Zahid Project

PROJECT REPORT
“Workers’ Satisfaction - A Comprehensive Survey”
With Special Reference to
Vardhman Yarns and Threads Ltd

Unit-IV.
BADDI
A PROJECT REPORT
Submitted to PTU, Jallundhar
In partial fulfillment of the requirements for the
MASTER OF BUSINESS ADMINISTRATION
PROGRAMME
Submitted to:
STN Submitted by:
Zaheed Rashid
1
CERTIFICATE
It is certified that the project work on the topic

“Workers’ Satisfaction - A Comprehensive Survey”,
with special reference to Vardhman Yarns and Threads
Limited, Baddi, is an original one. This project has been done
under my guidance and has not been submitted earlier to
this University, or to any other institution for fulfillment of the
requirement of any course of study.
The assistance and help received during the project

and source of literature has been fully acknowledged.
Zaheed Rashid
Project Guide.
Mr. Vishnu Dutt Roll No.-820379271
2
Acknowledgement
“If words are considered as symbol of

approval and token of appreciation then let the
words play the heralding role of expressing my
sincerest gratitude and thanks”
First of all, with the limitless humility, I

would like to thank God who is full of
compassion and mercy. He has bestowed me
with enough courage to accomplish this task.
I am indebted to Mr. Vishnu Dutt – Head

P&IR of Vardhman Yarns and Threads Ltd.
Baddi, for providing me an opportunity to carry
on my project work Vardhman Yarns and
Threads Ltd.
I would like to express my sincere

gratitude towards Ms. Shivani Sharma (Project
Supervisor), Mr. Ranjeet Singh and Mr.
Shailender Shukla for having provided me with
the valuable help her. I have learnt a lot. I am
grateful to him for rendering guidance at every
step.
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I would like to extend my warm gratitude
to the other members of Vardhman Yarns and
Threads Ltd. for their help in completing the
project.
In the end, I would like to express my

gratitude to my parents for providing me, their
valuable help throughout the project work.
Zaheed Rashid
4
PREFACE
Project is an agglomeration of theoretical concepts which enhances our

skills in the field of technology. Project at Vardhman Yarns and Threads. Ltd. was
surely a learning experience.
The Project Report has been developed as part of MBA Curriculum. The
purpose of my project undertaken is to familiarize the factors which lead to
workers’ satisfaction in industry (Vardhman Yarns and Threads Ltd.)
The Project was done at Vardhman Yarns and Threads Ltd. It is private unit
situated at Baddi (Solan) H.P. Vardhman Yarns and Threads Ltd is a perfect blend
of innovation and performances.
The study describes the factors that influence workers’ satisfaction in

achieving the objectives of the organization.
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CONTENTS
I. Scope of the Project
II. Profile of Vardhman Yarns and Threads Ltd., Baddi
a) Mission
b) History
c) Philosophy
d) Portfolio
e) Holdings
f) Market
g) Achievements
III. Workers Satisfaction : An Introduction
a) Meaning of Workers’ Satisfaction.
b) History of Workers’ Satisfaction
c) Determinants of Workers’ Satisfaction
d) Importance of Workers’ Satisfaction
e) Objective of the Survey
IV. Research Methodology
a) Methodology Used
b) Questionnaire
c) Sampling unit and sampling size
d) Method of Data Collection
e) Data Analysis
f) Inference
V. Analysis of the Survey
VI. Recommendations and Suggestions

VII. Limitations and Directions for Future Research
VIII. Annexure
VI. Bibliography
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SCOPE OF THE PROJECT
The project study is conducted in Vardhman Yarns and Threads Ltd. The
sample chosen for the study includes the regular workers of the organization.
Need of the Project
“Employees aren’t just the faces in the crowd, they are the real
performers”. Employees with high satisfaction can reduce the employee turnover.
Workers’ satisfaction is one of the primary factor that influence the working of the
organization. Infact the rate of satisfaction is an indicator of organizations state of
health and also its supervisory and managerial effectiveness.
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Profile
Of
Vardhman Yarns and

Threads Ltd.
Unit-IV
Baddi
8
ABOUT THE COMPANY
Vardhman is a major integrated textile producer in India. The Group was setup in 1965 at
Ludhiana, Northern India. Since then, the Group has expanded manifold and is today,
perhaps, the largest textile conglomerate in India. The Group recorded a turnover of
Rs.2210 crores (about US$ 500 million) in FY 2005-06. The Group portfolio includes
manufacturing and marketing of Yarns, Fabrics, Sewing Threads, Fibre and Alloy Steel.
Mission
Vardhman aims to be world class textile organization producing diverse range of

