A

PROJECT REPORT

ON

“A STUDY ON EMPLOYEE SATISFACTION”

AT
EXL Service

BY

FIZA SALIM SHAIKH

Under The Guidance of

Dr. Anjum Sayyad

SUBMITTED TO

SAVITRIBAIPHULE PUNE UNIVERSITY

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE

AWARD OF THE DEGREE OF

Master Of Business Administration
THROUGH

POONA INSTITUTE OF MANAGEMENT SCIENCE & ENTREPRENEURSHIP `L

PUNE-411001
2023-2024

1
 ACKNOWLEDGEMENT

At the outset, I would like to articulate this project as small journey which was a remarkable
learning experience for me. The successful completion of this project is only because of the
extraordinary support, guidance, counselling and motivation from my respectable guides,
staff of the SPPU University, and my organization. This journey was also could not be
completed without support of my family and friends. I firstly express my hearted
thankfulness to Project Guide Dr. Anjum Sayyad.

In this project who made me felt his presence during all those crucial and
decision making moments this project went thorough. The deep insight in to the subject given
by her are believed the root caused in completing this project must qualitative and timely.

Her directions in making me think about unique conceptual and practical aspects of
Performance Management System which has lifted this project at this stage of successful
completion.

I would like to thank all the faculty members of Poona Institute of Management Science &
Entrepreneurship for their excellent guidance and dedicated involvement.

FIZA SALIM SHAIKH

2
 DECLARATION

I hereby declare the entire work embodied in the Project Report entitled “AN
ANALYTICAL STUDY ON EMPOLYEE SATISFACTION SYSTEM AS A TOOL FOR
EFFECTIVE PERFORMANCE”, has been carried out by me under the supervision and
guidance of PROF. ANJUM SAYYAD, Department of Master of Business Administration,
Poona Institute of Management Science & Entrepreneurship. The empirical findings in the
report are based on the data collected by me. The matter presented in this project is not
copied from anywhere the university authorities deem to be fit. This work has not been
submitted for the award of any diploma or degree or any other University.

This work is humbly submitted to Savitribai Phule Pune University for the award
of the Master of Business Administration.

Date:

Place:

3
4
5
 INDEX

CHAPTER TITLE OF THE CHAPTER PAGE NUMBER

NUMBER

1 EXECUTIVE SUMMARY 8

2 ORGANIZATION PROFILE 14

3 OUTLINE OF THE PROBLEM / TASK UNDERTAKEN 17

RESEARCH METHODOLOGY/ DATA ANALYSIS

4 20
RELEVANT ACTIVITY, CHARTS, TABLES, GRAPGHS,
5 DIAGRAMS, AV MATERIALS ETC 27

6 LEARNING OF THE STUDENT THROUGH THE PROJECT 42

7 CONTRIBUTION TO THE HOST ORGANIZATION 48

REFERENCE IN APPROPRIATE REFERENCING STYLES

8 (APA, MLA, HARVARD, CHICAGO STYLE ETC) 51

9 ANNEXURE 52

6
 CHAPTER 1

EXECUTIVE SUMMARY

7
 CHAPTER 1

EXECUTIVE SUMMARY

Title: An Analytical Study on Employee Satisfaction System as a Tool for Effective

Performance

Introduction:

The degree of contentment, fulfilment, and happiness that employees feel in their
employment within an organisation is referred to as employee satisfaction. It is essential to
human resources management since satisfied employees are typically more engaged,
productive, and dedicated to their jobs. The concept of employee satisfaction covers more
than just job satisfaction; it also refers to a more general sense of wellbeing at work.

Methodology:

The study used a mixed-methods approach, combining quantitative data from employee
surveys with qualitative data from focus groups. The research looked at a wide range of
organisations from various industries.

Key Findings:

1. Overall Satisfaction Levels:

Determine the general satisfaction levels of interns within the SIP. This provides an overall
assessment of the success of the program in meeting interns' expectations and needs.

2. Work Environment and Culture:

Explore how interns perceive the overall work environment and organizational culture. This
includes factors such as inclusivity, teamwork, and alignment with organizational values.

8
3. Opportunities for Professional Development:

Identify if interns perceive opportunities for professional growth and development. This
includes exposure to new skills, training programs, and potential career advancement within
the organization.

4. Recognition and Feedback:

Determine if interns feel recognized for their contributions and if they receive constructive
feedback on their performance. Recognition and feedback are crucial for motivation and
professional development.

Recommendations:

Improving employee happiness is a constant effort that combines strategic goals,

communication, and a dedication to establishing a happy work environment

1 Conduct Regular Employee Surveys: -

Implement strategies to improve communication between management and employees

regarding performance expectations and feedback.

2. Provide Professional Development Opportunities:

Invest in employee training and development programmes to help them improve their
abilities and advance in their professions. This not only improves their job satisfaction, but it
also benefits the organisation by providing a trained staff.

3. Recognize and Reward Achievements:

Implement a strong recognition and reward system to recognise and reward employees'
contributions. This might involve official recognition programmes as well as spontaneous
displays of gratitude.

9
Conclusion:

Employee satisfaction is critical to an organization's success. Organisations can improve

overall performance as well as the performance of individual employees by developing a
positive and healthy workplace culture.

Implications for Future Research:

Future research could delve deeper into specific industry contexts and explore the evolving
role of technology in shaping contemporary Performance Management Systems.

