job satisfaction & welfare facilities

7/28/2019 Job Satisfaction & Welfare Facilities

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TABLE OF CONTENT

Sr. No. Content Page No.

1 EXECUTIVE SUMMARY 7-8

2 INTRODUCTION OF HRM 9-14

3 JOB SATISFACTION 15-40

4 OBJECTIVES OF STUDY 41-42

5 RESEARCH METHODOLOGY 43-46

6 COMPANY PROFILE 47-60

7 SCOPE OF JOB SATISFACTION 61-62

8 DATA ANALYSIS AND

INTERPRETATION

63-84

9 SUGGESTION AND

RECOMMENDATION

86-87

10 LIMITATION OF STUDY 88-88

11 BIBLIOGRAPHY 89-89

12 ANNEXURES 90-97


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EXECUTIVE SUMMARY

Job satisfaction in regards to ones feeling or state of mind regarding nature of their work.

Job can be influenced by variety of factors like quality of ones relationship with their

supervisor, quality of physical environment in which they work, degree of fulfillment in

their work, etc.

Positive attitude towards job are equivalent to job satisfaction where as negative attitude

towards job has been defined variously from time to time. In short job satisfaction is a

persons attitude towards job.

Job satisfaction is an attitude which results from balancing & summation of many

specific likes and dislikes experienced in connection with the job- their evaluation may

rest largely upon ones success or failure in the achievement of personal objective and

upon perceived combination of the job and combination towards these ends.

According to pestonejee, Job satisfaction can be taken as a summation of employees

feelings in four important areas. These are:

1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,opportunities on the job for promotion and advancement (prospects), overtime

regulations, interest in work, physical environment, and machines and tools.

2. Management- supervisory treatment, participation, rewards and punishments,praises and blames, leaves policy and favoritism.

3. Social relations- friends and associates, neighbors, attitudes towards people incommunity, participation in social activity socialibility and caste barrier.

4. Personal adjustment-health and emotionality.


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Job satisfaction is an important indicator of how employees feel about their job and a

predictor of work behavior such as organizational citizenship, Absenteeism, Turnover.

Job satisfaction benefits the organization includes reduction in complaints and

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

worker morale. Job satisfaction is also linked with a healthier work force and has been

found to be a good indicator of longevity.

Job satisfaction is not synonyms with organizational morale, which the possessions of

feeling have being accepted by and belonging to a group of employees through adherence

to common goals and confidence in desirability of these goals.

Morale is the by-product of the group, while job satisfaction is more an individual state

of mind.


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INTRODUCTION TO HUMAN RESOURCE

MANAGEMENT

DefinitionEdwin Flippo defies HRM as planning, organizing, directing, controlling ofprocurement, development, compensation, integration , maintenance and separation of

human resources to the end that individual, organizational and social objectives are

achieved.

Features of HRM or characteristics or nature

1. HRM involves management functions like planning, organizing,directing and controlling

2. It involves procurement, development, maintenance of humanresource

3. It helps to achieve individual, organizational and social objectives4. HRM is a mighty disciplinary subject. It includes the study of

management psychology communication, economics and sociology.

5. It involves team spirit and team work.Evolution of HRM

The evolution of HRM can be traced back to Kautilya Artha Shastra wherehe recommends that government must take active interest in public and

private enterprise. He says that government must provide a proper procedurefor regulating employee and employee relation

In the medieval times there were examples of kings like AllaudinKhilji who regulated the market and charged fixed prices and provided fixed

salaries to their people. This was done to fight inflation and provide a decentstandard of living


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During the pre independence period of 1920 the trade union emerged. Many

authors who have given the history of HRM say that HRM started becauseof trade union and the First World War.

The Royal commission in 1931 recommended the appointment of a labour

welfare officer to look into the grievances of workers. The factory act of1942 made it compulsory to appoint a labour welfare officer if the factory

had 500 or more than 500 workers.

The international institute of personnel management and nationalinstitute of labour management were set up to look into problems faced by

workers to provide solutions to them. The Second World War createdawareness regarding workers rights and 1940s to 1960s saw the

introduction of new technology to help workers.

The 1960s extended the scope of human resource beyond we lfare.Now it was a combination of welfare, industrial relation, administration

together it was called personnel management.With the second 5 year plan, heavy industries started and professional

management became important. In the 70s the focus was on efficiency oflabour wile in the 80s the focus was on new technology, making it

necessary for new rules and regulations. In the 90s the emphasis was on

human values and development of people and with liberalization andchanging type of working people became more and more important there by

leading to HRM which is an advancement of personnel management.

Scope of HRM/functions of HRM

The scope of HRM refers to all the activities that come under the banner of HRM.

These activities are as follows

1. Human resources planning :-Human resource planning or HRP refers to a process by which

the company to identify the number of jobs vacant, whether the

company has excess staff or shortage of staff and to deal with this

excess or shortage.

2. Job analysis design :-Another important area of HRM is job analysis. Job analysis

gives a detailed explanation about each and every job in the company.

Based on this job analysis the company prepares advertisements.


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3. Recruitment and selection :-Based on information collected from job analysis the company

prepares advertisements and publishes them in the news papers. This

is recruitment. A number of applications are received after theadvertisement is published, interviews are conducted and the right

employee is selected thus recruitment and selection are yet anotherimportant area of HRM.

4. Orientation and induction :-Once the employees have been selected an induction or

orientation program is conducted. This is another important area ofHRM. The employees are informed about the background of the

company, explain about the organizational culture and values and

work ethics and introduce to the other employees.

5. Training and development :-Every employee goes under training program which helps himto put up a better performance on the job. Training program is alsoconducted for existing staff that have a lot of experience. This is

called refresher training. Training and development is one area were

the company spends a huge amount.

6. Performance appraisal :-Once the employee has put in around 1 year of service,

performance appraisal is conducted that is the HR department checks

the performance of the employee. Based on these appraisal futurepromotions, incentives, increments in salary are decided.

7. Compensation planning and remuneration :-There are various rules regarding compensation and other

benefits. It is the job of the HR department to look into remunerationand compensation planning.

8. Motivation, welfare, health and safety :-Motivation becomes important to sustain the number of

employees in the company. It is the job of the HR department to look

into the different methods of motivation. Apart from this certainhealth and safety regulations have to be followed for the benefits of

the employees. This is also handled by the HR department.


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9. Industrial relations :-Another important area of HRM is maintaining co-ordinal

relations with the union members. This will help the organization to

prevent strikes lockouts and ensure smooth working in the company.

Challenges before the HR manager/before modern personnel

management

Personnel management which is know as human resource management has

adapted itself to the changing work environment, however these changes are

still taking place and will continue in the future therefore the challenges

before the HR manager are

1.

