A PROJECT REPORT ON

STUDY OF EMPLOYEE SATISFACTION AT BSL LTD.

SUBMITTED FOR THE PARTIAL FULLFILLMENT OF TWO YEARS FULL TIME COURSE

MASTER IN BUSINESS ADMINISTRATION BATCH(2010-2012) SUBMITTED TO: FMS,MAIET,Jaipur. SUBMITTED BY: ASMA MAJEED MBA SEM-IV(2011-2012)

FACULTY OF MANAGEMENT STUDIES MAHARISHI ARVIND INSTITUTE OF ENGINEERING AND TECHNOLOGY,JAIPUR (Affiliated to Rajasthan technical university)

Certificate

DECLARATION
I, Asma Majeed, do hereby declare that the Project Report entitled Employee Satisfaction at BSL., submitted to Rajasthan technical university in partial fulfillment of the requirements for the award of the Degree of Master of Business Administration is a record of bona fide and Independent project work carried out by me under the guidance and supervision of Faculty of M.B.A., Department of Management Studies and this project report do not form part of any previous project report previously submitted to this University or any other University for the award of any Degree/Diploma/Associate-ship or other similar Title.

ASMA MAJEED.

ACKNOWLEDGEMENT
With great pleasure, I would like to express my gratitude to BSL LTD,BHILWARA for giving me an opportunity to undertake the project in their esteemed organization.

I am indebted to my Director Col C.D.Sharma, who has provided me with this opportunity and whose consistent support and inspiration has provided me the direction to complete the project with a great sense of learning.

My overriding debt continues to my friends who have directly or indirectly have provided timely assistance needed to complete the research.

Finally, I must mention my thanks to my family who has been a driving force to prepare this research. Regards: ASMA MAJEED

PREFACE
The human resource of an organization constitutes its e n t i r e Human resource management (HRM) is workforce. responsible for

selecting and inducting competent people, training them, facilitating and motivating them to perform at high levels of efficiency, and providing mechanisms to ensure that they maintain their affiliation with the organization The human resource of an organization constitutes its e n t i r e resource management (HRM) is workforce. Human

responsible for selecting and

inducting competent people, training them, facilitating and motivating them to perform at high levels of efficiency, and providing mechanisms to ensure that they maintain their affiliation with the organization.

We cannot achieve anything on the basis of theoretical knowledge only as provided by books, in order achieve positive and successful results the classroom learnings are not sufficient the practical knowledge is also necessary with theoretical knowledge. To develop healthy skills in management theoretical knowledge must be supplemented with the real practical environment.

The objective of this research is aimed at providing a clear understanding of the satisfaction levels of the employees and how these can be improved in order to enhance employee motivation and commitment.. For this purpose, I did the research at BSL and I am grateful to the management who granted their permission and opportunity for the same.

EXECUTIVE SUMMARY
Employee satisfaction is crucial in todays world where innovation & constant improvement, play an increasingly vital role in economic success. When implemented effectively, they drive many tangible benefits for the organizations ranging from cost savings, employee participation, employee morale & company productivity.

Employee satisfaction is the terminology used to describe whether employees are happy and contented and fulfilling their desires and needs at work. Employee satisfaction is often measured by anonymous surveys administered periodically that gauge employee satisfaction in areas such as management and teamwork. Employee satisfaction surveys help employers measure and understand their employees' attitude, opinions, motivation, and satisfaction.

Factors contributing to employee satisfaction include treating employees with respect, providing regular employee recognition, empowering employees, offering above industry-average benefits and compensation, providing employee perks and company activities, and positive management within a success framework of goals,

measurements, and expectations.

CONTENTS
LIST OF TABLES AND FIGURES CHAPTER 1: INTRODUCTION INTRODUCTION OF THE STUDY OBJECTIVE OF THE STUDY SCOPE OF THE STUDY LIMITATIONS OF THE STUDY METHODOLOGY

8-9
11

12 12 13 14 15

CHAPTER 2: PROFILE OF THE ORGANISATION COMPANYS PROFILE

19 20

CHAPTER 3: INTRODUSTION ABOUT THE TOPIC EMPLOYEE SATISFACTION THEORIES RELATED TO EMPLOYEE SATISFACTION BENEFITS OF EMPLOYEE SATISFACTION FACTORS INFUENCING EMPLOYEE SATISFACTION OBJECTIVES OF EMPLOYEE SATISFACTION

46 47 57 72 76 86

CHAPTER 4: RESEARCH METHODOLOGY

97

DATA COLLECTION

99
7

 SAMPLING DESIGN DATA ANALYSIS AND INTERPRETATION OF RESULT

CHAPTER 5: FINDINGS AND OBSERVATIONS MAIN FINDINGS & OBSERVATIONS CONCLUSION SUGGESTIONS

101

102-114
115

116 118 120

122-125 126

QUESTIONNAIRE BIBLIOGRAPHY

LIST OF TABLES
Table No Table No.1 Table No.2 Table No.3 Table No.4 Table No.5 Table No.6 Table No.7 Table No.8 Table No.9 Table No.10 Table No.11 Table No.12 Title of the table Financial statement of BSL Access to information Ease of conveying suggestions Barriers in conveying suggestion clear instructions provided Expectations Conveyed Recognition and rewards Rewards given by the company Adequate training provided Benefits and facilities provided Problems solved effectively Suggestions to enhance employee satisfaction Satisfaction with physical facilities Page No 41 102 103 104 105 106 107 108 109 110 111 112

Table No.13

the 113

LIST OF FIGURES Figure No Figure No.1 Figure No.2 Figure No.3 Figure No.4 Figure No.5 Figure No.6 Figure No.7 Figure No.8 Figure No.9 Figure No.10 Figure No.11 Figure No.12 Figure No.13 Figure No.14 Figure No.15 Figure No.16 Figure No.17 Figure No.18 Figure No.19 Figure No.20 Figure No.21 Figure No.22 Figure No.23 Title of the figure NSC Gill Box Cognetex Ring Spinner Truzschler Blowroom Muratec Autoconer Dornier Jacquard Weaving Machine IS/ISO logo IS/ISO certification certification for confidence in textile Benefits of employee satisfaction Employee satisfaction factors Means to express dissatisfaction Access to information Ease of conveying suggestions Barriers in conveying suggestion clear instructions provided Expectations Conveyed Recognition and rewards Rewards given by the company Adequate training provided Benefits and facilities provided Problems solved effectively Suggestions to enhance employee satisfaction Satisfaction with the physical facilities Page No. 26 26 27 27 28 30 31 32 71 83 90 102 103 104 105 106 107 108 109 110 111 112 114
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1.1 INTRODUCTION OF THE STUDY 1.2 OBJECTIVE OF THE STUDY 1.3 SCOPE OF THE STUDY 1.4 LIMITATIONS OF THE STUDY 1.5 METHODOLOGY

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1.1 INTRODUCTION OF THE STUDY The title of my project is "Employee Satisfaction Survey. Employee satisfaction is defined as an individual general attitude towards his or her job. It requires interaction with co-workers and bosses, following organizational rules & policies, meeting performance standards, living with working conditions that are often not ideal, and the like. This means that an employee's assessment of how satisfied or dissatisfied he or she is with his or her job is a complex summation of a number of discrete job elements.

1.2 OBJECTIVE OF THE STUDY Following are the main objectives of employee satisfaction:

Identifying cost-saving opportunities Profitability, willing Participation Improving productivity Reducing turnover Curbing absenteeism Strengthening supervision Evaluating customer-service issues Healthy / conducive work environment

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1.3 SCOPE OF THE STUDY It has a great scope in every organization because it depicts true indication of the internal working environment prevailing inside the company. Employee satisfaction survey will find out what engages the people within an organization, understand their perceptions, especially those that are driving the work behaviours that in turn drive business outcomes. This information will allow to reinforce employee behaviours. Satisfied employees would seems more likely to talk positively about the organization, help others, and go beyond the normal expectations in their job. Moreover, satisfied employees might be more prone to go beyond the call of duty because they want to reciprocate their positive experiences.

1.4 SIGNIFICANCE OF THE STUDY

Satisfaction & Productivity: Productivity leads to satisfaction rather than

other way round. If one does a good job then he or she feels good about it.

Satisfaction & Absenteeism: There is a negative relationship between

satisfaction &absenteeism. Dissatisfied employees are more likely to miss work than satisfied employees.

Satisfaction & Turnover: Satisfaction is also negatively related to turnover.

More is the level of satisfaction more will be the turnover & vice versa.

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1.5 LIMITATIONS OF THE STUDY

The various limitations I Faced while making the project were:

It was not easy to get hold of senior executives of the various

departments because of their busy schedule.

Time constraint was the major problem while doing this project
report.

Often respondents attempt to give answer that they think will please
the interviewer.

It was not possible to cover the entire staff because of the time
constraint; hence a small sample of employees was taken, so the conclusion drawn out of this study may not be 100% accurate.

While answering the questions the respondents may be biased.

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1.6 METHODOLOGY Methodology refers to the method adopted for collection of information, which forms the basis of written report. I have collected data from primary sources. The mode of collection was through a questionnaire. For questionnaire construction following points were considered: Needed Information Questionnaire types Questionnaire structure Types of Questions Form and layout of questionnaire Final questionnaire preparation

1.Needed information: Keeping in consideration the objectives of study a questionnaire was framed by developing a series of questions that would elicit the information needed for the proposed analysis. 2.Questionnnaire types: Questionnaire was used for personal interview since fast desired response could be gathered for drawing the information. 3.Questionnaire structure: Structures of individual questions were framed with respect to objectives of analysis as well as considering whether the respondents have the information needed and the will to give the information. 4.Types of questions: Efforts were put to use mainly multiple-choice questions for collecting the information, as they consume less time & effort to respond and also simplify tabulation and analysis process.

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5.Determining form and layout: Form and layout of the questionnaire considering the acceptations of the questionnaire by respondents, easy to handle and making it easy to control the questionnaire. The questionnaire was prepared using words simple-straight forward; ambiguous and leading questions were avoided.

ADVANTAGES The advantages of using the questionnaire for collecting the information are: (a) Versatility: Questionnaire are versatile in nature as every human resource problem involves people as ideas relative to the problem and its solution can be obtained by asking these people about the problem.

(b) Speed &cost: Questionnaire is usually faster and cheaper in collecting the data as compared with other primary data collection methods like Observation. This is because in questionnaire one can receive information unlike observation where the observer has to wait for the event to occur.

LIMITATIONS

The limitations of the questionnaire method include: Inability of respondents to provide information Many persons are unable to give accurate information on questions asked by the marketing interviewer because either they are unable to remember facts desired or they have never known the facts. Influence of the questioning process The situation in which a person is questioned about routine actions is an artificial one at best. As a result, respondents may furnish reports quite different from the facts.
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 Unwillingness of the respondent to provide information: Most respondents refuse to spare the time to be interviewed or will refuse to answer some specific questions e.g. personal questions like regarding income, etc are frequently met with refusals. SAMPLING PLAN It involves decisions regarding:

1.Sampling Unit- (who are to be surveyed?) the sampling unit for this project consists Managers, Supervisors, &Workers of the company. Primary information has been collected from people who regularly use electronic equipment.

