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Job Satisfaction Research Project Report

Job Satisfaction Research Project Report

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Sections

  • Job Satisfaction
  • Importance to Worker and Organization
  • Creating Job Satisfaction
  • Workers' Roles in Job Satisfaction
  • Assuring Job Satisfaction
  • COMPANY PROFILE
  • KOTAK MAHINDRA GROUP
  • OLD MUTUAL Plc
  • OTHER GROUP COMPANIES OF KOTAK LIFE INSURANCE
  • HISTORY OF KOTAK LIFE
  • HISTORY OF INSURANCE
  • FUTURE OF INSURANCE IN INDIA
  • LIFE INSURANCE ADVANTAGES
  • CORPORATE STRUCTURE
  • 1.3. Scope of the Study
  • 1.4. OBJECTIVES OF THE STUDY
  • 2. RESEARCH METHODOLOGY
  • Research Design can be categorized as:
  • DATA COLLECTION
  • 2.1. LIMITATIONS OF STUDY
  • Models of job satisfaction
  • 4. Data Analysis & Interpretation

1.

INTRODUCTION

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.

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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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such as child-care and exercise facilities -4 . 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. 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. 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. Organizations that aspire to creating a work environment that enhances job satisfaction need to incorporate the following:  Flexible work arrangements.Creating Job Satisfaction So.

For example. Managers who are serious about the job satisfaction of workers can also take other deliberate steps to create a stimulating work environment. and a shy worker is unlikely to be a good salesperson. and the nature of the work itself. Job enrichment usually includes increased responsibility. experiences. Job enrichment is a deliberate upgrading of responsibility. For example. and challenge in the work itself. when creating work teams. Large companies that have used job-enrichment programs to increase employee motivation and job -5 . 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. recognition. a person who does not pay attention to detail would hardly make a good inspector. scope. managers can enhance worker satisfaction by Placing people with similar backgrounds. and opportunities for growth. managers can enhance job satisfaction by carefully matching workers with the type of work. the manager's personal characteristics and management style. As much as possible. 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. job satisfaction is also influenced by the employee's personal characteristics. learning. Apart from the factors mentioned above. and achievement. or needs in the same workgroup. managers should match job tasks to employees' personalities. One such step is job enrichment. Also.

Empirical findings show that job characteristics such as pay. promotional opportunity. as well as organizational characteristics such as commitment and relationship with supervisors and co-workers. have significant effects on job satisfaction. IBM. Of course. and General Motors (Daft. Good management has the potential for creating high morale. 1997). high productivity. 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? -6 . a worker who takes some responsibility for his or her job satisfaction will probably find many more satisfying elements in the work environment. and skills utilization.satisfaction include AT&T. These job characteristics can be carefully managed to enhance job satisfaction. and a sense of purpose and meaning for the organization and its employees. task clarity and significance.

Know more. Qualities like these are valued by most organizations and often result in recognition as well as in increased responsibilities and rewards.  Accept the diversity in people. Accept people with their differences and their Imperfections and learn how to give and receive criticism constructively.Workers' Roles in Job Satisfaction If job satisfaction is a worker benefit.  Develop teamwork and people skills. Acquire new job-related knowledge that helps you to perform tasks more efficiently and effectively. This often leads to more challenging work and greater responsibilities. -7 . A large part of job success is the ability to work well with others to get the job done.  Develop excellent communication skills. surely the worker must be able to contribute to his or her own satisfaction and well-being on the job. Employers value and reward excellent reading. with attendant increases in pay and other recognition. writing. The following suggestions can help a worker find personal job satisfaction:  Seek opportunities to demonstrate skills and talents.  Demonstrate creativity and initiative. and speaking skills. listening.

Appreciating the significance of what one does can lead to satisfaction with the work itself.See the value in your work. Plan to avoid burnout by developing healthy stressmanagement techniques. This helps to give meaning to one's existence. -8 . Learn to de-stress. thus playing a vital role in job satisfaction.

in essence. supportive. it is very important that salaries be tied to job responsibilities and that pay increases be tied to performance rather than seniority. and her coworkers are friendly. her pay is fair. her promotional opportunities are good. then a situational approach leads one to predict she is satisfied with her job" (p. 91). Very simply put. So. if the pleasures associated with one's job outweigh the pains. Because of the relative prominence of pay in the reward system. requires careful planning and effort both by management and by workers. 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. job satisfaction is a product of the events and conditions that people experience on their jobs. her supervisor is supportive.Assuring Job Satisfaction Assuring job satisfaction. Brief (1998) wrote: "If a person's work is interesting. and rewarding work environment is vital. challenging. there is some level of job satisfaction -9 . over the long term.

Mr. he held the position of VP-10 .COMPANY PROFILE Kotak Mahindra old mutual life insurance ltd. Prior to Kotak Life Insurance. Gaurang Shah was Groii. At kotak life insurance. personal loans. Mr. Shah has been previously associated with Kotak Mahindra Pr mus since its inception i and has contributed towards its growth to become a Rs. Mr. Murliidhar is. MIDS Switchgear Limited and Nicholas Piramal India Limited and Ion Exchange Ltd. car loans and loans against shares.Jp Head of Retail Assets for Kotak Mahindra Bank.2000 Cr plus business. an associate member of the Institute of Chartered Accountants of India. an associate member of the Institute Of Company Secretaries of India. Gorang shah is the managing director of kotak Mahindra old mutual life insurance limited. to make them financial independent. The Retail Assets include commercial vehicles.? And old mutual plc. Murlidhar is a Chief Financial Officer and Company Secretary of Kotak Life Insurance. 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. Is a joint venture between kotak Mahindra banks Ltd. Murlidhar possesses over 20-year work experience and has earlier worked with National Dairy Development Board (NDDB). and graduate member of the Institute of Cost & Works Accountants of India. structured products. Before comfing to Kotak Life Insurance.

