SUMMER INTERNSHIP PROJECT REPORT ON

THE INFLUENCE OF JOB SATISFACTION ON

TURNOVER INTENTION: AN EMPIRICAL
STUDY AT HEPLYMOTO PVT LTD
Submitted in partial fulfilment of the requirement of the award of

Master of Business Administration

Submitted By

Anjala Sherin
(MBA 2023 – 2025)
23MBMA43

SCHOOL OF MANAGEMENT STUDIES

UNIVERSITY OF HYDERABAD

Under the Supervision of

Dr. Punam Singh

(Assistant Professor)

School of Management Studies

1
 SCHOOL OF MANAGEMENT STUDIES

UNIVERSITY OF HYDERABAD

CERTIFICATE

This is to certify that the project titled “The Impact of Job Satisfaction on Turnover
Intention: An Empirical Study at HeplyMoto PVT LTD” is a Bonafide work done by Anjala
Sherin (23MBMA43) under the guidance of Dr. Punam Singh, School of Management Studies,
University of Hyderabad, in partial fulfilment of the requirement of the award of Master of
Business Administration from School of Management Studies, University of Hyderabad.

School of Management studies Prof. Punam Singh

University of Hyderabad (Supervising Guide)

School of Management studies

University of Hyderabad

2
 DECLARATION

This is to certify that the project titled “The Impact of Job Satisfaction on Turnover
Intention: An Empirical Study at HeplyMoto PVT LTD” is a Bonafide work done by Anjala
Sherin (23MBMA43) under the guidance of Dr. Punam Singh, School of Management Studies,
University of Hyderabad, in partial fulfilment of the requirement of the award of Master of
Business Administration from School of Management Studies, University of Hyderabad.
I hereby affirm that this project is the product of my own work and has not been copied from
any other source. Any references to external websites have been appropriately cited in the
References section.

ANJALA SHERIN
23MBMA43

3
4
 ACKNOWLEDGMENT

I am deeply grateful to Mr Shantanu Bunker, Director of HelpyMoto Pvt Ltd, for his
valuable guidance and constant support throughout the internship project, and for extending
all support allowing me to work from home and for his valuable guidance and constant
encouragement enabling me to complete my internship successfully.
I extend my sincere gratitude to Dr. Punam Singh, Assistant Professor at the School of
Management Studies, University of Hyderabad, for her timely guidance and constructive
feedback, which were instrumental in the successful completion of my project.
I express my thankfulness to all the faculty members of School of Management Studies,
my family and friends who have contributed to the successful completion of the project.

5
 ABSTRACT

Turnover intention refers to the turnover rate within an organization, signifying the number of
employees leaving their jobs. This is a critical concern for organizations as it impacts
productivity, knowledge retention, and overall organizational performance. Factors influencing
turnover include compensation, work-life balance, job security, career growth opportunities,
and organizational culture.

Job satisfaction represents an employee's contentment with their job, encompassing factors
such as work environment, compensation, job role, work-life balance, recognition, and career
advancement prospects. High job satisfaction is linked to increased productivity, reduced
turnover rate, and a positive organizational climate.
In the study conducted at HelpyMoto Pvt Ltd, I identified a significant rate of employee
turnover, primarily driven by a lack of job satisfaction. Key factors contributing to job
dissatisfaction included limited career growth opportunities, inadequate compensation, and
poor work-life balance. To delve deeper, a survey was conducted, and multiple regression
analysis was employed to explore the relationship between job satisfaction and its influencing
factors. The analysis also revealed a strong correlation between job satisfaction and employee
turnover, highlighting the need for improvements in these areas to reduce turnover.