2.Sample Size- (how many should be surveyed?) It includes the number of sampling unit selected from the population for investigation. The sample size must be optimum or adequate. If the sample size is small it may not appropriately represent the population. Too large sample would be costly in terms of money &time. The optimum sampling size would fulfill the requirements of efficiency, representative ness, reliability, and flexibility. The sample size is taken of 70 employees. It is because of the shortage of time & their busy schedule.

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3.Sampling Procedure- The sampling procedure consists of: Probability or random sampling- It is one in which each and every unit of the population has an equal chance of being selected into the sample. Non-probability or non-random sampling- In this the chance of including an elementary unit of population in the sample cannot be determined and hence they do not lend themselves to a statistical treatment and analysis.

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2.1 Companys Profile

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2.1) COMPANYS PROFILE

BSL: ITS ORIGIN & GROWTH In the days when the idea of manufacturing poly-viscose suiting was a unique
concept in India, the second member of the LNJ Bhilwara Group, BSL Ltd., was born in the desert state of Rajasthan. The year was 1971 and the town where this happened was Bhilwara. Over the years, with the belief that there are no shortcuts to excellence, at BSL we have moved from strength to strength.Today, as a multi-million dollar company, and having put the Group firmly on the international map of premium suiting, we are one of the prominent members of the US$ 900 million LNJ Bhilwara Group.

With over quarter of a century of experience in textile manufacturing, BSL is currently producing over 18 million meters of fabric every year. Product profile covers wool, wool-blended and premium lightweight fabrics, to wool modal, Trevira wool and other specialized fabrics blended with Lycra, Silk, Linen, Tencel etc.Our commitment to quality through technology and human ingenuity, has earned BSL numerous awards like the National Certificate of Merit for outstanding export performance. We are ready to meet the challenge in the years to come and take BSL to higher pinnacles of success. BSL, products are manufactured under IS/ISO 9001-2008 the quality management system in accordance with IS//ISO-9001-2008 and this accredited with Environmental management system IS/ISO 14001-2004. 20 unit is

 It is a "Complete Textile House" that is diversified into spinning, weaving, knitting, flock fabric and processing having state of art. It is a prominent and leading manufacturer, exporter and supplier of world-class Suitings,Fabric,Cotton and synthetic yarns from India .

It offers a product range that defines quality, superiority and unmatched excellence. It is a professionally managed group having complete technical expertise and a web of ultra-modern textile production machines. It is an IS/ ISO 9001:2000 certified company producing world's finest fabrics.

Based in textile city, Bhilwara, it has one of the largest unit in India to produce dyed yarn using state-of-the-art machinery. The company exports its premium product range to Turkey, Belgium, Spain, Middle East, and various other countries.

Brief history of BSL:

1970 - The Company was Incorporated on 24th October, as a private limited company and converted into a public limited company on 6th May, 1986. The Company is engaged in the manufacture of the "Bhilwara" suiting and shirting. The Company has established a manufacturing capacity of 20 lakhs metre of fabrics per annum at its two plants in Rajasthan. The Company's objects is manufacturing and marketing of all types of synthetic fabrics.

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 1984 - The Company had taken up a scheme for replacement of its old cimmco looms. As a result of this scheme, 8 latest Sulzer projectile looms were imported from Switzerland and installed. 1985 - 16 more Sulzer weaving machines were imported for the Company's Mandapam unit.

1986 - 5,89,757 shares issued at par out of which the following shares were reserved for preferential allotment: 1,52,560 shares to existing shareholders; 29,497 shares to employees (including working directors); 11,200 shares to business associates and 2,34,000 shares to NRIs with full repatriation rights. 5,197 shares out of employees and business associates quota and 22,000 shares out of non-residents quota were not taken up.

The balance 1,62,500 shares along with the unsubscribed portion of

27,397 shares out of the preferential quota were offered for public subscription during June. 1,47,343 additional shares allotted to retain oversubscription (38,140 shares to shareholders and 1,09,203 shares to the public).

1988 - 3,584 spindles were set up in the follow up of N. Schlumberger's of France preparatory. It was also proposed to procure international knowhow from Europe for manufacture of worsted fabric in light weight category. 1989 - 30,000 pref. shares subscribed by financial institutions. 20,50,000 No. of equity shares of Rs.10 each issued at par of which 13,47,343 shares offered as rights shares in prop. 1:1 (all were taken up). 22

 Additional 17,885 shares were allotted to retain oversubscription. Another 1,02,500 No. of equity shares were issued to employees on an equitable basis (only 9,500 shares taken up).

The remaining 6,00,157 shares along with 93,000 shares not taken up by employees were offered for public subscription during February (all were taken up). Additional 2,89,516 shares were allotted to retain

oversubscription. 1992 - During September, the Company issued 18,52,422 No. of equity shares of Rs.10 each at a prem. of Rs.10 per share on rights basis in the prop. of 1:2. All were taken up. Allotment of 2,150 shares was kept in abeyance.

Another 92,621 No. of equity shares of Rs.10 each at a prem. of Rs.10 per share were offered to the employees. All were taken up.

19,45,043 shares issued on rights basis.

1993 - The Company undertook to expand the weaving section by installation of 25 Sulzer projectile weaving machines. 1994 - The Company entered into a collaboration agreement with worsted fabric manufacturers in Germany for manufacture of woollen/ worsted fabrics. EOU is being set up in the name of BSL Wulfing Ltd. 23

 1792 spindles were further installed for production of superfine varieties of worsted yarn enabling manufacture of yarn for higher range pure wool and poly wool suitings. The name of the Company was changed from Bhilwara Synthetics Ltd. to BSL Ltd. 1995 - 25 Sulzer single width projectile weaving machines were installed in March.

The Company had undertaken to install 44 Sulzer weaving machines of which 16 were installed and commercial production was started. The Company issued 17,00,000 No. of equity shares of Rs.10 each at a prem. of Rs.100 per share through a prospectus as follows:

1,87,000 shares on firm allotment basis to promoters, relatives.

3,00,000

shares

to

Indian

Development

&

Multilateral

Financial

Institutions/Mutual Funds/banks (only 1,50,000 shares taken up). 3,60,000 shares to FIIs/OCBs/NRIs (only 2,06,900 shares taken up) Balance 8,53,000 shares along with 3,03,100 shares not taken up under preferential quota was issued to the public (all were taken up). 16,85,800 No. of equity shares issued through prospectus. 24

 1996 - With effect from 18th March, the joint venture agreement with M/s. Wulfing Tuchfabrik GmbH was terminated due to its failure to provide the committed funds in the form of equity capital to the Company. 1998 - 1920 spindles were installed in its Worsted Spinning Division to enhance its capacity to 7904spindles. 30,00,000-14% redeemable cum. pref. shares of Rs. 100 each redeemed on Feb. 1999 Mr. J.N. Pathak, Mr. A.K. Jhajharia and Mr. Pradeep Agarwal resigned from the Board. Equity shares of the company delisted from Delhi Stock Exchange with effect from February 11, 2004. The 2.40 MW Wind Power Mill has commenced the commercial generation of power wef March 10, 2004 at Jaisalmer (Rajasthan). BSL Ltd has informed that the Board of Directors of the Company at its meeting held on July 30, 2009, have co-opted Shri. A N Choudhary as Additional Independent Director.

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Spinning:
BSL Limited produces 1000 Tons yarn annually on worsted system. For the finest yarns you can count on BSL Ltd. where finest Australian wools are blended with polyesters from Trevira and Reliance to produce counts Nm 25/2 to Nm 90/2 to meet home consumption for reputed clients in domestic & overseas markets. Our plants are equipped with the latest technology Preparatory Machines i.e.Gill boxes.Combers and Roving machines from NSC {France}, Ring Frames from Zinser Ring Spinner, Autoconer from Schlafhorst and indigenous Two for One' Twisters to produce yarns of international quality.

Figure no.1 NSC Gill Box

Figure no.2 Cognetex Ring Spinner

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Synthetic Spinning:
BSL Ltd. being a pioneer in synthetic fabric manufacturing, has always updated technology and machines to provide the world market with the best quality of fiber dyed blended fabrics, be it apparel, technical textiles or specialty textiles for Aviation & Defense. With an installed capacity of 16896 spindles in Synthetic Spinning, fiber dyed yarn in count range of Ne 2/15 to 2/60's poly viscose are produced on LMW Machines, Murata, Schlafhorst and Savio Autoconer and Two for One' Twisters to produce knotfreeyarns. BSL Limited has recently installed Vortex 861 Spinning machine for catering to international Viscose yarn markets.

Figure no.3 Truzschler Blowroom

Figure no.4 Muratec Autoconer 27

Weaving:
Weaving comprises Benninger Warping and Sulzer P7100 Projectile, Picanol Rapier and Dornier Jacquard weaving machines which gives an edge in manufacturing wide range of fabrics with multiple variations in Poly Viscose, Poly Wool ,100% Wool and Lycra blend fabrics.

Figure no.5 Dornier Jacquard Weaving Machine

Processing
The most important operation in a composite mill is processing which imparts required finish and handle to the fabrics. Our Process House is equipped with Rotomat, Osthoff singing machine, Sellers shearing machine, MTech Superfinish machine, TMT2000 Decatising, Hydraulic beam dyeing machine and 7 stentors to process 2 million meters fabrics every month.

Furnishing:
As the name suggests, Ambiance is the home furnishing brand from the house of BSL Ltd. Its wide range of Natural and synthetic blended fabric has carved a niche for itself, completely based upon its vital strength of weaving and designing. It is no surprise that when the world's most expensive and exclusive

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hotel property was opened; the world got to see the most amazing and beautiful silk furnishing from India - a craft of weaving from Ambiance Furnishings.

Garmenting:
This brand of ready to wear products manufactured by BSL Ltd. is a corporate dressing and casual clothing range focused at providing 'latest style Garments' at a very competitive price to many corporates, educational institutions, industries like aviation, shipping and defense for uniforms.

PRODUCTS MIX:
Poly-ViscoseFabrics:

BSL Ltd.has a global executive collection for formal and smart casual range. In Polyester Viscose blends for Suitings, Shirtings, Safari & Corduroy for domestic and overseas markets.Special finishes like antiwrinkle, anti microbial are imparted

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WoolWorstedFabrics:

Geoffrey Hammonds a brand of BSL Limited offers designs, a collection of high comfort and stylish to RMG segment and domestic market.

BSL brand offers 100% Wool, Wool rich, Lycra blended Poly Wool, Poly Viscose, Mohair Polyester wool. Polyester silk wool fabrics for ladies and mens corporate, casually and work wear garments to overseas markets.

