INTRODUCTION

The new millennium is going to be the millennium of the knowledge. So demand for paper
would go on increasing in times to come. In view of paper industry's strategic role for the
society and also for the overall industrial growth it is necessary that the paper industry performs
well.
Government has completely delicensed the paper industry with effect from17th July, 1997. The
entrepreneurs are now required to file an Industrial Entrepreneur Memorandum with the
Secretariat for Industrial Assistance for setting up a new paper mill or substantial expansion of
the existing mill in permissible locations.

The Paper industry is a priority sector for foreign collaboration and foreign equity participation
upto 100% receives automatic approval by Reserve Bank of India. Several fiscal incentives have
also been provided to the paper industry, particularly to those mills which are based on non-
conventional raw material.

Pulp and paper industry is still the most industries in the world employing directly around 3
million fulltime personnel and with annual sales revenue of around $850 billion. Indian paper
industry ranks among top 15 global paper industries. The number of mills has today grown to
more than 500 located throughout the country. The annual turnover of the industry is about
Rs.14000 crore.About 65% of the production is based on non-conventional raw material such as
agro-residues and recycled fibres and only 35% paper is produced from good quality raw
material i.e. forest resources.

Paper industry plays a major role in socio-economic development of the country.The per capita
consumption of the paper is considered a benchmark of development and modernization in any
country.Indian per capita consumption is dismally low, just 5 Kg as compared to Chinas 30 Kg,
USA 340 Kg and world average 52 Kg.GDP of the county is now growing @ 8% and expected
to maintain that level in the coming years. When wood free pulp is being produced, the fibers are
purified by fully removing the lignin. In order to achieve this, the wood chips are cooked with a
chemical solution and then washed and bleached. Basically, there are two different pulping
methods: the sulfate method and the sulfite method, depending on the requirements of the final
product. The yield is approximately 50%. The cellulose obtained in this way has a high
brightness and is free from lignin.

For pulp production, large amounts of energy are required. The chemically recovered lignins and
other residual substances can be converted into "green energy" in the recovery boiler. Steam
generated is used to drive the turbines which provides electrical energy wich is distributed and
monitored during the process with the help of SIPAPER Power solutions. Any surpluses
electricity is fed into the public power grid. The many pumps, fans and agitators are powered by
the energy-efficient SIPAPER Drives solutions and individual processes are optimized with APC
solutions.

1
The MES solutions for SIPAPER serve as benchmarks in order to specify key performance
indicators (KPIs) and then optimize the production. The special features of the SIPAPER
treatment solutions are used to comply with the environmental regulations regarding the water
consumed in the processes.

Infrastructure
Improvements of key ports, roads and railways and communication facilities which will help the
entire industrial sector including pulp & paper.

Raw Material

(i) For Wood Based industry

Revision of forest policy so that plantation can be raised by industry/Cooperatives of
farmers/State Government. Degraded forest land to be made available to the industry for raising
plantations.

(ii) For Waste Paper based Industry

Import of waste paper at minimum import duty. Introduction of ecolabeling system where in
products made from recycled fibre are rated higher than the products made form virgin fibre.
Introduction of modern and effective collection and grading system.

(iii) For Agro Based Industry

Funds to be made available for technology upgradation for handling & processing of agro
residue fibre, in small & medium scale industries. When wood free pulp is being produced, the
fibers are purified by fully removing the lignin.

2
 BALLARPUR INDUSTRIES LIMITED

"BILT is India's largest paper company and the only Indian company to rank amongst the top
100 paper companies in the world"

Ballarpur Industries Limited (BILT), part of the US$ 3 bn Avantha

Group, is the undisputed leader of the Indian paper industry. It is
India's largest manufacturer and exporter of paper, with a strong
presence in all segments of the usage spectrum, including writing
and printing (W&P) paper, industrial paper and speciality paper.
Complementing this is a diversified production infrastructure with
six manufacturing units spread across the country.

In recent years, BILT has evolved as a

dynamic, knowledge-driven organisation
focused towards creation of stakeholder
value. In the process, it has also transformed the paper industry from
its traditional 'commodity market' mindset to a branded one. A
concerted programme of innovation and technological excellence
helps it proactively respond to the needs of each individual segment.
Today, BILT not only has the range, but also a well entrenched
distribution network that enables it to reach customers, any time, any
place.

As the industry leader, BILT is committed to developing its business

towards ecological, social and economic sustainability. Community
development and upliftment of the marginalized sections have been identified as focus areas.
BILT offers vocational training and programmes on micro financing for the unemployed. The
company works extensively with the communities on a broad range of issues, including health,
education and strengthening of the village panchayat system through training of members on
issues relating to governance, development, and fund management. BILT, in collaboration with
its partner NGOs, has helped established Self Help Groups (SHGs) at the village level to
implement its social programmes. It has also joined hands with Pratham, an NGO that runs
primary education programmes all over the country. A key initiative in environmental
accountability is the BILT farm forestry programme, which has, to date, brought 32,000 hectares
under plantation, benefitting nearly 37,000 farmers.
Business Interests
We will not allow our investments to influence, or appear to influence, our independent judgment
on behalf of BILT. This could happen in many ways, but it is most likely to create the appearance

3
of a conflict of interest if anyone has an investment in a competitor, supplier, customer, or
distributor and his/her decisions may have a business impact on this outside party. If there is any
doubt about how an investment might be perceived, it should be disclosed to your HOD.

Everyone is prohibited from directly or indirectly buying, or otherwise acquiring rights to any
property or materials, when we know that BILT may be interested in pursuing such an
opportunity.

Related Parties
We will not use personal influence to get BILT to do business with a company in which our
family members or friends have an interest.

However, if a related party transaction is unavoidable, we must fully disclose, in advance, the
nature of the related party transaction to the Company.

Corporate opportunities
Opportunities that are discovered through the use of corporate property, information or position,
should not be exploited for personal gain.

Board Membership
Serving on the Board of Directors or a similar body for an outside company or government
agency requires the advance approval of your Vice Chairman & Managing Director / Chairman.

(This clause is not applicable to the Non-Executive Directors of BILT).

4
 INDIAN TOBACCO COMPANY LIMITED

INTRODUCTION
ITC Limited is one of India's foremost private sector companies with a market capitalization in
excess of US $ 16 billion and a turnover of more than US $ 3.5 billion. ITC ranks third in pre-tax
profits among India's private sector corporations. ITC is ranked among the World's Best Big
Companies and Asia's 'Fabulous 50' by Forbes magazine, among India's Most Respected
Companies by Business World magazine and among India's Most Valuable Companies by
Business Today magazine.
As one of India's most valuable and respected corporations, ITC is widely perceived to be
dedicatedly nation-oriented. Chairman Y C Deveshwar calls this source of inspiration "a
commitment beyond the market". In his own words: "ITC believes that its aspiration to create
enduring value for the nation provides the motive force to sustain growing shareholder value.
ITC practices this philosophy by not only driving each of its businesses towards international
competitiveness but by also consciously contributing to enhancing the competitiveness of the
larger value chain of which it is a part."

