Final Hr Project

8/6/2019 Final Hr Project

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ACKNOWLEDGEMENT

I am extremely thankful to my faculty guide Dr. MIHIR RANJAN NAYAK

for guiding me and giving the suggestions and guidelines about my project. I

also want to say my sincere thanks to my team members for their co-operation

and co-ordination during the training.

He provided immense support, encouragement and confidence during the course

of the project. I express my heartfelt gratitude to the IIPM SCHOOL OF

MANAGEMENT for giving me this opportunity to do the project.

I am thankful to Prof. Rakesh Ranjan for his cooperation to complete my

project and giving me the best of his job experience. I am also thankful to my

faculty guide for guiding me and giving the suggestions and guidelines about

my project. I also want to say my sincere thanks to my team members for their

co-operation and co-ordination during the training.

Last but not the least I am thankful to almighty God, my family and my friends

for their love and moral support.

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DECLARATION:

I do hereby declare that the dissertation project study entitled” JOB

SATISFACTION” is submitted to IIPM SCHOOL OF MANAGEMENT for

award of MASTER IN BUSINESS ADMINISTRATION is based on the study

undertaken by me, to the best of my knowledge and belief it has not been

published earlier elsewhere or presented to any University/Institution for award

of any degree, diploma or other similar title. The information used in the study

report is collected from various articles and in house journal. This report shall be

used for academic purpose only.

.

SUNITA DWIBEDI

Place: MBA (HR)

Date: IIPM-School of Management

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CERTIFICATE FROM THE FACULTY GUIDE

This is to certify that the project work entitled “JOB SATISFACTION” is a

piece of work done by Sunita Dwibedi (MBA/08-10), student of IIPM School

Of Management, under my guidance and supervision for the partial fulfillment

of the course Master in Business Administration, Biju Pattnaik University of

Technology, Rourkela.

To the best of my knowledge and belief, the thesis embodies the work of the

candidate himself and has been duly completed. Simultaneously, the thesis

fulfills the requirements of the rules and regulations related to the summer

internship of the institute and I am assured that the project is up- to the standard

both in respect to the contents and language for being referred to the examiner.

Dr.

MIHIR RANJAN NAYAK

IIPM School

of Management

Kansbahal

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PREFACE

This project entitled “JOB SATISFACTION” is undertaken as a partial completion for my

MBA in “IIPM SCHOOL OF MANAGEMENT, KANSBAHAL, ODISHA”. This project

revolves around the troubles faced by the employee and the employers, the most visible

solutions to those problems and the probable solutions after the study.

Job Satisfaction is the favorableness or un-favorableness with which the employee views his

work. It expresses the amount of agreement between one’s expectation of the job and the

rewards that the job provides.

Job Satisfaction is a part of life satisfaction. The nature of one’s environment of job is an

important part of life as Job Satisfaction influences one’s general life satisfaction.

Job Satisfaction, thus, is the result of various attitudes possessed by an employee. In a narrow

sense, these attitudes are related to the job under condition with such specific factors such as

wages. Supervisors of employment, conditions of work, social relation on the job, prompt

settlement of grievances and fair treatment by employer. However, more comprehensive

approach requires that many factors are to be included before a complete understanding of job

satisfaction can be obtained.

Such factors as employee’s age, health temperature, desire and level of aspiration should be

considered. Further his family relationship, Social status, recreational outlets, activity in the

organizations etc. Contribute ultimately to job satisfaction

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CONTENTS

CHAPTER NO PARTICULAR PAGE NO

Chapter 1 Introduction to the study

Chapter 2 Objective, Scope and

Limitations of the study.

Chapter 3 Research Methodology

Chapter 4 Secondary Literature Review

Chapter 5 Data Analysis & Interpretation

Chapter 6 Findings & Recommendations

Chapter 7 Conclusion

Bibliography

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INTRODUCTION TO THE STUDY

INTRODUCTION

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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 one’s success or failure in the achievement of personal objective and upon perceived

combination of the job and combination towards these ends.

Job satisfaction in regards to one’s feeling or state of mind regarding nature of their work. Job

can be influenced by variety of factors like quality of one’s 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

person’s attitude towards job.

According to pestonejee, Job satisfaction can be taken as a summation of employee’s 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 in

community, participation in social activity socialibility and caste barrier.