products for the global textile market.Vardhman seeks to achieve customer delight
through excellence in manufacturing and customer service based on creative combination
of state-of-the-art technology and human resources. Yardman is committed to be
responsible corporate citizen.
S P Oswal, Chairman - Vardhman Group
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HISTORY
The industrial city of Ludhiana, located in the fertile Malwa region of Central Punjab is
otherwise known as the "Manchester of India". Within the precincts of this city is located
the Corporate headquarters of the Vardhman Group, a household name in Northern India.
The Vardhman Group, born in 1965, under the entrepreneurship of Late Lala Rattan
Chand Oswal has today blossomed into one of the largest Textile Business houses in
India.
At its inception, Vardhman had an installed capacity of 14,000 spindles, today; its
capacity has increased multifold to over 5.5 lacs spindles. In 1982 the Group entered the
sewing thread market in the country which was a forward integration of the business.
Today Vardhman Threads is the second largest producer of sewing thread in India. In
1990, it undertook yet another diversification - this time into the weaving business. The
grey fabric weaving unit at Baddi (HP), commissioned in 1990 with a capacity of 20,000
meters per day, has already made its mark as a quality producer of Grey poplin, sheeting,
and shirting in the domestic as well as foreign market. This was followed by entry into
fabric processing by setting up Auro Textiles at Baddi, which currently has a processing
capacity of 1 lacs meters/day.
In the year 1999 the Group has added yet another feather to its cap with the setting up of
Vardhman Acrylics Ltd., Bharuch (Gujarat) which is a joint venture in Acrylic Fibre
production undertaken with Marubeni and Exlan of Japan. The company also has a strong
presence in the markets of Japan, Hong Kong, Korea, UK and EU in addition to the
domestic market. Adherence to systems and a true dedication to quality has resulted in
obtaining the coveted ISO 9002/ ISO 14002 quality award which is the first in Textile
industry in India and yet another laurel to its credit.
PHILOSOPHY
• Total customer focus in all operational areas
• Products to be of best available quality for premium market segments through TQM and
zero defect implementation. All functional areas.
• Global orientation targeting - at least 20% production for exports.
• Integrated diversification/product range expansion
• World class manufacturing facilities with most modern R&D and process technology.
• • Faith in individual potential and respect for human values.
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• Encouraging innovation for constant improvements to achieve excellence in all
functional areas.
• Accepting change as a way of life
• • Appreciating our role as a responsible corporate citizen.
PORTFOLIO
The group portfolio includes Yarn, Fabrics, Sewing Thread, Fibre and Alloy Steel
Yarns
Yarn Manufacturing is the major activity of the group accounting for 65 percent of the
group turnover. Vardhman is virtually a supermarket of yarns, producing the widest range
of cotton, synthetics and blended, Grey and Dyed yarns and Hand Knitting Yarns, in
which Vardhman is the market leader in India. The group has nine production plants with
a total capacity of over 5.5 lacs spindles, spread all over the country. In many of the yarn
market segments, Vardhman holds the largest market share. Vardhman is also the largest
exporters of yarn from India, exporting yarns worth more than USD 90 million.
Sewing Thread
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Vardhman is the second largest producer of sewing thread in the country. The sewing
thread manufacturing capacity is being expanded from present 17 tons per day to 22 tons
per day in its sewing thread plants located at Hoshiarpur, Baddi and Ludhiana. Sewing
threads contributes 12 percent of the group turnover.
Fabrics
The group has created state-of-the-art fabric weaving and processing facilities in its plant
at Baddi, Northern India. The group has installed 208 shuttles less looms and a fabric
processing capacity of 30 million meters per annum in collaboration of Tokai Senko of
Japan. Fabrics business contributes 8 percent to the group turnover.
Fibre
The group has recently set up an Acrylic Staple Fibre plant at Bharuch in Gujarat in
collaboration with Marubeni and Japan Exlan of Japan. The plant has annual capacity of
18000 tons per annum. Fibre contributes 8 percent to the total turnover of the group.
Steel
The Group is also present in upper-end of the steel industry. The group has
manufacturing capacity of 100000 tons of special and alloy steel. The group supplies its
steel products to some of the most stringent quality steel buyers like Maruti and Telco. It
contributes 6 percent to the total turnover of the group
HOLDINGS
Spinning Business
Domestic Trade Area Units
Vardhman Spinning & General Mills Ludhiana, Punjab

Auro Spinning Baddi, HP
Arihant Spinning Malerkotla, Punjab
Arisht Spinning Baddi, HP
Gas Mercerised Yarn Business Hoshiarpur, Punjab
Auro Dyeing Baddi, HP
Export Oriented Units
Anant Spinning Mandideep, MP
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Vardhman Spinning & General Mills Export Oriented Units Baddi, HP
VMT Baddi, HP
Fabric Business
Auro Weaving Baddi, HP

MSML Textiles Division Baddi, HP
Auro Textiles Baddi, HP
Sewing Thread Business
ST-I Hoshiarpur, Punjab
ST-II Ludhiana, Punjab
ST-III Perundurai, TN
ST-IV Baddi, HP
Vardhman Special Steels Ludhiana, Punjab
Bharuch, Gujarat
Vardhman Acrylics Limited
Vardhman Group
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MARKET
• Largest Spinning capacity in India - over half a million spindles.
• Largest producer of Cotton, Synthetics and Blended yarns in the country
• Largest Dyeing Capacity of Fibre and Yarn
• Largest Exporter of Cotton Yarn
• Market Leader in Hand Knitting Yarns in India
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• Largest range of Textile products
• Second largest producer of Sewing Thread in the country
• Collaborations with specialist worldwide
ACHIEVEMENTS
It’s an overwhelming feeling when the efforts and hard work put in are recognized and
felicitated. A feeling that galvanizes the Group into believing in more, in itself and
reaffirming its commitment to offer products that invoke trust and reliability
Back home, the Vardhman Group became India's first textile company to be awarded
ICO9002/ ISO 14002 Certification. It is the largest producer and exporter of yarns and
Grey woven fabrics from India. Vardhman is also the largest producer of tyercord yarns
and the second largest producer of sewing threads in India. The Vardhman Group vision
of excellence is matched by a dedication and sincerity to be the best and excel in every
industry it has a presence.
Textile Export Promotion Council 2003-04

Gold trophy in EOU/EPZ for export of cotton yarn

Bronze trophy in mill fabric exporter category
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Gold Trophy in EOU/EPZ for export of cotton yarn

