Job Satisfaction on Taj

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EXECUTIVE SUMMARY

Soak in the space that's bang in the centre of Bangalore's business and

entertainment areas. Drive in from the airport delighting in backseat surprises

(we're not revealing here). You'll see how we mean business in a quiet efficient

way from the moment you step in. Our lobby is a unique mix of chic and classic.

This arrival zone sets the tone for guestrooms and banquet facilities that deliver

the ultimate in urban relaxation. Get set to be delighted with small surprises from

the moment you enter.

Discover the most happening restaurants which open to the lobby or the pool to

create an enticing food zone offering the best in world cuisine. Technology is

woven through it all. Vivanta by Taj - M G Road has all the entertainment and

connectivity options today's traveller requires. Become a part of our world. Feel

the pulse of an international business and conferencing destination. Experience the

buzz.

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CHAPTER NO. 1

INTRODUCTION

STATEMENT OF PROBLEM

OBJECTIVES OF STUDY

SCOPE OF THE STUDY

RESEARCH METHODOLOGY

SCHEME OF RESEARCH

RESEARCH DESIGN

MODE OF DATA COLLECTION

LIMITATION

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INTRODUCTION

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.

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.

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.

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

and a predictor of work behavior such as organizational citizenship, Absenteeism,

Turnover. Job satisfaction benefits the organization includes reduction in

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

improved punctuality and worker morale. Job satisfaction is also linked with a

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

Job satisfaction is not synonyms with organizational morale, which the

possessions of feeling have being accepted by and belonging to a group of

employees through adherence to common goals and confidence in desirability of

these goals.

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

state of mind.

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STATEMENT OF PROBLEM

Employee satisfaction and retention have always been important issues for

organisations. After all, high levels of absenteeism and staff turnover can affect

your bottom line, as temps, recruitment and retraining take their toll. But few

practices (in fact, few organizations) have made job satisfaction a top priority,

perhaps because they have failed to understand the significant opportunity that lies

in front of them. Satisfied employees tend to be more productive, creative and

committed to their employers, and recent studies have shown a direct correlation

between staff satisfaction and patient Satisfaction.1 Family organisations who can

create work environments that attract, motivate and retain hard-working

individuals will be better positioned to succeed in a competitive health care

environment that demands quality and cost-efficiency. What's more, organisations

may even discover that by creating a positive workplace for their employees,

They’ve increased their own job satisfaction as well.

OBJECTIVES OF STUDY

1. To know the satisfaction level towards the behaviors of peers and superiors.

2. To study the level of satisfaction towards his salary and also other benefits

which are provided by the company?

3. To study the ESI facilities and safety measures which are provided by the

company?

4. To suggest the company about the measures to be taken for more employee

satisfaction.

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SCOPE OF THE STUDY

This study emphasis in the following scope:

To identify the employees level of satisfaction upon that job.

This study is helpful to that organisation for conducting further research.

It is helpful to identify the employer’s level of satisfaction towards welfare

measure.

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

dissatisfaction of job of the employees.

RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the problem. In my

research work various steps where adopted to study the problem. The Research

methodology includes description about why the research study has been

undertaken. So by framing a right methodology it is possible to gain a deeper

insight in to the research problem also to give a full proof for action plan for

carrying out the project successfully.

1. Statement of problem

The particular topic is chosen because job satisfaction exercises a potential

influence on employee productivity and human relation climate in an

organization. The project is aimed at understanding the satisfaction of

employees relating to their job. Their working condition their supervisors, their

fellow workers their payment and overall organization.

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2. Purpose of study

a. The purpose of doing this project is to find whether the employees

are satisfied in general.

b. The type of training programs given to the workers and to find out

whether there where a healthy relation between the workers.

3. Scope of study

The study is conducted for Axis Bank to find out the job satisfaction of

employees. The study also covers the tools which increase the

productivity and find out the benefits other than salary which receives

by the employees.

4. Questionnaire design

The questionnaire was prepared after gathering primary information

about the current motivation system and techniques in the organization.

5. Nature of Data

The data where collected both primary and secondary sources. The

primary source consists of information arrived from employees

through interview schedule. The secondary source includes company

records books, manual etc.

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6. Method of data collection

The data where collected from employees through a structured

questionnaire and interview schedule.

7. Sampling plan

1. Sampling unit.

The universe of the study consists of factory workers

belonging to the different section of manufacturing process.

2. Sample size:-

The sample size is 100

3. Sampling method

The sampling method is used from the study is random

sampling. Different data where identified and samples has

been taken.

4. Tools of analysis

The data was analyzed by applying the percentage analysis as

the statistical tool.

LIMITATIONS OF STUDY

The study was thoughtful for knowing the existing job satisfaction level of the

employees of VIVANTA BY TAJ BANGALORE.

Limitation for the study, the study was restricted to VIVANTA BY TAJ

BANGALORE only and other being the time as constraint.

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CHAPTER NO. 2

INTRODUCTION OF JOB SATISFACTION

DEFINITIONS OF JOB SATISFACTION

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

taken from the book of D.M. Pestonjee “Motivation and 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.

By 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

By 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.

By Glimmer

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

environmental circumstances that cause a person truthfully say, ‘I am satisfied

with my job.”

Job satisfaction is defined, as employee’s judgment of how well his job on a whole

is satisfying his various needs

By Mr. Smith

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

appraisal of one’s job or job experiences.

By Locke

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HISTORY OF JOB SATISFACTION

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

35 studies on job satisfaction conducted prior to 1933 and observes that Job

satisfaction is combination of psychological, physiological and environmental

circumstances. That causes a person to say. “I m satisfied with my job”. Such a

description indicate the variety of variables that influence the satisfaction of the

individual but tell us nothing about the nature of Job satisfaction.

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

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

Job satisfaction as dependent upon job content, identification with the co.,

financial & job status & priding group cohesiveness

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

study. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard

Business School, sought to find the effects of various conditions (most notably

illumination) on workers’ productivity.

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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, 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.

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IMPORTANCE OF JOB SATISFACTION

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.

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IMPORTANCE TO WORKER AND ORGANIZATION

Job satisfaction and occupational success are major factors in personal satisfaction,

self-respect, self-esteem, and self-development. To the worker, job satisfaction

brings a pleasurable emotional state that can often leads to a positive work

attitude. A satisfied worker is more likely to be creative, flexible, innovative, and

loyal.

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

motivated and committed to high quality performance. Increased productivity- the

quantity and quality of output per hour worked- seems to be a byproduct of

improved quality of working life. It is important to note that the literature on the

relationship between job satisfaction and productivity is neither conclusive nor

consistent.

However, studies dating back to 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.

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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”

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.

