Synopsis of Dominic Dessert at Ion
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Transcript of Synopsis of Dominic Dessert at Ion
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INTRODUCTION
JOB SATISFACTION.
DEFINITION:
Job satisfaction has been defined as a pleasurable emotional state
resulting from the appraisal of ones job; an affective reaction to
ones job, and an attitude towards ones job.
Weiss (2002) has argued that job satisfaction is an attitude but
points out that researchers should clearly distinguish the objects of
cognitive evaluation which are affect (emotion), beliefs and
behaviors. This definition suggests that we form attitudes towards
our jobs by taking into account our feelings, our beliefs, and our
behaviors.
Job satisfaction is ones attitude towards his job (positive or
negative). Satisfaction in work and the work environment is the basic
constituent of employee job satisfaction. Employee attitudes and
values influence their behaviour. Positive outlook and backup from
HR helps modify behaviors resulting in higher performance levels.
Job satisfaction is defined as a combination of psychological,
physiological and environmental circumstances that causes a persontruthfully to say, I am satisfied with job. Bloom and Taylor said that
Job satisfaction the result of various attitude are related to the job are
concerned with such factors wages condition of work, social relation
on job, standing of employment either similar.
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Concept of job satisfaction
Job satisfaction has been defined in several different ways and a
definitive designation for the term is unlikely to materialize. A simple
or general way to define it therefore is as an attitudinal variable:
Job satisfaction is simply how people feel about their jobs and
different aspects of their jobs. It is the extent to which people like
(satisfaction) or dislike (dissatisfaction) their jobs.
An alternative approach is that proposed by Sousa-Poza and Sousa-
Poza, based on the assumption that there are basic and universalhuman needs, and that, if an individuals needs are fulfilled in their
current situation, then that individual will be happy. This framework
postulates that job satisfaction depends on the balance between
work-role inputs - such as education, working time, effort - and work-
role outputs - wages, fringe benefits, status, working conditions,
intrinsic aspects of the job. If work-role outputs (pleasures) increase
relative to work-role inputs (pains), then job satisfaction willincrease (Sousa-Poza and Sousa-Poza, 2000).
Other theorists (e.g. Rose, 2001) have viewed job satisfaction as a bi-
dimensional concept consisting of intrinsic and extrinsic satisfaction
dimensions. Intrinsic sources of satisfaction depend on the individual
characteristics of the person, such as the ability to use initiative,
relations with supervisors, or the work that the person actually
performs; these are symbolic or qualitative facets of the job. Extrinsic
sources of satisfaction are situational and depend on the
environment, such as pay, promotion, or job security; these are
financial and other material rewards or advantages of a job. Both
extrinsic and intrinsic job facets should be represented, as equally as
possible, in a composite measure of overall job satisfaction.
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This distinction, as described by Rose, relates to the double meaning
of the word job: the work tasks performed and the post occupied by
the person performing those tasks.
The meaning of job as a post or appointment is of primary
importance. Every job is an instance of the employment relationship,
embodying a contract (substantive or implied) to exchange an ability
to work (labour, provide service, exercise ingenuity, direct efforts of
others, etc) for rewards (both material and symbolic). True,
performing work tasks provides a stream of experiences, technical
and social, that can energies psychosocial responses; any resulting
data summarizing these reactions are indispensable. However, such
data must not be weighted higher than those concerning experience
of the overt (or ostensible) contractual terms - above all, those
concerning pay and job security. (Rose, 2001
In todays world, it is naive to assume that people work primarily to
achieve professional fulfillment and job satisfaction. As a matter of
fact, they seem to work because what they get on the job enablesthem to achieve whatever they want to achieve off the job. On the
job, they have to produce - there is no time for any enjoyment.
Compensation levels and competitiveness are higher than ever
before and the chief casualties are traditional factors like job
satisfaction.
Todays typical professional may no longer have an undivided loyalty
and commitment towards his job. Therefore, it is incorrect to believethat an employees work life is spent entirely in the pursuit of job
satisfaction. Perhaps, he or she is not actively seeking job satisfaction
as much as aspiring towards other important needs and
considerations like own career progression, standard of living and
personal fulfillment. The job is a means to achieving the desired ends.
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One of the typical propositions held by most people connected with
HR is that job satisfaction is positively associated with job
performance. Does a satisfied employee always produce more? It
may be wrong to presume and take for granted a fictitious linkagebetween job satisfaction and employee productivity in all cases.
In some cases, one may be shocked to find that while the so-called
satisfaction was increasing, the productivity of the individual was
declining. The reason behind this is the mistaken concept that a
satisfied employee will devote his dedicated attention to his work.
A satisfied or happy employee may begin to develop an
approach of self-complacency, and an overall sense of well-being, and
consequently, his temperament may become one of ignorant
submission and passivity rather than one of positive action and active
involvement. As a result, it is not too uncommon to see that the
productivity of the employee does not always closely follow his
upward satisfaction curve.
Another important aspect of this situation is the rate of constructive
conflict. If properly used and suggestively applied in the
organizational context, the managerial implantation of a limited
degree of constructive conflict does indeed shake these smug people
and satisfied employees out of their lethargy and enables them to
achieve a certain individuality of action. Viewed from the perspective
of the organization the key issue is not having satisfied, happy
employees but maximizing productivity, the bottom line being profit.
With changing value systems, it may be wrong to believe that
increased satisfaction means increased motivation as propounded by
various theories of motivation ( Maslows Need Hierarchy, for
example). Here it is vital to understand that need comprises two
components: Appetite and Desire .
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Appetite corresponds to that part of each hierarchical level of need,
the non-satisfaction of which can be expected to normally inhibit or
deter progress up the hierarchy of needs.
Desire corresponds with the greedy, relatively unjustified part of
each hierarchical level of need, the satisfaction of which should not
be viewed as necessary prerequisite.
