1.

INTRODUCTION
1.1 COMPANY PROFILE
Name of the company with address: International bakery products limited
Puducherry- Tindivanum highway
Post T.C. Balam 605 111.
Auro food started a biscuit plant in the year 1992 with the capacity of 400 tonnes of biscuits per
month at Thiruchitrambalam, villupuram-605 111.
Initially the biscuit plant had 3 baking zones and later this was extended by adding 2 more zones
in the year 1995.In the year 1984 second plant was erected with 4 baking zones and it added an
additional production tonnage of 450 tonnes.
Hence Britannia started production of their products in this factory on a conversion basis.
In the year of 1997 Britannia acquired 50% of shares from Auro food and formed a separate
company with effect from 26/09/1997. Subsequently Britannia acquired another 25% of share
from Auro food. The newly formed company is called international bakery products limited.

Resource management:
Purpose:
To define the policy and plan to provide the resources needed
i)
ii)

To implement the quality management system effectively.

To realize the production of biscuits fully meeting customer requirements.

Scope:
All the employees, infrastructure and work environment of the organization.
Responsibility:

Top management:
Top management is responsible for the provision of adequate resources and ensuring
effective utilization.
Employees:
All the employees are responsible in ensuring effective utilization of the resources
provided.
Management Representative:
Management representative is responsible for monitoring all areas where resources are
required and communicating them to the top management.
Provisions of resources:
. The management is providing all the necessary resources to implement and maintain the
quality management system

Human Resources:
1. It is ensured that persons employed are knowledgeable, competent to carry out the job
assigned, and employees records are maintained.
2. Training needs are identified and training is imparted at the time of induction of
employees and also on periodical basis.
3. All the employees are given awareness and training on the quality management
system as per ISO 9001 requirements.
4. Selected persons are given training in internal quality audit methods and they will be
carrying out the periodical internal quality audit.

Infrastructure:
The entire essential infrastructure has been provided to achieve conformity of the product
requirements. These include:a.
b.
c.
d.

Building
Workspace
Machines/Equipments, material management system
Measuring instruments &gauges

The maintenance and house keeping are effectively done as per plan and records
maintained.
Work environment:
The work area is will ventilated and a healthy and hygienic environment is provided
for the employees.

Management Responsibility:
ORGANISATION CHART

UNIT HEAD

Production
In-charge

Personnel
Manager

Management
Representativ
e

Shift
In-charge

General
Stores incharge

S& F
In-charge

Maintenanc
e
In- charge

Lab
In -charge

Distribution of the responsibility & authority

1. Unit Head:
a) The unit head the company and is responsible:
-

To ensure that quality policy and objectives are met.

To ensure continual improvement based on feedback from management

review meetings.

To ensure provisions of adequate resources for the effective functioning

of the quality management system.

b) The delegated responsibility and authority for the effective functionary of the
system is attached as a responsibility matrix.
2. Management Representative
The MR shall have the responsibility and authority for:
a) Ensuring that the quality system is established, implemented and maintained
accordance with ISO 9001: 2000.
b) Organizing internal quality audits, once in a quarter.
c) Verifying the implementations of corrective and preventive action plans.
d) Initiating incorporation of amendments to this quality manual and quality system
procedure as and when necessary.
e) Ensuring timely action of reporting to the top management about the performance
of the quality management and the improvement needed if any.
f) Ensuring that all reviews are organized as per documented plan and minutes
maintained.
g) Monitoring the control of external documents.

3. Internal Communication:
The organization has established a very effective system for internal
communication to ensure that information reaches every point of importance in time by circular
and also by notice board.

QUALITY POLICY:
We at IBPL are committed to manufacture and supply quality products meeting
customer specifications and delivery schedules achieved by continuous process improvements, up
graduation, of technology, quality systems, effective training of personnel and migrating towards
being the lowest cost producer.

Planning:
Quality objectives:
a) Reduce product wastage
b) Reduce customer complaints
c) Implement GMPs progressively.
d) Upgrade infrastructure to ensure food safety.
Responsibilities and authorities:
Organization chart:
The top management has structured the organization to streamline the execution
responsibilities of various incumbents and their reporting system to achieve efficient quality
management.

1.2 NEED FOR THE STUDY

The study is carried out to find the employees satisfaction levels in IBPL Limited.
It helpful to the Management to find out a ways to increase the satisfaction levels and
increase productivity.
To increase a good relationship between employers and employees.
The study helps to find out a way to avoid labour turnover.
This study provides me a practical exposure to upgrade my knowledge.

2. Employee satisfaction
It is an obvious statement but high employee satisfaction levels can reduce employee turnover.
Dissatisfied employees tend to perform below their capabilities, result in high turnover of
employee and leave their jobs relatively quickly and are not very likely to recommend your
company as an employer.
Employee satisfaction research give employees a voice and also allow the pinpointing of
problematic areas leading to the raising of staff satisfaction levels, developing and reviewing of
employee management and optimizing corporate communications.
Measuring and Improving Employee Satisfaction and Commitment
Employee satisfaction measurement has grown from simply recording employees' opinions on
various topics to accurately and robustly measuring employee commitment. The American
Customer Satisfaction Index has demonstrated the relationship between customer satisfaction and
profits. Now research shows that satisfied, motivated employees will create higher customer
satisfaction. Successful organizations realize that involved employees are key to improving
organizational performance and that motivated employees are the first link in a causal chain that
leads to greater customer loyalty and profits. This course will demonstrate how to implement
world-class techniques for measuring the satisfaction and engagement of employees and will
provide participants with the best system for using the results to improve employee commitment
and to retain high-performing employees.
Five ways employers can create a satisfying work environment:
Build employees competence and self-confidence through training, feedback and
recognition. "There is a very close relationship between high job satisfaction and feelings
of effectiveness on the job," says Dr. Loehr. "Encouragement of genuine self-confidence
is probably the number one way to achieve higher job satisfaction."
Communicate the value of the organizations products and services, and the role the
organization plays in the marketplaces where it operates. "People with high job
satisfaction also report an extraordinarily high sense of mission, vision and passion for
their work," says Loehr. "They feel their work is consistent with their values. They
8

