Contents

Chapter- I

1. Introduction to the topic2. Company’s profile

Chapter – II

1. Research Design Rational of Project Objectives of the Study Methodology

Sampling method Sampling area Tools used Area covered

Limitation of the study

Chapter – III

1. Data collection2. Data representation – Tabular & Graphic3. Analysis and Interpretation4. Testing of hypothesis

Chapter – IV Suggestions and Conclusion

Bibliography and References

Annexure – 1. Copy of the questionnaire / blank 2. Master sheet 3. Brouchers etc.

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CHAPTER- I

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INTRODUCTION TO THE TOPIC

DEFINITIONS

According to ‘D.C.Smith’ at all job satisfactions is the persistent feeling towards

discriminable.

‘E.A.Hocke’ admits that job satisfaction perceived relationship between what one

wants from one job and what one perceives it as offering or entailing.

‘Lower (1970)’ described job satisfaction is an indication of an employee’s

motivation to come to work.

‘Sinha (1974)’ defined job satisfaction as a remteg’ ration of effect produced by

individual’s perception of fulfillment of his needs in relation to this works and the situation

surrounding it.

‘Andrew Dubrims(1981)’ explained job satisfaction is a positive emotional state that

occurs when a persons job seems to fulfill important job provided these values are copyedited

with ones needs.

WHAT IS JOB SATISFACTION ?

Job satisfaction is the favorableness or unfavorable ness with which employees view

their work. It expresses the amount of agreement between one’s expectations, it relates to

equity theory the psychological contract and motivation.

Job satisfaction is part of life satisfaction. The nature of one’s job environment of the job

does effect one’s feeling on the job. Similarly, since a job is an important part of a life. Job

satisfaction influences one’s general life satisfaction the result is that satisfaction arises from

a complex set of circumstances in the same way the motivation or to better motivation.

Job satisfaction is dynamic. Manager can not establish high job satisfaction once and then

forget about it for several years. It can go as quickly as it came usually more quickly so it has

to be maintained week after week, month after month, year after year

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JOB SATISFACTION AND PERFORMANCE

For many years it was assumed that high satisfaction leads to high employees

performances, but this assumption not correct satisfied workers may be high or low, or

only average produces. The satisfaction performance relationship is more complex then

the simple part of path of “satisfaction leads to performance”. As suggested by hertz

berg’s motivation maintenance model satisfaction typically is not as strong motivator.

JOB SATISFACTION AND EMPLOYEE VARIABLE

Job satisfaction is related to a number of major employee variables such as

turnover, absence, age, occupation & the size of the organization in which an

employee works.

a) Turnover

As might be expected higher job satisfaction is associated with lower employee

turnover more employee are likely to study with their employee longer.

b) Absence

A similar relationship applies to absences. Those employees who have less

satisfaction tend to be absent more often. They do not necessarily plan to be absent, but when

some reason for absences arises, dissatisfied employee finds it easier to respond to that

research.

c) Age

As workers grow older, they tend to be slightly more satisfaction with their jobs.

There are a number of reasons, such as to weed expectation and better adjustment to their

work situation because of expectation once with it. Younger workers on the other hand,tend

to be less satisfied because higher expectation, less adjustment and other cause, there are

expectations, but the general trend is for higher job satisfaction with advancing age.

OCCUPATIONAL LEVEL

People with higher level occupational tend to be more satisfied with their jobs. They

usually are better paid and have better working conditions, and their jobs make fullest use of

their abilities , therefore they have good reasons to be more satisfied. The result is that

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managers & professionals usually are more satisfied than skilled workers, who tend to be

more satisfied than semiskilled and unskilled workers. Those who works at higher

occupational levels are considerably more satisfied than unskilled workers.

ORGANIZATIONAL SIZE

Organization size often is inversely related to job satisfaction, the term “organization

size” refers to the size of the size of an operating unit such as a branch plant, rather then that

of an entire corporation or government unit.

As organization grows larger, job satisfaction tends to decline moderately unless

corrective actions is taken to offset the tend. Without corrective action larger organizations

tend to over whelm people and disrupt supportive processes. Such as communication, co-

ordination and participation. Because decision-making power is so far removed, employees

begin to feel that they are losing control over the events that affect them, the work

environment also loses elements of personal closeness, friendship and small group teamwork

that are important to the satisfaction of many people.

Importance to Worker and Organization

Frequently, work underlies self-esteem and identity while unemployment lowers self-worth

and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and

enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and

occupational success are major factors in personal satisfaction, self-respect, self-esteem, and

self-development. To the worker, job satisfaction brings a pleasurable emotional state that

often leads to a positive work attitude. A satisfied worker is more likely to be creative,

flexible, innovative, and loyal.