4. Personal adjustment-health and emotionality.

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.

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OBJECTIVE, SCOPE AND

PROBLEM IDENTIFICATION,

LIMITATION OF THE STUDY

2.1 RESEARCH OBJECTIVES

The research has been undertaken with following objectives.

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To study the level of job satisfaction of the employees regarding their work place.

To identify the factors which influence the job satisfaction of the employees.

To study the methods of measuring job satisfaction of the organization.

To offer valuable suggestion to improve the satisfaction level of employees.

2.2 SCOPE

This study emphasis on the following scope;-

To identify the level of satisfaction upon that job

This study is helpful to the organization for conducting further research.

This study helpful to the organization for identifying the area of dissatisfaction of the

job of the employees.

This study helps to make a managerial decision to the company.

2.3 LIMITATIONS OF STUDY

Limitations are as follows:-

Data collected based on questionnaire.

Sample size is limited by 100.

The result would be varying according to the individuals as well as time.

The time period for carrying out the research was short as a result of which many facts

have been left unexplored.

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RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

3.1 INTRODUCTION

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Research refers to a search for knowledge. Research can be defined as “the manipulation of

things, concepts or symbols 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.

3.2 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.

3.3 SAMPLING

Sample size taken was 100 employees. The analysis of this study is graphical analysis; it is

based on questionnaire method. The analysis of this study is graphical analysis; it is based on

questionnaire method. Here I distributed the questionnaire to the employee through e-mail

and collect different views from the employee.

3.4 DATA SOURCING

The task of data collection begins after the research problem has been defined and research

design chalked out. While deciding the method of data collection to be used for the study, the

researcher should keep in mind two types of data viz. Primary and secondary data.

Primary Data: -

Questionnaire

Secondary Data:

Published sources such as ;-

Newspaper Journals Magazines

Books etc website

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LITERATURE REVIEW

4.1 DEFINITIONS OF JOB SATISFACTION

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Different authors give various definitions of job satisfaction. Some of them are taken from the

book of D.M. Pestonjee “Motivation and Job Satisfaction” which are given below:

Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of one’s

job. An effective reaction to one’s 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 a pleasurable or positive state of mind resulting from appraisal

of one’s job or job experiences.

Locke

4.2 HISTORY OF JOB SATISFACTION

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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 tosay. “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 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 Taylor ’s 1911 book, Principles of Scientific Management,

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http://en.wikipedia.org/wiki/Elton_Mayo


http://en.wikipedia.org/wiki/Harvard_Business_School


http://en.wikipedia.org/wiki/Hawthorne_Effect

http://en.wikipedia.org/wiki/Scientific_management

http://en.wikipedia.org/wiki/Taylorism

http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor


http://en.wikipedia.org/wiki/Hawthorne_Effect

http://en.wikipedia.org/wiki/Scientific_management

http://en.wikipedia.org/wiki/Taylorism

http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor




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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 of assembly 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 Taylor’s work.

Some argue that Maslow’s 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 life – physiological 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.

4.3 IMPORTANCE OF JOB SATISFACTION

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http://en.wikipedia.org/wiki/Piecework

http://en.wikipedia.org/wiki/Assembly_lines


http://en.wikipedia.org/wiki/Hourly_wage


http://en.wikipedia.org/wiki/Walter_Dill_Scott

http://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberg




http://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needs

http://en.wikipedia.org/wiki/Piecework



http://en.wikipedia.org/wiki/Walter_Dill_Scott



http://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needs



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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 can partially mediate the relationship of personality variables and

deviant work behavior.

Common research finding is that job satisfaction is correlated with life style.

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 job performance 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 more often and more like

to resign and satisfied worker likely to work longer with the organization.

4.4 IMPORTANCE TO WORKER AND ORGANIZATION

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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 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 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.

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”.

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4.5 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. Employer’s 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.

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 one’s existence, thus playing a

vital role in job satisfaction.

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

techniques.

4.6 FACTORS OF JOB SATISFACTION

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It includes all aspect of job which individual sees as potential sources of betterment of

economic position, organizational status or professional experience.

6. Security

It 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 & management

It includes the aspect of worker’s 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.

8. Social aspect of job

It includes relationship of worker with the employees specially those employees at same

or nearly same level within the organization.

