A STUDY ON EMPLOYEE JOB SATISFACTION OF BHARATHI

WOMEN DEVELOPMENT CENTER – KATTUR

INTRODUCTION

Human resource management is considered to be the most valuable asset in any

organisation.it is the sum-total of inherent abilities, acquired knowledge and skills
represented by the talents and aptitudes of the employed persons who comprise of
executives, supervisors, and the rank and file employees.it may be noted here that human
resource should be utilized to maximum possible extent, in order to achieve individual
and organisational goals.it is thus the employees performance is to a large extent,
influenced by motivation and job satisfaction.

Human resource management is a specialised functional area of business that

attempts to develop programmes, policies, and activities to promote the job satisfaction of
both individual and organizational needs, goods and objectives.

People join organisation with certain motives like security of income and job,
better prospects in future, and satisfaction of social and psychological needs. Every
person has different sets of needs at different times. It is the responsibility of
management to recognize this basic fact and provide appropriate opportunities and
environments to people at work to satisfy their needs. In this chapter the researcher wants
to explain about job satisfaction nursing and nursing job satisfaction.

Definition of job satisfaction

Job satisfaction, as the name suggests, is the feeling of contentment or a sense of

accomplishment, which an employee derives from his/her job.it is a result of appraisal
that causes one to attain their job values or meet out their basic needs. It helps in
determining to what extent a person likes or dislikes his/her job

The term job satisfaction figures prominently in any discussion on management

of human resources. Job satisfaction refers to a person feeling of satisfaction on the job,

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which act as a motivation to work. It is not the self-satisfaction. Happiness or self
contentment but the satisfaction on the job.

Causes of job satisfaction

• Experience

The experience an employees receives from various components of the work

environment will influence his/her attitude towards them. Suppose a job is monotonous
and not exciting,then the employees is likely to get dissatisfied with it. There are many
organisation which invest a large sum in making it more interesting and challenging so
that it actively engage the employees and their satisfaction level would be high.

• Association

Association plays a dominant role in the job satisfaction, in the sense that if the
current job of the employee is similar to the one he has the done in the past then he may
derive satisfaction level of his previous job to the present one.

• Social learning

In an organization, people work in groups and interact with them regularly, either
formally or informally, which has a great impact on the level of their satisfaction.
Employees whose job is similar communicate with one another and tend to develop the
same feeling for the job elements like the work itself, pay, working conditions, rules,
supervisor, manager etc. suppose if someone says that this job is tedious and
unchallenging, everyone in the group agrees to it and develop and attitude.

• Heredity

Genetic predisposition is important in the context of job satisfaction as people.

According to research, about 30 percent of job satisfaction is based on the heredity
components.

Facters affecting job satisfaction

The following mentioned are few best factors of job satisfaction they are

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The co-workers.

The people who you work can be either one of two kinds.

First, they might be nice friendly people who are sure about their own abilities and are
always willing to help you in time of need.

Working with such people is not only very easy but it also becomes very fun.
Overtime such people do not remain simply co-workers but they become family.

As opposed to this, in some companies there are Co workers who are so insecure
that they are willing to stab you in the back just to get ahead in the career front

Working with such people will indeed take a toll on you and make you dread
coming to office.

The boss and management style

A major factor affecting your job satisfaction is the kind of boss which you have
to work under.

If your boss is someone who is approachable and listens to whatever grievance

you have, then working for him automatically becomes rather pleasurable

However if your boss is someone who is never willing to be there for you in your
time of distress then working under him can be a source of great dissatisfaction.

In addition to this, the management style of your immediate senior is also an

important factor. If you are an independent worker then someone constantly
micromanaging you might get on your nerves.

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INTRODUCTION

Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a
motivation to work. It is not the self-satisfaction, happiness or self- contentment but the
Satisfaction on the job. The term refers to the total relationship between an individual and
the employer for which he is paid. Satisfaction does mean the simple feeling –state
accompanying the attainment of any goal, the end-state accompanying the attainment by
an impulse of its objectives. Job satisfaction does mean absence of motivation at work.
Resource workers differently described the factors contributing to job satisfaction and job
dissatisfaction. Hop pock described job satisfaction as, any combination that cause and
person truthfully to say I am satisfied with my job.

Job satisfaction is defined as: “The pleasurable emotional state resulting from the
appraisal of one’s jobs as achieving or facilities the achievement of one’s job values”. In
contrast job dissatisfaction is defined as “the un pleasurable emotional state resulting
from the appraisal of one’s job as frustrating or blocking the attainment of one’s job
values or as entailing disvalues”. However both satisfaction and dissatisfaction were seen
as, “a function of the perceived relationship between what on perceives it as offering or
entailing.” Job satisfaction is denied as the, pleasurable emotional state resulting from the
appraisal of one’s job as achieving simple feeling – state accompanying the attainment of
any goal, the end-state accompanying the attainment by an impulse of it one’s job values
or as entailing disvalues”. However, both satisfactions were seen as, “a function of the
perceived relation between what on perceives it as offering or entailing.

WORKERS' ROLES IN JOB SATISFACTION

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his
or her own satisfaction and well-being on the job. The following suggestions can help a
worker find personal job satisfaction.

Seek opportunities to demonstrate skills and talents. This often leads to more challenging
work and greater responsibilities, with attendant increases in pay and other recognition.

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Develop excellent communication skills. Employee’s value and reward excellent reading,
listening, writing, and speaking skills know more. Acquire new job-related knowledge
that helps you to perform tasks more efficiently and effectively. This will relieve
boredom and often gets on enticed. Demonstrate creativity and initiative. Qualities like
these are valued by most organizations and often result in recognition as well as
in increased responsibilities and rewards. Develop teamwork and people skills. A large
part of job success is the ability to work well with others to get the job done. Accept the
diversity in people. Accept people with their differences and their imperfections and learn
how to give and receive criticism constructively.