Retention of the employees :-One of the most important challenge the HR manager faces isretention of labour force. Many companies have a very high rate of

labour turnover therefore HR manager are required to take someaction to reduce the turnover

2. Multicultural work force :-With the number of multi cultural companies are increasing

operations in different nations. The work force consists of people

from different cultures. Dealing with each of the needs which are

different the challenge before the HR manager is integration ofmulticultural labour work force.

3. Women in the work force :-The number of women who have joined the work force has

drastically increased over a few years. Women employees face totally

different problems. They also have responsibility towards the family.The organization needs to consider this aspect also. The challenge

before the HR manager lies in creating gender sensitivity and in

providing a good working environment to the women employees.

4. Handicapped employees :-This section of the population normally faces a lot of problems

on the job, very few organization have jobs and facilities specially

designed for handicapped workers. Therefore the challenge before theHR manager lies in creating atmosphere suitable for such employees

and encouraging them to work better.


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5. Retrenchment for employees :-In many places companies have reduced the work force due to

changing economic situations, labourers or workers who are displaced

face sever problems. It also leads to a negative atmosphere andattitude among the employees. There is fear and increasing resentment

against the management. The challenge before the HR manager lies inimplementing the retrenchment policy without hurting the sentiments

of the workers, without antagonizing the labour union and by creating

positive attitude in the existing employees.

6. Change in demand of government :-Most of the time government rules keep changing. While a lot

of freedom is given to companies some strict rules and regulations

have also been passed. The government has also undertaken thedisinvestment in certain companies due to which there is fear among

the employees regarding their job. The challenge before the HRmanager lies in convincing employees that their interest will not be

sacrificed.

7. Initiating the process of change :-Changing the method of working, changing the attitude of

people and changing the perception and values of organization have

become necessary today. Although the company may want to change

it is actually very difficult to make the workers accept the change. The

challenge before the HR manager is to make people accept change.

Significance/importance/need of HRM

HRM becomes significant for business organization due to the following

reasons.

1. Objective :-HRM helps a company to achieve its objective from time to

time by creating a positive attitude among workers. Reducing wastage

and making maximum use of resources etc.

2. Facilitates professional growth :-Due to proper HR policies employees are trained well and this

makes them ready for future promotions. Their talent can be utilized


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not only in the company in which they are currently working

but also in other companies which the employees may join in thefuture.

3. Better relations between union and management :-Healthy HRM practices can help the organization to maintain

co-ordinal relationship with the unions. Union members start realizing

that the company is also interested in the workers and will not go

against them therefore chances of going on strike are greatly reduced.

4. Helps an individual to work in a team/group :-Effective HR practices teach individuals team work and

adjustment. The individuals are now very comfortable while working

in team thus team work improves.

5. Identifies person for the future :-Since employees are constantly trained, they are ready to meet

the job requirements. The company is also able to identify potentialemployees who can be promoted in the future for the top level jobs.

Thus one of the advantages of HRM is preparing people for the future.

6. Allocating the jobs to the right person :-If proper recruitment and selection methods are followed, the

company will be able to select the right people for the right job. When

this happens the number of people leaving the job will reduce as thewill be satisfied with their job leading to decrease in labour turnover.


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DEFINITIONS OF JOB SATISFACTION

Different authors give various definitions of job satisfaction. Some of them

are taken from the book of D.M. Pestonjee Motivation and JobSatisfaction which are given below:

Job satisfaction is defined as a pleasurable, emotional, state resulting from

appraisal of ones job. An effective reaction to ones job.

Weiss

Job satisfaction is general attitude, which is the result of many specific

attitudes in three areas namely:

Specific job factors.

Individual characteristics.

Group relationship outside the job

Blum and Naylor

Job satisfaction is defined, as it is result of various attitudes the person hold

towards the job, towards the related factors and towards the life in general.

Glimmer

Job satisfaction is defined as any contribution, psychological, physical, and

environmental circumstances that cause a person truthfully say, I am

satisfied with my job.

Job satisfaction is defined, as employees judgment of how well his job on a

whole is satisfying his various needs

Mr. Smith


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Job satisfaction is defined as a pleasurable or positive state of mind resulting

from appraisal of ones job or job experiences.

Locke

HISTORY OF JOB SATISFACTION

The term job satisfaction was brought to lime light by hoppock (1935). He

revived 35 studies on job satisfaction conducted prior to 1933 and observes

that Job satisfaction is combination of psychological, physiological and

environmental circumstances. That causes a person to say. I m satisfied

with my job. Such a description indicate the variety of variables that

influence the satisfaction of the individual but tell us nothing about the

nature of Job satisfaction.

Job satisfaction has been most aptly defined by pestonjee (1973) as a job,

management, personal adjustment & social requirement. Morse (1953)

considers Job satisfaction as dependent upon job content, identification with

the co., financial & job status & priding group cohesiveness

One of the biggest preludes to the study of job satisfaction was the

Hawthorne study. These studies (1924-1933), primarily credited to Elton

Mayo of the Harvard Business School, sought to find the effects of various

conditions (most notably illumination) on workers productivity.

These studies ultimately showed that novel changes in work conditions

temporarily increase productivity (called the Hawthorne Effect). It was later
http://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Elton_Mayo


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found that this increase resulted, not from the new conditions, but from the

knowledge of being observed.

This finding provided strong evidence that people work for purposes other

than pay, which paved the way for researchers to investigate other factors in

job satisfaction.

Scientific management (aka Taylorism) also had a significant impact on the

study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles

of Scientific Management, argued that there was a single best way to

perform any given work task. This book contributed to a change in industrial

production philosophies, causing a shift from skilled labor and piecework

towards the more modern approach ofassembly lines and hourly wages.

The initial use of scientific management by industries greatly increased

productivity because workers were forced to work at a faster pace. However,

workers became exhausted and dissatisfied, thus leaving researchers with

new questions to answer regarding job satisfaction.

It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and

Hugo Munsterberg set the tone for Taylors work.

Some argue that Maslows hierarchy of needs theory, a motivation theory,

laid the foundation for job satisfaction theory. This theory explains that

people seek to satisfy five specific needs in lifephysiological needs, safety

needs, social needs, self-esteem needs, and self-actualization. This model

served as a good basis from which early researchers could develop job

satisfaction theories.
http://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Scientific_management


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IMPORTANCE OF JOB SATISFACTION

Job satisfaction is an important indicator of how employees feel abouttheir job and a predictor of work behavior such as organizational,

citizenship, Absenteeism, Turnover.

Job satisfaction can partially mediate the relationship of personalityvariables and deviant work behavior.

