Research Project Report

On
Employee Satisfaction

Prepared By
Vineeta Rajput
22MGT4BAN0009

Guided By
Dr. Varun Keshari(assistant professor IMS)

A Report Submitted to
Sage University in Partial Fulfilment of the Requirements for the RESEARCH
METHODOLOGY course- MBA, Institute of Management Studies

June– 2024
 STUDENT DECLARATION

I hereby declare that this Research Project Report titled Employee Satisfaction
submitted by me to the Institute of Management Studies, Sage University is a bonafide work
undertaken by me and it is not submitted to any other University or Institution for the award
of any degree diploma / certificate or published any time before.

Date: 15/06/2024

Place: Indore

Anushka Tirole

22MGT4BAN0009
 COLLEGE CERTIFICATE

This is to certify that the research report titled “EMPLOYEE SATISFACTION “ which is
submitted by Ms.Vineeta Rajput to Institute of Management Studies, Sage University
Madhya Pradesh, in partial fulfilment of the requirement for the award of the degree of
Masters of Business Administration is an original contribution with existing knowledge and
faithful record of work carried out by her under my guidance and supervision.

To the best of my knowledge this work has not been submitted in part or full for any Degree
or Diploma to this University or elsewhere.

Date: 15/06/2024

Prof. Vandana Kadam

 Preface

Purpose:-

The objective of the research project on employee satisfaction is to identify all factors
that affect employees' perception of their work and working environment. The
objective of the project is to provide quantifiable insight which may help
organizations improve employee satisfaction and increase organizational
performance, as well as staff retention and morale at work.

Aim:-

1. Assess the present level of employee satisfaction in an organisation by

measuring Current Satisfied Level.
2. Identify key drivers of employee satisfaction and dissatisfaction: Define the
main factors that affect these outcomes.
3. Analyze Impact: Analyze the impact that various aspects of satisfaction with
work have on staff performance, retention and engagement.

By focusing on these areas, the research project aims to provide a thorough understanding of
employee satisfaction and equip the organization with the knowledge and tools necessary to
foster a more positive and productive work environment.
 Acknowledgment

I would like to express my profound gratitude to Dr. Vinay Gupta , Head of Department
MBA, and Prof. Vandana Kadam for their academic mentorship and the knowledge they
imparted during our university studies. Their teachings have been instrumental in shaping our
understanding and approach to this project.

Furthermore, I wish to acknowledge the contributions colleagues who have provided

assistance, encouragement, and valuable insights that have enriched our project. I extend my
gratitude to the university administration for providing the necessary resources and facilities
for the execution of this project. Lastly, I would like to thank my family and friends for their
unwavering support, encouragement, and understanding throughout the challenges and
demands of this academic endeavour.

This project would not have been possible without the collective efforts and support of all
those mentioned above. I am deeply grateful for their contributions to the success of this
research project.

Vineeta Rajput

MBA ( Business Analytics)

Date- 15/06/2024
 Executive Summary

The satisfaction of workers reflects their experience, everyday tasks, management and
remuneration; it is reflected in the level of happiness and contentment that they have with
their job and company. Due to the subjective nature of satisfaction, it is difficult to measure
employee satisfaction because they vary widely among individuals. The stimulating nature of
the job, convenience, appreciation, competitive pay and career development are key factors
that have influenced satisfaction. Reduced turnover, increased productivity, a favourable
working environment and effective lobbying on the part of the organisation are some of the
benefits from high employee satisfaction. However, complacency and biases in favour of
certain types of personality can also pose potential drawbacks.

The research objectives are to ensure quality people management, measure engagement and
satisfaction, understand alignment with organizational values, describe the current culture,
identify strengths and areas for improvement, rank engagement drivers, measure policy
success, guide managers in performance improvement, determine training needs, establish
benchmarks, and address internal variations.

A number of factors influencing employee satisfaction are highlighted in the literature

review: a favorable working environment, participatory leadership, competition
remuneration, worklife balance, career development and impact of technology. According to
studies, satisfaction is dependent on supportive leadership, state of the art facilities and
flexibility in work arrangements as well as opportunities for growth. Further research is also
needed to examine the dual impact of cultural values and technology on stress and
effectiveness.

