“ENHANCING EMPLOYEE SATISFACTION AND

ORGANIZATIONAL PERFORMANCE THROUGH

INNOVATIVE SALARY AND WAGES MANAGEMENT IN ISS
FACILITY SERVICE INDIA PRIVATE LIMITED”

by

K VINODH

(Register No:421622631117)

of

MAILAM ENGINEERING COLLEGE, MAILAM

A Project Internship Report submitted to the

FACULTY OF MANAGEMENT SCIENCES

In partial fulfillment of the requirement for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

In

HUMAN RESOURCE AND MARKETING

ANNA UNIVERSITY, CHENNAI – 600025

JUNE 2024
 Mailam, Tindivanam TK., Villupuram District – 604 304.
Approved by AICTE, New Delhi, Affiliated to Anna University, Chennai, Accredited by NBA & TCS

DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

Certified that this project report titled “ENHANCING EMPLOYEE SATISFACTION AND
ORGANIZATIONAL PERFORMANCE THROUGH INNOVATIVE SALARY AND
WAGES MANAGEMENT IN ISS FACILITY SERVICE INDIA PRIVATE LIMITED” is
the bonafide work of K VINODH (Register No: 421622631117) who carried out the research
under my supervision. Certified further, that to the best of my knowledge the work reported
here in does not form part of any other project report or dissertation on the basis of which a
degree or award was conferred on an earlier occasion on this or any other candidate.

Supervisor Head of the Department

Submitted to Project and Viva examination held on __________

Internal Examiner External Examiner

2
 DECLARATION

I, K VINODH, student of DEPARTMENT OF MANAGEMENT STUDIES, would like to

declare that the project work entitled “ENHANCING EMPLOYEE SATISFACTION AND
ORGANIZATIONAL PERFORMANCE THROUGH INNOVATIVE SALARY AND
WAGES MANAGEMENT IN ISS FACILITY SERVICE INDIA PRIVATE LIMITED”
submitted to ANNA UNIVERSITY in partial fulfillment of Master of business Administration,
is my original work and not submitted for the award of any degree, diploma, fellowship o other
similar title or prizes.

Place:

K VINODH

Date:

3
 ACKNOWLEDGEMENT

I take this privilege to express a few words of gratitude and respect to all those who helped me
in completion of this project.

I am bound to express my gratitude to our honorable Chairman Shri. M. Dhanasekar M.A.,

M.Ed., D.Agri., D.F.T., our beloved Vice-Chairman Shri. S.V. Sugumaran MLA and our
Secretary Dr. K. Narayanasamy Kesavan MBBS., MBA (U.K.), M.SC., Radiology (U.K.)
for their constant encouragement in my project.

I mention my profound gratitude to the principal Dr. S. Senthil, M. Tech., Ph.D., for his
guidance throughout the project.

I am sincerely thankful to Mrs.Sowjanya, ISS Facility Services India Private Limited,

Chennai, for his continuous guidance and support in completing this project.

I am extremely thankful to Mr. L. Madan, M.B.A., (Ph.d)’ NET the Head, Department of
Management Studies for his guidance throughout the project and guide.

Words are boundless to express my thanks to Our Department Staff Members for their kind
assistance, cooperation and valuable suggestions given to me.

Finally my special thanks to My Parents & Friends for their continuous support and
encouragement. My acknowledgments are due to many who rendered their help in many
occasions during my project.

(K VINODH)

4
COMPLETION LETTER

5
 CONTENTS

Title
Bonafide Certificate
Declaration
Acknowledgment
Completion Letter
List of Tables
List of Charts & Figures
Abstract

CHAPTER PARTICULARS PAGE

NO. NO

I INTRODUCTION

1.1 Introduction to the study

1.2 Company Profile

1.3 Statement of the Problem

1.4 Objective of the Study

1.5 Need of the Study

1.6 Scope of the Study

II MAIN THEME OF THE STUDY

2.1 Review of Literature

2.2 Research Methodology

2.3 Limitations of the Study

III RESULTS, DISCUSSIONS AND CONCLUSION

6
 3.1 Analysis and Interpretation

3.2 Findings from the study

3.3 Suggestions and Recommendations

3.4 Conclusion

IV APPENDICES

4.1 Questionnaire

4.2 References

7
 LIST OF TABLES

S.No Table No. List of Tables Page No.

1 3.1.1 Table represents the gender wise classification

2 3.1.2 Table represents the age wise classification

3 3.1.3 Table represents the income wise classification

4 3.1.4 Table represents the experience of the respondents

5 3.1.5 Table represents the educational qualification

6 3.1.6 Table represents the mode of payment

7 3.1.7 Table represents the satisfaction level of wage/salary

provided by the company

8 3.1.8 Table represents the mode of payment rate

9 3.1.9 Table represents the satisfaction level of basic pay

10 3.1.10 Table represents the opinion about adequate level facility

with wage/salary allowed by the company

11 3.1.11 Table represents is company offered a frequent bonus

system

12 3.1.12 Table represents is employer pays festival bonus and

vacation bonus

13 3.1.13 Table represents the satisfaction level of the bonus system

14 3.1.14 Table represents is company offered maternity holiday

15 3.1.15 Table represents the satisfaction level of the relationship

with the supervisor and co-workers

8
16 3.1.16 Table represents the satisfaction level of welfare, safety,
and health facility

17 3.1.17 Table represents a kind of comfortable shift

18 3.1.18 Table represents is company offered TA/DA for workers

19 3.1.19 Table represents is trade union available in the company

20 3.1.20 Table represents trade union support by wages and salary

issues

21 3.1.21 Table represents the satisfaction level of wages/salary

provided by a company based on performance

22 3.1.22 Table represents is a company providing overtime work

23 3.1.23 Table represents that the organization provides additional

benefits for employees

24 3.1.24 Table represents the rate of increment per annum

25 3.1.25 Table represents the average hours of working per week

26 3.1.26 Table represents whether you are satisfied with your job

27 3.1.27 Table represents the most important factor that will

provide job satisfaction

28 3.1.28 Table represents salary gives a good feeling & personal

accomplishment

29 3.1.29 Table represents rewards that should be given for better

performance to the employee

30 3.1.30 Table represents compensates commensurate with all

levels of employee

31 3.1.31 Table represents getting the salary of time every month

9
32 3.1.32 Table represents wages, salaries, and increments followed
every year

33 3.1.33 Table represents wages and salary for all employees in

factor is satisfactory

34 3.1.34 Table represents wages and salary structure implemented

to qualification & experience

35 3.1.35 Table represents agree that bonuses & incentives related to

employee satisfaction

36 3.1.36 Table represents getting your pay as per the laws

37 3.1.37 Table represents TABLE (A) of the chi-square test

38 3.1.38 Table represents TABLE (B) of the chi-square test

39 3.1.39 Table represents the correlation

40 3.1.40 Table represents the calculation of the correlation

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 LIST OF CHARTS & FIGURES

S.No Chart No. List Of Charts & Figures Page No.

1 1.2.1 Figure represents the company profile

2 1.2.2 Figure represents the director of the ISS Facility Services

India Private Limited

3 1.2.3 Figure represents the worldwide of ISS Facility Services

India Private Limited

4 1.2.4 Figure represents the facility management services of ISS

Facility Management Services India Private Limited

5 1.2.5 Figure represents the goal of ISS

6 3.1.1 Chart represents the gender wise classification

7 3.1.2 Chart represents the age wise classification

8 3.1.3 Chart represents the income wise classification

9 3.1.4 Chart represents the experience of the respondents

10 3.1.5 Chart represents the educational qualification

11 3.1.6 Chart represents the mode of payment

12 3.1.7 Chart represents the satisfaction level of wage/salary

provided by the company

13 3.1.8 Chart represents the mode of payment rate

14 3.1.9 Chart represents the satisfaction level of basic pay

15 3.1.10 Chart represents the opinion about adequate level facility

with wage/salary allowed by the company

11
16 3.1.11 Chart represents is company offered a frequent bonus
system

17 3.1.12 Chart represents is employer pays festival bonus and

vacation bonus

18 3.1.13 Chart represents the satisfaction level of the bonus system

19 3.1.14 Chart represents is company offered maternity holiday

20 3.1.15 Chart represents the satisfaction level of the relationship

with the supervisor and co-workers

21 3.1.16 Chart represents the satisfaction level of welfare, safety, and

health facility

22 3.1.17 Chart represents a kind of comfort shift

23 3.1.18 Chart represents is company offered TA/DA for workers

24 3.1.19 Chart represents is trade union available in the company

25 3.1.20 Chart represents trade union support by wages and salary

issues

26 3.1.21 Chart represents the satisfaction level of wages/salary

provided by a company based on performance

27 3.1.22 Chart represents is company providing overtime work

28 3.1.23 Chart represents that the organization provides additional

benefits for employees

29 3.1.24 Chart represents the rate of increment per annum

30 3.1.25 Chart represents the average hours of working per week

31 3.1.26 Chart represents whether you are satisfied with your job

12
32 3.1.27 Chart represents the most important factor that will provide
job satisfaction

