PROJECT DISSERTATION REPORT

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Relationship between Employee Satisfaction and

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i Employee Loyalty in India i i i

Submitted By i

Shweta Karna i

2K18/MBA/117

Under the Guidance of

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Dr. Shikha N Khera

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DELHI SCHOOL OF MANAGEMENT

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Delhi iTechnological iUniversity

Bhawana iRoad iDelhi i110042

May i2020
 CERTIFICATE
This iis ito icertify ithat ithe iProject iReport ititled i“Relationship ibetween iEmployee
i Satisfaction iand iEmployee iLoyalty iin iIndia” iis ian ioriginal iand ibonafide iwork icarried iout
i but iMs. iShweta iKarna iof iMBA i2018-19 ibatch iand iwas isubmitted ito iDelhi iSchool iof
i Management, iDelhi iTechnological iUniversity, iBhawana iRoad, iDelhi-110042 iin ipartial
i satisfaction iof ithe ineed ifor ithe irespect iof ithe iDegree iof iMasters iin iBusiness
i Administration.

Signature iof iGuide i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i iSignature iof iHead iof iDepartment i(DSM)

(Dr. iShikha iN ikhera) i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i I (Prof. iRajan iYadav)

Place: iDelhi

Date:

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 DECLARATION
I, iShweta iKarna, iunderstudy iof iMBA i2018-20 iof iDelhi iSchool iof iManagement, iDelhi
i Technological iUniversity, itherefore iproclaim ithat iProject iDissertation ireport ion
i "Relationship ibetween iEmployee iSatisfaction iand iEmployee iLoyalty iin iIndia" isubmitted
i in ipartial isatisfaction iof iDegree iof iMasters iof iBusiness iAdministration iis ithe ifirst iwork iled
i by ime. i

The idata iand iinformation igiven iin ithe ireport iis icredible ias ifar ias iI icould ipossibly iknow.
i This ireport iisn't ibeing isubmitted ito isome iother iUniversity ifor igrant iof iany iDegree,
i Diploma iand iFellowship.

(Shweta ikarna)

Place: iDelhi

Date:

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 ACKNOWLEDGEMENT
I iaccept ithis iopen idoor ito istretch iout imy iearnest igratitude ito iDelhi iSchool iManagement,
i DTU ifor ioffering ime ia ione iof ia ikind istage ito ipick iup ipresentation iand iaccumulate
i information iin ithe ifield iof iHuman iassets iManagement. i

I imight iwant ito istretch iout imy isincere iappreciation ito imy iProject iMentor iDr. iShikha iN
i khera ifor ihis idirection iand iimportant iproposals ion ifinishing ithe iventure iand imaking iit ian
i extraordinary ilearning iexperience ithrough isteady idirection, iconsolation iand ibacking. i

Last ihowever inot ithe ileast iI imight iwant ito ioffer imy isignificant ithanks ito ithe iresources iand
i the iunderstudies iof iDSM iwho icontributed iin itheir iown iparticular imanners iin ieffective
i finishing iof imy iundertaking.

Shweta iKarna

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 ABSTRACT
Retention iof iexceptionally italented iand isuffering iemployees iempower iimproving ithe
i dynamic ishowcase ithat ion ia ifundamental ilevel iadds ito ikeeping iup iits ireality iin ithe imarket
i and ihigh igrounds. iIn ithis iway, ione iof ithe ikey ibits iof iemployee iretention iis iimproving
i employee isatisfaction ifor isupporting ihigh idynamic ishows. iConsidering ithe iparts iimpacting
i employee isatisfaction iand itheir ithings iare ibasic ifor ikeeping ian ieye iout ifor ivarious iissues
i like idifferent ileveled inew iturn iof ievents, icorporate iframework iidentifying, icomplete
i execution iand idynamic ipower. iThis ipaper itargets ilooking iat ihow ithe iemployee isatisfaction
i has ian ieffect iemployee isupport. iThe iassessment iresults ishow ithat isatisfied iemployees iwill
i when iall iis isaid iin idone ibe iresolute iand icentered iaround ithe iaffiliation iand icontributed
i positively ion ithe ilegitimate inon-cash irelated idisplays. iNevertheless, ino irelationship iis
i exhibited ibetween iemployee imaintenance iand iprogressive icash irelated iexecution. i

Research igives iresults ifrom ithe iway ithat iit iis iexact, iinstead iof ionly iguessing iabout iwhat
i may ibe ipowerful ior iwhat icould iwork. iSubsequently iit iis igetting iprogressively isignificant iin
i any ibusiness iorganization ifor iit ito iremain iserious iin ithe imarket. iThe iexamination
i incorporates ireliant iand iautonomous ifactors iand iconnection ibetween ithose ifactors. i

The iexamination iwas ifinished iby idisseminating iGoogle ipoll ito ithe iemployee ifrom ivarious
i industry iin iIndia iand iNepal. iThe ipoll iresults ishow ithat ithere iis ia ihuge irelationship ibetween
i employee isatisfaction iand iloyalty iwith ithe iautonomous ifactors. iI iearnestly itrusted ithat ithe
i discoveries icould ihelp ito ishow ithe inear iconnection ibetween iemployee isatisfaction iand
i employee iloyalty iamong iIndia.

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 TABLE OF CONTENT
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PAGE NO. i

CHAPTER 1: INTRODUCTION………………………………..……1 to 5
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1.0 Introduction…………………………...........................................................................1

1.1 iResearch iBackground………………………………………………………..………..2

1.2 iProblem iStatement…………………………………………………………………….3

1.3 iResearch iObjectives…………………………………………………………………...5

1.3.1 iGeneral iObjectives……………………………………………………………..……5

1.3.2 iSpecific iObjectives i………………………………………………………………….5

1.4 iScope iof ithe iStudy……………………………………………………………………..5

CHAPTER 2: LITERATURE REVIEW…………………………………6

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CHAPTER 3: RESEARCH METHODOLOGY……………………7 to 14

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3.1 iData icollection iMethod………………………………………………………………..8

3.1.1 iPrimary iData…………………………………………………………………………8

3.1.2 iSecondary iData………………………………………………………………………8

3.2 iSampling iDesign………………………………………………………………………8

3.2.1 iTarget iPopulation……………………………………………………………………9

3.2.2 iSampling iFrame iand iSampling iPopulation………………………………………….9

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3.2.3 iSampling iElement………………………………………………………...…………9

3.2.4 iSampling iTechnique…………………………………………………........…………9

3.3 iResearch iInstrument……………………………………………………………..…...10

3.3.1 iPurpose iof iusing iquestionnaire………………………………………………..……10

3.3.2 iQuestionnaire iDesign………………………………………………………………11

3.4 iMeasurement…………………………………………………………………………11

3.5 iData iProcessing i……………………………………………………………………...12

3.6 iData iAnalysis………………………………………………………………………...13

3.6.1 iDescriptive iAnalysis……………………………………………………………….13

3.6.2 iMeasurement iof iScale……………………………………………………………...14

CHAPTER 4: ANALYSIS, DISCUSSION & RECOMMENDATION 15 to 25

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4.0 iIntroduction…………………………………………………………………………..15

4.1 iDescription iAnalysis…………………………………………………………………15

4.1.1 iRespondent iDemographic iProfile………………………………………………….15

4.1.1.1 iGender……………………………………………………………………………15

4.1.1.2 iIndustrial iSectors…………………………………………………………………16

4.1.1.3 iAge iGroup………………………………………………………………………..16

4.1.1.4 iWork iExperience…………………………………………………………………17

4.1.1.5 iWork iPosition…………………………………………………………………….17

4.2 iInferential iAnalysis…………………………………………………………………..18

4.2.1 iPearson iCorrelation iCoefficient……………………………………………………18

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4.2.2 iHypothesis………………………………………………………………………….19

4.2.3 iRegression iAnalysis………………………………………………………………..19

4.2.4 iT-Test………………………………………………………………………………21

4.3 iDiscussion……………………………………………………………………………22

4.4 iLimitation iof ithe iStudy………………………………………………………….……24

4.5 iRecommendation i…………………………………………………………………….25

CHAPTER 5: CONCLUSION…………………………………………...26
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REFRENCES……………………………………………………………...27

ANNEXURES ………………………………………………………28 to 29
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 LIST OF FIGURES
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PAGE NO.
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Figure i4.1 iPie ichart iof iRespondent’s iGender…………………………………………..15

Figure i4.2 iPie ichart iof iRespondent’s iWorking iIndustrial iSector………………………..16

Figure i4.3 iPie ichart iof iRespondent’s iAge iGroup………………………………………..16

Figure i4.4 iPie ichart iof iRespondent’s iWork iexperience………………………………….17

Figure i4.5 iPie ichart iof iRespondent’s iWork iPosition…………………………………….17

Figure i4.6 iCoefficient iCorrelation………………………………………………………..18

Figure i4.7 iRegression iAnalysis…………………………………………………………..20

Figure i4.8 iT-Test iCalculation…………………………………………………………….22

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 CHAPTER1: INTRODUCTION
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1.0 Introduction
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This ichapter iwill ihelp iin ifurnishing iwith ia ireview idiagram iof ithis iresearch. iA iresearch
i foundation iand iissue iproclamation ihas ibeen iattracted ito iknow ithe ifundamental iinformation
i on ithe iresearch. iThe iresearch idestinations iand iadvantages irelated iare irecognized iand
i talked iabout. iIn iconclusion, iresearch iquestion iand ispeculation iof ithe iexamination ihave
i been ireadied iand ithese igave iresearch ian iunmistakable irule ito igo ibefore ithe iresearch ito ithe
i following ichapter.

