RESEARCH METHODOLOGY

REPORT ON

COMPARISON OF JOB SATISFACTION

BETWEEN MANUFACTURING AND IT
INDUSTRY

SUBMITTED BY:-
NEHA MENON (7)
PRITI MANCHANKAR (6)
VAISHAKHI HALDAR (8)
DIPTI GOSAVI (5)
RAHUL GHAGADMAL (3)
DEEPIKA GATTANI (4)
AJAY SHINDE (1)
PRAVIN DESHMUKH (2)

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 SR.NO. TOPIC PAGE
NO.
1 INTRODUCTION 3
1.1 NEED OF JOB SATISFACTION SURVEY 10
1.2 OBJECTIVES OF STUDY 16
1.3 HYPOTHESIS 16
2 LITERATURE REVIEW 17
3 RESEARCH METHODOLOGY 27
4 DATA ANALYSIS AND ITERPRETATION 40
5 FINDINGS AND SUGGESTION 43
6 LIMITATIONS 46
7 BIBLOGRAPHY 47
8 ANNEXURE 48

Comparison of job satisfaction between manufacturing and software industry

1. Introduction of study:

Job satisfaction describes how content an individual is with his or her job. The happier
people are within their job, the more satisfied they are said to be. Job satisfaction is not the same
as motivation, although it is clearly linked.
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies.
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. These studies ultimately showed that novel changes in work conditions temporarily
increase productivity (called the Hawthorne Effect). It was later found that this increase resulted,
not from the new conditions, but from the knowledge of being observed. This finding provided

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strong evidence that people work for purposes other than pay, which paved the way for
researchers to investigate other factors in job satisfaction. Scientific management (aka
Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow
Taylor’s 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 of
assembly lines and hourly wages. The initial use of scientific management by industries greatly
increased productivity because workers were forced to work at a faster pace. However, workers
became exhausted and dissatisfied, thus leaving researchers with new questions to answer
regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott,
and Hugo Munsterberg set the tone for Taylor’s work.
Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the
foundation for job satisfaction theory. This theory explains that people seek to satisfy five
specific needs in life – physiological needs, safety needs, social needs, self-esteem needs, and
self-actualization. This model served as a good basis from which early researchers could develop
job satisfaction theories.

Job satisfaction can also be seen within the broader context of the range of issues which
affect an individual's experience of work, or their quality of working life. Job satisfaction can be
understood in terms of its relationships with other key factors, such as general well-being, stress
at work, control at work, home-work interface, and working conditions.
Locke and Lathan (1/976) give a comprehensive definition of job satisfaction as
pleasurable or positive emotional state resulting from the appraisal of ones job or job experience.
Job satisfaction is a result of employee's perception of how well their job provides those things
that are viewed as important. According to (Mitchell and Lasan, 1987), it is generally recognized
in the organizational behaviour field that job satisfaction is the most important and frequently
studied attitude. While Luthan (1998) posited that there are three important dimensions to job
satisfaction:
 Job satisfaction is an emotional response to a job situation. As such it cannot be seen,
it can only be inferred.

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  Job satisfaction is often determined by how well outcome meet or exceed expectations.
For instance, if organization participants feel that they are working much harder than
others in the department but are receiving fewer rewards they will probably have a
negative attitudes towards the work, the boss and or coworkers. On the other hand, if they
feel they are being treated very well and are being paid equitably, they are likely to have
positive attitudes towards the job.
 Job satisfaction represents several related attitudes which are most important
characteristics of a job about which people have effective response. These to Luthans are:
the work itself, pay, promotion opportunities, supervision and coworkers.
“Mid career employees and managers who should be at their peak of productivity are the
most dissatisfied segment of the workforce. The companies need to find ways to rekindle the
fires of this vast neglected group of people – or risk losing them all together.” Hippock defines
Job Satisfaction as, “any combination of psychological, physiological and environment
circumstances that causes a person truthfully to say, ‘I am satisfied with my job’”
The Executive Satisfaction Survey is an important tool to help the management
understand the views and aspirations of its workforce. Most organizations conduct employee
opinion surveys at some time. The Senior Management will say that surveying their executives is
indicative of their concern for people, and that the survey process should result in well-
motivated, productive and quality conscious officials; these same managers are often perplexed
because, no matter how many surveys they conduct, productivity and quality do not improve.
To improve executive morale and decrease their attrition, the executive satisfaction surveys can
be a useful management tool.

In addition to an interview with the management and the employees, we examine

professional journals to better understand the needs at hand. Secondly, we develop a survey
based on the requirements stated. In developing the survey, we evaluate the questions that are
necessary to assess a particular domain of satisfaction, and reviewing sampling methodologies
and question formats. Thirdly, administering the survey, write – up the findings, prepare an
executive summary and provide suggestions.
In constructing the survey, we are mindful of the reliability and validity of the instrument.
Reliability refers to the consistency of the responses and the effect on the measurement error. For

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example, test-retest reliability or parallel forms of the survey may be employed to assess the
stability of the responses. Scales of high reliability distinguishes domains more accurately than
scales with low reliability; reliable assessment leads to an accurate discovery of relationships
among variables. Validity refers to measuring what you think you are measuring. Content
validity, criterion-related validity, and construct validity assess the degree to which we can
assure we can measure what we intend to measure.
People in the organizations are the most valuable assets. Most of the
organizations spend their resources in order to extract the best from them. As it is
rightly said, “man power is considered to be the dynamic factors because without
man power, things are just unimaginable to be done.”