The comprehensive evaluation of employee satisfaction within MoreYeahs and IT Spark

Technology Pvt. Ltd. reveals a multifaceted picture of the workplace environment and
employee sentiment. Both organizations exhibit strengths and areas needing improvement
across various dimensions, including job characteristics, work environment, compensation
and benefits, work-life balance, and leadership and management.

Different levels of satisfaction were observed in terms of job characteristics, working

environment, compensation, working life, balance and leadership in the survey results from
MoreYeahs and IT Spark Technology Pvt. Ltd. MoreYeahs employees reported varied
satisfaction with the variety of tasks, autonomy, work environment, resources, salaries and
leadership. Similarly, there was a wide range of satisfaction levels for IT Spark staff with
 particular concerns about autonomy, resource availability, fairness in pay and leadership.
Overall, these data highlight the importance of focusing on particular areas to enhance
employee satisfaction and create more conducive working conditions.

Table of Content

S. Content Page No.

No.
1. Introduction

2. Literature Review

3. Methodology
 Data Collection Methods
 The Tools Used for Data Analysis and Interpretation
 Objectives
 Data Collection Instrument

4. Data Analysis and Interpretation

5. Findings and suggestions
6. Limitations

7. Conclusion
8. Questionnaire
9. Bibliography
 INTRODUCTION

The level of employee satisfaction is a broad concept that indicates the level of happiness and
contentment employees feel towards their jobs and the company. It reflects how satisfied
workers are with different aspects of their jobs, their overall experience as employees, their
daily tasks, their management, and their compensation.

Defining and measuring employee satisfaction can be challenging because it holds varying
meanings for different individuals and relies heavily on the subjective significance that each
employee places on different aspects of their jobs. Employee satisfaction, a subjective
measure, refers to the positive emotional response one feels while working or being present at
their job. Many top organizations are now attempting to quantify this sentiment, making job
satisfaction surveys a common practice in most workplaces.

It's important to note that employee satisfaction differs from one employee to another. Even
in the same workplace and conditions, the factors that contribute to one employee's job
satisfaction may not have the same effect on another. Therefore, it's crucial to adopt a
comprehensive approach to employee satisfaction, encompassing the following areas:

 The stimulating nature of the work, which challenges employees to reach new levels
 The level of convenience, which includes short commutes, access to appropriate
digital tools, and flexible working hours

 Regular appreciation by the immediate management and the organization as a whole

 Competitive pay, which employees maintain a good quality of life

 The promise of career progression in sync with employees’ personal growth targets

The pros and cons listed below are designed to be broad enough to encompass most
interpretations of employee satisfaction.

Advantages:-

 Employee satisfaction plays a significant role in fulfilling an organization's

staffing requirements. Content employees are less likely to fall victim to
phenomena such as "quiet quitting" or "the great resignation." Attracting and
 retaining employees is a major concern for all employers in today's
environment. This is why employee satisfaction is a key area of emphasis.

 Satisfied employees also display higher levels of engagement and productivity

compared to dissatisfied employees. This is logical as individuals tend to
invest more passion and effort into work that brings them satisfaction.
Employees who are happy are more inclined to go above and beyond without
being asked and are more likely to align with the company's mission and
vision.

 Content employees also contribute to a more positive work environment,

whether it's in-person or virtual. They are less prone to displaying negative,
passive-aggressive, abusive, or harassing behaviors.

 Ultimately, content employees can act as strong advocates for the

organization, both as employees and customers. They are more inclined to
endorse the company as a fantastic place to work and a great brand, and are
more likely to share this sentiment publicly through platforms such as
Glassdoor.

Drawbacks:-

 One possible disadvantage of employee satisfaction is that it can result in

complacency. People naturally seek comfort, and employees who are
comfortable in their roles might simply continue performing their duties as
they always have, without seeking out new challenges. They might be hesitant
to step out of their comfort zone to take on unfamiliar tasks or demanding
projects that are less enjoyable than their current workload.

 Another potential drawback of employee satisfaction is that companies that

prioritize employee satisfaction greatly may develop unconscious biases in
favor of certain personality types and against others.