Employee isatisfaction iand iEmployee iLoyalty iis ione iof ithe ichallenges ithat iis ibeing ifaced iby
i manager iwith imanaging itheir iemployees iin itheir iorganization. iEmployee isatisfaction iand
i loyalty ihas idirect ieffect ion iproductivity, iand iconsequently iadditionally ion igenerally
i speaking iexecution iof ithe ibusiness iorganizations. iEmployees iare ione iof ithe isignificant
i asset ifor iall ithe iorganization, isince ithey iassume isignificant ijob iin iinterest iin iterm iof
i finding, iselecting iand ipreparing iand iso ion. iThe imanagement iof inumerous iassociations
i builds iup itheir ipreparation iprograms, iadvantage ibundles, iexecution iexamination iand iwork
i framework idependent ion itheir iorganization iarrangement. iTypically ithese iapproaches iare
i planned ifor icreating ifaithful iemployees isince ithis iprompts ian iincreasingly ilong iresidency.
i The imore ibroadened ian iemployee iworks ifor ian iorganization ithe imore isignificant ithey
i become.

Employee isatisfaction iis iused ito idescribe iwhether iemployees iare ihappy ito ido itheir idesires
i and ineed iat iwork. iEmployee isatisfaction, iwhile ifor ithe imost ipart ia ipositive iin isome
i association, ican ilikewise iturn iinto ian iissue iif iaverage iemployees istay isince ithey iare
i fulfilled iand icontent iwith itheir iworkplace. iElements iadding ito iemployee isatisfaction
i incorporate iapproaching iemployees i with ideference, i giving inormal i employee
i acknowledgment, iengaging iemployees, ioffering iabove iindustry-normal iadvantages iand
i pay, igiving iemployee iadvantages iand ifriends iexercises, iand ipositive iadministration iinside
i a itriumph isystem iof iobjectives, iestimations, iand idesires.

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Employee iloyalty ican ibe iportrayed ias iemployees iwho iare igiven ito ithe iachievement iof itheir
i affiliation iand iacknowledge ithat ibeing ian iemployee iof ithis iaffiliation iis ito itheir imost
i prominent ipreferred iposition. iIn iaddition ito ithe ifact ithat ithey iplan ito istay iwith ithe
i association, iyet ithey idon't ieffectively ilook ifor ielective iwork iopenings. iNumerous
i organizations iaccept ithat iconcentrating ion iemployee isatisfaction iwith ithe iutilization iof
i employee isatisfaction ireviews iis ian iapproach ito iimprove iemployee iloyalty. iNow iand
i again, iin iany icase, ithe itwo imay inot ibe iconnected. iThe ibest iapproach ito iimprove iemployee
i loyalty iis ito iput iforth iattempts ilegitimately itoward iyour iemployees.

1.1 Research Background

i

This iarea iof ithe iresearch iventure imostly iworried iabout ithe ideterminants itowards ithe
i employee iloyalty iamong ithe iemployees ithat iare iworking iin iIndia. iIt iseparated ithe
i determinants iwhich icomponents ican iinfluence iemployee iloyalty iand iexecution iin ithe
i organization iof iIndia. iBesides ithat, ithe igoal iof ithis iresearch iis ito idevelop ia itechnique ithat
i can ibe iapplied ito ithe iexamination iof ithe ideterminants itowards ithe iemployee ijob
i satisfaction iand ishows. iThe ipurpose ibehind ithis iexamination iis ito ibreak idown ithe
i segments iwhich ican ipossibly iimpact ithe iemployee iloyalty. iIn ithe ifirst iplace, ia ishort isurvey
i of ithe ideterminants, ifor iexample, irelationship iwith iboss, iworking icondition, iteamwork iand
i collaboration iand iacknowledgment iand iprizes. i

In ithe iinterim, ithe istudy iis ilikewise idirected ito ievaluate ithe iemployee iloyalty iamong ithe
i employee iwho iwork iin itwo idistinctive icountry ito idecide iif ithe inature iof iworking icondition
i can iinfluence ithe iemployee iloyalty. iThe isignificant iof ia ilegitimate iworking icondition iis
i basic iin ian iorganization. iOn ithe ioff ichance ithat ithe iorganization ihas iall ithe italented iand
i aptitude iemployee ihowever idoesn't ihave iappropriate ioffices, ithe iorganization iis ione ithe
i way ito idisappointment. i

Motivation iis isuch ia ifactor ithat iapplies imain ithrust ion iour iactivities iand iwork. iThus,
i acknowledgment iand iprize ihas ibecome ian iimperative ideterminant ito ibuild ithe ifeeling iof
i gratefulness itowards ithe iemployee iin ian iorganization. iInside ian iorganization, ithe ibest

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i execution iis iattainable iwith imost idedicated iorganization, ithe ibest iexecution iis idoable iwith
i most idedicated iemployees ithat imust ibe iaccomplished ithrough iemployee imotivation iand
i assume ithat imotivation iis iincorporated iacknowledgment iand iprizes. iThus, irewards, ifor
i example, imotivating iforces, iimmaterial iprize, iremuneration iand iothers iwill ibe igenerally
i favored ifor ithe iorganization iemployee. i

Then, iteamwork iand ijoint ieffort iis isimilarly ia ipith iof iworkplace iproductivity. iThis
i procedure ihas iimproved iemployee iresolve iand iextended idata iwhen ia igathering iis
i supervised iprecisely. iThe iupsides iof ithe icooperation ican imake ia igainful iresult ion iany iof
i the iaffiliation ithat igot ithis isort iteamwork. iLikewise, iit iimproves ithe ijob iobligation; idecay
i the inon-attendance, iincrease iinvestment iand iothers iby ithe istaff.

Subsequently, ithis istudy iwill iinvestigate ithe iimpact iof ithese ideterminants iin iemployee
i satisfaction iand iemployee iloyalty iin iIndia iwork iculture iand ihow iit ican iinfluence ithe
i employee iloyalty iamong ithe iemployees iin ithe iorganization.

1.2 Problem Statement i

As imany istudies ihave ishown ithat, isatisfied iemployees iwill iwhen iall iis isaid iin idone ibe
i fundamentally iincreasingly ibeneficial, icreative iand iconcentrated ion itheir iadministrators.
i Taking ieverything iinto iaccount, ihuge idegrees iof itruancy iand ian iextended iturnover ican
i essentially iimpact ian iorganization's iprimary iconcern. iAt ithe ipoint iwhen iemployees ifeel
i frustrated iwith ithe icurrent iboss ior ithe ijob, ithey iswitch iover ito ithe iaccompanying ijob. iIt iis
i the iobligation iof ithe ibusiness ito iacknowledge ihow ito ipull iin, ifulfilled iand iholds iits ibest
i employees. iIn iany icase, ivarious iaffiliations iare idefying iissues ito ihold itheir iemployees iin
i light iof iexplicit ifactors. i

The icosts ithat iare irelated iwith isupplanting ithe iemployee ijoined ithe icost iof iattracting
i applicants, itesting, iclinical itests, iand ipassageway imeet, iand iso iforth. iOther ithan iof ithe
i replacement icost, ithe iturnover iof iemployees irealized icost iof isegment iand igetting iready
i expense. iThis icost iwill ihave idirect ieffect ion ilegitimate iproductivity. iThe iaffiliation iwill
i come iup ishort iconcerning iits itargets icommunicated iunder ithe iattractive imethodology

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i taking iinto iaccount ithe icost irealized iin iemployee's isupport. iThere iis ithe iperil iof ilosing iyour
i advantage iin ilight iof iloss iof iequipped iemployees iin iessential iparts ior ipositions.
i Amazingly, ionly itwo ior ithree iorganization ihave iconcentrated ion ijob isatisfaction iin itheir
i general itechnique. i

Employee isatisfaction ior ijob isatisfaction iis ione iof ithe ikey iobjectives iof iall iHR iwork iforce
i independent iof iwhat itheir iindividual iKRAs iare. iA ifulfilled iemployee iisn't ionly ia iretained
i employee iyet ia idiplomat ifor ithe ibrand, iinside iand iremotely. iShe ican ihelp iscatter ithe ifears
i of iothers iand ican iprotect ithe iorganization iin idifferent ifora. iCheerful iemployees iare
i progressively ifaithful ito ithe iorganization iand iits itargets, ithey igo ithe iadditional imile ito
i accomplish iobjectives iand iinvest iwholeheartedly iin itheir ijobs, itheir igroups iand itheir
i accomplishments.

