BBM Project

EMPLOYEE SATISFACTION
INDEX
CHAPTER
CONTENTS
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INTRODUCTION 1.1DEFINATION 1.2 FACTORS OF EMPLOYEE SATISFACTION 1.3 HISTORY OF EMPLOYEE SATISFACTION 1.4 MODELS OF EMPLOYEE SATISFACTION 1.5 CHARACTERISTICS OF EMPLOYEE
1-18
SATISFACTION 1.6 MEASUREMENTS OF EMPLOYEE
SATISFACTION 1.7 SIGNIFICATION OF EMPLOYEE
SATISFACTION 1.8 ROLE OF EMPLOYEE SATISFACTION 2 STUDY DESIGN 2.1 IMPORTANCE AND NEEDS 2.2 OBJECTIVES 2.3 INFORMATION SOURCE 2.4 SAMPLING 2.5 LIMITATIONS 3 COMPANY PROFILE 3.1 COMPANY HISTORY 3.2 COMPANY DEVELOPMENTS 26-29 37-38 20 21 22 23 24
Dr.JYOTHIRMAYIDEGREECOLLEGE,ADONI i DEPT.OFMANAGEMENT
INDEX
3.3 COMPANY ACHIEVEMENTS 3.4 COMPANY PRESENT POSITION 3.5 COMPANY STRUCTURE
30-32 35-36
4&5
DATA ANALYSIS AND INTERPRETATION
39-54
SUMMARY 6.1 SUGGESTION 6.2 FINDINGS I.I BIBLIOGRAPHY I.II QUESTIONNAIRE
56 58 57 59 60-61
Dr.JYOTHIRMAYIDEGREECOLLEGE,ADONI ii DEPT.OFMANAGEMENT
INDEX
LIST OF TABLE
CHART CONTENTS NO
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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Proud to for the company Having work force from the top management Uses of employees full capabilities Work stressed of employee Employee Satisfaction of company salary Company success Opinion on employee Employee position Fair evaluation of employee Employee work in department Competitors techniques Importance of job Treating employees problems Losing Goals of employees Awards of an employees
40 41 42 43 44 45 46 47 48 49 50 51 52 53 54
Dr.JYOTHIRMAYIDEGREECOLLEGE,ADONI iii DEPT.OFMANAGEMENT
INDEX
LIST OF GRAPHS TABLE NO 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Proud to for the company Having work force from the top management Uses of employees full capabilities Work stressed of employee Employee Satisfaction of company salary Company success Opinion on employee Employee position Fair evaluation of employee Employee work in department Competitors techniques Importance of job Treating employees problems Losing Goals of employees Awards of an employees CONTEXT PAGE NO 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54
Dr.JYOTHIRMAYIDEGREECOLLEGE,ADONI iv DEPT.OFMANAGEMENT
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Dr.JYOTHIRMAYIDEGREECOLLEGE,ADONI 1 DEPT.OFMANAGEMENT
CHAPTER-1
INTRODUCTION
1.1 DEFINITION: Employee satisfaction is a measure of how happy workers are with their job and working environment. Keeping morale high among workers can be of tremendous benefit to any company, as happy workers will be more likely to produce more, take fewer days off, and stay loyal to the company. There are many factors in improving or maintaining high employee satisfaction, which wise employers would do well to implement. To measure employee satisfaction, many companies will have mandatory surveys or face-to-face meetings with employees to gain information. Both of these tactics have pros and cons, and should be chosen carefully. Surveys are often anonymous, allowing workers more freedom to be honest without fear of repercussion. Interviews with company management can feel intimidating, but if done correctly can let the worker know that their voice has been heard and their concerns addressed by those in charge. Surveys and meetings can truly get to the center of the data surrounding employee satisfaction, and can be great tools to identify specific problems leading to lowered morale. Many experts believe that one of the best ways to maintain employee satisfaction is to make workers feel like part of a family or team. Holding office events, such as parties or group outings, can help build close bonds among workers. Many companies also participate in team-building retreats that are designed to strengthen the working relationship of the employees in a non-work related setting. Camping trips, paintball wars and guided backpacking trips are versions of this type of team-building strategy, with which many employers have found success. Of course, few workers will not experience a boost in morale after receiving more money. Raises and bonuses can seriously affect employee satisfaction, and should be given when possible. Yet money cannot solve all morale issues, and if a company with widespread problems for workers cannot improve their overall environment, a bonus may be quickly forgotten as the daily stress of an unpleasant job continues to mount.
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If possible, provide amenities to your workers to improve morale. Make certain they have a comfortable, clean break room with basic necessities such as running water. Keep facilities such as bathrooms clean and stocked with supplies. While an air of professionalism is necessary for most businesses, allowing workers to keep family photos or small trinkets on their desk can make them feel more comfortable and nested at their workstation. Basic considerations like these can improve employee satisfaction, as workers will feel well cared for by their employers.
1.2 Employee Satisfaction Factors:
To get these results, employers should use surveys that guarantee confidentiality of responses, or they may just end up with dishonest statements that aren't productive. The quality of the employee satisfaction survey is probably best determined by how it helps the company make improvements that increase satisfaction.
Keeping morale high among workers can be of tremendous benefit to any company, as happy workers will be more likely to produce more, take fewer days off, and stay loyal to the company. There are many factors in improving or maintaining high employee satisfaction, which wise employers would do well to implement.
Definition: Employee satisfaction is the terminology used to describe whether employees are happy and contented and fulfilling their desires and needs at work. Many measures purport that employee satisfaction is a factor in employee motivation, employee goal achievement, and positive employee morale in the workplace. Employee satisfaction, while generally a positive in your organization, can also be a downer if mediocre employees stay because they are satisfied with your work environment. Factors contributing to employee satisfaction include treating employees with respect, providing regular employee recognition, empowering employees, offering above industryaverage benefits and compensation, providing employee perks and company activities, and positive management within a success framework of goals, measurements, and expectations.
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Employee satisfaction is often measured by anonymous employee satisfaction surveys administered periodically that gauge employee satisfaction in areas such as:

management, understanding of mission and vision, empowerment, teamwork, communication, and Coworker interaction.
design aims to enhance job satisfaction and performance, methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement,
empowerment and autonomous work groups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their
reactions to their jobs. Questions relate to rate of pay, work responsibilities,

