Professional Documents
Culture Documents
MURTI
BATCH : 2008-2009.
1
A
PROJECT REPORT ON
JOB SATISFACTION
FOR
PVT. LTD.
Submitted to
Submitted by
VIKAS SENGAR
2
DECLARATION
VIKAS SENGAR
MBA
3
PREFACE
VIKAS SENGAR
MBA
4
ACKNOWLEDGEMENT
I would like to express my sincere thanks to Mr. Neeraj Singh,
Department Head of MBA (VNS Institute Of Management) Bhopal
(M.P.) giving me opportunity to work with Birla Ericsson Optical Ltd.
for my Summer Internship Program. I would also like to thanks Mr.
Narsingh Murti, (Personal and Administration Manager), Mr. I.M.
Sheikh (DGM), Mr. R.K. Lakhera (Personnel Officer), Mr. Vinay Nigam
(Asst. Personnel Manager) and Mr. Kamleshwar Pd. Dwivedi
(Computer & Data Operator) of Birla Ericsson Optical Ltd. At Rewa
(M.P.) for giving me an opportunity to work under his guidance .My
extended thanks to Mr. M.P. Singh, Placement cell Head (VNS Institute
Of Management, Bhopal) for his guidance during the course of my project
for his suggestions which has lead to a successful completion of my Summer
Internship Program. Last but not the least I would also like to acknowledge
contributions of various official websites and books named in the references
for helping me with the data collection and analysis which have provided me
with the relevant information for me to successfully complete my Project
Report.
VIKAS SENGAR
MBA
5
TABLE OF CONTENT
Sr. No. Content Page No.
1 EXECUTIVE SUMMARY 7-8
2 INTRODUCTION OF HRM 9-14
3 JOB SATISFACTION 15-40
4 OBJECTIVES OF STUDY 41-42
5 RESEARCH METHODOLOGY 43-46
6 COMPANY PROFILE 47-60
7 SCOPE OF JOB SATISFACTION 61-62
8 DATA ANALYSIS AND 63-84
INTERPRETATION
9 SUGGESTION AND 86-87
RECOMMENDATION
10 LIMITATION OF STUDY 88-88
11 BIBLIOGRAPHY 89-89
12 ANNEXURES 90-97
EXECUTIVE SUMMARY
Job satisfaction in regards to ones feeling or state of mind regarding nature of their work.
Job can be influenced by variety of factors like quality of ones relationship with their
supervisor, quality of physical environment in which they work, degree of fulfillment in
their work, etc.
6
Positive attitude towards job are equivalent to job satisfaction where as negative attitude
towards job has been defined variously from time to time. In short job satisfaction is a
persons attitude towards job.
Job satisfaction is an attitude which results from balancing & summation of many
specific likes and dislikes experienced in connection with the job- their evaluation may
rest largely upon ones success or failure in the achievement of personal objective and
upon perceived combination of the job and combination towards these ends.
Job satisfaction is an important indicator of how employees feel about their job and a
predictor of work behavior such as organizational citizenship, Absenteeism, Turnover.
7
Job satisfaction is not synonyms with organizational morale, which the possessions of
feeling have being accepted by and belonging to a group of employees through adherence
to common goals and confidence in desirability of these goals.
Morale is the by-product of the group, while job satisfaction is more an individual state
of mind.
Definition
Edwin Flippo defies HRM as planning, organizing, directing, controlling of
procurement, development, compensation, integration , maintenance and separation of
human resources to the end that individual, organizational and social objectives are
achieved.
8
Features of HRM or characteristics or nature
1. HRM involves management functions like planning, organizing,
directing and controlling
Evolution of HRM
The evolution of HRM can be traced back to Kautilya Artha Shastra where
he recommends that government must take active interest in public and
private enterprise. He says that government must provide a proper procedure
for regulating employee and employee relation
In the medieval times there were examples of kings like Allaudin
Khilji who regulated the market and charged fixed prices and provided fixed
salaries to their people. This was done to fight inflation and provide a decent
standard of living
During the pre independence period of 1920 the trade union emerged. Many
authors who have given the history of HRM say that HRM started because
of trade union and the First World War.