See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This helps to give meaning to one’s existence, thus
playing a vital role in job satisfaction.

Learn to de-stress. Plan to avoid burnout by developing healthy stress-management

techniques.

ASSURING JOB SATISFACTION

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

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NEED FOR EMPLOYEE SATISFACTION

Everyone from managers, retention agents to HR need to get a handle on employee

loyalty and satisfaction – how committed is the workforce to the organization and if
workers are really contented with the way of things for gauging their likelihood to stay
with the company. One of the main aspects of Human Resource Management is the
measurement of employee satisfaction. Companies have to make sure that employee
satisfaction is high among the workers, which is a precondition for increasing
productivity, responsiveness, and quality and customer service. The litmus test is to study
turnover and average length of service. If turnover is on the rise, loyalty levels are low
and vice versa. Comparing them to industry averages gives good idea of attrition
probabilities. Staff attendance, compliance with policies and confidence in leadership are
other indirect indicators of allegiance while excessive theft and sabotage spell obvious
lack of commitment.

According to Heskett et al (1994), more satisfied employees, stimulate a chain of positive

actions which end in an improved company Identification of Variables Affecting
Employee Satisfaction and Their Impact on the Organization performance. In another
research it is said that employee satisfaction influenced employee productivity,
absenteeism and retention, Derek R. Allen & Merris Wilburn, (2002). The success of any
company is directly link to the satisfaction of the employees who embody that company,
that retaining talented people is critical to the success of any organization, Freeman,
(2005) .Studies shows that businesses that excel in employee satisfaction issues reduce
turnover by 50% from the norms, increase customer satisfaction to an average of 95 % &
lower labor cost by 12%., Carpitella, (2003). The more satisfied an employee is, the less
turnover and absenteeism occurs, Maloney, & McFillen, (1986). Judge, et. al, (1993), on
the other hand, mentions that employee satisfaction is positively correlated with
motivation, job involvement, organizational citizenship behaviour, organizational
commitment, life satisfaction, mental health, and job performance, and negatively related
to absenteeism, turnover, and perceived stress and identify it as the degree to which a
person feels satisfied by his/her job. In contrast, Rousseau (1978) identified three

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components of employee satisfaction: they are characteristics of the organization, job task
factors, and personal characteristics.

In the construction industry, where the quality of products is dependent on the skill of
laborers and onsite supervisors, employees play a significant role in the success and
outcome of the product and the company.

U.S. Bureau of Labor Statistics, 2004 Profit and growth are stimulated directly (and
primarily) by customer loyalty. Customer loyalty is a direct consequence of customer
satisfaction. Customer satisfaction is heavily influenced by customer perceptions of the
value of services they receive. Value is created by satisfied, loyal and productive
employees.

Employees who feel a sense of teamwork and common purpose, a strong commitment to
communication, and managerial empowerment are most able, and willing, to deliver the
results that customers expect (Employee Satisfaction”, 2005) Human Relations
perspective posits that satisfied workers are productive workers (e.g., Likert, 1961;
McGregor, 1960). Thus, organizational productivity and efficiency is achieved through
employee satisfaction and attention to employees‟ physical as well as socio emotional
needs. Human relations researchers further argue that employee satisfaction sentiments
are best achieved through maintaining a positive social organizational environment, such
as by providing autonomy, participation, and mutual trust (Likert, 1961). Employees‟ job
satisfaction sentiments are important because they can determine collaborative effort.
Consistent with this reasoning, Likert (1961) has argued that collaborative effort directed
towards the organization‟s goals is necessary for achievement of organizational
objectives, with unhappy employees failing to participate (effectively) in such efforts.

In a unique study conducted by Harter et al. (2002), based on 7,939 business units in 36
organizations, the researchers found positive and substantive correlations between
employee satisfaction-engagement and the business unit outcomes of productivity, profit,
employee turnover, employee accidents, and customer satisfaction.

The predominant view has focused on the situational context (e.g., supervisory support)
as a cause of satisfaction and has argued that high-performance work practices and thus a

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positive working climate foster employee satisfaction (see, e.g., Bowen, & Ostroff, 2004;
Wright, Dunford, & Snell, 2001; Wright, Gardner, Moynihan, & Allen, 2005).

Keen observation of employee reactions and conduct is by far the most obvious and
easiest technique. Casually walk around the office, watching employees working,
interacting with each other and talk to them informally. Are they smiling, energized,
cooperative and alert or listless, inactive and unhelpful? You can even employee a
professional consultant as an objective third-party to assess the work atmosphere and
compare with other companies.

Taking simple observation to the next level by asking employees outright in attitude
surveys, focus groups and exit interviews and analyzing the results to determine staff
attitude, opinions and motivation. While satisfied employees are not necessarily loyal or
loyal ones always satisfied, it cannot be denied that job satisfaction fuels loyalty. After all
its been rightly said that, the more satisfied an employee is regarding his or her working
conditions, the more likely is he or she to develop a psychological attachment or
commitment to the organization. According to Mark graham Brown, (2006), there is a
strong link between employee satisfaction and customer satisfaction and between
customer satisfaction and future revenue.

Companies should try their best to evaluate why employees leave or what kindles their
dissatisfaction. Examine the root causes – where does the problem lie? Is it earnings or
benefits? Does it have something to do with job quality or workplace support? Or is lack
of appreciation or growth to blame. The onus is on the management to keep employees
engaged and happy, so as to persuade them to stay. In fact, this is critical to
organizational success.

