Job Satisfaction

"Job satisfaction is defined as "the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs"
This definition suggests job satisfaction is a general or global affective reaction that individuals hold about their job. While researchers and practitioners most often measure global job satisfaction, there is also interest in measuring different "facets" or "dimensions" of satisfaction. Examination of these facet conditions is often useful for a more careful examination of employee satisfaction with critical job factors. Traditional job satisfaction facets include: co wor!ers, pay, job conditions, supervision, nature of the wor! and benefits."

Job satisfaction, a wor!er"s sense of achievement and success, is generally perceived to be directly lin!ed to productivity as well as to personal wellbeing. #ob satisfaction implies doing a job one enjoys, doing it well, and being suitably rewarded for one"s efforts. #ob satisfaction further implies enthusiasm and happiness with one"s wor!. The $arvard %rofessional &roup '())*+ sees job satisfaction as the !eying redient that leads to recognition, income, promotion, and the achievement of other goals that lead to a general feeling of fulfillment.

Importance to Worker and Organization

,re-uently, wor! underlies self esteem and identity while unemployment lowers self worth and produces anxiety. .t the same time, monotonous jobs can erode a wor!er"s initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. #ob satisfaction and occupational success are major factors in personal satisfaction, self respect, self esteem, and self development. To the wor!er, job satisfaction brings a pleasurable emotional state that often leads to a positive wor! attitude. . satisfied wor!er is more li!ely to be creative, flexible, innovative, and loyal.

,or the organi/ation, job satisfaction of its wor!ers means a wor! force that is motivated and committed to high -uality performance. 0ncreased productivity123the -uantity and -uality of output per hour wor!ed123seems to be a byproduct of improved -uality of wor!ing life. 0t is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. $owever, studies dating bac! to $er/berg"s '()45+ have shown at least low correlation between high morale and high productivity, and it does seem logical that more satisfied wor!ers will tend to add more value to an organi/ation. 6nhappy employees, who are motivated by fear of job loss, will not give (77 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline. Tangible ways in which job satisfaction benefits the organi/ation include reduction in complaints and grievances, absenteeism, turnover, and termination8 as well as improved punctuality and wor!er morale. #ob satisfaction is also lin!ed to a more healthy wor! force and has been found to be a good indicator of longevity. .nd although only little correlation has been found between job satisfaction and productivity, 9rown '()):+ notes that some employers have found that satisfying or delighting employees is a prere-uisite to satisfying or delighting customers, thus protecting the "bottom line." ;o wonder .ndrew <arnegie is -uoted as saying: "Ta!e away my people, but leave my factories, and soon grass will grow on the factory floors. Ta!e away my factories, but leave my people, and soon we will have a new and better factory"

Creating Job Satisfaction

>o, how is job satisfaction created? What are the elements of a job that create job satisfaction? @rgani/ations can help to create job satisfaction by putting systems in place that will ensure that wor!ers are challenged and then rewarded for being successful. @rgani/ations that aspire to creating a wor! environment that enhances job satisfaction need to incorporate the following:

,lexible wor! arrangements, possibly including telecommuting Training and other professional growth opportunities 0nteresting wor! that offers variety and challenge and allows the wor!er opportunities to "put his or her signature" on the finished product @pportunities to use one"s talents and to be creative @pportunities to ta!e responsibility and direct one"s own wor! . stable, secure wor! environment that includes job securityAcontinuity .n environment in which wor!ers are supported by an accessible supervisor who provides timely feedbac! as well as congenial team members ,lexible benefits, such as child care and exercise facilities 6p to date technology <ompetitive salary and opportunities for promotion

%robably the most important point to bear in mind when considering job satisfaction is that there are many factors that affect job satisfaction and that what ma!es wor!ers happy with their jobs varies from one wor!er to another and from day to day. .part from the factors mentioned above, job satisfaction is also influenced by the employee"s personal characteristics, the manager"s personal characteristics and management style, and the nature of the wor! itself. Banagers who want to maintain a high level of job satisfaction in the wor! force must try to understand the needs of each member of the wor! force. ,or example, when creating wor! teams, managers can enhance wor!er satisfaction by placing people with similar bac!grounds, experiences, or needs in the same wor!group. .lso, managers can enhance job satisfaction by carefully matching wor!ers with the type