6. Performance appraisal :-
Once the employee has put in around 1 year of service,
performance appraisal is conducted that is the HR department checks
the performance of the employee. Based on these appraisal future
promotions, incentives, increments in salary are decided.
9. Industrial relations :-
Another important area of HRM is maintaining co-ordinal
relations with the union members. This will help the organization to
prevent strikes lockouts and ensure smooth working in the company.
4. Handicapped employees :-
This section of the population normally faces a lot of problems
on the job, very few organization have jobs and facilities specially
designed for handicapped workers. Therefore the challenge before the
HR manager lies in creating atmosphere suitable for such employees
and encouraging them to work better.
Significance/importance/need of HRM
1. Objective :-
HRM helps a company to achieve its objective from time to
time by creating a positive attitude among workers. Reducing wastage
and making maximum use of resources etc.
14
DEFINITIONS OF JOB SATISFACTION
16
The term job satisfaction was brought to lime light by hoppock (1935). He
revived 35 studies on job satisfaction conducted prior to 1933 and observes
that Job satisfaction is combination of psychological, physiological and
environmental circumstances. That causes a person to say. I m satisfied
with my job. Such a description indicate the variety of variables that
influence the satisfaction of the individual but tell us nothing about the
nature of Job satisfaction.
Job satisfaction has been most aptly defined by pestonjee (1973) as a job,
management, personal adjustment & social requirement. Morse (1953)
considers Job satisfaction as dependent upon job content, identification with
the co., financial & job status & priding group cohesiveness
One of the biggest preludes to the study of job satisfaction was the
Hawthorne study. These studies (1924-1933), primarily credited to Elton
Mayo of the Harvard Business School, sought to find the effects of various
conditions (most notably illumination) on workers productivity.
found that this increase resulted, not from the new conditions, but from the
knowledge of being observed.
This finding provided strong evidence that people work for purposes other
than pay, which paved the way for researchers to investigate other factors in
job satisfaction.
17
Scientific management (aka Taylorism) also had a significant impact on the
study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles
of Scientific Management, argued that there was a single best way to
perform any given work task. This book contributed to a change in industrial
production philosophies, causing a shift from skilled labor and piecework
towards the more modern approach of assembly lines and hourly wages.
It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and
Hugo Munsterberg set the tone for Taylors work.
18
Job satisfaction can partially mediate the relationship of personality
variables and deviant work behavior.
19
Job satisfaction and occupational success are major factors in personal
satisfaction, self-respect, self-esteem, and self-development. To the worker,
job satisfaction brings a pleasurable emotional state that can often leads to a
positive work attitude. A satisfied worker is more likely to be creative,
flexible, innovative, and loyal.
For the organization, job satisfaction of its workers means a work
force that is motivated and committed to high quality performance.
Increased productivity- the quantity and quality of output per hour worked-
seems to be a byproduct of improved quality of working life. It is important
to note that the literature on the relationship between job satisfaction and
productivity is neither conclusive nor consistent.
However, studies dating back to Herzbergs (1957) have shown at
least low correlation between high morale and high productivity and it does
seem logical that more satisfied workers will tend to add more value to an
organization.
Unhappy employees, who are motivated by fear of loss of job, will not
give 100 percent of their effort for very long. Though fear is a powerful
motivator, it is also a temporary one, and also as soon as the threat is lifted
performance will decline.
Job satisfaction benefits the organization includes reduction in
complaints and grievances, absenteeism, turnover, and termination; as well
as improved punctuality and worker morale. Job satisfaction is also linked
with a healthier work force and has been found to be a good indicator of
longevity.
20
found that satisfying or delighting employees is a prerequisite to satisfying
or delighting customers, thus protecting the bottom line.
See the value in your work. Appreciating the significance of what one does
can lead to satisfaction with the work itself. This help to give meaning to
ones existence, thus playing a vital role in job satisfaction.
21
Learn to de-stress. Plan to avoid burn out by developing healthy stress
management techniques.