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VARIABLES ON WHICH EMPLOYEE SATISFACTION DEPENDS

Through review of literature, we can classify the variables in mainly two broad categories
namely,

I.Organizational Variables

II. Personal Variables

Identification of Variables Affecting Employee Satisfaction and Their Impact on the

Organization

1. Organizational Variables:

The organization determinants of employee satisfaction play a very important role. The
employees spend major part of their time in organization so there are number of
organizational variables that determine employee satisfaction of the employees. The
employee satisfaction in the organization can be increased by organizing and managing
the organizational variables or organizational factors.

Fallowing these 10 variables comes in this category:-

1. Organization Development

Organizational development is an ongoing, systematic process to implement

effective change in an organization. Its objective is to enable the organization in
adopting-better to the fast-changing external environment of new markets, regulations,
and technologies. It starts with a careful organization-wide analysis of the current
situation and of the future requirements In other words we can say that Organization
development is the process through which an organization develops the internal capacity
to most efficiently and effectively provide its mission work and to sustain itself over the
long term. This definition highlights the explicit connection between organizational
development work and the achievement of organizational mission.

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2. Policies of Compensation and Benefit

This is the most important variable for employee satisfaction. Compensation can
be described as the amount of reward that a worker expects from the job. Employees
should be satisfied with competitive salary packages and they should be satisfied with it
when comparing their pay packets with those of the outsiders who are working in the
same industry. A feeling of satisfaction is felt by attaining fair and equitable rewards.

Fallowing these points come under this category:

 Wage and salary.

 Reward and penalties.

3. Promotion and Career Development

Promotion can be reciprocated as a significant achievement in the life. It promises and

delivers more pay, responsibility, authority, independence and status. So, the opportunity
for promotion determines the degree of satisfaction to the employee. Fallowing these
points come under this category:

 Opportunity for promotion.

 Equal opportunity to grow despite being male or female
 Training program.
 Opportunity for use skills and abilities.

4. Job Satisfaction:

Job satisfaction is the favourableness or un-favourableness with which employees

view their work. As with motivation, it is affected by the environment. Job satisfaction is
impacted by job design. Jobs that are rich in positive behavioural elements- such as
autonomy, task identity, task significance and feedback contribute to employee’s
satisfaction. Fallowing these points come under this category:

 Job design
 Task identity
 Recognition

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  Responsibility
 Empowerment
 Quantity of task.
 Difficult level of task

5. Job Security

Job security is an employee's assurance or confidence that they will keep their current
job. Employees with a high level of job security have a low probability of losing their job
in the near future. Certain professions or employment opportunities inherently have better
job security than others; job security is also affected by a worker's performance, success
of the business and the current economic environment. Fallowing these points

 Come under this category:

 Facility of transfer
 Accessible / reasonable target
 Leaves

6. Working Environment & Condition

Employees are highly motivated with good working conditions as they provide a feeling
of safety, comfort and motivation. On contrary, poor working condition brings out a fear
of bad health in employees. The more comfortable the working environment is more
productive will be the employees. Fallowing these points come under this category:

 Feeling safe and comfort in working environment.

 Tools and equipment.
 Working methods
 Security guards and parking facility.
 well ventilated with good light fans and air- conditioning.
 Neat and clean office place, rest area and washrooms.


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7. Relationship with Supervisor

A good working relationship with your supervisor is essential since, at every stage, you
need his or her professional input, constructive criticism, and general understanding.
Fallowing these points come under this category:

 Relationship with immediate supervisor.

 Communication between employees and senior management.
 Treatment to employee.

8. Work Group

There is a natural desire of human beings to interact with others and so existence of group
in organization is a common observable fact. This characteristics result in formation of
work group at the work place. Isolated workers dislike their job. The work groups make
use of a remarkable influence on the satisfaction of employees. Fallowing these points
come under this category:

 Relationship with the group members.

 Group dynamics
 Group cohesiveness
 Need for affiliation.

9. Leadership Styles

The satisfaction level on the job can be determined by the leadership style. Employee
satisfaction is greatly enhanced by democratic style of leadership. It is because
democratic leaders promote friendship, respect and warmth relationship among the
employees. On contrary, employees working under authoritarian and dictatorial leaders
express low level of employee satisfaction. Fallowing these points come under this
category:

 Prefer democratic style of leadership

 Friendship, respect and warmth relationship.

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10. Other Factors

There are some other important variables which affect the level of employee satisfaction
in organization. Fallowing these points come under this category:

 Group outgoing (feel like a part of family).

 Encouragement and feedback.

 Use of internet and other technology for doing job.

II. Personal Variables:

The personal determinants also help a lot in maintaining the motivation and personal
factors of the employees to work effectively and efficiently. Employee satisfaction can be
related to psychological factors and so numbers of personal variables determine the
employee satisfaction of the employees.

Fallowing these 5 variables comes in this category:-

1. Personality

The personality of an individual can be determined by observing his individual

psychological condition. The factors that determine the satisfaction of individual and his
psychological conditions is perception, attitude and learning. Fallowing these points
come under this category:

 Competencies and personality of employee are suitable for job.

 Perception, attitudes and learning of employee.

2. Expectation

The expectation level of employees affects their satisfaction level. If one receives more
outcome than expected then he will be highly satisfied and vice-versa. Fallowing these
points come under this category:

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  Expectation of employee from the job.

3. Age

Age can be described as noteworthy determinants of employee satisfaction. It is because

younger age employees possessing higher energy levels are likely to be having more
employee satisfaction than older age employees. Fallowing these points come under this
category:

 Young employees possessing high energy level so feeling more satisfied.

 Old employees resist accepting new techniques.

Gender

Education

Age

Expectation

Personality

Personal

Variables

4. Education

Education plays a significant determinant of employee satisfaction as it provides an

opportunity for developing one’s personality. Education develops and improvises
individual wisdom and evaluation process.