AWARDS AND CERTIFICATES:

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Figure no.6 IS/ISO logo

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Figure no.7 IS/ISO certification

Figure no.8 Hohenstein certification for confidence in textile 32

Environment:
Environmental Safety:
BSL is an extremely eco-conscious organization. It has undertaken extensive process of greening the barren land around the plant and recycles over 70% of the water used in the plant. he company ensures that only Azo-free dyes are used in the dyeing processes. The company stringently adheres to all pollution controlling norms and procedures.

Contributing towards Society: We are of the firm belief that true development can take place only if we can
contribute to the society.

We are in the process of implementing various schemes, which will help the
people of the region to upgrade their vocational skills.

Human Resource Development:

The company lays a lot of emphasis on management of its human resources. We impart in-house and specialised training for our newly recruited and existing staff. The workforce is trained on correct use of machinery, safety, improving work efficiency, waste control and self development. The company avails the services of reputed external agencies for consultancy - Institute of Labour Department, Jaipur , Bombay Textile Research Association, North India Textile Association and IIT, Delhi.

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QUALITY:
The quality standards at BSL set the benchmark in textiles industry both in India and abroad. Quality consciousness is not limited merely to the department of quality control; it stretches over every product and the entire manufacturing process.

Skilled technical managers and staff of every department are experts, who understand the critical importance of progressively higher standards of quality in today's competitive environment.

Raw materials such as fibers, yarns, dyes and chemicals are thoroughly tested before they enter the manufacturing process. Every stage of the production line has its own set of comprehensive monitoring systems.

Dyes are evaluated for strength, sublimation, dispersion, washing & light fastness properties.In case of chemicals & auxiliaries; physical state purity, specific gravity, amine value, cloud point, padding and boiling point are evaluated.

The fibers (wool, polyester, viscose tops & special fiber) are tested for fiber fineness micron (fiber diameter), fiber bundle strength, moisture regain percentage, finish percentage (as per WTO standards and specifications).

o At the lab the micron is checked on the Wira Fiber Fineness Meter
from UK, certified by the Interwoollab, Brussels.

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o Polyester viscose and cotton yarns are tested for - Count and
several other tests. Only after the material fulfills the standard specifications, is it allowed to proceed to the production line.

In-Process Testing:

Each and every batch is tested for wrapping gm/mtr and Uster percentage after combing at the 2nd, 4th, 5th, 6th passage of Gilling & Roving.

The yarn is checked on the Zellweger Uster Tester-3 and Uster Classimat II, Switzerland to assure consistency in yarn quality conforming to the norms of Uster statistics.

All finished fabrics are tested in accordance with international standards.

These tests include:

Residual Shrinkage, Tensile Strength, Pilling, CRA, Drape and Fastness to Light Washing & Rubbing as per ASTM and BIS standards

CSIRO- Fast Quality Control:

Fabric Assurance by Simple Testing - BSL is one of the few companies in the world to use this latest Australian test- to ensure that the fabric is a truly world class product. Simple Finishing processes modify the surface of the fabric, which in turn influences the appearance and handle.

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Fabric assurance by Simple Testing gives information to the apparel manufacturers for improvising and taking corrective actions in various processes of garment making

Exports:
BSL Ltd. has become a largest international player in the field of textile exports. Today we are present across 48 countries with an ever-increasing export volume crossing US $ 30 million. We at BSL Ltd continue to push the boundaries when it comes to matching global quality standards and forecasting trends.

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CODE OF CONDUCT For DIRECTORS AND SENIOR MANAGEMENT

BSL LIMITED is committed to maintain sound standards of Business Conduct and Corporate Governance.

The Board of Directors (the .Board.) and the senior management of BSL LTD. undertake to abide by following Code of Conduct adopted by the Board and affirm compliance with this Code on an Annual basis by acknowledging the same as provided in the end.

The Code is named as Code of Conduct for The Board of Directors and Senior Management and is framed in terms of Clause 49 of the Listing Agreement with the Stock Exchanges.

APPLICABILITY

The Code is applicable to all the members of The Board of Directors and senior management of the Company. Senior Management shall mean personnel of the Company who are members of its core management team excluding Board of Directors.

THE CODE

Conflicts of Interest: The Directors and senior management should be scrupulous in avoiding .conflicts of interest. with the Company. In case there is likely to be a conflict of interest, in the case of a senior management personnel, he should make full disclosure of all facts and circumstances thereof to the Chairman & Managing Director and a prior written approval should be obtained. In case there is likely to be a conflict of interest in the case of Chairman & Managing Director, he should make 37

full disclosure of all facts and circumstances to the Chairman of the Board. The Chairman and any Director of the Board in like circumstances should make full disclosures to the Board.

Honest and Ethical Conduct: The Directors and senior management shall act in accordance with the highest standards of personal and professional integrity, honesty and ethical conduct and use their powers of office, in good faith and in the best interests of the Company as a whole.

Confidentiality: The Directors and senior management shall maintain the confidentiality of confidential information of the Company or that of any customer, supplier or business associate of the Company to which Company has a duty to maintain confidentiality, except when disclosure is authorized or legally mandated. The Confidential information includes all non-public information (including private, proprietary, and other) that might be of use to competitors or disclosure of which might be harmful to the Company or its associates. The use of confidential information for his/her own advantage or profit is also prohibited.

Protection and Proper Use of Company's Assets: The Directors and senior management should protect Company's assets and property. Company's assets should be used only for legitimate business purposes.

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Compliance with Laws, Rules, and Regulations: The Directors and senior management shall endeavour to ensure compliance with all applicable laws, rules, and regulations applicable to the Company. Transactions, directly or indirectly, involving securities of the Company should not be undertaken without complying with Code of Conduct for Prohibition of Insider Trading.

COMPLIANCEWITH CODE OF CONDUCT Each Director and senior management personnel shall adhere to this code of conduct and affirm compliance with the code as of the date of appointment and thereafter on an annual basis. Violation of this Code will lead to appropriate action. AFFIRMED Signature : ____________________ Name : Date :

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BOARD OF DIRECTORS
Arun Churiwal (Chairman & Managing Director) Ravi Jhunjhunwala Shekhar Agarwal Salil Bhandari Sushil Kumar Churiwala Sushil Jhunjhunwala A. N. Choudhary Nivedan Churiwal (Executive Director) ADVISORR. N. Gupta BUSINESS HEAD J. C. Soni CFO & CO. SECRETARY & COMPLIANCE OFFICER Praveen Jain

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Financial statement of BSL ltd:

Table No.1 Financial statement of BSL

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SWOT ANALYSIS OF THE COMPANY:

Strengths:
Integrated textiles manufacturer with a presence across the product value chain. Proximity to the raw material centres as well as consumption centres. The largest manufacturer of PV dyed yarn in India with ~25% market share. Large and reputed customer brands within India and abroad. .

Weaknesses:
Lack of branding and small presentations in fabrics & home textile segment. Major raw materials polyester and viscose fibres on oil prices and are volatile.

Opportunities:
Affordability and durability of PV fabrics opens a huge potential market for the company. Volatility in cotton prices is causing huge demand for the pv fabrics. Partnering opportunities with foreign brand for garmenting.

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Threats:
. Fluctuation in forex market effect export demand. Availability of cost effective labor due to NAREGA. Power cost is vulnerable to fluctuating coal price

MANAGEMENT COMMITMENT
The top management of the company is committed to the development and implementation of the quality management system and continually improves its effectiveness. This is done by effectively communicating the importance and need to meet the customer requirements.

MISSION OF THE COMPANY:

Customer Delight: By providing superior product, on time, every time. Shareholders Delight: By providing better than market returns on investment. Employee Delight: By providing opportunities to learn, contribute and enjoy working with Bsl ltd.

CUSTOMER FOCUS
The organization ensures that the requirements of the the customer are fully understood, determined and effective action taken to ensure customer satisfaction. separate procedures are available for understanding customer requirement and ensuring customer satisfaction. The organization attaches great importance to customer perception to monitor information relating to customer

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perception, various methods as one to one meeting with the customers, customer feedback, market survey report, repeat order data, dealer reports and complaints received.

QUALITY POLICY
The organization has established quality objectives consistent with the quality policy. Up gradation of the quality policy is of prime importance for the organization for customer satisfaction. As such the organization has decided that: o Coefficient of variation of yarn count be brought to 1.65 from existing 1.75 over a period of 2 years. o Customers complaints will be brought down from 2.5 to 2.0 per 1000tonnes of yarn on the basis of 20s average count over period of 3 years. The organization endeavors to continually improve the effectiveness of the qulity management system through the following: Quality policy and objectives. Internal quality audit results. Analysis of data. Corrective and preventive actions. Management reviews. Customer feedback and reports

MANAGEMENT REPRESENTATIVE:

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The organization has nominated a member of organizations management as management representative who in addition to other responsibilities is responsible for establishing, implementing and maintaining the quality

management according to IS/ISO 9001:2008.

MANAGEMENT REVIEW:
The management has decided to organize quality management system review at planned intervals to ensure continuing suitability of quality management system, its adequacy and effectiveness.

Words of the group chairman emeritus- Mr L.N Jhunjhunwala

It's one thing to be the global best in your business and another to be a class apart. But, doing business based upon heritage, ethics and being the global best is what we strive for. We believe in transforming lives of people at large, through inclusive growth and economic prosperity which means that people are involved from the floor level to the most tedious process, right to getting the final product

Words of the chairman and managing director- Mr A.K Churiwal

It takes a pool of talent, hard work and integrity to be the global best holistic textile company. There are requirements of constant innovations in products, peoples training, new technology adoptions and reducing wastage of natural resources to carve the niche of being the leading holistic textile company globally. We are constantly investing in technology and research and development with a single objective of being the best in product manufacturing and service. But all this with one core belief, 'People before Profits' and 'product innovation before prejudice'.

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3.1 EMPLOYEE SATISFACTION 3.2 THEORIES RELATED TO EMPLOYEE SATISFACTION: 3.3 BENEFITS OF EMPLOYEE SATISFACTION 3.4 FACTORS INFUENCING EMPLOYEE SATISFACTION 3.5 OBJECTIVES OF EMPLOYEE SATISFACTION

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3.1 EMPLOYEE SATISFACTION Employee satisfaction is the terminology used to describe whether employees are happy and contended and fulfilling their desires and needs at work.Many measures meaning that employee satisfaction is a factor of employee motivation, goal achievement and positive employee morale in the workplace. As per Vroom, Employee satisfaction is a positive orientation of individual towards a work role which he is presently occupying.

