Zaruuuuu
Zaruuuuu
Zaruuuuu
ON
“EMPLOYEE SATISFACTION AT
GODREJ & BOYCE MANUFACTURING COMPANY
LTD”
Submitted in Partial fulfilment of the requirement
For the award of the degree of
BACHELOR OF BUSINESS ADMINISTRATION
SESSION (2023-2024)
Page 1
CERTIFICATE
This is to certify that Mr. / Ms……………Zara……………………. of BBA 6th
Semester has completed her project entitled
“…Employee Satisfaction at Godrej & Boyce Manufacturing Company Ltd…..” in record
of original works done under my
supervision. The work embodied the finding of his investigation conducted during the
period.
This Market Survey Study is his/her original work and has not been submitted to
any other University/Institute.
Page 2
ACKNOWLEDGEMENT
I Zara, would like to express my sincere, gratitude and regards to the Director
Prof. (DR.) Shivani Kapoor, Head of the Department Dr. Shishir Gupta for their
constant inspiration, supervision and invaluable guidance and providing me the
infrastructural facilities like Library and Computer Laboratory, during the
preparation of the project.
I would also like to extend my sincere gratitude to all my faculty
members and specially
Dr Shishir Gupta respectively (internal guide) for giving their valuable
suggestions.
With regards
Signature of Student
Name: Zara
B.B.A. VI Semester.
Roll No: 21BBA245
CONTENT
CHAPTERS
INTRODUCTION
• About Godrej
LITERATURE REVIEW
• Introduction
• Concept
• Determinants
• Theory
• Factors
• Importance
DATA ANALYSIS
CONCLUSION
• Findings
• Suggestion
BIBLIOGRAPHY
CHAPTER -1
INTRODUCTION
Job satisfaction has been considered as a state of condition where people are:
The personal variables like age, educational level, sex and so on are also
responsible for satisfactions are dissatisfaction of some people.
The different aspects that largely affect the job satisfaction are as under:
The studies primarily aim at what is employee engagement and how it is done in
organization. It is also aims at how it helps to retain employees in concern.
The study is carried out in Godrej and Boyce manufacturing ltd to find out
the level of employee engagement in the organization.
BACKGROUND OF TOPIC
As we analyse the topic of our study, we have to first analyse what is employee
engagement, and how, why it is essential.
OBJECTIVES
In generals the objective of the study is to study various factors affecting job
The study covers all levels of Employees and various aspects of Employees like:
Identifying Employees attitudes towards various attributes at work place. This
study gives us an insight of how Employees see and perceive about
Organization.
Interpersonal relations,
• Opportunities for career growth,
• Compensation and benefits,
• Training and development,
• Working conditions,
• Communications,
METHODLOGY
Despite the maximum effort that has been taken to make this project work a
success, the study has suffered from the following limitations:
COMPANY PROFILE
In 1930, Godrej became the first company in the world to develop the
technology to manufacture soap with vegetable oils; that spirit of innovation has
continued throughout the organization history. Today Godrej is delivering
consumers exciting innovations across a spectrum of businesses. The company’s
pursuit of excellence is equally well established and enduring. In the 1944
Mumbai docks blast, Godrej safes were the only security equipment whose
contents were unharmed; an equal level of product quality continues to be
expected from every product bearing the Godrej brand name. Godrej
management understands that the company’s greatest asset is the trust and faith
that consumers have reposed in it, and recognizes that the company must
continue to earn this trust. This translates to the organization delivering
outstanding quality and value in everything it does.
Godrej’s ethical and visionary practices have allowed the company to
successfully expand into a number of businesses.
Today Godrej is a leading manufacturer of goods and provider of services in a
multitude of categories: home appliances, consumer durables, consumer
products, industrial products, and every products to name a few. A recent
estimate suggested that 350 million people across India use Godrej products.
The group has more recently entered the real estate and information technology
sectors, and management views these as avenues for enormous growth.