HISTORY OF THE COMPANY

On 24th August 1910, the company was incorporated as a private company under the name
Imperial Tobacco Company of India Limited.
On 27th October 1954 company was converted into a public limited company

5
 The name of company was changed from the Imperial Tobacco Company of India Limited to
Indian Tobacco Company Limited in May 1970
On October 1972 company entered into hotel business
On 2000 company has launched a project e-choupal in Bhopal to web-enable farmers to
make a beginning in agricultural e-trade
During same year ITC has launched wills sport, a full range of internationally styled
premium wear for men and women.

BUSINESS OF THE COMPANY

ITC deals in major five areas and they are as follows:
1. Agricultural business
2. Paper and Packaging
3. Information and technology
4. FMCG
5. Hotels

CENTURY PAPERS

6
Century Pulp and Paper(CPP) a division of Century Textile and
Industries Ltd (CTIL) is manufacturer of Rayon Grade Pulp (RGP)
and an exhaustive range of excellent quality of Writing & Printing
Paper. The unit successfully achieved significant efficiencies in
various disciplines within a short span of time. Located at Lalkua
(District Nainital, U.K.), CPP has provided direct and indirect
employment to the people of the surrounding areas.
Century Pulp and Paper(CPP) a division of Century Textile and Industries Ltd . Manufacturer of
Rayon Grade Pulp (RGP) and an exhaustive range of excellent quality of Writing & Printing
Paper. The unit successfully achieved significant efficiencies in various disciplines within a short
span of time. Located at Lalkua (District Nainital, U.K.), CPP has provided direct and indirect
employment to the people of the surrounding areas.

Vision :

Our vision for the millennium remains manufacturing of international quality products at
optimum cost in consistence with the physical and psychological environment best suitable for
customers and stakeholders.

Concrete vision elements :

w Product quality
w Safety and Environment
w Satisfaction of customer and stakeholders
w Cost Effectiveness
w Energy conservation

PRODUCT

CPPs range of products includes some of the finest varieties of writing and printing paper which
has carved a niche in the market.

CPP also manufacturers raw material for viscose filament yarn/staple fiber and also paper grade
pulp.

7
A. Writing and Printing Papers (45 to 210 gsm)

(Wood based)

1. Azurelaid
2. Maplitho White/NS
3. Maplitho Deluxe CG
4. SS Maplitho
5. Dye line base
6. Offset printing paper
7. Maplitho NS (ARSR)
8. Century Parchment
9. Super Printing
10. Century Bond
11. Railway Bond
12. Copier
13. Continuous Stationery (HB)
14. Base Paper for coating
15. Plain Paper
16. Opaline Base Paper
17. Overlay tissue
18. Century Maplitho
19. NCR Base Paper
20. MICR Cheque Paper
21. Color Ptg Paper
22. Century Excel Ptg
23. Century Index Paper
24. Broke cover MF Sticker Base

(Bagasse Plant)
1. Copier
2. Super Maplitho white
3. Super shine Printing
4. Plain Paper / Writing Paper
B. Rayon Grade Pulp

C. Bleached Hardwood Pulp (Paper Grade

JOB SATISFACTION31

8
Job satisfaction describes how content an individual is with his or her job. It is a relatively
recent term since in previous centuries the jobs available to a particular person were often
predetermined by the occupation of that person's parent. There are a variety of factors that can
influence a person's level of job satisfaction; some of these factors include the level of pay and
benefits, the perceived fairness of the promotion system within a company, the quality of the
working conditions, leadership and social relationships, and the job itself (the variety of tasks
involved, the interest and challenge the job generates, and the clarity of the job
description/requirements)1.

The happier people are within their job, the more satisfied they are said to be. Job satisfaction is
not the same as motivation, although it is clearly linked. Job design aims to enhance job
satisfaction and performance; methods include job rotation, job enlargement and job enrichment.
Other influences on satisfaction include the management style and culture, employee
involvement, empowerment and autonomous work groups. Job satisfaction is a very important
attribute which is frequently measured by organizations.

Job Satisfaction can be an important indicator of how employees feel about their jobs and a
predictor of work behaviors such as organizational citizenship, absenteeism, and turnover.
Further, job satisfaction can partially mediate the relationship of personality variables and
deviant work behaviors.

General Principles to be considered to Improve Job Satisfaction:

Around 1940s some senior managers might question its importance or, possibly, even its
relevance to the business community. Many in senior management would have felt that their
employees were satisfied because they had a job to go to and their payroll checks cleared every
week.

As most companies are now aware, Employees are more focused on their career development
and work/life balance. If their current employer cannot or will not provide the environment they
desire, they will simply surf the Internet, viewing job boards, dealing with respected professional

9
placement firms, or visit other career websites to seek new opportunities.

Use clear, concise communications and expectations. Whether your companys expectations
for employees are extremely high or simply average, always be clear and precise in
communicating these official desires. Studies have shown that the level of expectation rarely
poses a problem, but the lack of employee understanding of the performance level desired can
generate a seriously negative situation.

1. Get to know your employees. Senior management should resist the temptation to
become too personally close to their staff members. However, management should take
the effort to know their employees. People are individuals being asked to spend one-half
of their waking hours being a valuable component of a group. Managing as though every
individual had the same personality and background is a recipe for problems.

2. Give your staff regular, consistent feedback. Employees want to know how managers
believe they are performing. Even some negative or need-to-improve messages are
preferred to no feedback at all. A lack of feedback can also render your semi-annual or
annual written performance reviews ineffective. Give your staff regular feedback of their
performance, attitude, and value to the team and the company.
3. Clearly reinforce the importance of a team philosophy. Few companies reach
success on the efforts of one or a few individuals alone. Humans are basically social
beings and most enjoy being valued as part of a successful team. Emphasizing and
reinforcing this factor leads to higher employee satisfaction without fail.
4. Actively train, educate, and mentor your staff. Surveys have proven that the
overwhelming majority of employees want to learn more, enlarge their education, and
become more valuable to their employers. Take advantage of this mindset and improve
operations, too. Maintain a training and education program for all levels of staff.
5. Implement an incentive and/or reward program. The amount of money or size of the
reward is secondary to the public recognition of superior achievement. Effective
incentive/reward programs need not be expensive. Sometimes an engraved brass plate, a
prized parking space, or a free lunch is sufficient to improve employee satisfaction.