9. Communication

It includes job situation, which involves spreading the information in any direction within

the organization. Terms such as information of employee’s status, information on new

developments, information on company line of authority, suggestion system, etc, are used

in literature to represent this factor.

10. Benefits

It 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.

4.7 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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4.8 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.

In the above diagram line AB shows inverse relationship between job satisfaction and rate of

turn over and rate of absenteeism.

As the job satisfaction is high the rate of both turn over and absenteeism is low and vise a

versa.

High

low

low High

J

o

b

s

a

t

i

s

f

a

c

t

i

n

Rate of turn over and absences

A

B

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

turn over and absenteeism.

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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.

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4.9 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.

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 job satisfaction.

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 worker’s 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 individual

2. Meaningful task

3. An opportunity to do something worthwhile.

4. Job security for himself and his family

5. Good wages

6. Adequate benefits

7. Opportunity to advance

8. No arbitrary action- a voice a matters affecting him

9. Satisfactory working conditions

10. Competence leadership- bosses whom he can admire and respect as persons and as

bosses.

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4.10 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 Herzberg’s)

Job Characteristics Model (Hackman & Oldham)

Rating scale

Personal interviews

action tendencies

Job enlargement

Job rotation

Change of pace

Scheduled rest period

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http://en.wikipedia.org/wiki/Frederick_Herzberg




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4.10.1 MODEL OF FACET OF JOB SATISFACTION

Fig.no.2 Model of determinant of facet of job satisfaction

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

understand what determines a person’s satisfaction with any facet of job.

According to this model actual outcome level plays a key role in a person’s perception of

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

others recieves. The higher outcome level of his referent other the lower his outcome level

will appear. This model also focus on his perception on reward level.

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Skill

Experience

Training

Efforts

Age

Seniority

Level

Difficulty

Time span

Perceived

outcome of

referent

Actual

outcome

received

Perceived

personal job

inputs

Perceived

inputs &

outcomes of

referent others

Perceived job

characteristic

Perceived

amount that

should be

received (a)

Perceived

amount

received

a=b

satisfaction

a>b

dissatisfactio

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4.10.2 AFFECT THEORY

Edwin A. Locke’s 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/aren’t 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 doesn’t 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.

4.10.3 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 one’s 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.

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 one’s 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 one’s

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 of neuroticism lead to higher job

satisfaction

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http://en.wikipedia.org/wiki/Self-esteem



http://en.wikipedia.org/wiki/Self-efficacy


http://en.wikipedia.org/wiki/Locus_of_control



http://en.wikipedia.org/wiki/Neuroticism









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4.10.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

Frederick Hertzberg’s Two-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 factors – motivation 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 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]

4.10.5 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 motivating potential 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

4.10.6 MODERN METHOD OF MEASURING JOB SATISFACTION

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http://en.wikipedia.org/wiki/Two_factor_theory

http://en.wikipedia.org/wiki/Job_Characteristics_Model

http://en.wikipedia.org/wiki/Meta-analysis


http://en.wikipedia.org/wiki/Two_factor_theory

http://en.wikipedia.org/wiki/Job_Characteristics_Model

http://en.wikipedia.org/wiki/Meta-analysis



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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 employee’s advancement

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

3. Management is extremely fair in personal policies

4. 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 company’s 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

SATISFACTION WITH TASK CLARITY

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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.

4.10.7 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.

4.10.8 CRITICAL INCIDENTS

Fredrick Hertz berg and his Associates popularized this method of measuring Jobsatisfaction. 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.

4.10.09 PERSONAL INTERVIEWS

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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.

4.10.10 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 relative’s status in the social & economic group with which he identifies

himself.

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

5. Security.

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 individual’s state of mind about the

work itself and about the life in general .the individual’s health, age, level of aspiration.

Social status and political & social activities can all contribute to the Job satisfaction. A

person’s attitude toward his or her job may be positive or negative.

4.10.11 JOB ENLARGEMENT

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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.

Output will increase if

1. Workers abilities are fully utilized

2. Worker has more control over the work

3. 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.

4.10.12 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.

4.10.13 CHANGE OF PACE

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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 to change their pace that would give

them a sense of accomplishment.

4.10..14 SCHEDULED REST PERIODS

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

and productivity. Scheduled rest periods bring many advantages:

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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DATA ANALYSIS

AND

INTERPRETATION

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DATA ANALYSIS AND INTERPRETATION

After data have been collected, the researcher turns to the task of analyzing them. The

analysis of data requires a number of closely related operations such as establishment of

categories, the application of these categories to raw data through tabulation and drawing

statically inferences.

