Documente Academic
Documente Profesional
Documente Cultură
PROJECT REPORT ON
Submitted By
Arfan Khan 4th Sem
Batch 2014-2016
Forward
I hereby forward the project entitled A STUDYON
Director
M.B.A
DECLARATION
I hereby declare that the project entitled A STUDY ON EMPLOYEE
SATISFACTION AT SHUBH MOTORS JABALPUR which
is being submitted in partial fulfillment of the requirement for the award of the
degree of MBA of Rani DurgavatiVishwaVidyalaya, Jabalpur (M.P.) is an
authentic record and all the information furnished by me are true to my
knowledge and information and facts furnished by me are based on my own
findings and as per the information collected through Primary/Secondary
research.
The matter reported in this project is neither being used
Elsewhere nor has been submitted earlier for the award of degree of
MASTERS OF BUSINESS ADMINISTRATION.
Place: JABALPUR
Date:
ARFAN KHAN
MBA 4TH SEM (2014-2016)
ACKNOWLEDGEMENT
I would like to express my gratitude and sincere thanks to MR. Sachin Sharma,
for giving me this opportunity and for instilling confidence in me to carry out
this study and extending valuable guidance and encouragement from time to
time, without which it would not have been possible to undertake and complete
this project.
I would also like to thank Director (MBA Dept.), and all faculties of Gyan
Ganga College Of Technology Jabalpur (M.P.) for his continuous support,
encouragement and support.
I would also like to thank my parents and others, who have stood by me
whenever needed, and without whose support this task would not have been
accomplished.
ARFAN KHAN
MBA 4th Semester
Batch: 2014-2016
TABLE OF CONTENT
S.No
TOPIC
1.
Executive Summery
2.
Objectives of Research
3.
Introduction
4.
Company profile
5.
Conceptual Background
6.
Research Methodology
7.
8.
presentation
Observation and findings
9.
10.
11.
Conclusion
12.
Bibliography
Page no.
C
O
M
P
A
N
Y
P
R
O
F
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L
E
S
h
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b
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c
a
n
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l
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m
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c
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c
e
n
t
r
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s
a
t
d
i
f
f
e
r
e
n
t
l
o
c
a
O
b
j
e
c
t
i
v
e
s
:
T
h
e
s
t
u
d
y
i
s
c
o
n
d
u
c
t
e
d
w
i
t
h
t
h
e
f
o
l
l
o
w
i
n
g
o
b
j
e
c
t
i
v
e
s
:
1. To
di
sc
ov
er
th
e
va
ri
ou
s
ex
pe
ct
ati
on
s
th
at
de
te
r
m
in
es
th
e
sa
tis
fa
cti
on
le
ve
l
of
e
m
pl
o
ye
e.
2. To
m
ea
su
re
th
e
sa
tis
fa
cti
on
le
ve
l
of
th
e
e
m
pl
o
ye
es
,
wi
th
re
sp
ec
t
to
th
e
co
m
pa
ny
.
3. To
kn
o
w
th
e
ke
y
ar
ea
s
le
ad
s
to
di
ss
ati
sf
ac
ti
on
of
th
e
e
m
pl
o
ye
es
.
T
h
e
o
b
j
e
c
t
i
v
e
s
o
f
M
U
L
t
h
e
n
a
r
e
a
s
c
i
t
e
d
b
e
l
o
w
:
Mo
de
rni
zat
io
n
of
th
e
In
di
an
A
ut
o
m
ob
ile
In
du
str
y.
Pro
du
cti
on
of
fu
eleff
ici
en
t
ve
hi
cle
s
to
co
ns
er
ve
sc
ar
ce
res
ou
rc
es.
Pro
du
cti
on
of
lar
ge
nu
m
be
r
of
m
ot
or
ve
hi
cle
s
w
hi
ch
wa
s
ne
ce
ss
ar
y
for
ec
on
o
mi
c
gr
o
wt
h.
P
R
O
D
U
C
T
S
1. The
compa
ny
sells a
wide
range
of
Marut
i
Suzuk
i cars
2. They
also
sell
Marut
i
Genui
ne
Acces
sories
B
e
s
i
d
e
o
f
t
h
e
s
e
p
r
o
d
u
c
t
s
,
t
h
e
c
o
m
p
a
n
y
p
r
o
v
i
d
e
s
d
i
f
f
e
r
e
n
t
s
e
r
v
i
c
e
s
:
S
e
r
v
i
c
e
s
1. Sa
les
an
d
Se
rvi
ce
2. M
ar
uti
Ge
nu
in
e
Pa
rts
3. M
ar
uti
Fi
na
nc
e
4. M
ar
uti
In
su
ra
nc
e
5. M
ar
uti
Dr
ivi
ng
Sc
ho
ol
6. M
ar
uti
O
n
Ro
ad
Se
rvi
ce
7. Va
lu
e
A
dd
ed
Se
rvi
ce
8. Ex
te
nd
ed
W
arr
an
ty
Accounts
Departme
nt
Accessories
Sales
Department
Department
Customer
Service
Department
HR
Department
EDP
Departme
nt
S
W
O
T
A
n
a
l
y
s
i
s
S
t
r
e
n
g
t
h
B
r
a
n
d
i
m
a
g
e
M
U
L
i
s
i
n
a
l
e
a
d
e
r
s
h
i
p
p
o
s
i
t
i
o
n
i
n
t
h
e
m
a
r
k
e
t
.
M
aj
or
str
en
gt
h
of
M
U
L
is
ha
vi
ng
lar
ge
st
ne
tw
or
k
of
de
ale
rs
an
d
aft
er
sal
es
ser
vi
ce
cat
ers
in
th
e
co
un
try
.
R
e
f
u
r
b
i
s
h
e
d
C
a
r
s
:
M
U
L
h
a
s
a
l
s
o
e
n
t
e
r
e
d
i
n
t
o
s
e
c
o
n
d
h
a
n
d
c
a
r
m
a
r
k
e
t
w
i
t
h
a
b
r
a
n
d
n
a
m
e
M
a
r
u
t
i
T
r
u
e
V
a
l
u
e
.
A
v
a
i
l
a
b
i
l
i
t
y
o
f
r
a
w
m
a
t
e
r
i
a
l
W
e
a
k
n
e
s
s
V
e
r
y
o
l
d
p
l
a
y
e
r
i
n
I
n
d
i
a
m
a
r
k
e
t
(
f
i
r
s
t
m
a
j
o
r
p
l
a
y
e
r
)
La
ck
of
ha
vi
ng
pr
od
uc
ts
in
mi
dsiz
e
ca
r
se
g
m
en
t
co
ul
d
res
ult
in
shi
fti
ng
of
lo
ya
l
cu
sto
m
ers
w
ho
ha
sa
de
sir
e
to
up
gr
ad
e
th
eir
ca
rs.
Lo
w
int
eri
or
qu
ali
ty
ins
id
e
th
e
ca
rs.