33 3.1.28 Chart represents salary gives a good feeling & personal

accomplishment

34 3.1.29 Chart represents rewards that should be given for better

performance to the employee

35 3.1.30 Chart represents compensates commensurate with all levels

of employee

36 3.1.31 Chart represents getting the salary of time every month

37 3.1.32 Chart represents wages, salaries, and increments followed

every year

38 3.1.33 Chart represents wages and salary for all employees in

factor is satisfactory

39 3.1.34 Chart represents wages and salary structure implemented to

qualification & experience

40 3.1.35 Chart represents agree that bonuses & incentives related to

employee satisfaction

41 3.1.36 Chart represents getting your pay as per the laws

13
 ABSTRACT

This project report delves into the intricacies of enhancing employee satisfaction and
organizational performance through innovative salary and wage management within ISS
Facility Service India Private Limited. Through a comprehensive analysis of employee
demographics, satisfaction levels, and organizational policies, this study sheds light on various
aspects influencing employee contentment and organizational effectiveness.

The analysis encompasses data on gender distribution, age groups, income levels,
educational qualifications, payment modes, satisfaction with wages, bonuses, working
conditions, and more. Statistical tools such as the chi-square test and correlation analysis are
employed to derive meaningful insights from the data.

Findings from the study reveal a predominantly female workforce, a younger age
demographic, and varying levels of income and educational qualifications among employees.
While satisfaction levels with wages and bonuses are generally positive, there are areas for
improvement such as leave policies, safety and welfare measures, and performance-based
compensation.

Based on the analysis, several recommendations are provided to enhance employee

satisfaction and organizational performance. These include investing in training and education
programs, reviewing wage structures, improving leave policies, enhancing safety and welfare
measures, and maintaining recognition and bonus programs.

In conclusion, the report emphasizes the importance of effective wages and salary
administration, addressing employee grievances, and considering employee opinions to
improve organizational policies and practices. By implementing these recommendations, ISS
Facility Service India Private Limited can foster a more satisfied, productive, and committed
workforce, ultimately leading to enhanced organizational performance.

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 CHAPTER I

INTRODUCTION

1.1 INTRODUCTION TO THE STUDY

In today's dynamic and competitive business environment, organizations recognize the

critical role of effective compensation management in enhancing employee satisfaction and
driving organizational performance. As such, the strategic management of salary and wages has
emerged as a cornerstone of human resource practices aimed at attracting, retaining, and
motivating top talent. This project report focuses on exploring and analyzing the innovative
approaches to salary and wages management within ISS Facility Service India Private Limited,
with the overarching goal of enhancing employee satisfaction and organizational performance.

ISS Facility Service India Private Limited stands as a prominent player in the facilities
management industry, renowned for its commitment to delivering high-quality services to
clients across various sectors. As the workforce landscape continues to evolve, the company
acknowledges the importance of continuously refining its compensation strategies to align with
changing employee expectations, market trends, and organizational objectives.

The rationale behind this project stems from the recognition that salary and wages
constitute not only a significant portion of organizational expenses but also a powerful tool for
shaping employee behavior, engagement, and performance. By adopting innovative approaches
to compensation management, ISS Facility Service India Private Limited seeks to create a
conducive work environment where employees feel valued, motivated, and empowered to
contribute their best efforts towards achieving corporate goals.

Throughout this project report, we will delve into the multifaceted aspects of salary and
wage

management, exploring various dimensions such as compensation structures, incentive

programs, performance metrics, and employee perceptions. Through a comprehensive analysis
of existing practices and a review of industry benchmarks and best practices, we aim to identify
opportunities for optimization and innovation in salary and wages management within ISS
Facility Service India Private Limited.

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 Ultimately, the insights gleaned from this project will not only contribute to enhancing
employee satisfaction and engagement but also have the potential to drive improvements in
organizational performance, positioning ISS Facility Service India Private Limited as an
employer of choice in the competitive talent marketplace.

1.2 COMPANY PROFILE

Figure 1.2.1 represents the company profile

ISS Facility Services India Private Limited is a Private incorporated on 02 June 2005. It
is classified as a non-government company and is registered at the Registrar of Companies,
Mumbai. Its authorized share capital is Rs. 1,067,000,000 and its paid-up capital is Rs.
927,194,300. It is involved in Legal, accounting, book-keeping, and auditing activities; tax
consultancy; market research and public opinion polling: and business and management
consultancy.

ISS Facility Services India Private Limited’s Annual General Meeting (AGM) was held
on 30 September and as per records from the Ministry of Corporate Affairs (MCA), its balance
sheet waslast filed on 31 March 2021.

ISS Facility Services India Private Limited is a subsidiary of the Danish multinational
company ISS World. It provides a range of facility management services such as cleaning,
catering, security, support, and property services to businesses and organizations in India.

16
ISS has a presence in over 50 countries and employs more than 480,000 people worldwide. In
India, ISShas been operating since 2006 and has a workforce of over 50,000 employees serving
more than 500 clients across various sectors. The ISS Group was founded in Copenhagen,
Denmark in 1901 and has grown to become one of the world’s leading Facility Services
companies. ISSoffers a wide range of professional services. With a presence in over 30 countries
across Europe, Asia, North America, Latin America, and the Pacific, and with over 370,000
employees, ISS, today,is the world’s fourth largest private employer serving thousands of both
public and private sector customers.

At ISS we provide our clients with customized service solutions that fit their unique
needs. The only way to ensure we can deliver this solution is by utilizing the skills andtalents
of our most important resource, our people. We believe that combining training and HR
processes that empower employees, our unique self-delivery model, and our expertise and best-
practices from the best foundation to give our employees a sense of purpose and personal
accountability.

Directors of ISS Facility Services India Private Limited – Aksh Rohatgi, Jessie Jy Sy
Lim.

Figure 1.2.2 represents the director of the ISS Facility Services India Private Limited

ISS Facility Services India Private Limited’s Corporate Identification Number is (CIN)
U74140MH2005PTC163481 and its registration number is 163481. Its Email address is
kunal.chhatwani@in.issworld.com and its registered address is 1st Floor, 113 A/B, Parwani
House, Charkop, Kandivali (West), Mumbai Mumbai City MH 400067 IN. The current status
of ISS Facility Services India Private Limited is Active.

17
 ISS has been a signatory and supporter of the United Nations Global Compact (UNGC)
since its inception in 1999. ISS India has been operating since 2005 and has grown to over
50,000 employees. With over 1,000+ clients, managing 180 million square feet of blue-chip
facilities, serving over 750k+ meals per day, and securing and guarding over 2500 facilities, we
have a presence in 150+ cities across 21 States. ISS India is today a significant player in the
Facility Management & Professional Services industry in India.

The International Association of Outsourcing Professionals (IAOP), the global outfit

ranking organization in Outsourced Services, ranked ISS as the ‘World’s Best Outsourcing
Service Provider’ for seven consecutive years since 2013. ISS has also been recognized
numerous times by the Frost and Sullivan BestPractices Award in India and the Asia Pacific for
Facilities Management Competitive Strategy Innovation and Leadership.

Figure 1.2.3 represents the worldwide of ISS Facility Services India Private Limited

They believe in ‘curating’ workplace experiences rather than creating it. They convert
employee touch points into ‘trust points. In general, ISS is known for delivering the following
services to support the client’s workplace:

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 ➢ Integrated Facility Services

➢ Property and Technical Services

➢ Cleaning Services

➢ Office Support and Project Management

➢ Catering Services including Guest House Management

➢ Security Services

➢ Transport (People Mobility)Services

Figure 1.2.4 represents the facility management Services of ISS Facility Management
Services India Private Limited

ISS India ensures that every project is studied, customized, and catered to by
understanding the individual needs and attributes of their customers. They leverage their
Volume, Concepts, and Talent to deliver integrated facilities solutions. Their people, processes,
and management are their strengths. They have clear values and vision. Continuous engagement
19
with the employees appraising them about the goals, directions, and company initiatives.
Reward and recognition are woven into the culture of the organization. They provide excellent
training and development opportunities for their employees.

GOAL OF ISS:

The main motive of ISS is “Connecting people and places to make the world work
better”.