There are few important elements of job satisfaction, and special compensation and benefits
elements.
Career Development
 Organization’s commitment to professional development
 Career advancement opportunities within the organization
 Career development opportunities for learning and professional growth (mentorships,
cross training, etc.)
 Job-specific training
 Opportunities to network with others (within or outside the organization) to help in
advancing one’s career
 Opportunities to use skills and abilities in work
 Paid training and tuition reimbursement programs Relationship With Management
 Communication between employees and senior management

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  Autonomy and independence to make decisions
 Management recognition of employee job performance (feedback, incentives, rewards)
 Relationship with immediate supervisor
Compensation and Benefits
 Compensation/pay
 Base rate of pay
 Opportunities for variable pay (bonuses, commissions, other variable pay, monetary
rewards for ideas or suggestions)
Benefits
 Health care/medical benefits
 Family-friendly benefits (life insurance for dependents subsidized child care, elder care
service, etc.)
 Paid time off (vacation, holidays, sick days, personal days, etc.)
 Retirement benefits (defined contribution plans such as 401(k) and other defined plans
such as pensions)

Importance of these elements in an organization-

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1.1 NEED OF JOB SATISFACTION SURVEY

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 Here, since the survey is concentrated on the middle management, it’s
referred to as Executive Satisfaction Survey. The development of customized
surveys helps to assess the executive’s population’s attitudes and perceptions. This
feedback helps us to determine the organizational strengths and areas of
development for ongoing growth and profitability.

The information gathered from the Executive Satisfaction Surveys can give
the Management at large, knowledge that directly impacts the bottom line
employees which therefore triggers pressures in the managerial levels.

These are some of the ways and means in which positive executive relations are
fostered:-

1. Identifying cost-saving opportunities

2. Curbing absenteeism
3. Strengthening supervision
4. Assessing training needs
5. Streamlining communication
6. Benchmarking the organization’s progress in relation to the industry

TEN REASONS FOR CONDUCTING AN EXECUTIVE SATISFACTION SURVEY

1. It produces useful quantifiable information about issues of concern. It reveals where the
actions should be taken to generate immediate positive results.
2. It identifies areas where the organization is doing well. It identifies and ensures where the
organization is doing well in terms of its executive’s performance satisfaction.
It identifies the strengths one can build on, and offers opportunity for giving praise where
deserved.
3. It reinforces the organizational values.
4. It improves communication and trust.
5. It can promote greater commitment and reduce turnover.

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6. An organization can use it to build better leaders.
7. It enables to measure change over time.
8. An organization can use it to float proposed corporate changes.
9. It offers a reality check.
10. It aims at improving the productivity.

Why measuring job satisfaction?

Many organizations conduct executive satisfaction surveys. They are based on the premise
that happy, enthusiastic officials will perform more effectively. If the areas are found where the
they are not satisfied, initiatives can be taken to address the areas of dissatisfaction. This should
provide benefits in the areas of:-

 Retention
 Identifying reasons for unauthorized absence
 Executive performance level
 Product service quality
 Customer satisfaction
 Market share
 Profit

So, an effort to improve the executive satisfaction should lead to an improvement in the
quality of the products or services, due to timely decisions taken, leadership ability, a
competitive advantage, increased market share and improved profits.

By conducting the survey, one can send a message to the executives that their views are of
interest to the management. This can effect their perceptions to a large degree and its most
important to remember that it creates expectations. Executives might conclude that the top
management would not ask about working conditions, if they were not willing to consider to
improving them. If the survey shows dissatisfaction about the working conditions, however and
you do nothing about them, and after a year has gone by, another survey comes out asking about

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working conditions, the executive’s perception of an attitude towards them and the survey
process will dramatically change. Typically, the response rate will diminish and the cynicism of
the response will increase.

Measuring executive satisfaction

Executive satisfaction drives employee satisfaction and thus, customer satisfaction,

indirectly creating profit for an organization. Research on the service-profit chain shows that
satisfied executives are far better than unsatisfied ones at delivering excellent customer service
and hence enhancing customer satisfaction with the organization’s products/services.

Administration of job satisfaction survey:

Executive Satisfaction Survey is now easy to administer. With the Custom Insight Survey
Administrator, one can create online survey that executives in an organization can complete.
Employees will appreciate the convenience, case of use and the anonymity that custom insight
surveys provide. Once executives respond to executive’s survey, the management can generate
the full color reports that will highlight the strong and the weak areas within the organization
Examples of executive assessments delivered with custom insight survey administrator.
1. Executive Satisfaction Survey
2. Executive Attitude Survey
3. Executive Performance Survey
4. Organizational Culture and Effectiveness Survey
5. Group Feedback and Team Building Surveys
6. 360-Degree Ratings

2. Review of literature:

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 The purpose of review of literature is analyzing the job satisfaction of the
middle management officials. It also assists in knowing the various attributes which
influences their behavior. It helped in finding the perceptions, and precise and
elaborate information required for the study.
Some others who have made a study in this regard are:-
1. Hippock (1935): in his monograph ‘Job Satisfaction’
He proposed the following six major components of job satisfaction:-
 Individual’s reaction to unpleasant situations
 Facility of adjusting with other individuals
 Standing in the socio-economic group with which he has been identified
 Relationship between demands of job and employee’s abilities, interests and
training
 Security
 Loyalty
2. Evans and Laseau (1950): Made a study on employee attitudes
Dissatisfaction arising from off-the-job factors frequently reacts to job conditions
and also that low job adjustment co-exists with low social and personnel
adjustment
3. Shaik (1994): Conducted and enquiry in to the relationship between
attitudes of management and job satisfaction
4. Srivatsava (1992): Conducted a study to evaluate the relationship between job satisfaction and
need satisfaction. Indicated that overall job satisfaction was negatively correlated with the basic
needs. The other four needs showed no significant relation

Along with perception, personality, attitudes, and learning, motivation is a very

important part of understanding behaviour. Luthan (1998) asserts that motivation should not be
thought of as the only explanation of behaviour, since it interacts with and acts in conjunction
with other mediating processes and with the environment. Luthan stress that, like the other
cognitive process, motivation cannot be seen. All that can be seen is behaviour, and this should
not be equated with causes of behaviour. While recognizing the central role of motivation,

