"A STUDY OF EMPLOYEE SATISFACTION” OF HDFC STANDARD LIFE INSURANCE
A STUDY CONDUCTED IN HDFC STANDARD LIFE INSURANCE
SUBMITTED BY: VARUN BAWA ROLL NO-81407317174
TO PUNJAB TECHNICAL UNIVERSITY,
FOR THE AWARD OF MASTERS OF BUSINESS ADMISTRATION
THROUGH CT INSTITUTE OF MANAGEMENT AND INFORMATION TECHONOLOGY, JALANDHAR
2008-2010
PREFACE
“Experience is the best teacher”. The saying plays a very very pivotal role in our curriculum where in we try and understand the nuances of the theoretical world with a blend of practical experience. It’s very important to understand how and where to implement what we have have stud studie ied. d. Knowl Knowled edge ge in itse itself lf is a cont contin inuou uouss proc proces ess. s. Gett Gettin ing g prac practi ticed ced knowl kno wled edge ge is an impo import rtan antt thin thing g for for exis existe tenc ncee for for any any busin busines esss conce concern rn in the the competition prevailing in an industry a total awareness is the first and foremost thing necessary from all aspects, working smarter seems to be as important as working harder and longer. We completed this project on “EMPLOYEE SATISFACTION ” in part fulfillment of our MBA curriculum. The knowledge we garnered through this exposure with the outside world will help us in taking a giant leap towards understanding employee’s behavior and preferences.
ACKNOWLEDGEMENT
Preservation, inspiration and motivation have always played a key role in the success of any venture. In the present world of cutthroat competition project is likely a bridge betwee between n theore theoreti tical cal and practi practical cal workin working, g, willin willingly gly I have have prepar prepared ed this this partic particula ular r project. First of all, I would like to thank the supreme power, the almighty god who is obviously the one who has always directed me to work on the right path of my life. With this grace this project could become a reality. I feel highly delighted with the way my project report on topic “ EMPLOYEE SATISFACTION ” has been completed.
Any accomplishment requires the effort of many people and this work is not different. Firstly, I would would like to extend my sincere thanks to Ms.Gurjit Ms.Gurjit Walia, Manager- Channel Market Marketing ing,, HDFC HDFC STANDA STANDARD RD LIFE INSURAN INSURANCE CE COMPANY COMPANY for his kind
co-
operation and providing me good environment to work on. Finally, I would like to thanks all the faculty members, respondent and other people whom directly or indirectly help me completing the project.
TABLE OF CONTENTS
Chapter no.
Particulars
1
Introduction
2
Objective Of The Project
3
Review Of Literature
4
Research Methodology
5
Analysis and Interpretation
6
Conclusion
7
Limitations
8
Suggestions
9
Bibliography
10
Annexures
Page no.
CHAPTER 1
INTRODUCTION INTRODUCTION
1.1 COMP COMPAN ANY Y PROF PROFIL ILE E 1.2 1.2 HIST HISTO ORY 1.3 1.3 JOUR JOURNE NEY Y 1.4 VISIO VISION N STATE STATEME MENT NT 1.5 MISSION MISSIONS S AND AND VALUES VALUES 1.6 KEY IMPER IMPERATI ATIVES VES OF OF COMPAN COMPANY Y
COMPANY PROFILE
HDFC Standard life insurance ltd is a joint venture company of HDFC bank and
Standar Standard d Life.HD Life.HDFC FC STANDA STANDARD RD Life Life Insura Insurance nce is a 74:26 74:26 joint joint venture venture between between HDFC Bank Ltd. and Standard Life. HDFC STANDARD Life Insurance is one of the fastest growing insurance companies in India and has shown remarkable growth since its inception in 2000. HDFC
HDFC is one of the India s leading institutions, offering complete financial solutions that encompass every sphere of life. From commercial banking to stock broking, to mutual funds, to life insurance, to investment banking, the group to the financial needs of individuals and corporate. Thee grou Th group p has a perso persona nall wort worth h of Rs.1 Rs.1000 00000 00 cror croree and and empl employ oyee eess in its its vari variou ouss businesses with presence in 216 cities in India and offices in New York, London, Dubai and Mauritius, it services a customer base over 1400000. HDFC enjoys leadership position in most of the businesses including stock broking, inve invest stme ment nt bank bankin ing g and and reta retail il lend lendin ing. g. With With a bran brand d slog slogan an of “CUSTOMER SATISFACTION “, HDFC HDFC enjo enjoys ys a part partic icul ular arly ly stro strong ng fran franch chis isee in the the aren arenaa of
investment and capital markets. HDFC is also known for the values of trust, integrity and financial prudence with which entire business and franchise is developed .Not only they are the one of the most preferred company to do business with, they are also one of the most preferred employers in the financial services industry.
STANDARD LIFE
Standard Life has used its broad and well-established U.K. base to create a multinational business and is building businesses in the US and Europe that focus on sectors of the market with good fundamentals and where its skills can add value. As at 31 December 2005, 72% of funds under management are in the United States; 24% in South Africa and 4% in United Kingdom .On the embedded value bases the geographic split is 66% Africa, 25% the US and 9% rest of world.
HISTORY
HDFC Standard Life Insurance Company Limited The Partnership :
HDFC Standard Life first came together for a possible joint venture, to enter the Life Insurance market, in January 1995. It was clear from the outset that both companies shared similar values and beliefs and a strong relationship quickly formed. In October 1995 the companies signed a 3 year joint venture agreement. Around this time Standard Life purchased a 5% stake in HDFC, further strengthening the relationship. The next three years were filled with uncertainty, due to changes in government and ongoing delays in getting getting the IRDA (Insurance (Insurance Regulatory Regulatory and Development authority) authority) Act passed in parliament. Despite this both companies remained firmly committed to the venture. In October 1998, the joint venture agreement was renewed and additional resource made available. available. Around this time Standard Standard Life purchased 2% of Infrastru Infrastructure cture Development Development
Finance Company Ltd. (IDFC). Standard Life also started to use the services of the HDFC Treasury department to advise them upon their investments in India. Towards the end of 1999, the opening of the market looked very promising and both companies agreed the time was right to move the operation to the next level. Therefore, in January 2000 an expert team from the UK joined a hand picked team from HDFC to form the core project team, based in Mumbai. Around this time Standard Life purchased a further 5% stake in HDFC and a 5% stake in HDFC Bank. In a further development Standard Life agreed to participate in the Asset Management Company promoted by HDFC to enter the mutual fund market. The Mutual Fund was launched on 20th July 2000.