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

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

FACTORS OF JOB SATISFACTION

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

major components of job satisfaction. These are as under:

The way the individual reacts to unpleasant situations,

The facility with which he adjusted himself with other person

The relative status in the social and economic group with which he

identifies himself

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

worker

Security

Loyalty

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

and listed various job factors of job satisfaction. These are briefly defined one by

one as follows:

Intrinsic aspect of job:- It includes all of the many aspects of the work,

which would tend to be constant for the work regardless of where the work

was performed.

Supervision ;- This aspect of job satisfaction pertains to relationship of

worker with his immediate superiors. Supervision, as a factor, generally

influences job satisfaction.

Working conditions:- This includes those physical aspects of environment

which are not necessary a part of the work. Hours are included this factor

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because it is primarily a function of organization, affecting the individuals

comfort and convenience in much the same way as other physical working

conditions.

Wage and salaries:- This factor includes all aspect of job involving present

monitory remuneration for work done.

Opportunities for advancement :- It includes all aspect of job which

individual sees as potential sources of betterment of economic position,

organizational status or professional experience.

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.

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.

Social aspect of job:- It includes relationship of worker with the employees

specially those employees at same or nearly same level within the

organization.

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.

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.

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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.

EFFECTS OF LOW JOB SATISFACTION

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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.

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

absentiseesm is low and vise a versa.

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.

TRAINING COST INCREASES:- As employees leaves

organization due to lack of job satisfaction. Then Human resource

manager has to recruit new employees. So that the training

expenditure will increases.

INFLUENCES ON JOB SATISFACTION:- There are no. of

factors that influence job satisfaction. For example, one recent study

even found that if college students majors coinsided with their job ,

this relationship will predicted subsequent job satisfaction.

However, the main influences can be summerised along with the

dimentions identified above.

The work itself

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

related to the job characteristics 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 ingredients 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,

multidimensional factor in job satisfaction. Employees often see pay as a

reflection of how management view their contribution 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.

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.

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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.

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

morale and morale can contribute to job satisfaction.

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

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

attitude towards the situation. The factors that determine whether individual is

adequately satisfied with the job differs from those that determine whether he or

she is motivated. the level of job satisfaction is largely determined by the comfits

offered by the environment and the situation . Motivation, on the other hand is

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largely determine by value of reward and their dependence on performance. The

result of high job satisfaction is increased commitment to the organization, which

may or may not result in better performance.

A wide range of factors affects an individual’s level of satisfaction. While

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

determine by factors that are usually not directly controlled by the organization. a

high level of job satisfaction lead to organizational commitment, while a low level,

or dissatisfaction, result in a behavior detrimental to the organization. For

example, employee who like their jobs, supervisors, and the factors related to the

job will probably be loyal and devoted. People will work harder and derive

satisfaction if they are given the freedom to make their own decisions.

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CHAPTER NO. 3

INDUSTRY PROFILE

COMPANY PROFILE

INDUSTRY PROFILEIndia’s hospitality sector is likely to see investment in excess of $200 billion over

the next three years, with investors’ shifting their focus to Asia’s growing

economies as growth slows in more mature markets.

According to a recent report by global database and research service for hotel

construction projects, Tophotelprojects.com, around 300 branded hotels will come

up in India over the next three years, constituting about 17% of Asia’s hotel

construction pipeline.

India has the second largest number of hotels under construction with 292 first

class and luxury hotels after 592 hotels that are coming up in China of the total

17,000 hotels being built in Asia over the next three years. The hotel projects

under construction include projects from companies such as Accor, Carlson

Rezidor Hotel Group, Fairmont Raffles Hotels International, Hilton Worldwide,

Hyatt Hotels Corp. and Indian Hotels Co. Ltd. that runs Taj Hotels.

Sector analysts say taking an even spread of hotels coming up across segments

ranging from budget to luxury hotels and considering at least 100 rooms per hotel,

on an average each room will entail cost of construction of around Rs60-70 lakh.

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“Globally, from the growth perspective, higher percentage of growth is coming out

of India. Where global economies are growing at 2-something percentage, Asian

economies are growing at 5-6%. Hospitality industry is closely linked with

economy,” said Chintan Patel, director, real estate and hospitality, Ernst & Young.

“Also, it is still a while before India becomes a mature market like that of the US

or Europe. Even China has huge supply coming in, thus growth prospects in India

are better.”

The government has termed the shortage of branded hotel rooms in the country as

an acute shortage. It estimates an additional need of 180,000 branded hotel rooms

in addition to existing 128,000 rooms now in order to increase India’s share of

global inbound tourists to 1% from current 0.6% by 2016-2017.

HVS, a hotel consultancy company, puts the number of hotel beds available across

the country in the organized sector at 84,000 and outlines a need for 90,000 hotel

beds over the next five years in India’s metropolis, including 11,000 in Mumbai

and 10,000 in Bangalore.

Of those hotel companies which will be opening properties in India, Accor is

currently looking at eight hotels, Carlson Rezidor is developing 30 new properties

while Hilton and the InterContinental Hotels Group Plc are planning nine and 16

new hotel openings, respectively, notes the report. Hyatt, which operates 13 hotels

in India, will also expand its presence with 15 new hotel opening in next few

years.

The report noted that hotel companies are betting big on India’s growing, well-off

middle class with 350-500 million people having spare money to spend on travel.

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ANALYSIS REPORT OF HOTEL INDUSTRY

India occupies the sixty-eighth position among the top tourist destinations in

the world for 2011. To encourage the tourism sector, the government in recent

times, has taken some measures which will benefit the sector. The Centre and

States are also working out a PPP (Public-Private-Partnership) model to

increase hotel capacity.

Government of India increased spend on advertising campaigns (including for

the campaigns 'Incredible India' and 'Athithi Devo Bhava' - Visitors are like

God) to reinforce the rich variety of tourism in India. The ministry promoted

India as a sate tourist destination and undertook various measures, such as

stepping up vigilance in key cities and at historically important tourist sites.

According to the latest Tourism Satellite Accounting (TSA) research, released

by the World Travel and Tourism Council (WTTC), the demand for travel and

tourism in India is expected to grow by 8.2 % between 2010 and 2019. This

will place India at the third position in the world. India's travel and tourism

sector is expected to be the second largest employer in the world. Capital

investment in India's travel and tourism sector is expected to grow at 8.8 %

between 2010 and 2019. The report forecasts India to get more capital

investment in the travel and tourism sector and is projected to become the fifth

fastest growing business travel destination from 2010 through 2020.

India's rapid economic growth has already set the stage for fundamental

changes in the country's population. With more disposable income, the

demand for travel and tourism has also grown. Although, currently domestic

tourists constitute a very small chuck of the total tourist pie, the segment is

growing.

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Key Points

Supply We have a shortage of 100,000 guest rooms short in the

country. This is expected to keep ARRs high for the next

few years.

Demand Largely depends on business travelers but tourist traffic is

also on the rise. Demand normally spurts in the peak season

between November and March.

Barriers to entry High capital costs, poor infrastructure facilities and scarcity

of land especially in the metros.