Finance. he oversees all aspects of Finance including Operations. Regulatory. Accounts and Treasury. -11 . Internal Control.Finance at Gujarat Glass Ltd. As Chief Financial Officer at Kotak Life Insurance.

the Kotak Mahindra Group has long been one of India‟s most reputed organizations in the financial services domain. The group has a substantial presence in the UK. Old Mutual had more than 7 million life insurance policies. 50. the group stands at a net worth of around Rs. 2006. Life Insurance. Kotak Mahindra Group is committed for providing high quality financial products. As on 31 December 2005. US and South African markets. Car Finance. is an international financial services group listed on the London Stock Exchange and included in the FTSE 100 list of companies. banking and general insurance services in over 40countries.2 million customer accounts. employees around 9600 people in its various branches providing services at across 300 cities. -12 . The company is also working in the field of asset management. OLD MUTUAL Plc. Mutual Funds. 3100 crore.6 million banking customers and over 5. For customers.000 general insurance policies. services and support to its customers. a company with 160 years experience in life insurance. Old Mutual. 3. with assets under management worth $ 400 Billion as on 30th June. and is structured in different businesses like Banking. The Group services around 2. Securities and Institutional equities.KOTAK MAHINDRA GROUP Established in 1984. As on 31 st December 2006. this joint venture translates into a company that combines international expertise with the understanding of the local market.

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 -13 .

As on 31 st December 2006. The group service around 2. in March 2003. franchisees. employing around 9600 people in its various business and has distribution network of branches. Established in 1984. representative offices in New York. and is structured in different business like Banking. the flagship company of KOTAK MAHINDRA Group was converted into KOTAK MAHINDRA Bank Ltd.. -14 . London. 3100 crore. services & support to its customers. Life Insurance. KOTAK MAHINDRA Group is committed for providing high quality financial products. Mutual Funds. Dubai and Mauritius. making it the first NBFC to be offered a banking license. along with its affiliates.. Car Finance. Institutional Equities and Investment banking. KOTAK MAHINDRA Finance Ltd. Securities.HISTORY OF KOTAK LIFE KOTAK MAHINDRA Old Mutual Life Insurance is a joint venture between KOTAK MAHINDRA Bank Ltd. and Old Mutual plc. the KOTAK MAHINDRA Group has long been one of India‟s most reputed organizations in the financial services domain.2 million-customer accounts. the group stands at a net worth of around Rs.

where citizens formed burial clubs that would meet the funeral expenses of its members as well as help survivors by making some payments. With the discovery of new lands. That's how old these concepts are. the Code of Hammurabi granted legal status to the practice. That. sea routes and the consequent growth in trade. Essentially. perhaps. was how insurance made its beginning. there was also the fear of pirates. Burial expenses and support in times of sickness and poverty were other services offered. in the ancient land of Babylonia. 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. So these guilds even offered ransom for members held captive by pirates. shipwrecks and the like. its social institutions and welfare practices also got more and more refined.HISTORY OF INSURANCE Almost 4. In 2100 BC. 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. really. -15 . all these revolved around the concept of insurance or risk coverage. Since most of the trade took place by sea. As European civilization progressed.

European maritime nations entered into the earliest known insurance contract and decided to accept marine insurance as a practice.. it began taking shape in 1688 at a rather interesting place called Lloyd's Coffee House in London. In 1756. ship-owners and underwriters met to discuss and transact business... Insurance and Myth. In 1693. The first step. Back to the 17th century. Joseph Dodson reworked the table. linking premium rate to age -16 .. 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. By the end of the 18th century. in Genoa. Insurance as we know it today owes its existence to 17th century England.In 1347. In fact. where merchants. Lloyd's had brewed enough business to become one of the first modern insurance companies.

Two years later. The trigger: Reducing opposition from religious groups. In 1835.. The great Chicago fire of 1871 further emphasized how fires can cause huge losses in densely populated modern cities.Enter companies. -17 . The growing years. wherein the risks are spread among several companies. However. The first stock companies to get into the business of insurance were chartered in England in 1720. The year 1735 saw the birth of the first insurance company in the American colonies in Charleston.. was devised specifically for such situations. Massachusetts became the first state to require companies by law to maintain such reserves. The practice of reinsurance. The 19th century saw huge developments in the field of insurance. with newer products being devised to meet the growing needs of urbanization and industrialization.. 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 infamous New York fire drew people's attention to the need to provide for sudden and large losses.. SC. In 1759.