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variety of tasks, promotional opportunities the work itself and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5 represents "extremely satisfied"). The concept of job satisfaction traditionally has been of great interest to social scientists concerned with the problems of work in an industrial society. A number of consequences have been shown to result from job satisfaction/dissatisfaction. Despite the large number of studies that have dealt with these issues, however, there has been little accumulation of knowledge.
Definitions :Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job; an affective reaction to ones job; and an attitude towards ones job. 1.3 EMPLOYEE HISTORY:One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from thenew conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction. Scientific management (aka Taylors) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book
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contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers wereforced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munster berg set the tone for Taylors work. Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life physiological needs, safety needs, social needs, self-esteem needs, and selfactualization. This model served as a good basis from which early researchers could develop job satisfaction theories.
1.4 Models of employee satisfaction:-
Affect Theory Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction Is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet.
To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a
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position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. Dispositional Theory Another well-known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause
them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in ones own
competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction.
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1.5 Job Characteristics Model :Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job
outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, andfeedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism,work motivation, etc.). The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee's attitudes and behaviours----. A meta- analysis of studies that assess the framework of the model provides some support for the validity of the JCM. 1.6 Measuring employee satisfaction :There are many methods for measuring job satisfaction. By far, the most
common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other less common methods of for gauging job satisfaction include: Yes/No questions, True/False questions, point systems,
checklists, and forced choice answers. This data is typically collected using an Enterprise Feedback Management (EFM) system. The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated by ?) in response to whether given statements accurately describe ones job.
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The work itselfresponsibility, interest, and growth.
Quality of supervisiontechnical help and social support.
Relationships with co-workerssocial harmony and respect.
Promotion opportunitieschances for further advancement.
Payadequacy of pay and perceived equity vis--vis others.
The Job in General Index is an overall measurement of job satisfaction. It is an improvement to the Job Descriptive Index because the JDI focuses too much on individual facets and not enough on work satisfaction in general. Other job satisfaction questionnaires include: the Minnesota Satisfaction
Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used widely, measured overall job satisfaction with just one item which participants respond to by choosing a face. Some general myths relating to Job Satisfaction. Argument: Satisfaction Causes Performance -If job satisfaction causes high levels of performance, the message to managers is quite simple: To increase employees work performance, make them happy. Research, however, indicates that no simple and direct link exists between individual job satisfaction at one point in time and work performance at a later point. This conclusion is widely recognized among OB scholars, even though some evidence suggests
that the relationship holds better for professional or higher level employees than or nonprofessionals or those at lower job levels. Job satisfaction alone is not a consistent predictor of individual work performance. Argument: Performance Causes Satisfaction:
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If high levels of performance cause job satisfaction, the message to managers is quite different. Rather than focusing first on peoples job satisfaction, attention should be given to helping people achieve high performance; job satisfaction would be expected to follow. Research indicates an empirical relationship between individual performance measured at a certain time period and later job satisfaction. A basic model of this relationship, based on the work of Edward E.Lawler and Lyman Porter, maintains that performance accomplishment leads to rewards that, in turn, lead to satisfaction. In this model rewards are intervening variables; that is, they link performance with later satisfaction. In addition, moderator variableperceived equity of rewardsfurther affects the relationship. The moderator indicates that performance will lead to satisfaction only if rewards are perceived as equitable. If an individual feels that his or her performance is unfairly rewarded, the performancecausessatisfaction relationship will not hold. Argument: Rewards Cause Both Satisfaction and Performance:
This final argument in the job satisfactionperformance controversy is the most compelling. influence It both suggests that a and proper allocation The of key rewards word in can the positively previous
performance
satisfaction.
sentence is proper. Research indicates that people who receive high rewards Report higher job satisfaction. But research also indicates that performance- contingent rewards influence a persons work performance.
In this case, the size and value of the reward varies in proportion to the level of ones performance accomplishment. Large rewards are given for high performance; small or no rewards are given for low performance. And whereas giving a low performer only small reward initially may lead to dissatisfaction, the expectation is that the individual will make efforts to improve performance in order to obtain greater rewards in the future. The point is that managers should consider satisfaction and performance as two separate but interrelated work results that are affected by the allocation of rewards. Whereas job satisfaction alone is not a good predictor of work performance, well-managed rewards can have a positive influence on both satisfaction and performance.
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What kindles dissatisfaction?
Earnings or benefits
Job quality or workplace support
Lack of appreciation
Stagnation or no growth
Lack of freedom
Best Practices -Employee Satisfaction. 1) Recruiting and hiringit all starts with this 2) Provide a Career / Skill Path 3) Employee Development and Training 4) Strong Supervisors / Good Coaching 5) Work Environment / Company Culture 6) Rewarding work / empowering employees. 7) Recognition (first) and Reward (second) 8)How to keep Employees Engaged and Happy? Strengthen work environment Make improvements to mould the company as an employer of choice Treat employees as an important part of the organisation Encourage participation in various planning and decision-making aspects Offer meaningful work and challenging assignments to effectively utilise
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Staff skills
Empower employees and ensure them of job security. Provide legitimate feedback, genuinely listen to staff concerns and make Their interests a management priority Role of Employee Satisfaction & Morale Boosting