 Placing too much emphasis on employee satisfaction may backfire for some
companies. For example, a company overly focused on satisfaction may have
a chilling effect on employees who have legitimate complaints with aspects of
their work or the organization. Because the company is so desperate to
increase employee satisfaction, some workers may fear derailing that goal by
bringing up issues of concern.
 Literature Review

1. Smith, J., & Jones, L. (2022). The role of work environment in

employee satisfaction. Workplace Wellbeing Journal - Recent
studies underscore the importance of the work environment in shaping
employee satisfaction. According to a study by Smith and Jones (2022), a
positive work environment, characterized by safety, comfort, and modern
facilities, significantly enhances employee satisfaction. Conversely, a toxic
work environment can lead to dissatisfaction and high turnover rates (Brown,
2023).

2. Taylor, A. (2022). Participative leadership and job satisfaction.

Journal of Business Research - Effective management and leadership
are pivotal to employee satisfaction. Research by Taylor (2022) indicates that
participative leadership, where managers involve employees in decision-
making processes, correlates with higher satisfaction levels. Moreover,
supportive and empathetic leadership is shown to foster a positive work
culture and improve employee morale (Johnson, 2023).

3. Lee, J., Kim, H., & Park, S. (2023). The relationship between
compensation, benefits, and job satisfaction. Compensation &
Benefits Review -Compensation remains a fundamental aspect of job
satisfaction. A study by Lee et al. (2023) highlights that competitive salaries
and comprehensive benefits packages are crucial for maintaining high levels
of employee satisfaction. However, the study also points out that beyond a
certain point, intrinsic motivators like job recognition and career development
opportunities become more influential.

4. Davis, L., & Clark, M. (2023). Work-life balance and job

satisfaction: The role of flexible working arrangements.
Human Resource Management Review - Work-life balance has
emerged as a significant factor in recent years. Research by Davis and Clark
(2023) reveals that employees who achieve a satisfactory work-life balance
report higher job satisfaction and lower stress levels. Flexible working
 arrangements, such as remote work and flexible hours, are particularly valued
by employees.

5. Mitchell, G., & Ward, T. (2023). Career development and

employee satisfaction: A longitudinal study. Career
Development International - Career development opportunities are
critical for long-term employee satisfaction. According to Mitchell and Ward
(2023), organizations that invest in employee training and development tend to
have higher satisfaction levels. Employees value opportunities for growth and
advancement, which contribute to their overall job satisfaction.

6. Brown, R. (2023). The impact of toxic work environments on

employee turnover. Journal of Organizational Behavior, &
Johnson, K. (2023). Supportive leadership and employee morale.
Leadership Quarterly - The majority of studies on employee satisfaction
employ quantitative methods, such as surveys and questionnaires, to gather data.
While these methods provide valuable insights, there is a growing call for more
qualitative research to understand the nuanced experiences of employees. For
example, in-depth interviews and focus groups could uncover deeper insights into
the reasons behind employee satisfaction or dissatisfaction.

7. Gupta, S. (2023). Cultural values and employee satisfaction: A

cross-cultural study. International Journal of Human Resource
Management & Zhang, Y. (2022). Employee satisfaction in
different cultural contexts. Asia Pacific Journal of Management -
Most of the existing literature focuses on Western contexts, leaving a gap in
understanding how cultural differences influence employee satisfaction. Studies
by Gupta (2023) and Zhang (2022) suggest that cultural values significantly
impact what employees prioritize in their jobs, indicating a need for more cross-
cultural research.

8. Martinez, A. (2023). Technology and employee stress: A modern

dilemma. Journal of Occupational Health Psychology & Wilson, P.
(2023). Enhancing job satisfaction through technological
advancements. Technology in Society- The impact of technology on
employee satisfaction is another area that requires further exploration. While some
studies indicate that technological advancements can enhance job satisfaction by
making work more efficient (Wilson, 2023), others suggest that technology can
also lead to increased stress and burnout (Martinez, 2023).
 Methodology

Introduction:-
This research methodology describes the methods and procedures used to identify and
analyze information about a specific research topic. It is the process by which researchers
design their research using selected research instruments to achieve a goal. It covers all
important aspects of research, including research design and implementation, data collection
techniques, methods of statistical analysis, and the general framework within which they are
conducted..