Many employers sponsor group insurance policies for their employees. many societies were founded to insure the life and health of their members. In India. was formed in 1870.. Bharat and Empire of India were also set up in the 1870-90s. yogakshema. providing not just life insurance. For instance. Burial societies of the kind found in ancient Rome were formed in the Buddhist period to help families build houses. Even today. the first Indian life assurance society. Bombay Mutual Assurance Society. is derived from the Rig Veda. such fraternal orders continue to provide insurance coverage to members as do most labor organizations. protect widows and children. -18 . members-only insurance. The term suggests that a form of "community insurance" was prevalent around 1000 BC and practiced by the Aryans.In the 19th century. the name of Life Insurance Corporation of India's corporate headquarters. Other companies like Oriental. but sickness and accident benefits and oldage pensions. Insurance in India can be traced back to the Vedas. while fraternal orders provided low-cost. Employees contribute a certain percentage of the premium for these policies..

The Insurance Act was passed in 1912. It was only after seven years of deliberation and debate . an autonomous insurance regulator set up in 2000.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 -.that the sector was finally opened up to private players in 2001. By the mid-1950s. -19 . As these companies grew. The Insurance Regulatory & Development Authority. expenditure and management of these companies' funds. the government began to exercise control on them. scams and irregularities were almost a way of life at most of these companies.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. For years thereafter. followed by a detailed and amended Insurance Act of 1938 that looked into investments. there were around 170 insurance companies and 80 provident fund societies in the country's life insurance scene. The Life Insurance Corporation of India was set up in 1956 to take over around 250 life companies. has extensive powers to oversee the insurance business and regulate in a manner that will safeguard the interests of the insured. in the absence of regulatory systems. the government decided nationalizes the life assurance business in India. However. As a result. insurance remained a monopoly of the public sector.

Changing consumer behavior. as per the data compiled by Insurance Regulatory & Development Authority.FUTURE OF INSURANCE IN INDIA As per a recent report “Indian Insurance Industry Forecast (2007-2009)” published by RNCOS. 89. and LIC helped the Indian life insurance industry in mopping up almost Rs 2. saw new businesses expand by 49%.” April 2007. Selling almost 15. Non-life or general insurance industry saw a growth of 16% during this month. and Bajaj Allianz were amongst those insurers that came across a decline in their premium collection over the review period.134 crore. ING Vysya. current FY‟s first month.the largest life insurer in Indiawitnessed 57% growth in its new premiums that reached to Rs 2. Reliance Life. whereas general insurance players witnessed 16% increase during the same month. LIC grabbed a market share of almost 71. On the other hand. LIC . GDP growth rate. -20 .56% during this April.996 crore in the same month last year. Business Standard published this in news on 14 June 2007. and ICICI Lombard was the second largest player in this segment. and natural calamities occurring from time to time will remain the key contributors in this growth. ICICI Prudential.684 policies during this April. whereas it was Rs 1. it has been found that “Life insurance market in India will likely reach around Rs 1683 Billion by the year 2009.892 crore in April this year. changing socio economic demography. Outstanding performance of SBI Life.

and so on. and New India Assurance. Some qualitative factors. it can be made out that the four established public-sector players namely. need to perform up to the industry expectations in order to improve the growth rate of Indian life insurance market. like the deregulation rate of insurance market. opportunities and challenges present in this industry. -21 .Looking at the current scenario. market strategies adopted by key players in this segment. “Performance of life insurance industry remained better in comparison to non life segment over the five year period spanning 2001-2005. Oriental Insurance. as per Business Standard. and ICICI Lombard. Reliance General. The issues addressed in this report include: prospective investment areas in Indian life insurance i n d u s t r y . National Insurance. and implementation rate of technologies prevailing in the market.” This report provides an objective analysis of all aspects of Indian insurance industry. United India. According to RNCOS report “Indian Insurance Industry Forecast (2007-2009)”. may have to face stiff competition from private players like Bajaj Allianz.

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A carefully signed Life Insurance Policy with desired ownership and beneficiary arrangements helps secure you and your family in the long term.  Life Insurance helps retain your Business from the loss of a key employee. eliminating the need to sell estate assets to cover these costs.  The growth of a cash-value policy is tax-deferred .  Benefits are available immediately and may be used to help pay expenses such as final illness and funeral costs.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. Untimely death of a key employee can pose severe financial loss to the business  A lot of Insurance products presently provide good returns.  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. -23 . 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.

CORPORATE STRUCTURE Managing Director (Mr.Dev. Sugatta Dutta Appointed Actuary (1r. Arun Patil Sales Head Mr. t<1r. G Murlidharan) VPSales & Mgmt.Bryce Johns) CIO (Mr. Krishna Sanghvi) -24 . Rahul Sinha) HR&Admin (Mr.Gaurang Shah) CFO &COO (Mr. Pankaj Desai) Marketing Head {Mr.