Seven social learning processes and strategies were identified that relate to Job Satisfaction and Morale. These are: _ Conditions of Service, _ Recognition & Reward, _ Organizational Loyalty to Workers, _ Workplace Design, _ Job Significance, _ Performance Management, and _ Loyalty to the Organization. These seven elements of Job Satisfaction and Morale align with components of the Job Characteristics Model (Hack man & Oldham, 1980) that are claimed to be necessary for job satisfaction and the motivation to perform ones job well. For instance, Conditions of Service, Recognition & Reward, Organizational Loyalty coworkers, and Workplace Design all relate to ones satisfaction with the work context, or to use Hack man and Oldhams (1980) terms, Job Context Satisfaction. Similarly, Job Significance Pascoe, Ali. & Warne (your own belief that your work is important and has value) and Performance Management relate to Experienced Meaningfulness of Work and Knowledge of Results, respectively, both of
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which are posited as necessary psychological states for high levels of motivation to work well. Whilst there appears to be no direct relationship between Loyalty to the Organization and elements of the Job Characteristics Model, ones attitude to the organization for which they work would influence their motivation to work well. Conditions of Service Generally, the data indicates that there is a perception that the conditions of service and the implementation of certain associated policies and practices are having some negative impacts on how people view their work environment. The interviews highlighted how social changes with regard to individuals goals and aspirations are impacting on work expectations. An example is the difference in expectations between long serving personnel and new recruits (generation of baby boomers and generation X). Long serving members, until very recently, thought of their work in the Defence Forces as a long term career; however, new personnel view it as an opportunity to enjoy the work and the challenges the military offers, but not necessarily as a lifelong career. The changing role of the military from war fighting to that of the peacekeeping and humanitarian assistance has an impact on the conditions of service and ultimately on job satisfaction. The data clearly indicates that younger personnel now have much higher expectations of being able to balance their personal life with work commitments. Thus, many comments occurred in the interviews that related to family friendly policies in the service, for example: Id leave if thats whats necessary because I have to put my family first now. I dont think [this service] has found a method to address women who want to have families My partner and I have not lived in the same state since95its just not a sacrifice Im prepared to keep making. The shrinking labour market available for recruiting new staff led to the
civilianisation of some military billets, the billets which were often perceived to be the jewels in the crown as far as military postings are concerned. Although it was recognised that the civilians formed an important part of the service, there seemed to be some degree of resentment:
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[There is] the perception that civilians were taking over the organisationa lot of things we used to do is now being taken over by civiliansWe had people come in and werent trained to the same level as the [service] people. It meant then the [uniformed] people had to take up the slack. Two quality of work issues emerged from the interviews: having interesting and challenging work (which is discussed under the heading of job significance), and the change in the way things are manufactured and repaired. An example
relating to the latter is: The techniciansare very much monkey see monkey do these dayshell learn to replace boxes. Thats his career. This change in the way things are replaced rather than repaired has a significant impact on job design and it may be necessary to re-design other aspects of maintenance-type jobs to sustain interest and variety. Due to the and changing economic climate This there has were changes heavily introduced on to
promotion
advancement
policies.
impacted
officers'
perceptions of conditions of service: I have a letter from the Chief of Defence Force (CDF) telling me that I can expect probably two jobs in rank and then its up or out.I have no security of tenure here, whereas before I was promoted to this rank I probably did. Many interviewees indicated they had planned to stay until they were 55 years old, but that they now felt that this was not possible. Interestingly, this has been compounded by the policy of the service whereby some talented young people are being given fast track promotions, and by the perception that if you have not reached a particular rank by a certain age then you are wasting your time staying in the service. With the downsizing policies that plague most government and private sector organisations, the culture to work long hours seems to be heavily entrenched. This occurs both at junior and senior ranks. The research data points to the
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general perception that junior staff will be told to go home, but that no-one tells the senior ranks to go home and not to work such long hours. The quantitative survey canvassed opinions on having sufficient resources to do your work, and the workload. Sixty-two percent and 72%, respectively, of respondents were satisfied with the level of resourcing and the workload, indicating that this factor is not adversely affecting Job Satisfaction and Morale. The prevailing economic climate has led many organisations onto a path of implementing efficiency measures. Restructuring, frequent organisational
changes and downsizing are the results of that. It is not Pascoe, Ali. & Warne surprising, therefore, that there is the perception that the organisation is less loyal to workers now than in the past as illustrated by the following comment: Well hang on, there aint no loyalty here, and Im busting my buns and have for [There is the] expectation that theres going to be more money put into people and the only place they can get that money from, because they cant go across to the government say we need more money The only way they can get it is out of operating costs. We keep saying that people are the backbone of [this service], but there is a general feeling out there that that is a platitude and we dont really live up to that. Loyalty to the Organisation According to Reichheld (2001) unless leaders of an organisation have built
relationships on loyalty then nothing will keep staff and other stakeholders from jumping ship the instant a better opportunity comes along. This is likely to be reflected in the level of job satisfaction and staff retention rates, and involves staff being loyal to the organisation and the organisation being loyal to staff. Reichheld (2001) also states that true employee loyalty includes responsibility and accountability for building successful, mutually valuable relationships. Many of the interviewees considered themselves loyal to the service, were happy, and would stay with the service forever, if they could:
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Imsort of very proud to be wearing the uniform and I knew it was something that I wanted to do when I was in high school. Im probably actually quite loyal to the organisation, shared objectives you know it would take a long period of not having a good time. Its not just a case of I didnt enjoy the last six months. There were, however, some mixed messages from people who perceived themselves as extremely loyal to the service and yet they were leaving it: Im leaving but Ive actually really enjoyed it. Its the best place that Ive worked with Defence Im really glad I worked here and Ive got this loyalty to the service, which is .
