MADAN MOHAN MALVIYA UNIVERSITY OF TECHNOLOGY

CENTRE FOR MANAGEMENT STUDIES

A RESEARCH PROJECT REPORT ON

ANALYSIS OF EMPLOYEE SATISFACTION AT

V.N DYERS PVT LTD LUCKNOW

SUBMITTED IN PARTIAL FULLFILMENT OF THE DEGREE OF MBA
By SHUBHAM PANDEY
2014063156
Under Guidance of

Ms. Nivedita Chaturvedi

Faculty CMS ,MMMUT, Gorakhpur

MADAN MOHAN MALVIYA UNIVERSITY OF TECHNOLOGY

CENTRE FOR MANAGEMENT STUDIES

BONAFIDE CERTIFICATE
This is to certify that SHUBHAM PANDEY is a bonafide student of
Centre for Management Studies of this college, registered for MBA
degree programme for the year 2014-2016. He has done his research
report

on

the

topic

of

ANALYSIS

OF

EMPLOYEE

SATISFACTION IN V N DYERS PVT LTD LUCKNOW. A

SUMMER PROJECT REPORT is a part of curriculum.

Ms. Nivedita Chaturvedi

(Project Guide)

Maj. G. S.TRIPATHI
(Co-ordinator)
2

MADAN MOHAN MALVIYA UNIVERSITY OF TECHNOLOGY

CENTRE FOR MANAGEMENT STUDIES

DECLARATION
I hereby declare that the project titled is a piece of STUDY OF
ANALYSIS OF EMPLOYEE SATISFACTION AT V.N DYERS
PVT LTD LUCKNOW. The research work carried out by me under
the guidance and supervision of Ms. Nivedita Chaturvedi. The
information has been collected from genuine and authentic source.
The work has been submitted in partial fulfilment of MASTERS IN
BUSINESS ADMINISTRATION of MADAN MOHAN MALVIYA
UNIVERSITY OF TECHNOLOGY.
PLACE: -

SIGNATURE:-

DATE:-

ACKNOWLEDGEMENT

I consider myself very fortunate to get the opportunity to carry on a research on ANALYSIS
OF EMPLOYEE SATISFACTION At V N DYERS PVT LTD. I got opportunity to get a
practical exposure into actual environment and it provides me the golden opportunity to make
my theoretical concept of employee satisfaction in more clear way.
I have gone through various sites, Research book, Magazine and
Newspapers to get the accurate information for analysis and tried to find the best conclusion.

SHUBHAM PANDEY
4

PREFACE
The successful completion of this project was a unique experience for us
because by visiting many places and interacting with various persons, I
achieved a better knowledge about this project. The experience which I gained
by doing this project was essential at this turning point of my carrier this project
is being submitted with content detailed analysis of the research under taken by
me.
The training provides an opportunity to the student to devote her skills
knowledge and competencies required during the technical session.

TABLE OF CONTENTS

Serial

TOPIC

Page No.

No.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Introduction
Company Profile
Objectives
Methodology
Data Analysis
Findings
Recommendation
Conclusion
Annexure
Bibliography and References

7-25
25-36
37-41
41-42
43-49
50-51
52
53-54
55-57
58-above

INTRODUCTION
Job Satisfaction of Employees
The father of scientific management Taylor's (1911) approach to job satisfaction
was based on a most pragmatic & essentially pessimistic philosophy that man is
motivation by money alone. That the workers are essentially 'stupid &
phlegmatic' & that they would be satisfied with work if they get higher
economic benefit from it. But with the passage of time Taylor's solely monetary
approach has been changed to a more humanistic approach. It has come a long
way from a simple explanation based on money to a more realistic but complex
approach to job satisfaction. New dimensions of knowledge are added every day
& with increasing understanding of new variables & their inter play, the field of
job satisfaction has become difficult to comprehend.
The term Job Satisfaction was brought to limelight by Hoppock (1935). He
reviewed 32 studies on job satisfaction conducted prior to 1933 & observed that
job satisfaction is a combination of psychological, physiological &
environmental circumstances that cause a person to say. 'I am satisfied with my
job'. Locke defines job satisfaction as a "pleasurable or positive emotional state
resulting from the appraisal of one's job or job experiences". To the extent that a
person's job fulfils his dominant need & is consistent with his expectations &
values, the job will be satisfying.
7