Ksk (2003) advises that employee satisfaction reflects the degree to which the individuals needs and desires are met and the extent to which this is perceived by the other employees. According to Staples and Higgins (1998) employee satisfaction is generally perceived as the scope of the work and all the positive attitudes regarding the work environment. Gruneberg (1979) concludes that since people spend a great amoun tof their time at work, an understanding of the factors involved in their satisfaction at work is important for improving their well being Employee satisfaction is a measure of how happy workers are with their job and working environment. Keeping morale high among workers can be of tremendous benefit to any company, as happy workers will be more likely to produce more, take fewer days off, and stay loyal to the company. There are many factors in improving or maintaining high employee satisfaction, which wise employers would do well to implement.

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 To measure employee satisfaction ,many companies will have mandatory surveys or face-to-face meetings with employees to gain information. Both of these tactics have pros and con and should be chosen carefully. Surveys are often anonymous, allowing workers more freedom to be honest without fear of repercussion. Interviews with company management can feel intimidating, but if done correctly can let the worker know that their voice has been heard and their concerns addressed by those in charge. Surveys and meetings can truly get to the center of the data surrounding employee satisfaction, and can be great tools to identify specific problems leading to lowered morale. Many experts believe that one of the best ways to maintain employee satisfaction is to make workers feel like part of a family or team. Holding office events, such as parties or group outings, can help build close bonds among workers. Many companies also participate in team-building retreats that are designed to have found success. strengthen the working relationship of the employees in a non-work related setting. Camping trips ,backpacking wars and guide backpacking trips are versions of this type of team-building strategy, with which many employers have found success. Employee satisfaction is a measure of how happy the employees are with their work.

Of course, few workers will not experience a boost in morale after receiving more money. Raises and bonuses can seriously affect employee satisfaction, and should be given when possible. Yet money cannot solve all morale issues, and if a company with widespread problems for workers

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cannot improve their overall environment, a bonus may be quickly forgotten as the daily stress of an unpleasant job continues to mount. If possible, provide amenities to your workers to improve morale. Make certain they have a comfortable, clean break room with basic necessities such as running water. Keep facilities such as bathrooms clean and stocked with supplies. While an air of professionalism is necessary for most businesses, allowing workers to keep family photos or on their desk can make them feel more comfortable and nested at their workstation. Basic considerations like these can improve employee satisfaction, as workers will feel well cared for by their employers. The backbone of employee satisfaction is respect for workers and the job they perform. In every interaction with management, employees should be treated with courtesy and interest. An easy avenue for employees to discuss problems with upper management should be maintained and carefully monitored. Even if management cannot meet all the demands of employees, showing workers that they are being heard and putting honest dedication into compromising will often help to improve morale. Employee satisfaction surveys help employers measure and understand their employees' attitude, opinions, motivation, and satisfaction. Employee satisfaction is the terminology used to describe whether employees are happy and contented and fulfilling their desires and needs at work. Employee satisfaction is often measured by anonymous surveys administered periodically that gauge employee satisfaction in areas such as management and teamwork.
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 Employee satisfaction is measured as an individuals general attitude towards his or her job. A persons job is more than just the obvious activities of shuffling papers, writing programming code, waiting on customers, or driving a truck. Jobs

require

interaction

with

co-workers

and

bosses,

following

organizational rules &policies, meeting performance standards, living with working conditions that are often less than ideal, and the like.

This means that an employees assessment of how satisfied or dissatisfied he or she is with his or her job is a complex summation of a number of discrete job elements. The two most widely used approaches to measure satisfaction level are: Single Global Rating Summation score The single global rating method is nothing more than asking individuals to respond to one question such as All things considered, how satisfied are you with your job? The respondents then reply by circling a number between one and five that corresponds to the answer from Highly satisfied to Highly dissatisfied. The summation score method is more sophisticated. It identifies key elements in a job and asks for the employees feelings about each. Typical
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factors that would be included are the nature of the work, supervision, present pay, promotion opportunities, and relations with co-workers. These factors are rated on a standardized scale and then added up to create an overall job satisfaction score.

Comparison of one-question global ratings with the more lengthy summation of job factors method indicates that the former is essentially valid as the later. The best explanation for this outcome is that the concept of employee. Employee satisfaction is looked at in areas such as:

management, understanding of mission and vision, empowerment, teamwork, communication, and coworker interaction.

The facets of employee satisfaction measured vary from company to company.A second method used to measure employee satisfaction is meeting with small groups of employees and asking the same questions verbally. Depending on the culture of the company, either method can contribute knowledge about employee satisfaction to managers and employees.

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 Exit interviews are another way to assess employee satisfaction in that satisfied employees rarely leave companies. It may be obvious, but high employee satisfaction levels reduce the rate of staff churn.

However, most of us can relay a customer experience when, seemingly "happy" staff, enjoying their place of work, display little interest in serving the needs of the customer or of the organisation. This lies at the centre of the debate about the impact of staff "happiness" at work, and whether indeed, "happiness" is what an organisation should be striving for amongst its workforce.

The human relations school perspective on organizations focused on the complexity of human motivation and the importance of informal structure.(Scott, Davis, 65) Many organizations used the research of the human relations school to restructure their organizations to have more informal structure and to motivate their employees.

There have been many critics of the idea that employee satisfaction leads to higher productivity. One of the arguments has been that there is little to no evidence to support the idea that employee satisfaction leads to higher productivity.

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 Organizations which have a better work culture, one where the employee is happy and feels that they are important to the organization, is more likely to have an easy time recruiting some of the best and the brightest new employees in comparison to an organization where the employees are not satisfied. Also when employees have a higher satisfaction they are more likely to stay with a particular organization saving that organization the cost of constantly training new employees.

There is also the benefit that when employees are satisfied they are more likely to accept a lower pay then when they are unhappy with their job.

Employee satisfaction has to be measured and evaluated before a new compensation plan can be implemented. Usually, an outside survey firm is hired to perform the annual survey for employees. The results of this survey is shared through out the company. Thus, the top management will get to know how employees feel about the compensation. Employee satisfaction towards compensation is the most important discourse for any company, because it is directly related to the performance that can be achieved by employees. The more an employee is satisfied and happy with their compensation, the better they perform. In turn, this will influence the company performance too. Thus companies should strive to bring in a fair compensation plan so as to increase employee satisfaction. Employee satisfaction with respect to compensation and rewards depends on the level of intrinsic and extrinsic results and how the employee views those results. 53

These results have different values for different employees. For most of the employees, a responsible and challenging job may have neutral or even negative value depending on their education and previous experience by work providing intrinsic results. These employees might have a higher value for monetary rewards, whereas for a few others, a responsible and challenging position or the learning involved in the job may have very high positive values.

MANAGING EMPLOYEE SATISFACTION Increasing employee satisfaction is important for its humanitarian value and for its financial benefit. As early as1918, Edward Thorn Dike explored the relationship between work and satisfaction in the journal of Applied Psychology.

Employees with higher job satisfaction:

Believe that the organization will be satisfying in the long run. Care about the quality of their work Are more committed to the organization Have higher retention rates Are more productive

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LITERATURE REVIEW:

Pool examines the relationship of employee job satisfaction with a number of variables (substitutes of leadership, leadership styles, and work motivation) to see how strong the impact is of each. He divides his sample into occupations (workers, managers, and executives) and analyzes his results. As mentioned above, this author cites the work of Weiss, Dawis, England, and Lofquist, and their five essential dimensions of job satisfaction. Using the same five-item scale (determined by a combination of the job itself, pay, promotion opportunities, supervision, and co-workers),.

The author suggests that the subordinates motivation may predict his/her job satisfaction. He cites the expectancy theory of Nadler, Cammam, Jenkins, and Lawler (1975), which says that a worker perceives two levels of outcomes from work: the first tier is the degree to which the job performance is successful, the second tier is the set of valued rewards attainable from this successful outcome. The theory describes the link in the mind of the employee between high job performance and valued rewards for his or her work. This would suggest for my purposes that UNVs would have greater motivation for their work if high rewards were perceived as a result (4).

In the results of his survey, Pool finds that the most important predictor of job satisfaction was work indeed motivation. Weaker predictors were consideration-style leadership, and task and organizational substitutes (both substitutes being

characteristics which either neutralize or replace a leaders behavior). This coincides with the earlier work of Vroom (1964), which proposes a bi-directional relationship between work motivation and job satisfaction.

Pool's findings help to explain the contradictory data from my own survey. Since my results show a high level of work satisfaction along with simultaneous evidence of discrimination, under-support, and insufficient employee training, the importance of motivation as a predictor of work satisfaction is important. As shown above, 55

humanitarian interest was the most cited motivation for UNVs working in Kosovo. Based on Pool's results, one may deduce that the perception of successful humanitarian work has strongly influenced the work satisfaction reported by these Volunteers..

3.2 THEORIES RELATED TO EMPLOYEE SATISFACTION:

Equity Theory

Equity Theory shows how a person views fairness in regard to social relationships. During a social exchange, a person identifies the amount of input gained from a relationship compared to the output, as well as how much effort another persons puts forth. Equity Theory suggests that if an individual thinks there is an inequality between two social groups or individuals, the person is likely to be distressed because the ratio between the input and the output are not equal. For example, consider two employees who work the same job and receive the same benefits. If one individual gets a pay raise for doing the same or less work than the other, then the less benefited individual will become distressed in his workplace. If, on the other hand, one individual gets a pay raise and new responsibilities, then the feeling of inequality is reduced.

Two-Factor Theory (Motivator-Hygiene Theory):

Frederick Herzbergs Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the

workplace.This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. An
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employees motivation to work is continually related to job satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to attain personal and organizational goals (Hoskinson, Porter, & Wrench, p. 133).

Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifact. Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured.

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Maslow's Hierarchy of Needs:

Maslow's hierarchy of needs is a theory in psychology, proposed by Abraham Maslow in his 1943 paper A Theory of Human Motivation Maslow subsequently extended the idea to include his observations of humans' innate curiosity. His theories parallel many other theories of human developmental psychology, all of which focus on describing the stages of growth in humans. Maslow use the terms Physiological, Safety, Belongingness and Love, Esteem, and Self-Actualization needs to describe the pattern that human motivations generally move through.

Physiological Needs Physiological needs are those required to sustain life, such as:

air water nourishment sleep

According to Maslow's theory, if such needs are not satisfied then one's motivation will arise from the quest to satisfy them. Higher needs such as social needs and esteem are not felt until one has met the needs basic to one's bodily functioning.

Safety Once physiological needs are met, one's attention turns to safety and security in order to be free from the threat of physical and emotional harm. Such needs might be fulfilled by: 58

Living in a safe area Medical insurance Job security Financial reserves

According to Maslow's hierarchy, if a person feels that he or she is in harm's way, higher needs will not receive much attention.

Social Needs Once a person has met the lower level physiological and safety needs, higher level needs become important, the first of which are social needs. Social needs are those related to interaction with other people and may include:

Need for friends Need for belonging Need to give and receive love

Esteem Once a person feels a sense of "belonging", the need to feel important arises. Esteem needs may be classified as internal or external. Internal esteem needs are those related to self-esteem such as self respect and achievement. External esteem needs are those such as social status and recognition. Some esteem needs are:

Self-respect 59

Achievement Attention Recognition Reputation

Maslow later refined his model to include a level between esteem needs and selfactualization: the need for knowledge and aesthetics.