Bargaining power

of suppliers

Limited due to higher competition, especially in the metros.

Bargaining power

of customers

Higher in metro cities due to increasing room supply.

Competition Intense in metro cities, slowly picking up in secondary

cities. Competition has picked up due to the entry of foreign

hotel chains.

FINANCIAL YEAR '12

The performance of the hotel industry is directly connected with global and

local economic growth and investor confidence. A strong underlying economy

is a pre-requisite for sustained recovery. Unfortunately, the year 2011 has not

been a year of economic recovery either in India or globally. After two

exceptionally bad years, the global hospitality industry was expected to

recover in 2011. Despite encouraging signs in the first half of 2011, there was

growing uncertainty during the latter part of the year. As a result, recovery has

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been fragile during 2011. The situation in India mirrors this overall global

trend.

As per statistics by the Indian Ministry of Tourism, the foreign tourist arrivals

in India for 2011, has been 6.29 million which is an 8.9% increase over 5.8

million tourists of 2010, the growth being higher than the global scenario but

less than the overall Asia-Pacific region. Foreign Exchange Earnings from

tourism increased to Rs 775 bn in 2011, from Rs 648 bn in 2010, with a

growth rate in earnings of 19.6% over 2010. Extension of Visa on Arrival

scheme to six more countries (Cambodia, Indonesia, Vietnam, Philippines,

Laos and Myanmar) has led to growth in foreign tourist arrivals.

In terms of hospitality industry performance in India, the overall rates,

occupancies and RevPAR have been stagnant owing to the impact of

increased supply in the market and the general recessionary environment.

Supply overhang in certain cities, increase in food and fuel costs and rising

interest rates eroded the margins for the Indian hotel industry. The balance

sheets of hotel companies remained under stress on account of acquisitions of

land banks at unrealistically high prices in the past and the resultant rise in

debt levels.

Prospects

In the long term, the demand-supply gap in India is very real and that there is

need for more hotels in most cities. The shortage is especially true within the

budget and the mid market segment. There is an urgent need for budget and

mid market hotels in the country as travellers look for safe and affordable

accommodation. Various domestic and international brands have made

significant inroads into this space and more are expected to follow as the

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potential for this segment of hotels becomes more obvious.

The United Nations World Tourism Organisation (UNWTO) expects growth

to continue for the tourism sector in 2012, although at a slower rate. It

forecasts international tourist arrivals to grow in the range of 3% to 4% in

2012. WTTC indicates that this growth will be moderate as the bounce-back

for tourism destinations that faced specific challenges last year, will be offset

by a weaker performance in other countries. Travel & tourism in China, India,

Japan (bounce-back), Latin America and Africa is expected to perform well in

2012. UNWTO predicts that India will receive 25 million foreign tourists by

the year 2015.

Despite the economic and political scenarios worldwide, demand for business

travel has remained relatively robust. Companies are likely to increase spends

and the multiplier effect of healthy salary increases will drive discretionary

spending, especially on leisure travel. The affluent segments plan to spend

more on travel in 2012, creating opportunities for the hospitality sector in the

luxury space.

India's room supply pipeline represents 17% of the Asia-Pacific pipeline. It

was moving at a CAGR of 10.8% for last 10 years and is now poised to grow

at a CAGR of 6% in next 5 years. The intense supply pipeline would be

backed by addition of room capacity by all the hotels both in India and

Internationally. The supply pipeline would beef up also on account of

improved foreign tourist arrivals, corporate travels, etc. International hotels

like Carlson, Strawood, Marriot, etc are the ones which have chalked out plans

to acquire the sufficient market share, thus, giving a thrust to the Indian supply

pipeline.

COMPANY PROFILE

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The Indian Hotels Company Limited (IHCL) and its subsidiaries are collectively

known as Taj Hotels Resorts and Palaces and is recognised as one of Asia's largest

and finest hotel company. Incorporated by the founder of the Tata Group, Mr.

Jamsetji N. Tata, the company opened its first property, The Taj Mahal Palace

Hotel, Bombay in 1903. The Taj, a symbol of Indian hospitality, completed its

centenary year in 2003.

Taj Hotels Resorts and Palaces comprises 93 hotels in 55 locations across India

with an additional 16 international hotels in the Maldives, Malaysia, Australia,

UK, USA, Bhutan, Sri Lanka, Africa and the Middle East.

Spanning the length and breadth of the country, gracing important industrial towns

and cities, beaches, hill stations, historical and pilgrim centres and wildlife

destinations, each Taj hotel offers the luxury of service, the apogee of Indian

hospitality, vantage locations, modern amenities and business facilities.

IHCL operate in the luxury, premium, mid-market and value segments of the

market through the following:

Taj (luxury full-service hotels, resorts and palaces) is our flagship brand for the

world's most discerning travelers seeking authentic experiences given that luxury

is a way of life to which they are accustomed. Spanning world-renowned

landmarks, modern business hotels, idyllic beach resorts, authentic Rajput palaces

and rustic safari lodges, each Taj hotel reinterprets the tradition of hospitality in a

refreshingly modern way to create unique experiences and lifelong memories.

Taj also encompasses a unique set of iconic properties rooted in history and

tradition that deliver truly unforgettable experiences. A collection of outstanding

properties with strong heritage as hotels or palaces which offer something more

30

than great physical product and exceptional service. This group is defined by the

emotional and unique equity of its iconic properties that are authentic, non-

replicable with great potential to create memories and stories.

Taj Exotica is our resort and spa brand found in the most exotic and relaxing

locales of the world. The properties are defined by the privacy and intimacy they

provide. The hotels are clearly differentiated by their product philosophy and

service design. They are centered around high end accommodation, intimacy and

an environment that allows its guest unrivalled comfort and privacy. They are

defined by a sensibility of intimate design and by their varied and eclectic culinary

experiences, impeccable service and authentic Indian Spa sanctuaries.

Taj Safaris are wildlife lodges that allow travelers to experience the unparalleled

beauty of the Indian jungle amidst luxurious surroundings. They offer India's first

and only wildlife luxury lodge circuit. Taj Safaris provide guests with the ultimate,

interpretive, wild life experience based on a proven sustainable ecotourism model.

Vivanta by Taj Hotels & Resorts span options for the work-hard-play-hard

traveller across metropolitan cities, other commercially important centres as well

as some of the best-loved vacation spots. Stylish & sophisticated, Vivanta by Taj

delivers premium hotel experiences with imagination, energy & efficiency. It's the

flavour of contemporary luxury, laced with cool informality and the charming Taj

hospitality. Created for the cosmopolitan global traveller and bon vivant, Vivanta

by Taj Hotels & Resorts create experiences that will amuse, invigorate & inspire

you. Vivanta revels in a spirit that presents the normal with an unexpected twist.

Experiences which make you pause & appreciate the hidden beauty in life! It

challenges your expectations of a hotel and unfolds multiple layers of delight.