Job Satisfaction Project Report Theory:

One way to define Job Satisfaction may be to say that it is the end state of
feeling. The word 'end' emphasises the fact that the feeling is experienced after a
task is accomplished or an activity has taken place whether it is highly
individualistic effort of writing a book or a collective endeavour of constructing
a building. These activities may be minute or large. But in all cases, they satisfy
a certain need. The feeling could be positive or negative depending upon
whether need is satisfied or not & could be a function of the effort of the
individual on one hand & on the other the situational opportunities available to
him.
This can be better understood by taking example of a foreman in an engineering
industry. He has been assigned the task to complete a special order by a certain,
deadline. Person may experience positive job satisfaction because he has been
chosen to complete the task. It gives him a special status & feeling that he has
been trusted and given a special task, he likes such kind of rush job and it may
get him extra wages. The same could be the sources of his dissatisfaction if he
does not like rush work, has no need for extra wages. Each one of these
variables lead to an end state of feeling, called satisfaction.

Sinha (1974) defines Job Satisfaction an 'a reintegration of affect produced by

individual's perception of fulfillment of his needs in relation to his work & the
situations surrounding it'.

Theories of Job-Satisfaction:
There are 3 major theories of job satisfaction.
Herzberg's Motivation - Hygiene theory.
Need fulfilment theory.
Social reference - group theory.
Herzberg's Motivation - Hygiene Theory :

This theory was proposed by Herzberg & his assistants in 1969. On the basis of
his study of 200 engineers and accountants of the Pittsburgh area in the USA, he
established that there are two separate sets of conditions (and not one) which are
responsible for the motivation & dissatisfaction of workers. When one set of
conditions (called 'motivator') is present in the organisation, workers feel
motivated but its absence does not dissatisfy them. Similarly, when another set
of conditions (called hygiene factors) is absent in the organisation, the workers
feel dissatisfied but its presence does not motivate them. The two sets are
unidirectional, that is, their effect can be seen in one direction only.
9

According to Herzberg following factors acts as motivators:

Achievement, Recognition, Advancement, Work itself, Possibility of growth &
Responsibility.
Hygiene factors are : Company policy & administration, Technical supervision,
Inter-personal relations with supervisors, peers & Subordinates, Salary. Job
security, Personal life, Working Conditions, & Status.
Herzberg used semi-structured interviews (the method is called critical incident
method). In this technique subjects were asked to describe those events on the
job which had made them extremely satisfied or dissatisfied. Herzberg found
that events which led people to extreme satisfaction were generally
characterised by 'motivators' & those which led people to extreme
dissatisfaction were generally characterized by a totally different set of factors
which were called 'hygiene factors'.
Hygiene factors are those factors which remove pain from the environment.
Hence, they are also known as job - environment or job - context factors.
Motivators are factors which result in psychological growth. They are mostly
job - centered. Hence they are also known as job - content factors.
The theory postulated that motivators and hygiene factors are independent &
absence of one does not mean presence of the other. In pleasant situations

10

motivators appear more frequently than hygiene factors while their

predominance is reversed in unpleasant situations.

Need Fulfilment Theory :

Under the need-fulfilment theory it is believed that a person is satisfied if he
gets what he wants & the more he wants something or the more important it is
to him, the more satisfied he is when he gets it & the more dissatisfied he is
when he does not get it. Needs may be need for personal achievement, social
achievement & for influence.
a) Need for Personal Achievement:
Desires for personal career development, improvement in one's own life
standards, better education & prospects for children & desire for improving
one's own work performance.
b) Need for Social Achievement:
A drive for some kind of collective success is relation to some standards of
excellence. It is indexed in terms of desires to increase overall productivity,
increased national prosperity, better life community & safety for everyone.
c) Need for Influence:

11

A desire to influence other people & surroundings environment. In the works

situation, it means to have power status & being important as reflected in
initiative taking and participation in decision making.
In summary, this theory tell us that job satisfaction is a function of, or is
positively related to the degree to which one's personal & social needs are
fulfilled in the job situation.
Social References - Group Theory :
It takes into account the point of view & opinions of the group to whom the
individual looks for the guidance. Such groups are defined as the 'referencegroup' for the individual in that they define the way in which he should look at
the world and evaluate various phenomena in the environment (including
himself). It would be predicted, according to this theory that if a job meets the
interest, desires and requirements of a person's reference group, he will like it &
if it does not, he will not like it.
A good example of this theory has been given by C.L. Hulin. He measures the
effects of community characteristics on job satisfaction of female clerical
workers employed in 300 different catalogue order offices. He found that with
job conditions held constant job satisfaction was less among persons living in a
well-to-do neighborhood than among those whose neighborhood was poor.
Hulin, thus provides strong evidence that such frames of reference for
12

evaluation may be provided by one's social groups and general social

environment.
To sum up, we can say, Job satisfaction is a function of or is positively related to
the degree to which the characteristics of the job meet with approved & the
desires of the group to which the individual looks for guidance in evaluating the
world & defining social reality.

Relationship among Motivation, Attitude and Job

Satisfaction :
Motivation implies the willingness to work or produce. A person may be
talented and equipped with all kinds of abilities & skills but may have no will to
work. Satisfaction, on the other hand, implies a positive emotional state which
may be totally unrelated to productivity. Similarly in the literature the terms job
attitude and job satisfaction are used interchangeably. However a closer analysis
may reveal that perhaps, they measure two different anchor points. Attitudes are
predispositions that make the individual behave in a characteristic way across
the situations.
They are precursors to behaviour & determine its intensity and direction. Job
satisfaction, on the other hand is an end state of feeling which may influence
subsequent behaviour. In this respect, job attitude and job satisfaction may have

13

something in common. But if we freeze behaviour, attitude would initiate it

which job satisfaction would result from it.

Relationship Between Morale & Job Satisfaction :

According to Seashore (1959), morale is a condition which exists in a context
where people are :
a) motivated towards high productivity.
b) want to remain with organization.
c) act effectively in crisis.
d) accept necessary changes without resentment or resistance.
e) actually promote the interest of the organization and
f) are satisfied with their job.
According to this description of morale, job satisfaction is an important
dimension of morale itself.
Morale is a general attitude of the worker and relates to group while job
satisfaction is an individual feeling which could be caused by a variety of
factors including group. This point has been summarized by Sinha (1974) when
he suggests that industrial morale is a collective phenomenon and job
14

satisfaction is a distributed one. In other words, job satisfaction refers to a

general attitude towards work by an individual works. On the other hand,
morale is group phenomenon which emerges as a result of adherence to group
goals and confidence in the desirability of these goals.

Relationship Between Job Satisfaction and Work

Behaviour :
Generally, the level of job satisfaction seems to have some relation with various
aspects of work behaviour like absenteeism, adjustments, accidents,
productivity and union recognition. Although several studies have shown
varying degrees of relationship between them and job satisfaction, it is not quite
clear whether these relationships are correlative or casual. In other words,
whether work behaviour make him more positively inclined to his job and there
would be a lesser probability of getting to an unexpected, incorrect or
uncontrolled event in which either his action or the reaction of an object or
person may result in personal injury.

Job Satisfaction and Productivity :

Experiments have shown that there is very little positive relationship between
the job satisfaction & job performance of an individual. This is because the two
are caused by quite different factors. Job satisfaction is closely affected by the
15

amount of rewards that an individual derives from his job, while his level of
performance is closely affected by the basis for attainment of rewards. An
individual is satisfied with his job to the extent that his job provides him with
what he desires, and he performs effectively in his job to the extent that
effective performance leads to the attainment of what he desires. This means
that instead of maximizing satisfaction generally an organisation should be
more concerned about maximizing the positive relationship between
performance and reward. It should be ensured that the poor performers do not
get more rewards than the good performers. Thus, when a better performer gets
more rewards he will naturally feel more satisfied.