Hoppock, the earliest investigator in this field, in 1935 suggested that there
are six major components of job satisfaction. These are as under:
2. Supervision
22
This aspect of job satisfaction pertains to relationship of worker with his
immediate superiors. Supervision, as a factor, generally influences job
satisfaction.
3. Working conditions
This includes those physical aspects of environment which are not
necessary a part of the work. Hours are included this factor because it is
primarily a function of organization, affecting the individuals comfort
and convenience in much the same way as other physical working
conditions.
4. Wage and salaries
This factor includes all aspect of job involving present monitory
remuneration for work done.
5. Opportunities for advancement
It includes all aspect of job which individual sees as potential sources of
betterment of economic position, organizational status or professional
experience.
6. Security
It is defined to include that feature of job situation, which leads to
assurance for continued employment, either within the same company or
within same type of work profession.
7. Company & management
It includes the aspect of workers immediate situation, which is a
function of organizational administration and policy. It also involves the
relationship of employee with all company superiors above level of
immediate supervision.
Reasons why employees may not be completely satisfied with their jobs:
24
EFFECTS OF LOW JOB SATISFACTION
1. HIGH ABSENTEEISM
J
o High B
b
s
a
t
i
s
f
a
c
t low
i A
n
low High
25
In the above diagram line AB shows inverse relationship between job
satisfaction and rate of turn over and rate of absenteesm.
As th job satisfaction is high the rate of both turn over and absentiseesm is
low and vise a versa.
2.HIGH TURNOVER
There are no. of factors that influence job satisfaction. For example, one
recent study even found that if college students majors coinsided with their
job , this relationship will predicted subsequent job satisfaction. However,
the main influences can be summerised along with the dimentions identified
above.
26
The work itself
The concept of work itself is a major source of satisfaction. For example,
research related to the job charactoristics approach to job design, shows that
feedback from job itself and autonomy are two of the major job related
motivational factors. Some of the most important ingridents of a satisfying
job uncovered by survey include intersting and challenging work, work that
is not boring, and the job that provides status.
Pay
Wages and salaries are recognised to be a significant, but complex,
multidimentional factor in job satisfaction. Money not only helps people
attain their basic needs butevel need satisfaction. Employees often see pay as
a reflection of how managemnet view their conrtibution to the organization.
Fringe benefits are also important.
If the employees are allowed some flexibility in choosing the type of
benefits they prefer within a total package, called a flexible benefit plan,
there is a significant increase in both benefit satisfaction and overall job
satisfaction.
Promotions
Promotional opportunities are seem to be have avarying effect on job
satisfaction. This is because of promotion take number of different forms.
27
WHAT IS THE IMPACT OF JOB SATISFACTION?
28
8. No arbitrary action- a voice a matters affecting him
9. Satisfactory working conditions
10.Competence leadership- bosses whom he can admire and respect
as persons and as bosses.
However, the two concepts are interrelated in that job satisfaction can
contribute to morale and morale can contribute to job satisfaction.
It must be remembered that satisfaction and motivation are not synonyms.
Motivation is a drive to perform, where as satisfaction reflects the
individuals attitude towards the situation. The factors that determine
whether individual is adequately satisfied with the job differs from those that
determine whether he or she is motivated. the level of job satisfaction is
largely determined by the comfits offered by the environment and the
situation . Motivation, on the other hand is largely determine by value of
reward and their dependence on performance. The result of high job
satisfaction is increased commitment to the organization, which may or may
not result in better performance.
A wide range of factors affects an individuals level of satisfaction. While
organizational rewards can and do have an impact, job satisfaction is
primarily determine by factors that are usually not directly controlled by the
organization. a high level of job satisfaction lead to organizational
commitment, while a low level, or dissatisfaction, result in a behavior
detrimental to the organization. For example, employee who like their jobs,
supervisors, and the factors related to the job will probably be loyal and
devoted. People will work harder and derive satisfaction if they are given the
freedom to make their own decisions.