Common research finding is that job satisfaction is correlated with lifestyle.

This correlation is reciprocal meaning the people who are satisfied

with the life tends to be satisfied with their jobs and the people who

are satisfied their jobs tends to satisfied with their life.

This is vital piece of information that is job satisfaction and jobperformance is directly related to one another. Thus it can be said that,

A happy worker is a productive worker.

It gives clear evidence that dissatisfied employees skip work moreoften and more like to resign and satisfied worker likely to work

longer with the organization.


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IMPORTANCE TO WORKER AND

ORGANIZATION

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 can 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 Herzbergs (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 loss of job, will not

give 100 percent of their effort for very long. Though fear is a powerful

motivator, it is also a temporary one, and also as soon as the threat is lifted

performance will decline.

Job satisfaction benefits the organization includes reduction in

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

as improved punctuality and worker morale. Job satisfaction is also linked

with a healthier work force and has been found to be a good indicator of

longevity.


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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.

WORKERS ROLE 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 rewards

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 relive boredom and often

gets one noticed.

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

organizations and often results 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.


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

can lead to satisfaction with the work itself. This help to give meaning to

ones existence, thus playing a vital role in job satisfaction.

Learn to de-stress. Plan to avoid burn out by developing healthy stress

management techniques.

FACTORS OF JOB SATISFACTION

Hoppock, the earliest investigator in this field, in 1935 suggested that there

are six major components of job satisfaction. These are as under:

The way the individual reacts to unpleasant situations, The facility with which he adjusted himself with other person The relative status in the social and economic group with which he

identifies himself

The nature of work in relation to abilities, interest and preparationof worker

Security Loyalty

Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150

studies and listed various job factors of job satisfaction. These are briefly

defined one by one as follows:

1. Intrinsic aspect of jobIt includes all of the many aspects of the work, which would tend to be

constant for the work regardless of where the work was performed.


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2. SupervisionThis aspect of job satisfaction pertains to relationship of worker with his

immediate superiors. Supervision, as a factor, generally influences job

satisfaction.

3. Working conditionsThis includes those physical aspects of environment which are not

necessary a part of the work. Hours are included this factor because it is

primarily a function of organization, affecting the individuals comfort

and convenience in much the same way as other physical working

conditions.

4. Wage and salariesThis factor includes all aspect of job involving present monitory

remuneration for work done.

5. Opportunities for advancementIt includes all aspect of job which individual sees as potential sources of

betterment of economic position, organizational status or professional

experience.6. SecurityIt is defined to include that feature of job situation, which leads to

assurance for continued employment, either within the same company or

within same type of work profession.

7. Company & managementIt includes the aspect of workers immediate situation, which is a

function of organizational administration and policy. It also involves the

relationship of employee with all company superiors above level of

immediate supervision.


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8. Social aspect of jobIt includes relationship of worker with the employees specially those

employees at same or nearly same level within the organization.

9. CommunicationIt includes job situation, which involves spreading the information in any

direction within the organization. Terms such as information of

employees status, information on new developments, information on

company line of authority, suggestion system, etc, are used in literature to

represent this factor.

10.BenefitsIt includes those special phases of company policy, which attempts to

prepare the worker for emergencies, illness, old age, also. Company

allowances for holidays, leaves and vacations are included within this

factor.

REASONS OF LOW JOB SATISFACTION

Reasons why employees may not be completely satisfied with their jobs:

1. Conflict between co-workers.2. Conflict between supervisors.3.Not being opportunity paid for what they do.4. Have little or no say in decision making that affect employees.5. Fear of loosing their job.


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EFFECTS OF LOW JOB SATISFACTION

1. HIGH ABSENTEEISM

Absenteeism means it is a habitual pattern of absence from duty or

obligation.

If there will be low job satisfaction among the employees the rate of

absenteeism will definitely increase and it also affects on productivity of

organization.

High

low Hi h

Jo

b

s

a

t

i

sf

ac

t

i

n

Rate of turn over and absences

A

B

Perceived personal job inputs

Fig.no. 1 Curve showing relationship between job satisfaction and rate of turn over


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In the above diagram line AB shows inverse relationship between job

satisfaction and rate of turn over and rate of absenteesm.

As th job satisfaction is high the rate of both turn over and absentiseesm is

low and vise a versa.

2.HIGH TURNOVER

In human resource refers to characteristics of a given company or industry

relative to the rate at which an employer gains and losses the staff.

If the employer is said to be have a high turnover of employees of that

company have shorter tenure than those of other companies.

3.TRAINING COST INCREASES

As employees leaves organization due to lack of job satisfaction. Then

Human resource manager has to recruit new employees. So that the training

expenditure will increases.

INFLUENCES ON JOB SATISFACTION

There are no. of factors that influence job satisfaction. For example, one

recent study even found that if college students majors coinsided with their

job , this relationship will predicted subsequent job satisfaction. However,

the main influences can be summerised along with the dimentions identified

above.


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The work itself

The concept of work itself is a major source of satisfaction. For example,

research related to the job charactoristics approach to job design, shows that

feedback from job itself and autonomy are two of the major job related

motivational factors. Some of the most important ingridents of a satisfying

job uncovered by survey include intersting and challenging work, work that

is not boring, and the job that provides status.

Pay

Wages and salaries are recognised to be a significant, but complex,

multidimentional factor in job satisfaction. Money not only helps people

attain their basic needs butevel need satisfaction. Employees often see pay as

a reflection of how managemnet view their conrtibution to the organization.

Fringe benefits are also important.

If the employees are allowed some flexibility in choosing the type of

benefits they prefer within a total package, called a flexible benefit plan,

there is a significant increase in both benefit satisfaction and overall jobsatisfaction.

Promotions

Promotional opportunities are seem to be have avarying effect on job

satisfaction. This is because of promotion take number of different forms.


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WHAT IS THE IMPACT OF JOB SATISFACTION?

Many managers subscribe to the belief that a satisfied worker is

necessarily good worker. In other words, if management could keep the

entire workers happy, good performance would automatically fallow.

There are two propositions concerning the satisfaction performance

relation ship. The first proposition, which is based on traditional view, is

that satisfaction is the effect rather than the cause of performance. This

proposition says that efforts in a job leads to rewards, which results in a

certain level of satisfaction .in another proposition, both satisfaction and

performance are considered to be functions of rewards.

Various research studies indicate that to a certain extent job satisfaction

affects employee turn over, and consequently organization can gain from

lower turn over in terms of lower hiring and training costs. Also research

has shown an inverse relation between job satisfaction and absenteeism.