With changing values, and by habit and custom, yesterdays
desires become todays appetite . The effect of extrinsic
motivational techniques like job satisfaction will eventually be to
increase need satisfaction threshold limits and draw energies towards
the satisfaction of desires. The myth of job satisfaction exerts
severe pressures upon both the employer and the employee
The employer convinces himself that he must provide satisfaction on
the job and the employee rationalizes his behavior and anticipates
satisfaction. In this two-faceted pressure-approach, the entire
organization suffers from unwanted conflicts, unfulfilled expectations,
and un kept promises.
Job satisfaction describes how content an individual is with his or her
job. It is a relatively recent term since in previous centuries the jobs
available to a particular person were often predetermined by the
occupation of that persons parent. There are a variety of factors that
can influence a persons level of job satisfaction; some of these
factors include the level of pay and benefits, the perceived fairness of
the promotion system within a company, the quality of the working
conditions, leadership and social relationship, and the job itself (the
variety of tasks involved, the interest and challenge the job
generates, and the clarity of the job description/requirements).
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The happier people are within their job, the more satisfied they are
said to be. Job satisfaction is not the same as motivation, although it
is clearly linked. Job design aims to enhance job satisfaction and
performance, methods include job rotation, job enlargement and jobenrichment. Other influences on satisfaction include the management
style and culture, employee involvement, empowerment and
autonomous work groups. Job satisfaction is a very important
attribute which is frequently measured by organizations. The most
common way of measurement is the use of rating scales where
employees report their reactions to their jobs. Questions relate to
rate of pay, work responsibilities, variety of tasks, promotional
opportunities the work itself and co-workers. Some questioners ask
yes or no questions while others ask to rate satisfaction on 1-5 scale
(where 1 represents not at all satisfied and 5 represents extremely
satisfied).
History
One of the biggest preludes to the study of job satisfaction was the
Hawthorne studies. The studies (1924-1933), primarily credited to
Elton Mayo of the Harvard Business School, sought to find the effects
of various conditions (most notably illumination on workers
productivity. These studies ultimately showed that novel changes in
work conditions temporarily increase productivity (called the
Hawthorne Effect). It was later found that this increase resulted, notfrom the new conditions, but from the knowledge of being observed.
This finding provided strong evidence that people work for purposes
other than pay, which paved the way for researchers to investigate
other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact
on the study of job satisfaction. Frederick Winslow Taylors 1911book, Principles of Scientific Management, argued that there was a
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single best way to perform any given work task. This book
contributed to a change in industrial production philosophies, causing
a shift from skilled labour and piecework towards the more modern
approach of assembly lines and hourly wages. The initial use ofscientific management by industries greatly increased productivity
because workers were forced to work at a faster pace. However,
workers became exhausted and dissatisfied, thus leaving researchers
with new questions to answer regarding job satisfaction. It should also
be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo
Munsterberg set the tone for Taylors work.
Some argue that Maslows hierarchy of needs theory, a motivation
theory, laid the foundation for job satisfaction theory. This theory
explains that people seek to satisfy five specific needs in life
physiological needs, safety needs, social needs self-esteem needs,
and self-actualisation. This model served as a good basis from which
early researchers could develop job satisfaction theories.
There are many methods for measuring job satisfaction. By far, the
most common method for collecting data regarding job satisfaction is
the Likert scale (named after Rensis Likert). Other less common
methods of for gauging job satisfaction include: Yes/No questions,
True/False questions, point systems, checklists, and forced choice
answers.
Perspectives to job satisfaction
Smith (1969) perceived job satisfaction as the extent to which an
employee expresses a positive orientation towards job. Wikipedia
(2007) notes that job satisfaction describes how content an individual
is with his or her job. Job satisfaction has also been defined as apleasurable emotional state resulting from the appraisal of ones job,
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an affective reaction to ones job and an attitude towards ones job
(Brief, 1998). Weiss (2002) argued that it is an attitude but pointed
out that researchers should differentiate between the objects of
cognitive evaluation which affect (emotion), beliefs and behaviors.Other authors argue that job satisfaction may include factors such as
workload, physical conditions, and carrier aspirations of individuals.
Job satisfaction is often described as the quality of life at work as
experienced by the employee, and the condition that could be
promoted by social responsibility programs executed by the
employer. Furnham (1992) categorizes factors that can have an
influence on job satisfaction into three groups namely:
.Organizational policies and procedures that have to do with the
nature of the remuneration package, supervision and decision-making
practices, and the perception of the quality of supervision. ii. Aspects
of the total workload, the variety of skills applied, autonomy,
feedback and the physical nature of the working environment iii.
Personal aspects such as self-image, ability to deal with stress and
general satisfaction with life. According to Winos and Lawler (1972)
there is a serious lack of good theory about the very meaning of
employee-satisfaction.' hence the conflicting results founding many
studies on job satisfaction are a manifestation of the unavailability of
a generally accepted definition of job satisfaction (Locke and Latham,
1990), and different terms being used interchangeably with other
terms such as 'morale, employee satisfaction, attitudes and
opinions'(Bayfield and Crockett, 1955; Deci and Ryan, 1985;Guion,
1958; Lazarus and Folkman, 1984, Thierry and Hacker, 1990).
However, employee-satisfaction in one form or another has been
related to such variables as turnover, absenteeism, productivity,
group cohesiveness, general hygiene factors, job reward, personnel
rights, labour, unrest and performance appraisal (Barber etal.,1992;
Danhoff, 1993).Job satisfaction has also been correlated with factors
related to the work itself or to the outcomes (such as the rewards for
excellence and performance) directly derived
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Chimanikire et al. 167from it such as the nature of employees' jobs,
achievement
of work, promotional opportunities and chances for personal growth
and recognition (Greenberg, 1986). Previous research has also
focused on the relationships between job satisfaction and the
following variables: performance, autonomy, supervisor support,
equitable wages, social stimulation, working environments and
personality variables (Organ, 1988). Job satisfaction is a multi-
pronged concept affected by interplay of factors emanating from the
business environment, government policies and personality factors.