6
 TABLE OF CONTENTS

CHAP TOPIC PAGE

NO. NO.
Abstract 6

1 INTRODUCTION 9- 11

1.1 Introduction 10

1.2 Significance of Study 11

1.3 Scope of Study 11

1.4 Statement of the problem 11

1.5 Objectives 11

2 CONCEPTUAL FRAMEWORK 12 - 15

2.1 Theoretical framework 13

2.2 Review of literature 14

3 INDUSTRY AND COMPANY PROFILES 16 – 22

3.1 Industry profile 17

3.2 Company profile 19

4 RESEARCH METHODOLOGY 23 – 25

4.1 Research Methodology 24

7
 4.2 Limitations of Study 25

5 Data Analysis & Interpretation 26 - 36

5.1 Gender of respondents 27

5.2 Age of respondents 28

5.3 Department of respondents 29

5.4 Overall satisfaction of respondents 30

5.5 Correlation between Job satisfaction and it’s factors 31

5.6 Regression Analysis between Job satisfaction and it’s factors 32

5.7 Correlation between Job satisfaction and Turnover 35

5.8 Regression Analysis between Job satisfaction and Turnover 36

6 FINDINGS, SUGGESTIONS & CONCLUSION 37 -41

6.1 Findings 38

6.2 Suggestions 39

6.3 Conclusion 40

Learnings From Summer Internship 42

References 43

Appendix 44

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 CHAPTER 1
INTRODUCTION

9
1.1 INTRODUCTION
In this fast-growing era in the concepts and functions of Human Resource Management is
something which is metamorphically changing. In earlier times it just planning and controlling
the human resource in the organisation, but now the roles changes to genetic diversity officer
and so on, However the main function remains same, managing human resource. HR managers
are giving their best ability to foster the employee’s productivity.
The automobile industry in India is one of the largest in the world, contributing significantly
to the nation's GDP and employment. With over 26 million vehicles produced in the financial
year 2022-23, the industry continues to grow at a rapid pace, driven by both domestic demand
and exports. In such a dynamic and fast-paced industry, human resource management plays a
crucial role, especially in ensuring job satisfaction among employees. High levels of job
satisfaction are essential in this sector as it directly impacts productivity, employee retention,
and the overall quality of services provided. Helpy Moto Pvt Ltd, an emerging player in the
industry, offers on-demand mechanical services that ensure vehicles are well-maintained and
operational wherever their journey may take them. By focusing on delivering quality service
with a highly satisfied workforce, companies like Helpy Moto can maintain a competitive edge
in the ever-evolving automobile industry.
Job satisfaction is a key aspect of an employee's work life and is important for human resource
management. It's the level of contentment and positive emotions an employee feels about their
job and its associated elements, such as their daily duties, team members, managers, and
organizational policies. The diverse factors are shaping together the concept of job satisfaction,
each contributing uniquely to the experience of the employees at work. Some of the major
factors that influence job satisfaction are work environment, nature of work, compensation and
benefits, work-life balance, recognition and feedback, professional growth, leadership and
management style, collegial relationships, job security, and organisational policies and
practices. High job satisfaction levels are synonymous with a motivated workforce, leading to
reduced turnover rates and a vibrant organisational culture.
Similarly In human resource management, employee turnover is the number of employees who
leave a company within a specific period of time, whether voluntarily or involuntarily. It's an
HR metric that reflects the quality of the employee experience. A high turnover rate can
indicate undesirable work conditions, while a low rate can indicate a thriving organization.
Luthans, (2005) state that high job satisfaction will make turnover low, and vice versa if job
satisfaction is low, turnover will be high. There is a negative relationship between job
satisfaction and turnover intention where the more job satisfaction increases, the more turnover
intention decreases so that the company's performance can be improved. Job dissatisfaction has
often been identified as an important reason that causes individuals to leave their jobs.
Empirically it can be concluded that job dissatisfaction has a direct relationship to the formation
of a desire to leave.
This research is conducted at Helpy Moto Pvt Ltd, focusing on understanding the factors
contributing to intern turnover due to low job satisfaction. The study employs a mixed-methods
approach, with primary data collected through surveys administered to current and former
interns of the company. Additionally, secondary data is gathered from various sources to
support and contextualize the findings. The goal is to explore the challenges faced by

10
employees at Helpy Moto Pvt Ltd and to identify potential areas for improvement in their
experience.

1.2 SIGNIFICANCE OF STUDY

This research project aims to explore the relationship between job satisfaction and employee
turnover within HelpyMoto Pvt Ltd. By analyzing the contributing factors and dynamics at
play, this study aims to offer actionable insights that can guide strategies for talent retention,
turnover reduction, and the overall enhancement of organizational success.

1.3 SCOPE OF THE STUDY

The present study is designed to measure the job satisfaction level and the level of employee
turnover in the organization. It is an empirical study based on primary and secondary data. The
study has been carried out with a special focus on the employees of HelpyMoto Pvt Ltd.

1.4 STATEMENT OF THE PROBLEM

HelpyMoto Pvt Ltd is experiencing a significant rate of job dissatisfaction, which is negatively
impacting its organizational productivity, knowledge retention, and overall performance. This
study aims to delve deeper into the relationship between job satisfaction and its factors,
recognizing that job satisfaction is a critical factor influencing employee turnover.
Specifically, the research seeks to understand the specific aspects of job satisfaction at
HelpyMoto Pvt Ltd, how job satisfaction compares to other factors (e.g., compensation, work-
life balance) in predicting employee turnover. By prioritizing job satisfaction, this study aims
to provide valuable insights into how the organization can create a more positive and fulfilling
work environment for its employees.

1.5 OBJECTIVES
• To assess the level of job satisfaction among employees.
• To identify key determinants of job satisfaction within the organization.
• To examine the relationship between job satisfaction and turnover intention.

11
 CHAPTER 2
CONCEPTUAL FRAMEWORK

12
2.1 THEORETICAL FRAMEWORK

JOB SATISFACTION

Job satisfaction refers to the level of contentment employees feel with their work and work
environment. It reflects how well their expectations and needs are met, impacting their overall
morale and engagement.

FACTORS CONTRIBUTING TO JOB SATISFACTION

1. Work Environment: The physical and social conditions of a workplace significantly

impact employee satisfaction. A clean, safe, and comfortable environment can enhance job
satisfaction, while a poor environment, such as discomfort or a hostile atmosphere, can
negatively influence employee morale.

2. Compensation and Benefits: Compensation, including salary and benefits, is a key

factor influencing employee satisfaction. Fair and competitive compensation packages,
including health insurance and bonuses, can enhance morale and loyalty. Conversely,
inadequate compensation can lead to dissatisfaction and decreased job performance.

3. Work-life Balance: Work-life balance is crucial for employee satisfaction and well-
being. When employees can effectively manage their work and personal commitments, it
reduces stress and increases job satisfaction. Conversely, excessive work demands that
encroach on personal life can lead to burnout and decreased morale.

4. Recognition and Appreciation: When employees feel valued and acknowledged for
their contributions, it boosts morale and enhances job performance. Conversely, a lack of
recognition can lead to decreased motivation and job dissatisfaction.

5. Opportunities for Professional Growth: Professional development opportunities are

essential for employee satisfaction and retention. When employees have access to training,
mentorship, and career advancement paths, they feel valued and motivated to excel in their
roles. Conversely, a lack of growth opportunities can lead to stagnation and decreased job
satisfaction.

6. Teamwork and Collaboration: Positive work relationships and a supportive team

environment are essential for employee satisfaction. When employees feel valued, respected,
and part of a cohesive team, it enhances job enjoyment and productivity. Conversely, conflict
or a lack of cooperation can create a stressful and negative work environment, leading to
decreased morale and job satisfaction

7. Leadership and Management Style: Effective leadership and management styles are
crucial for employee satisfaction and productivity. Supportive, fair, and communicative leaders

13
can foster a positive work environment and enhance employee morale. Conversely, ineffective,
unfair, or poorly communicating leaders can create a negative work environment, leading to
decreased job satisfaction and employee turnover.

8. Organisational Policies and practices: Flexible work arrangements like remote work
or flexible hours can enhance work-life balance and increase employee satisfaction.
Additionally, transparent communication and fair performance evaluation processes can
contribute to a positive work environment and boost employee morale.

TURNOVER INTENTION

Turnover intention is an employee's reported willingness or intention to voluntarily quit their

job or leave a company. It's a measurement that indicates the likelihood of an employee leaving
their current position.