10
 6. Make the effort to empower all employees 6. The feeling of empowerment, at even the
smallest level, can result in huge benefits to the attitude and morale of staff.
7. Provide written performance reviews and evaluations when due. All of management
should understand that these formal evaluations are very, very important to employees. In
addition to having compensation increases often tied to these dates, staff members are
hungry for a review of their performance. Whether it is a very positive report or one that
requests improvement, all employees want to know where they stand in their employers
judgment.
8. Communicate coming operational changes in a timely fashion. Change can be a
disruptive component to the workplace. If a company has decided to change operations in
the future (computer systems, hours of operation, benefit programs, locations, etc.),
management should begin communication of these changes to the employee community
as soon as the decision has been made. This high level of communication and concern for
staff usually improves satisfaction significantly.
9. Display respect for every staff member, regardless of job responsibility. In addition to
all formal employee recognition programs, a simple Thank you or other oral or written
display of respect for the person and the job they do can increase satisfaction on a
consistent basis. At times, even an Im sorry if you learn of an occurrence of disrespect
can generate the same positive benefit.

OTHER FACTORS TO BE CONSIDERED

Staff rewards

By having staff rewards, especially those with many years of expertise and experience on your
human resources maintenance team, organisations can develop strategic and creative benefits and

11
wages to attract, retain and motivate talent who will achieve high performance for the
organisation and job satisfaction for themselves.

Job satisfaction is often achieved where performance is recognised by appropriate and equitable
performance related pay supplemented with other perks, benefits and non-financial recognition
and rewards, which meets the team members expectation.

Autonomy

This refers to job independence. How much freedom and control employees have to perform
their job, for example, schedule their work, make decisions or determine the means to
accomplish the objectives.

A strong motivator

Job satisfaction is often a strong motivator in work endeavors. As jobs and work in the new
economy shift to professionalised knowledge-based, info-tech, infocomm and bio-science
characteristics, job satisfaction will increasingly become a key driver of individual motivation
and effort. Research has also shown that there exists a relationship between individual
performance measured at a certain time and later job satisfaction. However, this relation is
conditional to performance being fairly rewarded in appropriate form as perceived by the
recipient.

Quality of work-life

One hallmark of a socially responsible organisation is its success in achieving not only high
performance outcomes, but also in helping its team members experience a high level of job
satisfaction. Quality of work-life (QWL) is a key indicator of the overall quality of human
experience in the workplace. QWL expresses a clear way of thinking about people, their work,
and the organisation in which their careers are fulfilled. QWL establishes a clear objective that
high performance can be achieved with high job satisfaction.

Employee communications7

12
Unclear targets and objectives and poor communication can contribute to dissatisfaction and
eventually lead to poor work performance. If you are administering rewards, make sure they
match their expectation. If their expectations are unrealistic, take time to make comparison to
equivalent and comparable jobs and broad work related environmental condition to similar
employers. Explain this to your team members.

Organisational benefits

The benefits to an organisation will also include a lower absenteeism rate and lower staff turn-
over. These translate into lower losses, less late-coming, fewer grievances and more effective
cost control. Satisfied team members are generally more committed to the work place success
than those who do not find job satisfaction. A satisfied team member is more likely to perform
well cheerfully than other employees.

The next five most important satisfaction factors for employees were:-

Relationship with immediate supervisor,

Management recognition of employee job performance,
Communication between employees and senior management,
The work itself, and
Autonomy and independence.

SIX SUTRAS TO GAUGE JOB SATISFACTION IN PAPER INDUSTRIES

Job satisfaction is one of the major interests to the field of organizational behavior and the
practice of HRM. It reflects attitudes towards their job and commitments to an organization.

13
What is job satisfaction? It can be defined as a pleasurable or positive emotional state resulting
from the appraisal of ones job or job experience. Job satisfaction is a result of employees
perception of what organizations provide.

Three dimensions
First, job satisfaction is an emotional response to a job situation. It cannot be seen, only inferred.
Second, it is often determined by how well outcomes meet or exceed expectations. For example,
if organisational members feel that they are working harder than others in the department but are
receiving fewer rewards, they will probably have a negative attitude toward the work, the boss,
and co-workers. They will be dissatisfied. On the other hand, if they feel they are being treated
well and being paid well, they are likely to have a positive attitude towards the job. They will be
satisfied.
Third, job satisfaction represents several related attitudes.
HCL believes that there are six job dimensions that represent the most important characteristics
of a job about which people have effective responses. They are:

The work itself: The content of the work itself is a major source of satisfaction in HCL. This
means the extent to which the job provides the individual with interesting tasks, opportunities for
learning, and the chance to accept responsibility. Research made with reference to the job
characteristics, and approach to the job design shows that feedback from the job itself and
autonomy are two major job-related motivational factors. Some of the most important
ingredients of job satisfaction include interesting and challenging work and a job that provides
status.

Compensation: Wages and salaries are significant, but a complex and multidimensional factor in
job satisfaction.
Money not only helps people attain their basic needs, but also is instrumental in providing upper
level need satisfaction. Employees often consider salary as a reflection of how management
views their contribution to the organisation. Fringe benefits are also important, but they are not
as influential. One reason undoubtedly is that most employees do not even know the benefits
they are receiving. HCL makes its every employee aware of the benefits they recieve.

14
Moreover, most tend to undervalue these benefits because they cannot see their practical value.
Research made regarding compensation, indicates that if employees are allowed flexibility in
choosing the type of benefits they prefer within a total package, called a flexible benefits plan,
there is a significant increase in both benefit satisfaction and overall job satisfaction.

Career growth: In HCL, Promotional opportunities seem to have a varying effect on job
satisfaction. This is because promotions take different forms and include a variety of rewards.
For example, individuals who are promoted on the basis of seniority often experience job
satisfaction but not as much as those who are promoted based on their performance.

Supervision: Supervision is another moderately important source of job satisfaction. HCL

believes that there are two dimensions of supervisory style that affects job satisfaction. One is
employee-centeredness, which is measured by the degree to which a supervisor takes personal
interest in the welfare of the employees. The other dimension is participation or influence, as
illustrated by managers who allow their people to participate in decisions that affect their own
jobs. This approach, generally, leads to higher job satisfaction in HCL. It is proved that a
participative environment created by the supervisor has a more substantial effect on workers
satisfaction than participation in a specific decision.