Incorporation of HDFC Standard Life Insurance Company Limited:
The company was incorporated on 14th August 2000 under the name of HDFC Standard Life Insurance Company Limited.
Their ambition from the beginning was to be the first private company to re-enter the life insurance market in India. On the 23rd of October 2000, this ambition was realised when HDFC Standard Life was the first life company to be granted a certificate of registration. HDFC are the main shareholders in HDFC Standard Life, with 81.4%, while Standard Life owns 18.6%. Given Standard Life's existing investment in the HDFC Group, this is the maximum investment allowed under current regulations. HDFC and Standard Life have a long and close relationship built upon shared values and trust. trust. The ambiti ambition on of HDFC HDFC Standa Standard rd Life Life is to mirror mirror the succes successs of the parent parent companies and be the yardstick by which all other insurance companies in India are measured.
COMPANY JOURNEY
FIG.-1: SHOWS THE COMPANY JOURNEY FROM 1985-2007
VISION STATEMENT
The Global Indian Financial services brand : Their customers will enjoy the
benefits of dealing with a global Indian brand that understands their needs and delivers customized pragmatic solutions across multiple platforms. They will be a world class Indian financial service group. Their technology and best practices will will be benchm benchmark arked ed along along intern internati ational onal lines lines while while their their underst understandi anding ng of customers will be uniquely Indian. They will be more than a repository of their customer’s savings. They, the group, will be a single window to every financial service in a customer’s universe.
The most preferred employer in financial services : A culture of empowerment
and a spirit of enterprise attract bright minds with an entrepreneurial streak to join us and and stay stay with with us. us. Work Workin ing g with with a home home grow grown n prof profes essi siona onall lly y mana manage ged d company, company, which has partnershi partnerships ps with international international leaders, gives their people a perspective that is universal as well as unique.
The most trusted financial services company : They will create an ethos of trust
across across all their their constit constituent uents. s. Adheri Adhering ng to high high standar standards ds of compli compliance ance and corporate governance will be an integral part of building trust.
Value creation : Value creation rather than size alone will be business driver.
LIFE INSURANCE AND HDFC LIFE
The Insurance market was opened up for private companies in year 2000 and currently there are 15 Life Insurance companies in India. HDFC Life Insurance in its fifth year of operations has shown commendable results. In FY 2005-06, HDFC Life Insurance laid special emphasis on strengthening the Quality of Business and succeeded remarkably in the achieving its goals. Instead of just top line growth it has concentrated on better quality business through focusing on long term regular premium business and 90% + persistency. For the second year in succession, it has met the internal value creation target which gives the confidence that going forward it will be able to maintain both aggressive top line growth and reduce losses to achieve break even by 2008-09. The main focus would be to deliver superior value to the key stakeholders and the employees. They have 650 branch offices in 31 cities in India and they are growing aggressively to increase their footprints and bring Life Insurance products to their citizens. From a macro perspective, investment in Life Insurance in developed countries is as much as 4.85% of GDP whereas in India it only accounts for 275%. Hence for the next few years due to under insurance and inherent scope present, private life insurance companies will grow as close to 100% year on year for the next few years until the gap is bridged. One of The key reason for the under insurance has been a monopolistic industry prior to 2000 which led to under development of the market. Life Insurance is an integral part of any Financial Planning activity. ac tivity. Typically one could look at least 5-10% of the total Income to be invested towards Life Insurance.
MISSION AND VALUES Their Mission ( as stated in the Company's website ):
To be the top new life insurance company in the market. This does not just mean being the largest or the most productive company in the market, rather it is a combination of several things like•
Customer service of the highest order
•
Value for money for customers
•
Professionalism in carrying out business
•
Innovative products to cater to different needs of different customers
•
Use of technology to improve service standards
•
Increasing market share
Their Values: •
SECURITY: Providing long term financial security to our policy holders will be our constant endeavour. We will be do this by offering life insurance and pension products.
•
TRUST: We appreciate the trust placed by our policy holders in us. Hence, we will aim to manage their investments very carefully and live up to this trust.
•
INNOVATION: Recognising the different needs of our customers, we will be offering a range of innovative products to meet these needs.
BRAND PERSONALITY
HDFC Brand identity identity based on consumer perception and group aspiration.
Knowledgeable of the latest business practices; has incorporated the best but believes that ultimately successful business decisions are based on instincts rather than logical processes.
Values Indian traditional and rituals.
HDFC is the quintessential Indian entrepreneur in touch with the global world.
Constantly looking for new opportunities to grow business and make money.
Believes in ‘no guts, no glory’.
HDFC is seen as a leader in their field, not only in thoughts but also in their ability to spot opportunities and build on them.
MAKING OF A BRAND
Started operation in October 2000.
Need for private players to establish brands.
Need to create a brand platform that would be unique, relevant and emotionally compelling.
Based their brand positioning on providing financial freedom- “Sar utha kar jeo.”
Expressed Expressed through through all customer customer touch points points – Ads/Merchand Ads/Merchandisin ising/Cor g/Corporate porate Stationery etc.
KEY IMPERATIVES OF COMPANY To be a top five player in this industry in this, HDFC Life Insurance need to increase Distribution width and depth trough the country. coun try. Insurance is sold primarily through three sales channels:
Tied agency network : sales manager recruit and develop life advisers who in
turn prospects for customers and sell insurance. It is a tide agency, as these agents (life advisers) are their exclusive sales agents .key to success of a tide agency is that each sales manager has a large number (successful SMs) have a team of 8 to 10 contributing Las) OF LIFE ADVISERS who deliver 3-4 policies month on month consistently.