La
ck
of
ha
vi
ng
pr
od
uc
ts
in
mi
dsiz
e
ca
r
se
g
m
en
t
co
ul
d
res
ult
in
shi
fti
ng
of
lo
ya
l
cu
sto
m
ers
w
ho
ha
sa
de
sir
e
to
up
gr
ad
e
th
eir
ca
rs.
O
p
p
o
r
t
u
n
i
t
y
Pro
du
cts
an
d
ser
vi
ce
ex
pa
nsi
on
Tak
eo
ve
r
Tar
ge
tin
g
hi
gh
mi
dd
le
cla
ss
Eco
no
mi
c
gr
o
wt
h
of
th
e
co
un
try
is
so
un
d
an
d
pr
o
mi
sin
g
in
fut
ur
e.
Big
M
ar
ke
t:
D
o
m
est
ic
an
d
A
br
oa
d
T
h
r
e
a
t
Co
m
pe
titi
on
Ch
ea
pe
r
tec
hn
ol
og
y
Ext
er
na
l
ch
an
ge
s
(g
ov
er
n
m
en
t ,
po
lic
ies
an
d
ta
xe
s
etc
)
Lo
we
r
co
st
co
m
pe
tit
or
or
im
po
rts
Pri
ce
wa
rs
Pro
du
ct
su
bst
itu
tio
n
Customer Obsession
Fast, Flexible and Fast Mover
Innovation and Creativity
Mission:
To provide maximum value for money to their customers through continues improvement of
products and service.
H
R
D
e
p
a
r
t
m
e
n
t
C
o
m
p
a
n
y
v
a
l
u
e
s
i
t
s
h
u
m
a
n
r
e
s
o
u
r
c
e
i
t
c
o
n
s
i
d
e
r
s
a
s
a
v
a
l
u
a
b
l
e
a
s
s
e
t
.
E
m
p
l
o
y
e
e
s
a
r
e
m
o
t
i
v
a
t
e
d
t
o
b
r
i
n
g
o
u
t
t
h
e
b
e
s
t
w
i
t
h
i
n
t
h
e
m
s
a
l
v
e
s
.
P
e
r
f
o
r
m
a
n
c
e
i
s
r
e
c
o
g
n
i
z
e
d
a
n
d
a
p
p
r
o
p
r
i
a
t
e
.
C
o
m
p
a
n
y
i
s
a
l
s
o
i
m
p
l
e
m
e
n
t
i
n
g
s
y
s
t
e
m
o
f
i
n
c
r
e
a
s
i
n
g
s
a
l
a
r
i
e
s
a
c
c
o
r
d
i
n
g
t
o
t
h
e
e
x
p
e
r
i
e
n
c
e
i
n
t
h
e
i
r
d
e
p
a
r
t
m
e
n
t
s
.
T
h
i
s
d
e
p
a
r
t
m
e
n
t
i
n
c
l
u
d
e
s
H
R
m
a
n
a
g
e
r
,
H
R
e
x
e
c
u
t
i
v
e
a
n
d
9
5
e
m
p
l
o
y
e
e
s
.
O
b
j
e
c
t
i
v
e
s
:
M
ai
nt
en
an
ce
of
go
od
e
m
pl
oy
ee
rel
ati
on
shi
p
in
th
e
or
ga
ni
zat
io
n.
Prov
idin
g a
co
mf
orta
ble
wor
kin
g
env
iro
nm
ent
to
our
em
plo
yee
s.
To
dev
elo
p
em
plo
yee
s
skil
l
thr
oug
h
con
tinu
ous
trai
nin
g.
To
pro
mo
te a
bett
er
qua
lity
of
life
.
To
defi
ne
per
son
al
qua
lifi
cati
on
req
uire
me
nt.
To
con
duc
t
and
arra
nge
trai
nin
g
and
kee
p
rec
ord
s.
To
im
ple
me
nt
me
asu
re
to
mo
tiva
te
per
son
al.
To
im
pro
ve
wor
kin
g
con
diti
on.
F
u
n
c
t
i
o
n
s
:
Hi
rin
g
Pro
mo
tion
s
Reas
sig
nm
ent
s
Posit
ion
clas
sifi
cati
on
and
gra
din
g
Salar
y
det
erm
inat
ion
Perf
or
ma
nce
app
rais
al
revi
ew
and
pro
ces
sin
g
Awa
rds
revi
ew
and
pro
ces
sin
g
Pers
onn
el
dat
a
entr
y
and
rec
ord
s
mai
nte
nan
ce
Co
ns
ult
ati
on
an
d
ad
vis
or
y
ser
vi
ce
s
to
m
an
ag
e
m
en
t
an
d
e
m
pl
oy
ee
s
o
Co
nd
uc
t
pr
ob
le
ms
o
Performa
nce
problem
P
o
li
c
y
d
e
v
e
l
o
p
m
e
n
t
T
e
c
h
n
ic
al
p
o
li
c
y
i
n
te
r
p
r
et
at
i
o
n
W
o
r
k
P
e
r
m
it
ti
n
g
I
m
m
i
g
r
at
i
o
n
V
is
a
P
r
o
g
r
a
m
B
e
n
e
fi
ts
o
Healt
h care
insura
nce o
Life
insura
nce
o
Disabi
lity
insura
nce o
Retire
ment
o
Volun
tary
accide
ntal
death
and
disme
mber
ment
insura
nce o
Leave
Transf
er
Progr
am
o
Tuitio
n
Assist
ance
Plan
o
Traini
ng
opport
unitie
s
o C
o
m
bi
ne
d
Fe
de
ral
Ca
m
pa
ig
n
E
m
p
l
o
y
e
e
a
s
s
i
s
t
a
n
c
e
r
e
f
e
r
r
a
l
W
o
r
k
e
r
s
'
c
o
m
p
e
n
s
a
ti
o
n
St
ru
ct
ur
e
of
H
R
D
ep
ar
t
m
en
t:
HR manager
HR executive
E
M
P
L
O
Y
E
E
S
A
T
I
S
F
A
C
T
I
O
N
E
m
p
l
o
y
e
e
S
a
t
i
s
f
a
c
t
i
o
n
i
s
a
p
r
e
r
e
q
u
i
s
i
t
e
f
o
r
t
h
e
c
u
s
t
o
m
e
r
s
a
t
i
s
f
a
c
t
i
o
n
.
E
n
h
a
n
c
e
d
e
m
p
l
o
y
e
e
s
a
t
i
s
f
a
c
t
i
o
n
l
e
a
d
s
t
o
h
i
g
h
e
r
l
e
v
e
l
o
f
e
m
p
l
o
y
e
e
r
e
t
e
n
t
i
o
n
.
A
st
ab
le
an
d
co
m
m
itt
ed
w
or
kf
or
ce
en
su
re
s
su
cc
es
sf
ul
kn
o
wl
ed
ge
tr
an
sf
er,
sh
ar
in
g,
an
d
cr
ea
ti
on
--a
ke
y
to
co
nt
in
uo
us
i
m
pr
ov
e
m
en
t,
in
no
va
ti
on
,
an
d
kn
o
wl
ed
ge
ba
se
d
to
tal
cu
st
o
m
er
sa
tis
fa
cti
on
.