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 Evans (1998) states that many recent theories of organizational behaviour find it
important forthe field to re-emphasize behaviour. Definitions of motivation abound. One thing
these definitions have in common is the inclusion of words such as "desire", "want",
"wishes","aim","goals", "needs", and" incentives". Luthan (1998) defines motivation as, “a
process that starts with a physiological deficiency or need that activates a behaviour or a drive
that is aimed at a goal incentive”. Therefore, the key to understanding the process of
motivation lies in the meaning of, and relationship among, needs, drives, and incentives.
Relative to this, Minner, Ebrahimi, and Watchel, (1995) state that in a system sense,
motivation consists of these three interacting and interdependent elements, i.e., needs,
drives, and incentives. Managers and management researchers have long believe that
organizational goals are unattainable without the enduring commitment of members of the
organizations. Motivation is a human psychological characteristic that contributes to a person's
degree of commitment (Stoke, 1999). It includes the factors that cause, channel, and sustain
human behaviour in a particular committed direction. Stoke, in Adeyemo (1999) goes on to say
that there are basic assumptions of motivation practices by managers which must be understood.

First, that motivation is commonly assumed to be a good thing. One cannot feel very
good about oneself if one is not motivated. Second, motivation is one of several factors that go
into a person's performance (e.g., as a librarian). Factors such as ability, resources, and
conditions under which one performs are also important. Third, managers and researchers alike
assume that motivation is in short supply and in need of periodic replenishment. Fourth,
motivation is a tool with which managers can use in organizations. If managers know what
drives the people working for them, they can tailor job assignments and rewards to what makes
these people “tick.” Motivation can also be conceived of as whatever it takes to encourage
workers to perform by fulfilling or appealing to their needs.

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Parameters of job satisfaction

Numerous studies found that job stress influences the employees’ job satisfaction and
their overall performance in their work. Because most of the organizations now are more
demanding for the better job outcomes. In fact, modern times have been called as the “age of
anxiety and stress” (Coleman, 1976).The stress itself will be affected by number of stressors.
Nevertheless, Beehr and Newman (1978) had defined stress as a situation which will force a
person to deviate from normal functioning due to the change (i.e. disrupt or enhance) in his/her
psychological and/or physiological condition, such that the person is forced to deviate from
normal functioning. From the definition that has been identified by researchers, we can conclude
that it is truly important for an individual to recognize the stresses that are facing by them in their
career.

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 Management role of an organization is one of the aspects that affect work-related stress
among workers (Alexandros-Stamatios et. al., 2003).Workers in an organization can face
occupational stress through the role stress that the management gave. Role stress means anything
about an organizational role that produces adverse consequences for the individual (Kahn and
Quinn, 1970). Management will have their own role that stands as their related. Role related are
concerned with how individuals perceive the expectations other have of them and includes role
ambiguity and role conflict (Alexandros-Stamatios et. al., 2003).

Family and work are inter-related and interdependent to the extent that experiences in one
area affect the quality of life in the other (Sarantakos, 1996). Home-work interface can be known
as the overlap between work and home; the two way relationship involves the source of stress at
work affecting home life and vice versa affects of seafaring on home life, demands from work at
home, no support from home, absent of stability in home life. It asks about whether home
problems are brought to work and work has a negative impact on home life (Alexandros-
Stamatios G.A et al., 2003). For example, it questions whether the workers have to take work
home, or inability to forget about work when the individual is at home. Home-work interface is
important for the workers to reduce the level of work-related stress. According to Lasky (1995)
demands associated with family and finances can be a major source of ‘extra-organisational’
stress that can complicate, or even precipitate, work-place stress. Russo & Vitaliano (1995)
argued that the occurrence of stressors in the workplace either immediately following a period of
chronic stress at home, or in conjunction with other major life stressors, is likely to have a
marked impact on outcome. Several studies have highlighted the deleterious consequences of
high workloads or work overload. According to Wilkes et al. (1998) work overloads and time
constraints were significant contributors to work stress among community nurses. Workload
stress can be defined as reluctance to come to work and a feeling of constant pressure (i.e. no
effort is enough) accompanied by the general physiological, psychological, and behavioral stress
symptoms (Division of Human Resource, 2000).
Rapidly changing global scene is increasing the pressure of workforce to perform
maximum output and enhance competitiveness. Indeed, to perform better to their job, there is a
requirement for workers to perform multiple tasks in the workplace to keep abreast of changing
technologies (Cascio,1995; Quick, 1997). The ultimate results of this pressure have been found

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to one of the important factors influencing job stress in their work (Cahn et al., 2000). A study in
UK indicated that the majority of the workers were unhappy with the current culture where they
were required to work extended hours and cope with large workloads while simultaneously
meeting production targets and deadlines (Townley, 2000). Role ambiguity is another aspect that
affects job stress in the workplace. According to Beehretal. (1976), Cordes & Dougherty (1993),
Cooper (1991), Dyer & Quine (1998) and Ursprung (1986) role ambibuity exists when an
individual lacks information about the requirements of his or her role, how those role
requirements are to be met, and the evaluative procedures available to ensure that the
role is being performed successfully. Jackson & Schuler (1985) and Muchinsky (1997) studies
found role ambiguity to lead to such negative outcomes as reduces confidence, a sense of
hopelessness, anxiety, and depression.