A idisappointed iemployee icommunicates iher inegative irecognitions imore iin iouter

i gatherings ithan iinside iones, iinspired iby ia iparanoid ifear iof irepercussion. iFurthermore,
i when ia icurrent iemployee itears idown ithe iorganization, iit ilessens ithe ipossibilities iof ithe
i audience ito ijoin ithe iorganization iand ithe inotoriety iof ithe iorganization iis iaffected.
i Consequently iit iis iadditionally isignificant ithat iHR idistinguish isuch iemployees iand iwork
i towards ilightening itheir iissues iand ichanging iover inegative iimpressions ito ipositive iones. i

Job isatisfaction iis ia isignificant ipiece iof ian iemployee's ilifecycle iand imotivation ito istay
i faithful ito iand iutilized iwith ian iorganization. iVarious iexercises ior ierrands iof ia iHR igroup
i straight iforwardly ior iby iimplication iimpact iemployee isatisfaction ilevels. iIn ithis iway iHR
i should ilikewise irecollect ithat ihow ian iorganization icapacities ithrough iits istrategies, isenior
i administration iand iculture iwill iaffect ihow icheerful iemployees iare iand iwill iassist iit iwith
i procuring imoney irelated, isocial iand ibrand ivalue ibenefits. iMotivation ibehind ithis
i assessment iis ito iinvestigate ithe ibasic icomponents, ispecifically irelationship iwith iexecutive,
i affirmation iand iprizes, iworking icondition iand iteamwork iand iinterest ihow ito iaffect ithe
i employee iloyalty. iIt iis ias ioften ias ipossible isaid ithat iit iis ibasic ifor ithe iorganizations ito igive
i a istrong iworking ienvironment, iin iorder ito ipull iin iand ihold iqualified, isignificantly
i committed, iand iunfaltering iworkforce, iin ilight iof ithe ifact ithat isubmitted iand ireliable
i employees istrengthen iemployees' imotivation ito iact ito ithe ibest ibit iof ileeway iof

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i organizations ithey iwork ifor. iEmployees' iloyalty iis icritical ifor ithe iorganization isince
i employees iare ia ibasic iresource ifor ithe iorganization, iespecially isince ithey iaddress ia
i gigantic ienthusiasm ifor iterm iof idiscovering, ienrolling, igetting iready ialso ipay irates,
i government ihelp iplans, irewards iand icompensates, ietc.

1.3 Research Objectives i

1.3.1 General iObjectives

Identifying ithose ifactors iwhich iaffect ithe iemployee isatisfaction itowards ithe iemployee
i loyalty iin ithe iorganization iof iIndia.

1.3.2 Specific iObjectives

 To iconfiguration, imake iand istandardize ia imeasure ito ievaluate iemployee
i satisfaction iand iemployee iloyalty. i
 To iexamine ithe iimpact iof ioccupation isatisfaction ion iemployee iloyalty iamong ithe
i employees iwho iwork iin ithe iorganization.
 To idiscover ithe idifferent ielements ibasic iemployee isatisfaction iand iemployee
i loyalty. i
 To ichoose iif ithere iis ia ibasic iassociation ibetween iEmployee isatisfaction iand
i Employee iLoyalty.

1.4 Scope of the study

i i i

This iresearch iis iabout iemployee isatisfaction iand iemployee iloyalty iin ithe iworkplace iof
i India. iThe iparameter iwhich ihas ibeen ichosen ito iwatch iwork isatisfaction iand iemployee
i loyalty iin ithis iresearch iare iemployer istability, iremuneration, iand igood iconditions, iwork
i movement, isupervisory ihelp. iThis iassessment ithe idegree iof ioccupation isatisfaction iand
i sensibility iof iemployee iloyalty iin ithe iorganization. iAdditionally, ithe imeasures ito ibe itaken
i to idevelop iwork isatisfaction iand iemployee iloyalty iwith ithe itarget ithat ithe iorganizational
i adversity ican ibe ireduced ilater ion. i

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 CHAPTER 2: LITERATURE REVIEW
i i i

Literature ireview iis ia isignificant ipart iin ithis iresearch iwhere iI ihave iused ito ireview iothers'
i work iand ithe idata iacquired idepends ion icontent, ifor iexample, idiaries, iarticles, ipaper, iweb
i and idifferent iexpects ito ireview ithe ibasic ipurposes iof iflow iinformation ion ia ispecific ipoint.
i To iput iit iplainly, ithis ichapter idata igot iis iall ioptional isources.

One iprogressively ikey ifactor ifor iemployee iloyalty iis iwork isatisfaction. iEmployment
i satisfaction iis ioutlined ias ithe imix iof imental iphysiological iand isituational istates itowards ito
i the iactivity i(Hoppock, i1935) ithat ioutcomes ifrom iexecution iassessment ior iencounters. iIt iis
i steadfastly iidentified iwith ithe iorganizational iachievement ifactors ilike ihelp, iloyalty iand
i productivity i(E.A.Locke, i1976). iHuman iasset ibased iquality iorganization istructure
i additionally ieffects ion ithe iactivity isatisfaction iand iloyalty ican ibe imaintained ithrough iit.
i Some ievaluation ishowed ithat i( iJun, iCai, iand iShin, i2006) iwork isatisfaction iand iloyalty ihad
i affiliation iand inumber iof iconditions iincluding isponsorship iof ithe iboard, ijoint ieffort iand
i workplace iwere iurgent ifor ithe iactivity isatisfaction i(Mai iNgoc iKhuong, iBui iDiem iTien,
i 2009)

Hassan iet ial i(2013) ifound ithat ipay iwas ithe ihugest ifactor ifor ijob isatisfaction ihowever
i employee ireinforcing iwas imoreover ia ibasic ifactor ifor iemployee iloyalty. iWhile, iHooi iLai
i Wan i(2013) iin ihis iassessment, irevealed ithat ithere iexisted ino iconnection ibetween iemployee
i loyalty iand ithe ilevel iof iJapanese istyle iof iHuman iResource iManagement iapproaches iused
i at iworkplace. i

Mai iNgoc iKhuong iand iBui iDiem iTien i(2013), ithis ievaluation iplans ito iperceive ithe
i relationship iamong iwork isatisfaction iand iorganization iloyalty iin ithe iemployees iworking iat
i banks iHo iChi iMinh iCity, iclose iby ithat ithis iassessment ibesides iuncovers ithe ipoint iof iview
i on iemployees iabout itheir iloyalty itowards ithe iorganization. iParts, ifor iexample, isatisfaction
i supervisor ihelp, iteamwork ifortuitous icentral ifocuses, iand iworking ienvironment icondition
i have ia ivaluable iresult iemployee's iloyalty ialong ithese ilines ithe igenius iproposes iimproving
i these ifragments iwill iincite ihigher iloyalty iamong iemployees.