Co-workers: Friendly, co-operative co-workers are a modest source of job satisfaction. The
work group serves as a source of support, comfort, advice, and assistance to the individual. A
good work group makes the job more enjoyable. In HCL, one can see the spirit of teamwork
and co-operation.
On the other hand, if this factor is not considered with care, then it may have reverse effects,
meaning thereby, that the people are difficult to get along with. This will have a negative effect
on job satisfaction.

Work environment: Work environment and working conditions are factors that have a modest
effect on job satisfaction. If working conditions are good clean, attractive surroundings-
employees find it easier to carry out their job. Most people do not give working conditions a
great deal of thought unless they are extremely bad.

15
They provides good work environment to the employees so that they become satisfied with their
job.
But this is crucial because it has a direct effect on job satisfaction. On the contrary, if working
conditions are given importance, productivity and accomplishment of objectives are enhanced.

THEORETICAL FRAMEWORK

Construct:

16
Measuring job satisfaction of executive level of employees.

Dependent Variable

Job satisfaction

Independent Variable

Personnel policies
Wage

Autonomy in job

Promotional opportunities

Job security

Training & development

Welfare facilities

Recognization

Physical working conditions

Job interest

Employee welfare

Behavior & support of top management

Empowerment

Supervision

17
 Duration of job

LITERATURE REVIEW

Books:

Decenzo A. David, Robbins P. Stephen1 (8th Edition), Fundamentals of Human

Resource Management
(The book helped in understanding various variables which helps in analyzing
satisfaction level of employees with their job).

Sarma A.M.2 , Personnel and Human Resource Management

(Gives information regarding job satisfaction and what management can do to increase
job satisfaction).

Sekaran Uma3 (4th Edition), Research Methods for Business

(The information regarding the data analysis and sampling technique is given in this book
which helps in choosing a suitable sampling technique for the study).

Kothari C.R.4 (2nd Revised Edition ), Research Methodology Methods and

Techniques

(Gives information regarding the basics of hypothesis, research and research

methodology and what are the methods of data collection).

Jyothi P., Venkatesh D.N.5(10th Impression), Human Resource Management

(Gives information regarding communicating safety and health message and evaluation
of health and safety programmes).

18
 Dwivedi R.S.6(5th Edition), Human Resource Management(Perspectives for New Era)
(Gives information regarding concept of Empowerment which further leads to job
satisfaction).

Ashwathappa K7 (5th Edition), Human Resource Management

(Gives information regarding communication of employees with their employers so that
both can know each other & work efficiently).

C.S. Venkata Ratnam & B.K. Srivastava 8, Personnel Management and Human
Resources
(This book gives information regarding participation and alternative approaches to
participation).

Dr. S.S. Khanka9, Human Resource Management

(This book provides data on employee empowerment and approaches to employee
empowerment).

Rao Subba P. 10( 3rd Edition), Essentials of Human Resource Management and
Industrial Relations
(This book gives meaning of empowerment and importance of empowerment).

Dviwedi R.S.11, Human Resources & organizational behavior

(This book gives data regarding supervision and effective supervisory practices).

Deepak Kumar Bhattacharya12 ( 2nd Edition ), Human Resource Management

(This book gives information regarding[, Team interventions and strategic unit of
organisation).

Tripathi P C13 ( 2nd Edition ), Human Resource Management

19
 (This book gives information on employee welfare, principles of employee welfare
services).

T.N. Chhabra14 ( 5th Edition Revised), Human Resource Management

(This book gives information of importance of job design in an organization which
affects employees as well as organization).

Journals

Markey Raymond, Harris Candice16 (April 2010), The Indian Journal of Industrial
Relations
(This journal gives information that employee participates in work environment. It also
tells about quality of work environment).

Pearson Cecil & Ananthram Subramaniam17 (July-December,2008), Paradigm

(This journal provides information that changing aspirations of contemporary employees
is compelling employers to facilitate them more in order to retain them).

Katuwal bahadur Shyam & Randhawa Gurpreet 18, Indian Journal of Industrial
Relations
(This journal emphasizes that employee satisfaction from their jobs is highly significant
for effective functioning of any organisation).

Giri N. Vijai & Santra Tirumala19 (February 2008), Management and Labour
Studies
(This literature gives information about the relation between face to face communication
in organisation & organisational effectives).

Simlai Diptendu20 (February 2009), Management and Labour Studies

(This literature clearly explains that Work conditions play a major role in enhancing
labour productivity).

20
 Tripathi B.D.21 (January-june 2001), Vision: The Journal of Business Perspective
(Various process skills identified by staff members of an agriculture development project
for successful implementation of field activities).

Dewan Ritu22 (2001), The Indian Journal of Labour Economics

(Data related to importance of Health Security and Occupational Safety for employees is
given).

Sen Kakoli23 (July 2008), Indian Journal of Industrial Relations

(Data related to examining the relation between Job stress & Job Satisfaction of Teachers
& Managers).

Magazines

Dianne Durkin24 (Dec 2005), Human Capital

(Data related to giving authority and necessary training to employees helps in increasing
problem solving ability of employees).

Laurainne Theogaraj25 (Jan 2009), HRM Review

(Data gives information about how employees need training & development program to
enhance their abilities).

Reddy Sumati26 (Sep 2005), HRM Review

(Data related to innovative teams at work is explained. How employees work effectively
in teams).

Deepika M.G.27 (Sep 11, 2010), Economic & Political weekly

21
 (This paper discusses about the employee-buy-out business model .The operations of
participative management system, the extent to which the management has to invite
employees to participate in management decisions).

Vasanthi Srinivasan28 (Aug 2005), Human Capital

(This magazine focuses on how integrating individual goals with the organization goals
helps in increasing the performance of employees on the job).

Kirit N. Naik29 (Feb 2009), HRM Review

(Data related to evaluating a training & development program is given. It describes how
training & development are receiving a great deal of emphasis).

Sahai Supriya30 (April 2007), Human Capital

(This magazine gives information that employees are engaging more in organization
when they are satisfied with their job).

Websites
http://www.highbeam.com/doc/1P3-1093951821.html31
(This website helps in providing information related to job satisfaction and synergistic
supervision).

http://www.indianembassy.org/indiainfo/india_it.htm32
(This website provides the information related to Indias Information technology
industry).

http://www.economywatch.com/business-and-economy/information-technology-
industry.html33
(This website helps in providing information that information technology and Hardware
& software associated with the IT industry are an integral part of nearly every major
global industry).