The highly educated employees can understand the situation and assess it positively as
they possess persistence, rationality and thinking power.

 Highly educated employees possess rationality and thinking power.

 Education develops individual wisdom and evaluation process.

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5. Gender Differences

The gender and race of the employees plays important determinants of employee
satisfaction Women, the fairer sex, are more likely to be satisfied than their counterpart
even if they are employed in same job. Fallowing these points come under this category:

 Generally women are more likely to be satisfied than men.

On her happiness project blog, Gretchen Rubin, author of The Happiness Project,
identifies seven areas to improve happiness in the workplace. While employees can’t
weak their habits to improve happiness, employers can also make small changes to the
seven categories. A little bit of effort can lead to happy, efficient, and loyal employees.

13 Steps or things which we can do to increase employee satisfaction and loyalty

thereby increasing our business revenue and profit are as follows:

1. Clear, Concise and Consistent Communication

In many organizations, employee doesn’t know what is mission, vision, objects. Building
a corporate culture that requires employees to be an integral part of the organization can
be an effective way of getting the most from the talents or competencies brought to the
organization by each employee. We should keep employees informed on the company’s
position, progress made, issues/challenges, and how they directly contribute to the
success of the business.

2. Getting to Know Your Employees and Create a Team

It can be done by the hiring right employee for right job and clearly defined and
communicated employee expectations. Every organization should spend time to instil
trust and accountability, lying out clear expectation and securing their commitment to the
business and build a culture around working together to meet challenges, create new
advantage, and propel the business to greater success.

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3. Training and Other Improvement Programs

Provide necessary education, training and coaching that increases employees skills and
shows the employee that you are interested in their success and readiness for new
responsibility.

4. Empower Employees Across the Company

Step up appropriate levels of new responsibility across the company. Push appropriate
decision making and allow people close to the issue to make the call. Make sure your
employee knows that you trust them to do their job to the best of their ability.

5. Work It

We can increase employee satisfaction by making job rotation, job enlargement like
knowledge enlargement and task enlargement as well as job enrichment. Target should be
accessible for employee.

6. Fair Compensation and Benefits

Policies of compensation and benefits are most important part of organization. But you
should build your policies at “suitability” not “the best”.

7. Opportunity for Promotion and Career Development

Develop programs to promote all titles in the organization and build programs for career
development of each title. Organization should give opportunity to every employee for
using their abilities, skills and creativeness.

8. Monitor Performance and Reward for Contribution

People naturally keep score. Use this to as advantage by monitoring positive contribution
and behaviour, rewarding as appropriate. Motivate others to reach new performance
levels by knowing how they measure up to expectation. We should build the proper
evaluation and fair and encourage employees perform work.

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9. Provide Regular, Honest Feedback

Don’t wait for a crisis situation to give feedback. Instead, give regular constructive input
into the employee’s performance across a wide variety of issues, build loyalty, challenge
to new levels of performance and keep it real.

10. Build Corporate Culture

We should focus on making proper communication channel, good and supportive

relationship with co-workers and with supervisor. Employee satisfaction can be increased
by demonstrating respect for everyone in the organization or company.

11. Provide Best Equipment and Safe Working Condition

Invest in employees by making sure their tools and equipments don’t keep them from
being successful. Give them the very best tools to deliver the very best performance to
the company, customers and the marketplace. Companies should build occupational
health and safety program.

12. Use of Information Technology

Creating a work environment in which employees are productive is essential to increased

employee productivity, their satisfaction as well as profits for any organization,
corporation or small business. There is no shortage of information on ways to motivate
employees, but more and more companies are realizing that there is a strong correlation
between flexibility in the workplace and employee satisfaction and productivity. The
concept of telecommuting is certainly not new. However, recent advances in cloud
computing and collaboration software make telecommuting programs easier to
implement from a technological standpoint. Concerns about cost, security, features and
reliability have all been laid to rest with the introduction of hosted, Software as a Service
applications. With an Internet connected computer, employees can securely access
centralized data, collaborate with remote team members and host interactive web
meetings and presentations. The rise of cloud computing technology and Wi-Fi
availability has enabled access to remote servers via a combination of portable hardware
and software.

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Research methodology:

Research in common parlance refers to search for knowledge. In fact, research

methology is the science of collecting identifying and presenting facts in such a way that

it leads to unearthing some truths or Angles of reality.

Objectives:-

To find the working environment of the organization.

To Examine the career prospect of the employees.

To analyse the participation of employees in decision making.

To evaluate the over all satisfaction of the employees.

Area of the study:-

The research was conducted in Bharathi women development centre Kattur at

Thiruvarur.

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Data collection:-

Primary data

The data is merely collected through questionnaire and discussion with employees

Secondary data:-

Apart from primary data. The data collected through text books, Journals from

library, academic reports and Internet.

Sampling:-

Sampling size 68 employees.

Period of study:-

The period of study converes from 19.12.2018 to 28.02.2019

Tools for analysis:-

For the purpose of analysis too such as percentage used.

Data presentation:-

The data collected has been presented in the forms of Tables, bar diagrams etc.,

Limitation of the study:-

Due to time constraint, and poor response from the respondents. The data collected were

not adequate.

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Chapter scheme

 The first chapter is introduction.

 The second chapter deals with review of literature.

 The third chapter is the profile of the study unit.

 The forth chapter deals with analysis Interpretation of data.

 The fifth chapter is a summary of findings suggestion and conclusion.