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Link between Job Stress and Job Satisfaction
Several studies have tried to determine the link between stress and job satisfaction. Job
satisfaction and job stress are the two hot focuses in human resource management researches.
According to Stamps & Piedmonte (1986) job satisfaction has been found significant relationship
with job stress. One study of general practitioners in England identified four job stressors that
were predictive of job dissatisfaction (Cooper, et al., 1989). In other study, Vinokur-Kaplan
(1991) stated that organization factors such as workload and working condition were negatively
related with job satisfaction. Fletcher & Payne (1980) identified that a lack of satisfaction can be
a source of stress, while high satisfaction can alleviate the effects of stress. This study reveals
that, both of job stress and job satisfaction were found to be interrelated. The study of
Landsbergis (1988) and Terry et al. (1993) showed that high levels of work stress are associated
with low levels of job satisfaction.

Different stress and performance levels

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The relationship between psychological job demands and control

The Demand/Control Model is based on two central assumptions, reflected by diagonals

A and B in Figure above. The first assumption (diagonal A) is that psychological strains are
caused by high psychological demands and low decision latitude, and is constituted by low strain
and high strain jobs. Karasek and Theorell stated that such a combination can be described as an
interactive effect. The effect job demands have on health and well-being varies according to the
amount of decision latitude that the job provides. The second assumption (diagonal B) is that
work motivation as well as learning and development opportunities will occur if both the job
demands and decision latitude are high. The active and passive jobs, taken together, trace
diagonal B in the figure (Karasek & Theorell 1990: 38).

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 Four distinctly different kinds of psychosocial work experience are generated by the
interactions of high and low levels of psychological demands and decision latitude; high strain
jobs, active jobs, low strain jobs and passive jobs (Karasek & Theorell 1990: 31). These four
situations, which are combinations of high and low job decisions latitude and psychological
demands, illuminate the importance of psychological demands and decision latitude in predicting
health and behaviour (Karasek & Theorell 1990).

High strain jobs

The first prediction in Karasek and Theorell’s model is that the most undesirable
reactions of psychological strain such as depression, anxiety and physical illness, occurs when
the psychological demands of the job are high and the worker’s decision latitude in the task is
low. This category is called high strain jobs, and is placed in the lower right-hand cell in the
model (Karasek & Theorell 1990).
When workers experience job situations with high demands combined with a low control
over environmental circumstances, the response is psychological strain. This arousal energy is
transformed into damaging, unused residual strain, which can lead to physical and psychological
damage. According to Karasek and Theorell there are still high levels of strain in jobs in the
modern world, but in less acute form. One example of high strain jobs are assembly-line jobs.
Assembly-line workers behaviour is rigidly constrained. If the line is speeded up and the workers
are expected to perform more, the arousal level consequently ascends. If the pace is kept up and
long-lasting and the worker’s control over the situation is non-present, the arousal will be
transformed to psychological and physical strain (Karasek & Theorell 1990: 33).
Karasek and Theorell claim that responses to high strain situations can go beyond arousal to
psychological strain, and in the long term, to stress-related illnesses such as heart disease
(Karasek & Theorell 1990: 34). Unintended outcomes may occur depending on the severity of
the requirements. Low-level stressors can cause simple symptoms as fatigue, whereas long-time
and high strain situations can lead to personal breakdowns.

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Active jobs

The second prediction in the model is that active jobs, with high control and high
psychological demands, also have a high degree of learning and growth, which are conducive to
high productivity. Active jobs are found in the upper right-hand corner of the figure, and
although these jobs are high in demand they don’t cause negative psychological strain (Karasek
& Theorell 1990).
Active jobs situations are intensely demanding, and involve activities in which the
worker feels a large measure of control. Together with a high level of control, the worker has the
freedom to use all available skills. Karasek and Theorell call this kind of job active jobs because
research in both Swedish and American populations has shown this group of workers, in spite of
heavy work demands, to be the most active in leisure and popular activity outside of work
(Karasek & Theorell 1990: 35).
Karasek and Theorell claim that these jobs result in positive psychological outcomes such
as learning and growth, which both are conducive to high productivity. The energy aroused by
the active job is translated into action through, for instance, effective problem-solving. This way,
the amount of residual strain to cause disturbance is kept on an average level. When the worker
has the freedom to decide the most effective course of action in response to a stressor, he or she
can test the efficacy of the chosen course of action, and then reinforce it if it has worked or
modify it if it has failed (Karasek & Theorell 1990: 36).
Psychologically demanding work is associated with more active leisure, rather than less
active leisure. There are findings from Sweden which indicates that active job situation with high
psychological demand and high decision latitude is associated with high rates of participation in
socially active leisure and political activities. Passive workers do not compensate for passive jobs
with active leisure but instead appear to carry over social patterns of behaviour from work to
leisure (Karasek & Theorell 1990).

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Low strain jobs

Low strain jobs are found in the upper left-hand quadrant of the model, and represent the
third prediction in Karasek and Theorell’s model. The third prediction is that high degree of
decision latitude combined with few demands and challenges, creates a lower than average levels
of residual psychological strain. This low-strain job category represents the other end of the
residual psychological strain diagonal, labelled A.
Passive jobs
The last cell in the figure represents situations which are low on demand and low on
control, which are called passive jobs in a work context. The passive job setting is the second
major psychosocial work problem which, according to Karasek and Theorell, can be described in
the model. If compared to high strain jobs, passive jobs can result in different injuries on health
and involve different strategies for eliminating injuries. Janitors, dispatchers and miners are
examples of passive occupations (Karasek & Theorell 1990: 43).
Karasek and Theorell claim that passive jobs which lack job challenges, can lead to negative
learning or gradual loss of previously acquired skills. A passive work situation can influence
workers leisure activities outside the job in a negative way. Environmentally rigid restrictions
preventing workers from testing their own ideas for improving the work process can only mean
an extremely unmotivating job setting and result in long-term loss of work and productivity
(Karasek & Theorell 1990: 38). For passive jobs, like for active work, Karasek and Theorell
hypothesise only an average level of psychological strain and illness risk.