Self-Actualization Self-actualization is the summit of Maslow's hierarchy of needs. It is the quest of reaching one's full potential as a person. Unlike lower level needs, this need is never fully satisfied; as one grows psychologically there are always new opportunities to continue to grow. Self-actualized people tend to have needs such as:

Truth Justice Wisdom Meaning

Self-actualized persons have frequent occurrences of peak experiences, which are energized moments of profound happiness and harmony. According to Maslow, only a small percentage of the population reaches the level of self-actualization. The Expectancy Theory: According to Quick (1998) Victor Vroom of Yale University is the person most linked tothis theory. Leonard, Beauvais and Scholl (1999) advise that the expectancy theory reliesupon extrinsic causes for behaviours exhibited in the workplace. 60

 In this theory, external ewards are seen as causing motivational states that fuel behaviours, as opposed to intrinsic motivators, where behaviours are derived as a consequence of internal forces such as enjoyment of the work itself. Shamir (1990) contends that motivational theories based on extrinsic motivation assume that the followers make conscious choices to maximise self-interest.Isaac, Zerbe, and Pitt (2001) suggest that in essence the expectancy model suggests that an individual feels motivated when the following three conditions are perceived.

The personal expenditure of effort will result in an acceptable level of performance.The performance level achieved will result in a specific outcome for the individual.The outcome attained is personally valued by the individual . From an organisational perspective Quick (1998) advises the use of the expectancy theory within appraisal systems to shift from a subjective, input oriented, to a more objective, resultsmeasured orientation. Organisational goals must also complement personal goals

The Porter and Lawler Model: Porter and Lawler devised perhaps the most complete model of the satisfaction-performance relationship (Sutermeister, 1971). The model predicts that satisfactionresults from performance itself, the rewards for performance and the perceivedequitability of those rewards. In the Porter and Lawler model, if an individual is attracted by the value of the reward,then the individual will aim for a higher level of performance. If the individual also perceives that the increased effort will lead to a reward as highly probable, the individual will further increase his effort.

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 Also, if the individual inherently has the required abilities, the individuals performance will also improve. If the intrinsic and extrinsic rewards the individual receives from the improved performance are perceived as equitable, then satisfaction will result, satisfaction being the difference between perceived equitable and actual rewards. In summary, the model predicts that performance leads to satisfaction rather than satisfaction leading to improved performance.

The employees satisfaction with rewards is, in part, related to what is expected and how much is received. Feelings of satisfaction or dissatisfaction occur when employees compare their input like job skills, education, effort and performance with output that is the mix of extrinsic and intrinsic rewards they receive.

Employee satisfaction is also affected by comparisons with other employee in the same types of jobs and the same types of organisations. As a result, employees compare their own input or output ratio with that of other employees.

While comparing themselves to others, most of the employees highlight only their strong points, such as certain skills or a recent incident of effective performance. Employees also give their own performance a higher rating than the one they receive from their supervisors. The problem of unrealistic self-ratings exists to some extent as managers in most organisations do not communicate a candid evaluation of their subordinates performances to them.

The biggest problem however, is the failure by supervisors to communicate a candid appraisal of performance, which makes it difficult for employees to develop a realistic view of their own performance. This increases the possibility of dissatisfaction with the pay that the employees are receiving.

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 Employees often misperceive the rewards of other employees. According to evidences, employees tend to overestimate the pay of other employees doing the same jobs and to underestimate their performance. Employee satisfaction results from a mix of rewards rather than from any single reward. The evidence advises that both intrinsic rewards and extrinsic rewards are essential and cannot be directly substituted for each other. Employees who are paid high for repetitious, boring job will be dissatisfied with the need of intrinsic rewards, just as employees who are paid low for interesting, challenging work can be dissatisfied with extrinsic rewards. Employee satisfaction is very important for organisations, as it: Enhances employee retention o Increases productivity. o Increases customer satisfaction. o Reduces turnover, recruiting, and training costs. o Enhances customer satisfaction and loyalty. o Improves teamwork. o Improves the quality of products and or services due to more competent, energised employees.

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7 WAYS TO IMPROVE EMPLOYEE SATISFACTION:

GIVE EMPLOYEES MORE CONTROL: Employers should look for ways to give employees more control over their
schedules, environment, and/or work habits. For instance, employers could offer alternative work schedules such as flextime or telecommuting.

Today's employees have demanding schedules outside of work, and many

workers appreciate a boss who considers work-life balance. Because every person's obligations outside of work are different, customized schedules are a great way to improve employee satisfaction.

Employers should also encourage employees to customize their workstations.

This could include dcor and/or equipment. This not only gives employees control over their work environments, but it can ease personal barriers such as back pain or eyestrain. In addition, studies show that certain colors or dcor can improve happiness. Employees will be able to create a place they enjoy working in rather than being stuck in a bland office cubicle.

Another way to give employees a sense of control is to create employee-driven

competitions such as sales competitions. These activities put employees in control of their success. Each employee can set personal goals, and they will feel a sense of accomplishment rather than obligation.

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EASE COMMUTING STRESS: Employers should consider ways to decrease commuting stress. For instance,
employers could stagger work times to avoid heavy traffic. Review beginning and ending times and determine if the specific times or the amount of people arriving at each time can be adjusted. In addition, review late arrival policies.

If employees are severely reprimanded for arriving late, they will be much more
stressed during a bad commute and will arrive at the office miserable.

Another possibility is to offer telecommuting options. This eliminates the

necessity of commuting and allows employees to work where they are most comfortable. Telecommuting also has a variety of benefits for the employer such as reduced costs.

STOP WASTING TIME: Tight deadlines are another major sources of stress for many employees.
Employers can ease this stress by freeing up more time. For instance, employers can make meetings shorter and more efficient.

Consider tricks that sound silly but are actually effective such as having a
meeting with no chairs. People will be more likely to stick to the necessary agenda when they have to stand the entire meeting.

Whenever possible, substitute conference calls for meetings. To reduce

unnecessary chitchat, make calls before lunchtime or at the end of the day. People will want to cut to the chase, so they can go to lunch or get home. 65

 Another idea is to create organizational systems that improve efficiency.

Clutter and confusion are major time zappers. Organized offices and systems ease stress, save time, and increase productivity.

ENCOURAGE SOCIAL CONNECTIONS: Socialization is a key component of happiness. "Interacting with others
gives people a boost in mood surprisingly, this is true even for introverts,"

Employers should find ways to encourage social relations. Consider an

office arrangement that fosters communication. Arrange workstations so employees can see each other and talk.

Employers can also encourage office celebrations for holidays and

birthdays. These celebrations do not need to be expensive. It can be as simple as asking everyone to bring in a covered dish. Even when there is no reason to celebrate, encourage employees to eat lunch together. Provide a comfortable eating area.

Socialization is not limited to office hours. Encourage out of office

socialization such as volunteer programs. This gives employees a change to develop relationships outside of the office while promoting the company in a positive way. Community service is a great way to build a positive reputation, and it is a happiness booster for employees.

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PROMOTE GOOD HEALTH: Poor health is not only damaging to employees, it is detrimental to
businesses. The first step is to educate employees on health topics. Provide reading materials or offer seminars. People can't make positive changes if they don't know what to change.

Once employees know about health topics such as stress, exercising, and
healthy eating, start a health related competition such as the Biggest Loser. This offers employees motivation and a support system. If the entire office is involved, employees will be more likely to accomplish their goals.

To help employees make positive lifestyle changes, have a kitchen

equipped with a refrigerator and microwave to prepare healthy meals. Research shows that preparing food is healthier than eating out. Also, encourage breaks throughout the day. Even small amounts of exercise throughout the day are beneficial.

CREATE AN ATMOSPHERE OF GROWTH: Jobs are more than a source of income. Jobs are a venue for employees to
grow and learn. In a survey about employee motivation, employees ranked job characteristics that motivated them

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 Employers can create an atmosphere of growth by providing training,

acknowledging benchmarks, and celebrating accomplishments. Employers should also encourage employees to take risks and learn new skills. Employees will become bored and lose motivation if they are never given an opportunity to expand their skills and responsibilities.

BREAK UP ROUTINES: Employers should look for small ways to surprise employees. For
instance, you can occasionally bring in a special treat such as coffee or baked goods. Small gestures show employees that you appreciate their time.

Another idea is to host an office party for a quirky holiday. Employers

could even allow employees to create a holiday. Again, this does not need to be expensive. The keys are breaking up the routine of the workweek, promoting socialization, and demonstrating your appreciation.

Also consider an office give-away. You can hold a raffle or competition to

motivate employees. The prize can be as simple as a gift card or as extravagant as a vacation.

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What Employers Can Do About Employee Satisfaction In this environment for employee satisfaction, it is vitally important to know which factors most affect employee satisfaction. You want to spend your time, money, and energy on programs, processes, and factors that will have a positive impact on employee satisfaction. A 2009 survey, by the Society for Human Resource Management (SHRM) looked at 24 factors that are regularly thought to relate to employee satisfaction. The study found that employees identified these five factors as most important:

job security, benefits (especially health care) with the importance of retirement benefits rising with the age of the employee,

compensation/pay, opportunities to use skills and abilities, and feeling safe in the work environment.

The next five most important factors affecting employee satisfaction were:

the employee's relationship with his or her immediate supervisor, management recognition of employee job performance, communication between employees and senior management, the work itself, and autonomy and independence in their job.

Factors that were not strongly connected to employee satisfaction included:

the organizations commitment to a green workplace, networking opportunities, career development opportunities, paid training and tuition reimbursement programs, and the organizations commitment to professional development. 69

In contrast, Human Resources professionals ranked these ten factors as most important in employee satisfaction:

job security, relationship with immediate supervisor, benefits, communication between employees and senior management, opportunities to use skills and abilities, management recognition of employee job performance, job-specific training, feeling safe in the work environment, compensation/pay, and overall corporate culture.

Ive consolidated for you the results of employee satisfaction surveys and their implications for the workplace. Most importantly, I have provided research data that defines the factors most important to employees as you continue to seek to provide a workplace that emphasizes employee satisfaction as a recruiting and retention tool.

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3.3 BENEFITS OF EMPLOYEE SATISFACTION:

Figure no.9 Benefits of employee satisfaction

Identify Problems Surveys are can be very effective in identify problems areas before they become serious, especially those that are hidden from senior management.

Working Environment From something small like a broken chair to the more serious problem of sick building syndrome that can result in personnel experiencing headaches; eye, nose, and throat irritation; a dry cough; dry or itchy skin; dizziness and nausea; and difficulty in concentrating. Surveys allow environmental problems to be identified in a measured and controlled manner. 71

 Remuneration & Benefits Measure and monitor how satisfied personnel are with their remuneration and benefits.

