Hr Research Paper

A

Research paper on

JOB SATISFACTION AND PERFORMANCE

RESEARCH DATA ANALYSIS REPORT

Submitted to Submitted by

Dr. Vidhi Agarwal Manoj Aggarwal, Mohit Gupta

Vipul Singh, Ankur Tayal

Ajay Kumar Garg Institute of Management27 Km Stone, Delhi-Hapur Bypass Road, P.O. Adhyatmik NagarGhaziabad-201009

ACKNOWLEDGEMENT

We take this opportunity to express our sincere thanks and deep gratitude to our professor Dr. Vidhi Agarwal. She was extremely cooperative and helping and have been very supportive for our work with her motivating approach. We are deeply thankful to the organization for providing me the opportunity to undergo this project.

And we also want to extend our sincere thanks to all those people who have helped us and encouraged us in preparing this project.

Thank you,

Manoj Aggarwal

Mohit Gupta

Vipul Singh

Ankur Tayal

CERTIFICATE

This is to certify that the research report titled

“Job Satisfaction and Performance : Research Data Analysis Report” which is

being submitted by Manoj Aggarwal, Vipul Singh, Ankur Tayal, Mohit Gupta

student of AKGIM for the fulfillment of the needs of PGDM. This research paper

has been successfully completed under the complete guidance and supervision of

Dr. Vidhi Agarwal.

(DR. VIDHI AGARWAL)

TABLE OF CONTENT

1 INTRODUCTION…..5

2 LITERATURE REVIEW…..8

2.1 Job Satisfaction (Dissatisfaction)2.2 Theories of Job Satisfaction / Dissatisfaction2.3 Performance: 2.4 How can HRM be a Major Player in improving Performance? 2.5 Setting expectations to increase motivation and performance:

3 FINDINGS & ANALYSIS…..14

3.1 Communication of Goals & Strategies 3.2 Communication & Information Flow 3.3 Communication & Interpersonal relationship 3.4 Interaction with other employees 3.5 Value of Effort 3.6 Degree of Motivation 3.7 Level of Job Security 3.8 Methodology of Implementing Change3.9 Performance of Tasks 3.10 Personal Growth & Development 3.11 Conflict resolution 3.12 Utilization of Skills 3.13 Flexibility allowed 3.14 Climate of the Workplace3.15 Salary vs. Experience 3.16 Quantity of work Expected 3.17 Free Hand at Work 3.18 Physical working conditions 3.19 Workplace Discrimination

4 PROPOSED MODEL FOR THE RESEARCH STUDY…..25

4.1 Our Proposed Model – P&S MODEL (P: Performance and S: Satisfaction)

5 CONCLUSIONS…..28

6 APPENDIXES…..29

7 REFERENCES…..30

INTRODUCTION Attempting to understand the nature of job satisfaction and its effects on work performance is noteasy. For at least 50 years industrial/organizational psychologists have been wrestling with thequestion of the relationship between job satisfaction and job performance. Researchers have puta considerable amount of effort into attempts to demonstrate that the two are positively related ina particular fashion:

A happy worker is a productive worker

Although this sounds like a very appealing idea, the results of empirical literature are too mixedto support the hypothesis that job satisfaction leads to better performance or even that there is areliable positive correlation between these two variables. On the other hand some researchersargue that the results are equally inconclusive with respect to the hypothesis that there is no suchrelationship. As a result of this ambiguity, this relationship continues to stimulate research andre-examination of previous attempts. This report strives to describe the relation of jobsatisfaction and performance, keeping in mind the value this relation has for organizations.

Job Satisfaction – An Internal State

Job satisfaction is a complex and multifaceted concept, which can mean different things todifferent people. Job satisfaction is usually linked with motivation, but the nature of thisrelationship is not clear. Satisfaction is not the same as motivation. "Job satisfaction is more anattitude, an internal state. It could, for example, be associated with a personal feeling ofachievement, either quantitative or qualitative." In recent years attention to job satisfaction hasbecome more closely associated with broader approaches to improved job design and workorganization, and the quality of working life movement.

Relationship between Job Satisfaction & Job Performance

The relationship between job satisfaction and performance is an issue of continuing debate andcontroversy. One view, associated with the early human relation's approach, is that satisfaction

leads to performance. An alternative view is that performance leads to satisfaction. However, avariety of studies suggest that research has found only a limited relationship between satisfactionand work output and offer scant comfort to those seeking to confirm that a satisfied worker is also a productive one. Labor turnover and absenteeism are commonly associated withdissatisfaction, but although there may be some correlation, there are many other possiblefactors. No universal generalizations about worker dissatisfaction exist, to offer easymanagement solutions to problems of turnover and absenteeism. The study suggests that it isprimarily in the realm of job design, where opportunity resides for a constructive improvementof the worker's satisfaction level.