W
h
e
n
c
o
m
p
a
ni
es
ar
e
c
o
m
m
itt
e
d
w
it
h
pr
o
vi
di
n
g
hi
g
h
q
u
al
it
y
pr
o
d
u
ct
s
a
n
d
se
rv
ic
es
;
w
h
e
n
c
o
m
p
a
ni
es
se
t
hi
g
h
w
or
k
st
a
n
d
ar
ds
fo
r
th
ei
r
e
m
pl
o
y
ee
s;
a
n
d
w
h
e
n
e
m
pl
o
y
ee
s
ar
e
e
m
p
o
w
er
e
d
th
ro
u
g
h
tr
ai
ni
n
g
a
n
d
d
e
v
el
o
p
m
e
nt
,
pr
o
vi
d
e
d
w
it
h
k
n
o
w
le
d
g
e
a
n
d
in
fo
r
m
at
io
n,
p
er
m
itt
e
d
to
m
a
k
e
m
is
ta
k
es
w
it
h
o
ut
p
u
ni
sh
m
e
nt
,
a
n
d
tr
us
te
d;
th
e
y
w
ill
e
x
p
er
ie
n
ce
a
n
in
cr
ea
se
in
th
ei
r
le
v
el
of
sa
ti
sf
ac
ti
o
n
at
w
or
k.
T
hi
s
le
v
el
of
sa
ti
sf
ac
ti
o
n
ca
n
b
e
e
n
h
a
n
ce
d
fu
rt
h
er
if
te
a
m
w
or
k
a
n
d
vi
si
o
n
ar
y
le
a
d
er
sh
ip
ar
e
in
tr
o
d
u
ce
d.
C
on
ti
nu
ou
s
i
m
pr
ov
e
m
en
t
co
m
es
fr
o
m
th
e
ef
fo
rts
of
th
e
e
m
po
w
er
ed
e
m
pl
oy
ee
s
m
ot
iv
at
ed
by
vi
si
on
ar
y
le
ad
er
sh
ip
.
T
hi
s
is
su
pp
or
te
d
by
th
e
fi
nd
in
gs
th
at
e
m
po
w
er
m
en
t
an
d
vi
si
on
ar
y
le
ad
er
sh
ip
bo
th
ha
ve
si
gn
ifi
ca
nt
co
rr
el
ati
on
wi
th
e
m
pl
oy
ee
sa
tis
fa
cti
on
.
Te
a
m
w
or
k
is
al
so
su
pp
or
te
d
by
th
e
fi
nd
in
gs
.
In
ad
di
ti
on
,
th
e
st
ud
y
fo
un
d
si
gn
ifi
ca
nt
co
rr
el
ati
on
be
tw
ee
n
e
m
pl
oy
ee
sa
tis
fa
cti
on
an
d
e
m
pl
oy
ee
s
in
te
nt
io
n
to
le
av
e.
T
h
e
su
cc
es
s
of
a
c
or
p
or
at
io
n
d
e
p
e
n
ds
v
er
y
m
u
c
h
o
n
c
us
to
m
er
sa
ti
sf
ac
ti
o
n.
A
hi
g
h
le
v
el
of
c
us
to
m
er
se
rv
ic
e
le
a
ds
to
c
us
to
m
er
re
te
nt
io
n,
th
us
of
fe
ri
n
g
gr
o
w
th
a
n
d
pr
of
it
o
p
p
or
tu
ni
ti
es
to
th
e
or
g
a
ni
za
ti
o
n.
T
h
er
e
is
a
st
ro
n
g
re
la
ti
o
ns
hi
p
b
et
w
ee
n
c
us
to
m
er
sa
ti
sf
ac
ti
o
n
a
n
d
e
m
pl
o
y
ee
satisfaction. Satisfied employees are more likely to stay with company and become
committed and have more likely to be motivated to provide high level of customer service, by
doing so will also further enhance the employees satisfaction through feeling of
achievement. Enhanced employee satisfaction leads to improved employee retention; and
employee stability ensures the successful implementation of continuous improvement and
customer satisfaction. Customer satisfaction will no doubt lead to corporate success and
greater job security.
These will further enhance employee satisfaction. Therefore, employee satisfaction is a
prerequisite for customer satisfaction.
In a company, the satisfaction level of the employees differs, some of the employees are
happy with the facilities provided and some are not, some employees are happy with their job
itself, but some are not, at the same there can be satisfied and unsatisfied employees in a
company receive the same facilities and working condition.
There are various factors that explains the satisfaction of employees in a company, such as
the relation of the employees with the management of the company, salary, rewards and
recognition of the employees for their better performances and innovative ideas, employee
benefits they get from the company, the trust and importance of the employees, the
motivation level of the company, the job and career development of the employees their
different needs like social needs, training needs, financial needs, etc, if employees are happy
with these factors the employees are said to be satisfied.
I have conducted a survey considering all these factors, to know the employee satisfaction
level in the Shubh Motors Pvt Ltd Jabalpur, Automobile branch, which deals in Maruti
Suzuki cars and provides different services of the Maruti Suzuki.
H
U
M
A
N
R
ES
O
U
R
C
ES
M
A
N
A
G
E
M
E
N
T
IS
SU
ES
P
eo
pl
e
ar
e
ou
r
gr
ea
te
st
as
se
t
is
a
m
an
tr
a
th
at
co
m
pa
ni
es
ha
ve
be
en
ch
an
ti
ng
fo
r
ye
ar
s.
B
ut
on
ly
a
fe
w
co
m
pa
ni
es
ha
ve
st
ar
te
d
pu
tti
ng
H
u
m
an
R
es
ou
rc
es
M
an
ag
e
m
en
t
(
H
R
M
)
sy
st
e
m
s
in
pl
ac
e
th
at
su
pp
or
t
th
is
ph
il
os
op
hy
.
T
he
re
ar
e
a
nu
m
be
r
of
ch
all
en
ge
s
in
th
e
In
di
an
in
du
str
y
w
hi
ch
re
qu
ir
e
th
e
se
ri
ou
s
att
en
ti
on
of
H
R
m
an
ag
er
s
to
fi
nd
th
e
ri
gh
t
ca
nd
id
at
e
an
d
bu
il
d
a
c
on
du
cti
ve
w
or
k
en
vi
ro
n
m
en
t
w
hi
ch
wi
ll
be
be
ne
fi
ci
al
fo
r
th
e
e
m
pl
oy
ee
s,
as
w
ell
as
th
e
or
ga
ni
za
ti
on
.
T
he
in
du
str
y
is
al
re
ad
y
un
de
r
str
es
s
on
ac
co
un
t
of
pe
rsi
st
en
t
pr
ob
le
m
s
su
ch
as
att
rit
io
n,
co
nf
id
en
tia
lit
y,
an
d
lo
ya
lty
.
Ot
he
r
pr
ob
le
m
s
ar
e
m
an
ag
in
g
pe
op
le,
m
ot
iv
ati
on
to
ad
op
t
ne
w
te
ch
no
lo
gy
ch
an
ge
s,
re
cr
ui
t
m
en
t
an
d
tr
ai
ni
ng
,
pe
rf
or
m
an
ce
m
an
ag
e
m
en
t,
de
ve
lo
p
m
en
t,
an
d
co
m
pe
ns
ati
on
m
an
ag
e
m
en
t.