1.7 Employee Significance : Job significance is the extent to which one feels his or her work is significant, or is something that counts, and if one sees their job as trivial they are unlikely to experience it as meaningful. In turn, they are unlikely to develop a high level of job satisfaction or work motivation (Hackman & Oldham, 1980). Regardless of industry or organisation, lack of tangible and significant outcomes from work can lead to workers being less willing to engage in generative learning. Most of the interviewees talked about the importance of feeling they are making a contribution and that their work is having an effect. Some indicated that working at the HQ has given them a clearer picture of what the service does and how they contribute to that, for example: Its the first job Ive ever had where I can make a big difference, and I love it.I really enjoyed it because I felt I was actually contributing something.Im very pleased to be going back to something whereI think I can make a contribution because I struggled to find a way to really make contribution. Service to our nation is one of the greatest things you can ever do and the simple satisfaction of something like Timor, of something like the Gulf, of actually getting out there and doing what you are trained to do is remarkable. Others talked about a lack of challenge and job significance as a reason for
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leaving:
More administration, its a day-to-day task that doesnt contribute to the bigger goal doesnt have a big impact on any projects whatever. The research data clearly points to lack of job significance as a main reason for those who leave the service.
Performance Management :Assessment, reporting and performance management form a significant part of the overall management of military personnel throughout their careers. Issues
raised in relation to performance management of individuals are indicated by the following comments:
Evaluation of personnel and reports were not handed in on time and as a result some people missed [out] on advancement. It doesnt say anything about, you know, congratulations, well done, or how valued you are to the organisation. What it says is that "Now that you're here, perform or youre out.
Individuals
identified
the
following
as
important
in
their
performance
management: realistic goals, trust, making sure your performance is fully recorded, and the linking of the financial and performance 1.8 The Role of Job Satisfaction and Morale in company Learning : Job satisfaction and the motivation to perform well at work is important in today's business climate not merely because of their links with high levels of work effectiveness they are also important because the competitive advantage requires a knowledge edge and this cannot be achieved unless employees are willing to engage in behaviours that will result in generative learning. These include the willingness to share corporate knowledge and the willingness to voice new ideas and engage in dialogue about new and innovative ways of working. Figure 2 below illustrates the impact that factors associated with Job
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Satisfaction and Morale can have on these two elements that are vital to generative learning. The findings of the study reported in this paper suggest that Conditions of Service, Recognition & Reward, Organizational Loyalty to Workers, Workplace Design, and Performance Management contribute directly to Job Satisfaction & Morale. Loyalty To the Organization and Job Significance also contribute to Job Satisfaction & Morale, but the relationship is recursive. For instance, higher levels of Job Satisfaction & Morale would have positive impacts on Loyalty to the Organization and levels of Job Significance. Finally, Job Satisfaction & Morale will impact on Motivation to Work Well, and this directly influence employees Willingness To Share Corporate Knowledge and their Willingness to Voice New Ideas.
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2.1 IMPORTANCE AND NEED FOR THE STUDY
To evaluate the level of employees satisfaction in the organization.
To study about the developmental programs in the organization.
To obtain the information on the special promotions.
To collect the information on the condition of the buses.
To study about the relationship between top-level and bottom level.
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2.2 OBJECTIVES
To find whether the employees are satisfied or not.
To analyse the company working environment.
To check the degree of satisfaction of employees.
To find that they are satisfied with their job profile or not.
To find the employees are working with their full capabilities or not.
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2.3 INFORMATION SOURCES
Data collected for the purpose of analyzing employee satisfaction is really a hard task. Data for the study are collected both from primary sources and secondary sources.
PRIMARY SOURCE:
The primary source of the data was obtained through the employee survey conducted at Adonis. Having a clear understanding about the objectives of this study, a set of questions were prepared and developed to be asked to the employees. The questionnaire consisted of the different types of questions like. I. Open ended questions II. Closed ended questions In the closed ended type of questions, multiple-choice questions have been included.
SECONDARY SOURCE:The secondary source of the data has been aid to perform my project successfully. The information was taken from APSRTC website and through the books of human resource management.
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2.4 SAMPLING: -
The sampling method used for the project work is the random sampling.The sample size for this project is taken as 67 Frequency from the bajaj allianz LIC adoni department.
Sampling techniques: -
What comes to our mind initially is that we could have selected just one survey form for both categories i.e. Employee satisfaction.. The survey questions have been designed taking into consideration that the data collected should answer questions mentioned in Objectives of this chapter. We also have questions that would directly answer those questions in Objectives and questions, which are close, but not directly answering questions in Objectives. Most of our questions are multiple choices. The sample technique used is random sampling.
Sampling size:
I contacted a set of known people from the bajaj allianz LIC ADONI to get survey forms filled. I hoped that my survey would result in at least 67 filled responses from employees.
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2.5 LIMITATIONS OF THE STUDY
The study of employee satisfaction is limited to the bajaj allianz LIC Company at adoni.
The project work could not be carried out effectively because of the limited time span.
Some of the employees fail to answer the questionnaire because of their busy time schedule.
The sample is limited to 67 Frequency selected at random basis.
All suggestions and recommendations made in this project work are based on the sample collected from the employees only.
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Company history
Bajaj Allianz Life Insurance Co. Ltd. is a joint venture between Allianz SE, one of the world's largest insurance companies, and Bajaj Finserv. Allianz SE is a leading insurance corporation globally and one of the largest asset managers in the world, that manage assets worth over a Trillion. With over 115 years of financial experience, Allianz SE is present in over 70 countries around the world. Bajaj Allianz is into both life insurance and general insurance. Today, Bajaj Allianz is one of India's leading and fastest growing insurance companies. Currently, it has presence in more than 550 locations with over 60,000 Insurance Consultants.
In June 2008, Bajaj Allianz entered into partnership with Thomas Cook India to provide travel finance. Bajaj Allianz Life Insurance ensures excellent insurance and investment solutions by offering customized products, supported by the best technology. A comprehensive list of policies and products offered by Bajaj AllianzLifeInsuranceCo.Ltd.isas follows:
Unit Linked Plans

