BIO_Sec_C_Group_7

7/31/2019 BIO_Sec_C_Group_7

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PROJECT FOR BEHAVIOURAL ORGANIZATION

Employment Satisfaction

Survey Analysis

Submitted to

Prof. Shailendra Singh

Section C Group 7

Abhilasha Sharma ABM/08/007

Ashish Bhakuni ABM/08/008

Manish Agarwal PGP/27/160

Manish Pushkar PGP/27/161

Shashank Srivastava PGP/27/181

Siddhant Bansal ABM/08/010


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Table of Contents

Acknowledgement Introduction Survey Statistics and Analysis Communication Rewards and Recognition Job Satisfaction Training and Development Conclusion References


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Acknowledgement

We would like to express our sincere thanks and appreciations to the employees who willingly took some

time out from their busy schedule to fill the survey. We are highly indebted to our Behavioural

Organization instructor Prof. Shailendra Singh for his teachings, guidance, constant supervision and

encouragement which helped us in completion of this project.

Group 7, Section C


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Introduction

Employeesatisfaction 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 employeesatisfaction, which wise employers would do well to

implement.

To measure employeesatisfaction, many companies will have mandatory surveys or face-to-face meetings

with employees to gain information. Both of these tactics have pros and cons, 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 employeesatisfaction, and can

be great tools to identify specific problems leading to lowered morale.

Survey Statistics& Analysis

Topic:Employee Satisfaction at Workplace

The survey was floated online via various communication means. The survey consisted of 27 questions

addressing various aspects of one job life. Other than few general questions there were four main aspects

that the questions focussed on were

Communication Recognition and Rewards Training and Development Job Satisfaction

We got an overwhelming response from 127 people.

Distribution of Respondents

Gender: Males 72%, Females 28%

18

3732

13

Age Groups

Below 23

23 to 26

26 to 30

Above 30

48

24

14

8

6

Job Sectors

Information

TechnologyManufacturing

BFSI

Consulting

Others


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The responses were very varied in their views, but we could find out a particular pattern in the survey

results depending on the gender, sector, and age. Few of the key points in the survey were.

Communicationo People are generally dissatisfied with the flow of communication in the organization.

Dissatisfaction was seen to be more in Indian companies.o Manufacturing company seems to be relatively more dissatisfied with the flow of

information.

o There was general willingness among employee to be part of more decision making in theorganization.

Recognition and Rewardso Dissatisfaction due to less pay was common across various sectors. It was found to be

highest in the information technology sector.

oBFSI and consulting were relatively satisfied with the recognition and rewards in theirorganization.

o Employees were not happy with the recognition they got at their work place. Theycomplaint of lots of politics and not having a well defined transparent policy of

recognizing work.

Job Satisfactiono Job dissatisfaction was mainly caused due to low quality of work and less pay.o Females were generally more satisfied with their jobs than their male counterparts.o People in age group above 30 were more satisfied. Younger group seemed to be

unsatisfied, with many of them looking for a job switch.o People in the Information Technology sector seemed to most dissatisfied with their jobs

where as people in the BFSI domain seemed to be relatively satisfied with their job

Training and Developmento Consulting firms and BFSI were relatively more satisfied with the training and

development activities

oThere was dissatisfaction amongst employees in manufacturing sector about lack ofpersonality development opportunities

o Older employees found themselves uncomfortable with rapidly changing technology andlack of training to cope up with that.


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Based on our survey we realized the importance of four main aspects related to employee satisfaction in an

organization. Here we discuss the four aspects in details.

Communication

Importance of Communication

Managers spend more than three fourths of their time in communicating exchanging information.Communication is found to make the biggest relative contribution to the effectiveness of managers. Orin other words, good communicators are more likely to be adjudged as effective managers.

The Communication Process

Communication Functions

Control Member Behaviour Foster motivation for what is to be done Provide a release for emotional expression

Communication Channels

Channel is the medium selected by the sender through which the message travels to the receiver

Communication is the Transference and the Understanding ofMeaning. Communication requires a sender, a message, and anintended recipient, although the receiver need not be present or awareof the sender's intent to communicate at the time of communication;thus communication can occur across vast distances in time andspace. Communication requires that the communicating parties sharean area of communicative commonality. The communication processis complete once the receiver has understood the message of thesender.

Sender

Message to

be sent

Encoding

Message Channel

Receiver

Message

Received

Message

Decoding

Noise

Feedback


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Types of Channel

Formal Channels:Are established by the organization and transmit messages that are related to theprofessional activities of members.

