A

PROJECT REPORT
ON

A STUDY ON ASSET MANAGEMENT FOR VISATOR

REALITY PVT. LTD.

TO
SAVITRIBAI PHULE PUNE UNIVERSITY

IN PARTIAL FULFILLMENT OF TWO YEARS FULL TIME

COURSE MASTER IN BUSINESS ADMINISTRATION (MBA)
SUBMITTED BY

GAWADE SHRUTI NITIN

BATCH -2022-24

UNDER GUIDANCE OF

PROF. SMITA SONAWANE

SHRI BHAIRAVNATH SHIKSHAN PRASARAK M&AL’S

ADHALRAO PATIL INSTITUTE OF MANAGEMENT & RESARCH
MANCHAR PUNE 410503
 ACKNOWLEDGEMENT

I take this opportunity as privilege to express my deep scene of gratitude to

My Parents & Teacher for their continuous encouragement, Invaluable
guidance & help for complicating the present research work. They have
been a source of inspiration to me & I am indebted to them for initiation
me in this field of research.

I deeply intended to Dr.Vinod Sayankar sir my project guide without his

help completion of projection was highly impossible. I take is opportunity
as privilege to articulate my deep scene of gratefulness to Ms. Shruti Nitin
Gawade & their encouragement of valuable guidance is gratefully
acknowledged.

I would like to my family member & friend for their help & support lastly,
I convey my gratitude all those who directly or indirectly related to this
project & helped to me completed.

It is my proud privilege to record my indebtedness & gratitude to my

Project Guide, Dr. Vinod Sayankar sir, at Adhalrao Patil Institute of
Management & Research, Pune for providing me continuous support,
encouragement, understanding aided with suggestions & comment

SHRUTI NITIN GAWADE

MBA (FINANCE)
2022-24
 DECLARATION

I, the undersigned, hereby declare that the Project Report titled “A

Study on Asset Management for Visator Reality Pvt Ltd” written &
submitted by me to the University of Pune, in partial fulfillment of the
requirement for the award of Degree in Masters of Business
Administration under the guidance of our Dr. Vinod Sayankar sir is
original contribution towards my work & the conclusions drawn therein
are on the material collected by myself.

I have prepared this report independently & gathered all relevant

information personally. I have prepared this project report for the partial
complication of MBA for the year 2023-2025.

I also agree in my principal not to share the vital information with

any other person outside the organization & will not submit the project
report to any other university.

Shruti Nitin Gawade

MBA II (HR)

Place: Landewadi

Date:
 INDEX

Chapter Content Page No.

No.
1 Introduction

2 Objective

3 Scope

4 Company Profile

5 Research Methodology

6 Data Analysis & Interpretation

7 Findings

8 Suggestion

9 Conclusion

10 Limitation

11 Bibliography & Reference

12 Annexure
 CHAPTER 1
INTRODUCTION

“A STUDY ON ASSET MANAGEMENT FOR VISATOR REALITY PVT LTD”