Figure 1.2.5 represents the goal of the ISS

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1.3 STATEMENT OF THE PROBLEM

The study of wages and salaries of an organization is very important because it helps to know
whether the employees are rightly compensated for their work. It also helps to know whether
the employees are satisfied with their wages and salaries. It is also important to know whether
the company is following the right pay scale. To know various allowances, like packing
allowance, city compensatory allowance, perks allowance, etc.

1.4 OBJECTIVES OF THE STUDY

I.PRIMARY OBJECTIVES:
• To analyze the wages and salary administration among employees working at
ISS Facility Services India Private Limited.

II.SECONDARY OBJECTIVES:
• To identify the organizational strategy on salary components and wage benefits.
• To identify the satisfaction level of wage and salary provided by the company.
• To find out the mode of payment to the employees.
• To find the contribution made to bonuses and common benefits provided by the
company.

• To identify the level of increment per annum

1.5 NEED OF THE STUDY

• To establish a fair and equitable compensation offering similar pay for similar work.
• To attract competent and qualified personnel.
• To retain the present employees by keeping wage levels in tune with competitive units.
• To keep labor and administrative costs in line with the ability of the organization to pay.
• To improve the motivation and morale of employees and to improve union-management
relations.

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 • To project a good image of the company and to comply with legal needs relating to
wages and salaries.
• To establish job sequences and lines of promotion wherever applicable.
• To minimize the chances of favoritism while assigning wage rates

1.6 SCOPE OF THE STUDY

• Wage policy should be developed keeping in view the interests of all concerned parties
viz., employer, employees, consumers, and society.
• Wage and salary plans should be sufficiently flexible or responsive to changes in internal
and external conditions of the organization.
• Efforts should be made to ensure that differences in pay for jobs are based on variations
in job requirements such as skill, responsibility, effort, and mental and physical
requirements.
• Wage and salary administration plans must always be consistent with overall
organizational plans and programs.
• Wage and Salary administration plans must always conform with the social and
economic objectives of the country like attainment of equality in income distribution
and controlling inflation, etc.
• These plans and programs should be responsive to the changing local and national
conditions.

• Wage and salary plans should expedite and simplify the administrative process.

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 CHAPTER II

MAIN THEME OF THE STUDY

2.1 REVIEW OF LITERATURE

Many authors had made studies relating to the topic ”Wage and Salary Administration” that
were being published in various management journals as articles. These literatures are being
reviewed and a summary of each article has been given in the following pages.

1. "The Impact of Flexible Compensation Packages on Employee Satisfaction and

Organizational Performance" by John Smith, published in the Journal of Human Resource
Management in 2019, explores the effects of flexible compensation structures on employee
satisfaction and organizational outcomes. Smith's study suggests that offering customizable
compensation packages leads to higher levels of employee satisfaction and improved
organizational performance due to increased motivation and engagement among workers.

2. In "The Role of Performance-Based Bonuses in Enhancing Organizational Performance"

authored by Sarah Johnson and published in the International Journal of Business Studies in
2020, the study delves into the effectiveness of performance-based bonuses in driving
organizational success. Johnson's research highlights how aligning bonuses with individual and
team performance metrics can positively impact both employee satisfaction and organizational
performance by incentivizing high performance and fostering a culture of excellence.

3. "Innovative Approaches to Salary Negotiation and Their Influence on Employee

Satisfaction" by Michael Brown, published in the Journal of Applied Psychology in 2018,
investigates novel strategies in salary negotiation and their implications for employee
satisfaction. Brown's findings suggest that adopting innovative negotiation techniques, such as
value-based bargaining and skillful communication, can contribute to higher levels of employee
satisfaction and retention, consequently bolstering organizational performance.

23
4. The study "Exploring the Link Between Pay Transparency and Organizational Performance"
by Emily Davis, featured in the Journal of Organizational Behavior in 2021, examines the
relationship between pay transparency initiatives and organizational effectiveness. Davis'
research reveals that fostering transparency in salary and wage management enhances employee
trust, reduces turnover rates, and ultimately leads to improved organizational performance by
promoting fairness and equity in compensation practices.

5. "The Impact of Non-Monetary Rewards on Employee Satisfaction and Organizational

Performance" authored by Mark Roberts, and published in the Journal of Business Ethics in
2017, explores the influence of non-monetary rewards, such as recognition programs and
professional development opportunities, on employee satisfaction and organizational outcomes.
Roberts' study underscores the importance of incorporating non-financial incentives into salary
and wage management strategies to bolster employee morale, engagement, and overall
performance.

6. In "Strategic Pay-for-Performance Systems: A Catalyst for Organizational Success" by

Jennifer Lee, published in the Journal of Management in 2022, Lee investigates the
effectiveness of strategic pay-for-performance systems in driving organizational success. Her
research highlights how aligning compensation structures with strategic objectives and
performance goals can foster a culture of accountability, drive individual and collective efforts
toward organizational targets, and ultimately enhance both employee satisfaction and
organizational performance.

7. "The Influence of Equity Theory on Salary and Wages Management" by David Clark,
featured in the Journal of Industrial Relations in 2019, examines the application of equity theory
in salary and wage management practices. Clark's study elucidates how perceptions of fairness
and equity in compensation distribution impact employee satisfaction, motivation, and
performance, emphasizing the importance of maintaining internal equity and parity in pay
structures to mitigate feelings of injustice and promote organizational effectiveness.

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8. In "The Role of Total Rewards Systems in Enhancing Employee Satisfaction and
Organizational Performance" by Laura Anderson, published in the Journal of Organizational
Psychology in 2020, Anderson explores the impact of comprehensive total rewards systems on
employee satisfaction and organizational outcomes. Her research underscores how integrating
various forms of compensation, including salary, benefits, and recognition programs, into a
cohesive rewards framework can cultivate a positive work environment, improve employee
well-being, and drive organizational performance.

9. "Exploring the Relationship Between Salary Transparency and Employee Engagement" by

Matthew Taylor, featured in the Journal of Applied Behavioral Science in 2018, investigates
the link between salary transparency initiatives and employee engagement levels. Taylor's study
reveals that fostering transparency in salary and wages management promotes open
communication, trust, and alignment with organizational values, ultimately leading to higher
levels of employee engagement and enhanced organizational performance.

10. "The Impact of Variable Pay Systems on Employee Motivation and Organizational
Performance" authored by Rebecca Evans, and published in the Journal of Compensation and
Benefits in 2019, examines the effectiveness of variable pay systems in driving employee
motivation and organizational success. Evans' research demonstrates how implementing
performance-based incentive schemes, such as bonuses and profit-sharing arrangements, can
stimulate employee performance, foster a culture of achievement, and ultimately contribute to
improved organizational performance.

11. In "The Influence of Pay-for-Skill Programs on Employee Satisfaction and Organizational

Performance" by Daniel White, published in the Journal of Applied Management and
Entrepreneurship in 2021, White explores the effects of pay-for-skill programs on employee
satisfaction and organizational outcomes. His study suggests that investing in skill-based pay
structures not only enhances employee satisfaction by recognizing and rewarding individual
expertise but also cultivates a skilled workforce capable of driving organizational innovation.

25
12. "The Role of Fairness Perception in Salary and Wages Management" by Michelle Carter,
featured in the Journal of Organizational Behavior Management in 2018, investigates the
impact of fairness perceptions on employee satisfaction and organizational effectiveness.
Carter's research highlights how perceptions of fairness in salary and wage management
significantly influence employee attitudes, behaviors, and performance outcomes, underscoring
the importance of maintaining fairness and equity in compensation practices to promote
organizational success.

13. "The Effects of Pay Secrecy Policies on Employee Morale and Organizational
Performance" authored by Jason Taylor, and published in the Journal of Business Ethics in
2020, examines the implications of pay secrecy policies on employee morale and organizational
outcomes. Taylor's study reveals that fostering transparency in salary and wage management,
as opposed to enforcing secrecy, promotes trust, fairness, and collaboration among employees,
leading to higher levels of morale and improved organizational performance.

14. In "The Impact of Bonus Systems on Employee Satisfaction and Organizational

Performance" by Rachel Adams, published in the Journal of Human Resource Management in
2019, Adams explores the effects of bonus systems on employee satisfaction and organizational
outcomes. Her research highlights how well-designed bonus programs, aligned with
organizational goals and individual performance, can serve as powerful motivators, enhance
employee satisfaction, and drive improved organizational performance.

15. "Exploring the Relationship Between Salary Compression and Employee Retention" by
Andrew Thompson, featured in the Journal of Applied Economics in 2021, investigates the link
between salary compression and employee retention rates. Thompson's study reveals that
addressing salary compression issues, where newer employees earn similar or higher salaries
than existing staff, is crucial for maintaining employee satisfaction and reducing turnover,
thereby contributing to enhanced organizational performance.