29
MODELS OF JOB SATISFACTION
There are various methods and theories of measuring job satisfaction level of
employees in the orgnization given by different authers.
List of all the theorise and methods measuring job satisfaction level is given
below:
30
MODEL OF FACET OF JOB SATISFACTION
Skill
Experience
Training Perceived personal
Efforts job inputs
Age Fig.no. 1 Curve
Seniority showing Perceived
Education amount that
Co loyalty should be
Past received (a)
performance
Level
Difficulty a=b
Time span satisfaction
Amount of Perceived job
characteristics a>b
responsibility dissatisfaction
a<b guilt
Inequity
Discomfort
Perceived
outcome of
referent others Perceived
amount
received
Actual (b)
outcome
received
31
AFFECT THEORY
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most
famous job satisfaction model. The main premise of this theory is that
satisfaction is determined by a discrepancy between what one wants in a job
and what one has in a job. Further, the theory states that how much one
values a given facet of work (e.g. the degree of autonomy in a position)
moderates how satisfied/dissatisfied one becomes when expectations
are/arent met. When a person values a particular facet of a job, his
satisfaction is more greatly impacted both positively (when expectations are
met) and negatively (when expectations are not met), compared to one who
doesnt value that facet. To illustrate, if Employee A values autonomy in the
workplace and Employee B is indifferent about autonomy, then Employee A
would be more satisfied in a position that offers a high degree of autonomy
and less satisfied in a position with little or no autonomy compared to
Employee B. This theory also states that too much of a particular facet will
produce stronger feelings of dissatisfaction the more a worker values that
facet.
DISPOSITIONAL THEORY
32
A significant model that narrowed the scope of the Dispositional Theory was
the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998.
Judge argued that there are four Core Self-evaluations that determine ones
disposition towards job satisfaction: self-esteem, general self-efficacy, locus
of control, and neuroticism. This model states that higher levels of self-
esteem (the value one places on his self) and general self-efficacy (the belief
in ones own competence) lead to higher work satisfaction. Having an
internal locus of control (believing one has control over her\his own life, as
opposed to outside forces having control) leads to higher job satisfaction.
Finally, lower levels of neuroticism lead to higher job satisfaction
33
consider individual differences, conversely predicting all employees will
react in an identical manner to changes in motivating/hygiene factors..
Finally, the model has been criticised in that it does not specify how
motivating/hygiene factors are to be measured]
34
MODERN METHOD OF MEASURING JOB
SATISFACTION
In this method of measuring job satisfaction the comparision between
various orgnizational terms and conditions at managerial level and also the
orgnization at a large.
SATISFACTION WITH HUMAN RESOURCES MANAGEMENT
POLICIES OF THE ORGANIZATION:
1. Management has a clear path for employees advancement
35
SATISFACTION WITH TASK CLARITY
1. Management decisions are Ad Hoc and lack professionalism (reverse
scaled)
RATING SCALE
It is one of the most common methods of measuring job satisfaction. The
popular rating scale used to measure Job satisfaction is to include:
Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture
of pertinent satisfactions and dissatisfactions of employees.
Job Description Index: it measures Job satisfaction on the dimension
identified by Smith, Kendall, Hullin.
Porter Need Identification Questionnaires: It is used only for
management personnel and revolves around the problems and challenges
faced by managers.
36
CRITICAL INCIDENTS
Fredrick Hertz berg and his Associates popularized this method of
measuring Job satisfaction. It involves asking employees to described
incidents on job when they were particularly satisfied or dissatisfied. Then
the incidents are analyzed in terms of their contents and identifying those
related aspects responsible for the positive and negative attitudes.
PERSONAL INTERVIEWS
ACTION TENDENCIES
37
4. The nature of work in relation to the abilities, interest &
preparation of the workers.
5. Security.
6. Loyalty.
Because human resource manager often serve as intermediaries between
employees & management in conflct.they are concern with Job satisfaction
or general job attitudes with the employees.
