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14771721-job-satisfaction-research-project-report

14771721-job-satisfaction-research-project-report

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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-workers, pay, job conditions, supervision, nature of the work and benefits."

Job satisfaction, a worker's sense of achievement and success, is generally perceived to be directly linked to productivity as well as to personal wellbeing. Job satisfaction implies doing a job one enjoys, doing it well, and being suitably rewarded for one's efforts. Job satisfaction further implies enthusiasm and happiness with one's work. The Harvard Professional Group (1998) sees job satisfaction as the keying 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
Frequently, work underlies self-esteem and identity while unemployment lowers selfworth and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational success are major factors in personal satisfaction, selfrespect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal.

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For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity—the quantity and quality of output per hour worked—seems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzberg's (1957) have shown at least low correlation between high morale and high productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of job loss, will not give 100 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 organization include reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked to a more healthy work force and has been found to be a good indicator of longevity. And although only little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory"

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Creating Job Satisfaction
So, how is job satisfaction created? What are the elements of a job that create job satisfaction? Organizations can help to create job satisfaction by putting systems in place that will ensure that workers are challenged and then rewarded for being successful. Organizations that aspire to creating a work environment that enhances job satisfaction need to incorporate the following:
• • •

Flexible work arrangements, possibly including telecommuting Training and other professional growth opportunities Interesting work that offers variety and challenge and allows the worker opportunities to "put his or her signature" on the finished product Opportunities to use one's talents and to be creative Opportunities to take responsibility and direct one's own work A stable, secure work environment that includes job security/continuity An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members Flexible benefits, such as child-care and exercise facilities Up-to-date technology Competitive salary and opportunities for promotion

• • • •

• • •

Probably 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 makes workers happy with their jobs varies from one worker to another and from day to day. Apart 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 work itself. Managers who want to maintain a high level of job satisfaction in the work force must try to understand the needs of each member of the work force. For example, when creating work teams, managers can enhance worker satisfaction by placing people with similar backgrounds, experiences, or needs in the same workgroup. Also, managers can enhance job satisfaction by carefully matching workers with the type of work. For example, a person who does not pay attention to detail would hardly make a -3-

These job characteristics can be carefully managed to enhance job satisfaction. high productivity. Large companies that have used job-enrichment programs to increase employee motivation and job satisfaction include AT&T. a worker who takes some responsibility for his or her job satisfaction will probably find many more satisfying elements in the work environment. 1997). as well as organizational characteristics such as commitment and relationship with supervisors and co-workers. As much as possible. have significant effects on job satisfaction. Of course.good inspector. Empirical findings show that job characteristics such as pay. Good management has the potential for creating high morale. and skills utilization. Everett (1995) suggests that employees ask themselves the following questions: • • • • • When have I come closest to expressing my full potential in a work situation? What did it look like? What aspects of the workplace were most supportive? What aspects of the work itself were most satisfying? What did I learn from that experience that could be applied to the present situation? -4- . promotional opportunity. and a sense of purpose and meaning for the organization and its employees. and opportunities for growth. and a shy worker is unlikely to be a good salesperson. and achievement. One such step is job enrichment. recognition. Job enrichment is a deliberate upgrading of responsibility. learning. and challenge in the work itself. task clarity and significance. Job enrichment usually includes increased responsibility. IBM. managers should match job tasks to employees' personalities. scope. and General Motors (Daft. Managers who are serious about the job satisfaction of workers can also take other deliberate steps to create a stimulating work environment.

Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. • Develop excellent communication skills. See the value in your work. Qualities like these are valued by most organizations and often result in recognition as well as in increased responsibilities and rewards. Know more. This helps to give meaning to one's existence. Employers value and reward excellent reading. This often leads to more challenging work and greater responsibilities. A large part of job success is the ability to work well with others to get the job done. -5- . surely the worker must be able to contribute to his or her own satisfaction and well-being on the job. thus playing a vital role in job satisfaction. The following suggestions can help a worker find personal job satisfaction: • Seek opportunities to demonstrate skills and talents. • • • Learn to de-stress. This will relieve boredom and often gets one noticed. • • Demonstrate creativity and initiative. Acquire new job-related knowledge that helps you to perform tasks more efficiently and effectively. listening. Accept the diversity in people.Workers' Roles in Job Satisfaction If job satisfaction is a worker benefit. • Develop teamwork and people skills. Plan to avoid burnout by developing healthy stressmanagement techniques. writing. Appreciating the significance of what one does can lead to satisfaction with the work itself. and speaking skills. with attendant increases in pay and other recognition.