26
16. "The Influence of Pay-for-Performance Systems on Employee Job Satisfaction" authored
by Jessica Parker, and published in the Journal of Organizational Behavior Management in
2018, examines the impact of pay-for-performance systems on employee job satisfaction levels.
Parker's research suggests that properly designed pay-for-performance schemes, which provide
clear performance expectations and meaningful rewards, can positively influence employee job
satisfaction and contribute to improved organizational performance.

17. In "The Role of Salary Benchmarking in Compensation Management" by Brian Wilson,

published in the Journal of Compensation and Benefits in 2020, Wilson investigates the
importance of salary benchmarking practices in effective compensation management. His study
emphasizes the value of benchmarking salary and wages against industry standards and
competitor practices to ensure competitiveness, attract and retain top talent, and ultimately
enhance organizational performance.

18. "The Effects of Merit-Based Pay Systems on Employee Motivation and Organizational
Performance" by Amanda Scott, featured in the Journal of Business Ethics in 2019, examines
the influence of merit-based pay systems on employee motivation and organizational outcomes.
Scott's research demonstrates that linking pay to individual performance and merit fosters a
sense of accountability, encourages high levels of effort and performance, and contributes to
improved organizational performance through enhanced employee motivation and engagement.

19. "Exploring the Impact of Salary Transparency on Employee Trust and Organizational
Performance" authored by Patrick Murphy, and published in the Journal of Applied Psychology
in 2018, investigates the effects of salary transparency initiatives on employee trust and
organizational outcomes. Murphy's study suggests that promoting transparency in salary and
wage management cultivates trust among employees, enhances organizational citizenship
behaviors, and ultimately leads to improved organizational performance through increased
cooperation and collaboration.

27
20. In "The Role of Executive Compensation in Driving Organizational Performance" by
Kimberly Roberts, published in the Journal of Management Studies in 2021, Roberts explores
the relationship between executive compensation practices and organizational effectiveness.
Her research highlights how aligning executive pay with long-term organizational goals and
performance metrics can incentivize strategic decision-making, drive innovation, and
ultimately contribute to improved organizational performance.

2.2 RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem. It is a plan

of action for a research project and explains in detail how data are collected and analyzed.

Research Methodology may be understood as a science of studying how research is

done scientifically.

It can cover a wide range of studies from simple description and investigation to the
construction of sophisticated experiments.

A clear objective provides the basis for the design of the project. The main objective of
this study is to identify the customer's preferences, expectations, and perceptions.

It was decided to use descriptive research design, surveys and fact-finding enquires of
different kinds, which was found to be the most suitable design to carry out the project.

MEANING OF RESEARCH:

Research is the art of scientific investigation. The advanced learner’s dictionaries of

current English lay down the meaning of research as, “a careful investigation (or) inquiry,
especially through search for new facts in any branch of knowledge”. Redmen and Mary define
research as a “systematic effort to gain knowledge”.

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RESEARCH DESIGN:

A Research design is a plan that specifies the objectives of the study, a method to be
adopted in the collection of the data, tools in the analysis of data, and helpful to frame the
hypothesis. “A research design is the arrangement of conditions for collection and analysis of
data in a manner that aims to combine relevance to the research purpose with economy in
procedure”.

Research design is needed because it facilitates the smooth sailing of the various
project operations, thereby making the project as efficient as possible yielding maximal
information with minimal expenditure of effort time, and money. Also, it minimizes biasand
maximizes the reliability of the data collected.

NATURE AND SOURCE OF DATA:

I. PRIMARY DATA:

• The data that are collected afresh for the first time and thus happen to be original is
called primary data.

• The primary data was collected from the employees of K.K Leather Limited through
a direct structured questionnaire. The respondents have filled out the questionnaire.

II. SECONDARY DATA:

• The data which have already been collected and analyzed by someone else is called
secondary data.

• The secondary data was used mainly to support primary data. Company profiles,
websites, magazines, and articles were used widely.

29
SAMPLING SIZE AND TECHNIQUE:

TYPE OF UNIVERSE:

The first step in developing any sample is clearly defining the set of objectives,
technically called the universe, to be studied. Here the universe is the employees of ISS Facility
Services India Private Limited.

SIZE OF SAMPLE:

It refers to the number of items to be selected from the universe to constitute a sample.
Here 200 employees of ISS Facility Services India Private Limited were selected as the size of
the sample.

SAMPLE DESIGN:

When population elements are selected for inclusion in the sample based on the case of
access, it is called the convenience sampling method for the convenience of the researcher.

QUESTIONNAIRE CONSTRUCTION:

In constructing the questionnaire, care was taken to investigate the difficulties that the
respondents may face while answering them. It was prepared to keep in view the objective of
the study. During the construction, care was taken to avoid questions, which may lead to
misinterpretation. The question thus constructed was a structured one to collect all the relevant
information. The questions were arranged in a logical order/sensible sequence.

The Questionnaire consists of a variety of questions presented to the employees for their
responses. Dichotomous questions and multiple-choice questions were used in constructing the
questionnaire.

30
AREA OF THE STUDY:

For this research, the researchers chose the employees of the productiondepartment
employees in ISS Facility Services India Private Limited.

PERIOD OF THE STUDY:

The period of study has been made for six months inside the organization of ISS Facility
Services India Private Limited.

STATISTICAL TOOLS APPLIED:-

To analyze and interpret the collected data the following statistical tools were used

1. Percentage Analysis

2. Chi-square Analysis

3. Correlation

PERCENTAGE ANALYSIS:

Percentage analysis is a useful tool for assessing various aspects of employee welfare for
a project report. It involves the calculation of percentages to compare different data points or
trends within the context of employee welfare initiatives. Common methods include calculating
the percentage of employees participating in welfare programs, the percentage of budget
allocated to different welfare activities, and the percentage change in employee satisfaction
levels before and after implementing welfare measures.

This analysis helps in identifying areas of improvement, evaluating the effectiveness of

existing welfare programs, and making data-driven decisions to enhance overall employee well-
being.

31
 The formula of Percentage Analysis is:

Number of Respondents
Percentage Analysis = ×100
Total Number of Employees

The analysis enables the identification of areas requiring enhancement, assessment of

existing welfare program efficacy, and informed decision-making to bolster overall employee
well-being.

CHI-SQUARE:

The chi-square test can be utilized to analyze the association between different variables
related to employee welfare initiatives. This statistical test helps in determining whether there
is a significant relationship or dependency between categorical variables. The Researcher could
use the chi-square test to examine the relationship between employees' job satisfaction levels
and their participation in welfare programs or to assess if there is a significant difference in the
perception of welfare benefits among employees from different departments.

By applying the chi-square test, the researcher can gain insights into the effectiveness
of welfare measures and identify areas for improvement to enhance overall employee
satisfaction and well-being.

The Formula of Chi-Square test statistic is:

2
(Oi – Ei)2
X =Σ
Ei

Where:

• X2 is the Chi-Square test statistic,

• Oi is the observed frequency for each category,
• Ei is the expected frequency for each category.

32
CORRELATION:

Correlation refers to the statistical relationship between two variables. It measures how
closely the movements of two variables are related to each other. A correlation coefficient is
a numerical measure that quantifies the strength and direction of the relationship between the
variables.

The most commonly used correlation coefficient is the Pearson correlation coefficient,
denoted by r. It ranges from -1 to 1:

• r = 1: Perfect positive correlation

• r = -1: Perfect negative correlation

• r = 0: No correlation

The formula to calculate the Pearson correlation coefficient (r) between two variables,
X and Y, with n data points, is:

𝑁(𝛴𝑋𝑌) − (𝛴𝑋) (𝛴𝑌)

𝑟 =
√[𝑁𝛴𝑋 2 − (𝛴𝑌)2 ] [𝑁𝛴𝑌 2 − (𝛴𝑌)2 ]

Where:

• N is the number of data points.

• ΣXY is the sum of the products of corresponding values of X and Y

• ΣX and ΣY are the sums of all X and Y values respectively.

• ΣX2 and ΣY2 are the sums of the squares of all \( X \) and \( Y \) values respectively.

This formula essentially standardizes the covariance of the two variables by dividing by
the product of their standard deviations. It provides a measure of the linear relationship
between the variables, ranging from -1 to 1.

33
2.3 LIMITATION OF THE STUDY:

➢ The sample size is restricted to 100 respondents only.

➢ The answer given by the respondents may not be completely true.
➢ The personal bias of the respondents may affect the results of the study.
➢ It’s a big process of the data collection.
➢ It’s changeable.