Determinants of job satisfaction
Job satisfaction in organizations has been receiving increasing
attention because it reduces employee turnover, absenteeism,tardiness, and health setbacks due to stress. Workers who are
satisfied at their workplaces show positive attitudes in their homes
and make a psychologically healthy society. Many of the studies on
job satisfaction have been done focusing on different economic
sectors and perspectives such as agriculture, commerce, health and
education .According to DeVaney and Chen (2003), demographic
variables such as age, gender, race, and education have an effect onjob satisfaction. It has been shown, for instance, that older workers
are more likely to be satisfied than younger workers and also that
non-white employees are less satisfied than white employees.
Work related variables such as whether the job is interesting, good
relations with management, job security (permanent or contract
jobs), higher pay, a sense of control over ones work were identifiedas important factors underlying job satisfaction (Miller, 1980; Souza-
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Poza, 2000).One et al. (2005) examined the factors affecting job
satisfaction of field extension workers in Enugu State Agricultural
Development Programmed in Nigeria using as ample of Forty-two
extension staff randomly selected across three agricultural zones.The field extension workers indicated low level of satisfaction with
their job content, conditions of service and working environment,
which were subsequently identified as key factors that could enhance
job satisfaction among extension personnel in Nigeria. Salmon (2006)
used a sample of 437nurses drawn from 20 different states in the
United States. The Karasek's job demand-control-support model was
used as the theoretical framework for the study. Variables used to
predict job satisfaction in the analysis included personal factors of
educational level, certification level, continuing education credits,
years of experience, and perceived competence (self-efficacy) and
organizational factors of social support, professional practice
environment, type of hospital, and type of unit. The organizational
environment or Professional Practice.
Environment Score (PES) was identified as the main determinant of
job satisfaction among nursing staff in the20 states. Tutuncu and
Kozak (2006) measured job satisfaction in the Turkish Hotel industry
using a job satisfac168Afr. J. Bus. Manage.tion index. Attributes such
as the work itself, supervision, and promotion were noted as the
determinants of the level of overall job satisfaction among Turkish
hotel workers. DeVaney and Chen (2003) conducted a survey of job
satisfaction among 211 graduates in financial services in the US using
Ordinary Least Squares (OLS)as the analytical tool. The aspects of job
satisfaction measured in the study were attitude to the job, relations
with fellow workers, supervision, company policy and support, pay,
promotion and advancement, and customers. Realization of
expectation, company support, attitude ,relations with fellow workers,
pay, and gender were significant determinants of job satisfaction.
Four factors in the regression analysis were not significantly related
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to job satisfaction namely job security, opportunity for promotion, age
of the graduate, and stress. The study however, did not indicate why
the four aforementioned factors were not statistically insignificant.
Sur et al. (2004) investigated job satisfaction among 855 dentistsselected from9 provinces in Turkey. Job satisfaction was
conceptualized intrinsically and extrinsically and items were rated
using a 5-point liker scale. The type of social insurance, the amount of
monthly income, and the number of patients examined per day were
the most common and statistically significant predictors of intrinsic,
extrinsic, and overall satisfaction among Turkish dentists. A cross-
sectional survey was done by Knowles (1978) to determine job
satisfaction among supervisors in Australia using job satisfaction
questionnaires. Job design and organizational factors emerged as the
main factors underlying job satisfaction. Ito et al. (2001) surveyed
1494 nurses unemployed in 27 psychiatric hospitals in Japan and
used the National Institute for Occupational Safety and Health job
stress questionnaire to study job satisfaction. Forty-four percent of
the respondents wanted to leave their job, and 89% of those
perceived a risk of assault. Younger age, fewer previous job changes,
less supervisory support, lower job satisfaction, and more perceived
risk of assault were significant predictors of intention to leave.
Wiedmar (1998) used age, education level, sex, shift, and part or full-
time status as the factors constituting job satisfaction in Wal-Mart
Super center in St Joseph, Missouri. Equal treatment by management,
sex and employees seeing them as part of the organizations future
were
important variables. However, educational level and age were not
significant predictors of job satisfaction. Job satisfaction tends to vary
from country to country depending on job-culture fit. It has been
noted that Americans value achievement, equity, democracy and
ambition. English-Canadians are said to value competition,
achievement, independence and pragmatism while French-Canadians
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value spiritual and society oriented outcomes and Japanese value
self-respect, helpfulness and forgiveness. High job satisfaction has
been recorded among Americans (80%) while low job satisfaction
14% has-been recorded among the Japanese because the Japaneseassign workers to jobs despite their interests whereas Americans look
at the worker personality and preferences(Robbins, 1998).Employees
prefer work situations that allow them tousle all their skills, mentally
and physically, freedom and quick feedback on their work
performance though it has-been noted that excessive challenge to
ones abilities may bring in frustrations (Robbins, 1991). Workers
prefer jobs that reward them on the basis of what they perceives
economically justifiable (Robbins, 1991). It is not the amount of
money one receives but its the job-wage congruence based on
worker perception that leads to job satisfaction. Supportive work
environments that do not pose perceived danger such as fire, and
accidents, are more preferred by employees. Provision of adequate
and appropriate working equipment and clean facilities are related to
high job satisfaction (Robbins, 1998). From literature the parameters
that generally influence job satisfaction include age, income,
conditions of service, working environment, gender, treatment by
management, promotion, realization of expectation, company support
and attitude.
Job satisfaction is an important criterion for the success of an
organization. It is closely associated with job turn over and life
satisfaction. Job satisfaction is defined in various contexts by various
authors. Some of the important definitions related to the scope of this
paper are discussed in the following paragraphs. According to Locke
(1976), job satisfaction is an emotional reaction that "results from the
perception that one's job fulfills or allows the fulfillment of one's
important job values, providing and to the degree that those values
are congruent with one's needs". Human needs are subjected to
constant change but the job values are relatively more stable. Some
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one who is satisfied with his/her job may not experience the same
emotion if there is a change in his/her needs.