Mood and Moral Provides a simple but effective method to measure and monitor the mood and moral of an organization.

Benchmark In the same way that an organization will consider their financial position by comparison with previous years, so the regular use of online surveys will allow an organization to monitor and measure their progress and development in non-financial terms.

Processes & Procedures As businesses evolve some of the traditional processes and procedures can become antiquated, personnel are often the first to know and the last to be asked. New technology is often a driver that will cause a business to evolve and the business processes need to be constantly challenged to ensure that they are properly aligned with the technology.

Training Lack of proper training is a common cause of dissatisfaction among employees and can lead to more serious problems such as stress.

Communication For an organization to run efficiently good internal and external communications are essential, surveys can provide a method to help organizations to monitor and measure how well an organization communicates. 72

 Goals and Objectives Surveys can measure and monitor the extent that the personnel are aligned with the senior managements business goals and objectives.

Compliance To properly comply with an ever increasing array of regulations the modern organization needs to be able to disseminate information throughout the organization and ensure, through records, that the information has been received, and importantly, understood. Online questionnaires can offer an organization a cost effective method to meet many of their obligations.

Keeping the Initiative It is always better for management to ask than be told. By conducting periodic employee satisfaction surveys the management is able to retain the initiative in trying to identify problems that could otherwise metamorphose into demands.

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RISKS:
Management Some managers can regard any form of employee consultation as a sign of weakness and may have a tendency to dismiss out of hand any negative comment. Warts and All A survey is likely to reveal warts and all. Senior management should be prepared for discovering that the top down view can differ from the bottom up view and that ignorance, of any identified problems, can no longer be used as an excuse. Non-Action Many employees will invest time and effort in participating in a survey and their hopes and expectations will be raised. If nothing is done post survey to address the issues that have been raised by the survey then employees may develop a cynical attitude and make it more difficult to obtain employee feedback in future. Management should be prepared to formally recognize and respond to any issue that is raised as a result of conducting a survey even if the demands of employees are not to be met. If senior management agree to address and resolve some issues then action needs to have started before any further survey is scheduled. Can Cause Problems Where surveys reveal, or bring problems, to the surface there could be a tendency for senior management to blame the messenger.

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3.4 FACTORS INFUENCING EMPLOYEE SATISFACTION

1.OPPORTUNITY Employees are more satisfied when they have challenging opportunities at work. This includes chances to participate in interesting projects, Jobs with a satisfying degree of challenge and opportunities for increased responsibility. Important: this is not simply "Promotional Opportunity. Employees have found challenge through projects, team, leadership, special assignments- as well as promotions. Actions: Promote from within when possible. Reward promising employees with roles on interesting projects. Divide jobs into levels of increasing leadership and responsibility.

2. STRESS When negative stress is continuously high, job satisfaction is low. Jobs are more stressful if they interfere with employees personal lives on are a continuing source of worry for concern.

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Actions: Promote balance of work and personal lives. Make sure that senior managers model this behavior. Distribute work evenly within work teams. Review work procedures to remove unnecessary "red tape" or

bureaucracy. Manage the number of interruptions employees have to endure while doing their jobs. Some organizations utilize exercise or "fun" breaks at work.

3. LEADERSHIP

Employees are more satisfied when their managers are good leaders. This includes motivating employees to do a good job, striving for excellence or just taking action. Actions: Make sure your managers are well trained. Leadership combines attitudes and behavior. It can be learned. People respond to managers that they can trust and who inspire them to achieve meaningful goals.

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4. WORK STANDARDS Employees are more satisfied when their entire workgroups takes pride in the quality of its work. Actions: Encourage communication between employees and customers. Quality gains importance when employees see its impact on customers. Develop meaningful measures of Quality. Celebrate achievements in quality.

5. FAIR REWARDS Employees are more satisfied when they feel they are rewarded for the work they do. Consider employees responsibilities, the effort they have put forth, the work they have done well and the demands of their jobs. Actions Make sure rewards are for genuine contributions to the organization. Be consistent in your reward policies. If your wages are competitive, make sure employees know this. Rewards can includes a variety of benefits and perks other than money.

6. ADEQUATE AUTHORITY Employees are more satisfied when they have adequate authority to do their jobs. Actions Let employees make decisions.
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 Allow employees to have input on decision that will affect them. Establish work goals but let employees determine how they will achieve those goals. Later reviews may identify innovative "best practices. Ask, if there were just one or two decisions that you could make the biggest difference in your job?"

CENTRALIZATION/DECENTRALIZATION The amount to which each organization is centralized or decentralized has a major impact on how the employees perceive the organization. One of the benefits are that it allows for the people who are closest to the problem. This in turn allows problems and decisions to be made in a timely manner. Employees that are closest to the problem have the greater knowledge as to what the decision's factors are, often creating good decisions. Another benefit of a more decentralized organization is that because employees have more decision-making authority, they are more motivated by their jobs.

The motivation comes from the chance to be their own manager when hierarchy of authority.An organizations level structure, including height and width, is another factor in employee satisfaction. The fact that a flat organization structure enables employees opinions and views to be heard by management and have an impact on daily business. The flatter organization also proves to be more caring about employees.
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With only a limited number of employees, each one is treated with a degree of respect and importance. Knowing they are valued members of the organization gives a degree of satisfaction. This also makes its easier for employees to work, and they feel more comfortable in their work environment.

DIVISION OF LABOUR

It has significant impact on employee satisfaction. Employees are given more responsibility with regards to making decisions involving customers. This gives them a sense of importance within the organization. Servers at organization are able to approach the tables in their own style and are free to offer coupons and other check adjustments without the permission of manager. They are able to determine when other employees can finish their shift.

SIGNIFICANCE OF EMPLOYEE SATISFACTION

A review of the evidence has identified our factors conductive to high levels of employees job satisfaction, mentally challenging work, equitable rewards colleagues. Importantly each of these factors is controllable by managing.

MENTALLY CHALLENGING WORK

People prefer jobs that give them opportunities to use their skills and abilities and offer a variety of tasks, freedom and feedback on how well theyre doing. These characteristics make-work mentally challenging.

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EQUITABLE REWARDS

Employees want pay systems and promotion policies that they perceive as being just, unambiguous, and in line with their expectations. When pay is seen, as fair based on job demands, individual skill level, and community pay standards, satisfaction is likely to result. Similarly, employees seek fair promotion and practices. Promotion provides opportunity for personal growth, more

responsibilities, and increased social status. Individuals who perceive that promotion decisions are made in fair and just manner, therefore, are likely to experience satisfaction from their jobs.

SUPPORTIVE WORKING CONDITION

Employees are concerned with their work environment for both personal comfort and facilitating doing a good job. Studies demonstrate take employees prefer physical surroundings that are not dangerous or uncomfortable. In addition, most employees prefer working relative close to home, in clean and relatively modern facilities, and with adequate tools and equipment.

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SUPPORTIVE COLLEAGUES People get more out of work than merely money or tangible achievements. For most employees, work also fills the need for social interaction. Not surprisingly, therefore, having friendly and supportive co-workers leads to increased job satisfaction. The behaviour of ones boss is also a major determinant of satisfaction. Studies generally find that employee satisfaction is increased when the immediate supervisor understands and friendly, offer praise for good performance, listen to employees opinions, and shows a personal interests in them. The notion that managers and organizations can control the level of employee job satisfaction is inherently attractive. It fits nicely with the view that managers directly influence organizational process outcomes. Unfortunately there is a growing body if evidence that challenges the notion that managers control the factors that influence employee job satisfaction. The most recent findings indicate that employee job satisfaction is largely genetically determined. The only place where managers will have any significant influence will be through their control of selection process. If managers want satisfied workers, they need to make sure their selection process screens out the negative, maladjusted trouble-making faultfinder who derives little satisfaction in anything about their jobs.

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Figure no.10 Employee satisfaction factors 82

1. Organization development factors

Brand of organization in business field and comparison with leading competitor. Missions and Vision of organization. Potential development of organization.

2. Policies of compensation and benefits factors

Wage and salary Benefits Rewards and penalties

3. Promotions and career development factors

Opportunities for promotion. Training program participated or will do. Capacity of career development

4. Work task factors

Quantity of task Difficult level of task

5. Relationship with supervisor factors

Level of coaching Level of assignment for employee Treatment to employee etc

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6. Working conditions and environment factors

Tools and equipment working methods Working environment

7. Coporare culture factors

Relationship with coworkers Level of sharing etc

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3.5 OBJECTIVES OF EMPLOYEE SATISFACTION

Employee satisfaction is regarded as a function of harmony between rewards given by the work environment and the desire of the individual for these rewards. Therefore different objectives have to be considered in mind while survey:

MANAGEMENT SATISFACTION: It has been considered that employee satisfaction, especially because of their role in the employees performance and career. Many dimensions of satisfaction with higher management have been investigated such as understanding of employees suggestions when taking decisions, showing the necessary concern for employees problems and being accessible by the employees.

COLLEAGUE SATISFACTION:

Workforce share the work environment with

others doing the same kind of work. The success and interest shown by other employees in their own work usually strongly affect the satisfaction that people feel in their work environment. As well as thoughts about colleagues, qualifications, knowledge and skill, the friendship and co-operation among those working in the same organization.

OTHER WORK GROUP SATISFACTION: Employees can be successful in their own jobs only if they can make the work environment more productive with the help of other employees who work in the same organization but have different jobs and by giving support to the various jobs done. Group satisfaction should be analyzed as a dimension of satisfaction since the strong bonds among employees doing different jobs is of major importance for people working in the same organization to be successful in their respective jobs.

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PHYSICAL ENVIRONMENT SATISFACTION: No matter how motivated and efficient people are in their jobs, various physical characteristics of the environment they work in seriously affect the success and productivity they would like to attain. Therefore, the conditions of the physical environment like canteen & work area are also often emphasized in studies dealing with employee satisfaction.

SALARY AND OTHER MATERIAL BENEFITS SATISFACTION: Salary and other material benefits appear as an important objective of satisfaction action. Salaries paid for work done and therefore, have the effect of increasing general satisfaction.

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DRIVERS OF SATISFACTION

Satisfaction Drivers: Requirements with very high scores for both stated and derived importance. These are the strongest drivers of satisfaction and should feature very strongly in employers plans for improving co- worker satisfaction.

Hygiene Factors: Items with stated importance but low derived importance. Strong performance by the employer in these areas will often be taken for granted, and while performance beyond acceptable minimum standards will not necessarily result in an increase in co-worker satisfaction, poor performance will have a strong adverse effect on co-worker satisfaction.

Hidden Opportunities: Factors with low stated importance, but high-derived importance, such as being treated equally. While co- workers do not rate these factors high in importance, performance in these areas will have a strong impact on overall satisfaction; a good co-worker experience will have a strong positive effect on overall satisfaction, while a bad one will have a lasting negative effect.