and her coworkers are friendly. over the longterm. it is very important that salaries be tied to job responsibilities and that pay increases be tied to performance rather than seniority. her supervisor is supportive. in essence. job satisfaction is a product of the events and conditions that people experience on their jobs. her pay is fair. there is some level of job satisfaction -6- . supportive. 91). requires careful planning and effort both by management and by workers.Assuring Job Satisfaction Assuring job satisfaction. Managers are encouraged to consider such theories as Herzberg's(1957) and Maslow's (1943) Creating a good blend of factors that contribute to a stimulating. if the pleasures associated with one's job outweigh the pains. her promotional opportunities are good. challenging. and rewarding work environment is vital. Brief (1998) wrote: "If a person's work is interesting. So. then a situational approach leads one to predict she is satisfied with her job" (p. Very simply put. Because of the relative prominence of pay in the reward system.

-7- . to make them financial independent11. Gorang shah is the managing director of kotak Mahindra old mutual life insurance limited.COMPANY PROFILE Kotak Mahindra old mutual life insurance ltd.? And old mutual plc. Is a joint venture between kotak Mahindra banks Ltd. Mr. we aim to help customers to take financial Decisions at every stage in life by offering them a wide range of innovative life insurance Products. At kotak life insurance.

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Old Mutual had more than 7 million life insurance policies. For customers. services and support to its customers. with assets under management worth $ 400 Billion as on 30th June. The group has a substantial presence in the UK. Life Insurance.2 million customer accounts11.000 general insurance policies11. As on 31 st December 2006. 3100 crore. OLD MUTUAL Plc. As on 31 December 2005. The Group services around 2. Old Mutual. banking and general insurance services in over 40countries. 2006. US and South African markets. The company is also working in the field of asset management. -9- . and is structured in different businesses like Banking. 50. a company with 160 years experience in life insurance. 3. Securities and Institutional equities. Car Finance. Kotak Mahindra Group is committed for providing high quality financial products. Mutual Funds.6 million banking customers and over 5. the group stands at a net worth of around Rs.KOTAK MAHINDRA GROUP Established in 1984. this joint venture translates into a company that combines international expertise with the understanding of the local market. is an international financial services group listed on the London Stock Exchange and included in the FTSE 100 list of companies. employees around 9600 people in its various branches providing services at across 300 cities. the Kotak Mahindra Group has long been one of India’s most reputed organizations in the financial services domain.

10 - .OTHER GROUP COMPANIES OF KOTAK LIFE INSURANCE KOTAK MAHINDRA BANK LTD KOTAK MAHINDRA CAPITAL COMPANY LTD INTERNATIONAL SUBSIDIARIES KOTAK MAHINDRA PRIME LTD KOTAK SECURITIES LTD KOTAK MAHINDRA ASSET MANAGEMENT COMPANY .

3100 crore. As on 31st December 2006. Established in 1984. . franchisees. services & support to its customers. Car Finance. KOTAK MAHINDRA Finance Ltd. London.HISTORY OF KOTAK LIFE KOTAK MAHINDRA Old Mutual Life Insurance is a joint venture between KOTAK MAHINDRA Bank Ltd. and is structured in different business like Banking. representative offices in New York. in March 2003. Dubai and Mauritius. Institutional Equities and Investment banking. and Old Mutual plc. Life Insurance. the flagship company of KOTAK MAHINDRA Group was converted into KOTAK MAHINDRA Bank Ltd. KOTAK MAHINDRA Group is committed for providing high quality financial products. the group stands at a net worth of around Rs.11 - . Securities. The group service around 2. along with its affiliates. Mutual Funds. making it the first NBFC to be offered a banking license.2 million-customer accounts 11.. employing around 9600 people in its various business and has distribution network of branches. the KOTAK MAHINDRA Group has long been one of India’s most reputed organizations in the financial services domain.