Spector & Gibson Findings

Some say job satisfaction is simple how people feel about their jobs and different aspects of theirjobs (Spector, 1997). This assumes that if employee like their jobs or certain aspects of their jobs,they will be satisfied or happy. If they don’t like their jobs or certain aspects of their jobs, theywill be satisfied or happy. If they don’t like their jobs or certain aspects of their jobs, they will bedissatisfied or unhappy. Others view job satisfaction and job dissatisfaction as feelings ofhappiness or unhappiness associated with doing a particular job as expressed by the job-holder(Gibson et al. 2000). This assumes that if employees verbally say they are happy with their jobs,we must assume that they are satisfied with their work. If they verbally say they are unhappywith the jobs, we must assume that they are dissatisfied.

Cheung and Scherling Findings

Cheung and Scherling (1999) assert that job satisfaction or dissatisfaction from the perspectiveof fairness and processes used to meet out rewards. If people feel fairly treated from theoutcomes they receive, or the processes used, they will be satisfied. If on the other hand, peoplefeel unfairly treated from the outcomes they receive, or the processes used to disseminate thoseoutcomes, they will be dissatisfied. Job satisfaction consists of the feelings and attitudes one hasabout one’s job. All aspects of a particular job, good and bad, positive and negative are likely tocontribute to the development of feelings of satisfaction or dissatisfaction

Basic Factors of Job Satisfaction

Individual performance is generally determined by three factors of Job Satisfaction. Motivation,the desire to do the job, ability, the capability to do the job, and the work environment, thetools, materials, and information needed to do the job. If an employee lacks ability, the managercan provide training or replace the worker. If there is an environmental problem, the manager canalso usually make adjustments to promote higher performance. But if motivation is the problem,the manager's task is more challenging. Individual behavior is a complex phenomenon, and themanager may not be able to figure out why the employee is not motivated and how to change thebehavior. Thus, also motivation plays a vital role since it might influence negatively performanceand because of its intangible nature.

Practical Implications

Job Satisfaction can be an important indicator of how employees feel about their jobs and apredictor of work behaviors such as organizational citizenship, absenteeism, and turnover.Further, job satisfaction can partially mediate the relationship of personality variables anddeviant work behaviors.

One common research finding is that job satisfaction is correlated with life satisfaction. Thiscorrelation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, someresearch has found that job satisfaction is not significantly related to life satisfaction when othervariables such as non work satisfaction and core self-evaluations are taken into account.An important finding for organizations to note is that job satisfaction has a rather tenuouscorrelation to productivity on the job. This is a vital piece of information to researchers andbusinesses, as the idea that satisfaction and job performance are directly related to one another isoften cited in the media and in some non-academic management literature.

In short, the relationship of satisfaction to productivity is not necessarily straightforward and canbe influenced by a number of other work-related constructs, and the notion that "a happy worker

is a productive worker" should not be the foundation of organizational decision-making.With regard to job performance, employee personality may be more important than jobsatisfaction. The link between job satisfaction and performance is thought to be a spuriousrelationship; instead, both satisfaction and performance are the result of personality.

LITERATURE REVIEW

Introduction

In the field of Industrial / Organizational psychology, one of the most researched areas is therelationship between job satisfaction and work performance (Judge, Thoresen, Bono, & Patton,2001). Landy (1989) described this relationship as the “Holy Grail” of Industrial psychology.Research linking job performance with satisfaction and other attitudes has been studied since atleast 1939 with the Hawthorne studies (Roethlisberger & Dickson, 1939). In Judge et al. (2001),it was found by Brayfield and Crockett (1955) that there is only a minimal relationship betweenjob performance and job satisfaction. However, since 1955 Judge et al. (2001) cited that there areother studies by Locke (1970), Schwab & Cummings (1970), and Vroom (1964) that have shownthat there is at least some relationship between those variables. Iffaldano and Muchinsky (1985)did an extensive analysis on the relationship between job performance and job satisfaction.

There are also strong relationships depending on specific circumstances such as mood andemployee level within the company (Morrison, 1997). Organ (1988) also found that the jobperformance and job satisfaction and job performance relationship follows the social exchangetheory; employees’ performance is giving back to the organization from which they get theirsatisfaction.

Judge et al. (2001) argued that there are seven different models that can be used to describe the

job satisfaction and job performance relationship. Some of these models view the relationshipbetween job satisfaction and job performance to the unidirectional, that either job satisfactioncauses job performance or vice versa. Another model stated that the relationship is a Personalityand Job Reciprocal one; this has been supported by the research of Wanous (1974). Theunderlying theory of this reciprocal model is that if the satisfaction is extrinsic, then satisfactionleads to performance, but if the satisfaction is intrinsic then the performance leads to satisfaction.Other models suggest that there is either an outside factor that causes a seemingly relationshipbetween the factors of that there is no relationship at all. However , neither of these models havemuch research.

The final model is “Alternative Conceptualizations of Job Satisfaction or Job Performance.” Thismodel discusses how positive attitudes towards one’s job can predict a high degree of jobperformance. George and Brief (1996) and Isen and Baron (1991) both found that employees’attitudes are reflected in their job performance. If this is the case then it can be argue that thatthere is a relationship between employees’ jobs satisfaction and job performance, as satisfactionis an attitude about their job. Industrial psychologists do not justify any relationship between jobsatisfaction and job performance; although it has been found that a positive mood is related tohigher levels of job performance and job satisfaction.