Alternate channel : sales mangers works with channel partners who can use their
channels sales force to sell insurance of their brand. Channel partners in alternate channel can be either a corporate agency or a broker. A corporate agency will always be exclusive for their brand and sell for their company. A broker will be a multiband player and works for the benefit of the customer. Alternate channels sales manager, apart from managing existing partners, identify new partners, built relationships and use the channel sales force to increase sales from that channel.
sales manger mangerss sell sell to corpor corporate ate /insti /institut tution ionss where where a group group of Group Group sales sales: sales homogeneous character can be covered under a single insurance policy. Typically they work in the area of employee benefit programme .They sell products like Superannuation, Gratuity, Group Life Covers , EDLI and group credit term covers .Key difference difference from the the first two channels channels is that this channel channel does not insure individual lives but insures groups of people.
STRENGTHS Our key strengths Financial Expertise
As a joint venture of leading financial services groups, HDFC Standard Life has the financial expertise required to manage your long-term investments safely and efficiently.
Range of Solutions
We have a range of individual and group solutions, which can be easily customised to specific needs. Our group solutions have been designed to offer you complete co mplete flexibility combined with a low charging structure
CHAPTER 2 OBJECTIVES OF STUDY
2.1INTRODUCTION 2.2OBJECTIVES
INTRODUCTION OF THE STUDY
Satisfaction is an important goal for organizations to reach as it has been shown that profitability, productivity, employee retention, and customer satisfaction are linked to employee satisfaction. JOB SATISFACTION
The term Job satisfaction refers to an individual's general attitude towards his or her job. A person with a high level of job satisfaction holds positive attitude towards the job, while a person who is dissatisfied with his or her job holds negative attitude about the job. In simple words job satisfaction is:Job Satisfaction describes how content an individual is with his or her job. There are a variety of factors that can influence a person's level of Job satisfaction; some of these factors are:• Include the level of pay and benefits,
• The perceived fairness of the promotion system within a company, • The level of pay and benefits, • Leadership and social relationships, • The job itself.
Why to study about employee satisfaction?
In my point of view, study of "Employee satisfaction" helps the company to maintain a standards & increase productivity by motivating the employees. this study tells us how much the employees are capable & their interest at wok place? what are the things still to be satisfy to the employees. although "human resource" are the most important resources for any organization, so to study on employees satisfaction helps to know the working conditions & what are the things that affects them not to work properly. always majority of done by the machines/equipments but without any manual moments nothing can be done. so to study on employee satisfaction is necessary.
THE STATE OF EMPLOYEE SATISFACTION
Although committed and loyal employees are the most influential factor to becoming an employer of choice, it's no surprise that companies and organizations face significant challenges in developing energized and engaged workforces. However, there is plenty of resear research ch to show show that that increa increased sed employ employee ee commit commitmen mentt and trust trust in leader leadershi ship p can positively impact the company's bottom line. In fact, the true potential of an organization
can only be realized when the productivity level of all individuals and teams are fully alig aligned ned,, comm commit itte ted d and and energ energiz ized ed to succ succes essf sful ully ly accom accompl plis ish h the the goal goalss of the the organization. As a result, the goal of every company should be to improve the desire of employees to stay in the relationship they have with the company. When companies understand and manage employee loyalty - rather than retention specifically - they can reap benefits on both sides of the balance sheet i.e., revenues and costs.
On the revenue side of the balance sheet, loyal and committed employees are more likely to go "above and beyond" to meet customer needs and are highly motivated to work to the the best best of thei theirr abil abilit ity. y. Both Both of thes thesee trai traits ts are are cruci crucial al for for cont contin inue ued d cust custom omer er commitment and ongoing revenue and growth for the company. On the cost side, loyal employees stay longer, resist competitive job offers, do not actively look for other employment and recommend the company to others as a good place to work. These four behaviors positively influence the cost side of the balance sheet because they are leading indicators of employee retention. The longer companies keep their employees, the longer they can avoid having to pay to replace them. In other words, rather than focusing only on retention (that is, trying to retain employees who have have already already decided decided to leave) leave),, organi organizat zation ionss should should proact proactive ively ly recogni recognize ze the benefi benefits ts of underst understand anding ing,, managi managing ng and impro improvin ving g employ employee ee loyalt loyalty. y. The most most successful organizations are those that can adapt their organizational behavior to the realities of the current work environment where success is dependent upon innovation, creativity and flexibility. Additionally, the dynamics of the work environment have to reflect a very diverse population comprised of individuals whose motivations, beliefs and value structures differ vastly from the past and from each another. Arguably, the most valuable, but also volatile, corporate asset is a stable workforce of competent, dedicated employees, since such an employee base gives companies a powerful advantage; depth of knowledge and organizational strength.
One One of the the key key step stepss to unde unders rsta tand ndin ing g and and impr improv ovin ing g empl employ oyee ee loya loyalt lty y is by ackno acknowl wled edgi ging ng the the impo import rtan ance ce of the the foll followi owing ng fact factor orss in buil buildi ding ng loya loyalt lty y and and satisfaction: •
Broadly-defined responsibilities rather than narrowly-defined job functions
•
Effective and regular performance evaluations, both formally and informally
•
A corporate emphasis on employee learning, development and growth
•
Wide-ranging employee participation in the organization as a whole
Typica Typically lly,, a combin combinati ation on of factor factorss influe influences nces employ employees ees'' decisio decisions ns to stay stay at their their current job. Contributing factors include satisfying work, a sense of job security, clear opportunities for advancement, a compelling corporate mission combined with the ability to contrib contribute ute to the organi organizat zation ion's 's succes success, s, and a feelin feeling g that that their their skill skillss are being being effectively used and challenged. Specifically, employees who enjoy their work, identify themselves with their employer and perceive that the company is flexible regarding work and family issues also intend to stay with the organization. Today, employee employee loyalty loyalty needs to be earned, earned, rather than assumed, and must be specific, rather than general - employees are looking at their employment as a means of achieving personal goals rather than simply being the "good corporate soldier" of the past. This means that companies need to express and act on a commitment to develop employees' career objectives by introducing initiatives that make employees believe that their current job is the best path to achieving their career goals. In particular, consider the following elements of effective strategies designed to build loyalty and retain key employees: •
Include opportunities for personal growth and invest heavily in the professional development of the best people in the organization.