Innovative cuisine concepts, the smart use of technology & the challenge to

constantly engage, energize and relax you all add up to make Vivanta by Taj the

new signature in hospitality.

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The Gateway Hotel (upscale/mid-market full service hotels and resorts) is a pan-

India network of hotels and resorts that offers business and leisure travelers a hotel

designed, keeping the modern nomad in mind. At the Gateway Hotel, we believe

in keeping things simple. This is why, our hotels are divided into 7 simple zones-

Stay, Hangout, Meet, Work, Workout, Unwind and Explore.

As travel often means more hassle than harmony, more stress than satisfaction,

modern travelers are looking for smarter choices. Driven by our passion for

perfection, we welcome our customers to a refreshingly enjoyable and hassle-free

experience, anytime, everywhere. Offering the highest consistency in quality,

service and style we set new standards and take the unwanted surprises out of

traveling. Our warm welcomes make our guests feel at home, away from home

and our crisp and courteous service empowers them to get more done with greater

effectiveness and control. And through our unrivalled network we provide service

that is effortless, simple, never overwhelming, always warm.

Ginger (economy hotels) is IHCL's revolutionary concept in hospitality for the

value segment. Intelligently designed facilities, consistency and affordability are

hallmarks of this brand targeted at travelers who value simplicity and self-service.

Taj Hotels Resorts and Palaces is committed to replicate its domestic success onto

international shores with plans to build an international network of luxury hotels,

which will provide an exemplary product-service combination and in the process

create a global brand. The current international portfolio includes luxury resorts in

the Indian Ocean, business and resort destinations in the Middle East and Africa,

serviced apartments in the UK, the first hotel in Australia and three a top-end

luxury hotels in the US.

32

Throughout the Company's expansion, its mandate has been twofold: to infuse a

sense of Indian heritage and culture within each diverse property, while also

anticipating the needs and desires of the sophisticated traveller. Over the years, the

Taj has won international acclaim for its quality hotels and its excellence in

business facilities, services, cuisine and interiors.

The Taj strengthened its presence in the Indian Ocean rim with the Exotica Brand.

The Taj Exotica was evolved as part of Taj Hotels Resorts and Palaces intent to

position it as a brand that is clearly differentiated by its product philosophy and

service design. The Taj Exotica Resort and Spa, in Maldives is centered on high-

end accommodation, intimacy and an environment that allows its guest's

unrivalled comfort and privacy.

Taj Hotels further expanded its global footprint by securing management contracts

at Palm Island, Jumeirah in Dubai, Saraya Islands in Ras Al Khaimah, Aldar

Group in Abu Dhabi, UAE Langkawi in Malaysia and Thimpu in Bhutan. The

most significant additions to the portfolio have been The Pierre, the iconic

landmark hotel on New York's Fifth Avenue, Taj Boston and Blue, Sydney.

The presence of Taj Hotels Resorts and Palaces internationally has been developed

through a network of Taj regional sales and PR offices in the United Kingdom,

France, Germany, Italy, Dubai, Singapore, Australia, Japan, Russia and the United

States of America.

At the Taj Hotels Resorts and Palaces luxurious living and fine dining find

common ground. Whether it is introducing exotic world cuisines to India or taking

authentic Indian fare to the world, the Taj Hotels Resorts and Palaces is renowned

for the eclectic culinary experiences it brings to its guests. Through a vast

repertoire of award-winning restaurants, legendary recipes from royal kitchens and

33

celebrated food festivals, the Taj has pioneered innovation in fine dining across the

world.

Taj Hotels also promise a whole new experience of tranquillity and total 'wellness',

through Jiva Spas a unique concept, which brings together the wisdom and

heritage of the Asian and Indian Philosophy of Wellness and Well-being. Rooted

in ancient Indian healing knowledge, Jiva Spas derive inspiration and spirit from

the holistic concept of living. There is a rich basket of fresh and unique

experiences under the Jiva Spa umbrella of offering, Yoga and Meditation,

mastered and disseminated by accomplished practitioners, authentic Ayurveda,

and unique Taj signature treatments. Royal traditions of wellness in service

experiences, holistic treatments involving body therapies, enlivening and

meaningful rituals and ceremonies and unique natural products blended by hand,

come together to offer a truly calming experience.

IHCL operates Taj Air, a luxury private jet operation based out of Mumbai, India.

In addition to the Falcon 2000 and Falcon 2000LX jet aircraft designed by

Dassault Aviation, France; Taj Air also operates the P.180 Avanti II turboprop

aircraft manufactured by Piaggio Aero, Italy.

IHCL also operates Taj Yachts, two 3-bedroom luxury yachts which can be used

by guests in Mumbai and Kochi, in Kerala.

IHCL also operates Taj SATS Air Catering Ltd., the largest airline catering service

in South Asia, as a joint venture with SATS (formerly known as Singapore Airport

Terminal Services).

Additionally, it operates the Indian Institute of Hotel Management, Aurangabad

since 1993. The institute offers a Four-year diploma, designed with the help of

34

international faculty and has affiliations with several American and European

programmes.

CORPORATE SUSTAINABILITY AND SOCIAL RESPONSBILITY

As a part of Tatas; India's premier business house; we; at Taj Hotels, have always

believed in society and environment being integral stakeholders in our business

along with our shareholders, customers, vendors and others. Over the last decade,

the movement towards ecologically sound tourism has gained urgency and

importance across the globe and we recognize that responsible practices in vogue

are as diverse as the geographies.

We promote corporate citizenship through our strategic public-private partnerships

which encourage building livelihoods of less-advantaged youth and women. The

causes we promote include reducing malnutrition, promoting indigenous artisans

and craftsmen and enhancing employability of identified target groups by sharing

our core competencies as a leading hospitality company. We encourage training

and development of differently abled youth.

We at Taj have the unique scope and opportunity to develop raw potential into a

skilled workforce that is immediately employable by various players in the

industry. A majority of our community projects are focused around extending our

key strengths in food production, kitchen management, housekeeping, customer

service and spas to promote economic empowerment of candidates from

vulnerable socio-economic backgrounds. We are fully committed to the cause of

building a sustainable environment by reducing the impact of our daily operations

on the environment and improving operational efficiencies, resource conservation,

reuse and recycling of key resources.

35

The "Communication on Progress 2011-12" (downloadable from here) is an

update on the impact of various initiatives undertaken by our company in social &

environmental fronts. This year again our report has received an 'A+' rating, by

external assurance provider - KPMG for the 3rd consecutive year, further

propelling us to rededicate our commitment to the Sustainability journey.

We believe in continuous learning and sharing and would be delighted to have

your thoughts and suggestions.