When job satisfaction is high there would be low absenteeism, but when

job satisfaction is low, it is more likely to lead a high absenteeism.

What job satisfaction people need?

Each employee wants:

1. Recognition as an individual2. Meaningful task3. An opportunity to do something worthwhile.4. Job security for himself and his family5. Good wages6. Adequate benefits7. Opportunity to advance


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8.No arbitrary action- a voice a matters affecting him9. Satisfactory working conditions10.Competence leadership- bosses whom he can admire and respect

as persons and as bosses.

However, the two concepts are interrelated in that job satisfaction can

contribute to morale and morale can contribute to job satisfaction.

It must be remembered that satisfaction and motivation are not synonyms.

Motivation is a drive to perform, where as satisfaction reflects the

individuals attitude towards the situation. The factors that determine

whether individual is adequately satisfied with the job differs from those that

determine whether he or she is motivated. the level of job satisfaction is

largely determined by the comfits offered by the environment and the

situation . Motivation, on the other hand is largely determine by value of

reward and their dependence on performance. The result of high job

satisfaction is increased commitment to the organization, which may or may

not result in better performance.A wide range of factors affects an individuals level of satisfaction. While

organizational rewards can and do have an impact, job satisfaction is

primarily determine by factors that are usually not directly controlled by the

organization. a high level of job satisfaction lead to organizational

commitment, while a low level, or dissatisfaction, result in a behavior

detrimental to the organization. For example, employee who like their jobs,

supervisors, and the factors related to the job will probably be loyal and

devoted. People will work harder and derive satisfaction if they are given the

freedom to make their own decisions.


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MODELS OF JOB SATISFACTION

There are various methods and theories of measuring job satisfaction level of

employees in the orgnization given by different authers.

List of all the theorise and methods measuring job satisfaction level is given

below:

A MODEL OF FACET SATISFACTION

Affect theory(Edwin A. Locke 1976) Dispositional Theory( Timothy A. Judge 1988) Two-Factor Theory (Motivator-Hygiene Theory) (Frederick

Herzbergs)

Job Characteristics Model (Hackman & Oldham) Rating scale Personal interviews action tendencies

Job enlargement Job rotation Change of pace Scheduled rest periods
http://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Frederick_Herzberg


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MODEL OF FACET OF JOB SATISFACTION

F ig.no.2 Model of determinant of f acet of job satisfaction

Edward E.lawler in 1973 propoed a model of facet satisfaction. This model

is applicable to understand what determines a persons satisfaction with any

facet of job.

According to this model actual outcome level plays a key role in a persons

perception of what rewards he recieves. His perception influenced by his

perception of what his referent others recieves.

Skill

ExperienceTraining

Efforts

AgeSeniority

Education

Co loyaltyPast

performance

LevelDifficulty

Time spanAmount of

responsibility

Perceived

outcome of

referent others

Actualoutcome

received

Perceived personaljob inputs

Fig.no. 1 Curve

Perceived job

characteristics

Perceived

amount that

should be

received (a)

Perceived

amountreceived

(b)

a=bsatisfaction

a>b

dissatisfaction

a


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AFFECT THEORY

Edwin A. Lockes Range of Affect Theory (1976) is arguably the most

famous job satisfaction model. The main premise of this theory is that

satisfaction is determined by a discrepancy between what one wants in a job

and what one has in a job. Further, the theory states that how much one

values a given facet of work (e.g. the degree of autonomy in a position)

moderates how satisfied/dissatisfied one becomes when expectations

are/arent met. When a person values a particular facet of a job, his

satisfaction is more greatly impacted both positively (when expectations are

met) and negatively (when expectations are not met), compared to one who

doesnt value that facet. To illustrate, if Employee A values autonomy in the

workplace and Employee B is indifferent about autonomy, then Employee A

would be more satisfied in a position that offers a high degree of autonomy

and less satisfied in a position with little or no autonomy compared to

Employee B. This theory also states that too much of a particular facet will

produce stronger feelings of dissatisfaction the more a worker values that

facet.

DISPOSITIONAL THEORY

Another well-known job satisfaction theory is the Dispositional Theory it is

a very general theory that suggests that people have innate dispositions that

cause them to have tendencies toward a certain level of satisfaction,

regardless of ones job. This approach became a notable explanation of job

satisfaction in light of evidence that job satisfaction tends to be stable over

time and across careers and jobs. Research also indicates that identical twins

have similar levels of job satisfaction.


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A significant model that narrowed the scope of the Dispositional Theory was

the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998.

Judge argued that there are four Core Self-evaluations that determine ones

disposition towards job satisfaction: self-esteem, general self-efficacy, locus

of control, and neuroticism. This model states that higher levels of self-

esteem (the value one places on his self) and general self-efficacy (the belief

in ones own competence) lead to higher work satisfaction. Having an

internal locus of control (believing one has control over her\his own life, as

opposed to outside forces having control) leads to higher job satisfaction.

Finally, lower levels ofneuroticism lead to higher job satisfaction

TWO-FACTOR THEORY (MOTIVATOR-HYGIENE

THEORY)

Frederick HertzbergsTwo-factor theory (also known as Motivator Hygiene

Theory) attempts to explain satisfaction and motivation in the workplace.

This theory states that satisfaction and dissatisfaction are driven by different

factorsmotivation and hygiene factors, respectively. Motivating factors are

those aspects of the job that make people want to perform, and provide

people with satisfaction. These motivating factors are considered to be

intrinsic to the job, or the work carried out.Motivating factors include

aspects of the working environment such as pay, company policies,

supervisory practices, and other working conditions.

While Hertzberg's model has stimulated much research, researchers have

been unable to reliably empirically prove the model, with Hackman &

Oldham suggesting that Hertzberg's original formulation of the model may

have been a methodological artifactFurthermore, the theory does not
http://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Self-esteem


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consider individual differences, conversely predicting all employees will

react in an identical manner to changes in motivating/hygiene factors..

Finally, the model has been criticised in that it does not specify how

motivating/hygiene factors are to be measured]

JOB CHARACTERISTICS MODEL

Hackman & Oldham proposed the Job Characteristics Model, which is

widely used as a framework to study how particular job characteristics

impact on job outcomes, including job satisfaction.

The model states that there are five core job characteristics (skill variety,

task identity, task significance, autonomy, and feedback) which impact three

critical psychological states (experienced meaningfulness, experienced

responsibility for outcomes, and knowledge of the actual results), in turn

influencing work outcomes (job satisfaction, absenteeism, work motivation,

etc.).

The five core job characteristics can be combined to form a motivatingpotential score (MPS) for a job, which can be used as an index of how likely

a job is to affect an employee's attitudes and behaviors.