In this chapter we will explore the theories job satisfaction and performance. These theoriesattempt to explain the relationship between job satisfaction and work performance.

2.1 Job Satisfaction (Dissatisfaction)

The theories of work motivation used to explain what energizes people to strive or put an effortin what they do. The same theories could be utilized to elucidate why other people are satisfiedin their jobs and others not. Foe example, Maslow’s need theory would say that people would behappier in their jobs if their needs are met, but unhappy if their needs are not met. Learningtheories would propose that people would be motivated by seeing others rewarded for achieving

certain standards of performance, and therefore put more efforts in their duties so that they couldearn the same or more rewards then their role models, and hence be satisfied. Conversely, ifpeople see others being punished for not achieving certain standards of performance, peoplemight exert more efforts to avoid the pain of punishment and so on. These theories will thereforenot be repeated in this section, the focus will be on examining job satisfaction or dissatisfaction,related theories and literature.

2.2 Theories of Job Satisfaction / Dissatisfaction

2.2.1 VIE Theory:

This theory is derived from the Expectancy model of Vroom by Porter and Lawler (1968). Inaddition to three basic components of valence, instrumentality, and expectance, this modelincorporates abilities and traits, role perceptions, intrinsic and extrinsic rewards and theperceived equity of the rewards.

The model assumes that for an effort to translate into a desired level of performance, the personmust have the ability to perform well (abilities and traits) and he must understand the demand ofhis job (role clarity). The model acknowledges that people work for both extrinsic rewards suchas money and promotions and intrinsic rewards such as pride in one’s work and a sense ofaccomplishment, The model also assumes that the level of performance a person attain will affectthe level of rewards he perceives to be equitable. Specifically, if a person expends a great amount of effort that culminates in high performance levels, he will perceive that he deserves asubstantial reward (Dipboye, Smith, and Howell. 1994).

2.2.2Comparison Theory:

Lawler (1973) in Dipboye, Smith and Howell (2000) incorporated the concepts of attained versusdescribed needs in his model of facet satisfaction. This model is an extension of the Porter-Lawler (1968) of motivation explained above. It is a facet satisfaction model because satisfactionwith various components or facets of a job, such as supervision, pay, or the work itself, isconsidered. Lawler’s model specifies that workers compare what their jobs should provide in

term of job facets, such as promotions and pay, to what they currently from their jobs. However,simple need comparison theory is extended by also weighing the influence of certain workercharacteristics (such as skills, training, and age) and job characteristics (such as degree ofresponsibility and difficulty). In addition the model draws concepts from the equity theory ofmotivation by assuming that workers ultimately determine their job satisfaction by comparingtheir relevant job inputs and outputs to referent (comparison) other (Dipboye, Smith and Howell,2000).

Simple interpretation of the facet model of satisfaction is that:

o If the employee perceives that the amount that should be received (A) is equal to the amount received (B), the worker will be satisfied or happyo If the employee perceives that the amount that should be received (A) is greater then the amount received (B) the worker will be dissatisfied of unhappyo If the employee perceives that the amount that should be received (A) is smaller than the amount received (B) the worker will feel guilty, uncomfortable because of perceived inequality.

2.2.3Opponent Process Theory:

An other interesting theory of job satisfaction is that of Landy (1978) which hypothesizes thatjob attitudes emanate from a person physiological state opponent process theory assumes thatwhen you experience an extreme emotional state, central nervous system mechanism attempts tobring you back to a state of emotional equilibrium or neutrality. In returning to neutrality, theemotional state may even surpass equilibrium and progresses to the opposite emotional state. Forexample when you were first appointed to your job, you probably felt happy even elated. Thispositive emotional state waned over time to a neutral state or perhaps to a slightly depressed or aunhappy state. Opponent processes theory presents an intriguing explanation of why job attitudes

change over time and why workers may become bore with jobs they once found satisfied. It doesnot explain, however, why some workers are continually either very satisfied or dissatisfied withtheir jobs the theory has also not been empirically tested, so we can’t judge whether it is a viabletheory of job satisfaction (Dipboye, Smith and Howell, 2000)

2.2.4High Performance Cycle Theory:

The high performance cycle theory is really an integration of work motivation and job attitudestheories. This model uses the motivational framework of goal setting theory and predictions thathigh goals and high success expectations lead to high performance. High performance, in turn,produces rewards, satisfaction and commitment to future goals. The model also considers theinfluence of personnel and situational factors such as ability and tasks complexity.

2.3 Performance:

Every manager, no matter what his or her role, knows that exceptional employee performance iscritical in today’s world. The need for human resource managers to move beyond HR’straditional performance management approaches and partner with line managers to removebarriers to exceptional employee performance that exists in organizational work environments.