couldnt achieve that feeling if their employers didnt enable them to get meaningful
insight about the value they provide to customers."
Encourage and reward thoughtful risk-taking. "People with high job satisfaction also
score high on the desire to try novel approaches, face challenges and perform problemsolving both individually and in groups," says Loehr. "They appear to have an appetite for
mission-driven change. They also rate themselves very high on perseverance."
Encourage positive workplace relations. "People who are highly satisfied in their jobs
report good feelings about their bosses, peers and coworkers," says Loehr. "Their feelings
of opportunity are elevated, and they perceive a low hassle-factor."
Encourage meaningful rest breaks and light diversion. "High job satisfaction correlates
strongly with the feeling of having fun at work," says Dr. Loehr. "Highly satisfied
individuals also report that they find it easy to wake in the morning, and that their sleep is
deep and restful." He adds: "This is consistent with our thirty years of research on worldclass athletes. Top performers in every field know how to enhance performance through
rest and recovery."

EMPLOYEE SATISFACTION STUDIES

From recruitment to retirement and beyond lies the complex world of human resource
management. Not too long ago, employee feedback became a buzz phrase that senior managers
paid up service to, while budgeting an annual survey to show they were really serious about it.
The rest can be found in Scott adams Dilbert comic strip.
Yet a few leading organizations did more than pay lip service. They embraced the idea that they
needed motivated employees before they could have happy customers.

In fact, such

organizations realized that, in a sense, their employees were customers, and listening to them
was equally critical. It is no coincidence that these organizations have emerged as leaders in their
areas of business.
Information provisioning is a customized application of Zarcas platform.

The following

processes are covered:

a) university recruitment process:

Ensure your company is presenting the right image at universities to attract the best talent.
Identify and remove all factors from the process that might contribute negatively to your
recruitment effort.
b) recruitment process for experienced employees:
Identify and remove all factors from the recruitment process that might contribute
negatively to your effort to hire and best mid- and senior level talent.
c) employee orientation and training studies:
Track the effectiveness of expensive training programs. Ensure the outcome meets your
goals.
d) performance review:
Build a culture of accountability and reward by measuring employee performance in critical
business areas.
e) corporate pulse survey:
Unleash the creativity of your employees by including them in open dialogues about your
organizations strength and weaknesses.
WHY ASK DEMOGRAPHIC QUESTIONS IN AN EMPLOYEE SATISFACTION SURVEY?
We almost always include demographic questions in our questionnaires, including
employee surveys. This is not merely nosiness on our part. These questions serve two
main purposes:
1. To see how closely the sample replicates the known population. The more closely the
demographic distribution of survey respondents matches the population, the more
confidence you can have in the data.
10

2. To allow analysis of sub-groups of those responding to the survey.

It is this second purpose, analysis of sub-groups, which provides the most utility. If the sample
size is small(less than 100 or so), this cannot be done. However, with larger sample size, an
analysis of sub-groups can tell you things that would be missed by looking at the aggregate data.
For example, you might find that 10% of employees would rate the health care plan provided by
your firm as poor. You might be tempted to conclude that you do not have a major problem in
this area. However, if you were to drill down into the data and find that 30% of employees with
children rated the health care plan as poor you would have a potentially serious issue on your
hands.
Questionnaire length usually limits the number of demographic questions you can include in your
survey. The particular items you choose to include will be influenced by the type of industry you
are in and the composition of your work force. Below is a list of the types of demographic
questions you should consider including in your employee satisfaction questionnaire.
Age,
Sex,
Martial status,
Department,
Experience.
It is not necessary to include all of the above questions in the survey. The key is selecting the
items to include is determining, to extend possible, the variable that you believe will segment the
population in a manner such that the different segments will have different needs and/or feelings
about the organizations.
DETERMINING THE NEED TO CONDUCT AN EMPLOYEE SATISFACTION SURVEY.
This is a fairly simple tip. There are two questions to ask you.
1. Do you have employees?
2. Do you know how they feel about their jobs and their work environment?
If the answer to the first question is yes and the answer to the second question is no, you need to
conduct an employee satisfaction survey, even if you have only a few employees and gather the
11

information through informal discussions. The urgency of the matter is another thing entirely.
The need to survey is greater when one or more of the following factors are present.
o Rapidly growing organization. When an organization is growing quickly, it is
critical to find out how employees feel about their jobs, the organization, and their
fit and future within it.
o High or growing turnover rate. While some industries have a naturally high
turnover, growing turnover is a problem for any organization. If your absolute
level of turnover exceeds the industry average, you have a problem that an
employee satisfaction survey is the first step to solving.
o Excessive rumors. A strong rumor mill is symptomatic of other problems in the
organization. These can include communications, trust, and fear. Only a survey
can uncover the extent to which any of these issues exists.
o Highly competitive industry.

In a highly competitive industry, turnover

minimizations and productivity and creativity maximization are keys to success.

Staying in such with employees is necessary to facilitate continued
competitiveness.
o Contemplated changes in pay and benefits. You must know what needs to be
fixed and how much fixing it needs to maximize return on invested money and
people resources.
EMPLOYEE SATISFACTION AND PRODUCTIVITY:
In todays ultra-competitive environment, smart employers understand that having a motivated,
engaged, creative work force is a competitive advantage. Your employees cannot reach their full
potential when they are answered about work and life problems.
It is your job to create an environment that minimizes their problems so that they can live a fuller,
happier life and can stay focused on their job, not their problems, while at work.

12

Select one of the areas below to learn more about these issues and how our employer solutions
group professionals assist you as you help your employees live more fulfilling lives both at home
and at work.

YOURE EMPLOYEES

HEALTH
How do I protect my health and the health of my family?