EARTH

In an endeavour to reinstate its vision and efforts to boost sustainable tourism, Taj

Hotels Resorts and Palaces presented EARTH (Environment Awareness &

Renewal at Taj Hotels) this year. Implementing schemes such as the Gangroti

Glacier Clean-Up Expedition, as well as designated Earth rooms, which minimise

environmental impact, Taj is one of Asia's largest group of hotels to commit to

energy conservation and environmental management. EARTH has received

certification from Green Globe, the only worldwide environmental certification

program for travel and tourism.

The Taj began a century ago with a single landmark - The Taj Mahal Palace Hotel,

Mumbai. Today, the various Taj hotels, in all their variety and historical richness,

are recognised internationally as the symbols of true Indian hospitality. The

Company's history is integral to India's emergence into the global business and

leisure travel community; and looking to the future, Taj Hotels Resorts and

Palaces is well positioned to meet the increase in travel activity with the rapid

expansion of the Indian economy.

MANAGEMENT

36

Mr. Raymond Bickson

Managing Director & CEO

Mr. Anil P. Goel

Executive Director - Finance

Mr. Abhijit Mukerji

Executive Director - Hotel Operations

Mr. Mehernosh S. Kapadia

Executive Director - Corporate Affairs

Ms. Deepa Misra Harris

Sr. Vice President

Sales & Marketing

Mr. H.N. Shrinivas

Sr. Vice President - Human Resources

Mr. Veer Vijay Singh

Chief Operating Officer - Upper Upscale Hotels

Ms. Jyoti Narang

Chief Operating Officer - Luxury Division

Taj Hotels Resorts and Palaces

http://www.tajhotels.com/About-Taj/Company-Information/Management.html#Jyoti

http://www.tajhotels.com/About-Taj/Company-Information/Management.html#VeerVijay

http://www.tajhotels.com/About-Taj/Company-Information/Management.html#Srini

http://www.tajhotels.com/About-Taj/Company-Information/Management.html#Deepa

http://www.tajhotels.com/About-Taj/Company-Information/Management.html#Kapadia

http://www.tajhotels.com/About-Taj/Company-Information/Management.html#Abhijit

http://www.tajhotels.com/About-Taj/Company-Information/Management.html#Anil

http://www.tajhotels.com/About-Taj/Company-Information/Management.html#MRB

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Mr. Yannick Poupon

Chief Operating Officer

Taj Luxury International

Mr. Beejal Desai

Vice President - Legal & Company Secretary.

Mr. Raymond Bickson

Managing Director & Chief Executive Officer

Raymond Bickson's experience in hospitality spans thirty years and four

continents. In January 2003, Mr. Bickson moved to India and joined the Board as

Executive Director & Chief Operating Officer of Taj Luxury Hotels, overseeing

the operations of all luxury properties and playing a key role in the global

expansion and development of future hotels. He assumed the role as Managing

Director & Chief Executive Officer of The Indian Hotels Company Limited in

July 2003.

Mr. Bickson brings extensive international hotel experience to the Taj Group in

operations and management. He most recently served fifteen years as the Vice

President & General Manager of The Mark in New York for The Rafael Group

http://www.tajhotels.com/About-Taj/Company-Information/Management.html#BeejalDesai

http://www.tajhotels.com/About-Taj/Company-Information/Management.html#Yannick

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Hoteliers Monaco and with the Mandarin Oriental Hotel Group. His career

includes a variety of management assignments for over ten years with Regent

International Hotels in New York, Chicago, Dallas, Puerto Rico, Melbourne and

Shanghai, as well as training at some of the world's most renowned hotels as the

Hotel Plaza Athenee Paris, Le Montreux Palace Switzerland and the Kahala Hilton

Hawaii.

An American national, Mr. Bickson attended the École Hôtelière Lausanne in

Switzerland and Advanced Management Programme at Harvard Business School.

He was voted one of the Top 10 Best Hotel Managers by Leaders Magazine from

1997-2002. Mr. Bickson is a Member of the World Travel & Tourism Council

(WTTC), International Business Leaders Forum (IBLF) and is an advisory board

member of The Leading Hotels of The World (LHW), Cornell Hotel School

Centre for Hospitality Research and Ecole Hoteliere de Lausanne in Switzerland.

Mr. Anil P. Goel

Executive Director – Finance

Anil Goel is charged with the task of overseeing the Taj Group's Finance, Mergers

and Acquisitions, Purchase and Legal & Secretarial functions. With over 28 years

of experience in the Tata Group in various financial roles, including Chief

Financial Officer of Tata Tea, he brings a unique understanding of fiscal

39

responsibility to Taj. Anil is also a Non-Executive Director in Taj GVK Limited,

amongst others.

Anil graduated in Honors from Shri Ram College of Commerce in Delhi and is a

Chartered Accountant.

Mr. Abhijit Mukerji

Executive Director - Hotel Operations

Abhijit Mukerji oversees hotel operations of the Taj Hotels Resorts and Palaces

which includes Taj Luxury Hotels - India and International, Taj Business Hotels,

Taj Leisure Hotels, Taj Spas, Taj Trade and Transport and Inditravels.

A career hotelier, Mr. Mukerji's experience spans 22 years and four continents. He

has spent almost 10 years as a General Manager and run several hotels that have

won international acclaim under his stewardship. His last assignment was as Chief

Operating Officer - Taj Luxury Hotels, India.

Mr. Mukerji is an alumnus of Cornell (ESSEC) and Harvard Business School

(GMP), and has a flair for European languages.

40

Mr. Mehernosh S. Kapadia

Executive Director - Corporate Affairs

Mr. Mehernosh S. Kapadia holds a Diploma in Travel management and has served

the Taj Group of hotels in a variety of managerial positions. He has considerable

experience of over 31 years in handling various issues with the Central and State

Governments and Municipal Authorities.

He is also the Chairman of Taj Air Ltd and holds Directorships in Taj SATS Air

Catering Limited, Tata Realty & Infrastructure Limited and Ewart Investments

Limited.

Ms. Deepa Misra Harris

Sr. Vice President, Sales and Marketing

Deepa Misra Harris, Senior Vice President - Sales & Marketing, successfully leads

and enhances critical sales and marketing initiatives in India and abroad for the Taj

Group of hotels.

41

Deepa oversees the sales and marketing function for Taj Group of hotels

worldwide encompassing the worldwide sales force, distribution, central

reservations, brand marketing, public relations, social media, marketing

communications and advertising. She has spent 28 years with Taj Group and was

Vice President Marketing prior to taking on this role in December 2011. She is the

only specialist to have served separately as Vice President Sales and Vice

President Marketing before taking the lead job to oversee both functions. She has

worked across most markets in India and abroad and has played an integral role in

the growth of Taj, including the recent Brand Architecture exercise and the roll-

out of the new Vivanta by Taj and Gateway brands.

She is also on the board of several group companies such as Taj GVK Hotels and

Resorts Limited and PIEM Hotels Limited and others as well. She also represents

Taj in various industry organizations such as Hotel Association of India,

Experience India Society and Marketing advisory board of Leading Hotels of the

World amongst many others.