of wor!. ,or example, a person who does not pay attention to detail would hardly ma!e a good inspector, and a shy wor!er is unli!ely to be a good salesperson. .s much as possible, managers should match job tas!s to employees" personalities. Banagers who are serious about the job satisfaction of wor!ers can also ta!e other deliberate steps to create a stimulating wor! environment. @ne such step is job enrichment. #ob enrichment is a deliberate upgrading of responsibility, scope, and challenge in the wor! itself. #ob enrichment usually includes increased responsibility, recognition, and opportunities for growth, learning, and achievement. Darge companies that have used job enrichment programs to increase employee motivation and job satisfaction include .TET, 09B, and &eneral Botors 'Faft, ())5+. &ood management has the potential for creating high morale, high productivity, and a sense of purpose and meaning for the organi/ation and its employees. Empirical findings show that job characteristics such as pay, promotional opportunity, tas! clarity and significance, and s!ills utili/ation, as well as organi/ational characteristics such as commitment and relationship with supervisors and co wor!ers, have significant effects on job satisfaction. These job characteristics can be carefully managed to enhance job satisfaction. @f course, a wor!er who ta!es some responsibility for his or her job satisfaction will probably find many more satisfying elements in the wor! environment. Everett '())4+ suggests that employees as! themselves the following -uestions:

When have 0 come closest to expressing my full potential in a wor! situation? What did it loo! li!e? What aspects of the wor!place were most supportive? What aspects of the wor! itself were most satisfying? What did 0 learn from that experience that could be applied to the present situation?

Workers' Roles in Job Satisfaction

0f job satisfaction is a wor!er benefit, surely the wor!er must be able to contribute to his or her own satisfaction and well being on the job. The following suggestions can help a wor!er find personal job satisfaction:

>ee! opportunities to demonstrate s!ills and talents. This often leads to more challenging wor! and greater responsibilities, with attendant increases in pay and other recognition.

Fevelop excellent communication s!ills. Employers value and reward excellent reading, listening, writing, and spea!ing s!ills. Hnow more. .c-uire new job related !nowledge that helps you to perform tas!s more efficiently and effectively. This will relieve boredom and often gets one noticed.

Femonstrate creativity and initiative. Iualities li!e these are valued by most organi/ations and often result in recognition as well as in increased responsibilities and rewards.

Fevelop teamwor! and people s!ills. . large part of job success is the ability to wor! well with others to get the job done. .ccept the diversity in people. .ccept people with their differences and their imperfections and learn how to give and receive criticism constructively. >ee the value in your wor!. .ppreciating the significance of what one does can lead to satisfaction with the wor! itself. This helps to give meaning to one"s existence, thus playing a vital role in job satisfaction.

Dearn to de stress. %lan to avoid burnout by developing healthy stress management techni-ues.

Assuring Job Satisfaction

.ssuring job satisfaction, over the longterm, re-uires careful planning and effort both by management and by wor!ers. Banagers are encouraged to consider such theories as $er/berg"s'()45+ and Baslow"s '()GC+ <reating a good blend of factors that contribute to a stimulating, challenging, supportive, and rewarding wor! environment is vital. 9ecause of the relative prominence of pay in the reward system, it is very important that salaries be tied to job responsibilities and that pay increases be tied to performance rather than seniority. >o, in essence, job satisfaction is a product of the events and conditions that people experience on their jobs. 9rief '())*+ wrote: "0f a person"s wor! is interesting, her pay is fair, her promotional opportunities are good, her supervisor is supportive, and her cowor!ers are friendly, then a situational approach leads one to predict she is satisfied with her job" 'p. )(+. Jery simply put, if the pleasures associated with one"s job outweigh the pains, there is some level of job satisfaction

<@B%.;K %L@,0DE
Hota! Bahindra old mutual life insurance ltd. 0s a joint venture between !ota! Bahindra ban!s Dtd.? .nd old mutual plc. .t !ota! life insurance, we aim to help customers to ta!e financial Fecisions at every stage in life by offering them a wide range of innovative life insurance %roducts, to ma!e them financial independent((. Br. &orang shah is the managing director of !ota! Bahindra old mutual life insurance limited.

KO AK !A"I#$RA %RO&'
Established in ()*G, the Hota! Bahindra &roup has long been one of 0ndiaMs most reputed organi/ations in the financial services domain. Hota! Bahindra &roup is committed for providing high -uality financial products, services and support to its customers8 and is structured in different businesses li!e 9an!ing, Dife 0nsurance, Butual ,unds, <ar ,inance, >ecurities and 0nstitutional e-uities. .s on C( st Fecember =77:, the group stands at a net worth of around Ls. C(77 crore, employees around ):77 people in its various branches providing services at across C77 cities. The &roup services around =.= million customer accounts((.

O($ !& &A( 'lc)

@ld Butual, a company with (:7 years experience in life insurance, is an international financial services group listed on the Dondon >toc! Exchange and included in the ,T>E (77 list of companies, with assets under management worth N G77 9illion as on C7th #une, =77:. ,or customers, this joint venture translates into a company that combines international expertise with the understanding of the local mar!et. The group has a substantial presence in the 6H, 6> and >outh .frican mar!ets. The company is also wor!ing in the field of asset management, ban!ing and general insurance services in over G7countries. .s on C( Fecember =774, @ld Butual had more than 5 million life insurance policies, C.: million ban!ing customers and over 4, 47,777 general insurance policies((.