Employee engagement is a key business driver for Organizational success. High levels of
engagement in domestic and Global firms promote retention of talent, foster customer loyalty and
improved organizational performance and profits. Adversely, low engagement will lead to weak
companies’ reputation, low quality of client services, shrinking profits, low productivity, safety issues,
and lost revenue from the organization.
In addition, engagement is influenced by many such as companies’ reputation, organizational
communication and managerial styles, and workplace culture to trust and respect, etc.
In nowadays workplace, people care more about the personal career Opportunities and work -life
balance when they are working .fostering a culture of engagement can help companies attract and retain
more talent with skills and competencies which are very necessary for company’s growth and
sustainability . in this case ,Human resource Department should design an effective training program to
help companies get to their goals .
However ,we should notice that happiness is not only measurement of employee
engagement .Actually , a happy employee might be happy doing nothing in the workplace .so employee
engagement is driving by other factors such as employee confidence ,career development for
growth ,and positive feedback form managers etc .
We should also pay attention to the design of engagement training program because it will
become a barrier if it an inappropriate way.
In a global environment ,the ability to attract ,engage ,develop and retain talent will become increasingly
importance from now on . Hence ,we should enhance the engagement training so that a good start of
employee engagement can be guaranteed by human resource department .
There are many employees’ engagement in the plastics sectors , often made worse by the nature
of the industry small companies with limited knowledge employee engagement .They range from basic
issue such as manual as handling ,slips and trips , and knife injuries ,thought to exposure to chemical
and fumes .a list of current guidance for the plastics industry can be seen below . SIMPL (safety in the
manufacture plastics and composites) is an initiative to help to improve the health and safety
performance within plastics and composites manufacturing thought a partnership of trade
association ,employers ,trade unions, equipment manufacturing ,training organization . united in
involved in SIMPL .
Manufacturer of the fully crystalline polymers intended to being superior physical properties of
the polymers. The company produces crystalline capable polymers which improved crystalline , enable
industrial to have a quality polymer as their raw material and use recycle polyethylene as our raw
material and become a fully circular company . In the Plastics industries manual handling is one of the
biggest cause of injuries it is not only the wight of the material being handle or transported but also the
size and nature of the product that can be the cause of accident and or resultant injuries . super polymers
are a company that focus on the development and manufacturing of advance polymers material .They
are known for creating high -performance polymers used in various application such as
construction ,coating ,electronic and medical devices .

MEANING :
Employee engagement is the emotional and professional connection employee feel toward their
organization ,colleagues and work . High engagement leads to increased job
satisfaction ,performance ,employee retention and reflects a positive overall employee experience .

IMPORTANCE
More than ever, employee engagement is a strategic business objective because engaged
employees lead to long-term employee retention, higher employee performance , improved quality of
work, and organizational success.
Employee engagement improves work culture, reduces turnover increases productivity creates
better work and customer relationships , impacts profitability. High employee engagement also makes
workers your best advocates.

The above mentioned is a key to success, which is believed by most of the top employers around
the world. If your employees are happy working in your company , then you can surely see the company
grow and prosper.

PURPOSE
The super polymers are a trusted and respected brand in the polymers industry for a reason . their
commitment to quality extensive product range ,top -notch customer service ,and dedication to
sustainability make them the ideal partner for any project .
To establish a procedure for conducting training to ensure awareness in the working areas to provide
special skills & awareness on the Quality management system & employee motivation .
QUALITY POLICY
Our aims at manufacture of injection plastics moulded for customer as per their specification &
requirement and enhance customer satisfaction . To achieve this, we are committed to establish &
maintain ISO 9001:2015 quality system, achieve the set quality objective &continually improve our
performance

Advantages of Employee Engagement

1. Motivates the individual :

The first and foremost advantage of employee participation is that it helps in motivating the employees.
This is because when the employees are said to participate in important meetings, they also feel special
and get encouraged for delivering good work soon. This motivation is one of the best employee
engagement benefits.

2. Expected output is good :

The performance of the employees gets affected in a positive manner. The employees start performing
better after getting motivated. Motivating employees is also very important because it helps in the
growth of employees as well as the organization.

3. Decision making becomes effective :

The outlook of the employees get broadens which helps in effective decision making. The decision-
making process is not everyone’s cup of tea but when the employees are exposed to the environment
where they get motivated for their participation, the decision making ultimately gets strong.
So, the employee participation of engagement of employees in the decision-making process becomes
strong and effective.

4. Creative work is delivered :

The more the participation, the more the work delivered is creative. The employees get a broader sense
of perspective which also helps in increasing the creativity of the employees. That creativity is seen in
the work though.
When a diverse group of employees will be there to participate in a discussion, it is obvious to get
creativity in the work as every person would give his or her own idea and that ultimately will distinguish
the work from others.

5. Increases their work capacity :

It is the motivational things that can help in increasing the capacity of working of the employees. The
employees tend to work more as they also become part of the policy making process. The more work
ultimately increases their capacity to work and is good for the company in fact.