2.3.1Job Satisfaction is the key to performance improvement

There is an old saying that you can take a horse to the water but you cannot force it to drink, itwill drink only if its thirsty – so with people. They will do what they want to do or otherwisemotivated to do. Weather it is to excel on the workshop floor or in the “ivory tower” they mustbe motivated or driven to it, either by themselves or through external stimulus.Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, formotivation is a skill that can and must be learnt. This is essential for any business to survive andsucceed.

Performance is considered to be a function of ability and motivation, thus JP = (a*m)

Where JP = Job Performance A = Ability M = Motivation

Ability in turn depends on education, experience and training and its improvement is a slow andlong process. On the other hand motivation can be improved quickly. There are many optionsand an uninitiated manager may not even know where to start. As a guideline, there are broadlyseven strategies for motivation.

o Positive Reinforcement / High expectationso Effective discipline and punishmento Treating people fairlyo Satisfying employees needso Setting work related goalso Restructuring jobso Base rewards on job performance

There are certain basic strategies, through the mix in the final “recipe” will vary from workplacesituation to situation. Essentially, there is a gap between an individual’s actual state and somedesired state the manager tries to reduce this gap.

Motivation is, in effect, a means to manipulate and reduce this gap. It is inducing others in aspecific way towards goals specifically stated by the motivator. Naturally, these goals mustconform to the corporate policy of the organization. The motivational system must be tailored tothe situation and to the organization.

2.3.2How can we Achieve Exceptional EmployeePerformance?

The first thing to remember is that employee performance does not occur in a vacuum. We haveto take a systems perspective and look not only at our employees, but also at the environments inwhich we expect them to perform.

It has been said that if we put good performance in bad systems, the system will win every time.We know that behavior in every facet of our lives is a function not only of the person, but also ofthe environment-more specifically of the interaction of the person and the environment.Behaviors at work then are a function of the interaction of the employees (with their person

factors) and the work environment (all the organizational systems factors). And it is behavior thatleads to performance.

A. Yesterday’s Solution: Fix the Employees:

Yesterday’s solution to the issue of employee performance was simple: “Fix the employees!”The focus was on the immediate problem and the solution was either training or discipline.

As we grew a bit more sophisticated we became more proactive and got ahead of the curve byinstituting performance management systems that often provided for goal setting andperformance appraisal processes which gave a more rational and defensible basis for training anddiscipline. We also implemented careers planning and development systems, which gave us moreof a future focus, and changed the name of the Training and Development function to HumanResource Development to reflect the broader scope.

B. Today’s Solution:

Today, we are generally doing a better job. We recognize and deal with most of the “hygienefactors” – fair pay, reasonable benefits, clean and safe working conditions, etc. These areimportant there is no question that they are necessary for improving employee performance forfairly obvious reasons. To use simplistic examples, employee performance improvementinterventions may not stand much of a chance if employees are really annoyed because we did a poor job of implementing a benefits change or if they are preoccupied with work schedules theyconsider unfair.

This is a big step beyond yesterday’s solution of fix the employee with training and discipline.The competency area currently tested by the Human Resource Certification Institute (HRCI)reflects this broad area of knowledge. These areas truly are a critical foundation for improvedemployee performance, but they are not also enough. We must do more. We are looking atpersonal system factors outside of work as they impact employees, but still not looking hardenough at the system factors at work.

C. Tomorrow’s Solution:

A relatively simple but highly effective way of looking at this issue was provided by Tom Gilbert1994, who developed a diagnostic tool called the Behavior Engineering Model (BEM). Thereare other approaches but the BEM will serve as a good example. It looks at the following sixareas:

1. Information2. Resources3. Incentives4. Skills and Knowledge5. Capacity6. Motivation

Let’s look at each of these in a bit more detail. Information is critical for obvious reasons. Itstarts with output specifications. People have to know what they are expected to produce. Theyneed to get a feedback. They need to be aware of policy and procedures and the reasons for thesepolicies and procedures, and so on. Resources, again is fairly obvious. No matter how skilled anemployee without the tools and materials (and information can overlap with resources here)needed to do the job, it probably isn’t going to get done. The best welder in the world cannotweld without a torch. The issue of incentives is a bit more complex, but boils down to this. In thework environment, are these truly incentives for good performance and truly consequences forpoor performance? Often we end up in effect, punishing our best performers. They get all thetough jobs because we know we can count on them and the poor performers get the easier work.

“Skills and knowledge” is certainly a familiar area. People have to know how to do their jobs.Capacity is important for obvious reasons also. No matter how committed the employee, if wehire someone 5’10’’ to guard an NBA center in the low post, he isn’t going to get the job done.Motivation is important also, a strictly person based definition of performance is thatperformance is a function of motivation and ability. We can work on the ability, it’s harder towork on motivation because it is so internal to the individual, but we can work on the

environment and make sure we remove the barriers to performance. Gilbert also developed a list of questions he called the PROBE questionnaire, to help determine in which of these areas thecause of an employee performance shortfall could be found.