•
Provide employees with well-defined career paths (including a succession plan), mentors and tuition reimbursement for job-related education.
•
Train Train employ employees ees,, even even if it makes makes them them more more attrac attractiv tivee to the compet competiti ition. on. Without seeing an opportunity on the horizon, few high potential employees will stay with a company and allow themselves to grow stagnant.
•
Acknowledge non-work priorities by recognizing and responding to employees' needs for greater balance in their lives, lives, since employees employees will develop develop loyalty loyalty for organizations that respect them as individuals, not just as wo rkers.
OBJECTIVES OF THE STUDY
1. To check check the level of of employee employee satisfactio satisfaction n among among job work assignees. assignees. 2. To analyze analyze the work work rela related ted stress. stress. 3. To study study the attitude of employees employees toward their work work and and job security. security. 4. To find motivat motivationa ionall factors factors of employe employees. es. 5. To find out how how much much employees employees are are participatio participation n in dicision-m dicision-making. aking. 6. To find out how much employees employees are are satisfied satisfied with their salary level.
Another approach to the issue of loyalty is to consider the value of the five "I's": Interesting work. No one wants to do the same boring job over and over, day after day.
Although any job will require some repetitive tasks, all jobs should include at least some parts that are of high interest to employees. Information. Information is power and employees want to have the information they
need need to know know to do thei theirr jobs jobs bett better er and and more more effe effect ctiv ivel ely. y. And, And, more more than than ever ever,, employees want to know how they are doing in their jobs and how the company is performing overall. It is vitally important to open the channels of communication in an organization to allow employees to be informed, ask questions, and share information and to inspire them to share the vision of the company. Involvement. Managers today are faced with an incredible number of opportunities and
problems and, as the speed of business continues to increase, the amount of time that they have to make decisions continues to decrease. Involving employees in decision-making, especially when the decisions affect them directly, is both respectful and practical. Not only do those closest to the problem typically have the best insight as to what to do, involving them in decision-making will increase their commitment and improve the success of implementing new ideas or change. Similarly, management needs to follow through on promises and live the values they preach. Independence. Few employees want their every action to be closely monitored. Most
employ employees ees appreci appreciate ate having having the flexi flexibil bilit ity y to do their their jobs jobs as they they see fit. fit. Giving Giving employees latitude increases the chance that they will perform as desired, as well as
bringing additional initiative, ideas, and energy to their jobs. Employees also need to be encouraged to achieve their best potential.
THEORIES OF EMPLOYEE SATISFACTION ARE:
1) NEED FULFILLMENT THEORY:
According to this theory a person is satisfied when he gets training from his Job what he wants. The more he wants something or the more important it is to him, the more satisfied he is when he received it. In other words, “Job Satisfaction will vary directly with the extend to which those needs of an individual which can be satisfied are actually satisfied. Vroom views satisfaction in terms of the positively valued outcomes that a job provides to a person. Thus, job satisfaction is positively related to the degree to which one’s one’s needs needs are are fulf fulfil ille led. d. Th Thee fulf fulfil illm lment ent theo theory ry suff suffer erss from from a majo majorr draw drawba back. ck. Satisfacti Satisfaction on is a function function of not only what a person receives receives but what he feels he should should receive. 2) EQUITY THEORY:
Under this theory, it is believed that a person’s job satisfaction depends upon his perceived equity as determined by his input- output balance in comparison with the inputoutput output balan balance ce of othe others rs.. Ev Ever ery y indi indivi vidu dual al compar compares es his his rewar rewards ds with with thos thosee of a ‘reference group’. If he feels his rewards are equitable in comparison with others doing similar work, he feels satisfied. Job Satisfaction is thus a function of the degree to which job characteristics meet the desires of the reference group. For example, one study of the
effects of community features on job satisfaction revealed that workers living in a well to a neighbourhood felt less satisfied than those living in poor neighbourhood.
3) TWO FACTOR THEORY:
Frederick Herzberg and his colleagues developed the Two factor theory satisfaction. According to this theory satisfaction and dissatisfaction are interdependent of each other and exis existt on a sepa separa rate te cont contin inuum uum.. One One set set of fact factor orss kno known wn as hygi hygien enee fact factor orss (Company policy, administration, supervision, pay, working conditions and interpersonal relations) act as dissatisfiers. Their absence cause dissatisfaction but their present does not resu result lt in posi positi tive ve sati satisf sfac acti tion. on. Th Thee othe otherr set set of fact factor orss kno known wn as sati satisf sfie iers rs (achie (achievem vement ents, s, advance advancement ment,, recogni recogniti tion, on, work work itself itself and respons responsibi ibilit lity) y) lead lead to satisfaction. Several studies designed to test the two factor theory provide little support to this theory. The same factor may serve as a satisfier for one but a dissatisfier for another. It appears from this theory that a person can be satisfied and dissatisfied at the same time. 4) DISCREPANCY THEORY:
According to this theory job satisfaction depends upon what a person actually receives from his job and what he expects expects to receive. receive. When the reward actually actually received are less than than the the expec expecte ted d rewa reward rdss it caus causes es diss dissat atis isfa fact ctio ion. n. In the the word wordss of Lo Locke cke,, “Job “Job Satisfaction and dissatisfaction are function of perceived relationship between what one wants from one’s job and what one perceive it is actually offering. In other words, satisfaction is the difference between what one actually received and what he feels he
should should receiv receive. e. This This theory theory fails to reveal reveal whethe whetherr over-sa over-satis tisfac factio tion n is or is not a dimension of dissatisfaction and if so , how does it dissatisfaction arising out of the situ situat atio ion n when when rece receiv ived ed outc outcom omes es are are less less than than the the outc outcom omes es one feel feelss he shoul should d receive.