She holds a graduation degree in English from Delhi University's Lady Sriram

college, one of India's top colleges along with a masters degree in English and also

Mass Communications.

Mr. H.N. Shrinivas

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Sr. Vice President - Human Resources

Mr. Shrinivas has over 30 years of experience in the field of Human Resources.

He holds a Masters Degree in Social Work from the National Institute of Social

Sciences, Bangalore, and a Masters in Industrial Law from Bangalore University.

Mr. Shrinivas has also done an Advance Management Programme - Cornell

University, HRD facilitator's programme on Change Management at National

Training Laboratory, Washington D.C., U.S.A, and has trained in Kaizen, JIT,

Lean Management at Kaizen Institute, Tokyo, Japan.

Mr. Shrinivas has worked for 18 years with the Taj in Human Resources, Learning

& Development and Business Excellence functions. After leaving the Taj in 2002,

he headed the HR function in BPL and subsequently Tata Tea. His last assignment

before joining us was with Hewlett Packard Global Delivery India Centre as

Director, Human Resources.

Mr. Veer Vijay Singh

Chief Operating Officer - Upper Upscale Hotels

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As the Chief Operating Officer of the Taj Group-Upper Upscale Hotels, Veer

Vijay Singh is responsible for the Operations and Overall Performance of 36

hotels in 26 locations spread across seven (7) countries.

In a career span of 33 years with the Taj, he has had a wide experience in Food &

Beverage Operations and has been a General Manager for over 17 years at Taj

Hotels in Hyderabad, Calcutta & Sri Lanka. Prior to this assignment Veer Vijay

was the Director Operations of TAJGVK hotels & Resorts Pvt. Ltd and General

Manager of Taj Krishna. During his tenure he has been responsible for the growth

& expansion of TAJGVK Hotels in Chandigarh, Chennai & Hyderabad.

He has graduated from IHMCT&N, New Delhi and he had the opportunity of

further honing his skills by attending training programmes conducted by

CORNELL/N.U.S- Singapore, INSEAD & Harvard. Veer Vijay has played a

stellar role in promoting tourism in the State of Andhra Pradesh as he has been the

President of Hotels & Restaurants Association of A.P for 6 terms and has been

Director with A.P.Tourism Development Corporation, Institute of Hotel

Management, National Institute of Tourism and Hospitality Management,

Convener for Tourism Promotion in CII - AP Chapter, Vice President - SIHRA &

Executive Committee member of FHRAI.

His values, passion & loyalty towards his work and his Forte of building

relationships, makes him who he is today.

44

Ms. Jyoti Narang

Chief Operating Officer - Luxury Division

Taj Hotels Resorts and Palaces Jyoti Narang began her career with the Taj group

in 1982 and has since handled a variety of portfolios across the chain, from sales

and marketing to operations. She is currently the Chief Operating Officer of the

Luxury Division of Taj Hotels Resorts and Palaces and is in charge of the overall

performance and expansion of the division.

Jyoti started off as a sales executive (in Sales) with Taj Hotels in Delhi and was

part of the launch of Taj Palace, New Delhi. In 1996, she took charge of marketing

for the entire Taj Group of Hotels before moving into operations in 2003. Seeing

an opportunity in business tourism on the back of a growing economy, Jyoti

developed the concept of 'Urban Revival' for the new age Business Hotels for Taj.

She served as the Chief Operating Officer of Taj Business Hotels for India and

abroad in 2003. She then moved on to manage the operations of Taj Leisure

Hotels in 2006. As the Chief Operating officer of this division, she was

instrumental in pioneering the launch of Taj Safaris a unique concept which offers

adventure enthusiasts a distinctive, interpretive wildlife experience.

In 2008, Jyoti was appointed as the Chief Operating Officer of The Gateway

Hotels, the new upscale brand of the Taj, and was actively involved in developing

the concept and launching the brand with an aim to be present in all economic and

commercial hubs in India. The brand is a first of its kind and was created to cater

to the needs of the modern contemporary traveller.

Jyoti obtained her B.A. in Economics from Lady Shri Ram College, New Delhi

and went on to complete her M.B.A in Finance from the Faculty of Management

in Delhi. Over the years, she has attended various marketing and management

programmes from reputed institutes like the Wharton School of Management and

45

the International Institute for Management Development in Lausanne,

Switzerland.

Jyoti has always worked at maintaining the company's strong identification with

India, even as it enhances itself as a global brand. Jyoti was named as the most

powerful woman in the travel industry worldwide by Travel Agent, a leading US

national newsweekly magazine of the travel industry. She was selected for her

influence and contribution to the travel industry and is the only Indian to be named

in the prestigious list.

Mr. Yannick Poupon

Chief Operating Officer

Taj Luxury International Mr. Poupon manages a portfolio of the Luxury

International Hotels , which include landmark hotels in key cities and destinations

including The Pierre , New York , Taj Boston , Taj Campton Place , San Francisco

, Taj Cape Town and Taj Exotica Resort & Spa , Maldives . He has been with the

company for last ten years in several capacities including General Manager of key

India and International hotels . His last assignment was Chief Operating Officer of

Luxury India Hotels. across India.

He is an experienced global hotelier with over 35 years of experience with the

Savoy Group at Claridges and the Intercontinental Hotels Group . He has worked

in US , Monaco , UK , Hong Kong , Japan , Philippines , UAE and the Ivory Coast

46

in various management positions . He holds a degree from the Hotel Management

School , Strasbourg , France .

Mr. Beejal Desai

Vice President - Legal & Company Secretary

Mr. Desai has over 26 years of experience in the field of Legal & Secretarial. He is

an FCS from the Institute of Company Secretaries of India and LLB (Gen) from

Mumbai University and has also done his DCM from NMIMS.

He has varied experience in organizations like Pharma Fill Ltd, Unique Pharma

Lab. Ltd, J. L Morrison (I) Ltd and J B Chemicals & Pharmaceuticals Ltd. He was

last associated with Bharat Forge Ltd.

CHAPTER NO. 4CONCEPTUAL FRAMEWORK ON JOB SATISFACTION

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:

47

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 periods

MODEL OF FACET OF JOB SATISFACTION

LevelDifficultyTime spanAmount of responsibility

a=b satisfactiona>b dissatisfactiona<b guiltInequity

Perceived inputs & outcomes of referent others

Perceived amount that should be received (a)

SkillExperienceTrainingEffortsAgeSeniorityEducationCo loyaltyPast performance

Perceived personal job inputs

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

Edward E.lawler in 1973 proposed 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 receives. His perception influenced by his

perception of what his referent others receives. The higher outcome level of his

referent other the lower his outcome level will appear. This model also focuses on

his perception on reward level.

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

Actual outcome received

Perceived amount received (b)

Perceived outcome of referent others

Perceived job characteristics

a=b satisfactiona>b dissatisfactiona<b guiltInequity

49

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.