Silver Trophy

Bronze Trophy

Silver Trophy
Govt. of India Award 1994-5, 1995-96

Award of Merit

(Merchant Export Category for Fabrics)
Bronze Trophy

(Merchant Export Category for Fabrics)
Gold Trophy

Gold Trophy
Vardhman Yarns and Threads Limited, UNIT-IV,BADDI
Vardhman Textiles Limited (VTXL) transferred its threads business on a slump sale basis
to one of its subsidiary companies, Vardhman Yarns and Threads Limited (VYTL),
through a Scheme of Arrangement, Re-organization and Demerger as sanctioned by the
Hon’ble Punjab and Haryana High Court, with effect from 1st April, 2008. The holding of
VTXL in VYTL as on the said date was more than 98 percent. The threads business of
the subsidiary company, viz. VYTL, comprises of four manufacturing units located at
Hoshiarpur and Ludhiana (Punjab), Perundurai (Tamil Nadu) and Baddi
(HimachalPradesh).
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The Company entered into a joint venture in VYTL with M/s. American & Efird, Inc.
(A&E), one of the world’s largest global manufacturers and distributors of industrial
sewing threads, embroidery threads and technical textiles, with A&E’s initial holding of
35 percent. Recently, A&E has acquired the additional 14 percent equity shares of the
joint venture company, VYTL, from Vardhman Textiles Limited and thus holds 49
percent equity shares. The joint venture Company, however, continues to be a subsidiary
of Vardhman Textiles Limited, whose shareholding is now 51 percent
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Employee
Satisfaction
An Introduction
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WORKERS SATISFACTION
“Workers are not just the faces in the crowed they are the real performer”.
Workers’ satisfaction has been defined as a pleasurable or positive emotional state
resulting from the appraisal of one’s job or job experiences or more simply, the extent to
which people enjoy their jobs.
The satisfaction level of employees can be measured using a number of different

methods. One of the most, common methods used by most of the organization is workers’
satisfaction survey, conducted from time to time.
WORKERS’ SATISFACTION
Workers’ satisfaction describes how content an individual is with his or her job.
It is a relatively recent term since in previous centuries the jobs available to a particular
person were often predetermined by the occupation of that person's parent. There are a
variety of factors that can influence a person's level of satisfaction; some of these factors
include the level of pay and benefits, the perceived fairness of the promotion system
within a company, the quality of the working conditions, leadership and social
relationships, and the job itself (the variety of tasks involved, the interest and challenge
the job generates, and the clarity of the job description/requirements).
The happier people are within their job, the more satisfied they are said to be.
Workers satisfaction is not the same as motivation, although it is clearly linked. Job
design aims to enhance workers’ satisfaction and performance, through methods such as
job rotation, job enlargement and job enrichment. Other influences on satisfaction include
the management style and culture, employee involvement, empowerment and
autonomous work groups. Workers’ satisfaction is a very important attitude 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
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itself and co-workers. Some questioners ask yes or no questions while others ask to rate
satisfaction on 1-5 scale (where 1 represents "strongly disagree" and 5 represents
"strongly agree.").
History
One of the biggest preludes to the study of workers’ 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 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 workers’
satisfaction.
Scientific management (Taylorism) also had a significant impact on the study of

job satisfaction. Frederick Winslow Taylor’s 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 workers’ satisfaction. It should also be noted that the work of W.L.
Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylor’s work.
Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the
foundation for workers’ 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 served as a good basis from which early
researchers could develop job satisfaction theories.
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Measuring workers’ satisfaction
There are many methods for measuring workers’ satisfaction. By far, the most
common method for collecting data regarding workers’ satisfaction is the Likert scale
(named after Rensis Likert). Likert scales typically allow for five, seven, or nine
responses to questions/statements on surveys, with the highest and lowest score
indicating extreme degrees of either agreement or disagreement, and with the middle
score showing neutrality. Sometimes an even number of options are used to force
direction towards positive or negative in one’s choice. Here is a simple example of a
Likert scale:
I feel that my work is appreciated.
1) Strongly disagree
2) Disagree
3) Neutral
4) Agree
5) Strongly agree
Other less common methods of for gauging job satisfaction include: Yes/No
questions, True/False questions, point systems, checklists, and forced choice answers.
Relationships and practical implications
One important discovery is that workers’ satisfaction is correlated with life

satisfaction. This correlation is reciprocal, meaning people who are satisfied with life
tend to be satisfied with their job and people who are satisfied with their job tend to be
satisfied with life.
There is evidence that workers’ satisfaction is negatively correlated with

absenteeism. That is, people who are dissatisfied with their job tend to miss more work.
Although there is not a strong correlation, people tend not to miss work very much
regardless of their degree of satisfaction. However, people will readily deem extraneous
situations to be justifiable reasons to miss work. For example, a dissatisfied worker may
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not miss work on a warm, sunny day but will be more likely to miss on a cold, snowy
day.
Along the same lines as absenteeism, workers’ satisfaction also is negatively

correlated with turnover. People are much more likely to quit their job when they are
dissatisfied, and people are even more likely to have intentions of quitting when they are
dissatisfied.
Determinants of Workers Satisfaction:
The various factors influencing workers’ satisfaction may be classified into two
categories:
I. Environmental factors, and
II. Personal factors
I. Environmental factors : These factors relate to the work environment, main

among which are as follows:
a) Job content : Job content in terms of achievement recognition, advancement,

responsibility and the work itself, tend to provide satisfaction where the job is less
repetitive and there us variation on job content, workers satisfaction tends to be
highest.
b) Occupational Level: The higher the level of the job in the organizations
hierarchy, greater the satisfaction of the individual. This is because position at
higher levels are generally better paid, more challenging and provide greater
freedom of operation.
c) Pay and Promotion: All other things being equal, higher pay and better
opportunities for promotion lead to higher satisfaction.
d) Work group: Satisfaction is generally high when an individual is accepted by his

peers and he has a high need for affiliation.
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e) Supervision: Considerable supervision tends to improve worker’s satisfaction.
II. Personal factors:
Personal life exercises a significant influence on workers satisfaction. The main

elements of personal life are:
a) Age: Workers in the advanced age group tend to be more satisfied probably
because they have adjusted with their job conditions.
b) Sex: One study revealed that women are less satisfied than men due to fewer
job opportunities. However, other study indicates that female workers may be
more satisfied due to their lower occupational aspirations.
c) Educational level: More educated employees tend to be less satisfied with

their jobs probably due to their higher job aspirations.
d) Marital Status: Married employees and employees having more dependents

tend to be more dissatisfied due to their greater responsibilities. However,
other study indicates that employees may be more satisfied because they value
their jobs more than unmarried workers.
e) Experience: Job satisfaction tends to increase with increasing years of

experience.
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Objectives of Workers’ Satisfaction Survey:
“The most important thing is the human being. You may have the best projects in the
world, or the best sophisticated equipment, but without satisfied employees you have
nothing”
Yoshiki Yamasaki
The study aimed to explore the relationships between job satisfaction and
organizational commitment role conflict and ambiguity, and demographic variable with
retention of workers within the Vardhman Yarns and Threads Ltd.
Optimizing the employees satisfaction is the key to success of any business.