10
 CHAPTER 2

ORGANIZATION PROFILE

11
 CHAPTER 2

ORGANIZATION PROFILE

As of my last knowledge update in January 2022, EXL Service Holdings, Inc. (commonly
known as EXL) is a multinational business process outsourcing (BPO) and analytics
company. EXL Service is a global analytics and digital solutions company serving industries
including insurance, healthcare, banking and financial services, media, retail, and others. The
company is headquartered in New York and has more than 40,000 professionals in locations
throughout the United States, Europe, Asia, Latin America, Australia and South Africa.
EXL was co-founded in 1999 by Vikram Talwar and Rohit Kapoor.
After formation in 1999, Vikram Talwar served as chief executive officer (CEO) and vice-
chairman. Currently, Rohit Kapoor is serving as the company's CEO and vice-chairman.
Previously, Kapoor had held the position of president in the company.

Our partnerships with clients are built on a foundation of collaboration – and we’ve been
chosen as a partner by nine of the top ten leading US insurance companies, nine of the top 20
global banks, and six of the top ten US health care payers. We function as one team to make
your goals our goals, whether that’s unlocking the value of generative AI or embedding
analytics into workflows that reduce risk or power your growth.

Clients choose EXL as their transformation partner for many reasons. Our geographic
diversity make talent all over the world instantly accessible. Digital accelerators enable
unmatched speed-to-value, letting you realize results fast. It’s our people that truly set us
apart, though, including the 1,500 data scientists we have dedicated to our generative AI
practice. And our more than twenty years of experience in delivering business services,
garnering stellar client references, and maintaining a solid balance sheet are reassuring to our
C-suite clients.
12
Company Name: EXL Service Holdings, Inc. (EXL)

Founded:1999

Headquarters: New York, USA

 ORGANIZATION CHART OF EXL

Key Focus Areas:

 Business Process Outsourcing (BPO):

o EXL provides a range of outsourcing services to clients in various industries,
including finance, healthcare, insurance, utilities, and more. This includes
back-office processes, customer care, and transaction processing.

 Analytics and Technology Services:

o The company leverages analytics, technology, and data-driven solutions to
help clients make informed business decisions, enhance operational efficiency,
and drive innovation

 Industry Expertise:
o EXL has a strong presence in industries such as insurance, healthcare, banking
and financial services, utilities, transportation, and logistic
 Global Presence:

13
 o EXL operates globally, with delivery centres and offices in multiple countries.
The company's global footprint enables it to provide services and support to
clients on an international scale.

 Services Offered:
o Business Process Outsourcing (BPO) Services
o Analytics and Data-Driven Solutions
o Transformational Services
o Industry-Specific Solutions (e.g., insurance, healthcare, finance)

 Technology and Innovation:

o EXL emphasizes the use of advanced technologies, including artificial
intelligence, automation, and machine learning, to drive innovation and deliver
cutting-edge solutions to clients.

 Clientele:
o EXL serves a diverse range of clients, including Fortune 1000 companies and
global enterprises. Its client base spans various industries and sectors.

 Corporate Social Responsibility (CSR):

o Like many global companies, EXL is likely to have a focus on corporate social
responsibility, involving initiatives related to community engagement,
sustainability, and social impact.

 Leadership:
o The company is led by its executive team, which typically includes individuals
with extensive experience in the outsourcing, analytics, and technology
industries.

 Stock Exchange Listing:

o EXL Service Holdings, Inc. is listed on the NASDAQ stock exchange under
the ticker symbol EXLS.

14
 CHAPTER 3

OUTLINE OF THE PROBLEM

TASK UNDERTAKEN

15
 CHAPTER 3

OUTLINE OF THE PROBLEM TASK UNDERTAKEN

Employee satisfaction issues can arise in a variety of ways inside an organization, affecting
both individual employees and the general work environment. Here are some frequent issues
related to employee satisfaction:

Communication Breakdown:

Problem: Ineffective communication channels or a lack of transparency can lead to

misconceptions, disinformation, and feelings of detachment among staff.
Impact: Reduced trust, poorer morale, and a sense of undervaluation.

Leadership and Management Concerns:

Problem: Poor leadership styles, ineffective management methods, or a lack of supporting

leadership can all contribute to employee unhappiness.
Impact: Low motivation, high turnover, and an unfavourable organizational culture.

Compensation and Benefit Issues:

Employees may be unsatisfied with their pay, benefits packages, or perceive disparities in
compensation when compared to industry standards.
Impact: Reduced motivation, lower job satisfaction, and probable talent loss to competition.

Workload and Stress Level:

Problem: Excessive workloads, excessive expectations, and high stress levels can have a
negative impact on employee well-being and job satisfaction.
The consequences include increased absenteeism, burnout, and deteriorating mental and
physical health.

Opportunities for career development:

Employees may become frustrated due to a lack of defined career advancement options,
insufficient training opportunities, or inadequate professional development programs.
Impact: Reduced job satisfaction, engagement, and a higher likelihood of people looking for
new possibilities elsewhere.

16
Work-Life Balance Challenges:

Problem: Unreasonable working hours, insufficient support for work-life balance, or a culture
that values continual availability can all have an impact on employee satisfaction.
Impact: Increased stress, lower job satisfaction, and possible harmful consequences on mental
and physical health.

Job insecurity:

Problem: Uncertainty regarding job security, continuous restructuring, or the threat of layoffs
can all lead to employee anxiety.
Impact: Low morale, higher stress, and lower overall job satisfaction.

Lack of recognition and appreciation:

Problem: Inadequate recognition and gratitude for employees' contributions might cause
emotions of undervaluation.
Impacts include decreased motivation, poorer morale, and a detrimental impact on workplace
culture.

Inadequate Work Environment:

Problem: Unpleasant physical work surroundings, a lack of necessary resources, or

insufficient amenities can all lead to unhappiness.
Impacts include decreased productivity, higher absenteeism, and potential negative
consequences on employee well-being.