Most authors state job satisfaction as resulting from the fulfillment ofneeds through the activities one performs at one's job and from the
context in which the work is performed. It is very hard to fulfill one's
need as it keeps changing quite often. Ilgen(1971) and McFarlin and
Rice (1992),conceive of job satisfaction as resulting from the size of
the discrepancy that one perceived, if any, between what he expects
to receive from his work and what he perceives he is receiving. Pinder
(1997) suggests that the satisfaction results from at least three
general types of perceptions. First, the person must see that there is
a positive increment in the level of desired outcomes he/she receives.
Second, the shorter the period over which the improvement occurs,
the greater is the feeling of satisfaction (called the notion of velocity).
Third, positive increase in the rate of positive change also adds to the
sensation of satisfaction. Pinder (1997) considers employee values,
which are defined as those things that might be considered as
conducive to his or her welfare. Pinder (1997) states satisfaction or
dissatisfaction resulting from comparison that a person makes
between herself and others around her. From the above definitions
we find that job satisfaction is associated with needs and the values.
This research paper is about the study of the effect of physical-
economic and social factors on job satisfaction. Physical-economic
factors are found to affect the needs and social factors affect
the values. Figure 1 illustrates the factors and the sub factors that
affect job satisfaction based on physical-economic and social factors.
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FACTORS AFFECTING JOB SATISFACTION
Physical-economic factor
Lincoln and Kalleberg (1990) have argued that the rewards offered by
an organization may have a powerful effect on employees' attitudes
towards their job. The rewards may be classified into intrinsic and
extrinsic rewards. The intrinsic rewards are those that exist in the job
itself, such as variety, challenge, and autonomy. Extrinsic reward
comprises elements such as pay and fringe benefits, promotion or
advancement opportunities within the organization, the social
climate, and physical working conditions. O'Driscol and Randall
(1999) have argued that extrinsic rewards are strongly associated
with continuance commitment and intrinsic rewards are strongly
associated with job involvement and affective commitment.
Continuance commitment, job involvement and affective commitment
are associated with job satisfaction.
Physical - Economic
Extrinsic Reward
Pay Benefits, Social Climate, Work place ,Promotions
Intrinsic Reward
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Variety, Challenge, Autonomy
Social
Parent Hood, Social Support, Partner Support, Coworker Support
Social factors:
Parent hood and social support are the two sub factors under thesocial factors that affect job satisfaction. Roxburgh (1999) have
argued that there is a modest difference in the job satisfaction of
fathers compared to non-fathers and mothers compared to non-
mothers, with job satisfaction higher among mothers and non-
fathers. Roxburgh (1999) have argued that job satisfaction is
significantly higher among women compared to men when partner
support is high and the job satisfaction among men is maximized byhigh coworker support.
Job satisfaction can be influenced by a variety of factors, e.g. the
quality of one's relationship with their supervisor, the quality of the
physical environment in which they work, degree of fulfillment in their
work, etc.. Numerous research results show that there are many
factors affecting the job satisfaction. There are particular
demographic traits (age, education level, tenure, position, marital
status, years in service, and hours worked per week) of employees
that significantly affect their job satisfaction.
Satisfying factors motivate workers while dissatisfying ones prevent.
Motivating factors are achievement, recognition, the job conducted,
responsibility, promotion and the factors related to the job itself for
personal development. Motivating factors in the working environment
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result in the job satisfaction of the person while protective ones
dissatisfy him/her.
Maslow connects the creation of the existence of people's sense of
satisfaction with the maintenance of the classified needs. These are:
physiological needs (eating, drinking, resting, etc.), security needs
(pension, health insurance, etc.), the need to love (good relations
with the environment, friendship, fellowship, to love and to be loved),
need to self-esteem (self-confidence, recognition, adoration, to be
given importance, status, etc.) need of self-actualization
(maximization of the latent[potential] power and capacity,
development of abilities, etc.) .
Insufficient education, inability to select qualified workers for the job,
lack of communications, lack of job definitions, all affect job
satisfaction negatively. It has been asserted that participating in the
management, having the decision making power, independence on
the job and the unit where the individual works, have positive impact
upon the job satisfaction. The job itself (the work conducted), and
achievement and recognition at work result in satisfaction while the
management policy, relations with the managers and colleagues
result in dissatisfaction. Factors related to the job itself such as using
talents, creativity, responsibility, recognition have influence on the
job satisfaction.
Age is one of the factors affecting job satisfaction. Studies conducted
in five different countries prove that the elder workers are more
satisfied . Kose has also found a meaningful relation between the age
and job satisfaction .
There is a strong connection between feeling secure and saying one
is satisfied with a job. People who state their job is secure have a
much larger probability of reporting themselves happy with their
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work.
Similarly, by some researchers, sex is also found to have an influence
on job satisfaction . Besides, Wahba has found out that male
librarians give more importance to personal development and freedecision making in their jobs than the female librarians, and the
female librarians are more dissatisfied than the male librarians .
Job satisfaction and devotion to the job, affected each other
reciprocally, and they have great impact upon performance. The most
significant of the factors affecting performance are economical,
technical, socio-political, cultural and demographical ones . However,
most efforts to improve performance seem to center on improving
the conditions surrounding the work. These are worthwhile efforts,
but they usually result only in short-term improvements in attitudes
and productivity, and the situation often returns quickly to normal .
There is no strong acceptance among researchers, consultants, etc.,
that increased job satisfaction produces improve job performance --
in fact, improved job satisfaction can sometimes decrease job
performance. For example, you could let workers sometime sit
around all day and do nothing. That may make them more satisfied
with their "work" in the short run, but their performance certainly
doesn't improve. The individual's willingness to get a result, his/her
endeavour and expectation of maintaining the result will push
him/her to show the highest performance.