2.2 REVIEW OF LITERATURE

Adi Soeprapto and Muhammad Risal Tawil's (2024) study investigated the relationship
between job satisfaction and tenure on turnover intention. Utilizing a survey method and
Pearson correlation analysis, they discovered a significant negative correlation between job
satisfaction and turnover intention. These findings suggest that employees with higher job
satisfaction are less likely to intend to leave their jobs.The results of this study offer valuable
insights for human resource managers. By increasing job satisfaction and retaining long-term
employees, organizations can effectively reduce turnover intention. Implementing the right
strategies can lead to improved employee retention and overall organizational productivity.

Emmy Junianti's (2023) research aimed to investigate the relationship between work
satisfaction, organizational culture, and employee turnover. Through a review of scientific
literature, the study identified several variables that influence these relationships, including
transformational leadership, tenure, trust, compensation, employee retention, work
environment, stress, pay, promotion, working conditions, and nature of the work.

While the study provided valuable insights, it also acknowledged certain gaps. The researcher
suggested that future investigations consider using variables that have already been established
in previous research and explore them with different research objects and methodologies.

In (2022) Tina Rakhmitania's research explored the connection between job satisfaction and
employee turnover within an organization. Using a quantitative research approach and a
questionnaire, the study analyzed data using data analysis software. The findings revealed a
significant relationship between the employee turnover intention variable and the job
satisfaction variable.

14
To improve employee job satisfaction, the study suggests that supervisors engage in activities
such as advice, direction, observation, motivation, and assessment of staff members.
Additionally, creating a positive work atmosphere and implementing an objective performance
appraisal system are recommended strategies.

Anders Frederiksen's (2017) study investigated how employers can use job satisfaction surveys
and personnel data to predict employee attrition. The research emphasized the importance of
maintaining employee anonymity and suggested outsourcing survey implementation to an
outside consulting firm. By combining data from both sources, organizations can gain valuable
insights for decision-making and transition from a descriptive to a predictive approach,
improving employee retention and organizational performance.

Peter W. Hom and Angelo J. Kinicki's (2017) study expanded upon a widely accepted
hypothesis of how work dissatisfaction leads to turnover. Using structural equation modeling
and survival analysis, they investigated the role of various factors, including inter-role conflict,
job avoidance, and unemployment rates, in influencing employee turnover. Through a
nationwide survey of retail employees, the researchers found that inter-role conflict and job
avoidance have an indirect impact on turnover, aligning with the Hom-Griffeth model.
Additionally, unemployment rates were found to have a direct impact on employee turnover.

Wakil Ajibola Asekun's (2015) study explored the relationship between employee turnover, job
satisfaction, and pay satisfaction in Lagos, Nigeria. The research found a positive correlation
between employee turnover intention and pay satisfaction. Additionally, the study revealed that
both job satisfaction and pay satisfaction can predict employee turnover, suggesting a strong
connection between these factors. The findings highlight the importance of addressing
employee satisfaction and pay concerns to achieve efficient growth and improved
organizational performance.

Qadar Bakhsh Baloch, Gohar Zaman, and Janat Jamshed's (2015) study investigated the impact
of various factors on job satisfaction, performance, absenteeism, and turnover intention. The
research found that compensation, promotions, supervision, and coworker support had a
positive influence on performance, job satisfaction, and lower absenteeism. Conversely, work-
family conflict and extended flying hours were negatively associated with job satisfaction and
higher turnover rates. The study highlights the importance of addressing these factors to
improve employee satisfaction and retention.

15
 CHAPTER 3
INDUSRTY AND COMPANY
PROFILES

16
3.1 INDUSTRY PROFILE - AUTOMOBILE
The Indian automobile service sector has witnessed remarkable growth in recent years, driven
by a confluence of factors. The country's expanding middle class, coupled with rising
disposable incomes and urbanization, has led to a surge in vehicle ownership. This growth has
created a robust demand for maintenance, repair, and servicing services, propelling the sector's
expansion. Moreover, the increasing complexity of modern vehicles, with advanced
technologies and electronic systems, has necessitated specialized expertise and infrastructure,
further driving the sector's development.
The automobile service sector is characterized by a highly competitive landscape, with a
multitude of players ranging from independent workshops to large organized chains. Domestic
and international automotive manufacturers have also entered the market, either directly or
through partnerships, offering their own branded service centres. This intense competition has
fostered innovation, improved service quality, and driven down prices for consumers.
However, it has also intensified the pressure on players to differentiate themselves and provide
superior value propositions.
Despite its rapid growth and competitive dynamics, the Indian automobile service sector faces
several challenges. One of the most significant challenges is a shortage of skilled technicians
and human resource. The sector's rapid expansion has outpaced the availability of qualified
professionals, leading to a skills gap that can hinder operational efficiency and customer
satisfaction. Additionally, increasing operating costs, including rising labour costs, rent, and
utility expenses, pose a challenge for many players. Furthermore, the evolving nature of the
automotive industry, with advancements in electric vehicles and autonomous driving
technologies, presents new opportunities and challenges for service providers.

INDUSTRY PROFILE OF AUTOMIOBILE SERVICE BY PORTERS FIVE FORCE

MODEL

1. Threat of New Entrants

The high capital investment required to establish a modern automobile service facility,
coupled with the need for specialized technical expertise and a strong brand presence,
creates significant barriers to entry for new players. While traditional entry barriers remain
high, the emergence of online platforms and digital marketplaces could potentially lower
the cost of entry for certain segments, such as diagnostics and parts sales.

2. Bargaining Power of Buyers

The Indian automobile service sector caters to a diverse customer base, including individual
consumers, corporate clients, and insurance companies. This diversity can limit the
bargaining power of any single buyer, preventing them from exerting undue pressure on
service providers. The increasing number of options available to consumers, including

17
OEM-authorized service centres and independent workshops, can enhance buyer bargaining
power. Consumers may have more choices and be more price-sensitive.