Poor team dynamics:

Problem: Conflict between teams, a lack of collaboration, or inadequate team leadership can
all contribute to a negative work environment.
Impact: Reduced job satisfaction, lower team productivity, and potential talent loss.

Addressing these issues necessitates a comprehensive approach that includes strong

leadership, open communication, competitive remuneration and benefits, chances for
professional development, and a dedication to establishing a good workplace. Regular
assessments, feedback channels, and employee engagement programs are critical for
recognizing and resolving concerns with employee satisfaction.

17
TASK UNDERTAKEN

When it comes to employee happiness, firms frequently undertake a variety of tasks and
projects to foster a healthy work environment, promote employee well-being, and increase
overall job satisfaction. Organizations commonly address employee happiness through the
following tasks:

Employee surveys:

Task: Conduct frequent employee satisfaction surveys to collect feedback on many elements
of the workplace, such as leadership, communication, compensation, and work-life balance.
Purpose: To better understand the precise factors that influence employee happiness and
suggest areas for improvement.

Communication Improvement:

Task: Improve communication channels inside the company to ensure transparency, clarity,
and accessibility.
Purpose: To address communication breakdowns that may lead to unhappiness, as well as to
keep employees up to date on organizational developments and changes.

Leadership Training:

Provide leadership training programs for managers to help them enhance their leadership
abilities, communicate more effectively, and cultivate a positive leadership style.
Purpose: To address leadership and management issues that may affect employee happiness.

Compensation & Benefits Review:

Task: Conduct frequent reviews of salary and benefit packages to ensure they are competitive
and in line with industry standards.
The goal is to address concerns about wages and benefits while also retaining top talent.

Workload and Stress Management Programs:

Implement initiatives to control workload and stress levels, including as workload

evaluations, stress management training, and mental health services.
Purpose: Promote employee well-being, reduce stress, and improve overall job satisfaction.

18
Objectives:

1. To study employee satisfaction on comfortable and its related concepts.

2. To study employee satisfaction at EXL services.

3. To identify and statically present Employee Satisfaction of employee of EXL Services.

4.To find and suggest recommendation on Employee Satisfaction at EXL Services.

19
 CHAPTER 4
RESEARCH METHODOLOG &
DATA ANALYSIS

20
 CHAPTER 4
RESEARCH METHODOLOG & DATA ANALYSIS

Research methodology refers to the systematic process of planning, developing, and carrying
out research. It describes the methods, procedures, and strategies that researchers employ to
acquire, analyse, and interpret data.

RESEARCH STUDY

“An analytical study on employee satisfaction”: A study of Selected employees in EXL ".

Introduction to Employee Satisfaction

The field of human resource management uses the wide phrase "employee satisfaction" to
characterise how happy or contented workers are with various aspects of their lives,
including their jobs, their work experiences, and the companies they work for. One
important indicator of an organization's overall health is employee satisfaction, which is
why many use surveys on a regular basis to gauge employee satisfaction and monitor
changes over time. A high degree of satisfaction suggests that workers are content with the
way their company handles them.

Employee engagement and satisfaction are not the same things, despite the fact that
engagement is one aspect that influences overall satisfaction and that the opposite is also
somewhat true. While retention depends on satisfaction, it does not always translate into
performance. In contrast, engagement—which reveals, among other things, an employee's
love for their work—is closely related to productivity. In a perfect world, material aspects
like pay and benefits would also contribute to employee satisfaction, as would intangible
components like engagement, recognition, and capable leadership.

An organisation may discover that it has a complacent workforce made up of materially

satisfied workers who are happy to do what is necessary to keep their jobs, or it may find
that it has a highly engaged workforce that is producing well while searching for new
opportunities at organisations more willing or able to meet their material needs.

21
The aim of employee satisfaction is to create a positive and fulfilling work environment
where employees feel content, engaged, and motivated. Organizations prioritize employee
satisfaction with the understanding that satisfied employees contribute positively to various
aspects of the workplace and overall organizational success. The primary aims of employee
satisfaction include:

1. Enhanced Productivity:

• Satisfied employees are more likely to be motivated and engaged in their work,
leading to increased productivity. When employees are content with their roles and work
environment, they are more likely to invest effort and energy into their tasks.

2. Improved Employee Retention:

• Organizations aim to retain their top talent by prioritizing employee satisfaction.

Satisfied employees are more likely to stay with the organization, reducing turnover and the
associated costs of recruitment and training.

3. Positive Organizational Culture:

• Employee satisfaction contributes to the development of a positive organizational

culture. Organizations aim to create an environment where employees feel valued, respected,
and aligned with the company's mission and values.

4. Increased Employee Engagement:

• Engaged employees are emotionally invested in their work and committed to

organizational goals. Employee satisfaction is a key driver of engagement, as satisfied
individuals are more likely to actively contribute to the success of the organization.

5. Attracting Top Talent:

• Organizations with a reputation for high employee satisfaction are more attractive to
potential candidates. A positive employer brand can serve as a competitive advantage in
attracting top talent in the recruitment process.

6. Positive Workplace Relationships:

• Satisfied employees are more likely to build positive relationships with colleagues
and superiors. A workplace where individuals are content tends to foster collaboration,
teamwork, and a supportive atmosphere.

22
7. Reduced Absenteeism and Burnout:

• Organizations aim to minimize absenteeism and burnout by creating a work

environment that prioritizes employee satisfaction. Satisfied employees are less likely to
experience high levels of stress and exhaustion, contributing to overall well-being.