W
it
h
th
es
e
ch
all
en
ge
s,
it
is
M
a
n
a
gi
n
g
P
e
o
pl
e
In
vi
e
w
of
th
e
in
du
str
y
dy
na
m
ic
s,
in
th
e
cu
rr
en
t
ti
m
es
,
th
er
e
is
a
gr
ea
te
r
de
m
an
d
fo
r
kn
o
wl
ed
ge
w
or
ke
rs.
R
es
u
m
es
ab
ou
nd
,
ye
t
co
m
pa
ni
es
sti
ll
fe
rv
en
tl
y
se
ar
ch
fo
r
th
e
pe
op
le
w
ho
ca
n
m
ak
e
a
di
ff
er
en
ce
to
th
e
bu
si
ne
ss
.
O
ft
en
tal
en
te
d
pr
of
es
si
on
al
s
en
jo
y
hi
gh
ba
rg
ai
ni
ng
po
w
er
du
e
to
th
ei
r
kn
o
wl
ed
ge
an
d
sk
ill
s
in
ha
nd
.
T
he
att
it
ud
e
is
di
ff
er
en
t
fo
r
th
os
e
w
ho
ar
e
ta
ki
ng
up
re
sp
on
si
bi
lit
ie
s
at
a
le
ss
er
ag
e
an
d
ex
pe
ri
en
ce
.
T
he
se
fa
ct
or
s
ha
ve
re
su
lte
d
in
th
e
cl
ea
r
sh
ift
in
ap
pr
oa
ch
to
in
di
vi
du
ali
ze
d
ca
re
er
m
an
ag
e
m
en
t
fr
o
m
or
ga
ni
za
ti
on
ca
re
er
co
m
m
it
m
en
t.
Research Methodology
Employee satisfaction has been defined as a function of perceived performance and
expectations. It is a persons feeling of pleasure or disappointment resulting from comparing
a products outcome to his/her expectations.
If the performance (Company Services) falls short of expectations, the employee is dissatisfied
and if it matches the expectations, the employee is satisfied. A high satisfaction implies more
purchase/use of the product or service. The process is however, more complicated then it appears.
It is more important for any organization to offer high satisfaction, as it reflects high loyalty and it
will not lead to switching over once a better offer comes in.
Primary data:
Sampling design
The survey was targeted to know the satisfaction level of Employees in the local branch of
Maruti Suzuki, a sample size of 50 was decided to answer the questionnaire. Age group or
experience of employees was not considered, all those who were employees were targeted.
The criterion reserved was:
The respondents should be strictly employees of Shubh Motors branch of Maruti Suzuki.
Research design
On the basis of attributes which have been identified, a questionnaire is prepared. To each
question, there are 5 possible answers out of which one is to be ticked.
Taking the objectives into consideration a questionnaire was prepared to collect the necessary
information from the employees of Maruti Suzuki Shubh Motors branch.
Also I had question direct from the HR manger and HR executive of Maruti Suzuki Shubh
Motors branch.
Data collection:
The primary data for the study was collected with the help of the research questionnaire
designed. The necessary data was collected by means of questionnaires given to the
employees.
Data analysis
Survey was completed and then the data collected was analyzed and interpreted with the help
of charts and graphical forms for better understanding.
Finally based on the analysis, a set of suggestions and recommendations have been forwarded
through the report.
Secondary Data:
Employee satisfaction survey or employee opinion is like a double edged sword which can be
used both against and in favor of the employee. Being in constant touch with the employees
through these tools and acting upon the information gathered can lead to significant results.
Using the result of the survey, management can decide different decision to improve the
employees effectiveness and, hence, increase their productivity.
The data was successfully collected from various sources like web sites, reference guide and
other readymade materials. The knowledge gained from the secondary data was finally
combined with the primary data and hereby presented in this report.
Introduction
Employees are often referred as the internal customers of the organization. Understanding the
attitudes, behavior, their motivations, feelings and issues affecting them and their
performance is an elementary concern for any and every organization, as they play an
extremely important role in shaping and directing the organizations productivity and
achievement of the goals and overall success.
The following factors measure the satisfaction level of the employees:
1. Employee Relation with the management
2. Feedback
3. communication
4. Team Work
5. Trust
6. Employee Career Development
7. Rewards, Recognitions
8. Employee benefits
9. Work culture and physical Environment
10. Training of Employees
The above factors are structured as a questionnaire to collect the needed data to measure the
satisfaction level of the employees
The collected data has been analyzed as follows
Strongly
Agree
Somewh
at
Disagree
Agree
29
14
Agree
5
Strongl
y
Disagre
e
0
60%
50%
40%
Strongly
Agree
Agree
Somewhat
Agree
Disagree
30%
20%
10%
0%
Strongly
Disagree
2
.
I
r
e
c
e
i
v
e
t
i
m
e
l
y
f
e
e
d
b
a
c
k
f
r
o
m
m
y
s
u
p
e
r
v
i
s
o
r
c
o
n
c
e
r
n
i
n
g
m
y
p
e
r
f
o
r
m
a
n
c
e
.
T
a
b
l
e
Strongly
Agree
Agree
14
23
G
M
A
S
A
g
r
e
3
.
M
y
s
u
p
e
r
v
i
s
o
r
g
i
v
e
s
h
o
n
e
s
t
f
e
e
d
b
a
c
k
T
a
b
l
e
:
Strongly
Agree
Agree
24
18
A
Somewhat
Agree
5
Disagre
e
3
T
S
A
g
A
S
A
g
D
S
D
i
s
a
Strongly
Agree
17
Graphical view and
Analysis:
S is approachable and the
Supervisor
supervisor shows
interest A
in their careers, only 4% of the
employees
say they Sare not
satisfied.A
g
The table
D showed the most of employees
satisfied.
S
D
i
5
.
M
y
s
u
p
e
r
v
i
s
o
r
e
x
p
r
e
s
s
e
s
a
n
i
n
t
e
r
e
s
t
i
n
m
y
c
a
r
e
e
r
.
T
a
b
l
e
:
Strongly
Agree
Agree
Somewhat
Agree
Di
14
11
G
A
O
S
A
g
A
S
A
g
D
S
D
i
s
a
6
.
W
h
e
n
c
h
a
n
g
e
s
a
r
e
m
a
d
e
i
n
t
h
e
c
o
m
p
a
n
y
,
t
h
e
i
n
t
e
r
e
s
t
s
o
f
t
h
e
e
m
p
l
o
y
e
e
s
a
r
e
c
o
n
s
i
d
e
r
e
d
?
Table:
Strongly
Agree
11
Agree
20
Somewh
at
Disagree
Agree
14
5
Strong
0
40%
35%
30%
25%
20%
15%
10%
5%
0%
7
.