Disadvantages of Employee engagement

1. The top policies are revealed :

Sometimes there are some policies which are not to be discussed by the company to the subordinates.
Some things are to be kept in secrecy so in such a case, it is not good to engage the subordinates into the
major discussions or say into the meetings or the workshops and so on.

2. Security is at greater risk :

Sharing valuable information with a high chunk of employees in an organization can term into greater
risk as the chances of getting information leaked is more. Not just this, it also wastes a lot of time and
money which is a big disadvantage for the company. Also, you never know which employee would
spread the word about the important information and this is how the information gets leaked which is
not good for the health of a company.

3. Liberalizing them :
The subordinates get enough freedom as they are somehow given freedom and authority like superior
only. So, freedom should be given as per the responsibility and the authority of the individual.
If the subordinates are given more freedom, there are chances that out of freedom they might not
perform well thinking they are now no longer subordinates as they share equal space like others in the
meetings and the seminars. So, for this reason too , it is important not to engage the employees during
the discussions.
4. Providing them training :
The subordinates are not always part of the meetings and the discussions, as at times it is difficult to
make them understand the concept on which the discussion is to be done. It is possible to make the
employees understand the concept one time but for every time it is not possible. So, for that the
subordinates need proper training and only then engaging them to the important discussions will be
fruitful.

5. Regular updates are to be given :

For the employees to be participative in the meetings and discussions, it is important for the board of
directors to let them know about the context. So, for this reason, it is important to provide updates to the
employees or they might act as a deadpan during the meetings.
CHAPTER 2
OBJECTIVES
  OBJECTIVES OF THE STUDY

 To study the overall engagement level of the employees in the organization.

 To study (compare) the employee engagement level at Avios positions.

 To compare the engagement level of employee based on their years ff experience 0-3 years 3-6 years,

6-9 years and more than 9 years.

 To identify and study the factors affecting the employee engagement system within the organization.

 To judge the relevant level of impact of each parameter on the engagement levels of the employees.
CHAPTER 3
SCOPE
SCOPE :

This Procedure covers all employee below MD level those are appointed for work affecting product

quality & required for achieving customer requirement.

1. To study about how the employees are engaged in the organization.

2. To study about the employee satisfaction level working in the Organization .

3. Further, the findings of the study will be useful for future research to use it as a reference and

secondary data.
CHAPTER 4
COMPANY
PROFILE

COMPANY PROFILE
Name of the organisation :- Super polymers .
Address Gate no -2036 ,Birda wadi Road , Zitraimala ,Chakan, pune . Pin Code
:- 410501
Phone No 9993300004
E-mail superpolymers@gmail.com
Establishment date 2012
Managing director Yogesh Bidkar & Rahul Naikwadi

Type of Department
HR department Quality Department
Finance Department PPC (Dispatch ) Department
Purchase & store Department Operation Department

ABOUT COMPANY
Manufacturer of plastic products and engineering plastic products

VISION

Our vision at Super Polymers Pvt. Ltd. is to lead the polymer industry with innovative, sustainable
solutions. We aspire to be the preferred choice for businesses seeking reliability, quality, and
environmental consciousness in polymer products. By continually pushing boundaries and fostering
lasting partnerships, we aim to shape a greener, more prosperous future for all."

MISSION
Our mission is to provide exceptional polymer solutions that enhance our customers' products and
processes. We are committed to delivering high-quality, sustainable solutions and exceeding customer
expectations through innovation, service excellence, and environmental responsibility. Our goal is to be
a trusted partner in our clients' success.
 CHAPTER 5
RESEARCH
METHODOLOGY
To carry out the study ,the information was collected through primary resource and secondary resource .

Data Collection

1. Primary Data :-
Is the information collected specifically for the purpose of the project .

Source of primary data :

 Questionnaire was the most common method of collecting the primary data .
 Telephonic conversation was also undertaken in some cases .