Job satisfaction varies a lot. But, many workers are satisfied in even
the least prestigious jobs. They simply like what they do. Most
workers like their work if they have little supervision. The least
satisfied workers are those in service occupations and managers that
work for others. Ethnic and religious orientation is associated to work
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attitudes, and job satisfaction is related to education. The difference
between the results that the individual desire and those s/he
maintained will affect his/her satisfaction . There is a consistent
relationship between the professional status and the job satisfaction.High levels of job satisfaction are observed in those professions which
are deemed of good standing in the society. The workers usually
compare their working conditions with the conditions of the society,
under the variable of social conditions. If the social conditions are
worse than the individual's working conditions, then this will result in
satisfaction of the individual, as the workers deem themselves
relatively in good position. No meaningful relationship between the
job satisfaction and age, professional experience, education level,
level of wage, sex and professional group was found. On the contrary,
professional experience has been claimed to increase job satisfaction
In todays competitive environment organizations thrive and
survive on their human resources. Values, attitudes, perceptions
and behaviour, which form these resources, influence employee
performance. It is a key factor in realising organisational and
individual goals that in turn greatly depends on individuals self-
motivation and job satisfaction.
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To achieve job satisfaction :
Attitudes influence behaviour and are the indicators of potential
problems an organization might encounter. HR must helpemployees to cope with frustrations and sustain job satisfaction.
Motivated employees stay on for long to achieve their goals. Job
responsibilities, achievements, growth, self-fulfillment and
recognition enhance job satisfaction levels. A candid interaction of
managers with employees helps develop good relationships.
Continuous coaching and genuine appreciation by the managers
also enhances job satisfaction.
To cultivate an attitude of excellence in their employees,
managers must provide a certain degree of autonomy.
Organizations and managers desirous of excelling must therefore,
work toward ensuring employee job satisfaction.
A happy worker is a productive worker. The Hawthorne studies
conducted at an electrical plant in Chicago from 1924-1932
revealed that employee morale and satisfaction increase
productivity. Since then, management has pursued the topic of
job satisfaction, as it is believed to enhance performance, reduce
absenteeism, retain qualified workers and establish smooth
employment relations.
Job satisfaction is a pleasurable or emotional state resulting from
the appraisal of ones job and experience. (Locke: 1976). It is
important to realize that these attitudes vary according to
individual experiences and expectations and hence there is no
single unitary concept of job satisfaction.
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RESEARCH METHODOLOGY
Title of the Study
Factors affecting job satisfaction among middle level
executives.
Sub title of the study
( A study of 70 middle level executives in Anupam Industry Ltd. V . U
. Nagar )
Significance of the Study
Job satisfaction is central to many aspects of industrial and
organizational development the individual performance and growth in
the organization influenced by varied function constant changing
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environment have also an influence on individual at personal level
According to scientific management job satisfaction is based on most
pragmatic an essential pessimistic philosophy that man is maintained
by money. The individual involvement, loyalty, dedication to job andorganization seed to be low key affair, the loyalty, dedication and
involvement leads to organization effectiveness productivity as well
as individual growth and enhancement. Job satisfaction is commonly
measured in seven areas that is physical, salary and perks,
promotion, policy, job security, work interest, relation, welfare
facilities. Studying job satisfaction which influence and determine
human behaviour in worth because ultimately all the aspects related
to job satisfaction ultimately leads to good industrial relationship
enhances inter personal relation ultimately leads to increase
productivity and growth of the organization.
Thus the study is an attempt to explore various factor which can
affect industrial development especially related to job satisfaction
which can be helpful to all those and especially industrial social
workers to find out effective measures and solution to deal with the
loopholes and obstacles in gaining effective work.
Objectives of the Study.
Main objectives
To explore various factors affecting job satisfaction.
Specific objectives.
To find out aspects like job security, work interest among
respondents.
To explore the social satisfaction level among respondents.
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To know the attitude of respondents toward the welfare
facilities provided by the management.
Hypotheses of the study
1 Better physical condition lead to good job satisfaction
2 Adequate salary and perks are responsible for increase job
satisfaction level.
3 Good interpersonal relationship will increase the working
satisfaction level among respondents.
Pretesting
Pretesting was done before the actual interview with respondents
where
alteration were made in the interview schedule as per the
requirement of
the research.
Universes
My universe of study consists of Anupam Industry Ltd. V . U.
Nagar.
Sample
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My sample for study consists of departments of Anupam Industry
Ltd. like purchase, production and planning, account, qualitative
control, store, personnel department, design department.
Sampling method
Rsearcher has selected the respondents on the basis of particular
strata like researcher has selected ten respondents from seven
department thats why the sampling method for the study is stratified
random sampling.
Variables
Independents variables
They are age, designation, total experience, marital status.
Dependents variables
Remuneration, attitude towards welfare facilities, opinion about
work interest, job security.
Research designThe study attempts to find out factual information from the
respondents thats why it is exploratory in nature and at the same
time as it describes the factors and aspects in detail it is
descriptive in nature thats why the research design for my study
is exploratory cum descriptive in nature.
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Tools for data collection
Primary tool : Primary tool for data collection was Interview
schedule.
Secondary tool : Secondary tool for data collection consists of
library, books, journals, internet, news Papers, magazines.
Limitations
1.Time constraint was one of the limit during data collection.
2. Responses received were not free from respondents biases
because of their apprehension that it might affect their career.
3.The information should be kept in secrete.
Operational Definition
Job satisfaction has been defined as a pleasurable
emotional state resulting from the appraisal of ones job; an
affective reaction to ones job, and an attitude towards ones job.
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CHAPTER III
RESEARCH SETTING
PROFILEAnupam Industries Ltd. having enriched experience of 35 years is one
of the market leaders in crane manufacturing in India. In a span of 35
years, the company has a satisfied customer base of more than 3500
installations across the globe. Through its 3 decades long history
Anupam has grown from strength to strength and is now a front-
runner in the crane manufacturing industry. Our unbeatable
combination of reliability, innovation and technically superiorproducts deliver great value and performance.