T
h
e
s
e
n
i
o
r
m
a
n
a
g
e
m
e
n
t
t
e
a
m
c
o
m
m
u
n
i
c
a
t
e
s
h
o
w
w
e
l
l
t
h
e
c
o
m
p
a
n
y
i
s
d
o
i
n
g
?
Table:
Strongly
Agree
18
G
T
Agre
e
20
Somewh
at
Agree
8
Disagre
e
4
Str
Disa
0
A
g
r
e
e
A
S
t
A
g
r
e
e
D
S
D
i
s
a
g
r
e
e
Agree
24
Somewh
at
Agree
5
Disagree
Strongly Disagree
4
5
0
%
4
0
%
3
0
%
2
0
%
1
0
%
0
%
Strongly
Agree
Agree
Somewhat
Agree
Disagree
Strongly
Disagree
9
.
W
o
r
k
i
s
f
a
i
r
l
y
d
i
s
t
r
i
b
u
t
e
d
i
n
m
y
w
o
r
k
g
r
o
u
p
.
Table:
Strongly
Agree
10
Agre
e
29
Somewh
at
Agree
Disagre
e
S
D
S
A
g
r
e
e
A
S
A
g
r
e
e
D
S
D
i
s
a
g
r
e
e
3. C
a
r
e
e
r
D
e
v
e
l
o
p
m
e
n
t
:
1
0.
I
a
m
s
at
is
f
e
d
w
it
h
m
y
jo
b
o
v
e
r
al
l.
Table:
Strongly
Agree
15
Agre
e
23
Somewh
at
Agree
Disagree Strongly D
0
%
S
A
S
A
g
r
e
e
D
S
D
i
s
a
g
r
e
e
1
1
.
T
h
e
r
e
a
r
e
c
l
e
a
r
p
e
r
f
o
r
m
a
n
c
e
s
t
a
n
d
a
r
d
s
f
o
r
m
y
j
o
b
.
T
a
b
l
e
:
Strongly
Agree
Agree
Somewh
at
Agree
31
10
Disagre
e
S
D
S
A
S
A
g
r
e
e
D
S
D
i
s
a
g
r
e
e
1
2.
I
w
o
ul
d
fe
el
c
o
m
fo
rt
a
bl
e
ta
lk
in
g
t
o
m
y
s
u
p
e
rv
is
o
r
a
b
o
u
t
di
v
e
rs
it
y
is
s
u
e
s.
T
a
b
l
e
:
Strongly
Agree
Agree
Somewh
at
Agree
Disagree
Stro
20
0
%
S
A
S
A
g
r
e
e
D
S
D
i
s
a
g
r
e
e
1
3
.
M
y
j
o
b
m
a
k
e
s
g
o
o
d
u
s
e
o
f
m
y
s
k
i
l
l
s
.
T
a
b
l
e
:
Strongly
Agree
14
5
0
Agree
21
Somewh
at
Disagree
Agree
10
S
A
g
A
A
g
D
S
D
i
1
4.
E
m
pl
o
y
e
e
b
e
n
e
f
ts
at
t
h
e
c
o
m
p
a
n
y
a
r
e
c
o
m
m
u
ni
c
at
e
d
cl
e
a
rl
y
t
o
m
e.
T
a
b
l
e
:
G
R
Strongly
Agree
Agree
17
20
S
A
g
Somewha
t
Agree
Disagre
e
r
e
e
A
S
A
g
r
e
e
D
S
D
i
s
a
g
r
e
e
Agree
Somewh
at
Agree
Disagree
15
25
Strongly
Disagree
0
Strongly
Agree
5
0
%
Agree
4
0
%
Somewhat
Agree
3
0
%
Disagree
Strongly
Disagree
2
0
%
1
0
%
0
%
Strongly
Agree
Agree
Somewh
at
Agree
Disagree
Strongly Disagree
13
21
10
t
h
a
t
o
n
ly
s
e
nior
emplo
yees
are
5
0
%
4
0
%
3
0
%
2
0
%
1
0
%
0
%
Strongly
Agree
Agree
Somewh
at
Agree
Disagre
e
Strongly
Disagr
ee
1
7
.
T
h
e
r
e
i
s
a
c
l
e
a
r
c
o
n
n
e
c
t
i
o
n
b
e
t
w
e
e
n
h
o
w
e
f
f
e
c
t
i
v
e
l
y
I
w
o
r
k
a
n
d
h
o
w
m
u
c
h
I
a
m
p
a
i
d
.
T
a
b
l
e
Strongly
Agree
Agree
Somewh
at
Agree
Disagree
Strong
24
10
12
not paid.
Graphical view and Analysis:
The above tables showed most of the
employees agree
that there is a connection that how
effectively they
work, they are paid more. Only 20% of
them
somewhat agreed and 24%disagreed
because they are
S
A
g
A
S
A
g
D
S
D
i
Strongly
Agree
Agree
Somewh
at
Agree
Disagree
Strong
11
21
17
11
G
M
0
%
S
A
g
r
e
e
A
S
A
g
r
e
e
D
S
D
i
s
a
g
r
e
e
1
9
.
E
m
p
l
o
y
e
e
s
a
r
e
r
e
c
o
g
n
i
z
e
d
f
o
r
i
n
n
o
v
a
t
i
v
e
i
d
e
a
s
.
T
a
b
l
e
:
Strongly
Agree
Agree
Somewh
at
Agree
Disagree
Strong
10
25
S
A
g
A
S
A
g
D
S
D
i
W
2
0
.
I
b
e
l
i
e
v
e
t
h
a
t
m
y
o
f
f
i
c
e
i
s
s
t
a
f
f
e
d
a
d
e
q
u
a
t
e
l
y
t
o
a
c
h
i
e
v
e
o
u
r
s
e
r
v
i
c
e
g
o
a
l
s
T
a
b
l
e
:
Strongly
Agree
Agree
Somewh
at
Agree
Disagree
Strong
33
G
M
S
A
S
A
g
r
e
e
D
S
D
i
s
a
g
r
e
e
Agree
Somewh
at
Agree
Disagree
Strongly Disagree
10
27
10
60%
50%
40%
Strongly
Agree
Agree
Somewhat
Agree
30%
20%
10%
Disagree
Strongly
Disagree
0%
Strongly
Agree
Agree
Somewh
at
Agree
Disagree
Strongly Disagree
27
11
0
20%
10%
60
%
50
%
40
%
30
%
0%
Agree
Strongly
Agree
Agree
So
me
wh
at
Disagree
Strongly
Disagree
Trai
ning
of
Empl
oyee
s:
2
3
.
I
r
e
c
e
i
v
e
a
d
e
q
u
a
t
e
t
r
a
i
n
i
n
g
f
o
r
m
y
c
u
r
r
e
n
t
j
o
b
r
e
s
p
o
n
s
i
b
il
it
i
e
s
.
T
a
b
l
e
:
Strongly
Agree
Agree
Somewh
at
Agree
Disagree
Strong
12
27
G
M
S
A
g
r
e
e
A
S
A
g
r
e
e
D
S
D
i
s
a
g
r
e
e
2
4.