2. Secondary Data :
Is the data has already been collected by and readily available from other source .

Source of secondary data :

 Information was collected from internet , company’s reports, company’s brochure books and
magazines .

Sample size :
Form the universe sample size of 50 employee were selected for the purpose of study .

Limitation of the study :

 Lack of time was a major limitation and information varied form the time to time due to technical
advancement .
 The number of sample respondents restricted to this was very small due to lack of time and other
constraints.
 Some of the respondents would be reluctant to share information .
 The study conducted is limited to one organization only

 Period Of the Study:

A Study of Asset Management on Visator Reality Pvt. Ltd is made based on

information abstracted from the uses of Asset Management of the company for the
period of 1 year from the financial year 2022-2023. The research was done during the
period from 22nd July to late 22nd September 2022.

“The Project Is Quantitative & Descriptive in Nature”

Definition of engagement
Corporate leadership council defined employee engagement as “ The extent to which employee commit
to somethings or someone in their organization ,how hard they work and how long they stay as a result
of the commitment”.(2004)
An engaged employee is a person who is fully involved ,and enthusiastic about ,his or her work. A time
Rutledge (2005) explain the truly engaged employee in his book ,getting engaged .the new workplace
loyalty ,as attracted to, and inspired by ,their work (“ I want to do this”) ,committed (“I am dedicated to
the success of what I am doing”) , and fascinated (“ I love what I am doing”) .

Levels Of Employee Engagement

1. Twelve items crossing several survey constructs have been selected to access the level of
engagement among individual employees. For this organization. 32% of employees are Highly
Engaged. 34% are Engaged. 31% are Moderately Engaged. And 3% are Disengaged.

2. 2. Highly engaged employees are willing to go above and beyond in their employment . Engaged
employees are more present in the workplace and show an effort to help out. Moderately
engaged employees are physically present, but put minimal effort towards accomplishing the job.
Disengaged employee are disinterested in their jobs and may be actively working against their
coworkers .

3. For comparison purposes ,according to nationwide polling data, about 30% of employee are
highly engaged ,50% are moderately engaged ,and 20% are disengaged .while these number may
seem intimidating ,,they offer a starting point for discussions on how to further engaged
employee .focus on building trust, encouraging the expression of ideas ,and proving employee
with the resources ,guidance and training they need to do their best work .
 CHAPTER 6
DATA ANALYSIS
AND
INTERPRETATION
 LIST OF GRAPHS / CHARTS

Page
Graph No Title
No.

1 Graphical Representation of Employee Gender

2 Graphical Representation of Employee Age

Graphical Representation of Employee Working

3
Experience

4 Satisfaction on Welfare Activities

5 Response to Medical & Hospital Facilities

6 Health & Safety Training for Worker

7 Improve working performance at workplace

8 Drinking Water Facilities

9 Nutritious Food provided by the company

10 Working Hours of Company

11 Education and personal growth

12 Medical Insurance Facilities

13 Employees Turnover
Table No. 1
Graphical Representation of Employee Gender

Gende Respondent Percentage

r
Male 30 60%
Female 20 40%
Total 50 100%

Gender
Graph No.1

Male
40% Female

60%

Graph No 1

Interpretation
Based on the given data, it can be concluded that out of the total 50 respondents, 30 are
male and 20 are female. This indicates that most of the employees, with a percentage of 60%, are
male, while the remaining 40% are female. The data is presented in a graphical representation, which
indicates a significant gender imbalance within the workforce.
Table No. 2
Graphical Representation of Employee Age

45-
Age 18-24 25-34 35-44 Over 55
55
Responden
9 12 15 11 3
t
Total 18% 24% 30% 22% 6%

Age
15

12
11
9

18-24 25-34 35-44 45-55 Over 55

Respondent

Graph No.2

Interpretation

The survey shows that most respondents are in the 25-44 age range, with the 35-44 group being the
largest (30%). Younger respondents (18-24) make up 18%, and older respondents (Over 55) are the
least represented at just 6%. Overall, the survey has a higher representation of individuals aged 25-
44, while younger and older age groups are underrepresented.
 Table No. 3
Graphical Representation of Employee Working Experience