A meta-analysis of studies that assess the framework of the model provides

some support for the validity of the JCM.
http://en.wikipedia.org/wiki/Job_Characteristics_Modelhttp://en.wikipedia.org/wiki/Meta-analysishttp://en.wikipedia.org/wiki/Meta-analysishttp://en.wikipedia.org/wiki/Job_Characteristics_Model


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MODERN METHOD OF MEASURING JOB

SATISFACTION

In this method of measuring job satisfaction the comparision between

various orgnizational terms and conditions at managerial level and also the

orgnization at a large.

SATISFACTION WITH HUMAN RESOURCES MANAGEMENT

POLICIES OF THE ORGANIZATION:

1. Management has a clear path for employees advancement

2. Decisions are made keeping in mind the good of the employees

3. Management is extremely fair in personal policies4. Physical working conditions are supportive in attaining targets

5. I nnovativeness is encouraged to meet business problems.

SATISFACTION WITH SUPERVISION

1. I feel I can trust what my supervisor tells me

2. My supervisor treats me fairly and with respect

3. My supervisor handles my work-related issues satisfactorily

4. I get frequent appreciation of work done from supervisors

5. I get enough support from the supervisor

6.Individual initiative is encouraged

SATISFACTION WITH COMPENSATION LEVELS

1. Overall I am satisfied with the companys compensation package

2. I am satisfied with the medical benefits

3. I am satisfied with the conveyance allowance

4. I am satisfied with the retirement benefits

5. I am satisfied with the reimbursement of the expenses as per the eligibility

6. I am satisfied with the holiday (vacation) eligibilities


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SATISFACTION WITH TASK CLARITY

1. Management decisions are Ad Hoc and lack professionalism (reverse

scaled)

2. Rules and procedures are followed uncompromisingly

3. My job responsibilities are well defined and clear

SATISFACTION WITH CAREER DEVELOPMENT

1. I have adequate opportunities to learn and grow

2. I get opportunities to handle greater responsibilities

3. My skills and abilities are adequately used at work

From all above we can conclude level of job satisfaction of our employees.

RATING SCALE

It is one of the most common methods of measuring job satisfaction. The

popular rating scale used to measure Job satisfaction is to include:

Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture

of pertinent satisfactions and dissatisfactions of employees.

Job Description Index: it measures Job satisfaction on the dimension

identified by Smith, Kendall, Hullin.

Porter Need Identification Questionnaires: It is used only for

management personnel and revolves around the problems and challenges

faced by managers.


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CRITICAL INCIDENTS

Fredrick Hertz berg and his Associates popularized this method of

measuring Job satisfaction. It involves asking employees to described

incidents on job when they were particularly satisfied or dissatisfied. Then

the incidents are analyzed in terms of their contents and identifying those

related aspects responsible for the positive and negative attitudes.

PERSONAL INTERVIEWS

This method facilitates an in-depth exploration through interviewing of

job attitudes. The main advantage in this method is that additional

information or clarifications can be obtained promptly.

ACTION TENDENCIES

By this method, Job satisfaction can be measured by asking questions and

gathering information on how they feel like behaving with respect to

certain aspects of their jobs. This method provides employees more

opportunity to express their in-depth feeling.

In his study on American employees, hoppock identified six factors that

contributed to job satisfaction among them. These are as follows:

1. The way individual reacts to unpleasant situations.2. The facilities with which he adjust himself to other persons.3. His relatives status in the social & economic group with which he

identifies himself.


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4. The nature of work in relation to the abilities, interest &preparation of the workers.

5. Security.6. Loyalty.

Because human resource manager often serve as intermediaries between

employees & management in conflct.they are concern with Job satisfaction

or general job attitudes with the employees.

Philip apple white has listed the five major components of Job satisfaction

.as

1. Attitude towards work group.2. General working conditions.3. Attitude towards company.4. Monitory benefits &5. Attitude towards supervision

Other components that should be added to this five are individuals state ofmind about the work itself and about the life in general .the individuals

health, age, level of aspiration. Social status and political & social activities

can all contribute to the Job satisfaction. A persons attitude toward his or

her job may be positive or negative.

JOB ENLARGEMENT

The concept of job enlargement originated after World War II. It is simply

the organizing of the work so as to relate the contents of the job to the

capacity, actual and potential, of workers. Job enlargement is oblivious

forerunner of the concept and philosophy of job design. Stephan offers three

basic assumptions behind the concept of job enlargement.


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Output will increase if

1. Workers abilities are fully utilized2. Worker has more control over the work3. Workers interest in work and workplace is stimulated.

Job enlargement is a generic term that broadly means adding more and

different tasks to a specialized job. It may widen the number of task the

employee must do that is, add variety. When additional simple task are

added to a job, the process is called horizontal job enlargement. This also

presumably adds interest to the work and reduces monotony and boredom.

To check harmful effects of specialization, the engineering factors involved

in each individual job must be carefully analyzed. Perhaps, the assembly

lines can be shortened so that there will be more lines and fewer workers on

each line. Moreover, instead of assigning one man to each job and then

allowed to decide for himself how to organize the work. Such changes

permit more social contacts and greater control over the work process.

JOB ROTATION

Job rotation involves periodic assignments of an employee to completely

different sets of job activities. One way to tackle work routine is to use the

job rotation. When an activity is no longer challenging, the employee is

rotated to another job, at the same level that has similar skill requirements.

Many companies are seeking a solution to on-the-job boredom through

systematically moving workers from one job to another. This practice

provides more varieties and gives employees a chance to learn additional

skills. The company also benefits since the workers are qualified to perform

a number of different jobs in the event of an emergency.


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CHANGE OF PACE

Anything that will give the worker a chance to change his pace when he

wishes will lend variety to his work. Further if workers are permitted tochange their pace that would give them a sense of accomplishment.

SCHEDULED REST PERIODS

Extensive research on the impact of rest periods indicates that they may

increase both morale and productivity. Scheduled rest periods bring manyadvantages:

They counteract physical fatigue

They provide variety and relieve monotony

They are something to look forward to- getting a break gives a sense of

achievement.

They provide opportunities for social contacts.


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OBJECTIVES OF

STUDY


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OBJECTIVE OF THE STUDY

To find that whether the employees are satisfied or not.

To analyse the companys welfare facilities. To analyse the companys working environment.

To check the Degree of satisfaction of employees.

To find that they are satisfied with their job profile or not.

To find that employees are working with their full capabilities or not.


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Research

Methodology


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RESEARCH METHODOLOGY

4.1 INTRODUCTION

Research refers to a search for knowledge. It is a systematic method of

collecting and recording the facts in the form of numerical data relevant to

the formulated problem and arriving at certain conclusions over the problem

based on collected data.