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MISSION
To achieve market leadership across the globe in crane business
through total customer satisfaction.VISION
To establish ourselves as a dominant player in crane manufacturing
across the globe
ESTABLISHMENT
History
Anupam Industries Ltd.was established in 1973-with a purpose of
manufacturing E.O.T (Electric Overhead Transforming crane).The
foundation chairman with rich experience of 10 years in crane design
at Heavy Engineering Corporation, Ranchi. made a humble beginning
with manufacturing of cranes and since than Anupam has gradually
developed its capabilities and has flourished in all horizons.
The main thrust of company all along has been its proficiency in its
design capability, research & development and satisfaction of its
customers.
CORE TEAM
The company is headed by Shri J. C. Patel - Founder Chairman, who is
a sound technocrat with a total experience of 4 decades. Under his
leadership, a team of young technocrats - Mr. Mehul Patel, Managing
Director and Ms. Shreya Patel, Executive Director both with rich
experience are heading different operations of the company. They
are backed by a team of professionals having experience of more
than 3 decades in various functions like designing/engineering,
marketing/contracts, finance and operations.
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SUPPORTED BY
Qualified team members with an average of 10-15 years experience
in each discipline of the crane industry, providing pragmatic wisdom
and a practical insight to the industry.
INFRASTRUCTURE
The companies registered office is 138 GIDC, Vitthal UdhyogNagar.
With branch offices at New Delhi, Mumbai, Chennai, Banglor and
Kolkata.
The companys turnover was increased from 20 crores to 75 crores
and now the planning for further increase of turn over about 75 to150 crores. Today Anupam one of the foremost organization in India
having an absolute experience of 25 years in this field.
Turn Over:
The annual turn over of Anupam Industry Ltd. For the year 2006
2007 is Rs. 70.42 crores.
Future Plan:
Future plan of the company is to be Global Leader in crane
industry all over India & abroad.
To achieve the target of Rs. 300 crores.
To get more orders from different sectors like power steal,
nuclear, construction and general purpose crans.
Unit-I
Shop Area:
Assembly Shop : Span 10.0m x Height 6.0m x
Length 56.3
Assembly Shop 2 : Span 12.0m x Height 8.0m x Length
56.3mEquipped with 50 T & 10 T Cranes
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Fabrication Shop : 1.Span 14.5m X Height 6.0m X Length
40.0m
2.10 T S/G Cranes (2 Nos.)
Load Testing Facility : 250 T (1 No.) Load Pit Assembly Capacity : 4 To 6 Cranes per Month
Single Largest Component Handling Capacity : 50 T
Unit-II
Shop Area:
Fabrication : Span 17.5m X Height 12.0m X Length
Shop100.0
Assembly Shop : Equipped with 20 T D/G (2 Nos.), 15 T S/G (1
No.)
Load Testing Facility: Span 19.0m X Height 12.0m X Length
100.0m
Equipped with 40/10 TD/G (2Nos.), 20 T
D/G (1 No.)
Assembly Capacity : 350 T (2 Nos.) Load Pit
Single Largest Component Handling Capacity :8 To 10 Cranes
per Month
TESTING FACILITY
Load Testing Facility of up to 350 T (1 No. 250 T Load Pit and 3
nos. 350 T Load Pits, with RCC load blocks)
Latest equipment and processes for all NDT testing
Managed by qualified Level II engineers
The best established Quality Assurance(QA) system from raw
material acquisition to the finished product, monitored by
qualified team of experienced QA Engineers equipped with
sophisticated, periodically calibrated instruments.
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PRODUCT RANGE
POWER PLANT CRANES
Cranes and components are designed to suit all requirements of
construction & maintenance of the Power Plant. So far we have
supplied 200 T capacity cranes and span unto 35 m for various power
projects in India.
GRABBING CRANES
We have supplied wide range of grabbing cranes with a bucket
capacity of unto 6.3 m3 for various industrial applications like... Coal
Handling, Waste Handling...
STEEL PLANT CRANES
Cranes and components are designed for M7 & M8 duty, with
necessary de-rating factor, applicable for steel plant environments
and operations...
CONSTRUCTION INDUSTRY CRANES
We have vast experience and largest market share in supplying
Gantry cranes unto 120 T capacities and span unto 30 m for handling
precuts segments during...
REFINERY CRANES
We have supplied cranes for refinery applications suitable for Gas
Group-A, Group-B & Group-C conditions and T-3 & T-4 temperature
services, as per our customer' requirements...
NUCLEAR INDUSTRY CRANES
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A highly specialized Single Failure Proof type of crane design has
been developed by us for Nuclear Industry applications like handling
of radioactive material...
STANDARD PRODUCTS
Wire Rope Hoist | Modular Compact Drive for LT & CT | Hoisting Gear
Box for Winch | Radio Control | Pendant | Inverter Drives.
TOTAL WORKERS
STAFF...........................170
WORKER.. . 130
CONTRECT LEBOUR.. 15
CHPTER V
Findings, Conclusion & Suggestion
Findings
The majority of respondents .i .e. 58.57% are in the age
group of 20-30 %.
The majority of respondents i. e. 41.42% have studied up to
P.G Diploma i.e.
The majority of respondents i.e. 50% are married.