Experience 0-3 years 3-6 years 6-9 years More than 9 years
respondent 12 24 11 3
s
percentage 24% 48% 22% 6%

Experience

24

12
11

3
0-3 years 3-6 years 6-9 years More than 9 years

respondents

Graph no. 3

Interpretation
According to the data provided, we can interpret the working experience of the
employees in the following way:
The survey shows that most respondents have 3-6 years of experience (48%), followed
by 0-3 years (24%). Fewer respondents have 6-9 years (22%), and the smallest group has more than
9 years of experience (6%). This suggests the survey primarily represents individuals with moderate
experience.
Table No. 4
Employee engagement by Department

Data Percentage %
HR 45%
marketing 25%
finance 15%
Purchase and store 15%

Department

15% HR
marketing
finance
15% 45%
Purchase and store

25%

Graph No. 4

Interpretation
The survey indicates that most respondents are from HR, representing 45% of the total.
Marketing accounts for 25%, while both Finance and Purchase & Store each make up 15%. This
distribution shows that HR is the dominant field among the respondents, with marketing and finance
having a smaller share. The purchase and store category are equally represented with finance.
Table No. 5
What are the Factors Affecting Employee Engagement?

Opinion Percentage
Work-Life Balance 30%
Career Development 12%
Compensation & Benefits 23%
Employee Recognition 20%
Job Security 15%

Employee Engagement

Work-Life Balance
15%
Career Development
30%
Compensation & Benefits
Employee Recognition
20% Job Security

12%
23%

Graph No. 5

Interpretation:

The survey shows that Work-Life Balance is the most important factor for respondents, with 30%.
Compensation & Benefits follows closely at 23%, while Employee Recognition accounts for 20%. Job
Security is rated by 15%, and Career Development is the least important at 12%.
Table No. 6
Do the health and safety training provide by the company increases the morale of the
worker?

Health & Safety Training for Worker Yes No

No . of Employees 40 10
Percentage 80% 20%

Health and Safety Training

20%
Yes
No

Graph No. 6

80%

Interpretation
The morale of the workers is enhanced by the company's health and safety training.
According to the findings, 33% of employees are of the opinion that the company's training boosts
worker morale, while 22% are of the opinion that training does not improve worker morale.
Table No. 7
Satisfaction with Management

Responses Very Neutral Dissatisfied Total

Satisfied
No. of. employee 30 12 8 50
percentage 64% 22% 14% 100%

Welfare Facilities

30

12
8

Agree Disagree Cant' say

Graph No. 7

Interpretation:

The survey results show that 64% of employees are very satisfied, 22% are neutral, and 14% are
dissatisfied, out of a total of 50 employees. This indicates that the majority of employees have a
positive experience, with a small portion feeling indifferent or dissatisfied. The overall satisfaction
rate appears to be high, with a significant proportion of employees expressing contentment.
However, attention may be needed to address the concerns of the dissatisfied group.

Table No. 8

Engagement vs Compensation

Result High Salary Medium Salary Low Salary Satisfaction

Satisfaction Satisfaction
Respondent 20 22 8
Percentage 40% 44% 16%

Engagement vs Compensation

16%
High Salary Satisfaction
Medium Salary Satisfaction
40%
Low Salary Satisfaction

44%
 Graph No. 8

Interpretation
The results indicate that 40% of respondents are highly satisfied with their salary,
while 44% have medium satisfaction, and 16% express low satisfaction. The majority of employees
(78%) have at least moderate satisfaction with their salary, though there is still a notable proportion
who are dissatisfied or feel their salary could improve.