3. Bargaining Power of Suppliers

The automobile service industry is dependent on a range of suppliers, including OEMs,

component manufacturers, and aftermarket parts suppliers. This interdependence can limit
the bargaining power of individual suppliers, preventing them from dictating terms.The
growing market for aftermarket parts and accessories can increase the bargaining power of
suppliers, especially those offering competitive pricing and wider product ranges

4. Threat of Substitute Products

While there are limited direct substitutes for professional vehicle maintenance and repair,
alternative options like DIY services or car-sharing platforms could pose a threat in certain
segments.The increasing popularity of electric vehicles and the associated changes in
maintenance requirements could create new opportunities for specialized service providers,
but also pose a threat to traditional workshops.

5. Industry Rivalry
The Indian automobile service industry is characterized by intense competition, with a large
number of players ranging from independent workshops to organized chains. This can lead
to innovation, improved service quality, and competitive pricing.Intense rivalry can also
result in price wars, reduced profit margins, and increased marketing expenses. This can
make it challenging for individual players to maintain profitability and achieve sustainable
growth.

18
3.2 COMPANY PROFILE – HELPY MOTO PVT LTD

Helpy Moto Private Limited is a Delhi-based company that offers on-demand mechanic
services and auto supplies. Founded in July 2021, the company aims to provide a seamless and
convenient experience for customers. Helpy Moto is led by a team of experienced professionals
with directors Shantanu Bunker, Neeraj Gupta and Chief Sales Officer Amit Mathur.

CORE SERVICES AND FEATURES

Helpy Moto's unique selling points include:
• 24/7 On-Demand Mechanics: Customers can request a mechanic at any time, ensuring
prompt assistance.
• Scheduled Services: Customers can schedule routine maintenance or repairs in
advance.
• HelpyStore: A comprehensive online store offering a wide range of auto parts and
accessories.
• Tailored Subscription Plans: Customers can choose subscription plans based on their
specific needs.
• Expansive Service Network: Helpy Moto operates across India, providing wide
coverage.

COMPANY MISSION AND VALUES

Helpy Moto goes beyond being a service provider; it aims to be a trusted partner for all vehicle
needs. The company's mission is to:
• Deliver exceptional service: Provide high-quality and reliable mechanic services.
• Offer convenience: Make it easy for customers to access on-demand services and
auto supplies.
• Build trust: Establish a reputation for honesty, reliability, and customer
satisfaction.

IMPACT AND FUTURE GOALS

Helpy Moto is committed to making a positive impact on the service industry by:
• Empowering service providers: Providing them with resources and training.
• Collaborating with partners: Fostering partnerships to drive progress.
• Contributing to the community: Supporting local initiatives and causes.
The company's future goals include expanding its service network, introducing new
features, and becoming a leading provider of on-demand automotive services.

19
SWOT ANALYSIS OF HELPY MOTO PVT LTD:

STRENGTHS
• On-Demand Services: Helpy Moto's 24/7 on-demand mechanic service offers
convenience and flexibility to customers, meeting their immediate needs.
• Comprehensive Offerings: The company provides a comprehensive range of services,
including routine maintenance, repairs, and auto supplies, catering to diverse customer
requirements.
• Strong Online Presence: Helpy Moto's online store and digital platform enhance
visibility and accessibility, attracting a wider customer base.
• Experienced Team: The company's team of experienced professionals brings expertise
and knowledge to the business, ensuring quality services and efficient operations.

WEAKNESSES
• Dependency on Technology: Reliance on technology for operations, such as the
mobile app and online platform, could pose challenges in case of technical issues or
disruptions.
• Limited Geographical Reach: While Helpy Moto has a growing presence, expanding
operations to more regions may be necessary to reach a larger customer base.
• Customer Acquisition and Retention: Acquiring new customers and retaining
existing ones can be competitive, requiring effective marketing strategies and customer
service initiatives.

OPPORTUNITIES
• Growing Automotive Market: The increasing demand for automotive services,
especially in urban areas, presents significant growth opportunities for Helpy Moto.
• Expanding Service Offerings: The company can explore new service areas, such as
vehicle inspections, detailing, or electric vehicle maintenance, to diversify revenue
streams.
• Strategic Partnerships: Collaborating with automotive manufacturers, dealerships, or
insurance companies can enhance brand visibility and customer reach.
• Technological Advancements: Leveraging advancements in technology, such as
artificial intelligence or augmented reality, can improve efficiency and customer
experience.

THREATS
• Increased Competition: The automotive service industry is competitive, with
traditional repair shops and new entrants posing potential threats.
• Economic Downturns: Economic fluctuations can impact consumer spending on non-
essential services, affecting demand for Helpy Moto's offerings.
• Regulatory Changes: Changes in government regulations or policies related to the
automotive industry could impact the company's operations.
• Skill Shortage: Finding and retaining qualified mechanics can be challenging,
especially in certain regions.

20
PESTLE ANALYSIS OF HELPY MOTO PVT LTD

POLITICAL FACTORS

• Government regulations: Helpy Moto, being in the automotive industry, is subject to

various regulations such as those related to emissions, road safety, and consumer
protection. Changes in these regulations can impact the company's operations and costs.

• Tax policies: Government tax policies, including corporate tax rates, GST rates, and
incentives, can significantly influence the company's profitability.

• Political stability: A stable political environment is crucial for the automotive industry,
as it ensures predictable policies and economic conditions. Political instability can
create uncertainties and hinder business growth.

ECONOMIC FACTORS

• Economic growth: A growing economy generally leads to increased demand for

automobiles and related services. Helpy Moto can benefit from economic expansion.

• Interest rates: Interest rates affect consumer purchasing power and financing options
for vehicles. Lower interest rates can stimulate demand, while higher interest rates may
dampen it.

• Inflation: Inflation can impact the cost of operations, including wages, materials, and
energy. It can also affect consumer spending habits.

• Fuel prices: Fluctuations in fuel prices can influence the demand for certain types of
vehicles and the cost of operating vehicles.