5) EQUITY DISCREPANCY DISCREPANCY THEORY:
This is a combination of equity and discrepancy theories. Lawlers hs adopted the difference approach of discrepancy theory rather than the ratio approach of equity theory. From From equi equity ty theor theory y the the conce concept pt of comp compar aris isio ion n has has been been sele select cted ed to serv servee as an intervening intervening variable. variable. Under this theory satisfact satisfaction ion is defined as the difference difference between between the outcomes that one perceives he actually received and outcomes that one feels he should should receiv receives es in compar comparisi ision on with with others others.. when when the indivi individual dual feels that that what he actually received is equal what he perceives he should receive there is satisfaction. satisfaction. Thus an individual’s reception of his reward is influenced by more than just the objective amount of that factor. Because of this psychological influence the same amount of reward aften can be seen quite differently by two people, to one it can be a large amount , while to another person it can be a small amount. 6) SOCIAL REFERENCE GROUP THEORY:
Reference group defines the way an individual looks at the world. According to this theory job satisfaction occurs when the job meet the interest , desires and requirements of a person’s reference group. In other other words, job satisfaction satisfaction is a function of the degree to which the job meets the approval of the group to which the individual looks for guidance in evaluating the world and defining social reality.
The social reference group theory is similar to the need fulfillment theory except than it takes into account not the desires, needs and interests of the given individual but rather the point of view and the opinion of the groups to whom the individual looks for guidance.
CHAPTER 3
REVIEW OF LITERATURE
GENERAL MOTORS OBJECTIVES
A company can invest millions in technology and facilities, but it is of little value if employees are unsatisfied. Engaged, enthusiastic, motivated employees are essential for business success. GM's Employee Enthusiasm Strategy focuses on engaging employees with po sitive leadership behavior and effective management. GM wants to be a desirable place to work, an employer of choice worldwide and a place people enjoy coming to every day. GM's policy is to emphasize personal emphasize personal safety, safety, economic stability and employee development. GM is committed to developing and deploying employee skills, talent and potential effectively to achieve its business goals. See employee training. GM's GM's approa approach ch is to instil instilll a perfor performan mance ce cultur culturee across across the busine business ss that that inspir inspires es employees to do their best, empowers them to make decisions, rewards accomplishment, embr embrac aces es chal challe leng nges es and and embod embodie iess high high expec expecta tati tion ons. s. By provi providi ding ng empl employ oyee ee
professional development opportunities in the context of this performance culture, GM's aim is to increase levels of job satisfaction – as measured in staff surveys – while delivering improved business results.
Sectorial Comparison of Factors Influencing Job Satisfaction in Indian Banking Sector
It has been observed that degree of job satisfaction of private sector banks was found to be significantly lower than in public sector banks. At least two reasons were found to be responsible for the low job satisfaction level of employees of private sector banks. When data were analysed, surprising results were found. In the study, job satisfaction was measured by a tool developed by Sinha (1990). Job satisfaction was measured on the basis of five variables. variables. These are (i) pay, (ii) work condition condition (for example, example, safety, safety, heat, noise, and dust), (iii) service conditions (for example, security, promotion, and welfare), (iv) relation with superiors, peers, and workers, and (v) company as a whole. Among four variables, the degree of difference is not noticeable. But low scores of the third variable, service conditions, were found to be responsible for overall low degree job satisfaction in private sector banks. Employees of private sector banks perceive that their jobs are not secure. In fact, the effect of an open economy, globalisation, and privatisation can be seen more easily in private sector banks than in public sector banks. In private sector banks, the environment
in highly competitive and job security is based on performance and various other factors. Though it is true that this environment provides a challenging job profile, it also creates a less secure environment. Industriousness, dedication, devotion, and commitment are not enough to secure a job. The high level of performance of an individual is also based on various factors. These may be market situation, existence of competitor, and government policies. Where these factors are adverse in nature, performance automatically suffers. During this period, employees feel insecure, which reduces overall job satisfaction. In pub public lic sector sector banks, banks, welfar welfaree polici policies es are clearl clearly y define defined d and legall legally y enforc enforced. ed. Retirement, pensions, gratuity, and other related welfare policies are effectively executed. So there is no problem with social security. In private sector banks, welfare activities are neither well planned nor well executed. Employee turnover is very high and job security is very low. Most employees are from middle class Indian families. These employees have seen the golden period of public sectors and government jobs during their growing stages. So the effect of welfare schemes of government jobs and public sectors cannot be easily eradicated from their psyche. Private sector employees are ready to work hard but they demand pensions, security, and sometimes an easy lifestyle. These findings in the banking sectors could be extended to explain the job situation in other service sectors. In terms of security, promotion, and welfare policy, there is a clear difference between public and private sector employees. It was stated earlier that when we compare the job satisfaction of employees in public and private sector banks or in othe otherr serv servic icee sect sector ors, s, the the publ public ic and and priv privat atee sect sector orss becom becomee the the main main fact factor or of comparison. In India, the public or private sector factors neutralise all other factors of comparison. For example, in India, a public sector insurance company like LIC will always be preferred by a new entrant, if he has a choice.
INCREASE EMPLOYEE SATISFACTION AND PRODUCTIVITY By providing amenities that make your building a healthier and more comfortable place to work, you can reduce employee absenteeism and turnover while increasing productivity. Even small workplace improvements, such as installing individual temperature and ventilation controls, improving the flow of natural light and providing access to a roof garden, can have a big impact on your company's bottom line. The EPA estimates that building-related illnesses account for $60 billion in annual productivity lost nationwide. And according to a University of Wisconsin study, tangible costs of hiring and retaining a new employee typically range between $10,000 and $50,000 -- plus less quantifiable, but no n o less real, productivity costs as employees adapt to the new work environment env ironment and cultivate relationships with clients, coworkers, contractors, etc. With less absenteeism and greater employee retention, your investments in green building features will quickly pay for themselves. •
In a 2004 survey of 719 building owners, developers, architects, engineers and consultants, Turner Construction found that 91 percent of executives involved with green buildings believed that the health and well-being of their building occupants was greater.
•
By installing skylights, fluorescent light fixtures and additional insulation to improve lighting and temperature control, Verifone's credit card verification facility in Costa Mesa, California, decreased its energy consumption 59 percent, reduced employee absenteeism by 47 percent and boosted productivity by 5 percent to 7 percent.