Thus formulation of the problem is the first and foremost step in the

research process followed by the collection, recording, tabulation and

analysis and drawing the conclusions. The problem formulation starts with

defining the problem or number of problems in the functional area. To detect

the functional area and locate the exact problem is most important part of

any research as the whole research is based on the problem.

According to Clifford Woody research comprises defining and redefining

problems, formulating hypothesis or suggested solutions: collecting,

organizing and evaluating data: making deductions and reaching

conclusions: and at last carefully testing the conclusions to determine

whether they fit the formulating hypothesis.

Research can be defined as the manipulation of things, concepts orsymbols for the purpose of generalizing to extend, correct or verify

knowledge, whether that knowledge aids in construction of theory or in the

practice of an art

In short, the search for knowledge through objective and systematic

method of finding solution to a problem is research.


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4.2 DRAFTING QUESTIONNAIRE

The questionnaire is considered as the most important thing in a survey

operation. Hence it should be carefully constructed. Structured questionnaire

consist of only fixed alternative questions. Such type of questionnaire is

inexpensive to analysis and easy to administer. All questions are closed

ended.

4.3SAMPLING

It was divided into following parts:

Sampling universe

All the employees are the sampling universe for the research.

Sampling technique

Judgmental sampling

Sample was taken on judgmental basis. The advantage of sampling are that it

is much less costly, quicker and analysis will become easier. Sample size

taken was 100 employees.

4.4 RESEARCH OBJECTIVES

The research has been undertaken with following objectives.

To study the level of job satisfaction among the employees of SEVAAutomotive Pvt. Ltd. if any.

To study the methods of measuring job satisfaction of SEVAAutomotive Pvt. Ltd.


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1

COMPANY PROFILE


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COMPANY PROFILE

After Pioneering the growth of the flexible packaging industry

in India, Uflex has gained an unchallenged identity. Since its inception

in the year 1983 it has turned into a multibillion company that values

quality and customer satisfaction amongst other priorities. Withconsumers spread across the world, Uflex enjoys a global reach.

Headquartered in Noida (National Capital Region, New Delhi) it has

state of the art manufacturing facilities in India & Dubai. It has also

established offices in UAE, Europe, North America and enjoys a

formidable market presence in more than 85 countries.

Uflex facility enjoys ISO 9001 and ISO 14001 certifications and

has FDA and BGA approvals for their products. It is also a part of the

D&B Global Database and winner of various prestigious national andinternational awards like the top exporter of BOPET and BOPP films,

and the Worldstar award for packaging excellence. FPA, AIMCAL and

the DUPONT Awards in 2004-2005 are the latest in this series.

Being a multi faceted organization it has integrated its

operations from manufacture of Polyester chips, Films (BOPET, BOPP

and CPP - both in plain and metalized form), Coated Film, Laminates,

Pouches, Holographic films Gravure cylinders, Inks and adhesives to

all types of packaging & printing machines, offering total flexiblepackaging solution.

Uflex has always been committed to the industry by providing

technical know-how and being the trend-setter in the flexible

packaging industry. Being on the edge of innovation, Uflex endeavors

to be the first to come up with advanced products that cater to the

changing demands of the packaging industry.

As part of the Uflex Group, it has over twenty years ofexperience in polymer technology. Setting milestones of success and

innovation, Uflex is widely known for manufacturing and supplying

products, delivering apt services around the world.


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CHAIRMAN VISION

Welcome to UFLEX - a world of complete flexible packaging

solutions created with you at the centre.

With you at the centre we conceptualized an enterprise that

has taken us to strategic locations across the globe so that you find

us closer in terms of ideas, markets, challenges, solutions and

services. Today, we are available for you just around the corner,

around the world.

Putting you at the centre has also helped us evolve a corporate

culture, flexible enough to respond to your demands and

accommodate your needs. It has helped us to adapt our global

industry insights to create solutions that keep your goals in focus. So

across the world, you will find dealing with us as comfortable as with

your local partner, yet backed with the formidable technological

know-how of global players.

Thinking of you has made us invest in the best inputs on the

entire range of the flexible packaging spectrum. It also helps us offer

the right mix of competencies from the entire range of possibilities

on the flexible packaging spectrum, so that you get precisely what

you need, whenever you need it. All this has added up to an edge

that gives you access to not only the perfect product but also the

complete process consultancy. This helps you derive the maximum

mileage out of the products that we engineer for you. It's a

distinction that can be brought to you only by the people who know

every link of the flexible packaging chain inside out.

So bring us a flexible packaging challenge and take back a

relationship a relationship with an unparalleled competitive and

innovative edge.


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CHAIRMAN PROFILE

The founder Chairman and Managing Director of The UFlex

Group, Mr. Ashok Chaturvedi, pioneered the growth of FlexiblePacking industry in India. He is hailed as the leader of this fast

growing segment of packaging business in India.

Mr. Chaturvedi's progressive thinking made him conscious of

the need to offer solutions for Flexible Packaging and this led to the

inception of a company for manufacturing packaging materials.

Exhibiting inspiring innovativeness and entrepreneurial skills,

Mr. Chaturvedi applied the latest international technologies for

tailoring and designing packing material which adapted to the needs

of the customers, winning markets globally.Appreciating the

customer's needs for quality, prompt delivery and service, he

decided to integrate backwards in the manufacture of Polyester Film,

BOPP and Co-extruded Films, Gravure Printing Cylinders, Inks,

Adhesives, Pet Chips, etc. This ensured the excellent quality of raw

materials and timely delivery to the customer.

Mr. Ashok Chaturvedi is one of a distinguished creed of first

generation entrepreneurs, who has, through vision and dedication

carved a niche for himself in the domestic industrial environment and

also sculpted a global reputation for himself and The UFLEX

Group.This far-sightedness has placed Flex as a major company in the

global markets. Its export destinations have expanded to more than

101 countries establishing a reputation synonymous with reliability


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and excellent quality.Mr. Chaturvedi's achievements are by no

means restricted to the industrial arena. The Flex Medical Centre,

stands testimony to his concern for society. His commitment to

enhancing the quality of facilities in the country is seen in the

promotion of an advanced Modern Cricket Club, and the

contributions towards the growth of institutions for management

studies.

BOARD OF DIRECTORS

Shri AshokChaturvedi

- Chairman & Managing Director

Shri Ravi

Kathpalia

Shri M.G.

Gupta

Shri A. Karati - ICICI Nominee

Shri N K

Duggal

- IFCI Nominee

Shri S.K.