22
 http://www.icmrindia.org/courseware/Intro%20to%20Hrm/hrm-DS18.htm34
(This website provides meaning and definition of quality of work life and its features).

http://www.fleetsafe.org/why/organisational.aspx35
(Details of organizational benefits are given in this website).

http://www.hcl.in/about-hcl.asp36
(In this website, Mission & vision statements of HCL are given).

http://www.itc.in/awards-certifications.asp37
(This website provides the information regarding awards & accolades achieved by HCL).

http://www.biltintro.com/lan_service_page.htm38
(This website gives details of the services provided by HCL).

http://talentedapps.wordpress.com/2008/04/11/job-satisfaction-model-for-retention/39
(The models of job satisfaction are provided in this website).

http://humanresources.about.com/od/motivationrewardretention/Employee_Motivation_R
ecognition_Rewards_Retention.htm40
(Information regarding strategies related to employee motivation, recognition, rewards
and retention is given in this website).

23
 RESEARCH OBJECTIVES

The researcher has undertaken the study with the objective of measuring the job satisfaction level
of executive level employees of Paper Manufacturing Industries.

Research Questions
To analyse the strategies used by pap[er industries for enhancing Job Satisfaction.
To find out significant factors that affect satisfaction of employees.
To study the impact of job security, job interest, behavior and support of top management
& supervision on job satisfaction.

24
 RESEARCH METHODOLOGY

To carry out the research, the researcher has used the following research methodology:

Research Design

Decisions regarding what, where, when, how much, by what means concerning an enquiry or a
research study constitute a research design. Research Design is advance planning of research. A
good research design should be flexible, appropriate and efficient and so on. A good design
ensures that the required data is gathered accurately, timely and economically.

In study the researcher has used the following framework of research design.

PURPOSE OF THE STUDY Descriptive

TYPE OF INVESTIGATION Causal

STUDY SETTING Non contrived

TIME HORIZON Cross-sectional

25
 MEASUREMENT AND SCALING Likert Scale (Interval scale)

Type of Research Design:-

The present study has been Descriptive in nature, as it the researcher has made an attempt to
describe the existing state of facts.

Type of Investigation:-
The present study has been Causal relationship because the researcher has attempted to find out
the cause & effect relationship between the determinant variables of job satisfaction and job
satisfaction.

Time Horizon:-
The study has been Cross-sectional as the data has been collected in one shot during a particular
period of time.

Study Setting:-
The study setting is Non Contrived as the study has been carried out in natural environment and
no researcher interference has been there in data collection.

Measurement & Scaling:-

Five point Likert (interval) scaling has been used for conducting the survey to analyze the impact
of exhaustive list of variables on job satisfaction:

1 Highly Satisfied, 2 - Satisfied, 3 Neutral, 4 - Dissatisfied, 5 Highly Dissatisfied

26
FLOWCHART FOR SELECTION OF STATISTICAL TOOLS

27
28
 HYPOTHESIS DEVELOPING AND TESTING4

Hypothesis is an assumption regarding anything. The researcher has taken 4 hypotheses in the
study. To test the hypothesis, researcher has applied paired sample t-Test.

1. Null Hypothesis (H0): There has been no significant impact of job security on job
satisfaction.

Alternate Hypothesis (H1): There has been significant impact of job security on job
satisfaction.

Paired Samples Correlations

N Correlation Sig.
Pair 1 sat & sec 50 -.014 .924

Paired Samples Test

Paired Differences
95% Confidence Interval of the

Std. Std. Error Difference Sig. (2-

Mean Deviation Mean Lower Upper T df tailed)
Pair 1 sat
- 1.12000 1.87560 .19221 -.323 .563 .0003 49 .589
sec

INTERPRETATION:

Through t-test it has been found that there is negative correlation between satisfaction and job
security since correlation coefficient is -.014 at the significant level of .924 as seen in table 1.
Table 2 shows that coefficient of t is .0003 which is less than the significant value i.e. 0.589. So,
null hypothesis is accepted and it has been found that there is no impact of job security on job
satisfaction.

2. Null Hypothesis (H0): There has been no significant impact of job interest on job
satisfaction.

29
Alternate Hypothesis (H1): There has been significant impact of job interest on job
satisfaction.

Paired Samples Correlations

N Correlation Sig.
Pair 1 sat & int 50 -.062 .669

Paired Samples Test

Paired Differences
95% Confidence Interval of

Std. Std. Error the Difference Sig. (2-

Mean Deviation Mean Lower Upper t df tailed)
Pair 1 sat
int -.360 1.601 .226 -.815 .095 -1.590 49 .118

INTERPRETATION:

Through t-test it has been found that there is negative correlation between satisfaction and job
interest since correlation coefficient is -.062 at the significant level of .669 as seen in table 1.
Table 2 shows that coefficient of t is -1.590 which is less than the significant value i.e. 0.118. So,
null hypothesis is accepted and it has been found that there is no impact of job interest on job
motivation.

3. Null Hypothesis (H0): There has been no significant impact of behavior & support of Top
Management on job satisfaction.

Alternate Hypothesis (H1): There has been significant impact of behavior & support of Top
Management on job satisfaction.

30
 Paired Samples Correlations

N Correlation Sig.
Pair 1 sat & top mgt 50 .510 .901

Paired Samples Test

Paired Differences
95% Confidence Interval of

Std. Std. Error the Difference Sig. (2-

Mean Deviation Mean Lower Upper t Df tailed)
Pair 1 sat -
top mgt
1.20300 1.85302 .18212 .84727 1.65127 5.386 49 .164

INTERPRETATION:

Through t-test it has been found that there is positive correlation between satisfaction and
behavior & support of Top Management since correlation coefficient is .510 at the significant
level of .901 as seen in table 1. Table 2 shows that coefficient of t is 5.386 which is greater than
the significant value i.e. 0.164. So, null hypothesis is rejected and it has been found that there is
an impact of behavior & support of Top Management on job satisfaction.

4. Null Hypothesis (H0): There has been no significant impact of Supervision on job
satisfaction.

Alternate Hypothesis (H1): There has been significant impact of Supervision on job
satisfaction.

31
 Paired Samples Correlations

N Correlation Sig.
Pair 1 sat & supr 50 .850 .006

Paired Samples Test

Paired Differences
95% Confidence Interval of

Std. Error the Difference Sig. (2-

Mean Std. Deviation Mean Lower Upper t Df tailed)
Pair 1 sat
.520 1.465 .203 .128 .788 3.577 49 .009
supr

INTERPRETATION:

Through t-test it has been found that there is positive correlation between satisfaction and
supervision since correlation coefficient is .850 at the significant level of .006 as seen in table 1.
Table 2 shows that coefficient of t is 3.577 which is greater than the significant value i.e. 0.009.
So, null hypothesis is rejected and it has been found that there is an impact of supervision on job
satisfaction.