Identify the components of job satisfaction of nurse teach -25 . Shanghai. 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. 2nd Military Medical University. 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. 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. School of Nursing. The purpose of this Part I paper is to: (i) (ii) (iii) review the different measurements of job satisfaction.” Gui L. While AE.LITERATURE REVIEW The literature survey conducted here includes the academic books and website. PR China. the study being conducted was “to evaluate the effectiveness of recruitment and selection policy in relation with increasing attrition problem. Barriball KL. report the job satisfaction levels of nurse teachers and.

aug07. Gulati Ambika. Human Resource Management”. pp18-19.1st edition. “Training and Management”. as these tests help the interviewer to better judge the candidate his competency for the particular jobs. New delhi. “Human Resource Management”. 4.P. Rao V.S. how to carry out recruitment. 5. Bernardin John H.. 3. Importance of tests while selecting the candidates for the job.S. Bhattacharyya Kumar Deepak. -26 . 6. Prasad L. “Human resource management” Excel Books pp166.. Importance of recruitment function in an organization.what factors should be include while formulating. 2. validity of the purpose & utility of the methods.the effectiveness of selection method depends upon the reliability of the data.M. 1.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. vol3. Personnel Management” (Indian enterprises.pp151. its introduction. “Human resource management” pp219-purpose and importance of Recruitment & selection cannot be ignored as by this org. Excel books.1st edition. New Delhi.-what is basically recruitment. “Managing Human Resource. Dwivedi R. Galgotia publishing company. Tata Mc Graw Hill publishing company ltd. pp 160-163. pp96-97 -what is a recruitment policy .

If an employee accepts a position with unrealistic expectations about the conditions in which he or she will be working. The perceptual biases noted in Chapter four or even incomplete information may lead to inaccurate perceptions that could undermine satisfaction. 1. subsequent dissatisfaction is imminent. If this need or value is matched with a work environment allowing lots of interaction.1.2. 2. placement. and find ways to match that need with an appropriate work environment (this can be done through selection. the discrepancy between the social environment he expects at work and the one he perceives will be very important in driving his sense of satisfaction. and job design). Is Murray an extravert with a high need for interpersonal stimulation and warm. Here is a listing of ways to promote job satisfaction:  Recruit  Match & select employees whose values fit those of the organization people to jobs that fit their interests employee involvement -27  Enhance . We need to assess the accuracy of perceptions. We need to work to ensure that employee expectations are realistic. personal interaction? If so. NEED OF THE STUDY We need to understand what our employees‟ value. One of the reasons that realistic job previews (RJPs) can be effective is that they help guard against unrealistic job expectations. Murray is likely to be satisfied.

benefits. promotion) interests of the company with those of employees an adequate flow of information to employees  Provide  Build trust (your chapter on team development and the reading on investing in social capital elaborate on ways to build trust). -28 . make jobs fun people fairly (pay. Enrich  Treat  Align jobs.

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. So the personnel department can use the information to make efforts to avoid such complaints. Scope for the sales department The sales department can have fairly good idea about their employees. -29 . Scope of the Study The scope of the study is very vital. that they are satisfied or not.1.3. 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 for personnel department Some customers have the complaints or facing problems regarding the job.

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OBJECTIVES OF THE STUDY      To find that whether the employees are satisfied or not. To find that employees are working with their full capabilities or not. To find that they are satisfied with their job profile or not. -31 .1. To analyze the company‟s working environment.4. To check the Degree of satisfaction of employees.

-32 . The scope of research methodology is wider than that of research method. Meaning of Research Research is defined as “a scientific & systematic search for pertinent information on a specific topic”. The search for knowledge through objective and systematic method of finding solution to a problem is a research. measurement and analysis of the data. the research is design is the conceptual structure within which research is conducted. It is a careful inquiry especially through search for new facts in any branch of knowledge. 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. 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 an art of scientific investigation. 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.2. Research is a systemized effort to gain new knowledge. It may be understood has a science of studying how research is done scientifically. RESEARCH METHODOLOGY Research methodology is a way to systematically solve the problem. it constitutes the blue print of the collection. In fact.

It helps in bringing into focus some inherent weakness in enterprise regarding which in depth study can be conducted by management. 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.The design is such studies must be rigid and not flexible and most focus attention on the following. Research Design can be categorized as: TYPES OF RESEARCH DESIGN EXPLORATOR Y RESEARCH DESIGN DESCRIPTIVE & DIAGNOSTIC RESEARCH DESIGN EXPERIMENT AL RESEARCH DESIGN The present study is exploratory in nature. -33 .

Primary Data     Personal Investigation Observation Method Information from correspondents Information from superiors of the organization 2. some other sites are also searched to find data. It can be collected from various sources. -34 . Newspapers and Magazines etc. Secondary Data    Published Sources such as Journals.  Websites like KOTAK‟S official site. I have collected the data from two sources which are given below: 1. Government Reports.DATA COLLECTION For any study there must be data for analysis purpose. Unpublished Sources such as Company Internal reports prepare by them given to their analyst & trainees for investigation. Without data there is no means of study. Data collection plays an important role in any study.

Sample Size:Questionnaire is filled by 20 employees of Kotak life Insurance. Kaithal. After completion of survey the data was analysed and conclusion was drawn. At the end all information was compiled to complete the project report. Data collection was also done with the help of personal observation. 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. -35 .

Lack of resources: Lack of time and other resources as it was not possible to conduct survey at large level. 4. to represent whole of the population. 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:- 1.1. LIMITATIONS OF STUDY However I shall try my best in collecting the relevant information for my research report. Respondents were having a feeling of wastage of time for them. -36 . Short time period: The time period for carrying out the research was short as a result of which many facts have been left unexplored. 5. 2. Small area for research: The area for study was Kaithal.2. which is quite a small area to judge job satisfaction level. yet there are always some problems faced by the researcher. 3. Small no. of respondents: Only 20 employees have been chosen which is a small number.