O "*R %RO&' CO!'A#I*S O+ KO AK (I+* I#S&RA#C*

H@T.H B.$0;FL. 9.;H DTF H@T.H B.$0;FL. <.%0T.D <@B%.;K DTF 0;TEL;.T0@;.D >69>0F0.L0E> H@T.H B.$0;FL. %L0BE DTF H@T.H >E<6L0T0E> DTF H@T.H B.$0;FL. .>>ET B.;.&EBE;T <@B%.;K

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"IS OR, O+ KO AK (I+*

H@T.H B.$0;FL. @ld Butual Dife 0nsurance is a joint venture between H@T.H B.$0;FL. 9an! Dtd., along with its affiliates8 and @ld Butual plc. Established in ()*G, the H@T.H B.$0;FL. &roup has long been one of 0ndiaMs most reputed organi/ations in the financial services domain. H@T.H B.$0;FL. &roup is committed for providing high -uality financial products, services E support to its customers8 and is structured in different business li!e 9an!ing, Dife 0nsurance, Butual ,unds, <ar ,inance, >ecurities, 0nstitutional E-uities and 0nvestment ban!ing. H@T.H B.$0;FL. ,inance Dtd. the flagship company of H@T.H B.$0;FL. &roup was converted into KO AK !A"I#$RA -ank (td) in Barch =77C, ma!ing it the first ;9,< to be offered a ban!ing license. .s on C( st Fecember =77:, the group stands at a net worth of around Ls. C(77 crore, employing around ):77 people in its various business and has distribution networ! of branches, franchisees, representative offices in ;ew Kor!, Dondon, Fubai and Bauritius. The group service around =.= million customer accounts ((.

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"IS OR, O+ I#S&RA#C*

Almost .,/00 1ears ago, in the ancient land of 9abylonia, traders used to bear ris! of the caravan trade by giving loans that had to be later repaid with interest when the goods arrived safely. 0n =(77 9<, the <ode of $ammurabi granted legal status to the practice. That, perhaps, was how insurance made its beginning. Dife insurance had its origins in ancient Lome, where citi/ens formed burial clubs that would meet the funeral expenses of its members as well as help survivors by ma!ing some payments. .s European civili/ation progressed, its social institutions and welfare practices also got more and more refined. With the discovery of new lands, sea routes and the conse-uent growth in trade, Bedieval guilds too! it upon themselves to protect their member traders from loss on account of fire, shipwrec!s and the li!e. >ince most of the trade too! place by sea, there was also the fear of pirates. >o these guilds even offered ransom for members held captive by pirates. 9urial expenses and support in times of sic!ness and poverty were other services offered. Essentially, all these revolved around the concept of insurance or ris! coverage. That"s how old these concepts are, really. 0n (CG5, in &enoa, European maritime nations entered into the earliest !nown insurance contract and decided to accept marine insurance as a practice.

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2e first step)))

0nsurance as we !now it today owes its existence to (5th century England. 0n fact, it began ta!ing shape in (:** at a rather interesting place called Dloyd"s <offee $ouse in Dondon, where merchants, ship owners and underwriters met to discuss and transact business. 9y the end of the (*th century, Dloyd"s had brewed enough business to become one of the first modern insurance companies. Insurance and !1t2))) 9ac! to the (5th century. 0n (:)C, astronomer Edmond $alley constructed the first mortality table to provide a lin! between the life insurance premium and the average life spans based on statistical laws of mortality and compound interest. 0n (54:, #oseph Fodson rewor!ed the table, lin!ing premium rate to age. *nter companies)))

The first stoc! companies to get into the business of insurance were chartered in England in (5=7. The year (5C4 saw the birth of the first insurance company in the .merican colonies in <harleston, ><. 0n (54), the %resbyterian >ynod of %hiladelphia sponsored the first life insurance corporation in .merica for the benefit of ministers and their dependents. $owever, it was after (*G7 that life insurance really too! off in a big way. The trigger: reducing opposition from religious groups. 2e gro3ing 1ears)))