Kaushik

- Whole-time Director


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COMMITTEE OF

DIRECTORS

MEMBERS OF :

Audit Committee:

1.Shri Ravi KathpaliaChairman

2. Shri M.G. Gupta

3. Shri A. Karati

Remuneration Committee

1.Shri M.G. Gupta - Chairman

2. Shri Ravi Kathpalia

3. Shri A. Karati

Shareholders/Investors Grievance

Committee

1.Shri Ravi Kathpalia - Chairman

2. Shri M.G. Gupta

3. Shri S.K. Kaushik
http://uflexltd.com/committee-of-directors.asphttp://uflexltd.com/committee-of-directors.asphttp://uflexltd.com/committee-of-directors.asphttp://uflexltd.com/committee-of-directors.asphttp://uflexltd.com/committee-of-directors.asp


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MILESTONES

Sept 1983formation of UFLEX group of companies

May 1984- formation of FLEX engineering limited

Dec 1985- formation of FCL technologies and products limited

June 1988formation of UFLEX limited. FIL is the largestmanufacture of polyester, polypropylene and metallised films in India

Feb 1990- formation of FLEX foods ltd for mushroom plantation

Nov 1994launched the operation of first line for the production ofBOPET films under production capacity : 20,000 TPA

Jan 1996launched the operation of second line for the production ofBOPET films under production capacity : 20,000 TPA

June 1996 - launched the operation of first line for the production ofBOPP films under production capacity : 20,000 TPA

Jan 1997commercial production of polyethylene teraphthalate chips

started

June 2001M/S. UFLEX America incorporated located in north

Carolina, U.S.A., formed as a wholly owned subsidiary of M/S.UFLEX limited

July 2002first metallizer with a capacity of 6,000 TPA installed

March 2003cast polypropylene film line with capacity to produce6000 TPA installed to produce CPP films

Oct 2003second metallizer with a capacity of 6000 MT/annum was

installed

Dec 2003 - launched the operation of second line for the production ofBOPP films with a capacity of 15000 MT/annum
http://uflexltd.com/milestones.asphttp://uflexltd.com/milestones.asp


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GROUP COMPANIES

-

Subsidiaries

o Flex Middle East FZE, UAEP.O BOX 17930,

Jebel Ali Free Zone,

Dubai, United Arab Emirates

o Flex Americas S.A. de C.V., MexicoBoulevard de los Rios 5680,

Zona Puerto Industrial Altamira,Tamaulipas Mexico C.P. 89603

o Flex P. Films (Egypt) S.A.E., EgyptPlot No. R2 in Engineering Square (e2),

Plot No. 3 in North Extension of Industrial Zones,6 October City

Arab Republic of Egypt

o Flex Films Europa Sp. z o.o., PolandPO. Box 62 300 Wrzesniaul, Kaliska 30 Poland

o Flex Films (USA) INC, USAElizabethtown, 1221 North Black Branch Road

Elizabethtown, KY 42701

oFlex America Inc., USA14300 Cornerstone Village Dr

Suite # 121, Houston, TX 77014

o Uflex Packaging Inc., USARegistered Office: 315, Lowell Avenue, Hamilton, NJ 08619

(USA)


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oooo

Marketing Office: 2460 Lemoine Avenue Suite #103 Fort Lee,NJ 07024

o Uflex Europe Limited, U.K.29 MARYLEBONE ROAD, London, London, London, NW15JX (UK)

o UPET Holdings Ltd., MauritiusLes Cascades, Edith Cavell Street, Port-Louis, Mauritius

o UPET (Singapore) Pte. Ltd., SingaporeRegistered Office: 10, Jalan Besar, #0-12 Sim Limi Tower,

Singapore 208787Principal Place of Business: No 27, Rufflex, #5-02A Clifford

Centre, Singapore 048621

o UTech Developers LimitedRegistered Office: 305, 3rd Floor, Bhanot Corner, Pamposh

Enclave, Greater Kailash-I, New Delhi- 110 048

Corporate Office: A-107-108, Sector-4, Noida, U.P.

o AKC Developers Ltd.Registered Office: 305, 3rd Floor, Bhanot Corner, Pamposh

Enclave,Greater Kailash-I, New Delhi- 110 048


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Joint Ventures

QCELL LimitedKairaba Avenue, P.O.Box 3469, Serrekunda, The Gambia,

West Africa

o SD Buildwell Private LimitedRegistered Office: 305, 3rd Floor, Bhanot Corner, Pamposh

Enclave, Greater Kailash-I, New Delhi- 110 048

Corporate Office: A-107-108, Sector-4, Noida, U.P.

Associates

Flex Foods LimitedLal Tappar Industrial Area

P.O. resham Majri,Haridwar Road,

Dehradun - 248140Uttarakhand (INDIA)


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AWARDS AND ACHIEVEMENT

Owing to the depth of commitment to its business associates as well as

the quality of its services and products, the company has also been

honoured with several awards. Some of these prestigious awards are as

follows:

AIMCAL Award for Stand-up Slider Zipper Pouch with Hologram Dupont Award for Edible Oil Refill Pack (1996) Dupont Award for 2005, 2006 for Excellence inPackaging

Engineering & Beverage Category

Worldstar Award for Excellence in Packaging (1995) Best Paper Award at Recycle95 at Davos Global Forum (1995) Packaging Printing and Converting Award for Carry Bags for Tyres &

Tubes (1997)

Packaging Printing and Converting Award for CTC Leaf Tea andHolographic Semi-Stand-up back for Bearings(1997)

Award for Excellent Performance in Export by Govt. of Uttar Pradesh(2003-04)

Award for Second Best Exporter of Polyester Film by the PlasticsExport Promotion Council (2002-03)

Award for Top Exporter of BOPP Film by the Plastics ExportPromotion Council (2002-03)

Superbrands Awarded by the Superbrands Council Mr. Ashok Chaturvedi, UFlex Chairman was conferred with

Outstanding Entrepreneurship Award at Asia Pacific EntrepreneurshipAwards 2010 India

Marketing award by the Association of International Metallizers,Coaters and Laminators (2011) for innovative, high graphic qualitypouches
http://www.uflexltd-packaging.com/about-us/awards/http://www.uflexltd-packaging.com/http://www.uflexltd-packaging.com/http://www.uflexltd-packaging.com/http://www.uflexltd-packaging.com/about-us/ashok-chaturvedi-chairman/http://www.uflexltd-packaging.com/about-us/ashok-chaturvedi-chairman/http://www.uflexltd-packaging.com/http://www.uflexltd-packaging.com/about-us/awards/


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PRODUCTION DIVISION

PRODUCTS1.BOPET FILMS2.BOPP FILMS3.CPP FILMS4.Flexible Laminates & Pouches5.Packaging & Converting Machines6.Holograms
http://www.uflexltd-packaging.com/products/flexible-laminates-pouches/http://www.uflexltd-packaging.com/products/packaging-converting-machines/http://www.uflexltd-packaging.com/products/holograms/http://www.uflexltd-packaging.com/products/holograms/http://www.uflexltd-packaging.com/products/packaging-converting-machines/http://www.uflexltd-packaging.com/products/flexible-laminates-pouches/


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DATA ANALYSIS

AND

INTERPRETATION


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This graph shows that 0% of employees are strongly agree about the point ,

20% of employees are agree on the point, 30% are neither agree nor

disagree,50% are disagree and rest 0% of employees are strongly disagree.