Tabulation is the part of technical procedure where in the classified data are put in the form of

tables.

After analyzing the data, the researcher should have to explain the findings on the basis of

some theory. It is known as interpretation.

The data has been collected from 100 employees through questionnaire.

The data thus collected was in the form of master table.

That made possible counting of classified data easy. From the master table various summery

tables were prepared. They have been presented along with their interpretation in this manner.

6.1. Responses regarding whether the respondents are satisfied with the workplace of

organization

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Table 6.1

Satisfaction level No. Of respondents Percentage

Strongly satisfied 31 31

Satisfied 49 49

Slightly satisfied 12 12

Dissatisfied 5 5

Strongly dissatisfied 3 3

Graph 6.1

responses regarding whether respondents are

satisfied with work place

0102030

405060

s t o n

g l y s a t i s

f i e d

s a t i s f i e

d

s l i g h t l y

s a t i s f

i e d

d i s s

a t i s f i e

d

s t r o n g l y

d i s

s a t i s f

i e d

satisfaction level

p e r c e n t a g e

no. of respondents

Interpretation ;-

Above table shows that 31% employees are strongly satisfied with their work place.

61% employees are satisfied with their workplace. It means over all 92% employees are

satisfied and other 18% are not satisfied with the work place.

6.2.Responses regarding whether the respondents are satisfied with the implementation

of rules and responsibilities.

Table 6.4


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Satisfied 23 23


Dissatisfied 11 11


Graph 6.2

responses regarding whether respondents are

satisfied with implimentation of rules and

responsibilities

0

10

20

30

40

50

60

s t o n

g l y s a t i s f i e

d

s a t i s

f i e d

s l i g h t

l y s a t i s f i e d

d i s s

a t i s f i e d

s t r o

n g l y

d i s

s a t i s

f i e d

satisfaction level

p e r c e n t a g e

no. of respondents

Interpretation ;-

Above table shows that 84% employees are satisfied with implementation of rules and

responsibilities. And 16% of respondents are not seems to be satisfied with the implementing

rules and responsibilities.

6.3. Responses regarding whether the respondents are satisfied with the freedom given

at work.

Table 6.3

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Satisfaction level No. Of respondentsPercentage


Satisfied 36 36


Dissatisfied 16 16


Graph 6.3

responses regarding respondents are

satisfied with the freedom at work

0

5

10

15

20

25

30

35

40

s t o n

g l y s a

t i s f i e

d

s a

t i s f i e

d

s l i g h t l y s a

t i s f i e

d

d i s s a

t i s f i e

d

s t r o n g l y

d i s s a

t i s f i e

d

satisfaction level

p e r c e n t a g e

no. of respondents

Interpretation ;-

Above table shows that 80% respondents are happy with the freedom at work given by

management but only 20% of respondents are not satisfied with freedom given at work place.

6.4. Responses regarding whether the respondents are satisfied with the team spirit in

organization

Table 6.4

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Satisfied 21 21


Dissatisfied 16 16


Graph 6.4

responses whether respondents are satisfied

with equal treatment to all

0

10

20

30

40

50

60

s t o n

g l y s a t i s f i

e d

s a t i s f i

e d

s l i g h t l y

s a t i s f i

e d

d i s s

a t i s f i e d

s t r o n g l y

d i s

s a t i s f i e

d

satisfaction level

p e r c e n t a g e

no. of respondents

Interpretation ;-

Above table shows that 80% employees are satisfied with team sprit built in organization and

other employees are not satisfied with team spirit in the organization.

6.5 Responses regarding whether the respondents are satisfied with convenient working

hours

Table 6.5

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Satisfied 41 41


Dissatisfied 23 23


Graph 6.5

responses whether respondents are satisfied with

convinient working hours

05

1015202530354045

s t o n

g l y s a t i s f i e d

s a t i s

f i e d

s l i g h t

l y s a t i s f i e d

d i s s

a t i s f i e d

s t r o

n g l y

d i s

s a t i s

f i e d

satisfaction level

p e r c e n t a g e

no. of respondents

Interpretation ;-

Above table shows that 20% employees strongly feels that the working hours decided by

organization are most convenient for them. Other 52% employees are satisfied with these

working hours. And only 28% employees are not much satisfied with the working hours.