The Demand/Control Model and learning

The changes in demands can be perceived as both negative and positive for an employee,
since demands can be a clear contributor to psychological strain, but also is necessary for
effective learning. Work demands can be interpreted as burdens to the individual, but also
represent challenges and opportunities for growth and learning. Diagonal B represents the second
hypothesis in the Demand/Control Model, which proposes that high demands in the work
situation combined with high control increases the probability of learning, and motivation to
develop new behaviour patterns. According to the model learning is important to workers health
(Karasek & Theorell 1990).

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 3. Research methodology:
Background of research topic:
“ A Study on Job Satisfaction in the Software Industry and manufacturing industry with
special focus to the Middle Management Group” was carried out by us in Pune. When we
conduct the research to ascertain how the executives feel about any organization and their
situation in it, we call it an “EXECUTIVE SATISFACTION SURVEY”
Every organization would probably agree that executives are most likely to be successful
in delivering customer satisfaction if they are themselves satisfied with their work and the
environment in which they work in. So, organizations take as much interest in executive
satisfaction as it will do in customer satisfaction and therefore term the survey as “EXECUTIVE
SATISFATION SURVEY”
Executive satisfaction survey allows an organization to understand executive perceptions.
Perceptions are reality. As employees at any organization act on the basis on their perceptions,
management must be keenly aware of the executives’ view.

Research design:

Statement of problem:
To study the job satisfaction of the middle management, working in the Software
Industry and manufacturing industry.
Its imperative to understand the satisfaction of the executives because nowadays there is
increasing rate of attrition. Therefore, companies are doing their best to retain the best talent pool
within the organization.

Need of study:
In these days, the job satisfaction of the employees is having a vital role in each and
every business sector because of its HUMAN RESOURCE MANAGEMENT. This study is very
helpful to know the management of human resources in practical concerns. This study will help
the top management to understand the mindset of the executives and make necessary changes for
a satisfied workforce to enhance productivity and efficiency.

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1.2 Objectives of study:
The study has the following objectives:
a. To identify the criteria for job satisfaction in an organization
b. To evaluate the employee’s job satisfaction level on the basis of the criteria identified
c. Comparison of job satisfaction between software and manufacturing industry.

1.3 Hypothesis:

 Ho: There is less job satisfaction for the middle management officials in the Software
Industry as compared to manufacturing industry.
 H1: There is more job satisfaction for the middle management officials in the software
industry as compared to manufacturing Industry.

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 According to Clifford Woody research comprises of “defining, redefining problem,
formulating hypothesis or suggested solution, collecting, organizing and evaluating data, making
deductions and reading conclusions to determine whether they fit the formulating hypothesis”.
It is a way to systematic solution of the research problem. The encyclopedia of social
science defines research as the manipulation of generalizing to expand, correct or verify
knowledge. The researcher needs to understand the assumption underlying various techniques
and procedures that will be applicable to certain problem. This means that it is necessary for the
researcher to design its methodology.
There are various factors such as the personal factors as well as the organizational factors
that motivate a person to join this industry. Thus the questionnaire will be directed towards the
respondents to understand the factors and the preferences by the use of rating scales.
The primary focus of the study was to measure the employee satisfaction and their
perception on their work, relations, career growth etc within the organization that leads to their
disengagement in their duties and responsibilities that trigger them to find for the best suitable
work place. These lead to attrition of employees in the organization. This will also help in
knowing the perception of the employees, towards their benefits given by the company. The
research design employed for the purpose of the study was directive in nature and a simple
survey was conducted for the purpose of generation. The steps involved were:
 Determining the need to survey
 Setting the survey to the management
 Selecting the methodology
 When to require questioning
 Proofing and testing
 Marketing and survey
 Inviting the officials
 Obtain high response rates
 Selecting the norms to use
 Interpreting the results
 Action on the results

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A Schematic diagram of the conceptual framework

Dimensions of job satisfaction survey:

Each item in an executive satisfaction survey is combined with other related survey systems
to produce dimensions.
 Overall job satisfaction
 Satisfaction with work
 Co – workers performance and their co-operation
 Pay satisfaction
 Promotions
 Supervisory considerations
 Communication
 Concern for colleagues
 Productivity/efficiency
 Training and Development
 Physical working conditions

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  Strategy/mission
 Job stress
Organization and individual should develop and progress simultaneously for their survival
and attainment of mutual goals. So, every modern management has to develop the organization
through Human Resource Development.
Satisfaction surveys:
Satisfied customers and employees ensure the business success. Knowing customer and
employee needs and achieving satisfaction are the basis for successful business activities. The
employees and customers’ feedback are the most important source of information for improving
products and services. Satisfied and convinced customers and employees ensure the company’s
success in the long term.

Customer surveys and employee surveys provide the company with this feedback:
 Motivate employees with higher levels of productivity
 Inspire employee trust, respect and loyalty
 Manage differences, including but not limited to gender, age, ethnicity, education,
personality, experience and values
 Hone presentation skills to influence and persuade
 Manage conflicts constructively
 Help people think in new and innovative ways
 Manage performance, using the most current , updated tools and systems

Sampling:
All items under study in any field of survey is known as a universe or population. A
complete enumeration of all items in the population is census enquiry, which is not practically
possible. Thus sample design is done which basically refers to the definition plan defined by any
data collection for obtaining a sample from a given population.

Sampling technique:

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 The sampling technique used in this study is purposive in nature as we are concentrating
on the factors that made employees to quit the firm due to various reasons and is trying to draw a
conclusion that compensation is the main factor.
This study is not based on any concept or the personal opinion of any individual. It is
recorded in the real environment with the actual employees to find out exactly the factors. Thus
the research is descriptive in nature. Simple random sampling is the method adopted here, thus
each unit has an equal chance of being selected.
Sample size:
The sample size of 200 taken to analyze the above stated objectives.

Sample type:
The sample consists of Managers and employees of two different streams(manufacturing and
software industry).