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 CHAPTER 3: RESEARCH METHODOLOGY
i i i

There iare ithree isort iof iresearch iplan, iwhich iis iexploratory iresearch, ieasygoing iresearch iand
i graphic iresearch. iIn ithis iresearch, ithe ielucidating iresearch iis iled. iBy iutilizing ienlightening
i information iwhich iempower ito iacquire idata iwith ireference ifor iresearch. iWe ican iknow ia
i generous isum iabout ithe iresearch iissue iand iobviously icharacterizes iwhat iought ito ibe
i estimated ion ithis iresearch. iQuantitative istrategies iis ibeing iutilized iin ithis iinvestigation.
i Quantitative iresearch iproduces imeasurements iusing ioverview iresearch, iutilizing
i strategies, ifor iexample, isurveys. iIt iis iworried iabout inumbers iand iinformation iwhich iare
i handily imeasured. i

The iexplanation iof ipicking ispellbinding iresearch istrategy iis ion ithe igrounds ithat iby
i appropriating ipolls, iresearchers ican igather idata ifrom ian ienormous iexample iof ipeople iand
i for ithe imost ipart iset iaside iless ieffort ito ifinish iby ithe irespondents iand imoderately
i economical. i

Information ifor ithis iexamination iwere igathered ifrom ithe iemployees iwho iworks iin ithe
i Indian iOrganization. iTo ichoose ithe iessential ifactors ion iEmployee isatisfaction iand
i Employee iLoyalty, iand itheir icriticalness, ia idiagram iis imade iand idriven. iThe itheoretical
i meaning iof idevelop iwas iembraced ifrom ithe iliterature ioverview. iA iLikert iscale ipoll iwas
i created ito ioperationalize ieach ibuild iin ithe iorganization. iEach iquestion iwas iidentified iwith
i employee isatisfaction iand iemployee iloyalty. iThe iutilization iof idifferent iinquiries ifor ieach
i build iexpands ithe iexactness iof ithe igauge, icontrasted iwith iapproach iof iutilizing iquestion. iA
i review, icreated ito igauge ithe ishow i

Information iwere iassembled ifrom ithe ireview iapplied iwith iemployees iwho iare iworking iin
i the idistinctive imodern isegment iin iIndia. iAmong ithe igathered iinformation i55 iinformation,
i 53 iwere idiscovered ipalatable ifor iinformation iinvestigation. iIntermittent imissing
i information ion ifactors iwere idealt iwith iby isupplanting iwith ithe imean iworth. iOf i53
i reactions, i84.6% iwere imale iand i15.4 ipercent iwere ifemale. iAge iwas iunevenly idisseminated
i between ithe isections, iwith imost iof iemployees i76% ibetween ithe iages iof i20 ito i30 iyears. iAs
i for iresidency, i46.2 ipercent iexperienced i0 ito i2 iwith ithe iorganization.

7
3.1 Data Collection Method
i i i

There iare itwo ikinds iof iinformation iwhich iare iessential iinformation iand iauxiliary
i information. iIn ithis iresearch, iquestionnaire isurvey iis ibeing iutilized ito iacquire ithe iessential
i information iwhile, ithere iis ilikewise ibeing iutilized iof ioptional iinformation iwhich iis igotten
i from ionline idatabase iwhich iwere iuseful ito iget idata iwith irespect ito ithis iresearch iin ivarious
i territories.

3.1.1 iPrimary iData

Primary idata iis ithe idata ithat ihas ibeen iaccumulated ifrom ithe ibeginning ihand ito iconvey ito
i express ipublicizing iresearch iissue. iIn ithis iresearch iquestionnaire iis ithe itechnique iutilized
i for igathering iprimary iinformation iwhich ihave ibeen iutilized ito iaddress idiverse iresearch
i questions iand ito icreate itheories ithrough ithe icriticism iof ipertinent irespondent iare ikept
i carefully iclassified. iIn iany icase, ithe iassortment itime iis ilong iand ithe iassortment icost iisn't
i higher ito icontrast iwith isecondary iinformation.

3.1.2 iSecondary iData

In ithis iresearch, isecondary iinformation iwere igotten ias isupporting idata ito iadditionally
i upgrade ithe iliteratures iand iresults iclassified iin ithis iresearch ipaper. iPerhaps, ia ilarge iportion
i of ithe idata iutilized iis ifor ithe imost ipart iacquired ifrom idiaries iand iarticles isourced ifrom iweb
i indexes, ifor iexample, iYahoo iand iGoogle, ionline iinformation ibases iwhich iincluded
i Emerald, iGoogle iScholars. iOther ithan ithat, idata iwas ilikewise iacquired ifrom ia ifew iopen
i libraries.

3.2 Sampling Design

i i i

Sampling iimplies ichoosing ian iexample ifrom ipopulace. iSampling iconfiguration

i incorporates ifive istages iwhich iare icharacterizing ithe ipopulace, idecide ithe isampling
i outline, iselect isampling imethods, idecide ithe iexample iestimate iand iexecute ithe isampling
i procedure. iThis iassistance ito irecognize ithe icertified iobjective irespondents ito itake ipart iin
i the isurvey.

8
3.2.1 iTarget iPopulation

The iobjective ipopulation iof ithis iresearch iis ifrom ithe iemployees iwho iwork iin ivarious
i enterprises iin ithe iIndia. iThis iresearch isupported ito iuncover iwhich ielements ihas ithe
i noteworthy iimpact iin ithe iemployee's isatisfaction iand iemployee's iloyalty iin ithe
i organization. iMoreover, iit iis ilikewise ihelpful ito igather iinformation ias ithere iare
i respondents irequired iby ithis iresearch ito icirculate ithe iquestionnaire iin iregions ifor ithe
i questionnaire ito ibe idisseminated.

3.2.2 iSampling iFrame iand iSampling iLocation

The isampling iformat ifor ithis iresearch ihas iachieved i53respondents.This iresearch idoesn't
i just iparticularly ibased ion ia isingle iget-together iof ipeople, ifor iexample ibase ilevel ilaborers iit
i is iin ilight iof ithe ifact ithat iunmistakable iget-together iof ipeople ipossibly ihave ivarious
i motivation ito idevoted ito ithe iorganization. iThe itesting iterritory iwas iarranged ifrom idifferent
i spot iof iIndia. iThe iresearch iis iled iin icity izones ibecause iof iit igives ithe iresearch ithe imost
i noteworthy irates ito iarrive iat itarget ipopulace.

3.2.3 iSampling iElement

In ithis istudy, ithe irespondents iof ithe isurvey iwas ifrom ithe iemployees iwho iwork iin iIndian
i organization. iThe imotivation ito ipick ithese irespondents iis ithat ithey ihave ihigh ieffect
i towards iorganization iperformance.so, iit iis ifundamental ifor iresearch ito iconcentrate ion
i those iemployees iand idiscover ithe iexplanation iso ias ito iexpand ithe iquantity iof iloyalty. iTo
i keep iup ia idegree iof idependability ion ithe ireactions iby ithe irespondents, icertain ishoppers iare
i not ibeen ipick ibecause iof ielements, ifor iexample, iage i(for iexample iat ithe ipoint iwhen
i respondents iare iexcessively iyouthful, ithey iprobably iwon't ihave ithe ioption ito icomprehend
i the iquestionnaire iwell), itime iaccessible i(for iexample iat ithe ipoint iwhen irespondents iare iin ia
i rush, ithey imay iessentially ifill iin ithe iquestionnaire ias iquickly ias itime ipermits, igiving
i deceiving ianswers).

3.2.4 iSampling iTechnique

In ithis iresearch iventure, inon-likelihood isampling iwas iutilized ifor ithis isurvey. iNon-
likelihood isampling icomprises iof iaccommodation isampling, icritical isampling, iamount

9
i sampling, iand isnowball isampling. iIn ithis isurvey, icomfort isampling iis iutilized ion ithe
i grounds ithat iit iis ithe imost iappropriate iand iable ito iget itest iof icomponents. iThe icomfort
i sampling iis ithe imost iideal imethods ifor igetting ithe idata irapidly, iease, iadvantageous iand
i efficient. iAs ithe ioutcome, iresearch ican igather ihuge ifinished iquestionnaire iand idata iwith
i minimal ieffort iand iless itime iconsuming.it iis iadditionally iviewed ias iaccessible iand iclear
i sampling ifrom idifferent ikinds iof inon-likelihood isampling itechnique.

3.3 Research Instrument

i i

The iresearch iinstrument ithat iis ibeing iused ito iaccumulate isubtleties iself-coordinated
i questionnaire. iThe iquestionnaire iis ia iformalized icourse iof iaction iof iinquiry ifor igetting
i information ifrom iincalculable irespondents. iQuestionnaire iis iused irather ithan iother
i instrument itechnique isince iit iis inegligible iexertion, ifaster iways ito ideal iwith iamass
i information iand iprogressively ibeneficial. iThe iquestionnaire iwas imade isubject ito ithe
i composing ireview iand ihas ibeen icommunicated iin ithe imain ipage iof ithe iquestionnaire ithat
i all ithe iinformation igave iby ithe irespondent iwill ibe iremain iprivate iand imystery. iAs isuch, iit
i can ilessen ithe irespondent iinclination. iQuestionnaire iwas iarranged iin iEnglish ilanguage
i since iit iis ia iwidespread ilanguage iand ia icommon ilanguage ithat irespondents iused ito igive iand
i grasp.