INCOME PROTECTION
How do I provide for my family if I die or am disabled?
WEALTH ACCUMULATION
How do I save enough money for my childrens college
education and my retirement?
EXECUTIVE BENEFITS
As a key executive, what special benefits can I expect
from my employer?

1. HEALTH
Our professionals have the tools and experience necessary to offer innovative solutions and help
you make the tough decisions about health insurance, dental insurance, prescription drug
coverage, and visions plans.

2. INCOME PROTECTION
Strong life insurance and disability programs and strategies are key to protecting your employees
and their families.
3. WEALTH ACCUMULATION:
Make sure rewards are for genuine contributions to the organization.
Be consistent in your reward policies.
13

 If your wages are competitive, make sure employees know this.

Rewards can include a variety of benefits and perks other than money.

ADEQUATE AUTHORITY
Employees are more satisfied when they have adequate freedom and authority to do their jobs.
Actions:
Let employees make decions.
Allow employees to have input on decisions that will affect them.
Establish work goals, but let employees determine how they will achieve those goals.
Later reviews may identify innovative best practices.
Ask, If there were just one or two decisions that you could make, which ones would
make the biggest difference in your job?
EMPLOYER OF CHOICE: FAIRNESS
From the receptionist at the front door to top executives, people want to be treated fairly.
Traps: understanding fairness can be challenging. An organizational policy can be viewed as fair
by some and unfair by others.
Fairness is important. When employees are treated unfairly, they
Are more negatively affected by their workload.
Have lower productivity
Are more likely to quit
Have higher levels of conflict and

14

 Are more likely to resort to collective bargaining to solve their problems.

Symptoms like these are costly to both the employees and the organization. Most often, we
create our judgment of fairness by comparing how things are with how we think they should be.
Our judgement of how things should be can be gained externally and internally.
More is not necessarily better
Fairness seems to have a threshold effect. When a work situation is seen as unfair, this can be
highly motivating to employees to try to correct the injustice.
Once employees feel that they are being treated fairly, being treated exceptionally fairly is not
much more motivating. As with employee satisfaction, fairness can be thought of as either a
single.
Your key employees make the decisions, lead the team, and drive the profits. Shouldnt taking
care of them be one of your highest priorities? Let us help you design custom benefits packages
to attract and retain your organizations leaders.
4. EXECUTIVE BENEFIT
Your key employees make the decisions lead the team, and drive the profits. Shouldnt taking
care of them be one of your highest priorities?
Employee satisfaction surveys provide the information needed to improve levels of productivity,
job satisfaction, and loyalty. Organizations can identify the root causes of job issues and create
solutions for improvements with an accurate perspective of employee views.
Discover what motivates people, what drives loyalty, and what genuinely makes and keeps your
employees happy. Satisfaction levels will increase when employees know that their issues are
being addressed. There is a direct link between employee satisfaction and financial results.
MANAGING JOB SATISFACTION

15

Increasing job satisfaction is important for its humanitarian vale and for its financial benefit. As
early as 1918, Edward Thorndike explored the relationship between work and satisfaction in the
journal of applied psychology.
NBRI typically includes measures of job satisfaction in all our employee surveys. Clear patterns
have emerged.
Employees with higher job satisfaction:
Believe that the organization will be satisfying in the long run,
Care about the quality of their work,
Are more committed to the organization,
Have higher retention rates, and
Are more productive.
What are the statistically significant factors that affect job satisfaction?
Six factors that influenced job satisfaction.
When these six factors were high, job satisfaction was high. When the six factors were low, job
satisfaction was low. These factors are similar to what we have found in other organizations.
1. OPPORTUNITY
Employee survey studies show that employees are more satisfied when they have challenging
opportunities at work. This includes chances to participate in interesting projects, jobs with a
satisfying degree of challenge, and opportunities for increased responsibility. Important: this is
not simply promotional opportunity, as organizations have become flatter, promotions can be
rare. People have found challenge through projects, team leadership, special assignments-as well
as promotions.
Actions:

16

 Promote from within when possible.

Reward promoting employees with roles on interesting projects.
Divide jobs into levels of increasing leadership and responsibility.
2. Stress
When negative stress is continuously high, job satisfaction is low. Jobs are more stressful if they
interfere with employees personal lives or are a continuing source of worry or concern.
Actions:
Promote a balance of work and personal lives. Make sure that senior managers model this
behavior.
Distribute work evenly (fairly) within work teams.
Review work procedures to remove unnecessary red tape or bureaucracy.
Manage the number of interruptions employees have to endure while trying to do their
jobs.
Some organizations utilize exercise or fun breaks at work.
3. Leadership
Data from employee satisfaction surveys has shown employees are more satisfied when their
managers are good leaders. This includes motivating employees to do a good job, striving for
excellence, or just taking action.
Actions:
Make sure your managers are well trained. Leadership combines attitudes and behavior.
It can be learned.
People respond to managers that they can trust and who inspire them to achieve
meaningful goals.

17

4. Work standards
Again, our NBRI employee survey data points out that employee are more satisfied when their
entire workgroup takes pride in the quality of its work.
Actions:
Encourage communications between employees and customers. Quality gains importance
when employees see its impact on customers.
Develop meaningful measures of quality. Celebrates achievements in quality.
5. Fair Rewards
Employees are more satisfied when they feel they are rewarded fairly for the work they do.
Consider employee responsibilities, the effort they have put forth, the work they have done well,
and the demands of their jobs.
In our employee survey work, we have focused on two forms of fairness. These seem to be
consistently motivating to employees.
Fairness of managers, and
Fairness of pay.
Although these two factors can be related, in practice, these are generally distinct.
6. Fairness of Pay
It is interesting that the perception of being paid fairly is more motivating than the actual level of
pay. Said another way, these who are paid more are not necessarily more satisfied.
When people feel they are paid fairly, they are more likely to:
Be satisfied,
Feel that the organization will satisfy their long term needs and goals, and
18