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CHAPTER –II

REVIEW OF LITERATURE

Sarri and Judges's (2004), article provided greater understanding of the research
on employee's attitudes and Job Satisfaction. The article identified three gaps between
Human resource practice .and the scientific research in the area of employee attitudes in
general and. the most focal employee attitude in particular —Job satisfaction: the causes
of employee attitudes, the result of positive or negative. job satisfaction and how to
measure and influence employee attitudes: Suggestions for practitioners are provided on
how to close the gaps in knowledge and for evaluating implemented practices.

Worrell (2004) examined and_ described the levels of Job Satisfaction and relationship
between the variables in a national sample of school. psychologists belonging to the
National Association of School Psychologists (NASP). Data were collected through
mailed survey packets including .a data from including Minnesota .Satisfaction.
Questionnaire. 234 full time practitioners responded. Result indicated that 90% of school
psychologists were satisfied or very satisfied with their jobs. The findings showed a
gradual increase in overall satisfactiOn when compared to 1982 and 1992 that reported
being satisfied or very satisfied with their jobs. Participants in the current sample were
more satisfied with their job security, independence and creativity.

Santhapparaji (2005). studied the .Job Satisfaction Of the women managers working in
automobile Manufacturing Industry in Malaysia. It was based on primary survey from
200 women managers: The study investigated the relationship between specific aspects of
Job Satisfaction and the personal characteristics of women managers. It was also aimed to
retest the Herzberg's Two-Factors theory. The correlation analysis showed that there was
a significant negative correlation between education level and pay, promotion people on
present job and job in general. The percentage of overall satisfaction was 75.59%. The
results did dot support the Hezberg's theory and concluded that no separate and distinct
factors lead to job satisfaction or dissatisfaction, but if they were 'together, contributed to
job satisfaction or dissatisfaction. The study reveals that there was a need for change in
the Organisational. culture and the management should create the 'environment for social

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and organisational network. The factor which was relatively less satisfied was the pay
and this can be improved-only through dialogue which involve cost to the organisation
and the less level of satisfaction on present job could be easily improved by job rotation,
providing challenging job and so on

Rajesh (2007) studied the Quality of Work life and Job satisfaction in 10 IT Companies
professionals from 3 cities i.e. Hyderabad, Bangalore. and Chennai. The objectives of the
study were to explore the levels of Job Satisfaction and relationship between
demographic characteristics and satisfaction, to find differences. exists between
demographic characteristics with overall Job Satisfaction, to identify specific Indicators
that causes dissatisfaction and to examine the hierarchy of needs among IT Professionals.
The questionnaire was administered to collect primary data. The study revealed that
higher income groups and higher experienced were the most dissatisfied with Job
Security. It was also showed that the most satisfied employees in. IT Industry were of
Hyderabad, folloWed by Chennai and Bangalore respectively

Chen and Silverthrone (2008) examined the relationship between Locus of Control .
(LOC) and the work-related behavioural measures of job stress, Satisfaction and
perforlliance of professional accountants who work for Certified Public Accountant
(CPA) firms in Taiwan. The main. objective of the study was to assess how LOC
imPacts_ individuals and behaviour. in the work place in three primary areas: Job Stress,
Job Satisfaction add Job performance. A total of 620 survey instruments were mailed to
310 Certified Public Accountant firms in Taiwan with two surveys sent, to each firm. The
findings indicated that one aspect of an accountant's personality, as measured by locus of
control, plays an important role in predicting the level of Job satisfaction, stress and
performance. Individuals with a higher internal locus control are more likely to have
lower levels of job stress and higher levels of job performance and satisfaction.

. Liu, eta1. (2008) investigated the dimensionality and generalizability of Public Service
Motivation and also examined the relationship between each dimension of public service
motivation and public servant's Job Satisfaction. Exploratory factor analysis and
confirmatory factor analysis techniques were applied to survey data of 191 public
servants in China. The result indicated that the public service motivation observed in the

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West existed in china, but the generalizability of the construct was limited. Three of the
four dimensions of public service motivation (attraction to public policy making,
commitment to the -public interest and .self-sacrifice) existed in China, but the fourth
dimension (compassion) was unconfirmed.

Chileshe and Haupe- (2009) investigated the perceived age differences in Job
Satisfaction of construction workers in South .Africa. The main objectives of the study
were to identify the major variables affecting the relative aspects-.of work within the
South African Construction industry and to investigate the impact of age on the
satisfaction derived from work: A total of 300 questionnaires were sent to potential
respondents. A total of 65 usable questionnaires were returned. Result of the study
indicated that Job .Satisfaction differential does not exist between younger and older
workers. Although both younger and older workers ranked the relationship with
workmates as being poor, age does not have an influence on the effects of the aspects of
work. In terms of the effects of Job Satisfaction younger workers- reported higher scores
than older workers on 'indifference', whereas the. younger workers ranked poor-
recognition of abilities as the most effect in comparison to the older workers who
reported suffering from a "lack of alertness". as the most ranked effect.

Gunlu, et.a1:19 (2009) examined the effect of Job Satisfaction on Organisational

commitment for managers in large-scale hotels in the Aegean region of Turkey and, in.
addition, examined whether there is significant relationship between the characteristics of
the sample, organisational. commitment and Job satisfaction. Two structured
questionnaire were administered to large scale. hotel managers in the tourism industry.
The population was selected. randomly with a sampling ratio of 25 percent. A totaliof 48
managers in four-star hotels and 75 managers in five-star hotels were reached fora total
sample of 123 managers. A total of 43 managers were middle level, whereas 80 were
lower level- managers such- as supervisors. The data were analysed using statistical
package for Social. Sciences version. 13. The findings of the study indicated that-
extrinsic,. intrinsic and general job satisfaction had a significant effect on normative
commitment and affective commitment.