For the organization, job satisfaction of its workers means a work force that is motivated and

committed to high quality performance. Increased productivity—the quantity and quality of

output per hour worked—seems to be a byproduct of improved quality of working life. It is

important to note that the literature on the relationship between job satisfaction and

productivity is neither conclusive nor consistent. However, studies dating back to Herzberg's

(1957) have shown at least low correlation between high morale and high productivity, and it

does seem logical that more satisfied workers will tend to add more value to an organization.

Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their

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effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as

soon as the threat is lifted performance will decline.

Tangible ways in which job satisfaction benefits the organization include reduction in

complaints and grievances, absenteeism, turnover, and termination; as well as improved

punctuality and worker morale. Job satisfaction is also linked to a more healthy work force

and has been found to be a good indicator of longevity. And although only little correlation

has been found between job satisfaction and productivity, Brown (1996) notes that some

employers have found that satisfying or delighting employees is a prerequisite to satisfying or

delighting customers, thus protecting the "bottom line." No wonder Andrew Carnegie is

quoted as saying: "Take away my people, but leave my factories, and soon grass will grow on

the factory floors. Take away my factories, but leave my people, and soon we will have a new

and better factory"

Creating Job Satisfaction

So, how is job satisfaction created? What are the elements of a job that create job

satisfaction? Organizations can help to create job satisfaction by putting systems in place that

will ensure that workers are challenged and then rewarded for being successful.

Organizations that aspire to creating a work environment that enhances job satisfaction need

to incorporate the following:

Flexible work arrangements, possibly including telecommuting

Training and other professional growth opportunities

Interesting work that offers variety and challenge and allows the worker opportunities

to "put his or her signature" on the finished product

Opportunities to use one's talents and to be creative

Opportunities to take responsibility and direct one's own work

A stable, secure work environment that includes job security/continuity

An environment in which workers are supported by an accessible supervisor who

provides timely feedback as well as congenial team members

Flexible benefits, such as child-care and exercise facilities

Up-to-date technology

Competitive salary and opportunities for promotion

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Probably the most important point to bear in mind when considering job satisfaction is that

there are many factors that affect job satisfaction and that what makes workers happy with

their jobs varies from one worker to another and from day to day. Apart from the factors

mentioned above, job satisfaction is also influenced by the employee's personal

characteristics, the manager's personal characteristics and management style, and the nature

of the work itself. Managers who want to maintain a high level of job satisfaction in the work

force must try to understand the needs of each member of the work force. For example, when

creating work teams, managers can enhance worker satisfaction by placing people with

similar backgrounds, experiences, or needs in the same workgroup. Also, managers can

enhance job satisfaction by carefully matching workers with the type of work. For example, a

person who does not pay attention to detail would hardly make a good inspector, and a shy

worker is unlikely to be a good salesperson. As much as possible, managers should match job

tasks to employees' personalities.

Managers who are serious about the job satisfaction of workers can also take other deliberate

steps to create a stimulating work environment. One such step is job enrichment. Job

enrichment is a deliberate upgrading of responsibility, scope, and challenge in the work itself.

Job enrichment usually includes increased responsibility, recognition, and opportunities for

growth, learning, and achievement. Large companies that have used job-enrichment programs

to increase employee motivation and job satisfaction include AT&T, IBM, and General

Motors (Daft, 1997).

Good management has the potential for creating high morale, high productivity, and a sense

of purpose and meaning for the organization and its employees. Empirical findings show that

job characteristics such as pay, promotional opportunity, task clarity and significance, and

skills utilization, as well as organizational characteristics such as commitment and

relationship with supervisors and co-workers, have significant effects on job satisfaction.

These job characteristics can be carefully managed to enhance job satisfaction.

Of course, a worker who takes some responsibility for his or her job satisfaction will

probably find many more satisfying elements in the work environment. Everett (1995)

suggests that employees ask themselves the following questions:

When have I come closest to expressing my full potential in a work situation?

What did it look like?

What aspects of the workplace were most supportive?

What aspects of the work itself were most satisfying?

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What did I learn from that experience that could be applied to the present situation?

Workers' Roles in Job Satisfaction

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or

her own satisfaction and well-being on the job. The following suggestions can help a worker

find personal job satisfaction:

Seek opportunities to demonstrate skills and talents. This often leads to more

challenging work and greater responsibilities, with attendant increases in pay and

other recognition.