I
r
e
c
ei
v
e
c
r
o
s
sjo
b
tr
ai
ni
n
g
t
o
d
e
v
el
o
p
m
y
c
a
r
e
e
r
in
o
t
h
e
r
p
o
si
ti
o
n
s.
T
a
bl
e:
G
E
Strongly
Agree
Agree
Somewh
at
Agree
Disagree
Stron
10
24
10
S
A
g
A
S
A
g
D
S
D
i
s
a
2
5
.
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h
a
t
i
s
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m
o
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p
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e
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k
i
n
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r
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o
r
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h
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o
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.
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.
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h
e
r
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a
s
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ll
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u
m
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s
a
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y
a
r
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a
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t
.
2
6
.
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h
a
t
is
it
t
h
a
t
y
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u
a
r
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n
o
t
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rt
a
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le
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r
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o
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g
h
t
n
o
w
?
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o
r
t
hi
s
q
u
e
st
io
n
I
g
ot
di
ff
e
r
e
n
t
a
n
s
w
er
.
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o
m
e
of
t
h
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e
m
pl
o
y
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e
s
a
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ot
h
a
p
p
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it
h
t
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m
in
g
of
t
h
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o
m
p
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d
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o
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e
of
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s
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a
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h
is
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ai
d
to
t
h
e
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.
F
i
n
d
i
n
g
s
:
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o
k
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o
w
t
h
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v
e
r
al
l
s
at
is
fa
ct
io
n
of
t
h
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e
m
pl
o
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s,
e
m
pl
o
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s
a
r
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c
at
e
g
o
ri
z
e
d
in
to
4
c
at
e
g
o
ri
e
s:
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ig
h
s
at
is
fi
e
d
e
m
pl
o
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s,
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o
d
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r
at
e
s
at
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d
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m
pl
o
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le
s
s
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at
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m
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o
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s
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n
d
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s
at
is
fi
e
d
e
m
pl
o
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e
e
s.
1
.
E
m
p
l
o
y
e
e
R
e
l
a
t
i
o
n
w
i
t
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t
h
e
m
a
n
a
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t
,
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e
e
d
b
a
c
k
a
n
d
c
o
m
m
u
n
i
c
a
t
i
o
n
:
F
r
o
m
t
h
e
a
b
o
v
e
d
a
t
a
c
al
c
u
la
t
e
d
,
it
is
k
n
o
w
n
t
h
a
t
e
m
p
lo
y
e
e
s
h
a
v
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el
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ti
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it
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r
m
a
n
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e
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t,
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ei
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m
el
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a
n
d
h
o
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st
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d
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a
c
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o
m
t
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ei
r
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p
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o
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it
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n
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a
s
m
o
st
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f
t
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m
p
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s
(
3
6
%
)
c
o
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n
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t
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p
lo
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o
m
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ti
s
fi
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d
(
3
3
%
)
t
h
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le
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r
el
a
ti
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e
M
a
n
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g
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m
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t
a
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n
h
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n
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m
el
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d
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a
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k.
B
u
t
1
7
%
of
t
h
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e
m
pl
o
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s
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r
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h
a
p
p
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el
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n
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h
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h
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v
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h
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h
ei
r
m
a
n
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g
e
m
e
n
t
b
e
c
a
u
s
e:
T
h
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a
y
t
h
e
i
r
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p
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r
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p
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t
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c
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a
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h
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a
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c
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m
p
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y.
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h
e
m
a
n
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g
e
m
e
n
t
n
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t
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l
w
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y
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o
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p
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s
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u
n
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i
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.
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s
m
al
l
p
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e
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t
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g
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o
f
t
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e
e
m
p
lo
y
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s
(
5
%
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a
r
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o
t
s
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ti
s
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e
d
a
t
al
l,
w
it
h
t
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e
r
el
a
ti
o
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v
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r
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a
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v
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h
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s
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y
t
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o
n
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r
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m
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a
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h
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a
r
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i
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d
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a
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r
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u
l
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a
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s
.
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h
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y
a
r
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c
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n
s
i
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a
t
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ll
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n
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b
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n
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m
a
d
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n
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c
o
m
p
a
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y.
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h
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r
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o
m
m
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n
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s
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g
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h
e
p
o
s
si
bl
e
r
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a
s
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n
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e
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n
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t
hi
s
c
o
ul
d
b
e
t
h
at
:
T
h
e
y
m
a
y
n
o
t
b
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t
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k
e
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m
p
l
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s
.
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h
e
c
o
m
p
a
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m
a
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e
w
il
li
n
g
t
o
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a
r
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o
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r
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t
s
w
it
h
a
ll
t
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e
m
p
l
o
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s
.
T
h
e
ir
j
o
b
w
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n
t
b
e
o
f
t
h
a
t
i
m
p
o
r
t
a
n
c
e
.
2
.
T
e
a
m
W
o
r
k
a
n
d
T
r
u
s
t
T
e
a
m
w
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r
k
a
n
d
tr
u
st
i
n
t
h
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o
m
p
a
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y
a
r
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t
w
o
m
o
st
i
m
p
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rt
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a
c
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n
d
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s
u
c
c
e
s
s
o
f
a
n
y
c
o
m
p
a
n
y,
a
s
it
u
ti
li
z
e
s
m
u
t
u
al
e
ff
o
rt
s
t
o
a
c
h
ie
v
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g
o
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s
a
n
d
o
b
je
c
ti
v
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c
o
m
p
a
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ll
t
h
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a
p
p
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s
fi
e
d
,
t
h
a
t
t
h
e
c
o
m
p
a
n
y
e
n
c
o
u
r
a
g
e
s
a
n
d
s
u
p
p
o
rt
s
t
e
a
m
w
o
r
k,
w
h
ic
h
is
a
k
e
y
t
o
t
h
ei
r
s
u
c
c
e
s
s.
B
u
t
a
fe
w
e
m
pl
o
y
e
e
s
a
r
e
le
s
s
s
at
is
fi
e
d
w
it
h
t
h
e
te
a
m
w
o
r
k,
t
h
e
p
o
s
si
bl
e
r
e
a
s
o
n
b
e
hi
n
d
t
hi
s
c
o
ul
d
b
e:
T
h
e
i
r
j
o
b
c
o
u
l
d
b
e
o
f
i
n
d
i
v
i
d
u
a
l
n
a
t
u
r
e
.
T
h
e
e
m
p
l
o
y
e
e
s
t
h
e
m
s
e
l
v
e
s
m
a
y
n
o
t
i
n
t
e
r
e
s
t
t
o
w
o
r
k
i
n
t
e
a
m
s.