SAMPLE AND SAMPLING DESIGN3

Target Population Executive Level Employees of HCL Infosystems Ltd.,

Chandigarh

Sample Unit Executive Level Employees working in BILT,ITCand

Century papers.

32
Sample Size 100 Executive Level Employees which comprises 20% of
total population

Sampling Technique Non Probability Sampling

Sampling Area Gurgaon,Nanital,Saharnpur

DATA COLLECTION

After the research problem has been identified and selected, the next step is to gather the
requisite data. While deciding about the method of data collection to be used for, the researcher
should keep in mind two types of data: primary and secondary.

33
In the present study researcher has made use of the primary data which has been collected
through Questionnaire, Observation, Personal Interview along with the secondary data which has
been collected from companys website and from their records Books, magazines, newspapers
and journals.

PRIMARY DATA Personal Interview

Questionnaire
Observation

SECONDARY DATA
HR Manuals
Magazines
Internet
Books
Journals

STATISTICAL TOOLS

Statistical tools helped the researcher to correctly analyze the data. The researcher has used the
SPSS 16.0 (Statistical Package or Social Sciences) software for analysis of the data.

The following tools have been used by the researcher:-

1. Factor Analysis

34
 2. Reliability test
3. Correlation
4. Regression
1) FACTOR ANALYSIS

Factor analysis is a statistical method used to describe variability among observed

variables in terms of fewer unobserved variables called factors. The observed variables
are modeled as linear combinations of the factors, plus "error" terms. The information
gained about the interdependencies can be used later to reduce the set of variables in a
dataset. The researcher has used factor analysis to find out the most significant factors in
the study out of many variables.

KMO and Bartlett's Testa

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .745
Bartlett's Test of Sphericity Approx. Chi-Square 163.193
df 120
Sig. .000

Component Matrix

35
 Raw
Component
1 2 3 4 5 6 7
Sec -.199 .223 .949 .174 .316
Int .867 .414 .310 -.340
policies .145 -.280 .898 -.163 -.166
oppurtunities .478 -.704 -.196 -.328 .248 .268
Aut .454 .303 -.874
ability utilization -1.015 .299 -.247 -.150
good work .842 .158 .319
Mgt .265 .983
Supr -.270 -.120 -.213 .876
top mgt .975 -.153
co workers .633
conditions .188 .178 .717 .214
facilities .139 -1.011 .159 .131
Emp .310 .485 -.431 -.137
orientation .422 .192 .727 -.281 -.293 .560
t&d .318 .296 .136 .117 -.118 .855
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 9 iterations.

Interpretation:

After applying factor analysis, 7 factors have been extracted. These are:
Factor 1: Behaviour & Support of Top Management
Factor 2: Physical Working Conditions
Factor 3: Job Security
Factor 4: Recognition of Good Work
Factor 5: Job Interest
Factor 6: Supervision
Factor 7: Participatory Management
The value of KMO and Bartlett's Test has been found to be .745 which is greater than .5 which
states that factors extracted are significant.

36
For further reduction of 7 factors, factor analysis tool has applied again, which further
provides the variables which have been considered important among those variables resulted
from previous application of factor analysis.
KMO and Bartlett's Testa

Kaiser-Meyer-Olkin Measure of Sampling Adequacy.

.984Bartlett's Test of Sphericity Approx. Chi-
Square
15.290 df 21
Sig. .000

Component Matrixa
Raw Rescaled
Component Component
1 2 3 4 1 2 3 4
Sec .765 .383 .642 .321
Mgt .736 -.558 .634 -.480
good work .683 -.417 .432 .580 -.354 .367
Int .955 -.456 .797 -.380
Supr .347 -.784 .407 .312 -.706 .366
top mgt .786 .690 .685 .601
conditions .342 .434 .541 .308 .391 .487
Extraction Method: Principal Component Analysis.
a. 4 components extracted.

Interpretation:

After applying factor analysis, 4 factors have been extracted. These are:
Factor 1: Job security
Factor 2: Behavior & support of top management
Factor 3: Job interest
Factor 4: Supervision
The value of KMO and Bartlett's Test has been found to be .984 which is greater than .5 which
states that factors extracted are significant.

37
2) RELIABILITY STATISTICS

Researcher has used reliability statistical tool in the study because this tool signifies to what
extent data collected is reliable and truly represents the whole population.
Reliability Statistics
Cronbach's Alpha
Based on
Standardized
Cronbach's Alpha Items N of Items
.864 .870 14

Interpretation:-

By applying reliability statistics, the value of Cronbachs alpha has been found to be .864
which is greater than .5. It means that data under study is reliable and is truly representative
of the population.

3) CORRELATION

38
Correlations

sat sec int top mgt supr

Sat Pearson Correlation 1 -.014 -.062 .510 .850
Sig. (1-tailed) .462 .335 .451 .313
N 50 50 50 50 50
Sec Pearson Correlation -.014 1 .168 .000 .122
Sig. (1-tailed) .462 .122 .500 .199
N 50 50 50 50 50
Int Pearson Correlation -.062 .168 1 -.119 -.116
Sig. (1-tailed) .335 .122 .206 .211
N 50 50 50 50 50
top mgt Pearson Correlation .510 .000 -.119 1 -.176
Sig. (1-tailed) .451 .500 .206 .111
N 50 50 50 50 50
Supr Pearson Correlation .850 .122 -.116 -.176 1
Sig. (1-tailed) .313 .199 .211 .111
N 50 50 50 50 50

Interpretation:-

By applying correlation, the correlation of dependent and independent variables have come out:

1. Job Security, Job Interest and Job Satisfaction are Negatively Correlated.

2. Behaviour and Support of Top Management & Job Satisfaction are Moderately Correlated.

3. Supervision and Job Satisfaction are Highly Correlated.

4) REGRESSION ANALYSIS

Regression analysis tool is used to quantify the impact of independent variable on dependent
variable. Researcher has applied this tool to measure the impact of independent variables on
dependent variables.

39
Model Summaryb

Change Statistics

Mode Adjusted R Std. Error of R Square

l R R Square Square the Estimate Change F Change df1 df2 Sig. F Change
1 .029 a
.841 .924 1.028 .009 .098 4 45 .983
a. Predictors: (Constant), supr, int, sec, top mgt
b. Dependent Variable: sat

Interpretation:

After applying regression analysis, the value of R Square is .841 which indicates that support of
top management, job interest, job security and supervision have 84% impact on the employee
satisfaction. It means the dependent variable is very much influenced by these independent
variables.