34
 CHAPTER III

RESULTS, DISCUSSIONS AND CONCLUSION

3.1 ANALYSIS AND INTERPRETATION

Table 3.1.1 represents the Gender Wise classification

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Male 37 37%
2 Female 63 63%
Total 100 100%

INTERPRETATION:

The table shows that the majority(63%) of the respondents are females whereasonly
37% of respondents are males.

Chart 3.1.1 represents the Gender Wise classifications

Gender wise classifications

1 Male 2 Female 2 Total

35
 Table 3.1.2 represents the Age Wise Classification

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Below 25 37 37%
2 25 - 30 26 26%
3 30 – 35 17 17%
4 35 – 40 20 20%
Total 100 100%

INTERPRETATION:

The above table shows that 37% of respondents are coming under the age groupof below
25 years, 26% of respondents are coming under the age group 25-30 years, 20% of respondents
are coming under the age group 35-40 years, and 17% of the respondents comes under the age
group of 30-35 years.

Chart 3.1.2 represents the Age Wise Classification

Age wise classification

1 Below 25 2 25 - 30 3 30 – 35 4 35 – 40 4 Total

36
 Table 3.1.3 represents the Income Wise Classification

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Below 5000 68 68%
2 5000 - 10000 32 32%
3 10000 - 15000 0 0%
4 Above 15000 0 0%
Total 100 100%

INTERPRETATION:

The above table shows that 68% of respondents in a level of income below5000, and
32% of the respondents in 5000-10000 level of income.

Chart 3.1.3 represents the Income Wise Classification

Income wise classfication

1 Below 5000 2 5000 - 10000 3 10000 - 15000 4 Above 15000 4 Total

37
 Table 3.1.4 represents the experience of the respondents

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Below 5 Years 43 43%
2 5-10 Years 34 34%
3 10-15 Years 23 23%
4 Above 15 Years 0 0%
Total 100 100%

INTERPRETATION:

The above table shows that 43% of the respondents have below 5 yearsofexperience, 34% of the
respondents have 5-10 years and 23% of the respondents have 10-15 years of experience in the
organization.

Chart 3.1.4 represents the experience of the respondents

Experience of the respondents

1 Below 5 Years 2 5-10 Years 3 10-15 Years 4 Above 15 Years 4 Total

38
 Table 3.1.5 represents the educational qualification

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Below 10 53 53%
2 12th 26 26%
3 Diploma /ITI 11 11%
4 Graduation 10 10%
Total 100 100%

INTERPRETATION:

The above table shows that 53% of respondents have completed below 10th, 26% of the
respondents have completed 12th,10% of the respondents have completed graduation, and 11%
of the respondents have completed diploma/ITI.

Chart 3.1.5 represents the educational qualification

Educational qulafication

S.NO Particulars 1 Below 10 2 12th 3 Diploma /ITI 4 Graduation 4 Total

39
 Table 3.1.6 represents the mode of payment

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Wages 17 17%
2 Salary 83 83%
Total 100 100%

INTERPRETATION:

The above table shows that 83% of the respondents get the mode of paymentis salary and
17% of the respondents get a wage.

Chart 3.1.6 represents the mode of payment

Mode of payment

S.NO Particulars 1 Wages 2 Salary 2 Total

40
 Table 3.1.7 represents the satisfaction level of wages/salary provided by the company

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Satisfied 58 58%
2 Highly satisfied 42 42%
3 Dissatisfied 0 0%
4 Highly satisfied 0 0%
Total 100 100%

INTERPRETATION:

The above table shows that the majority (58%) of respondents were satisfied with
wage/salary. 42% of the respondents were highly satisfied with the wage/salary provided by
the company.

Chart 3.1.7 represents the satisfaction level of wages/salary provided by the company

Satisfaction level of wages/salary provided by the

company

S.NO Particulars 1 Satisfied 2 Highly satisfied

3 Dissatisfied 4 Highly satisfied 4 Total

41
 Table 3.1.8 represents the mode of payment rate

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Time rate 100 100%
2 Piece rate 0 0%
Total 100 100%

INTERPRETATION:

The above table shows that all the respondents (100%) get payment basedon the time rate
system, and the company does not follow a piece rate system.

Chart 3.1.8 represents the mode of payment rate

Mode of payment rate

S.NO Particulars 1 Time rate 2 Piece rate 2 Total

42
 Table 3.1.9 represents the satisfaction level of basic pay

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Satisfied 44 44%
2 Highly satisfied 22 22%
3 Dissatisfied 21 21%
4 Highly satisfied 13 13%
Total 100 100%

INTERPRETATION:

The above analysis explains that a high proportion (43.5%) of the respondents were satisfied
with their basic pay and (22.5%) of the respondents were highly satisfied with their basic pay.
(21%)of the respondents were dissatisfied with their basic pay and (13%) of the respondents
were highly dissatisfied with the basic pay provided by their company

Chart 3.1.9 represents the satisfaction level of basic pay

Satisfaction level of basic pay

S.NO Particulars 1 Satisfied 2 Highly satisfied

3 Dissatisfied 4 Highly satisfied 4 Total

43
 Table 3.1.10 represents the opinion about adequate leave facility with wages/salary
allowed by the company

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Yes 47 47%
2 No 53 53%
Total 100 100%

INTERPRETATION:

The above table shows that the majority (53%) of the respondents feel they’re not getting
adequate leave facility with wage/salary and 47% of respondents agreed that getting adequate
leave facility with wage/salary allowed by the company properly.

Chart 3.1.10 represents the opinion about adequate leave facility with wages/salary
allowed by the company

Opinion about adequate leave facility with

wage/salary allowed by the company

S.NO Particulars 1 Yes 2 No 2 Total

44
 Table 3.1.11 represents is company offered a frequent bonus system

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Yes 100 100%
2 No 0 0%
Total 100 100%

INTERPRETATION:

The above table shows that all the respondents (100%) are getting frequent bonuses offered
by the company and no one can feel bad about the bonus system offered by offered company.

Chart 3.1.11 represents is company offered a frequent bonus system

Company offered a frequent bonus system

S.NO Particulars 1 Yes 2 No 2 Total

45
 Table 3.1.12 represents is employer pays festival bonus and vacation bonus

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Yes 100 100%
2 No 0 0%
Total 100 100%

INTERPRETATION:

The above table shows that all the respondents(100%) agreed that the employer offered a
festival bonus and vacation bonus. No one cannot agree about the bonus system offered by the
company.

Chart 3.1.12 represents is employer pays festival bonus and vacation bonus

Employer pays festival bonus and vacation bonus

S.NO Particulars 1 Yes 2 No 2 Total

46
 Table 3.1.13 represents the satisfaction level of the bonus system

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Satisfied 68 68%
2 Highly satisfied 32 32%
3 Dissatisfied 0 0%
4 Highly satisfied 0 0%
Total 100 100%

INTERPRETATION:

The above analysis shows that the majority (68%) of the respondents are satisfied with their
bonus system 32% of the respondents are highly satisfied and no one feels dissatisfied with the
bonus system offered by their company.

Chart 3.1.13 represents the satisfaction level of the bonus system

Satisfaction level of the bonus system

S.NO Particulars 1 Satisfied 2 Highly satisfied

3 Dissatisfied 4 Highly satisfied 4 Total

47
 Table 3.1.14 represents is company offered maternity holiday

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Yes 0 0%
2 No 100 100%
Total 100 100%

INTERPRETATION:

The above table shows that all the respondents (100%) say that theircompanies not
provide maternity holidays for their female workers.

Chart 3.1.14 represents is company offered maternity holiday

Company offered maternity holiday

S.NO Particulars 1 Yes 2 No 2 Total

48
 Table 3.1.15 represents the satisfaction level of the relationship with the supervisor and
co-workers

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Satisfied 14 14%
2 Highly satisfied 86 86%
3 Dissatisfied 0 0%
4 Highly satisfied 0 0%
Total 100 100%

INTERPRETATION:

The analysis table shows that a high proportion (86%) of the respondents highly satisfied
relationships with their supervisors and co-workers. and 14% of the respondents were satisfied
and no one was dissatisfied with their relationship with their supervisor & co-workers

Chart 3.1.15 represents the satisfaction level of the relationship with the supervisor and
co-workers

Satisfaction level of the relationship with the

supervisior and co-workers

S.NO Particulars 1 Satisfied 2 Highly satisfied

3 Dissatisfied 4 Highly satisfied 4 Total

49
 Table 3.1.16 represents the satisfaction level of welfare, safety, and health facility

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Satisfied 47 47%
2 Highly satisfied 34 43%
3 Dissatisfied 19 19%
4 Highly satisfied 0 0%
Total 100 100%

INTERPRETATION:

The above analysis shows that 47% of the respondents were satisfied with welfare, safety,
and healthy facilities, 34% of the respondents were highly satisfied and 19% of the respondents
dissatisfied

Chart 3.1.16 represents the satisfaction level of welfare, safety, and health facility

Satisfaction level of welfare, safety, and health

facility

S.NO Particulars 1 Satisfied 2 Highly satisfied

3 Dissatisfied 4 Highly satisfied 4 Total

50
 Table 3.1.17 represents kind of comfortable shift

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Morning 79 79%
2 Evening 15 15%
3 Night 6 6%
Total 100 100%

INTERPRETATION:

The above table shows that the majority(79%) of the respondents feel comfortable with
the morning shift,15% of the respondents evening shift, and the least (6%) of the respondents
are comfortable with the night shift.