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http://www.anupamgroup.com/standard.htm#wirehttp://www.anupamgroup.com/standard.htm#drivehttp://www.anupamgroup.com/standard.htm#gearhttp://www.anupamgroup.com/standard.htm#gearhttp://www.anupamgroup.com/standard.htm#radiohttp://www.anupamgroup.com/standard.htm#pendanthttp://www.anupamgroup.com/standard.htm#inverterhttp://www.anupamgroup.com/standard.htm#wirehttp://www.anupamgroup.com/standard.htm#drivehttp://www.anupamgroup.com/standard.htm#gearhttp://www.anupamgroup.com/standard.htm#gearhttp://www.anupamgroup.com/standard.htm#radiohttp://www.anupamgroup.com/standard.htm#pendanthttp://www.anupamgroup.com/standard.htm#inverter -
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The majority of respondents i.e. 85.71% does not feel it as
tired some physically
The majority of respondents i.e. 77.14% are felt that the jobis tolerable and not forcing for a stressful and fast life.
The majority of respondents i.e. 75.71% suggest that the job
is not very hatic and they are enjoying it with satisfaction.
The majority of respondents .i.e. 74.28% feel that job is not
causing any occupational hazard and show sign of jobsatisfaction
The majority of respondents .i.e. 90% said the present job
do not require to work long.
The majority of respondents .i.e. 75.71% feel that job is not
so much challenging for the respondents
The majority of respondents .i.e. 87.14% are satisfied with
the work place.
The majority of respondents .i.e. 72.85% feel that they are
paid fair salary for the work they do.
The majority of respondents .i.e. 72.85% are satisfied that
the work is improving their earning capacity, that the good
salary and perks is provided by the management and
employees are happy.
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The majority of respondents .i.e.72.85% said the work gives
good financial prospect, that goes in favour of work
satisfaction with financial aspect.
The majority of respondents .i.e. 68.57% said the work give
opportunity to earn maximum income, which reveals that
there are other means may be other incentives provided by
the management to the employees to earn maximum
income.
The majority of respondents .i.e. 84.28% said the workprepare for a more lucrative job in future that means
present job is enough possible and opening new vistas for
future development.
The majority of respondents .i.e. 80% said the work give
good returns and investment in education.
The majority of respondents .i.e. 82.85% feel that they can
earn more in some other job, it suggests that though
respondents are earning good salary they have certain
beliefs of earning more from other job.
The majority of respondents .i.e. 80% are satisfied with the
method of promotion .
The majority of respondents .i.e. 80% believe that other
people ahead of them executes unfair means which is not a
good organizational environment.
The majority of respondents .i.e. 77.14% feel satisfied that
the organization follow the satisfactory method of
promotion.
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The majority of respondents .i.e. 60% believe that it is
necessary to do aversive things to get promotion.
The majority of respondents .i.e. 75.71% believe that thepoor promotion policy affects industrial functioning.
The majority of respondents .i.e. 77.14% said the policy
were easy to understand, which shows good organization
policies for the employees.
The majority of respondents .i.e. 91.42% feel that the jobgives them real personal satisfaction than things they do in
spare time.
The majority of respondents .i.e. 88.57% have respect and
regard for their authority.
The majority of respondents .i.e. 80% feel that they have
been taking more responsibility in their work than they
deserve.
The majority of respondents .i.e. 75.71% said the policies
and problems of people under whom they work adequately
explained, it suggests that good interpersonal relationsbetween management and workers.
The majority of respondents .i.e. 84.28% do not have fear of
loosing job, it may be they are competent enough that they
cant loose the job.
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The majority of respondents .i.e. 82.83% feel efficient as the
average person with whom they work, that respondents are
confident about their efficiency.
The majority of respondents .i.e. 97.14% satisfy because the
adequate arrangement made for absence due to sickness.
The majority of respondents .i.e. 90% satisfies because they
have eventual relievement security of job.
The majority of respondents .i.e. 77.14% said that thefinancial aspect related satisfaction is strong among the
respondents.
The majority of respondents .i.e. 78.57% are satisfied with
the job security in this organization.
The majority of respondents .i.e. 74.28% believe that thepoor job security does not effect on industrial relation
functioning.
The majority of respondents .i.e. 80% think that job security
would be improved constant contact with supervisor.
The majority of respondents .i.e. 81.42% are reallyinterested in present job.
The majority of respondents .i.e. 88.57% feel their life
becomes empty without their work.
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The majority of respondents .i.e. 91.42% feels that the job
gives them real personal satisfaction than the things they do
in spare time.
The majority of respondents .i.e. 65.71% would like to work
to continue if it is not financially necessary.
The majority of respondents .i.e.74.28% think that their work
interest increasing by freedom in job, it suggests that
management must give openings to creativity.
The majority of respondents .i.e. 90% think that their work
interest increase by salary and perks.
The majority of respondents .i.e. 80% feel that job does not
restrict social freedom, it suggests social complications are
less due to their job.
The majority of respondents .i.e. 84.28% said the job
provides adequate financial status in community.
The majority of respondents .i.e. 72.85% did not feel that
they have to work with some such people whom they do not
like much.
The majority of respondents .i.e. 88.57% do not feel that
there is none in whom they can confide.
The majority of respondents .i.e. 78.57% get disturbed when
their peers try to double cross which they do not explicitly
show it.
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The majority of respondents .i.e. 80% do not thinks that
their social status effect their job satisfaction, there is no
relation between the social stats and job satisfaction as per
the respondents
The majority of respondents .i.e. 71.42% do not think that
frequent problems in inter personal relations between the
employees and their supervisors may lead the disturbed
industrial relation.
The majority of respondents .i.e. 41.42% are highly satisfiedwith the welfare facilities in their organization.
The majority of respondents .i.e. 51.42% thinks that the
poor welfare facility have an effect on industrial relation.
The majority of respondents .i.e. 40% are highly satisfied
with working hours and they feel that they do not have towork for a longer hours.
The majority of respondents .i.e. 48.57% are neutral to think
that they get anxious goal or purpose in their life.
The majority of respondents .i.e. 50% are highly satisfied
that their present job is respectable job.
The majority of respondents .i.e. 50% are neutral, they think
that they easily make friends with their colleagues.
The majority of respondents .i.e. 80% think that their
supervisor sympathetically hear their difficulties.