Objectives:-

 Measure the level of engagement and satisfaction of all employees.

 Identify our areas of strengths and best practice, as well as potential risks and
opportunities for improvement.

 Understand and rank the drivers of engagement, satisfaction and team effectiveness.

 Establish benchmarks to track progress in future.

 Understand variations between business units/departments/locations in order to build

on internal "best practices" and address particular areas of weakness

Data Collection Methods:-

A structured survey is being conducted to collect data from the employees. The survey
questionnaire is designed to gather insights into various perspectives of employees regarding
their job and work environment. The survey comprises closed-ended questions to capture
both quantitative data for statistical analysis and qualitative insights for in-depth exploration.
The survey is administered electronically, allowing participants to respond at their
convenience via online platforms such as email or survey tools. Participants are provided
with clear instructions regarding the purpose of the study, the confidentiality of their
responses, and their rights as participants. To enhance response rates and data quality,
reminders may be sent to non-respondents and incentives may be offered to encourage
participation.

The Tools Used for Data Analysis and Interpretation:-

Once the survey data is collected, it will be subjected to rigorous analysis using appropriate
statistical and qualitative analysis tools. The following tools will be utilized for data analysis
and interpretation:

Data Visualization Tools : Data visualization techniques such as charts, graphs, and
dashboards will be used to visually represent the findings of the analysis. Visualizations help
communicate complex data in a clear and concise manner, enabling stakeholders to grasp key
insights at a glance and facilitating data-driven decision-making.

By employing these tools for data analysis and interpretation, this study aims to derive
meaningful insights from the survey data, uncovering the diverse perspectives and
experiences of participants regarding job satisfaction.

Data Collection Instrument: A questionnaire is a research instrument consisting of a set

of questions designed to collect information from respondents through a survey or statistical
survey. This questionnaire consists of closed-ended questions.

Questionnaires have advantages over other survey instruments in that they are inexpensive,
do not require as much effort on the part of the interviewer as oral or telephone surveys, and
often have standardized responses to facilitate data collection.
 Data Analysis and Finding
Company Name: MoreYeahs
Sample Size: 43 Individuals

The following are the results of the employee satisfaction survey conducted with 43
participants. Each section represents aggregated responses to the survey questions.

Section 1: Job Characteristics

1. How satisfied are you with the variety of tasks you perform in your job?

Count Percentage
Very Satisfied 8 19%
Satisfied 15 35%
Neutral 10 23%
Dissatisfied 6 14%
Very Dissatisfied 4 4%

4%
19%
14%

Very Satisfied
Satisfied
Neutral
Dissatisfied
Very Dissatisfied

23%

35%

Interpretation
 Very Satisfied :19% and Satisfied :35%: A total of 54% of employees feel positively
about the variety of tasks they perform. This indicates that over half of the workforce
finds their job roles engaging and diverse, which can enhance job satisfaction and
motivation.

 Neutral :23%: Nearly a quarter of respondents feel indifferent, suggesting that while
they don't have strong negative feelings, they aren't particularly enthusiastic about
 their tasks either. This group may benefit from further job enrichment.

 Dissatisfied :14% and Very Dissatisfied :9%: About 23% of employees are unhappy
with the variety of their tasks. This could indicate a need for more challenging or
varied responsibilities to keep them engaged.

2. How much autonomy do you have in deciding how to perform your work tasks?

Count Percentage
A great deal 7 16%
A lot 12 28%
A moderate amount 14 33%
A little 7 16%
None at all 3 7%

7%
16%

16%

A great deal
A lot
A moderate amount
A little
None at all

28%

33%

Interpretation
 A great deal :16% and A lot :28%: 44% of employees feel they have significant
autonomy in their roles, which is essential for job satisfaction as it allows employees
 to take ownership of their work.

 A moderate amount :33%: One-third of employees experience a moderate level of

autonomy, suggesting a balanced approach but also indicating room for improvement
in empowering employees further.