Measuring the satisfaction felt by employees is the first step in the process of improving
workers satisfaction. With the help of this survey, the proportion of the highly satisfied
employees and dissatisfied employees can be easily found.
An employee/workers satisfaction survey is one of the few initiatives that can lead
to considerable cost savings while revealing concrete steps that could be taken to enhance
workers satisfaction level. There may be two types of objectives behind conducting
workers satisfaction surveys. They are :
a) Primary Objectives:
i. To study workers’ satisfaction level and its impact on the overall functioning of
the organization.
ii. To identify the factors which can help the company to enhance workers’
satisfaction.
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b) Secondary Objectives:
i. Identifying issues related to employee – employer relations.
ii. Independently evaluating management strengths and weaknesses.
iii. Based upon the study, suggesting ways to improve labor relations, productivity
etc.
iv. Soliciting employees involvement in the process of change.
Importance of Workers’ Satisfaction:
In accomplishing the goals of any organization, the manager is not working alone.
He is working as a member of a team, the other members of the team being his staff. As
manager of this team, he is responsible for its effectiveness and efficiency. Such
management of staff involves creating conditions and motivating staff to work
effectively. To obtain peak performance from the employees, the motivation needed is
“Employee Satisfaction”.
“Make employees satisfied. Realize that satisfied employees are the most critical
asset to success of organization”.
R.B. Crosby
An employee may be satisfied or dissatisfied depending upon various reasons. A

man may be satisfied with his job because he realy finds fulfillment in it. A man may be
dissatisfied because is genuinely discontented. But he may also be dissatisfied because
he wants to do a better job, wants to improve his own work and that of his group, wants
to do bigger and better things. And this dissatisfaction is the most valuable attitude any
company can possess in its employees, and the most real expression of pride in job and
work, and of responsibility. That is why companies conduct employee satisfaction
survey. Employees’ satisfaction survey provides a detailed analysis of the employee’s
satisfaction level and attitude towards the organization. It is generally found that
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employees do not only have questions, but they have answers as well. By listening to
them and acting upon the survey results, the organization wide strengths can be identified
thoroughly and built upon these strengths. Some typical reasons, why companies conduct
employee’s satisfaction survey include:
• Identify labor relations issues confidentially and anonymously.
• Independently evaluate management team’s strengths and weaknesses.
• Improve productivity, quality and customer service through the development of

action plan.
• Align compensation and benefit programs with employee needs.
• Establish benchmark data to evaluate future improvements.
• Reduce turnover rates and cost of recruiting, hiring and retraining employees.
• Solicit employee’s involvement in the process of change.
• Capture employee opinions on issues important to their satisfaction such as

benefits, policies, management etc.
• Provide feedback to increase the effectiveness of management and raise morale

by letting employees know that management cares for what they think.
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What dissatisfies workers’:
There are some management practices which affect the moral and motivation or
willingness of employee to give their best or work in the desired manner. Some of these
practices are:
a) Under assignment: If a skilled man is assigned as unskilled or routine job, it

may cause frustration or job dissatisfaction.
b) Over assignment: If a good worker is overloaded to the point where the feels
being exploited, this may make him lose interest in work. In big organizations,
it is rather, a common practice to pick up good workers as other cannot be
trusted or depended upon.
c) Buchmastership: An expression coined by Pakistan can also be a reason for

dissatisfaction. Superiors or leaders avoiding and work themselves and
passing on the same to their subordinates and then finding fault with them is a
common management practice which may erode employee satisfaction.
d) Coercive Control: Coercive type of control or supervision which may give a

worker a feeling that he is not being trusted, it may also dissatisfy him or
erode his interest in the work life. Some control no doubt is essential but if it
is coercive resulting in frequent warnings or punishments, or withdrawal of
facilities to chasten the employee, it dampens the morale and motivation of
the employees.
e) Manipulative Behavior : Manipulative behavior of the management, which

may take the form of divide and rule policy or tactics, making promises which
are not fulfilled, encouraging grouping, may also have a de-motivating effect.
When employees perceive such behavior, they naturally cease to work and
lose interest in the same.
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f) To conclude, it may be observed that personnel policies are an expression of
intents and plans of management designed to attain the objectives of an
organization; they are a guide for management’s decisions and plans of action
which govern the enterprise in its relationships with its employees. Such
policies are established in consultation with the employees themselves to
ensure uniformity in action and to give the security of knowing what to
expect, they are generally always put into writing. Effectiveness of
implementation of these personnel policies can only be judged by conducting
the employee satisfaction survey and based on the results and findings of
satisfaction survey the necessary corrective action can be initiated.
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RESEARCH
METHODOLOG
Y
29
RESEARCH METHODOLOGY
ADOPTED
( DETAILED )
Methodology Used :-
The study is entirely based upon primary data and direct interaction with the employees.
Questionnaire :-
The first step involved in this study was the construction of questionnaire ..There are
total 20 questions, for which data is required, questions were selected and finalized after
discussion with the management / guide.
 (Ref. Appendix, Form No. 1).
The Questionnaire for employee satisfaction survey is designed, both in English and
Hindi, so that maximum responses can be availed and for maximum clarity. Each
question has five responses with different parameters (Rating), and employee has to
select any one from them. The different responses and parameters (Ratings) are :
Parameter Rating
Strongly agree 05
Agree 04
Neutral 03
Disagree 02
Strongly disagree 01
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Sampling Unit & Sample Size:-
This survey covers 30 Employees in each and every functional department of Vardhman
Yarns and Threads Limited Baddi.
Method of Data Collection:-
Face to face interaction was held with all the employees and the questionnaires were got
filled. Prior permission form the management was also taken for conducting this survey.
Employees are assured of utmost confidentiality vis-à-vis the management. After