Philip apple white has listed the five major components of Job satisfaction
.as
1. Attitude towards work group.
2. General working conditions.
3. Attitude towards company.
4. Monitory benefits &
5. Attitude towards supervision
Other components that should be added to this five are individuals state of
mind about the work itself and about the life in general .the individuals
health, age, level of aspiration. Social status and political & social activities
can all contribute to the Job satisfaction. A persons attitude toward his or
her job may be positive or negative.
JOB ENLARGEMENT
The concept of job enlargement originated after World War II. It is simply
the organizing of the work so as to relate the contents of the job to the
capacity, actual and potential, of workers. Job enlargement is oblivious
forerunner of the concept and philosophy of job design. Stephan offers three
basic assumptions behind the concept of job enlargement.
38
Output will increase if
1. Workers abilities are fully utilized
2. Worker has more control over the work
3. Workers interest in work and workplace is stimulated.
Job enlargement is a generic term that broadly means adding more and
different tasks to a specialized job. It may widen the number of task the
employee must do that is, add variety. When additional simple task are
added to a job, the process is called horizontal job enlargement. This also
presumably adds interest to the work and reduces monotony and boredom.
JOB ROTATION
39
CHANGE OF PACE
Anything that will give the worker a chance to change his pace when he
wishes will lend variety to his work. Further if workers are permitted to
change their pace that would give them a sense of accomplishment.
Extensive research on the impact of rest periods indicates that they may
increase both morale and productivity. Scheduled rest periods bring many
advantages:
They counteract physical fatigue
They provide variety and relieve monotony
They are something to look forward to- getting a break gives a sense of
achievement.
They provide opportunities for social contacts.
40
OBJECTIVES OF
STUDY
41
To find that whether the employees are satisfied or not.
To find that they are satisfied with their job profile or not.
To find that employees are working with their full capabilities or not.
42
Research
Methodology
43
RESEARCH METHODOLOGY
4.1 INTRODUCTION
Thus formulation of the problem is the first and foremost step in the
research process followed by the collection, recording, tabulation and
analysis and drawing the conclusions. The problem formulation starts with
defining the problem or number of problems in the functional area. To detect
the functional area and locate the exact problem is most important part of
any research as the whole research is based on the problem.
4.3SAMPLING
It was divided into following parts:
Sampling universe
All the employees are the sampling universe for the research.
Sampling technique
Judgmental sampling
Sample was taken on judgmental basis. The advantage of sampling are that it
is much less costly, quicker and analysis will become easier. Sample size
taken was 100 employees.
45
4.5 DATA COLLECTION
The task of data collection begins after the research problem has been
defined and research design chalked out. While deciding the method of data
collection to be used for the study, the researcher should keep in mind two
types of data viz. Primary and secondary data.
Primary Data: -
The primary data are those, which are collected afresh and for the first
time and thus happen to be original in character. The primary data were
collected through well-designed and structured questionnaires based on the
objectives.
Secondary Data:
The secondary data are those, which have already been collected by
someone else and passed through statistical process. The secondary data
required of the research was collected through various newspapers, and
Internet etc.
The study was thoughtful for knowing the existing job satisfaction
level of the employees of B.E.O.L., Rewa (m.p.). Limitation for the study,
the study was restricted to B.E.O.L., Rewa only.
4.7 CHAPTERISATION
1. Introduction
2. Research methodology
3. Organizational profile
4. Data presentation, analysis and interpretation
5. Conclusions and suggestions
46
1
COMPANY PROFILE
47
Birla Ericsson Optical Limited (BEOL), an IS/ISO 9001:2000 and
IS/ISO - 14001:2004 certified company under the M.P. Birla Group of
Industries entered into the field of optical communication, by way of
manufacturing optical fibre cables, in technical and financial
collaboration with Ericsson Cables AB, Sweden (now known as
Ericsson Network Technologies AB, Sweden).
BEOL has installed capacity of above more than 53,000 cable Kms.
per annum to produce complete range of optical fibre cables including
ribbon type optic fibre cable made to design and construction
conforming to national and international standards. BEOL has the
capability to produce speciality fibre optic cables for use in medical
equipment, computers and local area networks, cable TV network or
any other type as per customized specification.