•
At the headquarters of the West Bend Mutual Insurance Company in West Bend, Wisconsin, green features including individual workstation controls for temperature, airflow, lighting and noise contributed to a 15 percent increase in claims processing per employee.
CHAPTER 4 RESEARCH METHODOLOGY
4.1 4.2 4.3 4.4 4.5 4.5
MEANIN MEANING G OF OF RESEARC RESEARCH H DEFINITION DEFINITION OF RESEARC RESEARCH H METHOD METHODOLOG OLOGY Y RESE RESEAR ARCH CH DES DESIGN IGN DATA DATA COL COLLE LECTI CTION ON SAML SAMLE E DESI DESIGN GN
WHAT IS RESEARCH ?
Research is a systematic and continues method of defining a problem, collecting the
facts and analyzing them, reaching conclusion forming generalizations. The systematic and objective identification, collection, analysis, dissemination, and use of information for the purpose of assisting management in decision making related to the identification related to solution to problems and opp ortunities . Marketing Research is the function that links the customer, concumer, and public to the market marketer er through through inform informati ationon- inform informati ation on used used to identi identify fy and define define market marketing ing opportunities and problems; generate, refine, and evaluate marketing actions; monitor marketing performance; and improve understanding of marketing as a process. The study of research methods provides manager knowledge and skill needed to solve the problems and meet the challenges of a fast-paced decision-making environment. Three factors that stimulate an interest of managers in research study are
The
manager’s increased need for more and better information.
The
availability of increased techniques and tools to meet this need.
The
result information overload if discipline is not employed in the process.
RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the problem. It may be understood has a science of studying how research is done scientifically. In it we study the various steps that all generally adopted by a researcher in studying his research problem along with the logic behind them. The scope of research methodology is wider than that of research method. Thus when we talk of research methodology we not only talk of research methods but also consider the logic behind the method we use in the context of our research study and explain why we are using a particular method.
So we should consider the following steps in research methodology:
Problem statement
Objective of study
Research design
Data collection
Sample design
Statistical tool
Limitation of study
RESEARCH DESIGN A framework or blueprint for conducting the research project. It specifies specifies the details of the procedures necessary for obtaining the information needed neede d to structure and/or solve research problems. A good research design d esign lays the foundation for conducting the project. A good research design will w ill ensure that the research project is conducted effectively and efficiently. Typically, a research design involves the following components, or tasks:
Define
the information needed.
Design
the research.
Specify
the measurement and scaling procedures.
Construct Specify
and present a questionnaire or an appropriate form for data collection.
the sampling process and sampling size.
Develop
a plan of data analysis.
DATA COLLECTION
The task of data collection is begins after a research problem has been defined and research designed/ plan chalked out. Data collection is to gather the data from the population. The data can be collected of two types:
Primary Data
Secondary Data
Primary Data
The Primary Primary Data are those, which are collected afresh and for the first time, and thus happened to be original in character. Observation.
Personal Interviews.
Telephonic interviews.
Questionnaires.
Schedules.
Secondary Data
The Secondary Data are those which have already been collected by someone else and which have already been passed through the statistical tool. Methods of collection of Secondary data
Newspapers.
Magazines
Journals
Internet
Libraries
Old records.
In this project I am using both the method of data collection
SAMPLE DESIGN
A sample design is a definite plan for obtaining a sample from a given population. It refers to the technique or the procedure and the researcher would adopt in selecting items of sample. Sample design may as well lay down the number of items to be included in the sample i.e. the size of the sample. Sample design is determined before data are collected. Before going trough sampling design, let us learn some terms.
Thee aggr aggreg egat atee of all all the the elem elemen ents ts,, shar sharin ing g some some comm common on set set of Population : Th characteristics, that comprises the universe for the purpose of the research problem.
In this project all the employees of HDFC Standard Life Insurance of Chandigarh branch , sector 9 is the population
Sample : A subgroup of the elements of the population selected for participation in the
study. In this project sample size is 40 employees
Sampling Unit : The basic unit containing the elements of the population to be sampled.
In this project sampling unit is employees
Sampling Technique used in survey ---
Nonprobability Sampling Techniques.
• Convenience Sampling . Nonprobability sampling techniques do not use chance selection procedures. Rather, they rely on the personal judgment of the researcher where as probability sampling procedure each element of the population has fixed probabilistic chance of being selected for the sample.
In our survey, we have used nonprobabilty sampling technique because there is no way of determ determini ining ng the probabi probabilit lity y of select selecting ing any parti particul cular ar elemen elementt for inclus inclusion ion for the sample, the estimates obtained are not statistically projectable to the population. We have selected the sample with help of Sales Manager and their Life Advisors. Among Among non nonpra prababi babilit lity y sampli sampling ng techni technique ques, s, the sampli sampling ng techni technique que applie applied d here here is convenience sampling. Convenience Sampling attempts to obtain a sample of convenient elements. The selection units is left primarily to the inerviewer. Convenience Sampling is the least expensive expensive and least time consuming consuming of all sampling sampling techniques. techniques. The sampling sampling units are accessible, easy to maesure, and cooperative. In spite of these advantages, his form of sampling has seroius limitations. Many potential sources of selection bias are present, including respondent self-selection. Convenience Samples aer not representative of any definable population.
QUESTIONNAIRE DESIGN
A Questionnaire, whether it is called a schedule, interview form, or measuring instrument, is a structured technique for data collection that consists of series of question, written or verbal, that a respondent answers.
Objective Of A Questionnaire
It must translates the information needed into a set of specific questions that the respondents can and will answer.
A questionnaire must uplift, motivate, and encourage the respondent to become involved in the interview, to cooperate, and to complete the interview.
A questionnaire should minimize response error.
CHAPTER 5
ANALYSIS AND INTERPRETATION
ANALYSIS
The analysis of this project begins with analysis of each question.