 A little :16% and None at all :7%: 23% feel they lack autonomy, which can lead to
dissatisfaction as these employees may feel micromanaged or undervalued.

Section 2: Work Environment

3. How would you rate the overall work environment in your organization?

Count Percentage
Excellent 5 12%
Good 17 40%
Fair 11 26%
Poor 7 16%
Very Poor 3 7%

7% 12%

16%

Excellent
Good
Fair
Poor
Very Poor

40%

26%
Interpretation
 Excellent :12% and Good :40%: Over half :52% rate the work environment positively,
which is a strong indicator of a supportive and conducive workplace.

 Fair :26%: A quarter of respondents rate the environment as fair, suggesting that there
are aspects of the work environment that could be improved.

 Poor :16% and Very Poor :7%: A significant 23% rate the environment negatively,
highlighting critical areas that need attention to improve overall employee morale and
satisfaction.

4. Do you feel that you have the necessary resources and tools to do your job effectively?

Count Percentage
Strongly Agree 10 23%
Agree 18 42%
Neutral 8 19%
Disagree 5 12%
Strongly Disagree 2 4%

4%
12%
23%

Strongly Agree
Agree
Neutral
19%
Disagree
Strongly Disagree

42%
Interpretation
 Strongly Agree :23% and Agree :42%: A majority :65% feel they have the resources
needed to do their job effectively, which is crucial for productivity and job
satisfaction.

 Neutral :19%: This group might sometimes face resource constraints, affecting their
performance and satisfaction intermittently.

 Disagree :12% and Strongly Disagree :4%: 16% feel they lack necessary resources,
which can lead to frustration and inefficiency, signaling an urgent need for resource
allocation improvements.

Section 3: Compensation and Benefits

5. How satisfied are you with your current compensation and benefits package?

Count Percentage
Very Satisfied 6 14%
Satisfied 12 28%
Neutral 15 35%
Dissatisfied 7 16%
Very Dissatisfied 3 7%

1.2

1.4

1st Qtr
2nd Qtr
3rd Qtr
4th Qtr

3.2 8.2
Interpretation
 Very Satisfied :14% and Satisfied :28%: Only 42% are happy with their compensation
and benefits, suggesting that less than half feel adequately rewarded for their work.

 Neutral :35%: A significant portion feels indifferent, possibly indicating that while
their pay is acceptable, it may not be a strong motivator.

 Dissatisfied :16% and Very Dissatisfied :7%: 23% are unhappy with their
compensation, highlighting a potential risk for turnover and dissatisfaction that could
affect overall morale and retention.

6. Do you feel that your compensation is fair compared to similar positions in other
organizations?

Count Percentage
Strongly Agree 5 12%
Agree 14 33%
Neutral 10 23%
Disagree 9 21%
Strongly Disagree 5 12%

12% 12%

21% Strongly Agree

Agree
Neutral
Disagree
33% Strongly Disagree

23%
Interpretation
 Strongly Agree :12% and Agree :33%: 45% believe their compensation is fair, which
is relatively low and indicates that more than half of the employees may feel
underpaid compared to industry standards.

 Neutral :23%: This group is undecided, possibly feeling that while their pay is not
entirely unfair, it could be better.

 Disagree :21% and Strongly Disagree :12%: 33% feel their compensation is unfair, a
significant concern that needs to be addressed to maintain a motivated and satisfied
workforce.

Section 4: Work-Life Balance

7. How satisfied are you with your work-life balance?

Count Percentage
Very Satisfied 9 21%
Satisfied 15 35%
Neutral 11 26%
Dissatisfied 5 12%
Very Dissatisfied 3 7%

7%

21%
12%

Very Satisfied
Satisfied
Neutral
Dissatisfied
Very Dissatisfied

26%

35%
Interpretation
 Very Satisfied :21% and Satisfied :35%: 56% are content with their work-life balance,
reflecting positively on the organization's efforts to promote balance.

 Neutral :26%: A quarter of employees feel neutral, suggesting that while their work-
life balance is manageable, there could be improvements.

 Dissatisfied :12% and Very Dissatisfied :7%: 19% are unhappy with their work-life
balance, indicating a need for better policies and practices to support employees in
balancing their personal and professional lives.