Sample design:
Sample design or sample procedure refers to a definite plan followed for the collection of
sample from as given population. The process followed was, firstly a questionnaire being prepare
with the objective in the mind. The respondent who includes the various managerial cadre from
the IT industry and manufacturing industry , Pune was determined. The second step includes
selection of sample and the questionnaire was administered.

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4.Data analysis and interpretation:
Process used to study:

Our investigation process had following steps:

 Determine Collaboration Selection Criteria: We began our efforts in January 2011 by

identifying a set of criteria, which would define the job satisfaction level.

 Conduct Initial Survey: Based on our selection criteria, we developed a short survey that
we used to identify candidate collaborations. The survey contained 25 questions intended
to highlight the selection criteria and to elicit some general information about
respondent’s background, age,marital status, satisfaction level,salary,
workload,professional development and work culture etc. Primary data was being
collected afresh from the executives with the help of questionnaire. The questionnaire

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 was specifically designed to accomplish the objectives of the study. It collected
information such as age, sex, experience, professional status, marital status, position, and
so on. Secondary data are used such as books, survey reports, internet etc.
 During month of Februrary we distributed this survey to a variety of software and
manufacturing industry.

 Filter Respondent Information: The next step in our process was to apply the selection
criteria to the results of the initial survey and to filter the respondent information. This
processes involved deleting the unwanted and missing data and selecting only the
authentic information.

 Administer the questionnaire : Our next step, carried out was to administer the
questionnaire in a detailed manner. And use various qualitative analysis for carrying out
the research.

 evaluate questionnaire results: Upon receiving responses from the questionnaires and
interviews, we used various statistical techniques and tools to find out correlation
between various variables. During the end of the month of February 2011, we tabulated
the results of the questionnaire of both manufacturing and software industry to
determine characteristics of successful correlations.

Ananlysis and design of the survey is done on the basis of SPSS statistical technique.This
study used a descriptive survey design. The purpose of descriptive surveys, according to Ezeani
(1998), is to collect detailed and factual information that describes an existing phenomenon.
Overall Total 200 samples were taken , 100 samples from software industry and 100 from
manufacturing industry.

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 There were 200 participants , age distribution of participating employees are given below :

Data Analysis:

On the basis of SPSS technique code book and master chart is prepared and data analysis is done.
Inferential Statistics: Pearson Correlation
The Pearson correlation matrix is used to indicate the direction, strength and significance
of the bivariate relationships of all the variables in the study. The Pearson correlation matrix
obtained for the variables of manufacturing industry is given below.

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Manufacturing Industry:
 The variables used for the descriptive analysis is job satisfaction and salary in
manufacturing industry.

Descriptive Statistics
Std.
Mean Deviation N
Salary 20.00 18.166 5
satisfaction 20.00 18.534 5

Correlations
salary satisfaction
Salary Pearson Correlation 1 .683
Sig. (2-tailed) .204
N 5 5
satisfaction Pearson Correlation .683 1
Sig. (2-tailed) .204
N 5 5

From the above table we can see that there is a positive correlation between job
satisfaction and salary. Thus we can say that higher the salary of the individual greater is the
level of job satisfaction.

 Next we found of the correlation between other two variables that is job satisfaction and
recognition of an individual in the manufacturing industry.

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Correlations
Recognitio
satisfaction n
satisfaction Pearson Correlation 1 .966**
Sig. (2-tailed) .007
N 5 5
recognition Pearson Correlation .966** 1
Sig. (2-tailed) .007
N 5 5
**. Correlation is significant at the 0.01 level (2-tailed).

From the above table we found significant correlation at 0.01 level. And thus we can
interpret that recognition and respect by the superiors boosts the moral of an individual and thus
increases their job satisfaction.

 The table below shows the correlation between two variables, that is job satisfaction and
workload in manufacturing industry.

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Correlations
Satisfaction Workload
Satisfaction Pearson Correlation 1 .711
Sig. (2-tailed) .178
N 5 5
Workload Pearson Correlation .711 1
Sig. (2-tailed) .178
N 5 5

We can see that there is a positive correlation between the two variables. Thus the greater
the amount of workload in the industry, the more difficult it is to achieve the targets and that
effects the level of satisfaction.

 Next we found out the correlation between job satisfaction and professional development.

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Correlations
proffesional
satisfaction development
Satisfaction Pearson Correlation 1 .959**
Sig. (2-tailed) .010
N 5 5
proffesional Pearson Correlation .959** 1
development Sig. (2-tailed) .010
N 5 5
**. Correlation is significant at the 0.01 level (2-tailed).

From the above table we can say that there is a significant correlation at the 0.01 level.
And hence both the variables are positively correlated. Professional development of the
individual in an industry, greater opportunities causes increasing level of job satisfaction.

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 The Pearson correlation matrix obtained for the variables of software industry is given
below.

Software Industry:
 The variables used for the descriptive analysis is job satisfaction and salary in software
industry.

Descriptive Statistics
Std.
Mean Deviation N
satisfaction it 20.00 17.678 5
salary it 20.00 16.432 5

Correlations
satisfaction it salary it
satisfaction Pearson Correlation 1 .160
(It) Sig. (2-tailed) .797
N 5 5
salary (It) Pearson Correlation .160 1
Sig. (2-tailed) .797
N 5 5

From the above table we can see that there is a positive correlation between job satisfaction and
salary. Thus we can say that higher the salary of the individual greater is the level of job
satisfaction

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  The table below shows the correlation between two variables , that is job satisfaction and
workload in software industry.

Correlations
satisfaction it workload it
Satisfaction Pearson Correlation 1 .986**
( It) Sig. (2-tailed) .002
N 5 5
workload (It) Pearson Correlation .986** 1
Sig. (2-tailed) .002
N 5 5
**. Correlation is significant at the 0.01 level (2-tailed).