Table No. 9
Training & Development Opportunities

Result Very Satisfied Satisfied Neutral Dissatisfied

Responden 25 20 5 0
t

Training & Development

25

20

Very Satisfied Satisfied Neutral 0

Dissatisfied

Graph No. 9

Interpretation
 While 60% of employees are satisfied or very satisfied with training opportunities, 20% are
dissatisfied. This suggests there may be a gap in the availability or quality of professional
development resources. The company could invest in more targeted training programs,
mentorship, and leadership development to address this dissatisfaction and improve
engagement.

Table No. 10
How do you rate the working hours of the company?

Result Completely Moderately Neutral Moderately Completely

Satisfied Satisfied Dissatisfied Dissatisfied
Respondent 26 10 9 5 0

Working Hours

26

10 9
5
d l d 0d
fie fie
d ra fie fie
s s eut s s
ati a ti N ati ati
S
yS ss ss
el
y l Di Di
et te el
y
el
y
pl
e ra at et
Co
m od e r pl
M od m
M Co

Graph No. 10
Interpretation
The survey shows that 26 respondents are completely satisfied, 10 are moderately satisfied,
and 9 are neutral, while 5 are moderately dissatisfied. No respondents reported being completely
dissatisfied. Overall, most employees express satisfaction, with only a small group feeling
dissatisfied or indifferent.

Table No. 11
Does your organisation support you for your education & personal growth ?

Response Yes No No Comments Total

No. of . Response 36 4 10 50
Percentage 71% 7% 22% 100%

Educatuional & Personal Growth

22%
Yes

7% No
No Comments
71%

Graph No. 11
Interpretation
The personal development helps the employees to develop a range of skills that help to
improve their ability to perform their roles.
According to the data, 71% of the respondents indicated that their organization does support
them for their education and personal growth. However, 7% of the respondents stated that their
organization does not provide support in this area. Additionally, 22% of the respondents provided
comments, but no specific details were given to further analyse their responses. Overall, most of the
respondent’s report receiving support from their organization for their education and personal
growth.
Table No. 12
Employee Recognition and Engagement
Result Regular Occasionall Not
Recognized y Recognized
Recognized
Respondent 35 15 0
Percentage 70% 30% 0%

Employee Recognition & Engagement

Regular Recognized
30%
Occasionally Recognized
Not Recognized

70%

Graph No. 12

Interpretation
Employees who are regularly recognized for their work exhibit significantly higher
engagement than those who receive little or no recognition. This data highlights the importance of an
employee recognition program in boosting morale and engagement. The company should implement
or expand recognition initiatives to keep employees motivated.
Table No. 13

Do you think that adequate employee welfare facilities help to reduce employee
turnover?

Opinion Yes No No Comments

No. of . Response 33 14 3
Percentage 66% 28% 6%

Employee Turnover

6%
Yes
No
28%
No Comments

66%

Graph No. 13

Interpretation
The results show that 66% of respondents answered "Yes," 28% answered "No," and 6%
provided no comments. The majority of people are in Favor of the issue or question at hand, while a
smaller portion are not in agreement. The 6% who did not comment indicate a minor level of
uncertainty or indifference.
CHAPTER 7
FINDINGS
 Gender Distribution:
60% of respondents are male, and 40% are female, indicating a significant
gender imbalance in the workforce.

 Age Distribution:
Most respondents (30%) are in the 35-44 age range, with younger (18-24) and
older (55+) groups underrepresented.

 Experience Levels:
The majority (48%) of respondents have 3-6 years of experience, indicating a
workforce with moderate experience.

 Department Representation:
HR is the largest department (45%), followed by Marketing (25%), and
smaller shares for Finance and Purchase & Store (15% each).

 Workplace Priorities:
Work-Life Balance is the top priority (30%), followed by Compensation &
Benefits (23%), and Employee Recognition (20%).

 Morale & Training:

33% of employees believe that health and safety training enhance morale,
while 22% disagree.

 Overall Job Satisfaction:

64% of employees are very satisfied, 22% are neutral, and 14% are
dissatisfied, showing overall high satisfaction.