The Godrej Group stands in a strong position today. With annual sales in excess
of $1 billion, a workforce of approximately 18,000, and a strong diversified
portfolio, Godrej has proven its ability to deliver strong financial performance
Vision:
Godrej in Every Home and Work place.
Mission:
Enriching quality of life everyday everywhere.
Values:
Integrity/Trust/To serve respect/Environment.
INITIATIVES
CHAPTER-3
LITERATURE REVIEW
EMPLOYEE SATISFACTION
INRODUCTION
CONCEPT
This Employee Satisfaction Survey asks questions which go to the heart of how
an employee feels about his or her company, job and work life. The result of the
survey will indicate if there is need to follow up.
This survey does not provide a complete list of the numerous issues that
employees could raise about management, work and work life. Even if there
were a complete survey and if the employer were to remedy all complaints,
there would remain a serious flaw in that approach. Aside from the cost &
feasibility such an approach would be paternalistic and not constructive because
it would leave the employees out of the process.
This survey is brief, yet it exposes the core issues. If the need to follow up is
indicated, then the employees need to participate in person in the development
of any follow up action. This process would build trust, openness,
communication & satisfaction ultimately improving the quality of work life and
performance.
Employee Satisfaction Surveys allow an organization to understand employee
perceptions. Perception is reality. Because employees at every organization act
on the basis of their perceptions, management must be keenly aware of
employee’s views. Employee satisfaction surveys deliver a successful means of
measuring, and acting upon, employee’s current beliefs on many job-related
subjects
A) Organizational Variables:
The organizational determinants of employee satisfaction play a very important
role. The employees spend major part of their time in organization so there are
number of organizational factors that determine employee satisfaction of the
employees. The employee satisfaction in the organizations can be increased by
organizing and managing the organizational factors.
1. Overall Individual satisfaction: Employees be should satisfy with the
organization as a great place to work.
2. Compensation and Benefits: This is the most important variable for
employee satisfaction.
Compensation can be described as the amount of reward that a worker expects
from the job. Employees should be provided with competitive salary packages
and they should be satisfied with it when comparing their pay packets with
those of the outsiders who are working in the same industry. A feeling of
employee satisfaction is felt by attaining fair and equitable rewards.
3. Nature of Work: nature of work has significant impact on the employee
satisfaction. Employee satisfaction is highly influenced by the nature of work.
Employees are satisfied with job that involves intelligence, skills, abilities,
challenges and scope for greater freedom. Job dissatisfaction arises with a
feeling of boredom, poor variety of tasks, frustrations and failures.
4. Work Environment and Conditions: Employees are highly motivated with
good working conditions as they provide a feeling of safety, comfort and
motivation. On contrary, poor working conditions brings out a fear of bad health
in employees. Employees spend 6 to 8 hours at their workplace every day which
makes a workplace their second home. It is up to the employers to see and make
sure that the office is fully facilitated and is in good working order. It must be
well lit and well-ventilated with the right amount of lights, fans, air
conditioning. Cleanliness is of utmost importance as there are a huge number of
workers working at a job place. The offices, cubicles, rest area, washrooms,
kitchen & serving area must be neat and clean. The more comfortable the
working environment is more productive will be the employees.
5. Job Content: Factors like recognition, responsibility, advancement,
achievement etc can be referred to as job content. A job that involves variety of
tasks and less monotonous results delivers greater employee satisfaction. A job
that involves poor content produces job dissatisfaction.
6. Job Satisfaction: Job satisfaction is the favourableness or un-favourableness
with which employees view their work. As with motivation, it is affected by the
environment. Job satisfaction is impacted by job design. Jobs that are rich in
positive behavioural elements ± such as autonomy, task identity, task
significance and feedback contribute to employee’s satisfaction. Likewise,
orientation is important because the employee’s acceptance by the work group
contributes to satisfaction. Each element of the environmental system, can
attract or detract from job satisfaction.