6.6 Responses regarding whether the respondents are satisfied with Job security

Table 6.6


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Satisfied 18 18


Dissatisfied 12 12


Graph 6.6

responces whether respondents are satisfied with

job security

0

5

10

15

20

25

30

35

40

45

50

s t o n

g l y s

a t i s f i e

d

s a t i s

f i e d

s l i g h t l y s

a t i s f i e

d

d i s s a t i s

f i e d

s t r o

n g l y

d i s s

a t i s f i e

d

satisfaction level

p e r c e n t a g e

no. of respondents

Interpretation ;-

Above table shows that only 31 % employees are satisfied with the job security. And

remaining 69% of employees are not satisfied with the job security provided by the

organization

6.7. Responses regarding whether the respondents are satisfied with the opportunities of

promotions

Table 6.7



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Satisfied 14 14


Dissatisfied 26 26


Graph 6.7

responses whether respondents are satisfied

with opportunities of promotion

0

5

10

15

20

25

30

35

40

45

50

s t o n


d

s a t i s

f i e d

s l i g h t l y

s a t i s f i e

d

d i s s

a t i s f i e

d

s t r o n g

l y d i s

s a t i s

f i e d

satisfaction level

p e r c e n t a g e

no. of respondents

Interpretation ;-

Only 22% of the employees are satisfied with the opportunities of promotions given by

organization. And most of the employees nearly 78% are not satisfied with opportunities of

promotions.

6.8. Responses regarding whether the respondents are satisfied with the payment of

salary on time

Table 6.8



Satisfied 16 16

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Dissatisfied 32 32


Graph 6.8

responses whether the employees are satisfied

with the payment of salary on time

05

10152025

303540

4550

s t r o

n g l y s a

t i s f i e

d

s a i s f i e

d

s l i g h t l y s a

t i s f i e

d

d i s s a

t i s f i e

d

s t r o n g l y

d i s s a

t i s f i e

d

satisfaction level

p e r c e n t a g e

no. of respondents

Interpretation ;-

Above table shows that 60% of employees are satisfied with the payment of salaries on time.

Only 40% of the employees are not much satisfied with the payment of salaries on time.

6.9 Responses regarding whether the respondents are satisfied with the proper and

proactive HR division

Table 6.9

Satisfaction Level No. Of Respondents Percentage


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Satisfied18

18


Dissatisfied 6 6


Graph 6.9

responses regarding whether the respondents

are satisfied with the proper and proactive HR

division

0

10

20

30

40

50

60

70

80

s t r o n


d

s a i s f i e

d

s l i g h t l y

s a t i s f i e

d

d i s s

a t i s f i e

d

s t r o

n g l y d i s

s a t i s

f i e d

satisfaion level

p e r c e n t a g e

no. of respondents

Interpretation ;-

Above table shows that 92% of the respondents are satisfied with the HR division

Only 8% of the respondents are not satisfied with the proactive and proper HR division,

which is very negligible in number.

6.10 Responses regarding whether the respondents are satisfied with the performance

appraisal system

Table 6.10



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Satisfied 28 28


Dissatisfied 4 4


Graph 6.10

responses regarding whether the

respondents are satiosfied with the

performance ap[praisal system

0

10

20

30

40

50

60

70

s t r o

n g l y

s a t i s f i e

d

s a i s f i e

d

s l i g h t l y

s a t i s f i e

d

d i s s

a t i s f i e

d

s t r o

n g l y

d i s

s a t i s

f i e d

satisfaction level

p e r c e n t a g e

no. of respondents

Interpretation ;-

Above table shows that 90% respondents are satisfied with the performance appraisal system

and only 10% of the respondents are not much satisfied with the performance appraisal

system implemented in organization.

6.11 Responses regarding whether the respondents are satisfied with positive acceptance

of employees suggestions

Table 6.11

Satisfaction Level No. Of Respondents Percentage

Strongly Satisfied 4 4

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Satisfied 22 22

Slightly Satisfied 4 4

Dissatisfied 45 45

Strongly Dissatisfied 25 25

Graph 6.11

responses regarding whether the respondents

are satisfied with the positive acceptance of

employees suggestions

05

1015

202530

3540

4550

s t r o n


d

s a i s f i e

d

s l i g h t l y

s a t i s f i e

d

d i s s

a t i s f i e

d

s t r o n g

l y d i s

s a t i s

f i e d

satisfaction level

p e r c e n t a g e

no. of respondents

Interpretation ;-

Above table shows that the 26% of the respondents are satisfied with the positive acceptance

of the suggestions given by the respondents but most of the respondents 70% are dissatisfied

with this point.