These studies (1924–1933). These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). This finding provided strong evidence that people work for purposes other -37 . History One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. an affective reaction to one‟s job. sought to find the effects of various conditions (most notably illumination) on workers‟ productivity. beliefs and behaviours. It was later found that this increase resulted. but from the knowledge of being observed. and our behaviors. Descriptive work on subtopics of study Definition Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one‟s job. This definition suggests that we form attitudes towards our jobs by taking into account our feelings. primarily credited to Elton Mayo of the Harvard Business School. our beliefs. 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). not from the new conditions. and an attitude towards one‟s job.3.

which paved the way for researchers to investigate other factors in job satisfaction. laid the foundation for job satisfaction theory. argued that there was a single best way to perform any given work task. stress at work. safety needs. Principles of Scientific Management. and self-actualization. This book contributed to a change in industrial production philosophies. home-work interface. workers became exhausted and dissatisfied. This theory explains that people seek to satisfy five specific needs in life – physiological needs. or their quality of working life. such as general wellbeing. Some argue that Maslow‟s hierarchy of needs theory. self-esteem needs. It should also be noted that the work of W. Bryan. Walter Dill Scott. Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. Job satisfaction can also be seen within the broader context of the range of issues which affect an individual's experience of work. Frederick Winslow Taylor‟s 1911 book.L. thus leaving researchers with new questions to answer regarding job satisfaction. Job satisfaction can be understood in terms of its relationships with other key factors. a motivation theory. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. This model served as a good basis from which early researchers could develop job satisfaction theories.than pay. and working conditions -38 . control at work. and Hugo Munsterberg set the tone for Taylor‟s work. causing a shift from skilled labor and piecework towards the more modern of assembly lines and hourly wages. However. social needs.

compared to one who doesn‟t value that facet. When a person values a particular facet of a job. then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/aren‟t met. if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy. To illustrate. Locke‟s Range of Affect Theory (1976) is arguably the most famous job satisfaction model.Models of job satisfaction Affect Theory Edwin A. Dispositional Theory Another well-known job satisfaction theory is the Dispositional Theory Template:JacksonApril 2007. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. It is a very general theory that suggests that people have -39 .g. his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met). the theory states that how much one values a given facet of work (e. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. Further.

emotional events. as opposed to outside forces having control) leads to higher job satisfaction. Events that are positive give rise to the feeling of content or relaxation. and Cathy C.innate dispositions that cause them to have tendencies toward a certain level of satisfaction. Edwin A. proposed by Timothy A. -40 . Finally. elicits two sets of processes. general self-efficacy. regardless of one‟s job. Events that seem negative in manner will give rise to the feelings of stress or anxiety. Research also indicates that identical twins have similar levels of job satisfaction. such as criticisms or rewards. locus of control. lower levels of neuroticism lead to higher job satisfaction Opponent Process Theory According to opponent process theory. Having an internal locus of control (believing one has control over her\his own life. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. argued that there are four Core Self-evaluations that determine one‟s disposition towards job satisfaction: self-esteem. which induces feelings that contradict the feelings in the primary processes. The other process is the opponent process. Judge et al. A significant model that narrowed the scope of the Dispositional Theory was the Core Selfevaluations Model. Durham in 1997. Locke. This model states that higher levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in one‟s own competence) lead to higher work satisfaction. Primary processes give way to emotions that are steady with the event in question. Events that are negative give rise to feelings of relaxation while events that are positive give rise to feelings of anxiety. Judge. and neuroticism.

During a social exchange. If one individual gets a pay raise for doing the same or less work than the other. then the less benefited individual will become distressed in his workplace. Equity Theory suggests that if an individual thinks there is an inequality between two social groups or individuals. on the other hand. Discrepancy theory The concept of self-discrepancy theory explains the ultimate source of anxiety and dejection. who has not fulfilled his responsibility feels the sense of anxiety and regret for not performing well.A variety of explanations have been suggested to explain the uniformity of mood or satisfaction. then the feeling of inequality is reduced. This theory shows that if you try to enhance the mood of individual it will more likely fail in doing so. they will also feel dejection due to not being able to achieve their hopes and aspirations. the person is likely to be distressed because the ratio between the input and the output are not equal. Equity Theory Equity Theory shows how a person views fairness in regard to social relationships.An individual. as well as how much effort another persons puts forth. For example. -41 . a person identifies the amount of input gained from a relationship compared to the output. consider two employees who work the same job and receive the same benefits. one individual gets a pay raise and new responsibilities . The opponent process theory was formulated to explain these patterns of observations. If.

designated as a self-guide. or even depression. Porter. p. referred to as the ideal self guide. These motivating factors are considered to be intrinsic to the job. disappointment. 133). or love. over a time period. and other working conditions. When the individual fails to obtain these rewards. all individuals will learn what their obligations and responsibilities for a particular function. This theory states that satisfaction and dissatisfaction are driven by different factors – motivation and hygiene factors. and provide people with satisfaction. for example achievement in work. Agitation and anxiety are the main responses when an individual fails to achieve the obligation or responsibility. approval. -42 . respectively. An employee‟s motivation to work is continually related to job satisfaction of a subordinate. These achievements and aspirations also form an abstracted set of principles. supervisory practices. company policies. Hygiene factors include aspects of the working environment such as pay. Motivation can be seen as an inner force that drives individuals to attain personal and organizational goals (Hoskinson. Over time. promotion opportunities. these duties and obligations consolidate to form an abstracted set of principles. Two-Factor Theory (Motivator-Hygiene Theory) Frederick Herzberg‟s Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. and if they fail to fulfill those obligations then they are punished. While Hertzberg's model has stimulated much research. Motivating factors are those aspects of the job that make people want to perform. they begin to have feelings of dejection. with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifact. researchers have been unable to reliably empirically prove the model.According to this theory. This theory also explains that if achievement of the obligations is obtained then the reward can be praise. or the work carried out. & Wrench. Furthermore. recognition.