SOCIO-CULTURAL FACTORS

• Changing consumer preferences: Consumer preferences for car ownership and usage
are evolving. Factors such as urbanization, environmental concerns, and ride-sharing
services can impact the demand for automobiles and related services.

• Lifestyle changes: Changes in lifestyle, such as increased work-life balance and the
preference for convenience, can influence the demand for car services.

• Demographics: The age distribution, income levels, and urbanization patterns of the
population can affect the demand for automobiles and car services.

TECHNOLOGICAL FACTORS

• Advancements in automotive technology: Innovations in areas such as electric

vehicles, autonomous driving, and connected cars can present both opportunities and
challenges for Helpy Moto. The company may need to adapt its services to cater to
these technological advancements.

21
 • Digitalization: The increasing use of technology in the automotive industry, including
online booking, digital payments, and telematics, can provide new avenues for growth
and improve operational efficiency.

LEGAL FACTORS

• Labor laws: Compliance with labor laws, including minimum wage regulations,
working hours, and employee benefits, is essential for Helpy Moto.

• Consumer protection laws: The company must adhere to consumer protection laws to
safeguard the rights of its customers.

• Environmental laws: Helpy Moto needs to comply with environmental regulations

related to waste management, pollution control, and sustainable practices.

ENVIRONMENTAL FACTORS

• Climate change: Environmental concerns and regulations related to climate change

can impact the automotive industry, including the demand for electric vehicles and the
need for sustainable practices.

• Natural disasters: Natural disasters can disrupt operations, damage property, and
impact supply chains.

22
 CHAPTER 4
REASEARCH METHODOLOGY

23
4.1 RESEARCH METHODOLOGY

RESEARCH DESIGN
• Descriptive and Analytical: This study employs a descriptive and analytical research
design to examine the relationship between job satisfaction and employee turnover.
• Quantitative Approach: A quantitative research approach was adopted to investigate
this relationship using numerical data.
• Empirical Research: This study is empirical, relying on both primary and secondary
data sources to provide a comprehensive understanding of the topic.
DATA COLLECTION
• Primary Data:
o Survey: A survey was conducted using Google Forms to collect primary data
from a sample of 57 employees.
o Questionnaire: A well-structured questionnaire was used to gather information
from respondents, including items adapted from established job satisfaction
surveys and Lentz, E. (2004)'s questionnaire for measuring turnover.
• Secondary Data: Secondary data was gathered from various external sources.
SAMPLING
• Population: the population under study consisted of all employees of helpy moto pvt
ltd.
• Sampling method: a convenient or purposive sampling method was used to select a
representative sample of 57 respondents.
DATA ANALYSIS
• Tools: Microsoft Excel, Python, charts, and graphs were used to analyze and interpret
the collected data.
• Variables:
o Dependent Variable: Job satisfaction
o Independent Variables: Factors affecting job satisfaction, such as work-life
balance, opportunities for growth and development, recognition and
appreciation, teamwork and collaboration, work environment, and leadership.

24
4.2 LIMITATIONS OF STUDY
This study has several limitations that should be considered when interpreting the findings.

• Sample Size: The relatively small sample size of 57 respondents may limit the
generalizability of the results. A larger sample could provide more robust and
representative findings.
• Self-Reported Data: The study relied on self-reported data from employees, which
may introduce biases or inaccuracies. Respondents may not provide completely honest
or accurate information due to various factors.
• Organization-Specific Findings: The study focused on Helpy Moto Pvt Ltd, and the
findings may not be directly applicable to other organizations with different
characteristics, such as industry, size, or culture.
• Limited Factors Considered: The study did not consider all potential factors that may
influence job satisfaction and employee turnover. There may be additional variables
that were not included in the analysis, which could affect the results.
• Time-Bound Findings: The study was conducted at a specific point in time, and the
findings may not be representative of the organization's situation over a longer period.
Changes in the organization or external factors could impact employee satisfaction and
turnover.

25
 CHAPTER 5
DATA ANALYSIS &
INTERPRETATION

26
5.1 GENDER OF RESPONDENTS

GENDER NO. OF RESPONDENTS PERCENTAGE

MALE 26 45.6%

FEMALE 31 54.3%

GENDER
56 54.39
54
52
50
48
45.61
46
44
42
40
MALE FEMALE

PERCENTAGE

Interpretation: Out of 57 respondents, 45.61% of the them are male and 54.38% are female.
Given the minimal disparity in the organization's gender composition, it is reasonable to
assume that the questionnaire responses are not significantly influenced by gender bias. The
population appears gender-neutral in this regard.

27
5.2 AGE OF RESPONDENTS

AGE RESPONDENTS PERCENTAGE

Less than 20 10 17.54%

20 – 25 34
59.64%

25 – 30 11
19.29%

More than 30 2
3.50%

AGE
70.00
59.65
60.00

50.00

40.00

30.00
17.54 19.30
20.00

10.00 3.51
0.00
Less than 20 20 – 25 25 – 30 More than 30

PERCENTAGE

Interpretation: Among the 57 respondents, the majority (59.64%) were aged 20 to 25. A
smaller proportion, 17.54%, were under 20, while 19.29% were aged 25 to 30. Only 3.50%
were over 30.

28
5.3 DEPARTMENT OF RESPONDENTS

JOB TITLE NO. OF RESPONDENTS PERCENTAGE

Tech 27 47.3%

Non-Tech 30 52.63%

DEPARTMENT
54.00
52.63
53.00
52.00
51.00
50.00
49.00
48.00 47.37
47.00
46.00
45.00
44.00
Tech Non-Tech

PERCENTAGE

Interpretation: Out of 57 individuals, of which 52.63% were from non-technical departments

and 47.36% were from technical departments. This indicates a slightly larger representation of
non-technical personnel in the questionnaire responses.