Marginals: Requirements with both stated and low derived importance. Such requirements cannot be dismissed as unimportant, since all of the requirements included on the questionnaire were rated as important by co-workers during exploratory phase of the research..

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HOW SATISFIED ARE PEOPLE IN THEIR JOBS? Are most people satisfied with their jobs? The answer seems to be a qualified yes in most of the developed countries. In spite of general positive results, recent trends are not encouraging. The evidence indicates a marked decline in job satisfaction since the early 1990s. What Factors might explain this recent drop in job satisfaction? Experts suggest it might be due to employers efforts at trying to increase productivity through heavier employee workloads and tighter deadlines. Another contributing factor may be a feeling, increasingly reported by workers, that they have less control over their work.

Apparently even economic prosperity doesnt necessarily translate into higher job satisfaction. What factors might explain this recent drop in satisfaction level? Experts suggest it might be due to employers efforts at trying to increase productivity through heavier employee workloads and tighter deadlines. Another contributing factor may be a feeling increasingly reported by the workers, that they have less control over work.

While it is possible that higher pay alone translates into higher job satisfaction, an alternative explanation is that higher pay is reflecting different types of jobs. Higher paying jobs generally require higher skills, give incumbents greater responsibilities are more stimulating and provide
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more challenges, and allow workers more control. So it may be that the report of higher job satisfaction among better-paid workers reflects the greater challenge and freedom they have in their job rather than the pay itself.

HOW PEOPLE CAN EXPRESS DISSATISFACTION Employee dissatisfaction can be expressed in a number in a number of ways. For example, rather than quit, employees can complain, be insubordinate, steal organizational property, or shirk a part of their work responsibilities. The figure below offers four responses that differ from one another along two dimensions: constructive/destructive and active/passive.

Active
EXIT VOICE

Destructive

Constructive

NEGLECT

LOYALTY

Passive
Figure no.11 Means to express dissatisfaction

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They are defined as follows: 1 Exit: Behavior directed toward leaving the organization, including looking for a new position as well as resigning.

2.Voice: Actively &constructively attempting to improve conditions including suggesting improvements, discussing problems with superiors, &some forms of union activity.

3.Loyalty: Passively optimistically waiting for conditions to improve, including speaking up for the organization in the face of external criticism and trusting the organization and its management to do the right thing.

4.Neglect:

Passively

allowing

conditions

to

worsen,

including

chronic

absenteeism, reduced effort, and increased error rate. Exit and neglect behaviours encompass our performance variables productivity, absenteeism, and turnover. But this model expands employee response to include voice and loyalty- constructive behaviors that allow individuals to tolerate unpleasant situations or to revive satisfactory working conditions. It helps us to understand situations such as those sometimes found among unionized workers, for whom low job satisfaction is coupled with low turnover. Union members often express dissatisfaction through the grievance procedure or through formal contract negotiations. These voice mechanisms allow union members to continue their jobs while convincing themselves that they are acting to improve the situation.

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SCOPE OF EMPLOYEE SATISFACTION Managers interest is jobs satisfaction tends to center on its effect on employee performance. Researchers have recognized this interest, so we find a large number of studies that have been designed to assess the impact of jobs satisfaction on employee productivity.

SATISFACTION AND PRODUCTIVITY The statement that happy workers are productive workers is generally found false. Based on the evidence, or accurate conclusions is that actually the reverse productive workers are likely to be happy workers. That is, productivity leads to satisfaction rather than other way round. If one does a good job then he or she intrinsically feels good about it. At the individual level, productivity, higher productivity leads to increase verbal recognition, pay level, and probabilities for promotion, These rewards, in turn, increases level of satisfaction with the job.

If we move from individual level to the organizational level, there is renewed support for the original satisfaction-performance relationship. When satisfaction and productivity data are gathered for the organization as a whole, rather than at the individual level, we find that organizations with more satisfied employees tend to be more effective than organizations with fewer satisfied employees. So while we might not be able to say that a happy worker is more productive, it might be true that happy organizations are more productive.
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SATISFACTION AND ABSENTEEISM There is a consistent negative relationship between satisfaction and absenteeism. While It certainly makes sense that dissatisfied employees are more likely to miss work, other factors have an impact on the relationship.

SATISFACTION AND TURNOVER Satisfaction is also negatively related to turnover. Yet again, other factors such as labour market conditions, expectations about alternative job Opportunities, and length of tenure with the organization are important constraints on the actual decision to leave ones current job. Evidence indicates that an important moderator of the satisfaction turnover relationship is the employees level of performance.

Specifically, level of satisfaction is less important in predicting turnover for superior performers. This is because the organization makes considerable efforts to keep these people.

They get pay raises, praise, recognition, increased promotional opportunities, and so forth. Just the opposite tends to apply to poor performers. Few attempts are made by the organization to retain them. Therefore job satisfaction is more important in influencing poor performers to stay than superior performers. Regardless of level of
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satisfaction the latter is more likely to remain with the organization because the receipt of recognition, praise, and other rewards gives them more reasons for staying.

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SATISFACTION AND OCB

It seems logical to assume that job satisfaction should be a major determinant of an employees organizational citizenship behaviors (OCB). Satisfied employees would seems more likely to talk positively about the organization, help others, and go beyond the normal expectations in their job. Moreover, satisfied employees might be more prone to go beyond the call of duty because they want to reciprocate their positive experiences.

There is a modest overall relationship between job satisfaction and OCB. But satisfaction is unrelated to OCB when fairness is controlled for. Basically, job satisfaction comes down to conceptions of fair outcomes, treatments and procedures. If one doesnt like their supervisor, the organizations procedures, or pay policies are fair, your job satisfaction is likely to suffer significantly. However, when one perceives organizational processes and outcomes to be fir, trust is developed. And when one trusts their employer, then they are more wiling to voluntarily engage that go beyond formal job requirements.

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FURTHER STUDY The most recent findings indicate that employee job satisfaction is largely genetically determined. Whether the person is happy or not is essentially determined by his orher gene structure. Approximately 80 percent of peoples differences in happiness, or subjective well being have been found to be attributable to their different genes. Analysis of satisfaction data for a selected sample of individual over 50 years period that individual results were consistently stable over time, even these people changed employers and occupations. This and other research suggests that an individuals disposition in life-positive or negative is established by his or her genetic make-up, holds overtime and carries over into his or her disposition toward work. Given these finding, there is probably little that most managers can do to influence employee satisfaction, In spite of the fact managers and organization go to extensive lengths to try to improve employee job satisfaction through actions as manipulating job characteristics, working conditions, and rewards and these actions are likely to have little effect.

The only place where managers will have any significant influence
will be through their control of selection process. If managers want satisfied workers, they need to make sure their selection process screens out the negative, maladjusted trouble-making faultfinder who derives little satisfaction in anything about their jobs.

Fringe Benefits should be taken into great consideration and it

should be provided to each & every employee of the company.
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3.1 DATA COLLECTION 3.2 SAMPLING DESIGN 3.3 DATA ANALYSIS AND INTERPRETATION OF RESULT

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Research Methodology
Research methodology is a way to systematically solve the research problem. When we talk of research methodology we not only talk of research methods but also consider the logic behind it. We use in the context of our research studies and explain why we are not using the other method so that research result is capable of being evaluated either by the researcher himself or by the others. The purpose of this section is to describe the methodology carried out to complete the work. The effectiveness of any rese arch work depends upon the correctness and effectiveness of the research methodology.

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3.1 DATA COLLECTION

Data is defined as raw facts that need to be processed so that i n f o r m a t i o n i s p r o d u c e d . F o r achieving useful results it is necessary to collect accurate data. If the data on the basis of which we reach to the accurate conclusion, is no correct. It is worthless to do survey So for getting the useful results of research it is very necessary to cons ider methods of collecting data and the quantity of information they be expected to produce.

Kinds of data collection Primary Data Secondary Data

PRIMARY DATA A data that is collected very first time to a specific purpose directly from the field of enquiry by engaging trained investigators, not have been use for any other purpose is called primary data. SOURCES OF COLLECTING PRIMARY DATA Self framed Questionnaires. Sample Personal Interview Observation

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SECONDARY DATA

Secondary data are such numerical information, which have been a l r e a d y c o l l e c t b y s o m e agency for a specific purpose and are subsequently compiled from the source of application in adifferent connection.

SOURCES OF COLLECTING SECONDARY DATA Internet Magazine Prior report of the company Newspapers Samples

The research personally administered self framed questionnaire t o 5 0 r e s p o n d e n t s f o r t h e purpose of collectin g information on the views and of the employees regarding the job satisfaction .T h e research

w a s personally conducted.

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3.2 SAMPLING DESIGN

SAMPLE SIZE: The sample size for the research work was 50 employees working in BSL ltd.

TOOL: The tool used in the research was Questionnaire.

TOOL DESIGN: The Questionnaire was analyzed Question wise via percentage analysis

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3.4 DATA ANALYSIS AND INTERPRETATION OF RESULT: 1.) I get all information about the events and affairs of the company which have an effect on my work

Sr. No 1. 2. 3.

RESPONSE Agree Disagree Uncertain

RESPONDENT 40 5 5

PERCENTAGE 80% 10% 10%

Table No.2 Access to information

Access to information
Uncertain 10% Disagree 10%

Agree 80%

Figure no.12 Access to information

Interpretation: 80% of the employees agree that they have an access to all information regarding the events and affairs of the company,10% employees said that they dont have access to all the information while other 10% of the employees were uncertain in this matter.

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2) When you have a suggestion to improve your job is it easy for you to get your ideas across to your immediate supervisor.
Sr. No 1. 2. 3. RESPONSE Yes No Uncertain RESPONDENT 12 31 7 PERCENTAGE 24% 62% 14%

Table No.3 Ease of conveying suggestions

Figure no.13 Ease of conveying suggestions

Interpretation: 62% employees said that it is not easy for them to convey their suggestions to their supervisors, 24% said that yes they can convey their suggestions while 14% were uncertain in this respect.

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3.) According, to you what are the barriers that stops you to convey your suggestions?
Sr. No 1. 2. 3. RESPONSE Improper communication Lack of management support Supervisors attitude RESPONDENT 15 6 29 PERCENTAGE 30% 12% 58%

Table No.4 Barriers in conveying suggestion

Figure no.14 Barriers in conveying suggestion

Interpretation: 58% employees feel that due to the supervisors attitude they are unable to convey
their suggestions, 30% feel due to lack of proper mode of communication while 12% feel that due to lack of managements support in their decisions and suggestions they are unable to convey.

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4) I am provided with clear instructions and sufficient facilities regarding new assignments

Sr. No 1. 2.