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Life insurance had its origins in ancient Rome. Medieval guilds took it upon themselves to protect their member traders from loss on account of fire. .500 years ago. in Genoa. In 2100 BC. As European civilization progressed.14 - . Burial expenses and support in times of sickness and poverty were other services offered. sea routes and the consequent growth in trade. traders used to bear risk of the caravan trade by giving loans that had to be later repaid with interest when the goods arrived safely. That. in the ancient land of Babylonia. That's how old these concepts are. perhaps. European maritime nations entered into the earliest known insurance contract and decided to accept marine insurance as a practice. there was also the fear of pirates. its social institutions and welfare practices also got more and more refined. was how insurance made its beginning. the Code of Hammurabi granted legal status to the practice. really. all these revolved around the concept of insurance or risk coverage. In 1347. where citizens formed burial clubs that would meet the funeral expenses of its members as well as help survivors by making some payments. Since most of the trade took place by sea. With the discovery of new lands. So these guilds even offered ransom for members held captive by pirates. Essentially. shipwrecks and the like.HISTORY OF INSURANCE Almost 4.

Lloyd's had brewed enough business to become one of the first modern insurance companies.. The first stock companies to get into the business of insurance were chartered in England in 1720. Insurance and Myth. Insurance as we know it today owes its existence to 17th century England.15 - . However. Enter companies.The first step. In 1756. The growing years. By the end of the 18th century. In 1693. Joseph Dodson reworked the table. The year 1735 saw the birth of the first insurance company in the American colonies in Charleston... In 1759.. In fact. astronomer Edmond Halley constructed the first mortality table to provide a link between the life insurance premium and the average life spans based on statistical laws of mortality and compound interest... linking premium rate to age.. Back to the 17th century. . where merchants. SC. ship-owners and underwriters met to discuss and transact business. it was after 1840 that life insurance really took off in a big way. the Presbyterian Synod of Philadelphia sponsored the first life insurance corporation in America for the benefit of ministers and their dependents. The trigger: reducing opposition from religious groups. it began taking shape in 1688 at a rather interesting place called Lloyd's Coffee House in London..

In 1835. was formed in 1870. The term suggests that a form of "community insurance" was prevalent around 1000 BC and practiced by the Aryans. Bharat and Empire of India were also set up in the 1870-90s. Bombay Mutual Assurance Society. Insurance in India can be traced back to the Vedas. yogakshema. Massachusetts became the first state to require companies by law to maintain such reserves. is derived from the Rig Veda. Other companies like Oriental. while fraternal orders provided low-cost. In India. The great Chicago fire of 1871 further emphasized how fires can cause huge losses in densely populated modern cities. members-only insurance. the name of Life Insurance Corporation of India's corporate headquarters. protect widows and children. In the 19th century. The practice of reinsurance. many societies were founded to insure the life and health of their members. wherein the risks are spread among several companies.16 - . Even today. with newer products being devised to meet the growing needs of urbanization and industrialization. was devised specifically for such situations. but sickness and accident benefits and oldage pensions. the first Indian life assurance society. the infamous New York fire drew people's attention to the need to provide for sudden and large losses. For instance. providing not just life insurance. Burial societies of the kind found in ancient Rome were formed in the Buddhist period to help families build houses. . Two years later. Employees contribute a certain percentage of the premium for these policies.The 19th century saw huge developments in the field of insurance.. such fraternal orders continue to provide insurance coverage to members as do most labor organizations. Many employers sponsor group insurance policies for their employees..