in turn influencing work outcomes (job satisfaction.). work motivation. conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. which is widely used as a framework to study how particular job characteristics impact on job outcomes. The model states that there are five core job characteristics (skill variety. and knowledge of the actual results). including job satisfaction. autonomy. Job Characteristics Model Hackman & Oldham proposed the Job Characteristics Model. The five core job characteristics can be combined to form a motivating potential score (MPS) for a job. absenteeism. experienced responsibility for outcomes. etc. and feedback) which impact three critical psychological states (experienced meaningfulness. the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured. A meta-analysis of studies that assess the framework of the model provides some support for the validity of the JCM. which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors----. task identity. -43 .the theory does not consider individual differences. Finally. task significance.

. and unhappy with their work which leads to a low level of job satisfaction. 1997).. Communication overload can occur when “an individual receives too many messages in a short period of time which can result in unprocessed information or when an individual faces more complex messages that are more difficult to process (Farace. L.load which can affect their level of job satisfaction. when more inputs exist than outputs. In comparison. “given an individual‟s style of work and motivation to complete a task. & Russel. 1997). & Russel. K. Monge. -44 .” Individuals in an organization can experience communication over-load and communication under.. p. L. which refers to “the rate and complexity of communication inputs an individual must process in a particular time frame (Faraca. aggravated. 86) which can be positively or negatively related to job satisfaction.. 1977). & Russel. K. & Westbrook. J. Demands can be characterized as a communication load. communication under load can occur when messages or inputs are sent below the individual‟s ability to process them (Farace. & Westbrook.Factors that influence job satisfaction Environmental factors Communication Overload and Communication Under load One of the most important aspects of an individual‟s work in a modern organization concerns the management of communication demands that he or she encounters on the job (Krayer. if an individual does not receive enough input on the job or is unsuccessful in processing these inputs. the individual perceives a condition of overload (Krayer. Monge. J. the individual is more likely to become dissatisfied. 85). Monge.” Due to this process.” According to the ideas of communication over-load and under-load. p.

A supervisor who uses nonverbal immediacy. Nonverbal immediacy from the supervisor helps to increase interpersonal involvement with their subordinates impacting job satisfaction. p. The way in which subordinates perceive a supervisor's behavior can positively or negatively influence job satisfaction. a supervisor who is antisocial. (Weiss and Cropanzano. -45 . Conversely. Emotions Mood and emotions form the affective element of job satisfaction. 156). 1996). and open communication lines is more likely to receive positive feedback and high job satisfaction from a subordinate. and emotional expression (Burgoon. Communication behavior such as facial expression. Buller. short-lived and have a clear object or cause. friendliness. & Woodall. deception. Individuals who dislike and think negatively about their supervisor are less willing to communicate or have motivation to work whereas individuals who like and think positively of their supervisor are more likely to communicate and are satisfied with their job and work environment. and unwilling to communicate will naturally receive negative feedback and create low job satisfaction in their subordinates in the workplace. Nonverbal messages play a central role in interpersonal interactions with respect to impression formation. 156). The manner in which supervisors communicate with their subordinates non-verbally may be more important than the verbal content (Teven. social influence. There is some evidence in the literature that moods are related to overall job satisfaction. p. while emotions are often more intense. attraction. Moods tend to be longer lasting but often weaker states of uncertain origin. unfriendly. 1996). eye contact.Superior-Subordinate Communication Superior-subordinate communication is an important influence on job satisfaction in the workplace. and body movement is crucial to the superior-subordinate relationship (Teven. vocal expression.

Emotional dissonance is associated with high emotional exhaustion. that often follows the process of emotion regulation. Taking the social interaction perspective. It was found that suppression of unpleasant emotions decreases job satisfaction and the amplification of pleasant emotions increases job satisfaction. -46 . Emotion management includes all of the conscious and unconscious efforts to increase. The understanding of how emotion regulation relates to job satisfaction concerns two models: 1. For example: The accumulation of favorable responses to displays of pleasant emotions might positively affect job satisfaction. Emotion work (or emotion management) refers to various types of efforts to manage emotional states and displays. 2. maintain. studies of workers in a variety of occupations suggest that the consequences of emotional work are not uniformly negative. and low job satisfaction. Emotional dissonance is a state of discrepancy between public displays of emotions and internal experiences of emotions.Positive and negative emotions were also found to be significantly related to overall job satisfaction. Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than will intensity of positive emotion when it is experienced. performance of emotional labor that produces desired outcomes could increase job satisfaction. workers‟ emotion regulation might beget responses from others during interpersonal encounters that subsequently impact their own job satisfaction. low organizational commitment. Although early studies of the consequences of emotional work emphasized its harmful effects on workers. Emotional dissonance. or decrease one or more components of an emotion. Social interaction model.