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

TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

50

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

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

51

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.

MODERN METHOD OF MEASURING JOB SATISFACTION

In this method of measuring job satisfaction the comparisons between various

organizational terms and conditions at managerial level and also the organization

at a large.

SATISFACTION WITH HUMAN RESOURCES MANAGEMENT

POLICIES OF THE ORGANIZATION:

52

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 innovativeness 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

53

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

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

SATISFACTION WITH TASK CLARITY

54

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

2. Rules and procedures are followed uncompromisingly

3. My job responsibilities are well defined and clear

SATISFACTION WITH CAREER DEVELOPMENT

1. I have adequate opportunities to learn and grow

2. I get opportunities to handle greater responsibilities

3. My skills and abilities are adequately used at work

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

RATING SCALE

55

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.

CRITICAL INCIDENTS

56

Fredrick Hertz berg and his Associates popularized this method of measuring Job

satisfaction. It involves asking employees to described incidents on job when they

were particularly satisfied or dissatisfied. Then the incidents are analyzed in terms

of their contents and identifying those related aspects responsible for the positive

and negative attitudes.

PERSONAL INTERVIEWS

This method facilitates an in-depth exploration through interviewing of job

attitudes. The main advantage in this method is that additional information or

clarifications can be obtained promptly.

ACTION TENDENCIES

57

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.

6. Loyalty.

Because human resource manager often serve as intermediaries between

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

general job attitudes with the employees.

58

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.

JOB ENLARGEMENT

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

organizing of the work so as to relate the contents of the job to the capacity, actual

and potential, of workers. Job enlargement is oblivious forerunner of the concept

59

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.

JOB ROTATION

60

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.

CHANGE OF PACE

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

will lend variety to his work. Further if workers are permitted to change their pace

that would give them a sense of accomplishment.

SCHEDULED REST PERIODS

61

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.

CHAPTER NO. 5

62

SURVEY

ANALYSIS AND INTERPRETATION

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 of JSPL ANGUL, ODISHA

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.

63

1. Responses regarding whether the respondents are satisfied with the

workplace of organization

Table 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 1

stong

ly sa

tisfie

d

satis

fied

sligh

tly sa

tisfie

d

dissa

tisfie

d

strong

ly diss

atisfie

d0

102030405060

responses regarding whether respondents are satisfied with work place

no. of respondents

satisfaction level

perc

enta

ge

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.


infrastructure of organization.

64

Table 2



Satisfied 20 20


Dissatisfied 16 16


Graph 2

Above table shows that 70% respondents are satisfied with infrastructure and 30%

are dissatisfied with infrastructure of JSPL. It can be interpreted that 30% are not

satisfied with infrastructure which not more in number.

stong

ly sa

tisfie

d

satis

fied

slightly

satis

fied

dissa

tisfie

d

strongly

dissatis

fied

0

10

20

30

40

50

60

response regarding whether respondents are sat-isfied with infrastructure

no. of respondents

satisfaction level

perc

enta

ge

65


canteen facility provided by organization.

Table 3



Satisfied 17 17


Dissatisfied 9 9


Graph 3

stong

ly sa

tisfie

d

satis

fied

sligh

tly sa

tisfie

d

dissa

tisfie

d

strong

ly diss

atisfie

d0

10

20

30

40

50

60

responses regarding whether the respondents are satisfied with canteen facility

no. of respondents

satisfaction level

perc

enta

ge

66

Above table shows that 88% employees are satisfied with the canteen facility

provided by the organization. Only 12% employees are not satisfied with canteen

facility


implementation of rules and responsibilities.

Table 4



Satisfied 23 23


Dissatisfied 11 11


Graph 4

stong

ly sa

tisfie

d

satis

fied

sligh

tly sa

tisfie

d

dissa

tisfie

d

stron

gly di

ssati

sfied

0

10

20

30

40

50

60

responses regarding whether respondents are satis-fied with implimentation of rules and responsibilities

no. of respondents

satisfaction level

perc

enta

ge

67

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.


freedom given at work.

Table 5



Satisfied 36 36


Dissatisfied 16 16


Graph 5

stong

ly sa

tisfie

d

satis

fied

slightl

y sati

sfied

dissa

tisfie

d

stron

gly di

ssati

sfied

05

10152025303540

responses regarding respondents are satisfied with the freedom at work

no. of respondents

satisfaction level

perc

enta

ge

68

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. Responses regarding whether the respondents are satisfied with the team

spirit in organization

Table 6



Satisfied 21 21


Dissatisfied 16 16


Graph 6

stong

ly sa

tisfie

d

satis

fied

sligh

tly sa

tisfie

d

dissa

tisfie

d

strong

ly diss

atisfie

d0

102030405060

responses whether respondents are satisfied with equal treatment to all

no. of respondents

satisfaction level

perc

enta

ge

69

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.

7 Responses regarding whether the respondents are satisfied with convenient

working hours.

Table 7



Satisfied 41 41


Dissatisfied 23 23


Graph 7

stong

ly sa

tisfie

d

satis

fied

sligh

tly sa

tisfie

d

dissa

tisfie

d

stron

gly di

ssati

sfied

0

10

20

30

40

50

responses whether respondents are satisfied with convinient working hours

no. of respondents

satisfaction level

perc

enta

ge

70

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.

8. Responses regarding whether the respondents are satisfied with Job

security

Table 8



Satisfied 18 18


Dissatisfied 12 12


Graph 8

stong

ly sa

tisfie

d

satis

fied

slightl

y sati

sfied

dissa

tisfie

d

stron

gly di

ssati

sfied

05

101520253035404550

responces whether respondents are satisfied with job security

no. of respondents

satisfaction level

perc

enta

ge

71

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.

9. Responses regarding whether the respondents are satisfied with the targets

achievable

Table 9



Satisfied 21 21


Dissatisfied 4 4


Graph 9

stong

ly sa

tisfie

d

satis

fied

sligh

tly sa

tisfie

d

dissa

tisfie

d

stron

gly di

ssati

sfied

0

10

20

30

40

50

60

70

responses whether respondents are satisfied with the targets achievable

no. of respondents

satisfaction level

perc

enta

ge

72

Above table shows that 96% employees are strongly in favor that the targets given

are achievable and only 4% are not feels that the targets given are achievable.


opportunities of promotions

Table 10



Satisfied 14 14


Dissatisfied 26 26


Graph 10

stong

ly sa

tisfie

d

satis

fied

sligh

tly sa

tisfie

d

dissa

tisfie

d

stron

gly di

ssati

sfied

05

101520253035404550

responses whether respondents are satisfied with opportunities of promotion

no. of respondents

satisfaction level

perc

enta

ge

73

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.


payment of salary on time

Table 11



Satisfied 16 16


Dissatisfied 32 32


Graph 11

stron

gly sa

tisfie

d

saisf

ied

slightl

y sati

sfied

dissa

tisfie

d

stron

gly di

ssati

sfied

0

10

20

30

40

50

responses whether the employees are satisfied with the payment of salary on time

no. of respondents

satisfaction level

perc

enta

ge

74

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.