(4

The ()th century saw huge developments in the field of insurance, with newer products being devised to meet the growing needs of urbani/ation and industriali/ation. 0n (*C4, the infamous ;ew Kor! fire drew people"s attention to the need to provide for sudden and large losses. Two years later, Bassachusetts became the first state to re-uire companies by law to maintain such reserves. The great <hicago fire of (*5( further emphasi/ed how fires can cause huge losses in densely populated modern cities. The practice of reinsurance, wherein the ris!s are spread among several companies, was devised specifically for such situations. 0n the ()th century, many societies were founded to insure the life and health of their members, while fraternal orders provided low cost, members only insurance. Even today, such fraternal orders continue to provide insurance coverage to members as do most labor organi/ations. Bany employers sponsor group insurance policies for their employees, providing not just life insurance, but sic!ness and accident benefits and old age pensions. Employees contribute a certain percentage of the premium for these policies. In India))) 0nsurance in 0ndia can be traced bac! to the Jedas. ,or instance, yoga!shema, the name of Dife 0nsurance <orporation of 0ndia"s corporate head-uarters, is derived from the Lig Jeda. The term suggests that a form of "community insurance" was prevalent around (777 9< and practiced by the .ryans. 9urial societies of the !ind found in ancient Lome were formed in the 9uddhist period to help families build houses, protect widows and children. 9ombay Butual .ssurance >ociety, the first 0ndian life assurance society, was formed in (*57. @ther companies li!e @riental, 9harat and Empire of 0ndia were also set up in the (*57 )7s.

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0t was during the swadeshi movement in the early =7th century that insurance witnessed a big boom in 0ndia with several more companies being set up. .s these companies grew, the government began to exercise control on them. The 0nsurance .ct was passed in ()(=, followed by a detailed and amended 0nsurance .ct of ()C* that loo!ed into investments, expenditure and management of these companies" funds. 9y the mid ()47s, there were around (57 insurance companies and *7 provident fund societies in the country"s life insurance scene. $owever, in the absence of regulatory systems, scams and irregularities were almost a way of life at most of these companies. .s a result, the government decided nationali/es the life assurance business in 0ndia. The Dife 0nsurance <orporation of 0ndia was set up in ()4: to ta!e over around =47 life companies. ,or years thereafter, insurance remained a monopoly of the public sector. 0t was only after seven years of deliberation and debate after the L; Balhotra <ommittee report of ())G became the first serious document calling for the re opening up of the insurance sector to private players =77(. The 0nsurance Legulatory E Fevelopment .uthority, an autonomous insurance regulator set up in =777, has extensive powers to oversee the insurance business and regulate in a manner that will safeguard the interests of the insured(5. that the sector was finally opened up to private players in

(5

+& &R* O+ I#S&RA#C* I# I#$IA

.s per a recent report O0ndian 0nsurance 0ndustry ,orecast '=775 =77)+3 published by L;<@>, it has been found that ODife insurance mar!et in 0ndia will li!ely reach around Ls (:*C 9illion by the year =77). <hanging consumer behavior, &F% growth rate, changing socio economic demography, and natural calamities occurring from time to time will remain the !ey contributors in this growth.3 .pril =775, current ,KMs first month, saw new businesses expand by G)P, whereas general insurance players witnessed (:P increase during the same month. @utstanding performance of >90 Dife, 0<0<0 %rudential, and D0< helped the 0ndian life insurance industry in mopping up almost Ls =,*)= crore in .pril this year, whereas it was Ls (,)): crore in the same month last year. @n the other hand, Leliance Dife, 0;& Jysya, and 9ajaj .llian/ were amongst those insurers that came across a decline in their premium collection over the review period, as per the data compiled by 0nsurance Legulatory E Fevelopment .uthority(:. >elling almost (4, *),:*G policies during this .pril, D0< the largest life insurer in 0ndia witnessed 45P growth in its new premiums that reached to Ls =,(CG crore. D0< grabbed a mar!et share of almost 5(.4:P during this .pril. ;on life or general insurance industry saw a growth of (:P during this month, and 0<0<0 Dombard was the second largest player in this segment. 9usiness >tandard published this in news on (G #une =775. Doo!ing at the current scenario, it can be made out that the four established public sector players namely, ;ational 0nsurance, 6nited 0ndia, @riental 0nsurance, and ;ew 0ndia .ssurance, may have to face stiff competition from private players li!e 9ajaj .llian/, Leliance &eneral, and 0<0<0 Dombard, as per 9usiness >tandard.

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.ccording to L;<@> report O0ndian 0nsurance 0ndustry ,orecast '=775 =77)+3, O%erformance of life insurance industry remained better in comparison to non life segment over the five year period spanning =77( =774. >ome -ualitative factors, li!e the deregulation rate of insurance mar!et, and implementation rate of technologies prevailing in the mar!et, need to perform up to the industry expectations in order to improve the growth rate of 0ndian life insurance mar!et.3 This report provides an objective analysis of all aspects of 0ndian insurance industry. The issues addressed in this report include: prospective investment areas in 0ndian life insurance industry, mar!et strategies adopted by !ey players in this segment, opportunities and challenges present in this industry, and so on(4.