Informal Channels: Used to transmit personal or social messages in the organization. Theseinformal channels are spontaneous and emerge as a response to individual choices.

Direction of Communication:

Upward: Communication flows to a higher level in the group or organization. It is used toprovide feedback to higher-ups, inform them of progress toward goals, and relay current

problems

Downward:Communication flows from one level of a group or organization to a lower level Lateral:Communication takes place among members of the same work group, work groups at

the same level, among managers at the same level, or among any other horizontally equivalent

personnel.

Interpersonal Communication

Type of Communication Advantage DisadvantageOral Speed and Feedback Distortion of the message

Written Tangible and Verifiable Time consuming and lacks feedbackNon-verbal Provides observable expression

of emotions and feelingsMisperception can influence receiversinterpretation of message

Barriers to Effective Communication

Filtering: Selective Perception: Information Overload: Emotions Language Communication Apprehension Gender Differences

Findings

79% of the employees surveyed felt that Corporate Communication kept them well informed about

whats happening in the company. 77% believed the information they receive to be accurate and honest.

Majority of them around 71% didnt reply in positive when asked whether they feel free to communicate

their own suggestions to the higher management. But 55% said that the corporate communication on

the whole has improved in the last few years. Overall 65% of the respondents said that they were

satisfied with the amount of quality communication at the company.

Recommendation

Employee feedback and participation should be encouraged and should be acted upon. Apart fromcreating a fair and open-minded environment organizations should remove as many barriers as possible.


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Recognition & Rewards

People will forget what you said,People will forget what you did,

But people will never forget,how you made them feel.

In addition to money, most people love receiving largeamounts of praise and recognition for theiraccomplishments. A good leader will make his followersfeel important. They will seek to create environments

where their followers are rewarded for their hard workand success. While the concept of rewards andrecognition is not new, it is an indispensable tool forleaders who want to succeed. Reward and Recognitionplays a part in at least these areas

Employee Satisfactioninfluencing retention and motivation Performance Managementcreating a workplaceenvironment that provides positive reinforcement

Difference between Reward and Recognition

The primary difference between reward and recognition is the motivating force. Reward systems use

tangible items to motivate employees because theywantwhat the organization is offering. The reward is

identified upfront, has a monetary value and is essentially a contract offering a particular prize for a

specific performance. An award or recognition can be both formal and informal.

As part of Employee Satisfaction, here are criteria for successful reward systems:

match the reward to the person match the reward to the achievement be timely and specific

Successful Reward Systems

As Performance Management, here are some suggested criteria for successful reward systems:

Reward systems need to have a positive impact on behavior contingent on achieving desired performance levels rather than on merely doing certain tasks meaningful and valuable to the individual based on objective and attainable goals open to all, and not based on a competitive struggle within the workplace (everyone can win) balanced between conditions in the workplace (extrinsic) and fulfillment of individual needs and

wants (intrinsic) Reward systems need to focus efforts on serving the customer (internal or external) Reward systems need to enhance collaboration within the workplace


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Informal Awards

One study suggests that informal rewards are the most effective. Further, these motivating

techniques were ranked as the top five:

The manager personally congratulates employees who do a good job The manager writes personal notes about good performance The organization uses performance as the basis for promotion The manager publicly recognizes employees for good performance The manager holds morale-building meetings to celebrate successes

Tactics for implementing an Informal reward system include

Linking to organizational goals Defining parameters and mechanics Obtain commitment and support Monitor effectiveness, and change when the rewards are no longer special

Link to formal rewards programs

Basics for Effective Rewards and Recognition

Use the persons name Strive to be timely The compliment is the only topic discussed Make it specific so the person knows why they are getting the recognition Describe how what they did helps the organization; how it will be used Follow-up a verbal compliment with a note Make it public if appropriate, especially if the performer could serve as a resource

Tips for No-Money Reward and Recognition Post a thank-you note on the employee's or team members office door. Have your director call an employee or team member to thank him or her for a job well done,

or have the same person visit the employee at his or her workplace. Greet employees and colleagues by name when you pass their desks or pass them in the hall.

Even if people respond in small ways, it all adds up.

In fact, an employee's positive attitude can affect a company's bottom line. Employees who are pleased

with their work life reported customer satisfaction scores 38% higher than those with less satisfied

workers. These companies also enjoyed 22% higher productivity ratings and 27% higher profits.On the other hand, disengaged workers cost employers $292 billion to $355 billion a year. Plus these

workers are absent more often and are far less loyal to employers. Of the more than 100 employees

surveyed, one in three cited employee turnover as a significant factor in quality of service. Considering

more than 60% of respondents were consistently less than satisfied with customer service, keeping your

best people is of paramount importance.