12 Responses regarding whether the respondents are satisfied with the quality

of formal training and induction program

Table 12

Satisfaction level No. Of respondentsPercentage


Satisfied 36 36


Dissatisfied 14 14

Strongly

dissatisfied 4 4

Graph 12

Strong

ly sa

tisfie

d

Satisfi

ed

Slightl

y sati

sfied

Dissati

sfied

Strong

ly dis

satis

fied

05

1015202530354045

responses regarding whether the respondents are satisfied with the quality of training and induction

program

No. Of respondents

satisfaction level

perc

anta

ge

75

From the above table it shows that 76% of the respondents are satisfied with the

quality of training and induction program and only


proper and proactive HR division

Table 13

Satisfaction Level No. Of Respondents Percentage


Satisfied 18 18


Dissatisfied 6 6


Graph 13

stron

gly sa

tisfie

d

saisf

ied

sligh

tly sa

tisfie

d

dissa

tisfie

d

stron

gly di

ssati

sfied

01020304050607080

responses regarding whether the respondents are satisfied with the proper and proactive HR division

no. of respondents

satisfaion level

perc

enta

ge

76

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

divisionOnly 8% of the respondents are not satisfied with the proactive and proper

HR division, which is very negligible in number.

14 Responses regarding whether the respondents are satisfied with the

performance appraisal system

Table 14



Satisfied 28 28


Dissatisfied 4 4

Strongly

dissatisfied 2 2

Graph 14

stron

gly sa

tisfie

d

saisf

ied

slightl

y sati

sfied

dissa

tisfie

d

stron

gly di

ssati

sfied

010203040506070

responses regarding whether the respondents are satiosfied with the performance ap[praisal

system

no. of respondents

satisfaction level

perc

enta

ge

77

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.

15 Responses regarding whether the respondents are satisfied with positive

acceptance of employees suggestions

Table 15


Strongly Satisfied 4 4

Satisfied 22 22

Slightly Satisfied 4 4

Dissatisfied 45 45

Strongly Dissatisfied 25 25

Graph 15

stron

gly sa

tisfie

d

saisf

ied

sligh

tly sa

tisfie

d

dissa

tisfie

d

stron

gly di

ssati

sfied

05

101520253035404550

responses regarding whether the respondents are satisfied with the positive acceptance of employ-

ees suggestions

no. of respondents

satisfaction level

perc

enta

ge

78

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.

16 Responses regarding whether the respondents are satisfied with

management keeps promises

Table 16


Strongly Satisfied 76 76

Satisfied 14 14

Slightly Satisfied 4 4

Dissatisfied 6 6

Strongly Dissatisfied 0 0

Graph 16

stron

gly sa

tisfie

d

saisf

ied

sligh

tly sa

tisfie

d

dissa

tisfie

d

stron

gly di

ssati

sfied

01020304050607080

responses regarding whether the respondents are satisfied with the management keeps promises

no. of respondents

satisfaction level

perc

enta

ge

79

Above table shows that 90% of the respondents are satisfied with the management

keeps promises and only 10% of the respondents are dissatisfied with the thing

that the management keeps promises.

80

CONCLUSION

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

primary data regarding the job satisfaction of the employees of VIVANTA BY

TAJ OF BANGALORE.

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. And similarly

in case of infrastructure most of the employees are satisfied and very small

number of employees are not happy with the infrastructure of VIVANTA

BY TAJ and the canteen facilities. It means the workplace and infra

structure of TAJ is good or satisfactory.

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.

81

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 about working 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 of TAJ.

An analysis shows that employees are strongly in favor that the targets

given are achievable and only are not feels that the targets given are

achievable. Hence the targets set by management are achievable.

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.

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

82

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

employees only 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.

It is concluded that the employees are not much satisfied with the forum for

face-to-face communication. From the analysis it is clear that half of the

employees are satisfied and other half are not satisfied with the

encouragement given to the suggestions of the employees. But only few

think that there is positive acceptance of the suggestions given by the

employees. From the analysis it is clear that management keeps all the

promises.

83

SUGGESTIONS

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

are given as under:

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

the employees of VIVANTA BY TAJ BANGALORE. The working hours

are 6 hours per day that from 8.30AM to 5 PM. These hours should

minimize up to 5 hours.

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.

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.

From analysis we concluded that the period of in house training is very

short that is of only 3 days, which is not sufficient to get complete

knowledge about the work. Hence the training period should extend up to 5

days.

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.

84

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 of

VIVANTA BY TAJ BANGALORE.

85

BIBLIOGRAPHY

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.vivantabytaj.com

www.workforce.com

www.google.com

www.projects99.com

www.citehr.com

www.google.com/images

http://www.google.com/images

http://www.citehr.com/

http://www.projects99.com/

http://www.google.com/

http://www.workforce.com/

http://www.vivantabytaj.com/

86

ANNEXTURE

QUESTAIONNAIRE

NAME- ___________________ MOBILE MODEL- ________

AGE- ________ OCCUPATION-_________________

1. Responses regarding whether the respondent are satisfied with the

workplace of organization.

1. Strongly satisfied

2. Satisfied

3. Slightly satisfied

4. Dissatisfied



infrastructure of organization.


2. Satisfied


4. Dissatisfied


3. Response regarding whether the respondents are satisfied with the canteen

facility provided by organization.

87


2. Satisfied


4. Dissatisfied



implementation of rules and responsibilities.


2. Satisfied


4. Dissatisfied


5. Responses regarding whether the respondents are satisfied with freedom

given at work.


2. Satisfied


4. Dissatisfied


6. Responses regarding whether the respondent are satisfied with the team

spirit in organization.


88

2. Satisfied


4. Dissatisfied


7. Responses regarding whether the respondent are satisfied with convenient

working hour.


2. Satisfied


4. Dissatisfied


8. Responses regarding whether the respondent are satisfied with job

security.


2. Satisfied


4. Dissatisfied


9. Responses regarding whether the respondents are satisfied with the targets

achievable.


2. Satisfied


89

4. Dissatisfied



opportunities of promotion.


2. Satisfied


4. Dissatisfied



payment of salary on time.


2. Satisfied


4. Dissatisfied



quality of formal training and induction program.


2. Satisfied


4. Dissatisfied


90


proper and proactive HR division.


2. Satisfied


4. Dissatisfied



performance appraisal system.


2. Satisfied


4. Dissatisfied


15. Responses regarding whether the respondent are satisfied with positive

acceptance of employees suggestion.


2. Satisfied


4. Dissatisfied


91

16. Responses regarding whether the respondents are satisfied with

management keep promises.


2. Satisfied


4. Dissatisfied


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