Job Satisfaction-Water Aid Nepal

8/22/2019 Job Satisfaction-Water Aid Nepal

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Sequence of Presentation

Umesh:

Analysis

Anish

Introduction

Luna:

Water Aid-Intro

Subita:

Theoreticalinsight

Rachana:

Methodology

Nirjal:

Recommendation &Conclusion


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HISTORY

VISION

STRATEGY

WaterAid's history stretches back to 1981, when on 21 July we established as a charitable trust.WaterAid has more than 30 years' experience of bringing water, san

hygiene education to where it is needed most.

WaterAid's vision is of a world where everyone has access to safe wsanitation.WaterAid is an international non governmental organization with a transform lives by improving access to safe water, improved hygien

sanitation in the world's poorest communities.

WaterAid ambitious plans to transform millions of lives.

INTRODUCTION: WATER AID


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HISTORY

VISION

STRATEGY

WaterAid's history stretches back to 1981, when on 21 July we established as a charitable trust.WaterAid has more than 30 years' experience of bringing water, san

hygiene education to where it is needed most.

WaterAid's vision is of a world where everyone has access to safe wsanitation.WaterAid is an international non governmental organization with a transform lives by improving access to safe water, improved hygien

sanitation in the world's poorest communities.

WaterAid ambitious plans to transform millions of lives.



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PRINCIPLE

PEOPLE

Principle 1 - Achieving WaterAid's mission as effectively as possifundamental to all we do and the collective global interests of Wparamount.

Principle 2 - WaterAid international will only undertake activitiesdeliver more effectively than WaterAid member countries.Principle 3 - WaterAid will only have one delivery organization inregions or countries where services are provided.Principle 4 - The member countries of WaterAid international wiwith the capacity to raise significant funds.

WaterAid employs 750 people in 31 countries. Investing in peoplesuccess of our work. WaterAid is committed to being an inclusive o

WATERAID Nepal Employs, 23 people



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Survey Methodology:assess the level of employee satisfaction index and work environment index for WATEas a part of the internal assignment of EMBA, Organization Behavior

Data Collectio

Measurement of Va

Data Analysi

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5

6

Research Design

Questionnaire

Study Site and Sample Size

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http://www.microsoft.com/about/corporatecitizenship/citizenship/giving/programs/up/digitalliteracy/default.mspx


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Theoretical Aspects


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Commonly Work Value


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The Value-PeTheory of JoSatisfaction


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Employee Job Satisfaction: Analysis

Work Environment(5 questions related to work environment)

SupervisionEvaluation and

Appraisal

Communicationwithin

Organization

Compensation& Promotional

Potential

Level of JobSatisfaction

5 Questions

Related toSupervisionevaluation andappraisal

4 QuestionsRelated tointernalcommunicationwithinorganization

5 Questions

Related toCompensationand PromotionPotential

4 QuestionsRelated to Levelof Satisfaction

3RTD


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SUPERVISIONEVALUATION ANDAPPRAISAL

(%)

Around 70% o

employees arewith the supeevaluation andappraisal of thorganization.that they are swith this aspe

SA Agree Neutral Disagree SD DK


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Communicationwithin Organizatio

(%)

Around 58% of the

employees are satisfiedwith the internalcommunication withinthe organization.

Shows that they aresatisfied with thisaspect.

SA Agree Neutra


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Compensation &Promotional

Potential

(%)

Around 45% of themployees are sawith the compenpromotional poteBut it also showsis a considerable

population not afigure out, and dShows that this ahangs in a critica

SA Agree DKNeutral Disagree SD


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Level of JobSatisfaction

(%)

Around 63% of the

employees are satisfiedwith their perceivedlevel of job satisfaction.Shows that they aresatisfied with thisaspect.

SA Agree Neutr


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Training and Developmentamong staff

(%)

Around 67% oemployees arewith the trainindevelopment astaff. The inter

part is 32 % arneutral. Showsthey are satisfithis aspect.

SA Agree DKNeutral Disagree SD


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Work Environmen

(%)

Around 63% of theemployees are satisfiedwith the WorkEnvironment. Shows

that they are satisfiedwith this aspect.

SA Agree Neutr


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Gender

BasedBehaviour

Communicat

ion

Compensation &Promotional

The WATER AID employees though seem to be considerably satisfievisible that females are lesser satisfied than males. Intricate viewscould provide a good view of the reason behind this. The managem

develop clear idea behind this reason

In as much as most employees are satisfied with the culture of Wcommunication, but lower level of satisfaction was reported staff communication. It is therefore of importance for the managa smooth flow of information within lower level of staff.

As the compensation component exhibits satisfactory result, lookshows that the employeesdon't have similar views in compensatcompared to other organizations. Provide a more competitive pato other organization to retain the staff and keep them happier.

CONCLUSION AND RECOMMENDATION1

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Level of Job

Satisfaction

Training &

Develop.

WorkEnvironment

The staff are not very clear about their career within theorganization. This also need to be looked into by the managemclear policy to retain the staff, if they want so..

Highly Satisfied

Regarding work Environment, employees showed great level of sdifferent aspectsbut this has not changed their mode of behavsomewhat alarming and need to be inherited as well.

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5

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CONCLUSION AND RECOMMENDATION contd


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