3.3.1 iPurpose iof iusing iquestionnaire

Questionnaire ihas ibeen iused ias ia iresearch iinstrument isince iquestionnaire iis iusually
i planned ifor ihuge imeasures iof idata, iwhich iis isensible ifor ia iquantitative iresearch. iThe
i questionnaire iis ithe iprimary iinstrument iresearch iused ito iassemble ithe ifundamental idata ifor
i research isince iit iis iprogressively iinvaluable iand icompelling istrategy ifor igrouping ibasic
i data. iBy iusing iquestionnaire, iit iallowed ithe iresearch iexpeditiously igot ithe iresponse ifrom
i the irespondents. iNot isimply ithat, iit iis inegligible iexertion istood iout ifrom ivarious isystems
i for irecuperating iinformation.

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3.3.2 iQuestionnaire iDesign

Here iare ithree isorts iof iinquiries iwhich ican ibe iused iin idriving iin ia iresearch iincluded iopen-
completed, iclose-completed iand iscaled iresponse iquestions. iFor ithis iresearch, ishut
i completed iinquiries iand iscale iresponse iquestion iis ibeing iused. iOpen-completed iinquiry
i won't ibe iused ias ithey iare iplan ifor iexploratory iresearch iand iit irequires imore iorganization
i exertion. iFundamentally, ithe iquestionnaire iinvolves ithree ihuge izones, iwhich ifuse iSection
i A i(respondent isegment iprofile), iSection iB i(estimation iof iautonomous ifactors), iand iSection
i C i(estimation iof iward ivariable). iIn iSection iA, iwe iare iusing iportion iinterrogates ithat
i necessary iconcerning isome ishort inear iand idear iinformation, ifor iinstance, isex, iage, irace,
i guidance ilevel, iand iothers. iIt iis iacclimated iwith iperception ion ifragment ifeatures iof ithe
i respondent. iIn iSection iBand iC, ithe iinquiry iis iexpected ito ievaluate iand itest ithe ifactors ithat
i impact ispecialist ito idevote ito iorganization. iIn ithis i5 icenters iLikert iscale ito istructure ifor ithe
i questionnaire. iIt iis iusing ithe iestimation iscale iwith ifive iresponse iclasses irunning ifrom
i "emphatically iDisagree" ito i"Unequivocally iAgree", iwhich ianticipates ithat irespondents
i should ishow itheir ilevel iof isimultaneousness iwith iall iof ia imovement iof idecree irelated ito ithe
i update iobject.

3.4 Measurement
i

The ifundamental isize iof iestimation iin iquestionnaire iis ithe iinterval iscale. iThe
i questionnaires iare iasking ia icouple iof icomponents ithat isway iemployee iloyalty. iMoreover,
i the iquestionnaires isimilarly iget isome idata iabout ithe icomponent iof ithe iemployee iloyalty
i and iemployee isatisfaction. iThe iportrayal iwas ifrom iemphatically idissent, ideviate,
i impartial, iconcur iand ifirmly iconcur. iThe iquestionnaires iare iisolated iinto i3 isections iwhich
i are iPart iA, iB iand iC. iSegment iA ihas i6 iinquiries iwhile iPart iB iand iC ihas i10 iinquiries iwhich
i are iquestion iof ithe iemployee isatisfaction iand iemployee iloyalty. iBasic iof iPart iAn, iall iare
i interval iscale. iInterval iscale ihas iboth iostensible iscale iand iordinal iproperties ianyway ithey
i moreover iget iinformation iabout icomplexities iin imeasures iof ia ithought. iThe iinterval iscale
i is ia iscale ithat inot isimply iorganize iarticles ior idecisions iaccording ito itheir idegrees iyet ialso
i perceives ithe imasterminded icourse iof iaction iin iunits ior iproportionate iinterval. iSuch iscale

11
i is iplanned ito iallow irespondents ito iexhibit ihow iinsistently ithey iagree, ifair ior ican't iresist
i negating icarefully icreate iclarifications ithat ican irate itheir ilevel iof iloyalty iwhile ithey iare
i tending ito ithe iinquiry.

The iranges iof ithe iscale iare: iStrongly iDisagree, iDisagree, iNeutral, iAgree iand iStrongly
i Agree.

3.5 Data Processing

i i

After idata ihas ibeen iaccumulated ifrom ian ioperator itrial iof ithe ipopulace, ithe iaccompanying
i stage iis ito ilook iat ithem ito itest ithe iresearch ihypothesis. iRegardless, iwe ineed ito iensure ithat
i the idata iwere icareful, icompleted iand ifitting ifor iextra iexamination. iThusly, isome imajor
i advances iare iought ito ihave ibeen icompleted. iThis ibeginning iadvance iis idata ichecking. iAll
i questionnaires iare iscreened iand ichecked iby iresearch ito isee iwhether ithe idata ifrom
i respondents iare isignificant ifor ithe iresearch. iFollowing istage iis idata icoding. iIn ithis
i examination, icoding iis iused iin ithis iportion ifactors, ifor iinstance, isex iwhich iconsign i1=male
i and i2= ifemale.

Besides, iage irange ialso ibeing icoded ias i(0= i20 ito i30, i1= i30 ito i40, i2=40 ito i50, i3=above i50), i

Industry isectors icoded ias i(FMCG=0, iIT=1, iRetail=2, iElectronics=3, iothers=4), ito iwhich
i managerial ilevel ido iyou iwork iis ibeing icoded ias i(junior ilevel=0, imiddle ilevel=1, isenior
i management ilevel=2). iSimilarly, ilikert iscale idata iis ialso ibeing icoded ias i(Strongly
i Disagree=0, iDisagree=1, iNeutral=2, iAgree=3 iand iStrongly iAgree=4)

Data iis ibeing iedited iafter ikeyed iin istudy. iInformation ialtering ibargain iwith ithe iidentifying
i and irevising ioutlandish, iconflicting, ior iillicit iinformation iand ioversights iin ithe idata
i returned iby ithe imembers iof ithe iinvestigation. iFor iinstance, iexception ireaction ias ia
i perception ithat iis iconsiderably iunique iin irelation ito idifferent iperceptions iwhich iare
i outlandish. iIt icould icheck ithe iscattering iof iostensible ias iwell ias iordinal ifactors iby igetting
i least iand imost iextreme iqualities iand irecurrence itables. iDisperse iplot ior ibox iplot iare
i acceptable itechniques ifor ichecking ithe ioutliers. iWhen irespondents idon't icomprehend ithe
i inquiry ior ianswer iand iare ireluctant ito ireply, ioversights iwould ihappen. iIn ithis imanner, ithere

12
i will iexclude ithat isurvey iin ithe iinformational iindex ifor iinvestigation ior isimply idisregard ithe
i clear iresponse. iLast iventure iof ithe iinformation ipreparing iis iinformation ideciphering ior
i information ichange. iInformation ichange iis ia iprocedure iof ichanging ithe ifirst itype iof
i information ito ianother iconfiguration. iThis istage ihas ibeing icompleted iwhen iresearchers
i completed icollecting ithe iinformation iphysically iand iafterward ientered iin iinto iPC ias
i automated idatabase. iThis iprogression iis ibasic isince iinformation ishould ibe ichanged iinto ia
i structure ithat iis iincreasingly iappropriate ito iperform iinformation iexaminations iwhich
i achieved ithe iresearch itargets.

3.6 Data Analysis

i i

Statistical iPackage ifor iSocial iScience i(SPSS) iprogramming ihas ibeen iutilized ifor idissecting
i all ithe iinformation igathered. iSteps iof iSPSS iare ias ifollowing: i

 Making ithe iinformation idocument i

 Characterizing ithe ifactors i
 Key iin iinformation i
 Recode ithe iestimation iof ithe ivariable i
 Registering ianother ivariable i
 Condensing iinformation i
 Investigating icontrasts ibetween itwo ivariable i
 Investigating iconnection ibetween itwo ivariable i
 Examine iexploratory ielements

3.6.1 iDescriptive iAnalysis

In ithis iresearch, ifrequency idispersion iissued ito iexamine ithe isocioeconomics ior igeneral
i profile idata iof irespondent iunder isection iA iof isurvey. iFor iexample, ito idistinguish ithe
i respondent's igender, iage, iwork iunderstanding, iindustrial isectors.