29
5.4 OVERALL SATISFACTION OF RESPONDENTS

OVERALL SATISFACTION NO OF RESPONDENTS PERCENTAGE

1 0 0.00%

2 3 5.2%

3 11 19.29%

4 24 42.10%

5 19 33.33%

OVERALL SATISFACTION
4500.00% 42.10
4000.00%
3500.00% 33.33

3000.00%
2500.00%
19.29
2000.00%
1500.00%
1000.00%
5.26
500.00%
0.00%
0.00%
1 2 3 4 5

PERCENTAGE

Interpretation: Out of 57 respondents, 0% have satisfaction level of 1, 5.26% have satisfaction

level of 2, 19.29% have satisfaction level of 3, 42.10% have satisfaction level of 4 and 33.33%
have satisfaction level of 5. The majority of respondents (84.74%) expressed a satisfaction
level of 3 or higher, indicating that a significant portion of the workforce (specifically 42.10%
and 33.33%) is content with their employment at the company.

30
5.5 CORRELATION BETWEEN INDEPENDENT VARIABLES

This analysis employs Python to investigate the correlation between job satisfaction and its
factors. By examining the relationship between these variables, we aim to understand how
various factors influencing the job satisfaction of employees.

FACTOR WLB OFG & R& A T&C CC WE L

D

WLB 1

OFG & D 0.63 1

R&A 0.54 0.73 1

T& C 0.52 0.82 0.52 1

CC 0.57 0.63 0.56 0.55 1

WE 0.54 0.73 0.50 0.72 0.54 1

L 0.59 0.73 0.69 0.59 0.65 0.64 1

Pearson Correlation Significance level .05 (2-tailed)

Interpretation: Based on data, all independent variables output is in between .500 and 1.000,
it means that all independent variables are having strong relation. So, if someone demotivates
with one factor other factors will also have same effect.

Correlation Analysis:

Pearson Significa
Factor P-value
Coefficient nce

Work-life balance 0.3956 0.0021 Significant

Opportunities for growth and

0.7287 8.88e-11 Significant
development

Recognition and appreciation 0.6993 1.02e-09 Significant

Teamwork and collaboration 0.5182 3.09e-05 Significant

Communicating concerns 0.4542 0.0003 Significant

31
 Work environment 0.5356 1.47e-05 Significant

Leadership 0.4889 9.86e-05 Significant

The p-values for all correlations are below the significance level of 0.05, indicating that these
relationships are statistically significant. This means that the observed correlations are unlikely
to be due to chance. The provided data indicates significant positive correlations between job
satisfaction and several factors: work-life balance, opportunities for growth and development,
recognition and appreciation, teamwork and collaboration, communication channels, work
environment, and leadership.

5.6 REGRESSION ANALYSIS

To investigate the factors influencing job satisfaction, a multiple regression analysis using
Ordinary Least Squares (OLS) was conducted in Python. Job satisfaction served as the
dependent variable, while work-life balance, opportunities for growth and development,
recognition and appreciation, teamwork and collaboration, communication with team captains
and HR, work environment, and leadership were considered independent variables. This
analysis aimed to identify the significant relationship between the variables.

The hypothesis are as follows:

H1(A) = Work life balance have significant influence on job satisfaction.
H1(B) = Opportunities for growth and development have significant influence on job satisfaction.
H1(C) = Recognition and appreciation is associated job satisfaction.
H1(D) = Evaluate Teamwork and collaboration have significant influence on job satisfaction.
H1(E) = Work environment have significant influence on job satisfaction.
H1(F) = Examine Leadership have significant influence on job satisfaction.

Regression Results in Table Format

INDEPENDENT STD. P-
COEFFICIENT T
VARIABLE ERROR VALUE

-
Work-life balance -0.058 0.528 0.912
0.111

32
 Opportunities for
growth and 0.434 0.119 3.642 0.008
development

Recognition and
0.008 0.226 0.036 0.971
appreciation

Teamwork and
0.318 0.135 2.365 0.022
collaboration

Communicating
-
concerns to Team -0.018 0.318 0.955
0.057
captain and HR

Work environment 0.255 0.135 1.887 0.064

Leadership 2.348 0.355 6.610 0.000

Note: The p-values are rounded to three decimal places for readability.
Interpretation:
• H1(A): Work-life balance is not a significant predictor of job satisfaction. The p-value
for this variable is 0.912, which is greater than the typical significance level of 0.05.
• H1(B): Opportunities for growth and development is a significant predictor of job
satisfaction. The p-value for this variable is 0.008, indicating a strong relationship.
• H1(C): Recognition and appreciation is not a significant predictor of job satisfaction.
The p-value for this variable is 0.971.
• H1(D): Teamwork and collaboration is a significant predictor of job satisfaction. The
p-value for this variable is 0.022.
• H1(E): Work environment is not a significant predictor of job satisfaction. The p-value
for this variable is 0.064, which is close to the significance level but not quite below it.
• H1(F): Leadership is a significant predictor of job satisfaction. The p-value for this
variable is 0.000.
Supported Hypotheses are H1(B), H1(D), and H1(F) are supported by the data, indicating that
opportunities for growth, teamwork and collaboration, and strong leadership are significant
predictors of job satisfaction. Not Supported Hypotheses are H1(A), H1(C), and H1(E) are not
supported by the data, suggesting that work-life balance, recognition and appreciation, and
work environment, as measured in this analysis, are not significant predictors of job
satisfaction.

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5.7 CORRELATION BETWEEN JOB SATISFACTION AND
TURNOVER INTENTION

This analysis employs Python to investigate the correlation between job satisfaction and
employee turnover. By examining the relationship between these two variables, we aim to
understand how employee satisfaction levels influence their likelihood of leaving the
organization.

CORRELATION MATRIX

Job Satisfaction

Turnover Intention

Job Satisfaction Turnover Intention

Level of Significance (alpha)= 0.05

Interpretation: The Pearson Correlation Coefficient (r) of 0.0895 indicates a very weak
positive correlation between job satisfaction and turnover intention. This suggests that, within
the dataset, there is a slight tendency for higher job satisfaction to be associated with higher
turnover, but the relationship is quite weak.
The p-value of 0.5037 indicates that this correlation is not statistically significant. This implies
that the observed correlation might be due to random chance rather than reflecting a true
underlying relationship.