7. Organizational Level: The jobs that are at higher levels are viewed as
prestigious, esteemed and opportunity for self-control. The employees that are
working at higher level jobs express greater employee satisfaction than the ones
working at lower-level jobs.
8. Opportunities for Promotion: Promotion can be reciprocated as a
significant achievement in the life. It promises and delivers more pay,
responsibility, authority, independence and status. So, the opportunities for
promotion determine the degree of satisfaction to the employees
9. Work Group: There is a natural desire of human beings to interact with
others and so existence of groups in organizations is a common observable fact.
This characteristic results in formation of work groups at the work place.
Isolated workers dislike their jobs. The work groups make use of a remarkable
influence on the satisfaction of employees. The satisfaction of an individual is
dependent on largely on the relationship with the group members, group
dynamics, group cohesiveness and his own need for affiliation.
10.Leadership Styles: The satisfaction level on the job can be determined by
the leadership styles. Employee satisfaction is greatly enhanced by democratic
style of leadership. It is because democratic leaders promote friendship, respect
and warmth relationships among the employees. On contrary, employees
working under authoritarian and dictatorial leaders express low level of
employee satisfaction.
11.Communication Methods: When administrative policies and all the
important announcements are communicated to the employees, it boosts their
morale. The methods chosen for communication also play an integral role.
Some of the methods that could be used are intranet, monthly newsletters,
weekly meetings etc.
12. Safety measures: An employer must make sure that he provides a safe
environment to his/her employee. The security measures outside office include
security guards and parking facility. While inside the office, there must be
introduced safe environment for male and female employees to work so that if
an employee has to work late hours, she/he should feel safe and comfortable
working in his/her office. There must be no discrimination or harassment
practiced and the employee should be given equal opportunity to grow as an
individual despite being male or female.
B) Personal Variables:
The personal determinants also help a lot in maintaining the motivation and
personal factors of the employees to work effectively and efficiently. Employee
satisfaction can be related to psychological factors and so numbers of personal
factors determine the employee satisfaction of the employees
THEORY
The company's ability to fulfil the physical, emotional, and psychological needs
of its employees. Satisfying the employee's all needs, so that he can give 100%
to the company. Satisfaction refers to the level of fulfilment on one's needs,
desires, and wants. It can be experienced in various levels or degrees.
Vital ingredients for any employee’s satisfaction are physical, security, social
and egoistic needs which satisfy individuals psycho social.
EQUITY THEORY:
Equity Theory attempts to explain relational satisfaction in terms of perceptions
of fair/unfair distributions of resources within interpersonal relationships.
Equity theories considered as one of the justice theories. It was first developed
in 1962 by John Stacey Adams, a workplace and behavioural psychologist, who
asserted that employees seek to maintain equity between the inputs that they
bring to a job and the outcomes that they receive from it against the perceived
inputs and outcomes of others (Adams, 1965). The belief is that people value
fair treatment which causes them to be motivated to keep the fairness
maintained within the relationships of their co-workers and the organization.
The structure of equity in the workplace is based on the ratio of inputs to
outcomes. Inputs are the contributions made by the employee for the
organization; this includes the work done by the employees and the behaviour
brought by the employee as well as their skills and other useful experiences the
employee may contribute for the good of the company.
The idea is to have the rewards (outcomes) be directly related with the quality
and quantity of the employee’s contributions (inputs). If both employees were
perhaps rewarded the same, it would help the workforce realize that the
organization is fair, observant, and appreciative.
This can be illustrated by the following equation:
Inputs:
Time, Effort, Loyalty, Hard Work, Commitment, Ability, Adaptability,
Flexibility, Tolerance, Determination, Enthusiasm, Personal sacrifice, Trust in
superiors, Support from co-workers and colleagues, and Skill.