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(I+* I#S&RA#C* A$4A# A%*S

>ome of the life insurance advantages offered by different types of Dife 0nsurance %olicies are: Dife 0nsurance policies can help secure the future of children for collegeAeducational purposes as the amount of life 0nsurance %olicy increases on a minorMs or parentMs life. Dife 0nsurance provides the option to pass e-ual assets to the children who are not active in the ,amily business at the time the family business is passed on. The growth of a cash value policy is tax deferred you do not pay taxes on the cash value accumulation until you withdraw funds from the policy. Dife 0nsurance helps retain your 9usiness from the loss of a !ey employee. 6ntimely death of a !ey employee can pose severe financial loss to the business. . lot of 0nsurance products presently provide good returns, which could be a beneficial way for saving necessary funds for retirement years. 9enefits are available immediately and may be used to help pay expenses such as final illness and funeral costs, eliminating the need to sell estate assets to cover these costs. . carefully signed Dife 0nsurance %olicy with desired ownership and beneficiary arrangements helps secure you and your family in the long term(4.

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COR'ORA * S R&C &R*

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+I#A#CIA( S R&C &R*

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(I *RA &R* R*4I*W

The literature survey conducted here include the academic boo!s and website. the study being conducted was Oto evaluate the effectiveness of recruitment and selection policy in relation with increasing attrition problem.3 &ui D, 9arriball HD, While .E. =nd Bilitary Bedical 6niversity, >chool of ;ursing, >hanghai, %L <hina.

#ob satisfaction among nurses is of concern throughout the world but the satisfaction of nurse teachers has received less attention and no review of global research on the topic has been published. . comprehensive literature review '()5: =775+ was underta!en from an international perspective 'nQ=: papers and G doctoral abstracts+ to examine the state of !nowledge about nurse teachers" job satisfaction over time. <overage over the last C7 years was selected to examine if the level and contributing factors to nurse teachers" job satisfaction have changed during a time which has seen considerable developments and reorgani/ation of nurse education as well as the role of nurse teachers. The purpose of this %art 0 paper is to: 'i+ review the different measurements of job satisfaction, 'ii+ report the job satisfaction levels of nurse teachers and, 'iii+ identify the components of job satisfaction of nurse teachers. This paper provides the foundation for the %art 00 paper which reviews the literature regarding the effects and related factors of nurse teachers" job satisfaction.

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(. %rasad D.B. O$uman resource management3 pp=() purpose and importance of Lecruitment E selection can not be ignored as by this org. =. 9hattacharyya Humar Fipa!, O$uman resource management3 Excel boo!s pp(::. what is basically recruitment, its introduction, how to carry out recruitment.. C. Fwivedi L.>. OBanaging $uman Lesource, %ersonnel Banagement3 '0ndian enterprises, &algotia publishing company, ;ew delhi,(st edition, pp): )5 what is a recruitment policy .what factors should be include while formulating. G. Lao J.>.%, $uman Lesource Banagement3, Excel boo!s,(st edition,pp(4(. 0mportance of tests while selecting the candidates for the job, as these tests help the interviewer to better judge the candidate his competency for the particular jobs. 4. 9ernardin #ohn $, O$uman Lesource Banagement3, Tata Bc &raw $ill publishing company ltd., ;ew Felhi, pp (:7 (:C.the effectiveness of selection method depends upon the reliability of the data ,validity of the purpose E utility of the methods. :. &ulati .mbi!a, OTraining and Banagement3, volC, aug75, pp(* (), 0mportance of recruitment function in an organisation.

5. &ulati .mbi!a,3 Training and Banagement3, volC, june 75,ppG: G changing role of $uman Lesource *. &ulati .mbi!a, OTraining and Banagement3,volC a single clic! for all recruitment solutions.

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). Lao #anardhan ;, OB9. Leview3mar75,ppCC C5. %aradigam shifts in human resources. (7. Hothari <.9. OLesearch Bethodology Bethods E Techni-ues3, new age international research methodology

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O-J*C I4*S O+ "* S &$,

To find that whether the employees are satisfied or not.

To analyse the companyMs wor!ing environment.

To chec! the Fegree of satisfaction of employees.

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

To find that employees are wor!ing with their full capabilities or not.

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R*S*ARC" !* "O$O(O%,
Lesearch methodology is a way to systematically solve the problem. 0t may be understood has a science of studying how research is done scientifically. 0n it we study the various steps that all generally adopted by a researcher in studying his research problem along with the logic behind them. The scope of research methodology is wider than that of research method. !eaning of Researc2 Lesearch is defined as Oa scientific E systematic search for pertinent information on a specific topic3. Lesearch is an art of scientific investigation. Lesearch is a systemi/ed effort to gain new !nowledge. 0t is a careful in-uiry especially through search for new facts in any branch of !nowledge. The search for !nowledge through objective and systematic method of finding solution to a problem is a research. R*S*ARC" $*SI%# . research is the arrangement of the conditions for the collections and analysis of the data in a manner that aims to combine relevance to the research purpose with economy in procedure. 0n fact, the research is design is the conceptual structure within which research is conducted8 it constitutes the blue print of the collection, measurement and analysis of the data. .s search the design includes an outline of what the researcher will do from writing the hypothesis and its operational implication to the final analysis of data. The design is such studies must be rigid and not flexible and most focus attention on the following =8