Regular Premium New Unit Gain Super Unit Gain Plus Gold New Unit Gain Plus New Unit Gain Young Care Young Care Plus New Family Gain-R
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Single Premium New UnitGain Premier SP New UnitGain Plus SP
Pension Plans

Annuity Pension Guarantee Retirement Future Income Generator Swarna Vishranti New UnitGain Easy Pension Plus RP New UnitGain Easy Pension Plus SP Future Secure
Traditional Plans

Endowment Invest Gain Save Care Economy SP Life Time Care Super Saver Money Back Cash Gain
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Term Plans

Protector Term Care New Risk Care
Women Insurance Plans

House Wives Working Women
Health Plans

Care First Health Care Family CareFirst
Children Plans
ChildGain
Group Plans

Non Employer Employee Credit Shield Group Term Life(Non Employer Employee) Group Suraksha Swayam Shakti Suraksha Group Loan Protector Group Income Protection Employer Employee Group Term Life(Employer Employee) New Group Gratuity Care
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New Group Superannuation Care Group Save Plus Group Term Life in lieu of EDLI Group Leave Encashment Scheme Group Annuity Group Superannuation Gold Group Gratuity Gold
Micro Insurance

Alp Nivesh Yojana Jana Vikas Yojana Saral Suraksha Yojana
Other Plans

Family Assure Fortune Plus Capital Shield CenturyPlus
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Company Achievements
Bajaj Allianz SE is a leading insurance conglomerate globally and one of the largest asset managers in the world, managing assets worth over a Trillion (Over INR. 55, 00,000 Corers). Allianz SE has over 115 years of financial experience and is present in over 70 countries around the world.
At Bajaj Allianz Life Insurance, customer delight is our guiding principle. Our business philosophy is to ensure excellent insurance and investment solutions by offering customized products, supported by the best technology. Bajaj Allianz Life Insurance is a union between Allianz SE, one of the largest Insurance Company and Bajaj Finserv. Bajaj Allianz General Insurance Company Limited is a joint venture between Bajaj Finserv Limited (recently demerged from Bajaj Auto Limited) and Allianz SE. Both enjoy a reputation of expertise, stability and strength. Bajaj Allianz General Insurance received the Insurance Regulatory and Development Authority (IRDA) certificate of Registration on 2nd May, 2001 to conduct General Insurance business (including Health Insurance business) in India. The Company has an authorized and paid up capital of Rs 110 crores. Bajaj Finserv Limited holds 74% and the remaining 26% is held by Allianz, SE. As on 31st March 2009, Bajaj Allianz General Insurance maintained its premier position in the industry by achieving growth as well as profitability. The company garnered a premium income of Rs. 2866 crore, achieving a growth of 11 % over the last year. Bajaj Allianz has made a profit before tax of Rs. 149.8 crore and has become the only private insurer to cross
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the Rs.100 crore marks in profit before tax in the last three years. The profit after tax was Rs.95 crores, which is also the highest by any private insurer. For more details on a summary of our financials, For a copy of our Annual Report 2008-2009,. Bajaj Allianz today has a countrywide network connected through the latest technology for quick communication and response in over 200 towns spread across the length and breadth of the country. From Surat to Siliguri and Jammu to Thiruvananthapuram, all the offices are interconnected with the Head Office at Pune. Vision * To be the first choice insurer for customers
* To be the preferred employer for staff in the insurance industry.
* To be the number one insurer for creating shareholder value Mission As a responsible, customer focused market leader, we will strive to understand the insurance needs of the consumers and translate it into affordable products that deliver value for money. A Partnership Based on Synergy Bajaj Allianz General Insurance offers technical excellence in all areas of General and Health Insurance as well as Risk Management. This partnership successfully combines Bajaj Finders in-depth understanding of the local market and extensive distribution network with the global experience and technical expertise of the Allianz Group. As a registered Indian Insurance Company and a capital base of Rs. 110 crores, the company is fully licensed to underwrite all lines of general insurance business including health insurance.
CHAPTER-3
Our achievements
Bajaj Allianz has received "iAAA rating, from ICRA Limited, an associate of Moody's Investors Services, for Claims Paying Ability. This rating indicates highest claims paying ability and a fundamentally strong position Bajaj Allianz General Insurance has received the prestigious Business Leader in General Insurance, awarded by NDTV Profit Business Leadership Awards 2008. The company was one of the top three finalists for the year 2007 and 2008 in the General Insurance Company of the Year award by Asia Insurance
CHAPTER-3
Company profile
Bajaj Allianz Life Insurance Co. Ltd Bajaj Allianz Life Insurance Co Ltd is a unique joint venture among the global giants Allianz Group (AG) and Bajaj Auto. Allianz AG's world ranking establishes it among the top insurance companies in the world. Bajaj is the biggest two and three wheeler manufacturer in the world. Bajaj Allianz Life Insurance Company boasts of a nationwide presence with 876 offices and over 4 million satisfied customers.Thevariousinsuranceproducinclude
Individuals Plans

Unit Gain Insurances Term Care Plans Lifetime Care Insurance Policy Business Insurance Policies Savings And Security Policies For You And Your Family Rural Insurance Plan Healthcare Insurance Financial Insurance Pension Plus Retirement Plans Children's Policies Endowment Plans and many more.
Group Insurance Schemes

Insurance For Employee-Employer Groups Insurance For Non-Employer - Employee Groups Employees Deposit Linked Insurance
CHAPTER-3
New Group Superannuation Scheme New Group Gratuity Care Scheme
Special Insurance Policies for NRI's

Invest gain Endowment Plan Cash gain Money Back Plan Child gain Kids Special Plan Swarna Vishranthi
Bajaj Allianz India offers convenient premium payment and receipt options. The payments can be direct through cheques, DD's or directly from your accounts or through credit card. The premiums can also be paid online. The insurance policy holders who also have an account with Standard Chartered Bank can avail the directdebitmandatefacility.
The Bajaj Allianz Life Insurance website offers human life value estimator, child education cost calculator, retirement solutions and required pension estimator and premium calculator online. The Bajaj Allianz insurance agents will guide you about the general life insurance policies best suited to your needs. The insurance agent also briefs you about the insurance quote and the terms on the policy quotes.
CHAPTER-3
Present position of bajaj allianz Lic Company