Outcomes:
Outputs are defined as the positive and negative consequences that an individual
perceives a participant has incurred as a consequence of his/her relationship
with another. When the ratio of inputs to outcomes is close, than the employee
should have much satisfaction with their job. Outputs can be both tangible and
intangible (Walster, Traupmann & Walster, 1978). Typical outcomes include any
of the following: Job security, Esteem, Salary, Employee benefit, Expenses,
Recognition, Reputation, Responsibility, Sense of achievement, Praise, Thanks,
and Stimuli
.E>P expectancy: Our assessment of the probability our efforts will lead to the
required performance level
Expectancy: Our assessment of the probability our efforts will lead to the
required performance level.
Maslow termed the highest-level of the pyramid as growth need (also known as
being needs or B-needs). Growth needs do not stem from a lack of something,
but rather from a desire to grow as a person.
There are five different levels in Maslow’s hierarchy of needs:
1. Physiological Needs:
These include the most basic needs that are vital to survival, such as the need for
water, air, food and sleep. Maslow believed that these needs are the most basic
and instinctive needs in the hierarchy because all needs become secondary until
these physiological needs are met.
2. Security Needs:
These include needs for safety and security. Security needs are important for
survival, but they are not as demanding as the physiological needs. Examples of
security needs include a desire for steady employment, health insurance, safe
neighbourhoods and shelter from the environment.
Social Needs:
These include needs for belonging, love and affection. Maslow considered these
needs to be less basic than physiological and security needs. Relationships such
as friendships, romantic attachments and families help fulfill this need for
companionship and acceptance, as does involvement in social, community or
religious groups.
1. Esteem Needs:
After the first three needs have been satisfied, esteem needs becomes
increasingly important. These include the need for things that reflection self-
esteem, personal worth, social recognition and accomplishment.
2.Self-actualizing Needs:
This is the highest level of Maslow’s hierarchy of needs. Self-actualizing people
are self-aware, concerned with personal growth, less concerned with the
opinions of others and interested fulfilling their potential.
3. TWO-FACTOR THEORY:
4. The two-factor theory (also known as Herzberg's motivation-hygiene theory)
was developed by Frederick Herzberg, a psychologist who found that job
satisfaction and job dissatisfaction acted independently of each other. The
theory states that there are certain factors in the workplace that cause job
satisfaction, while a separate set of factors cause dissatisfaction.
5. The two-factor, or motivation-hygiene theory, developed from data collected
by Herzberg from interviews with a large number of engineers and
accountants in the Pittsburgh area. From analysing these interviews, he found
that job characteristics related to what an individual does ² that is, to the
nature of the work he performs ² apparently have the capacity to gratify such
needs as achievement, competency, status, personal worth, and self-
realization, thus making him happy and satisfied. However, the absence of
such gratifying job characteristics does not appear to lead to unhappiness a
dissatisfaction results from unfavourable assessments of such job –related
factors as company policies, supervision, technical problems, salary,
interpersonal relations on the job, and working conditions. Thus, if
management wishes to increase satisfaction on the job, it should be
concerned with the nature of the work itself ² the opportunities it presents for
gaining status, assuming responsibility, and for achieving self-realization. If
on the other hand, management wishes to reduce dissatisfaction, then it must
focus on the job environment policies, procedures, supervision, and working
conditions. If management is equally concerned with both then managers
must give attention to both sets of job factors. Thus, satisfaction and
dissatisfaction are not on a continuum with one increasing as the other
diminishes, but are independent phenomena. This theory suggests that to
improve job attitudes and productivity, administrators must recognize and
attend to both sets of characteristics and not assume that an increase in
satisfaction leads to decrease in un-pleasurable dissatisfaction. Instead,
dissatisfaction results from unfavourable assessments of such job -related
factors as company policies, supervision, technical problems, salary,
interpersonal relations on the job, and working conditions. Thus, if
management wishes to increase satisfaction on the job, it should be
concerned with the nature of the work itself ² the opportunities it presents for
gaining status, assuming responsibility, and for achieving self-realization. If,
on the other hand, management wishes to reduce dissatisfaction, then it must
focus on the job environment ² policies, procedures, supervision, and working
conditions. If management is equally concerned with both then managers
must give attention to both sets of job factors. Thus, satisfaction and
dissatisfaction are not on a continuum with one increasing as the other
diminishes, but are independent phenomena. This theory suggests that to
improve job attitudes and productivity, administrators must recognize and
attend to both sets of characteristics and not assume that an increase in
satisfaction leads to decrease in unpleasurable dissatisfaction.