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Researc2 $esign can be categorized as5

,'*S O+ R*S*ARC" $*SI%#

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FE><L0%T0JE E F0.&;@>T0< LE>E.L<$ FE>0&;

ER%EL0BE;T.D LE>E.L<$ FE>0&;

The present study is exploratory in nature, as it see!s to discover ideas and insight to brig out new relationship. Lesearch design is flexible enough to provide opportunity for considering different aspects of problem under study. 0t helps in bringing into focus some inherent wea!ness in enterprise regarding which in depth study can be conducted by management.

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$A A CO((*C IO#
,or any study there must be data for analysis purpose. Without data there is no means of study. Fata collection plays an important role in any study. 0t can be collected from various sources. 0 have collected the data from two sources which are given below:

6) 'rimar1 $ata
%ersonal 0nvestigation @bservation Bethod 0nformation from correspondents 0nformation from superiors of the organi/ation

7) Secondar1 $ata
%ublished >ources such as #ournals, &overnment Leports, ;ewspapers and Baga/ines etc. 6npublished >ources such as <ompany 0nternal reports prepare by them given to their analyst E trainees for investigation. Websites li!e H@T.HM> official site, some other sites are also searched to find data.

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Scope Of 2e Stud1
The scope of the study is very vital. ;ot only the $uman Lesource department can use the facts and figures of the study but also the mar!eting and sales department can ta!e benefits from the findings of the study.

Scope for t2e sales department

The sales department can have fairly good idea about their employees,tat they are satisfied or not.

Scope for t2e marketing department

The mar!eting department can use the figures indicating that they are putting their efforts to plan their mar!eting strategies to achieve their targets or not.

Scope for personnel department

>ome customers have the complaints or facing problems regarding the job. >o the personnel department can use the information to ma!e efforts to avoid such complaints.

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Sample Size 58
Iuestionare is filled by =7 employees of Hota! life 0nsurance, Haithal. The -uestionnaire was filled in the office and vital information was collected which was then subjects to: . pilot survey was conducted before finali/ing the -uestionnaire. Fata collection was also done with the help of personal observation. .fter completion of survey the data was analysed and conclusion was drawn. .t the end all information was compiled to complete the project report.

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.nalysis E 0nterpretation

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I have been passed up at least once for a promotion in the past few years.
0%

20%

50% 30%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 7P of employees are strongly agree about the point , =7P of employees are agree on the point, C7P are neither agree nor disagree,47P are disagree and rest 7P of employees are strongly disagree.

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I spend parts of my day daydreaming about a better job.

10% 15% 0%

15%

60%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that :7P of employees are strongly agree about the point , (4P of employees are agree on the point, (4P are neither agree nor disagree,(7P are disagree and rest 7P of employees are strongly disagree.

C4

I find much of my job repetitive and boring.

10% 10% 5% 0%

75%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 54P of employees are strongly agree about the point , (7P of employees are agree on the point, (7P are neither agree nor disagree,4P are disagree and rest 7P of employees are strongly disagree.

C:

I am mentally and/or physically exhausted at the end of a day at work.

5% 0%

10%

85%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that *4P of employees are strongly agree about the point , (7P of employees are agree on the point, 4P are neither agree nor disagree,7P are disagree and rest 7P of employees are strongly disagree.

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I feel that my job has little impact on the success of the company.
0%

20%

50% 30%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 47P of employees are strongly agree about the point , C7P of employees are agree on the point, =7P are neither agree nor disagree,7P are disagree and rest 7P of employees are strongly disagree.

C*

I have an increasingly bad attitude toward my job, boss, and employer

0%

20%

20%

60% Strongly Agree Neither Agree nor Disagree Strongly Disagree Agree Disagree

This graph shows that 7P of employees are strongly agree about the point , 7P of employees are agree on the point, =7P are neither agree nor disagree,:7P are disagree and rest =7P of employees are strongly disagree.

C)

I am no longer given the resources I need to successfully do my job.

0% 10%

60%

30%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that (7P of employees are strongly agree about the point , C7P of employees are agree on the point, :7P are neither agree nor disagree,7P are disagree and rest 7P of employees are strongly disagree.

G7

I am not being used to my full capabilities.

0% 40% 40%

20% Strongly Agree Neither Agree nor Disagree Strongly Disagree Agree Disagree

This graph shows that 7P of employees are strongly agree about the point , G7P of employees are agree on the point, =7P are neither agree nor disagree,G7P are disagree and rest 7P of employees are strongly disagree.