48
Quality policy
Birla Ericsson Optical Limited (BEOL), an IS/ISO 9001:2000 and IS/ISO - 14001:2004
certified company under the M.P. Birla Group of Industries entered into the field of
optical communication, by way of manufacturing optical fibre cables, in technical and
financial collaboration with Ericsson Cables AB, Sweden (now known as Ericsson
Network Technologies AB, Sweden).
Ericsson is a leading name in telecommunications for the last 110 years, with activities
ranging from turnkey telecom networks to Cellular Mobile Telephone Systems and
Business Communications. M/s Ericsson Cables AB are the pioneers in S-Z stranding and
Ribbon Cable technologies for Optical Fibre Cables.
BEOL has installed capacity of above more than 53,000 cable Kms. per annum to
produce complete range of optical fibre cables including ribbon type optic fibre cable
made to design and construction conforming to national and international standards.
BEOL has the capability to produce speciality fibre optic cables for use in medical
equipment, computers and local area networks, cable TV network or any other type as per
customized specification.
BEOL also has installed capacity to produce 43.25 lac conductor Kms. of jelly filled
copper telephone cables complying to national and international standards ranging from 5
pair to 2400 Pair and also has capability to produce switchboard cables for switching
equipment.
BEOL has fully computerized system for process monitoring and quality control to
ensure consistency and reliability of its entire product range. All production activities are
carried out as per approved quality assurance plan. BEOL, therefore, provides the best
possible solutions with latest state of the art technology.
BEOL has an exclusive marketing agreement with M/s AFL Telecommunications for sale
of hi-tech overhead fibre optic cables, specially OPGW and associated accessories which
find applications with electric power utilities etc.
49
ENVIRONMENTAL POLICY
50
PERSONNEL DEPARTMENT
51
Chairman
Mr. Harsh V. Lodha
Managing Director
Mr. D.R. Bansal
Marketing
New Delhi
Mumbai
Rewa
Kolkata
Technical (Rewa)
53
Core strength
Birla Ericsson Optical Limited (BEOL), has been a major player
in the telecom industry and proven core strengths like
State of the art Plant & Machinery. Fully computerized & Air-
conditioned manufacturing facilities
Certification detail
COMPETITORS OF COMPANY
STERLITE INDUSTRIES
Telecommunication has become the buzzword today the entry of
private sectors into the basic services sector compiled with the governments
increased allocation of resources and access to leasing/deferred credit is
expected to further accelerate the telecommunication drive in the country.
UNIFLEX CABLES
UNIFLEX cables limited are an existing profit making company
manufacturing a variety of power cables, which are sold mainly to
government org.
55
Some others company of telecom sector is as Follows:
PRODUCT PROFILE
PRODUCT OF B.E.O.L.-
fiber cables.
Optical Jelly filled cables (PIJFTC)
Fiber Ribbon Cable (FRC).
56
PRIMARY coated fibers are protected in loose tube of
PBTP/Polyamide filled with a special thyrotrophic gel in order to prevent
water penetration. The loose tube containing fibers are standard around the
control strength member of fiber-reinforced plastic for better pulling
strength.
the loose tube containing fibers. The strength members are embedded
this layer of polythene to provide the required pulling strength.
58
QUALITY FEATURES-
Quality Features are assured through systematically structured
quality planning and its execution covering every stage of operation
starting from Purchase and up to Packing and Dispatch. People at
work are adequately trained and given elbow space to implement
quality infusion and quality check at every stage
59
All the latest equipments and gadgets, required to observe, test,
evaluate and check every feature of Optical Fibre are imported from
world's best manufacturer and installed at our Test Centers.
CERTIFICATE OF APPROVALS
60
ENVIRONMENT MANAGEMENT
SYSTEM to IS/ISO:14001-2004
Registration/Approval with
BSNL Engineers India Ltd.
The scope of the study is very vital. 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.
61
Scope for the sales department
The sales department can have fairly good idea about their employees,tat
they are satisfied or not.
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.