RESPONSE Yes No

RESPONDENT 40 10

PERCENTAGE 80% 20%

Table No.5 clear instructions provided

Figure no.15 clear instructions provided

Interpretation: 80% employees feel that they are provided with clear instructions regarding new
assignments while 20% employees deny the fact.

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5) I am clearly informed about what exactly is expected of me regarding my work?

Sr. No 1. 2. 3. RESPONSE Yes No Not always RESPONDENT 5 35 10 PERCENTAGE 10% 70% 20%

Table No.6 Expectations Conveyed

Figure no.16 Expectations Conveyed

Interpretation: 70% employees feel that they are not clearly conveyed the expectations, 10% feel
that they are conveyed what is expected from them while 20% say that it is not done always.

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6) Employees receive recognition and appreciation for their abilities, efficiency and good work done
Sr. No 1. 2. RESPONSE RESPONDENT Yes 41 No 9 Table No.7 Recognition and rewards PERCENTAGE 82% 18%

Figure no.17 Recognition and rewards

Interpretation: 82% employees said that yes rewards are given for recognition of employees
abilities while 18% deny this fact.

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7) What form of reward is expected to be given by the company ?

Sr. No

RESPONSE

RESPONDENT

PERCENTAGE

1. 2. 3. 4.

In terms of gifts Linked to appraisal Increment Something to remember

4 6 38 2

8% 12% 76% 4%

Table No.8 Rewards given by the company

Figure no.18 Rewards given by the company

Interpretation: 76% employees said that the company may give increments as a
form of reward,12% said that reward may be in the form of appraisal,8% said that it may be in the form of gifts,4% remember.. said that it may be in the form of something to

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8.) There are adequate training programs and workshops conducted as per my requirement to perform my job well.

Sr. No

RESPONSE

RESPONDENT

PERCENTAGE

1. 2.

Agree Disagree

42 8

84% 16%

Table No.9 Adequate training provided

Figure no.19 Adequate training provided

Interpretation: 84% employees agreed that effective training is provided while

16% disagreed to this fact.

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9)

The company provides excellent benefits and welfare facilities for the employees and their families
RESPONSE RESPONDENT PERCENTAGE Agree 45 90% Disagree 5 10% Table No.10 Benefits and facilities provided

Sr. No 1. 2.

Figure no.20 Benefits and facilities provided

Interpretation: 90% employees feel that the company provides them excellent benefits
and welfare facilities while 10% deny this fact.

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10) The management takes good care of the problems of the employees

and tries to solve or redress them with proper counseling as soon as possible
Sr. No 1. 2. RESPONSE RESPONDENT PERCENTAGE Agree 45 90% Disagree 5 10% Table No.11 Problems solved effectively

Figure no.21 Problems solved effectively

Interpretation: 90% employees feel that the management takes good care of the
problems of the employees and tries to solve or redress them with proper counseling as soon as possible where as 10% employees dont agree to this.

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11) What do you think should be modified to enhance employee satisfaction?

Sr. No RESPONSE RESPONDENT PERCENTAGE

1.

Give more opportunity to show their skills

14%

2. 3. 4. 5.

Provide adequate authority Break up routines Proper work environment Encourage team work

28 12 1 2

56% 24% 2% 4%

Table No.12 Suggestions to enhance employee satisfaction

Figure no.22 Suggestions to enhance employee satisfaction Interpretation: 56% employees feel that adequate authority should be provided to employees for enhancing their satisfaction level, 24% said that break up routines should be provided,14% felt that employees must be given more opportunity to show their skills. 4% felt that team work should be encouraged while 2% said that proper work environment should be maintained in order to enhance employee satisfaction levels. 112

12)

How satisfied are you with the physical working conditions mentioned below, in the organization
(1) Very satisfied, (2) Satisfied, (3) Uncertain, (4) Dissatisfied,(5) Very dissatisfied, (6) Not Applicable

Drinking water facilities Toilet facilities Lighting Work area(space) Maintenance of computers and other equipments Cleanliness of workplace Sports club Noise control Telephone facilities Canteen facilities

Sr. No 1. 2. 3. 4. 5.

RESPONSE Very satisfied Satisfied Uncertain Dissatisfied Very dissatisfied

RESPONDENT 10 25 0 8 7

PERCENTAGE 20% 50% 0% 16% 14%

Table No.13 Satisfaction with the physical facilities

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Figure no.23 Satisfaction with the physical facilities

Interpretation:

50% of the employees are satisfied with the physical facilities

provided,20% are very much satisfied with th facilities and hace no complaints,14% are very dissatisfied,16% are very dissatisfied with the facilities and 0% are uncertain.

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5.1 MAIN FINDINGS & OBSERVATIONS 5.2 CONCLUSION 5.3 SUGGESTIONS

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5.1 Main Findings & Observations

INTERPRETATION OF RESULTS
Acc to the PRIMARY DATA ANALYSIS, the following major issues were brought under consideration: Majority of the employees agreed that they have access to all information regarding the events of their company and the events that have an effect on their job. Employees said that it is not easy for them to convey their suggestions to their higher authorities owing to various reasons like: 58% employees feel that due to the supervisors attitude they are unable to convey their suggestions, 30% feel due to lack of proper mode of communication while 12% feel that due to lack of managements support in their decisions and suggestions they are unable to convey. 80% of the employees said that they are provided clear instructions about hoe to perform their job but are not clearly conveyed the expectations required from them while 20% said that expectations are sometimes conveyed and sometimes not. 82% employees said that rewards are given as a means of recognition and the company is expected to give the following forms of rewards: o 76% employees said that the company may give increments as a form of reward,

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o 12% said that reward may be in the form of appraisal, o 8% said that it may be in the form of gifts, o 4% said that it may be in the form of something to remember 84% employees agreed that effective training is provided while 16% disagreed to this fact which indicated towards the fact that the company understands the importance of effective training of the employees. 90% employees feel that the company provides them excellent benefits and welfare facilities while 10% deny this fact, indicating to the fact that the company is very well aware of the needs of the employees and is socially responsible. Majority of employees agreed that the management takes good care of the problems of the employees and tries to solve or redress them with proper counseling as soon as possible indicating towards a good grievance handling procedure of the company. 56% employees feel that adequate authority should be provided to employees for enhancing their satisfaction level, 24% said that break up routines should be provided, 14% felt that employees must be given more opportunity to show their skills,4% felt that team work should be encouraged while 2% said that proper work environment should be maintained in order to enhance employee satisfaction levels. 50% of the employees are satisfied with the physical facilities provided,20% are very much satisfied with the facilities and have no complaints,14% are very dissatisfied,16% are very dissatisfied with the facilities, indicating to the fact that the company is concerned about providing better facilities to its employees but needs to further improve them to enhance their satisfaction levels.

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5.2 CONCLUSION
The motive of conducting this research is to generate widespread understanding of the employee satisfaction in BSL,bhilwara. The research focused on examining the operations of BSL in providing satisfaction to its employees. The weaknesses observed especially in that the employees are not able to communicate their suggestions about their work to the higher authority, they are not informed of the expectations required from them on job, and despite providing immense physical facilities a fraction of employees are unsatisfied and hence company should work in this respect. The strengths identified such as access to information to enhance employees commitment, ensured reward, adequate training provided to the employees, effective problem solving and providing better physical working conditions to enhance the level of satisfaction of the employees. Measures for training, development of the employees and environmental awareness are given top priority by the management. The percentage of satisfied employees through exceed the percentage of dissatisfied employees but for the further development of the company employee satisfaction must be given most priority.

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 Good management is the solution to every problem and good management means working in partnership with the employees. It is an acknowledged fact that satisfaction of the employees is vital for the growth of any company. If a company doesnt look forward in this respect,it may end up loosing its best potential of employees. Providing a platform & participating collectively is important, for a suggestion program becomes an employee involvement technique, a quality & productivity enabler & a vehicle providing timely & meaningful recognition to all employees.

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5.3 SUGGESTIONS
The research has made an attempt to suggest some measures which are as follows:

As majority of employees said that they dont find it easy to communicate their suggestions to the higher authority, effective measures must be taken to encourage them to express their ideas. Meetings involving employees of different levels should be encouraged so that the employees get an effective platform to communicate and express themselves. As supervisors attitude is the major reason in this respect, supervisors must be provided effective behavioural training so that the environment could be made productive. Non-monetary benefits could also help to motivate the employees such as awards for the employee of the month. An employee bulletin board could also be put up; a letter of appreciation from the immediate boss of the employee or department head could be displayed on it appreciating the efforts of the employees as a means of enhancing the satisfaction level of the employees.

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 Adequate authority must be provided to the employees so that they are in the position to take decisions as they are much closer to the problem plus this would help the company in motivating the employees and in increasing their commitment towards the organization. Supervisors must clearly convey what is expected from the employees so that it would help employee to effectively direct his efforts in the particular direction plus it would help both the employee and the supervisor to know whether further training for the employee is required. Employees must be provided more opportunity in showing their skills this is possible by giving them challenging job assignments.

Break up routines like office party, organizing competitions, picnic for the
employees etc should be encouraged by the management to break up the routine of the workweek, promoting socialization, and demonstrating your appreciation.

Timely surveys should be conducted by the management to determine the satisfaction levels of the employees and to remove the causes of dissatisfaction from amongst the employees.

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QUESTIONNAIRE
1) I get all information about the events and affairs of the company which have an effect on my work. Agree Disagree Uncertain

2) When you have a suggestion to improve your job is it easy for you to get your ideas across to your immediate supervisor. Yes No

3) According, to you what are the barriers that stops you to convey your suggestions?

Improper communication Lack of management support Supervisors attitude 4) I am provided with clear instructions and sufficient facilities regarding new assignments Yes No

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5) I am clearly informed about what exactly is expected of me regarding my work?

Yes No Not always 6) Employees receive recognition and appreciation for their abilities, efficiency and good work done Yes No

7) What form of reward is expected to be given by the company ?

In terms of gifts Linked to appraisal Increment Something to remember

8.) There are adequate training programs and workshops conducted as per requirement to perform my job well. Agree Disagree
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9) The company provides excellent benefits and welfare facilities for the employees and their families Agree Disagree
10) The management takes good care of the problems of the employees

and tries to solve or redress them with proper counseling as soon as possible

Agree Disagree 11) What do you think should be modified to enhance employee satisfaction? Give more opportunity to show their skills Provide adequate authority Break up routines Proper work environment Encourage team work

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12) How satisfied are you with the physical working conditions mentioned below, in the organization? Drinking water facilities

Toilet facilities

Lighting

Work area(space)

Maintenance of computers and other equipments

Cleanliness of workplace

Sports club

Noise control

Telephone facilities

Canteen facilities
(1) Very satisfied, (2) Satisfied, (3) Uncertain, (4) Dissatisfied,(5) Very dissatisfied, (6) Not Applicable

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THANK YOU! FOR YOUR SUPPORT

BIBLIOGRAPHY
www.eh.net www.bsllimited.com www.wordpress.com

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