The Insurance Act was passed in 1912. expenditure and management of these companies' funds. . scams and irregularities were almost a way of life at most of these companies. The Life Insurance Corporation of India was set up in 1956 to take over around 250 life companies. As a result. For years thereafter. has extensive powers to oversee the insurance business and regulate in a manner that will safeguard the interests of the insured17. followed by a detailed and amended Insurance Act of 1938 that looked into investments. As these companies grew.It was during the swadeshi movement in the early 20th century that insurance witnessed a big boom in India with several more companies being set up.after the RN Malhotra Committee report of 1994 became the first serious document calling for the re-opening up of the insurance sector to private players -. the government began to exercise control on them. The Insurance Regulatory & Development Authority.17 - . However. By the mid-1950s. there were around 170 insurance companies and 80 provident fund societies in the country's life insurance scene. It was only after seven years of deliberation and debate .that the sector was finally opened up to private players in 2001. insurance remained a monopoly of the public sector. in the absence of regulatory systems. an autonomous insurance regulator set up in 2000. the government decided nationalizes the life assurance business in India.

FUTURE OF INSURANCE IN INDIA As per a recent report “Indian Insurance Industry Forecast (2007-2009)” published by RNCOS. Selling almost 15.684 policies during this April. and Bajaj Allianz were amongst those insurers that came across a decline in their premium collection over the review period. may have to face stiff competition from private players like Bajaj Allianz. as per the data compiled by Insurance Regulatory & Development Authority16. and LIC helped the Indian life insurance industry in mopping up almost Rs 2. and ICICI Lombard. as per Business Standard. ICICI Prudential. whereas general insurance players witnessed 16% increase during the same month. United India. and natural calamities occurring from time to time will remain the key contributors in this growth. it can be made out that the four established public-sector players namely. .56% during this April.134 crore. changing socio economic demography. current FY’s first month. Looking at the current scenario.18 - . 89. Oriental Insurance. saw new businesses expand by 49%. Reliance General. National Insurance. Non-life or general insurance industry saw a growth of 16% during this month. GDP growth rate. and ICICI Lombard was the second largest player in this segment.the largest life insurer in India -witnessed 57% growth in its new premiums that reached to Rs 2. LIC . and New India Assurance. Business Standard published this in news on 14 June 2007. whereas it was Rs 1. ING Vysya. LIC grabbed a market share of almost 71. Reliance Life. On the other hand. it has been found that “Life insurance market in India will likely reach around Rs 1683 Billion by the year 2009.996 crore in the same month last year. Outstanding performance of SBI Life. Changing consumer behavior.892 crore in April this year.” April 2007.

According to RNCOS report “Indian Insurance Industry Forecast (2007-2009)”.” This report provides an objective analysis of all aspects of Indian insurance industry. like the deregulation rate of insurance market. and so on15.19 - . opportunities and challenges present in this industry. need to perform up to the industry expectations in order to improve the growth rate of Indian life insurance market. Some qualitative factors. The issues addressed in this report include: prospective investment areas in Indian life insurance industry. and implementation rate of technologies prevailing in the market. “Performance of life insurance industry remained better in comparison to non life segment over the five year period spanning 2001-2005. market strategies adopted by key players in this segment. .

which could be a beneficial way for saving necessary funds for retirement years. .you do not pay taxes on the cash value accumulation until you withdraw funds from the policy.  Life Insurance helps retain your Business from the loss of a key employee.  Life Insurance provides the option to pass equal assets to the children who are not active in the Family business at the time the family business is passed on. Untimely death of a key employee can pose severe financial loss to the business.20 - .LIFE INSURANCE ADVANTAGES Some of the life insurance advantages offered by different types of Life Insurance Policies are:  Life Insurance policies can help secure the future of children for college/educational purposes as the amount of life Insurance Policy increases on a minor’s or parent’s life.  The growth of a cash-value policy is tax-deferred . A carefully signed Life Insurance Policy with desired ownership and beneficiary arrangements helps secure you and your family in the long term15.  Benefits 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.  A lot of Insurance products presently provide good returns.

CORPORATE STRUCTURE .21 - .

22 - .FINANCIAL STRUCTURE .