 Salary Satisfaction:
40% are highly satisfied with their salary, while 44% are moderately satisfied,
and 16% express low satisfaction.

 Training Satisfaction:
60% of employees are satisfied with training opportunities, but 20% are
dissatisfied, indicating room for improvement.

 Job Satisfaction with Training:

26 employees are completely satisfied, 10 moderately satisfied, 9 neutral, and
 5 moderately dissatisfied, with no one completely dissatisfied.

 Personal Development Support:

71% of employees feel supported by their organization for personal
development, while 7% do not.

 Recognition Impact:
Employees who are regularly recognized show higher engagement, highlighting
the need for an employee recognition program.

 Survey Response:
66% of respondents answered "Yes," 28% answered "No," and 6% provided no
comments, showing general support for the issue.
 CHAPTER 8
SUGGESTION
Suggestions

 Gender Distribution:

Implement targeted recruitment strategies, mentorship programs, and initiatives that

promote gender diversity and equal opportunities for career advancement to address the gender
imbalance.

 Age Distribution:

Focus on attracting younger (18-24) and older (55+) employees through flexible work
options, internships for younger talent, and part-time or consulting roles for older workers to create a
more balanced age distribution.

 Experience Levels:

Offer leadership development programs and mentorship opportunities to employees

with 3-6 years of experience to help them advance into senior roles, strengthening the organization's
talent pipeline.

 Department Representation:

Foster cross-department collaboration by developing initiatives that involve

employees from different departments (HR, Marketing, Finance, etc.) to ensure diverse
representation in company projects.

 Workplace Priorities: Enhance

Work-Life Balance through flexible scheduling, remote work options, and wellness
programs. Also, revisit Compensation & Benefits and Recognition programs to better align with
employee priorities.

 Morale & Training:

Improve health and safety training by making it more engaging and aligned with
employees' daily tasks. Gather feedback to assess training effectiveness and address concerns.

 Overall, Job Satisfaction:

Address dissatisfaction among the 14% of employees by conducting feedback

sessions to identify pain points and offering solutions, such as improved work conditions or career
development opportunities.

 Salary Satisfaction:

Conduct salary reviews to ensure compensation is competitive and transparent. Offer

non-monetary benefits like bonuses, profit-sharing, or wellness programs to enhance salary
satisfaction.

 Training Satisfaction:

Evaluate the reasons behind the 20% dissatisfaction with training opportunities and
improve the quality, relevance, and accessibility of training programs based on employee feedback.

 Job Satisfaction with Training:

Regularly assess employee satisfaction with training programs and seek feedback
from those dissatisfied to ensure continuous improvement in training delivery.

 Personal Development Support:

Continue offering education and career growth opportunities while addressing

concerns from the 7% who feel unsupported by identifying and overcoming any barriers
they face.

 Recognition Impact:

Strengthen the employee recognition program by making it more frequent, varied,

and personalized to enhance employee motivation, engagement, and morale.

 Survey Response:

Engage the 28% who answered "No" and the 6% who provided no comments in
follow-up discussions or focus groups to understand their concerns and improve
engagement on future surveys or initiatives.
 CHAPTER 9
CONCLUSION
Conclusion:

1. Gender Distribution:

To address the gender imbalance, it’s crucial to implement strategies that promote
gender diversity through targeted recruitment and mentorship programs, ensuring equal
opportunities for career growth.

2. Age Distribution:

Creating a more balanced age distribution requires attracting younger and older
employees through flexible work arrangements, internships for young talent, and part-time
opportunities for older workers.

3. Experience Levels:

By offering leadership development programs and mentorship to employees with 3-6

years of experience, the organization can build a strong talent pipeline and prepare them for
senior roles.

4. Department Representation:

Encouraging cross-departmental collaboration will ensure diverse perspectives are

represented in projects, making the workforce more integrated and fostering teamwork across
different areas of the business.

5. Workplace Priorities:

Improving Work-Life Balance, Compensation & Benefits, and Recognition programs

will align with employee priorities, helping retain talent and ensuring overall employee
satisfaction.