G(

I have received no better than "fair" evaluations recently.

0% 40%

25%

35%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that G7P of employees are strongly agree about the point , C4P of employees are agree on the point, =4P are neither agree nor disagree,7P are disagree and rest 7P of employees are strongly disagree.

G=

I feel as though my boss and employer have let me down.

0% 35% 10%

55%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 7P of employees are strongly agree about the point , 7P of employees are agree on the point, (7P are neither agree nor disagree,44P are disagree and rest C4P of employees are strongly disagree.

GC

I often feel overworked and overwhelmed.

0% 35% 45%

20% Strongly Agree Neither Agree nor Disagree Strongly Disagree Agree Disagree

This graph shows that G4P of employees are strongly agree about the point, =7P of employees are agree on the point, C4P are neither agree nor disagree,7P are disagree and rest 7P of employees are strongly disagree.

GG

I am frequently stressed out at work.

0%

20%

50% 15%

15%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 7P of employees are strongly agree about the point, =7P of employees are agree on the point, (4P are neither agree nor disagree,(4P are disagree and rest 47P of employees are strongly disagree.

G4

I live for weekends and days away from the job.

0% 10%

60%

30%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 7P of employees are strongly agree about the point, 7P of employees are agree on the point, (7P are neither agree nor disagree,C7P are disagree and rest :7P of employees are strongly disagree.

G:

I find myself negatively comparing my situation to my peers.

0% 15%

20%

25% 40%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 7P of employees are strongly agree about the point, (4P of employees are agree on the point, =4P are neither agree nor disagree,G7P are disagree and rest =7P of employees are strongly disagree.

G5

I feel my bad days at work outweigh the good ones.

0% 45%

25%

30%

Strongly Agree Strongly Disagree

Agree

Neither Agree nor Disagree Disagree

This graph shows that =4P of employees are strongly agree about the point, C7P of employees are agree on the point, G4P are neither agree nor disagree,7P are disagree and rest 7P of employees are strongly disagree.

G*

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

0% 15%

20%

30%

35%

Strongly Agree Strongly Disagree

Agree

Neither Agree nor Disagree Disagree

This graph shows that (4P of employees are strongly agree about the point, C4P of employees are agree on the point, C7P are neither agree nor disagree,=7P are disagree and rest 7P of employees are strongly disagree.

G)

I have been told that I am becoming a more cynical person.

Strongly Agree 0% 35% 10% 25% Agree Neither Agree nor Disagree Disagree 30% Strongly Disagree

This graph shows that (7P of employees are strongly agree about the point, =4P of employees are agree on the point, C7P are neither agree nor disagree,C4P are disagree and rest 7P of employees are strongly disagree.

47

I feel as though my employer has broken promises about my future with the organi ation.
0% 40% 10% 25%

25% Strongly Agree Strongly Disagree Agree

Neither Agree nor Disagree Disagree

This graph shows that 7P of employees are strongly agree about the point, (7P of employees are agree on the point, =4P are neither agree nor disagree,=4P are disagree and rest G7P of employees are strongly disagree.

4(

I have lost sight of my career goals and aspirations.

15% 0% 15%

25% 45%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that (4P of employees are strongly agree about the point, =4P of employees are agree on the point, G4P are neither agree nor disagree,(4P are disagree and rest 7P of employees are strongly disagree.

4=

I no longer feel valued for my work.

10% 20%

25%

20%

25%

Strongly Agree Strongly Disagree

Agree

Neither Agree nor Disagree Disagree

This graph shows that =4P of employees are strongly agree about the point, =4P of employees are agree on the point, =7P are neither agree nor disagree,=7P are disagree and rest (7P of employees are strongly disagree.

4C

+indings

o Employees are not completely satisfied with their job although their salary is good enough. o Employes are not getting value to their wor!. o Bost of employees thin! that they are nt on their actual path. o Bost of the employees thin! that the organi/ation havenMt fulfill their promises,what they do in beginning especially regarding %romotion. o There is negatively comparison between peers especially regarding targets. o They often feel overwor!ed.

4G

S&%%*S IO#S A#$ R*CO!!*#$A IO#S

To increase the job satisfaction level of the employees the company should concentrate mainly on the incentive and reward structure rather than the motivational session. 0deal employees should concentrate on their job.

Educational -ualification can be the factor of not an effective job.

<ompany should give promotion to those employees who deserves it.

44

(I!I A IO#S O+ S &$,

$owever 0 shall try my best in collecting the relevant information for my research report, yet there are always some problems faced by the researcher. The prime difficulties which 0 face in collection of information are discussed below: (. S2ort time period5 The time period for carrying out the research was short as a result of which many facts have been left unexplored.