ANALYSIS AND INTERPRETATION Managers need information, not raw data. Research helps in generating information by analyzing data after its collection .data analysis usually involves reducing accumulated data to a manageable size, developing summaries, looking for patterns and applying statististical techniques. Scaled responses on questionnaires and experimental instruments often require the analyst to derive derive various various functions, functions, as well as to explore explore relationshi relationships ps among variables. In various cases when we deal with statistics we find that the variables are related to each other or we can also say two variables seem to move in the same direction such as both are increasing or decreasing or even some factors tend to move in the opposite direction
also means one is increasing and the other is decreasing. Analysis has been done by applying various statistical tools to study the basic factors that lead to Job satisfaction among Job Work Assignees. Various important factors identified during the study are:• Job security • Motivation " Attitude • Stress One of the tools used for the analysis is correlation among various factors using Karl Pearson's method through Bivariate table in the software SPSS.
Respondent by Gender
Male
29
Female
11
Total
40
TABLE 1- SHOWS RESPONDENTS BY GENDER
Fe m a l 28%
Ma l 72%
FIG-1 SHOWS RESPONDENTS BY GENDER Here we can see maximum number of respondent is is male that is 72% and female are only 28%. This helps us to know that mostly male employees are working in HDFC Standard life
Departments of Respondent
Departments Marketing
No. of employees 22
Human resource
8
Finance
5
operation
5
TABLE 2-SHOWS DEPARTEMENTS OF RESPONDENTS
No. of employees 25
20
15 No. of employe 10
5
0 Mark et ing
Human resource
Financ e
operat ion
FIG-2 SHOWS DEPARTEMENTS OF RESPONDENTS
Here we can see maximum number of respondent are for marketing department that are 22 out of 40 respondent respondent
Work Experience of Respondent
S.no
Experience in in ye years
No. of of Re Respondents
1 le less then 1 year
15
2 mo more then 1 year
10
3 less then 2 year
8
4 more then 2 year
7
TABLE 3-SHOWS WORK EXPERINCE OF RESPONDENT
No. of Respondents
16 14 12 10 8 6 4 2 0 less then 1 year
more then 1 year
less then 2 year
more then 2 year
1
2
3
4
FIG-3 SHOWS WORK EXPERINCE OF RESPONDENT
Here Here we can see that employ employees ees are not experienc experienced.1 ed.15 5 employ employees ees are having the experience of less than 1 year and 13 of less then 2 year.
Satisfaction level with the job S. NO.
Satisfaction Level
No. of Respondents
1 Like very much
25
2 Like some what
10
3 Neutral
4
4 Dislike some what
1 N
5 Disl Dislik ikee ver very y much much
il
TABLE 4 SHOWS SATISFACTION LEVEL WITH THE JOB Employee satisfaction
30
25
20
15
Serie
10
5
0 1
2
3
4
5
FIG-4 SHOWS SATISFACTION LEVEL WITH THE JOB
The data in the above table reveals that majority of respondents (25) were highly satisfied wih their job and 10 of respondents are satisfied with their job. This show that employees are satisfied with their job.
Satisfy with the behavior of management and other employees S.no
Satisfaction Level
No. of Respondents
Highly 1 Satisfied
22
2 Satisfied
10
3 Moderate
5
4 Un U nsatisfied
2
Highly 5 Unsatisfied
1
TABLE 5 Shows Satisfaction level with the behavior of management and other employees
No. of Respondents 25
20
15
10
5
0 Highly S atisfi ed
Satisfied
M od oderate
Unsatisfied
Highly Unsatisfied
Fig 5 -Shows Satisfaction level with the behavior of management and other employees The data in the above table reveals that majority of respondents (22) were highly satisfied wih the behaviour of other employees and 10 of respondents are satisfied and 5 are moderate. Career and growth opportunities
S .no
Preferences
No. of Respondents
1 Yes
36
2 No
4
Table6 –Shows Career and growth opportunities for emloyees.
No. of Responde
No 10 %
Y es 90 %
Fig-6 Shows Career and growth opportunities opportunities for emloyees. emloyees.
Here we can see maximum number of respondent are think that there there career and growth opportunities offered by the job is that is 90% . This shows that in HDFC Standard life career and growth opportunities offered by the job.
Participation in Decision making
S .no
Participation
No. of Respondents
1 20%-30%
12
2 30%-40%
10
3 40%-50%
8
4 50%-60%
4
5 Above 60%
6
Table 7-Shows Participation of emloyees in Decision making
No. of Respondents
5
Above 60%
4
50%-60%
3
40%-50%
2
30%-40%
1
20%-30%
6
4
8
No. of Responde
10
12
Fig-7 Shows Participation of emloyees in Decision making
Here we can see less number of respondent respondent are participating in the Decision Decision making That is only only 6 respon respondent dent are partic participa ipati ting ng in the above60% above60% decisi decisions ons and 12 are participating in 20%-30%. Satisfaction Level of Employees S.NO. S.NO.
Satisfaction Level
No. of Respondents
1.
Highly Satisfied
9
2.
Satisfied
15
3.
Moderate
5
4.
Unsatisfied
10
5.
Highly Unsatisfied
1
Table8-Shows Satisfaction Level of Employees with the salary
No. of Respondents 16 14 12 10 8
No. of Respond
6 4 2 0 Highly Satisfied
Satis fied
Moderate
Unsat isfied
Highly Unsatisfied
FIG8- Shows Satisfaction Level of Employees with the salary The data in the above table tells us that majority of respondents (15) are satisfied with the level of salary which they are getting and a nd only (9) of respondents are highly satisfied with this statement and (10) respondent are not no t satisfied with the salary which they are getting.
Management is flexible and understands the importance of balancing my work and personal life. S. NO.
Satisfaction Level
No. of Respondents
1 Strongly agree
18
2 Agree
10
3 Undecided
8
4 Disagree
2
5 Stro Strong ngly ly dis disagr agree
2 TABLE 9-Shows Management is flexible and understands the importance of balancing my work and personal life. No. of Respondents 20 18 16 14 12 10
No. of Respond
8 6 4 2 0 Strongly agree
Agree
Undec ided
Dis agree
Strongly disagree
FIG-9 Shows Management is flexible and understands the importance of balancing my
work and personal life. The data in the above table tells us that majority of respondents (18) are satified with the management flexible and understands the importance of balancing my work and personal life.