How well do we currently address these person and system factors in HRM? If we have done thethings we currently teach that we should (today’s solution), then we probably do fairly well inthe person factors skills and knowledge, capacity and motivation. We may have a corporateuniversity and provides excellent training for our employees, focusing on the skills that will beneeded tomorrow as well as today. Our promotion and selection systems may be good enough toensure that employee capacity is never an issue. The rewards, training (including well trainedsupervisors or team leaders) and career focus may combine to help motivate our employees. Butall this may not be enough if there are major problems in the system factors. This is not to saythe system factors are ignored. We put a lot of effort into communication programs andcomfortable facilities, and tweak our compensation program endlessly. But too frequently, this isnot dome with performance improvement in mind and does not result in high performance.

2.4 How can HRM be a Major Player in improvingPerformance?

Once we are sure of the solid basic HR foundation is in place, there are two more issues for HRorganizations and HR Managers who wish to be key players in improving employee performanceand who wish to do more than provide the traditional HR solutions. The first is to understand themethodology for diagnosing human performance problems and designing and implementingperformance improvement interventions. The second is to forge effective partnerships with theline managers.

The methodology is not complex, but before the methodology can be used effectively, one mustdevelop a mind set that recognizes that there are many solutions to employee performanceproblems other than training (Marilyn Westmas, of Rayovac, has developed taxonomy of wellover 200 performance improvement interventions). Then we need to an understanding of the

methodology a basic approach that is not all that different from that used daily by HR managersin problem solving. Start with front end analysis determines the problem area, select, design anddevelop an appropriate intervention, implement the intervention and evaluate the result todetermine if adjustments are needed. The critical point is that training is always the appropriateintervention we may need a job aid, an electronic performance support system (EPSS), more andbetter information getting the people to doing the work or additional resources. Problem must beapproached with the willingness to look at the whole work environment and not walk away whenit does not appear the intervention needed is a traditional HR approach that we are comfortablewith.

The last point is the key to forgoing effective partnerships with the line managers, team leadersor self managed work teams. There are tremendous opportunities for synergy when the skills andperspectives of HR representatives combine with the people involved with the work on dailybasis. They should be willing not to walk away when the solution appears to be outside the traditional HR area of expertise. Rather, they should be true business partners, stay with thepeople with the problem, help find the expertise needed and ensure the solution is designed andimplemented in such a way that it leverages our employee’s capabilities.

2.5 Setting expectations to increase motivation andperformance:

To increase the motivational level following steps should be taken;o Reconcile Job and Task Expectationso Work together to decide how expectations will be monitoredo Work together to decide what the positive and not so positive consequences should be ifemployee exceeds, meets or does not meet expectationso Building competence: How do I do it?

o Giving feedback: How am I doing?o Providing support: Will I succeed?o Rewards: What’s in it for me?

FINDINGS & ANALYSIS

In an order to study the relationship between Job Satisfaction & Job performance, we conduct asurvey in a department of max new york life insurance gurgaon. To make a clear picture of it, wedivide the Job Satisfaction into three elements:

Task SatisfactionEmployee SatisfactionMarket Satisfaction

Task satisfaction comes from performing the tasks required of the job. Increasing a person'ssalary may make an undesirable task more bearable, but it doesn't necessarily make it moreenjoyable.

Employment satisfaction consists of elements such as personnel policies, benefits, careeropportunities, work environment, style of management, fit in the organization, etc. Many of theseelements are within the company's control; others are not. For example, there may be very littlethat a company can do for an employee who does not get along with his/her peers. The employercan try to assure that all individuals are treated professionally, but the company cannot make thecoworkers become close friends.

Market satisfaction is comprised of forces external to the company that affect the individual'sjob. Political situations and public laws can easily affect job satisfaction. An individual may beunhappy because of some environmental factor but the company cannot waive the requirement toimprove an individual's job satisfaction. In most cases, market satisfaction will be consistentacross the job market; the same external forces will be present even if the employee changesemployers. However there are differences in the external forces affecting jobs within thegovernment and those within the private sector.

Keeping in mind these basic elements of Job Satisfaction, we prepared a Questionnaire andconduct a study. The analyses of these questionnaires are:

3.1 Communication of Goals & Strategies

More than 80% of the employees show complete satisfaction regarding the communication of

goals & strategies in the Company. The findings also display two outcomes, firstly, the companyis focused on communicating its goals and objectives throughout the Organization & secondly, itshows the employees level of interest by working accordingly to achieve the Company’s goals.

Does the company communicates its goals and strategies to you?

frequency

very dissatisfiedsomewhat dissatis-fiednot satisfiedsomewhat satisfiedsatisfied

3.2 Communication & Information Flow

Most of the employees are quite content with the communication and information flow in theCompany. This shows that there is an efficient system of information flow within theOrganization. The Company works on an Intranet Application so that the information is readilyavailable throughout the different levels of the Organization.

Are you satisfied with the communication and information flow of your organization?

frequency percentage

very dissatisfied 1 2.5

somewhat dissatisfied

0 0

not satisfied 3 7.5

somewhat satisfied 19 47.5

satisfied 17 42.5

total 40 100

frequency


3.3 Communication & Interpersonal relationship

People enjoy their work if they are having good interpersonal relationships with those peoplewhom they are working with. They may be their colleagues, their subordinates or supervisors.Thus, building a strong interpersonal relationship is very important to increase Job Satisfaction.The results from our survey show that more than 70% of the employees believe that a strongworking relationship exist in the Organization.