conducting the survey, data is processed statistically and inference analyzed.
Data Analysis:-
After the data had been collected and compiled, each statement was analyzed individually
or in grouping, as per the module. Then, the factors relevant to the statements were
identified by clubbing the results of the related statements as discussed previously. The
analysis was based on average satisfaction level analysis.
After receiving the feed-backs’ from all the employees, a consolidated report was
prepared in, MS Office (Excel) and relevant inputs were filled in that report. Once the
individual responses were collected these were grouped Department Wise / Experience
Wise and a “Matrix for Department Wise / Experience Wise Responses” was
prepared.
Inference analyzed from the Study
 Based upon the survey feed backs, the issues related to employees’ satisfaction,
and dissatisfaction are identified.
 It had also helped in identifying factors, which can help the company to enhance
employee satisfaction level.
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 The Satisfaction level in employees having different no. of years experience in
Vardhman Yarns and Threads Ltd.
 Feed Back from the survey can enlighten Management to streamline its policies.
 The survey provides benchmark data to evaluate future improvements.
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RESULTS
AND
FINDINGS
33
RESULTS AND FINDINGS OF WORKES’ SATISFACTION
SURVEY AT VARDHMAN YARNS AND THREADS LTD.
30 regular employees of the organization were considered for this “Workers

Satisfaction Survey”. Following table shows the categorization of all the employees as
per departments and experience level:
Department Employees with Employees with Employees with Total

experience experience experience Employees
between 1 to 5 between 5 to 10 between 10 to
years. years 15 years
Twisting 02 03 05 10
Dyeing 03 04 03 10
Make Up 05 02 03 10
Total 10 09 11 30
The responses of all the employees were collected and analyzed. Diagrams,
showing satisfaction level of the different departments and experience level of employees
are given further.
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Workers Satisfaction Level
I.Feeling of self-esteem or self-respect in job
Satisfaction level in different experience Overall

Department groups Satisfaction
Avg
1-5 yrs. 5-10 yrs. 10-15 yrs.
Twisting 4.5 4.7 4.8 4.7
Dyeing 3.6 3.8 4 3.8
Make up 4 4.5 5 4.5

Overall 4 4 4.6 4.3
6
5
4.7 4.8 4.7
5 4.5 4.5 4.5
4 4
3.8 3.8
4 3.6
Twisting
3 Dyeing
Make up
2
0
1-5 yrs. 5-10 yrs. 10-15 yrs. Overall
Avg
Error: Reference source not found
35
RESULTS AND FINDINGS:
1. Workers’ of all the departments are satisfied as the overall satisfaction

level is above 4.
2. If we consider the satisfaction level in experience groups, we find that

workers’ in all the departments are satisfied.
3. The graph results that with passage of time satisfaction level has
increased.
II.Teamwork is valued in the company
S.No. Department Overall Satisfaction level in different

Satisfaction experience groups
Level 1-5 yrs. 5-10 yrs. 10-15 yrs.
1. Twisting 4.6 4.5 4.6 4.6
2. Dyeing 4.3 4 4 5
3. Make Up 4.8 4.4 5 5
36
6 5 5
5 4.6
5 4.5
4.4
4.6 4.6 4.3
4
4.8
4 4
Twisting
3 Dyeing
2 Make Up
1
0
Level
Error: Reference source not found
1. All the workers’ of all the departments are satisfied as the overall
satisfaction level is above 4.
2. If we consider the satisfaction level in different experience groups, we find

that workers’ all the departments are satisfied.
3. The graph results shows that with passage of time the overall satisfaction
level increases.
III.Feeling of Worthwhile accomplishment in job

1. Twisting 4.3 4 4 4.8
2. Dyeing 4.4 4 4.5 4.7
3. Make Up 4.4 4 4.5 4.7
4. Overall 4.4 4 4.3 4.7
37
5
4.8
4.8 4.7
4.7
4.5
4.6 4.4
4.5
4.3 Twisting
4.4
4.4 Dyeing
4.2
4 4 4 Make Up
4
4
3.8
3.6
Level
1. Workers’ in all the departments are satisfied as the satisfaction level is above 4.
2. If we consider the satisfaction level in different experience groups we find that

3. The graph shows that with the passage of time over all satisfaction level increases.
IV.No Problem of Favoritism in organization.

1. Twisting 4.3 4 4.3 4.6
2. Dyeing 4.4 4 4.5 4.7
3. Make Up 4.5 4.2 4.5 4.7
4. Overall 4.4 4.1 4.4 4.7
38
4.8 4.7
4.7
4.6
4.5
4.6
4.5 4.4
4.4 4.3 4.3
4.5 Twisting
4.2
4.2 Dyeing
4 4
4 Make Up
3.8
3.6
Level
1. Workers’ in all the departments are satisfied as the overall satisfaction level is
above.
2. If we consider the satisfaction level in experience level groups, we find that
workers, between the experience of 10-15 yrs are satisfied.
3. The graph shows that with the passage of time the overall satisfaction level
increases.
V.Opportunity for Personnel Growth / Development

1. Twisting 4.4 4 4.3 4.8
2. Dyeing 4.3 4 4.2 4.7
3. Make Up 4.5 4.4 4.5 4.6
39
5
4.8
4.8 4.7
4.6
4.6 4.5 4.5
4.4 4.4
4.4 Twisting
4.3 4.3
4.2 Dyeing
4.2
Make up
4 4
4
3.8
3.6
1-5 yrs. 5-10 yrs. 10-15 Overall
yrs. Avg
above 4.
2. If we consider the satisfaction level in experience groups, workers’ in all the

departments are satisfied.
3. The graph shows that with the passage of time overall satisfaction level
increases.
VI.Open Communication in the Company