(ii) report the job satisfaction levels of nurse teachers and. Barriball KL.LITERATURE REVIEW The literature survey conducted here include the academic books and website. School of Nursing. While AE. Coverage over the last 30 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 reorganization of nurse education as well as the role of nurse teachers. Job 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. 2nd Military Medical University. Shanghai. A comprehensive literature review (1976-2007) was undertaken from an international perspective (n=26 papers and 4 doctoral abstracts) to examine the state of knowledge about nurse teachers' job satisfaction over time. (iii) identify the components of job satisfaction of nurse teachers. . PR China. The purpose of this Part I paper is to: (i) review the different measurements of job satisfaction. This paper provides the foundation for the Part II paper which reviews the literature regarding the effects and related factors of nurse teachers' job satisfaction.23 - .” Gui L. the study being conducted was “to evaluate the effectiveness of recruitment and selection policy in relation with increasing attrition problem.

New Delhi. its introduction. 2.vol3 a single click for all recruitment solutions. “Human Resource Management”. pp96-97 -what is a recruitment policy . Gulati Ambika.validity of the purpose & utility of the methods. Tata Mc Graw Hill publishing company ltd. vol3. Importance of recruitment function in an organisation. pp18-19. june 07.-what is basically recruitment.S. as these tests help the interviewer to better judge the candidate his competency for the particular jobs.. 4. 3. Importance of tests while selecting the candidates for the job. 6.what factors should be include while formulating. how to carry out recruitment. 5. “Managing Human Resource. Dwivedi R.P. “Human resource management” pp219-purpose and importance of Recruitment & selection can not be ignored as by this org. .1st edition. Personnel Management” (Indian enterprises. Excel books.. aug07. Rao V. 7.” Training and Management”.1.1st edition. Human Resource Management”.the effectiveness of selection method depends upon the reliability of the data . “Training and Management”. Prasad L.pp151. Bhattacharyya Kumar Dipak. Gulati Ambika.24 - .M. Gulati Ambika.S. pp 160-163. “Training and Management”. New delhi.pp46-4 changing role of Human Resource 8. vol3. Galgotia publishing company. Bernardin John H. “Human resource management” Excel books pp166.

10.9. Rao Janardhan N. new age international research methodology .25 - .B. Kothari C. “Research Methodology-Methods & Techniques”. “MBA Review”mar07.-Paradigam shifts in human resources.pp33-37.

To find that they are satisfied with their job profile or not.OBJECTIVES OF THE STUDY • • • • • To find that whether the employees are satisfied or not.26 - . To check the Degree of satisfaction of employees. . To find that employees are working with their full capabilities or not. To analyse the company’s working environment.

the research is design is the conceptual structure within which research is conducted. The search for knowledge through objective and systematic method of finding solution to a problem is a research. it constitutes the blue print of the collection. RESEARCH DESIGN A 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. The scope of research methodology is wider than that of research method. Research is an art of scientific investigation. It may be understood has a science of studying how research is done scientifically.27 - . measurement and analysis of the data. As 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. Research is a systemized effort to gain new knowledge. . Meaning of Research Research is defined as “a scientific & systematic search for pertinent information on a specific topic”.RESEARCH METHODOLOGY Research methodology is a way to systematically solve the problem. It is a careful inquiry especially through search for new facts in any branch of knowledge. In fact. In 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 design is such studies must be rigid and not flexible and most focus attention on the following 2.

Research design is flexible enough to provide opportunity for considering different aspects of problem under study. as it seeks to discover ideas and insight to brig out new relationship. .28 - . It helps in bringing into focus some inherent weakness in enterprise regarding which in depth study can be conducted by management.Research Design can be categorized as: TYPES OF RESEARCH DESIGN EXPLORATORY RESEARCH DESIGN DESCRIPTIVE & DIAGNOSTIC RESEARCH DESIGN EXPERIMENTAL RESEARCH DESIGN The present study is exploratory in nature.

Government Reports. Primary Data • • • • Personal Investigation Observation Method Information from correspondents Information from superiors of the organization 2.29 - . Newspapers and Magazines etc. • Unpublished Sources such as Company Internal reports prepare by them given to their analyst & trainees for investigation. It can be collected from various sources. some other sites are also searched to find data. Data collection plays an important role in any study. I have collected the data from two sources which are given below: 1.DATA COLLECTION For any study there must be data for analysis purpose. . Secondary Data • Published Sources such as Journals. • Websites like KOTAK’S official site. Without data there is no means of study.