I have been passed up at least once fora promotion in the past few years.

0% 20%

30%

50%

0%

Strongly Agree Agree

Neither Agree nor Disagree Disagree

Strongly Disagree


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I spend parts of my day daydreaming

about a better job.

60%15%

15%10% 0%



Strongly Disagree


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This graph shows that 75% of employees are strongly agree about the point , 10% of

employees are agree on the point, 10% are neither agree nor disagree,5% are disagree and

rest 0% of employees are strongly disagree.

I find much of my job repetitive and

boring.

75%

10%10% 5% 0%



Strongly Disagree


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This graph shows that 85% of employees are strongly agree about the point , 10% of

employees are agree on the point, 5% are neither agree nor disagree,0% are disagree and

rest 0% of employees are strongly disagree.

I am mentally and/or physically

exhausted at the end of a day at work.

85%

10% 5% 0%0%



Strongly Disagree


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I feel that my job has little impact on the

success of the company.

50%

30%

20% 0%0%



Strongly Disagree


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I am not being used to my full

capabilities.

0%

40%

20%

40%

0%

Strongly Agree AgreeNeither Agree nor Disagree Disagree

Strongly Disagree


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I have received no better than "fair"

evaluations recently.

40%

35%

25% 0%0%



Strongly Disagree


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I feel as though my boss and employer

have let me down.

0%0% 10%

55%

35%



Strongly Disagree


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This graph shows that 45% of employees are strongly agree about the point,



I often feel overworked and

overwhelmed.

45%

20%

35%

0%0%



Strongly Disagree


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I find myself negatively comparing my

situation to my peers.

0% 15%

25%

40%

20%



Strongly Disagree


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I feel my bad days at work outweigh the good

ones.

25%

30%

45%

0%0%



Strongly Disagree


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This graph shows that 15% of employees are strongly agree about the point,35% of employees are agree on the point, 30% are neither agree nor


I often experience a sensation of time standing

still when I am at work.

15%

35%30%

20% 0%



Strongly Disagree


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I have been told that I am becoming a more

cynical person.

10%

25%

30%

35%

0%

Strongly Agree

Agree

Neither Agree nor

Disagree

Disagree

Strongly Disagree


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I have lost sight of my career goals and

aspirations.

15%

25%

45%

15% 0%



Strongly Disagree


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I no longer feel valued for my work.

25%

25%20%

20%

10%



Strongly Disagree


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Findings

o Employees are not completely satisfied with their job althoughtheir salary is good enough.

o Employees are not getting value to their work.

o Most of employees think that they are nt on their actual path.o Most of the employees think that the organization havent fulfill

their promises,what they do in beginning especially regarding

Promotion.

o There is negatively comparison between peers especiallyregarding targets.

o They often feel overworked.


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SUGGESTION

AND

RECOMMENDATION


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To increase the job satisfaction level of the employees the company should

concentrate mainly on the incentive and reward structure rather than the

motivational session.

Ideal employees should concentrate on their job.

Educational qualification can be the factor of not an effective job.

Company should give promotion to those employees who deserves it.


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LIMITATIONS OF STUDY

However I shall try my best in collecting the relevant information for my

research report, yet there are always some problems faced by the researcher.

The prime difficulties which I face in collection of information are discussed

below:-

1. Short time period: The time period for carrying out the research wasshort as a result of which many facts have been left unexplored.

2. Lack of resources: Lack of time and other resources as it was notpossible to conduct survey at large level.

3. Small no. of respondents: Only 20 employees have been chosenwhich is a small number, to represent whole of the population.

4. Unwillingness of respondents: While collection of the data manyconsumers were unwilling to fill the questionnaire. Respondents were

having a feeling of wastage of time for them.

5. Small area for research: The area for study was Malanpur, which isquite a small area to judge job satisfaction level.


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BIBLIOGRAPHY

Books: -

Hitt, Miller, Colella Organizational Behavior A Strategic Approach,Wiley Students Edition.

Luthans Fred Organizational Behavior, McGraw Hill 7th Edition. Newstrom John W., Davis Keith, Organizational Behavior Human

Resource At Work, 9th Edition, Tata McGraw Hill Edition.

Pestonjee D. M. Motivation and Job Satisfaction, 1st Edition.Macmillan India Limited.

Kothari C.R., Research Methodology, New Delhi; New AgeInternational

Publication, second edition.

Websites: -

www.hrcouncil.com

www.workforce.com

www.google.com
http://www.hrcouncil.com/http://www.hrcouncil.com/http://www.workforce.com/http://www.workforce.com/http://www.google.com/http://www.google.com/http://www.google.com/http://www.workforce.com/http://www.hrcouncil.com/


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ANNEXURE


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QuestionnaireS for JOBSATISFACTION

NAME: .

DESIGNATION: .

COMPANY: .

1. I have been passed up at least once for a promotion in the past few years. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

2. I spend parts of my day daydreaming about a better job. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

3. I find much of my job repetitive and boring. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree


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4. I am mentally and/or physically exhausted at the end of a day at work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

5. I feel that my job has little impact on the success of the company. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

6. I have an increasingly bad attitude toward my job, boss, and employer . Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

7. I am no longer given the resources I need to successfully do my job. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree


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8. I am not being used to my full capabilities. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

9. I have received no better than "fair" evaluations recently. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

10.I feel as though my boss and employer have let me down. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

11.I often feel overworked and overwhelmed. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree


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12. I am frequently stressed out at work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

13.I live for weekends and days away from the job. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

14. I find myself negatively comparing my situation to my peers. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree15. I feel my bad days at work outweigh the good ones.

Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree


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16. I often experience a sensation of time standing still when I am at work.

Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree17.I have been told that I am becoming a more cynical person. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree18.I feel as though my employer has broken promises about my future with the

organization.

Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree19.I have lost sight of my career goals and aspirations. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree


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20.I no longer feel valued for my work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

job satisfaction & welfare facilities

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