1. Twisting 4.7 4.5 4.7 4.8
2. Dyeing 4.3 4 4.3 4.7
3. Make Up 4.4 4 4.5 4.7
4. Overall 4.5 4.2 4.5 4.7
40
5
4.8
4.7
4.8 4.7 4.7
4.7
4.5
4.6 4.5
Twisting
4.4 4.3
4.3 Dyeing
4.4
4.2
4 4 Make Up
4
3.8
3.6
Level
above 4.
2. If we consider the satisfaction level in experience groups, we find that

increases.
VII.Respect and Fair Treatment from Superiors

1. Twisting 4.3 4 4.3 4.6
2. Dyeing 4.4 4 4.5 4.6
3. Make Up 4.5 4.2 4.5 4.7
4. Overall 4.4 4.1 4.4 4.6
41
4.8 4.7
4.6 4.6
4.5
4.6
4.5 4.4
4.4 4.3 4.3
4.5 Twisting
4.2
4.2 Dyeing
4 4
4 Make Up
3.8
3.6
Level
1. Workers’ in all the departments are satisfied as the overall

2. If we consider the satisfaction level in experience groups,

we find that workers’ in all the departments are satisfied.
3. The graph shows that with the passage of time the overall
satisfaction level increases.
VIII. Fair Pay and Benefits in Comparison to Others

1. Twisting 4.7 4.5 4.7 4.8
2. Dyeing 3.8 3.6 3.8 4
3. Make Up 4.5 4 4.5 5
4. Overall 4.3 4.0 4.3 4.6
42
6
5
4.7 4.8 4.7
5 4.5 4.5 4.5
4 4
3.8 3.8
4 3.6
Twisting
3 Dyeing
Make up
2
0
Avg
above 4.
2. If we consider the satisfaction level in experience groups, we find that workers’

in all the departments are satisfied.
increases.
IX.Proper Information by Management Regarding the Job

1. Twisting 4.3 4 4 4.8
2. Dyeing 4.4 4 4.5 4.7
3. Make Up 4.4 4 4.5 4.7
4. Overall 4.4 4 4.3 4.7
43
5
4.8 4.7
4.8 4.7
4.6 4.5 4.4 Twisting
4.5
4.4 4.3
4.4 Dyeing
4.2 4
4 4 4 Make Up
4
3.8
l
e
3.6
v
.
rs
.
rs
rs
e
y
L
y
y
5
0
-5
ll
-1
-1
ra
1
0
5
e
v
O


X. Rewards on Basis on Performance

1. Twisting 4.3 4 4.3 4.6
2. Dyeing 4.4 4 4.5 4.7
3. Make Up 4.5 4.2 4.5 4.7
4. Overall 4.4 4.1 4.4 4.7
44
4.8 4.7 4.7
4.5 4.6
4.6
4.5 4.4
4.4 4.3 4.3 4.5 Twisting
4.2 4.2 Dyeing
4 4
4 MakeUp
3.8
l
e
.
v
3.6
s
.
e
s
r
r
L
r
y
y
5
0
ll
-5
-1
-1
a
1
r
5
e
1
v
O

XI. Management is aware of Working Conditions of Employees.

1. Twisting 4.7 4.5 4.7 4.8
2. Dyeing 3.8 3.6 3.8 4
3. Make Up 4.5 4 4.5 5
45
4. Overall 4.3 4 4.3 4.6
6
5
4.7 4.8 4.7
5 4.5 4.5 4.5
4 4
3.8 3.8
4 3.6
Twisting
3 Dyeing
Make up
2
0
1-5yrs. 5-10yrs. 10-15yrs. Overall
Avg
above 4.
2. If we consider the satisfaction level in experience groups, we find that workers’ in

all the departments are satisfied.
increases.
XII. Grievance is Properly Handled

1. Twisting 4.6 4.5 4.6 4.6
2. Dyeing 4.3 4 4 5
3. Make Up 4.8 4.4 5 5
4. Overall 4.6 4.3 4.5 4.9
46
6
5 5
5 4.6 5 4.3
4
4.6 4.8
4 4
4.5 4.6 Twisting
4.4
3 Dyeing
2 Make Up
0
1-5 yrs. 5-10 10-15 Overall
yrs. yrs. Level
above 4.

increases.
XIII. Management Facilitates Self - Improvement

1. Twisting 4.7 4.5 4.7 4.8
2. Dyeing 3.8 3.6 3.8 4
3. Make Up 4.5 4 4.5 5
4. Overall 4.3 4.0 4.3 4.6
47
6
5
4.7 4.8 4.7
5 4.5 4.5 4.5
4 4
3.8 3.8
4 3.6
Twisting
3 Dyeing
Make up
2
0
1-5yrs. 5-10yrs. 10-15yrs. Overall
Avg
above 4.

increases.
XIV. No Fear of Job Security

1. Twisting 4.3 4 4.3 4.6
2. Dyeing 4.4 4 4.5 4.7
3. Make Up 4.5 4.2 4.5 4.7
4. Overall 4.4 4.1 4.4 4.7
48
4.8 4.5 4.7 4.7
4.6 4.5 4.4
4.3 4.6
4.4 4.5 Twisting
4.3
4.2 Dyeing
4
4.2
4 MakeUp
4
3.8
l
e
.
v
3.6
s
.
e
s
r
r
L
r
y
y
5
0
ll
-5
-1
-1
a
1
r
5
e
1
v
O
above 4.

increases.
XV. Process of Goal Setting Ensures Task Commitment

1. Twisting 4.3 4 4 4.8
2. Dyeing 4.4 4 4.5 4.7
3. Make Up 4.4 4 4.5 4.7
4. Overall 4.4 4 4.3 4.7
49
5
4.8
4.8 4.7
4.7
4.5
4.6 4.4
4.5
4.3 Twisting
4.4
4.4 Dyeing
4.2
4 4 4 Make Up
4
4
3.8
3.6
Level
above 4.