T
r
u
st
is
a
n
o
t
h
e
r
i
m
p
o
rt
a
n
t
f
a
c
t
o
r
t
o
b
e
b
u
il
t
i
n
a
n
y
c
o
m
p
a
n
y,
2
4
%
o
f
t
h
e
e
m
p
lo
y
e
e
s
a
r
e
h
i
g
h
ly
a
g
r
e
e
d
t
h
a
t
t
h
e
r
e
is
a
h
i
g
h
ly
tr
u
st
i
n
t
h
e
c
o
m
p
a
n
y,
2
0
%
a
r
e
m
o
d
e
r
a
t
el
y
a
g
r
e
e
d
,
b
u
t
4
0
%
s
a
y
t
h
e
r
e
is
tr
u
st
b
u
t
n
o
t
al
w
a
y
s,
t
h
e
y
a
r
e
le
s
s
s
a
ti
s
fi
e
d
w
it
h
t
h
e
T
r
u
st
f
a
c
t
o
r
i
n
t
h
e
c
o
m
p
a
n
y,
w
h
e
r
e
a
s
1
6
%
o
f
t
h
e
e
m
p
lo
y
e
e
s
s
a
y
t
h
a
t
t
h
e
r
e
is
n
o
tr
u
st
i
n
t
h
e
c
o
m
p
a
n
y,
w
h
ic
h
is
a
n
i
m
p
o
rt
a
n
t
q
u
e
st
io
n
a
ri
s
e
s,
b
u
t
t
h
e
f
ol
lo
w
i
n
g
c
o
u
l
d
b
e
t
h
e
p
o
s
si
b
le
r
e
a
s
o
n
s:
T
h
e
s
e
e
m
p
l
o
y
e
e
s
m
a
y
n
o
t
a
g
o
o
d
r
e
l
a
t
i
o
n
w
i
t
h
t
h
e
i
r
s
u
p
e
r
v
i
s
o
r
.
F
ai
rl
T
h
e
y
m
a
y
b
e
n
e
w
c
o
m
e
r
s
t
o
t
h
e
c
o
m
p
a
n
y.
T
h
e
c
o
m
p
a
n
y
m
a
y
h
a
v
e
t
r
u
s
t
o
n
s
p
e
c
i
fi
c
k
e
y
e
m
p
l
o
y
e
e
s
.
y
d
is
tr
i
b
u
ti
o
n
is
a
n
o
t
h
e
r
f
a
c
t
o
r
le
a
d
s
t
o
s
a
ti
sf
a
c
ti
o
n
o
f
t
h
e
e
m
p
lo
y
e
e
s,
4
0
%
o
f
t
h
e
e
m
p
lo
y
e
e
s
a
r
e
m
o
d
e
r
a
t
el
y
s
a
ti
s
fi
e
d
w
it
h
t
h
e
d
is
tr
i
b
u
ti
o
n
o
f
w
o
r
k
i
n
t
h
e
c
o
m
p
a
n
y,
w
h
e
r
e
a
s
3
4
%
a
r
e
n
o
t
h
a
p
p
y
w
it
h
it
.
3
.
C
a
r
e
e
r
D
e
v
e
l
o
p
m
e
n
t
A
v
e
r
y
i
m
p
o
rt
a
n
t
fa
ct
o
r
t
h
at
le
a
d
s
to
s
at
is
fa
ct
io
n
of
t
h
e
e
m
pl
o
y
e
e
s
is
t
h
ei
r
c
a
r
e
e
r
d
e
v
el
o
p
m
e
n
t.
E
m
pl
o
y
e
e
s
a
r
e
lo
o
ki
n
g
fo
r
t
h
e
o
p
p
o
rt
u
ni
ti
e
s
to
d
e
v
el
o
p
t
h
ei
r
c
a
r
e
er
,
b
e
si
d
e
s
p
r
o
vi
di
n
g
b
e
st
s
e
r
vi
c
e
s
to
t
h
e
c
o
m
p
a
n
y.
M
o
st
of
t
h
e
e
m
pl
o
y
e
e
s
a
r
e
s
at
is
fi
e
d
w
it
h
t
h
ei
r
jo
b
s,
b
u
t
4
%
a
r
e
n
ot
s
at
is
fi
e
d
w
it
h
t
h
ei
r
jo
b
s,
t
h
e
y
s
a
y
t
h
e
y
d
o
n
t
h
a
v
e
cl
e
a
r
p
e
rf
o
r
m
a
n
c
e
st
a
n
d
a
r
d
s
s
et
fo
r
t
h
e
m
,
t
h
e
y
a
r
e
tr
yi
n
g
b
e
st
,
b
u
t
d
o
n
t
k
n
o
w
h
o
w
m
u
c
h
a
n
d
h
o
w
w
el
l
w
e
d
el
iv
e
r
e
d.
B
u
t
s
o
m
e
s
a
y
s
t
h
at
t
h
e
y
d
o
n
t
fe
el
c
o
m
fo
rt
a
bl
e,
s
p
e
a
ki
n
g
w
it
h
t
h
ei
r
s
u
p
e
r
vi
s
o
r
a
b
o
u
t
t
h
ei
r
c
a
r
e
er
.
4
.
R
e
w
a
r
d
s
a
n
d
E
m
p
l
o
y
e
e
b
e
n
e
f
i
t
s
R
e
w
a
r
d
s
a
n
d
b
e
n
e
fi
ts
a
r
e
n
o
nm
o
n
et
a
r
y
m
ot
iv
at
in
g
to
ol
s
u
s
e
d
fo
r
e
n
h
a
n
ci
n
g
e
m
pl
o
y
e
e
s
p
e
rf
o
r
m
a
n
c
e
a
n
d
le
a
d
s
to
s
at
is
fa
ct
io
n.
S
o
m
e
of
t
h
e
e
m
pl
o
y
e
e
s
a
r
e
s
at
is
fi
e
d
w
it
h
t
h
e
r
e
w
a
r
d
s
a
n
d
b
e
n
e
fi
ts
t
h
e
y
g
et
fr
o
m
t
h
e
c
o
m
p
a
n
y,
t
h
e
y
s
a
y
B
e
n
e
fi
t
s
a
r
e
c
l
e
a
r
l
y
c
o
m
m
u
n
i
c
a
t
e
d
w
i
t
h
t
h
e
m
T
h
e
y
a
r
e
h
a
p
p
y
w
it
h
t
h
e
ir
s
a
l
a
r
y.
T
h
e
y
a
r
e
r
e
c
o
g
n
i
z
e
d
a
n
d
r
e
w
a
r
d
e
d
f
o
r
t
h
e
ir
u
s
e
f
u
l
i
d
e
a
s.
B
u
t
s
o
m
e
of
t
h
e
e
m
pl
o
y
e
e
s
a
r
e
n
ot
s
at
is
fi
e
d
w
it
h
t
h
e
b
e
n
e
fi
ts
a
n
d
r
e
w
a
r
d
s,
t
h
e
y
s
a
y:
T
h
e
i
r
s
a
l
a
r
y
i
s
l
o
w
,
a
n
d
t
h
e
y
a
r
e
n
o
t
f
a
i
r
l
y
p
a
i
d
b
y
t
h
e
c
o
m
p
a
n
y
.
E
m
p
l
o
y
e
e
b
e
n
e
fi
t
s
d
o
n
t
m
e
e
t
t
h
e
ir
n
e
e
d
s
T
h
e
y
a
r
e
n
o
t
r
e
w
a
r
d
e
d
o
r
r
e
c
o
g
n
i
z
e
d
f
o
r
t
h
e
ir
i
n
n
o
v
a
ti
v
e
i
d
e
a
s.