8. Increased Innovation and Creativity:

• Employee satisfaction is linked to a positive mindset and a willingness to contribute

ideas. Organizations aim to foster a culture of innovation and creativity, and satisfied
employees are more likely to participate in problem-solving and idea generation.

9. Positive Impact on Customer Satisfaction:

• Satisfied employees often provide better customer service. A positive employee

experience translates into positive interactions with clients and customers, leading to
increased customer satisfaction and loyalty.

10. Enhanced Employee Well-being:

• Organizations recognize the importance of employee well-being for both ethical and
practical reasons. Prioritizing employee satisfaction contributes to the overall mental,
physical, and emotional well-being of the workforce.

By aiming to enhance employee satisfaction, organizations create a workplace where

individuals thrive, contribute meaningfully, and are invested in the long-term success of the
company. This approach not only benefits employees individually but also contribute to the
organization's overall performance and competitiveness in the market.

Research Design
My plan for the study is to collect the data on the Employee Satisfaction at EXL so that I can
study on the same.
My research design is based on quantitative basis. I created a goggle form and circulated it all
over the employees of my company and collected the data from them on this topic.
As much I have collected the data, I can see most of the responses are positive and some
points need to be worked on.

23
Sampling
The samples were taken from the Employees of the company as they are the one experiences
that thing in the organisation.
The Goggle form was circulated and random responses were collected through it.
My target was to collect 40 responses from the employees. (sample size-40)

Data Collection Methods:

Previously to collect the data we use to use paper and which use to be circulated and opinions
on that were taken from the targeted audience. But today that has become that way easier by
the help of goggle form.

There are various ways of collecting Data that includes Primary Data, Secondary Data,
Goggle form etc. I used Goggle form to collect the data as it saves times and also save use of
paper.

Data collection was done through goggle form and the opinions from the employee was taken
that are been presented in the form of Pie Chart below.

PRIMARY DATA:
Primary data are the original data obtained through the research efforts. Primary data was
collected from EXL employees and senior executives via a standardized way.

SECONDARY DATA:
Secondary data is derived from your primary data. refers to information that has been
collected, processed, and published by someone else for a purpose other than your current
research or project. Secondary data was collected from published and unpublished literature
on the issue, including books, journals, newspapers, research articles, websites, and
magazines.
In total, two ways were used to acquire data and information for this investigation. The
technique used was to provide extensive coverage of the business while also ensuring an in-
depth viewpoint on the study. The initial phase involves distributing the numerous
questionnaires to the appropriate personnel inside the organization, based on department and
24
designation. The second step was the collecting of data from documents and manuals, which
offered the details of HR matters, training and its programs, and essential organizational
information important to the study.
In this study, both primary and secondary data were employed.

• Scope and coverage of the research study:

Conducted at EXL. The research study focused on employee satisfaction at EXL. It also
measures and evaluates effective performance based on employee awareness, expectations,
and satisfaction or discontent as a result of various types of incentives and employee morale
provided by EXL's performance management system.

• Significance of the Research Study:

This research study focused on employee happiness inside EXL, which helped to determine
employee satisfaction levels. It has raised awareness of employee satisfaction as a means of
improving effective performance, as well as the many EXL criteria. This research study also
supports EXL in establishing employee satisfaction measures to improve the working
environment.

LIMITATIONS OF THE RESEARCH STUDY:

• The researcher used statistical tools specific to the study, resulting in limited
generalizability.
• Employees were hesitant to provide accurate information.
• The investigator focused on only a few aspects of employee happiness.
• The researcher picked a small sample size.
• Collecting responses during a research project involves a restricted time factor.
• Inaccurate responses may occur due to differences in collaboration and involvement among
EXL personnel across departments.

Basic terms for current research study:

 Job Satisfaction: -

25
 Contentment with job-related activities and obligations.
The extent to which the employment matches an employee's talents, interests, and
values.

 Work Environment:
Employees have positive feelings about their physical workspace, including layout,
cleanliness, and facilities.
Positive and supportive social relations among coworkers and team members.

 Communication:
Open and effective communication channels throughout the organization.
Feeling heard and valued for your opinions and feedback.

 Recognition and Rewards:

Showing appreciation for employees' contributions and achievements.
Appropriate and transparent reward systems, including as salaries, bonuses, and other
incentives.

 Training and Development:

Provides opportunities for professional development and skill enhancement.
Access to training programs to improve job-related knowledge and skills.

 Leadership and Management:

Belief in organizational leadership and management methods.
Trust leaders and managers' decision-making ability.

 Work-Life Balance:
Maintaining a balance between work and personal life.
Policies and practices that promote a positive work-life balance.

 Compensation and Benefits:

Employee satisfaction with wage and benefits packages.
The distribution of wages and benefits was perceived to be fair.

26
  Employee Engagement:
Active and enthusiastic involvement in work and organizational goals.
An emotional connection to the organization and its objective.

 Opportunities for promotion:

Perceived opportunities for career growth and promotion within the organization.
Clear paths for professional growth and advancement.

 Job Security:
Assurance of job stability and security.
Believe in the organization's dedication to employee well-being.

 Organizational Culture:
Ensures alignment with organizational values and culture.
A sense of belonging and common purpose inside the organizational culture.

Employee satisfaction is important for a variety of reasons. Employees that are satisfied with
their jobs are more likely to be productive, innovative, and loyal to their employers. They are
also likely to improve the general working atmosphere by encouraging collaboration and
engagement. Employee happiness is frequently measured by organizations using surveys,
feedback sessions, and other evaluation methods to discover areas for improvement and
improve employees' overall work experiences.