FACTORS
IMPORTANCE
• Employ will believe that the organization will be satisfying in the long run
• They will care about the quality of their work.
• They will create and deliver superior value to the customer.
• They are more committed to the organization.
• Their works are more productive.
CHAPTER-4
DATA ANALYSIS
Q.1 Does your job make use of your knowledge, skill and abilities?
0%
9% 6%
Analysing the above pie chart low extent is 6%, fair extent is 49%, high extent
is 36% and very extent is 9% among which fair extent is appreciated.
Q.2 Are you satisfied with the safety conditions in your work place?
25
20
Axis Title
15
10
0
very low extent low extent fair extent high extent very high extent
Axis Title
0%
6% 9%
From the above pie chart fair extent 49% is appreciated which quite is good in
drawing employee satisfaction.
Q4. Is there cooperation and teamwork among individuals in your work unit?
18
16
14
12
10
0
very low extent low extent fair extent high extent very high extent
Analysing the above bar graph fair extent is appreciated which is quite good in
drawing employee satisfaction.
Q5. Are you clear of the goals of your work unit?
very low extent low extent fair extent high extent very high extent
0% 0%
12%
24%
64%
From the above analysis high extent is 64%, fair extent is 24% and very high
extent is 12% among which high percentage is appreciated.
Therefore, it can be concluded that the of employees in Godrej are clear of their
goals which is quite good in driving employee’s satisfaction.
Q6. Are you clear about the overall vision, mission and goals of the company?
very low extent low extent fair extent high extent very high extent
0%
12% 9%
30%
49%
Analysing the above pie chart very high extent is 0%, low extent is 9%, fair
extent is 30 %, high extent is 49% and very high extent is 12% among which
high extent is appreciated.
Therefore, it can be concluded that the of employees in Godrej are
having clear vision, mission and goals of the companies which is quite good in
drawing employee’s satisfaction.
Q7. Do you receive the information you need to do your job well?
3% 0%
18%
Analysing the above pie chart “High extent” is appreciated. It can be seen that
52% of the total sample population of Godrej need to do your job well.
Therefore, it can be concluded that the of employees in Godrej can do their job
well which is quite good in drawing employee’s satisfaction.
Q8. Do you receive the regular feedback about your job performance from your
superior?
0%
9% 12%
From the above pie chart high extent is appreciated, which is quite good in
driving employee’s satisfaction.
Q9. Do your superiors focus on team building and team work?
18
16
14
12
10
0
very low extent low extent fair extent high extent very high extent
0% 0%
13%
28%
very low extent
low extent
fair extent
high extent
very high extent
59%
Analysing the above pie chart very low extent is 0%, low extent is 0%,
Fair extent is28%, high extent is 59%, very extent is 13% among which high
extent is appreciated.
Q11. Are you satisfied with the medical facilities available to you?
3% 0%
6%
Analysing the above pie chart “High extent” is appreciated. It can be seen that
61% of the total sample population of Godrej are satisfied with the medical
facilities available to them.
Therefore, it can be concluded that the of employees in Godrej are satisfied with
the medical facilities available to them which is quite good in driving
employee’s satisfaction.
Q12. Are you satisfied with the reward given to every individual of a team for
work well done?
0%
0%
12%
39%
very low extent
low extent
fair extent
49% high extent
very high extent
Analysing the above pie chart high extent is appreciated which is quite good in
driving employee’s satisfaction
Q13. Do you feel that Godrej has revised the HR policy in recent years?
18
16
14
12
10
0
very low extent low extent fair extent high extent very high extent
Analysing the bar graph fair extent is appreciated having a good percentage of
41% which is quite good in drawing employee’s satisfaction.