30 - . Not only the Human Resource department can use the facts and figures of the study but also the marketing and sales department can take benefits from the findings of the study. .Scope Of The Study The scope of the study is very vital. Scope for the sales department The sales department can have fairly good idea about their employees. So the personnel department can use the information to make efforts to avoid such complaints.tat they are satisfied or not. Scope for personnel department Some customers have the complaints or facing problems regarding the job. Scope for the marketing department The marketing department can use the figures indicating that they are putting their efforts to plan their marketing strategies to achieve their targets or not.

 At the end all information was compiled to complete the project report.31 - . The questionnaire was filled in the office and vital information was collected which was then subjects to: A pilot survey was conducted before finalizing the questionnaire. Kaithal.  Data collection was also done with the help of personal observation.Sample Size :Questionare is filled by 20 employees of Kotak life Insurance.  After completion of survey the data was analysed and conclusion was drawn. .

32 - .Analysis & Interpretation .

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20% of employees are agree on the point.34 - . 0% 20% 50% 30% Strongly Agree Neither Agree nor Disagree Strongly Disagree Agree Disagree This graph shows that 0% of employees are strongly agree about the point .I have been passed up at least once for a promotion in the past few years.50% are disagree and rest 0% of employees are strongly disagree. . 30% are neither agree nor disagree.

35 - . 15% of employees are agree on the point.10% are disagree and rest 0% of employees are strongly disagree. . 15% are neither agree nor disagree. 10% 15% 0% 15% 60% Strongly Agree Neither Agree nor Disagree Strongly Disagree Agree Disagree This graph shows that 60% of employees are strongly agree about the point .I spend parts of my day daydreaming about a better job.

10% of employees are agree on the point.36 - . 10% are neither agree nor disagree. 10% 10% 5% 0% 75% Strongly Agree Strongly Disagree Agree Neither Agree nor Disagree Disagree This graph shows that 75% of employees are strongly agree about the point . .5% are disagree and rest 0% of employees are strongly disagree.I find much of my job repetitive and boring.

37 - . 5% are neither agree nor disagree.I am mentally and/or physically exhausted at the end of a day at work. 10% of employees are agree on the point. 5% 0% 10% 85% Strongly Agree Strongly Disagree Agree Neither Agree nor Disagree Disagree This graph shows that 85% of employees are strongly agree about the point . .0% are disagree and rest 0% of employees are strongly disagree.

38 - .0% are disagree and rest 0% of employees are strongly disagree. 30% of employees are agree on the point. 20% are neither agree nor disagree.I feel th at m y job h as little im p act o n th e success o f th e com pan y. 0% 20% 50% 30% S trongly A gree S trongly Dis agree A gree Neither A gree nor Dis agree agree Dis This graph shows that 50% of employees are strongly agree about the point . .

60% are disagree and rest 20% of employees are strongly disagree. 20% are neither agree nor disagree. . and employer 0% 20% 20% 60% Strongly Agree Neither Agree nor Disagree Strongly Disagree Agree Disagree This graph shows that 0% of employees are strongly agree about the point .39 - . 0% of employees are agree on the point. boss.I have an increasingly bad attitude toward my job.

0% 10% 60% 30% Strongly Agree Neither Agree nor Disagree Strongly Disagree Agree Disagree This graph shows that 10% of employees are strongly agree about the point .0% are disagree and rest 0% of employees are strongly disagree.40 - . 30% of employees are agree on the point. 60% are neither agree nor disagree. .I am no longer given the resources I need to successfully do my job.

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 0% of employees are strongly agree about the point .41 - .40% are disagree and rest 0% of employees are strongly disagree. 20% are neither agree nor disagree. 40% of employees are agree on the point. .

42 - . 25% are neither agree nor disagree. 35% of employees are agree on the point.I have received no better than "fair" evaluations recently. .0% are disagree and rest 0% of employees are strongly disagree. 0% 40% 25% 35% Strongly Agree Neither Agree nor Disagree Strongly Disagree Agree Disagree This graph shows that 40% of employees are strongly agree about the point .

