COMPANY PROFILE

EXECUTIVE SUMMARY
The compiled report signifies level of employee satisfaction in IISE. Most
of the employees are satisfied with this company.

Company has a very good image among its employees.

Most of the employees know company’s strategy; they have confidence in its
leadership. Employees are satisfied with this company.

Most of the Employees are getting appropriate recognition for their contribution.
IISE providing fair salary to its employees for their work. IISE as
an organization really has a very bright future because of its environment.
Organization is like a family where employees have to put share of
responsibilities and work in accordance with the organization goal.

As far as employer-employee relationship is concerned working in IISE is very

satisfactory. People always get chance to show their talents and get recognized.
Management is quit approachable.
OBJECTIVES OF SURVEY

O Measure job satisfaction of the employees of IISE.

O To assess the general attitude of the employees towards IISE.
O To assess the level of commitment across process and facilities.
O To analyze the strengths and weakness of IISE as an organization

o To help the management of the company to know about the actions to be taken

to increase the level of satisfaction of the employees.

RESEARCH METHODOLOGY

RESEARCH PROCESS
Different steps are to be followed in the research process and they are
explained as below:

1.PROBLEM SOLVING

This is the basic step in the research process. It is

wells a i d , “ A p r o b l e m w e l l d e f i n e d i s h a l f s o l v e d ” h e r e t h e
problem is

“ T o a n a l y z e t h e a t t i t u d e s o f t h e e m p l o y e e s regarding the various

benefits provided to them by IISE.”
2.RESEARCH DESIGN
Once the problem is defined the next step is the Research D e s i g n .
R e s e a r c h d es ig n i s t h e b a si c f r a me w o r k , w h i c h provides
guidelines for the rest of the research process. The research design for this project is
descriptive research design as descriptive studies attempt to obtain a complete and
accurate description of this situation. So in this
study f u l l d e s c r i p t i o n o f t h e a t t i t u d e s o f t h
e employees regarding the benefits provided to them will be
known so it is a descriptive study.

3.SAMPLING DESIGN
The sampling design used in this project is
Q U O T A SAMPLING, as the sample of the employees for the survey were
selected from the organization from different quotas as some managers
were intervened, some executives and few operators.

4.POPULATION
The total element of the universe from which the sample i s t o
be s el e c t ed to be s t u d i ed is known as
p o p u l a t io n . T h e p o p u l a t i o n s o f m y r e s e a r c h a r e t h e e m
p l o y e e s o f TEVA API INDIA LTD.
5.SAMPLE SIZE
The sample sizes for my project are 30 empl
o y e e s working in the organization,

DATA COLLECTION
Following are the sources for the collection of data:
Primary source
Secondary source

DATA COLLECTION METHODS

There are three main methods of data collection
Observation
Experimentation
Survey
Direct interview method

I have selected survey method of data collection. This is one of the

common and widely used methods for
primary data collection. We can gather wide range o
f valuable information about the behavior of the employee’s viz.
attitude, motive and options etc.
Measuring Employee Satisfaction

In the traditional depiction of a Balanced Scorecard strategy map, the

four perspectives are stacked up on top of each other: learning & growth
at the bottom and financial at the top. Sometimes, people think this
implies that employees are the least important perspective but a better
interpretation is that employees are the foundation of a successful
organization. If employees don’t understand your mission and don’t
have the correct skills to achieve it, you’re highly unlikely to be
successful. This shouldn’t be surprising. Many studies have shown the
linkage between employee satisfaction and increased performance on
customer and financial objectives. The University of Sheffield in the UK
conducted a research study designed to help explain the difference
in profitability between manufacturing companies. It found that people
management practices were better predictors of company performance
than strategy, technology or research and
development. Employee satisfaction isn’t just important; it’s critical.
Some organizations have even managed to quantify the relationship. In
1997 a Fortune Magazine article reported that Sears conducted an 820-
store survey to determine the impact of employee attitude on the bottom
line. Analysis of the results by Claes Fornell International Group, an
organization made up of econometric statisticians at the University of
Michigan, showed that a 5- point improvement in employees¶ attitudes
yielded a 1.3-point improvement in customer satisfaction, which in turn
improved revenue by 0.5%. Happier employees led directly
to higher profits .Because employee satisfaction is a good indication of
future success, it should almost always be one of the key performance
indicators on your scorecard. As with my cautions around measuring
customer satisfaction in an earlier post. If you want to know if
employees are happy, it’s best to ask them. However, be careful with
the questions that get used on many employee satisfaction surveys.
Many years ago, the HR department in the company worked for sent out
a single-question survey that asked how satisfied we were with our jobs
on a scale of 0 to 4, with 4 being the highest. When the results came
back, my department had the lowest average score (2.6) of any group in
the company. The HR VP solemnly explained that my group was in
danger of mass exodus and that my annual bonus was going to be
negatively affected. In order to execute well-informed business
decisions, managers need more than a ledger of numbers to understand
what is really taking place ³on the front line.´ The employees who
work day to day with the customers can provide invaluable feedback
drawn upon first-hand experience. Encouraging bidirectional
communications in this matter can create an organizational culture
that breaks down silos and fosters teamwork between management and
their staff. This type of employee-centric culture has an effect that
extends beyond the internal sphere of an organization it can actually
affect a company’s bottom line with a direct and noticeable impact on
profits. Take, for instance, the average annual turnover rate in the United
States. Depending on the industry, this can range from 15-40%. With
that in mind, consider also that it costs 10 times more to hire and train
a new employee than it does to retain one.
Furthermore, extensive research has shown that motivated and satisfied
employees tend to contribute more in terms of organizational
productivity and maintaining a commitment to customer satisfaction.

Satisfaction is infectious and it indeed permeates across the employee-

customer boundary, where revenue and brand image are continuously at
stake. This whitepaper will demonstrate the significance of employee
feedback and how companies can successfully implement a program to
positively impact both organizational culture and ultimately bottom
line profits.

Why employee feedback matters?

Feedback plays a critical role in helping an organization increase

employee retention. Creating and implementing a feedback process that
encourages employees to engage in continued dialogue creates a
common voice for the employees.
This shared voice can help negate an employee’s perception of
being an interchangeable part and emphasizes his or her role as a
vital component of a collective body that has a say in shaping the
organization.
Organizations that perform regular online employee satisfaction surveys
and then take action on that feedback take this a step further by
promoting a true sense of influence to go with the shared voice. This
sense of influence can be a very critical element to nurturing employee
satisfaction. When the employees believe that they have a voice that
carries influence, it deepens their commitment to the organization and
encourages a continuous, positive dialogue. This dialogue ensures that
even when issues arise, the impact on employee satisfaction is
dramatically reduced because the employees sense that their feelings and
needs are being heard and therefore considered. Assuming employee
satisfaction is a dangerous management pitfall; without opening
channels for feedback, one can never be certain about employee
sentiments. To attain an accurate pulse of employee morale levels and
other important dimensions of job satisfaction, surveys must be used
tactically and appropriately. This means using anonymous surveys to
protect those providing feedback from any type of reciprocity or
negative action. By doing so, you are able to elicit the most honest and
considerate feedback possible; it is important to receive organizational
buy-in at all levels in order to promote a culture of utilizing the
anonymous drop-box´ to ensure that everyone’s voice is heard in all the
decisions being made by management. Keeping in mind that a
company’s most valuable resource (in terms of money and time
invested)is the employee, it is alarming that across America, fewer than
half of workers surveyed state they are satisfied with their jobs.
Furthermore, the statistics show that a very significant percentage of
employees want to change careers or feel lackluster toward their
current jobs.