Job Satisfaction and Absenteeism:

One can find a consistent negative relationship between satisfaction and absenteeism, but the
correlation is moderate-usually less than 0.40. While it certainly makes sense that dissatisfied
Sales Persons are more likely to miss work, other factors have an impact on the relationship
and reduce the correlation coefficient. E.g. Organizations that provide liberal sick leave
benefits are encouraging all their Sales Persons, including those who are highly satisfied, to
take days off. So, outside factors can act to reduce the correlation.

Job Satisfaction and Turn over:

Satisfaction is also negatively related to turnover, but the correlation is stronger
than what we found for absenteeism. Yet, again, other factors such as labour
16

market conditions, expectations about alternative job opportunities, and length

of tenure with the organization are important constraints on the actual decision
to leave one's current job.
Evidence indicates that an important moderator of the satisfaction-turnover
relationship is the Sales Person's level of performance. Specifically, level of
satisfaction is less important in predicting turnover for superior performers
because the organization typically makes considerable efforts to keep these
people. Just the opposite tends to apply to poor performers. Few attempts are
made by the organization to retain them. So one could expect, therefore, that job
satisfaction is more important in influencing poor performers to stay than
superior performers.

Job Satisfaction and Adjustment:

It the Sales Person is facing problems in general adjustment, it is likely to affect
his work life. Although it is difficult to define adjustment, most psychologists
and organisational behaviourists have been able to narrow it down to what they
call neuroticism and anxiety.
Generally deviation from socially expected behaviour has come to be identified
as neurotic behaviour. Though it may be easy to identify symptoms of
neuroticism, it is very difficult to know what causes. Family tensions, job

17

tensions, social isolation, emotional stress, fear, anxiety or any such sources
could be a source of neuroticism.
Anxiety, on the other hand, has a little more clearer base. It is generally seen as
a mental state of vague fear and apprehension which influences the mode of
thinking. Anxiety usually shows itself in such mental state as depression,
impulsiveness, excessive worry and nervousness. While everyone aspires for a
perfect state of peace and tranquility, the fact is that some anxiety is almost
necessary for an individual to be effective because it provides the necessary
push for efforts to achieve excellence.
Adjustment problems usually show themselves in the level of job satisfaction.
For long, both theorists and practitioners have been concerned with Sales
Persons' adjustment and have provided vocational guidance and training to them
to minimise its impact on work behaviour. Most literature, in this area, generally
suggests a positive relationship between adjustment and job satisfaction. People
with lower level of anxiety and low neuroticism have been found to be more
satisfied with their jobs.

Determinants of Job Satisfaction:

According to Abrahan A. Korman, there are two types of variables which
determine the job satisfaction of an individual. These are :

18

1) Organisational variables; and

2) Personal Variables.
Organisational Variable :
1) Occupational Level :
The higher the level of the job, the greater is the satisfaction of the individual.
This is because higher level jobs carry greater prestige and self control.
2) Job Content :
Greater the variation in job content and the less repetitiveness with which the
tasks must be performed, the greater is the satisfaction of the individual
involved.
3) Considerate Leadership :
People like to be treated with consideration. Hence considerate leadership
results in higher job satisfaction than inconsiderate leadership.
4) Pay and Promotional Opportunities :
All other things being equal these two variables are positively related to job
satisfaction.
5) Interaction in the work group :
19

Here the question is : When is interaction in the work group a source of job
satisfaction and when it is not ? Interaction is most satisfying when (a) It results in the cognition that other person's attitudes are similar to one's
own. Since this permits the ready calculability of the others behaviour and
constitutes a validation of one's self ;
(b) It results in being accepted by others ; and
(c) It facilitates the achievements of goals.
Personal Variables :
For some people, it appears most jobs will be dissatisfying irrespective of the
organisational condition involved, whereas for others, most jobs will be
satisfying. Personal variables like age, educational level, sex, etc. are
responsible for this difference.
(1) Age :
Most of the evidence on the relation between age and job satisfaction, holding
such factors as occupational level constant, seems to indicate that there is
generally a positive relationship between the two variales up to the preretirement years and then there is a sharp decrease in satisfaction. An individual
aspires for better and more prestigious jobs in later years of his life. Finding his
channels for advancement blocked, his satisfaction declines.
20