Agree with the company bonus plans
S .no
Satisfaction Level 1 St S trongly agree
No. of Respondents 8
2 Agree
12
3 Undecided
11
4 Disagree
6
5 Strongly disagree
3
TABLE-10 Shows how many employees agree with the company bonus plans
No. of Respondents 14 12 10 8 No. of Respond 6 4 2 0 Strongly agree
Agree
Undec ided
Disagree
St rongly disagree
Fig-10 Shows how many employees employees agree with the company bonus plans
The data in the above table tells us that majority of respondents (12) are argee with the bones plan which they are getting and (8) of respondents are strongly agree with this statement and (11) respondent are undicided and (6) are disagree.
Is any change is require to improve the working condition
S .no
Preferences
No. of Respondents
1 Yes
32
2 No
8
TABLE-11 Shows how many employees feel to have improvement in working conditions
No. of Respondents
8
No
3 2
Yes
0
5
10
15
20
25
30
Fig-11 Shows how many employees agree with the company pay scale scale and bonus plans
Here we can see maximum maximum number of respondent respondent are think think that change is require require to improve the working condition of the the compony opportunities is that is 80% .
CHAPTER 6
CONCLUSIONS
CONCLUSION An extensive review review of the topic "Study of the level of job satisfacti satisfaction on among job work assignees" it was found that the most important factors conducive to job satisfaction are the motivational factors: " Rewards or Payment, • Supportive working environment and • The work itself. • Working hours. • Clean and hygienic working place.
It was also found that the primary source of job satisfaction among Job Work assignees was the sense of achievement experienced by them while on the job. However, in the same study feelings of dissatisfaction were found to be stemming from the work itself. The same and the work that was repetitive in nature and not apt according to the qualification of some of the employees were seen also some of the major factors leading to dissatisfaction were:" Low payment • Job tenure (3 months) leading to job insecurity among the Job Work Assignees mind the various factors leading to the job satisfaction and by enhancing the profile of job.
Employees tend to prefer jobs that give them opportunities to use their skills and abilities and offers freedom and feedback. They want pay system and promotion policies that they perceive as being just and ambiguous and in line with their expectations. When pay is seen as fair that is based on o n job and individual skills, satisfaction is likely to result.
Employees are also concerned with their work environment for both personal as well as professional life. So finally it is concluded that the level of job satisfaction is there but need to be increased and maintained.
CHAPTER 7
LIMITATIONS
Limitation
There are various limitation faced during the study as the study bis related to the human psychology and behaviour basically. Some of the problems faceddurig the study are:-
• while collecting the data data it was noticed that most of the respondent were getting getting struck at statement, they were actually actually related to make out whether the statement statement is related to to their job or routine life . • Another major obstruction found the study was respondents were quite reluctant in giving their original details. • Even it is not noticed thatsome of the data entry operations operations wrer not even ready to fill in the the questionnaires, so their responses were most of the time neutral.
CHAPTER 8
SUGGESTIONS
Suggestions • To increase satisfaction and retention retention of employees. • It will help in reducing the factors leading leading to absenteeism and staff turnover. • It will will help in generating generating factors which can defuse tension tension and improve working working condition Which will ultimately lead to job satisfaction.
• The method of recruitment recruitment should be improved. • Select the right person for the right job. • Promotion policy should be improved • Management should check the performance of their employees time to time. • Overall work environment should also be improved.
CHAPTER 9
BIBLIOGRAPHY
REFERENCES
BOOK S
Rbbins Stephen P , Organizational behaviour . Beri. G C, Statistics for management, Tata McGraw Hill Cooper donal R, Schindler Pamela S, Business Research Method. Kothari C R, Research Methodology INTERNET LINKS •
http://findarticles.com/p/articles/mi_qa5321/is_200407/ai_n21351846/pg_5
•
http://humanresources.about.com/od/glossarye/a/employee_inv.htm
•
http://job satisfaction\job satisfaction3.htm
•
http:// satisfaction\job satisfaction\herzberg – motivation-hygiene theory.htm
•
http://www.nrdc.org/buildinggreen/bizcase/own_productivity.asp
• •
•
http://www.nhpcindia.com/English/Scripts/Aboutus_Objectives.aspx http://wiki.answers.com/Q/Why_to_study_about_employee_satisfaction http://wiki.answers.com/Q/What_is_the_importance_of_employee_satisfaction_in _an_organisation
CHAPTER 10
ANNEXURES
QUESTIONNAIRE
SURVEY ON EMPLOYEE’S EMPLOYEE ’S SATISFACTION SATISFACTION OF HDFC STANDARD LIFE INSURANCE COMPANY Questions:
Q.1 What is is your your gender. l
Male
● Female
Q.2 What department do you work in? ● …………………….. Q.3 How long have you worked for this company? ●…………………….. Q.4 How do you you like this job?
Like very
Like some
Much
what
Neutral
Dislike some what
Q.5 I am treated with respect respect by management and the people I work work with. ● Strongly Disagree ● Disagree ● Undecided ● Agree ● Strongly Agree
Q.6 Is there any career enhancement opportunities opportunities and growth in this job ? ●
Yes
●
No
Q.7 How much do you participate in decision decision making ? o20 o20%-30%
o 30%-40%
o 50%-60%
o above 60%
o 40%-50% 50%
Dislike very Much
Q.8 Are you satisfied with you salary level? level?
Highly
Unsatisfied
Moderate
Satisfied
Highly
Unsatisfied
Satisfied
Q.9 Management is flexible and understands the importance of balancing my work and personal life. ● Strongly Disagree ● Disagree ● Undecided ● Agree ● Strongly Agree Q.10 Are you agree with the company pay scale and bonus plans ?
Strongly
Agree
Undecided
Disagree
Strongly
Agree
Disagree
Q.11 Do you feel there is change require in your department to improve working conditions? ● YES
● NO
Q.12 Rank the following motivational factor according to you :FACTOR
RANK(1 to 4 )1 is highest
● Promotion Recognition
…… ……
● Reward and
● Achievemant
……
authority and responsibility
……
PERSONAL DETAIL :
NAME :-
………………………….. …………………………
MOBILE NO:- ………………………… ………………………….. ADDRESS OF COMMUNICATION:- …………………………… …………………………… ………………………….
● Higher