23
Bellou (2009) examined the influence of gender and age on relationship. between
organisational culture and Job satisfaction. One hundred and five (125) usable
questionnaires were gathered frorn three Public Hospitals located in a major Greek City.
The measures adopted include the Organisational Culture Profile . and Job Descriptive
Index. The statistical analyses include descriptive statistics, stepwise regression analyses
and t-test. The finding of.the study was that the employee's gender and age influenced the
way that the organisational values affected their Job Satisfaction.

Nilufar Ahsan (2009) investigated the relationship between Job stress and Job
Satisfaction. The study conducted in a Public University- in Kiang Valley area in.
Malaysia and 300 respondents were selected as. a sample of the study. The determinants
of job stress that have been examined under this study include management role,
relationship with others, work load pressure, homework interface, role ambiguity and
performance pressure. TIfe, results of the study revealed that the association _ between
relationship with others and job stress is not significant. The relationship- between
workload pressure and job stress, role ambiguity and job stress is significant. The study
concluded that the motivation is a key factor as well in affecting job stress among
employees. Employees who were highly motivated will feel happier and were more
willing to work for the organisation.

Salman Khalid (2010) examined Sob Satisfaction level of Bank Employees in Punjab
Province. The information collected from 144 respondents from four Banks employees
who were randomly selected from both public and private sector banks. Five components
of Job Satisfaction such as work, pay, promotion, salary and recognition were examined
besides overall Job Satisfaction. The findings of the study indicated that the sectoral
differences in terms of salary, promotions, job security, recognition and benefits play a
significant role in influencing one's perception of job satisfaction. Private sector bank
employees reported dissatisfaction in terms of Job Security. To overcome this obstacle
private sector banks need to introduce special schemes related retirement, pthsion,
gratuity and other benefits to enhance the employee's sense regarding job security in
effort to increase organisational commitment which in turn will lead to ernployee' s
commitment and high degree of satisfaction.

24
Rane (2011) studied the importance of employee Job Satisfaction. He explained that the
employee Job Satisfaction was essential to face the dynamic and ever increasing
challenges of maintaining productivity of the organisation by keeping their work force
constantly engaged and motivated. The study found that the high Job Satisfaction
correlated strongly with the feeling of having fun at work. The article explained that the
possible ways to enhance their performance in order to face new challenges were
providing positive work environment, the appreciation of. performance, personal
recognition of -employees by the management, and employee participation in decision -
making, providing training facilities to improve worker's skills and potentials. There
should be a continuous process of. assessment of Job satisfaction of employees by
obtaining feedback in a specially designed evaluation format before and after the training
programmes. He concluded that the Job satisfaction of an employee in any organisation
was of paramount importance to achieve the-targeted goals on a sustainable basis.

Javed and Premarajan (2011) examined the influence of distributive and procedural
justice on pay and Job Satisfaction. They provided that distributive justice and procedural
justice. had differentiating impact on' Job Satisfaction and four facets of pay, satisfaction
i.e. level, raise, benefits- and administration. The survey carried out among 122 India'
managers. It was found that the distributive justice as a. more important. predictor of all
four dimensions of pay satisfaction and Job Satisfaction. Procedural justice was also
found to be a statistically significant predictor of pay structure and Job Satisfaction:

25
 CHAPTER – III

COMPANY PROFILE

26
27
OUR PARTNER

BWDC has implemented many developmental and rehabilitation projects in association

with various INGOs and NNGOs as well Government agencies. They include:

28
Financial & Banking Partners

• Rastriya Mahila Kosh

• Punjab National Bank

• SIDBI (Small Industries Development Bank of India)

• City Union Bank

• Tamilnadu Mercantile Bank

• Bank of Maharashtra

• Canara Bank

• UCO Bank

• State Bank of India

• Maanaveeya Development Finance Pvt Ltd

Grant Funding Partners

• Ministry of Social Justice and Empowerment, Government of India

• Central Social Welfare Board, Government of India

• State Social Welfare Board, Tamilnadu Government

• Child Fund India

• FINISH

• Maanaveeya Development Finance Pvt Ltd

Our Office

29
Bharathi Women Development Centre, Kattur & Post, Manakkal Ayyampettai - Via,
Thiruvarur District, Tamil Nadu - 610104 Ph: 04366-244377/Email:
info@bh.arathiwomen.org / mn.bwdc@gmail.com,Web: www.bharathiwomen.org

ABOUT THE ORGANIZATION

Bharathi Women Development Centre (BWDC) is a service organization working

towards the empowerment of the underprivileged and impoverished section of the society
in Tamilnadu province. It has touched the lives of thousands with a special emphasis to
the vulnerable sections in women, children, aged and the low income-households for the
past three-decades. It was formed to deliver better services to them, thereby developing
the capabilities of these population improve their living standards by availing
opportunities. BWDC has also been ' instrumental in helping rural women become
economically self-reliant and better their own lives by providing financial services in a
sustainable manner.
BWDC's long and arduous journey has laid down several milestones for the
upliftment of the disadvantaged segments of society. For the holistic development of the
targeted community, it has implemented more than hundred development and welfare
projects around three districts in Tamilnadu. Programs like, "Micro Finance lower
income people" and "Sanitation for All" are some of the initiatives that BWDC is
committed for making a change towards better living. As an • organization with a
professional, dedicated and growing work force, Bharathi has consistently renovated
itself to the changing needs and demands of its communities.
Our organization varies itself from other MFI's through its intense concern for
learning and growing together.
Through its promotion of microenterprise, financial inclusion, addressing issues
related to safe drinking water, sanitation, skill for life etc... it traverses along the life of
the people helping them become equal members of society . When it comes to core
values, BWDC strictly follows value driven integrity and participation with transparency
and openness. Complying with the business ethics, we follow limpidity in interest rates,

30
product details and repayment thus keeping the people's development to independent
sustenance as our priority.
Bharathi Women Development Center still has a long way to go and it will keep
on pursuing its mandate and goals, remaining committed to the values and vision that
distinguish . itself from others. With a sense of pride in bringing positives changes to
people's life, it moves further to its envisioned society where there is equal social and
economic opportunities and accessibility to financial services.