Some customers have the complaints or facing problems regarding the job.
So the personnel department can use the information to make efforts to
avoid such complaints.
Sample Size :-
Questionare is filled by 20 employees of Kotak life Insurance, Kaithal.
The questionnaire was filled in the office and vital information was collected
which was then subjects to:-
62
Data collection was also done with the help of personal observation.
After completion of survey the data was analysed and conclusion was
drawn.
At the end all information was compiled to complete the project
report.
63
DATA ANALYSIS
AND
INTERPRETATION
64
This graph shows that 0% of employees are strongly agree about the point ,
20% of employees are agree on the point, 30% are neither agree nor
disagree,50% are disagree and rest 0% of employees are strongly disagree.
65
66
This graph shows that 60% of employees are strongly agree about the point ,
15% of employees are agree on the point, 15% are neither agree nor
disagree,10% are disagree and rest 0% of employees are strongly disagree.
67
This graph shows that 75% of employees are strongly agree about the point , 10% of
employees are agree on the point, 10% are neither agree nor disagree,5% are disagree and
rest 0% of employees are strongly disagree.
68
This graph shows that 85% of employees are strongly agree about the point , 10% of
employees are agree on the point, 5% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
69
This graph shows that 50% of employees are strongly agree about the point ,
30% of employees are agree on the point, 20% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.
70
This graph shows that 0% of employees are strongly agree about the point ,
0% of employees are agree on the point, 20% are neither agree nor
disagree,60% are disagree and rest 20% of employees are strongly disagree.
71
This graph shows that 10% of employees are strongly agree about the point , 30% of
employees are agree on the point, 60% are neither agree nor disagree,0% are
disagree and rest 0% of employees are strongly disagree.
72
This graph shows that 0% of employees are strongly agree about the point ,
40% of employees are agree on the point, 20% are neither agree nor
disagree,40% are disagree and rest 0% of employees are strongly disagree.
73
This graph shows that 40% of employees are strongly agree about the point ,
35% of employees are agree on the point, 25% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.
74
This graph shows that 0% of employees are strongly agree about the point ,
0% of employees are agree on the point, 10% are neither agree nor
disagree,55% are disagree and rest 35% of employees are strongly disagree.
75
This graph shows that 45% of employees are strongly agree about the point,
20% of employees are agree on the point, 35% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.
76
This graph shows that 0% of employees are strongly agree about the point,
20% of employees are agree on the point, 15% are neither agree nor
disagree,15% are disagree and rest 50% of employees are strongly disagree.
77
This graph shows that 0% of employees are strongly agree about the point,
0% of employees are agree on the point, 10% are neither agree nor
disagree,30% are disagree and rest 60% of employees are strongly disagree.
78
This graph shows that 0% of employees are strongly agree about the point,
15% of employees are agree on the point, 25% are neither agree nor
disagree,40% are disagree and rest 20% of employees are strongly disagree.
79
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.
80
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.
81
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.
82
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.
83
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,15% are disagree and rest 0% of employees are strongly disagree.
84
This graph shows that 25% of employees are strongly agree about the point,
25% of employees are agree on the point, 20% are neither agree nor
disagree,20% are disagree and rest 10% of employees are strongly disagree.
85
Findings
86
SUGGESTION
AND
RECOMMENDATION
87
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.
88
LIMITATIONS OF STUDY
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.
5. Small area for research: The area for study was Kaithal, which is
quite a small area to judge job satisfaction level.
89
BIBLIOGRAPHY
Books: -
Websites: -
www.hrcouncil.com
www.workforce.com
www.google.com
90
ANNEXURE
91
QuestionnaireS for JOB
SATISFACTION
NAME: .
DESIGNATION: .
COMPANY: .
1. 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
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
92
4. 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
5. I feel that my job has little impact on the success of the company.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
93
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Strongly Agree
Agree
94
Neither Agree nor Disagree
Disagree
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
13. I live for weekends and days away from the job.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
95
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
18. I feel as though my employer has broken promises about my future with the
organization.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
96
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
97
f
98
s
99