LIMITATIONS OF STUDY

However the researcher has tried her best in collecting the relevant information for research
report, yet there have been some problems faced by the researcher. The prime difficulties which
researcher has faced in collection of information are discussed below:

1. Time Constraint: The time period for carrying out the research has been limited as a
result of which many facts have been left unexplored. So if more time had been
provided, the sample size would have been increased. The respondent would have been

40
 given more time to fill the questionnaire.

2. Limited sample size: The sample size was only 20% of the target population due to
which the findings cannot be generalized.

3. Unwillingness of respondents: While collection of the data many employees were

unwilling to fill the questionnaire. Respondents were having a feeling of wastage of time
for them.

4. Limited area for research: The area for study has been only branch located in
Chandigarh, which is quite a small area to represent job satisfaction level of whole of the
population.
5. Respondents bias: Due to the biasness on the part of respondents, data collected may
have been affected which further reduces the credibility of the findings.
6. Researchers bias: While analyzing the data, some biasness on the part of researcher
may have crept into the duty.

Despite of these difficulties, best efforts have been put to do the full justice with the subject
matter and in the completion of report.

DATA ANALYSIS3

1. Employees are empowered to make changes to assigned duties.

RESPONSES RESPONDENTS RESPONDENTS

(In Number) (In Percentage)

Highly Satisfied 27 54
Satisfied 20 20
Neutral 7 14
41
 Dissatisfied 4 8
Highly Dissatisfied 2 4
Total 50 100

Source: Primary Data

Interpretation:
54% employees are highly satisfied that there is autonomy in job while 20% employees are
satisfied, 14% employees show neutral response while 8% employees are dissatisfied and 4%
employees are highly dissatisfied.

2. The Job of Employees is Secured.

RESPONSES RESPONDENTS RESPONDENTS

( In Number) (In Percentage)
Highly Satisfied 19 38
Satisfied 10 20
Neutral 20 20
Dissatisfied 8 16
Highly Dissatisfied 3 6
Total 50 100

42
Source: Primary Data

Interpretation:
38% employees are highly satisfied with the job security while 20% employees are satisfied,
20% employees show neutral response while 16% employees are dissatisfied and 6% employees
are highly dissatisfied.

3. The Job given to employee is according to their Interest.

RESPONSES RESPONDENTS RESPONDENTS

( In Number) (In Percentage)

Highly Satisfied 23 46
Satisfied 11 22
Neutral 4 8
Dissatisfied 7 14
Highly Dissatisfied 5 10
Total 50 100

43
Source: Primary Data

Interpretation:
46% employees are highly satisfied with the statement that the job is according to their interest
while 22% employees are satisfied, 8% employees show neutral response while 14% employees
are dissatisfied and 10% employees are highly dissatisfied .

4. Personnel Policies are adequate.

RESPONSES RESPONDENTS RESPONDENTS

( In Number) (In Percentage)
Highly Satisfied 20 40
Satisfied 15 30
Neutral 8 16
Dissatisfied 4 8
Highly Dissatisfied 3 6
Total 50 100

44
Source: Primary Data

Interpretation:
40% employees are highly satisfied with the statement that the personnal polies are adequate
while 30% employees are satisfied, 16% employees show neutral response while 8% employees
are dissatisfied and 6% employees are highly dissatisfied.

5. Employees are provided with various Promotional Opportunities.

RESPONSES RESPONDENTS RESPONDENTS

(In Number) (In Percentage)
Highly Satisfied 20 40
Satisfied 11 22
Neutral 3 6
Dissatisfied 9 18
Highly Dissatisfied 7 14
Total 50 100

45
Source: Primanry Data

Interpretation:
40% employees are highly satisfied with the statement that employees are provided with various
Promotional oppurtunities while 22% employees are satisfied, 6% employees show neutral
response while 18% employees are dissatisfied and 14% employees are highly dissatisfied.

6. Employees utilize the Opportunities provided to them.

RESPONSES RESPONDENTS RESPONDENTS

(In Number) (In Percentage)
Highly Satisfied 8 16
Satisfied 21 42
Neutral 5 10
Dissatisfied 11 22
Highly Dissatisfied 5 10
Total 50 100

46
 Source: Primary Data

Interpretation:

40% employees are highly satisfied with the statement that employees utilize the oppurtunities
provided to them while 22% employees are satisfied, 6% employees show neutral response
while 18% employees are dissatisfied and 14% employees are highly dissatisfied.

7. Good Work of Employees is recognized.

RESPONSES RESPONDENTS RESPONDENTS

(In Number) (In Percentage)
Highly Satisfied 17 34
Satisfied 14 28
Neutral 9 18
Dissatisfied 6 12
Highly Dissatisfied 4 8
Total 50 100

47
Source: Primary Data

Interpretation:
34% employees are highly satisfied with the statement that good work of employees is
recognized while 28% employees are satisfied, 18% employees show neutral response while
12% employeesare dissatisfied and 8% employees are highly dissatisfied.

8. Employees are provided with Training & development program which helps in
their capability building.

RESPONSES RESPONDENTS RESPONDENTS

(In Number) (In Percentage)

Highly Satisfied 14 28
Satisfied 10 20
Neutral 7 14
Dissatisfied 12 24
Highly Dissatisfied 7 14
Total 50 100

48
Source: Primary Data

Interpretation:
28% employees are highly satisfied with training & development program that helps in their
Capability building while 20% employees are satisfied with that, 14% employees show neutral
response while 24% employees are dissatisfied and 14% employees are highly dissatisfied.

9. Employees are allowed to participate in management matter and taking decisions.

RESPONSES RESPONDENTS RESPONDENTS

(In Number) (In Percentage)
Highly Satisfied 18 36
Satisfied 20 40
Neutral 2 4
Dissatisfied 5 10
Highly Dissatisfied 5 10
Total 50 100

49
Source: Primary Data

Interpretation:
36% employees are highly satisfied that they are invited to participate in management decisions
while 40% employees are satisfied, 4% employees show neutral response while 10% employees
are dissatisfied and 10% employees are highly dissatisfied.

10. Employees are provided Supervision.

RESPONSES RESPONDENTS RESPONDENTS

(In Number) (In Percentage)
Highly Satisfied 18 36
Satisfied 19 38
Neutral 4 8
Dissatisfied 4 8
Highly Dissatisfied 5 10
Total 50 100

50
Source: Primary Data

Interpretation:
36% employees are highly satisfied with the statement that employees are provided supervision
While 38% employees are satisfied, 8% employees show neutral response while 8% employees
are dissatisfied and 10% employees are highly dissatisfied.