Our Vision
"To . develop an empowered and vibrant community with women as the major focus".

Our Mission
"Build capacities to promote appropriate institutional arrangements to access resources
and opportunities which will enable the community to achieve sustainable socio-
economic development".

CHAPTER IV
31
 DATA ANALYSIS
Table 4.1
EXPERIENCE OF RESPONDANTS
YEARS OF NO. OF
PERCENTAGE
EXPERIENCE RESPONDANTS
0-3 4 5.9
3-5 7 10.3
5-7 47 69.1
More than 7 years 10 14.7
Total 68 100
Sources: primary data

Inference:-
The above table shows that 69.1% the respondents have got more than
5 years of experience only few have minimum years experience.

CHART 4.1
32
 EXPERIENCE OF RESPONDANTS

80

69.1
70

60

50

40

30

20
14.7
10.3
10 5.9

0
0-3 3-5 5-7 More than 7 years

Table 4.2

33
 WORKING ENVIRONMENT
NO. OF
OPINION PERCENTAGE
RESPONDANTS
Participative 39 57.4
Autonomy 12 17.6
whimsical 8 11.8
Red Tapism 9 13.2
Total 68 100
Sources: primary data

Inference:-
The above table shows that 57.4% the respondents admit that
in the work place they follow participative style. And 11.8% say
that the environment is of whimsical of nature.

34
 CHART 4.2
WORKING ENVIRONMENT

70

60 57.4

50

40

30

20 17.6
11.8 13.2
10

0
Participative Autonomy whimsical Red Tapism

Table 4.3

35
 QUALIFICATION AND SKILLS
NO. OF
OPINION PERCENTAGE
RESPONDANTS
Strongly agree 9 13.2
Agree 34 50
Neutral 10 14.7
Disagree 8 11.8
Strongly Disagree 7 10.3
Total 68 100
Sources: primary data

Inference:-
The above table shows that 50% the respondents agree that
their work is based on their skills. And 10.3% of respondents say
that the work is not based on their skills.

CHART 4.3

36
 QUALIFICATION AND SKILLS

60

50
50

40

30

20
14.7
13.2
11.8
10.3
10

0
Strongly agree Agree Neutral Disagree Strongly Disagree

Table 4.4

37
 SATISFACTION WITH TOP MANAGEMENT

NO. OF
OPINION PERCENTAGE
RESPONDANTS
Strongly agree 15 22.1
Agree 20 29.4
Disagree 30 44.1
Strongly Disagree 3 4.4
Total 68 100
Sources: primary data

Inference:-
The majority of the respondents are not satisfied with the top
management.

CHART 4.4

38
SATISFACTION WITH TOP MANAGEMENT

4.4

22.1

44.1

29.4

Table 4.5

39
 SATISFACTION WITH THE WORKING HOURS
NO. OF
OPINION PERCENTAGE
RESPONDANTS
Strongly agree 35 51.5
Agree 10 14.7
Neutral 13 19.1
Disagree 7 10.3
Strongly Disagree 3 4.4
Total 68 100
Sources: primary data

Inference:-
From the above, we come to know that more number of
respondents (i,e) 51.5% fully satisfied with the working hours
4.4% of the respondents are dissatisfied with the working hours.

CHART 4.5

40
 SATISFACTION WITH THE WORKING HOURS

60

51.5
50

40

30

20 19.1
14.7
10.3
10
4.4

0
Strongly agree Agree Neutral Disagree Strongly Disagree

Table 4.6

41
 AUTHOURITY TO PERFORM DUTIES
NO. OF
OPINION PERCENTAGE
RESPONDANTS
Strongly agree 15 22.1
Agree 29 42.6
Neutral 13 19.1
Disagree 6 8.8
Strongly Disagree 5 7.4
Total 68 100
Sources: primary data

Inference:-
The above table indicates that 42.6% of the respondents
agree that the employees have necessary authority to perform their
duties 7.4% of the respondents feel that employees don’t have the
authority.

CHART 4.6

42
 AUTHOURITY TO PERFORM DUTIES

45 42.6

40

35

30

25
22.1
20 19.1

15

10 8.8
7.4
5

0
Strongly agree Agree Neutral Disagree Strongly Disagree

Table 4.7
43
 COUNSELLING PROGRAMS
NO. OF
OPINION PERCENTAGE
RESPONDANTS
Strongly agree 12 17.7
Agree 15 22.1
Neutral 27 39.7
Disagree 8 11.7
Strongly Disagree 6 8.8
Total 68 100
Sources: primary data

Inference:-
The above table indicates that the counseling programmes for
employees are not organized regularly. It is clear that it is conducted more
and than.

