convert them
into strengths.
11. Lack of discipline has been found with respect to time, I would like to
recommend Hetero to go for an effective time sheet.
CHAPTER -6
BIBLIOGRPHY &
QUESTIONNAIRE
83
BIBLIOGRAPHY
Aswathappa k., Human Recourse & Management, 2003, Pg (244 to 245)
Khan N.V., Personal management, 2006, Pg (132 to 134)
Gupta K. Shashi & Joshi Rosy, Human Recourse Management, 2008, Pg (20.9
to 20.17)
30
Rao Subba P., Essential of HRM & Industrial Relationships, 2005, Pg (480 to
482)
Velnampy T., "Job Attitude and Employees Performance of Public Sector
Organizations in
Workplace Employment Relations Survey", Human Resource Management
Journal, Vol. 18, Issue-2, 2008, Pg (97195)
K.K.Jain, Fauzia Jabeen, Vinita Mishra & Naveen Gupta, " Job Satisfaction as
Related to
Hardik Shah & Hiral Shah, "Job Satisfaction and Fatigue Study", SCMSCOCHIN Journal
Organisational Behaviour by L.M. Prasad.
Sons 1997.
Published by Sultan Chand &
84
Websites:
www.google.co.in
www.wikipedia.in
www.humanresourcesabout.com
www.surveymonkey.com
QUESTIONNAIRE
Please provide the following information
First Name _________________________________________________________
Last Name _________________________________________________________
Working since ________________________________________________________
Team
_________________________________________________________
Designation
_________________________________________________________
Work Environment
This section is related to the facilities at your workplace and the resources
available to you to do your job
1. I have the resources I need to do my job well.
a) Strongly Agree
b) Moderately Agree
d) Moderately Disagree e) Strongly Disagree
c) Neutral
f) Unable to Rate
2. The necessary information systems are in place and accessible for

me to get my job done.
85
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
3. My workplace is well maintained.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
4. My workplace is safe.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
5. I feel comfortable expressing my views and raising concerns at

work.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
6. I am very much satisfied with the kind of work I do.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
7. I feel that my talent is used in the best way.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
8. Give us your final feedback of what you think of the resources

and facilities that are provided at Vijay Textiles.
______________________________________________________________________________
86
______________________________________________________________________________
87

In this section you are supposed to give your feedback on how satisfied are
you with the pay and the benefits that you get at Vijay Textiles.
9. I am paid fairly for the work I do.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
10. My salary & benefits is competitive with similar jobs I might find
elsewhere.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
11. I am satisfied with my benefits package.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
12. Give us your final feedback in detail about how satisfied are you
with
your
salary.
______________________________________________________________________________
____________________________________________________________________________

This section deals with the organization attitude towards its employees.
13. My Superiors & Management values my talents and the
contribution I make.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
88
14. My team leader always treats me with respect.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
15. Everybody is treated fairly in this organization.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate

This section deals with the employees attitude towards management.
16. Our senior leaders demonstrate strong leadership skills.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
17. Our team lead knows his job well.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
18. Our HR Manager knows his job well.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
89

This section deals with opportunities that Vijay Textiles provides for
professional & personal growth.
19. I receive the KT I need to do my job well.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
20. My work is challenging and stimulating

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
21. I have a mentor at work.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
Teamwork
This section deals with how good are you working in teams.
22. New members are welcomed warmly and they easily mingle with
the team.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
23. Do you feel that we all are part of a team and are working
towards a shared goal?
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
90
Communication
24.
Management
communicates
well
with
the
rest
of
the
organization.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
Feedback
This section deals with concept of taking feedback from the employees of
Vijay Textiles.
25. I receive useful and constructive feedback from my manager,
that helps me improve my performance.
a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
26. I am given adequate feedback about my performance.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
27. I have an opportunity to participate in the goal setting process.

a) Strongly Agree
b) Moderately Agree
c) Neutral
f) Unable to Rate
28. My work is being rewarded or recognized at appropriate times.

a) Strongly Agree
b) Moderately Agree
c) Neutral
91
f) Unable to Rate
29. I would recommend others to work for this company.

a) Yes
b) No
30. Is there anything else that you would like to share on the
employee satisfaction?
______________________________________________________________________________
______________________________________________________________________________
____________________________________________________________________________
92
93

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EMPLOYEE SATISFACTION

A STUDY ON EMPLOYEE SATISFACTION

"People don't leave their jobs, they leave their managers."

improving employee satisfaction. The most successful organizations are

One of the key steps to understanding and improving employee satisfaction

Effective and regular performance evaluations, both formally and

A corporate emphasis on employee learning, development and growth

Wide-ranging employee participation in the organization as a whole.

Typically, a combination of factors influences employees' decisions to stay at

Include opportunities for personal growth and invest heavily in the

succession plan), mentors and tuition reimbursement for job-related

Train employees, even if it makes them more attractive to the

Acknowledge non-work priorities by recognizing and responding to

Definitions of Employee Satisfaction:

Some of the definitions of Employee Satisfaction:

Indian Garment Industry- an Overview

Consistent efforts towards extensive market coverage, improving technical

The textile industry plays a significant role in Indian economy by providing

Textile exports during the period of April-February 2009-2010 amounted to

Reliability for supply of quantity

Financial position of the supplier

Reputation of the supplier

ISSUING PURCHASE ORDER AND FOLLOWING UP OF DELIVERY SCHEDULES:

One copy is sent to the supplier.

The purchase department retains one copy.

One copy is sent to the store keeper/department, which has requisition

One copy is sent to the receiving department.

One copy is sent to the accounts department.

The purchase order provides detailed information to the supplier regarding

FUNCTION OF RECEIVING DEPARTMENT:

Keeping purchase order files in a systematic way.

Receiving and unpacking of materials sent by supplier under various challans.

Verifying the materials received by comparing with purchase orders. This

GOODS RECEIVED NOTE:

VERIFYING AND PASSING SUPPLIERS INVOICE FOR PAYMENT AND

TAX DEDUCTED AT SOURCE (TDS):

Tax deduction at source on commission and brokerage

Tax deduction at sources on rent

Tax deduction at sources on fees for technical or professionals services

Name and address of the buyer or consignee

Description of goods to be sold

Condition of sale and

Other provision such as packing specification, Concessions or discount if any,

Contracts with the overseas buyer in original

Invoice of the goods

A profoma showing details of drawback of duty if any claimed

A copy of the letter of credit if any

Commercial invoice together with the packing slip

Marine insurance policy in duplicate

GR- 1 from duplicate and triplicate

Bill of lading/air way bill incomplete set.

NEED FOR THE STUDY

Surveying employees on a regular basis is a great way to stay in touch with

OBJECTIVES OF THE STUDY

Organization also wanted to know Employees understanding of companys

To measure Employees satisfaction on Compensation and Benefits.

To find out the expectations of Employees from Management.

To compare the desired satisfaction with the actual one.

To compare the satisfaction in different levels i.e. female and male

SCOPE OF THE STUDY

Identifying Employees attitudes towards various attributes at work

This study gives us an insight of how Employees see and