increases.
XVI. Working Environment and Culture Encourages to Work Hard

1. Twisting 4.3 4 4.3 4.6
2. Dyeing 4.4 4 4.5 4.7
3. Make Up 4.5 4.2 4.5 4.7
4. Overall 4.4 4.1 4.4 4.7
50
4.8 4.7
4.7
4.6
4.5
4.6 4.4
4.5
4.4 4.3 4.3
4.5 Twisting
4.2
4.2 Dyeing
4 4
4 Make Up
3.8
3.6
Level
above 4.

increases.
XVII. Interest of Management in Welfare Activities

1. Twisting 4.6 4.5 4.6 4.6
2. Dyeing 4.3 4 4 5
3. Make Up 4.8 4.4 5 5
4. Overall 4.6 4.3 4.5 4.9
51
6 5 5
5 4.6
5 4.5
4.4
4.6 4.6 4.3
4
4.8
4 4
Twisting
3 Dyeing
2 Make Up
1
0
Level
above 4.

increases.
XVIII. Individual Capabilities are Fully Utilized

1. Twisting 4.3 4 4 4.8
2. Dyeing 4.4 4 4.5 4.7
3. Make Up 4.4 4 4.5 4.7
4. Overall 4.4 4 4.3 4.7
52
5
4.8
4.8 4.7
4.7
4.5
4.6 4.4
4.5
4.3 Twisting
4.4
4.4 Dyeing
4.2
4 4 4 Make Up
4
4
3.8
3.6
Level
above 4.

increases.
XIX. Responsibilities are Given as per Qualification and Skill

1. Twisting 4.3 4 4 4.8
2. Dyeing 4.4 4 4.5 4.7
3. Make Up 4.4 4 4.5 4.7
4. Overall 4.4 4 4.3 4.7
53
5
4.8
4.8 4.7
4.7
4.5
4.6 4.4
4.5
4.3 Twisting
4.4
4.4 Dyeing
4.2
4 4 4 Make Up
4
4
3.8
3.6
Level
above 4.

increases.
XX. Adequate Information is given Regarding other Departments

1. Twisting 4.7 4.5 4.7 4.8
2. Dyeing 3.8 3.6 3.8 4
3. Make Up 4.5 4 4.5 5
4. Overall 4.3 4.0 4.3 4.6
54
6
5
4.7 4.8 4.7
5 4.5 4.5 4.5
4 4
3.8 3.8
4 3.6
Twisting
3 Dyeing
Make up
2
0
1-5 yrs. 5-10 yrs. 10-15yrs. Overall
Avg
above 4.

increases.
55
ANALYS
IS
56
ANALYSIS
Table and Diagram shows that, the workers’ in all the departments are satisfied
and have the satisfaction level is above or equal to 4. Hence over all rating is above 4. It
results that the policies adopted for welfare and satisfaction of workers are sufficient and
good. Satisfaction level is increasing with the time span and the figures also shows that
the management is fair ,understand and cares for its workers and their needs.
Finally we can say that in over all, the personnel policies being adopted by the
management are effective and up to the satisfaction level of the employees. In all the
experience groups employees have shown satisfaction level above 4. Management can
depend on such policies for a long period, it can review all the policies and re-structure
them, if they want to further enhance employee satisfaction as well as productivity. As
individual growth is must for the organizational growth and for that satisfaction is the top
requirement.
57
Recommendati
ons
and
Suggestions
58
RECOMMENDATIONS AND SUGGESTIONS
Money isn’t everything when it comes to keeping the employees satisfied. In fact,
in today’s thriving job market, a great salary and bonus package is only a job interview
away. So the money which an organization is paying to its employees is not enough to
make them stick around. Most employees seek satisfaction, respect and recognition,
which is beyond financial compensation. Based on the current workers’ satisfaction
survey and its findings, here are some suggestions for management, to further improve
the satisfaction level of its employees:
• Management must provide challenging job to the employees. It should give them
ownership of their projects and an increased degree of responsibility.
• Management must help each employee to pursue his goals and reach his
potential. The opportunity for personal growth is a powerful motivator. Allow the
employees to do things they enjoy and help them to continually develop new
skills.
• Management should encourage active solicitation of employee’s ideas and their

involvement in problems solving processes. It greatly enhances the ability of
employees to make a contribution to the organization and gives a sense of
accomplishment and value.
• Management must take time to listen to employees. It should be approachable and

must show genuine interest in their ideas and concerns. Management must make
them feel important.
59
• Management should make efforts to retain employees. By retention of
experienced people, management can reduce the over all cost of the product by
reducing the training cost of new fresh employees.
• Management must involve the employees in planning and decision making. It

should make them clear that their input is valued. Management must solicit their
suggestions and encourage initiative.
• Management must reward good performance on a consistent basis. Money and

position aren’t everything – but are still important. Management must make the
employees aware of the way they can gain influence in the organization.
• Management should establish high standard and encourage the employees to

maintain those standards each and every day. High expectations on management’s
part will bring out pride and self confidence in employees.
• Always treat your employees with respect, no matter what the circumstances. If a
person feels you respect him / her then he / she will want to please you.
Management should create a base of loyal employees. Listen to them, and keep
them informed.
• Management should take care of the of working environment of the employees.