Q14. Are you satisfied with the amount of time you spent on training in the past
one years?
0%
9% 6%
From the above pie chart analysis very low extent is 0%, low extent is 6%, fair
extent is 36%, high extent is49%, very high extent is 9% among which high
extent is appreciated which is quite good in driving employee’s satisfaction.
Q15. Has the training you attended helped you to do your job in a better way?
0%
12% 9%
From the above analysis high extent is appreciated therefore it is concluded that
the of employees in Godrej believe that the training they have attended has
helped them to do their job in a better way which is quite good in driving
employee’s satisfaction.
FINDINGS
• Godrej makes very good use of the knowledge, skills and abilities of the
employees.
• Godrej employees are satisfied with the safety conditions in their work
place.
• The employees are very much satisfied with general amenities provided
to them.
• There is good cooperation and teamwork among their individuals.
• Employees are clear of the goals of their company.
• Most of the employees are clear about the overall vision, mission and
goals of the company.
• Employees receive the regular information that they need to do their job
well.
• Employees in Godrej receive the regular feedback about their job
performance from their superior.
• Superiors in Godrej focus on team building and team work.
• Employees opinions and suggestions are well taken by their superiors
and peers.
• Employees in Godrej are satisfied with the medical facilities available to
them.
• Most of the employees are satisfied with the reward given to them in the
team their good work.
• Godrej has revised their HR policy in recent years.
• Employees are satisfied with the amount of time they spent on training in
the past one year.
• The training attended by the employees has helped them to do their job
in a better way.
SUGGESTIONS
In general, level of employee satisfaction in the company is quite high.
However, as far as satisfaction goes, sky is the limit and there is no end to
expectations. Following suggestions are made with the intention of further
improvement:
CONCLUSION
The project has given me an opportunity to interact with the Corporate Sector
and to actually see how academic teaching of the classrooms in Management is
translated to reality and practice. In fact, it was very heartening to experience
that all concepts and theories mentioned in various books are actually
implemented by the Company albeit under a different name to suit its
needs/style/culture.
Finally, to conclude, I would like to submit that while pursuing this research, I
learnt that it is very important to learn the subject first, so as to understand the
requirement/problem at hand and then consider its present status and future
prospects so as to arrive at a suggested set of solutions so vital to the purpose
of such studies.
BIBLOGRAPHY
www.godrej.com www.google.com
www.connect.godrej.com
Cite.HR
HRM (VSP.Rao)
Internet Search
QUESTIONNAIRE
1. Does your job make use of your knowledge, skills and abilities?
Very low extent Low extent Fair extent High extent Very high
extent 2. Are you satisfied with the safety conditions in your work place?
Very low extent Low extent Fair extent High extent Very
high extent 3. Are you satisfied with general amenities (canteen, drinking water
e.t.c) at work?
Very low extent Low extent Fair extent High extent
Very high extent 4. Is there cooperation and teamwork among individuals
in your work unit?
Very low extent Low extent Fair extent High extent Very
high extent
5. Are you clear of the goals of your work unit?
Very low extent Low extent Fair extent High extent Very high extent
6. Are you clear about the overall vision, mission and goals of the company?
Very low extent Low extent Fair extent High extent Very high extent
10. Are your opinions and suggestions well taken by your superiors and peers?
Very low extent Low extent Fair extent High extent Very high extent
11. Are you satisfied with the medical facilities available to you?
Very low extent Low extent Fair extent High extent Very high extent
12. Are you satisfied with the reward given to every individual of a team for work well done?
Very low extent Low extent Fair extent High extent Very high extent
13. Do you feel that Godrej has revised the HR policy in recent years?
Very low extent Low extent Fair extent High extent Very high extent
14. Are you satisfied with the amount of time you spent on training in the past one year?
Very low extent Low extent Fair extent High extent Very high
extent
15. Has the training you attended helped you to do your job in a better way?
Very low extent Low extent Fair extent High extent Very high
extent