Are you satisfied with the communication and interpersonal relationship in your organization?

frequency


3.4 Interaction with other employees

One of the most effective ways of achieving goals is to determine that how much the employees

frequency

percentage

very dissatisfied

0 0


1 2.5

not satisfied 3 7.5somewhat satisfied

29 72.5

satisfied 7 17.5total 40 100

frequency

percentage

very dissatisfied

0 0


0 0

not satisfied 8 20somewhat satisfied

23 57.5


are interacted with one another. The result shows that around 70% of the employees are givenvarious opportunities to interact with one another. These opportunities are group meetings,seminars, & other get together activities. The purpose of the gathering is to have a formal talksand discussions over various issues and problems which the employees face during their work.

Do you receive enough opportunities to interact with other employees on a formal level?

frequency


3.5 Value of Effort

The employees get more committed and dedicated towards their work if their efforts in achievingthe Organizational Goals are valued. They feel their presence and importance in the Company which ultimately affects the overall satisfaction level of the employees. The results have shownthat more than 80% of the employees are happy with the outcome of their efforts.

Does your effort sin achieving the goals valued?

frequency

percentage

very dissatisfied

1 2.5


0 0


12 30

satisfied 16 40total 40 100

frequency


3.6 Degree of Motivation

Employees should feel motivated in the jobs they are performing at the workplace. The degree ofmotivation is achieved through many ways, that is, interaction with others, job security, personalgrowth and other factors. The analysis of our survey shows that 27.5% of the employees are nothappy in performing their tasks and only 15% showed that they enjoy their work. The majorityof the employees do not have any say about it.

Degree of motivation as far as the job is concerned?

frequency


3.7 Level of Job Security

One of the key elements for employees to perform well is the level of security they feel with

frequency

percentage

very dissatisfied

0 0


0 0


29 72.5


frequency

percentage

very dissatisfied

0 0


5 12.5


18 45


their position in the Company. If an employee is under the impression that he might get shifted toanother position or even might get fired, it is going to affect his/her performance in a negativemanner. The results have shown that around 50% of the employees are not feeling secured abouttheir position in the company. Practically speaking, this percentage is quite high for anycompany. The figure also tells that the employees who are working at the middle and lowerlevels are the one that are feeling insecure about their job positions.

Level of job security?

frequency

very dissatisfiedsomewhat dissatis-fiednot satisfiedsomewhat satis-fiedsatisfied

3.8 Methodology of Implementing Change

The successful Organizations use various methods and tools to successfully implement thechange in their businesses. Though a change is continuous, the implementation should be a steady process for it to be effectively implemented. The overall result of 42.5% NOTSATISFIED shows that the employees are not quite content with the methods by which thechange is being implemented at the workplace.

Methodology by which change is implemented in organization?

frequency

percentage

very dissatisfied

0 0


3 7.5


9 22.5


frequency

very dissatisfiedsomewhat dissat-isfiednot satisfiedsomewhat satis-fiedsatisfied

3.9 Performance of Tasks

Another key aspect to show a correlation between Performance and Satisfaction is to evaluate theways and manners of performing tasks which the employees practice. If the employees areprovided effective ways of doing their task, that is going to increase their performance at work.The findings have shown that around 25% of the employees are not satisfied with the ways theyperform their responsibilities, which clearly shows one thing that most of these employees areperforming at the lower level and they are lacking equipments, resources or other accessories todo their tasks.

The manner of tasks you are required to perform?

frequency


3.10Personal Growth & Development

frequency

percentage

very dissatisfied

0 0


2 5


21 52.5


frequency

percentage

very dissatisfied

0 0


1 2.5


23 57.5


An employee feel encouraged to perform if he/she has given the opportunity of personal growthand development in the Organization. The percentile of 35% clearly shows that the career growthopportunities are not uniformly distributed throughout the Organization.

The extent to which personal growth and development is possible?

frequency


3.11Conflict resolution

It is a common practice that the employees face issues working with one another. Successfulorganizations follow effective methods of conflict resolution to overcome these issues. Seriousconflicts may lead to job dissatisfaction and ultimately resulting in decreasing the overallemployee’s performance. Through the surveys which we have conducted, we found that around40% of the employees are not satisfied with the conflict resolution methods being practiced attheir workplace.

The methods of conflict resolution in your organization?

frequency

percentage

very dissatisfied

0 0


1 2.5


21 52.5


frequency


Employees in any Organization feel pride in themselves if their skills are properly utilized. Theforemost and important thing for this to happen is to have right people at the right place. Fromthe survey, we found that 22.5% of workforce is not able to utilize their skills completely and57.5% are those employees who have an ambiguity over it, only 12.5% are those workers whofeel that their skills are properly utilized.