(2) Educational Level :

With occupational level held constant there is a negative relationship between
the educational level and job satisfaction. The higher the education, the higher
the reference group which the individual looks to for guidance to evaluate his
job rewards.
(3) Role Perception :
Different individuals hold different perceptions about their role, i.e. the kind of
activities and behaviours they should engage in to perform there job
successfully. Job satisfaction is determined by this factor also. The more
accurate the role perception of an individual, the greater his satisfaction.
(4) Sex :
There is as yet no consistent evidence as to whether women are more satisfied
with their jobs than men, holding such factors as job and occupational level
constant. One might predict this to be the case, considering the generally low
occupational aspiration of women.
Some other determines of job satisfaction are as follows:
(i) General Working Conditions.
(ii) Grievance handling procedure.
21

(iii) Fair evaluation of work done.

(iv) Job security.
(v) Company prestige.
(vi) Working hours etc.
How Sales Persons Can Express Dissatisfaction
Sales Person dissatisfaction can be expressed in a number of ways. For
example, rather than quit, Sales Persons can complain, be insubordinate, steal
organisational property, or shirk a part of their work responsibilities. In the
following figure, four responses are given along to dimensions :
Constructiveness / Destructiveness and Activity / Passivity. These are defined as
follow :
Exit : Behaviour directed towards leaving the organisation. Includes looking for
a new position as well as resigning.
Active
Exit

Voice

Destructive

Constructive

Neglect

Loyalty

22

Passive
Voice : Actively and constructively attempting to improve conditions includes
suggesting improvements, discussing problems with superiors, and some forms
of union activity.
Loyalty : Passively but optimistically waiting for conditions to improve.
Includes speaking up for the organisation in the face of external criticism and
trusting the organisation and its management to 'do the right thing'.
Neglect : Passively allowing the conditions to worsen. Includes chronic
absenteeism or lateness, reduced effort, and increased error rate.
Exit and neglect behaviours encompass our performances variablesproductivity, absenteeism and turnover. But this model expands Sales Person
response to include voice and loyalty, constructive behaviours that allow
individuals to tolerate unpleasant situations or to revive satisfactory working
conditions.
Importance of High Job Satisfaction :
The importance of job satisfaction is obvious. Managers should be concerned
with the level of job satisfaction in their organisations for at least three reasons:
(1) There is clear evidence that dissatisfied Sales Persons skip work more often
and are more likely to resign ;
23

(2) It has been demonstrated that satisfied Sales Persons have better health and
live longer ; and
(3) Satisfaction on the job carries over to the Sales Person's life outside the job.
Satisfied Sales Persons have lower rate of both turnover and absenteeism.
Specifically, satisfaction is strongly and consistently negatively related to an
Sales Person's decision to leave the organisation. Although satisfaction and
absence are also negatively related, conclusions regarding the relationship
should be more guarded.
An often overlooked dimension of job satisfaction is its relationship to Sales
Person health. Several studies have shown that Sales Persons who are
dissatisfied with their jobs are prone to health setbacks ranging from headaches
to heart disease. For managers, this means that even if satisfaction did not lead
to less voluntary turn over and absence, the goal of a satisfied work force might
be jutificable because it would reduce medical costs and the premature loss of
valued Sales Persons by way of heart disease or strokes.
Job satisfaction's importance is its spin off effect that job satisfaction has for
society as a whole. When Sales Persons are happy with their jobs, it improves
their lives off the job. In contrast, the dissatisfied Sales Person carries that
negative attitude home.