The previous year was riddled with scams and controversiesthe Indian Premier League scandal, the Commonwealth Games mismanagement, the 2G telecom license scam and stock price rigging. Of course, some of the issues don't impact the stock markets. Nevertheless, it hasn't been a very good year. So, where do equities go from here? The Indian system is plagued with widespread corruption. Seasoned investors in the Indian equities are aware of the deep-rooted problem and term it as 'the cost of doing business'. The recent scams could hurt the investment sentiment temporarily, but they are unlikely to have a long-term impact.
Foreign institutional investment flow is an important factor for equities. As the Indian equity markets have been rising since September 2010, it is not surprising to see a correction. India is trading at a premium to other emerging markets, which may result in a temporary country-wise shift in allocations. FIIs may exit the Indian markets, especially when the rupee is looking weak. However, the inflow will remain strong in 2011.
The Indian economy is expected to grow at 8-9%. In fact, the country offers growth visibility for two years, something that many Asian economies don't. It also has a sufficiently large number of large-cap companies to invest in. More public-sector disinvestments will add quality companies to the list. Besides, the rupee is expected to appreciate by 5% against the dollar. If anything, one should be concerned about foreign direct investment flows, not the foreign institutional investment.
In 2011, equities will have to contend with rising commodity prices (although a slowing China will provide some relief). This will trigger inflationary trends, threaten to widen the current account deficit and fiscal deficit, and force monetary tightening. The PIIGS (Portugal, Italy, Ireland, Greece and Spain) economies will also need debt restructuring, but overall, the
CHAPTER-3
positives outweigh the negatives.
Over the next few months, the stock movement will be dictated by the focus on good governance, execution record and positive cash flow. Invariably, the large-caps and a select list of mid-caps will perform well. Investors should also diversify their portfolios by investing 5% in gold.
Among the broader themes, the consumption- and agriculture-related space is likely to continue with good performance. The rising per capita income, substantial wage hikes, a good monsoon, rise in minimum support prices for crops and the rural job guarantee scheme will continue to boost consumption. The agriculture sector, which is witnessing a rise in the gross fixed capital formation share of the gross domestic product. may be a swing factor.
Integrated metal players and pure EPC (engineering, procurement and construction) companies are set to benefit. The information technology sector, which will witness an increase in discretionary spending by its customers, is ripe for investment.
The Nifty can range between 5,450 points on the lower side and 7,000-plus on the upside in 2011-12.
CHAPTER-3
COMPANY DEVELOPMENTS
The Company posted a healthy profit of Rs. 662 m as compared to a loss of Rs. 367 million in the previous year.
The Gross Written Premiums grew to Rs. 53 billion showing a growth of 70% over the previous year.
The Company sold over 2 million individual policies during the current year.
The Company is the largest private life insurer in the country in terms of number of policies sold during the year and is ranked 2nd among private life insurers in terms of new business premium.
Among the Top 50 Service Brands in Brand Equity, as per survey conducted by AC Neilson ORG-MARG.6 A significant portion of current years new business premium 72% came from regular premium policies as compared to 45% in the previous year.
This change of strategy to concentrate on regular premium will result in a steady renewal premium stream and help in stabilizing the long-term future of the Company.
Our strength lies in a wide distribution network comprising of 876 offices all across the country supported by one of the largest network of individual agents, corporate agents, brokers and bancasssurance partners.
The Company plans to further develop its distribution network in the coming financial year and lay stress on product development so that new generation products can be launched on an ongoing basis. Continuous upgradationof information technology
CHAPTER-3
systems and back office processes will ensure maintaining and improving the quality of services to the customers.
We see huge opportunities lying ahead and I am confident that my team is prepared to capture all this so that we maintain and increase the lead and create a stronger brand name across the country. I thank all our policyholders, business partners and employees for their continued support and look forward to further strengthen our relationship. Warm regards Sam Ghosh7
CHAPTER-4 & 5
CHAPTER-4 & 5
1. I am proud to work for our company? TABLE-1 Response Strongly disagree Agree Disagree Strongly agree Total Frequency 17 26 12 12 67 Percentage 32% 45% 21% 21% 100%
GRAPH-1
45 40 35 30 25 20 15 10 5 0 strongle disagree
DATAINTERPRETATION:-
45
32 21 21
agree
disagree
strongle agree
32% of employees are strongly disagreed that they proud to work for their company 45% of employees are agreed that they proud work for the company 21% of employees are dis agreed to the above point,21% of employees are strongly agr
CHAPTER-4 & 5
2. you have work force with your top management? TABLE-2 Response Strongly disagree Agree Disagree Strongly agree Total Frequency 35 15 10 07 67 Percentage 52 22 15 11 100
GRAPH-2
60 50 40 30 20 10 0 strongle disagree agree disagree strongle agree 22 15 11 52
DATA INTERPRETATION From the above graph 52% of employees are strongly disagreed to the above point 22% of employees are agreed to the above point, 15% of employees are dis agreed The above point and 11% of employees are strongly agreed to the point
CHAPTER-4 & 5
3. I am not being used to my full capabilities? TABLE-3 Response Strongle disagree Agree Disagree Strongle agree Total Frequency 35 06 16 10 67 Percentage 52 09 24 15 100
GRAPH-3
25
25 20 15 10 5 0
24
15 9
strongle disagree
agree
disagree
strongle agree
DATA INTERPRETATION From the above graph 35% of employees are strongly disagreed to the above point 9 % of employees are agreed to the above point,24% of employees are dis agreed The above point and 15% of employees are strongly agreed to the poin
CHAPTER-4 & 5
4. I am frequently stressed out at work? TABLE-4 Response Strongle disagree Agree Disagree Strongle agree Total Frequency 45 00 04 18 67 Percentage 67 00 06 27 100
GRAPH-4
70 60 50 40 30 20 10 0
67
27
6 0 strongle disagree agree disagree strongle agree
DATA INTERPRETATION From the above graph 67% of employees are strongly disagreed to the above point 0 % of employees are agreed to the above point,6% of employees are dis agreed The above point and 27% of employees are strongly agreed to the point
CHAPTER-4 & 5
5. You are satisfying more with the company salary? TABLE-5 Response Strongle disagree Agree Disagree Strongle agree Total Frequency 05 46 16 00 67 Percentage 07 69 24 00 100%
GRAPH-5
70 60 50 40 30 20 10 0 strongle disagree 7
69
24
0 agree disagree strongle agree
DATA INTERPRETATION From the above graph 7% of employees are strongly disagreed to the above point 60 % of employees are agreed to the above point,24% of employees are dis agreed The above point,and 0% of employees are strongly agreed to the point
CHAPTER-4 & 5
6. I feel that my job has little impact on the success of the company? TABLE-6 Response Strongle disagree Agree Disagree Strongle agree Total Frequency 25 20 18 17 67 Percentage 37 27 30 06 100
GRAPH-6
40 35 30 25 20 15 10 5 0
37 27 30
6 strongly disagree agree disagree strongly agree
DATA INTERPRETATION From the above graph 37% of employees are strongly disagreed to the above point 27 % of employees are agreed to the above point,30% of employees are dis agreed The above point,and 6 % of employees are strongly agreed to the point.