 Feel that their workload is reasonable,

Indirectly, fairness of pay also reduces stress and increases retention
Manager Fairness
Employees need to know you are doing the best you can in an imperfect world. Periodic, sincere
communication from managers can help preserve cooperation and trust.
Our employee survey research findings show that when managers treat others fairly,
Employees are more satisfied
There is less blame and conflict in work teams.
Indirectly, fairness also
Increase teamwork
Increases employee commitment
Increase retention and
Increase productivity
Thus, fairness is not related simply to soft returns. The data from employee surveys show that
manager fairness increases teamwork, retention and productivity which have genuine bottom-line
consequences.
Overall, prudent organizations will carefully manage fairness. This will not only create a more
satisfied workforce, but will make genuine contributions to the bottom-line while positioning
and organization as an employer of choice.
EMPLOYER OF CHOICE: OPPORTUNITY
When people choose your organization over others as the preferred place to work, your
organization saves money through increased retention, makes money through increased
productivity as well as becomes more effective as the best of your job applicants choose to
19

work for you. Due to these practical and financial consequences, being an employer of choice
will continue to be important to organizations for a long time to come.
Our employee survey research has consistently shown that the degree of opportunity in the
workplace affects employee attitudes and behaviors. Thus, opportunity plays a major role in
becoming or remaining an employer of choice.
What is opportunity?
The problem is that there are different forms of opportunity. Although there are no firm rules
there do seem to be some trends in the opportunity preferred by employees of different ages.
Among younger employees, opportunity is more likely to relate to opportunity for:
Increased income,
Promotions/advancement, and
Training (and/or job experience).
Why is opportunity important?
Opportunity has direct and indirect effects on employee attitudes and behaviors.
Higher opportunity directly increases:
Job satisfaction and
Employees expectations that the organization will meet their long-term needs and goals.
Thus, opportunity directly affects satisfaction but also expectations about job conditions in the
future.
Job satisfaction and long-term expectations have their own consequences.

Thus, because

opportunity directly affects job satisfaction and long-term expectations, it indirectly affects other
factors that are influenced by job satisfaction and long-term expectations.
Thus, opportunity indirectly increases:
20

 Employee involvement
Employee commitment,
Desire to stay, and
Employee productivity.
Consequently, having adequate opportunity significant affects organizations-not because
opportunity, in and of itself, has inherent value. It gains importance because it is an underlying
cause with multiple symptoms. It happens that those symptoms are typically on the list of key
factors that make organizations successful.
9 STEPS TO IMPROVING EMPLOYEE SATISFACTION:
SHARED MISSION OR VISSION:
Organization that have a mission or vision statement and use it as a guide for decision making
find employees spend less time and resources on non-income- producing activities when their
people management strategies are aligned to the mission. A team guided by a clearly stated and
communicated mission is more cost effective and competitive than one where the mission is
fuzzy or nonexistent.
REGULAR EMPLOYEE INPUT AND FEEDBACK PROGRAM:
Building a corporate culture that requires employees to be an integral part of the organization can
be an effective way of getting the most from the talents or competencies brought to the
organization by each employee. Allowing employees at all levels of the organization to share
their ideas and concerns will also help the company develop and maintain a safer and more
productive work environment. Knowing employees feelings for, and levels of commitment to the
organization can be essential to measuring whether people management programs are producing
the desired results.
CLEARLY DEFINED AND COMMUNICATED JOB EXPECTATIONS:
When an organization makes the decision to fill a new position, it has an idea of what will be
expected of the new employee. However, unless these expectations are clearly communicated,
21

the result can be disappointing for both the employee and employer. Such situations cause
conflict and inefficiencies in the workplace. Therefore, it is very important that the employer
establish a mechanism for making sure the needs of the organization are clearly communicated
and understood.
REGULAR AND FAIR PERFORMANCE FEEDBACK:
Research has found that most employees in todays economy want to believe that they contribute
to the overall success of the organization. However, if the employee is not sure how his or her
job fits into the bigger picture, an employer may suffer a reduction in productivity or morale. A
well-designed, consistently-applied and fair system for discussing the business goals, objectives
and individual employee contributes can be a valuable tool in ensuring each employee becomes
and remains an integral part of the organizations team.
COMPENSATION, BENEFITS AND REWARDS PROGRAMS THAT ARE ALIGNED
WITH MISSION ACCOMPLISHMENT:
There is no way to overstate the importance of developing properly aligned compensation,
benefits and rewards programs. Employees emulate behavior that they see being rewarded.
When employees see executive and management employees being rewarded for behavior or work
product that does not support the stated mission and / or vision of the organization, they may
become disgruntled. These employees will either change their own behavior to mirror the
rewarded behavior or become disgruntled with the lack of recognition they receive for towing
the line consequently, the work group loses its mission alignment.
PROMOTION OF A DIVERSIFIED WORK FORCE:
Diversity in todays global market is much different than the old affirmative action plan that
characteristically sits on the shelf in a binder and gathers dust. A truly diverse work environment
not only welcomes but also encourages employees of different cultures and backgrounds. Such
work environments promote the sharing of new ideas, diverse points of view and employees who
challenge the way we do things here.
HIRING THE RIGHT EMPLOYEES:

22

No, this is not a contradiction to the statements made above. It actually is a compliment to
diversity. Mission and vision are guiding principles for employees as to why the organization
exists, what services it provides and how it operates. Corporate culture flows from the mission
and vision. Hiring the right people means not only finding employees with the necessary
knowledge, skills and abilities but also those who will be productive members of the
organizational work team. Bringing in an employee who does not understand or support the
shared mission and goals can be very disruptive and costly to the organization.
COMPREHENSIVE EMPLOYEE ORIENTATION AND INTEGRATION PROGRAM:
Once an organization has developed a clear mission, defined its expectations, developed and
implemented appropriate feedback and rewards programs and hired the right people, it is
important to make sure that all employees have the information and tools necessary to transition
smoothly into the work environment. Well developed employee orientation and integration
programs help both new and current employees work together to form a productive and satisfying
work environment. Organization that lack such programs can find that it loses many new
employees who just never got off to the right start.
STRONG COMMITMENT TO TRAINING AND DEVELOPMENT PROGRAMS:
One of the most important benefits offered by many employers is a employee personal
development. Employers that invest in personal development programs that encourage to updates
skills and expand their knowledge base can directly contribute to bottom line profitability. This is
because the organization will remain competitive and being able to adapt to market changes
quickly, with little interruption in daily operations.

3. OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:
To identify the employee satisfaction levels in International Bakery Product Limited.

SECONDARY OBJECTIVES:

23

 To know the communication networks between employers and employees.

To find out the employee satisfaction levels relating to salary.
To identify the employee satisfaction in team works.
To know the employee satisfaction in safety & welfare facilities provided by the
organization.
To identify the satisfaction levels with training program.
To know the job satisfaction of employee in IBPL Limited.
To made suggestions and recommendation to improve the employee satisfaction in IBPL.

4. RESEARCH METHODOLOGY
Research methodology is way to systematically solve the research problem. It is a plan of
action for a research project and explains in detail how data are collected and analyzed. Research
Methodology may be understood as a science of studying how research is done scientifically. It
can cover a wide range of studies from simple description and investigation to the construction of
sophisticated experiment.
24

A clear objective provides the basis of design of the project. Since the main objective of this
study is to identify the customers preference, expectation and perception. It was decided to use
descriptive research design include, surveys and fact-findings enquires of different kinds, which
found out to be the most suitable design in order to carry out the project.
MEANING OF RESEARCH
Research is an art of scientific investigation. The advanced learners dictionaries of current
English lay are down the meaning of research as, a careful investigation (or) inquiry especially
through search for new facts in any branch of knowledge. Redmen and
Mary defines research as a systematic effort to gain knowledge.
RESEARCH DESIGN
A Research design is plan that specifies the objectives of the study, method to be adopted in the
collection of the data, tools in analysis of data and helpful to frame hypothesis. A research design
is the arrangement of condition for collection and analysis of data in a manner that aims to
combine relevance to research purpose with economy in procedure.
Research design is needed because it facilitates the smooth sailing of the various project
operations, thereby making the project as efficient as possible yielding maximal information with
minimal expenditure of effort time and money. Also it minimizes bias and maximizes the
reliability of the data collected.

NATURE AND SOURCE OF DATA

Primary data
The data which are collected afresh for the first time and thus happen to be original in character is
called primary data.
The primary data was collected from the employees of IBPL Limited through a direct
structured questionnaire. Respondent has filled the questionnaire.
Secondary data
The data which have already been collected and analyzed by someone else is called secondary data.
25

The secondary data was used mainly to support primary data. Company profiles, websites,
magazines, articles were used widely.
SAMPLING SIZE AND TECHNIQUE
Type of universe
The first step in developing any sample is clearly defining the set of objectives, technically called
the universe, to be studied. Here the universe is the employees of IBPL Limited.
Size of sample
It refers to the number if items to be selected from the universe to constitute a sample. Here 100
employees of IBPL Limited in Setharapet were selected as size of sample.
Questionnaire construction
In constructing questionnaire, care was taken to investigate the difficulties that the respondent may
face while answering them. It was prepared keeping in view the objective of the study. During the
constructing care was taken to avoid questions, which may lead to misinterpretation. The question
thus constructed was a structured one so as to collect al the relevant information. The questions
were arranged in a logical order/sensible sequence.
The Questionnaire consists of a variety of questions presented to the employees for their response.
Dichotomous questions and multiple choice questions were used in constructing the questionnaire.

STATISTICAL TOOLS USED

To arrange and interpret the collected data the following statistical tools were used.
1. Percentage Method.
2. Weighted Average Method.
3. Chi square Analysis.
Percentage Method:
The percentage method was extensively used for findings various details. It is used for
making comparison between two or more series of data. It can be generally calculated.

26

Percentage of employees is given by

(Number of employees favorable/total employees) 100

Weighted Average Method:

In the Weighted Average Method, the weighted average can be calculated by the
following formula
XW = WX/ X
Here
XW represents the weighted average
X1, X 2, X3..Xn represents the value for variable values
W1, W2, W3 .Wn represents the weightage given to the variable.
Steps:

Multiply the weights(W) by the variables(X) to obtain WX

Add all WX to obtain WX

Divide WX by sum of the weights (X) to get weighted average.

Chi Square Analysis

Chi square analysis in statistics to test the goodness of fit to verify the distribution of
observed data with assumed theoretical distribution. Therefore, it is a measure to study the
divergence of actual and expected frequencies. It makes no assumptions about the population
being sampled. The quantity 2 (chi- square) describes the magnitude of discrepancy between
theory and observation. If 2 is zero, it means that the observed and expected frequency
completely coincides. The greater the value of 2, the greater would be the discrepancy between
observed and expected frequencies.
The formula for computing Chi Square (2) is as follows.
27

2 = {(O-E)^2 /E}

The calculated value of 2 is compared with the table of 2 for given degrees of
freedom at specified level of significance. If the calculated value of 2 is greater than the table
value then the difference between theory and observation is considered to be significant. On the
other hand, if the calculated value of 2 les than the table value then the difference between theory
and observation is not considered to be significant. The degrees of freedom is (n 1) where n is
number of observed frequencies.

5. DATA ANALYSIS AND INTERPRETATIONS

Table: 1
Title: IBPL LIMITED STRATEGY

PARTICULARS
Yes
No
Total

NO. OF RESPONDENTS
44
56
100

PERCENTAGE
44
56
100

28

Interpretation:
The above table shows that out of 100 respondents 44% are knows about the IBPL Limited
strategy, 56% are doesnt know the IBPL Limited strategy.
Title: IBPL Limited Strategy

Slice 4
3
0%

NO
56%

YES
44%

Table: 2
Title: COMMUNICATION
PARTICULARS
Strongly Agree
Agree
Somewhat Agree
Disagree
Strongly Agree

NO. OF RESPONDENTS
28
55
5
11
1
100

PERCENTAGE
28
55
5
11
1
100

Total
Interpretation:
The above table shows that out of 100 respondents 28% are strongly agree with
communication between manager, 55% are agree, 5% are somewhat, 11% are disagree and 1% is
strongly disagree.