8. Does your job provide you with enough flexibility to balance your work and personal life?

Count Percentage
Strongly Agree 10 23%
Agree 18 42%
Neutral 7 16%
Disagree 6 14%
Strongly Disagree 2 5%

1.2

1.4

1st Qtr
2nd Qtr
3rd Qtr
4th Qtr

8.2
3.2
Interpretation
 Strongly Agree :23% and Agree :42%: A majority :65% feel they have enough
flexibility, which is positive as flexibility is a key factor in achieving work-life
balance.

 Neutral :16%: Some employees feel that flexibility is adequate but not optimal,
indicating potential for enhancement.

 Disagree :14% and Strongly Disagree :5%: 19% feel they lack sufficient flexibility,
suggesting that more flexible working arrangements could be beneficial.

Section 5: Leadership and Management

9. How would you rate the leadership in your organization?

Count Percentage
Excellent 4 9%
Good 14 33%
Fair 11 26%
Poor 8 19%
Very Poor 6 14%

9%
14%

Excellent
19% Good
33% Fair
Poor
Very Poor

26%
Interpretation
 Excellent :9% and Good :33%: 42% rate leadership positively, indicating that some
employees are satisfied with the direction and support provided by leadership.

 Fair :26%: A quarter of employees have a neutral stance, reflecting that leadership is
adequate but has room for improvement.

 Poor :19% and Very Poor :14%: A significant 33% rate leadership negatively,
highlighting a critical area for development to improve overall job satisfaction.

10. Do you feel that your contributions and opinions are valued by your supervisors and
management?

Count Percentage
Strongly Agree 8 19%
Agree 15 35%
Neutral 10 23%
Disagree 6 14%
Strongly Disagree 4 9%

9%
19%

14%

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

23%
35%
Interpretation
 Strongly Agree :19% and Agree :35%: 54% feel their contributions are valued, which
is essential for fostering a sense of belonging and motivation.

 Neutral :23%: This group feels moderately valued, suggesting that there is
inconsistency in recognition practices.

 Disagree :14% and Strongly Disagree :9%: 23% feel undervalued, indicating a need
for better recognition and inclusion of employee feedback in decision-making
processes.

Findings and suggestions

 At MoreYeahs, while a significant proportion of employees are content with

the variety of tasks and autonomy in their roles, there remains a considerable
portion feeling indifferent or dissatisfied, highlighting a need for job
enrichment and enhanced empowerment.
 The work environment is generally positive, yet there are notable concerns
about resources, indicating an opportunity for better resource allocation.
 Compensation and benefits appear to be a critical area of concern, with a
significant percentage of employees feeling underpaid and undervalued
compared to industry standards.
 Work-life balance is relatively well-regarded, though a notable minority finds
it lacking, suggesting the need for more flexible policies.
 Leadership and management receive mixed reviews, pointing to the necessity
for leadership development and better recognition of employee contributions.
Company Name – IT Spark Technology Pvt. Ltd.
Employee Satisfaction Survey Results

Sample Size:38 Individuals

Section 1: Job Characteristics

1. Satisfaction with Task Variety:

Count Percentage
Very Satisfied 12 31.6%
Satisfied 14 36.8%
Neutral 6 15.8%
Dissatisfied 4 10.5%
Very Dissatisfied 2 5.3%

5.30%

10.50%

31.60%

Very Satisfied
15.80% Satisfied
Neutral
Dissatisfied
Very Dissatisfied

36.80%

Interpretation
A majority (68.4%) of employees are satisfied or very satisfied with the variety of tasks they
perform. This indicates a generally positive perception of job diversity, which can contribute
to higher engagement and reduced monotony.
2. Autonomy in Work Tasks:

Count Percentage
A great deal 7 18.4%
A lot 9 23.7%
A moderate amount 8 21.1%
A little 8 21.1%
None at all 6 15.8%

15.80% 18.40%

A great deal
A lot
A moderate amount
21.10%
A little
None at all
23.70%

21.10%

Interpretation
Responses are spread across all levels of autonomy, with 42.1% experiencing a great deal or a
lot of autonomy, while 36.9% have little to no autonomy. This split suggests a need to
investigate why some employees feel more autonomous than others and address any potential
inequities or structural issues.
Section 2: Work Environment