13
3.6.2 iScale iof iMeasurement

The isize iof iestimation iin ithis iresearch iis ito itest ithe ireliability iof ithe ireactions iin ipolls. iThe
i researchers iutilize ithe iSoftware iPackage ifor iSocial iSciences i(SPSS irendition i23.0) iin ithis
i research ito idecide ithe ireliability. iReliability iis ithe ilevel iof imistake ifree iand iyield isteady
i outcome. iThis isection iportrayed ithe istrategy iuses ito ilead ithe iresearch istudy, itest isize,
i information iinvestigation isystems iand ithe imovement iof ifinishing ithe iresearch istudy. iThe
i examining isize iof ithis iexamination iis i53 irespondents ifrom ithe iemployee iwho iwork iin ithe
i Indian iorganization. iBesides, ithe idevelop iof isurvey iis italked iabout. iIt iadditionally itests ithe
i hypothesis iby iutilizing idifferent iregression iand iPearson irelationship iand icoefficient
i examination iin iwhich iafter ieffect iof ithe istatistical iinvestigation iwill ibe ideciphered.

14
 CHAPTER4: iANALYSIS, iDISCUSSION i&
iRECOMENDATION

4.0 Introduction
i

This ipart iwill ioutline ithe isignificant imethodology ithat iwere iused ito igather idata iand ito ilead
i detail istudy ion ithe igathered iinformation. iAt ithat ipoint ithe iinformation iis ibeing iexamined
i and ihandled iby iutilizing iStatistical iPackage isocial iscience i(SPSS) iprogramming. iThis ipart
i begins iwith ithe ienlightening iexamination ifor ithe ifocused ion irespondent's idemographic
i profile iand icentral itendency iestimation iof idevelops. iAt ithat ipoint iscale iestimation iis
i created ito igive ithe iafter ieffect iof ireliability itest. iNext iis ithe iinferential iinvestigation iwith
i the iPearson irelationship iexamination iand ithis iis itrailed iby ithe inumerous ilinear iregression
i study. iIt iis iintended ito ilook iat ithe iproposed ihypothesis i(Relationship ibetween iemployee
i satisfaction iand iemployee iloyalty). i

4.1 Description Analysis

i i i

Six iquestions iwere iasked iunder ithe idemographic iprofile isection iin iquestionnaire iwhich iis
i included ithe iname, iage, igender, iwork iexperience ietc.

4.1.1 iRespondent’s iDemographic iProfile

4.1.1.1 iGender

Fig i4.1: iPie ichart iof iRespondents’ iGender

Source: iFrom ithe iResearch

15
As iit iis ishown iin ithe ifigure i4.1 iabove, ithe imajority iare imale, iwhich iconsists iof i i9 iperson
i (84.6%), iwhereas ithe ifemale iconsists iof i44 ipersons i(15.4%) iout iof ithe i53 irespondents. i

4.1.1.2 iIndustrial iSector

Fig i4.2: iPie ichart iof iRespondents’ iwho iwork iin idifferent iIndustrial isectors

Source: iFrom ithe iResearch

As iit ishown iin ithe iabove ifig i4.2, i(53.8%) iworks iin iothers iindustrial isectors ilike ieducation
i institute ietc. i(23.1%) iworks iin iIT isectors, i(7.7%) iworks iin ithe iFMCG iindustries iand irest
i woks iin ithe iretail iand ielectronics iindustries.

4.1.1.3 iAge iGroup

Fig i4.3: iPie ichart iof iRespondents’ iage igroup

Source: iFrom ithe iResearch

16
According ito ithe iabove ifigure i4.3, iit ishows ithat i(76.9%) ipeople iare iin ithe iage igroup iof i20
i to i30, i(15.4%) ipeople iare ifrom i30 ito i40 iand i(7.7%) ipeople iare ifrom i40-50 iage igroup iin ithis
i sample.

4.1.1.4 iWork iexperience i

Fig i4.4: iPie ichart iof iRespondents’ iwork iexperience

Source: iFrom ithe iResearch

From iabove ifigure i4.4 iit iis iclearly iobserve ithat i(46.2%) ihave i0 ito i2 iyears iof iwork
i experience, i(30.8%) ihave i2 ito i4 iwork iexperience iand irest ihave i4 ito i6 iwork iexperience.

4.1.1.5 iWork iPosition

Fig i4.5: iPie ichart iof iRespondents’ iwork iposition

Source: iFrom ithe iResearch

17
From ithe iabove ifigure i4.5, iit iis ishown ithat i(61.5%) ipeople iwork iin ithe isample iwork iin ithe
i junior ilevel, i(30.8%) ipeople iwork iin ithe iMiddle ilevel iand ithe irest iwork iin ithe isenior ilevel
i in ithe iOrganization.

4.2 Inferential Analysis

i i

In ithis iresearch, iinferential iexaminations iwere iutilized ito idissect iand idecipher ithe iexample
i information iby irunning ihowever iSPSS iwhich iare iPearson iCorrelations iCoefficient, iT-test
i and iLinear iRegression iAnalysis. iSubtleties iof ievery ione iof ithe itesting iand ithe ioutcomes
i will ibe iintroduced ias ithe iaccompanying.

4.2.1 iPearson iCorrelation iCoefficient

In i i ithis i i istudy, i i iPearson i i iCorrelation i i iCoefficient i i iwas i i iused i i ito i i itest i ithe iindependent i
i variables i i(relationship i iwith i isupervisor, i irecognitions i iand i irewards, iworking i icondition i
i and i iteamwork i iand i icooperation) i iwith i ithe i idependent i ivariable i(Employee iLoyalty). iA
i Pearson icorrelation iis ia inumber ibetween i- i1 iand i1 ithat idemonstrates ithe idegree ito iwhich
i two ifactors iare istraightly irelated. iThe iPearson irelationship iis iotherwise icalled ithe i"product
i moment iconnection icoefficient" i(PMCC) ior iessentially i"correlation". iWhere i1 iis iall iout
i positive istraight irelationship, i0 iis ino idirect iconnection, iand i−1 iis icomplete inegative idirect
i connection.

Fig: i4.6 iCoefficient iCorrelations

18
Here, ithere iis itwo ivariables. iFirst iis idependent ivariable iand ianother iis iindependent
i variable. iIn ithis iresearch iemployee isatisfaction iis ithe iindependent ivariable iand iemployee
i loyalty iis ithe idependent ivariable. iAs iin ithe iPearson icorrelation iis ibeing iused ifor ishowing
i the ilinear irelationship ibetween ithe ivariable. iHere ias iit iis ibeing iclearly iidentified iin ithe
i figure i4.6 iin ithe icorrelation itable ithe ivalue iof iPearson icorrelation iis i“0.801”, iwhich
i signifies ithat ithere iis ihighly ipositive icorrelation ibetween ithe ivariable.

4.2.2 iHypothesis

Ho i= iThere iis ino isignificant irelationship ibetween iemployee isatisfaction iand iemployee
i loyalty iin ithe iIndian iorganization.

H1 i= iThere iis ia isignificant irelationship ibetween iemployee isatisfaction iand iemployee

i loyalty iin ithe iIndian iorganization.

From ithe ifigure i4.6, icorrelation ibetween iconnection ibetween iemployee isatisfaction iand
i employee iloyalty iis i0.801, iwith ithe igoal ithat iis ia ipositive irelationship ibetween ithe itwo
i factors. iIn ithe ievent ithat ithe iconnection ibetween iemployee isatisfactions iis inearer,
i employee iloyalty iwill iincrement. iThe iestimation iof ithis iconnection icoefficient ir i= i0.801 iis
i fall iunder ithe irange i± i0.71 ito i± i0.90 iwhich ishow ithat ithere iis ia ihigh iconnection ibetween ithe
i both ineedy iand ifree ifactor. iThe iP-value iis i0.00 iwhich iis iunder i0.05. iThusly, iwe ican
i demonstrate ithat iH1 iis iacknowledged iand ithere iis ia isignificantly ipositive iconnection
i between iconnection ibetween iemployee isatisfaction iand iemployee iloyalty.

4.2.3 iRegression iAnalysis

Regression iexamination iis ia iground-breaking imeasurable istrategy ithat ipermits iyou ito ilook
i at ithe iconnection ibetween iat ileast itwo ifactors iof iintrigue. iWhile ithere iare inumerous isorts
i of iregression ianalysis, iat itheir icenter ithey iall ilook iat ithe iimpact iof iat ileast ione iautonomous
i factors ion ia ineedy ivariable. iRegression iexamination iis ifundamentally iutilized ifor itwo
i adroitly iunmistakable ipurposes. iInitially, iregression ianalysis iis igenerally iutilized ifor
i expectation iand idetermining, iwhere iits iutilization ihas igenerous icover iwith ithe ifield iof iAI.
i Second, iin icertain icircumstances iregression iexamination ican ibe iutilized ito ideduce icausal
i connections ibetween ithe idependent iand iindependent ifactors.