Develop excellent communication skills. Employers value and reward excellent

reading, listening, writing, and speaking skills.

Know more. Acquire new job-related knowledge that helps you to perform tasks more

efficiently and effectively. This will relieve boredom and often gets one noticed.

Demonstrate creativity and initiative. Qualities like these are valued by most

organizations and often result in recognition as well as in increased responsibilities

and rewards.

Develop teamwork and people skills. A large part of job success is the ability to work

well with others to get the job done.

Accept the diversity in people. Accept people with their differences and their

imperfections and learn how to give and receive criticism constructively.

See the value in your work. Appreciating the significance of what one does can lead

to satisfaction with the work itself. This helps to give meaning to one's existence, thus

playing a vital role in job satisfaction.

Learn to de-stress. Plan to avoid burnout by developing healthy stress-management

techniques.

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FACTORS AFFECTING JOB SATISFACTION

Job satisfaction is a complex phenomenon. The nature and the extent of the factors

contributing to job satisfaction are not yet fully known, but a good deal of research

studies in various countries with different culture which have accumulated by now have

certainly advanced by our understanding of these factors.

The factors which interact in a complex contribute job satisfaction are divided into

three categories.

a) Personal factor

b) Factors inherent in the job

c) Factors controllable by the management

A) PERSONAL FACTORS

1) SEX

The studies in other countries have shown that women workers are more satisfied

with their work or job than men. According to ghosh(1976), operators have greater

satisfaction than boys. Praharaj and Prasad sinha (1973) compared five hundred boys and five

hundred girls on occupational values and found the largest number of girls to prefer

occupation involving social services.

2) NUMBER OF DEPENDENTS

Results of a study of workers indicates that the more dependent one has the

less satisfaction he has with his job perhaps, the stress of grater financial needs brings

about greater dissatisfaction with ones job. The different in satisfaction among

employees with different number of dependents is however small.

3) AGE

Studies have found different results in different groups on the relationship of age to

job satisfaction. Indian studies have produced conflicting results in this area. It is side that in

some groups, job satisfaction is higher with increasing age, in other it is lower and in still

other there is no difference.

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4) TIME ON JOB

In the study conducted by Sinha and Nair(1965), it was showed that workers with

services of three years and less and those with service over six year were more satisfied than

the workers with service of four to six year.

5) INTELLIGENCE

The relation of intelligence to job satisfaction, no doubt depends on the level

and range of intelligence and the challenge of the job.

6) EDUCATION

Generally in various Indian studies, it found that there is a tendency for the

more educated workers to be less satisfied and conversely the less educated workers

to be more satisfied.

7) PERSONALITY

Studies have suggested that the personality is a major cause of job satisfaction

and dissatisfaction. All these studies imply that there is possibly a personality pattern,

which facilitates adjustments with environment and another, which does not

B) FACTORS INHERENT IN THE JOB

1) Geography

The section of the country in which a person lives has a light bearing on whether he

wants to change the job. It has been found to have some bearing on satisfaction and

dissatisfaction of workers.

2) Skill Required

Skill is related to job satisfaction and has a bearing on several other factors like kind

of work or occupation, status, responsibility and possibly others.

3) Size of the Plant or Organization

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It is well recognized that the size of the plant has a very important influence on

employee’s attitude. One of the studies conducted aboard has shown that moralize six percent

higher than in the large companies.

4) Type of Work

The most important factor inherited in the job is the type of work; several studies have

shown that varied work brings about more satisfaction than the routine work.

5) Occupational Status

Occupations are found to arrange themselves in hierarchy, according to their relative

status, prestige or value, in the particular society. Occupational status and job satisfaction are

related but not identified with each other occupational status depends not only on the job, but

also on the economic social and political system in which a particular society operates.

C) FACTORS CONTROLLABLE BY MANAGEMENT

1) Job security

Job security is the second most important preference or of various job factors

among the Indian workers.

2) Co-workers

In the study of sarveshwar rao and ganguli(1972) shows that the relationship

with co-workers, usually considered as hygiene, extrinsic or a dissatisfaction factor, is

considered as the important satisfied among the group of highly skilled personnel. It is

said that co-worker is an important factor of job satisfaction, but it is not very important

3) Opportunity of Advancement

The fact that opportunity for advancement is so highly ranked may lead to the

interpretation that every worker will want to get promotion and will feel satisfied in

getting it.

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4) Responsibility

Responsibility usually goes with security and experience on the job, salary

type of work, participation and involvement.