24

Some benefits of job satisfaction accure to every citizen in society. Satisfied

Sales Persons are more likely to be satisfied citizens. These people will hold a
more positive attitude towards life in general and make for a society of more
psychologically healthy people.
So job satisfaction is very important. For management, a satisfied work force
translates into higher productivity due to fewer disruptions caused by
absenteeism or good Sales Persons quitting, as well as into lower medical and
life insurance costs. Additionally, there are benefits for society in general.
Satisfaction on the job carries over to the Sales Person's off the job hours. So the
goal of high job satisfaction for Sales Persons can be defended in terms of both
money and social responsibility

25

COMPANY PROFILE

COMPANY PROFILE

Company name

V.N DYERS PVT LTD

LUCKNOW

Establishes in

1999

Company type

Textile industry

area

5 acres

No. of employee

1500

Authorized capital (in

Rs)

1200 crore

Capacity

500 Million meters of

fabrics per year
26

Website

www.vnsuitings.com

V. N. Dyers & Processors Pvt. Ltd, a government recognized unit, was

established in the year 1993 as a textile unit in the city of Gorakhpur. The unit is
extensively engaged into manufacturing of suiting fabrics, polyester suitings
and spun yarns. It is primarily into Polyester blend, Polyester Viscose blended
fabric and Polyester Viscose & Polyester cotton blended fabrics.

27

28

'Fibre to fabric' is a term commonly used in the textile industry and the term
also outlines the operational domains of the company. The unit is involved in
the complete production process of cloth, namely, Yarn manufacturing,
Weaving, Dyeing and Finishing, using State-of-the-Art machinery, imported
from Germany and Switzerland.

The company in the last few years took a strategic decision to go for backward
integration. The company ventured into weaving-capacity expansion earlier, and
29

now has an 18000 spindles spinning plant for manufacturing PV yarn. The
company shall be greatly benefited on all the fronts by this venture, it shall now
be able to achieve consistency in quality and increased margins, which shall
enable it to embark on a path of rapid and self-sustaining growth. Stringent
quality check at every stage and process has resulted in getting the company, the
prestigious ISO 9001 Certification.

V. N. Dyers & Processors Pvt. Ltd. has two operating areas; one is strictly for
30

manufacturing of yarns and the other one, sprawling over an area of 10 Acres
for all other divisions involved in the production process of fabric.

The company has recently completed a massive expansion of all its facilities.
The plant now has a capacity to manufacture 15 Million meters of fabrics per

31

year in its weaving department.

New Projects are being considered for further capacity expansion. The unit is
one of its kinds in the region; it is equipped with ultra modern production
equipments in all the production sub divisions. The whole unit is based on the
latest technologies available in the world, to get international standards in the
products. And constant up gradation in the technologies is done to keep abreast
32

with the world. The company has also strictly followed the ultimate philosophy,
best quality, competitive price, and time bound delivery.

Even in the era of tough competition from all over the country, the company is
still moving forward by leaps & bounce with strong support from its customers,
devoted experienced staff and most valuable sharp business acumen possessed
by its members of management. The company is all geared up to compete in the
global marketplace and well prepared for future trends & requirement.

33

Spinning Division
The company offers quality spun yarn manufactured on latest machineries (like
LMW, SHALFHORST 338 Autoconer) made from fibre procured from world
leaders Reliance and Grasim.

Their single yarn is 100% waxed Autoconed& double yarn 100%T.F.O. We are
currently exporting to many countries like Egypt, Turkey, Iran, Brazil,
Argentina, South Africa etc.

34

Product Range:
Fibre Content

Count Range

Type

End Use

100% Polyester

Ne 10 to Ne 40

Single Knitting/Weaving

100% Polyester

Ne 2/15 to 2/45

Double Knitting/Weaving

Polyester/Viscose Ne 10 to Ne 45

Single Knitting/Weaving

Ring Spun
Yarn
Ring Spun
Yarn
Ring Spun
Yarn
Ring Spun

Polyester
Ne 2/15 to 2/45

Yarn

Double Knitting/Weaving

/Viscose

Weaving and Processing Divisions

VN Dyers are the largest manufacturers of Polyester/Viscose (67%/33%)

blended suiting in the north-eastern region of India.
35

Fabrics are made on SULZER (projectile) looms and Airjet Looms and
processed on latest Processing machinery. These are used for production of
wide variety of suiting between 54 & 60 inches width. The typical GSM varies
from 175 to 400.Vareity of counts are used. All our fabrics meet the specific
promised standards ISO 9001-2008.