19
Here, i

Y i= iIndependent iVariable i(Employee iSatisfaction)

X i= iDependent iVariable i(Employee iLoyalty)

β0 i= iConstant

β1 i= iCoefficient i i

Fig: i4.7 iRegression iAnalysis

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Figure i4.7 iover ithat ishow ithe icorrelation icoefficient, iR i= i0.801, iit iimplies ithat ithere iis ia
i positive irelationship ibetween ithe iindependent ivariables i(employee isatisfaction) iand
i dependent ivariable i(employee iloyalty). iThe iestimation iof iR isquare iis i0.642 iwhich
i demonstrates ithat i64.2 i% iof ithe ifluctuation iin ithe idependent ivariable i(employee iloyalty) iis
i clarified iby ithe ifree ifactors. iBe ithat ias iit imay, iit idespite ieverything ileaves i35.8% iof
i employee iloyalty iare iclarified iby idifferent ifactors iin ithis iresearch. i

Concurring ithe itable iabove, ip-esteem i(Sig. i0.000) iis iless ithat ialpha iworth i0.05, ialong ithese
i lines ithe iF-measurement iwhich iequivalent ito i91.613 iis icritical. iThat imean ithis imodel iis ia
i decent idescriptor ifor ithe iconnection ibetween ithe iremaining iand iindicators. iHence, ithe ifree
i factors iare iessentially iclarifying ithe ichange iin ithe iemployee iloyalty iamong ithe iback ihouse
i staff iin iinn iindustry. i

Table i4.7 iabove ishow ithat iall ithe iindependent ivariable ip-value iis iequivalent ito i0.000; iit
i implies ithat ithe iindependent ifactors iis ialtogether ito ianticipate ithe idependent ivariable
i (employee iloyalty). iThis iis ion ithe igrounds ithat ithat iall ithe iindependent ivariables ip-value iis
i not iexactly ithe i0.05.

Therefore, ithe ilinear iregression iequation iis iformed iwhich ishown iit ibelow:

Y=0.608+0.750 iβ1

4.2.4 iT-Test

A it-test iis ia ikind iof iinferential imeasurement iused ito idecide iwhether ithere iis ia icritical
i distinction ibetween ithe imethods ifor itwo igroups, iwhich imight ibe iconnected iin ispecific
i highlights. iThe it-test iis ione iof inumerous itests iutilized iwith ithe iend igoal iof ihypothesis
i testing iin istatistics. iEssentially, ia it-test ipermits ius ito ilook iat ithe inormal iestimations iof ithe
i two iinformational icollections iand idecide iwhether ithey ioriginated ifrom ithe iequivalent
i population. iMathematically, ithe it-test itakes ian iexample ifrom ievery ione iof ithe itwo isets iand
i builds iup ithe iissue iexplanation iby iexpecting ia inull ihypothesis ithat ithe itwo imethods iare
i equivalent. iIn iview iof ithe imaterial iequations, icertain iqualities iare idetermined iand ilooked iat
i against ithe istandard iqualities, iand ithe iexpected inull ihypothesis iis iacknowledged ior

21
i dismissed iaccordingly.If ithe inull ihypothesis imeets iall irequirements ito ibe idismissed, iit
i shows ithat iinformation ireadings iare isolid iand iare imost ilikely inot ibecause iof ipossibility.

Fig: i4.8 iCalculation iof iT-Test

From iabove ifigure i4.8, iit iis iclearly ishown ithat ithere iis ia ihigh irelation ibetween iboth ithe
i variables ibecause iof ithe icomparison iof iStandard iDeviation ifor iboth ithe isamples. iHere iis iis
i seen ithat ithe ivalue iof iT ical iis i“0.9793” iand ithe ivalue iof iT itab iis i“1.9844” iwhich isignifies
i that iT itab i> iTcal. iSo, iwe ican istate ithat isigma i1 iis iequal iwith isigma i2 ias iwe ihave icalculated
i Ttest ifrom ithe itwo isample iassuming iequal ivariance. iTherefore, ithere iis ino isignificant
i difference ibetween ithe itwo ivariable.

4.3 Discussion
i

The iafter ieffects iof ithe iresearch ishow ithe ifree ifactor iand idependent ivariable iwhich iis
i loyalty iof iback iof iemployee iin iIndia iand iemphatically. iIn ilight iof ithe ioutcome ifrom ithe
i hypothesis, iit ishows idecidedly ihigh iconnection ifor ithe iconnection iamong iadministrator
i and iback iof ihouse istaff iloyalty iwhich iis i0.801 ithat ifall iunder ithe irange i± i0.71 ito i± i0.90. i

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All ithe iinformation irelating ito iemployee isatisfaction iwas idissected iutilizing ifrequencies iso
i as ito idistinguish ifactors ithat iprompted iemployee isatisfaction. iThusly, ithe iemployee
i satisfaction iinformation iwas icross iclassified iand iassociated iwith ithe iemployee iloyalty
i information. iThis iwas idone iso ias ito irecognize ifactors iin ithe iemployee isatisfaction iarea
i related iemphatically ito ithe ithree istructures ithat iindicates iemployee iloyalty, iin iparticular,
i business iresidency, ithe icreation iof iprofessional isuccess idesigns iinside ithe iorganization iand
i prescribing ithe iwork ito iother ipeople.iThe ilinkage ibetween iemployee isatisfaction iand
i employee iloyalty iwas ifound iout ithrough ithese itests. iIn iany icase, ithe iexamination ilikewise
i found ithat iemployees iplace icertain icomponents iof itheir isatisfaction ias imore isignificant
i than ithe iothers. iThis iis iby iall iaccounts iapparent iwhen ias ia irule ithe iemployee’s istate ithey
i were ifulfilled, iyet iwhen ibeing iasked iof ieverything iin ithe isurvey, ia ifew ifactors icreated ia
i superior isatisfaction iscore ithan ithe iothers. i

The irespondents ilikewise iappear ito irespect iprofoundly imatters iconcerning iprofessional
i success iand ithe ichances ito ilearn iand idevelop ithat iare ioffered iby itheir iorganization. iThe
i investigation iwhich ifound ithat ifulfilled iemployees iwill ibecome ifaithful iwhenever ithey isee
i their iorganization ias ioffering ithe ichances ito ilearn, idevelop iand isimultaneously igiving ia
i make iset iup ivocation iway ithat ithey ican iseek iafter iin ithe iorganization. iIt iinferred ithat iall
i together ifor ithe iemployees ito ibe isubmitted, iwhich iis ia iwide imeaning iof iloyalty, ithey
i anticipate ithe ichances iof iconstant ilearning iso ias ito iimprove itheir iaptitudes iand
i information. i

Execution iexamination iassumes ia ijob iin ithe iconnection ibetween iemployee isatisfaction iand
i employee iloyalty iin ithis iinvestigation. iAs iindicated iby isome iresearcher, iexecution
i examination iis ia isignificant icomponent iof isatisfaction isince iit iis iemphatically iidentified
i with ijob isatisfaction, iorganizational iresponsibility iand icontrarily iidentified iwith iturnover
i aims. iJob isatisfaction iand iorganizational iresponsibility ifall iinto ia imore iextensive imeaning
i of iloyalty. iWhile ireferencing iturnover, iit isuggests ithat ithe iemployee iwould inot ibe ifaithful
i if ithe ipresentation iexamination iframework iisn't ireasonable iand iit idoesn't iprecisely ireflect
i genuine iemployee iexecution. iResearcher ifound ithat iemployee isatisfaction ihas ia ilinkage
i with iemployee iloyalty.

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Then iagain, iemployee's ijob, iwhich iis iadditionally ia ivariable isignifying iemployee
i satisfaction, iwas ifound ito icorrespond iwith iemployee iloyalty iin ithis istudy. iThe
i investigation iof iemployee's ijob ifound ithat istrengthening icould ilead iemployees ito ia imore
i elevated ilevel iof isatisfaction iand ia isuperior inature iof iwork ilife. iAcknowledgment iand
i prizes iis ilikewise ione iof ithe icomponents ithat ihave ibeen ifound ito iinterface iwith iemployee
i loyalty iin ithis istudies.