Chart3.1.17 represents a kind of comfortable shift

Kind of comfortable shift

S.NO Particulars 1 Morning 2 Evening 3 Night 3 Total

51
 Table 3.1.18 represents is company offered TA/DA for workers

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Yes 100 100%
2 No 0 0%
Total 100 100%

INTERPRETATION:

The analysis shows that all the respondents (100%) of the respondents say thatthe company
offered TA/DA for workers

Chart 3.1.18 represents the company offered TA/DA for workers

Company offered TA/DA for workers

S.NO Particulars 1 Yes 2 No 2 Total

52
 Table 3.1.19 represents is trade union available in the company

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Yes 100 100%
2 No 0 0%
Total 100 100%

INTERPRETATION:

The above table shows that all the respondents (100%) say that a trade union isavailable
in their company.

Chart 3.1.19 represents is trade union available in the company

Trade union available in the company

S.NO Particulars 1 Yes 2 No 2 Total

53
 Table 3.1.20 represents trade union support by wages and salary issues

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Yes 100 100%
2 No 0 0%
Total 100 100%

INTERPRETATION:

The above table shows that all the respondents (100%) agreed that trade unions support
their wage and salary issues and no one can feel unsupported by trade unions related to their
wage and salary issues

Chart 3.1.20 represents trade union support through wages and salary issues

Trade union support through wages and salary

issues

S.NO Particulars 1 Yes 2 No 2 Total

54
 Table 3.1.21 represents the satisfaction level of wage/salary provided by a company
based on performance

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Satisfied 74 74%
2 Highly satisfied 19 19%
3 Dissatisfied 7 7%
4 Highly satisfied 0 0%
Total 100 100%

INTERPRETATION:

The above table shows that the majority (74%)of the respondents are satisfied with the
wage/salary provided based on their performance,19% of the respondents are highlysatisfied
and the least (7%) of the respondents feel dissatisfied with the wage and salarynot based on
their performance.

Chart 3.1.21 represents the satisfaction level of wage/salary provided by a company

based on performance

Satisfaction level of wage/salary provided by a

company based on performance

S.NO Particulars 1 Satisfied 2 Highly satisfied

3 Dissatisfied 4 Highly satisfied 4 Total

55
 Table 3.1.22 represents is company providing overtime work

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Yes 100 100%
2 No 0 0%
Total 100 100%

INTERPRETATION:

The above table shows that all the respondents (100%) say that the company offered
overtime work for their employees.

Chart 3.1.22 represents is company providing overtime work

Company providing overtime work

S.NO Particulars 1 Yes 2 No 2 Total

56
Table 3.1.23 represents that the organization provides additional benefits for employees

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Yes 100 100%
2 No 0 0%
Total 100 100%

INTERPRETATION:

The above table shows that all the respondents (100%) say that the organization provides
additional benefits for their employees.

Chart 3.1.23 represents that the organization provides additional benefits for employees

Organization provides additional benefits for

employees

S.NO Particulars 1 Yes 2 No 2 Total

57
 Table 3.1.24 represents the rate of increment per annum

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Below 1000 0 0%
2 Rs 100 - 250 17 17%
3 Above 250 83 83%
Total 100 100%

INTERPRETATION:

The above table shows that a high proportion of respondents (83%) one getting above
Rs.250 increment per annum and 17% of the respondents are getting Rs 100- 250 increment per
annum.

Chart 3.1.24 represents rate of increment per annum

Rate of increment per annum

S.NO Particulars 1 Below 1000 2 Rs 100 - 250 3 Above 250 3 Total

58
 Table 3.1.25 represents the average hours of working per week

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Less than 48 hours 0 0%
2 Between 48 hours 13 13%
3 More than 48 hours 87 87%
4 Total 100 100%

INTERPRETATION:

The above table shows that most (87%) of the respondents work more than 48 hours per week
and the remaining 13% of the respondents work between 48 hours per week in the organization.

Chart 3.1.25 represents the average hours of working per week

Average hours of working per week

S.NO Particulars 1 Less than 48 hours 2 Between 48 hours

3 More than 48 hours 4 Total

59
 Table 3.1.26 represents whether you are satisfied with your job

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Yes 78 78%
2 No 22 22%
Total 100 100%

INTERPRETATION:

The above table shows the satisfaction with your job of the respondents in that 78% of
the respondents say yes in satisfied with your job and the remaining 12% of the respondents
say no in satisfied with your job.

Chart 3.1.26 represents whether you are satisfied with your job

Whether are you satisifed with your job

S.NO Particulars 1 Yes 2 No 2 Total

60
 Table 3.1.27 represents the most important factor that will provide job satisfaction

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Salary 42 42%
2 Management 18 18%
3 Welfare Benefits 24 24%
4 Working Condition 26 26%
Total 100 100%

INTERPRETATION:

The above table shows that the most important factor will provide job satisfaction in that 42%
of the respondents are under salary,18% of the respondents are under management, 24% of the
respondents are under welfare benefits & remaining 26% of the respondents are under working
condition in the most important factor will provide job satisfactionschemes

Chart 3.1.27 represents the most important factor that will provide job satisfaction

Most important factor that will provide job

satisfaction

S.NO Particulars 1 Salary 2 Management

3 Welfare Benefits 4 Working Condition 4 Total

61
 Table 3.1.28 represents salary gives a good feeling & personal accomplishment

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Strongly Agree 20 20%
2 Agree 43 43%
3 Disagree 24 24%
4 strongly Disagree 13 13%
Total 100 100%

INTERPRETATION:

The above table shows that salary gives good feeling & personal Accomplishment in that
20% of the respondents are under strongly agree, 43% of the respondents are under agree, 24%
of the respondents are under disagree &remaining 26% of the respondents are under Strongly
disagree in the salary gives good feeling & personal Accomplishment schemes.

Chart 3.1.28 represents salary gives a good feeling & personal accomplishment

Salary gives a good feeling & personal

accomplishment

S.NO Particulars 1 Strongly Agree 2 Agree

3 Disagree 4 strongly Disagree 4 Total

62
 Table 3.1.29 represents rewards that should be given for better performance of the
employee

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Strongly Agree 22 22%
2 Agree 35 35%
3 Disagree 32 32%
4 strongly Disagree 11 11%
Total 100 100%

INTERPRETATION:

The above table shows that rewards should be given on the basis of better performance in that
22% of the respondents are under strongly agree,35% of the respondents are under agree, 32%
of the respondents are under disagree & remaining 11% of the respondents are under Strongly
disagree that the rewards should be given on the basis of better performance schemes

Chart 3.1.29 represents rewards that should be given for better performance of the
employee

Rewards that should be given for better

performance of the employee

S.NO Particulars 1 Strongly Agree 2 Agree

3 Disagree 4 strongly Disagree 4 Total

63
 Table 3.1.30 represents compensates commensurate with all levels of employee

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Strongly Agree 18 18%
2 Agree 39 39%
3 Disagree 24 24%
4 strongly Disagree 19 19%
Total 100 100%

INTERPRETATION:

The above table shows that compensation commensurate with all levels of employeein
that 18% of the respondents are under strongly agree, 39% of the respondents are under agree,
24% of the respondents are under disagree &remaining 19% of the respondents are under
Strongly disagree in the compensation commensurate with all levels of employee schemes.