Their quality includes a wide range of plain, Trovin, matty suiting for uniforms
and tussars, drills, twills (non denim) for fancy suiting. All these are available in
various reeds/picks (sett), GSM, shades, feel etc.
The company is procuring Air jet looms for faster and cost effective production.

Their knitting division has variety of Interlock and Butterscotch (FOMA)

quality. Wide ranges of GSM in both the qualities are available.

Their customer target group comprises of fabric manufacturers, readymade

garmenters for uniforms and fancy clothes. The company has in its customers
list prestigious institutions like Indian Military, which has certified the strict
maintenance of quality by issuance of 'Controllerate of Quality Assurance' in its
favor in addition to an ISO 9001-2000.

36

Marketing
With the combination of superior quality products like polyester spun yarn &
polyester viscose yarn and effective marketing strategies, the company has been
able to get a formidable market presence. Today in the minds of discerning
consumers, the brand name 'vnsuitings' has become synonymous with quality
suiting.

V. N. Dyers & processors Pvt. Ltd. has a wide distribution network of agents
across the country. Their agents sends regular feedback on the brand, market
trends and market needs enabling us to keep a track of the happenings in the
market.

Our company is also manufacturing customized fabrics like polyester spun yarn,
spun yarn, & polyester viscose yarn for export purpose, based on the
requirement of different nations specified by our customers. Having made a
mark in domestic market the company is all set to venture into exports. They
have already procured an Export license.

37

They have state of the art R & D department equipped with team of qualified
professionals who are continuously engaged in extensive research to produce
superior quality fabrics. All the chemicals used during various stages of
production are thoroughly tested and evaluated. We employ latest technology
and techniques in our R & D department to enhance the quality of our products.

V. N. Dyers have laboratory which posses latest machines and testing

equipments. The laboratory equipments in all the three division of company are
procured from the best companies in the industry.

Quality is the strength of company which is the outcome of continuous

innovation through persistent research and development. Researchers and
scientists are keeping abreast with the changing trends and striving hard to
evolve products which can satisfy the requirements of customers.

38

Gorakhpur Textile Industry

Industry uses a wide variety of fibers ranging from natural fibers to
manmade fibers
Providing direct employment to an estimated 10000 thousand people by
contributing large percentage of GDP.
It is the third largest employer after agriculture sector in Gorakhpur.

39

Mission
BEING WORLD CLASS TEXTILE ORGANIZATION BY
PROVIDING HIGHEST QUALITY OF PRODUCTS WITHIN
MINIMUM COST

Vision
BEING WORLD CLASS TEXTILE ORGANIZATION BY
PROVIDING HIGHEST QUALITY OF PRODUCTS WITHIN
MINIMUM COST

40

SWOT analysis
Strength

*Good brand equity

*Regular updating of technology
*High quality standards
*High production capacity
*Good working condition
*Laboratories for testing the quality of the product.

Weakness
*Semi-skilled workforce
*Comparatively high prices
*Less number of skilled worker

41

Opportunities
*A brand image is very good .they can have very good customers
*Fabrication for various companies
*Its planning to serves globally

Threats
*Fabrication for various companies
*Its planning to serves globally

42

OBJECTIVES OF THE ANALYSIS

To find out the whether the employee are satisfied or not satisfied with
their job.
To check the percentage of satisfaction of employee with the job.
To discuss and suggest various methods to improve job satisfaction.
To find that employees are working with their full capabilities or not.

43

RESEARCH METHODOLOGY
RESEARCH TYPE:- DESCRIPTIVE
SAMPLE DESIGN:- NON PROBABILITY (CONVEINENCE
SAMPLING)
UNIVERSE : V.N DYERS AND PROCESSOR PVT LTD
SAMPLE SIZE :30 EMPLOYEES (ALL THREE LEVELS)

SOURCES OF DATA
PRIMARY DATA - structured Questionnaire.
SECONDARY DATA: web sites, journals, E- journals, annual reports
,magazines ,books etc.