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Job Satisfaction

Out of people surveyed, 67% are happy with the co-workerperformance and cooperation. Out of this, around 33% people are

very satisfied with this. It means there is a presence of synergyamong the employees and they have the ability to perform well in

teamsAbout 63% of respondents say the company or the job fulfilsor exceeds their expectations. When the organisation exceedsexpectations, then it augments the satisfaction level among theemployees. Sometimes in lure of pay-packages, people go forcompanies where they are not able to meet their expected growth or

work profile.

Cooperation in team

Good team cooperation encompasses following characteristics: Independence, kindness and taking responsibility are the most important co-worker's

characteristics.In the modern world, no matter what work we are doing you need to cooperatewith other people.

Our moral world is very important, kindness is also significant for the cooperation. Because wewill stay with our co-workers a long time during the work time, we need to be so kind that wecan get along well with our co-workers easily.

Taking responsibility should be advocated higher and higher. We person must takeresponsibilities for what we have done.

To foster co-worker cooperation and performance, senior managers must pay careful attention to awhole system of practices, processes, behaviours, and norms. These include hiring, induction, mentoring,rewards, peer-to-peer working, and social responsibility.

Hiring: the company should have a program designed to attract and retain a high proportion ofpeople who are naturally cooperative. The program should weed out naturally uncooperative andhighly competitive people.

Induction: Management should understand that within the first six weeks of joining a company,the socialization process is well under way, and norms of behaviour are beginning to emerge.

The company must focus during that period on building strong, positive relationships. Rewards:Individualized, highly competitive rewards act as a strong disincentive to the cooperative

mind-set. When people are pitted against each other, their motivation is to compete rather thanto cooperate.

Expectations/Communication from Organisation

Following are the suggestions to meet employee expectations Review the needs of your company and determine how your employee will best serve to help you

meet those needs. He may be more detail-oriented and introverted, or he may more of a teamleader, easily able to rally a team into action and productivity

Strategize how each employee's expectations mesh with their co-workers. If one employee'sproject relies on the work of another, ensure that their duties and schedules align and that they

coordinate to help one another to meet the company's expectations of them Inform your employee that he will be accountable for quality, quantity and timeliness of his job

responsibilities.


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Communicate frequently with your employee. Don't let problems boil over and don't wait until ayearly evaluation to express your concerns with your employee's ability to meet yourexpectations.

Motivation and Satisfaction

Performance appraisal provides employees with recognition for their work efforts. The power of socialrecognition as an incentive has been long noted. In fact, there is evidence that human beings will evenprefer negative recognition in preference to no recognition at all. Performance appraisal offers anexcellent opportunity - perhaps the best that will ever occur - for a supervisor and subordinate torecognize and agree upon individual training and development needs.Improve the employee'sproductivity by appraisal that provides an insight into the work being done and the employees who aredoing it.

Trust and Respect

Around 84% of the employees say they get trust and respect from their managers, which is very

heartening in Indian organisational structure. Trust and respect holds great importance among theemployees priorities, and if the manager is able to do that, the employees will feel themselves as an assetto the company, and work towards the growth and development of the organisation.


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Training and Development

'Training' is required to cover essential work-related skills,techniques and knowledge, and much of this section deals

with taking a positive progressive approach to this sort oftraditional 'training'.Importantly however, the most

effective way to develop people is quite different fromconventional skills training, which let's face it manyemployees regard quite negatively. They'll do it of course,but they won't enjoy it much because it's about work, notabout themselves as people. The most effective way todevelop people is instead to enable learning and

personal development, with all that this implies.

Importance Of Training and Development

Optimum Utilization of Human Resources - Training and Development helps in optimizing theutilization of human resource that further helps the employee to achieve the organizational goalsas well as their individual goals.

Development of Human Resources- Training and Development helps to provide an opportunity andbroad structure for the development of human resources' technical and behavioural skills in anorganization. It also helps the employees in attaining personal growth.

Development of skills of employees -Training and Development helps in increasing the job knowledgeand skills of employees at each level. It helps to expand the horizons of human intellect and anoverall personality of the employees.