11. Behaviour of Top Management is good and their sufficient support is provided
to the employees.

RESPONSES RESPONDENTS RESPONDENTS

(In Number) (In Percentage)
Highly Satisfied 14 28
Satisfied 20 40
Neutral 5 10
Dissatisfied 6 12
Highly Dissatisfied 5 10
Total 50 100

51
Source: Primary Data

Interpretation:
28% employees are highly satisfied with behaviour & support of top management provided to
them on job while 40% employees are satisfied, 10% employees show neutral response while
12% employees are dissatisfied and 10% employees are highly dissatisfied.

12. The Behaviour of Co-workers is good and helping.

RESPONSES RESPONDENTS RESPONDENTS

(In Number) (In Percentage)
Highly Satisfied 33 26
Satisfied 14 28
Neutral 5 10
Dissatisfied 7 14
Highly Dissatisfied 11 22
Total 50 100

52
Source: Primary Data

Interpretation:
26% employees are highly satisfied with behaviour of co-workers with them on job while 28%
employees are satisfied, 10% employees show neutral response while 14% employees are
dissatisfied and 22% employees are highly dissatisfied.

13. Physical Working Conditions provided to employees is quite good.

RESPONSES RESPONDENTS RESPONDENTS

(In Number) (In Percentage)
Highly Satisfied 23 28
Satisfied 11 42
Neutral 4 6
Dissatisfied 7 14
Highly Dissatisfied 5 10
Total 50 100

53
Source: Primary Data

Interpretation:
28% employees are highly satisfied with the physical working condition while 42% employees
are satisfied, 6% employees show neutral response while 14% employees are dissatisfied and
10% employees are highly dissatisfied.

14. Proper Welfare Facilities are provided to employees.

RESPONSES RESPONDENTS RESPONDENTS

(In Number) (In Percentage)
Highly Satisfied 15 30
Satisfied 15 30
Neutral 3 6
Dissatisfied 10 20
Highly Dissatisfied 7 14
Total 50 100

54
Source: Primary Data

Interpretation:
30% employees are highly satisfied with the statement that employees are provided with proper
welfare facilities While 30% employees are satisfied, 6% employees show neutral response
while 20% employees are dissatisfied and 14% employees are highly dissatisfied.

15. Employees are Empowered to make decisions related to their job.

RESPONSES RESPONDENTS RESPONDENTS

(In Number) (In Percentage)
Highly Satisfied 7 14
Satisfied 16 32
Neutral 26 26
Dissatisfied 3 6
Highly Dissatisfied 11 22
Total 50 100

55
 Source: Primary Data

Interpretation:
14% employees are highly satisfied with the statement that they are empowered to make
decisions related to job while 32% employees are satisfied, 26% employees show neutral
response while 6% employees are dissatisfied and 22% employees are highly dissatisfied .

16. Team Orientation is provided to Employees.

RESPONSES RESPONDENTS RESPONDENTS

(In Number) (In Percentage)
Highly Satisfied 16 32
Satisfied 19 38
Neutral 9 18
Dissatisfied 5 10
Highly Dissatisfied 1 2
Total 50 100

56
Source: Primary Data

Interpretation:
32% employees are highly satisfied with the statement that employees are provided team
orientation while 38% employees are satisfied, 18% employees show neutral response while
10% employees are dissatisfied and 2% employees are highly dissatisfied.

17. Employees are quite Satisfied with their Job.

RESPONSES RESPONDENTS RESPONDENTS

(In Number) (In Percentage)
Highly Satisfied 13 26
Satisfied 17 34
Neutral 5 10
Dissatisfied 10 20
Highly Dissatisfied 5 10
Total 50 100

57
 Source: Primary Data

Interpretation:

26% employees are strongly agree that they are satisfied with their job while 34% employees
are satisfied, 10% employees show neutral response while 20% employees are dissatisfied and
10% employees are dissatisfied.

RESULTS AND FINDINGS

The major findings of the study are:

Employees are satisfied with the top management support.
Most of the employees do not demand job security.
Employees need opportunities for periodic changes in their duties.
Most of the employees feel that they are empowered with decision making authority
Employees are not allowed to suggest a variety of alternative solutions to handle job
related problems.
Employees feel that they can perform better if more autonomy and freedom is provided
to them.
Satisfied with supervision provided to them.

58
 Employees satisfied with nature of job, policies.

Employees are striving genuinely towards the accomplishment of the desired target.

All the employees are aware about the policies made for them.

Response of most of the answers show the commitment and involvement of the
employees towards organization.

POLICY IMPLICATIONS

Policy implications are the probable outcomes resulting from the implementation of various
recommendations given by the researcher. According to the Researcher, following are the policy
implications:-
HR policies of the company should be made clear to all employees working in the
Organization so that employees will be clear about what is expected from them.
Employees should be treated as assets of organization so that it will create a sense
of belongingness among them.

59
 Company should ensure proper top management support to all employees to increase
the satisfaction level of employees which will further leads to enhancement of
satisfaction of employees.
Employer should ensure internal and external consistency regarding the promotional
opportunities to resolve the promotion related discrepancies.
Open communication between the employees and superiors should be encouraged
to resolve various issues faced by the employees on the job.

In case the company implements the recommendations suggested by the researcher, there
will be an increase in satisfaction level of employees regarding their job.

RECOMMENDATIONS

The following are the list of recommendations which are suggested by the researcher but they
are not conclusive.
A stable, secure work environment should be provided to employees.
Employees with effective performance on the job should be provided proper growth
opportunities.
Job should be made more exciting by assigning the creative so that employees feel

60
 interestin their job.
Worker should be given more freedom in deciding about work method.
Performance based reward system should be made to increase the productivity and
efficiency of employees which will lead to their increased satisfaction level.
Organisation should retain employees because research shows that employees working
for the Organization from long tend to be more satisfied
Proper welfare facilities & empowerment should be provided to the employees.
Employees should be provided feedback regarding their performance and the areas
where
they are lacking so that they can improve themselves.
Job satisfaction surveys should be held at particular interval so that management can
become aware of the problems and conflicts faced by the employees.
Employees should be provided feedback about their strength and weakness so that they
can capitalize their strength and improve weakness.

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37. http://www.hcl.in/awards-certifications.asp
38. http://www.hclinfosystems.com/lan_service_page.htm
39. http://talentedapps.wordpress.com/2008/04/11/job-satisfaction-model-for-retention/
40. http://humanresources.about.com/od/motivationrewardretention/Employee_Motivation_
Recognition_Rewards_Retention.htm

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