29

Title: Communication

Table: 3
Title: CONTINOUS FEEDBACK FROM MANAGER
PARTICULARS
Strongly Agree
Agree
Somewhat Agree
Disagree
Strongly Disagree
Total

NO. OF RESPONDENTS
31
45
9
9
6
100

PERCENTAGE
31
45
9
9
6
100

Interpretation:
The above table shows out of 100 respondents 31% of them are Strongly agree with
continuous feedback from Manager, 45% are agree, 9% are somewhat agree and 9% are disagree
and 6% are strongly disagree.

30

Title: Continuous feedback from Manager

Table: 4
Title: COMMUNICATES OBJECTIVES TO ACHIEVE THE TARGETS
PARTICULARS
Strongly Agree
Agree
Somewhat Agree
Disagree
Strongly Disagree
Total

NO. OF RESPONDENTS
25
57
4
13
1
100

PERCENTAGE
25
57
4
13
1
100

Interpretation:
From the above table it is inferred that out of 100 respondents 25% are Strongly Manager
communicates objectives to achieve the targets, 57% are agree, 4% are somewhat agree, 13% are
disagree and 1% are strongly disagree.
Title: communicates objectives to achieve the targets.

31

Table: 5
Title: RELATIONSHIP BETWEEN EMPLOYERS AND EMPLOYEES
PARTICULARS
Strongly Agree
Agree
Somewhat Agree
Disagree
Strongly Disagree
Total

NO. OF RESPONDENTS
67
32
1
100

PERCENTAGE
67
32
1
100

Interpretation:
From the above table it is inferred that out of 100 respondents 67% are strongly agree with
there is a relationship between employers and employees, 32% are agree and 1% are somewhat
agree.
Title: Relationship between employers and employees.

32

Table: 6
Title: THE MANAGER IS AVAILABLE WHEN I NEED HELPS.
PARTICULARS
Strongly Agree
Agree
Somewhat Agree
Disagree
Strongly Disagree
Total

NO. OF RESPONDENTS
40
52
5
3
100

PERCENTAGE
40
52
5
3
100

Interpretation:
From the above table it is inferred that out of 100 respondents 40% are strongly agree with
manager available when I need helps, 52% are agree and 5% are somewhat and 3% are disagree.
Title: The Manager is available when I need a helps.

33

Table: 7
Title: SKILLS AND ABILITIES ARE UTILIZED BY THE COMPANY
PARTICULARS
Strongly Agree
Agree
Somewhat Agree
Disagree
Strongly Disagree
Total

NO. OF RESPONDENTS
28
41
7
18
6
100

PERCENTAGE
28
41
7
18
6
100

Interpretation:
From the above table it is inferred that out of 100 respondents 28% are strongly agree with
my skills and abilities are effectively utilized by the organization, 41% are agree and 7% are
somewhat, 18% are disagree and 6% are strongly disagree.
Title: Skills and Abilities are effectively utilized by the organization

34

Table: 8
Title: IBPL LIMITED OFFER BETTER BENEFITS THAN OTHER COMPANIES
PARTICULARS
Strongly Agree
Agree
Somewhat Agree
Disagree
Strongly Disagree
Total

NO. OF RESPONDENTS
12
51
8
24
5
100

PERCENTAGE
12
51
8
24
5
100

Interpretation:
From the above table it is inferred that out of 100 respondents 12% are satisfied with the
organization provides better benefits than other companies, 51% are agree and 8% are somewhat,
24% are disagree and 5% are strongly disagree.
Title: IBPL Limited offer better benefits than other companies

35

Table: 9
Title: DECISION MAKING
PARTICULARS
Strongly Agree
Agree
Somewhat Agree
Disagree
Strongly Disagree
Total

NO. OF RESPONDENTS
25
50
15
10
100

PERCENTAGE
25
50
15
10
100

Interpretation:
From the above table it is inferred that out of 100 respondents 25% are strongly agree with
considering my decisions, 50% are agree and 11% are somewhat agree, 10% are disagree.
Title: Considering my Decision

36

Table: 10
Title: I AM PROUD TO TELL OTHERS I WORK FOR IBPL LIMITED.
PARTICULARS
Strongly Agree
Agree
Somewhat Agree
Disagree
Strongly Disagree
Total

NO. OF RESPONDENTS
30
62
6
2
100

PERCENTAGE
30
62
6
2
100

Interpretation:
From the above table it is inferred that out of 100 respondents 30% are strongly agree with I
am proud to tell others I work for IBPL Limited, 62% are agree and 6% are somewhat agree and
2% are disagree.
Title: I am proud to tell others I work for IBPL Limited.

37

Table: 11
Title: OVERALL EMPLOYEE SATISFACTION IN IBPL LIMITED
PARTICULARS
Excellent
Good
Average
Poor

NO. OF RESPONDENTS
19
48
32
1

PERCENTAGE
19
48
32
1

Interpretation:
From the above table it is inferred that out of 100 respondents 19% are excellent with their
overall employee satisfaction in IBPL Limited, 48% are good, 32% are average and 1% is poor.
Title: Overall employee satisfaction in IBPL Limited.

38

Table: 12
Title: Weighted Average method for JOB SATISFIED, RESPECT REGARDLESS OF THIR JOB,
FAIRLY, JOB SECURITY, PROMOTION, PAY MATCHES AND RESOURCES.