4.4 Limitation of the study

i i i i

There iare ia ifew irestrictions ihappen iduring ithe ifulfillment iof ithis iexamination. iRight ioff ithe
i bat, ithis iexamination iconfronted ithe iconstraint iof itime, itest isize iand igeographical
i limitation. iThere iwere isurveys idisseminated ithrough iGoogle iform iquestionnaire iinside ithe
i time iof imulti imonth itime. iIt iisn't isufficient iinformation ifor ius ito idemonstrate ithat ientire
i Indian iemployee iloyalty iin ivarious iventures ihave iinfluenced iby ithose icomponents ithat iare
i talked iabout ihere. iConsequently iit iwill ibe ihard ifor ithis iinvestigation ito ibe irespondent. iA
i bigger iexample isize iwith ian iall ithe imore igenuinely idisseminated iregion iinside ithe
i respondents iwill iassist iwith iapproving ithe istudy. iFurthermore, ithere imay ibe idifferent
i factors ithat ican ibe ithe ielements ito iimpact iMalaysian iemployee iloyalty iin ilodging iindustry.

The iresearch iand isurvey iwas iconducted itaking iinto ithe imixed iof iall ithe iprofessions iwho
i were iaged ibetween i20 ito i50 iyears. iBut ias iseen iin ithe ifigure i4.2 iit iis iidentified ithat i53.8%
i were ifrom iother iindustrial isectors. iSo, ithere iare ivery ifew inumbers iof ipeople iwho iare
i working iin iElectronic iand iretail iindustries. iAlso iin ifigure i4.1, iit iis ishown ithat iwhen isurvey
i was itaken ifrom ithe ihuge igroup ipeople ithere ionly i84.6% iwere imale. iIt imeans ithe inumber iof
i respondent ias imale iwere imore, iso imainly iresult iare ion ithe ibasis iof imale irespondent ithan
i the ifemale. iIf ifemale irespondent iwere imore iequal ithan ithere imay ibe isome ichanges iin ithe
i results.

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4.5 Recommendation
i

There iare ia ifew iplans ito iimprove ithis istudy ito iserve ifuture iresearch. iIn ithe ifuture iresearch,
i it iought ito iinclude imore iextensive igeological iterritories ijust ias ibigger iexample isize.
i Likewise, ithe isurveys iought ito ibe iconverted iinto idifferent ilanguage isince iIndia icomprises
i of ivarious iraces. iAnd ifurthermore isurvey ishould ibe igiven ito ifemale irespondents itoo ifor
i their idiscernment iabout itheir iwork iculture.

25
 CHAPTER 5: CONCLUSION i i

The iobjective iof ithe iresearch iwere ito ishow iconnection ibetween iemployee isatisfaction iand
i employee iloyalty iamong iIndian iorganization iand ito idiscover ithe idifferent icomponents
i basic iJob isatisfaction iand iemployee iloyalty. iThe idiscoveries iof ithe iresearch ireason ithat
i there iis ia inoteworthy iconnection ibetween ijob isatisfactions ion iemployee iloyalty iamong
i employees. i

Presently, ione iof ithe idifficult iissues ifor ithe iorganization iis imaintenance iof ifaithful
i employees. iBest imanagement ipractice, ismart ihuman iasset istrategy, inoteworthy imoney
i related iresources iand iadequate itime iis iexpected ito iconquer ithe idifficulties. iEmployee
i maintenance iempowers ithe iorganization ikeep iimportant iemployees ias iwell ias iredesigns
i organizational iexecution iand ialtogether iadds ito imaintain iupper ihand ijust ias ithe imarket
i position. i

These idiscoveries iunderscore ithe isignificant ihypothesis ithat ithere iis ilinkage ibetween
i employee isatisfaction iand iemployee iloyalty. iAt ithe iend iof ithe iday ian iexpansion iof
i employee isatisfaction icould ireally ibring iabout iexpanded iin iemployee icooperation iand ihas
i the icapability iof imaking iboth ithe iemployee iand iboss isimilarly ifaithful ito ithe iorganization. i

Employee iloyalty iis ian iaftereffect iof ithe isatisfaction ithat ioriginates ifrom isatisfaction
i factors, ifor iexample, iacknowledgment iand iprizes, iworking iconditions, iteamwork iand
i collaboration, iand irelationship iwith imanager.

The ifindings iof ithis istudy icould ibe iused iby imanagers iin iorganizations iin ideveloping itheir
i staff itraining iprogramme iin iorder ito icreate isatisfied iand iloyal iworkers. i iCompanies i ishould
ii be i imindful i iof i isatisfaction i ivariables i isuch i ias: i irecognition i iand irewards, i i iteamwork i i iand
iii cooperation, i i iworking i i iconditions, i i iand i i irelationship i i iwith i i isupervisor. i i iThe i i itraining
i programmes i ishould i imake i ithe i iemployees i iconfident i ithat i ithe i icompany i iis i isincere i iabout
ii the i isatisfaction i ivariables isuch ias imentioned iin ithe ipreceding isentence. iHowever, ia ifuture
i extended istudy i ithat ievaluates ia iwider iscope iof iemployee i isatisfaction i iand i iloyalty i
i dimensions i iin i ithe i iorganization. i i i

26
 REFRENCES
1. Abdullah, iR. iB., iMusa, iM., iZahari, iH., iRahman, iR., i& iKhalid., iK. i(2011). iThe
i Study iof iEmployee iSatisfaction iand iits iEffects itowards iLoyalty iin iHotel iindustry iin
i Klang iValley, iMalaysia. iInternational iJournal iof iBusiness iand iSocial iScience, i2,
i 147-155
2. http://ajmjournal.com/HTMLPaper.aspx?Journal=Asian%20Journal%20of%20M
anagement;PID=2016-7-2-5
3. Poo,H.K., iWa,P.L., iKing, iC.O., iKeong,M.S., iHou,C.T.(August i2012). iA istudy iof
i impact itowards iloyalty iof ithe iemployee iamong ithe iback iof ihouse istaffs iin iHotel
i Industry. iRetrieved ifrom ihttp://eprints.utar.edu.my/690/1/BA-2012-0908132.pdf i4
4. Rajput, iS, iSinghal, iM i& iTiwari, iS.K i(Feb i2016). iJob iSatisfaction iand iEmployee
i Loyalty: iA iStudy iof iAcademicians iRetrieved ifrom i
5. Zanabazar, iA, iJigjiddorj, iS,(July i2018). iImpact iof iemployee isatisfaction iin
i employee iloyalty, iRetention iand iorganizational iperformance. iInternational iJournal
i of iManagement iand iApplies iScience i

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 ANNEXURES

Annexures 1: Survey questionnaire filled by Respondents.

i i i i i i

https://docs.google.com/forms/d/1bbj7g-
O2Yemh0p8p56y3SafLqQVtkbw7DxClU_RgLcA/edit

Annexures 2: Questions that were asked in the Survey

i i i i i i i i

Demographic iquestions

Name

Gender

Age i

Industrial iSector

Work iExperience

Work iPosition

Employee iSatisfaction irelated iquestions

Are iyou isatisfied iw1h iyour ijob?

Does iYour iEmployers iProvides iyou ia iFormal iRecogn1ion ifor iYour iEffort iin iOrganization?

Is ithere ia iCulture iof iTeamwork i& iCooperation iamong ipeers i& ico-worker iin iYour
i Organization?

Do iyou iFeel ithat ithe iEmployer iprovide iyou ithe ifreedom ito iinfluence iwork iContent i&
i methods?

i Do iyou iFeel ithat ithere iis iOpportun1y ifor iGrowth i& iCareer iDevelopment iin ithe
i organization?

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Is iOrganization iproviding iyou ithe iopportun1y ito iparticipate iin ithe iDecision iMaking
i Process?

Does iYour iReward imatches iwith iyour iEffort?

Does iYour iOrganization iprovide iyou ithe iFlexible iTime iwhen iyou ineed?

Is ithe iorganization iprovides iyou iw1h ithe imaterials i& iEquipment ito ido iwork iright?

How iwould iyou irate iyour ioverall isatisfaction iw1h ithe icurrent ireward i& iRecogn1ion
i programs ioffered iby ithe iorganization?

Employee iLoyalty irelated iquestions

Does iyour iOrganization itreat iyou ias ia iReal iPartner?

Does iyour iOrganization iCare ifor ieffort ito iimprove iyour iPerformance?

Do iyou ihave imade ithe icontribution ion iachieving iyour iOrganization iObjectives?

Do iyour iorganization iresponds ito iyour ifeedback iquickly?

Do iyou irecommend iyour iorganization ito iyour ifriends?

Do iyou ibelieve iin imaking ilong iterm iRelationship iw1h iyour iorganization?

Does iyour iorganization iretains iw1h ioutstanding iemployee?

Do iyou iendure irelationship iw1h iyour iorganization?

Does iyour iorganization iprovide iyou iw1h isufficient iopportun1y ito igrow?

Are iyou iloyal ito iyour iorganization?

29
30