27
 CHAPTER 5
RELEVANT ACTIVITY, CHARTS,
TABLES, GRAPGHS, DIAGRAMS,
AV MATERIALS ETC

28
 CHAPTER 5
RELEVANT ACTIVITY, CHARTS, TABLES, GRAPGHS, DIAGRAMS,
AV MATERIALS ETC

Section A: General Profile of Respondents

Questionaries are farmed in such a way that the answers reflect the ideas and thoughts of
the respondents with regards to the level of the satisfaction of various factors of the job
satisfaction.
Gender:
Options No. of Respondents Percentage
Male 20 50%
Female 11 27.5%
Prefer not to say 9 22.5%

Prefer not to say; 4; 8%

Male; 25; 50%

Female; 21; 42%

Male Female Prefer not to say

29
Interpretation: 50% employees are male and 42% of employee are females in the
Organization. Which shows that even today there are no equal number of male and female
employee at the work place.

Age Group Between:

Options No. of Respondents Percentage
21-30 11 27%
31-40 19 47%
41-50 5 13%
50 or more 5 13%

13%
28%
13%

48%

21-30 31-40 41-50 50 or more

Interpretation: The table shows that the largest number of respondents were in the 31-40
age group, with 48% of respondents. The 21-30 age group was the second-largest, with 36%
of respondents. The 41-50 age group made up 10% of respondents, and the 50+ age group
made up 6% of respondents.

30
Job Experience:
Options No. of Respondents Percentage
Less than 1 year 10 20%
2-4 years 19 38%
5-7 years 14 28%
More than 7 years 7 14%

More than 7 years; 7;

Less
14%than 1 year; 10;
20%

Less than 1 year

5-7 years; 14; 28% 2-4 years
5-7 years
More than 7 years

2-4 years; 19; 38%

Interpretation: The table shows that the largest percentage of respondents were aged 2-4
years, with 38% of respondents. The 5-7 age group was the second-largest, with 28% of
respondents. The Less than 1 year and More than 7 years age groups made up 20% and 14%
of respondents, respectively.
31
Q.1 On a scale of 1 to 5, how satisfied are you with your current job?

Options No. of Respondents Percentage

Very Dissatisfied 30 75
Dissatisfied 1 2.5
Neutral 0 0
Satisfied 9 22.5
Very Satisfied 0 0

Satisfied
23%
Dissatisfied
3%

Very Dissatisfied
75%

Very Dissatisfied Dissatisfied Neutral

Satisfied Very Satisfied

32
Interpretation: Most of the employees are satisfied with their current job as 13.5% of
people can be seen Very Satisfied and 13.5% can be seen dissatisfied with their work.

Q.2 How would you rate the effectiveness of communication within the
company?

Options No. of Respondents Percentage

Ineffective 3 7%
Neutral 7 18%
Effective 20 50%
Very Effective 10 25%

Ineffective
8%
Very Effective
25% Neutral
18%

Effective
50%

Ineffective Neutral Effective Very Effective

33
Interpretation: As per about data it can bee seen that the company has effective
communication with the employees at the work place. Whereas 10.8 employees feels that
company don’t have effective communication with them.

Q.3 How often do you receive recognition for your work?

Options No. of Respondents Percentage

Rarely or never 5 12.5%
Occasionally 12 30%
Monthly 14 35%
Weekly 4 10%
Daily 5 12.5%

Daily; 5; 13% Rarely or never; 5; 13% Rarely or never

Occasionally
Weekly; 4;
10% Monthly
Weekly
Daily

Occasionally;
12; 30%

Monthly; 14;
35%

34
Interpretation: It can be seen from the above data that the employee recognition is done
mostly on the monthly basis or occasionally and not weekly or daily basis.

Q.4 How would you rate your current work-life balance?

Options No. of Respondents Percentage

Poor 3 7.5%
Fair 6 15%
Good 14 35%
Very Good 14 35%
Excellent 3 7.5%

8% 8%
15%
Poor
35% Fair
Good
Very Good
35% Excellent

35
Interpretation: Employee are able to balance their work life and personal life at the same
time. In the initial time of the job, it can be seen people struggling with their job and personal
life. But with time they get hand on it.

Q.5 Are you satisfied with the opportunities for career development in the
company?

Options No. of Respondents Percentage

Very Dissatisfied 1 2%
Dissatisfied 5 12%
Neutral 16 40%
Satisfied 13 33%
Very Satisfied 5 13%

13% 3%
13%

Very Dissatisfied
Dissatisfied
33% Neutral
40% Satisfied
Very Satisfied

36
Interpretation: Many employees agree that EXL provides career growth and they can see
them self-growing in the company. Whereas 13.5% disagree for the same.

Q.6 How satisfied are you with the training and development programs
provided by the company?

Options No. of Respondents Percentage

Very satisfied 18 45%
Extremely Satisfied 4 10%
Moderately satisfied 11 27%
Slightly satisfied 5 13%
Not satisfied at all 2 5%

37
 5%
13%

45% Very satisfied

Extremely Satisfied
28% Moderately satisfied
Slightly satisfied
Not satisfied at all
10%

Interpretation:
Based on the image you sent, 4% of respondents (20 people) said they were satisfied with the
training and development programs provided by the company. 27.5% of respondents (11
people) were neutral, and 25% of respondents (10 people) were dissatisfied.

Q.7 How secure do you feel in your current position?

Options No. of Respondents Graph Values

Very Secure 10 26
Secure 12 31
Neutral 13 33
Insecure 5 10
Very insecure 0 00

38
 5; 13%
10; 25%

13; 33%

12; 30%

Very Secure Secure Neutral Insecure

Interpretation: It seems like job security is a concern for some people. The table shows
that 25% of respondents felt very secure, 30% felt secure, 32.5% felt neutral, and 10% felt
insecure.