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The majority of respondents .i.e. 51.42% feel nervous or
hesitate because their colleagues are not sincere to them.
The majority of respondents .i.e. 80% do not feel nervous orhesitate while talking to their boss.
The majority of respondents .i.e. 64.28% think that
people in their office miss-understand them.
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CONCLUSION
Personal information
Under this heading researcher concluded that mostly the respondents
belongs to young adults group, are diploma holders and are married.
Physical Condition
Under this heading researcher concluded that mostly respondents
does not feel job as tiresome, job is tolerable and not forcing for a
stressful situation and job is not causing any occupational hazard, job
is not challenging for the respondents they are satisfied with
condition of work place.
Remuneration
Under this heading researcher concluded that salary and perks is
one of the important aspect of job satisfaction good salary and
perks is provided by the management and employers.
Respondents are happy for that good financial prospect goes in
favour of work satisfaction there can be other means may be
other incentives provided by the management to the employees
to earn maximum income. According to respondents present job
is opening new vistas for future development.
Promotion
Under this heading researcher concluded that mostly
respondents are earning good salary but they have certain
beliefs of earning more from other job Substantial number of
respondents are not satisfied with the employer suggesting
job dis-satisfaction, employer are accepting unfair means to
get the promotion, thus it is clear that respondents are hiding
the truth , mostly respondents are now adjust with the present
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job, policies are easi ly understandable shows good
organization culture,
Authority
Under this heading researcher concluded that mostly respondents
have respect and regard for their authorities, they have been taking
more responsibility in their work than they deserve it shows worker
enthusiasm to do their work, good interpersonal relation with the
worker and management.
Job security
Under this heading researcher concluded that mostly respondents
do not have fear of loosing job it may be they are competent
enough that they cant loose the job, respondents are confident
about their efficiency, financial aspects related satisfaction is
strong among the respondents. According to respondent poor job
security does not have an effect on industrial relation functioning.
Work interest
Under this heading researcher concluded that mostly
respondents are really interested in present job and feel
emptiness in their life, and feel their work so interesting that they
mind being not having work, mostly respondents would like to
continue to work either it is financial necessary or not workinterest increased by freedom in job management must give
opening to creativity, respondents decline an opportunity to
change their job it shows work satisfaction among respondents.
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Social satisfaction
Under this heading researcher concluded that mostly respondent
think that the job does not restrict social freedom that social
complications are less due to their job, job provide adequatefinancial status in community, respondents hesitate in accepting
responsibilities of social functions, mostly respondents think that
they have selected the right job for themselves, social status of
respondents has increased because of their job they are invited to
preside over some social gathering or functions because of their
job status.
Relations
Under this heading researcher concluded that mostly respondents do
not have liking or disliking to work with other worker, respondents
dont think that there is none in whom they can confide, mostly
respondents like their work because of the people with whom they
work are good, respondents get disturbed when their peers try to
double cross, suggestions by the respondents are openly invited by
the supervisors, there is no relations as per the respondents do not
believe in that the relation can hamper industrial relations.
Welfare facilities
Under this heading researcher concluded that mostly
respondents are highly satisfied with the welfare facilities in their
organization, poor welfare facility can have an effect on industrial
relations, but it may not have as per significant number of
respondents.
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Psychological factor
Under this heading researcher concluded that mostly
respondents are highly satisfied with working hours areneutral about thing that their subordinates go against their
wishes and are neutral for giving up present job and taking up
some another job and are highly satisfied that their present
job is a respectable job, good interpersonal relationship
between the employees, they do not feel nervous or hesitate
while talking to their boss, which shows open door policy
system in the organization.
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Suggestions
Employee will always like to work if he is happy with job
security and remuneration. The management should try
to help its workers in all the ways so that the workers
are happy and satisfied at the same time they put their
effort in work with a lot of satisfaction and take keen
interest. So that they develop the sense of
belongingness and also consider the work to be their own
and do it with full dedication.
Counseling is one of the most important areas of
industrial social work the counselor can identify and
detect the individual as well as the group problem
related to job.
Organization should promote healthy interpersonal
relationship which can help both management and
employees to adjust and work with understanding.
People should be asked to come forward with their
problems and action should be taken based on their
suggestions and ideas. Thus the management should use
workers participation in the management as technique to
strengthen their individual relation and to satisfy
For removing communication gap organization must
identify and remove various barriers, moreover various
decision are made to know through display of not in
vernacular language so that everybody knows about may
organization are also condition one or two days workshop
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for improving the communication amongst employees
with the help of expert management consultant.
To get improvement in the canteen facili ties because
many of them not satisfied with canteen facility.
For an industry to function harmoniously the
management and union should work hand in hand with
each other. Both should have a positive and constructive
attitude towards each other.
There shall be initiation of mor3 motivational climate so
that the potentials of employees can get a full flow can
develop their personalities.
Need based training programmes shall be undertaken by
the management for the employees so that it canfacilitate the organizational development.
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BIBLIOGRAPHY
- Saiyadin Mirza : Human Resource Management.
(Tata McGraw Hill Publication)
- Elizabeth Hurlock : Developmental psychology III rd
Edition.
(McGraw Hill Book co. Ltd.)
- C B Mannoria : Personnel Management and Industrial
Relation in India
(Vikas Publication House Pvt Ltd)
- Fred Luthans : Organizational Behavior.
(McGraw Hill Book co. Ltd.)
- Mamoria Gankar : Dynamics of Industrial Relations.
(Himalaya Publication House)
- N V Khan Sherwani : Human Resource Management.
WEB SITES
1. www.humanlinks.com
2. www.news.harward.edu.
3. www.hrworld.com
4 www booksunderreview com
http://www.humanlinks.com/http://www.news.harward.edu/http://www.hrworld.com/http://www.booksunderreview.com/http://www.humanlinks.com/http://www.news.harward.edu/http://www.hrworld.com/http://www.booksunderreview.com/