0% 35% 10% 55% Strongly Agree Neither Agree nor Disagree Strongly Disagree Agree Disagree This graph shows that 0% of employees are strongly agree about the point . 0% of employees are agree on the point.I feel as though my boss and employer have let me down.43 - . 10% are neither agree nor disagree. .55% are disagree and rest 35% of employees are strongly disagree.

0% 35% 45% 20% Strongly Agree Neither Agree nor Disagree Strongly Disagree Agree Disagree This graph shows that 45% of employees are strongly agree about the point. . 20% of employees are agree on the point.44 - .I often feel overworked and overwhelmed. 35% are neither agree nor disagree.0% are disagree and rest 0% of employees are strongly disagree.

15% are disagree and rest 50% of employees are strongly disagree.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 0% of employees are strongly agree about the point.45 - . . 20% of employees are agree on the point. 15% are neither agree nor disagree.

10% are neither agree nor disagree.30% are disagree and rest 60% of employees are strongly disagree. 0% of employees are agree on the point.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 0% of employees are strongly agree about the point. .46 - .

15% of employees are agree on the point.40% are disagree and rest 20% of employees are strongly disagree. 0% 15% 20% 25% 40% Strongly Agree Strongly Disagree Agree Neither Agree nor DisagreeDisagree This graph shows that 0% of employees are strongly agree about the point.I find myself negatively comparing my situation to my peers.47 - . 25% are neither agree nor disagree. .

I fe e l m y b a d d a y s a t w o rk o u tw e ig h th e g o o d ones.
0% 45%

25%

30%

S t ro n g ly A g re e S t ro n g ly D is a g re e

A g re e

N e it h e r A g re e n o r D is a D re e g re e g is a

This graph shows that 25% of employees are strongly agree about the point, 30% of employees are agree on the point, 45% are neither agree nor disagree,0% are disagree and rest 0% of employees are strongly disagree.

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I o fte n e x p e rie n c e a s e n s a tio n o f tim e s ta n d in g s till w h e n I a m a t w o rk .
0% 15%

20%

30%

35%

S t ro n g ly A g re e S t ro n g ly D is a g re e

A g re e

N e it h e r A g re e n o r D is a D re e g re e g is a

This graph shows that 15% of employees are strongly agree about the point, 35% of employees are agree on the point, 30% are neither agree nor disagree,20% are disagree and rest 0% of employees are strongly disagree.

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I h a v e b e e n to ld th a t I a m b e c o m in g a m o re c y n ic a l p e rs o n .
S tro n g ly A g re e 0% 35% 10% 25% A g re e N e it h e r A g re e n o r D is a gre e D is a gre e 30% S tro n g ly D is a g re e

This graph shows that 10% of employees are strongly agree about the point, 25% of employees are agree on the point, 30% are neither agree nor disagree,35% are disagree and rest 0% of employees are strongly disagree.

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25% are disagree and rest 40% of employees are strongly disagree.I fe e l a s th o u g h m y e m p lo y e r h a s b ro k e n p ro m is e s a b o u t m y fu tu re w ith th e o rg a n iz a tio n . 10% of employees are agree on the point. 0% 40% 10% 25% 25% S t ro n g ly A g re e S t ro n g ly D is a g re e A g re e N e it h e r A g re e n o r D is aD is a g re e g re e This graph shows that 0% of employees are strongly agree about the point. 25% are neither agree nor disagree.51 - . .

I h ave lo st sig h t o f m y career g o als an d asp iratio n s. 25% of employees are agree on the point. 15% 0% 15% 25% 45% S trongly A gree S trongly Dis agree A gree Neither A gree nor Dis agree agree Dis This graph shows that 15% of employees are strongly agree about the point.52 - .15% are disagree and rest 0% of employees are strongly disagree. . 45% are neither agree nor disagree.