and the Faces Scale. The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). the Faces Scale of job satisfaction. The scale is simple. & Hulin (1969). It measures one‟s satisfaction in five facets: pay. Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ). By far. True/False questions. supervision. point systems. is a specific questionnaire of job satisfaction that has been widely used. The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. promotions and promotion opportunities. Other less common methods of for gauging job satisfaction include: Yes/No questions. -47 . It is an improvement to the Job Descriptive Index because the JDI focuses too much on individual facets and not enough on work satisfaction in general. Finally. one of the first scales used widely. coworkers. This data are sometimes collected using an Enterprise Feedback Management (EFM) system. no. and the work itself. participants answer either yes. created by Smith. Kendall. and forced choice answers. the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). The Job Descriptive Index (JDI).Measuring job satisfaction There are many methods for measuring job satisfaction. measured overall job satisfaction with just one item which participants respond to by choosing a face.. the Job Satisfaction Survey (JSS). or can‟t decide (indicated by „?‟) in response to whether given statements accurately describe one‟s job. checklists. The Job in General Index is an overall measurement of job satisfaction.

30.. One common research finding is that job satisfaction is correlated with life satisfaction. the relationship of satisfaction to productivity is not necessarily straightforward and can be influenced by a number of other -48 . A recent meta-analysis found an average uncorrected correlation between job satisfaction and productivity to be r = 0. This correlation is reciprocal. organizational deviance. some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as nonwork satisfaction and core self-evaluations are taken into account. was r = 0. absenteeism.52) than for jobs of low to moderate complexity (ρ = 0. as the idea that satisfaction and job performance are directly related to one another is often cited in the media and in some non-academic management literature.29). job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. Further. Further. and poor organizational citizenship behaviours.Relationships and practical implications Job Satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviours such as organizational citizenship. It is found in many research that Job Satisfaction can lead to Intention to Stay / Quit in an organization (Kim et al. An important finding for organizations to note is that job satisfaction has a rather tenuous correlation to productivity on the job. This is a vital piece of information to researchers and businesses. 1996). the meta-analysis found that the relationship between satisfaction and performance can be moderated by job complexity. meaning people who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. the average true correlation. Recent research has also shown that Intention to Quit can have effect like poor performance orientation. such that for high-complexity jobs the correlation between satisfaction and performance is higher (ρ = 0. However. and turnover. corrected for research artifacts and unreliability. In short. Job Satisfaction also have high relationship with intention to quit.18.

The link between job satisfaction and performance is thought to be a spurious relationship. employee personality may be more important than job satisfaction. With regard to job performance. and the notion that "a happy worker is a productive worker" should not be the foundation of organizational decision-making.work-related constructs. instead. both satisfaction and performance are the result of personality -49 .

-50 . Data Analysis & Interpretation I have been passed up at least once for a promotion in the past few years.4.50% are disagree and rest 0% of employees are strongly disagree. 20% of employees are agree on the point. 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 . 30% 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. 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. -51 .

10% 10% 5 % 0% 75% Strongly Agree Neither Agree nor Disagree Strongly Disagree Agree Disagree This graph shows that 75% of employees are strongly agree about the point . 10% are neither agree nor disagree. -52 . 10% of employees are agree on the point.5% are disagree and rest 0% of employees are strongly disagree.I find much of my job repetitive and boring.

I am mentally and/or physically exhausted at the end of a day at work. 10% 5 % 0% 85% Strongly Agree Neither Agree nor Disagree Strongly Disagree Agree Disagree This graph shows that 85% of employees are strongly agree about the point . -53 .0% are disagree and rest 0% of employees are strongly disagree. 5% are neither agree nor disagree. 10% of employees are agree on the point.

I feel that my job has little impact on the success of the company. 20% 0% 50% 30% Strongly Agree Neither Agree nor Disagree Strongly Disagree Agree Disagree This graph shows that 50% of employees are strongly agree about the point . 20% are neither agree nor disagree. -54 . 30% of employees are agree on the point.0% are disagree and rest 0% of employees are strongly disagree.

20% are neither agree nor disagree. -55 . boss. and employer 20% 0% 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 .I have an increasingly bad attitude toward my job.60% are disagree and rest 20% of employees are strongly disagree. 0% of employees are agree on the point.

0% 10% 30% 60% Strongly Agree Neither Agree nor Disagree Strongly Disagree Agree Disagree This graph shows that 10% of employees are strongly agree about the point . 30% of employees are agree on the point.I am no longer given the resources I need to successfully do my job. 60% are neither agree nor disagree. -56 .0% are disagree and rest 0% of employees are strongly disagree.

-57 .I am not being used to my full capabilities. 40% of employees are agree on the point. 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 . 20% are neither agree nor disagree.40% are disagree and rest 0% of employees are strongly disagree.

25% 0% 40% 35% Strongly Agree Neither Agree nor Disagree Strongly Disagree Agree Disagree This graph shows that 40% of employees are strongly agree about the point . 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. -58 .

55% are disagree and rest 35% of employees are strongly disagree. -59 . 10% are neither agree nor disagree. 0% of employees are agree on 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 .I feel as though my boss and employer have let me down.