44

Data analysis
Are you satisfied with machinery and technology?

15%

5%
YES 80 %
80%

NO 20 %
NOT SURE 5 %

45

Are you satisfied with your salary pakage ?

NOT SATISFIED 20 %; 20%

SATISFIED 80 %; 80%

46

do you think your company is best company to work

with ?

47

Do you get salary on time ?

48

Are you Satisfied with your job and kind of work

you do ?

not sure; 2%
not satisfied; 10%

satisfied with job and kind of work you do ; 88%

49

Are you satisfied with management ?

50

Employee view about Career and Development in

the company ?

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FINDINGS
On the basis of this survey with the employees of V.N Dyers and Processor pvt
Ltd I analyzed that most of the employees are satisfied with the company.
Most of the respondents were working there since last 5 to 8 years, they
are permanent employees this shows 80 % of employee are satisfied.
Most of the employees accept their salary between 10,000 to 45,000
according to their eligibility this shows 75 % employee are satisfied with
salary according to their eligibility.
78% of the employees are satisfied with their designation.
82% of employees are satisfied with the responsibilities and
management..

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RECOMMENDATION
To increase the job satisfaction level of the employee the company should
concentrate mainly On the incentive and reward structure and
motivational session.
Company should give promotional to these employees who deserve it.
There should be Open communication with Top management and
employees so that if employees are having any grievances so those could
solve.

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LIMITATIONS
Short time period

Lack of responses

Even though the report finished on time, it does not mean that I did not face
any problem in doing this research. Every student may have different report
since we work in different places. The most difficult problem that I found
during doing this research was difficult to get information from managers
while doing questionnaire. It may because the employee there is really busy
with customer on the calls and other activities such as controlling their
subordinates or junior. Most of them would not have any will if I ask them
during the working hours. There are just a few managers who want to fill the
questionnaire during lunch time, break time, even when the working hours
passed theyre hard to reach. Its also hard to get deep information from
them; I need to promise to not leak the important information to anyone.
That is why I cannot put the real data number on the graph or chart. Because
that was my company privacy like basic price, number of stocks per month,
or how much the operation cost. Other problem that I felt was the time to do
this research was so limited.

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CONCLUSION

Relation between management and workers is good but They have some
misunderstanding.
Working condition of the company is satisfactory for employee.
Most of the employees have positive view about his supervisors.
Most of the employees are satisfied with tools and equipment provided by
the company.
Every Employees are not completely satisfied with their job although
their salary is good for enough.

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SUGGESTIONS
1. It is suggested to improve the depth of training and it must involve more in
career programmes
2. The employees are expecting better working condition, so the organization is
advised to provide the same to the employees.
3. To provide the children education facilities and recreation facilities in a better
and broader way.
4. The organization should improve the Superior-subordinate relationship so
that there may be a smooth flow of work in the organization.
5. To provide equal pay for equal work and to increase the Pay-scale of the
employees who work fruitfully & productively..
6. The organizations should take measures to appreciate and reward the
employees who find innovative and better ways of doing the tasks.
7. It should consider the suggestions and recommendations given by the
employees and should take corrective actions.
8. A grievance cell should be established so that the employees can put forth
their problems without any hesitation or hindrance.
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9. 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
10. Employee satisfaction, in turn, translates directly into added value in terms
of performance, customer relations, and profitability
11. It is suggested that by opening up channels for feedback and assessing
employee satisfaction, management can make informed decisions that will
allow for increased productivity, job satisfaction, and loyalty by targeting key
areas of concern.

57

ANNEXURE

58

59

60

Bibliography
Books
Employee Engagement: Tools for Analysis
Practice, and Competitive ... H. Macey, Benjamin Schneider, Karen M. Barbera
Employee Job Satisfaction by J PELTIER
analyze employee by By Bhakthi Jagodaarachchi

Websites:-

www.vnsuitings.com
http://en.wikipedia.org
www.ccsenet.org
www.grin.com
www.iosrjournals.org
www.slideshare.net
www.info-now.com
www.academia.edu
www.vnsuitingsone.com
www.vnsuitingstwo.com

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