CHAPTER-4 & 5
7. I have been told that I am becoming a more critical person? TABLE-7 Response Strongle disagree Agree Disagree Strongle agree Total Frequency 17 00 02 48 67 Percentage 25 0 3 72 100
GRAPH-7
80 70 60 50 40 30 20 10 0 strongle disagree 0 agree 3 disagree 25
72
strongle agree
DATA INTERPRETATION From the above graph 25% of employees are strongly disagreed to the above point 03% of employees are disagreed to the above point,72% of employees are strongly Agreed to the above point.
CHAPTER-4 & 5
8. I have receivd no better than fair the evaluation recently? TABLE-8 Response Strongle disagree Agree Disagree Strongle agree Total Frequency 17 44 06 00 67 Percentage 25 66 09 00 100
GRAPH-8
70 60 50 40 30 20 10 0 storongle disagree 25
66
9 agree disagree 0 strongle disagree
DATA INTERPRETATION From the above graph 25% of employees are strongly disagreed to the above point 66% of employees are agreed that boss &employer have let they down,09% of employees Are to the above point ,
CHAPTER-4 & 5
9. I feel as though my boss & employer have let me down? TABLE-9 Response Strongle disagree Agree Disagree Strongle agree Total GRAPH-9 Frequency 40 07 12 08 67 Percentage 60 10 18 12 100
60 50 40 30 20 10 0
60
18 10 Strongle disagree agree disagree 12
strongle agree
DATA INTERPRETATION From this above graph 60% of employees are strongly disagreed to the above point,10% of Employees are agreed to the above point,18% of employees are dis agreed to the this point And 12% of employees are strongly agreed to the above point.
CHAPTER-4 & 5
10. I feel the employers in my department work well in a team? TABLE-10 Response Strongle disagree Agree Disagree Strongle agree Total Frequency 32 10 17 08 67 Percentage 48 15 25 12 100
GRAPH-10
60 50 40 30 20 10 0
60
18 10 12
Strongle disagree
agree
disagree
strongle agree
DATA INTERPRETATION From the above graph 48% of employees are strongly dis agreed to the above point. 15% of employees are agreed to the above point,25% of employees are dis agreed to The aove point,12% of employees are strongly agreed to the above point.
CHAPTER-4 & 5
11. My immediate superior is technically competent? TABLE-11 Response Strongle disagree Agree Disagree Strongle agree Total Frequency 18 17 30 02 67 Percentage 27 25 45 03 100
GRAPH-11
45
45 40 35 30 25 20 15 10 5 0 Strongle disagree agree 27 25
3 disagree strongle agree
DATA INTERPRETATION From the above graph 27% of employees are strongly disagreed that the superior is technically competent and 25% of employees are agreed to that point ,45% of employees disagree.
CHAPTER-4 & 5
12. It is more important to you is the job you do? TABLE-12 Response Strongle disagree Agree Disagree Strongle agree Total Frequency 17 32 10 08 67 Percentage 25 48 15 12 100
GRAPH-12
50 45 40 35 30 25 20 15 10 5 0
48
25 15 12
Strongle disagree
agree
disagree
strongle agree
DATA INTERPRETATION 25% of employees are strongly disagreed to the above point,48% of employees are agreed to the above point ,15% of employees are disagreed to the above point,12% of employees are strongly agreed to the above point
CHAPTER-4 & 5
13 How do you rate co., on treating employee problems fairly? TABLE-13 Response Strongle disagree Agree Disagree Strongle agree Total Frequency 05 55 07 00 67 Percentage 07 82 10 00 100
GRAPH-13
90 80 70 60 50 40 30 20 10 0 Strongle disagree 7
82
10 0 agree disagree strongle agree
DATA INTERPRETATION From this above 7% of employees are strongly dis agreed to the above point,82% of employees are agreed to the above point,10% of employees are dis agreed to the above point .
CHAPTER-4 & 5
14 I have lost of my goals & aspiration? TABLE-14 Response Strongle disagree Agree Disagree Strongle agree Total GRAPH-14 Frequency 42 03 20 02 67 Percentage 62 04 30 03 100
70 60 50 40 30 20 10 0 Strongle disagree
DATA INTERPRETATION From this graph 62% of employees are stongly disagreed that they have lost their goals. 4%of em,ployees are agree to the above point 30% of emolyees are dis agreed that they are lost their goals 3% of employees are strongly agreed to the above point
62
30
4 agree disagree
3 strongle agree
CHAPTER-4 & 5
15. You have been getting awards from the company? TABLE-15 Response Strongle disagree Agree Disagree Strongle agree Total Frequency 15 35 10 07 67 Percentage 22 52 15 11 100
GRAPH-15
60 50 40 30 20 10 0 Strongle disagree agree disagree strongle agree 22 15 11 52
DATA ITERPRETATION From the above graph 22% of employees are strongly disagreed to getting awards from the company. 52% of employees are agreed to getting awards from their company.15% of employees are disagreed to getting awards from the company. 11% of employees are strongly agreed of awards from the company.
CHAPTER-6
CHAPTER-6
SUMMARY
All the employees in bajaj company employees Training programs in the company is good The company is not treating the employees problems fairly. Every employee are satisfied with the children education loans Compensation on accidents are dissatisfied by the employees Employees are satisfied with the operating unions In bajaj LIC company paying pension amount is less so the employees are dissatisfied Employees are highly satisfied with their company salary.
are satisfied with the fairness of treating
CHAPTER-6
FINDINGS
1. Employers are not satisfied with they job. 2. Employers are not getting value to they work. 3. They are not satisfied with their company salary. 4. Their is nagetively comparison between peers aspecially regarding targets. 5. They often feel over worked. 6. Most of the employees thing that the company have not fullfill their promises.
CHAPTER-6
SUGGESTIONS & RECOMMENDATIONS
1. To increase the employee satisfaction level of the employees 2. The company should concentrate mainly on the incentive and reward structure rather than the motivational session 3. Ideal employees should concentrate on their job 4. Company should give promotion to those employees who deserve it 5. Company should give awards to employees to encourage them. 6. Employees should work for the company and not only for salaries.
BIBLIOGRAPHY
BIBLOGRAPHY
Employee satisfaction- Ashwatappa. P.Subba roa. WWW.BAJAJ ALLIANZ.COM WWW.GOOGLE.COM WWW.SCRIBD.COM www.indiainfoline.com
QUESTIONNAIRE
QUESTIONNAIRE
Name: Gender
Age: cell:
1 I am proud to work for our company? a. strongly disagree b. agree c. disagree d. strongly agree
2. you are having work force with your TOP management? a. strongly disagree b. agree c. disagree d. strongly agree
3 .I am not being used my full capabilities? a. strongly disagree b. agree c. disagree d. strongly agree
4. I am frequently stressed out at work? a. strongly disagree b.agree c. disagree d. strongly agree
5. I am satisfying more with company salary? a. strongly disagree b. agree c. disagree d. strongly agree
6. I feel that my job has little impact on the success of the company? a. strongly disagree b. agree c. disagree d. strongly agree
7.I have been told that Iam becoming a more critical person? a. strongly disagree b. agree c. disagree d. strongly agree
8. I feel as though my boss & employer have let me down? a. strongly disagree b. agree c. disagree d. strongly agree
QUESTIONNAIRE
9. I have received no better than fair evaluations recently? a. strongly disagree b. agree c. disagree d. strongly agree
10. I feel the employees in my department work well in a team? a. strongly disagree b.agree c.disagree d.strongly agree
11. My immediate superior is technically competent? a. strongly disagree b.agree c.disagree d.strongly agree
12. It is more important to you that job you do? a. strongly disagree b.agree c.disagree d.strongly agree
13. How do you rate co.,on treating employee problems fairly? a. strongly disagree b.agree c.disagree d.strongly agree
14. .I have my goals & aspiration? a. strongly disagree b.agree c.disagree d.strongly agree
15. you have been getting awards from the company? a. strongly disagree b.agree c.disagree d.strongly agree