We can see that there is a positive correlation between the two variables. From the above
table we found significant correlation at 0.01 level. Thus the greater the amount of workload in
the industry, the more difficult it is to achieve the targets and that effects the level of satisfaction.

 Next we found of the correlation between other two variables that is job satisfaction and
recognition of an individual in the software industry.

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Correlations
satisfaction it recognition it
satisfaction Pearson Correlation 1 .805
(It) Sig. (2-tailed) .101
N 5 5
recognition Pearson Correlation .805 1
(It) Sig. (2-tailed) .101
N 5 5

And thus we can interpret that recognition and respect by the superiors boosts the moral
of an individual and thus increases their job satisfaction.

 Next we found out the correlation between job satisfaction and professional development.

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Correlations
professional
development
satisfaction it it
satisfaction (It) Pearson Correlation 1 .851
Sig. (2-tailed) .067
N 5 5
professional Pearson Correlation .851 1
development (It) Sig. (2-tailed) .067
N 5 5

From the above table we can say that there is a positive correlation. And hence both the
variables are positively correlated. Professional development of the individual in an industry,
greater opportunities causes increasing level of job satisfaction.

Comparison between Manufacturing and Software industry :

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 Variables manufacturing Software

1. Salary
32% 55%

2. Recognition 44% 36%

3. Work overload 48% 57%

4. Professional development 56% 54%

Interpretation:

Graphical Representation

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 60%

50%

40%

30%
manufacturing
20%
software

10%

0%
1. Salary 2. Recognition 3. Work 4. Professional
overload development

 On this bar chart on x-axis taken variables, on y-axis values in percentage.

 This graph shows the comparison between manufacturing & information technology on
the basis of fore variables.
 Salary:- 55% employee agree that salary given by software industries are satisfactory.
32% employee agrees that salary given by manufacturing industry is satisfactory. Thus
we can say that maximum number of employee satisfy with the salary given by software.
 Recognition:- 44% of employee agree that satisfactory recognition and praise is received
in manufacturing industry, & 36% agree with software industry.
 Workload:- in case of workload software industry is more than manufacturing.
 Professional Development:- here neck to neck Professional Development in both the
sector. 56% in manufacturing & 54% in software.

4. Findings and suggestions:

It was found according to the survey software staffers reported feeling frustrated when
sometimes their role of job involves maintenance rather than new projects. It was found that
software employees are frustrated by lack of recognition. Unrelenting pressure and unrealistic

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expectation and deadlines make IT professions especially vulnerable to work exhaustion and
burnout. Excessive demands to keep technology working & computer applications functioning
around the clock in organization causes ubiquitous reports of being on call on weekends and
vacations often lead to work exhaustions. In manufacturing job stability is a hallmark of success,
but IT has created a labor market in which job hopping serves as a means to gain vital skills
needed for carrier opportunities.

Low turnover factors in manufacturing industry was because of good working conditions
and management style that provided open communication with workers and an understanding of
their day-to-day problems. Managers were cited as being “accessible and approachable”,
“respected and trusted”, and “help you out if you have a problem”.
Manager’s approach to the work force is generally pro-active. In each of these factories,
initiatives have been introduced to ease work/family conflicts such as;
• Having flexible hours,
• Ignoring occasional lateness,
• Providing transportation for workers.

Maintaining open communication was important because it is the only way to identify
problems before they disrupt work. In each factory, the majority of workers were crosstrained
so that absences could be easily covered. Workers saw this in a positive light since it
suggested that the factory was committed to them. Managers stated that this fostered a
culture of cooperation and maintained productivity levels.
In each of the factories in this category, workers commented that managers “seemed to care
about what happened to workers” as well as responding to their perceived needs (and
complaints) in a positive manner. Many cited the pleasant social atmosphere in the
workplace; “the factory is a friendly, happy environment, a nice place to work…more like a
family.” Workers also cited loyalty to the company as being an important factor.

The retention of workers in the software category of factories is less a function of

satisfaction and more of the absence of employment opportunities elsewhere. While some talked
of their satisfaction with their current employment it appeared to be based more upon resignation

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than any intrinsic pleasure derived from work. Some of these workers saw themselves as
survivors and built a sense of a protected group. Most took an instrumental approach with
pay seen as assuring the otherwise negative aspects of work. As one employee mentioned,
“I stay here because I can earn more than I could elsewhere. Is it enough? No.

Suggestions:
In order to keep high satisfaction level, it appears that managers must create the
conditions for:

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  Young workers to acquire the necessary skills to perform efficiently, and
 Enable older skilled workers to maximize their earnings
This implies that investment in training and appropriate support mechanisms is necessary to
facilitate the transition from a training wage to a production wage. When skilled workers
complained about pay it was often because the work process was poorly organized and they
were left idle for extended periods of the day. Since for factories labor turnover by skilled
workers is more problematic than turnover among unskilled workers, it remains to be an
important work organizational issue that managers need to address. The fact that they have
in some instances reaffirms the importance of managers in shaping instrumental aspects of
work.
Second, a supportive and considerate work environment appears to be a crucial feature of
factories with low rates of job satisfaction. Having managers who are sympathetic to, and
understanding of, workers domestic constraints can, as we have seen, mediate the overall
worker concerns of low wages endemic to the industry. Not only had low turnover factories
facilitated and encouraged informal inter-personal networks and friendship-based work
groups, but they have created a culture of mutual trust with their predominantly female
workforce. At this stage managers' role is significant because they were aware of the
problematic aspects of work in this industry (pay, status, work pressure) and sought to
ameliorate this as much as possible.
The third and a similarly expressive function of managers refer to the importance of
friendship attachments at work. Many workers view working with friends as crucial to
maximizing their individual production effectiveness and this can significantly reduce the
probability of leaving. The longer the tenure at work is translated into stronger bonds of
friendship and attachment to the work place.
In the face of heightened competitive pressures, managers should thus foster a work
environment based upon information sharing, training and skill development.
Constant appraisal programs and appreciation should be given to reinstate
and motivate the employees. Motivation is a key factor as well in affecting job stress among
employees. Employees who are highly motivated will feel happier and are more willing to work
for the organizations. Unhealthy job stress among the people responsible in assisting the future
generation’s education will ultimately affect their intellectual and social abilities.