6. Morale & Training:

Enhancing health and safety training by making it more relevant and engaging will
improve employee morale. Regular feedback and updates to training programs can ensure
continued relevance and effectiveness.

7. Overall Job Satisfaction:

Addressing dissatisfaction among the 14% of employees through targeted feedback

sessions will help identify key issues and improve overall job satisfaction and retention.

8. Salary Satisfaction:

Competitive salary reviews, along with non-monetary benefits like bonuses or profit-
 sharing, will help improve salary satisfaction and ensure employees feel valued for their
work.

9. Training Satisfaction:

Improving the quality and accessibility of training programs based on employee

feedback will address dissatisfaction, ensuring employees feel supported in their professional
development.

10. Job Satisfaction with Training:

Ongoing assessments of training satisfaction and adjustments based on feedback will

ensure training programs continuously meet employee needs and contribute to high job
satisfaction.

11. Personal Development Support:

Strengthening support for personal development, particularly for the 7% who feel
unsupported, will help employees grow in their careers and feel more engaged with the
company.

12. Recognition Impact:

Enhancing employee recognition through frequent, varied, and personalized

acknowledgment of achievements will increase employee engagement and foster a positive
work culture.

13. Survey Response:

Engaging with the 28% who responded "No" and the 6% who provided no comments
will uncover valuable insights for future improvements, fostering a culture of open
communication and continuous feedback.
CHAPTER 10
LIMITATION
Limitations:

 The study does not cover the entire work for as sample size is 50.

 The study is based on a particular class of employees i.e., Officer, clerk worker, etc.

 The result depends on the answer received from respondent which may be biased.
 CHAPTER 11
BIBLIOGRAPHY &
REFERENCES
Reference Books

Sr.N Name of books Author Publication Edition

o
1 Human Resource Management K.Ashwathappa McGraw Hill 8
(Text & Case) Education
2 Human Resource Management Deepak Kumar Oxford 3
Bhattacharyya
3 Human Resource Management P G Aquinas Vikas Book
(Principle & Principle) House

Websites:
www.wikipedia.com
www.shelarengitech.com
CHAPTER 12
ANNEXURE
 ANNEXURE

1. What is your Gender?

a Male b. Female

2. What is your Age?

a. 18-24 years old b. 25-34 years old c. 35-44 years old

d. 45-55 years old e. over 55 years old

3. Since how many years you have been working with the organisation?

a. 0-2 years b. 3-5 years

c. 6- 8 years d. More than 8 years

4. Are you satisfied with the welfare activities conducted by the company?
a. Yes b. No

5. What is your opinion about the company’s medical and hospital facilities?
a. Excellent b. Good

c. Average d. Poor

6. Do the health and safety training provide by the company increases the morale of the
worker?

a. Yes b. No

7. Do you agree the welfare facilities help to improve working performance at workplace?

a. Agree b. Disagree c. Can’t say

8. Are you satisfied with drinking water facilities provided in Shelar Engitech Pvt Ltd.
 a. Completely Satisfied b. Moderately Dissatisfied c. Neutral

d. Moderately Dissatisfied e. Moderately Satisfied

9. Are you satisfied with Nutritious Food provided by the company?

a. Highly Nutritious b. Nutritious

c. Somewhat Nutritious d. Least Nutritious

10. How do you rate the working hours of the company?

a. Completely Satisfied b. Moderately Dissatisfied c. Neutral

d. Moderately Dissatisfied e. Moderately Satisfied

11. Does your organisation support you for your education & personal growth ?

a. Yes b. No c. No comments

12. How do you feel about medical insurance facilities provided by the organisation?

a. Completely Satisfied b. Moderately Dissatisfied c. Neutral

d. Moderately Dissatisfied e. Moderately Satisfied

13. Do you think that adequate employee welfare facilities help to reduce employee turnover?
a. Yes b. No c. No comments