Attributes

Total

Job
Satisfied

33

54

100

Respect
Regardless
of their job
Fairly

14

58

20

100

17

56

12

10

100

Job
Security
Promotion

24

43

24

100

33

36

16

15

100

Pay
Matches

24

46

23

100

Resources

30

61

100
39

Table 12
Weighted Average to rank the job related activities in the organization.
Formula
=

WX
_____
W

W- number of respondents
X-

rating given by the respondents

Job
Satisfied

Respect

X1

Wx1

X2

1
2
3
4
5
Total

5
4
3
2
1

33
54
7
6
0
100

165
216
21
12
0
414

14
58
20
8
0
100

CW

4.14

3.78

Wx
2
70
232
60
16
0
378

Fairly

Job
Security

Promotio
n

Pay
Matches

Resources

X3

Wx3

X4

Wx4

X5

Wx5

X6

Wx6

X7

Wx7

17
56
12
10
5
100

85
224
36
20
5
370

24
43
4
24
5
100

120
172
12
48
5
357

33
36
16
15
0
100

165
144
48
30
0
387

24
46
4
23
3
100

120
184
12
46
3
365

30
61
3
5
1
100

150
244
9
10
1
414

3.70

3.57

3.87

3.65

4.14
40

RANKS

III

IV

VI

II

Inference:
From the above table it is understood that 100 respondents give 1st ranks to Resources and
Job Satisfied, 2nd rank to Promotion, 3rd rank to Respect regardless of their jobs, and 4th rank to
fairly treat, 5th rank to pay matches, 6th rank to Job Security.

Table: 13
Title: Weighted average method for SAFETY and WELFARE facilities in the Organization.
Attributes

Total

49

25

100

Workplace
31
Safety
Grievance
42
process
Telecommuting
7

62

100

48

100

34

43

10

100

Medical facility

42

44

12

Training

36

57

Life Insurance

1
20

41

Table 13
Weighted Average to rank the safety and welfare facilities provided in the organization.
Formula
=

Y-

WX
_____
W

number of respondents

Z- Rating given by the respondents.

Life
Insurance
X
1
2
3
4
5
Total

CW

W
5
4
3
2
1

X1
20
49
6
25
0
100

WX1
100
196
18
50
0
364

3.64

Workplace
safety
X2
31
62
2
5
0
100

WX2
155
248
6
10
0
419

4.19

Grievance
process
X3
42
48
7
3
0
100

WX3
210
192
21
6
0
429

4.29

Telecommuting
X4
7
34
6
43
10
100

WX4
35
136
18
86
10
285

2.85

Medical
facility

Training

X5
42
44
2
12
0
100

X6
1
36
0
57
6
100

Wx5
210
176
6
24
0
416

4.16

Wx6
5
144
0
114
6
269

2.69
42

Ranks

IV

II

III

VI

Inference:
From the above table it is found that all 100 respondents give 1st ranks to Grievance process,
2nd rank to Workplace Safety, 3rd rank to Medical Facility, 4th rank to Life Insurance, 5th rank to
Telecommuting and 6th rank to Training.

CHI-SQUARE TEST
NULL HYPOTHESIS Ho
To find out there is no significant links between Gender and Working Condition in the
organization.
ALTERNATIVE HYPOTHESIS H1
To find out there is a significant links between Gender and Working Condition in the organization
PARTICULAR
S

STRONGL
Y AGREE

AGRE
E

SOMEWHA
T

DISAGRE
E

STRONGL
Y AGREE

TOTAL

MALE

21

15

12

60

FEMALE

15

40

28

30

17

15

10

100

43

(O-E)2

(0-E)2/E

21

16.8

17.64

1.05

15

18

0.5

12

10.22

3.24

0.32

0.44

0.17

11.2

17.64

1.58

15

12

0.75

6.8

3.24

0.48

0.67

0.25
6.21

Total

Calculated value of Chi-square = 6.21

44

Degree of freedom

= (c-1) (r-1)
= (5-1) (2-1)
=4

The table value of chi-square for four degree of freedom at 5 percent level of significance is
9.488
Interpretation:
The calculated value of chi-square is much less than the table value. The result, thus, support the
hypothesis and its can be concluded that the significant links between Gender and Working
condition.

6. FINDINGS OF THE STUDY

The study was conducted to know the employee satisfaction levels in IBPL Limited.
The following are the findings from the study.
In overall employee satisfactions levels in IBPL Limited, 19% of employees are feels
excellent, 48% of employees are good, and 32% of employee rate Average and 1% of
employee feel Poor.
44% of employees are knows about the IBPL Limited strategy and 56% of employees
doesnt know about the IBPL Limited strategy.
28% of employees are strongly agree with the communication between Manager and
Employee, 55% of employees are agree, 5% of employees are somewhat agree and 11%
of employees are disagree.
31% of employees are strongly agree with the continuous feedback from the Manager,
45% of employees are agree, 9% of employees are somewhat agree, 9% of employees are
disagree, 6% of employees are strongly disagree.

45

 25% of employees are strongly agree with the Manager communicate objectives to
achieve the targets, 57% of employees are agree, 4% of employees are somewhat agree,
13% of employees are disagree and 1% of employee is strongly disagree.
67% of employees are strongly agreed with the relationship between management and
employees and 32% of employees are agreeing.
40% of employees are strongly agree that the Manager is available with me when I need a
help, 52% of employees are agree, 5% of employees are somewhat agree, 3% of
employees are disagree.
28% of employees are strongly agree with my skills and abilities are utilized effectively
by the organization, 41% of employees are agree, 7% of employees are somewhat agree,
18% of employees are disagree and 6% of employees are strongly disagree.
12% of employees are strongly agree with the IBPL Limited it offer better benefits than
other companies, 51% of employees are agree, 8% of employees are somewhat agree,
24% of employees are disagree and 5% of employees are strongly disagree.
25% of employees are strongly agree with the supervisor to give opportunities to take
decisions, 50% of employees are agree, 15% of employees are somewhat agree and 10%
of employees are strongly disagree.
30% of employees are strongly agree about I am proud to tell others I work for IBPL
Limited, 62% of employees are agree, 6% of employees are somewhat agree and 2% of
employees are disagree.
With the use of weighted average method, the following are findings:
a) The employees are ranks the job related activities in the organization:

1.

job satisfied

46

2.