Q.8 How would you rate the level of collaboration within your team?

Options No. of Respondents Percentage

Very high 6 15%
High 21 30%
Moderate 10 25%
Low 2 5%
Very low 1 3%

39
 Very low
Low 3%
6%
Very high
19%

Moderate
32%

High
39%

Interpretation:
It seems like the level of collaboration within your team is moderate. 30% of respondents
said that the level of collaboration is high, while 25% said it is moderate. 15% said it is very
high and 10% said it is low. Only 2.5% said that the level of collaboration is very low.

Q.9 How satisfied are you with the flexibility in your work schedule?

Options No. of Respondents Percentage

Very Dissatisfied 1 2%
Dissatisfied 5 12%
Neutral 11 28%
Satisfied 19 48%
Very Satisfied 4 10%

40
 Very Satisfied Very Dissatisfied
10% 3% Dissatisfied
13%

Neutral
28%

Satisfied
48%

Very Dissatisfied Dissatisfied Neutral

Satisfied Very Satisfied

Interpretation:

25% of respondents said they are "Very Dissatisfied".12.50% of respondents said they are
"Dissatisfied".27.50% of respondents said they are "Neutral".47.50% of respondents said
they are "Satisfied".10% of respondents said they are "Very Satisfied".

Q.10 How well does the company's culture align with your values?

Options No. of Respondents Percentage

Not Aligned at All 1 2%
Slightly Aligned 4 10%
Moderately Aligned 12 30%
Very Aligned 16 40%
Extremely Aligned 7 18%

41
 Ex- Not Aligned at All
tremely 3% Slightly
Aligned Aligned
18% 10%

Moderately Aligned
30%

Very Aligned
40%

Not Aligned at All Slightly Aligned Moderately Aligned

Very Aligned Extremely Aligned

Interpretation: 2% of respondents said they are "Not Aligned at All". 10% of respondents
said they are "Slightly Aligned". 30% of respondents said they are "Moderately Aligned".
40% of respondents said they are "Very Aligned". 18% of respondents said they are
"Extremely Aligned".

Q.11 How would you rate the overall work environment in your organization?

Options No. of Respondents Percentage

Good 20 50
Average 10 25
Excellent 7 17.5
Poor 3 7.5

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 Poor
8%

Excellent
18%

Good
50%

Average
25%

Good Average Excellent Poor

Interpretation: 50% of respondents (20 people) said their job satisfaction was
"Good".25% of respondents (10 people) said their job satisfaction was "Average". 17.5%
of respondents (7 people) said their job satisfaction was "Excellent".7.5% of respondents
(3 people) said their job satisfaction was "Poor".

Q.12 How satisfied are you with the support and guidance from your
immediate supervisor?

Options No. of Respondents Percentage

Very Dissatisfied 0 0
Dissatisfied 4 10
Neutral 11 27.5
Satisfied 15 37.5
43
 Very Satisfied 10 25

Very Dissatisfied
Satis- 10%
fied
25%

Neutral
28%

Satisfied
38%

Very Dissatisfied Dissatisfied Neutral

Satisfied Very Satisfied

Interpretation:

10 people (25%) responded that they were very satisfied.15 people (37.5%) responded
that they were satisfied. 11 people (27.5%) responded that they were neutral. 4 people
(10%) responded that they were dissatisfied. 0 people (0%) responded that they were very
dissatisfied.

44
 CHAPTER 6
LEARNING OF THE STUDENT
THROUGH THE PROJECT

CHAPTER 6
LEARNING OF THE STUDENT THROUGH THE PROJECT

Acquiring knowledge from employee satisfaction involves comprehending the elements that
go into creating a happy workplace. Organizations may improve workplace culture,
productivity, and overall performance by making informed decisions based on their
understanding of the factors that affect employee satisfaction. The following are important
takeaways from employee satisfaction

45
 Identifying Strengths and Weaknesses
Assessing employee satisfaction helps identify the strengths and weaknesses of the
current work environment. Recognizing areas of success allows organizations to
reinforce positive practices. Identifying weaknesses provides opportunities for
improvement and intervention.

 Understanding Employee Needs

Employee satisfaction surveys and feedback mechanisms reveal the specific needs
and preferences of the workforce. Understanding these needs enables organizations to
tailor benefits, policies, and programs to better meet employee expectations.

 Enhancing Communication Strategies

Positive employee satisfaction often correlates with effective communication
channels. Organizations can learn to improve transparency, feedback mechanisms,
and overall communication strategies to foster a more engaged and informed
workforce.

 Prioritizing Work-Life Balance

Learning from employee satisfaction emphasizes the importance of work-life balance.
Organizations can implement policies and practices that support a healthier balance,
such as flexible working hours, remote work options, and encouraging the use of
vacation time.
 Valuing Employee Contributions
Recognizing and valuing employee contributions is a significant driver of satisfaction.
Organizations can learn to implement regular recognition programs, acknowledge
achievements, and create a culture that appreciates the efforts of individuals and
teams.

 Investing in Professional Development

Employees often express higher satisfaction when provided with opportunities for
growth and development. Organizations can prioritize training, mentorship programs,
and career advancement to enhance employee satisfaction and skill sets.

46
  Promoting Inclusivity and Diversity
Employee satisfaction surveys can shed light on the inclusivity and diversity of the
workplace. Organizations can learn to create a more inclusive environment by
addressing issues related to diversity and fostering a culture of respect and
acceptance.

 Adapting to Changing Needs

Workplace dynamics and employee expectations evolve over time. Organizations
must continually adapt their strategies based on ongoing feedback and changing needs
to maintain high levels of satisfaction.