3. Rating of Overall Work Environment:

Count Percentage
Excellent 10 26.3%
Good 12 31.6%
Fair 8 21.1%
Poor 5 13.2%
Very Poor 3 7.9%

7.90%

26.30%
13.20%

Excellent
Good
Fair
Poor
Very Poor

21.10%

31.60%

Interpretation
The majority (57.9%) of employees rate the work environment as excellent or good.
However, a notable portion (21.1%) rates it as poor or very poor, indicating areas for
improvement to create a more consistently positive work environment.

4. Availability of Necessary Resources:

Count Percentage
Strongly Agree 11 28.9%
Agree 13 34.2%
Neutral 4 10.5%
Disagree 6 15.8%
Strongly Disagree 4 10.5%

10.50%

28.90%

15.80%

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

10.50%

34.20%

Interpretation
Most employees (63.1%) agree or strongly agree that they have the necessary resources and
tools. However, 26.3% disagree or strongly disagree, suggesting that a significant minority
feels under-resourced, which could impact productivity and job satisfaction.

Section 3: Compensation and Benefits

5. Satisfaction with Compensation and Benefits:

Count Percentage
Very Satisfied 8 21.1%
Satisfied 10 26.3%
Neutral 6 15.8%
Dissatisfied 8 21.1%
Very Dissatisfied 6 15.8%
 15.80%
21.10%

Very Satisfied
Satisfied
Neutral
21.10%
Dissatisfied
Very Dissatisfied

26.30%

15.80%

Interpretation
Satisfaction with compensation and benefits is mixed, with 47.4% expressing satisfaction or
neutrality, and 36.9% feeling dissatisfied or very dissatisfied. This indicates that
compensation and benefits are a concern for a considerable number of employees, which
could affect retention and morale.

6. Perception of Fairness in Compensation:

Count Percentage
Strongly Agree 5 13.2%
Agree 9 23.7%
Neutral 8 21.1%
Disagree 10 26.3%
Strongly Disagree 6 15.8%
 15.80% 13.20%

Strongly Agree
Agree
23.70% Neutral
Disagree
26.30% Strongly Disagree

21.10%

Interpretation
Only 36.9% of employees agree or strongly agree that their compensation is fair compared to
similar positions elsewhere, while 42.1% disagree or strongly disagree. This perception of
unfairness might contribute to dissatisfaction and could lead to higher turnover rates.

Section 4: Work-Life Balance

7. Satisfaction with Work-Life Balance:

Count Percentage
Very Satisfied 14 36.8%
Satisfied 12 31.6%
Neutral 5 13.2%
Dissatisfied 5 13.2%
Very Dissatisfied 2 5.3%

5.30%

13.20%

36.80%
Very Satisfied
Satisfied
13.20% Neutral
Dissatisfied
Very Dissatisfied

31.60%
Interpretation
A strong majority (68.4%) are satisfied or very satisfied with their work-life balance,
indicating that the organization is generally successful in helping employees balance work
and personal life. However, 18.5% are dissatisfied or very dissatisfied, which suggests room
for improvement in this area.

8. Perceived Flexibility in Balancing Work and Personal Life:

Count Percentage
Strongly Agree 9 23.7%
Agree 11 28.9%
Neutral 7 18.4%
Disagree 7 18.4%
Strongly Disagree 4 10.5%

10.50%
23.70%

18.40%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

18.40% 28.90%

Interpretation
A majority (52.6%) agree or strongly agree that they have enough flexibility, but 28.9%
disagree or strongly disagree. Ensuring more consistent flexibility could improve overall
satisfaction and work-life balance.

Section 5: Leadership and Management

9. Rating of Leadership:
 Count Percentage
Excellent 6 15.8%
Good 10 26.3%
Fair 9 23.7%
Poor 8 21.1%
Very Poor 5 13.2%

13.20% 15.80%

Excellent
21.10% Good
Fair
Poor
26.30% Very Poor

23.70%

Interpretation
Leadership is rated as excellent or good by 42.1% of employees, but 34.3% rate it as poor or
very poor. This indicates a need for leadership development and improvement to enhance
employees’ perceptions and experiences.