General Training Tips

your objectives - keep them in mind all the time how many people you are training the methods and format you will use when and how long the training lasts where it happens how you will measure its effectiveness how you will measure the trainees' reaction to it

Findings From The Survey

The result of survey helped us to give us insight about some of the problems that creep up in corporate

culture and how training and development can help solve some of them . Below is the analysis of same:

Identifying cost-saving opportunities: Companies can organize internal training programmes foremployees to enhance their skill set.

Improving productivity: Productivity means transforming inputs to outputs at lowest cost.Thisincludes the concepts of effectiveness (achievement of goals) and efficiency (meeting goalsat a low cost).

Reducing turnover: Turnover means voluntary and involuntary permanent withdrawal from anorganization. Survey result has shown that organizations where there is no provision for training


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and development programmes for employees have unhappy employees who eventually leave the

organization

Curbing absenteeism:Absenteeism means failure to report to work on employees part. This is ahuge cost to organizations because if employees are not reporting to work, it will lead to delays

and moreover others will also get de motivated by such employees.

Strengthening supervision

:Organization can also provide different people management trainingsession to its manager. Training sessions provided to employees help supervisors in keeping

track of employees performance. It helps them in understanding the gap between employees

current skill set and required skill set for the job. Organization can also provide a set of

guidelines to employees when they join. This way employee will have a better understanding of

organizations principles, values.

Evaluating customer-service issues: Organization need to check if customer-service is up to the mark. Assessing training needs: In order to have a sound training and development programme in place,

organizations first must understand the need of the employees and changing business

environment.


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Conclusion

Employee satisfaction is a key element in determining whether or not an organization is able to fulfil its

mission, realize its vision and move its values from theory to reality. As evidenced by this study, several

factors influence employees job satisfaction, and these factors are dynamic. The survey indicates that,

generally speaking, employees feel they work well with their co-workers, understand what is expected of

them, are satisfied with their work hours and feel fairly treated by their immediate supervisors. Among

the items showing the lowest degree of employee satisfaction were: pay; opportunities for advancement;

and, the retirement package. Job dissatisfaction can contribute to multiple organizational problems and

has been associated with increased levels of turnover and absenteeism, which ultimately cost the

organization in terms of low performance and decreased productivity. The items that most directly affect

employees in the here and now, such as job security or benefits, are paramount over such longer-term

initiatives such as a green workplace or even commitment to corporate social responsibility. During

economic downturns organization scan keep employee satisfaction level high by offering benefits that

are intangible and cost-effective (e.g., recognition by management, flexible work arrangements,etc.) and

educating their employees on the benefits available to them. The information presented in the surveyprovides an opportunity for organizations to identify possible future strategic objectives based on data

and work on them to achieve higher employee satisfaction.


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References

http://www.bf.umich.edu/docs/facilitatorguide.pdf http://www.salary.com/docs/resources/JobSatSurvey_08.pdf http://www.iabcstore.com/IABCRFRpts/bestpracticesEmpComm.htm http://www.corporateleadershipcouncil.com Robbins Stephen, Judge, Timothy, Organizational Behaviour, 13th Edition, Prentice Hall Downs, C., & Hazen, M.D. 1977.A factor analytic study of communication satisfaction. Journal of Business Communication, 14(3):63-73. Daniel J. Koys, The Effects of Employee Satisfaction, Organizational Citizenship Behaviour,

and Turnover on Organizational Effectiveness: A Unit-Level, Longitudinal Study, Personnel

Psychology (April 2001).

Author Unknown, Happy Employees Key to Success: Evidence Linking Customer Satisfactionwith Employee Satisfaction Has Been Provided by PNC Banks Exec VP Susan B. Bohn, Bank

Advertising News(April 1996).
http://www.bf.umich.edu/docs/facilitatorguide.pdfhttp://www.bf.umich.edu/docs/facilitatorguide.pdfhttp://www.salary.com/docs/resources/JobSatSurvey_08.pdfhttp://www.salary.com/docs/resources/JobSatSurvey_08.pdfhttp://www.iabcstore.com/IABCRFRpts/bestpracticesEmpComm.htmhttp://www.iabcstore.com/IABCRFRpts/bestpracticesEmpComm.htmhttp://www.iabcstore.com/IABCRFRpts/bestpracticesEmpComm.htmhttp://www.corporateleadershipcouncil.com/http://www.corporateleadershipcouncil.com/http://www.corporateleadershipcouncil.com/http://www.iabcstore.com/IABCRFRpts/bestpracticesEmpComm.htmhttp://www.salary.com/docs/resources/JobSatSurvey_08.pdfhttp://www.bf.umich.edu/docs/facilitatorguide.pdf

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