I often feel overworked and overwhelmed. 35% are neither agree nor disagree.0% are disagree and rest 0% 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. -60 .

-61 .15% are disagree and rest 50% of employees are strongly disagree. 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. 15% are neither agree nor disagree. 20% of employees are agree on the point.I am frequently stressed out at work.

10% are neither agree nor disagree.I live for weekends and days away from the job. 0% of employees are agree on the point. 0% 10% 30% 60% Strongly Agree Neither Agree nor Disagree Strongly Disagree Agree Disagree This graph shows that 0% of employees are strongly agree about the point.30% are disagree and rest 60% of employees are strongly disagree. -62 .

25% are neither agree nor disagree. -63 . 20% 0% 15% 25% 40% Strongly Agree Neither Agree nor Disagree Strongly Disagree Agree Disagree This graph shows that 0% of employees are strongly agree about the point.I find myself negatively comparing my situation to my peers. 15% of employees are agree on the point.40% are disagree and rest 20% of employees are strongly disagree.

I feel my bad days at work outweigh the good ones. 45% are neither agree nor disagree. 0% 45% 25% 30% Strongly Agree Neither Agree nor Disagree Strongly Disagree Agree Disagree This graph shows that 25% of employees are strongly agree about the point.0% are disagree and rest 0% of employees are strongly disagree. 30% of employees are agree on the point. -64 .

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

20%

0%

15%

35% 30%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

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.

-65

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

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

Agree

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.

-66

I feel as though my employer has broken promises about my future with the organization.

0% 40%

10% 25%

25%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 0% of employees are strongly agree about the point, 10% of employees are agree on the point, 25% are neither agree nor disagree,25% are disagree and rest 40% of employees are strongly disagree.

-67

-68 .15% are disagree and rest 0% of employees are strongly disagree. 15% 0% 15% 25% 45% Strongly Agree Neither Agree nor Disagree Strongly Disagree Agree Disagree This graph shows that 15% of employees are strongly agree about the point. 25% of employees are agree on the point. 45% are neither agree nor disagree.I have lost sight of my career goals and aspirations.

10% 20% 25% 20% 25% Strongly Agree Neither Agree nor Disagree Strongly Disagree Agree Disagree This graph shows that 25% of employees are strongly agree about the point. 20% are neither agree nor disagree. -69 .20% are disagree and rest 10% of employees are strongly disagree. 25% of employees are agree on the point.I no longer feel valued for my work.

CONCLUSION&SUGGESTIONS 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.  Ideal employees should concentrate on their job. Company should give promotion to those employees who deserve it.  Educational qualification can be the factor of not an effective job. -70 .5.

They often feel overworked. Most of employees think that they are not on their actual path.Findings  Employees are not completely satisfied with their job although their salary is good enough. what they do in beginning especially regarding Promotion.    Employees are not getting value to their work.   There is negatively comparison between peers especially regarding targets. Most of the employees think that the organizations haven‟t fulfilled their promises. -71 .

-72 .

.ninth edition.irda. 2.org/insurance/benefits-kotak. 81-136.267. 3.284. Chhabra.Dhanpat Rai $Co(P)Ltd. New Age International Publication. www.kotak. BIBLIOGRAPHY BOOKS 1. India. N. www..html c.com-/meaning-insurance/history//- e. WEBSITES:- a. Human Resource Management . 4. second edition. Research Methodology. T. .com/coms2/product-compint-0000950756-page. Kothari C. Ashwathapa K. Human Resource Management (third edition).Tata Mc Graw Hill Publication Company Ltd. Monnapa Arun.ask. Tata Mc Graw Hill Publication Company Ltd.179. www. www. Human Resource Management .6.-ind d. www.com/home/products b. New Delhi.kotaklifeinsurance.171.ibef..R.org/industry/insurance-trend/in -73 . Page no.

I find much of my job repetitive and boring.7. DESIGNATION: ………………………………. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 3. I spend parts of my day daydreaming about a better job. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 2. I have been passed up at least once for a promotion in the past few years. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree -74 . 1. COMPANY: ……………………………………. ANNEXURE QUESTIONNAIRE NAME: ………………………………………….

Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 7.4. I have an increasingly bad attitude toward my job. boss. 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. Strongly Agree Agree Neither Agree nor Disagree -75 . and employer . I am no longer given the resources I need to successfully do my job. I feel that my job has little impact on the success of the company. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 5.

I feel as though my boss and employer have let me down. I am not being used to my full capabilities. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 9. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 11.Disagree Strongly Disagree 8. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 10. I often feel overworked and overwhelmed. I have received no better than "fair" evaluations recently. Strongly Agree Agree -76 .

Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 14. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 15. I am frequently stressed out at work. I find myself negatively comparing my situation to my peers. I feel my bad days at work outweigh the good ones. I live for weekends and days away from the job. -77 . Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 13.Neither Agree nor Disagree Disagree Strongly Disagree 12.

Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 17. Strongly Agree Agree Neither Agree nor Disagree Disagree -78 . I have been told that I am becoming a more cynical person. I often experience a sensation of time standing still when I am at work. I feel as though my employer has broken promises about my future with the organization.Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 16. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 18.

Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 20. I no longer feel valued for my work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree -79 . I have lost sight of my career goals and aspirations.Strongly Disagree 19.

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