B
u
t
al
l
t
h
e
e
m
pl
o
y
e
e
s
a
g
r
e
e
t
h
at
t
h
e
r
e
is
a
cl
e
a
r
c
o
n
n
e
ct
io
n
w
it
h
t
h
e
e
ff
o
rt
s
d
el
iv
e
r
e
d
a
n
d
t
h
e
s
al
a
r
y
r
e
c
ei
v
e
d
5
.
W
o
r
k
c
u
l
t
u
r
e
a
n
d
E
n
v
i
r
o
n
m
e
n
t
:
T
h
e
c
o
m
p
a
n
y
o
ff
e
rs
fl
e
xi
bl
e
w
o
r
k
h
o
u
rs
,
m
o
st
of
t
h
e
e
m
pl
o
y
e
e
s
a
r
e
h
a
p
p
y
w
it
h
t
h
e
m
,
e
m
pl
o
y
e
e
s
g
et
o
p
p
o
rt
u
ni
ti
e
s
to
g
r
o
w
p
r
of
e
s
si
o
n
al
ly
a
s
w
el
l
a
s
p
e
rs
o
n
al
ly
.
A
ll
t
h
e
e
m
pl
o
y
e
e
s
a
r
e
h
a
p
p
y
a
n
d
s
at
is
fi
e
d
w
it
h
w
o
r
ki
n
g
c
ul
t
u
r
e
a
n
d
t
h
e
w
o
r
ki
n
g
e
n
vi
r
o
n
m
e
n
t
p
r
o
vi
d
e
d
to
t
h
e
m
.
T
h
e
y
s
a
y:
T
h
e
o
f
fi
c
e
i
s
a
d
e
q
u
a
t
e
l
y
s
t
a
f
f
e
d
.
T
h
e
y
a
r
e
p
e
r
m
it
t
e
d
t
o
fl
e
x
i
b
l
e
h
o
u
r
s
w
o
r
k
i
n
g
.
A
n
d
t
h
e
y
a
r
e
h
a
p
p
y
w
it
h
t
h
e
p
h
y
si
c
a
l
e
n
v
ir
o
n
m
e
n
t.
6
.
T
r
a
i
n
i
n
g
o
f
E
m
p
l
o
y
e
e
s
:
A
ll
t
h
e
e
m
pl
o
y
e
e
s
r
e
c
ei
v
e
e
n
o
u
g
h
tr
ai
ni
n
g
b
ot
h
fo
r
t
h
e
r
e
q
ui
r
e
m
e
n
ts
of
t
h
ei
r
c
u
rr
e
n
t
jo
b
s
a
s
w
el
l
a
s
c
r
o
s
sjo
b
tr
ai
ni
n
g
to
d
e
v
el
o
p
t
h
ei
r
c
a
r
e
e
r
in
ot
h
e
r
p
o
si
ti
o
n
s.
B
u
t
a
s
m
al
l
n
u
m
b
e
r
of
e
m
pl
o
y
e
e
s
a
r
e
n
ot
h
a
p
p
y
w
it
h
t
h
e
tr
ai
ni
n
g
o
p
p
o
rt
u
ni
ti
e
s
a
v
ai
la
bl
e
to
t
h
e
m
,
s
o
m
e
s
ai
d
t
h
at
t
h
e
y
d
o
n
t
r
e
c
ei
v
e
e
n
o
u
g
h
tr
ai
ni
n
g
fo
r
t
h
ei
r
c
u
rr
e
n
t
jo
b
s,
a
n
d
s
o
m
e
s
ai
d
t
h
at
t
h
e
y
d
o
n
t
r
e
c
ei
v
e
c
r
o
s
sjo
b
tr
ai
ni
n
g
a
n
d
a
r
e
st
u
c
k
to
t
h
e
p
r
e
s
e
n
t
jo
b
o
nl
y.
O
b
s
e
r
v
a
ti
o
n
G
e
n
e
r
al
ly
,
t
h
e
e
m
p
lo
y
e
e
s
lo
o
k
s
a
ti
s
fi
e
d
,
t
h
e
y
a
r
e
p
r
o
vi
d
e
d
w
it
h
q
u
it
e
s
a
ti
sf
a
c
t
o
r
y
f
a
ci
li
ti
e
s
a
n
d
b
e
n
e
fi
ts
,
b
u
t
it
is
n
a
t
u
r
al
ly
,
al
l
e
m
p
lo
y
e
e
s
c
a
n
t
b
e
s
a
ti
s
fi
e
d
a
t
o
n
e
ti
m
e,
s
o
m
e
m
a
y
b
e
s
a
ti
s
fi
e
d
w
it
h
t
h
e
s
a
m
e
c
o
n
d
it
io
n
s
p
r
o
vi
d
e
d
,
b
u
t
s
o
m
e
m
a
y
n
o
t,
h
o
w
e
v
e
r
t
h
e
a
b
o
v
e
s
u
r
v
e
y
is
o
b
s
e
r
v
e
d
a
s
f
ol
lo
w
s:
T
h
e
y
h
a
v
e
g
o
o
d
r
e
l
a
t
i
o
n
w
i
t
h
t
h
e
i
r
M
a
n
a
g
e
m
e
n
t
;
t
h
e
i
r
m
a
n
a
g
e
m
e
n
t
i
s
a
l
w
a
y
s
s
u
p
p
o
r
t
i
v
e
t
o
t
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a
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a
g
e
m
e
n
t.
B
I
B
L
I
O
G
R
A
P
H
Y
R
ef
er
en
ce
s:
1. Inte
rnet
www.
citehr.
com
www.
quick
mba.c
om
www.
scribd
.com
www.
wikipe
dia.co
m
2. On
sig
ht
www.M
arutisu
zuki.co
m
Annexure:
Employee Satisfaction Survey:
Strongly
Disagree
Strongly
Disagree Disagree
Strongly
Disagree Disagree
Strongly
Disagree Disagree
Strongly
Disagree Disagree
Strongly
Disagree Disagree
Strongly
Disagree Disagree
Career
Development:
11. I am satisfied with my job overall.
Somewhat
Strongly Agree
Agree Agree
Strongly
Disagree Disagree
Strongly
Disagree Disagree
Strongly
Disagree Disagree
Strongly
Disagree Disagree
1
6. Employee benefits meet my needs.
Strongly
Somewhat
Agree
Agree Agree
Disagre
e
Strongly
Disagree
1
7. I am fairly paid for the work I do.
Strongly
Somewhat
Agree
Agree Agree
Disagre
e
Strongly
Disagree
Disagre
e
Strongly
Disagree
Disagre
e
Strongly
Disagree
Somewhat
Agree Agree
Disagre
e
Strongly
Disagree
Disagre
e
Strongly
Disagree
Training of
Employees:
24. I receive adequate training for my current job
responsibilities.
Strongly
Somewhat
Strongly
Agree
Agree Agree
Disagree Disagree
Suggestions
26.
What is the most important aspect of your job that influences
your decision to continue working here?
27.
What is it that you are not comfortable in your job right now?
28.