Degree to which your skills are utilized?

frequency


3.13Flexibility allowed

frequency

percentage

very dissatisfied

0 0


3 7.5


19 47.5


frequency

percentage

very dissatisfied

0 0


3 7.5


23 57.5


Flexibility in the working environment keeps the employees in a positive frame of mind. Theresults from the research concluded that 32.5% of the employees feel that they are given freehand at work. On the other hand, 27.5% are those employees who do not feel flexible in theirwork.

Flexibility and independance allowed?

frequency


The overall climate of the Organization depends on the relationship of employees, performanceof tasks, access of knowledge and various other factors as well. The results have shown that themajority of the employees are quite satisfied with the overall climate of their workplace.

Are you satisfied with the over all climate of the organization?

frequency

very dissatisfiedsomewhat dissatisfiednot satisfiedsomewhat satis-fiedsatisfied

frequency

percentage

very dissatisfied

0 0


2 5


14 35


frequency

percentage

very dissatisfied

0 0


1 2.5


18 45


3.15Salary vs. Experience

One of the most important factors of increasing Job Satisfaction in an organization is to makeyour employees feel that they are paid according to their worth. If an employee feels that he/sheis under paid, its going to affect his/her performance at work. Our results show that the level ofdissatisfaction is quite high, that is 42.5%. That percentile suggests that almost half of theworkforce is under the impression that they are not paid a good income at work.

Your level of salary with respect with your experiance?

frequency


3.16Quantity of work Expected

The employee’s performance ultimately degrades if he/she is given a load of work. Thinkingfrom an employee’s perspective, an employee will feel that he/she is not efficient at the workwhich demoralizes him/her. The results display a balanced outcome from the survey weconducted. 22.5% are not satisfied with the amount of work they are doing, while a healthypercentile is quite satisfied about it.

The quantity of work allocated / expected to you?

frequency

percentage

very dissatisfied

1 2.5


5 12.5


12 30


frequency


3.17Free Hand at Work

If the employees are given free hand at work, they are more promising in performing their duties.In other words, we can say that the employees feel the responsibility in achieving the set targets.This factor thus lead to increase in Job satisfaction and hence performance. From our findings,25% of the employees are dissatisfied, and a small figure of 7.5% shows the satisfaction level.

Degree to which you feel extended to your job?

frequency

very dissatisfiedsomewhat dissatisfiednot satisfiedsomewhat satis-fiedsatisfied

3.18Physical working conditions

For employees to perform well, they should have a good environment and conditions to work on.As mentioned earlier, it is very important to provide the employees the required resources as well

frequency

percentage

very dissatisfied

0 0


0 0


23 57.5


frequency

percentage

very dissatisfied

0 0


0 0


27 67.5


as a healthy working environment. The results show that the employees are very satisfied withtheir working conditions. Only 5% showed a dissatisfaction level.

Are you satisfied with the physical working conditions?

frequency


3.19Workplace Discrimination

Employees feel discourage at work, if they experience any discrimination, either gender,educational background, linguistic or race. Successful organizations always try to eliminate anydiscrimination they may experience at the workplace. From our survey, we concluded thatmajority of the employees do not feel any discrimination at their jobs. Although 20% of them dofeel that there is discrimination, but that figure can be easily overcome by organizing activitieswithin the organization.

Individual differences like gender, educational background, and race are respected in your organization?

frequency

percentage

very dissatisfied

0 0


0 0


25 62.5


frequency


From the analysis of the survey, we find out that all the three elements play an important role inevaluating the overall Job Satisfaction level of the employees. Though, some factors are moreconvincing than the others. That is why; the overall result shows a different picture, for example,if an employee is satisfied with his salary, it does not mean that he is also satisfied with his job.There are other factors which come into play when we talk about the term “Job Satisfaction”, i.e.the working conditions, personal growth, utilization of skills and all others mentioned above. Butone thing is clear from this survey, that all these factors of Job Satisfaction do affect theperformance of the employees – either directly or indirectly.

PROPOSED MODEL FOR THE RESEARCH STUDY

To begin our findings, let us again divide job satisfaction as a combination of three elements.These all three elements have been used collectively in our survey.

frequency

percentage

very dissatisfied

2 5


1 2.5


16 40


1. Task Satisfaction2. Employment Satisfaction3. Market Satisfaction

The diagram in Figure below illustrates the simple correlation between job satisfaction and jobperformance. The theory is that the employee's performance is in direct correlation to theirsatisfaction; improve their satisfaction and you will improve their performance.

4.1 Our Proposed Model – P&S MODEL (P: Performance and S: Satisfaction)

After conducting our survey and looking at things in a new ways for performance vs.satisfaction, let’s start with a very basic view: comparing the satisfaction and performance of aspecific task. We will refer to these as task satisfaction and task performance. Task satisfaction isstrongly influenced by a person's aptitude; it is the satisfaction received by the employee forperforming that specific task.In the figure below, let us break the relationship of performance and satisfaction into fourquadrants to further explore and explain the complexity of the relationship. This figure helps tounderstand the complexity while trying to keep the concept manageable. There are varyingdegrees of satisfaction and performance so it is difficult to state exactly where one would drawthe line between high performance and low performance and between high satisfaction and lowsatisfaction. Each person is somewhere along those two lines. We can only try to understandwhat will happen as the employees move along those lines.