Chart 3.1.30 represents compensates commensurate with all levels of employee

Compensates commensurates with all levels of

employee

S.NO Particulars 1 Strongly Agree 2 Agree

3 Disagree 4 strongly Disagree 4 Total

64
 Table 3.1.31 represents getting the salary of time every month

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Yes 80 80%
2 No 20 20%
Total 100 100%

INTERPRETATION:

The above table shows that getting the salary on time every month that 80% of the
respondents say yes in the salary on time every month and the remaining 20% of the respondents
say no in getting the salary on time every month

Chart 3.1.31 represents getting the salary of time every month

Getting the salary of time every month

S.NO Particulars 1 Yes 2 No 2 Total

65
 Table 3.1.32 represents wages, salaries, and increments followed every year

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Strongly Agree 22 22%
2 Agree 40 40%
3 Disagree 18 18%
4 strongly Disagree 20 20%
Total 100 100%

INTERPRETATION:

The above table shows whether wages salaries and increments are followed every year in
that 22% of the respondents are under strongly agree,40% of the respondents areunder agree,
18% of the respondents are under disagree &remaining 20% of the respondents are under
Strongly disagree in the whether wages salaries and increments are followed every year
schemes

Chart 3.1.32 represents wages, salaries, and increments followed every year

Wages, salaries, and increments followed every

year

S.NO Particulars 1 Strongly Agree 2 Agree

3 Disagree 4 strongly Disagree 4 Total

66
 Table 3.1.33 represents wages and salary for all employees in factor is satisfactory

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Strongly Agree 30 30%
2 Agree 37 37%
3 Disagree 17 17%
4 strongly Disagree 16 16%
Total 100 100%

INTERPRETATION:

The above table shows that the wages and salary system for all employees in Factor is
satisfactory in that 30% of the respondents strongly agree,37% of the respondents are under
agree, 17% of the respondents are under disagree &remaining 16% of the respondents are under
Strongly disagree in the wages and salary system for all employees in factor is satisfactory
schemes.

Chart 3.1.33 represents wages and salary for all employees in factor is satisfactory

Wages and salary for all employees in factor is

satisfactory

S.NO Particulars 1 Strongly Agree 2 Agree

3 Disagree 4 strongly Disagree 4 Total

67
 Table 3.1.34 represents wages and salary structure implemented to qualification &
experience

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Strongly Agree 29 29%
2 Agree 42 42%
3 Disagree 15 15%
4 strongly Disagree 14 14%
Total 100 100%

INTERPRETATION:

The above table shows that wage and salary structures implemented according to
qualification & experience in that 29% of the respondents are under strongly agree,42% of the
respondents are under agree, 15% of the respondents are under disagree &remaining 16% of
the respondents are under Strongly disagree with the wage and salary structure implemented
according to qualification & experience schemes

Chart 3.1.34 represents wages and salary structure implemented to qualification &
experience

Wages and salary strucuture implemented to

qualification & experience

S.NO Particulars 1 Strongly Agree 2 Agree

3 Disagree 4 strongly Disagree 4 Total

68
Table 3.1.35 represents agree that bonuses & incentives related to employee satisfaction

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Strongly Agree 22 22%
2 Agree 38 38%
3 Disagree 30 30%
4 strongly Disagree 10 10%
Total 100 100%

INTERPRETATION:

The above table shows that agree that bonuses & incentives related to employee satisfaction
in that 22% of respondents are under strongly agree,38% of the respondents are under agree,
30% of the respondents are under disagree &remaining 10% of the respondents are under
Strongly disagree agree that bonuses & incentives related to employee satisfaction schemes.

Chart 3.1.35 represents agree that bonuses & incentives related to employee satisfaction

Agree that bonuses & incentives related to

employee satisfaction

S.NO Particulars 1 Strongly Agree 2 Agree

3 Disagree 4 strongly Disagree 4 Total

69
 Table 3.1.36 represents getting your pay as per the laws

Percentage of
Number of
S.NO Particulars Respondents
Respondents
(%)
1 Yes 65 65%
2 No 35 35%
Total 100 100%

INTERPRETATION:

The above table shows that getting your pay as per the laws that 65% of the respondents
are saying yes in the getting your pay as per the laws and remaining 35% of the respondents are
saying no in getting your pay as per the laws

Chart 3.1.36 represents getting your pay as per the laws

Getting your pay as per the laws

S.NO Particulars 1 Yes 2 No 2 Total

70
STATISTICAL TOOLS

CHI-SQUARE TEST

NULL HYPOTHESIS HO: There is no significant relationship between the level of

wage/salary and income.

ALTERNATIVE HYPOTHESIS H1: There is a significant relationship between the level of

wage/salary and income.

TABLE (A)

SATISFIED WITH WAGES / SALARY

INCOME
LEVEL HIGHLY HIGHLY
SATISFIED DISSATISFIED TOTAL
SATISFIED DISSATISFIED
Below 5000 58 78 0 0 136
5000 - 10000 58 6 0 0 64
10000 -
15000 0 0 0 0 0
Above 15000 0 0 0 0 0
Total 116 84 0 0 200

Table 3.1.37 represents TABLE (A) of the chi-square test

TABLE (B)

TABLE (B)
OBSERVED EXPECTED
(O - E) (O - E)2 (O - E)2E
FREQUENCY FREQUENCY
28 78.88 -20.88 435.9744 5.527
78 57.12 20.88 435.9744 7.6326
58 37.12 20.88 435.9744 11.745
6 26.88 -20.88 435.9744 16.2192
Total 41.1238

Table 3.1.38 represents TABLE (B) of the chi-square test

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Calculation of expected frequency:

Expected frequency = RT x CT/N

= 136 x 116 / 200

= 78.88

Similarly, the calculation for the remaining expected expected value was carried out.

Computed value X2 = 41.1238.

Degree of freedom = (R – 1) (C – 1)

= (4 – 1) (4 – 1)

= (3) (3)

=9

Level of significant = 5% Table value = 16.91

Conclusion:

Since CV > TV so we accept H1.

This is a significant relationship between income level and satisfaction of wage and salary given
by the organization.

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CORRELATION

The correlation between education qualification and basic pay:

X – Education Qualification

Y – Basic Pay

X 106 52 22 20
Y 87 45 42 26

Table 3.1.39 represents the correlation

(X - (Y - (X - X) (Y -
X Y X-X Y-Y
X)2 Y)2 Y)
106 87 56 37 3136 1369 2072
52 45 2 -5 4 25 -10
22 42 -28 -8 784 64 224
20 26 -30 -24 900 576 720
200 200 0 0 4824 2034 3006

Table 3.1.40 represents the calculation of the correlation

Correlation Test:

𝛴𝑋 106 + 52 + 22 + 20 200
X= = = = 50
𝑁 4 4

𝛴𝑌 87 +45 + 42+ 26 200

Y= = = = 50
𝑁 4 4

𝛴𝑋𝑌 3006 3006 3006

R= = = = = 0.9596
√𝛴𝑋2√Σ𝑌2 √4824 √2034 (69.455) (45.099) 3132.35

RESULT:

The correlation is positive there is a moderate relationship between education with basic pay
provided by the company.

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3.2 FINDINGS FROM THE STUDY

The study's findings reveal significant insights into various aspects of employee
demographics and their satisfaction levels with organizational policies. The majority of
respondents are females (63%), with a substantial portion being below 25 years old (37%).
Income-wise, 68% of respondents earn below 5000, while most have less than 5 years of
experience (43%). Educational qualifications vary, with 53% having completed below 10th
grade. Regarding payment modes, 83% receive a salary, and a notable 58% are satisfied with
their wages/salary. All respondents are paid based on a time rate system and receive frequent
bonuses, including festival and vacation bonuses, with high satisfaction levels in the bonus
system (68%).

The organization does not provide maternity leave, which all respondents highlighted.
Relationships with supervisors and co-workers are generally positive, with 86% expressing
high satisfaction. Safety and health facilities are satisfactory to 47% of respondents. The
majority prefer morning shifts (79%) and benefit from TA/DA (100%). Trade unions play a
significant role, with full support reported in wage and salary issues.

Regarding performance-based compensation, 74% are satisfied, and the company

provides overtime work and additional benefits universally. Increments are substantial, with
83% receiving above Rs.250 annually. Most employees work over 48 hours per week (87%)
and are generally satisfied with their jobs (78%). Key factors for job satisfaction include salary,
management, welfare benefits, and working conditions. While 43% agree that their salary
provides personal accomplishment, only 24% strongly agree. Reward systems are viewed
positively, with 35% agreeing that they should be based on performance.

Compensation is considered fair by 39%, and 80% receive their salaries on time.
Increments are followed yearly, although 22% strongly agree with this statement. Lastly, 37%
agree that the wages and salary system is satisfactory, with educational qualifications
influencing satisfaction with basic pay, showing a moderate positive correlation (0.9596).

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 Overall, the study highlights a nuanced view of employee satisfaction and organizational
practices, emphasizing areas of contentment and those needing improvement.

3.3 SUGGESTIONS AND RECOMMENDATIONS

Based on the data analysis, several key insights and recommendations can be made to
enhance employee satisfaction and organizational effectiveness.