Resources for do the job well.

3.

Promotion based on performance.

4.

Give respect regardless of their job.

5.

Fairly treated.

6.

Pay matches for my job.

7.

Job Security.

b) The employees are ranks the safety and welfare facilities in the organization.
1. Grievance process.
2. Workplace safety.
3. Medical facilities.
4. Life insurance.
5. Telecommuting.
6. Training.
With the use of chi-square method, the following should be finding:
a) There is a significant links between Gender and Working condition in
the organization.

47

7. SUGGESTIONS AND RECOMMENDATIONS

The employee in the organization may expect canteen facility. But the management is
provided canteen allowance to the employees. The canteen allowance is 225 per month.
The original cost of the food is Rs.18. The employee should give Rs.8 for the food and
remaining Rs.10 is provided by the management. Rs. 10 is benefited for the employees.
The employees should not awareness about the canteen allowances provided by the
management.

So, the management should arrange a meeting and say about the

advantages of canteen allowances.

The management should provide transport facility to female only. The employee (male)
in the organization should also expect transport facility for me also. So the management
should invests a certain amounts into transport and fulfill his needs.

It improves

productivity and avoids late coming.

In year to year, the employees strength is reduced in the organization. Because of, they
get voluntary retirement services (VRS) and out of the organization. This creates a labor
turnover in the organization and productivity is reduced. This kind of activity is
48

continued, the management should invest amounts for trained new employees and
expenses are high. The management should handled VRS carefully so as to avoid demotivating other employees.
In IBPL Limited, the employees should say thanks to the Management for providing pure
drinking water facility.

The management should provide 1000 liters per day.

The

management should never stop it and continue the services to the employees. It increases
satisfaction among employees.
The organization can also arrange a telephone facility for employees. It reduces mental
tension. Why because, in urgent times the employees needed telephone for transferring
the message to the right person. They dont transfer the message to the right person and
his concentration is diverting and not does the work in efficient manner. Therefore, the
organization is arranging a telephone facility to the employees and reduces the mental
tension.
The management should provide training program to initial level of employees and any
new technology is implemented in the market. But, the employees in the organization
should expect training program in periodic manner. The management should arrange a
training and development in regular basis and improves the knowledge and experiences of
the employees. It is very useful to the management and creates job satisfaction and job
involvement among employee side.

49

7.1 CONCLUSION
Now a days employees plays a vital role in every organization without employee production is
zero.
The study conducted at IBPL Limited. Deal with the employee satisfaction of the organization.
Employee Satisfaction Research give employees a Voice and also allow the pinpointing of
problematic areas leading to the raising of employee satisfaction levels, developing and
optimizing corporate communications.
The study concluded that majority of employees are very much satisfied in the organization. But
few facilities dont in the organization like canteen, transport. But most of employees are needed
canteen facilities and it is very useful for all of me. So the organization mainly takes a necessary
step to arrange a canteen facility for employees and fulfill his/her needs.
Employee satisfaction is determining the growth of the organization.

50

8. LIMITATIONS AND SCOPE OF THE STUDY

8.1 LIMITATIONS:
Any changes made in the organization (Rules/Policy), the study is not suitable.
Few employees refused to answer the question write conduct the interview.
New employees are appointed in the organization the study is affected.
The respondent had the fear that the questionnaire may be shown to the management.

8.2 SCOPE:
To suggests a ways to improve smoothly relationship between employees and
management.
The study is useful to the Management for know about the employee views about the
organization.
The study is useful as it identifies ways to solve the employees problems arising in the
organization.

51

9. ANNEXURE
9.1 QUESTIONARIES
GENERAL INFORMATIONS:NAME:
AGE:
SEX:
QUALIFICATION:
1. Below 10th

2.10th-12th

3.UG

4.PG

5. Diploma

DEPARTMENT: ________________________________
EXPERIENCE:
1. Above 2 years

2.between 2 to 5 years

3.above 5 years

1. Regarding the statement, you are aware of IBPL Limited overall strategy, would
you say
52

A, Yes

B, No

2. Overall you are very satisfied with your job at IBPL Limited.
a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

3. The Manager/supervisor clearly communicates what is expected of you.

a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

4. The Manager/supervisor provides you with continuous feedback to help you achieve
targets.
a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

5. Managers communicate clear objectives for the company to achieve.

a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

6. The IBPL Limited working conditions are good.

a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

7. The relationship between management and employees is good.

a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

8. There is cooperation among team members.

a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

9. Employees in the company are treated with respect regardless of their job.
a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

10. Do you feel everyone is treated fairly in your department?

a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

11. Are you feeling I have job security?

a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

12. The manager is available to you when I have questions or need help.
a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

13. Employees are usually promoted based on performance.

a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

14. Do you satisfied with my life insurance plan.

a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

15. My skills and abilities are utilized effectively by the company.

a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree
53

16. IBPL Limited offers better benefits than other companies.

a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

17. My Supervisor considers the opinions of others before making important decisions.
a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

18. My pay matches my job performance

a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

19. Managers pay attention to workplace safety

a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

20. The grievance process used at IBPL Limited is fair and equitable.
a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

21. IBPL Company offers adequate telecommuting, scheduling flexibility, and childcare
opportunities.
a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

22. I am proud to tell others I work for IBPL Limited.

a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

23. On a scale of excellent to poor, how would you rate your overall employee
satisfaction in IBPL Limited?
Excellent
Good
Average
Poor
24. What areas need improvement?
_______________________________________________________
25. Company provides you with the necessary resources to do your job well.
a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

26. IBPL Limited provides Medical facilities to you at needed time?

a) Strongly agree b) Agree c) somewhat agree d) Disagree e) Strongly disagree

54

9.2 BIBLIOGRAPHY
www.employer-employee.com
www.surveyconsole.com
www.citehr.com

55