Better quality of work environment directly results in higher productivity and
higher employee satisfaction.
“As you change your thought towards people, people change towards you.”
John Kehoe
LIMITATIONS AND DIRECTIONS FOR FUTURE RESEARCH
This survey is based on some selective standard modules. However many other
modules can be used for analyzing the satisfaction level is more depth.
60
 Unlimited demographics, which are unique to different organizations, may
produce different results. For example:
a) Sex (Male/Female)
b) Income Level
c) Qualification
d) Region
e) Marital Status and
f) Age Factor, etc
 This study is limited to some selective, questions, however, more

questions can be customized or added in the survey.
 This study is relevant to personnel policies only, but there are other
management policies, which are directly or indirectly related to employee
satisfaction, like Financial Policies, Operational Policies, Marketing
Policies.
61
ANNEXURE
62
ANNEXURE
Questionnaire used for main study
Punjab Technical University, Jullundhar
Department of Management Studies.
ZAHEED RASHID
Dear Sir/Madam,
As part of my MBA Project work ,I am conducting a survey on the workers’
satisfaction in Vardhman Yarns and Threads Ltd. The purpose of this study is to find and
analyze the factors important for worker’s satisfaction in Vardhman Yarns and Threads
Ltd. I request you to kindly take the trouble of supplying the necessary information in the
enclosed Performa.
The information sought for, is purely for academic purpose and project work and
would not be used for any other purpose. Moreover ,I assure you it would be kept strictly
confidential. You are not to mention your name anywhere. Your co-operation would be of
immense utility in the completion of the project work.
Thanking you
Yours sincerely
Zaheed Rashid
_______________________________________________________________________________________________
_
PERSONAL DETAILS
Department__________________ Gender_____________
Marital Status________________ Age__________
Work Experience_________________
Ratings:
1- Strongly disagree.
2- Disagree.
3- Neutral.
4- Agree.
5- Strongly agree
63
QUESTIONNAIRE
Rating
S.No. Statement Low High
The feeling of self-esteem or self-respect respect I get from being in
1 my job. 1 2 3 4 5
2 Teamwork is valued in the company. 1 2 3 4 5
3 There is a feeling of worthwhile accomplishment in my job. 1 2 3 4 5
4 Favoritism is not a problem in the organization. 1 2 3 4 5
There is opportunity for personnel growth/development in

5 the company. 1 2 3 4 5
6 There is open communication in the company. 1 2 3 4 5
The amount of respect and fair treatment I receive

7 from my superiors. 1 2 3 4 5
Compared with other people my pay and benefits are

8 Fair. 1 2 3 4 5
9 I am well informed by the management about my job. 1 2 3 4 5
10 Rewards are given strictly on the basis of performance. 1 2 3 4 5
Management is well aware of working conditions of its

11 employees. 1 2 3 4 5
12 Grievance is properly handled by the management 1 2 3 4 5
13 Management facilitates self-improvement of employees 1 2 3 4 5
14 Workers at my level have no fear of job security. 1 2 3 4 5
The process of goal setting ensures commitment of

15 task. 1 2 3 4 5
Working environment and culture encourages me to

16 work hard. 1 2 3 4 5
17 Management has interest in the welfare of the workers. 1 2 3 4 5
18 Individual capabilities are fully utilized in the organization. 1 2 3 4 5
Responsibilities are given according to the

19 qualification and skills. 1 2 3 4 5
Adequate information is given about other departments

20 of the organization. 1 2 3 4 5
64
BIBLIOGRAPHY
65
BIBLIOGRAPHY
 Gupta.C.B “Human Resource Management”.
Published by- Sultan Chand & Sons (New Delhi).
Edition - 2006.
 Kothari.C.R. “Research Methodology”.
Published by- Mc Graw Hill Publications.
Edition - 2006.
 Prasad.L.M. “Organizational Behavior”.
Published by- Sultan Chand & Sons.
Edition - 2005.
 www.vardhman.com.
_________________
66
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PROJECT REPORT

“Workers’ Satisfaction - A Comprehensive Survey”

With Special Reference to

Vardhman Yarns and Threads Ltd

It is certified that the project work on the topic

The assistance and help received during the project

“If words are considered as symbol of

First of all, with the limitless humility, I

I am indebted to Mr. Vishnu Dutt – Head

I would like to express my sincere

In the end, I would like to express my

Project is an agglomeration of theoretical concepts which enhances our

The study describes the factors that influence workers’ satisfaction in

I. Scope of the Project

II. Profile of Vardhman Yarns and Threads Ltd., Baddi

VI. Recommendations and Suggestions

Need of the Project

Vardhman Yarns and

Vardhman aims to be world class textile organization producing diverse range of

S P Oswal, Chairman - Vardhman Group

• Total customer focus in all operational areas

• Global orientation targeting - at least 20% production for exports.

• Integrated diversification/product range expansion

• • Faith in individual potential and respect for human values.

• Accepting change as a way of life

• • Appreciating our role as a responsible corporate citizen.

Domestic Trade Area Units

Vardhman Spinning & General Mills Ludhiana, Punjab

Export Oriented Units

Anant Spinning Mandideep, MP

Auro Weaving Baddi, HP

Vardhman Special Steels Ludhiana, Punjab

• Largest Spinning capacity in India - over half a million spindles.

• Largest producer of Cotton, Synthetics and Blended yarns in the country

• Largest Dyeing Capacity of Fibre and Yarn

• Largest Exporter of Cotton Yarn

• Market Leader in Hand Knitting Yarns in India

• Second largest producer of Sewing Thread in the country

• Collaborations with specialist worldwide

Textile Export Promotion Council 2003-04

Textile Export Promotion Council 2003-04

Textile Export Promotion Council 2002-03

Textile Export Promotion Council 1998-99

Textile Export Promotion Council 1997-98

Textile Export Promotion Council 1996-97

Govt. of India Award 1994-5, 1995-96

Textile Export Promotion Council 1993-94

Textile Export Promotion Council 1993-94

Textile Export Promotion Council 1990-00

Vardhman Yarns and Threads Limited, UNIT-IV,BADDI

The satisfaction level of employees can be measured using a number of different

Scientific management (Taylorism) also had a significant impact on the study of

I feel that my work is appreciated.

Relationships and practical implications

One important discovery is that workers’ satisfaction is correlated with life

There is evidence that workers’ satisfaction is negatively correlated with

Along the same lines as absenteeism, workers’ satisfaction also is negatively

Determinants of Workers Satisfaction:

I. Environmental factors, and

II. Personal factors

I. Environmental factors : These factors relate to the work environment, main

a) Job content : Job content in terms of achievement recognition, advancement,

d) Work group: Satisfaction is generally high when an individual is accepted by his