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FINDINGS AND RECOMMENDATION

FINDINGS

All the conclusions are drawn based on the analysis and interpretation of the primary data

regarding the job satisfaction of the employees.

From the analysis and interpretation, it is concluded that most of the employees are

satisfied with the workplace and only few employees are not satisfied with the

workplace, which are negligible in number.

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It is concluded that near about all the employees are satisfied with implementation of

rules and responsibilities. And only some of them are not seems to be satisfied with

the implementing rules and responsibilities. Therefore it shows that implementation of

rule and responsibility is done fairly.

From the study it is clear that the higher percentage of employees are happy with the

freedom at work given by management but only some of them are not feeling satisfied

with the freedom given at work place.

According to analysis and interpretation, most of the employees are satisfied with the

team spirit built in organization and only few are not happy with team spirit in the

organization. From this it seems that the team spirit in the organization is strong.

This study shows that only few employees strongly feel that the working hours

decided by organization are most convenient for them. Other is not in favor with these

working hours. So it is clear that the management kept the main consideration aboutworking conditions and the hours, which satisfies the employees.

The study shows that very small numbers of employees are satisfied with the job

security. And remaining most of the employees are not satisfied with the job security

provided by the organization. Hence from this analysis it is cleared that there is feeling

of fear of job loss in the employees

From the analysis it is concluded that very small number of employees are satisfied

with the payment as per their roles and responsibility and remaining all are not

satisfied with the payment according to their roles and responsibilities. Hence from

this analysis it can be cleared that payment according to roles and responsibilities are

not much satisfied.

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Only little number of the employees is satisfied with the opportunities of promotions

given by organization. It shows that the employees do not have any growth of

opportunities. Analysis shows that the payment of salary is made always on time.

From the analysis and interpretation it is clear that very large numbers of the

respondents are satisfied with the quality of training and induction program and in

house training held by the management. And few are not satisfied with the quality of

in house training. But the period of training is not satisfactory to the employees.

From the analysis it is clear that HR division is most satisfactory to all employeesonly few are not satisfied with the HR division in the company.

In case of performance appraisal system and the office events and parties organized by

the organization near about all the employees are satisfied. The birthdays of all the

employees are remembered and celebrated in the organization.

RECOMMENDATION

The suggestions are drawn from the analysis and observations. Few suggestions are given as

under:

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The criteria for Job security is not much satisfactory so management have concentrate

on job security of employees so that they can work without fear of job loss in the

organization.

In case of working hours decided by the organization are not convenient for the

employees, the working hours are 10 hours per day that from 8AM to 6PM. These

hours should minimize up to 8 hours.

Opportunities of growth of employees are very less so that there can be employee

turnover hence management has to give emphasis on increasing the promotion

opportunities for according to the performance of employees.

As there is an active participation of employees in decision making but rarely the

suggestions given by them are drawn in action. Hence the confidence of employees

gets demotivated.

So to motivate the employees management can take into consideration some proper

suggestions given by the employees. It will help to increase the motivation and

ultimately the Job satisfaction of the employees.

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CONCLUSION

CONCLUSION

it was good learning session for me during my dissertation project. While doing the project, I

learnt a lot about degree of satisfaction level of employees in a organization. Job satisfaction

is a very big concept as it includes various factors associated with job satisfaction of employees.

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Satisfaction varies from employee to employee. Employees are given equal salaries then also

some employees are satisfied with it and some are not.

So at end I would like to say, that organization should try to take every possible step to

enhance job satisfaction among employees because if employees are satisfied then customers

associated with it will also be satisfied.

BIBLIOGRAPHY

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Books: -

Hitt, Miller, Colella “Organizational Behavior A Strategic Approach”, Wiley

Student’s 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.

Websites: -

http://www.google.co.in/

http://www.workforce.com/

http://en.wikipedia.org/wiki/Job_satisfaction







Final Hr Project

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