34
EXPLORING THE INSIGNIFICANT CORRELATION BETWEEN JOB
SATISFACTION AND TURNOVER INTENTION:

Interestingly, the correlation between job satisfaction and employee turnover was found to be
very weak and not statistically significant. This suggests that factors outside of job
satisfaction—such as personal circumstances, the external job market, or industry-specific
conditions—may be influencing turnover rates at Helpy Moto. One major factor contributing
to this weak correlation could be the nature of employment at Helpy Moto, where the company
often offers temporary contracts or project-based roles aimed at providing candidates with
experience. As a result, employees tend to leave after their contract tenure ends, regardless of
their job satisfaction levels. This model of short-term employment explains why turnover
remains high despite potentially high job satisfaction, as candidates may view their time at
Helpy Moto as a stepping stone to further career opportunities, rather than a long-term
commitment. While the relationship between job satisfaction and turnover is typically expected
to be stronger, it is crucial to recognize that turnover can be driven by multiple variables beyond
the scope of this study, particularly the company’s employment structure.

35
 CHAPTER 6
FINDINGS, SUGGESTIONS
AND CONCLUSIONS

36
6.1 FINDINGS

The analysis of employee satisfaction within the organization revealed several key findings.
These findings provide valuable insights into the factors that influence employee engagement
and retention.
1. Gender Balance: The respondent pool was relatively gender-balanced, with a slight
majority of females. This indicates a diverse representation of genders among the
surveyed employees.
2. Age Distribution: The majority of respondents were aged 20-25, followed by those
under 20. This suggests that the organization has a relatively young workforce.
3. Department Representation: Non-technical departments were slightly more
represented than technical departments. This indicates a diverse representation of
employees across different functional areas within the organization.
4. Overall Satisfaction: A significant portion of respondents (84.74%) expressed
satisfaction levels of 3 or higher, indicating overall contentment with their employment.
This suggests that a majority of employees are generally satisfied with their jobs and
the organization.
5. Significant Predictors of Job Satisfaction: Opportunities for growth and
development, teamwork and collaboration, and strong leadership were identified as
significant predictors of job satisfaction. This implies that employees value these
factors in their work environment and that organizations should prioritize them to
enhance employee satisfaction.
6. Non-Significant Predictors of Job Satisfaction: Work-life balance, recognition and
appreciation, and work environment were not found to be significant predictors of job
satisfaction. While these factors may still be important to employees, they may not have
a strong direct impact on overall job satisfaction in this specific context.
7. Weak Correlation Between Job Satisfaction and Turnover Intention: A very weak
positive correlation was found between job satisfaction and employee turnover, but this
correlation was not statistically significant. This suggests that while there may be a
slight tendency for higher job satisfaction to be associated with higher turnover, the
relationship is not strong and could be due to other factors.
8. Potential for Improvement: While work-life balance, recognition and appreciation,
and work environment were not significant predictors in this analysis, there is still
potential for improvement in these areas to enhance overall employee satisfaction and
retention. Implementing targeted initiatives to address these factors could create a more
positive and engaging work environment.

37
6.2 SUGGESTIONS

Enhancing job satisfaction within an organization is paramount to fostering a motivated

workforce and mitigating employee turnover. This necessitates strategic improvements across
various dimensions, including work-life balance, opportunities for growth and development,
recognition and appreciation, teamwork and collaboration, work environment, and leadership.

1. Enhance Work-Life Balance: Implement flexible work arrangements, such as remote

work or flexible hours, to accommodate employees' individual needs and preferences.
Promote work-life balance initiatives, like wellness programs, mindfulness training, or time
management workshops, to help employees manage their workload effectively and reduce
stress.
2. Strengthen Recognition and Appreciation: Implement personalized recognition
programs that acknowledge employees' contributions and achievements. Publicly
recognize employees for their outstanding work, whether through team meetings,
company-wide announcements, or awards ceremonies. Consider offering tangible rewards,
such as gift cards, bonuses, or additional time off, as a token of appreciation.
3. Foster Continuous Learning and Development: Invest in employee training and
development programs to provide opportunities for growth and advancement. This could
include workshops, conferences, online courses, or mentorship programs tailored to
individual career goals.
4. Promote Teamwork and Collaboration: Create opportunities for cross-functional
projects, team-building activities, and foster a positive work culture that encourages
teamwork and collaboration. Encourage employees to share their ideas and perspectives,
and recognize and reward collaborative efforts.
5. Prioritize Leadership Development: Invest in leadership training and development
programs to equip managers with the necessary skills to motivate, inspire, and lead their
teams effectively. This could include courses on communication, conflict resolution,
delegation, and coaching.
6. Review and Update Compensation and Benefits: Regularly review and update
compensation and benefits packages to ensure they remain competitive and align with
industry standards. This includes conducting salary surveys, offering competitive benefits
such as health insurance, retirement plans, and paid time off, and considering employee
preferences and needs when making decisions about compensation and benefits.
7. Improve Communication Channels: Establish clear and open communication channels
between employees and management to facilitate effective communication and feedback.
This could involve regular team meetings, employee surveys, suggestion boxes, or open-
door policies.
8. Address Employee Concerns and Feedback: Actively listen to employee concerns and
feedback, and take steps to address them promptly and effectively. This demonstrates that
employees' opinions are valued and that the organization is committed to improving the
workplace.