=. (ack of resources5 Dac! of time and other resources as it was not possible to conduct survey at large level. C. Small no) of respondents5 @nly =7 employees have been chosen which is a small number, to represent whole of the population. G. &n3illingness of respondents5 While collection of the data many consumers were unwilling to fill the -uestionnaire. Lespondents were having a feeling of wastage of time for them. 4. Small area for researc25 The area for study was Haithal, which is -uite a small area to judge job satisfaction level.

4:

-I-(IO%RA'",
-OOKS
(. Hothari <.L., Lesearch Bethodology, ;ew Felhi8 ;ew .ge 0nternational %ublication, second edition. =. .shwathapa H., $uman Lesource Banagement 'third edition+, Tata Bc &raw $ill %ublication <ompany Dtd. %age no. *( (C:,(5(,(5),=:5,=*G. C. <hhabra. , T. ;. $uman Lesource Banagement ,Fhanpat Lai N<o'%+Dtd. 0ndia,ninth edition. G. Bonnapa .run., $uman Lesource Banagement ,Tata Bc &raw $ill %ublication <ompany Dtd.

W*-SI *S58 a. www.!ota!lifeinsurance.comAhomeAproducts b. www.!ota!.comAcoms=Aproduct compint 7777)4754: page.html c. www.irda.orgAinsuranceAbenefits !ota!, ind

d. www.as!.com Ameaning insuranceAhistoryAA e. www.ibef.orgAindustryAinsurance trendAin

45

A##*9&R* :&*S IO##AIR*

;.BE: SSSSSSSSSSSSSSSS. FE>0&;.T0@;: SSSSSSSSSSSS. <@B%.;K: SSSSSSSSSSSSSS. (. 0 have been passed up at least once for a promotion in the past few years. >trongly .gree .gree ;either .gree nor Fisagree Fisagree >trongly Fisagree

=. 0 spend parts of my day daydreaming about a better job. >trongly .gree .gree ;either .gree nor Fisagree Fisagree >trongly Fisagree

C. 0 find much of my job repetitive and boring. >trongly .gree .gree ;either .gree nor Fisagree Fisagree >trongly Fisagree

4*

G. 0 am mentally andAor physically exhausted at the end of a day at wor!. >trongly .gree .gree ;either .gree nor Fisagree Fisagree >trongly Fisagree

4. 0 feel that my job has little impact on the success of the company. >trongly .gree .gree ;either .gree nor Fisagree Fisagree >trongly Fisagree

:. 0 have an increasingly bad attitude toward my job, boss, and employer . >trongly .gree .gree ;either .gree nor Fisagree Fisagree >trongly Fisagree

5. 0 am no longer given the resources 0 need to successfully do my job. >trongly .gree .gree ;either .gree nor Fisagree

4)

Fisagree >trongly Fisagree

*. 0 am not being used to my full capabilities. >trongly .gree .gree ;either .gree nor Fisagree Fisagree >trongly Fisagree

). 0 have received no better than "fair" evaluations recently. >trongly .gree .gree ;either .gree nor Fisagree Fisagree >trongly Fisagree

(7. 0 feel as though my boss and employer have let me down. >trongly .gree .gree ;either .gree nor Fisagree Fisagree >trongly Fisagree

((. 0 often feel overwor!ed and overwhelmed. >trongly .gree .gree

:7

;either .gree nor Fisagree Fisagree >trongly Fisagree

(=. 0 am fre-uently stressed out at wor!. >trongly .gree .gree ;either .gree nor Fisagree Fisagree >trongly Fisagree

(C. 0 live for wee!ends and days away from the job. >trongly .gree .gree ;either .gree nor Fisagree Fisagree >trongly Fisagree

(G. 0 find myself negatively comparing my situation to my peers. >trongly .gree .gree ;either .gree nor Fisagree Fisagree >trongly Fisagree

(4. 0 feel my bad days at wor! outweigh the good ones.

:(

>trongly .gree .gree ;either .gree nor Fisagree Fisagree >trongly Fisagree

(:. 0 often experience a sensation of time standing still when 0 am at wor!. >trongly .gree .gree ;either .gree nor Fisagree Fisagree >trongly Fisagree

(5. 0 have been told that 0 am becoming a more cynical person. >trongly .gree .gree ;either .gree nor Fisagree Fisagree >trongly Fisagree

(*. 0 feel as though my employer has bro!en promises about my future with the organi/ation. >trongly .gree .gree ;either .gree nor Fisagree Fisagree

:=

>trongly Fisagree

(). 0 have lost sight of my career goals and aspirations. >trongly .gree .gree ;either .gree nor Fisagree Fisagree >trongly Fisagree

=7. 0 no longer feel valued for my wor!. >trongly .gree .gree ;either .gree nor Fisagree Fisagree >trongly Fisagree

:C