5) Supervision

This includes the type of supervision and also supervisory relations. Supervisors, who

establish supportive personal relationship with subordinates and take a personal interest in

them, contribute to their employee’s satisfaction,.

6) Salary

The important of pay as factor in job satisfaction has been greatly over

emphasize by the management. Adequate salary emerges as the most important

preference of all the job factors.

7) Working Conditions

A comfortable working condition is ranked from above average to low in

importance. There seems to be consistently positive correlation between working

conditions & job satisfaction.

8) Fringe Benefits

Fringe benefits such as housing, medical aid, provident fund, canteen etc, have

been considered to affect attitude & job satisfaction of employees. In the recent ALL

India Survey of JBI (1974) fringe benefits include housing, canteen, etc & are rated

second in importance to wage & salary.

WHAT SATISFIES INDIAN EMPLOYEES

In his study an American Employees, Hoppock (1935) identified six factors that

contributed to job satisfaction among them.

They are as follows;

The way individual reacts to unpleasant situations.

The facility with which adjust him to other persons.

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His relative status in the social and economic group with which he identifies himself.

The nature of the work in relation to the abilities, interest and preparation of the

worker.

Security.

Loyalty.

Note that these factors reflect not the specific job related contents but more general

class of factors relating to job satisfaction. Most Indian studies on job satisfaction on the

other hand, have concerned themselves with the specific aspect of work. These studies on

managers/supervisors or workers have essentially used one of the following three

methodologies of data collection.

I. A variety of factors are provided to the respondents and they are asked to rank

order them in terms of their contribution to their job satisfaction. These factors

have been identified either on the basis of published research or individual

experiences.

II. Some others have used critical incidents methodologies in the fashion in which it

was used by Herzberg (1959) and have tried to identify the factor contributing to

job satisfaction. Alternatively using the ranking order system as in above, the

respondents have been provided, the list of six motivators (achievement,

recognition, responsibility, work itself, advancement and growth) and ten hygiene,

factor(supervision, organization policy and administration, working condition,

interpersonal relationship with superior, peer and subordinate, status, salary, job

security, and factors in personal life)

III. Yet another set of studies, particularly dealing with managers and supervisors

have used Porter (1961) need satisfaction questionnaire. Here the respondents

have been asked to indicate the existing satisfaction of need as well as the ideal

satisfaction that they needs with minimal discrepancies between actual and ideal

have been identified as contributing most to the job satisfaction.

Although quite a number of studies on what satisfied Indian employees have been

conducted in the following studies separately for managers/supervisors and the

workers are presented.

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MEASUREMENT OF JOB SATISFACTION

Measurement of job satisfaction has come to acquire the same fate as the

measurement of intelligence. Since there is no agreement on a specific definition. Generally

questionnaires are developed to measure satisfaction with various aspects of work and the

resultant behavior or score is called job satisfaction. Today as intelligence test, job

satisfaction can also be defined as what is measured by job satisfaction questionnaire.

Most studies of job satisfaction have been concerned with operational sign it rather

than defining it. According to Locke (1969) such an approach describes that a certain

relationship works but tells nothing as to why it works. This seems to be the case with job

satisfaction.

In Indian context one of the first few satisfaction measures developed by researcher in

the S.D inventory by Pestonjee (1973) the S.D. inventory consists of 80 interrogatory types of

statements in Hindi, English and Gujarathi. The items lead to yes no type of responses. There

are 20 items in each of the following four areas. There are 20 items in each of the following

four areas. Their areas and representative item under each one of the areas are given below:-

1) Job

Nature of work, hours of work, fellow workers, opportunities on the job for promotion

and advancement, overtime regulations, interest in work, physical environment, machines and

tools etc.

a) Don’t you think the work you are doing interesting?

b) Do you think your work is hard and difficult?

2) Management

Supervisory treatment, participation, reward and punishment,praise and blame, leave

policy favoritism etc.

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a) Do you think that promotions to employees are given impartially?

b) Are the employees dismissed from the job on simple and trivial

matters?

3) Social Relations

Neighbors, friends and associates, attitude towards people in community participation

in social activities caste barriers etc.

a) Do you get upset for a long time when criticized by somebody?

b) Are you frequently worried due to illness of your family members?

4) Personal Adjustment

Emotionalism, health, home and living conditions, financers, relations, with family

members etc.

a) Do you often feel that you are alone in this wide world?

b) Are you troubled by feelings of caste and creed in society?

These areas include both on the job off the job factors. The satisfaction treatment of

the individual items and the test as a whole showed significant discriminatory

potential.

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