38
9. Create a Positive and Inclusive Work Environment: Foster a positive and inclusive work
environment that values diversity and respects individual differences. Promote a culture of
inclusivity by implementing diversity and inclusion initiatives, providing diversity training,
and creating employee resource groups.
10. Measure and Track Employee Satisfaction: Regularly assess employee satisfaction
through surveys and feedback mechanisms to identify areas for improvement and track
progress over time. This data can be used to inform HR initiatives and ensure that the
organization is meeting the needs of its employees.
11. Offer Employee Assistance Programs (EAPs): Provide EAPs to support employees with
personal and professional challenges, such as stress management, counseling, or financial
advice. EAPs can help employees cope with difficult situations and maintain their overall
well-being.
12. Encourage Employee Engagement: Organize social events, team-building activities, and
other initiatives to foster employee engagement and a sense of community within the
organization. This can help to improve employee morale, job satisfaction, and productivity.
13. Promote Work-Life Integration: Encourage employees to find a balance between work
and personal life, recognizing that both are important aspects of their overall well-being.
This could involve promoting flexible working arrangements, providing resources for time
management and stress reduction, and encouraging employees to take breaks and vacations.
14. Offer Flexible Working Arrangements: Consider flexible working arrangements, such as
remote work or flexible hours, to accommodate employees' individual needs and
preferences. This can help to improve employee satisfaction, reduce absenteeism, and
attract and retain top talent.
15. Continuously Evaluate and Adapt HR Practices: Regularly review and update HR
practices to ensure they remain effective and aligned with the organization's goals and
objectives. This includes staying up-to-date on industry trends, conducting HR audits, and
seeking feedback from employees and managers.

6.3 CONCLUSION
The analysis of employee satisfaction within the organization provides valuable insights into
the factors that influence employee satisfaction and turnover. Key findings include the
significant impact of opportunities for growth and development, teamwork and collaboration,
and strong leadership on job satisfaction. While work-life balance, recognition and
appreciation, and work environment were not found to be significant predictors in this analysis,
it is still important to consider strategies to improve these areas to enhance overall employee
satisfaction.
By implementing targeted initiatives to address these factors, the organization can create a more
positive and engaging work environment. This can lead to increased employee satisfaction,
reduced turnover, and improved overall organizational performance. For example, investing in
employee training and development programs can provide opportunities for growth and
advancement, fostering employee satisfaction and engagement. Similarly, promoting

39
teamwork and collaboration through team-building activities and cross-functional projects can
create a positive and supportive work environment.
It is crucial to continuously monitor and evaluate employee satisfaction to identify emerging
trends and adjust strategies accordingly. By conducting regular employee surveys and feedback
mechanisms, the organization can gather valuable insights into employee needs and
preferences. This data can then be used to inform HR initiatives and ensure that the organization
is meeting the evolving needs of its workforce.
However, it is essential to note that this analysis has certain limitations. The sample size may
be relatively small, potentially limiting the generalizability of the findings. Additionally, the
study relied on survey data, which may introduce biases. Further research with a larger sample
size and diverse methodologies could provide more comprehensive insights into employee
satisfaction within the organization.
Despite these limitations, the findings offer valuable guidance for the organization in
improving employee satisfaction and turnover. By implementing targeted initiatives to address
the identified key factors, the organization can create a more positive and engaging work
environment. This can lead to increased employee satisfaction, reduced turnover, and improved
overall organizational performance.

In conclusion, the findings of this study highlight the importance of providing opportunities for
growth and development, fostering teamwork and collaboration, and ensuring strong leadership
to enhance employee satisfaction and turnover intention. By implementing targeted strategies
and continuously monitoring employee satisfaction, the organization can create a positive and
engaging work environment that benefits both employees and the organization as a whole.

40
 LEARNINGS FROM SUMMER INTERNSHIP

My internship at Helpy Moto Pvt Ltd, an online automotive service company, was a formative
experience that deepened my understanding of HR functions within a tech-driven industry. As
the HR intern of the WordPress and Product Management departments, I oversaw intern
performance, provided guidance, and conducted evaluations. I also played a pivotal role in the
recruitment process, interviewing candidates and ensuring a smooth onboarding experience for
new hires.
During my internship, I successfully posted and managed nine job openings, resulting in the
hiring of seventeen candidates. This experience provided me with valuable hands-on
experience in the recruitment and selection process. Additionally, I actively monitored
employee absenteeism and implemented strategies to enhance productivity.
Through this internship, I gained valuable insights into recruitment, onboarding, and
performance management. Working in a tech-driven environment exposed me to the
intersection of HR and technology, allowing me to develop relevant technical skills. Moreover,
collaborating with diverse team members and stakeholders strengthened my communication,
problem-solving, and teamwork abilities.
Beyond my core responsibilities, I also contributed to various HR initiatives. I assisted in
developing employee onboarding materials, conducted exit interviews to gather feedback, and
participated in team-building activities. These experiences allowed me to gain a broader
understanding of the HR function and its impact on employee satisfaction and retention.
I am grateful for the opportunity to contribute to Helpy Moto Pvt Ltd's success and look forward
to applying the practical skills and knowledge I gained from this experience in my future career.

41
 REFERENCES

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LIMITED/U50300DL2021PTC384087
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AND EMPLOYEE TURNOVER IN SELECTED BUSINESS ORGANISATIONS IN
LAGOS, NIGERIA. GLOBAL JOURNAL OF SOCIAL SCIENCES, 8.
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 ➢ Siddiqui, R. S. (2021). Relationship between Job Satisfaction & Employee Turnover
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APPENDIX

QUESTIONNAIRE

1. Age
2. Gender: a) Male b) Female
3. Department
4. Overall Satisfaction: Rate scale of (1- Very dissatisfied, 2- Dissatisfied, 3- Neutral, 4-
Satisfied, 5- very Satisfied
5. How Likely are you recommend our company as a great place to work? (1= Not at all
Likely, 5= Extremely Likely)
6. Rate the following satisfaction factors on a scale of 1 to 5 (1-Very dissatisfied, 2-
dissatisfied, 3- neutral, 4- Satisfaction, 5- very satisfied)
• Work life balance
• Opportunities for growth and development
• Recognition and appreciation
• Teamwork and collaboration
• Communicating concerns to Team captain and HRs
• Work environment
• Leadership
7. For the questions from 8 - 10, rate the following statements on a scale of 1-5
(1-Strongly Agree, 2- Agree, 3- Neutral, 4- Disagree, 5- Strongly Disagree)

8. I am currently looking for another organization to work for

9. I often think of leaving this organization
10.I will probably leave this organization in the next few month

8. What are some areas of improvement in job and department?

9. Any additional comments or suggestions?

43