 Cultivating a Positive Work Environment

Positive workplace culture significantly impacts employee satisfaction. Organizations
can learn to create a positive work environment by promoting collaboration, trust, and
a sense of community.

 Monitoring and Continuous Improvement

Learning from employee satisfaction is an ongoing process. Regularly monitoring and
analysing employee feedback allows organizations to make continuous improvements
and adjustments to maintain and enhance satisfaction levels

Organizations that actively learn from employee happiness may create a workplace that not
only attracts top talent but also retains and engages employees for long-term success. Regular
feedback loops and a commitment to resolving identified areas for improvement help to
foster a positive company culture and achieve overall success.

All these suggestions important to tailor specific organizational culture and the needs of
the employees. Regularly assess employee satisfaction and adjust the strategies
accordingly.

If all these recommendations are put in place by organization, this

has a great capacity to turn around the fortunes of these corporation.

Findings

47
 1. It was found that there is less communication between employer and
employees due to which employees are not clear with benefits facility.

2. It was found that there is need for improvement in working condition of the
organization as many of the employees were not satisfied with it.

3. Company has a time-to-time conversation with the employees regarding different

things.

4. As there are various different teams at EXL company where they have variety of tasks
and work to accomplish. Company appreciates people upon their performance.

5. The collaboration within the team is pretty good and to promote this thing to more
extent team lunch are done outing is done in order to know more about each other and
to collaborate with each other in EXL.

6. At EXL company it can be seen that the companies value and people there respect
each other culture and understand each other. Employee rarely or equal to no faces the
discrimination in the company.

7. Many employees are satisfied with the current job destination that they are owning
and also find that they can grow much more at the company as there are many
opportunities present.
8. The training at the company is pretty good still employee faces some issues when
they have to actually come on the floor to work after the training as the whole process
is new and they have to actually perform it on the floor.

Suggestion

HR professionals of the organization should apply strategic & integrative

approach to Employee Satisfaction.

48
HR professionals should communicate well and involve the employees. This will create a
climate in which a continuing dialogue between managers & members of their teams takes
place to define expectations and share information, mission, values and objectives.

After performance reviews, the employees should be rewarded with

incentives that will be commensurate with their efforts. This will a long way
in boosting the morale of the employees.

1. Open Communication:

o Foster open and transparent communication channels.

o Encourage feedback and suggestions.
o Hold regular team meetings to discuss goals, progress, and address concerns.

2. Recognition and Rewards:

o Recognize and reward employees for their hard work and achievements.
o Implement an employee recognition program.
o Offer competitive salaries and benefits.

3. Work-Life Balance:

o Promote a healthy work-life balance.

o Provide flexible working hours or remote work options.
o Encourage employees to take breaks and use their vacation time.

4. Professional Development:

o Invest in training and development opportunities.

o Support employees' career growth and provide advancement paths.

49
 o Offer mentorship programs.

5. Team Building Activities:

o Organize team-building events and activities.

o Foster a sense of community within the workplace.
o Celebrate achievements and milestones together.

6. Clear Expectations:

o Set clear expectations for roles and responsibilities.

o Provide regular performance feedback.
o Ensure employees understand how their work contributes to the overall goals of the
organization.

7. Work Environment:

o Ensure a comfortable and well-equipped workspace.

o Consider flexible seating arrangements.
o Solicit input on the office environment and make improvements accordingly.

8. Recognition of Personal Achievements:

o Acknowledge personal milestones, such as birthdays and work anniversaries.

o Provide support during challenging times, such as illness or family emergencies.

Conclusion

In conclusion, prioritizing employee satisfaction is not just a matter of altruism; it is a

strategic investment that yields positive results for both individuals and the organization as a
whole. A content and engaged workforce contribute to increased productivity, innovation,
and overall success. By implementing a comprehensive approach that encompasses open

50
communication, recognition, work-life balance, professional development, and a positive
work environment, employers can create a culture that fosters employee satisfaction.

Continual assessment and adaptation of strategies are essential to address evolving needs and
challenges. Organizations that consistently prioritize employee satisfaction demonstrate a
commitment to their people, resulting in higher retention rates, improved morale, and a
competitive edge in attracting top talent. Ultimately, recognizing employees as valuable
assets and actively investing in their well-being not only enhances the workplace but also
contributes to the long-term success and sustainability of the organization.

Research remains a fascinating topic for both companies and researchers. The MBA summer
project at EXL was both challenging and informative, offering valuable professional
experience.

This was an excellent opportunity to learn about the many functions of the Human Resources
department of the organization. This initiative allowed for easy application of academic
concepts to practical problems.

During the process, it became clear how important employee satisfaction is for the
organization. This provided an opportunity to discover areas of employee dissatisfaction
inside the organization.

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 CHAPTER 7
CONTRIBUTION TO THE HOST
ORGANIZATION

CHAPTER 7
CONTRIBUTION TO THE HOST ORGANIZATION

52
I have contributed to the host organization is such a way where I have studied the existing
process of employee satisfaction and gave suggestions to implement the changes according to
the data gathered from employees during my 60 days of internship at EXL.
I have explained all the possible contribution or suggestions of mine which are explained
below-
In my last 60 days in EXL I came across many things in the organisation that were very new
such as working environment, employee interaction, the kind of work and tasks are assigned
to whom and based on what skills etc. I think these things are very important to look at while
being an HR in an organisation. Employee satisfaction is one of the very important aspects in
any organisation as the employees are the one who represents the company and serves the
company.