10. Feeling of Valued Contributions and Opinions:

Count Percentage
Strongly Agree 7 18.4%
Agree 11 28.9%
Neutral 9 23.7%
Disagree 6 15.8%
Strongly Disagree 5 13.2%
 13.20
% 18.40
%

15.80
% Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

28.90
%

23.70
%

Interpretation
While 47.3% of employees feel their contributions and opinions are valued, 28.9% do not.
This suggests that better communication and recognition practices might be needed to ensure
all employees feel heard and appreciated.

Findings and suggestions

 IT Spark Technology Pvt. Ltd. demonstrates strong employee satisfaction in task

variety and work-life balance, yet faces challenges in areas such as autonomy,
resource availability, and perceived fairness of compensation.
 The mixed responses to compensation and benefits reflect a critical area that requires
attention to prevent dissatisfaction and turnover.
 Work environment ratings are generally positive, though a segment of the workforce
feels it is poor, indicating areas for improvement.
 Leadership ratings suggest a need for significant enhancement, with many employees
feeling their contributions are not adequately valued.
 Limitations

1. Response Bias: Employees might respond in ways they think they are
expected rather than providing honest feedback.

2. Temporal Bias: The timing of the survey can impact results, such as
conducting the survey after significant company events (e.g., layoffs, bonuses)
that may temporarily influence satisfaction levels.

3. External Influences: Broader economic conditions can affect employee

satisfaction but may not be directly related to the company’s internal
environment.

4. Fear of Reprisal: Employees might fear negative consequences from

providing honest feedback, leading to less candid responses.
 Conclusion

The comprehensive evaluation of employee satisfaction within MoreYeahs and IT Spark

Technology Pvt. Ltd. reveals a multifaceted picture of the workplace environment and
employee sentiment. Both organizations exhibit strengths and areas needing improvement
across various dimensions, including job characteristics, work environment, compensation
and benefits, work-life balance, and leadership and management.

While both organizations have strong foundations, there is a clear need for targeted
interventions to address the areas of dissatisfaction. Improving resource allocation, enhancing
compensation and benefits, fostering a more inclusive and empowering leadership culture,
and ensuring consistent work-life balance policies can significantly elevate employee
satisfaction, engagement, and overall organizational performance. These insights provide a
roadmap for continuous improvement, aligning organizational practices with employee needs
and expectations to foster a more satisfied and productive workforce.
 Questionnaire
Employee Satisfaction Survey

Section 1: Job Characteristics

1. How satisfied are you with the variety of tasks you perform in your job?
 Very Satisfied
 Satisfied
 Neutral
 Dissatisfied
 VeryDissatisfied

2. How much autonomy do you have in deciding how to perform your work tasks?
 A great deal
 A lot
 A moderate amount
 A little
 None at all

Section 2: Work Environment

3. How would you rate the overall work environment in your organization?
 Excellent
 Good
 Fair
 Poor
 VeryPoor

4. Do you feel that you have the necessary resources and tools to do your job effectively?
 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

Section 3: Compensation and Benefits

5. How satisfied are you with your current compensation and benefits package?
 Very Satisfied
 Satisfied
 Neutral
 Dissatisfied
 VeryDissatisfied
6. Do you feel that your compensation is fair compared to similar positions in other
organizations?
 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

Section 4: Work-Life Balance

7. How satisfied are you with your work-life balance?
 Very Satisfied
 Satisfied
 Neutral
 Dissatisfied
 VeryDissatisfied

8. Does your job provide you with enough flexibility to balance your work and personal
life?
 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

Section 5: Leadership and Management

9. How would you rate the leadership in your organization?
 Excellent
 Good
 Fair
 Poor
 VeryPoor

10. Do you feel that your contributions and opinions are valued by your supervisors and
management?
 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

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 Mukt Shabd Journal
 Volume IX, Issue VI, JUNE/2020
 ISSN NO : 2347-3150
 Page No : 3487
 Citations (4)
 References (4)
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