44
 CHART 4.7
COUNSELLING PROGRAMS

45
39.7
40

35

30

25
22.1
20 17.7

15
11.7
10 8.8

0
Strongly agree Agree Neutral Disagree Strongly Disagree

45
 Table 4.8
EXPERIENCE SHARING
NO. OF
OPINION PERCENTAGE
RESPONDANTS
Strongly agree 16 23.5
Agree 8 11.7
Neutral 39 57.4
Disagree 4 5.9
Strongly Disagree 1 1.5
Total 68 100
Sources: primary data

Inference:-
From the above we come to know that the employees. Show their
experience to help each other to carry out their work effectively

46
 CHART 4.8
EXPERIENCE SHARING

70

60 57.4

50

40

30
23.5
20
11.7
10
5.9
1.5
0
Strongly agree Agree Neutral Disagree Strongly Disagree

Table 4.9

47
 APPRECIATION AND REWARDS FOR EMPLOYEES
NO. OF
OPINION PERCENTAGE
RESPONDANTS
Strongly agree 15 22.1
Agree 30 44.1
Neutral 6 8.8
Disagree 10 14.7
Strongly Disagree 7 10.3
Total 68 100
Sources: primary data

Inference:-
The above table shows that 44.1% of the respondents admit that they
are being appreciated and rewarded only few say that they are not
encouraged

CHART 4.9
48
 APPRECIATION AND REWARDS FOR EMPLOYEES

50

45 44.1

40

35

30

25
22.1
20
14.7
15
10.3
10 8.8

0
Strongly agree Agree Neutral Disagree Strongly Disagree

49
 Table 4.10
CAREER PROSPECT FOR EMPLOYEES
NO. OF
OPINION PERCENTAGE
RESPONDANTS
Strongly agree 30 44.2
Agree 12 17.6
Neutral 10 14.7
Disagree 9 13.2
Strongly Disagree 7 10.3
Total 68 100
Sources: primary data

Inference:-
Most of the respondents have good career orospect only few admit
that they don’t have good career.

CHART 4.10
50
 CAREER PROSPECT FOR EMPLOYEES
50

45 44.2

40

35

30

25

20 17.6
14.7
15 13.2
10.3
10

0
Strongly agree Agree Neutral Disagree Strongly Disagree

Table 4.11
WORKING CONDITION
51
 NO. OF
OPINION PERCENTAGE
RESPONDANTS
Strongly agree 25 36.8
Agree 10 14.7
Neutral 20 29.4
Disagree 10 14.7
Strongly Disagree 3 4.4
Total 68 100
Sources: primary data

Inference:-
From the above we in fer that 51.5% of the respondents say that
working condition is good and others disagree with the statement.

CHART 4.11

52
 WORKING CONDITION
40
36.8
35

30 29.4

25

20

14.7 14.7
15

10

5 4.4

0
Strongly agree Agree Neutral Disagree Strongly Disagree

Table 4.12
53
 EMPLOYEES INVOLVEMENT IN MANAGEMENT
DECISION
NO. OF
OPINION PERCENTAGE
RESPONDANTS
Strongly agree 18 26.5
Agree 29 42.6
Neutral 15 22.1
Disagree 4 5.9
Strongly Disagree 2 2.9
Total 68 100
Sources: primary data

Inference:-
47 employees that they follow the participative style of decision
making others say against the statement.

54
 CHART 4.12
EMPLOYEES INVOLVEMENT IN MANAGEMENT
DECISION

45 42.6

40

35

30
26.5
25
22.1
20

15

10
5.9
5 2.9

0
Strongly agree Agree Neutral Disagree Strongly Disagree

55
 Table 4.13
WELFARE FACILITIES TO EMPLOYEES
NO. OF
OPINION PERCENTAGE
RESPONDANTS
Strongly agree 8 11.8
Agree 12 17.6
Neutral 20 29.4
Disagree 25 36.8
Strongly Disagree 3 4.4
Total 68 100
Sources: primary data

Inference:-
From the above table we in fer that the welfare facilities provided for
the employees in the organization is some what good.

CHART 4.13

56
 WELFARE FACILITIES TO EMPLOYEES

40
36.8
35

30 29.4

25

20
17.6

15
11.8
10

5 4.4

0
Strongly agree Agree Neutral Disagree Strongly Disagree

Table 4.14
RECOGNITION AND ACKNOWLEDGEMENT OF WORK

57
 NO. OF
OPINION PERCENTAGE
RESPONDANTS
Strongly agree 8 11.7
Agree 10 14.7
Neutral 15 22.1
Disagree 30 44.1
Strongly Disagree 5 7.4
Total 68 100
Sources: primary data

Inference:-
Most of the respondents feel that they are not recognized and
acknowleged for their work.

CHART 4.14

58
RECOGNITION AND ACKNOWLEDGEMENT OF WORK

50

45 44.1

40

35

30

25
22.1
20
14.7
15
11.7
10 7.4
5

0
Strongly agree Agree Neutral Disagree Strongly Disagree

Table 4.15
SALARY OF EMPLOYEES

59
 NO. OF
OPINION PERCENTAGE
RESPONDANTS
Strongly agree 12 17.6
Agree 13 19.1
Neutral 5 7.4
Disagree 30 44.1
Strongly Disagree 8 11.7
Total 68 100
Sources: primary data

Inference:-
30% of the respondents are dissatisfied with the salary for the
work which have they executed only. Few say positively.

CHART 4.15
SALARY OF EMPLOYEES

60
 50

45 44.1

40

35

30

25

20 19.1
17.6
15
11.7
10 7.4
5

0
Strongly agree Agree Neutral Disagree Strongly Disagree

CHAPTER V

FINDINGS:

61
  Majority of the respondants have got more than 5 years of experience
 The working environment is participative in nature
 The employees are placed on basis of their qualification
 The working hours are satisfied
 The counseling programmes are not organized regularly for the employees
 The employees are appreciated and rewarded for their good performance
 The welfare facilities provided to the employees are not much satisfactory
 The salary given to the respondents are not up to their expectation.

Suggestion:-
The counselling programme should be arranged regularly for the employees.

The welfare facilities should be provided to the employees as per their work.

62
 The salary should be revised, so that they may put more efforts.

CONCLUSION

63
 The employees job satisfaction is satisfactory in the organization but it should

provide more welfare facilities to employees they should be paid more periodical

counseling programmes should be arranged

64