20% are disagree and rest 10% of employees are strongly disagree. . 20% are neither agree nor disagree.53 - .I n o lo n g e r fe e l v a lu e d fo r m y w o r k . 25% of employees are agree on the point. 10% 20% 25% 20% 25% S t ro n g ly A g re e S t ro n g ly D is a g re e A g re e N e it h e r A g re e n o r D is a gis ae re e D re g This graph shows that 25% of employees are strongly agree about the point.

o Most of employees think that they are nt on their actual path. o There is negatively comparison between peers especially regarding targets. .Findings o Employees are not completely satisfied with their job although their salary is good enough. o Employes are not getting value to their work.what they do in beginning especially regarding Promotion. o They often feel overworked.54 - . o Most of the employees think that the organization haven’t fulfill their promises.

Company should give promotion to those employees who deserves it.SUGGESTIONS AND RECOMMENDATIONS 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.55 - . . Educational qualification can be the factor of not an effective job. • • • Ideal employees should concentrate on their job.

of respondents: Only 20 employees have been chosen which is a small number. . 5.LIMITATIONS OF STUDY However I shall try my best in collecting the relevant information for my research report. 4. 2. Small no. which is quite a small area to judge job satisfaction level. Lack of resources: Lack of time and other resources as it was not possible to conduct survey at large level. Unwillingness of respondents: While collection of the data many consumers were unwilling to fill the questionnaire. The prime difficulties which I face in collection of information are discussed below:1. Short time period: The time period for carrying out the research was short as a result of which many facts have been left unexplored. Respondents were having a feeling of wastage of time for them. yet there are always some problems faced by the researcher.56 - . 3. to represent whole of the population. Small area for research: The area for study was Kaithal.

N. New Delhi. Human Resource Management . Page no.284. www. India.com/home/products b.kotaklifeinsurance.. New Age International Publication. 81-136. . Chhabra. WEBSITES:a.Tata Mc Graw Hill Publication Company Ltd.ninth edition.267. www. 4.-ind d. Monnapa Arun.Dhanpat Rai $Co(P)Ltd. T. second edition.171. 2. Ashwathapa K.R.com/coms2/product-compint-0000950756-page. www.org/insurance/benefits-kotak.kotak.57 - .ask. Kothari C.irda.. www.html c.com-/meaning-insurance/history//e. www. Human Resource Management (third edition). Human Resource Management . Research Methodology.org/industry/insurance-trend/in .179.BIBLIOGRAPHY BOOKS 1. Tata Mc Graw Hill Publication Company Ltd.ibef. 3..

I find much of my job repetitive and boring. • • • • • Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 3. • • • • • Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree . • • • • • Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 2. I spend parts of my day daydreaming about a better job. I have been passed up at least once for a promotion in the past few years.58 - . DESIGNATION: ……………………………….ANNEXURE QUESTIONNAIRE NAME: …………………………………………. 1. COMPANY: …………………………………….

I am mentally and/or physically exhausted at the end of a day at work. • • • • • Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 6. I have an increasingly bad attitude toward my job.59 - . I am no longer given the resources I need to successfully do my job. • • • • • Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 7. I feel that my job has little impact on the success of the company. • • • • Strongly Agree Agree Neither Agree nor Disagree Disagree .4. boss. and employer . • • • • • Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 5.

• • • • • Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 11.60 - . I have received no better than "fair" evaluations recently. I often feel overworked and overwhelmed. • • • • Strongly Agree Agree Neither Agree nor Disagree Disagree . • • • • • Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 10.• Strongly Disagree 8. • • • • • Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 9. I am not being used to my full capabilities. I feel as though my boss and employer have let me down.

I live for weekends and days away from the job. • • • • • Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 15.• Strongly Disagree 12.61 - . • • • • • Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 14. I feel my bad days at work outweigh the good ones. I am frequently stressed out at work. I find myself negatively comparing my situation to my peers. • • • • • Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 13. • • • Strongly Agree Agree Neither Agree nor Disagree .

I have been told that I am becoming a more cynical person.62 - . • • • • • Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 17. • • • • • Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 18. I have lost sight of my career goals and aspirations. I feel as though my employer has broken promises about my future with the organization. I often experience a sensation of time standing still when I am at work. • Strongly Agree .• • Disagree Strongly Disagree 16. • • • • • Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 19.

• • • • • Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree . I no longer feel valued for my work.63 - .• • • • Agree Neither Agree nor Disagree Disagree Strongly Disagree 20.

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