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EMPLOYEE SATISFACTION

SATISFACTION 1.6 MEASUREMENTS OF EMPLOYEE

SATISFACTION 1.7 SIGNIFICATION OF EMPLOYEE

DATA ANALYSIS AND INTERPRETATION

SUMMARY 6.1 SUGGESTION 6.2 FINDINGS I.I BIBLIOGRAPHY I.II QUESTIONNAIRE

Dr.JYOTHIRMAYIDEGREECOLLEGE,ADONI iii DEPT.OFMANAGEMENT

1.2 Employee Satisfaction Factors:

reactions to their jobs. Questions relate to rate of pay, work responsibilities,

1.4 Models of employee satisfaction:-

The work itselfresponsibility, interest, and growth.

Quality of supervisiontechnical help and social support.

Relationships with co-workerssocial harmony and respect.

Promotion opportunitieschances for further advancement.

Payadequacy of pay and perceived equity vis--vis others.

What kindles dissatisfaction?

Job quality or workplace support

2.1 IMPORTANCE AND NEED FOR THE STUDY

To evaluate the level of employees satisfaction in the organization.

To study about the developmental programs in the organization.

To obtain the information on the special promotions.

To collect the information on the condition of the buses.

To study about the relationship between top-level and bottom level.

To find whether the employees are satisfied or not.

To analyse the company working environment.

To check the degree of satisfaction of employees.

2.3 INFORMATION SOURCES

2.5 LIMITATIONS OF THE STUDY

The sample is limited to 67 Frequency selected at random basis.

Unit Linked Plans

Single Premium New UnitGain Premier SP New UnitGain Plus SP

Protector Term Care New Risk Care

Women Insurance Plans

House Wives Working Women

Care First Health Care Family CareFirst

Alp Nivesh Yojana Jana Vikas Yojana Saral Suraksha Yojana

Family Assure Fortune Plus Capital Shield CenturyPlus

* To be the preferred employer for staff in the insurance industry.

Group Insurance Schemes

New Group Superannuation Scheme New Group Gratuity Care Scheme

Special Insurance Policies for NRI's

Present position of bajaj allianz Lic Company

positives outweigh the negatives.

60 50 40 30 20 10 0 strongle disagree agree disagree strongle agree 22 15 11 52

6 0 strongle disagree agree disagree strongle agree

0 agree disagree strongle agree

6 strongly disagree agree disagree strongly agree

80 70 60 50 40 30 20 10 0 strongle disagree 0 agree 3 disagree 25

9 agree disagree 0 strongle disagree

18 10 Strongle disagree agree disagree 12

45 40 35 30 25 20 15 10 5 0 Strongle disagree agree 27 25

3 disagree strongle agree

10 0 agree disagree strongle agree

60 50 40 30 20 10 0 Strongle disagree agree disagree strongle agree 22 15 11 52

are satisfied with the fairness of treating

SUGGESTIONS & RECOMMENDATIONS

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