It is very important to look after all the aspects of the employees to satisfy them such as are
they facing any issues or is there anything they are expecting from the organisation, what are
their skills that they can use for their growth or the organisational growth and many more
things. After analysing this only the employees will be able to give a good amount of
production to the Organisation.

In my past few days at the organisation, I came across few of the opinions by conducting a
survey and having a conversation with the employees and the managers at EXL. I came
across the issues and the challenges faced by the employee and what are the policies for that
which contributes to resolve it. This helped me to analyse and understand the overall working
and the management of EXL.
Observing the overall culture and the working system in the organisation has helped me a lot
to understand and analyse the overall idea of an organisation. It has helped me a lot in
studying and understanding a Organisation that will help me in my future when I’ll work
actually.
Some of the aspects that I observed at the organisation that I would like to definitely mention
is as below-

I’ve observed that employee wants to see themselves growing and achieving something in an
organisation, they usually approach to such kind of organisation that helps an employee and
provides them with the multiple growth opportunities.

53
Additionally, I had a conversation with an EXL employee who mentioned that he had worked
for another company in the past, but that his experience there had been negative since, in his
view, the company's work culture was important to him, and he found that at EXL. Thus, I
believe that an employee is greatly impacted by the workplace culture.
I was able to extract all this details by conducting the survey in organisation by taking the
views of the employees on the experiences they are having in the organisation. I tried to
design my questionaries in a such way that it should include overall aspects from the
organisation and employee point of view.

I've identified that workers want to feel like they belong in the company, and this won't
happen until managers or human resources representatives don't take an interest into them
and the employee’s work. Many of the comments I heard from the employees about the
company and the managing staff was positive and good where as some were negative. The
positive comments include how at ease employees were with their managers and how
openly they discussed their issues, while some staff members felt excluded since they were
unable to speak or share with the managers. Therefore, having a one-on-one or casual talk is
equally crucial to ensure transparency.

In summary, employee satisfaction is not just a feel-good concept; but it also involves various
concepts such as engaging the employees and employers in the conversation where they
discuss and have a talk about what they are feeling good or what are three expectations as far
as considered the organisation from the organisation and all other aspects related to the
employee growth and even the organisation growth. As this will ultimately help the
organisation to grow in the future. Hence looking after the employee satisfaction in an
organisation is also one of the major tasks for the all over growth.

54
 CHAPTER 8
BIBLIOGRAPHY/ REFRENCES

55
 CHAPTER 8
BIBLIOGRAPHY/ REFRENCES

 www.atlassian.com/jira-software/project-mgmt
 https://www.exlservice.com/about-exl
 www.geektonight.com
 www.biginternships.com
 https://workspace.google.com/
 SHRM (Society for Human Resource Management) website
 Manager’s Guide to Employee Engagement.

Utilize academic databases like Google Scholar, JSTOR, and ProQuest to access
academics papers, theses, and dissertations on the topic of
Employee Satisfaction

The most helpful references were provided by Prof. Anjum Sayyed and by the
Managers of EXL. They really helped me to complete this project with the best possible
content and surveys.

56
CHATPER 9
ANNEXURE

57
 CHATPER 9
ANNEXURE

Questionnaire

Section A: General Profile of Respondents

Gender
o Male
o Female
o Prefer not to say

Age Group Between

o 21-30
o 31-40
o 41-50
o 50 or more

Job Experience
o Less than 1 year
o 2-4 years
o 5-7 years
o More than 7 years

Q.1 On a scale of 1 to 5, how satisfied are you with your current job?
1 (Very Dissatisfied)
2 (Dissatisfied)
3 (Neutral)
4 (Satisfied)
5 (Very Satisfied)
Communication:

Q.2 How would you rate the effectiveness of communication within the company?
A. Very Ineffective
B. Ineffective
C. Neutral
D. Effective
E. Very Effective

58
Recognition and Appreciation:

Q.3 How often do you receive recognition for your work?

A. Rarely or Never
B. Occasionally
C. Monthly
D. Weekly
E. Daily
Work-Life Balance:

Q 4 How would you rate your current work-life balance?

A. Poor
B. Fair
C. Good
D. Very Good
E. Excellent
Career Development:

Q 5 Are you satisfied with the opportunities for career development in the company?
A. Very Dissatisfied
B. Dissatisfied
C. Neutral
D. Satisfied
E. Very Satisfied
Training and Development:

Q 6 How satisfied are you with the training and development programs provided by the
company?
A. Not Satisfied at All
B. Slightly Satisfied
C. Moderately Satisfied
D. Very Satisfied
E. Extremely Satisfied
59
Job Security:

Q 7 How secure do you feel in your current position?

A. Very Insecure
B. Insecure
C. Neutral
D. Secure
E. Very Secure
Team Collaboration:

Q 8 How would you rate the level of collaboration within your team?
A. Very Low
B. Low
C. Moderate
D. High
E. Very High
Flexibility:

Q 9 How satisfied are you with the flexibility in your work schedule?
A. Very Dissatisfied
B. Dissatisfied
C. Neutral
D. Satisfied
E. Very Satisfied
Company Culture:

Q.10 How well does the company's culture align with your values?
A. Not Aligned at All
B. Slightly Aligned
C. Moderately Aligned
D. Very Aligned
E. Extremely Aligned

60
Q.11 How would you rate the overall work environment in your organization?

A. Excellent
B. Good
C. Average
D. Poor
E. Very poor

Q.12 How satisfied are you with the support and guidance from your
immediate supervisor?

A. Very Dissatisfied
B. Dissatisfied
C. Neutral
D. Satisfied
E. Very Satisfied

These multiple-choice questions provide a structured way to collect data on different aspects
of employee satisfaction. Participants can choose the option that best represents their opinion
or experience.

61