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 At the end of the day, both employer and employees are responsible when it comes to the
issue of handling stress. Because it is the institution, internal and external environment that cause
the stress, the employees face the stress and the employers will experience the effect of the
stresses.

5. Limitation of study:
 Only a percentage of total executives could be interviewed but the analysis is generalized.
 The findings and conclusion drawn out of the study will reflect only existing trends in the
organization.

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 The accuracy and authenticity of the observation made and conclusions drawn largely
depend upon the corresponding accuracy and authenticity of the information supplied by
the concerned organization authorities and employees.
 Study is conducted only in Pune
 The study can be strengthened by increasing the sample size as the data analysis results
and findings may vary substantially when the sample size is increased or decreased.

6. Bibliography:

 http://www.mindtools.com
 http://www.wikipedia.com/jobsatisfaction

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 http://www.unjobs.org/tags/job-satisfaction
 http://scholar.google.com/scholar?q=job+satisfaction
 Model from a Work Psychological Perspective, International Journal of Stress
Management (4).
 Survey report from society of human resource management(SCHRM). Abercrombie, N.,
Hill, S. and Turner, B. (1994): Dictionary of Sociology. England: Penguin Books.
Agervold, M. (1998).
 Argyris, C. & Schön, D. A. (1978): Organisational learning. Reading, MA: Addison-
Wesley.
 Argyris, C. & Schön, D. A. (1996): Organisational learning II. Theory, method and
practice .
 New York: Addison-Wesley Publishing Company.
 Rokeach, M. (1968). Beliefs, attitudes, and values: A theory of organization and change.
San Francisco: Jossey-Bass. Schommer, M. (1990).
 Effects of beliefs about the nature of knowledge on comprehension. Journal of
Educational Psychology, 82, 498–508.

7. Annexure : Questionnaire

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Survey of Job Satisfaction in Manufacturing & IT industry

Name of Company: …………………………………

Name of Employee: ………………………………………………

1. In which sector do you work?

Manufacturing …………………………….………….
Information Technology……………....……………. 
2. What is your age?
Under 21........................................................
21 to 34.......................................................... 
35 to 44.......................................................... 
45 to 54.......................................................... 
55 or older.....................................................
3. What is your sex?
Male...............................................................
Female........................................................... 
4. What is your marital status?
Married......................................................... 
Unmarried.................................................... 
5. How long have you worked?
Less than one year........................................
One year to less than two years..................
Two years to less than five years................
Five years to less than ten years..................
Ten years or more........................................ 

6. Overall, how satisfied are you with the company as an employee? (Please circle one
number)
Very Very
Dissatisfied Satisfied
1 2 3 4 5

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7. Your role at company (Please circle one number for each statement)
Disagree
Agree
Strongly
Strongly
I am given enough authority to make decisions I need to make.1.............2.............3.............4
5
I like the type of work that I do.....................................................1.............2.............3.............4
5
I believe my job is secure................................................................1.............2.............3.............4
5
8. Corporate culture (Please circle one number for each statement)
Disagree
Agree
Strongly
Strongly
Company’s corporate communications
Are frequent enough.......................................................................1.............2.............3.............4
5

I feel I can trust what company tells me.......................................1.............2.............3.............4

5

I believe there is a spirit of cooperation at company ..................1.............2.............3.............4

5

9. People are held accountable for achieving goals

And meeting expectations……………….......................................1……….2….……3………4……......5

10.Are the targets in the organization

Achievable……………………………………………….. 1……….2….……3………4………..5

11. Unnecessary bureaucratic procedures and delays

are minimal in this organization. …............................................1……….2….……3………4………..5

12. Employee input is considered before important decisions

Or changes are made…………………………………………............1……….2….……3………
4………..5

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13. I can disagree with my manager without fear of getting in trouble

……………..1……….2….……3………4………..5
14. When I do a good job, I receive praise and recognition
I deserve. .........................................................................................1……….2….……3………4………..5

15. My job does not cause stress or anxiety in my life. ..................1……….2….……3………4………..5

16. I am paid fairly for the work I do. ........................................... .1……….2….……3………4………..5

17. My workplace is well maintained. ..............................................1……….2….……3………4………..5

18. The benefits I receive are comparable to those offered by

other organizations. ........................................................................ 1……….2….……3………4………..5

19. High ethical standards are always maintained throughout

This organization. ............................................................................ 1……….2….……3………4………..5

20. I am extremely proud to tell people that I work for this

organization. …………………………………………...1……….2….……3………4………..5

21. I have plenty of opportunities for professional growth in this

Organization. ..................................................................................1……….2….……3………4………..5

22. Your relations with your immediate supervisor (Please circle one number for each
statement)

My supervisor treats me fairly………………………...1………2……….3………4………5

My supervisor asks me for my input to help make decisions1............2.............3.............4
5

23. Training program (Please circle one number for each statement)

Did the company provide

as much initial training as needed...........................................1.............2.............3.............4
5

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24. Pay and Benefits (Please circle one number for each statement)

My salary is fair for my responsibilities……………..1………...2…….....3……..4………5

25. Specifically, I'm satisfied with the:

Amount of vacation...................................................................1.............2.............3.............4
5

What do you like most about working for this organization?

…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
……………………………………………………………..

What causes you most stress at work?

…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
…………………………………………………………………………………………
……………………………………………………

Thank you…….

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