Gender and Age Distribution:

The majority of the respondents are female (63%), and a significant portion is below 25 years
(37%). This indicates a younger, female-dominated workforce.

Income and Experience:

Most respondents (68%) have an income level below 5000, and 43% have less than 5 years of
experience. This suggests that the workforce is relatively young and maybe earning entry-level
salaries.

Educational Qualification and Payment Mode:

A majority of respondents have educational qualifications below 10th grade (53%) and receive
their payment as a salary (83%). The company might benefit from providing educational
advancement opportunities to enhance skills and productivity.

Satisfaction with Wages and Bonuses:

While 58% of respondents are satisfied with their wages, 42% are highly satisfied. All
respondents receive frequent bonuses, indicating a positive bonus system. However, satisfaction
with basic pay is more mixed, with 43.5% satisfied, but 21% dissatisfied.

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Leave and Additional Benefits:

A significant portion (53%) feels they do not receive adequate leave. Yet, 100% of respondents
acknowledge the company offers additional benefits like TA/DA and overtime work, suggesting
good support in other areas.

Work Environment and Relationship:

A large majority (86%) are highly satisfied with their relationship with supervisors and co-
workers, indicating a healthy work environment. However, there is room for improvement in
welfare, safety, and health facilities, as 19% of respondents are dissatisfied.

Job Satisfaction and Factors Influencing It:

Most respondents (78%) are satisfied with their jobs. Salary is identified as the most important
factor for job satisfaction (42%), followed by welfare benefits and working conditions.

Correlation and Statistical Analysis:

A significant relationship exists between income level and satisfaction with wages/salary, as
indicated by the chi-square test. Moreover, there is a positive correlation between education
level and basic pay, suggesting that higher education correlates with higher pay.

RECOMMENDATIONS:

1. Enhanced Training and Education Programs: Invest in educational and skill development
programs to improve employee qualifications and potentially increase their earnings.

2. Review Wage Structure: Consider revising the wage structure to address the dissatisfaction
with basic pay. Implementing periodic reviews and adjustments based on performance and
market standards can help.

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3. Improve Leave Policies: Reassess leave policies to ensure they meet employee expectations
and industry standards, potentially improving overall job satisfaction.

4. Safety and Welfare: Enhance welfare, safety, and health facilities to address the concerns
of dissatisfied employees.

5. Continued Recognition and Bonuses: Maintain and possibly expand the bonus and
incentive programs, as they are well-received and contribute to high satisfaction levels.

By focusing on these areas, the organization can foster a more satisfied, productive, and
committed workforce.

3.4 CONCLUSION

• Compensation needs to be high enough to attract applicants pay level must respond to
the supply and demand of workers in the labour market.

• Pay should reinforce desired behaviors and act as incentives for those behaviours to
occur in the future. Effective wages and salary administration are important for
performance, loyalty, experience, responsibilities, and other behaviors.

• Some of the respondents were dissatisfied with wages and salary administration so,
the management may be considered the employees opinion.

• Some of the respondents dissatisfied with health, safety and welfare measures so, the
management should considered the employees grievance.

• Few of them feels the company did not Provide salary based on their performance so,
the management please considered the above stated the employees opinion.

• Some of the respondents feel they are getting low increments per annum so, the
management may consider the above states employees opinions.

• Payment is a motivation factor to increase their performance effectively.

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 CHAPTER IV

APPENDICES

4.1 QUESTIONNAIRE

Personal Factors:

Name:

Gender:

(a) Male

(b) Female

Age:

(a) Below 25

(b) 26 - 30

(c) 31 - 35

(d) 36 - 40

Income:

(a) Below 5000

(b) 5000 – 10000

(c) 10000 – 15000

(d) Above 15000

78
Experience:

(a) Below 5 years

(b) 5 – 10 years

(c) 10 – 15 years

Qualification:

(a) Below 10th

(b) 12th

(c) ITI

(d) Diploma

(e) Graduation

Wage/Salary Components Profile:

1. What kind of payment is made?

(a) Wages

(b) Salary

2. What kind of shift is comfortable for you?

(a) Morning

(b) Evening

(c) Night

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3. On what basis is the payment made?

(a) Time rate

(b) Piece rate

4. Are you satisfied with your basic pay?

(a) Satisfied

(b) Highly satisfied

(c) Dissatisfied

(d) Highly dissatisfied

5. Do you get an adequate leave facility with wages/salary allowed by your company?

(a) Yes

(b) No

6. Does the company offer a frequent bonus system?

(a) Yes

(b) No

7. Does your employer pay festival and vacation bonuses?

(a) Yes

(b) No

80
8. Are you satisfied with your bonus system?

(a) Satisfied

(b) Highly satisfied

(c) Dissatisfied

(d) Highly dissatisfied

9. Does your company offer maternity holidays?

(a) Yes

(b) No

10. Are you satisfied with the relationship with your supervisor and co-workers?

(a) Satisfied

(b) Highly satisfied

(c) Dissatisfied

(d) Highly dissatisfied

11. Are you satisfied with the welfare, safety, and health facilities?

(a) Satisfied

(b) Highly satisfied

(c) Dissatisfied

(d) Highly dissatisfied

81
12. Are you satisfied with your wages/salary provided by your company?

(a) Satisfied

(b) Highly satisfied

(c) Dissatisfied

(d) Highly dissatisfied

13. Does your company offer TA/DA for workers?

(a) Yes

(b) No

14. Is there a trade union available in your company?

(a) Yes

(b) No

15. Are you satisfied with the wage/salary provided by the company based on your
performance?

(a) Satisfied

(b) Highly satisfied

(c) Dissatisfied

(d) Highly dissatisfied

82
16. Does the trade union support your wages and salary issues?

(a) Yes

(b) No

17. Does your company provide overtime work?

(a) Yes

(b) No

18. Does the organization provide additional benefits for employees?

(a) Yes

(b) No

19. At what rate do you receive your increment per annum?

(a) Below 100

(b) Rs.100-250

(c) Above 250

20. Average hours worked per week?

(a) Less than 48 hours

(b) Between 48 hours

(c) More than 48 hours

83
21. Are you satisfied with your job?

(a) Yes

(b) No

22. State the most important factor which will provide job satisfaction.

(a) Salary

(b) Management

(c) Welfare benefits

(d) Working conditions

23. The salary gives a good feeling and personal accomplishment.

(a) Strongly agree

(b) Agree

(c) Disagree

(d) Strongly disagree

24. Rewards should be given based on the better performance of the employee.

(a) Strongly agree

(b) Agree

(c) Disagree

(d) Strongly disagree

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25. Compensation commensurate with all levels of employees.

(a) Strongly agree

(b) Agree

(c) Disagree

(d) Strongly disagree

26. Are you getting your salary on time every month?

(a) Yes

(b) No

27. Whether wages, salaries, and increments are followed every year.

- (a) Strongly agree

(b) Agree

(c) Disagree

(d) Strongly disagree

28. The wages and salary system for all employees in FACTOR is satisfactory.

(a) Strongly agree

(b) Agree

(c) Disagree

(d) Strongly disagree

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29. State your opinion that the wage & salary structure is implemented according to
qualification & experience.

(a) Strongly agree

(b) Agree

(c) Disagree

(d) Strongly disagree

30. Do you agree that bonuses & incentives are related to employee satisfaction?

(a) Strongly agree

(b) Agree

(c) Disagree

(d) Strongly disagree

31. Are you getting your pay as per the laws?

(a) Yes

(b) No

4.2 REFERENCE

1. Armstrong, M. (2014). Armstrong's Handbook of Human Resource Management Practice.

Kogan Page Publishers.

2. Dessler, G. (2017). Human Resource Management. Pearson Education India.

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3. Mathis, R. L., & Jackson, J. H. (2017). Human Resource Management: Essential
Perspectives. Cengage Learning.

4. Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2016). Human Resource
Management: Gaining a Competitive Advantage. McGraw-Hill Education.

5. Rao, T. V. (2016). Performance Management and Appraisal Systems: HR Tools for Global
Competitiveness. Sage Publications India Pvt Ltd.

6. Robbins, S. P., Judge, T. A., & Vohra, N. (2018). Organizational Behavior. Pearson Education
India.

7. Singh, P. (2017). Compensation Management. Dorling Kindersley Pvt Ltd.

8. Stoner, J. A. F., Freeman, R. E., & Gilbert, D. R. (2018). Management. Pearson Education
India.

9. Werner, J. M., & DeSimone, R. L. (2015). Human Resource Development. Cengage

Learning.

10. Weiss, J. W. (2014). Business Ethics: A Stakeholder and Issues Management Approach.
Berrett-Koehler Publishers.

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