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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.
INTRODUCTION: WATER AID
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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
INTRODUCTION: WATER AID
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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
4
5
6
Research Design
Questionnaire
Study Site and Sample Size
1
2
3
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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
2
3
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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.
4
5
6
CONCLUSION AND RECOMMENDATION contd
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