Figure: Two Dimensional View of Task Satisfaction vs. Task Performance

The above Figure creates Four quadrants.

High Task Satisfaction and High Task Performance.Low Task Satisfaction and Low Task Performance.High Task Satisfaction and Low Task Performance.Low Task Satisfaction and High Task Performance.

4.1.1High Task Satisfaction and High Task Performance

This individual loves his/her job. He/she has the aptitude, the skill, and resources necessary toperform the assigned task, and he/she performs the task quite well. A person in this quadrant maybecome so caught up in his/her task that the person does not realize that he/she has worked pastquitting time.

4.1.2Low Task Satisfaction and Low Task Performance

The manager should consider whether or not something is missing. Does the employee lack theaptitude, the skills, or the resources necessary to perform the task well? Being in this quadrant

does not mean that the employee is not trying! From the employee's perception, the employeemay be expending a great deal of effort in trying to complete the task. The employee may feelthat he/she is doing everything humanly possible and he/she does not understand whymanagement is unhappy with his/her performance. This person may experience very low tasksatisfaction because he/she finds it difficult or unfavorable to perform the task. This person may be a clock-watcher, never arriving early or staying late without being mandated and compensated.

4.1.3Low Task Satisfaction and High Task Performance

This person is indicating that they would rather be doing another job, but at the same time theirpersonal values are such that they are giving this task their best effort. A company should thinkthat this is a person they want to keep. It may well be worth the company’s effort to look atdeveloping a graceful transition plan that would allow this individual to move to another positionwhile minimizing the impact to your present operations.

4.1.4High Task Satisfaction and Low Task Performance

From a positive viewpoint, a person in this quadrant loves his/her work but he/she is notperforming as expected. The employee may find it hard to quit working on a task knowing thathe/she can always make it better (i.e., a perfectionist that never finishes his task). Or, the personmay enjoy what he/she is doing but lacks the aptitude, skill, or other resources necessary to dothe task quickly.

CONCLUSION

The Model shows that if the person's aptitude is such that they enjoy the tasks and they have theskills to perform the tasks, then they have the potential of being in the high satisfaction and highperformance quadrant. If the basic needs are not met, then increasing the person's salary is notgoing to improve performance.

If a person should be in the high task satisfaction and high task performance quadrant and theyare not performing as expected then the question is one of choice,"Why did the employee conscientiously or unconscientiously chose to move towards the left(decreased performance) in Figure?"

The answer is quite simple; factors influencing the person's conscious or unconsciousmovements along the performance line include those which are related to employmentsatisfaction and market satisfaction.

Though it has been shown in our research that there exists a relationship between JobSatisfaction and Job Performance, we will never be able to pinpoint an exact correlation between

job satisfaction and performance that will work in every situation. Doing a job well may improvejob satisfaction, being satisfied may encourage a person to try harder, and each person's personalvalue system will have an effect on how he/she reacts to motivators and impediments. The bestwe can do is try to understand that performance is a complex issue, and recognize where we havecontrol to address issues affecting an individual's performance.

APPENDIX

JOB SATISFACTION QUESTIONNAIRE

Name: ____________________Organization: _____________Sector:____________________Department: _______________Post: ______________________Length of services:____________

Key : Very dissatisfied = 1, Somewhat dissatisfied = 2, Not satisfied = 3, Somewhatsatisfied = 4, Satisfied = 5

1 Does the company communicate its goals and strategies to you? 1 2 3 4 5

2 Are you satisfied with the communication and information flow of your organization? 1 2 3 4 5

3 Are you satisfied with the interpersonal relationship in your organization? 1 2 3 4 5

4 Do you receive enough opportunities to interact with other employees on a formal level? 1 2 3 4 5

5 Does your efforts in achieving the goals valued? 1 2 3 4 5

6 Degree of motivation as far as the job is concerned? 1 2 3 4 5

7 Level of job security? 1 2 3 4 5 8 Methodology by which change is implemented in organization? 1 2 3 4 5 9 The manner of tasks you are required to perform? 1 2 3 4 5

10 The extent to which personal growth and development is possible? 1 2 3 4 5

11 The methods of conflict resolution in your organization? 1 2 3 4 5

12 Degree to which your skills are utilized? 1 2 3 4 5

13 Flexibility and independence allowed? 1 2 3 4 5

14 Are you satisfied with the overall climate of the organization? 1 2 3 4 5

15 Your level of salary with respect with your experience? 1 2 3 4 5

16 The quantity of work allocated / expected to you? 1 2 3 4 5

17 Degree to which you feel extended to your job? 1 2 3 4 5

18 Are you satisfied with the physical working conditions? 1 2 3 4 5

19 Individual differences like gender, educational background, and race are respected in your organization? 1 2 3 4 5

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